6. Conclusion
This paper analyses by means of IRM a public organisation's experience of and capability to manage PPP project risks, as a factor influencing PPP performance. We conducted qualitative sequential mixed methods research to identify risks and categorise them, assess the appropriateness of controls put in place, and inform discussions in relation to the overall organisational strategy. As results suggest, public organisations in PPP can face several potential risks. Most of them are considered to be “intolerable” since they will prevent achieving the primary objectives of the partnership. The risks relate in particular to project governance and project management responsibilities, rather than process management. This implies, that the development of the partnership process may occur smoothly, while the substantive outcome will be unsuccessful in the sense of partnership objectives not being realised. The results furthermore indicate that risks are primarily caused by organisational and human factors.
