Abstract The educational budget system and relevant decree have been promulgated since 2000. One of the important changes is the budget of each educational institute has been changed to funds system. Each educational institute should funds raised by itself. Come down a few years, inside in educational institute get up asymptotic change. They should have more interaction with the societies in order to obtain more resources. Because of the change and development of the social attitude, government¡¦s public affair budget has adjusted by a wide margin. Increase in the social welfare expenditure, comparatively, the budget of public construction are squeezed. The Law for Promotion of Private Participation in Infrastructure Projects, which was promulgated on Feb. 9, 2000, espouses the spirit of vigorous innovation and, from the aspect of creating benefit, establishes partnership relations between the government and the private sector. The main features of this law include the following: 1. Embodiment of general-type legislation. 2. Embodiment of the civil contract concept. 3. Maximization of private participation. 4. Maximization of government carefulness. The law builds the new bridge between public sector and private sector for working together. This research takes educational institute as an example, besides offering private participation opportunity; the project find the way to renew the facilities in the institute. The result of this research shows, consider the factors, such as the investment benefit, the right of consumers, the reasonable market price, etc, then adjust the proportion of investment, contract time, and find the way balancing between the public and private sector. It shows by the feedback plan to the institute or public sector. When the public sector carrying out BOT plan, should consider different plan characteristics, scale, market value, etc. adjust the relation with the private sector. Find the way working together, and make the project success. KEYWORD¡G educational institute, budget, Private Participation in Infrastructure Projects, investment feasibility study

Yes / This article examines the influence of violent non-state actors (VNSAs) on the construction of large-scale infrastructure projects in conflict-affected territories. Recentering such territories, it challenges state-centric geoeconomic narratives, which often overlook the significant role of local illicit authorities in shaping project outcomes. The study demonstrates how geoeconomic ambitions, such as regional or global influence and energy security, depend on negotiating with local actors in contested territories. The findings reveal the blurred boundaries between domestic and international authority in these regions and suggest that megaprojects must account for multi-scalar authority dynamics. We illustrate our argument by analyzing the construction of two megadam projects: the Hidroituango dam in Colombia’s Antioquia department and the Myitsone dam in Myanmar’s Kachin State. Drawing on original evidence collected during extensive fieldwork comprising semi-structured interviews and observations in these two conflict-affected regions, we show that the Revolutionary Armed Forces of Colombia and Myanmar’s Kachin Independence Army, respectively, exercised authority in regions where the state’s monopoly on violence was limited. These VNSAs obstructed or facilitated megaprojects based on tactics including extortion and community representation. / AHRC/ESRC, ESRC DTP (Grand Union Grant ESP0006491-1923618), Minerva Research Initiative, Air Force Office of Scientific Research (FA9550-22-1-0338) / The full-text of this article will be released for public view at the end of the publisher embargo, 24 months after first publication.

Esta dissertação de mestrado visa analisar o regime jurídico do contrato de Engineering, Procurement and Construction (ou contrato de EPC), tomadas como premissas os princípios do modelo de financiamento de projetos (project finance), conforme utilizado no setor de infraestrutura e obras de grande porte. O trabalho parte do regime jurídico do contrato de empreitada do Código Civil de 2002, traçando um paralelo com as características principais do contrato de EPC e os interesses envolvidos em um projeto financiado com recurso limitado (limited recourse) ou sem recurso (no recourse) ao patrimônio dos patrocinadores, com o objetivo de verificar a adequação das normas da empreitada ao referido instituto ou a eventual necessidade de regramento específico sobre a matéria. / This master thesis aims at analyzing the legal framework on the Engineering, Procurement and Construction Agreement (EPC), based on the principles and rules of the project finance as applied to the construction and infrastructure areas. The present work sets forth the basis of the construction agreement (contrato de empreitada) as set forth in the Brazilian Civil Code, establishing a comparison with the main aspects of the EPC contract and the interests involved in a limited recourse or no recourse financed project with the objective of verifying the adequacy of the rules of the Brazilian construction agreement (contrato de empreitada) to the EPC contract or the need to create an specific legal framework for such agreement.

According to the Nobel Prize winner Paul Krugman, “productivity isn’t everything, but in the long-run it is almost everything”. It is unfortunate that the productivity in the construction industry has lagged behind the manufacturing industry for the last several decades. The research presented in this thesis aims to improve productivity in the infrastructure sector of the construction industry by developing and validating Best Productivity Practices Implementation Index (BPPII) for Infrastructure projects. The BPPII Infrastructure is a check list of practices that are considered to have a positive influence on labour productivity at the project level for infrastructure projects. These practices have been identified through a literature review and consultation with industry experts, and have been anecdotally proven to positively affect productivity. These practices have been grouped together into a formalized set of BPPII’s categories, sections, and elements. Each practice and its planning and implementation levels have been completely defined. Each practice in the index has been assigned a relative weight based on its importance in affecting labour productivity. In total, there are 61 elements, 20 sections, and 6 categories. The six categories of the BPPII Infrastructure are: (1) Materials Management; (2) Construction Machinery and Equipment Logistics; (3) Execution Approach; (4) Human Resources Management; (5) Construction Methods; and (6) Health and Safety. The productivity factor defined as a ratio of estimated productivity and actual productivity was used as a metric to collect information about labour productivity. Data were collected for infrastructure projects on the planning and implementation level of practices, on the productivity factor, and on project schedule performance. The research hypothesis tested was that projects that have a high level of implementation of best practices as defined by the BPPII Infrastructure will have a better productivity performance than projects which have a low level of implementation of best practices. The regression analysis confirms that the BPPII score has a strong positive relationship with the productivity factor. ANOVA tests confirm that there is statistically significant difference between the productivity of projects that have a high level of implementation of practices and those that have a low level of implementation. Also, it was found that projects that have a high score on the index perform better in terms of project schedule performance than projects which have a low score on the BPPII Infrastructure.

<p>The construction of roads, either as an economic tool or as necessity for the implementation of other infrastructure projects is increasing in the tropical forest worldwide. However, roads are one of the main deforestation drivers in the tropics. In this study we analyzed the impact of road investments on both deforestation and jaguar habitat loss, in the Mayan Forest. As well we used these results to forecast the impact of two road investments planned in the region. Our results show that roads are the single deforestation driver in low developed areas, whether many other drivers play and important role in high developed areas. In the short term, the impact of a road in a low developed area is lower than in a road in a high developed area, which could be the result of the lag effect between road construction and forest colonization. This is consistent since roads resulted to be a significant deforestation driver for at least two decades. Roads significantly affect jaguar's habitat selection; however males showed a higher tolerance than females. From 1980 to 2000 female jaguars lost 36% of their habitat wile males lost 22%. Our forecasting of the impact of the proposed road, shows that it will promote the deforestation of approximately 16,851 has, and the jaguar habitat loss of 146,929, during the first decade; meanwhile the alternative route will have and impact of 2519 hectares and the habitat loss of 899 hectares.</p> / Dissertation

According to the Nobel Prize winner Paul Krugman, “productivity isn’t everything, but in the long-run it is almost everything”. It is unfortunate that the productivity in the construction industry has lagged behind the manufacturing industry for the last several decades. The research presented in this thesis aims to improve productivity in the infrastructure sector of the construction industry by developing and validating Best Productivity Practices Implementation Index (BPPII) for Infrastructure projects. The BPPII Infrastructure is a check list of practices that are considered to have a positive influence on labour productivity at the project level for infrastructure projects. These practices have been identified through a literature review and consultation with industry experts, and have been anecdotally proven to positively affect productivity. These practices have been grouped together into a formalized set of BPPII’s categories, sections, and elements. Each practice and its planning and implementation levels have been completely defined. Each practice in the index has been assigned a relative weight based on its importance in affecting labour productivity. In total, there are 61 elements, 20 sections, and 6 categories. The six categories of the BPPII Infrastructure are: (1) Materials Management; (2) Construction Machinery and Equipment Logistics; (3) Execution Approach; (4) Human Resources Management; (5) Construction Methods; and (6) Health and Safety. The productivity factor defined as a ratio of estimated productivity and actual productivity was used as a metric to collect information about labour productivity. Data were collected for infrastructure projects on the planning and implementation level of practices, on the productivity factor, and on project schedule performance. The research hypothesis tested was that projects that have a high level of implementation of best practices as defined by the BPPII Infrastructure will have a better productivity performance than projects which have a low level of implementation of best practices. The regression analysis confirms that the BPPII score has a strong positive relationship with the productivity factor. ANOVA tests confirm that there is statistically significant difference between the productivity of projects that have a high level of implementation of practices and those that have a low level of implementation. Also, it was found that projects that have a high score on the index perform better in terms of project schedule performance than projects which have a low score on the BPPII Infrastructure.

There are many issues involved in implementing Information and Communications Technology (ICT) projects in general, and infrastructure (ICT/I) projects in particular. Failures are still common despite advances in project management tools, and increased ICT sophistication. Executive sponsorship and support is acknowledged to make a difference to the success or failure of these kinds of projects. Little has been written on the views of non-ICT executives about the issues they have with ICT/I projects, which have particular challenges because of their highly technical nature. This research sought to develop a theory not only about what the issues are, from the non-ICT executive perspective, but also how these issues appear in, and may affect the outcomes of, such projects. An interpretive study using single units of analysis within multiple cases, to build an inductively derived theory, was the approach chosen for this research. An adapted grounded theory analysis, following the original Glaser and Strauss (1967) philosophy, was used to analyse data extracted from interviews with fifteen chief executives or equivalents. Three themes arose out of this process: Executive Perceptions of ICT/I; Strategic Alignment of ICT/I projects;ICT/I Project Outcomes The themes had quite strong connections between them. Jargon Barriers between ICT staff and these executives, affected the executives perceptions of ICT/I and were strong contributing factors for a poor strategic alignment between ICT/I projects and business goals. The poor alignment was primarily caused as a result of low levels of executive engagement with these projects, because they couldn’t understand the “techno-speak” of their ICT people. The consequence was consistently low satisfaction with ICT/I project life cycle outcomes. There was a very real difference between the satisfaction levels of executives who had made definite efforts to overcome, or deal with, the ICT/I jargon barriers, and those who hadn’t. there was a very real difference between the satisfaction levels of executives who had made definite efforts to overcome, or deal with, the ICT/I jargon barriers, and those who hadn’t. The substantive theory developed from this work is that: Jargon barriers created by ICT staff generate poor relationships between ICT staff and their executives, which in turn can cause low levels of executive engagement with their infrastructure projects, and consequently affect executive perceptions about the outcomes of these projects.

There are many issues involved in implementing Information and Communications Technology (ICT) projects in general, and infrastructure (ICT/I) projects in particular. Failures are still common despite advances in project management tools, and increased ICT sophistication. Executive sponsorship and support is acknowledged to make a difference to the success or failure of these kinds of projects. Little has been written on the views of non-ICT executives about the issues they have with ICT/I projects, which have particular challenges because of their highly technical nature. This research sought to develop a theory not only about what the issues are, from the non-ICT executive perspective, but also how these issues appear in, and may affect the outcomes of, such projects. An interpretive study using single units of analysis within multiple cases, to build an inductively derived theory, was the approach chosen for this research. An adapted grounded theory analysis, following the original Glaser and Strauss (1967) philosophy, was used to analyse data extracted from interviews with fifteen chief executives or equivalents. Three themes arose out of this process: Executive Perceptions of ICT/I; Strategic Alignment of ICT/I projects;ICT/I Project Outcomes The themes had quite strong connections between them. Jargon Barriers between ICT staff and these executives, affected the executives perceptions of ICT/I and were strong contributing factors for a poor strategic alignment between ICT/I projects and business goals. The poor alignment was primarily caused as a result of low levels of executive engagement with these projects, because they couldn’t understand the “techno-speak” of their ICT people. The consequence was consistently low satisfaction with ICT/I project life cycle outcomes. There was a very real difference between the satisfaction levels of executives who had made definite efforts to overcome, or deal with, the ICT/I jargon barriers, and those who hadn’t. there was a very real difference between the satisfaction levels of executives who had made definite efforts to overcome, or deal with, the ICT/I jargon barriers, and those who hadn’t. The substantive theory developed from this work is that: Jargon barriers created by ICT staff generate poor relationships between ICT staff and their executives, which in turn can cause low levels of executive engagement with their infrastructure projects, and consequently affect executive perceptions about the outcomes of these projects.

There are many issues involved in implementing Information and Communications Technology (ICT) projects in general, and infrastructure (ICT/I) projects in particular. Failures are still common despite advances in project management tools, and increased ICT sophistication. Executive sponsorship and support is acknowledged to make a difference to the success or failure of these kinds of projects. Little has been written on the views of non-ICT executives about the issues they have with ICT/I projects, which have particular challenges because of their highly technical nature. This research sought to develop a theory not only about what the issues are, from the non-ICT executive perspective, but also how these issues appear in, and may affect the outcomes of, such projects. An interpretive study using single units of analysis within multiple cases, to build an inductively derived theory, was the approach chosen for this research. An adapted grounded theory analysis, following the original Glaser and Strauss (1967) philosophy, was used to analyse data extracted from interviews with fifteen chief executives or equivalents. Three themes arose out of this process: Executive Perceptions of ICT/I; Strategic Alignment of ICT/I projects;ICT/I Project Outcomes The themes had quite strong connections between them. Jargon Barriers between ICT staff and these executives, affected the executives perceptions of ICT/I and were strong contributing factors for a poor strategic alignment between ICT/I projects and business goals. The poor alignment was primarily caused as a result of low levels of executive engagement with these projects, because they couldn’t understand the “techno-speak” of their ICT people. The consequence was consistently low satisfaction with ICT/I project life cycle outcomes. There was a very real difference between the satisfaction levels of executives who had made definite efforts to overcome, or deal with, the ICT/I jargon barriers, and those who hadn’t. there was a very real difference between the satisfaction levels of executives who had made definite efforts to overcome, or deal with, the ICT/I jargon barriers, and those who hadn’t. The substantive theory developed from this work is that: Jargon barriers created by ICT staff generate poor relationships between ICT staff and their executives, which in turn can cause low levels of executive engagement with their infrastructure projects, and consequently affect executive perceptions about the outcomes of these projects.

There are many issues involved in implementing Information and Communications Technology (ICT) projects in general, and infrastructure (ICT/I) projects in particular. Failures are still common despite advances in project management tools, and increased ICT sophistication. Executive sponsorship and support is acknowledged to make a difference to the success or failure of these kinds of projects. Little has been written on the views of non-ICT executives about the issues they have with ICT/I projects, which have particular challenges because of their highly technical nature. This research sought to develop a theory not only about what the issues are, from the non-ICT executive perspective, but also how these issues appear in, and may affect the outcomes of, such projects. An interpretive study using single units of analysis within multiple cases, to build an inductively derived theory, was the approach chosen for this research. An adapted grounded theory analysis, following the original Glaser and Strauss (1967) philosophy, was used to analyse data extracted from interviews with fifteen chief executives or equivalents. Three themes arose out of this process: Executive Perceptions of ICT/I; Strategic Alignment of ICT/I projects;ICT/I Project Outcomes The themes had quite strong connections between them. Jargon Barriers between ICT staff and these executives, affected the executives perceptions of ICT/I and were strong contributing factors for a poor strategic alignment between ICT/I projects and business goals. The poor alignment was primarily caused as a result of low levels of executive engagement with these projects, because they couldn’t understand the “techno-speak” of their ICT people. The consequence was consistently low satisfaction with ICT/I project life cycle outcomes. There was a very real difference between the satisfaction levels of executives who had made definite efforts to overcome, or deal with, the ICT/I jargon barriers, and those who hadn’t. there was a very real difference between the satisfaction levels of executives who had made definite efforts to overcome, or deal with, the ICT/I jargon barriers, and those who hadn’t. The substantive theory developed from this work is that: Jargon barriers created by ICT staff generate poor relationships between ICT staff and their executives, which in turn can cause low levels of executive engagement with their infrastructure projects, and consequently affect executive perceptions about the outcomes of these projects.