KPMG Guide Outlines Approaches to Help Public Sector Officials Navigate Large Scale Infrastructure Projects

NEW YORK, Sept. 14 /PRNewswire/ -- KPMG International, the global network of audit, tax and advisory firms, has published a new guide to help public officials explore and define project delivery options for large scale capital construction projects.  

The guide, Project Delivery Strategy: Getting it Right, is designed as a primer for public sector officials looking to explore project delivery models. It outlines issues to consider before selecting a project delivery strategy, and explains how those factors can influence project timeliness, quality and cost. It also stresses that project delivery should be considered not only as an approach for delivering a quality project on time and on budget, but also as a means to help ensure that an asset is maintained over the long-term.

"Some states and cities are scaling down, delaying or eliminating large infrastructure projects due to fears around the lack of financing, uncertainty over costs, and concerns about potential delays," said Geno Armstrong, U.S. principal and global head of KPMG's Engineering & Construction group. "However, states or cities should first consider the wide range of project delivery methods that can successfully help mitigate cost, scope, and schedule risks. Developing a comprehensive project delivery strategy can significantly affect the success of a large project, impacting cost, quality of design, construction, long-term maintenance, and completion date."

KPMG's guide, Project Delivery Strategy: Getting it Right divides mainstream delivery approaches in use today into four categories: traditional, collaborative, integrative and partnership. As a first step in the selection process, public sector officials should consider the answers to the following questions:

• What are the owner's objectives and goals for the project?
• How skilled and experienced is the project owner?
• What are the defining characteristics of the project?

"There is no one 'right' project delivery strategy," added Armstrong. "A project owner's objectives, culture, and the specific project's circumstances will dictate the most appropriate model, and owners need to understand the benefits and risks associated with each option. Especially in today's environment, finding the right delivery model can be the difference between completing a project as envisioned, or completing a scaled-back version that compromises the project's intended benefits or quality."

To access Project Delivery Strategy: Getting it Right, please visit: http://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/Pages/Project-Delivery-Strategies.aspx

About KPMG's Global Infrastructure Practice

KPMG's Global Infrastructure practice has extensive local and global experience advising government organizations, contractors, operators, and investors in planning, structuring and management of new infrastructure investments; procurement and financing support; improvement and monitoring of construction and operations; restructuring of distressed projects; investment due diligence assistance; and infrastructure related audit, tax, accounting and compliance issues.

About KPMG International

KPMG is a global network of professional firms providing Audit, Tax and Advisory services. We operate in 146 countries and have 140,000 people working in member firms around the world. The independent member firms of the KPMG network are affiliated with KPMG International Cooperative ("KPMG International"), a Swiss entity. Each KPMG firm is a legally distinct and separate entity and describes itself as such.

SOURCE KPMG

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