Public-Private Partnership (PPP): What It Is, How It Works and When to Use It

Understand what a Public-Private Partnership is, Brazil’s sponsored and administrative concession modalities, and why technical maturity, risk and performance determine PPP quality.

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A Public-Private Partnership (PPP) is a long-term administrative concession contract in which the public authority and the private partner allocate responsibilities for investment, service delivery, risk and performance. In Brazil, Law No. 11,079/2004 defines two PPP modalities: sponsored concession, in which remuneration combines user charges and public consideration, and administrative concession, in which the Public Administration is the direct or indirect user of the service and remuneration is structured essentially through public consideration.

A PPP is not simply a privately financed public works project, nor is it synonymous with privatization. The object must involve continuous service delivery, with a term of at least five years, the minimum contract value established by law and responsibilities that can be monitored throughout the life cycle. Infrastructure — existing or new — is a means of producing capacity, availability, quality and verifiable outcomes.

The model is usually assessed when there is significant investment, a long-term horizon, the possibility of defining service levels and an opportunity to integrate design, implementation, operation and maintenance. This does not mean that every large infrastructure project should be procured as a PPP. The choice depends on studies that compare alternatives, characterize assets and demand, estimate CAPEX and OPEX, assess risks and demonstrate that the arrangement is technically, institutionally and economically sustainable.

For this reason, a sound PPP begins before the tender. The clearer the public need, asset condition, performance requirements, investments, risks and measurement criteria are, the less uncertainty is transferred into financial modeling and into a contract that may govern the infrastructure for decades.

What characterizes a PPP in Brazil?

Law No. 11,079/2004 treats a PPP as an administrative concession contract under the sponsored or administrative modalities. The law also makes clear that a common concession that does not involve monetary consideration from the public partner is not considered a PPP for its purposes and remains primarily subject to Law No. 8,987/1995.

This legal framework creates an important boundary for engineering. What distinguishes the model is not only who executes the works or provides capital, but the architecture of obligations over time: which investments will be made, which services will be provided, how risks will be allocated, what performance will be required and how that performance will be measured.

The legislation establishes objective limits. The contract cannot have a value below R$ 10 million, the service-delivery period cannot be shorter than five years, and the object cannot be limited to labor supply, equipment installation or isolated execution of public works. The contractual term must be compatible with investment amortization and comply with legal limits.

Model	Revenue structure	Relationship with the public authority	Main legal basis
Common concession	User charges and concession revenues	Does not depend on ordinary public consideration	Law No. 8,987/1995
Sponsored concession	User charges + public consideration	The public partner supplements remuneration	Law No. 11,079/2004 + Law No. 8,987/1995
Administrative concession	Public consideration	Public Administration is the direct or indirect user	Law No. 11,079/2004

The article on the Brazilian PPP Law deserves separate reading because it addresses risk, performance, public consideration, guarantees, the special-purpose entity and reversible assets. The administrative concession, in turn, has a specific logic for remuneration and public-performance contracting.

Is a PPP the same as a concession, privatization or traditional procurement?

A PPP belongs to the broader concession framework, but it is not the same as every concession. Nor is it equivalent to privatization. In a PPP, a long-term contractual relationship remains between the Public Administration and the private partner, with defined obligations, targets, oversight, risks and payment mechanisms. Non-delegable state functions remain with the public authority.

Comparison with traditional procurement also requires care. In a conventional public works contract, the contractual focus is usually concentrated on delivering a physical object within a defined scope, price and schedule. In a PPP, works may be included, but the contract continues after construction: the asset must operate, maintain availability, receive reinvestment and meet indicators for years.

Aspect	Traditional procurement	PPP
Main focus	Delivery of the contracted works, asset or service	Continuous service delivery and performance
Horizon	Generally shorter and linked to delivery	Long term
CAPEX	Usually procured as a specific investment	Integrated into the service-delivery cycle
OPEX and maintenance	May be procured separately	Part of the contract’s economic logic
Performance	Acceptance criteria for the object	Recurring indicators throughout the term
Risks	Allocation according to contract and applicable regime	Long-term allocation is a structural element
Final asset condition	Closeout/acceptance	May include reversion and handback requirements

The correct question, therefore, is not “PPP or works contract?”. It is which model best delivers the public service considering investment, operation, risk, performance, oversight capability and life-cycle cost.

How does a PPP work throughout the project life cycle?

Structuring a PPP is a multidisciplinary process. CAIXA itself describes the structuring of concessions and PPPs as a combination of planning, diagnostics, studies, contractual structuring, validation and procurement, with engineering, financial, legal, social-environmental and communications components.

From the engineering perspective, the cycle can be understood as a sequence of progressively reducing uncertainty.

1. Public need and objectives. Define which service needs to improve, which problem will be solved and which outcomes matter to users and the Public Administration.
2. Service and asset diagnosis. Survey existing condition, capacity, liabilities, constraints, documentation, interfaces and known risks.
3. Technical alternatives. Compare configurations, technologies, implementation strategies and service models.
4. Requirements and service levels. Convert the need into measurable criteria for capacity, availability, quality, safety, maintenance and response.
5. CAPEX, OPEX and reinvestment. Quantify initial investments, operating costs, maintenance, replacements, modernization and useful life.
6. Risks and responsibilities. Identify and assess relevant events and associate them with the party better able to control or absorb them.
7. Modeling. Technical assumptions feed financial, legal-contractual and payment-mechanism analyses.
8. Tender and contracting. Convert studies into documents that enable competition, proposal comparison and uniform understanding of obligations.
9. Implementation and verification. Design, construction, procurement, testing, documentation and acceptance need to be controlled.
10. Operation and maintenance. Performance is continuously monitored through data, inspections, reports and audits.
11. Closeout and reversion. Asset condition, documentation, remaining life and handback requirements need to be verifiable.

The critical point is that technical assumptions are created before financial modeling. An incorrect physical quantity, an overestimated useful life or an omitted retrofit need can produce figures that are mathematically consistent but economically based on the wrong foundation.

When can a PPP make sense?

A PPP generally deserves study when the public problem combines significant investment, continuous service delivery and the possibility of measuring performance. The existence of a large construction project alone is not sufficient.

A first criterion is life-cycle integration. If design decisions strongly influence operation, maintenance, availability and reinvestment, a long-term contract may create incentives for optimization beyond initial CAPEX. TCO and life-cycle cost are useful precisely for comparing alternatives that appear similar in initial investment but diverge during operation over time.

Another criterion is service measurability. The contract needs to translate quality into observable indicators. Availability, response time, capacity, safety, energy performance, reliability or asset condition can be used, depending on the sector, provided that a measurement method and evidence exist.

Scale also matters. Structuring a PPP involves studies, modeling, consultations, tendering, financing, governance and verification mechanisms. Small or short-term projects may not justify this complexity.

Finally, the project needs sufficient maturity. Projects with unknown assets, poorly characterized demand, undefined licenses, vague requirements or investments without calculation records tend to turn uncertainty into price, contingency or dispute.

Conditions that normally justify deeper analysis include:

• significant investment and need for reinvestment;
• continuous service with a long-term horizon;
• measurable performance;
• ability to integrate implementation, operation and maintenance;
• risks that can be characterized and rationally allocated;
• potential life-cycle cost gains;
• scale compatible with structuring and governance costs.

These conditions are signals to study the model, not proof that a PPP is the best alternative.

When might a PPP not be appropriate?

A PPP may be unsuitable when the object is short-term, small in scale, difficult to measure or still technically undefined. Caution is also warranted when the Public Administration cannot define the service level it intends to purchase.

Immature projects are particularly problematic. If there is no asset baseline, for example, bidders must price the unknown. The economic response may be higher contingency, exclusions of responsibility, lower competitive appetite or subsequent claims.

There is a similar risk when demand is highly uncertain and no robust methodology exists to estimate it, when third-party interfaces are unmapped, or when licenses and expropriations depend on unresolved conditions.

Another warning sign is choosing a PPP merely to shift public expenditure into the future. The model must demonstrate life-cycle rationale, appropriate risk allocation and governance capability. Otherwise, additional complexity may only postpone problems.

To assess this readiness in a structured way, the maturity framework for PPPs and concessions organizes eight decision gates, from public need to performance, rebalancing and handback.

Engineering comes before contractual modeling

Legal and financial modeling needs inputs. A large part of those inputs comes from engineering and from the operational characterization of the service.

Before defining obligations, public consideration and the risk matrix, the project needs to answer:

• which assets already exist;
• what condition and capacity they have;
• what current and future demand must be served;
• which technical alternatives were compared;
• which functional and performance requirements must be met;
• which initial investments and reinvestments are expected;
• which schedule is technically feasible;
• which licenses, interferences and interfaces constrain implementation;
• which operation and maintenance costs are expected;
• which evidence will make it possible to measure the obligation.

The Engineering Program of Requirements shows how institutional demands can be translated into requirements. Project Readiness and the PDRI provide references for assessing whether enough information exists to advance to a more expensive and difficult-to-reverse decision.

In PPPs, this maturity does not eliminate uncertainty. It makes uncertainty explicit, measurable and manageable.

Feasibility is not only financial

A PPP must be feasible across multiple dimensions. Financial analysis is indispensable, but it depends on the consistency of demand, scope, costs, schedule and risks.

The Engineering Feasibility Study organizes this decision around alternatives, requirements, CAPEX, OPEX, risks and scenarios. For PPPs, this reasoning must also connect to the remuneration structure, ability to measure performance and long-term responsibilities.

A technically robust feasibility analysis generally requires at least three layers.

Technical feasibility

Verifies whether the solution meets capacity, performance, safety, interface, implementation and operational requirements. It compares alternatives and identifies constraints that can prevent or increase the cost of the solution.

Operational feasibility

Assesses whether the service can be operated, maintained, measured and overseen throughout the contractual term. Building the asset is not enough; performance must be sustained.

Economic and life-cycle feasibility

Converts alternatives into flows of investment, operation, reinvestment and risk. At this layer, NPV, IRR, cost of capital and sensitivity analyses are useful only when the physical assumptions are traceable.

The result should not be “the PPP is possible,” but a basis for comparing the PPP with other ways of addressing the public need.

CAPEX, OPEX and reinvestment need to be coordinated

Contracts lasting decades cross cycles of equipment replacement, modernization, refurbishment and technological change. Looking only at initial investment creates a structural bias.

CAPEX should include not only initial implementation but also reinvestment assumptions when relevant components have useful lives shorter than the concession term. OPEX should reflect operation, maintenance, personnel, consumables, energy, software licenses, support contracts and other service expenses.

CAPEX Management in Engineering Projects helps organize investment governance; Life Cycle Cost extends the analysis to costs over the asset life cycle.

Engineering should document assumptions, unit bases, quantities, replacement curves, productivity and contingency criteria. Without this, updates to the model become difficult to audit.

Risks need to be understood before they are transferred

A PPP allocates risks; it does not eliminate them. A contractual matrix is useful only when each risk is associated with an event, cause, consequence, capacity for control and evidence.

The Risk Matrix in Engineering Projects presents the logic of criticality and prioritization. In contracts, the Risk Allocation Matrix explores the relationship between risk and responsibility.

In a PPP, particular attention should be paid to existing-condition, design, construction, licensing, interface, demand, availability, technology, obsolescence, operation, maintenance and end-of-term asset-condition risks. Each sector will add specific risks.

Allocating every risk to the private partner may appear to protect the public authority, but risks with limited controllability tend to return as price, contingency or reduced competition. Retaining risks that the private partner can control better also weakens incentives. Allocation should follow information and management capability.

Performance must be measurable and auditable

In long-term contracts, the word “quality” is not enough. It is necessary to define what will be measured, in what unit, at what frequency, from which data source, with what tolerance and with what consequence.

An availability indicator, for example, needs to answer what constitutes unavailability, when measurement begins, which events are excluded, how partial periods are treated, which record is accepted and how disagreements will be audited.

The minimum chain is:

requirement → indicator → measurement method → evidence → verification → contractual effect.

Engineering Documentation as a condition for measurement and acceptance shows why evidence is not bureaucracy: it makes it possible to demonstrate objectively that an obligation has been fulfilled.

The independence and governance of this verification also matter. Project Assurance provides a useful reference for independent review and technical confidence in project decisions.

What should be sufficiently defined before the tender?

There is no universal checklist, but the tender should not begin while central points still depend on incompatible interpretations among potential bidders.

Dimension	Expected evidence before tender
Need	problem, objectives and service to be provided
Demand	data basis, assumptions, scenarios and capacity
Existing assets	inventory, condition, criticality and liabilities
Alternatives	comparison and decision criteria
Requirements	functions, performance, interfaces and acceptance criteria
CAPEX	quantities, assumptions, schedule and contingencies
OPEX	operation, maintenance, inputs and reinvestment
Risks	register, analysis, mitigation and allocation
Licensing	status, responsibilities and conditions
Performance	indicators, formulas, data and consequences
Implementation	milestones, interfaces, testing and completion criteria
Operation	maintenance, evidence, audit and governance
Closeout	documentation, condition, remaining life and reversion

This baseline does not need to freeze a technological solution. On the contrary, good requirements can define performance and interfaces without unnecessarily prescribing brands or technologies, preserving room for innovation within verifiable limits.

From tender to operation: technical control changes focus

During structuring, the central question is whether the assumptions are sufficient for procurement. During implementation, the question becomes whether the partner is delivering the requirements. During operation, it becomes whether the service continues to meet performance expectations.

This shift requires different mechanisms.

During implementation, typical controls include design review, interface management, physical and financial progress monitoring, inspections, QA/QC, testing, documentation and commissioning. Owner’s Engineering is one way to structure independent technical governance for the project.

During operation, governance depends on indicators, data, audits, maintenance, event records and asset condition. Engineering Contract Management helps illustrate the importance of baselines, changes, evidence and acceptance.

At closeout, the focus shifts to residual condition, inventory, documentation and handback requirements. These topics are addressed in more detail elsewhere in the cluster through content on reversible assets and handback.

Which structuring failures tend to undermine a PPP?

PPP problems rarely begin only in the contract draft. Many weaknesses arise when preliminary studies treat information that has not yet been verified as certain.

A recurring failure is using an incomplete register as an asset inventory. An old drawing, an accounting asset list or book quantities do not necessarily demonstrate condition, capacity or remaining life. When the private partner encounters a reality different from the tender assumption, the discrepancy can affect CAPEX, schedule and responsibility.

Another failure is confusing a requirement with a solution. “Install a given technology” describes a means; “maintain a given capacity, availability, safety and interoperability” describes an outcome. In long-term contracts, overly prescriptive specifications can freeze technologies that will become obsolete before the end of the partnership. Vague requirements, on the other hand, make measurement and oversight difficult.

Interfaces are also frequently underestimated. New infrastructure may depend on power, connectivity, access, expropriations, legacy systems, licensing authorities, utility providers and third-party works. If these interfaces have no defined owner, deadline and delivery condition, they become sources of delay.

A fourth weakness is building CAPEX and OPEX spreadsheets without sufficient technical backup. Aggregated values may be acceptable at early stages, but the model needs to understand the level of uncertainty. When a critical cost depends on an unmeasured quantity, an open solution or unproven productivity, the assumption should be treated as a range or scenario, not as an apparently exact number.

Finally, some projects define indicators only after the contractual architecture has been designed. This reverses the logic. A payment mechanism can reflect performance only when requirements, data sources and measurement rules are conceived together.

Weakness	Likely effect	Engineering control
Unknown assets	contingency, responsibility disputes	survey, inventory and diagnosis
Overly prescriptive requirement	obsolescence and constrained solutions	functional and performance requirements
Vague requirement	subjective measurement	criteria, limits, formulas and evidence
Interfaces without an owner	delay and claims	interface and responsibility matrix
CAPEX/OPEX without backup	low auditability	traceable quantities, bases and assumptions
Late indicators	payment disconnected from the service	requirements and measurement engineering

Preventing these failures is one reason to establish maturity gates before tendering. The purpose of a gate is not to add bureaucracy, but to prevent an irreversible decision from being made on insufficient information.

How do you know whether the project is ready to enter modeling?

Readiness for modeling does not mean having a complete detailed design. It means that the relevant uncertainties have been identified and that there is enough information to estimate technical and economic consequences.

A readiness assessment can use objective questions.

Are the problem and the service defined?

There should be a common understanding of users, current service level, expected outcome and scope boundaries. When different areas of the contracting authority describe different objects, modeling is still premature.

Is the existing condition known?

Critical assets, installed capacity, liabilities, documentation and constraints need to be characterized at a level compatible with the decision. Gaps may exist, but they should be recorded as risks and have an investigation plan.

Have the alternatives been compared?

A PPP should not be born from a single solution assumed to be inevitable. Technical alternatives, implementation phases and possible service strategies need to be compared using coherent criteria.

Multicriteria Analysis in Engineering Projects is one method that can support decisions when cost, performance, risk, schedule and sustainability need to be assessed simultaneously.

Is the level of cost definition known?

It is not necessary to eliminate uncertainty, but it is necessary to know where it lies. Estimates should identify their basis, date, quantities, contingency and assumptions. This allows the model to be updated without losing traceability.

Is performance measurable?

The main service outcomes need to be expressible as indicators. If the Public Administration cannot say how it will recognize satisfactory service, there is not yet an adequate basis for a payment mechanism.

Do the main risks have a potential owner?

Critical risks should be identified before final allocation is defined. Conditions that remain unknown need to be investigated or explicitly addressed in the model.

The readiness assessment should produce a decision: proceed, proceed with conditions, or return for further studies. This discipline reduces pressure to “close” assumptions merely because the institutional schedule requires the tender to begin.

Data, documents and traceability are part of the contractual infrastructure

PPPs rely heavily on information. Over long contractual periods, people, systems, suppliers and teams change, so governance cannot depend on institutional memory alone.

The document base should show why each assumption was adopted, which records supported it, when it was revised and how it affected scope, cost or risk.

This applies to inventories, inspection reports, calculation records, models, schedules, risk matrices, performance criteria, test records, as-built documentation and maintenance histories. Documents without revision control or links to decisions lose evidentiary and operational value.

During implementation, the same principle should cover technical inquiries, nonconformities, changes, approvals, tests and acceptance. During operation, it should cover indicators, maintenance orders, service-unavailability events and interventions on assets.

Document governance is therefore not a peripheral administrative matter. It supports measurement, oversight, contractual rebalancing and handback. A long-term contract needs to define how evidence will be produced, retained and reviewed throughout its life.

How should technical support for studying and structuring a PPP be procured?

When the public entity or project structurer needs engineering support, the scope should be defined by verifiable deliverables rather than by a generic description of “consulting.”

The object may range from diagnosis and pre-feasibility to technical support for modeling, review of studies, definition of requirements and implementation oversight. The breadth depends on the phase in which the project is located.

Inputs and assumptions

The contracting authority needs to indicate which documents, databases, inventories, designs, surveys and institutional information will be available and what responsibility applies to their quality.

Deliverables

These may include asset diagnosis, surveys, program of requirements, alternative studies, technical memoranda, CAPEX/OPEX assumptions, technical risk matrix, performance requirements, schedule, test criteria, technical opinions and review reports.

Interfaces

It is necessary to define how engineering will interact with the financial, legal, social-environmental and institutional workstreams. Assumptions that change in one workstream need to be traced in the others.

Competencies

The team should be sized according to the infrastructure: civil, electrical, mechanical, automation, telecommunications, systems, operations, cost engineering, planning, risk and other applicable disciplines. Qualifications should reflect the actual problem, not only generic titles.

Measurement and acceptance

Each deliverable should have a completion criterion. Reports may require calculation records, sources, revision control, traceability of comments and approval. Surveys should define coverage, accuracy and format. Studies need to state assumptions and scenarios explicitly.

Change governance

Structuring projects evolve. The consulting contract should establish how new information, changes in demand or institutional decisions will be incorporated without losing traceability.

Technical support is most effective when the expected result is tied to concrete decisions: validate the opportunity, reduce uncertainty, support modeling, prepare the tender or control implementation.

How does engineering turn partnership intent into a contractible project?

The central contribution of engineering is to convert abstract concepts into verifiable elements.

“Improve the service” needs to become a performance level. “Modernize the infrastructure” needs to become functional scope, capacity and reference condition. “Reduce risk” needs to become diagnosis, matrix, mitigation and responsibility. “Ensure quality” needs to become inspection, testing, evidence and acceptance criteria.

This conversion creates a traceability chain linking need, requirement, investment, risk and performance. It allows different parties — the public authority, structurers, investors, lenders, concessionaire, oversight teams and verifiers — to work from a common basis.

The 7 Gates of Maturity for Public Investments whitepaper reinforces the principle of not advancing critical decisions without sufficient evidence of maturity.

Final considerations

A Public-Private Partnership is an architecture for long-term service delivery and investment. Its potential depends less on the sophistication of the contractual label and more on the quality of the foundation supporting the contract.

Need, assets, demand, requirements, CAPEX, OPEX, risks, performance, interfaces, testing, documentation and final asset condition need to form a coherent system. The greater the uncertainty in these elements, the greater the likelihood that it will reappear as price, contingency, rebalancing, dispute or loss of performance.

The decision to use a PPP should be the result of maturity and comparison, not the starting point. When engineering organizes information before tendering, the contract no longer depends on generic expectations and starts operating through obligations that can be measured, verified and governed throughout the life cycle.

Technical references

[1] BRAZIL. Law No. 11,079, of December 30, 2004. Establishes general rules for bidding and contracting public-private partnerships within the Public Administration. Available at: [https://www.planalto.gov.br/ccivil_03/_ato2004-2006/2004/lei/l11079compilado.htm](https://www.planalto.gov.br/ccivil_03/_ato2004-2006/2004/lei/l11079compilado.htm)

[2] BRAZIL. Law No. 8,987, of February 13, 1995. Provides for the concession and permission regime for public-service delivery. Available at: [https://www.planalto.gov.br/ccivil_03/leis/l8987compilada.htm](https://www.planalto.gov.br/ccivil_03/leis/l8987compilada.htm)

[3] CAIXA ECONÔMICA FEDERAL. Public-Private Partnerships: structuring PPP and concession projects. Available at: [https://www.caixa.gov.br/poder-publico/modernizacao-gestao/parcerias-publico-privadas/Paginas/default.aspx](https://www.caixa.gov.br/poder-publico/modernizacao-gestao/parcerias-publico-privadas/Paginas/default.aspx)

[4] BRAZIL. Ministry of Integration and Regional Development. Qualification of projects for structuring Public-Private Partnerships and Concessions through FDIRS — Parcerias Brasil. Available at: [https://www.gov.br/pt-br/servicos/qualificar-projetos-para-a-estruturacao-de-parcerias-publico-privadas-e-concessoes-por-meio-do-fdirs-parcerias-brasil](https://www.gov.br/pt-br/servicos/qualificar-projetos-para-a-estruturacao-de-parcerias-publico-privadas-e-concessoes-por-meio-do-fdirs-parcerias-brasil)

Frequently asked questions

What is a Public-Private Partnership?

It is a long-term administrative concession contract combining continuous service delivery, investment, risk sharing and performance criteria. Law No. 11,079/2004 recognizes sponsored and administrative concession modalities.

Is a PPP the same as privatization?

No. In a PPP, a contractual relationship remains between the public authority and the private partner, with defined obligations, targets, oversight, risks and payment mechanisms throughout the term.

What are the PPP modalities in Brazil?

Sponsored concession, in which user charges are combined with public consideration, and administrative concession, in which the Public Administration is the direct or indirect user and remuneration is structured essentially through public consideration.

What are the minimum value and minimum term of a PPP in Brazil?

Law No. 11,079/2004 prohibits PPP contracts with a value below R$ 10 million and a service-delivery period shorter than five years.

When can a PPP make sense?

When there is significant investment, continuous service, measurable performance, a long-term horizon and the possibility of comparing the model with alternatives considering risks and life-cycle cost.

Why does engineering need to come before financial modeling?

Because CAPEX, OPEX, schedule, useful life, capacity, risks and indicators depend on physical and operational assumptions. A financially precise model can still be wrong if these technical inputs are weak.

What should be defined before a PPP tender?

At a level compatible with the decision, need, demand, assets, alternatives, requirements, CAPEX, OPEX, risks, interfaces, licensing, performance indicators, implementation criteria, operation and reversion should be characterized.

What should be required when procuring technical support to structure a PPP?

A scope with verifiable deliverables, input assumptions and data, responsibilities and interfaces, a team compatible with the disciplines, measurement and acceptance criteria, traceability of assumptions and change governance.

Complementary technical materials

Related services

• Engineering Technical Due Diligence
• Technical and Economic Feasibility Study
• Engineering Program of Requirements
• Technical Planning for Engineering Procurement
• Cost Engineering for Works and Engineering Services
• Engineering Risk Management

Main content on the topic

• Brazilian PPP Law: technical guide to Law No. 11,079/2004 for infrastructure projects
• Administrative Concession: what it is, how it works and the role of engineering

Related technical content

• Engineering Feasibility Study
• Project Readiness in Engineering
• PDRI — Project Definition Rating Index in Engineering
• Risk Matrix in Engineering Projects
• TCO and Life-Cycle Cost in Engineering
• Project Assurance in Engineering
• Engineering Contract Management
• 7 Gates of Maturity for Public Investments in Engineering
• Public Works Management: how to prevent stoppages