关键词: 管理绩效, PPP项目, WSR, 绩效评价, 管理成熟度模型

Abstract: Government and social capital cooperation can effectively improve the quality of public goods and enhance the efficiency of public services. As a result, the PPP model has been widely applied in numerous fields. PPP projects in our country are of significant scale. However, during the implementation of the PPP model, several issues have been identified, including non-compliant PPP projects, difficulties in project financing, implementation challenges, inadequate regulation of PPP projects, and even fraudulent practices. The implementation of the PPP model in our country has not achieved the expected results. Although existing research has made certain achievements, there is still a lack of exploration from a process perspective and the development of an assessment system with the aim of enhancing PPP project management capabilities. Assessing the performance of PPP project management contributes to identifying management deficiencies and improving the project management capabilities of the management team. Moreover, the evaluation of management performance needs to consider both the management process and its outcomes. However, existing research on PPP performance management is mostly outcome-oriented and overlooks the evaluation of the management process.
This study is based on OPM3 (Organizational Project Management Maturity Model) and aims to establish a performance evaluation model for PPP project management. It comprehensively considers both the process and outcomes of PPP project management and establishes a PPP project indicator evaluation system that meets the requirements. Additionally, drawing on organizational learning theory, the study utilizes the management maturity model and the WSR method to construct a PPP project management performance model, incorporating four physical-level indicators, eleven logical-level indicators, and three human-level indicators. The performance evaluation indicator system for PPP project management is then developed. The expert group scoring method and the matter-element extension method are employed to calculate performance levels, and the two-dimensional quadrant method is used to determine performance improvement paths, thereby enriching the research on PPP project management. The effectiveness of the model's functionality is verified through PPP project case studies, and relevant strategies for enhancing PPP project management performance are provided. From the perspective of regulatory authorities, this research presents a novel approach to evaluating PPP project management performance from a process perspective, offering new insights for related studies. The integration of capability enhancement and performance management broadens the application boundary of the management maturity model in the field of project management. The research results contribute to better government oversight of PPP projects, the establishment of best practices, and enable the private sector to continuously improve their overall project management capabilities through performance evaluation results.
This study, from the perspective of regulatory authorities, provides a pioneering approach to evaluating the performance of PPP project management from a process perspective, offering new insights for related research. By combining capability enhancement with performance management, it expands the application boundary of the management maturity model in the field of project management. The research findings contribute to better government oversight of PPP projects, the establishment of best practices, and enable the private sector to continuously improve their overall project management capabilities through performance evaluation results. This study proposes relevant strategies for enhancing project management performance from the perspectives of physical elements, logical aspects, and human factors. Based on the research findings, this study provides insights and policy recommendations for the high-quality development of PPP projects in China. (1)The government should focus on enhancing the management capabilities of the private sector and improve the performance assessment mechanism, while striving for standardization of the performance assessment system. (2)PPP projects pose higher requirements for the overall project management capabilities of the general contractors. Therefore, it is essential to enhance their capabilities throughout the entire project lifecycle. (3)The results of PPP management performance evaluation based on the management maturity model have two practical applications. Firstly, they can identify mature management practices within projects, establishing best practices for the industry and promoting benchmark management in the PPP market. Secondly, these results can incentivize evaluated private sector entities to improve their own management capabilities, thereby enhancing the overall quality and sustainable development of the PPP industry.

Key words: management performance , PPP project, WSR, performance evaluation, OPM3