Integration in the project development process of a Private Finance Initiative (PFI) project

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Abstract
Private Finance Initiative (PFI) projects are a form of public private partnership where a single (private sector) organization provides the financing, design, construction and operation of facility over a 25/30-year period. This article reports a case study of a PFI project involving three multi-faceted organizations. The aim was to explore issues around integration in the project development stage, compare this with construction project integration and identify enablers and inhibitors for achieving building lifecycle integration with respect to the interface between the client and project organizations. The findings suggest that although PFI procurement provides a framework for building lifecycle integration, it does not necessarily bridge the gap between client and private sector organizations in building lifecycle management; nor does it enhance the integration of the different interfaces over the lifecycle of a building, which include: integration of business activities with projects; integration within a project organization; and integration of project with the asset portfolio of a project. The findings underscore the need for robust information exchange and knowledge management systems to ensure true lifecycle integration of building information and activities, especially in bridging the gap between client and construction organizations involved in the creation and management of buildings.

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