ANALYSIS OF RISK CATEGORIES AND FACTORS FOR PPP PROJECTS USING ANALYTIC HIERARCHY PROCESS

International Journal of Technical Innovation in Modern
Engineering & Science (IJTIMES)
Impact Factor: 5.22 (SJIF-2017), e-ISSN: 2455-2585
Volume 5, Issue 05, May-2019
IJTIMES-2019@All rights reserved 177
ANALYSIS OF RISK CATEGORIES AND FACTORS FOR PPP PROJECTS
USING ANALYTIC HIERARCHY PROCESS
1
Kaushal V. Wadhvaniya 2
Prof. Ashish H. Makwana 3
Dr. Jayeshkumar Pitroda
1
Student of M.Tech Construction Engineering and Management, Civil Engineering Department,
BVM Engineering College, Vallabh Vidyanagar, Gujarat
2
Assistant Professor, Department of Civil Engineering, Marwadi Engineering College, Rajkot, Gujarat
3
Associate Professor, PG Coordinator Construction Engineering and Management, Civil Engineering Department,
BVM Engineering College, Gujarat
Abstract: Success of Public Private Partnership projects is greatly influenced by proper management of the risks
associated with the project. All projects which are undertaken using conventional procurement method or using a
PPP approach have known risks and unknown risks. Risk identification plays an important role in development of
PPP framework. The participation and investment of Private sector has been the main stay of the Government of
India policy toward infrastructural growth. In this study main risk categories and factors of Public Private
Partnership projects have been recognized. A total of 7 risk categories and 31 risk sub-factors for each category were
identified for PPP projects safety listed under subheads. The questionnaire was prepared on the basis of literature
review and was filled by 100 Stakeholders namely Consultant/Client, Project Manager/ Contractor, Engineer.
Generally Analytic Hierarchy Process (AHP) is widely used as multi criteria decision making. Normally it is very hard
to meet the consistence need of a comparison matrix in analytic hierarchy process. In this study AHP is used to
categories the risks of PPP projects in different levels and the impact of those risks on the PPP projects are identified.
Keywords: Analytic Hierarchy Process (AHP), Risk Category, Public Private Partnership (PPP), Risk Factors, Multi
criteria decision making (MCDM).
1. Introduction:
Everywhere throughout the world, constrained subsidizing for the improvement and task of framework ventures impels
governments to draw in private investment and enter public– private organizations (PPPs). Distinctive sorts of PPPs have
been rehearsed in framework advancement in both created and creating nations, with differing results. In spite of the fact
that PPPs have numerous favorable circumstances, they include a few complexities in arranging, execution, and
observing and control that differ as per explicit undertaking and nation conditions. Advocating the PPP choice likewise
relies upon the capacity to distinguish, investigate and allot project hazards enough. Inability to do as such will have
money related complications for the open division and additionally the disappointment of the undertaking to accomplish
its targets. In this manner, at the project distinguishing proof stage, notwithstanding evaluating the wellsprings of income
connected with the reasonableness of the task, the Authority and its counsels need to attempt an expansive appraisal of
the dangers that emerge from the undertaking fundamentals so as to oversee them. This can appear as a risk matrix or a
risk register.
1.1 Public Private Partnership (PPP):
The term ‘public–private partnership’ seems to have instigated in the U.S, originally concerning to public and private
sector’s combined funding for educational programs, but used in broader sense in the 60s to refer to joint ventures of
public and private sectors for urban renewals. The term PPP is now generally used for any long-term public and private
sector contract to provide public infrastructures and facilities.
However, the emphasis of this study is ‘project-based’ or ‘contract based’ PPPs, a current development. PPPs generally
have the following Characteristics:
1. A long-term contract between a public and a private sector;
2. For designing, constructing, ﬁnancing, and operating public infrastructure or service by the private sector;
3. With payments made to the private sector for the use of the facility either by public sector or public itself;
4. With leaving the facility in public-sector ownership, or giving back the ownership to public-sector at the end of the
PPP contract.
Over the past decade, private sector financing through public–private partnerships (PPPs) is becoming very widespread
as a mean of procuring and upholding public infrastructure, in various sectors.
1.2 Systematic Approach to Risk Management
The systematic approach makes the risks clear, formally describing them and making them easier to manage. In other
words, systematic risk management is a management tool, which requires practical experience and training in the use of
the techniques. Systematic risk management helps to:

International Journal of Technical Innovation in Modern Engineering & Science (IJTIMES)
Volume 5, Issue 05, May-2019, e-ISSN: 2455-2585, Impact Factor: 5.22 (SJIF-2017)
1. Identify, assess, and rank risks, making the risks explicit;
2. Focus on the major risks of the project;
3. Make informed decision on the provision for adversity, e.g. mitigation measures;
4. Minimize potential damage should the worst happen;
5. Control the uncertain aspects of construction projects;
6. Clarify and formalize the company’s role and the roles of others in the risk management process;
7. Identify the opportunities to enhance project performance.
1.3 Risk
Risk can be defined as an unplanned activity which results in adverse outcomes, in a PPP it relates to ambiguous
consequences which have a direct influence either on the providing of the services or the ﬁnancial feasibility of the
project. In any way the consequence is a loss in revenue or increased cost which has to be tolerated by somebody, and
one of the core elements of PPP structuring is to determine where this loss in revenue or increased cost will lie.
So identifying and mitigating risks in any PPP project is very crucial. Hence risk management is adopted to deal with
risks involved in any project.
1.4 Objective of the Study
This research mainly aims to investigate important Risk categories and factors in PPP projects. Understanding the risk
factors is helpful for the construction professionals in order to efficiently deliver the project as per the plan. Hence, the
main goal of the study is to provide essential information about Risk categories and factors to construction professionals
to enable the project’s to be successful. This study can also be used by other researchers as an input for further studies
related to risk categories and factors in construction projects. Following are the main objectives of the research work
1. To identify the risk and explore different categories of risk
2. To identify different risk factors which are involving the categories identified earlier
3. Based on the survey, analysis of risk factors using AHP is carried out
4. To identify the most critical risk affecting the PPP projects by comparing the results of analysis by AHP
1.5 Need for study
In PPP projects, we need to study risk categories and factors due to following purpose
1. Risk management plans help a business determine what their risks are in order to reduce their likelihood and
provide a means for better decision-making in order to avoid future risk.
2. A risk management plan helps companies identify risk and risk factors.
3. A risk management plan protects a company’s resources
4. A risk management plan can help a company discover reusable information
2. Analytic Hierarchy Process (AHP)
The analytic hierarchy process (AHP) is a structured technique for organizing and analyzing complex decisions. Based
on mathematics and psychology, it was developed by Thomas L. Saaty in the 1970s and has been extensively studied.
Rather than prescribing a “correct” decision, it helps decision making find one that best suits their goals and their
understanding of the problem. It provides a comprehensive framework for structuring a decision problem, for
representing its elements, for relating those elements to overall goals. Users of the AHP decompose their decision
problem into a hierarchy of easy, each of which can be analyzed independently. The elements of the hierarchy can relate
to any aspect of the decision problem, carefully measured or roughly estimated, well understood-anything at all that
applies to the decision at hand.
2.1 Applications of AHP
It is widely used for decision making. Decision situations to which the AHP can be applied include
Choice - The selection of one alternative from a given set of alternatives, usually where there are multiple decision
criteria involved
Ranking - Putting a set of alternatives in order from most to least desirable.
Prioritization - Determining the relative merit of members of a set of alternatives, as opposed to selecting a single one or
merely ranking them.
Benchmarking -Comparing the processes in one's own organization with those of other best-of-breed organizations.
Quality management -Dealing with the multidimensional aspects of quality and quality improvement.
Conflict resolution-Settling disputes between parties with apparently incompatible goals or positions.

2.2 Advantages of Analytic Hierarchy Process
Some advantages of AHP are as follows,
1 It illustrates how possible changes in priority at the upper levels have an effect on the priority of criteria at lower
levels.
2 The method is able to rank criteria according to the needs of the buyer which also leads to more precise decisions
concerning supplier selection.
3 It provides the buyer with an overview of criteria, their function at the lower levels and goals at the higher levels.
2.3 AHP PROCESS
The procedure for using the AHP can be summarized as:
1. Model the problem as a hierarchy containing the decision goal, the alternatives for reaching it, criteria for evaluating
the alternatives.
2. Establish priorities among elements of the hierarchy making series of judgments based on comparisons of elements by
the values of fundamental scale of absolute number given in Table 1
3. These judgments to yield a set of overall priorities for the hierarchy.
4. Check the consistency of the judgments.
5. Come to final decision based on the results of this process.
Table 1: Fundamental Scale of Absolute Numbers
Intensity of
Importance
Definition Explanation
1 Equal Importance Two activities contribute equally to the objective
2 Weak or slight
3 Moderate importance
Experience and judgement slightly favour one activity
over another
4 Moderate plus
5 Strong importance
Experience and judgement strongly favour one activity
over another
6 Strong plus
7
Very strong or
Demonstrated importance
An activity is favoured very strongly over another; its
dominance demonstrated in practice
8 Very, very strong
9 Extreme importance
The evidence favouring one activity over another is of
the highest possible order of affirmation
A reciprocal of
above 1-9
A reasonable assumption
(Source: Saaty, T.L., “Decision making with the analytic hierarchy process”, Int. J.Services Sciences, 2008, Vol. 1,
No. 1, Pg.83–98, Pittsburgh, PA 15260, USA.)
3 Research Methodology
In the study, following steps are taken in the given methodology
3.1 Development of Frame Work of Criteria’s
From the study of past research work and with the help of expert opinion, risk categories and criteria’s were identified
which affects PPP projects in construction work in the cities of Ahmedabad and Bhavnagar of Gujarat state in India.
Risk categories are divided into 7 major groups as: Political Risk, Regulation Social & Legal Risk, Construction Risk,
Financial Risk, Commercial Risk, Partnership Risk, and Operation Risk. These 7 criteria’s are further broken into 31 sub
criteria. So, the criteria makes comprehensive coverage of all factors affecting PPP projects. The next work of the
research is to assign the relative importance in the form of numeric values. Analytical Hierarchy Process (AHP)
technique is selected for this Research work. A Survey questionnaire is prepared based on AHP technique.
3.2 Questionnaire Distribution and Collection
The questionnaire was distributed to various stakeholders by informing them regarding the purpose of the research and
asking them about their willingness to participate in the research. Once the initial willingness was shown by the
respondents, a questionnaire was given to them.
Total 130 questionnaires were distributed to different respondents in Ahmedabad and Bhavnagar. Total 100 respondents
provided their response for this research work. Table 2 represents the distribution of responses throughout the area of the
study

Table 2: Distribution of Respondent
Stakeholder
City
TotalAhmedabad Bhavnagar
Contractor/
Project Manager
22 12 34
Client/Consultant
15 12 27
Engineer
23 16 39
Total
60 40 100
The Figures 1 and Figure 2 reflects the percentage of response received as per stakeholder wise in the cities of
Ahmedabad and Bhavnagar respectively.
Figure 1: Percentage of Response Received Stakeholder Wise in Ahmedabad
Figure 2: Percentage of Response Received Stakeholder Wise in Bhavnagar
[PERCENTAG
E]
[PERCENTAG
E]
[PERCENTAG
E]
Stakeholder Distribution
Contractor/Project Manager Client/Consultant Engineer
[PERCENTAG
E]
[PERCENTAG
E]
[PERCENTAG
E]
Stakeholder Distribution
Contractor/Project Manager Client/Consultant Engineer

3.3 Data Analysis
It is important to identify the degree to how much the respondents agree or disagree on the severity of these causes based
on their own experience and knowledge. The data Analysis is done with the help of AHP concept over the qualitative
data that is converted to a quantitative form. The data collected from experts were analyzed using Microsoft Excel sheet.
Final data obtained after analysis will help to prepare a risk factors and ranking of various risk factors affecting the PPP
projects.
3.3.1 Local Weight and Global Weight
Local Weight: It represents the relative weights of the nodes within a group of siblings with respect to their parent node.
Global Weight: It is obtained by the multiplying the local weights of the siblings by their parent’s global weight. The
sum of all criteria’s Global weight must be equal to 1.
For example: If criteria and sub criteria’s local weights are known.
For sub criteria: Change in law
Global Weight = local weight of Political risk * local weight of Change in law
= 1 * 0.406 = 0.406
For sub criteria: Delay In Project Approval and Permits
Global Weight = local weight of Political risk * local weight of s Delay in Project Approval and Permits
= 1 * 0.280= 0.280
For sub criteria: Unstable Government
Global Weight = local weight of Political risk * local weight of Unstable Government
= 1 * 0.136= 0.136
For sub criteria: Government Intervention
Global Weight = local weight of Political risk * local weight of Government Intervention
= 1 * 0.177= 0.177
Table 3 shows Local weight and Global Weight of the above example
Table 3 Local Weight and Global Weight Criteria (Political Risk)
Criteria
Local
Weight
Sub Criteria’s
Local
Weight
Global
Weight
POLITICAL
RISK
1
CHANGE IN LAW 0.406 0.406
DELAY IN PROJECT
APPROVAL AND PERMITS
0.280 0.280
UNSTABLE
GOVERNMENT
0.136 0.136
GOVERNMENT
INTERVENTION
0.177 0.177
Total 1
Global Weights of the criteria for each respondent was calculated by Eigenvector method of AHP. Aggregation of all
global weights was done by Arithmetic Mean Method (AMM).
Final global weights of each Risk categories and factors of overall both cities that is Ahmedabad and Bhavnagar is
calculated and the analysis is done in following Table 4.
Table 4: Overall Local Weight and Global Weight of both the cities
SN Criteria
Global
Weight
Sub
Criteria
Local
Weight
Global
Weight
Rank
1
Political
Risk
0.223
Change in law 0.406 0.091 2
Delay in Project
Approval and permits
0.280 0.062 5
Unstable government 0.136 0.030 13
Government intervention 0.177 0.039 10

2
Regulation
Social
And Legal
Risk
0.169
Change in tax regulation 0.191 0.032 12
Corruption and Lack of respect
for Law
0.406 0.069 4
Legislation changes /
inconsistencies
0.306 0.052 6
Environmental clearance 0.097 0.016 21
3
Construction
Risk
0.221
Land acquisition 0.211 0.047 8
Availability
of Labour /
Material
0.080 0.018 19
Availability
of Finance
0.232 0.051 7
Construction
Cost Overruns
0.186 0.041 9
Construction
time delay
0.052 0.011 26
Completion risk 0.051 0.011 27
Quality risk 0.068 0.015 23
Contractual variation 0.085 0.019 18
Natural Calamity 0.035 0.008 28
4
Financial
Risk
0.218
Unavailability
and High Cost
of Financing
0.488 0.106 1
Lack of
Suitable economic conditions
0.383 0.084 3
Foreign exchange
Rate fluctuations
0.130 0.028 14
5
Commercial
Risk
0.069
Traffic / level of demand risk 0.190 0.013 24
Lack of demand / slow economic
development of the country
0.468 0.032 11
Delay by govt. Notification 0.342 0.024 16
6
Partnership
Risk
0.067
Different working methods
between partners
0.303 0.020 17
Inadequate
Experience
in PPP Project
0.242 0.016 22
Lack of commitment from
public /
Private partner
0.362 0.024 15
Organization and coordination
risk
0.093 0.006 30
7
Operation
Risk
0.040
Operation cost overrun 0.289 0.012 25
Maintenance cost higher than
expected
0.423 0.017 20
Low operating productivity 0.178 0.007 29
Quality of operation 0.110 0.004 31
Top 10 Risk Factors which affects in PPP projects in both the cities calculated by AHP process are as follows:
1. Unavailability and High Cost of Financing
2. Change in Law
3. Lack of Suitable Economic Conditions
4. Corruption and Lack of Respect for Law
5. Delay in Project Approval and Permits
6. Legislation Changes / Inconsistencies
7. Availability of Finance
8. Land Acquisition
9. Construction Cost Overruns
10. Government Intervention

3.3.2 Comparison of Ranks of Criteria’s between City wise Groups
All respondent were divided into two groups of cities: Ahmedabad and Bhavnagar. Below calculation shows the rank
comparison of Risk categories as well as Risk factors of Ahmedabad, Bhavnagar and Combine both cities. Their Ranks
were compared in the Table 5
Table 5: Rank Comparison of Ahmedabad, Bhavnagar and Overall both cities by Global Weight
Sr.N
o
Risk Categories Risk Factors
OverallRank
Ahmedabad
Bhavnagar
1 Political Risk
Change In Law 2 2 1
Delay in Project Approval and Permits 5 5 4
Unstable Government 13 13 12
Government Intervention 10 10 10
2
Regulation Social
and Legal Risk
Change in Tax Regulation 12 11 13
Corruption and Lack of Respect for Law 4 4 3
Legislation Changes / Inconsistencies 6 6 7
Environmental Clearance 21 21 23
3 Construction Risk
Land Acquisition 8 8 8
Availability of Labour / Material 19 19 19
Availability of Finance 7 7 6
Construction Cost Overruns 9 9 9
Construction Time Delay 26 26 25
Completion Risk 27 27 26
Quality Risk 23 23 22
Contractual Variation 18 18 18
Natural Calamity 28 28 28
4 Financial Risk
Unavailability and High Cost Of Financing 1 1 2
Lack of Suitable Economic Conditions 3 3 5
Foreign Exchange Rate Fluctuations 14 14 14
5 Commercial Risk
Traffic / Level of Demand Risk 24 24 24
Lack of Demand / Slow Economic Development of The
Country
11 12 11
Delay By Govt. Notification 16 16 16
6 Partnership Risk
Different Working Methods Between Partners 17 17 17
Inadequate Experience in PPP Project 22 22 21
Lack Of Commitment From Public / Private Partner 15 15 15
Organization and Coordination Risk 30 30 30
7 Operation Risk
Operation Cost Overrun 25 25 27
Maintenance Cost Higher Than Expected 20 20 20
Low Operating Productivity 29 29 29
Quality of Operation 31 31 31
From the above table we can analyze that “Unavailability and high cost of financing” is ranked 1st
in Ahmedabad and
2nd
in Bhavnagar by respondents, while “change in law” is given 2nd
in Ahmedabad and 1st
in Bhavnagar. Likewise the
first 5 rank in Ahmedabad and Bhavnagar cities are highlighted in the above table.

Conclusion:
According to the Analytical Hierarchy Process (AHP), development of the Criterias Framework in Indian context was
prepared for Risk Categories and factors in PPP projects. Total 31 nos. of Risk factors were identified which affect in
PPP projects which are included into major 7 Risk Categories: Political Risk, Regulation social and legal Risk,
Construction Risk, Financial Risk, Commercial Risk, Partnership Risk, and Operation Risk.
With the help of Analytic Hierarchy Process (AHP) technique, the relative ranking of Risk Categories and factors were
generated through the responses of three stakeholders: Contractors/Project Manager, Client/Consultant, and Engineer.
Targeted cities were Ahmedabad and Bhavnagar. According to the population, sample size was calculated of 60
responses but for safety purpose it was taken of 100 responses.
After the analysis of both the cities, overall ranking of the main Risk Categories are as follows:
1. Political Risk
2. Construction Risk
3. Financial Risk
4. Regulation Social and Legal Risk
5. Commercial Risk
6. Partnership Risk
7. Operation Risk
On the basis of analysis of both the cities, the critical Risk Factors of different risk categories in PPP projects from Table
5 are compared with both the cities and Top 5 most critical risk factors as calculated by AHP process are as mentioned
below,
1. Unavailability and High Cost of Financing
2. Change in Law
3. Lack of Suitable Economic Conditions
4. Corruption and Lack of Respect for Law
5. Delay in Project Approval and Permits
ACKNOWLEDGEMENT
I am really thankful to Prof. I. N. Patel (Principal) BVM Engg. College, Prof. L. B. Zala (Head of Department) Civil
Engg. Dept., BVM Engg. College, Dr. Jayeshkumar Pitroda, P.G. Co-ordinator Construction Engineering and
Management BVM Engineering College, Vallabh Vidyanagar, Anand, Prof. Ashish H. Makwana, Assistant Professor,
Department of Civil Engineering, Marwadi Engineering College, Rajkot, Gujarat for helping in my research study.
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Author’s Biography:
Kaushal V. Wadhvaniya completed his graduation in civil engineering from Pandit
Deendayal Petroleum University, Gandhinagar in 2017. During his graduation he carried
out research work on Traffic risk assessment and also published his research work in
Highway Research Journal by Highway Research Board, Indian National Congress
Volume 8 No.1 Jan-June in 2017. Currently he is pursuing his M.tech in construction
engineering and managaement from Birla Vishvakarma Mahavidyalaya engineering
college, Vallabh Vidyanagar, Anand, Gujarat. He is also working on Risk Management
in public private partnership in Ahmedabad and Bhavnagar city of Gujarat.
Dr. Jayeshkumar Pitroda received his Bachelor of Engineering Degree in Civil
Engineering from Birla Vishwakarma Mahavidyalaya Engineering College, Sardar Patel
University (Vallabh Vidyanagar, Gujarat-India) in 2000. In 2009 he received his
master’s degree in Construction Engineering and Management form Birla Vishwakarma
Mahavidyalaya Sardar Patel University (Vallabh Vidyanagar, Gujarat-India). In 2015 he
received his Doctor of Philosophy (Ph.D.) Degree in Civil Engineering from Sardar Patel
University (Vallabh Vidyanagar, Gujarat-India). He has joined Birla Vishwakarma
Mahavidyalaya Engineering College as a faculty in 2009, where he is lecturer of Civil
Engineering Department and at present working as Associate Professor from February
2018 having total experience of 19 years in the field of Research, Designing and
Education. At present holding charge of PG Coordinator Construction Engineering and
Management. He is guiding M.E. / M. Tech (Construction Engineering and
Management/ Construction Project Management/ Environmental Engineering) thesis
work in the field of Civil / Construction Engineering/ Environmental Engineering. He is
also guiding Ph.D. students (Civil Engineering). He has published many papers in
National / International Conferences and Journals. He has published nine Research
Books in the field of Civil Engineering, Rural Road Construction, National Highways
Construction, Utilization of Industrial Waste, Fly Ash Bricks, Construction Engineering
and Management, Eco-friendly Construction.
Prof. Ashish Harendrabhai Makwana was born in 1988 in Jamnagar district, Gujarat-
India. In 2012, he received Bachelor of Engineering degree (Civil Engineering) from
Charotar Institute of Science and Technology (Changa, Gujarat-India) which is affiliated
to Gujarat Technological University (Ahmedabad, Gujarat-India). Gujarat Technological
University. In 2014, he received Masters of Engineering degree (Construction
Engineering & Management) from Birla Vishvakarma Mahavidyalaya Engineering
College (Vallabh Vidyanagar, Gujarat-India) which is affiliated to Gujarat Technological
University (Ahmedabad, Gujarat-India). Currently, he is working as Assistant Professor
in Civil Engineering Department of Marwadi University, Rajkot. At present (2018), he
has teaching and research experience of 4.4 years in Marwadi University (Rajkot,
Gujarat-India) and 1.3 year of experience as Site Engineer at M/S Deepak B. Pala
Consultancy (Jamnagar, Gujarat-India). His research interests include Construction
Project Management application through various management techniques. He has
diversified teaching experience in subjects of Infrastructure Engineering and
Management, Construction Management, Advanced Construction & Equipment,
Concrete Technology, Professional Practices & Valuation, Surveying, Civil Engineering
Materials, Elements of Civil Engineering, Hydrology & Water Resources Engineering.
He is guiding for M.E. (Construction Engineering and Management) thesis research
work in the field of Civil / Construction Engineering. He has published many research
papers in various International Journals as well as International / National Conferences.
Also, he has published three Research Books in Lap Lambert Academic Publication,
Germany.

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