GOVERNANCE AND RISK MANAGEMENT IN U.S. PUBLIC PRIVATE COLLABORATIONS FOR SPACE TECHNOLOGY DEVELOPMENT

Abstract

This study discussed project management practices as well as the dynamics of governance and risk-sharing in U.S. public-private collaborations (PPCs) in the space-technology industry. Based on a systematic secondary research design, the analysis incorporates the GAO and NASA OIG audit, peer-reviewed literature and visual analytical modelling with risk matrices, subsystem interface mapping and Monte Carlo schedules simulation. The results indicate that multilevel governance structures are associated with formal clarity, although they do not tend to be adaptive to high-uncertainty aerospace. The weaknesses of leadership in systems-integration points increases the technical and schedule risk, whereas the contractual misalignment generates residual risk concentrations, especially among lower-tier suppliers. Systemic schedule volatility and the inability to plan deterministically is further proven by simulation evidence. The study provides a sophisticated insight into the drivers of PPC performance and comes with recommendations regarding the importance of governance reform and adaptive contracting, as well as risk-sensitive decision-making. Some of the proposed recommendations are strengthening integrative leadership, probabilistic scheduling approach, and enhance real time coordination mechanisms across NASA-industry interfaces.