In France, transport infrastructures are planned, financed and constructed in three different ways : either within the framework of an agreement between the State, one or more Regions and the local authorities (public projects), or within the framework of public-private partnerships (concession contract or partnership contract). Transport infrastructure planning can meet risks and uncertainties (social risk, political risk, institutional risk, financial risk, technical risk, etc). The research question is as follows: if the planning of transport infrastructure projects in the form of concession contracts or partnership contracts is based on the performance of the service providers , do projects carried out by a public contracting authority comply with the same planning model, in the context of the new public management ? How do this evolution position itself against collaborative, flexible and strategic planning ? The paper shows that the public practices seek to control the classical criteria of project management as the private sector (cost, delay, quality) and use risks management (whichever is the nature of the risk). Private sector tends to exclude projects for which a too strong political or social risk is known in advance. But it can accept to manage projects with general interest objectives. A planning model using risks management could be developed. It could have common points with collaborative, strategic and flexible planning , even if it keeps its own specifications.