The introduction of public participation (PP) in public projects is envisioned to be able to improve decision quality, accuracy and long-term social benefits. However, implementation of effective PP may not be a less challenging task given its complexity. Overall, PP experience and strategies in Western developed countries have been relatively ample and can be witnessed from their day to day operation of government agencies, non-governmental organisations and public affairs. In comparison, developing countries such as China, have introduced and practiced PP in some form but the overall maturity and degree remain relatively low. This study examined the PP practice from a few Western developed countries through the review of literature and legal documentation, and compared against the China's PP practice, which further revealed the bottlenecks of the nation being lack of driving force, information and participation forms. These findings were then verified and justified using a meticulously-designed research methodology which involved the surveys and interviews of a large number of respondents. To improve the China's PP practice and generalise the lessons learnt, the rest of the study was focused on formulating a seven-step conceptual framework, which incorporates operable models and methodical strategies. It needs to be made clear that despite this framework is of general value at the theoretical level, its practicality needs to be further validated by our future studies.