Project Failure: The Way forward and Panacea for Development

Abstract

There is an unambiguous relationship between development and the successful execution of projects as well as societal wellbeing. This paper examined the concept of project failure. The rationale was to identify the main factors responsible for project failure and suggest strategies aimed at curbing project failure and facilitating development in the future. Data was obtained from a focus group comprising of eight project management practitioners in Nigeria. The results were recorded, transcribed and entered into the qualitative research software NVivo. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the issues raised by the focus group participants. The emerging key issues suggested that project failure may be contingent on several factors but established based on consensus that corruption and lack of professionalism were among the main causes of project failure in Nigeria. The main results were further synthesised into action points which included: the need for an introduction of governance mechanism to incorporate processes standard guidelines that supports projects to achieve their objectives, enshrining punitive actions against erring project stakeholders who engage in corrupt and unethical practices.

Critical realism: what you should know and how to apply it

“…However, in developing Sub-Saharan Countries, vital information required to build project management practices within the public sector is still lacking. despite the recognition of some challenges posited to be institutional, structural and cultural (Shuaib, 2016;Zuofa and Ochieng, 2014).…”

Government project failure in developing countries: A review with particular reference to Nigeria

“…Furthermore, reports show that over $100million was lost by Ghana from 2009 to 2011 as a result of inadequate execution of projects (Alagidede et al, 2013). As a final point, Zuofa (2014) highlighted that IT projects embarked on by the Abuja Investment and Property Development Company (AIPDC) in Nigeria experienced failure and cost approximately N3.8billion. These projects indicate that there is a high rate of failure; however, what constitutes the term project failure largely depends on who defines it (Ika, 2009;Mar, 2012;Carvalho, 2014) or who defines the scale for measuring success (Mir and Pinnington, 2014).…”

“…Furthermore, as finance is considered a resource during project execution, problems associated with finance is regarded as one of the major factors that lead to project failure. Studies show that many projects have failed globally as a result of poor management, inadequacy or lack of finances (Pourrastam and Ismail, 2011;Abbasi et al 2014;Zuofa, 2014). Some construction projects experience delays caused by financial issues.…”

“…Some construction projects experience delays caused by financial issues. These issues are also experienced in Nigeria where studies show that clients' financial difficulty is one of the major causes of delays and abandonment of projects (Zuofa, 2014).…”

Project Planning and Implementation in Niegria: Revisiting International Best Practices

“…(Babalola, 2014, Felix and Wilson, 2011, Uma, Eboh, Obidike and Ogwuru, 2013. It is in recognition of this that Zuofa and Ochieng (2012) asserted that the execution of roads, dams, rural water supply and other infrastructural projects which support development should be a priority in Nigeria and other developing/emerging economies because such projects instigate developments and contribute towards the alleviation of the effects of most social, political and economic challenges (Zuofa and Ochieng, 2014).…”