Stakeholder perceptions on causes and effects of public project failures in Ghana

The study addresses the question of what stakeholders perceive to be the main causes and effects of public project failure in Ghana, specifically in Accra. Projects are crucial to individuals, organizations, and nations, yet many fail when they do not meet stakeholder expectations for cost, quality, time, and benefits. Stakeholder perceptions vary across professional and educational backgrounds, complicating the measurement of project success or failure. Given persistent reports of project failures and their financial and development consequences in Ghana, the study aims to explore stakeholder perspectives to better understand causes and impacts, moving beyond traditional iron-triangle metrics to stakeholder expectation fulfillment. The choice of Accra reflects its status as the capital with numerous government projects, many of which remain incomplete.

The literature outlines multiple, sometimes conflicting, definitions of project failure. Mar (2012) highlights stakeholder judgment, delivery to plan, on-time delivery, financial results, and minimum return; Lyytinen and Hirschheim (1988) categorize failures into correspondence, process, interaction, and expectation failures; Pinto and Mantel (1990) emphasize perceived value, implementation, and client satisfaction. Causes commonly include poor planning, leadership, communication, insufficient resources, unrealistic schedules/budgets, scope creep, weak stakeholder management, lack of risk management, and environmental shocks (Avots, 1986; Stewart, 2012; Pinto and Mantel, 1990). In Ghana, cultural orientation toward government work, partisan politics, institutional bottlenecks, politically based appointments, limited project management education, reliance on external funding, and corruption are prominent contributors (Damoah and Akwei, 2017; Amponsah, 2010; Amoako and Lyon, 2014; Transparency International, 2008/2015). Sector-specific studies identified extensive lists of delay and failure factors, including material supply, financing, inflation, payment delays, and contractor/client-related issues (Frimpong et al., 2003; Fugar and Agyakwah-Baah, 2010; Amoatey et al., 2015; Assaf and Al-Hejji, 2006; Odeh and Battaineh, 2002). The role of impact assessments is underscored for informing stakeholders, aligning on scope, and preventing failures via thorough pre-implementation consultation and agreement on deliverables. Empirical literature from various contexts reiterates planning, financing, experience, communication, and decision-making delays as central. This study contributes by updating Ghana-specific evidence beyond construction-only foci, incorporating broader public projects and examining both causes and effects from multiple stakeholder groups (contractors, consultants, suppliers, clients), addressing gaps in stakeholder-inclusive perspectives and effect profiling.

Study design: A survey was conducted among practitioners engaged in public projects in the Greater Accra Region, Ghana. A list of registered practitioners who had participated in public projects within the past two years was compiled from local government office records. Using purposive sampling, 63 practitioners were recruited—contractors/subcontractors (n=20), consultants (n=30), suppliers (n=7), clients (n=6); 60 provided complete responses. Sampling: Purposive sampling and a census survey approach targeting identified relevant practitioners were used to ensure representation of key stakeholder roles. Instrument: Structured, closed-ended questionnaires captured respondent background and study variables. Causes of project failure were rated on a 5-point Likert scale (1=strongly disagree to 5=strongly agree). Informed consent was obtained; ethical approval was granted by the institutional ethics committee. Data analysis: Data were cleaned, coded, and analyzed using SPSS and Microsoft Excel. Descriptive statistics and Relative Importance Index (RII) with means were computed to rank the significance of failure factors. Ethics: Conducted per ethical principles; informed consent, privacy, confidentiality, and anonymity were ensured. Ethical clearance was obtained from Ghana Communication Technology University (formerly Ghana Technology University College).

Sample profile: 82% male; 68% aged 31–40; 62% with bachelor’s degree, 25% master’s; 50% with 6–10 years of experience; roles included subordinates (40%) and supervisors (35%). Overall categories (mean scores): Resources (3 items) 3.78; Administrative/management (15 items) 3.73; Leadership (10 items) 3.64; External forces (3 items) 3.44. Leadership-related causes (means): Late release of project funds 4.05; Lack of continuity 4.02; Political interference 4.00; Change in government/political leaders 3.67; Definition of project specification 3.65; Changes in project leadership 3.50; Feasibility studies 3.45; Changes in project scope 3.43; Commitment to the project 3.40; Competent leaders 3.27. Administrative/management causes (means): Corruption 4.20; Bureaucracy 4.00; Payment delays 3.95; Communication 3.87; Procurement processes 3.83; Supervision 3.82; Project planning 3.75; Project monitoring 3.73; Project management techniques 3.68; Management practices 3.58; Formation of project team 3.57; Regulation 3.57; Selection of project managers 3.50; Definition of task 3.48; Involvement of users 3.38. Resource-related causes (means): Project funding 4.00; Capacity (staff) 3.77; Labour 3.58. External forces (means): Natural disasters 3.53; Price fluctuations 3.53; Pressure groups/media/NGOs/political activities 3.25. Perceived effects of project failure (means): Revenue loss to stakeholders 4.15; Discourages investment 4.15; Causes unemployment 4.03; Cost escalation 3.98; Affects economic growth 3.90; Sub-standard infrastructure 3.82; Relocation of services 3.75; Loss of capacity 3.73; Emotional stress to stakeholders 3.70; Collapse of local businesses 3.70; Affects property values 3.60; Loss of property 3.56; Accidents and death 3.54; Strict donor regulation 3.52; Denial of citizens’ basic right to development 3.48.

Findings directly address the research aim by identifying stakeholder-perceived causes and effects of public project failure in Ghana. Stakeholders rank resource constraints highest, particularly project funding delays, aligning with prior studies emphasizing financing and capacity. Administrative/management weaknesses—especially corruption, bureaucracy, payment delays, and deficiencies in communication, procurement, supervision, planning, and monitoring—emerge as prominent drivers. Leadership issues such as political interference, government changes, and lack of project continuity are also influential. External environment factors (natural disasters, price fluctuations) contribute but are relatively less emphasized. These results corroborate and extend earlier Ghana-focused studies (e.g., Damoah and Kumi, 2017; Damoah, 2015), while updating rankings and adding a comprehensive mapping of perceived effects. The effects profile highlights significant economic and social consequences, including revenue loss, reduced investment, unemployment, cost escalation, and degraded infrastructure and services, underscoring the broader development implications and the need for systemic governance and management reforms, stakeholder-aligned planning, and robust funding and oversight mechanisms.

The study contributes updated, stakeholder-based evidence on public project failure in Ghana, showing that resources (notably funding), administrative/management shortcomings (corruption, bureaucracy, payment delays, weak communication, procurement, supervision, planning, and monitoring), leadership and political factors (interference, government changes, lack of continuity), and external forces collectively drive failures. Perceived effects encompass financial losses, discouraged investment, unemployment, cost escalation, impaired economic growth, substandard infrastructure, service relocation, capacity loss, emotional stress, and diminished property values. Policy recommendations include: instituting strong anti-corruption and anti-bureaucracy measures; reducing political interference and insulating projects from government changes; improving timely payments; enhancing communication; streamlining procurement; and prioritizing supervision, monitoring and evaluation, planning, and project management skills. Future research should evaluate interventions aimed at reducing corruption and examine the influence of political manipulation and government turnover on project outcomes to inform policy and practice.