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

Public projects are crucial for national development, yet frequently fail to meet stakeholder expectations regarding cost, time, and quality. Existing literature attributes project failure to various factors, including poor leadership, insufficient resources, inadequate design, unrealistic timelines, poor risk analysis, political influence, weak communication, and institutional weaknesses. Measuring project failure is challenging due to varying stakeholder perceptions based on their backgrounds and expertise. This study focuses on stakeholder perceptions to understand the complexities of assessing project failure, particularly in the context of Ghana's public projects, which often involve substantial capital outlays and require effective management practices to ensure value for money. The lack of attention to stakeholder perceptions has been identified as a significant contributor to project failure in Ghana, highlighting the need to understand these perspectives to improve project success rates. The study aims to explore stakeholder perceptions of the causes and effects of public project failure in Accra, Ghana, focusing on the capital city due to the high volume of development projects undertaken there, many of which remain incomplete.

The literature review examines various definitions of project failure, ranging from simple criteria like cost and schedule overruns to more nuanced definitions encompassing stakeholder expectations and satisfaction. Several studies identify numerous causes of project failure, including poor planning, technological problems, inadequate project management skills, lack of communication, insufficient top management support, unqualified project managers, and environmental factors such as economic downturns and government regulations. Existing research on project failure in Ghana highlights cultural factors, partisan politics, institutional bottlenecks, over-reliance on external funding, and corruption as key contributors. The importance of impact assessments in evaluating potential consequences and ensuring stakeholder involvement is also discussed. The review compares this study to previous research, particularly those by Damoah and colleagues, which focused on government projects in Ghana but lacked the comprehensive stakeholder perspective or consideration of project effects. This study aims to update and expand upon existing knowledge by incorporating a broader range of stakeholders and explicitly examining the effects of project failures.

This study employed a survey design using structured questionnaires. A purposive sampling technique was used to select 63 practitioners (contractors, subcontractors, consultants, suppliers, and clients) involved in public projects in Greater Accra within the previous two years. Three participants provided no responses, leaving a final sample size of 60. The questionnaire included closed-ended items using a five-point Likert scale to assess the causes of project failure, categorized into leadership, administration/management, resources, and external factors. Data were analyzed using descriptive statistics, including the Relative Importance Index (RII), to determine the significance of each factor. Ethical considerations, including informed consent and ethical approval, were addressed throughout the study. The background information on the respondents was analyzed to better contextualize their responses, revealing the gender, age, educational background, and job rank of the participants.

The study's key findings are presented in several tables. Table 1 provides the demographic details of the respondents, showing a predominance of male (82%), 31-40 years old participants with Bachelor's (62%) and Master's (25%) degrees and work experience between 6 and 10 years. Table 2 categorizes causes of project failure, showing resources as the top contributing factor, followed by administrative/management issues, leadership, and external factors. Table 3 details the leadership-related causes of project failure, with late release of funds, lack of continuity, and political interference as the most significant. Table 4 presents administrative/management causes, highlighting corruption, bureaucracy, payment delays, poor communication, and inadequate supervision. Table 5 shows that project funding and capacity were the most critical resource-related issues. Table 6 indicates that natural disasters and price fluctuations were significant external factors. Table 7 details the perceived effects of project failure, including revenue loss, investment discouragement, unemployment, cost escalation, substandard infrastructure, capacity loss, and emotional stress. The findings confirm existing literature, but also provide a nuanced understanding from the perspectives of diverse stakeholders.

The findings address the research question by demonstrating the multi-faceted nature of public project failure in Ghana as perceived by various stakeholders. The relative importance of resources, administrative/management practices, leadership, and external factors highlights the need for comprehensive strategies to address these issues. The study's findings support previous research on similar issues in Ghana, while also highlighting the importance of considering the diverse perspectives of various stakeholders in understanding and addressing the problem. The identification of corruption, bureaucracy, and political interference as major contributors to project failure emphasizes the need for institutional reforms and improved governance practices. The significant negative effects on economic growth, employment, and stakeholder well-being highlight the severe consequences of project failures, justifying the need for preventative measures.

This study contributes to understanding public project failures in Ghana by offering a nuanced perspective from diverse stakeholders. Key findings point to the critical role of corruption, bureaucratic inefficiencies, political interference, and resource constraints in causing project failures, resulting in significant economic and social costs. The study recommends strengthening anti-corruption measures, streamlining bureaucratic processes, minimizing political influence, and improving project planning, management, and stakeholder engagement. Future research could explore specific interventions to mitigate identified causes and conduct comparative studies across different regions or project types in Ghana to further enhance understanding and inform policy.

The study is limited to stakeholder perceptions in the Greater Accra Region of Ghana and may not be generalizable to other regions or contexts. The use of a self-reported questionnaire may be subject to response bias. The cross-sectional nature of the study prevents an assessment of causal relationships between factors. Future research might use a longitudinal design and collect data from a wider range of stakeholders and geographical areas in Ghana to strengthen the generalizability of the findings.