Why many government construction projects aren't successful

Why are government organisations (national, state, city, town and state run enterprises) often so bad at project delivery?
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A project isn’t just construction, it’s the complete life-cycle, from project conception, through design, planning, construction, completion, including maintenance and operation of the finished facility. At all stages of the process we see examples of spectacular failure, costing money, time and even lives.

How do we define project success?
For most projects success is defined by delivering a project within time and budget. Regrettably many projects fail this test. But, even a project that’s delivered on time and within budget could be a failure. Unfortunately, some projects which are seen as successful by one stakeholder are regarded a failure by another. For instance, a contractor has a successful project, they finished on time and made money, while for the owner the project was over budget and didn’t deliver value for money. A person whose house is overshadowed by a neighbouring ugly apartment building wouldn’t regard the project a success, even if the developer made a fortune building and selling the apartments.
So what defines a successful project?

1. The project is finished on time.
2. It’s completed within budget.
3. The project delivers value for money.
4. The project is easily maintained and operated, which won’t be excessively expensive.
5. The construction works is completed safely.
6. The facility is safe to operate and use.
7. The environment isn’t unduly harmed – during construction and when the facility is operating.
8. None of the stakeholders were unjustifiably disadvantaged.
9. Those involved with the project earned a fair wage, or profit.
10. The project is the best use of available funds. There are usually limited funds available and it’s impossible to develop and construct every project on the Wishlist. Money needs to be allocated wisely to projects that are the most necessary and which provide the biggest benefits.
11. The project should provide long term benefits.
12. The project must be of good quality. This includes aesthetically pleasing.
13. The facility is functional. It effectively delivers what it’s supposed to deliver.
14. The project hasn’t resulted in other problems.

When judging projects by these criteria we find many failures. So, that Olympic or Soccer World Cup stadium may have been delivered on time and within budget, and provided good service for a few weeks of the event, but, if it isn’t going to be used afterwards, or there aren’t funds to maintain it, then the stadium isn’t a success. Also, if people lost there lives during the construction process then the project definitely failed those people.

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Reasons why many projects conceived and delivered by government organisations are a failure.
There are many reasons for project failure (they don’t meet the above criteria) and these include:

1. Many politicians (elected officers) are driven by personal gain. This gain could be:
   1. Delivering the greatest number of votes. Unfortunately this often means that areas with a small voting population are ignored. It also means that areas that have a stable voting population – regularly voting for a particular party or individual are ignored, while areas which could swing between parties and individuals have more money thrown in their direction – and I mean literally thrown, without too much thought on how the money will be spent.
   2. Being involved with a prestigious project. Spending money on repairing and maintaining infrastructure is essential – but if you’re a politician it certainly doesn’t get you the same publicity as cutting ribbons when opening a new bridge or legislature office, or unveiling a new statue. Who wants to be filmed opening a new wastewater treatment facility – it’s a necessity, but a stinking business!
   3. Monetary. Regrettably, often politicians accept bribes (donations!) from corrupt contractors, suppliers, land owners and developers. This often results in the wrong project being built in the wrong place, incompetent contractors being selected, or inappropriate equipment and materials being used.
   4. Helping friends and family. With little regard to the people or country.
2. Often politicians are there for the short term, but projects and facilities will typically outlast their careers and even their lives. In many cases the next generation has to live with their actions, or lack of action. Upgrading roads and infrastructure to farming and mining communities has few immediate visible benefits, but is often essential to the development of the country in the long term.
3. Some politicians don’t see the bigger picture. Indeed they’re often only focussed on their own needs, position, or the next election. A project typically consists of multiple parts. Building a new hospital could be great, but it’s a failure if there isn’t money left to equip the hospital, or indeed money for the doctors and nurses to operate the hospital. Building new apartments in a particular area may be a great idea, but if the infrastructure (roads, utilities such as water, sewer and electricity) isn’t sufficient to handle the additional people then it’s possibly a bad idea. It’s definitely a poor idea if people don’t want to live in apartments, or there’s an oversupply of apartments. Politicians have a knack for drawing lines on a map, acting on whims, or tossing new ideas into the arena, without adequately thinking through all the consequences of their actions.
4. Politicians often have a short tenure. Some might see this as a good thing – being able to regularly change politicians. It does mean that we (the voting public) can dump politicians we don’t like, but it often means there’s seldom consistent policy. So, one politician who likes building roads is replaced by others that want railways, while some want conventional energy sources and others focus on renewables. This leaves projects in limbo, possibly after millions of dollars have already been spent.
5. Sometimes politicians are unduly influenced by those on the fringe, or the noisiest objectors. No politician wants to be visibly and publicly ridiculed or embarrassed, so they’ll often take the action that results in the noisiest celebrations and the quietest protests – even if the noisy celebrations are of their own making and the quiet protests are because people have been cowered into submission.
6. Many politicians are bad at explaining the benefits and necessity of some projects. Indeed, often necessary and beneficial projects end on the waste tip of abandoned good ideas because the voting public wasn’t properly informed. Is this because politicians are arrogant and they assume the average person doesn’t need to know, or is it because they expect people to automatically follow their lead and then they’re surprised when there are objections?
7. Usually politicians don’t like people that don’t agree with them. They’re often advised by departments. Sometimes there are good people in the departments. Regrettably politicians like to make changes – getting rid of those who worked for the previous leadership, who often have years of experience. Anyway, who wants to have people working for them who don’t agree with your new ideas and policies – even if that disagreement is founded on a better understanding of the current workings, people, systems and requirements? Unfortunately, some heads of department have learned to play the game, to adapt to new leaders, to blow with the wind and to give politicians what they want – never providing advice that they know won’t be welcome, even if it’s right.
8. Sometimes politicians make their pet projects fit the available budget and a need. Often projects will clearly exceed their budget, but they are made to fit – costs are ignored or deliberately understated.  When the project costs exceed the budget there’s every chance the politician has moved on to another posting. There’s no accountability and they can always blame their successor, or even a predecessor! Then there are projects that are sold as one thing, yet clearly won’t satisfy that need.
9. Politicians use other people’s money and their projects impact the lives of others. Need I say more!
10. Many politicians are driven by ideology, political agendas and personal beliefs, and their projects are often an extension of this thinking, rather than being based on sound research and delivering the best long term benefits to the people, region and country.
11. Most politicians aren’t project managers or engineers so have little experience in delivering projects on time and within budget, from concept to completion. Consequently they have limited understanding of the processes, risks, costs and requirements of a successful project. They don’t understand the project life-cycle.
12. Many politicians like easy wins and hate hard decisions and tough choices.

Fortunately there are many successful government projects, and some elected officials who work for the good of the community, take on board the advice of experts and understand the concerns of stakeholders. There are a few that are prepared to serve the people, who put the public ahead of personal ambition.

Conclusion
The World has many projects that are white elephants, projects that have been ill conceived, poorly planned and badly managed. Millions of dollars are wasted on inappropriate ideas, poor projects and ineptly executed projects. Unfortunately the next generation has to live with the consequences of these projects. Indeed we have to live with them! Whole communities, states and countries are hamstrung by these bad projects and the resulting debts. Politicians must be accountable. It’s time that elected officials looked beyond short term gain, greed and petty politics, rather focusing on the long term requirements of the community and country. Politicians need to take advice from honest project managers and not people and organisations that have vested interests in a particular project or outcome. They need to carefully evaluate all projects to ensure that they are the best use of public money, delivering the greatest long term benefits. They need to consider all implications of their decisions and choices, ensuring they aren’t swayed by their egos, personal agenda, or a vocal minority. They need to understand the fears and objections of all stakeholders, then not just override or ignore them, but adequately explain why these objections aren’t relevant, or adapt the project to lessen its impacts on the stakeholder.

It's time for our politicians, elected officials and those in government (city, county, state or national) to stand up and take pride in their accomplishments, to be accountable for their decisions (or lack of decisions), to build a place, a community and a country that future generations will be proud of. Projects aren’t just random ideas or lines on paper, they aren’t political slogans or one-liners, they impact people and cost money. Projects require rational thought, proper planning, careful design, sound construction and expert delivery – but even more important, the project process doesn’t stop there, the completed facility has to be managed, operated and maintained, ensuring that it continues to deliver benefits safely for many years to come.
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Why are there so many bad government projects? Why do elected officials frequently embark on ill-conceived projects or make poor decisions?
Do we have to accept bad projects? Will you hold your politicians and elected officials accountable?
A question to politicians and those in administrative power – will your projects be remembered by the next generation for the right reasons? Will your projects be successful?

​This article is adapted from information in the author’s popular books: 'Successful Construction Project Management: The Practical Guide' and 'Building a Successful Construction Company: The Practical Guide' and 'Construction Project Management: Tips and Insights'
'Construction Claims: A Short Guide for Contractors' is another of Paul's useful books.
Paul has recently published 'Construction Management: From Project Concept to completion'.
Paul's new book: 'Build and Renovate Your Home With Your Eyes Wide Open' is for those with little construction experience who want to build or renovate a house. It's filled with tips and suggestions to help you on your way, ensuring you avoid the pitfalls of home construction projects.
These books are available on Amazon and other online book stores.
Paul publishes articles regularly on LinkedIn and his website. 

Paul writes regular articles for other websites, gives lectures, mentors, and is available for podcasts and interviews.
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© 2018 This article is not to be reproduced for commercial purposes without written permission from the author.

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