The barriers to success of international development construction projects

Construction projects are capital-intensive, complex and high-risk undertakings. With added complications of working internationally, in resource-scarce contexts, and being of a developmental project typology, risk in International Development (ID) construction projects is heightened. This research examines barriers to success encountered in the life cycle of such projects, explores their underlying causes, and assesses their impact on the management of key project elements. Using primary data obtained through focus group discussion and 66 open-ended, discursive key informant online interviews conducted from the UK with a broad range of ID construction project stakeholders, patterns emerge through the application of thematic analysis that reveal the challenges encountered and their impacts.

Using a simple civil engineering project life cycle as a framework, this research finds that, despite the importance of front-end planning to reduce uncertainty associated with ID construction projects, focus on the initial project stages is underprioritised, leading to poorly developed scope, underestimated budgets and schedules, and inadequate risk consideration, all of which have enduring repercussions that continue to be felt throughout the life cycle thereafter. These impacts are worsened by a paucity of project management and construction expertise within implementing organisations. Overlap of ID programme and project life cycles introduce discontinuity, compounded by a fragmented client structure, adding to complexity and uncertainty due to competing priorities. Inadequate attention is paid to construction outputs due to the perception that they are merely a support function in achieving higher-level outcomes.

Incorporating the findings of the research, an alternative, agile approach to ID construction project delivery is proposed which facilitates the rapid acquisition of knowledge at the front-end, reduces uncertainty, promotes stakeholder engagement and input of technical and construction expertise, and highlights the need for a strengthened project sponsor role to support continuity throughout the life cycle whilst accommodating the priorities of the multiple clients.

These findings could contribute to the development of improved approaches to ID construction project development and delivery, optimising efficiency of the process and enhancing effectiveness of the outputs.