Duration, Control, and Success Factors of Nigerian Public Infrastructure Projects

Abstract

In Nigeria, many infrastructural projects are abandoned before completion, representing a failure on the part of the federal, state, and local governments. There is currently an incomplete understanding of the interwoven causes of Nigerian public project failures. The purpose of this quantitative correlation research was to evaluate the relationships between project duration, control, and success. Project and control theories were the theoretical underpinnings of the study. The two predictor variables were project duration and project control, with the criterion variable being project success. A survey was administered to 74 project management professionals, construction workers, and other stakeholders in the Nigerian building and construction industry, who were recruited using convenience sampling. The questionnaire, which was hosted on Survey Monkey, included demographic items and questions about the duration, success, and management control of the last public project in Nigeria the participant managed or led. Use of the multiple regression model for data analysis led to the findings in this study. Findings showed a statistically significant positive correlation between project management control and project success. Project duration (as measured in months) was not a significant predictor of project success. The findings show that project control is a fundamental aspect of project success; as such, project leaders should focus on the type and quality of contractors or project bidders as well as emphasize overall project efficiency. By improving professional practices, stakeholders may be able to reduce the number of failed projects and enhance public project success in Nigeria, which may promote economic development and community and citizenry welfare.