ABSTRACT
The contributions include the following:
Reasons for failures discussed with suggestions on how to avoid them.
Circles of causes of project failures and abandonment, circles of corruption and circles of failed governance are used to summarise and define the problems that need to be solved.
Suggestion on the necessity for a structured approach for the solution of the problems and project delivery. For example, using a framework containing vision, mission and strategic objectives include the estimated financial returns from the deliverables need to be planned for public and government projects and programmes intended for commercial operations. In other words, for a new project that will produce deliverables for commercial operation, there should be a plan of how the deliverables will be supported in operations. There should be an estimate of how much benefit and returns will be produced by the deliverable and when.
The framework also contains OPM consisting of PMOs, Portfolio Management, Programme Management and Project Management and how to implement them. These provide the processes through which the vision, mission and strategic objectives can be implemented.
Suggestions on benefit planning and management. This should include a timeline for the benefit to be produced and the quantity and value of the benefit. It should also explain how the benefit so produced and converted into financial terms could be reinvested in the organisation and for the operation of the deliverable. These points have to be planned for and agreed to even before the project is started.
Guidelines on transitioning from project management to the operation and maintenance of project deliverables.
Prerequisite: A board of directors should be in place from the onset.
