Ghana does not lack engineers. We do not lack contractors, consultants, lawyers or project managers. Our universities continue to produce professionals, while government commits substantial resources to infrastructure development.
Yet one question remains: Why do some projects cost more, take longer and deliver less than originally intended?
The answer may not always be a shortage of money. In many cases, the deeper problem lies in how projects are conceived, planned, procured, contracted, managed and monitored.
A road, school, hospital or drainage system does not become a successful project simply because construction has been completed. A successful project should deliver the required quality, within the agreed cost and timeframe, while achieving the purpose for which the investment was made.
This requires more than engineering. It requires disciplined project management, effective procurement and sound legal and contractual governance.
My experience across civil engineering, project management, law, and the maritime and logistics sector has reinforced one important lesson: these disciplines cannot operate effectively in isolation.
An engineer may design an excellent structure, but poor planning can undermine its delivery. A project manager may prepare an impressive schedule, but weak contract administration can create disputes and delays. A lawyer may draft a comprehensive contract, but if those implementing it do not understand its practical implications, the contract may not provide the intended protection.
The disciplines must work together.
Consider delays. When a project falls behind schedule, the immediate reaction is often to blame the contractor. Yet delays can result from late funding, design changes, delayed approvals, land acquisition, unforeseen site conditions, procurement challenges or inadequate coordination.
The issue, therefore, is not simply who is to blame. It is determining from the beginning who bears each risk, how it will be managed and what happens when that risk materialises.
The Auditor-General's reports illustrate some of the consequences of inadequate project management. Its report on the accounts of District Assemblies for the financial year ended 31 December 2024, identified projects where delays in completion posed risks of increased costs through potential price variations.
These examples raise an important question: Should project success be measured by the money spent and the physical structure constructed, or by the actual benefit delivered to citizens?
This is where Ghana's Value for Money Office Act, 2026 (Act 1172) becomes significant. Section 2 gives the Value for Money Office a mandate that includes reviewing procurement practices, cost-estimation methodologies, contract-management processes and expenditure-control mechanisms.
Sections 29 to 39 establish a framework for value-for-money assessments, including pre-award and post-award assessments, post-completion assessments, benchmarking and compliance mechanisms.
The message is important: value for money must begin before a contract is awarded, not after problems emerge.
This principle is also consistent with the Public Procurement Act, 2003 (Act 663), as amended. Section 2 requires public procurement to secure the judicious, economic and efficient use of state resources while ensuring fairness and transparency.
The Public Financial Management Act, 2016 (Act 921) further reinforces financial discipline through controls over government commitments and expenditure.
Together, these laws demonstrate that successful public projects require more than releasing funds and awarding contracts. They require proper planning, realistic cost estimates, appropriate risk allocation, effective procurement and continuous monitoring.
Contract administration is equally important. A seemingly simple change in project specifications can affect cost, time and contractual obligations. If such a change is not properly authorised and documented, a manageable project issue can become an expensive dispute.
We must therefore move away from viewing project management merely as preparing schedules and monitoring expenditure. Effective project management encompasses planning, procurement, risk management, stakeholder coordination, contract administration, quality control, performance measurement and accountability.
Modern project-management thinking also emphasises value delivery rather than activity alone. The Project Management Institute's PMBOK® Guide highlights areas including governance, value delivery, stakeholders, finance, quality, schedule and risk.
The solution is not to blame one profession or institution. Engineers, quantity surveyors, architects, project managers, lawyers, procurement professionals, contractors, consultants and public officials all have important roles.
What we need is greater collaboration among them.
Our universities and professional institutions should encourage interdisciplinary training. The project manager of the future should understand contracts. The engineer should appreciate risk and commercial consequences. The lawyer advising on a major project should understand how projects are actually planned and executed.
Ultimately, Ghana's infrastructure challenge is not simply about building more. It is about building better and delivering value.
Before approving a major project, we should ask: Is it necessary? Is it properly planned? Are the risks understood? Are the contractual arrangements appropriate? Is the financing realistic? Can performance be effectively monitored? And, most importantly, what measurable value will the project deliver to citizens?
These questions should be answered before the project begins and throughout its entire lifecycle.
Ghana's development depends not merely on the number of projects we undertake, but on the quality of the outcomes we achieve.
The future of successful infrastructure development lies not only in concrete, steel and engineering. It lies in the integration of sound planning, effective project management, responsible procurement and strong legal and contractual discipline.
If we get that right, every cedi invested in infrastructure has a better chance of becoming an investment in lasting economic and social value rather than an expensive lesson.
Kwaku Asare Baffour is a civil engineering, project management and legal professional with experience spanning infrastructure, shipping, logistics and academia.
The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of MG Digital, 3News, or its associates. This content represents the author's personal perspective and analysis.
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Source: 3News
