The empirical reality of project management failures in the construction of social housing projects in South Africa

Abstract

Purpose

The concept of government reconstruction development programme (RDP) social housing in South Africa was rolled out in 1994 after the African National Congress Government came to power when the apartheid rule was abolished. The main aim of the government was to enhance the lifestyles of the poor in society through the provision of houses that they could not afford in the open market. However, many concerns have been reported about the social housing project in terms of poor project implementation and the delivery of deliverables that do not befit the need of the end-users. This study aims to assess the flaws in the application of project management (PM) principles in the construction of these social houses.

Design/methodology/approach

A quantitative approach was adopted for the study by making use of closed- and open-ended questionnaires to collect data from 1,893 social housing inhabitants in Bloemfontein, Free State. Descriptive statistics and R programming language software were used to analyse the data collected.

Findings

The findings reveal that there was a profound failure in the application of PM principles in the construction of the social houses leading to the provision of deliverables that do not meet the needs of the beneficiaries. There are also poor project deliverables and lack of consultations that could have probably been prevented had proper PM systems been put in place by the government throughout the project lifecycle. This lack of proper PM philosophies has generated dissatisfaction among the beneficiaries leading to numerous complaints about the social housing programme.

Research limitations/implications

The survey was done in only RDP housing communities in Bloemfontein in the Free State Province of South Africa; however, the result may be applicable in other RDP housing programmes.

Practical implications

The empirical results indicate that the government has been providing houses with disregard to project objectives by not instituting an appropriate PM systems; hence, the main objective of providing befitting houses to the less privileged to enhance their living conditions has woefully failed, as the inhabitants do not see any improvement of their social standings after receiving the houses. This means the government might have wasted resources as a result of ineffective PM throughout the project implementation.

Originality/value

This study has identified PM flaws in the construction of the RDP houses, which have led to poor project deliverables. This study thus gives recommendations with regard to proper PM strategies for the implementation of the same or similar project in the future to achieve project objectives.

Citation

Amoah, C., Kajimo-Shakantu, K. and van Schalkwyk, T. (2020), "The empirical reality of project management failures in the construction of social housing projects in South Africa", Journal of Facilities Management, Vol. 18 No. 4, pp. 417-435. https://doi.org/10.1108/JFM-04-2020-0018