Transitioning from directive to collaborative approach to project management;The key to reducing delays in infrastructure projects in Malaysia.

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Infrastructure projects are complex and typically procured by government agencies and managed by experienced contractors and consultants. Under the 11th Malaysia plan, the expenditure allocation for such projects was RM 260 billion. Delays in completion due to changes in scope of such projects are very costly both to the government as well as to contractors. Cost of such delays can exceed millions of dollars. Most studies attribute such scope related changes causing project delays to operational impediments that originate from consultants, contractors or clients. As such most recommendations have focused on overcoming such impediments. This article proposes that dealing with operational impediments merely addresses symptoms and not root causes of project delays that include cultural and structural impediments.

From a cultural standpoint, government agencies as well as contractors tend to place a high value on hierarchy and respect for authority, which lead to operational impediments such as lengthy and multi-layered approval processes for scope related changes.

The structural framework within which projects are undertaken are often highly bureaucratic. Such structures institutionalise operational impediments such as inefficiency, incompetence, and a lack sense of urgency to expedite projects.

The predominance of such cultural and structural frameworks erodes individual and team-based accountability. Consequently, reluctance to take ownership exacerbate operational impediments that cause project delays. Such delays include delays by regulators in processing and approval in permits, delays by consultants in finalising designs as well as delays by contractors in implementing scope changes.

Collectively, the cultural, structural and operational impediments listed above often interact, compounding their effects and leading to significant delays in the completion of infrastructure projects.

When projects are undertaken based on an autocratic culture within a bureaucratic structure a tendency for government agencies as well as government appointed consultants who are the clients to direct contractors, consultants, vendors and suppliers who affect the project prevails. This is defined as a directive approach to project management as illustrated in the diagram below.

It is proposed that such a directive approach is gradually transitioned into a collaborative approach where all stakeholders including government agencies work collaboratively to reduce project within the realm of a high-performance culture. In this instance, efficiency, accountability, and a sense of urgency is actively promoted at all levels as per the diagram below.

This transition from directive to collaborative work requires significant changes to the way infrastructure projects are being undertaken. For example, government agencies could enhance accountability for overseeing infrastructure projects by adopting performance metrics for timely processing of approvals for change request. It could also include establishing clear guidelines that balances accountability for making decisions related to project scope with efficiency in implementation of decisions made.

With clear project scope established collaboratively and a formal change management process set up to evaluate and approve changes systematically delays arising out of changes can be significantly reduced. This will entail simplifying approval procedures and establishing targeted timelines for regulatory approvals It could involve implementing a centralised system for processing permits and clearances to reduce redundancy for minimising project delays.

The proposed changes indicated above will manifest only after a significant shift in the framework within which infrastructure projects operate. A shift from hierarchical command and control-based culture to a high-performance culture undertaken within a highly collaborative ecosystem.

In summary, a strong, trust-based relationships that binds government agencies with contractors and consultants must be forged to ensure timely completion of infrastructure projects. This requires making the transition from a directive, transactional approach to an increasingly collaborative approach to project management. This will significantly contribute towards reducing delays in completion of infrastructure projects in Malaysia.

Dr Rumesh Kumar

Sharma Management International

Transitioning from directive to collaborative approach to project management;The key to reducing delays in infrastructure projects in Malaysia.

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