Influence of Human Behavior on Success of Complex Public Infrastructural Megaprojects in Kenya

Abstract

The need for this study arose from the thesis that complexity due to human behaviour is the main cause of waste and failure that results in infrastructural megaprojects being delivered over budget, behind schedule, with benefit shortfalls as well as over and over again. The study was designed as multiple-method research utilizing cross-sectional census survey of completed public infrastructural megaprojects. Collected data were analyzed both descriptively and inferentially with results confirming that human behaviour significantly influences on success of public infrastructural megaprojects. Optimism bias was the main human behaviour that led to cost and schedule underperformance but loss aversion was the most occurring cognitive bias. In light of this finding, the study recommends that implementing organizations should adopt structures that allow for continued business justification, focus on products and give project managers sufficient authority over project resources in line with postulations of structural contingency theory.