Infrastructure project cost overrun and schedule delay in Ghana: Is it an issue of resource misallocation or financial constraints?

This study investigates the cost overrun and schedule delay of four major infrastructure projects in the Greater Accra Region of Ghana. The study collected data from 201 project staff and managers. The study adopted canonical correlation analysis using SPSS v. 25. The findings revealed a complex and counterintuitive relationship between cost and schedule variables. The study found a strong negative correlation between cost and schedule variables, whereas cost overruns positively influence schedule performance. The study also documented a negative correlation between cost variance and schedule variance. The counterintuitive findings point to a phenomenon of “crisis-driven acceleration”, where high-visibility projects facing cost overruns attract additional resources and attention to maintain schedule adherence despite mounting costs. This study advances the Triple Constraint Theory in three significant ways: revealing complex, non-linear relationships between cost and schedule variables that challenge conventional assumptions; introducing the concept of “contextual constraint prioritisation” as an extension to the theory; and advancing methodological approaches to examining constraint relationships. These contributions enhance our understanding of how the Triple Constraint Theory applies in developing-economy contexts and provide a foundation for further theoretical development in this area. This study bridges the gap between abstract theoretical principles and practical realities, contributing to a more robust and contextually relevant understanding of project constraints.