Key drivers of project failure in the construction industry across developing countries

Construction projects in developing countries frequently encounter delays, budget overruns, and unfulfilled objectives, contributing to elevated failure rates. This study explores the primary factors underpinning these failures through a Systematic Literature Review (SLR) of 26 peer-reviewed empirical articles published between 2015 and 2024. The review process adhered to the PRISMA framework and employed the CASP checklist to ensure methodological quality. Data sources included ResearchGate, Google Scholar, ScienceDirect, and Semantic Scholar. Thematic analysis identified three core categories of failure: managerial shortcomings, resource and technical limitations, and external contextual factors. Managerial issues encompassed ineffective leadership, ambiguous project goals, insufficient planning, and inadequate oversight. Resource-related barriers included limited financial capacity, poor allocation of funds, delayed payments, and material unavailability. External challenges were linked to policy volatility, bureaucratic inefficiencies, inflationary pressures, and community opposition. Findings were analysed through the lens of established project management frameworks such as the PMBOK Guide, the Triple Constraint Model, ISO 31000, and Stakeholder Theory. The study advocates for enhanced governance structures, financially prudent planning strategies, and robust stakeholder involvement as critical measures for improving project success in developing regions. This research contributes a theoretically grounded synthesis of the factors leading to construction project failure and offers actionable guidance for project professionals and policymakers in resource-constrained and high-risk environments.