Project – Stakeholder Management and Successful Delivery of Public Infrastructure Projects in Nigeria: An Assessment of Selected Road Projects

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Public infrastructure constitutes an important foundation for economic development, social welfare and the effective functioning of modern societies. Among the various forms of public infrastructure, roads occupy a particularly important position because they facilitate the movement of people, agricultural produce, industrial inputs, finished goods and services. Good road networks reduce travel time and transportation costs, improve access to markets and social services, support urban development and contribute to regional economic integration. For a rapidly urbanising and economically important state such as Lagos, the provision and maintenance of functional road infrastructure is therefore essential to economic productivity and the quality of life of residents.

Infrastructure development, however, involves considerably more than the allocation of financial resources and the appointment of contractors. Public infrastructure projects are complex undertakings involving government agencies, contractors, consultants, engineers, suppliers, local communities, road users, political actors, regulatory bodies, utility providers and other groups with different interests and expectations. These groups are collectively referred to as project stakeholders. Their decisions, actions, expectations, cooperation and conflicts can influence whether a project is completed within the planned time, cost and quality requirements.

The growing emphasis on stakeholders in project management reflects the recognition that projects do not operate in isolation. Freeman (1984), whose work remains foundational to stakeholder theory, conceptualised stakeholders as individuals or groups that can affect or are affected by the achievement of organisational objectives. Applied to public infrastructure projects, this means that government ministries and project managers must consider not only the formal contractual relationship between the government and contractor but also the interests of communities, road users, regulatory institutions, utility companies, political authorities and other affected parties.

Project management literature increasingly recognises stakeholder management as an important determinant of project success. The Project Management Institute (PMI, 2021) identifies project stakeholders and stakeholder engagement as fundamental aspects of effective project management. Stakeholder engagement involves identifying stakeholders, understanding their interests and influence, communicating with them, managing expectations and involving appropriate stakeholders in decisions throughout the project life cycle. Effective stakeholder management can therefore help project managers reduce resistance, resolve conflicts, improve communication, obtain necessary approvals and build support for project activities.

The relevance of stakeholder management becomes even more evident in public infrastructure projects. Unlike many private projects, public infrastructure projects are undertaken primarily to achieve public objectives and are funded, directly or indirectly, with public resources. Consequently, public infrastructure projects involve a wide range of stakeholders whose expectations may differ significantly. Government officials may be concerned with policy objectives and budgetary constraints; contractors may focus on profitability and contractual obligations; consultants may emphasise technical standards; communities may prioritise accessibility and minimal disruption; road users may demand timely completion; and political actors may be interested in visible development outcomes.

These potentially competing interests can create significant challenges for project delivery. Awodele, Ogunlana and Motawa (2011), examining stakeholder management in Nigerian project environments, argued that construction projects involve multiple parties with potentially conflicting objectives and that successful project managers need to understand and manage the priorities of different stakeholders. Their work reinforces the argument that stakeholder management is not merely an administrative activity but an important component of project delivery.

The situation is particularly important in Nigeria, where public construction projects have historically encountered challenges such as cost overruns, delays, abandonment, poor workmanship, variations in project scope, disputes and inadequate maintenance. These challenges have encouraged researchers to investigate factors beyond purely technical and financial considerations. Stakeholder management has emerged as one such factor because ineffective relationships among project participants can result in communication failures, disputes, delayed approvals, community resistance and other problems capable of affecting project outcomes.

Ola-awo et al. (2022) note that stakeholder management practices in Nigerian construction projects can be weak and that such weaknesses may contribute to time and cost overruns, disputes and lack of trust among stakeholders. Their study of internal construction stakeholder management identified a number of factors critical to successful stakeholder relationships, highlighting the importance of effective communication, trust, commitment and coordination.

The problem of stakeholder management is also particularly relevant to road construction. Road projects frequently involve significant interaction between government institutions, contractors, consultants, utility providers, communities, property owners, transport operators and road users. Road construction can temporarily or permanently affect access to businesses, residences, schools, markets and places of worship. It can also require relocation of utilities, acquisition of land, modification of traffic patterns and disruption of existing economic activities.

Consequently, inadequate stakeholder engagement can generate resistance and disputes that delay construction. For example, if affected communities are not adequately informed about construction schedules or temporary access restrictions, residents and businesses may resist project activities. Similarly, poor coordination between a road contractor and utility providers may result in damage to water pipes, electricity infrastructure or telecommunications facilities, causing additional delays and costs.

Road projects also involve multiple technical and administrative decisions. Government ministries must approve designs and budgets; consultants supervise technical work; contractors execute construction; regulatory agencies provide relevant approvals; communities provide local information and cooperation; and utility companies may have to relocate infrastructure. The effectiveness with which these stakeholders communicate and coordinate can therefore influence project outcomes.

Empirical evidence from Nigeria supports this position. Nnadi and Oyama (2023), in their study of stakeholder involvement in Nigerian road construction projects, found that stakeholder involvement is relevant to road project performance. Their research examined the relationship between stakeholder participation and road construction performance and emphasised that effective project performance requires attention to the interests and involvement of project stakeholders.

The importance of stakeholder management is also demonstrated by research on multifarious infrastructure projects in Nigeria. Zarewa (2019) examined barriers to effective stakeholder management in the delivery of multifarious infrastructure projects and identified numerous barriers affecting stakeholder management and project delivery. The study emphasised effective stakeholder management as an important requirement for improving the prospects of successful infrastructure project delivery in Nigeria.

Public infrastructure projects are particularly vulnerable to stakeholder-related problems because they operate within political, administrative and socioeconomic environments. Government priorities can change with political transitions, while budgetary releases may not always correspond with contractors’ planned work programmes. Changes in government policy can result in variations in project scope, funding arrangements or implementation priorities. Similarly, community expectations may change as construction progresses.

Stakeholder management therefore needs to be continuous throughout the project life cycle. It should begin during project identification and planning, continue through design and procurement, and remain active during construction, commissioning and post-completion evaluation. Stakeholder needs and influence may change at different stages of a project, making continuous engagement necessary.

A key component of stakeholder management is stakeholder identification and analysis. Project managers need to identify individuals and groups who can influence project implementation or who may be affected by the project. Once identified, stakeholders can be assessed according to their interests, influence, expectations and potential impact on the project. This allows project managers to develop appropriate engagement strategies.

Another important component is communication. Construction projects require the continuous exchange of technical, financial, administrative and operational information. Government agencies must communicate with contractors; contractors must communicate with consultants and communities; and project managers must communicate project progress to relevant authorities. When communication channels are inadequate, misinformation and uncertainty may develop, potentially resulting in conflict.

Stakeholder participation is another important dimension. Participation extends beyond merely informing stakeholders about decisions that have already been made. It involves creating opportunities for relevant stakeholders to provide information, express concerns, contribute to decisions and influence aspects of project implementation where appropriate. In public infrastructure projects, participation can improve community ownership and reduce resistance.

Conflict management is also essential. Infrastructure projects frequently create situations in which stakeholders have competing interests. For instance, a contractor may seek unrestricted access to a construction site, while residents may demand continued access to homes and businesses. Similarly, government authorities may require rapid completion while contractors may face technical or financial constraints. Effective stakeholder management provides mechanisms for negotiating such competing interests.

Trust is another important consideration. Stakeholders are more likely to cooperate when they believe that project managers and institutions are transparent, responsive and committed to agreed objectives. Lack of trust can produce suspicion, resistance and adversarial relationships. Ola-awo et al. (2022) specifically identify trust and stakeholder relationships as important considerations in successful stakeholder management in Nigerian construction projects.

The issue of stakeholder exclusion is particularly relevant to infrastructure development in Nigeria. Maliki and Ogedengbe (2025) examined the implications of marginalising stakeholders in Nigerian infrastructure projects and reported that stakeholder exclusion can have consequences for project timelines, financial allocations and compliance with project specifications. This suggests that stakeholders who are excluded from relevant aspects of decision-making may later become sources of project difficulty rather than partners in project implementation.

Stakeholder management is therefore closely connected to the traditional measures of project success. Historically, project success has often been evaluated according to the “iron triangle” of cost, time and quality. However, contemporary project management recognises that successful projects should also deliver stakeholder satisfaction, intended benefits, sustainability and alignment with organisational or public objectives (PMI, 2021).

For public road projects, successful delivery can consequently be assessed through several dimensions. These include completion within the approved time, adherence to the approved budget, compliance with technical specifications, quality and durability of construction, minimisation of disruptions, satisfaction of road users and host communities, and achievement of the intended transportation and socioeconomic benefits.

The importance of this broader conception of project success is especially relevant to Lagos State. Lagos is Nigeria’s most populous state and one of its most economically significant urban centres. Rapid population growth, urbanisation, commercial activity and increasing transportation demand create considerable pressure on road infrastructure. The state government therefore undertakes road construction, rehabilitation, expansion and maintenance projects as part of efforts to improve mobility and support economic activity.

The Lagos State Ministry of Works and Infrastructure occupies a central position in the planning, development, construction and maintenance of public infrastructure within the state. Its road projects involve interactions among government officials, contractors, consultants, communities, road users and other stakeholders. The complexity of Lagos’s urban environment makes effective stakeholder coordination particularly important.

Road construction in a densely populated metropolitan environment can produce substantial temporary effects. Construction activities can cause traffic diversions, congestion, noise, dust, restricted access and disruption to businesses and residential areas. At the same time, residents and businesses expect government to provide infrastructure efficiently and with minimal disruption. Balancing these competing expectations requires deliberate stakeholder management.

The Lagos context also presents challenges arising from utility infrastructure. Road construction may involve work around drainage systems, water pipelines, electricity installations, telecommunications infrastructure and other services. Failure to properly coordinate with utility providers can create delays, additional costs and public inconvenience. Effective stakeholder identification, communication and coordination are therefore necessary for successful implementation.

Stakeholder management is also important during the procurement stage. Public road projects typically involve procurement procedures, contractor selection, contract administration and supervision. Delays in procurement, inadequate communication or disagreements over contractual issues can affect project schedules. Similarly, changes in project scope or design during construction may result in cost variations and delays if not properly communicated and managed.

Another relevant factor is political and administrative influence. Public infrastructure projects are implemented within government structures and may be affected by changing policy priorities and administrative decisions. Although stakeholder management does not eliminate such external influences, systematic engagement and transparent project governance can improve coordination and reduce uncertainty.

The relationship between stakeholder management and project performance is therefore multidimensional. Effective stakeholder management can contribute to successful delivery by ensuring that stakeholders are identified early, their interests are understood, communication is maintained, conflicts are addressed, community concerns are considered, responsibilities are clearly defined and project decisions are appropriately coordinated.

Conversely, poor stakeholder management can contribute to delays, disputes, cost escalation and dissatisfaction. Zarewa (2019) identified barriers to effective stakeholder management in Nigerian infrastructure projects, demonstrating that stakeholder-related challenges can affect the prospects of successful infrastructure delivery.

The relevance of stakeholder management to road projects is further supported by Nnadi and Oyama (2023), who specifically investigated stakeholder involvement and road construction performance in Nigeria. Their study reinforces the importance of examining stakeholders in relation to road project outcomes rather than treating technical construction factors as the only determinants of performance.

Despite the importance of stakeholder management, there remains a need for more context-specific evidence concerning its influence on public road projects in Lagos State. Existing Nigerian studies have examined stakeholder management in construction and infrastructure projects generally, but findings from one project environment cannot necessarily be assumed to apply directly to Lagos State Ministry of Works and Infrastructure road projects.

This study therefore focuses specifically on the relationship between stakeholder management and successful delivery of public infrastructure projects, using selected road projects of the Lagos State Ministry of Works and Infrastructure as the case study. The study will examine key stakeholder-management practices, including stakeholder identification, communication, participation, coordination, conflict management and relationship management, and determine how these practices relate to successful project delivery.

The study is important because the successful delivery of public road infrastructure is not only a technical matter. It is also a social, administrative and managerial process. Roads are built for communities and road users, financed through public resources and implemented through relationships among multiple stakeholders. Consequently, understanding how these relationships affect project performance can contribute to improved public infrastructure delivery.

1.2 Statement of the Problem

Public infrastructure development remains a major responsibility of government because infrastructure provides the physical foundation for economic and social development. Roads are particularly important because they connect communities, facilitate transportation, support commerce and improve access to employment, education, healthcare and other services. In Lagos State, the demand for road infrastructure is intensified by rapid urbanisation, high population density, extensive commercial activities and increasing transportation needs.

However, the successful delivery of public road projects is frequently threatened by delays, cost escalation, variations, disputes, quality concerns and other implementation difficulties. These problems may arise from financial constraints, technical challenges, inadequate planning and procurement difficulties, but stakeholder-related factors may also play a significant role.

A major problem is that public road projects involve numerous stakeholders with different interests, responsibilities and expectations. These include the Lagos State Ministry of Works and Infrastructure, contractors, consultants, engineers, local government authorities, communities, property owners, road users, utility providers, environmental agencies, traffic-management authorities and political stakeholders. When their interests are not adequately coordinated, conflicts and implementation difficulties can arise.

One important manifestation of this problem is poor communication. Where project information is not communicated effectively, stakeholders may have different understandings of project objectives, timelines, responsibilities and expected outcomes. Communities may not be adequately informed about construction schedules, road closures or traffic diversions, while contractors may experience delays in receiving decisions or approvals from relevant authorities. Such communication failures can negatively affect project delivery.

A related problem is limited stakeholder participation. Although affected communities and other stakeholders may possess valuable knowledge about local conditions, their involvement in project planning and implementation may not always be sufficient. Excluding relevant stakeholders can result in decisions that do not adequately reflect local realities and may increase resistance during construction.

The problem of stakeholder exclusion has been documented in Nigerian infrastructure research. Maliki and Ogedengbe (2025) found that marginalisation of stakeholders in infrastructure initiatives can have consequences for project timelines, financial allocations and compliance with project specifications. This suggests that inadequate stakeholder inclusion can undermine infrastructure project success.

Another problem is conflict among project stakeholders. Government agencies may prioritise public benefits and timely completion, contractors may be concerned with contractual obligations and profitability, communities may be concerned about disruption to livelihoods and access, while consultants may focus on compliance with technical specifications. When these interests are not properly reconciled, disagreements can emerge and potentially delay project implementation.

Research on Nigerian construction projects has shown that weak stakeholder management can contribute to disputes, lack of trust and cost and time overruns. Ola-awo et al. (2022) emphasised that effective stakeholder management is necessary for improving project relationships and reducing barriers to successful construction project outcomes in Nigeria.

Another concern is inadequate coordination among project stakeholders. Road construction often requires the simultaneous involvement of several institutions and professional groups. For example, road works may require coordination with traffic-management authorities, utility providers and local communities. Poor coordination can lead to repeated work, unforeseen site conditions, utility conflicts, delays in approvals and additional project costs.

The problem is particularly significant in Lagos because road projects are implemented within a highly congested metropolitan environment. Construction activities can disrupt traffic flow, commercial activities and access to residential areas. Consequently, road project managers must balance construction requirements with the needs of road users and affected communities. Failure to manage these stakeholders effectively can generate public dissatisfaction and opposition.

There is also a concern about stakeholder expectations and project outcomes. Public expectations concerning road projects can be high, particularly where communities have experienced prolonged transportation difficulties. If government agencies and contractors fail to communicate realistic project timelines and deliverables, dissatisfaction may develop even when some aspects of project implementation are progressing according to plan.

The problem also extends to project cost and time performance. Construction delays may increase costs through extended labour, equipment and administrative expenses. Changes in scope or design may also require additional funding. Stakeholder-related disputes and delayed decisions can compound these problems. Zarewa (2019) identified multiple barriers to effective stakeholder management in Nigerian multifarious infrastructure projects, indicating that stakeholder challenges can affect infrastructure delivery.

Furthermore, there is a problem of stakeholder trust. Public infrastructure projects are funded with public resources, making transparency and accountability particularly important. Where communities or contractors perceive project decisions to be unclear or inconsistent, trust may decline. Reduced trust can make cooperation more difficult and may increase resistance to project activities.

Although research has established a relationship between stakeholder involvement and construction performance in Nigeria, there is still insufficient context-specific evidence regarding how stakeholder-management practices affect road projects administered by the Lagos State Ministry of Works and Infrastructure. Nnadi and Oyama (2023) examined stakeholder involvement and road construction performance in Nigeria, but there remains a need to examine stakeholder management within the specific institutional and urban context of Lagos State.

The problem is therefore not simply whether stakeholders exist or whether government consults them. The critical issue is whether stakeholder management is systematic, continuous and effective enough to contribute to successful project delivery.

There is consequently a need to determine whether practices such as stakeholder identification, communication, participation, coordination and conflict management significantly influence the successful delivery of public road projects. Without such evidence, project managers and policymakers may continue to focus predominantly on financial and technical aspects while giving insufficient attention to the stakeholder relationships that can determine whether projects are delivered successfully.

The central problem of this study can therefore be stated as follows:

Despite significant government investment in public road infrastructure in Lagos State, the successful delivery of road projects can be affected by delays, cost variations, stakeholder conflicts, communication problems, inadequate coordination and dissatisfaction among affected stakeholders. Although stakeholder management is increasingly recognised as an important component of project success, there is insufficient empirical evidence on the extent to which stakeholder-management practices influence the successful delivery of road projects implemented by the Lagos State Ministry of Works and Infrastructure.

This study therefore seeks to address this gap by examining the relationship between stakeholder management and successful delivery of selected public road projects under the Lagos State Ministry of Works and Infrastructure.

1.3 Purpose of the Study

The general purpose of this study is to examine the influence of stakeholder management on the successful delivery of public infrastructure projects in Nigeria, with specific reference to selected road projects of the Lagos State Ministry of Works and Infrastructure.

The specific objectives are to:

1. examine the extent to which stakeholders are identified and analysed in selected Lagos State Ministry of Works and Infrastructure road projects;
2. determine the influence of stakeholder communication on the successful delivery of selected road projects;
3. assess the influence of stakeholder participation on the successful delivery of selected road projects;
4. examine the influence of stakeholder coordination on the successful delivery of selected road projects;

1.4 Research Questions

The study will be guided by the following research questions:

1. To what extent are stakeholders identified and analysed in selected Lagos State Ministry of Works and Infrastructure road projects?
2. What influence does stakeholder communication have on the successful delivery of selected road projects?
3. What influence does stakeholder participation have on the successful delivery of selected road projects?
4. What influence does stakeholder coordination have on the successful delivery of selected road projects?

1.5 Research Hypothesis

The following null hypothesis will be tested at the 0.05 level of significance:

H₀: Stakeholder management has no statistically significant influence on the successful delivery of selected road projects of the Lagos State Ministry of Works and Infrastructure.

1.6 Significance of the Study

The study is expected to be significant to government, project managers, contractors, consultants, host communities, road users, policymakers, professional bodies and researchers.

1.6.1 Lagos State Government

The study will provide the Lagos State Government with empirical evidence concerning the role of stakeholder management in public road project delivery. The findings may assist government in developing stronger stakeholder-engagement mechanisms during project planning, procurement and implementation.

1.6.2 Lagos State Ministry of Works and Infrastructure

The Ministry is expected to benefit directly from the findings. The study may help project administrators identify weaknesses in stakeholder identification, communication, participation, coordination and conflict management. This could contribute to improved project planning and implementation.

1.6.3 Project Managers

The findings may help project managers understand how stakeholder relationships affect project outcomes. Effective stakeholder management may assist managers in reducing conflicts, improving communication, managing expectations and obtaining stakeholder support.

1.6.4 Contractors

Contractors may benefit from understanding how relationships with government agencies, consultants, communities and other stakeholders influence project delivery. Better stakeholder relationships may contribute to smoother construction operations and reduce disputes and delays.

1.6.5 Consultants

Consultants, engineers and quantity surveyors may use the findings to improve stakeholder coordination during design, supervision and contract administration. The study may also encourage greater attention to communication and community concerns.

1.6.6 Host Communities

The study may provide evidence concerning the importance of community participation in public infrastructure projects. Improved stakeholder engagement could provide communities with greater opportunities to communicate concerns regarding access, safety, environmental effects and construction disruptions.

1.6.7 Policymakers

The study will provide policymakers with evidence that may support the development of policies and guidelines requiring systematic stakeholder engagement in public infrastructure projects.

1.6.8 Professional Bodies

Professional bodies in project management, engineering, quantity surveying, architecture and construction management may find the study useful in promoting stakeholder-management competencies among professionals.

1.6.9 Researchers and Students

The study will contribute to the literature on stakeholder management, project management and public infrastructure delivery in Nigeria. It may serve as a reference for future studies on road construction and public-sector project performance.

1.7 Scope of the Study

The study focuses on Stakeholder Management and Successful Delivery of Public Infrastructure Projects in Nigeria, using selected road projects of the Lagos State Ministry of Works and Infrastructure as the case study.

Geographical Scope

The study will be conducted in Lagos State, Nigeria, focusing on selected road projects implemented under the Lagos State Ministry of Works and Infrastructure.

Content Scope

The study will concentrate on the following dimensions of stakeholder management:

• stakeholder identification;
• stakeholder analysis;
• stakeholder communication;
• stakeholder participation;
• stakeholder coordination;
• stakeholder relationship management;
• stakeholder conflict management; and
• stakeholder feedback mechanisms.

Successful project delivery will be assessed in terms of:

• completion within planned time;
• adherence to budget;
• quality of work;
• compliance with project specifications;
• achievement of project objectives;
• stakeholder satisfaction; and
• functionality and usefulness of completed roads.

Unit of Analysis

The study will focus on stakeholders associated with selected Lagos State Ministry of Works and Infrastructure road projects. These may include relevant ministry officials, project managers, engineers, consultants, contractors, supervisors and other stakeholders directly connected with the selected projects.

1.8 Operational Definition of Terms

Stakeholder: An individual, group or organisation that can affect, is affected by, or perceives itself to be affected by a project or its outcomes.

Stakeholder Management: The systematic process of identifying, analysing, communicating with, engaging, coordinating and managing the interests and expectations of stakeholders throughout the project life cycle.

Stakeholder Identification: The process of determining the individuals, groups and institutions that have an interest in or can influence a project.

Stakeholder Analysis: The systematic assessment of stakeholders according to their interests, influence, expectations, power and potential impact on project implementation.

Stakeholder Engagement: The process of communicating and working collaboratively with stakeholders to understand their expectations, concerns and interests and incorporate relevant inputs into project activities.

Stakeholder Participation: The extent to which relevant stakeholders are provided opportunities to contribute to project planning, decision-making, monitoring and implementation.

Stakeholder Communication: The systematic exchange of relevant project information among project stakeholders through appropriate communication channels.

Stakeholder Coordination: The process of aligning the activities, responsibilities and decisions of different stakeholders to ensure that project activities are implemented efficiently.

Conflict Management: The process of identifying, preventing, negotiating and resolving disagreements among stakeholders in order to minimise negative effects on project implementation.

Public Infrastructure: Physical facilities and systems provided or financed by government for public use and socioeconomic development, including roads, bridges, drainage systems and related transportation facilities.

Public Infrastructure Project: A planned government-funded or government-managed undertaking designed to construct, rehabilitate, upgrade or maintain infrastructure for public benefit.

Road Project: A planned construction, rehabilitation, reconstruction, expansion or maintenance activity undertaken to provide or improve a road facility.

Project Success: The extent to which a project achieves its planned objectives while satisfying relevant requirements relating to time, cost, quality, scope, functionality and stakeholder expectations.

Successful Project Delivery: The completion and handover of a project in accordance with approved objectives, specifications, budget, schedule and required quality standards, while achieving the intended benefits.

Project Delay: The completion of project activities or the entire project later than the approved or contractual completion date.

Cost Overrun: The situation in which the actual cost of completing a project exceeds its approved or initially estimated cost.

Lagos State Ministry of Works and Infrastructure: The Lagos State Government ministry responsible for major aspects of public works and infrastructure development, including road-related infrastructure within the state.

1.9 Organisation of the Study

The study will be organised into five chapters.

Chapter One presents the introduction, including the background of the study, statement of the problem, purpose of the study, research questions, research hypothesis, significance of the study, scope of the study, operational definitions and organisation of the study.

Chapter Two will review relevant literature on stakeholder management and public infrastructure project delivery. It will examine the concept of stakeholders, stakeholder identification, stakeholder engagement, communication, participation, coordination, conflict management and project success. The chapter will also discuss relevant theoretical perspectives, empirical studies and the conceptual framework of the study.

Chapter Three will present the research methodology. It will cover the research design, study area, population of the study, sample size, sampling technique, research instrument, validity and reliability of the instrument, data-collection procedure and methods of data analysis.

Chapter Four will present and analyse the data collected from respondents. The research questions will be answered, while the stated hypothesis will be tested at the 0.05 level of significance.

Chapter Five will provide the summary of findings, conclusion and recommendations. It will also present suggestions for further studies.

Project – Stakeholder Management and Successful Delivery of Public Infrastructure Projects in Nigeria: An Assessment of Selected Road Projects