By Victor Mutonga
For Decades, the success of projects has been judged by the traditional triple constraints: cost, time, and scope. If a project was delivered on budget, within schedule, and to the agreed specifications, it was celebrated as successful.
But as Namibia tackles more strategic and long-term initiatives- from energy and education to the public health and infrastructure- it is clear that is definition in no longer enough.
Project success must now be measured not only by delivery efficiency but by strategic effectiveness- and that’s where benefit realization becomes key.
The Triple Constraint Trap
Many public and private projects in Namibia have been declared “successfully completed†even when their intended benefits never materialized. A school built on time but left underutilized due to lack of teachers; a water project completed within budget but never operational due to missing connections, these are not isolated examples.
Delivering a project on time and budget is no longer the finish line- it is only the starting point for value creation.
What is Benefits Realization
Benefits realization is the process of identifying, planning, measuring and sustaining the tangible and intangible gains that a project delivers after completion. It answers the real question:
What value will this project bring to citizens or stakeholders?
How will it improve livelihoods, efficiency, or service delivery?
Are we achieving the strategic intent of the project?
Namibian institutions- ministries, SOEs, local authorities- must begin embedding Benefits Realization Management (BRM) into their project governance frameworks. Because ultimately, it is not the bridge that matters- it is the connection and opportunities the bridge enables.
We can all quickly relate to the Bridge that collapsed on the B1 Road to Rehoboth few weeks ago. That single failure disrupted thousands of lives through commuters who could not make it to work, patients missed critical hospital visits, goods and services were delayed, school children stranded, and business lost money.
That incident alone reminds us that infrastructure projects are not about concrete, and steel alone, but they are about connectivity, livelihoods, dignity, and access.
A Classic Case: The Sydney Opera House
The Sydney Opera House project is a world-famous example often referenced in project management. It was a spectacular failure in terms of the triple constraints:
Time: Planned to be completed in 4 years, Actual 14 years.
Cost: Budgeted for AUD 7 million, it ballooned to over AUD 100 million.
Scope: The final building(asbuilt) differed significantly from the original design.
Yet today, the Sydney Opera House is considered a global symbol of success. Why? Because it delivered exceptional benefits: It transformed Sydney’s global image. It became a UNESCO World Heritage site. It generates hundreds of millions in tourism revenue annually.
As Namibia embarks on large-scale projects and programs such as delivering the Swapo Party manifesto, V2030, NDP 6, completion of NDP 5, Harambe Plan and more as ambitious plans, we must define our success beyond the triple constraints by:
1.Integrating Benefits Realization from the Start
Every project proposal should define expected benefits and include a Benefits Realization Plan (BRP). Benefits must be tracked beyond project closure and assign ownership and accountability.
2.Align Benefits to National Goals
Tie benefits to national strategies (Vision 2030, Harambe Plan, SDGs) to ensure long-term relevance.
3.Assign Benefits Ownership
Projects and programs end, but benefits live on. Ministries or departments must be made accountable for realizing and reporting on benefits post-implementation, and this should be done prior to execution of the project or program, and enforced in your governance framework
4.Monitor Benefits Realization Over Time
Use KPIs, dashboards and evaluation reports to track how projects are transforming services, communities, and systems.
4.Balance Constraints with Value: Did we deliver the business case?
A rigid focus on budget or timeline can sometimes sacrifice innovation or future impact. Apply judgement where strategic value outweighs delivery challenges. This is seen in project and program environments, particularly in the public domain, where pressure to stick to the original budget and timeline at costs.
However, while the fiscal responsibility is essential, an overly rigid focus on the triple constraints can unintentionally suffocate innovation, discourage adaptive thinking and limit long term impact.
At times delivering strategic value means having the courage to make well justified adjustments, extending timelines to incorporate smarter technologies, or revisiting the scope to increase sustainability and benefit muscle.
Let’s think of it this way a little: a project delivered on time, on budget and according to the agreed scope, but fails to improve the lives of the of the people (business case) is a missed opportunity. So, from now on, instead of asking “did we stay within the baseline?â€. We must start asking “Did we deliver the something worth the investment (business case).
Project governance will play a pivotal role by creating flexibility through allowing on the ground execution teams and their project sponsors to apply judgement and foresight when a delivery challenge arises. This is not about overlooking the triple constraints, but more of balancing them against the value the project or program was meant to create (business case).
As decision markers, project, and program leaders, we must recognize when strict compliance kills potential, and when bold but informed deviation leads to better outcome for the nation,
So even if when a bridge project is completed on time and within budget, the real question at the end of the day is, did it connect lives? Did it sustain opportunity? Did it fulfill its purpose beyond the physical form?
It’s Not the Building, It’s the Benefit. Namibia must mature beyond merely completing projects. True success lies in transformation, impact, and value for the people. Just as the Sydney Opera House overcame its early struggles to become an iconic success, so too can Namibian projects- if we focus not just on the deliverables, but on the difference, they make.
Let’s put emphasis on the Benefits, Benefits Realization Management Plan and that each project must demonstrate this in the business case, and BRM plan should be created and enforced through project/program governance,
So, the next time a project runs slightly over time or cost, don’t rush to call it failure. Ask instead: “Are we achieving the business case? Are the lives of the masses better because of this?†and if the answer is yes, you’re doing more than managing a project, you’re transforming lives.
“A Successful project is not just one that is completed by ticking the triple constraints, but rather the one that changes lives, cities and creates better futuresâ€
Disclaimer: Victor Mutonga is an employee of Debmarine Namibia, however, the views expressed in this article are his own, and do not necessarily reflect the views of this employer
