This week’s edition of the Knowledge & Experience Series (Vol. 8 No. 3) featured an engaging presentation by Mr. Sena Gbedemah, Managing Director at Secretariat’s London office and a leading expert in delay and disruption analysis. Mr. Gbedemah shared valuable insights on Contract Negotiation and Professional Ethics in Practice, examining how effective governance, strategic contract management, and ethical conduct collectively drive successful project outcomes and sustainable infrastructure delivery.
Mr. Gbedemah emphasized that many disputes arising on projects are not necessarily the result of technical shortcomings but stem from weak governance systems, ineffective communication, and poor accountability. Drawing from his experience, he explained that even well-managed projects can encounter challenges when governance structures and reporting mechanisms fail to provide the necessary clarity, consistency, and transparency.
He further identified common causes of project disputes, including poorly drafted contracts, unclear scope, delayed payments, and inadequate supervision. However, he noted that successful teams distinguish themselves through strong governance systems, disciplined management practices, and a commitment to ethical conduct.
He introduced a systemic approach to project governance that establishes a clear framework for decision-making and oversight across all stages of a project. This approach begins with portfolio direction, ensuring that every project aligns with the organisation’s broader objectives including profitability, customer satisfaction, reputation, and sustainability. At the core of governance is project sponsorship, which provides a crucial link between senior executives and project managers. Effective sponsorship, he explained, facilitates upward communication, enabling project managers to report progress, raise issues, and seek timely decisions that affect delivery.
Mr. Gbedemah also highlighted project management effectiveness as a key determinant of success. This involves testing how efficiently and effectively a project team delivers on its objectives, managing scope, time, cost, and quality. He noted that where project sponsorship or management is weak, disclosure and reporting are often poor and unreliable. Reports may lack timeliness, contain outdated or selective data, and fail to communicate risks or changes adequately. Such deficiencies, he stressed, undermine governance and make dispute resolution reactive rather than proactive.
In closing, Mr. Gbedemah encouraged professionals to cultivate an ethical mindset and adopt systemic governance practices that prioritize transparency, accountability, and integrity. By embedding these principles in project delivery, organizations can reduce disputes, improve collaboration, and achieve sustainable infrastructure outcomes.
