Project management as an application is utilised increasingly by municipalities in South Africa
to render services on time, within budget, and according to quality and performance
specifications. But the translation of integrated development planning (IDP), top-layer service
delivery and budget implementation plans (SDBIPs) into successful projects often do not yield
the desired results. This is especially true for capital-intensive infrastructure projects. Typical
municipal infrastructure projects entail the construction of roads, pavements and bridges and
storm water systems. It also include the provision of electricity (generation, transmission and
reticulation e.g. street lighting), water (e.g. dams, reservoirs, and water purification), and
sanitation (e.g. reticulation and sewerage purification). This article reports on empirical
findings of research conducted at the Dr Kenneth Kaunda District Municipality (henceforth
referred to as Dr KKDM), North-West Province, which include four local (category B)
municipalities, namely Maquassi Hills, Matlosana, Tlokwe, and Ventersdorp local
municipalities. The aim of the study was to explore practices and challenges associated with
the design and execution of infrastructure (capital) projects and to uncover best practice for
innovative project governance. Case study methodology was utilised in the research.