27. March 2026
Why Contract Clauses Cannot Rescue Unrealistic Projects
In complex programmes, enormous effort is often invested in drafting robust contracts. Risk allocation is negotiated carefully, liability limits are debated extensively, dispute resolution mechanisms are refined.
All of this work is necessary, but it sometimes creates a misunderstanding. Contracts can manage behaviour but they cannot correct unrealistic delivery assumptions.
Many of the most serious commercial failures in large programmes originate before the contract is signed. Schedules are compressed to secure approval, interfaces are underestimated, procurement strategies assume favourable market conditions.
At the point of commitment, these assumptions may appear reasonable. They become problematic only once delivery begins and reality asserts itself. At that point the contract may define who carries the risk, but it cannot remove the underlying delivery challenge. No clause can accelerate fabrication capacity. No clause can simplify complex engineering interfaces. No clause can restore time lost through optimistic mobilisation assumptions.
When programmes encounter these structural problems, commercial teams are often expected to “use the contract” to recover position. Sometimes it helps. But more often the real requirement is not contractual enforcement; it is commercial leadership capable of recognising when delivery assumptions are no longer credible and intervening early enough to restore control.
The most successful programmes therefore invest as much effort in commercial realism before commitment as they do in contract drafting. Because once unrealistic assumptions are embedded into delivery commitments, the contract rarely has the power to rescue them.