Risks of achieving goals in national projects

National projects have become a tool for state strategic planning of the Republic of Kazakhstan since 2021. They are associated with the transition from previously used state programs to the format of fairly concise national projects, in which the goals, financing and responsible persons would be clear to all citizens. National projects were supposed to replace state programs. The revision, allocation of new projects and cancellation of the projects of the first list, which occurred later, showed the presence of errors both in project planning and in the implementation of activities, and in achieving the set goals. The purpose of the study is to identify the risks and problems associated with the achievement of the set goals both in the already canceled national projects of the first list and in the national projects of the Republic of Kazakhstan that are currently in effect. It will be important to identify the shortcomings of the initially developed and adopted system, taking into account the actual achievement of the goals set in the national projects, taking into account the possible achievement of those goals that are in the current national projects. The scientific significance of the article lies in the systematization of the theory of goal-setting in state strategic planning. The practical significance of the article lies in identifying errors and developing recommendations for the formation of goals and related indicators in the system of state strategic planning

1. Sembieva L.M., Alikulova L.B. (2022). Konseptuälnoe reformirovanie sistemy gosudarstvennogo planirovania Respubliki Kazahstan [Conceptual reform of the state planning system of the Republic of Kazakhstan] // Memlekettık audit – gosudarstvennyi audit. 55(2), P. 13–27. (In Russian)

2. Turispaev E.M., Tajieva S.K. (2023). Analiz finansirovania sosiälno-ekonomicheskih proektov v respublike Kazahstan [Analysis of financing of socio-economic projects in the Republic of Kazakhstan] // Vestnik nauki. 10 (67). P. 136–142. (In Russian)

3. Halimon E.A., Nikitin S.A. (2020). Prioritetnye nasionälnye proekty kak instrument reşenia slojnyh ekonomicheskih zadach [Priority national projects as a tool for solving complex economic problems] // Vestnik RGGU. Seria «Ekonomika. Upravlenie. Pravo». 2. P.18-37. (In Russian)

4. Savkina R.V. (2020). Nasionälnye proekty v sisteme mer po dostijeniu selei efektivnogo razvitia ekonomiki [National projects in the system of measures to achieve the goals of effective economic development] // İnnovasii i investisii. 4. P. 287-293. (In Russian)

5. Ali, O.A., Moharam, F., Kadry, M. (2023). The Role of Strategic Planning in Supporting National Projects with The Aim of Achieving The Financial Sustainability of The State in The Light Of Egypt’s Vision 2030, International Journal of Accounting and Management Sciences. 9. P.92-118. (In English)

6. Radujković M., Sjekavica M. (2017). Project Management Success Factors. Procedia Engineering. 196. P. 607-615. (In English)

7. Müller R. (2023). Exploring the future of research in project management. Revista de Gestão e Projetos, no 14, P. 14-26. (In English)

8. Too E., Weaver P. (2014). The management of project management: A conceptual framework for project governance. International Journal of Project Management. 32 (8). P. 1382-1394. (In English)

9. Mahfuzul I. (2022). Exploring the Success Factors of Project Management, American journal of economics and business management. 5 (7). P. 64-73. (In English)

10. Ika L.I., Pinto J.K. (2022). The “re-meaning” of project success: Updating and recalibrating for a modern project management, International Journal of Project Management. 40 (7). P. 835-848. (In English)

11. Zhou Zh., Wang X. (2022). Discussions on Project Management and Its Success: A Comprehensive Theoretical Review, Scientific and Social Research. 4 (2). P. 30-36. (In English)

12. Orieno O., Ndubuisi N., Eyo-Udo N., Ilojianya V., Biu P. (2025). Sustainability in project management: A comprehensive review. World Journal of Advanced Research and Reviews. 21 (1). P. 656-677. (In English)

13. Gardiner S.P., Simkins T., Andrade M.S., Miller R.M. (2024). Recruiting the next generation of project managers: Student interests, industry needs, and marketing messages. Industry and Higher Education. 39 (1). P. 85-101. (In English)

14. Irfan M., Khan S.Z., Hassan N., Hassan M., Habib M., Khan S., Khan H.H. (2021). Role of Project Planning and Project Manager Competencies on Public Sector Project Success. Sustainability. 13 (3). P. 14-21. (In English)

15. Berisha E., Cotella G., Rivolin J.U., Solly A. (2021). Spatial governance and planning systems in the public control of spatial development: a European typology. European planning studies. 29 (1). P.181-200. (In English)

16. Martinsuo M., Teerikangas S., Stensaker I., Meredith J. (2022). Editorial: Managing strategic projects and programs in and between organizations, International Journal of Project Management. 40 (5). P. 499-504. (In English)

17. Gasik S. (2016). National Public Projects Implementation Systems: How to Improve Public Projects Delivery from the Country Level. Procedia - Social and Behavioral Sciences. 226. P. 351-357. (In English)

18. Tileubayeva M., Dabyltayeva N., Makasheva K., Medukhanova L., Bekmukhametova A. (2017). Project Management in the Public Administration: Evidence from Kazakhstan. International Journal of Economic Perspectives. 11 (4), P. 146-151. (In English)

19. Liviu I., Liviu M., Illes S.F. (2014). The Use of a Project Management Application in Managing Investments in a Public Administration Institution. Procedia Economics and Finance. 15, P. 1732-1739. (In English)

20. Tekeeva M.U. (2017). Ot «good governance» k «open government»: ot teoreticheskih konsepsi k politicheskim praktikam v sovremennoi Rosii [From “good governance” to “open government”: from theoretical concepts to political practices in modern Russia] // Sovremennaia nauka i innovasii. 2. P.309-315. (In Russian)

21. Krpan L., Cvitković I., Klečina A., Pupavac D. (2023). Project Management Methodology in Regional Self-Government Units. Systems. 11 (3). P. 143-145. (In English)

22. Mikkelsen K.H., Røiseland A. (2024). Managing portfolios of Co-creation projects in the public sector organization. Public Management Review. 5. P. 1–22. (In English)

23. Dankevych V., Kamenchuk T., Kononova O., Nadtochii I., Ohor H. (2020). Strategic Planning for Sustainable Development of States: Administration Aspect. International Journal of Management. 11 (4). P. 511-522. (In English)

24. Best practice and methodology: projects, programmes and portfolios (2025). GOV.UK. URL: https://www.gov.uk/government/publications/best-practice-and-methodology-projects-programmes-and-portfolios (In English)

25. Government of Canada project management (2025). Government of Canada. URL: https://www.canada.ca/en/treasury-board-secretariat/services/information-technology-project-management/project-management.html (In English)

26. Bazak J. (2023). Modern Japanese project management – a literature review. BPA Studies. 1. P. 1-7. (In English)

27. Turkebayeva К, Sabden О. (2022). Current state and development of project management in the Republic of Kazakhstan. Bulletin of Turan University. 3. P. 187-200. (In English)

28. Bjerke M.B., Renger R. (2017). Being smart about writing SMART objectives. Evaluation and Program Planning, no 61, pp.125-127. (In English)

29. Ochet o realizasii nasionälnyh proektov RK za 2023 g. [Report on the implementation of national projects of the Republic of Kazakhstan for 2023] (2024). Astana: Agentstvo po strategicheskomu planirovaniu i reformam Respubliki Kazahstan, 15 p. (In Russian)

30. Spravka po rezültatam monitoriña Nasionälnogo proektnogo ofisa nasionälnyh proektov i programnyh dokumentov v informasionnoi sisteme proektnogo upravlenia «Bitriks» po sostoianiu 24.01.2025 g. (2025) [Information on the results of monitoring of the National Project Office of national projects and program documents in the Bitrix project management information system as of 24.01.2025]. Astana: NPO, 6 s. (In Russian)