The article mentions that the contractor was afraid to bring up problems.
That, plus the mentality from management that people who bring up problems are "troublemakers," "negative," "not team players," etc. (because they've put too much of their ego or political capital into a project) has got to be responsible for more disasters, large and small, than any other deadly combination.
I worked for a large nonprofit that blew money on doomed projects as though money grew on trees. Each time, it started with somebody, usually a contractor or somebody else who stood to gain from it, flattering the leadership that this was huge and visionary and would make or save them millions. Then the organizational mind control started, where everybody was saying that it was the greatest thing ever. Then the flawed project management started. Then when the cracks were obvious, people who pointed them out were vilified as naysayers. It was only the lower-downs who said anything because to rise, one had to be a "team player," and the organization was hierarchical enough that lower-downs were ignored. Then denial that there were problems, together with tossing more money at it (including adding more people to a software project at the last minute because that always works). Then even when the leadership [sic] team [sic] all realized there were problems, they all waited until the person responsible for the project was willing to concede defeat. because in a political environment, nobody wants to confront somebody who might retaliate
Those elements are the inevitable recipe for disaster for any project, but it's fear that drives virtually all of them. Fear of not looking good (note that the Congresscritter didn't yell about wasting taxpayer money, she yelled about being made to look bad), loss aversion, fear of admitting a mistake, fear of speaking up.
Pellerin was brave enough to do something technically illegal and scrape up the funds for servicing it.
That is what a leader does.