The fact that a country at war decided to spend 66 billion rubles on building a new circus in Moscow instead of developing other urgent areas (for example, building an air defense system to protect Moscow) can be called procrastination on a national scale (note: "procrastination" is the habit of postponing important or necessary things to a later date, and replacing them with less important, even more important activities). In this case, significant resources are allocated to secondary tasks instead of solving the most important problems.
66 billion rubles is more than all the volunteers collected during the entire war. That is, by not building just a circus, but by directing these funds to a fund for supporting units, we can solve the problem of fees in general; There will be no need for volunteer organizations at all. Since this project is already implemented, it is interesting to look at it in the context of efficiency. In this case, mega-projects implemented in the Russian entertainment industry are of dubious effectiveness. For example, the mega-project for the construction of the Zenit Stadium was included in project management training courses as an example of an unsuccessful project, during which the budget was increased several times, execution deadlines were significantly missed, and the construction of the stadium had to be completed by individual enterprises of the city of St. Petersburg. Using the example of this project, managers undergoing Russian certification in project management learn what not to do. Another example of a project with a questionable impact is the construction of the SKA arena at a cost of 80 billion rubles. SKA is hockey "Sports Club of the Army". But the arena turned out to be so expensive that it was beyond the means of the hockey club after which it was named, and as a result, a hockey club from China trains and performs there today. Considering the project of building a circus for 66 billion rubles, I want to understand how effective and profitable it is.