Abstract
This paper explores the managerial challenges and viewpoints relating to the management of a metro design in KSA, raised by a group of design engineering staff. The paper examines the scope, reflections, and attitudes to the project management and which appear to contribute to the efficacy of the design outcomes between a single group of engineering personnel of thirteen (13) design engineers for a metro development in KSA. The paper advances a conceptualisation from the findings of a diverse range of qualitative personnel opinion into an integrated framework. Outcomes from this inquiry suggests that the project management show clear issues with the management style adopted to manage this group and explores the derived themes of namely four (4) main themes, namely Management; Project, People; and Technology. The outcomes shows opinion that the project management are not effectively managing the project corresponding with raised issues of cost/schedule overruns, delays to the project through poor coordination, ineffective leadership of the projects activities, and inadequate project preparation and its managerial execution. The paper further suggests how some of the effects of these identified issues may be reduced or mitigated.
Highlights
Project design management practices have progressively developed for many years
This paper explores the managerial challenges and viewpoints relating to the management of a metro design in KSA, raised by a group of design engineering staff
The paper examines the scope, reflections, and attitudes to the project management and which appear to contribute to the efficacy of the design outcomes between a single group of engineering personnel of thirteen (13) design engineers for a metro development in KSA
Summary
Project design management practices have progressively developed for many years. the opportunities and the difficulties associated with project management design practices have continued to change and modify (Crawford, Pollack, & England, 2006). Many writers perceive the need for successful collaboration between contractors and clients in large metro design projects as a contemporary prerequisite (Jaafari, 2003). Such large metro projects are often characterised by the development of a culture that focuses on the ambiguous (Engwall, 1998); favouring operational independence (Langfred & Moye, 2004); raising attempts at establishing innovativeness (Rogers, 1995); building entrepreneurship (James, 2011); and exhibiting strong risk management orientations (Chapman & Ward, 1995) through appropriate leadership attributes and behaviours (Keegan and Den Hartog, 2004). Managerial approaches to project management do not follow exact paths of implementation and are often mired in fuzzy boundaries resulting in chaotic outcomes, which can be costly and time consuming (Jaafari, 2003)
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
