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.

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