Evaluating Project Management in Saudi National Housing Programs: An Analysis of Causes Behind Project Delays from a Managerial Perspective

Abstract

This study evaluates project management practices within Saudi Arabia’s national housing programs, focusing on managerial causes of project delays in selected Sakani projects. Using a qualitative case-study approach based exclusively on secondary data, the research analyzes regulatory, stakeholder, risk, resource, and change-management dimensions that affect schedule performance. Drawing on the Theory of Constraints, Stakeholder Theory, ISO/PMI-aligned Risk Management, the Resource-Based View, and Change Management models, the study finds that most delays originate from approval bottlenecks, coordination gaps between agencies and developers, insufficient risk translation from policy to project level, and limited capability alignment for modern methods of construction (MMC). The research proposes managerial levers including pre-submission triage, concurrent reviews with service-level agreements (SLAs), structured interface governance, escrow-linked risk milestones, and MMC-ready procurement frameworks. These recommendations align with Vision 2030 objectives by enhancing delivery reliability, strengthening consumer protection, and promoting industrialized construction as a systemic capability. The study contributes to project management and housing policy literature by integrating managerial theory with the operational realities of Vision-era housing delivery in Saudi Arabia.