Impact of project management competence and complexities on the performance of mega engineering projects in Pakistan

Abstract

This study examines Pakistan's public engineering projects' success based on project complexity and management expertise, using 100 questionnaires and developing hypotheses to evaluate organisational, technical, and environmental factors. Results indicate that project performance is positively linked to Project Management (PM) competence, underscoring the significance of skilled project managers in achieving favourable outcomes. Furthermore, leadership, management skills, communication, ethics, and integrity are identified as key drivers of project performance. On the other hand, technical and organisational complexities were discovered to have a negative influence, although environmental complexity did not significantly affect project performance. Several complexities, such as project objectives, tasks, and economic conditions, emerged as influential factors affecting project execution. This research contributes to PM theory, offering practical insights beneficial for project managers overseeing significant engineering endeavours and other professionals in this field. On a broader scale, the findings may inform governmental policies to enhance project performance, including qualifications for project managers. This study provides valuable guidance for addressing project complexities and improving project success within Pakistan's public engineering projects.