Project Managers’ Capacity-Planning Practices for Infrastructure Projects in Qatar: A Narrative Literature Review

Abstract

Infrastructure project delays and cost overrun are caused by ineffective use of organizational skills, processes, and resources by project managers in the construction industry. Cost overrun and schedule delay in Qatari infrastructure projects have had damaging effects on the national economy by way of claims and litigation, contractual disputes, delays in dependent projects, and project abandonment. This integrated literature review was framed by three conceptual models developed by Gill to outline the capacity management needs within a construction company. Being an extract of a broader qualitative multiple case study on the perceptions of project managers regarding how they utilize capacity-planning practices to mitigate project schedule delay and cost overrun in government-funded infrastructure projects in Qatar, this synthesis evidences the importance of adequate and effective capacity-planning practices to drive infrastructure project success. This overview provides a foundation to support future targeted research while promoting the practice of effective capacity planning. Addressing the capacity planning gap promises timely completion of infrastructure projects and enhanced socio-economic development.

Keywords: capacity planning, project management, project management theory, infrastructure project delay, schedule delay, cost overrun, GCC, Middle East, Qatar, capacity-planning concept and models