to Mega-Project Control in Saudi Arabia
& Beyond
FEATURED PAPER
By Rashid Alrashid
Kingdom of Saudi Arabia
Abstract
Mega-projects play a vital role in driving economic growth and transformation, yet they often face challenges like budget overruns and missed deadlines. This paper takes a closer look at three key factors: risk, change, and complexity. These factors tend to disrupt how well large projects are managed with a special focus on Saudi Arabia’s Vision 2030 giga-projects. By examining lessons learned from large-scale projects around the world, the study highlights how these three elements can overwhelm traditional project controls. To address this, the paper suggests that successful delivery requires a stronger focus on integrated risk management, structured change control processes, and better governance of complex systems. Ultimately, it proposes a more unified approach to project control that can improve predictability, keep stakeholders aligned, and allow for more agile execution even in the most dynamic and demanding project environments.
- Introduction
Across the globe, countries are increasingly turning to mega-projects to drive national transformation, and Saudi Arabia is no exception. As part of its bold Vision 2030 agenda, the Kingdom is investing heavily in large-scale initiatives designed to reshape its economy, society, and global standing. From massive infrastructure undertakings like the Riyadh Metro and the Red Sea Project to futuristic urban developments like Neom, these projects reflect an ambitious vision for the future.
Yet, despite their scale and strategic importance, such initiatives often run into challenges. Cost overruns, missed deadlines, and unexpected complications are common not just in Saudi Arabia, but worldwide. Even with advancements in project management tools and techniques, delivering mega-projects on time and within budget remains a persistent challenge.
This paper explores the core reasons behind these difficulties, focusing on three key interrelated factors: risk, change, and complexity. These factors often disrupt traditional project control methods and can lead to significant setbacks. By examining real-world examples from both Saudi Arabia and other countries, the paper highlights how a more integrated and adaptive approach to managing these dynamics can improve outcomes. The goal is to strengthen control systems and increase the chances of success even in the most complex and fast-moving environments.
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How to cite this work: Alrashid, R. (2025). Risk, Change and Complexity: The Triple Threat to Mega-Project Control In Saudi Arabia & Beyond, PM World Journal, Vol. XIV, Issue X, October. Available online at https://pmworldlibrary.net/wp-content/uploads/2025/10/pmwj157-Oct2025-Alrashid-Risk-Change-Complexity-Triple-Threat-to-Mega-Project-Control.pdf
About the Author
Rashid Alrashid
Kingdom of Saudi Arabia
Rashid Alrashid is a certified Project Management Professional (PMP), Risk Management Professional (RMP), and Six Sigma Black Belt with over 14 years of experience in planning and executing mega-projects within the oil and gas industry. Currently serving in a leadership role at Saudi Aramco in Saudi Arabia, he has previously led project teams in the Engineering, Procurement, and Construction (EPC) of complex mega-projects.
He holds a Bachelor’s degree in Chemical Engineering from Aston University in the United Kingdom and has contributed to the advancement of project delivery practices through several technical publications, including:
- “Hot Tapping”– PMI-KSA Chapter (October 2022)
- “Aramco Enhances Hydrotesting & Reinstatement Process”– OGN News (June 2023)
- “The Role of Robotics in Oil & Gas Construction Safety”– PMI-KSA Chapter (September 2024)
Mr. Alrashid can be contacted at rashid.rashid.2@aramco.com
