The construction sector in the Kingdom of Saudi Arabia (KSA) faces issues related to a lack of project management toolbox. Over two-thirds of public construction projects in the KSA suffer from schedule overruns that may exceed twice the length of the contracted period. The current paper aims to investigate how clients’ management inefficiency plays a major role in delaying project execution and final product delivery, which may deviate from the contracted terms and expected standards. To achieve this objective, two case studies of serious schedule overruns were subjected to investigative research. Contractual documents, preliminary and modified project schedules, meetings minutes, and change orders were examined. Field visits and personal communications, as well as meetings and interviews with key players, were also conducted. The results of the analysis indicate that weak professional construction management coupled with a failure to introduce and implement solutions in a timely manner leads to serious schedule overruns. Delays impacted project life-cycle processes from initiation to project closing. The lessons learned from the many issues surrounding the two projects shed light on problem areas. These lessons also indicate the potential effectiveness of a pro-active management office, established early in the process, in preventing deficiencies in planning and managing projects.
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