Date of Conferral

6-11-2025

Degree

Doctor of Business Administration (D.B.A.)

School

Human Services

Advisor

Betsy Macht

Abstract

Cost overruns involving government-funded infrastructure projects have the potential to lead to adverse economic and social outcomes. Project managers and government administrators are concerned with cost overruns as they often lead to delays, resource misallocation, and decreased public trust. Grounded in the theory of constraints, the purpose of this qualitative pragmatic inquiry was to explore strategies project managers use to reduce cost overruns for government-funded infrastructure projects in Jamaica. Participants were five project managers working on large-scale infrastructure projects with experience effectively mitigating cost overruns in Jamaica. Data were collected through in-depth semistructured interviews, government documents, and public records. Five themes emerged from the thematic analysis: (a) comprehensive planning and risk management, (b) cost control and monitoring systems, (c) stakeholder management and communication, (d) political and administrative challenges, and (e) technology integration and innovation. A key recommendation is for project managers to implement upfront risk identification and regular cost tracking through modern project management tools. Project managers can use these identified strategies for effective planning, ongoing cost monitoring, stakeholder collaboration, political navigation, and technological integration to minimize cost overruns in government-funded infrastructure projects. The implications for positive social change include the potential for project leaders and government decision-makers to improve infrastructure investments’ efficiency and sustainability, thereby enhancing public service delivery to local communities.

Download

Share

 
COinS