Modelling Project Control System Effectiveness in Saudi Arabian Construction Project Delivery

Persistent cost overruns, schedule delays, and weak control mechanisms continue to hinder construction project delivery in Saudi Arabia, where 64% of projects exceeded their planned time and 53% experienced cost overruns. Although project control systems (PCSs) have received increasing attention, existing research lacks an empirically grounded and theory-informed framework explaining how project control system determinants (PCSDs) influence performance. This study addresses this gap by developing and testing an Input–Process–Output (IPO) model linking organisational, human, and technological inputs with operational control stages and project outcomes. Data were collected from 222 completed construction projects in Saudi Arabia using a cross-sectional survey of professionals directly involved in their delivery. Partial Least Squares Structural Equation Modelling (PLS-SEM) was applied to test hypothesised relationships, supported by Importance–Performance Map Analysis (IPMA) to identify high-impact but underperforming areas. Seventeen of twenty hypotheses were supported, highlighting the dominant role of post-operational controls, the significant indirect influence of in-operational controls, and the most impactful total effects of organisational factors on project performance through control processes. The IPMA results identified leadership and team capacity, estimation accuracy, stakeholder integration, PMO engagement, audits, knowledge management, and corrective scheduling actions as priority areas for improvement. This study provides the first empirical tests of a multi-dimensional PCS effectiveness model in the region, contributing both to the academic literature and practical efforts aimed at improving project delivery outcomes in alignment with national development goals, such as Saudi Vision 2030.