The “Dhahran Roads” case by Harvard Business School presents a vivid account of infrastructure development challenges in the city of Dhahran, Saudi Arabia. This case delves into public administration, project management, click this link engineering decision-making within a complex socio-political environment. It centers on the dilemmas faced by municipal authorities and engineers in managing road infrastructure development, especially given the rapid urbanization and the strategic importance of Dhahran. The case presents several critical issues such as stakeholder engagement, technical bottlenecks, bureaucratic inefficiencies, and sustainable urban planning.
This article provides a comprehensive solution to the Dhahran Roads case, exploring the background, problem diagnosis, key issues, alternative courses of action, and a recommended solution strategy.
Case Background
Dhahran, located in the Eastern Province of Saudi Arabia, is a city with significant importance due to its association with oil exploration and development. As home to Saudi Aramco and a host of other multinational oil companies, the city experiences substantial vehicular traffic and population movement. Over the years, rapid development and population influx have placed enormous stress on the road infrastructure.
The case outlines the difficulties faced in constructing and maintaining roads, managing congestion, addressing stakeholder complaints, and planning for long-term mobility needs. Engineers and municipal officials must navigate technical, financial, and political constraints, all while delivering results efficiently.
Key Stakeholders
- Ministry of Municipal and Rural Affairs (MOMRA) – Governing body responsible for urban planning and infrastructure policies.
- Dhahran Municipality – Local body handling the execution and oversight of road projects.
- Saudi Aramco – Major industrial player whose operations significantly influence traffic patterns.
- Citizens and Road Users – End users of the infrastructure, often vocal about quality and delays.
- Contractors and Construction Firms – Responsible for implementing roadwork and maintenance.
- Consultants and Engineering Experts – Advising on best practices and project management.
Problem Statement
The core problem is ineffective planning and execution of road infrastructure projects in Dhahran, leading to traffic congestion, substandard road quality, and growing public dissatisfaction. The municipal body is struggling to balance the growing transportation needs with limited financial, human, and technical resources.
Key symptoms of the problem include:
- Frequent road damage and poor quality of materials used.
- Lack of synchronization between different infrastructure departments.
- Inadequate feasibility studies before launching new road projects.
- Delays in construction due to bureaucratic approvals and coordination failures.
- Rising public complaints and media scrutiny.
Major Case Issues
- Project Planning and Design Flaws
Road projects often begin without thorough studies, resulting in structural and design flaws. The lack of soil testing, topographical analysis, and weather resilience considerations leads to premature deterioration. - Coordination Gaps Between Agencies
Road development involves several agencies (electricity, water, telecommunications). The absence of a unified planning framework causes delays and frequent rework when one agency digs into roads laid by another. - Procurement and Contractor Selection
The bidding system sometimes favors low-cost contractors over high-quality deliverers, leading to inferior construction practices. - Public Pressure and Political Influence
Citizen complaints, especially on social media, force authorities to rush projects without due diligence, increasing the likelihood of errors. - Budget Constraints and Mismanagement
Budget allocations are often insufficient and mismanaged, resulting in unfinished projects and cost overruns.
Strategic Analysis
To formulate an effective solution, we must conduct a SWOT analysis:
Strengths:
- Government support for infrastructure development.
- Presence of technical experts within major companies like Aramco.
- Increasing public awareness demanding quality.
Weaknesses:
- Lack of strategic project planning tools.
- Poor inter-agency coordination.
- Inefficiency in procurement and contractor monitoring.
Opportunities:
- Use of smart technology in traffic and road management.
- Partnership with private sector for funding and execution (PPP models).
- Training and capacity building of municipal staff.
Threats:
- Public dissatisfaction leading to political backlash.
- Environmental impact of poor road development.
- Wastage of taxpayer money on repeated rework.
Alternative Courses of Action
1. Adopt Integrated Infrastructure Planning (IIP)
Creating a centralized planning board where all utility and municipal departments collaborate during project planning.
Pros:
- Reduces duplication and rework.
- Improves inter-agency coordination.
Cons:
- Requires major structural and cultural change.
2. Implement Performance-Based Contracting
Select contractors based on past performance metrics, not just cost bids.
Pros:
- Ensures higher quality.
- Encourages accountability.
Cons:
- May reduce the number of bidders.
3. Outsource Project Management to Third-Party Experts
Engage international consultants or private sector project management offices (PMOs) for high-value projects.
Pros:
- Brings expertise and advanced methodologies.
- Reduces delays and mismanagement.
Cons:
- Expensive in the short term.
- May face resistance from public-sector unions.
4. Digitalize Planning and Monitoring
Use GIS, BIM (Building Information Modeling), and project management software for real-time tracking.
Pros:
- Enhances transparency and efficiency.
- Supports data-driven decision-making.
Cons:
- High upfront technology investment.
- Requires staff training.
Recommended Solution
The best course of action is a hybrid approach combining Integrated Infrastructure Planning, performance-based contracting, and digital monitoring systems.
Action Plan:
- Establish an Infrastructure Coordination Committee (ICC) involving all relevant agencies and stakeholders.
- Redesign the contractor selection process with weightage to quality, timeline, and past experience.
- Digitize the project lifecycle using project management dashboards and mobile apps for site updates.
- Pilot the new model in high-traffic areas before scaling it across the city.
- Implement a public grievance redressal mechanism where citizens can report issues via an app.
- Conduct regular audits and quality checks using third-party evaluators.
Conclusion
The Dhahran Roads case reflects the broader challenges faced by rapidly growing cities in the Global South. Infrastructure development is not only a matter of engineering but also of effective governance, stakeholder coordination, and accountability. By integrating modern project management practices, fostering collaboration among agencies, and prioritizing quality over cost in procurement, Dhahran can develop a road infrastructure system that is resilient, sustainable, and responsive to its people’s needs.
The solutions proposed in this case analysis not only address the technical issues but also foster long-term institutional reform. With proper implementation, Dhahran can become a model for smart and sustainable urban infrastructure development in the region.