Global demand for construction project management professionals is expected to rise sharply by 2035, reaching between 5.5 million and 6.16 million roles, up from roughly 3.7 million today, according to The Construction Project Management Talent Gap: Needs, Challenges and Opportunities, a 2026 report by the Project Management Institute (PMI).
The increase, equivalent to as many as 2.45 million additional roles, reflects the scale of infrastructure, housing, and energy projects planned worldwide. But it also raises a growing concern across the industry: whether there will be enough qualified professionals to deliver them.
The challenge is particularly pronounced in the Middle East and North Africa, where governments continue to accelerate investments in infrastructure, urban development, and economic diversification.
According to the PMI report, demand for project management professionals in MENA is projected to increase from around 230,000 in 2025 to between 306,000 and 330,000 by 2035. However, supply is expected to fall short by tens of thousands of professionals.
In a region where projects are often delivered under tight deadlines and high performance expectations, the shortage is already affecting execution capacity, cost management, and delivery timelines.
Training gap drives shortage
For Waleed Sweida, Chairman of Precision Holding and President of the Engineering Consulting Committee at the Egyptian Businessmen’s Association, the underlying issue is not a lack of engineers, but a shortage of specialized project management training.
“The gap is mainly caused by a lack of focus on training engineers in project management,” he says.
While universities across the region continue to graduate large numbers of engineers across architecture, structural, mechanical, and electrical disciplines, fewer professionals transition into project management roles.
“Most engineers tend to specialize in fields like architecture, mechanical, structural, or electrical engineering,” Sweida explains. “However, the number of professionals specializing in project management remains relatively small, which is what is creating the shortage.”
The result is a workforce with strong technical expertise, but often limited preparation for managing the complexity of large-scale developments.
Project management becomes central to delivery
The role of project management has expanded significantly as construction projects become larger and more complex.
Today, project managers are expected to oversee coordination across stakeholders, balance budgets and timelines, manage multidisciplinary teams, and maintain quality standards simultaneously.
According to the PMI report, many engineers still lack core competencies in planning, scheduling, and resource management, often moving directly into execution roles without structured project management training.
“Project management is a tool that controls time, cost, and quality of the project,” Sweida explains. “Each one has an impact on the other two.”
In large-scale developments, weak coordination or planning gaps can quickly affect budgets, timelines, and project outcomes.
Expanding the talent pipeline
Addressing the shortage will require broader investment in training and clearer professional pathways into project management roles.
“There is a need to expand training programs and reach a larger number of engineers,” Sweida says. “Intensive training is essential, and it can make a significant difference.”
The PMI report identifies limited professional development opportunities as one of the industry’s core challenges, with many companies continuing to prioritize immediate project delivery over long-term workforce development.
Sweida also stressed the importance of creating clearer career progression routes for engineers seeking to move into project leadership positions.
“There should be clearer career pathways that encourage engineers to transition into project management,” he notes.
Universities, private sector share responsibility
Sweida said universities could play a larger role in preparing future project managers by integrating project management tracks into engineering education.
“This is where new universities can play an important role,” he says, highlighting the need for “dedicated tracks or departments focused on project management.”
Currently, many engineering programs remain highly discipline-specific, offering limited exposure to project delivery, planning, and management frameworks.
Beyond academia, Sweida said the private sector also has a critical role to play through professional development and certification programs.
“The private sector also has a key role to play… through paid training programs, positioning it as a valuable investment for professionals,” he explains.
According to the PMI report, companies investing in workforce development, certifications, and continuous learning are better positioned to meet rising demand and improve delivery outcomes.
Technology supports but does not replace human oversight
As construction projects become increasingly digitized, artificial intelligence and advanced technologies are playing a growing role in project management processes, particularly in forecasting, analytics, and operational efficiency.
However, Sweida cautioned that technology remains a supporting tool rather than a replacement for human leadership and oversight.
“AI is not fully effective as a standalone solution in project management… it requires human oversight and control,” he says.
“AI can certainly serve as a tool for project management, but it can’t replace humans,” he adds.
Delivering regional ambitions
By 2035, the construction industry will require millions of additional project management professionals globally, with the Middle East accounting for a significant share of that demand.
For the region, the challenge extends beyond announcing projects to ensuring they are delivered efficiently, on time, and within budget.
The coming decade is likely to test whether governments, universities, and private companies can build the workforce capacity needed to support that growth.
With stronger investment in training, clearer career pathways, and closer alignment between education and industry, the region has an opportunity to narrow the talent gap before it becomes a larger constraint on delivery.
Ultimately, the success of the region’s construction pipeline may depend not only on capital investment or infrastructure plans, but on the availability of professionals capable of managing increasingly complex projects.
