Project Financial Management and Modern Financial Slavery: The Case of a KSA Metro Project Start-up

Paul James


This paper explores the personal financial viewpoints on the project management of a metro in KSA and more particularly focuses on the financial issues raised by a group of design engineering staff. The paper examines the scope, reflections, attitudes to the project management in their management and unpredictable way of the development and application of the company’s financial policy to personnel.

The paper examines the personal financial factors, which contribute to the establishment and strengthening of work interactions between a single group of engineering personnel of twelve (12) small, client interacting working design facility for a metro development in KSA. The paper develops a model that attempts to conceptualise the findings from a diverse range of qualitative personnel opinion into an engaged framework.

Outcomes from this inquiry suggests that the project managers show clear failings in attitude to its staff and that individual opinion regarding personal finances may be a logical factor in the development of very real negative corporate judgments in this group and explores the derived themes of namely eight (8) main themes, namely Payment Issue; Trust Issues; Work Issues; Job Related; Managerial Related; Socially Related; Cost Issues; and Job Issues.

The outcomes shows clearly that the project management are not effectively managing the project as raised issues of staff financial slavery, project complexity problems, unviable cost overruns, delays to the project schedule through poor coordination, ineffective programme management of the projects activities, improper project preparation and managerial execution affect how the client trustworthiness may be stretched. The paper further suggests how these identified issues may be mitigated through the appropriate application of project management theory.

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Asian Journal of Finance & Accounting ISSN 1946-052X


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