Dubai — The Project Management Institute (PMI) projects a shortfall of 111,737 construction project management professionals across MENA by 2035, a deficit that threatens to stall some of the region’s most ambitious infrastructure programmes.
The report, titled The Construction Project Management Talent Gap, finds that MENA will require up to 330,794 construction project management professionals by 2035 under a high-growth scenario. That represents a 32% increase in demand compared with 2025 levels.
Even under a low-growth scenario, the region would still face a shortfall of more than 88,561 professionals.
The stakes are significant. National programmes, including Saudi Arabia’s Vision 2030, the UAE’s smart-city developments and Egypt’s ongoing mega-projects, all depend on a pipeline of skilled project management talent to deliver on time and within budget.
The scale of the gap
PMI’s research identifies both supply- and demand-side pressures driving the shortfall. Under the high-growth scenario, demand will require nearly 97,359 additional professionals by 2035.
Retirement-driven attrition will widen the gap further, compounding pressure on an already strained talent market.
Four structural barriers are holding back workforce growth across the region.
Perception remains a foundational challenge. Construction careers are widely viewed as physically demanding and lacking prestige, deterring younger professionals from entering the sector. PMI argues the industry must reframe its image around innovation, technology and impact.
Gender inclusion is a critical and underused lever. Women represent just 24% of the global construction workforce, according to World Economic Forum data cited in the report. Across MENA, that figure is likely lower. Targeted inclusion strategies could unlock a substantial talent pool while improving workplace culture.
Training gaps are compounding the problem at both entry and mid-career levels. The absence of structured career pathways, professional development frameworks and accessible certifications leaves large segments of the potential workforce unable to contribute at full capacity.
Technology adoption also lags. Tools such as artificial intelligence (AI), Building Information Modelling (BIM) and digital twins have significant potential to boost productivity and ease workforce pressures. Yet construction organisations across MENA continue to trail other industries in adopting them.
“The MENA construction sector is at a crossroads. Its ambitions — from revolutionary mega-projects to sustainable infrastructure — depend on bridging the growing talent gap effectively,” said Hanny Alshazly, Managing Director, MENA, at Project Management Institute.
What the industry must do
PMI sets out a multi-track response strategy for stakeholders across government, industry and professional development.
Digital transformation investment is the first priority. Accelerating the adoption of AI, BIM and digital twin technologies can raise per-professional productivity while making the sector more attractive to younger, tech-native workers.
Structured career development is equally critical. Clear progression pathways, mentorship programmes and incentives for professional certification can improve engagement and retention, particularly among mid-career professionals.
Diversity must move from aspiration to policy. Breaking down barriers for women and other underrepresented groups would expand the available talent pool and strengthen organisational culture.
PMI also highlighted rising demand for professionals with expertise in carbon management, impact assessment and Environmental, Social and Governance (ESG)-aligned project practices—an area where MENA’s sustainability ambitions intersect directly with workforce strategy.
Strong communication and collaboration capabilities round out the list. Effective coordination across complex, multi-stakeholder project teams can reduce delays and inefficiencies, skills that become increasingly valuable as projects grow in scale and complexity.
Alshazly said the region has an opportunity to convert a structural challenge into a competitive advantage.
“Through proactive investments in recruitment, skills development and inclusion, the region can transform this challenge into an opportunity to build a future-ready workforce,” he said. “At PMI, we are committed to empowering organisations with the tools and resources to close this gap, adopt agile approaches and forge resilient paths to sustainable growth.”