The “Imkan" program, across its three phases (first, second, and third), represents a significant milestone in the development of engineering competencies in the Sultanate of Oman. It has contributed to enhancing the skills of Omani engineers across various ministries and government entities, improving integration, coordination, and the efficiency of ongoing projects. This has led to better-quality outputs and supports efforts to achieve the highest standards of efficiency and governance in project execution across Oman.
The Imkan program is considered one of the leading national initiatives implemented by the Authority for Projects, Tenders, and Local Content to advance the project management ecosystem. It does so by adopting best professional practices, reducing change orders, and limiting unexpected costs, thereby contributing to financial sustainability and quality execution.
“Oman" surveyed several engineers responsible for leading projects in government units and entities. They أكدوا (confirmed) the program's success in attracting hundreds of engineers and providing a comprehensive professional experience that combines theoretical training with practical application through field visits to major projects. This has improved the quality of project and contract management in government work, enhanced institutional performance, and built a shared knowledge base among engineers across entities.
The program has achieved tangible results on the ground, including improved planning and execution efficiency, reduced change orders, and better cost control—demonstrating its positive impact on government project outcomes. Its benefits have also extended beyond participants, as knowledge and experience were shared with colleagues, broadening the program's overall impact.
Reducing Change Orders
Abdullah bin Saif Al-Hosni, Talent and Project Development Advisor (seconded) at the Authority for Projects, Tenders, and Local Content, stated that the Imkan program—with its three sectors (construction, technology, and resources)—began three years ago by building a model database of all projects in the Sultanate and studying challenges to develop sustainable plans and solutions. This was followed by designing structured development programs for project monitoring personnel.
He noted that the program stands as a pioneering national initiative in integrated professional project management systems and has significantly contributed to developing Omani engineering competencies. It successfully attracted hundreds of engineers, including experienced professionals and promising young talent, who benefited from a comprehensive training experience combining theory and practical field application.
Al-Hosni explained that the program featured important field visits to major strategic projects under implementation, allowing participants to directly observe best practices in project management and execution. It also fostered a culture of knowledge exchange, unified efforts, and reinforced teamwork—positively impacting projects across Oman.
Among its key achievements, he highlighted the reduction of change orders, lower unexpected costs, and improved planning and execution efficiency, all of which enhance spending efficiency and deliver added value to development projects.
He added that the program's positive impact extended beyond participants to their workplaces, as engineers transferred their knowledge and experience to colleagues, expanding the circle of benefit and amplifying institutional impact.
Al-Hosni emphasized that Imkan represents a successful model of investment in human capital and reflects Oman's direction toward empowering national talent and building engineering capabilities capable of leading projects efficiently and professionally.
Enhancing Engineers' Professional Competence
Engineer Awaatif bint Saleh Al-Amouri, Director of the Projects Department at the University of Technology and Applied Sciences, stated that Imkan is a qualitative initiative that clearly contributes to improving engineers' professional competence. The program provides a learning environment that combines theoretical knowledge with practical application and helps bridge the gap between academic study and real-world practice through field visits and exposure to project challenges.
She noted that exchanging experiences among engineers is a key factor in professional development. The program provided an effective platform due to the diversity of projects and participating expertise, helping transfer best practices and stimulate innovative thinking in addressing challenges. This has positively impacted execution methods, improved output quality, and strengthened teamwork and continuous learning.
Regarding the three phases of Imkan, Al-Amouri highlighted that practical application—especially field visits and direct interaction with real project models—offered the greatest added value by reinforcing concepts and enhancing practical understanding. She suggested further improvements by incorporating more detailed real-life case studies and extending field training duration.
She also emphasized that the program reinforced concepts of quality and efficiency by raising awareness of the importance of adhering to standards and presenting successful models to emulate. It contributed to developing skills in planning, supervision, and risk management—essential elements for addressing challenges in the construction sector.
Knowledge transfer to colleagues occurs through sharing acquired experiences and applying best practices in daily work. She proposed creating a sustainable digital platform for experience exchange among participants.
Quality and Efficiency in Projects
Engineer Saad bin Abdullah Al-Balushi, Quantity Surveyor at Muscat Municipality, said the program strongly focused on linking theoretical concepts with practical application. It opened new perspectives on project management practices, some of which were previously underestimated. The experience showed that integrating all practices in a balanced manner is essential for project success, improving professional performance and execution quality.
He added that experience exchange was one of the program's most significant gains, as it allowed real challenges from different projects to be discussed professionally based on lessons learned. This approach encouraged adopting best practices for future challenges and strengthened integrated work among entities, directly improving execution methods and output quality.
Al-Balushi emphasized the importance of teamwork and translating theoretical knowledge into practical application, addressing challenges, and developing solutions. He noted that such programs embed modern project management culture, going beyond traditional methods that may achieve goals but with lower efficiency and higher challenges.
These programs also raise awareness of the importance of integrating project management elements such as stakeholder management, quality, scheduling, financial planning, risk management, role clarity, and improved coordination and communication.
Knowledge transfer occurs through daily discussions, meetings, and applying acquired knowledge in the workplace, spreading benefits more widely.
He proposed development ideas such as supporting participants in obtaining professional certifications like PMP, incorporating modern technologies such as Building Information Modeling (BIM), forming multidisciplinary teams for innovative projects, and supporting outstanding teams by implementing their projects in reality.
Success Factors
Engineer Razan bint Abdullah Al-Shanfari from the General Directorate of Planning and Projects at the Ministry of Culture, Sports, and Youth stated that the program significantly improved participants' professional competence through a comprehensive experience that enabled direct exposure to best practices in project management, planning, execution, monitoring, and quality control.
She noted that the program transformed theoretical administrative and technical concepts into practical tools, improving decision-making quality and responsiveness to challenges. Experience exchange among engineers was a key success factor, enabling the sharing of practical solutions and diverse experiences, broadening perspectives, and fostering more efficient and innovative approaches.
The program's added value lies in the integration of its three phases: knowledge-building, practical field application, and evaluation with lessons learned, ensuring knowledge is translated into actionable practices.
For future enhancement, she suggested extending practical training, incorporating local case studies addressing national project challenges, and establishing follow-up mechanisms to measure long-term impact. She also emphasized the importance of expanding specialized programs in risk management, sustainability, and digital transformation, along with strengthening partnerships with leading international organizations to localize global best practices.