Senior managers fail to control time and costs of construction projects despite available advanced project management tools. Based on project management theory, the objective of this multiple case study was to explore the strategies senior managers use to reduce cost overruns and schedule delays in construction projects. Primary data were obtained from semistructured interviews with 3 senior managers from different construction project management companies who have successfully managed construction projects in Qatar. Data analysis process included a modified Van Kaam method. The transcribed interviews were interpreted and coded to generate themes and were validated through member checking and archival documents. The most centralized themes included (a) master planning, (b) processes and procedures, (c) managing design stage, (d) procurement management, (e) use of proper software, (f) setting project cost and time, and (g) deciding clear scope. A construction project may not succeed without appropriate planning for all stages of the project lifecycle. Managing the approval of the project components during the design stage contributes to reducing changes during construction, which is helpful to control cost and time. The project processes and procedures are meaningful roadmaps for the managers and decision makers. The implications for positive social change include the potential to maintain a cleaner Earth by reducing design and construction wastes. Reducing wastes improves the cost of construction and provides opportunities for people to own property at more affordable costs.
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