Sub-Saharan Africa’s construction sector is undergoing rapid transformation, driven by Africa’s infrastructure development program, which has invested more than $360 billion in more than 400 projects. A Project Management Institute report warns that the shortage of construction project professionals will be 57% by 2035, with demand expected to outstrip supply by nearly 150,000 people in the region. The shortage reflects global trends, with an estimated need for an additional 2.5 million construction professionals worldwide, raising concerns about construction projects. The sector’s ability to efficiently execute large-scale infrastructure projects
Elijah Ntongai is an experienced editor at TUKO.co.ke with over 4 years of experience in finance, business and technology research and reporting. His work provides valuable insight into trends in Kenya, Africa and the world.
Sub-Saharan Africa’s construction sector is entering one of its most critical periods.
Source:UGC
Central to this transformation is the Program for Infrastructure Development in Africa (PIDA). It is a continent-wide initiative aimed at closing critical infrastructure gaps by 2040 through more than 400 priority projects across energy, transport, ICT and cross-border water systems.
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With more than $360 billion in funding, PIDA is more than just a pipeline of projects, it represents a blueprint for regional integration, industrialization, and long-term economic growth across Africa.
However, this unprecedented scale of ambition has put execution capabilities, particularly the need for qualified human capital to execute quality projects, under the microscope.
Is the construction industry facing a talent shortage?
As governments accelerate infrastructure investment, new research from the Project Management Institute (PMI) warns that the region faces a 57% talent shortage for construction project professionals by 2035, one of the fastest growing regions in the world.
Demand for construction project professionals across sub-Saharan Africa is expected to increase from around 260,000 in 2025 to more than 410,000 by 2035, creating a shortage of nearly 150,000 professionals.
This challenge is part of a broader global trend, with PMI estimating that nearly 2.5 million additional construction project professionals will be needed worldwide by 2035 to meet growing infrastructure demands.
What is the cost of talent shortages in the construction industry?
The report highlights critical contradictions in the region’s growth story. In short, although construction is the strongest contributor to GDP growth and job creation, it remains one of the most complex and waste-prone sectors of the economy.
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According to PMI data, approximately 10% of global project investments are lost each year due to poor performance. In a region deploying hundreds of billions of dollars in infrastructure, inefficiencies translate into billions of dollars in unrealized value.
“Construction is at the heart of the region’s development goals. From transport routes and energy infrastructure to housing, healthcare and digital connectivity, projects are how we build our future. But without the right project management capabilities, we risk delays, cost overruns, rework and ultimately loss of value,” said George Assamani, Managing Director, PMI Sub-Saharan Africa.
That urgency is underscored by the pace of activity on the ground. In sub-Saharan Africa, large-scale infrastructure investment is accelerating due to population growth, urban expansion, and regional trade integration.
Where is the demand for construction project professionals?
PMI research identifies the region as having the highest growth rate of demand for construction project professionals in the world.
Countries such as Ethiopia are leading this surge, with annual demand growth expected to be the highest in the world at 7.8%.
Construction projects are inherently complex and involve some of the largest stakeholders in any industry, including governments, regulators, contractors, financiers, local communities, environmental organizations, and international partners.
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Lack of coordination between these groups can lead to inefficiencies, duplication, and costly rework. The report highlights that poor communication and collaboration remain persistent challenges, often resulting in financial waste and substandard outcomes.
In an industry where design and scope changes occur frequently, poor coordination between onsite and offsite teams can quickly lead to delays and budget overruns.
“Construction is highly visible and subject to close scrutiny. Every bridge, hospital and power plant is subject to public expectations. When a project fails, the impact is not just financial, but social and political as well. That’s why professional project management is not a luxury; it protects values, protects public funds and ensures that infrastructure delivers its intended impact,” Assamani added.
Although the construction industry continues to drive GDP growth across sub-Saharan Africa, it has historically lagged behind other industries in terms of productivity and technology adoption.
PMI’s research highlights digitalisation, including building information modeling (BIM), digital twins and artificial intelligence, as key levers to increase efficiency, increase transparency and reduce costly rework and waste.
Employers report a lack of critical competency skills such as communication, collaborative leadership, and stakeholder engagement, as well as core project management competencies such as scheduling, planning, and resource optimization.
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At the same time, infrastructure financing is increasingly linked to ESG standards, carbon management and responsible sourcing, creating demand for project leaders who can embed sustainability into delivery from day one.
How to close the construction talent gap
Closing the construction talent gap requires more than just accelerating hiring. An intentional strategy is needed to retain, develop, and promote project professionals over time.
PMI’s research highlights that improving working conditions, continued investment in professional development, and creating structured career paths for new and mid-career professionals are essential to building a resilient talent pipeline.
“If we want infrastructure to become a real driver of GDP growth, we need to professionalize the way we deliver it. We cannot afford to treat training as a cost. It is an investment in national competitiveness,” Assamani concluded.
Professional training and certifications, such as the Construction Professional (PMI-CP), help professionals develop the skills needed to manage the increasingly complex nature of modern infrastructure projects, while also providing thought leadership and expert networks that can continually strengthen practitioners’ capabilities.
Source: TUKO.co.ke
