The construction industry in Jordan is pivotal to its economic growth but faces substantial challenges, particularly extended project cycles that result in delays, cost overruns, and reputational damage. This study investigates the impact of project cycle dimensions—Planning and Change Management—on project performance within the Jordanian construction sector. Utilizing the Resource-Based View (RBV) theory, the research highlights the strategic importance of internal resources like skilled project managers and effective management practices. The findings reveal that while Planning and Change Management are positively perceived, their direct influence on project performance is statistically insignificant, suggesting that other external factors may overshadow these internal practices. This study underscores the need for comprehensive methodologies tailored to the Jordanian context to enhance project planning and change management processes. Practical recommendations include adopting detailed planning frameworks, strengthening change management strategies, investing in training, leveraging technology, and enhancing stakeholder engagement. By addressing these areas, Jordanian construction firms can improve project outcomes and enhance their competitiveness in a rapidly evolving sector. This research contributes to the broader understanding of project management practices in the construction industry and offers actionable insights for future improvements.
