Although it can be inferred that TIE played a role similar to that of a project manager, there is no explicit evidence indicating that TIE or any one individual within TIE was officially designated as the project manager for this particular project. Despite the CEC's sponsorship of this project, they failed to assign a committee or project management team to oversee the work of TIE as the main contractor and the subsequent task distribution to subcontractors. Adopting an excessively hands-off approach and allowing TIE to function independently. The absence of stakeholder involvement led to a deficient comprehension of the project and a flawed approach to its timely completion and readiness for passenger utilization. The feeble organizational framework was overwhelmed by persistent conflict and conflicts between contractors and political parties with the intention of sabotaging this project and attributing its failure to the existing authorities. Compress the above