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Infrastructure industries over a period of time become specialized in the execution of different infrastructure projects viz. Highways, Railways, Aviation, Power Generation, Transmissions, Tunnels, Dams, Buildings and other mega projects. Organizations traditionally segregate resources (machinery, tools and plants) into centralized functional divisions as mentioned above. This organizational model is structured based on the fact of the specific nature of jobs performed with a view of a higher quality of work and efficiency. Since the human resources employed in these divisions do perform their specific jobs and can contribute to higher efficiency because of job specialization, but same is not the case with mechanical resources i.e. machinery, tools and plants which are dedicated to specific divisions, since mechanical resources perform similar kind of jobs irrespective of the divisions under which they are deployed. A question of whether to become more centralized to achieve economies of scale or more decentralized to achieve economies of focus always arises. Using Queuing Theory and Simulation models, we examine the service and workload characteristics to determine the conditions where a centralized model is more efficient and conversely where a decentralized model is more efficient. The result from the model measures the trade-offs between economies of scale and economies of focus from which administrative guidelines are derived.