In this episode, I talk with Fiona Johann, PMP, AEC PM, strategic initiatives team lead at Engineering Management Institute, and new co-host of this podcast channel, about project management organization and how it builds trust, sharpens communication, and creates space for big-picture thinking while keeping people at the center.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Asked Fiona:

What are you most excited about as the new co-host of the podcast, and how do you plan to bring structure and engaging conversations to our listeners?
What habits or systems strengthen your project management organization for complex projects?
How does project management organization help you build trust with both your team and stakeholders?
Can you share a real example where being organized helped you avoid a risk, delay, or scope issue on a project?
How do you keep communication clear and aligned when working with team members in different time zones or locations?
In what ways does staying organized free up your time for big-picture thinking and strategic planning?
How have certifications like the PMP and AECPM shaped your approach to managing projects and leading teams?
What’s one common mistake you see project managers make, and how can they avoid or overcome it?

Here Are Some Key Points Discussed in This Episode About How Smart Project Management Organization Drives Team Success:


This podcast brings forward real-world stories that reveal how project managers think and lead. Each episode helps the audience gain clarity and apply practical insights to real project situations.
The most effective project management organization systems are shaped around how teams communicate and operate best. Frequent check-ins, flexibility, and shared understanding help keep progress steady and focused.
Organization shows consistency and care, which builds trust across all levels. When expectations are clear and communication is reliable, others feel confident in the project and its leadership.
Strong project management organization shows consistency and care, which builds trust across all levels. When data and structure guide decisions, teams stay calm and deliver the right priorities.
Daily check-ins and understanding each person’s working rhythm support stronger remote collaboration. Respecting time preferences and listening carefully lead to better alignment and fewer misunderstandings.
Well-designed systems run with less effort over time and reduce the need for constant task management. This creates space for deep thinking, future planning, and better decision-making.
Certifications create structure for project management organization and give teams a shared language for project work. This foundation supports clearer planning and better responses when unexpected changes happen.
Focusing only on tasks and ignoring the people behind them is a major mistake. Real success comes from building strong relationships and understanding what helps each person do their best work.

More Details in This Episode…
About Fiona Johann, PMP, AEC PM
Fiona Johann, PMP, joined The Engineering Management Institute as the strategic initiatives team leader in February 2025. With eight years of experience in developing leadership programs in an academic setting, she brings valuable expertise in planning and executing impactful initiatives. Fiona utilizes her PMP certification and program management skills to oversee events like PM AEC Connect and optimize internal processes for improved efficiency. Based in central North Carolina, she combines her strategic approach with a passion for driving successful outcomes at EMI.

In this episode, I talk with Sarah Zarzecki, PE, PMP, Transportation Design Department Manager at Stanley Consultants, about engineering leadership strategies that emphasize leading with strength and empathy, navigating burnout, uniting multi-generational teams, and delivering results under pressure in the fast-paced AEC industry.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Asked Sarah:

How do you get team members from different generations to work together and stay focused on the same project goals?
How do you deal with challenges like burnout or conflict on your team, while keeping trust and collaboration strong?
Can you share a time when a project faced major challenges and explain how you helped your team adjust and stay on track?
When you’re up against tight deadlines, how do you decide what to prioritize without sacrificing quality or your team’s well-being?
What are some ways you help your team stay positive and focused on finding solutions when things aren’t going well?
What engineering leadership strategies help you stay motivated and effective during long or stressful project cycles?
What’s one common mistake project managers often make, and how can they avoid or fix it?

Here Are Some Key Points Discussed in This Episode About How to Lead Through Adversity with Engineering Leadership Strategies:


Create space for mutual respect and open dialogue, where every team member is encouraged to contribute. Set clear expectations and actively leverage the unique strengths and insights that each generation brings to the table.
Use proactive communication to prepare the team for workload changes and maintain transparency during stressful periods. When conflict arises, address it by listening to all perspectives and involving leadership support when needed to keep the team aligned.
Break complex or delayed projects into smaller, manageable phases to maintain progress and flexibility. Document key decisions consistently, so the team can easily pick up where they left off, even after disruptions.
Make confident decisions while clearly communicating trade-offs and limitations to clients. Quality control remains non-negotiable, but timelines and deliverables can be adjusted transparently to protect both standards and team morale.
Shift focus on what the team can control and celebrate small wins to maintain momentum. Reinforce the value of teamwork and strong relationships as motivation through difficult moments.
Effective engineering leadership strategies for long or stressful project cycles involve breaking large goals into smaller, achievable tasks to reduce overwhelm and maintain focus. Build a strong support system through regular team check-ins and mentorship from experienced professionals.
Failing to track project changes in real time often leads to confusion and missed opportunities. Keep a running log of decisions and changes to ensure clarity and support effective contract adjustments later on.

More Details in This Episode…
About Sarah Zarzecki, PE, PMP


Sarah Zarzecki is a transportation engineering leader with nearly 20 years of experience delivering infrastructure projects across Colorado. At Stanley Consultants, she manages multidisciplinary teams and oversees projects ranging from highway and intersection improvements to bicycle and pedestrian facilities. She plays a key role in business development, client engagement, and cross-team coordination.

Sarah is known for her collaborative approach, stakeholder engagement, and commitment to high-quality, community-focused solutions. She’s active in professional development efforts, serving on scholarship committees for ACEC Colorado ...

In this episode, I talk with Zack Kovacs, regional operations manager at Menard USA, about managing risk in ground improvement projects, from unpredictable soils to underground obstructions and logistics, offering practical strategies AEC professionals can use to boost efficiency and avoid costly delays.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Asked Zack:

What are the biggest risks you typically face in ground improvement projects, and how do you deal with them early on to avoid problems later?
How do you manage the trade-off between efficiency and risk when working with challenging soil conditions?
What steps do you take to handle underground utilities and obstructions while keeping your ground improvement project on time and within budget?
How do you plan for logistics like space, equipment, and material delays—especially when working on tight sites with limited time and budget?
What do you consider when designing working pads to make sure your equipment is stable and your site stays safe?
What’s one major project management mistake you often see in the industry, and how can PMs avoid or overcome it?

Here Are Some Key Points Discussed in This Episode About Effectively Managing Risk in Ground Improvement Projects for Better Results:


The most significant risks typically come from unknown subsurface conditions. Reviewing geotechnical reports and historical site imagery early in the process helps identify potential issues in ground improvement projects and reduce costly surprises.
Balancing risk and efficiency starts with a strong understanding of site conditions. Using adaptable equipment allows teams to respond quickly to unexpected ground variations without major delays in ground improvement projects.
Effective strategies include combining geotechnical data, civil plans, and site history to assess risks. Planning for utility locations and having pre-drilling solutions in place ensures ground improvement project work continues without unnecessary stoppages.
Strong logistics planning involves clear coordination with all parties and alignment on expectations. Early communication with vendors and flexible equipment use help prevent delays and keep ground improvement operations running smoothly.
Working pad design must account for soil strength, equipment weight, and future grade elevations. A stable platform ensures machinery operates safely and minimizes the chance of ground failure or accidents during ground improvement projects.
A common pitfall is failing to ask enough questions early in the ground improvement project. Clarity around site access, nearby hazards, and team roles leads to better planning and fewer conflicts later in the process.

More Details in This Episode…
About Zack Kovacs
Zack Kovacs is the regional operations manager at MENARD Group USA, bringing over 14 years of experience in construction and geotechnical engineering. With a Bachelor of Science in civil engineering from Youngstown State University, he has built a strong career in deep foundations, project estimation, and construction management. Zack has held various leadership roles at MENARD USA, progressing from project manager to senior project manager before taking on his current role. His expertise includes AutoCAD, Microsoft Word, and program management, making him a key contributor to advancing geotechnical solutions in the industry.
Sources/References:
Menard USA
Google Earth
Ground Penetrating Radar
Connect with Zack Kovacson LinkedIn

Please leave your comments, feedback, or questions in the section below.

In this episode, I talk with Jay Guerra, PE, president of Gibbens Drake Scott, Inc., about how building trust-first relationships in AEC improves collaboration, drives better project outcomes, strengthens teams, and creates lasting impact across the engineering and construction industry.
Engineering Quotes:



Here Are Some of the Questions I Asked Jay:

Why do you think building strong relationships is so important for success in the AEC industry?
How can working with local firms or consultants help improve project efficiency and delivery?
Can you share a recent project where strategic partnerships in construction played a key role in its success?
When choosing project partners, do you consider how well they align with your company’s goals and values?
How do you approach working with partners from different disciplines when everyone is using different tools and communication styles in engineering teams?
What final piece of advice would you give to young engineers or project managers who want to improve their communication skills?
What’s one common mistake you see project managers make, and how can they avoid or overcome it?

Here Are Some Key Points Discussed in This Episode About How to Master Trust-First Relationships In AEC for Better Project Results:


Strong relationships build trust and dependability, helping teams manage deadlines, budgets, and project pressures more effectively. When professionals feel supported by one another, engineering project collaboration becomes smoother, and results improve.
Working with local firms encourages collaboration and shared growth within the AEC community. These relationships create long-term value that benefits both the teams and the collaboration in AEC projects they deliver.
Strategic partnerships in construction often lead to new opportunities and sustained success. One strong client relationship can evolve into decades of work and influence future projects across industries.
Project managers succeed when they work with partners who share similar values and goals. Alignment on purpose and approach leads to stronger teams and more consistent outcomes in relationship-driven project management.
Teams improve project communication by learning to speak the language of each discipline and platform, from email to Procore. Adapting to different tools and communication in engineering keeps projects moving and people connected.
New professionals gain confidence by starting small, practicing their message with those they trust, and speaking about what matters to them. Clear, honest communication becomes easier with practice and real-world experience in engineering leadership development.
Many project managers delay action while waiting for perfect information, which slows down progress. Moving forward with informed assumptions and honest conversations helps teams stay on schedule and aligned with client needs.

More Details in This Episode…
About Jay Guerra, PE
Jay Guerra is president and one of three principals at Gibbens Drake Scott, Inc., a mechanical, electrical, plumbing, and technology engineering firm operating in 46 states. With nearly three decades at the firm, Jay leads strategic initiatives and collaborates directly with clients to deliver functional, sustainable, and cost-effective engineering solutions.

A licensed professional engineer and LEED AP, Jay has been a passionate advocate for sustainable design. He played a key leadership role in the USGBC Central Plains Chapter, serving as a founding member and past regional chair.

Jay holds a B.S. in electrical and electronics engineering from the University of Missouri-Kansas City and is known for his personable leadership, industry insight,

In this episode, I talk about the project management identity crisis, a major issue holding firms back from effectively growing and supporting their PMs. It’s a key theme in Chapter 1 of my upcoming book, Beyond PM Training, and something we often see in firms that struggle to clearly identify who their project managers are.

***The video version of this episode can be viewed here.***
Engineering Quotes:

Here Are Some Key Points Discussed in This Episode About How to Overcome the Project Management Identity Crisis:


Many AEC professionals manage projects without officially holding the title of project manager, creating confusion around roles, responsibilities, and project delivery expectations. This lack of clarity makes it difficult for firms to develop, support, or even identify their project management talent and grow engineering project management careers.
In a project-driven industry, not knowing who the project managers are makes it nearly impossible to measure project performance or plan for growth. Just like a baseball team needs to know who its pitchers are, AEC firms need to clearly identify their PMs using accurate project tracking tools to succeed.
Many AEC firms struggle to identify their project managers because the role is frequently hidden behind other job titles. Exploring tools like project software and HR directories can help, but organizations need a clear system to define and track who truly manages project responsibilities.
Creating clear job titles that include project management responsibilities makes it easier to identify and support PMs across the organization. With defined roles and experience levels, firms can better plan training, mentoring, and hiring to strengthen their project management capabilities and ensure consistent client satisfaction.
Knowing the number and experience level of project managers helps organizations plan training, mentoring, and hiring more effectively. This insight supports growth by ensuring the right people are in place to deliver projects successfully and drive long-term business results. Project managers play a key role in both delivering successful projects and building strong client relationships that lead to repeat work. Without knowing who they are, firms risk losing opportunities for profit, growth, and long-term client loyalty.

Books Mentioned in This Episode:
Beyond PM Training



Please leave your comments, feedback, or questions in the section below.

In this episode, I talk with Clint Padgett, president & CEO of Project Success, Inc., about how it’s still real conversation that moves projects forward, more than any software or report ever could. Learn why the most successful project managers prioritize project management communication strategies to drive clarity, accountability, and results.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Asked Clint:

What makes real-time conversations more helpful than emails or digital tools, and how can project managers use them to get better results?
How can project managers encourage more face-to-face or real-time conversations on their projects?
How should project managers approach tough conversations with clients, contractors, or team members while keeping the project on track?
What can a project manager do to fix things when communication breaks down during a project?
What’s one common mistake project managers make, and how can they avoid or reduce its impact?

Here Are Some Key Points Discussed in This Episode About Practical Project Management Communication Strategies You Can Use Today:


Real-time conversations help teams clear up confusion immediately and keep the message consistent as it moves between people. Project managers who prioritize live discussions reduce miscommunication and keep projects moving in the right direction. These are foundational project management communication strategies that enhance both clarity and efficiency.
Project managers create stronger alignment when they step away from email and talk directly with their teams. Choosing quick calls or in-person check-ins saves time and strengthens understanding across the project. This form of real-time project collaboration is key to avoiding miscommunication and building team unity.
Clear, fact-based discussions allow project managers to handle difficult topics without derailing progress. When they explain trade-offs and involve others in solutions, they gain cooperation while protecting deadlines and budgets. Handling difficult conversations in project management becomes easier with communication rooted in transparency and shared understanding.
Project managers take control by gathering the team, reviewing what went wrong, and deciding together how to move forward. Open dialogue paired with a clear recovery plan brings clarity and keeps the project on course. These effective communication techniques in project management can prevent major setbacks.
One common mistake is building a plan alone and expecting others to follow it. When project teams help create the plan, they understand it better and take more responsibility for delivering results. Team involvement in project planning is a powerful way to improve commitment and accountability throughout the project lifecycle.

More Details in This Episode…
About Clint Padgett
Clinton M. Padgett is the president and CEO of Project Success. With over 30 years of project management experience, he has built his career helping Fortune 100 companies optimize their businesses. Clint is a graduate of The Georgia Institute of Technology with a bachelor’s of electrical engineering and an MBA from The Fuqua School of Business at Duke University. He is a member of the Project Management Institute, the Institute of Electrical and Electronic Engineers, the Project Development & Management Association, and is a Forbes speaker charter member and Forbes thought leader. He has been featured in media, including Forbes, MSN, Yahoo Finance, and Entrepreneur Weekly.

Clint is a best-selling author of two books, including: The Project Success Method: A Proven Approach for Achieving Superior Project Performance,

In this episode, I talk with Wei Kwan Ng, PMP, Program Manager at Agilent Technologies, about the hidden struggles engineers face when stepping into project management, and how to overcome them with confidence. We explore real-world project management success factors that help technical professionals thrive in leadership roles, including planning strategies, stakeholder communication, and building cross-functional collaboration skills.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Asked Wei:

What are the biggest challenges in launching new technology, and how do project management success factors help with that?
How do you work with stakeholders who don’t fully understand the benefits of a project?
What do you think would make this project more valuable or helpful for the people it’s meant to serve?
For someone moving into project management without formal training, what challenges might they face, and how can they build the right skills?
What helped you pass the PMP exam on your first try, and how can others prepare effectively?
What’s one lesson from your book that really changed how you manage projects—and that others could apply too?
How can engineers and technical professionals improve their communication and use technology better on complex projects?
What trends in engineering and project management do you think will have the biggest impact in the near future?
What are the most important skills or traits project managers should focus on to succeed in today’s fast-paced environment?
What’s one common mistake project managers make, and how can they avoid or fix it?

Here Are Some Key Points Discussed in This Episode About Powerful Project Management Success Factors That Will Empower You:



Bringing new technology to market often involves bridging gaps between hardware and software teams. Understanding project management success factors like cross-functional communication and collaboration plays a crucial role in smoother execution and fewer delays.
Successful project managers lead by listening and engaging stakeholders early in the process. This is one of the most critical project management success factors—creating alignment through respect and inclusion.
Projects become more meaningful when teams listen to the needs of the people affected. Asking the right questions and involving others in decision-making are key project management success factors that lead to more relevant and impactful outcomes.
Those without formal training frequently overlook the importance of upfront planning. Defining scope, budget, and timeline early are foundational project management success factors that help avoid problems later.
Passing the PMP exam requires more than knowledge—it takes practice under real exam conditions. Building exam stamina is one of the lesser-known yet vital project management success factors for success.
When something doesn’t feel right in the planning phase, it’s better to pause and reassess. Having the courage to reassess and redirect early is a powerful project management success factor that avoids costly setbacks.
As projects grow in complexity, teams must break down silos and align goals. Integrated tools and communication strategies are increasingly important project management success factors in modern environments.
Emerging trends point to faster timelines, tighter budgets, and more technology. Adaptability and team collaboration are essential project management success factors that will define long-term success.
Strong project managers sharpen their ability to listen, collaborate, and lead with clarity. People-focused leadership is one of the most impactful project management su...

In this episode, I talk with Dylan Sheets, PMP, senior project manager at Timmons Group, about how GIS in telecommunications project management is transforming the industry by streamlining planning, reporting, and decision-making while overcoming challenges in large-scale telecom projects.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Asked Dylan:

How does GIS in telecommunications project management help with planning, executing, reporting, and decision-making in telecommunications projects?
For those unfamiliar with geospatial technology, would you describe it as simply location-based tools like GPS or Google Earth, or is there more to it?
What are the biggest challenges in managing large-scale telecommunications projects, and can you share an example of how GIS has helped solve a specific issue?
How do you turn complex GIS data into easy-to-understand visuals like maps, graphs, or dashboards for stakeholders?
What are some of the latest trends in GIS that are shaping telecommunications project management?
How can AEC project managers use GIS in telecommunications project management to streamline their workflows and improve project efficiency?

Here Are Some Key Points Discussed in This Episode About How GIS is Unlocking New Opportunities in Telecommunications Project Management:


GIS in telecommunications project management enables project managers to identify potential obstacles such as gas lines, transmission lines, and roadways before construction begins. By integrating spatial data, teams reduce risks, improve decision-making, and enhance overall project efficiency.
Geospatial technology goes beyond basic location tools by providing advanced spatial analysis, predictive modeling, and data integration. These capabilities support infrastructure planning, cost estimation, and efficient project execution.
Managing costs in large-scale telecommunications projects is challenging, especially in rural areas where additional pole replacements and upgrades may be needed. GIS in telecommunications project management uses predictive modeling to help teams anticipate expenses, optimize resources, and make data-driven decisions before construction begins.
Simple visual cues, such as color-coded maps, allow project managers to quickly assess costs and identify problem areas. Dashboards customized for different stakeholders ensure that the right level of detail is available without overwhelming users with unnecessary data.
Integrating GIS in telecommunications project management centralizes permits, cost estimates, and construction data in a single system. This approach eliminates the need for multiple platforms, improves accuracy, and streamlines workflows across all project phases.
Siloed project data leads to inefficiencies and wasted time. GIS in telecommunications project management ensures that all stakeholders have easy access to accurate, up-to-date data, improving coordination and enhancing decision-making.

More Details in This Episode…
About Dylan Sheets, PMP
Dylan Sheets is a senior project manager in Timmons Group’s Telecommunications and Make Ready Engineering Group. Dylan performs and oversees tasks related to GIS data collection, data development, data analysis/visualization, GIS integrations and project deliverable quality control. Dylan has experience in many facets of GIS and specializes in integrating GIS and GPS technologies for data collection as well as project management and reporting. He uses his technical expertise in GIS technology and integrations to expand project management practices as they relate to telecommunications and other utilities. Additionally, Dylan is skilled in producing high quality maps, graphs,

In this episode, I talk with Paul Turner, P.Eng, PMP, CEO of the Industrial Commissioning Association, about how adopting a commissioning-first approach and the importance of commissioning in project management from the start of project planning can overcome inefficiencies, significantly enhance outcomes, and transform the definition of success in the AEC industry.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Asked Paul:

Why do you believe a commissioning-first approach is the key to fixing the challenges of traditional construction-led project development?
What are the major advantages of integrating commissioning early in project planning, and how can teams implement it successfully?
Can you describe how the ICA Global Commissioning Standard assists project teams in staying on track?
What is the most frequent misunderstanding you've come across about commissioning, and how do you help teams overcome it?
As someone new to this concept, how can AEC professionals transition to a commissioning-first approach in their projects?
What resources does ICA offer to help professionals incorporate commissioning into their projects effectively, and what value can AEC professionals gain from joining as members?

Here Are Some Key Points Discussed in This Episode About Powerful Secrets of Commissioning in Project Management for Outstanding Results:


A commissioning-first approach addresses traditional construction-led development challenges by ensuring that commissioning activities are integrated as part of a commissioning-first approach in project management throughout the entire project lifecycle, not just at the end. This alignment across design, construction, and commissioning phases mitigates risks and prevents costly delays and overruns.
Integrating commissioning early in project planning provides significant benefits, particularly when focusing on early commissioning in construction projects, such as allowing teams to access detailed information crucial for planning resources and materials effectively. Teams can successfully implement this strategy by including commissioning details in contracts from the beginning, ensuring that all project phases are coordinated for efficient execution and successful completion.
The ICA Global Commissioning Standard offers a consistent framework for industrial commissioning best practices, standardizing processes and terminology while addressing previous challenges of disjointed practices across projects. This standardization in commissioning practices helps teams maintain uniformity and enhances overall project efficiency and success.
The most common misunderstanding is that commissioning only involves testing at the end of a project. However, commissioning in project management is a continuous process that begins early and ensures successful outcomes. To overcome this, it is essential to educate teams on how commissioning in project management integrates into each project phase to ensure thorough planning and execution.
AEC professionals new to the concept can transition to a commissioning-first approach by incorporating commissioning activities into the early stages of project planning. This includes establishing a comprehensive project management plan and risk register early on, which helps in managing risks and setting the project up for success from the beginning.
The Industrial Commissioning Association offers free access to valuable resources that support commissioning in project management, such as the ICA Global Commissioning Standard and document templates, available through its free membership. These resources support professionals in effectively incorporating commissioning into their projects,

In this episode, I talk with Kyle Majchrowski, senior project executive at Banner Health, board president of Ripple Intent, and founder of NexIntent, about how intentional conversations can transform team dynamics, build trust, and promote innovation. By prioritizing intentional conversations, project managers can improve communication, strengthen relationships, and achieve project success.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Asked Kyle :

What are intentional conversations, and why are they important in project management?
Can you share a key strategy from your book that AEC professionals can use to improve their professional dialogues?
How can project leaders encourage trust, vulnerability, and innovation within their teams?
What does the term "peopling" mean in project delivery, and how does it impact success?
What strategies can AEC professionals use to enhance recruitment, engagement, and retention?
What final advice do you have for professionals looking to improve their communication skills at work and home?

Here Are Some Key Points Discussed in This Episode About How Intentional Conversations Improve Project Management Growth:


Intentional conversations in project management go beyond routine discussions and task-oriented dialogues. They focus on deep engagement with team members, allowing for more effective discussions around trust, challenges, and collaboration. These conversations encourage clarity and transparency, leading to stronger relationships and better project outcomes.
Using structured frameworks to facilitate intentional conversations allows project leaders to navigate complex emotional and professional discussions. Approaching these conversations with predefined questions and methodologies simplifies communication, strengthens team alignment, and improves overall project efficiency.
Project leaders who use intentional conversations create a trust-based work environment where teams feel safe to express ideas, share concerns, and embrace innovation. Open dialogue leads to greater collaboration, improved morale, and increased willingness to take calculated risks.
The concept of "peopling" in project management emphasizes recognizing and leveraging the unique strengths, skills, and passions of each team member. By aligning individuals with tasks that match their capabilities and interests, teams become more engaged and motivated, driving productivity and project success.
Addressing challenges in recruitment, engagement, and retention requires a deep understanding of team dynamics and individual motivations. Utilizing behavioral assessments and personality frameworks helps organizations align roles with employee strengths, improving job satisfaction, retention rates, and long-term success.
AEC professionals can enhance their communication skills by incorporating behavioral assessments such as Harrison Assessment, Hogan, DISC, Clifton Strengths, and Myers-Briggs. These tools help individuals identify and refine their communication styles, making workplace interactions more effective and impactful.

More Details in This Episode…
About Kyle Majchrowski
Kyle Majchrowski is a dynamic leader and thought innovator with extensive experience in construction project management and human connection. As the senior project executive at Banner Health, Board President of Ripple Intent, and Founder of NexIntent, Kyle focuses on fostering meaningful conversations and driving engagement in both personal and professional environments.

He is the author of "Powerful Conversations: How to Talk About What Matters Most in Work and Life", a transformative guide on creating intentional and impactful connections.

In this episode, I talk with Devon Baummer, PE, ENV SP, civil engineer in aviation at Mead & Hunt, about mastering communication strategies and securing grant funding to navigate the complexities of successful large-scale aviation projects.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Asked Devon:

Can you discuss the unique challenges involved in managing an airport civil design project?
How can your experience and lessons learned in construction administration help engineers enhance their project outcomes, and why is this crucial for the success of aviation projects?
Can you explain the process of securing grant funding for aviation projects, and discuss why it's essential for a project manager in your field to understand this process?
How do you manage internal and external communications on large-scale projects, and what strategies have proven effective for you?
What key lessons have you learned from working on commercial and general aviation airport projects across various geographic regions?
Could you discuss your involvement with Engineers in Action and how it has influenced your perspective as a civil engineer?
How do you ensure effective collaboration between teams, especially when working across different locations and disciplines?
What final piece of advice can you share with AEC professionals looking to advance in their careers?

Here Are Some Key Points Discussed in This Episode About The Ultimate Aviation Projects Strategy for Remarkable and Profitable Results:


Managing airport civil design projects involves navigating challenging terrains and adhering to stringent FAA guidelines to ensure flat grades and efficient drainage are achieved. These complexities are critical for reducing risks and enhancing safety.
Insights from construction administration are invaluable, helping engineers refine project plans, which enhances the construction process and ensures compliance with safety and design standards. This is particularly crucial in aviation projects due to their complexity and the significant emphasis on safety and efficiency.
It is crucial for project managers in aviation to understand the funding process, as these projects are often publicly funded. Knowledge of this process ensures alignment with federal standards and financial accountability, crucial for successful project execution within budget.
Employing effective communication strategies, such as conducting thorough kick-off meetings to align all stakeholders from the start and maintaining regular updates through clear communication channels, is essential for smooth project flow and stakeholder satisfaction.
Working across various geographic regions highlights the necessity of adapting project management approaches to meet the distinct needs and involvement levels of diverse clients, from airport directors to managers. This approach ensures minimal disruption and sustains necessary airport functions.
Participation in Engineers in Action, especially in constructing pedestrian footbridges in rural communities, emphasizes the importance of creating sustainable infrastructure that significantly impacts community safety and accessibility. This involvement enriches the understanding of how engineering projects can transform lives through practical, community-focused initiatives.
Effective collaboration is achieved through proactive management, clear communication, and setting clear expectations early. These skills are crucial for managing the complexities that arise from working across various locations and disciplines.
AEC professionals must develop key skills such as proactivity, effective communication, and the ability to manage diverse teams.

In this episode, I talk with Brad Schmidt, power mechanical department manager at Stanley Consultants, about the University of Washington's steam generator replacement project. We discuss the innovative approaches and solutions implemented during this project and how they reflect creativity and efficiency in engineering.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Asked Brad:

Could you describe how the University of Washington's steam generator replacement project compares to similar university projects in the U.S.?
What were the main challenges faced during the University of Washington project, and how did they shape your approach to achieving the project's goals?
How did your team develop the innovative solution to bridge the seven-second power gap in the University of Washington's steam generator project?
Can you explain the challenges and solutions you encountered due to the limited space for the new generator and steam turbine at the University of Washington’s plant?
How do you manage the budget for a project with tight spaces and multiple design alternatives without significantly impacting overall project costs?
How did your team manage communication and coordination with stakeholders, contractors, and disciplines throughout the University of Washington project?
What were the key lessons learned from the University of Washington project in engineering and project management, and how are these applicable to future zero-carbon projects?
What final piece of advice would you offer AEC professionals to promote innovation within their engineering teams while managing the risks of unconventional solutions?

Here Are Some Key Points Discussed in This Episode About Sure Fire Strategies to Deliver a Powerful Steam Generator Solution:


The University of Washington's steam generator replacement project marks a critical step towards decarbonization, positioning the university as a leader in sustainable campus energy management. This major upgrade enhances the reliability of the central utility plant while aligning with environmental goals, setting a benchmark for similar initiatives nationwide.
The project encounters significant challenges, including the balance between reliable technology and ambitious decarbonization goals. Advanced switchgear integration into an aged infrastructure and the careful consideration of stakeholder interests reflect a strategic and sustainable approach to energy management.
Through active stakeholder engagement and collaboration, the team identifies a unique mechanical solution to bridge the power gap. Utilizing innovative technology, such as a diesel rotor UPS system, the project successfully achieves both reliability and sustainability objectives.
Meticulous planning and collaboration enable the integration of a substantial new generator and steam turbine within the plant’s limited space. The use of a diesel rotor UPS system and precise routing of utilities demonstrate adaptive solutions to overcome spatial constraints and support critical campus infrastructure.
Integrating constructability, maintenance, and ergonomics during the design phase ensures modifications are both practical and cost-efficient. Collaboration among designers, contractors, and plant staff addresses challenges effectively, minimizing the financial impact of design alternatives.
The partnership between McKinstry and the University of Washington creates a communication hub that streamlines coordination among all stakeholders. Regular meetings and open communication channels ensure challenges are resolved quickly, driving the project's success.
Stakeholder engagement and clear communication play a pivotal role in keeping the project on budge...

In this episode, I discuss how regular stakeholder communication is essential for preventing delays, minimizing conflicts, and ensuring project success.

***The video version of this episode can be viewed here.***
Engineering Quotes:

Here Are Some Key Points Discussed in This Episode About Practical Advice for Better Stakeholder Communication in AEC Project Management:


Project management serves as the cornerstone of achieving rapid, sustainable growth in the AEC industry. When executed effectively, it drives successful project outcomes, increases profitability, and ensures optimal resource utilization across both public and private sectors.
Effective project management depends on clear communication and proactive alignment among all stakeholders. Regular updates and check-ins build trust, prevent conflicts, and ensure that project changes are addressed seamlessly, keeping projects on track and stakeholders engaged.
Strong stakeholder communication is critical for project success, with clarity, trust, and early issue resolution as its core elements. Establishing consistent communication practices not only prevents costly delays but also strengthens client relationships, ensuring repeat business and long-term growth for AEC firms.
Establishing a clear communication plan at the start of a project lays the foundation for smooth collaboration and minimizes delays. Utilizing tools like shared spreadsheets or project management platforms ensures stakeholders can access critical updates efficiently, promoting alignment and reducing unnecessary meetings.
Tailoring communication to the needs of the audience ensures messages are effective and actionable. Clients may prefer high-level summaries, while technical teams require detailed specifics—understanding these preferences from the start helps achieve project success.
Documenting every decision and agreement is essential to protect the project and avoid costly disputes. Clear records ensure accountability and simplify addressing extra work or changes without confusion or delays.
Proactive communication is a cornerstone of successful project management, ensuring stakeholders remain informed and aligned. Simple practices like regular updates help prevent misunderstandings, reduce unnecessary inquiries, and strengthen professional relationships for smoother project outcomes.
Effective stakeholder communication relies on five key strategies: establish a clear communication plan, leverage collaborative technology, tailor messages to the audience, document everything, and listen more than speak. Applying even a few of these strategies leads to better project outcomes, stronger relationships, and a more proactive management approach.

More Details in This Episode…
Sources/References:
Microsoft Teams
Asana
BIM 360

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In this episode, I talk with Hamid Fonooni, Ph.D., CPE, F.ABET, 2023-24 ABET president and director of the ergonomics program at the University of California-Davis, and Suzanne Beckstoffer, chair of the ABET Industry Advisory Council, about how ABET accreditation helps hiring managers identify top talent and overcome the unique challenges of the AEC sector.

***The video version of this episode can be viewed here.***
Engineering Quotes:





Here Are Some of the Questions I Asked Hamid and Suzanne:

What are the biggest challenges technical hiring managers in the AEC industry face when balancing production goals, budgets, deadlines, and effective talent acquisition?
How does ABET accreditation help hiring managers identify top talent equipped to meet the technical and project management demands of AEC roles?
What is the value of ABET accreditation for AEC firms in maintaining high employee morale and ensuring long-term resource stability?
How can AEC hiring managers use ABET accreditation to attract and retain talent amidst competitive hiring pressures?
How can collaboration between AEC hiring managers and ABET improve workforce readiness and support long-term success in engineering project delivery?
What advice can help AEC hiring managers strategically use ABET accreditation to address talent challenges and improve project outcomes?

Here Are Some Key Points Discussed in This Episode About How ABET Accreditation Quickly Helps You Spot Remarkably Outstanding Talent:


Hiring managers in the AEC industry face significant challenges balancing tight budgets, deadlines, and the need for highly skilled talent. Strategic hiring decisions, supported by tools like ABET accreditation, ensure quality candidates while minimizing risks associated with short-term compromises.
ABET accreditation plays a critical role in ensuring engineering and technical programs deliver high-quality education that meets industry standards. Hiring graduates from ABET-accredited programs allows managers to confidently select candidates equipped with the skills required to meet technical and project management demands.
ABET accreditation provides AEC firms with a clear advantage by ensuring they hire graduates with globally recognized technical skills and competencies. This improves employee morale, secures long-term resource stability, and reduces risks and costs tied to uncertain hiring outcomes.
Establishing relationships with ABET-accredited institutions connects AEC firms to top talent and creates a steady supply of skilled graduates. Collaborating through internships, scholarships, and industry advisory boards strengthens these connections and aligns educational programs with industry needs, making firms more appealing to potential hires.
Mentoring and industry collaboration play a critical role in developing successful engineering professionals. By building connections with universities and supporting initiatives like internships and mentorship programs, AEC firms improve workforce readiness and achieve long-term success in project delivery.
ABET accreditation sets a consistent standard for engineering education, ensuring graduates possess the skills needed for success in the industry. Partnering with ABET-accredited programs enables AEC firms to strategically address talent challenges, improve workforce development, and achieve high-quality project outcomes.

More Details in This Episode…
About Hamid Fonooni, Ph.D., CPE, F.ABET
Hamid Fonooni, Ph.D., CPE, F.ABET, (ABET President): currently serving as the director of the ergonomics program in occupational health services at the University of California-Davis. Prior to his appointment at UC Davis, he served as the director of the master of science in occupational safety...

In this episode, I talk with Laura Barnard, PMP, CAL, Prosci, IES, founder and chief IMPACT Driver of PMO Strategies, about key principles to help project managers drive impactful, value-focused results. We share practical strategies to maximize outcomes and actionable tips to elevate your project management skills.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Asked Laura:

What key principles should project managers follow to lead meaningful business transformations?
How can project managers help their teams adapt effectively to evolving business priorities?
What common challenges do teams face during transformative projects, and how can they overcome them?
What strategies can project managers use to clearly communicate project value across their organizations?
How can project managers in architecture and engineering help their teams focus on delivering real business value beyond just timelines and budgets?
Can you give an overview of the impact engine and how it helps teams consistently deliver strategic business results?
What advice do you have for project managers to empower their teams and keep them focused on driving meaningful impact?

Here Are Some Key Points Discussed in This Episode About Practical Strategies That Will Make You a Better Project Manager:


Project managers focus on bridging technical and business perspectives, aligning efforts, and driving strategic goals. Prioritizing flexibility, a value-driven mindset, and clear communication ensures that efforts remain centered on meaningful outcomes, accelerating transformation.
By aligning their work with overarching business goals rather than rigidly adhering to time, scope, and cost constraints, project managers build adaptability. Involving stakeholders in decision-making and maintaining flexibility keeps teams responsive to changing needs while delivering meaningful outcomes.
Teams often encounter inefficiencies from excessive processes, misaligned priorities, and resource strain. Simplifying workflows, reducing unnecessary meetings, and maintaining clarity on goals enable teams to concentrate on high-impact tasks, resolve bottlenecks, and deliver results effectively.
Effective communication requires simplifying updates to focus on driving decisions and actions, while avoiding excessive data or unnecessary meetings. By presenting progress in terms of strategic goals and meaningful outcomes, project managers ensure alignment and clarity across stakeholders.
Clearly defining success criteria and aligning efforts with organizational goals ensures teams prioritize outcomes that matter. Regularly revisiting these goals in updates and meetings emphasizes their importance and keeps teams focused on value-driven results rather than just completing tasks.
The Impact Engine offers a structured framework to identify root causes of challenges, prioritize critical tasks, and deliver continuous value. By addressing problems iteratively, building trust with stakeholders, and aligning efforts with strategic goals, it helps teams create long-term impact while solving key business issues effectively.
Project managers collaborate with teams to achieve shared goals and outcomes rather than imposing changes. By solving real business problems, creating a sense of ownership, and aligning efforts with organizational objectives, teams advance progress and stay motivated to deliver meaningful results.

More Details in This Episode…
About Laura Barnard, PMP, CAL, Prosci, IES
Laura Barnard holds certifications in project management, agile leadership, and change management and is the creator of the IMPACT System, which transforms teams into nimble,

In this episode, I talk with Jamison Morse, P.E., R.A., principal and director of buildings + structures at PVE-LLC at PVE, LLC, about how the dual expertise of engineering and architecture shapes dynamic project management and drives the core elements of successful AEC projects.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Asked Jamison:

How has your experience as both an engineer and architect influenced how you manage AEC projects?
How do you ensure BIM and other technologies align with your team’s project management goals?
What strategies do you use to handle regulatory compliance challenges like New York City’s local laws 11 and 37?
How do you balance innovative architectural design with structural integrity when working with engineering and architecture teams?
How do you manage inspections, repairs, and restorations of aging infrastructure while addressing time, cost, and safety concerns?
Will the software you’re developing stay in-house, or do you plan to license it to other firms?
What lessons from managing diverse teams can help AEC project managers improve communication and coordination?
What final piece of advice would you give AEC project managers for leading successful projects and building strong client relationships?
What is the biggest challenge you’ve faced as a project manager, and how would you recommend solving it?

Here Are Some Key Points Discussed in This Episode About How Combining Engineering and Architecture Skills Can Create Better Projects:


Leveraging dual expertise enables professionals to understand diverse roles within a project and align them for cohesive teamwork. By committing to long-term growth, leaders build comprehensive knowledge that enhances team performance and positions them to guide projects effectively.
Equipping team members with tools aligned to their strengths and providing targeted training ensures the effective use of BIM and other technologies. Clear systems and consistent teamwork drive innovation and align efforts with project goals.
Offering free educational seminars and utilizing automated systems like checklists and reporting tools ensures compliance processes remain straightforward and organized. These methods minimize errors, promote consistency, and elevate team efficiency in regulatory work.
Aligning team strengths and encouraging collaboration ensures designs achieve both creativity and structural soundness. Providing resources for innovation and enabling open communication helps professionals deliver practical and visionary solutions.
Creating innovative tools streamlines inspections and decision-making, reducing time and costs while maintaining safety and quality. Refining these tools over time improves efficiency and supports industry-wide progress by addressing evolving challenges.
Sharing internally developed tools with other firms strengthens collaboration and elevates industry standards. By focusing on continuous improvement and accessibility, these innovations tackle shared challenges in infrastructure and project management.
Bringing teams together in person builds trust, connection, and open communication. Face-to-face interaction is crucial for aligning perspectives, resolving challenges, and building a unified and effective team.
Establishing trust through accountability and prioritizing humanity over shortcuts is essential for long-term success. Strong relationships grow when professionals emphasize consistent improvement, transparent communication, and meaningful collaboration.
A significant challenge is avoiding burnout while addressing numerous issues simultaneously. The solution lies in prioritizing tasks,

In this episode, I talk with Tejal Patel, P.E., CME, LEED AP, associate and client manager at T&M Associates, about balancing technical expertise with leadership and client relationships. We dive into strategies for managing teams, transitioning into business development, and driving long-term success.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Asked Tejal:

What strategies do you use to balance technical accuracy with meeting deadlines, budgets, and client expectations?
In what ways can you make the most of your team's strengths while keeping an eye on the bigger picture as a leader?
How has your technical background helped you earn clients' trust in business development, and what challenges have you faced along the way?
What challenges have you encountered moving from junior engineer to project manager and business developer, and what lessons have you learned about adaptability?
Can you share your approach to explaining complex technical ideas to clients in simple terms and how strong client relationships have benefited your work?
What methods do you use to help young engineers grow their technical and leadership skills while promoting innovation and business success?
What final advice would you give AEC professionals on balancing technical work, project management, and business development while staying up to date with industry trends?

Here Are Some Key Points Discussed in This Episode About Blending Technical Expertise and Leadership for Professional Growth:


Balancing technical accuracy with deadlines, budgets, and client expectations relies on leveraging team strengths and promoting open communication. Setting clear goals, conducting regular check-ins, and encouraging collaboration help maintain technical precision while meeting project constraints effectively.
Recognizing and utilizing team members' unique skills strengthens collaboration and empowers them to take ownership of their work. Pairing this with clear goals and consistent communication ensures technical accuracy while allowing the team to remain creative and aligned with the project's overall vision.
A strong technical foundation builds trust with clients by demonstrating expertise and addressing their concerns confidently. However, transitioning into business development also requires adaptability and continuous learning to bridge technical insights with strategic thinking and client relationship-building.
The transition from junior engineer to project manager and business developer requires balancing technical expertise with leadership and strategic responsibilities. Embracing adaptability, seeking feedback, and continuously learning are essential for overcoming challenges and succeeding in these evolving roles.
Simplifying complex technical concepts by using relatable language and avoiding jargon creates clear communication with clients. Building trust through transparent and respectful collaboration strengthens relationships, leading to repeat business and new opportunities.
Mentoring young engineers includes gradually increasing their responsibilities, encouraging problem-solving, and building confidence through constructive feedback. By passing down knowledge and promoting innovation, leaders prepare the next generation to contribute to impactful and sustainable infrastructure projects.
AEC professionals should emphasize clear communication, adaptability, and continuous learning to balance technical, managerial, and business roles effectively. Documenting experiences, staying connected with industry developments, and building collaborative relationships ensure long-term success and professional growth.

More Details in This Episode…

In this episode, I speak with Carl Veillette, chief product officer at Newforma, about addressing the AEC industry’s challenge of managing the overwhelming flow of project data and its effects on budgets, timelines, and collaboration. We also discuss actionable strategies to ensure information remains secure, accessible, and organized for smoother project outcomes.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Asked Carl:

How has the volume of project data evolved in the AEC industry?
What are the main challenges that AEC firms face in managing and organizing all their project information?
How does poor information management impact projects and organizations?
How are AEC firms using tools like BIM, cloud computing, and AI to improve project delivery?
What other security concerns exist around AEC information management and protecting data?
Does Newforma’s software help firms stay compliant with agency requirements?
How do AEC firms handle knowledge transfer and manage the loss of expertise when team members leave?
What strategies would you recommend for firms to create an effective data strategy aligned with their business goals?
What final piece of advice would you give to AEC professionals who want to excel in project information management?

Here Are Some Key Points Discussed in This Episode About How to Streamline Your Project Data for Better Timelines and Results:


The volume of project data in the AEC industry grows significantly, especially with BIM technology simplifying document creation while adding complexity to data management. This growth makes it crucial for firms to adopt strategies for organizing and accessing information efficiently.
AEC firms face challenges in managing and organizing data spread across various platforms and partner systems, making consolidation difficult. Establishing a unified project record across these systems proves essential to streamline project management and reduce risks associated with dispersed information.
Poor information management hinders a firm’s ability to effectively use AI, predict outcomes, and access critical data during litigation, posing significant risks. Without organized, searchable archives, firms risk losing knowledge and increased project vulnerabilities.
AEC firms leverage BIM as a core information source beyond 3D visuals, capturing project and unstructured data, while cloud computing and AI facilitate data accessibility and analysis. These tools together enhance project delivery by allowing firms to reduce risks, manage data volume, and streamline communication.
Increasing security regulations across countries requires AEC firms to ensure data compliance and protection, especially for government or DoD projects. By utilizing on-premises, cloud, and regional cloud options, firms securely store data while addressing diverse regulatory requirements.
Newforma’s software supports compliance through various deployment options — on-premises, cloud, and regionalized cloud hosting — designed to meet regulatory needs across different jurisdictions. This approach allows firms to manage data effectively while ensuring compliance with security and industry standards.
AEC firms utilize searchable project archives to retain valuable knowledge and make it accessible to new team members. This approach preserves expertise and ensures project continuity, even as experienced staff leave the organization.
Firms should begin by mapping project delivery processes and identifying the tools and partners involved to ensure a comprehensive project record. Implementing a strong data governance strategy, supported by staff education and clear communication guidelines,

In this episode, I talk with Erin Slayton, P.E., DBIA, Env. SP, senior vice president and transportation program management director at HDR, as she debunks common misconceptions about program management in AEC and highlights its critical role in achieving project success.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Asked Erin:

What are some common misconceptions about program management in the AEC industry?
How does program management add value to large transportation projects?
When is the best time for an owner to bring in a program manager, and why does timing matter?
Is program management typically focused on managing multiple projects, like a portfolio?
Why do you think more clients are now seeking program management services?
What career opportunities are available in program management?
How has your career as an engineer been impacted by moving into program management?
What final piece of advice would you give to AEC professionals interested in moving into program management?

Here Are Some Key Points Discussed in This Episode About Debunking Myths About Program Management in AEC:


A common misconception in the AEC industry suggests that program management is simply a scaled-up version of project management, where adding more resources suffices for larger projects. In reality, program management involves coordinating multiple interrelated projects with a focus on achieving broader outcomes, not just delivering specific infrastructure.
Program management adds significant value to large transportation projects through a high-level, strategic approach that integrates all phases — from risk management to efficiency maximization. Through early coordination and alignment of interdisciplinary teams, program management addresses complex demands, optimizes resources, and enhances overall project outcomes.
Bringing in a program manager as early as possible, ideally at the project’s inception, provides the best results. Early involvement allows program managers to set strategic direction, identify potential risks, and establish efficient processes, helping to reduce costs and prevent delays.
Program management often entails overseeing multiple interconnected projects rather than a single one, akin to managing a portfolio. This approach emphasizes big-picture goals, ensuring that each project aligns with overarching objectives and contributes to the success of the entire program.
The rising client demand for program management services stems from complex challenges like aging infrastructure, climate-related impacts, and new funding sources such as the Infrastructure Investment and Jobs Act (IIJA). Program management supports clients in making informed decisions, navigating complex projects, and achieving resilience and efficiency.
Program management offers diverse career opportunities across roles like project controls, procurement, design review, and environmental impact analysis. Professionals with skills in budget, schedule, and risk management, or backgrounds in engineering, planning, or construction, can thrive in these roles.
Moving from engineering to program management expands an engineer’s perspective on large-scale project delivery, promoting skills in multidisciplinary collaboration, strategic problem-solving, and client alignment. This transition shifts the focus from technical solutions to orchestrating complex projects with an emphasis on achieving program-wide goals.
AEC professionals benefit from actively seeking mentorship and expressing their interest in program management roles. A flexible, open-minded approach to new challenges and a willingness to collaborate across disciplines support long-term success in this ...

In this episode, I talk with Dr. Josh Ramirez, Ph.D., NPPQ, PMP, CEO, and Dr. Jodi Bull Wilson, CSM, Ph.D., COO of the Institute for Neuro & Behavioral Project Management, about how understanding human behavior can transform project execution, enhance team performance, and sharpen decision-making for smoother, more successful outcomes.

***The video version of this episode can be viewed here.***
Engineering Quotes:





Here Are Some of the Questions I Asked Dr. Josh and Dr. Jodi:

What is behavioral project management, and how does it differ from traditional project management approaches in terms of improving decision-making and outcomes?
How does understanding cognitive conditions and designing project management processes around how the brain works lead to better project outcomes compared to traditional methods?
How do cognitive moderators or filters, like cognitive overload, impact decision-making in projects, and what can be done to manage these effects?
How can project managers apply behavioral design principles to navigate the effects of time pressure, improve team performance, and ensure better project delivery?
What role do pressure, process, and people play in the success or failure of a project, and how can managers effectively navigate these factors using behavioral project management strategies?
How does the NeuralPlan tool help project managers improve prediction accuracy and resource coordination throughout a project by applying behavioral insights?
Can you share some real-world examples where behavioral project management, using tools like NeuralPlan, has led to significant improvements in project outcomes?
How can AEC professionals incorporate behavioral principles into their daily project management practices for better long-term outcomes?
What final piece of advice would you give to AEC professionals about integrating behavioral insights into project management for sustained success?

Here Are Some Key Points Discussed in This Episode About How to Implement Behavioral Project Management for Better Performance:


Behavioral project management goes beyond standard frameworks by focusing on how behaviors influence decision-making throughout a project's lifecycle. By designing processes around how the brain works, teams identify risks more effectively, define scope better, and achieve improved outcomes compared to traditional methods.
Considering cognitive conditions and the individual’s role within the project context makes processes more effective. Tailoring management processes to how the team operates ensures more efficient decision-making and reduces errors, leading to better outcomes.
Cognitive overload overwhelms individuals and slows decision-making. Recognizing when cognitive load becomes too high and taking short breaks helps reset focus, improving decision-making and overall project outcomes.
Time and social pressures cause mental fatigue and reduce productivity. Managers boost performance by scheduling high-focus tasks during peak mental times and including short breaks, keeping teams energized and improving overall project delivery.
Pressure, process, and people all impact a project's success. Using behavioral strategies, such as identifying obstacles early and managing time pressure with well-timed breaks, helps managers effectively navigate these elements and ensure successful outcomes.
NeuralPlan enhances project management by improving prediction accuracy and resource coordination through behavioral insights. It enables teams to make reliable forecasts, ensuring smoother coordination from planning through execution, leading to better outcomes.
NeuralPlan improves forecasting accuracy, reducing errors from 50% to as low as 10%.