In this episode, I talk with Megan Burbank, Associate Vice President at CP Engineers, Architecture and Environmental Services, about overcoming project management challenges in the AEC industry. We explore proven strategies for managing regulatory compliance, empowering diverse teams, and leveraging evolving digital tools like Civil 3D and GIS. Megan shares hard-earned insights from her 25-year engineering journey, including the complexities of leading large-scale infrastructure projects like the LaGuardia Airport redevelopment. If you're looking to strengthen your leadership in civil engineering, streamline processes, and tackle technical demands head-on, this discussion has essential takeaways you can implement right away.
Here Are Some of the Questions I Ask Meghan Burbank, LEEP A.P.:

What inspired your career path in civil engineering and how did you advance into the role of vice president?
What types of AEC projects present the biggest project management challenges and how do you overcome them?
How do you manage complex compliance requirements while keeping project schedules and budgets aligned?
What techniques help you keep diverse project teams motivated and unified on technically demanding projects?
What strategies do you use to manage stakeholder expectations and communication in large-scale infrastructure projects?
What project management tools have evolved in the AEC industry and which ones have had the most impact on your work?
Which project has been most rewarding from a project management perspective, and what lessons did it provide?
What advice do you have for project managers in the AEC industry looking to advance their leadership skills?
What is the most common project management pitfall in AEC projects and how can professionals avoid it?

Here Are Some Key Points Discussed in This Episode About Overcoming Project Management Challenges in Civil Engineering Projects


A passion for solving real-world problems and a drive to take on new challenges have fueled her decades-long rise in civil engineering. By embracing varied responsibilities early and learning tools like AutoCAD and Civil 3D, she has built the skills needed to lead complex projects and operations today.
The most challenging projects involve large-scale redevelopment in active, high-traffic environments with many stakeholders, like LaGuardia Airport. Managing these requires advanced planning, strong coordination, and cutting-edge tools to avoid costly delays and design conflicts.
Balancing compliance and schedules begins with honest stakeholder conversations early in the process. Understanding evolving regulations and building parallel workflows help keep teams productive and avoid last-minute redesigns.
Setting clear goals, communicating openly, and encouraging collaboration create team alignment and motivation. Recognizing contributions and listening actively empower team members and strengthen results even amid technical complexity.
An adaptable communication plan that reflects the priorities of all stakeholders builds buy-in from the start. Maintaining transparency through consistent updates and feedback loops prevents conflict and keeps large-scale infrastructure projects in sync.
Cloud-based software like Deltek Ajera, BIM 360, and Civil 3D improves visibility, accuracy, and real-time sharing across dispersed AEC teams. These tools eliminate manual workflows and optimize modeling, leading to faster, higher-quality project delivery.
The LaGuardia Airport project was a defining experience due to its scale, coordination demands, and high-stakes expectations. It taught the value of integrating workflows, managing risk, and adapting to unanticipated real-world scenarios that impact every aspect of engineering.

In this episode, I talk with Ryan Kunish, Vice President of Global Product at Oracle Construction and Engineering, about construction project technology and how it’s revolutionizing project delivery. We explore high-impact trends like AI, cloud solutions, and 5D BIM that are making construction more efficient and data-driven.
Here Are Some of the Questions I Ask Ryan Kunisch:

What emerging construction project technology solutions have made the biggest impact on the AEC industry today?
How does Oracle’s construction project technology help engineering project managers keep projects on schedule and manage risk?
How can construction technology directly reduce project costs through smarter resource allocation and budgeting accuracy?
Can you share a real-world example of how Oracle’s platform improved construction project operations for a client?
In what ways can simulations and reporting dashboards promote professional growth for AEC project managers?
What are some key strategies for overcoming resistance to new construction project technology in AEC teams?
What future construction project technology trends should AEC project managers focus on to stay competitive?
What is one key piece of advice you would give AEC project leaders for adopting new construction project technology?
What is the biggest project management pitfall you see in the construction industry and how can it be avoided?

Here Are Some Key Points Discussed in This Episode About How AI is Transforming Construction Project Technology


Artificial intelligence, reality capture, and 5D BIM are reshaping how projects are visualized, scheduled, and executed. These tools enable teams to bridge the physical and digital worlds, leading to smarter and more efficient construction workflows.
Construction project technology connects teams, empowers individuals, and synchronizes activities through centralized data integration. Real-time insights into scope, schedule, and budget allow managers to proactively identify risks and keep projects on track.
By integrating smart data platforms, teams get the right people on the right tasks at the right time, improving efficiency and reducing waste. Dynamic scheduling tools help project leaders minimize delays and control budgeting with greater precision.
Atlas Salt used Oracle Aconex, Primavera Cloud, and NetSuite to unify data and improve project visibility. As a result, they shortened feasibility study timelines and enhanced overall delivery effectiveness.
Technology offers project managers real-time dashboards and scenario analysis tools to assess past decisions and simulate future actions. This helps professionals develop deeper insights and strategic foresight, improving project outcomes.
Overcoming resistance begins with identifying real pain points and validating them through collaboration. Starting with proof-of-concept projects and aligning software with refined processes ensures better adoption and meaningful return on investment.
Project managers should stay ahead by adopting AI-driven workflows, real-time 3D modeling, and reality capture integrations. They must also prepare for higher compliance expectations and more synchronized documentation requirements.
Focus on perfecting a few high-value workflows using digital tools before scaling the strategy to the entire organization. Establishing core process excellence creates momentum, improves ROI, and builds a culture of consistent improvement.
One major pitfall is prioritizing digital plans over field reality, which disconnects data from execution. Project success relies on aligning strategic intent with on-site implementation where real people deliver real results.

More Details in This Episode…
About the Guest
Ryan Kunisch

In this episode, I talk with Matthew Duffy, Vice President of IESVE Sales North America East at IES Ltd., about how early energy modeling shapes smarter project decisions. We explore how 3D simulation helps right-size HVAC systems, connect sustainability goals with budget realities, and give project managers powerful tools to lead with clarity and confidence.
Engineering Quotes:



Here Are Some of the Questions I Ask Matthew Duffy:

As a mechanical engineer now in leadership, how has your technical background shaped your approach to strategy and client engagement in the AEC industry?
What trends are you seeing in how project managers and engineers use early energy modeling today?
How can digital tools like IESVE improve project decisions and change the role of AEC project managers?
What should project managers know about load calculations and HVAC equipment sizing software?
How do you see early energy modeling helping bridge the gap between design, engineering, and project management teams?
What are the biggest misconceptions project managers or engineers have about energy modeling, and how do you address them?
Why do you think some people avoid using energy modeling and stick to familiar methods instead?
What advice would you give project managers who want to integrate sustainability and efficiency into their projects?
What do you think is the biggest pitfall project managers face, and how can they avoid or overcome it?

Here Are Some Key Points Discussed in This Episode About How Early Energy Modeling Prevents Oversizing and Costly Mistakes:


A strong technical foundation equips leaders to communicate across disciplines and align strategy with the needs of owners, architects, and engineers. It builds credibility and allows complex ideas to be translated into practical decisions that support client engagement.
Early energy modeling is expanding from simple efficiency checks to full evaluations of energy and carbon at every level of a project. Teams now analyze site conditions, heat flows, and system options as sustainable and resilient buildings become top priorities.
Digital tools like IESVE bring performance data into the earliest design phases, allowing teams to test systems virtually before construction. This empowers project managers to guide sustainability, budget, and scheduling decisions with accurate, real-time insights.
The industry is shifting from outdated 2D methods to advanced 3D modeling that delivers greater accuracy and faster validation. Project managers can quickly visualize inputs and outputs, making it easier to spot errors and communicate results clearly.
Energy modeling integrates with BIM to share geometry, system loads, and airflow data across disciplines. This shared platform reduces rework and creates a common understanding of performance goals for all team members.
Many believe energy modeling is too slow or resource-heavy to be practical. In reality, focused studies produce valuable insights quickly and help teams make smarter choices that meet codes and performance goals.
Energy modeling often feels intimidating because of the learning curve and data inputs. With mentoring and project-based training, teams can overcome this barrier and see the practical benefits of using the tools early.
Performance analysis delivers the most value when it begins during the earliest planning phases, even with just a site location or a basic footprint. Early results on daylighting, system sizing, and energy intensity guide design choices before changes become costly.
A major pitfall for project managers is oversizing systems using rough estimates that inflate costs and energy use. Replacing these shortcuts with accurate energy modeling leads to right-sized systems,

In this episode, I talk with Eric Meisgeier, Project Manager at Stacy and Witbeck, Inc., about why a project delivery strategy rooted in a project-first mindset is the key to successful infrastructure project management. We dive into how aligning teams, stakeholder engagement, and separating technical from financial decisions support progressive design-build workflows, keep projects on track, and build lasting trust.
Engineering Quotes:



Here Are Some of the Questions I Ask Eric Meisgeier:

What does a project delivery strategy rooted in a project-first mentality mean to you, and how do you put it into practice?
How do you balance a project delivery strategy with the need to consider stakeholder engagement and community impacts?
What strategies have you found most effective for building collaboration and keeping diverse stakeholders aligned in infrastructure project management?
How do you separate technical discussions from financial ones to keep collaborative construction teams focused and productive?
What advantages have you seen from progressive design-build and CMGC delivery methods in project performance and risk management?
What do you see as one of the biggest pitfalls for project managers, and how can it be avoided through better project delivery strategy?
How do you integrate mentoring and developing future professionals into your leadership style within infrastructure project teams?
What is one final piece of advice you would give to project managers who want to build trust and consistently deliver successful projects through effective project delivery strategy?

Here Are Some Key Points Discussed in This Episode About A Project Delivery Strategy that Drives Infrastructure Success:


A project delivery strategy built on a project-first mentality means prioritizing the needs of the infrastructure project above personal or organizational interests so that progress moves forward smoothly. It requires anticipating risks, addressing program-level challenges such as right-of-way and permits, and creating proactive task forces that prevent delays.
Communities are treated as essential stakeholders whose support directly shapes project outcomes. Consistent communication, attentive listening, and scheduling around local needs build trust and reduce resistance through strong stakeholder engagement.
Collaboration strengthens when people humanize interactions, listen before acting, and avoid unproductive conversations. Momentum builds when empowered decision-makers meet regularly to solve problems together and keep the project moving.
Technical discussions remain focused on engineering solutions without distraction from cost debates. Financial questions are handled in separate sessions, which allows technical experts to collaborate freely and maintain strong relationships.
Progressive design-build and CMGC delivery methods provide extended preconstruction time to align goals, clarify requirements, and build relationships before execution. This preparation improves planning, reduces conflict, and enhances efficiency once construction begins.
One of the biggest pitfalls for project managers is forcing rigid roles on team members without considering individual strengths. Success comes from adapting staffing plans, seeking input, and making timely decisions that support the team.
Mentoring is integrated into leadership by empowering individuals to make decisions, learn from mistakes, and grow through real experiences. Training people to develop others expands leadership impact and creates lasting growth for the organization.
Trust builds through empathy, active listening, and transparency. Sharing difficult news early and addressing it together strengthens credibility and keeps teams aligned in collaborative constructi...

In this episode, I talk with Jenna Anderson, PE, PMP, senior consultant and group lead at Parametrix, about project management leadership, using the right tools to keep AEC project delivery on track, and setting clear scope and budget planning to avoid pitfalls. We also explore time management strategies, growing confident project managers, and maintaining healthy boundaries for long-term success.
Engineering Quotes:



Here Are Some of the Questions I Ask Jenna Anderson, PE, PMP:

How do you guide new project managers in developing project management leadership qualities such as professionalism, communication, and transparency?
Which actions or mindset shifts are most effective in helping project managers and team members grow into confident project management leaders?
What systems or tools do you and your team rely on to stay organized, communicate well, and support successful AEC project delivery?
When balancing multiple projects and responsibilities, what strategies help you manage your time while maintaining healthy work-life boundaries?
What challenges come up most often on your infrastructure projects, and how do you approach solving them through effective project management?
For project managers aiming to move into leadership roles in the AEC industry, what advice would you give based on your own project management journey?
What is the biggest pitfall project managers encounter in scope and budget planning, and what steps can they take to avoid or overcome it?

Here Are Some Key Points Discussed in This Episode About Effective Project Management Leadership Strategies for AEC Professionals:


New project managers learn project management leadership by observing consistent respect, calm problem solving, and open communication in action. Regular check-ins, accessibility, and clear documentation help them see how professionalism and transparency are put into practice.
Confidence grows when team members are included in client meetings, given space to share their expertise, and encouraged to ask questions. Feedback, reflection, and recognition reinforce their value and build momentum for continued growth in project management roles.
A structured library of templates supports consistent project documentation across teams. Collaboration platforms like SharePoint, ProjectWise, Microsoft Teams, and Bluebeam Studio Sessions keep communication clear and files up to date for successful AEC project delivery.
Prioritization and time blocking help keep projects moving forward without unnecessary distractions. Clear communication of availability and thoughtful delegation protect balance and sustain productivity through effective time management strategies.
Stakeholder complexity, site constraints, and unexpected change remain common project challenges. These are managed through early engagement, direct field investigation, and careful documentation of scope or budget adjustments using proven project management methods.
Growth happens by taking advantage of leadership opportunities, seeking project management training, and asking for roles that align with long-term goals. Boundaries are equally important to preserve energy and avoid burnout in demanding AEC environments.
One of the biggest pitfalls in project management is rushing through scope and budget planning. Clear assumptions, disciplined lead input, budget flexibility, and quality reviews establish a strong foundation for successful project delivery.

More Details in This Episode…
About Jenna Anderson, PE, PMP
Jenna Anderson is a senior consultant and group lead at Parametrix, where she brings nearly two decades of experience as a civil engineer and project manager. Based in the Greater Washington area, she specializes in transportation and utility design ...

In this episode, I talk with Rodney Jones, RCE, GE, principal engineer and CEO at Skyline Geotechnical Inc., about leadership in geotechnical engineering firms, building a geotechnical engineering firm from the ground up, the lessons learned in engineering leadership strategies and business ownership, and how adaptability, people skills, and strong client relationships drive lasting AEC project management success.
Engineering Quotes:



Here Are Some of the Questions I Ask Rodney Jones, RCE, GE:

How did your experience at a mid-sized geotechnical engineering firm influence your leadership style and approach to running Skyline?
What challenges did you face when starting your geotechnical engineering company, and how did those challenges become learning opportunities in leadership?
How does having an in-house certified materials testing laboratory improve geotechnical project outcomes and decision-making for your clients?
When hiring someone without all the technical skills, what qualities do you look for that convince you they’re the right fit to train in a geotechnical engineering environment?
What advice would you give AEC leaders and project managers about leading effectively in today’s geotechnical industry?
How do you maintain strong client relationships while also balancing the demands of running a geotechnical firm and managing engineering projects?
What do you see as the biggest project management pitfall in geotechnical engineering, and how can PMs avoid or overcome it?

Here Are Some Key Points Discussed in This Episode About Leadership in Geotechnical Engineering Firms That Drive Project Success:


A mid-sized geotechnical engineering firm environment gives professionals access to every aspect of the business, from fieldwork to management decisions. This experience shapes leadership in geotechnical engineering firms by combining respect for people in the field with the ability to improve company operations.
Starting a geotechnical company introduces unexpected responsibilities such as licensing, contracts, billing, and insurance. Learning these tasks provides lasting insight into the critical functions that support successful engineering firm leadership.
An in-house laboratory ensures faster turnaround times and direct oversight of soil testing. This hands-on approach improves accuracy and gives clients results that support better geotechnical project decisions.
Adaptability, willingness to learn, and customer service experience stand out as the most valuable qualities in new team members. These traits reflect resilience and the capacity to perform effectively in demanding geotechnical environments.
Effective leadership in geotechnical engineering firms requires openness to new methods and readiness to adapt when challenges arise. Staying flexible and receptive helps projects run more smoothly and reduces stress on the team.
Client relationships strengthen when professionals personalize geotechnical projects and remember details that matter to people. Direct communication and thoughtful follow-ups build trust that leads to long-term collaboration.
The most common project management pitfall is failing to bring the right geotechnical experts into a project at the beginning. Assembling a skilled and collaborative team early prevents setbacks and supports efficient delivery.

More Details in This Episode…
About Rodney Jones, RCE, GE
Rodney Jones, RCE, GE, is a California-registered civil and geotechnical engineer with over 15 years of experience in the construction industry. He spent more than a decade with a medium- to large geotechnical, testing, and inspection firm before its acquisition by a national company. Through that experience, he came to believe that geotechnical engineering is at its b...

In this episode, I talk about why sending project managers to boot camps and calling it “training” can do more harm than good. I also outline why the AEC industry must move past outdated training and embrace AEC project management development as the key to building long-term growth, consistent performance, and stronger leaders in architecture, engineering, and construction firms.
Engineering Quotes:

Here Are Some Key Points Discussed in This Episode About AEC Project Management Development That Drives Consistent Performance:


Many AEC firms still rely on outdated PM boot camps that provide short bursts of instruction but little lasting value, often wasting time and money without delivering real growth. Project management training is typically treated as a box to check, with professionals rushing through it or disregarding it once they return to billable work.
High billability expectations leave project managers with little time for professional growth, and requiring them to complete PM training on their own time is both unrealistic and ineffective. Traditional boot camps are costly, intense, and have low retention rates, leaving participants with materials they never use again.
Shifting from the word “training” to “development” puts the focus on long-term skill building rather than one-time instruction. AEC project management development advances individuals to a more capable and effective state, supported by application, practice, and a complete PM ecosystem that includes mentoring, onboarding, career paths, and the right project management tools.
Multi-tiered programs, such as foundational and advanced levels, paired with spaced repetition, improve retention and real-world application. Without reinforcement, most new information is forgotten within a day, but spaced repetition strengthens results and ensures project management skills are applied effectively in AEC projects.
Hands-on activities, like creating a risk register or practicing active listening, turn theory into practical skills that drive consistent project delivery. Training sessions should be one part of a larger, structured AEC PM development program that also includes mentoring, activities, and client interaction.
A quick-fix approach to PM skills is no longer effective. Developing project managers over time builds strong leaders, creates a culture of continuous improvement, and strengthens the delivery of projects, which are the core product of every AEC firm. Organizations that embrace this shift lead the industry and set the standard for excellence.

More Details in This Episode…
Books Mentioned in This Episode:
Beyond PM Training: How to Build a Scalable AEC Project Management Ecosystem


Sources/References:
Ebbinghaus Forgetting Curve
Harvard Medical School
National Institutes of Health (NIH)
Connect with Anthony Fasano, PE, AEC PM, F. ASCE on LinkedIn
AEC PM Certification
AEC PM Connect
Project Management Accelerator™
Engineering Leadership Accelerator™

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

In this episode, I talk with Sebastian Lobo-Guerrero, Ph.D., P.E., BC.GE., technical project manager and laboratory manager at American Geotechnical & Environmental Services Inc., about how empathetic project leadership in AEC starts with clear communication, mentorship, and strong technical foundations. We discuss leading multidisciplinary project teams and turning complex work into clear outcomes.
Engineering Quotes:



Here Are Some of the Questions I Ask Sebastian Lobo-Guerrero, Ph.D., P.E., BC.GE.:

In what ways has your leadership approach evolved through mentoring students and managing engineering teams, and how does empathetic project leadership in AEC play a role?
How do you translate complex technical insights into practical decisions for project stakeholders and team members while maintaining empathy and clarity?
What does effective project management look like when coordinating multidisciplinary project teams, especially when applying empathetic leadership strategies?
Besides having a clear scope of work, what other strategies help you avoid miscommunication during projects and support empathetic project leadership in AEC?
Which lessons or experiences have had the biggest impact on your professional growth as a leader in the AEC industry?
What’s the most common project management pitfall you’ve seen, and how can others avoid it through empathy and proactive communication?

Here Are Some Key Points Discussed in This Episode About the Power of Empathetic Project Leadership in AEC:


Leadership grows when others begin to rely on your direction and trust your guidance. Mentorship plays a key role by focusing on helping others succeed and preparing them to lead in their own careers through empathetic project leadership in AEC.
Strong communication helps turn technical ideas into real project outcomes. By simplifying information and adjusting to the audience, engineers ensure decisions are clear, aligned, and effective hallmarks of empathetic leadership.
Effective management starts with a detailed scope of work and consistent communication that respects time and priorities. Keeping information focused and addressing issues early helps teams stay aligned and reduce risk, supporting empathetic project leadership in AEC environments.
Setting clear boundaries and addressing misunderstandings early keeps communication on track. Saying no with professionalism builds trust, reduces risk, and protects project goals which are key traits of empathetic leadership in engineering.
Working at the intersection of consulting and academia provides a broader view of engineering practice. Teaching from lived experience while staying engaged in active projects helps develop both technical depth and empathetic leadership skills.
A lack of empathy often weakens team performance and trust. AEC project managers who remember what it’s like to be in earlier roles lead more effectively by offering support, feedback, and practical tools for success through empathetic project leadership in AEC.

More Details in This Episode…
About Sebastian Lobo-Guerrero, Ph.D., P.E., BC.GE.
Sebastian Lobo-Guerrero, Ph.D., P.E., BC.GE. is a geotechnical project manager and laboratory manager at American Geotechnical & Environmental Services (AGES) Inc. in Pittsburgh, PA, and an adjunct professor at the University of Pittsburgh. With over 24 years of experience in geotechnical engineering, he specializes in deep and shallow foundation design, earth-retaining structures, and landslide stabilization. He has authored more than 250 technical publications and co-authored the State of Delaware LRFD Bridge Design Manual. A recognized leader in the field, Sebastian Lobo-Guerrero has served in key roles with ASCE and DFI and currently sits on the Board of Trustees for th...

In this episode, I talk with Lynnville Browning, PE, PMP, project management technical director at Henderson Engineers, about how shifting from tracking hours to tracking outcomes transforms AEC project performance and empowers teams. We discuss how earned value management improves forecasting and accountability, and why a strong data structure and trusted relationships are essential for success.
Engineering Quotes:



Here Are Some of the Questions I Ask Lynnville Browning, PE, PMP:

What led you to start using earned value management (EVM) in your projects?
In what ways do the schedule performance index (SPI) and cost performance index (CPI) help project managers monitor progress and performance?
How have you made EVM easier for project managers to use without adding extra work?
How does shifting from tracking hours to tracking tasks affect how your teams operate?
Can you explain how automation and data are enhancing the usefulness and reliability of earned value management?
What have you learned about setting up a project management office (PMO) that truly supports your teams?
Why is leadership support critical when implementing a PMO or rolling out a new earned value management system?
What’s one important skill project managers often overlook when it comes to building strong relationships and leading teams?

Here Are Some Key Points Discussed in This Episode About How Earned Value Management Is Transforming AEC Project Performance:


Earned value management (EVM) becomes a key focus after a company-wide shift to employee ownership introduces new audit requirements. This creates an opportunity to explore EVM as a practical way to improve forecasting, accountability, and AEC project performance.
The schedule performance index (SPI) measures how well a project stays on schedule by comparing planned progress to earned progress, while the cost performance index (CPI) tracks budget efficiency by showing how much value is gained for every dollar spent, helping project managers respond quickly to performance issues.
EVM in construction is integrated into existing workflows by tying earned value to task completion, which eliminates the need for subjective reporting. This approach enables teams to track progress automatically while staying focused on delivery.
Shifting from tracking hours to tracking tasks moves the focus to outcome-based project management and accountability. Teams gain clarity on expectations and can measure progress more accurately throughout each phase.
Automation connects earned value management tracking with project plans, billing structures, and historical data. This makes EVM easier to apply and ensures consistent, real-time visibility into project health.
An effective project management office (PMO) supports project managers while allowing business units to maintain ownership of their work. It delivers standards, tools, and training that enhance delivery without introducing unnecessary control.
Executive support ensures the time, resources, and alignment needed to implement systems like earned value management or a PMO across departments. It also builds confidence in the process and helps maintain momentum during change.
Project managers often overlook the impact of consistent, respectful communication across all roles and teams. Strong relationships build trust, lead to repeat business, and strengthen internal engagement.

More Details in This Episode…
About Lynnville Browning, PE, PMP
Lynnville Browning is the Project Management Technical Director at Henderson Engineers, where he leads firm-wide operations and strategy with a people-first mindset. Lynn originally stepped into a project management role to fill a need and never looked back. Today,

In this episode, I talk with Jose Matteo, MBA, MSEE, senior project manager, about how integrating technical leadership in AEC projects leads to fewer reworks, stronger schedules, and smarter decision-making across the built environment. We discuss why aligning precision-driven strategies with business goals is the key to successful AEC project management.
Engineering Quotes:



Here Are Some of the Questions I Ask Jose:

Why is it valuable to combine engineering and project management on AEC projects, and what benefits typically result from that integration?
Does applying an engineering mindset improve decision-making and help navigate complex project delivery strategies?
Where do you see a project manager’s mindset contributing most to successful collaboration with technical engineering teams?
Can you share some of the most common disconnects you’ve observed between engineers and project managers, and how teams can bridge them effectively?
Which scheduling tools or planning strategies have helped you build more reliable and realistic timelines?
Is there a method you rely on for improving schedule accuracy and reducing delays?
What’s the most common pitfall project managers face, and how can they best avoid or overcome it?
What are your strategies for tailoring communication and ensuring stakeholder alignment when working with both technical and business-focused stakeholders?

Here Are Some Key Points Discussed in This Episode About Mastering Technical Leadership in AEC Projects for Better Collaboration and Delivery:


Integrating engineering and project management helps reduce design rework by identifying risks early and aligning technical insight with execution goals. It also improves risk management in AEC, schedule accuracy, and supports stronger change control through clearer understanding of project deliverables.
An engineering mindset promotes system-level thinking that connects technical components with constraints like schedule and cost. This perspective allows managers to make informed decisions with clear sequencing and integration planning.
A project manager’s mindset keeps the overall vision, scope, and stakeholder priorities in focus while navigating constraints. This balance enables stronger collaboration in construction projects, helping teams meet business goals without compromising technical quality.
One major disconnect is the definition of success, where engineers focus on technical precision and PMs prioritize scope, timeline, and budget. Organizations can close this gap through shared planning, ongoing communication, and alignment on priorities.
Using historical data and benchmarks helps set realistic expectations. Including agreed-upon buffers ensures flexibility when challenges arise.
Project managers can analyze completed projects with similar scope to build baseline estimates. Buffers should be incorporated where needed to maintain adaptability and reduce rework.
Assuming stakeholder alignment without confirmation leads to costly missteps. Documenting all decisions and validating shared understanding are essential steps in effective technical leadership in AEC projects.
Clear communication tailored to technical, or business audiences strengthens stakeholder alignment. PMs should deliver detailed engineering insights to teams while focusing on outcomes and cost for business leads.

More Details in This Episode…
About Jose Matteo, MBA, MSEE
Jose Matteo is a Florida-based project manager and engineer with 12+ years of experience delivering complex software and electromechanical projects across regulated industries. With an MBA in finance and a master’s in electrical engineering, he specializes in Agile, Waterfall, and hybrid project methodologies.

In this episode, I talk with John Boulé, PE, executive vice president and operating unit manager at Dewberry, about how proactive leadership in project management, rooted in accountability and clear client communication strategies, can drive engineering project success. Drawing from his military background, John explains how staying on offense builds trust and empowers project managers at every level.
Engineering Quotes:



Here Are Some of the Questions I Ask John Boulé, PE:

How do you balance strong client communication while also looking out for your firm’s goals during a project led with proactive leadership in project management?
What is your approach to building flexible project plans that can adapt to changes and manage risk through proactive leadership?
How do you view accountability in proactive project management, and how do you encourage it within your teams?
If a project manager has the support they need but still underperforms, how do you hold them accountable as a leader practicing proactive leadership in project management?
How do you balance taking full ownership of a project while also empowering your team through proactive leadership?
What qualities make a project manager stand out as truly successful in the context of proactive leadership in project management?
What is one of the biggest project pitfalls you’ve seen, and what final piece of advice would you give to help PMs avoid it using proactive leadership strategies?

Here Are Some Key Points Discussed in This Episode About Proactive Leadership in Project Management: Key Principles & Best Practices:


Strong communication builds trust with clients and ensures goals are aligned throughout the project lifecycle. By consistently updating clients and managing budgets carefully, project managers practicing proactive leadership in project management can meet client needs while also ensuring the company’s commercial success.
A solid, written project plan must be developed before the project kickoff and include detailed budget breakdowns, quality protocols, and scheduling. When changes inevitably happen, having that baseline allows project managers to adjust effectively, a hallmark of proactive leadership in project management.
Accountability is a positive force that empowers project managers to lead confidently and take ownership. With proper support and autonomy, team members gain the confidence and experience needed to grow as leaders themselves under proactive leadership.
Leaders should allow small mistakes so team members can learn and grow, but repeated issues signal a mismatch in role. When support and oversight are in place, continued underperformance means reassignment may be necessary, a decision often guided by proactive leadership in project management.
Effective leaders assess individual strengths and weaknesses to build balanced teams that complement each other. By assigning the right responsibilities, project managers can lead strategically while helping others develop skills and confidence through proactive leadership.
Honesty, confidence, and the ability to deliver both good and bad news help project managers build strong relationships with clients. Successful PMs also avoid getting lost in technical details and stay focused on budget, schedule, and team coordination.
Scope management in engineering is a common pitfall that can derail budgets if not addressed early. The key is to communicate clearly with clients about out-of-scope work and request the necessary approvals to keep the project and company on track.

More Details in This Episode…
About John Boulé, PE
John Boulé, PE, is the executive vice president and operating unit manager for Dewberry’s Northeast practice. He has more than 38 years of experience delivering ...

In this episode, I talk with Tony Barreras, PMP, Owner at AJB Enterprise Holdings, Inc, about how hybrid project management in AEC is shaking up traditional workflows, the secret to keeping teams motivated for the long haul, and how scaling innovation in project management can unlock serious savings and game-changing results.
Engineering Quotes:



Here Are Some of the Questions I Asked Tony:

What made you decide to use agile methods in traditional brownfield projects, and how did your team react to that change?
Would you say agile project management is really just about being flexible and adjusting as you go?
Why do you think psychological safety in engineering teams is so important for performance, and how do personal relationships help create that kind of environment?
What are some effective ways you’ve found to keep teams motivated over the long term, especially using recognition and feedback.
Can you explain how your Innovation Network worked, what made it so successful, and how other AEC leaders can create a similar culture of innovation?
What’s one of the biggest mistakes you see project managers make, and how can they avoid or overcome it?

Here Are Some Key Points Discussed in This Episode About How Hybrid Project Management in AEC Is Revolutionizing Workflows and Driving Results:


Hybrid project management in AEC works well in brownfield environments by helping teams stay flexible, manage overlapping scopes, and improve daily coordination. While initial resistance is common, teams begin to see the value as communication and adaptability improve.
Agile in construction projects creates flexibility by organizing work into small, trackable pieces and adjusting priorities as needed. This approach allows teams to stay aligned and maintain momentum even when project conditions change.
Psychological safety in engineering teams helps members speak openly, solve problems faster, and stay aligned on goals. Strong relationships build trust, which makes it easier to communicate obstacles and work through conflict productively.
Long-term motivation improves when project work connects to each person’s career goals and growth opportunities. When team members feel seen and supported, they remain committed and perform at a higher level.
The Innovation Network succeeds by making idea sharing simple, asking for business value upfront, and using agile methods to act on ideas quickly. Clear templates, visible recognition, and leadership support help keep participation high and momentum strong.
Project managers often block progress by trying to control too much or failing to support their teams. Success depends on listening, keeping promises, and stepping back, so the team can do their best work.

More Details in This Episode…
About Tony Barreras, PMP
Tony Barreras is a seasoned project and program management leader with over 30 years of experience across the energy transition, oil and gas, chemicals, logistics, textiles, and food processing industries. He has led initiatives for global EPCm firms, integrating hybrid agile methods into traditional project environments and developing scalable project delivery systems.

A certified PMP since 1998, Tony has supported over 100 projects with expertise in execution planning, risk analysis, and value improvement practices. He founded a Project Management Academy to train and develop future leaders, and launched an innovation network that delivered over $500K in savings in its first year. Tony is also a published author, public speaker, and active community leader, known for blending technical excellence with a passion for mentoring and team development.
Sources/References:
AJB Enterprise Holdings
Bechtel
Honeywell
SAP
Wood

In this episode, I talk with Seth Greenwald, PMP, MID, senior project manager at the US Army Corps of Engineers, best-selling author, and passionate storyteller for the AEC space, about how storytelling and Generative AI for project managers are reshaping project management, transforming meetings, sparking creativity, and helping teams shift from resistance to readiness.
Engineering Quotes:



Here Are Some of the Questions I Asked Seth:

How has storytelling helped you as a project leader, especially when introducing new tools or guiding teams through change?
For those unfamiliar with the term, can you explain what Generative AI for project managers is and why project managers should take it seriously as a valuable tool?
What are some simple, everyday ways a project manager can start using Generative AI for project managers to feel more comfortable with it?
How do you personally balance using AI tools with relying on human intuition and creativity?
How did the audience respond to Alex (your chatbot)?
What’s the biggest project management pitfall you’ve seen, and how do you recommend avoiding or overcoming it?

Here Are Some Key Points Discussed in This Episode About How Generative AI for Project Managers Drives Creative Change and Leadership Effectiveness:


Engaging storytelling captures attention in a way that data alone cannot, making it easier to communicate complex ideas and drive engagement. When applied to change management, it helps align teams by providing clarity, context, and emotional connection.
Generative AI for project managers refers to tools that use data and language patterns to generate human-like responses. These technologies support PMs by helping them think creatively, solve problems faster, and communicate more effectively.
Introducing Generative AI for project managers can start with simple tools that summarize meeting notes or generate task lists. These actions save time and lower the barrier to entry, allowing PMs to explore AI in a low-risk, high-value way.
Complementing human intuition, Generative AI for project managers prompts better questions and sparks fresh ideas. It becomes part of the creative process and empowers project managers to lead with both insight and innovation.
Audience reactions showed surprise and curiosity when Seth introduced his chatbot, treating it like a team member. This interaction highlighted how Generative AI for project managers can challenge traditional expectations and open minds to new possibilities.
Overlooking team relationships is a common pitfall—even with Generative AI for project managers in use. Strong communication across multiple channels helps project managers build trust, prevent confusion, and lead more effectively.

More Details in This Episode…
About Seth Greenwald, PMP, MID
Seth Greenwald, PMP, MID, also known as Sherpa Seth, is a best-selling author, keynote speaker, and public speaking coach specializing in empowering project managers and technical leaders to communicate with confidence and clarity. With over 15 years of experience as a senior project manager for the U.S. Army Corps of Engineers and prior leadership roles in top engineering firms, he brings deep expertise in both project execution and storytelling strategy.

Seth is the founder of Creatively Speaking, Inc., where he delivers acclaimed programs like Page to Stage and Find Your Flow, helping professionals craft powerful presentations. A passionate advocate for communication leadership, he is a Distinguished Toastmaster, founding member of PMI-NYC Toastmasters, and secretary of the NYC chapter of the National Speakers Association. His latest book, Answering the Call of Your Creative Warrior, inspires readers to discover their authentic speaking voice and lead with im...

In this episode, I talk with Cesar De La Garza, Senior Project Manager at Ghafari Associates, about how smart listening in project management drives better decisions, stronger project management leadership, and trust within teams, plus the mindset and adaptability behind top AEC project managers.
Engineering Quotes:



Here Are Some of the Questions I Asked Cesar:

What does smart listening in project management mean to you, and how can it help project managers avoid common mistakes and make better decisions?
What are some practical ways you make sure you're really understanding your clients or team members during important conversations?
How do you help your team learn to listen better and communicate effectively in meetings with clients or stakeholders?
In what ways has continuous learning for engineers helped you adapt and stay successful in the face of changing project challenges?
Can you share a time when you worked on a project outside your comfort zone and how you turned that into a learning opportunity?
How do you manage the different expectations from clients, technical teams, and your own personal life without sacrificing quality?
What’s one of the biggest mistakes you see project managers make, and how can they prevent or overcome it?

Here Are Some Key Points Discussed in This Episode About How Smart Listening in Project Management Builds Better Communication and Fewer Mistakes:


Smart listening in project management means filtering out noise and focusing only on what adds value to the project. It helps project managers make better decisions and avoid wasting time on unrealistic ideas.
Effective communication in AEC project management starts with learning the client’s background and terminology before a meeting. Repeating key points and asking for confirmation ensures everyone is aligned.
Encourage the team to let others finish speaking and ask them to repeat their assignments to confirm understanding. Clear expectations and respectful communication in AEC project management improve how everyone works together.
Continuous learning for engineers keeps professionals sharp and ready to handle changing tools, teams, and client needs. Every team member, regardless of age or experience, brings something valuable to the table.
Working outside your comfort zone often highlights the real problem behind a project. Solving that problem with strong systems and process improvements creates meaningful impact.
Balancing expectations requires a strong team, regular check-ins, and clear communication in AEC project management. Productivity and efficiency may adjust, but quality stays non-negotiable.
Poor communication typically leads to confusion, delays, or missed goals. Setting clear expectations from the start and keeping everyone updated helps in avoiding project management pitfalls.

More Details in This Episode…
About Cesar De La Garza
I was born and raised in Mexico, in a small city about 200 miles south of the Texas border. Growing up, I learned the value of hard work, respect, and common sense principles that have guided me throughout my life. I earned my bachelor’s degree in industrial engineering and administration, specializing in business administration and finance.

With around 35 years of experience, my career started even before I graduated in 1991. From my first professional job to today, I’ve always been passionate about the details because they drive quality, productivity, and efficiency in my work.

If I’m assigned a project outside my preferred scope, I approach it as an opportunity to innovate and adapt. I leverage my knowledge and resourcefulness to reframe challenges, aligning the work with my strengths to overcome any obstacles.

In this episode, we talk with Rohit Motwani, CCM, PMP, program initiation lead, Americas East at Jacobs, about delivering large-scale infrastructure projects by building strong foundations, aligning stakeholders, and embracing collaborative project delivery models like public-private partnerships.
Engineering Quotes:





Here Are Some of the Questions I Asked Rohit:

What are some of the biggest challenges and most rewarding parts of managing large-scale infrastructure projects?
When starting a major project, what key steps help set it up for long-term success?
How do you keep all stakeholders aligned with the project’s goals from the planning stage through to execution?
How do collaborative project delivery models like public-private partnerships affect how you approach project planning and stakeholder management?
For project managers who have only worked on smaller projects but want to move into larger ones, what advice would you give them to help them prepare?
What’s one common mistake you see project managers make in the AEC industry, and how can they avoid or minimize it?

Here Are Some Key Points Discussed in This Episode About Delivering Large Scale Infrastructure Projects with Confidence:


Managing large-scale infrastructure projects often means dealing with complex technical, managerial, and stakeholder environments that require strategic coordination. The most rewarding part comes from successfully navigating these challenges and learning from experienced professionals along the way.
A strong start begins with clearly defining the project's vision, aligning stakeholders, and building the right processes and governance structure. Taking time to set these foundations early increases the chances of smooth and efficient execution later on.
Clarity of purpose and consistent communication help create shared understanding across all stakeholder groups. Successful teams invest in early alignment sessions and maintain open communication both inside the project and with external partners.
Collaborative project delivery models promote open conversations about risks and responsibilities, leading to more balanced relationships among partners. These models support transparency and shared decision-making, which can result in better outcomes for everyone involved.
Building a strong foundation in core infrastructure project management skills is essential, followed by identifying an area of expertise such as scheduling or risk management. Understanding how to operate within a larger, more structured environment helps prepare for the complexity of bigger projects.
One common mistake is focusing too much on daily tasks instead of leading with a strategic mindset. Project managers should stay focused on long-term goals, trust their teams, and step back to see the broader picture of where the project is heading.

More Details in This Episode…
About Rohit Motwani, CCM, PMP
Rohit Motwani, program initiation lead for Americas East at Jacobs, leads a team of professionals on major programs globally. He has worked on several global megaprojects in complex environments, including East Side Access, High Frequency Rail, Frederick Douglass Tunnel, Miami-Dade County, New York City Housing Authority, and U.S. Virgin Islands Rebuild. Rohit leads initiation and mobilization teams, establishes program vision and goals, develops governance, and leads delivery strategies for major capital programs. He holds a master’s degree in construction management from Carnegie Mellon University and is part of the MBA in major infrastructure delivery program at University College London Bartlett School of Sustainable Construction.
About the Host
Fiona Johann, PMP, AEC PM
Fiona Johann, PMP,

In this episode, I talk with Julie Sinistore, Ph.D., senior vice president at WSP in the U.S., about what life cycle assessment (LCA) really means and how project managers can use it to uncover hidden environmental impacts and make smarter, more sustainable decisions.
Engineering Quotes:



Here Are Some of the Questions I Asked Julie:

For those who may not be familiar, what exactly is a life cycle assessment (LCA), and how can it help project managers understand the environmental impact of a product or service?
How can LCA guide more sustainable design decisions for products or infrastructure, and what tools or types of data are most helpful in that process?
What new trends are you seeing in sustainability, particularly when it comes to AI, electricity use, data centers, or agriculture?
Can you share a real-world example where using LCA led to a major improvement in sustainability?
If you could change one thing about how industries approach sustainability, what would it be and why?

Here Are Some Key Points Discussed in This Episode About How Life Cycle Assessment Transforms Project Success:


A life cycle assessment examines the environmental impact of a product or service from raw materials to end-of-life. It helps project managers identify the true sources of emissions and waste, often revealing that manufacturing and energy use are bigger issues than transportation.
Using LCA early in the design process helps project managers compare options and choose more sustainable materials and methods. High-quality data is more important than expensive software and makes it easier to understand the environmental trade-offs of each decision.
Sustainability in data centers is gaining attention, with new cooling technologies reducing energy demands. AI is also improving sustainability work by automating tasks like data collection and analysis, making environmental assessments more efficient and accurate.
An LCA of animal-free whey protein showed a dramatic reduction in emissions, energy, and water use compared to traditional dairy. This data helped the company clearly demonstrate its environmental benefits to partners and investors.
Focusing only on carbon can lead to unintended consequences in other areas like water usage or air quality. A balanced, holistic approach allows teams to make smarter decisions that consider the full range of environmental impacts.

More Details in This Episode…
About Julie Sinistore, Ph.D.
Julie Sinistore, Ph.D., is a senior vice president and technical fellow at WSP USA, where she leads cutting-edge sustainability and life cycle assessment (LCA) initiatives. With expertise spanning carbon and water foot printing, environmental product declarations, and decarbonization strategy, she has worked across sectors including tech, bio-based fuels, agriculture, and construction.

Julie holds a Ph.D. in biological systems engineering and an M.Sc. in agroecology from the University of Wisconsin-Madison, and a B.Sc. from Rutgers University. She is a published researcher and educator, having taught sustainability and engineering courses at UC Berkeley, UW Madison, and Rutgers.

A global thought leader, Julie serves on the GHG Protocol’s Scope 3 Technical Working Group and the ISO TAG for environmental standards. She is also a certified EPD verifier and former board member of the American Center for Life Cycle Assessment.
Sources/References:
WSP in the US
Microsoft
Perfect Day
WRI
Connect with Julie Sinistore, Ph.D., on LinkedIn
AEC PM Certification
AEC PM Connect
Project Management Accelerator™
Engineering Leadership Accelerator™
Keynote Speaking

Please leave your comments, feedback,

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,