A new year always provides a chance for reflection and resolution, but now that we’ve crossed into a new decade, what better occasion to seriously peer into what that truly means for us in the industry? I had intended to write about performance evaluations, but have been pleasantly distracted by other, more meaningful, project management thoughts. I’m currently writing out of Doha, Qatar, where—unlike other countries and regions—investment, design, and construction are thriving. To get all this done requires project management, of course—perhaps approached and executed differently than in the past. 

The focus of this article isn’t on Doha specifically, but it does serve well as a general reminder that no matter where we are, our markets will flourish once more. As they do, project management will also emerge a changed practice, requiring all managers to transform their ways, means, and attitudes accordingly. Maybe slowly, maybe swiftly, but ever so surely, look for the dawn of the following:

• A stronger project management profession. Just as clients expect professional designations of architects, engineers, and environmental consultants, so too will they seek the knowledge and influence of project management professionals. It is extremely difficult to separate an architect or engineer from the project in a way that makes good management of it possible. There will always be too much attachment to, or obsession with, design—whereas project managers look beyond design to achieve the client’s objectives. Becoming a true project manager is a conscious career leap—not a casual role one switches on or off when the mood strikes. There will still be a lead architect and lead engineer, but the client interface will be with the firm’s project manager—who is neither of these.

• A wider roster of project management services. Perhaps it is a self-fulfilling prophecy brought on by so much chatter about it, or clients are simply demanding more for their money, but the commoditization of services is really happening. It is no longer enough to provide designs, calculations, or solutions—no matter how creative or innovative they seem to be. In the past, great architecture or engineering alone never ensured the project would be delivered successfully. So, whether pure project management, construction management, or IPD facilitation—these are the services procured by public and private entities to ensure the investment goes well. When I talk to firms about strategic planning or outright survival, these are the services they most often mention as potential ways to fill the gap left by the decline in traditional work. Since demand for this expertise will rise, it isn’t a bad idea to consider this as a service extension—so long as you fully understand the expectations and requirements.

• A greater emphasis on project leadership. A manager is one thing and a leader is another. Project leaders understand the value and vision of a client’s investment and pair that with their own firm’s strategic goals. Project leaders steer teams to successful outcomes and, if not armed already with contingency plans, consult all parties to resolve issues collaboratively. Leaders are confident, fair, open, and honest. They communicate the right information the right way at the right time—and expect challenges and welcome feedback. A project leader defines the experience the firm provides to the client, and is often the deciding factor on whether that client comes back.

Project management is the artful delivery of our professional services. To take it for granted or to assume that the practice will elude changes despite the tumult in our industry would be very unwise. If you want to be the best at what you do—today and well into this new era—you’ll want to be the project leader the built environment will now require.

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