The ‘Infrastructure Decade’ Won’t Happen Without Project Managers

To lead local, national, and global transformation efforts, the construction industry itself – as well as industry professionals – need to transform. Here’s how it can be done.

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During his State of the Union address, President Biden announced an ambitious list of projects to repair U.S. infrastructure and set the stage for the country to enter an “infrastructure decade.” These projects – installing 500,000 electric vehicle charging stations, fixing over 65,000 miles of highway, and repairing 1,500 bridges – have the potential to create millions of jobs, contribute to economic equity, and help insulate Americans from the effects of climate change.

The work is critically needed and long overdue, both here in the United States and abroad. According to McKinsey, a $3.5 trillion investment in global economic infrastructure is required per year through 2035 to keep up with the demand for water, roads, airports, ports, electrical grids, and communication networks.

Meeting the global demand for infrastructure transformation is a daunting challenge, but construction professionals worldwide are up to the task. To be successful, construction leaders must work together to overcome the industry-wide propensity to underprice projects, which often leads to scope creep. A McKinsey report from 2020 found construction projects typically take 20% longer to finish than scheduled and are up to 80% over budget. Our own research found that two in five (40%) construction-related projects exceed their original timelines, and nearly three-quarters (73%) end over budget.

The world relies on the next generation of construction professionals and organizations more than ever before. To lead local, national, and global transformation efforts, the construction industry itself – as well as industry professionals – need to transform. Here’s how it can be done: 

Encourage young people to consider careers in construction

As news headlines and job reports have reminded us over the past year, skilled labor shortages have become a major issue in many industries, and construction is no exception. Over the coming decade, a surge in retirements will further drain talent. According to the National Center for Construction Education and Research, more than 40% of the current U.S. construction workforce is expected to retire by 2031. Our research predicts more than 61 million project managers will be needed in the manufacturing and construction industries by 2030 – a 13% increase over 2019.

I believe more Millennials and Gen Xers would consider careers in construction if they understood the breadth of different roles, skillsets, and opportunities for growth available within the industry. Yes, it’s true construction is among the least digitized industries globally and has shied away from innovation due to limited margins and general risk aversion. But that’s changing. As more construction organizations experiment with artificial intelligence, drones, and other forms of robotics, young people may recognize holding a highly sought-after job in technology doesn’t necessarily mean working for a “tech company.” 

Make sure construction professionals have the right skills

As the construction industry modernizes, organizations and the individuals who work for them must invest in upskilling to ensure they have the skills necessary to bring this infrastructure behemoth to fruition.

What are those skills? Today, a construction professional needs a combination of business acumen, technical abilities to keep up with the digitization of the industry, and interpersonal skills to ensure the work is done accurately and safely. And because delivering on this infrastructure investment will likely take an entire decade – if not longer – the construction professionals we are relying on must be committed to lifelong learning so they can stay up to date as the industry continues to evolve.

Fortunately, many resources are available to industry professionals looking to gain the skills necessary to “future-proof” their careers. For example, my organization, the Project Management Institute, offers The Construction Professional in Built Environment Projects (CPBEP), a full certification for project professionals in construction. The certification is designed for industry professionals to learn and prove mastery of the skills and knowledge needed to bring large, complex projects to life and transform the global construction industry.

Put project managers in the driver’s seat

Every industry relies on project managers to break down bold, ambitious ideas into manageable tasks and monitor progress. Completing projects on time and within budget is nearly always a challenge. This is particularly crucial performing in the public sector, as project managers play a pivotal role in efficiently tracking taxpayer-funded resources and delivering project outcomes for governments around the world.

Project management is about more than box-checking and note-taking. The most highly skilled project managers are agile problem-solvers, adept at building relationships, and flexible enough to pivot as needed throughout a project’s lifecycle. In construction, project managers understand the key causes of scope creep and know how to hedge against them. As labor shortages, climate change, and inflation continue to impact construction projects, project managers will be more critical than ever in keeping them on track.

The 2020s can be an “infrastructure decade” – but only if we have the right people to bring these projects to fruition. Rebuilding American infrastructure will require onboarding millions of new construction workers and equipping them with the skills they need to be successful. Project management professionals will be important in ensuring this work is completed accurately, resulting in a crucial transformation for the livelihood of millions of people.

Finally, infrastructure projects that land on time and budget will ensure maximum return on the significant investments now authorized under the IIJA bill. If we’re willing to make them, the return on these investments will be immense – as is the risk we take if we delay this critical work.

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