The Business and Personal Payoff of Better Project Management
Stu Haney
Stu has over 35 years of experience in the AEC industry. A teacher and a coach by nature, what’s most rewarding for Stu is helping others reach their full potential.
The Business and Personal Payoff of Better Project Management
When leadership sets clear expectations and holds project teams accountable for using project management tools and processes, the payoff extends far beyond improved project outcomes.
While the financial benefits are clear—fewer delays, reduced rework, and increased profitability—the impact on employee well-being is equally significant. A firm that runs well-managed projects creates a more stable, less stressful environment for everyone involved.
In the fast-paced design and construction industry, many firms face tight deadlines, sudden changes in scope, and unforeseen obstacles. When project teams aren’t aligned on processes or fail to use the tools meant to streamline their work, the result is predictable: fire drills, late nights, and constant stress to meet deadlines. This reactive environment wears on project managers, leading to burnout and turnover, and it hurts the bottom line.
Now, consider a firm where project management processes are not only implemented but consistently followed. Leaders set the expectation that tools are to be used, and they hold every project manager accountable. In these firms, project managers are empowered with the right data at the right time, helping them make better decisions. Issues are flagged early, adjustments are made, and everyone knows where a project stands—because everyone is using the same tools and processes.
The benefits are striking:
Fewer emergencies: When everyone is aligned, potential issues are identified early and can be addressed before they become urgent problems. This reduces the number of last-minutencrises and “fire drills” that so often lead to overtime and stress.
Less rework: With better planning and consistent tool use, project teams have clearer scopes and timelines, which reduces errors and rework. This directly impacts profitability by cutting unnecessary labor and material costs.
More predictable work hours: A well-managed project allows for more balanced workloads. When project managers aren’t constantly putting out fires, they can work more predictably, reducing overtime and improving work-life balance for everyone on the team.
Firms that commit to better project management also find it easier to attract and retain talent.
Skilled project managers want to work in environments where they are supported by strong processes, not overwhelmed by chaos. A well-run project creates a culture where employees can succeed without sacrificing their personal lives.
The financial gains are also clear. Projects run more smoothly when processes are followed, meaning fewer costly delays, fewer budget overruns, and happier clients. With stronger project performance, firms can take on more work, improve profitability, and reduce the risks that come from poorly managed projects.
Key Takeaway: Committing to consistent project management practices leads to better project outcomes and a better quality of life for employees. When processes are followed, the benefits are felt across the firm—from financial performance to employee satisfaction and retention.
