Public Works Project Management

Major projects are essential to achieving government’s most ambitious priorities—but too often, these critical initiatives face significant challenges, leading to budget overruns, delays, and lost opportunities. I’m proud to have contributed to an important study led by the Office for Value for Money (OVfM), which has informed major new government recommendations aimed at improving the delivery and management of major projects. Key insights from our work have highlighted that projects frequently begin without accurate early estimates, are hampered by unclear accountability, and struggle with unrealistic budgeting practices and inflexible governance structures. Based on our input, the government has tabled five major changes: (1) Transparent Strategy and Delivery Plans: Ensuring clear, aligned objectives from the outset, communicated via a Command Paper in Parliament. (2) Streamlined Decision-Making and Assurance: Tailoring processes to each project, reducing unnecessary complexity and delays. (3) Realistic Feasibility and Incremental Funding: Acknowledging early-stage uncertainty through incremental funding and ranges of cost and schedule. (4) Flexible Funding for Construction: Providing a fixed capital envelope with flexibility to manage spending across fiscal years, allowing better risk management. (5) Enhanced Specialist Recruitment: Allowing project teams flexibility in hiring skilled experts, supported by a pipeline of talent developed by the National Infrastructure Service Transformation Authority (NISTA). These changes aren’t a complete fix, major projects will always involve significant complexity and risk, but they represent a crucial step forward in overcoming longstanding barriers. Delighted to have contributed to this impactful work, helping ensure mega projects deliver genuine value for the public. #MegaProjects #Infrastructure #ValueForMoney #ProjectManagement #PublicSector https://lnkd.in/eZaP9fQC

Here is an example of a Work Breakdown Structure (WBS) for a Infrastructure Construction Project : 1. Project Management • 1.1 Project Initiation • 1.1.1 Stakeholder Identification and Engagement • 1.1.2 Feasibility Study and Preliminary Planning • 1.1.3 Contract Negotiation and Signing • 1.2 Project Planning • 1.2.1 Work Plan and Resource Allocation • 1.2.2 Scheduling and Budgeting • 1.2.3 Risk Analysis and Contingency Planning • 1.3 Project Execution • 1.3.1 Team Coordination and Communication • 1.3.2 Documentation and Progress Tracking • 1.4 Monitoring and Control • 1.4.1 Cost Monitoring and Variance Analysis • 1.4.2 Schedule Control and Adjustments • 1.4.3 Quality and Safety Assurance • 1.5 Project Closeout • 1.5.1 Final Reporting and Documentation • 1.5.2 Stakeholder Handover and Acceptance • 1.5.3 Lessons Learned and Post-Evaluation 2. Design and Approvals • 2.1 Feasibility Studies and Preliminary Design • 2.1.1 Site Investigation and Survey • 2.1.2 Geotechnical Studies • 2.1.3 Concept Design Development • 2.2 Detailed Design • 2.2.1 Structural Design (e.g., bridges, foundations, tunnels) • 2.2.2 Civil Design (e.g., roads, drainage, earthworks) • 2.2.3 MEP Design (e.g., utilities, lighting, mechanical systems) • 2.3 Regulatory Approvals • 2.3.1 Environmental Impact Assessments (EIA) • 2.3.2 Permits and Licenses • 2.3.3 Safety and Compliance Approvals 3. Procurement • 3.1 Materials Procurement • 3.1.1 Structural Steel • 3.1.2 Cement and Concrete • 3.1.3 Aggregates and Asphalt • 3.1.4 Pipes, Fittings, and Drainage Systems • 3.1.5 Electrical Components (e.g., cables, lighting poles) • 3.2 Equipment Procurement • 3.2.1 Heavy Machinery (e.g., cranes, excavators, pavers) • 3.2.2 Specialized Tools and Equipment • 3.3 Subcontractor Selection • 3.3.1 Bid Evaluation • 3.3.2 Contract Negotiation and Award • 3.4 Procurement of Temporary Facilities • 3.4.1 Site Offices • 3.4.2 Storage Yards and Worker Camps 4. Construction • 4.1 Site Preparation • 4.1.1 Site Clearing and Leveling • 4.1.2 Temporary Utilities Setup (Power, Water, Drainage) • 4.1.3 Excavation and Earthworks • 4.2 Foundation Works • 4.2.1 Geotechnical Preparations (e.g., piling, soil stabilization) • 4.2.2 Foundation Installation (e.g., reinforced concrete or deep foundations) • 4.3 Superstructure Construction • 4.3.1 Structural Framework (e.g., bridges, tunnels, dams) • 4.3.2 Slab Construction (e.g., roads, platforms, decks) • 4.3.3 Assembly and Erection (e.g., steel girders, beams) • 4.4 Roadworks and Paving • 4.4.1 Subgrade Preparation and Compaction • 4.4.2 Base and Subbase Layer Installation • 4.4.3 Asphalt or Concrete Paving • 4.5 Drainage and Utilities • 4.5.1 Installation of Drainage Systems (e.g., culverts, pipes) • 4.5.2 Sewerage and Water Supply Systems • 4.5.3 Electrical and Communication Infrastructure • 4.6 Landscaping and Finishing • 4.6.1 Roadside Landscaping (e.g., planting, grading)

I've managed $500M+ in projects over the years. The successful ones were all built around the same 10 principles: Give me 3 min, and I'll show you how you can lead your next project with confidence. 1️⃣ Start with Why Most project managers think they’re paid to produce deliverables. That’s bogus. Every project exists to create value. What’s the driving reason behind yours? Dig deeper than the first answer. Your project's purpose becomes a compass for decisions—and a powerful narrative to align and motivate your team. 2️⃣ Define “Conditions of Satisfaction” If your client, architect, and field team aren’t aligned on the definition of done, you’ll never truly finish. Before diving into details, clarify what you’re building and how success will be measured. Get expectations on paper. Show sketches. Build mockups. Whatever it takes. Your goal: never have the “Wait—I thought we were doing XYZ” conversation. 3️⃣ Know the Constraints Every project is defined by five levers: • Time • Scope • Budget • Quality • Value Only one (maybe two) truly matter to the client. Know what you’re optimizing for so you can make smart tradeoffs. 4️⃣ Get the Right People Your project will never be better than the people on it. You don’t need warm bodies. You need the right people in the right roles. Build your team around functions, not names. Set expectations early. Give feedback often. 5️⃣ Big Goals, Small Steps Break your project into major deliverables—then smaller chunks. Boulders -> Rocks -> Pebbles -> Sand Use tools like product breakdowns, sketches, and process flows. 6️⃣ Build a Real Timeline Every construction job has key milestones. Use pull planning, Takt, & LPS to lay out each step with realistic durations. Validate your plan with your team. Then—and only then—negotiate. 7️⃣ Risk Management Something WILL go wrong. Build a Risk Register early. Review it weekly. Rank risks by impact × likelihood. Use the TAME framework: - Transfer - Accept - Mitigate - Eliminate Antifragile projects absorb shocks. Fragile ones shatter. 8️⃣ Dealing With Change A single change won't hurt you. 100 will. Standardize how changes are submitted, evaluated, approved, and communicated. Track every change in a central log and communicate it widely. 9️⃣ Tools & Processes Your tools exist to do 3 things: - Communicate - Coordinate - Document Don’t chase shiny features. Choose tools your team will actually use. Then build repeatable processes around approvals, onboarding, access, etc. 🔟 Stakeholder Communication Most projects fall apart because of miscommunication. Map your key stakeholders. Spend 80% of your time on the 20% who can make or break your job. Tailor how and when you communicate to meet their needs. - - - - - 📌 P.S. Interested in project leadership? Join 7,500+ construction pros who read The Influential Project Manager—a free weekly newsletter with 1 idea to lead people and predict outcomes. Every Tuesday.

On large capital projects, Construction Management (CM) consultants are often brought in as an extension of a public owner’s team through staff augmentation. The success of these projects frequently hinges on the quality of the consultant’s service. Organizations like Construction Management Association of America (CMAA), American Society of Civil Engineers, AACE International, Construction Specifications Institute and Lean Construction Institute (US) play a critical role in elevating industry standards through professional development. But a consultant’s true value goes beyond simply meeting project requirements. Public owners don’t always have the flexibility to experiment with new technologies or methods. Consultants, however, are more agile. They can serve as a proving ground for innovation. In my view, this is what separates a good CM from a great one: - A good CM meets the owner’s guidelines. - A great CM meets those guidelines and then goes further, introducing new methods and technologies that add value, improve efficiency, and foster a culture of change. When an owner experiences the benefits of innovation firsthand on their own project, it becomes a powerful catalyst for progress. It makes change feel achievable and provides a clear path for organizational growth. Ultimately, consultants have a vital role not only in managing today’s projects, but in uplifting the culture and capabilities of the agencies they support and, by extension, the public they serve. Consultants can be agents of positive change for their clients and the industry at large. #ConstructionManagement #PublicWorks #CapitalProjects #Innovation #ConTech #AEC #ChangeManagement #Leadership #CMAA

I’ve been thinking about simple, practical ways to stretch taxpayer dollars while improving how our infrastructure serves the community over time. Cities everywhere are facing the same challenge: aging infrastructure, rising maintenance costs, and pressure to improve safety, accessibility, and long-term resilience — all with limited resources. But some cities are quietly getting this right by embedding smarter design into routine road work — no massive new projects required. Examples I’m tracking: ✔️ San Diego integrates bike and pedestrian safety upgrades into resurfacing by default — no new planning process, just smarter execution. ✔️ Santa Monica uses medians, curb extensions, and simple bioswales to reduce flooding and extend the life of their streets. ✔️ Vancouver builds green infrastructure into road projects where grades and space allow, cutting maintenance costs long-term. ✔️ Portland and New Haven lean on early design checklists to flag low-cost improvements for safety, drainage, and mobility — reducing rework and public frustration. How can we apply practical, cost-effective tweaks during resurfacing or repairs to build in resilience, improve safety, and make every infrastructure dollar go further? I'd love examples of places — especially in California — where small changes have made public works smarter, cheaper, and more resilient. Ideas welcome — drop them below or message me directly. Brooke DuBose Jack Krolikowski Jack Hogan, PE Del Schwalls, PE, CFM Angela Danyluk Jonathon Goldman Darbi Berry Ian Sobieski #Infrastructure #Resilience #UrbanDesign #CityLeadership #PublicWorks