The AEC Project Management Podcast

Anthony Fasano, P.E., AEC PM, F. ASCE
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The AEC Project Management Podcast

The AEC Engineering Project Management Podcast (AECPM) provides engineering career advice and success stories for project managers in the architecture, engineering, and construction (AEC) industry. Civil engineer and project manager Anthony Fasano, P.E., AEC PM hosts the podcast, which highlights engineering project managers and professionals.

  1. 5 DAYS AGO

    How Combining Engineering and Architecture Skills Can Create Better Projects – Ep 059

    In this episode, I talk with Jamison Morse, P.E., R.A., principal and director of buildings + structures at PVE-LLC at PVE, LLC, about how the dual expertise of engineering and architecture shapes dynamic project management and drives the core elements of successful AEC projects. ***The video version of this episode can be viewed here.*** Engineering Quotes: Here Are Some of the Questions I Asked Jamison: How has your experience as both an engineer and architect influenced how you manage AEC projects? How do you ensure BIM and other technologies align with your team’s project management goals? What strategies do you use to handle regulatory compliance challenges like New York City’s local laws 11 and 37? How do you balance innovative architectural design with structural integrity when working with engineering and architecture teams? How do you manage inspections, repairs, and restorations of aging infrastructure while addressing time, cost, and safety concerns? Will the software you’re developing stay in-house, or do you plan to license it to other firms? What lessons from managing diverse teams can help AEC project managers improve communication and coordination? What final piece of advice would you give AEC project managers for leading successful projects and building strong client relationships? What is the biggest challenge you’ve faced as a project manager, and how would you recommend solving it? Here Are Some Key Points Discussed in This Episode About How Combining Engineering and Architecture Skills Can Create Better Projects: Leveraging dual expertise enables professionals to understand diverse roles within a project and align them for cohesive teamwork. By committing to long-term growth, leaders build comprehensive knowledge that enhances team performance and positions them to guide projects effectively. Equipping team members with tools aligned to their strengths and providing targeted training ensures the effective use of BIM and other technologies. Clear systems and consistent teamwork drive innovation and align efforts with project goals. Offering free educational seminars and utilizing automated systems like checklists and reporting tools ensures compliance processes remain straightforward and organized. These methods minimize errors, promote consistency, and elevate team efficiency in regulatory work. Aligning team strengths and encouraging collaboration ensures designs achieve both creativity and structural soundness. Providing resources for innovation and enabling open communication helps professionals deliver practical and visionary solutions. Creating innovative tools streamlines inspections and decision-making, reducing time and costs while maintaining safety and quality. Refining these tools over time improves efficiency and supports industry-wide progress by addressing evolving challenges. Sharing internally developed tools with other firms strengthens collaboration and elevates industry standards. By focusing on continuous improvement and accessibility, these innovations tackle shared challenges in infrastructure and project management. Bringing teams together in person builds trust, connection, and open communication. Face-to-face interaction is crucial for aligning perspectives, resolving challenges, and building a unified and effective team. Establishing trust through accountability and prioritizing humanity over shortcuts is essential for long-term success. Strong relationships grow when professionals emphasize consistent improvement, transparent communication, and meaningful collaboration. A significant challenge is avoiding burnout while addressing numerous issues simultaneously. The solution lies in prioritizing tasks,

    35 min

  2. DEC 4

    Blending Technical Expertise and Leadership for Professional Growth – Ep 058

    In this episode, I talk with Tejal Patel, P.E., CME, LEED AP, associate and client manager at T&M Associates, about balancing technical expertise with leadership and client relationships. We dive into strategies for managing teams, transitioning into business development, and driving long-term success. ***The video version of this episode can be viewed here.*** Engineering Quotes: Here Are Some of the Questions I Asked Tejal: What strategies do you use to balance technical accuracy with meeting deadlines, budgets, and client expectations? In what ways can you make the most of your team's strengths while keeping an eye on the bigger picture as a leader? How has your technical background helped you earn clients' trust in business development, and what challenges have you faced along the way? What challenges have you encountered moving from junior engineer to project manager and business developer, and what lessons have you learned about adaptability? Can you share your approach to explaining complex technical ideas to clients in simple terms and how strong client relationships have benefited your work? What methods do you use to help young engineers grow their technical and leadership skills while promoting innovation and business success? What final advice would you give AEC professionals on balancing technical work, project management, and business development while staying up to date with industry trends? Here Are Some Key Points Discussed in This Episode About Blending Technical Expertise and Leadership for Professional Growth: Balancing technical accuracy with deadlines, budgets, and client expectations relies on leveraging team strengths and promoting open communication. Setting clear goals, conducting regular check-ins, and encouraging collaboration help maintain technical precision while meeting project constraints effectively. Recognizing and utilizing team members' unique skills strengthens collaboration and empowers them to take ownership of their work. Pairing this with clear goals and consistent communication ensures technical accuracy while allowing the team to remain creative and aligned with the project's overall vision. A strong technical foundation builds trust with clients by demonstrating expertise and addressing their concerns confidently. However, transitioning into business development also requires adaptability and continuous learning to bridge technical insights with strategic thinking and client relationship-building. The transition from junior engineer to project manager and business developer requires balancing technical expertise with leadership and strategic responsibilities. Embracing adaptability, seeking feedback, and continuously learning are essential for overcoming challenges and succeeding in these evolving roles. Simplifying complex technical concepts by using relatable language and avoiding jargon creates clear communication with clients. Building trust through transparent and respectful collaboration strengthens relationships, leading to repeat business and new opportunities. Mentoring young engineers includes gradually increasing their responsibilities, encouraging problem-solving, and building confidence through constructive feedback. By passing down knowledge and promoting innovation, leaders prepare the next generation to contribute to impactful and sustainable infrastructure projects. AEC professionals should emphasize clear communication, adaptability, and continuous learning to balance technical, managerial, and business roles effectively. Documenting experiences, staying connected with industry developments, and building collaborative relationships ensure long-term success and professional growth. More Details in This Episode…

    39 min

  3. NOV 18

    Streamline Your Project Data for Better Timelines and Results – Ep 057

    In this episode, I speak with Carl Veillette, chief product officer at Newforma, about addressing the AEC industry’s challenge of managing the overwhelming flow of project data and its effects on budgets, timelines, and collaboration. We also discuss actionable strategies to ensure information remains secure, accessible, and organized for smoother project outcomes. ***The video version of this episode can be viewed here.*** Engineering Quotes: Here Are Some of the Questions I Asked Carl: How has the volume of project data evolved in the AEC industry? What are the main challenges that AEC firms face in managing and organizing all their project information? How does poor information management impact projects and organizations? How are AEC firms using tools like BIM, cloud computing, and AI to improve project delivery? What other security concerns exist around AEC information management and protecting data? Does Newforma’s software help firms stay compliant with agency requirements? How do AEC firms handle knowledge transfer and manage the loss of expertise when team members leave? What strategies would you recommend for firms to create an effective data strategy aligned with their business goals? What final piece of advice would you give to AEC professionals who want to excel in project information management? Here Are Some Key Points Discussed in This Episode About How to Streamline Your Project Data for Better Timelines and Results: The volume of project data in the AEC industry grows significantly, especially with BIM technology simplifying document creation while adding complexity to data management. This growth makes it crucial for firms to adopt strategies for organizing and accessing information efficiently. AEC firms face challenges in managing and organizing data spread across various platforms and partner systems, making consolidation difficult. Establishing a unified project record across these systems proves essential to streamline project management and reduce risks associated with dispersed information. Poor information management hinders a firm’s ability to effectively use AI, predict outcomes, and access critical data during litigation, posing significant risks. Without organized, searchable archives, firms risk losing knowledge and increased project vulnerabilities. AEC firms leverage BIM as a core information source beyond 3D visuals, capturing project and unstructured data, while cloud computing and AI facilitate data accessibility and analysis. These tools together enhance project delivery by allowing firms to reduce risks, manage data volume, and streamline communication. Increasing security regulations across countries requires AEC firms to ensure data compliance and protection, especially for government or DoD projects. By utilizing on-premises, cloud, and regional cloud options, firms securely store data while addressing diverse regulatory requirements. Newforma’s software supports compliance through various deployment options — on-premises, cloud, and regionalized cloud hosting — designed to meet regulatory needs across different jurisdictions. This approach allows firms to manage data effectively while ensuring compliance with security and industry standards. AEC firms utilize searchable project archives to retain valuable knowledge and make it accessible to new team members. This approach preserves expertise and ensures project continuity, even as experienced staff leave the organization. Firms should begin by mapping project delivery processes and identifying the tools and partners involved to ensure a comprehensive project record. Implementing a strong data governance strategy, supported by staff education and clear communication guidelines,

    29 min

  4. NOV 4

    Debunking Myths About Program Management in AEC – Ep 056

    In this episode, I talk with Erin Slayton, P.E., DBIA, Env. SP, senior vice president and transportation program management director at HDR, as she debunks common misconceptions about program management in AEC and highlights its critical role in achieving project success. ***The video version of this episode can be viewed here.*** Engineering Quotes: Here Are Some of the Questions I Asked Erin: What are some common misconceptions about program management in the AEC industry? How does program management add value to large transportation projects? When is the best time for an owner to bring in a program manager, and why does timing matter? Is program management typically focused on managing multiple projects, like a portfolio? Why do you think more clients are now seeking program management services? What career opportunities are available in program management? How has your career as an engineer been impacted by moving into program management? What final piece of advice would you give to AEC professionals interested in moving into program management? Here Are Some Key Points Discussed in This Episode About Debunking Myths About Program Management in AEC: A common misconception in the AEC industry suggests that program management is simply a scaled-up version of project management, where adding more resources suffices for larger projects. In reality, program management involves coordinating multiple interrelated projects with a focus on achieving broader outcomes, not just delivering specific infrastructure. Program management adds significant value to large transportation projects through a high-level, strategic approach that integrates all phases — from risk management to efficiency maximization. Through early coordination and alignment of interdisciplinary teams, program management addresses complex demands, optimizes resources, and enhances overall project outcomes. Bringing in a program manager as early as possible, ideally at the project’s inception, provides the best results. Early involvement allows program managers to set strategic direction, identify potential risks, and establish efficient processes, helping to reduce costs and prevent delays. Program management often entails overseeing multiple interconnected projects rather than a single one, akin to managing a portfolio. This approach emphasizes big-picture goals, ensuring that each project aligns with overarching objectives and contributes to the success of the entire program. The rising client demand for program management services stems from complex challenges like aging infrastructure, climate-related impacts, and new funding sources such as the Infrastructure Investment and Jobs Act (IIJA). Program management supports clients in making informed decisions, navigating complex projects, and achieving resilience and efficiency. Program management offers diverse career opportunities across roles like project controls, procurement, design review, and environmental impact analysis. Professionals with skills in budget, schedule, and risk management, or backgrounds in engineering, planning, or construction, can thrive in these roles. Moving from engineering to program management expands an engineer’s perspective on large-scale project delivery, promoting skills in multidisciplinary collaboration, strategic problem-solving, and client alignment. This transition shifts the focus from technical solutions to orchestrating complex projects with an emphasis on achieving program-wide goals. AEC professionals benefit from actively seeking mentorship and expressing their interest in program management roles. A flexible, open-minded approach to new challenges and a willingness to collaborate across disciplines support long-term success in this ...

    33 min

  5. OCT 21

    How to Implement Behavioral Project Management for Better Performance – Ep 055

    In this episode, I talk with Dr. Josh Ramirez, Ph.D., NPPQ, PMP, CEO, and Dr. Jodi Bull Wilson, CSM, Ph.D., COO of the Institute for Neuro & Behavioral Project Management, about how understanding human behavior can transform project execution, enhance team performance, and sharpen decision-making for smoother, more successful outcomes. ***The video version of this episode can be viewed here.*** Engineering Quotes: Here Are Some of the Questions I Asked Dr. Josh and Dr. Jodi: What is behavioral project management, and how does it differ from traditional project management approaches in terms of improving decision-making and outcomes? How does understanding cognitive conditions and designing project management processes around how the brain works lead to better project outcomes compared to traditional methods? How do cognitive moderators or filters, like cognitive overload, impact decision-making in projects, and what can be done to manage these effects? How can project managers apply behavioral design principles to navigate the effects of time pressure, improve team performance, and ensure better project delivery? What role do pressure, process, and people play in the success or failure of a project, and how can managers effectively navigate these factors using behavioral project management strategies? How does the NeuralPlan tool help project managers improve prediction accuracy and resource coordination throughout a project by applying behavioral insights? Can you share some real-world examples where behavioral project management, using tools like NeuralPlan, has led to significant improvements in project outcomes? How can AEC professionals incorporate behavioral principles into their daily project management practices for better long-term outcomes? What final piece of advice would you give to AEC professionals about integrating behavioral insights into project management for sustained success? Here Are Some Key Points Discussed in This Episode About How to Implement Behavioral Project Management for Better Performance: Behavioral project management goes beyond standard frameworks by focusing on how behaviors influence decision-making throughout a project's lifecycle. By designing processes around how the brain works, teams identify risks more effectively, define scope better, and achieve improved outcomes compared to traditional methods. Considering cognitive conditions and the individual’s role within the project context makes processes more effective. Tailoring management processes to how the team operates ensures more efficient decision-making and reduces errors, leading to better outcomes. Cognitive overload overwhelms individuals and slows decision-making. Recognizing when cognitive load becomes too high and taking short breaks helps reset focus, improving decision-making and overall project outcomes. Time and social pressures cause mental fatigue and reduce productivity. Managers boost performance by scheduling high-focus tasks during peak mental times and including short breaks, keeping teams energized and improving overall project delivery. Pressure, process, and people all impact a project's success. Using behavioral strategies, such as identifying obstacles early and managing time pressure with well-timed breaks, helps managers effectively navigate these elements and ensure successful outcomes. NeuralPlan enhances project management by improving prediction accuracy and resource coordination through behavioral insights. It enables teams to make reliable forecasts, ensuring smoother coordination from planning through execution, leading to better outcomes. NeuralPlan improves forecasting accuracy, reducing errors from 50% to as low as 10%.

    36 min

  6. OCT 7

    How to Empower Your Engineering Teams More Effectively – Ep 054

    In this episode, I talk with Jacob Borchers, P.E., PMP, vice president at WSP USA, about what it takes to lead successful engineering teams and projects. We dive into why building a solid engineering foundation is crucial, how to empower your team to perform at their best, and the key strategies that drive large-scale project success. ***The video version of this episode can be viewed here.*** Engineering Quotes: Here Are Some of the Questions I Asked Jacob: How has your role and approach to project management evolved over the years, especially now that you're a vice president? What strategies do you use to effectively manage large project teams, especially when working with multiple partner firms? How do you set up your engineering teams for success right from the beginning? What have you done to create an environment where your team can thrive and perform at their best? Can you tell us about the K96 Improvements project in Wichita and how your team's collaboration has contributed to its success? What challenges have you encountered managing large-scale projects, and how have you overcome them? How do you balance the technical and managerial aspects of your role when handling complex engineering projects? What final piece of advice would you give engineers looking to excel in managing large project teams and advance their careers in project management? Here Are Some Key Points Discussed in This Episode About How to Empower Your Engineering Teams More Effectively: As project managers progress, the focus naturally shifts from task management and meeting financial metrics to prioritizing leadership and people management. Over time, the realization grows that success isn’t just about hitting schedules or budgets but about empowering the team, clearing obstacles, and delegating effectively to support growth and maintain project efficiency. A key strategy is ensuring that the right people are in the right roles. Understanding the personalities and strengths of each team member ensures they complement each other. By promoting team compatibility and clearly defining responsibilities, a strong foundation is created for project success, particularly when collaborating with multiple partner firms. Success begins with setting clear expectations and allowing the team the autonomy to work without micromanagement. Ensuring everyone knows their role and what’s expected from the start creates a trusting environment. Recognizing and appreciating contributions, both internally and in front of clients, keeps the team motivated and aligned. Creating an environment where the team thrives involves setting clear goals and allowing team members the freedom to deliver results in their own way. Showing appreciation, both in internal meetings and in front of clients, builds trust and motivates everyone to perform at their best. The K96 Improvements project is a great example of how collaboration between multiple stakeholders, including the city and state, can lead to innovative solutions. Maintaining open communication and leveraging diverse perspectives allows the team to address infrastructure challenges and support the city’s rapid growth with new and efficient engineering solutions. One of the biggest challenges in large-scale projects is managing complexity, which requires clear and effective collaboration from the start. On the K96 project, a "Tiger team" of discipline leads and key stakeholders was assembled early on, allowing streamlined decision-making and avoiding delays. This approach quickly aligned everyone on the final solution. Balancing technical and managerial tasks is a constant challenge, but it’s about recognizing where the most value can be added. While there might be an interest in diving into the technica...

    29 min

  7. SEP 23

    Why Your Project Managers Need The Unique AEC PM Behaviors Assessment – EP 053

    In this episode, I talk with Collin George, MBA and Luke Carter, Partners at Talent Matters LLC & Managing Partners at Harrison Assessments International, about how the AEC PM Behaviors Assessment, based on the Harrison Assessment, helps AEC project managers identify key strengths, boost performance, customize training programs, improve leadership skills, and support both personal and organizational growth. ***The video version of this episode can be viewed here.*** Engineering Quotes: Here Are Some of the Questions I Asked Collin and Luke: EMI and Talent Matters teamed up to create the AEC PM Behaviors Assessment using the Harrison Assessment—can you explain what the Harrison Assessment is, its primary purpose, and how it stands out from other assessment tools? Now that we understand the Harrison Assessment, could you explain how our companies worked together to customize it for AEC project managers, and how it measures key competencies, strengths, and areas for improvement essential for effective project management? Can you explain how this assessment tool benefits both firms and individual project managers, and what makes it valuable to each? Could you explain how this tool offers project managers a personalized performance evaluation that can be used for their training and development? How does the Harrison Assessment help support long-term career development for project managers, beyond just improving their immediate performance? What final piece of advice would you give project managers to help them improve their leadership and project management skills? Here Are Some Key Points Discussed in This Episode The Unique AEC PM Behaviors Assessment: The AEC PM Behaviors Assessment is a behavioral-specific tool designed to assess job-specific behaviors rather than general traits, making it highly relevant to the specific role of project managers. Its primary purpose is to provide tailored insights that help individuals and organizations improve performance and job satisfaction by focusing on behaviors that directly impact the role they perform. EMI and Talent Matters collaborated to customize the Harrison Assessment for AEC project managers by focusing on identifying their strengths and potential behavioral imbalances. This customization allowed the tool to measure key competencies such as decision-making, persistence, and problem-solving, providing insights into areas that need improvement and helping project managers become more effective in executing projects. The AEC PM Behaviors Assessment benefits firms by identifying collective strengths and gaps in their project management teams, allowing them to implement targeted training and development strategies. For individual project managers, it provides a clear understanding of their strengths and areas for improvement, enabling them to enhance their performance, reduce stress, and increase engagement in their work. The AEC PM Behaviors Assessment provides a personalized performance evaluation by focusing on specific behaviors that influence a project manager's effectiveness. It identifies both strengths and blind spots, giving managers a clear roadmap for targeted development that can be integrated into their training programs to improve performance and leadership skills. Beyond immediate performance improvements, the assessment supports long-term career development by providing ongoing, actionable insights into a project manager’s behavior. Its ability to be revisited over time allows project managers to track their growth, refine their skills, and align their career goals with the needs of their organization, leading to sustained professional development. Project managers should focus on understanding their own behaviors and how they impact their ability to ma...

    44 min

  8. SEP 7

    How to Balance Authenticity and Authority for Project Success – Ep 052

    Striking the right balance between authenticity and authority in leadership is key to driving project success and building strong team dynamics. Leaders who stay true to themselves while maintaining clear direction inspire trust, encourage collaboration, and create a culture of accountability that leads to winning results.

    39 min
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5 Ratings

About

The AEC Engineering Project Management Podcast (AECPM) provides engineering career advice and success stories for project managers in the architecture, engineering, and construction (AEC) industry. Civil engineer and project manager Anthony Fasano, P.E., AEC PM hosts the podcast, which highlights engineering project managers and professionals.

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