In the world of architecture, engineering, and construction (AEC), few individuals possess the depth of expertise and commitment to leadership as Dr. Rick Johnson. A specialist in management science and project management on a global scale, Dr. Johnson brings two decades of experience as a practitioner-scholar and subject-matter expert in the building industry. As an inducted presidential member of the National Society of Leadership and Success (NSLS) and a leader within the Sigma Alpha Pi chapter of Lawrence Technological University, his insights are invaluable.
As a certified construction contract administrator, Dr. Johnson provides professional consulting services to clients, and we recently sat down with him to discuss how project management is evolving in the construction sector.
The Foundation of Construction PM
With a career spanning over 20 years, Dr. Johnson’s background is rooted in architectural practice, where project management is an inherent function.
“Architectural practice inherently involves managing projects,” he explains. “I’ve been a PM on various types from single-family residential to high-rise commercial buildings, often splitting the role of architect and project manager depending on the project’s scale.”
For many years, his focus was on religious, retail, and healthcare facilities—each type requiring rigorous management of budgets, schedules, and resources, the core areas of traditional project management.
Project Management: Unique to Construction
The construction industry is a foundational user of project management principles, so much so that the Project Management Institute (PMI) developed a specific construction extension to its PMBOK guide.
“The building industry is one of the primary industries in the world that uses project management in dominant ways,” Dr. Johnson states. “It has concentrated areas due to higher levels of risk, cost, and time constraints associated with building projects.”
He points out that construction projects are inherently unique, requiring proper individualized planning for successful completion. This uniqueness means that the impact of the big three project constraints (scope, time, and cost) can quickly force a client to terminate a project if not managed correctly.
Innovation and the Modern PM
What’s the biggest shift in construction project management today? According to Dr. Johnson, it’s the convergence of technology and stakeholder engagement.
“The biggest innovative or creative project management development is the intricate interface between technological advances and the different ways that stakeholders stay involved with a project from beginning to end,” he says.
The demands on a contemporary PM are increasing: projects are expected to proceed at a faster pace, while clients expect “more for less.” This means today’s project manager must be exceptionally flexible, but also “firm when it comes to following a well-developed project management plan.”
The LEED Conversation
One topic that dominates industry discourse is LEED (Leadership in Energy and Environmental Design). As a LEED Accredited Professional (LEED AP), Dr. Johnson offers a balanced view on the certification.
“Energy and environmental concerns are more prevalent than may be immediately noticed by the general public,” he notes. LEED pushes practitioners to pay a much higher degree of attention to avoiding negative impacts on energy and the environment.
However, the primary resistance often centers on cost. “A lot of the discussion taking place today seems to be centered on the cost involved with developing a LEED project,” he says. Some owners struggle to grasp the higher upfront investment compared to the long-term benefits.
The key difference, Dr. Johnson suggests, lies in the owner’s mindset. Owners who understand the benefits and their role in reducing their carbon footprint initiate these projects with minimal resistance and need very little convincing on the cost/benefit analysis.
Essential Skills for Tomorrow’s Leaders
For students aiming for a career in the building industry, Dr. Johnson advises a focus on the true expectations of practice. While traditional design skills are important, technological skills are highly expected.
He emphasizes the value of professional certifications, highlighting the Construction Specifications Institute’s (CSI) Certified Construction Contract Administrator (CCCA). “This is comparable to having the Project Management Professional (PMP) credential… but specifically in the construction industry,” he explains.
The Trend Changing the Field: IPD
When looking at emerging trends, Dr. Johnson points to one development that is fundamentally changing how projects are delivered: Integrated Project Delivery (IPD).
As defined by the American Institute of Architects, IPD is an approach that “integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and optimize efficiency.”
While a powerful concept, Dr. Johnson identifies a challenge: “A gap is present that implies a need for a meta-management system that is capable of adequately measuring and organizing the program and overall scope of an integrated project.” The complexity of this holistic undertaking demands new management strategies to succeed.
Dr. Rick Johnson’s perspective underscores that construction project management is not a static field. It is constantly being reshaped by technology, environmental mandates, and collaborative delivery methods, demanding a new generation of flexible, technically proficient, and strategically-minded leaders.
