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 ...