Busting 5 Construction Project Management Myths

Construction is a tough industry—projects can be costly, resource-heavy, and often drag on longer than expected.

Managing these challenges while keeping projects on track, under budget, and up to standard isn’t easy.

That’s where good project management comes in.

However, there are a lot of myths and misunderstandings that make a project manager’s job even harder.

Some question if project management is even necessary or worth the investment.

This article sets the record straight.

We’ll clear up the common misconceptions and show you what proper project management can do for you.

Myth 1: You Don’t Need Project Management in Construction

Saying project management in construction is optional is like saying you will build a house without coordinating the architect, electricians, plumbers, and contractors.

Chaos would follow.

Imagine doing the wiring before the walls are even up, or the plumber showing up without knowing where pipes go.

Without proper project management, you’re flying blind, causing delays, rework, and wasted money.

On the other hand, a solidly developed project ensures everyone knows what they’re doing, when they’re doing it, and what materials are needed.

Moreover, the project manager keeps the project on track and prevents costly surprises.

Because without someone monitoring spending, you could blow through your budget halfway through the job.

For example, you might over-order or buy the wrong supplies.

A project manager estimates costs upfront and tracks spending to avoid this.

On top of all that, quality also suffers without project management.

Rushing through phases without regular checks leads to poor-quality work and redos, which delays the project and increases costs.

However, a project manager ensures each phase meets quality standards before moving forward.

Take the case of the Sydney Opera House as an example of what happens when project management is neglected.

Initially budgeted at AUS $7 million, the final cost ballooned to $102 million, and it took ten extra years to complete.

Why?

The project lacked a clear plan, coordination, and a single person overseeing it.

Instead, the architect, the engineers, and various contractors were all trying to manage the project together.

However, because they had different priorities and perspectives, they often couldn’t agree on how to move forward.

Design changes weren’t managed properly, and work began before the design was even finalized.

Yes, the Sydney Opera House eventually became an iconic building, but the journey to get there was unnecessarily long and messy.

If they had a strong project management structure from the start, they could have avoided many of these issues, saving both time and money.

But it’s not just massive projects like this one that need good management.

Smaller jobs can also suffer from poor coordination, missed deadlines, and budget blowouts.

In fact, small projects, with their tighter margins, shorter deadlines, and less room for error, need even more focus on coordination and efficiency.

Bret Mundt, former president of Mundt Construction Services that specializes in small projects, points this out:

At the end of the day, whether the project is large or small, with proper project management, it will stay on time, within budget, meet quality standards, and run smoothly.

Because of all this, project management is not optional but essential for construction projects.

Myth 2: You Don’t Need Any Technology to Manage Construction Projects

Some still believe they can manage construction projects successfully without using technology.

But in reality, managing a project without the right tools is like building without power tools—slow, inefficient, and prone to mistakes.

Think about it.

You could store all designs, plans, and schedules in a big folder, but how practical is that?

What when you have to share those papers with your entire team at the same time or make real-time updates on-site?

It’s a logistical nightmare.

Relying on manual tracking and paperwork doesn’t cut it anymore. Construction projects today move fast, and you need to be able to keep up.

Here’s where digital tools come in.

They make information accessible in one place, easily shared and updated.

Take it from Ziqing Liew, Head of Digitalisation at Sunway Property, who explains how cloud-based tools are transforming the way they work:

“With the cloud-based digital tool being accessible on mobile devices or tablets, the client or any other project stakeholder can just walk on the site, take photos and immediately pin issues on the virtual drawing or 3D models. We can have 20-30 people doing this, simultaneously raising multiple issues relating to their area of inspection.”

Liew goes on to explain that once an issue is raised, the system automatically assigns it to the right person for resolution.

The result?

Faster reporting, smoother communication, and shorter project timelines.

So, what technology makes this happen?

For starters, there’s project management software.

It’s the central hub where project managers, architects, engineers, and site managers communicate, share data, and submit reports.

This software automates scheduling, tracks progress in real time, and analyzes data to keep projects on track and under budget.

And because it’s cloud-based, it scales easily as your projects and teams grow.

Then there’s building information modeling (BIM).

BIM creates a 3D model of your project, complete with details on materials, costs, and timelines.

Through BIM, project teams can collaborate more easily and detect clashes. This, too, avoids costly delays and waste.

According to Deloitte’s latest report on digital adoption in construction, 38% of construction companies already use BIM, with another 29% planning to adopt it soon.

And construction management software is used by 43% of companies.

Another essential tool is asset tracking software for monitoring tools, equipment, and materials in real time.

This helps you:

• ensure equipment is in the right place,
• track usage to avoid delays, and
• prevent losses and theft.

Our asset tracking software, GoCodes, offers all this and more, including GPS trackers and QR-coded labels to track assets with maximum efficiency.

Besides these tools, there is more tech that can improve construction project management, such as:

• drones,
• robotics,
• virtual and augmented reality, and
• wearable devices (like smart helmets).

Now, it’s true that not everyone is quick to adopt these tools.

Deloitte’s aforementioned report reveals that the upfront costs hold companies back, and the lack of digital skills is another barrier to digital adoption.

However, firms that do invest in technology achieve great benefits.

In fact, the same report reveals that using digital tools is associated with 1.4% higher revenue growth and 1% higher profit growth, plus more projects delivered on time and within budget.

The bottom line?

The myth that you don’t need technology to manage construction projects is outdated.

The days of managing projects with paper and pen are gone, and it’s time to embrace technology that makes construction smarter and more efficient.

Myth 3: A Good Schedule Guarantees Project Success

It’s easy to think that having a solid schedule is all it takes for a successful construction project.

But here’s the thing: while scheduling is crucial, it’s just one part of the bigger picture.

Why?

Because construction projects face many unpredictable factors that can throw even the best-laid plans off track.

Take the weather, for example.

You can create the perfect schedule, but an unexpected storm or a prolonged rainy season can easily delay progress.

In fact, research shows that in the UK, weather can extend project timelines by an average of 21%.

Supply chain disruptions are another issue.

Some things you just can’t plan for—like the Suez Canal blockage in 2021.

When that ship got stuck, over 300 other ships were delayed, creating a ripple effect on global supply chains.

Construction materials, equipment, and even fuel were affected, leading to worldwide construction project delays.

No schedule could have predicted that!

And let’s not forget about quality.

Sometimes, people rush to meet deadlines, but they sacrifice quality in the process.

Cutting corners to stick to the schedule can lead to bigger problems later on.

Statistics confirm this, revealing that poor-quality work can increase the cost of a building by over 50%, and in some cases, it can delay the project by the same amount.

So, mindlessly following schedules without considering quality will create more headaches, costs, and even safety risks.

What then guarantees the success of a project besides a good schedule?

Flexibility and preparation.

In other words, it means being ready for the unexpected.

A good project manager always has contingency plans for risks like weather, material shortages, or labor problems.

This way, when things go wrong, they can adjust instead of scrambling to catch up.

Overall, a good schedule is important, but it doesn’t guarantee the success of a construction project.

What really guarantees success is solid preparation, flexibility to adapt when things go wrong, and maintaining quality throughout the project.

Myth 4: Only the Project Manager Is Responsible for Managing the Construction Project

It’s a common misconception that the project manager is the only person responsible for managing a construction project.

While the project manager plays a central role in organizing and coordinating, managing a construction project is a team effort.

Architects, engineers, contractors, and various specialists all have their areas of responsibility, and there’s no way one person can master every single detail across all these fields.

That’s okay because successful project management is built on collaboration and communication.

The project manager is the coordinator, ensuring that everything runs smoothly, but they rely heavily on the team’s expertise.

This myth that a project manager should handle everything alone can lead to overburdened managers and misaligned expectations.

A study by Smartsheet from September 2022 shows that more than 40% of project managers feel their teams are understaffed, a challenge seen in construction as well.

This likely stems from the mistaken belief that the project manager can single-handedly manage the entire project.

And it can also be damaging—people expect the project manager to juggle every responsibility, which is not realistic or sustainable.

But the truth is, experienced project managers understand that they can’t do it all, as we can read from one Reddit thread where they discuss precisely this topic:

They listen to their teams, seek advice, and foster collaboration.

And as one of them put it, simply asking other team members, “What do you think?” can open the door to ideas and solutions that they might not have considered on their own.

In the end, while the project manager leads the project, the entire team shares responsibility for its success.

The myth that the project manager is solely accountable undermines the importance of teamwork.

Good managers know this, and it’s time for executives and stakeholders to recognize it, too.

Myth 5: Project Management Practices Are the Same Across All Construction Projects

Best practices in construction project management are universal—what works for one project should work for another, right?

Well, not quite.

Every construction project is unique, with its own specific set of challenges, requirements, and stakeholders.

That means you can’t apply the same methods and expect them to work every time.

For example, a high-rise building in an urban environment presents a completely different set of challenges than a small suburban home.

The high-rise might involve:

• Stricter safety regulations.
• Complex logistics for moving materials.
• Coordination between multiple contractors working in tight spaces.

On the other hand, the suburban home project might involve more direct communication with homeowners and flexibility with timelines, but the scale and complexity are far smaller.

Both projects require tailored project management approaches that reflect their individual needs.

Best practices in construction aren’t set in stone either—they evolve as new technologies, industry trends, and lessons learned from previous projects come into play.

What was considered the best way to manage a project five years ago might no longer be effective today.

For example, the rise of digital tools like BIM has dramatically changed how teams collaborate and manage construction projects, streamlining processes that used to be manual or disjointed.

In short, the idea that there’s one-size-fits-all project management across all construction projects is misleading.

Each project requires its own approach, and good project managers are the ones who can adapt best practices to fit the specific demands of the project they’re working on.

Conclusion

And with that, we’ve busted some of the biggest myths in construction project management.

Hopefully, this has helped clear things up.

Believing in these myths can lead to challenges, delays, wasted resources, and unhappy clients.

But once you let them go, you’ll open the door to better teamwork, transparent communication, and more successful projects.

The sooner you move past these misconceptions, the faster you’ll see the benefits in smoother operations and stronger results!