In our business, credibility comes from understanding how our clients’ work gets done – not just the job itself.
Last week, I attended the Architecture, Engineering and Construction (AEC) Project Management Bootcamp presented by PSMJ Resources Inc. in partnership with ACEC Ohio and facilitated by Christopher Martersteck. On paper, this training is designed for AEC firms. But in practice, it made perfect sense for someone from MurphyEpson – dedicated to communication, engagement and public affairs – to attend.
We work shoulder-to-shoulder with architects, engineers and construction teams every day. To be strong strategic partners, we need to know more than just their projects – we need to understand how they manage them.
What I Learned (Beyond a New Appreciation for Spreadsheets)
The bootcamp focused on how successful AEC firms consistently deliver projects on time, on budget and with few surprises.
Five lessons stood out to me:
• Project management is a business discipline, not a box-checking exercise
• A clear scope definition prevents uncomfortable conversations later
• Change management is inevitable; how you handle it determines trust
• Communication is a risk-management tool, not just a courtesy
• Top firms standardize processes that maintain room for professional judgment
None of it is flashy. All of it is essential.
And every single point applies directly to how we support AEC clients through our work.
Why This Matters for Public Engagement and Communications
Public involvement does not exist in a vacuum; it intersects with design milestones, construction schedules, budgets, regulatory requirements, etc. When communications teams operate on a different rhythm than engineering teams, friction follows.
We do everything in our power to be problem solvers, not problem starters.
By aligning our project management, we can anticipate project needs, integrate outreach into broader schedules and support decision-making with clarity and confidence.
This alignment allows us to:
• Plug into project teams without slowing anyone down
• Manage scope, schedule and budget changes transparently
• Support long-term programs as strategic partners (not just isolated tasks as production arms)
This makes us more effective partners and more valuable contributors.
Key Takeaway
I was honored to receive the official PSMJ Project Management certification. But beyond that, I’m taking home an important reminder: the power of a shared language and mindset. When processes align at the project level, collaboration deepens holistically and – most importantly – our work truly succeeds.
