The Challenge Series - Why isn’t even the best PMIS enough?

As an “old dog” with over 50 years in the industry, having worked on five continents under most, if not all, delivery systems, I still think back to the days when a handshake deal carried a certain expectation and responsibility between all parties involved. In today’s fast-paced, highly technical, bottom-line-driven, and often overly litigious environment, many of the new delivery systems, Integrated Project Delivery, Design-Build, Progressive Design-Build, Construction Management in all its forms, seem to strive to contractually ensure what used to be guaranteed by that handshake.

I realize that wishing for the “good old days” is looking through rose-colored glasses, but to some degree, I believe that without the underlying intent of that handshake, projects run a serious risk of failure, no matter what the delivery method.

In the dynamic and high-stakes world of construction project management, the interplay between teamwork, goodwill, and ethics on one hand, and liability and risk concerns on the other, defines the success and sustainability of projects. As the industry evolves, with increasing complexity, regulatory scrutiny, and stakeholder expectations, project managers must strike a delicate balance between fostering collaborative, ethical environments and mitigating legal and financial risks.

Teamwork is the cornerstone of any successful construction project. Projects often involve a diverse array of professionals, each bringing unique expertise and perspectives. Effective collaboration ensures that goals are aligned, communication is clear, and problems are resolved efficiently. Goodwill among team members fosters trust, reduces conflict, and enhances morale, boosting both productivity and project outcomes. When stakeholders act in good faith, they are more likely to accommodate unforeseen challenges, negotiate fairly, and prioritize the collective success of the project over individual gain.

Ethical conduct in construction project management encompasses honesty, transparency, fairness, and accountability. Ethical decision-making builds credibility and trust while helping to prevent issues that can have severe legal and reputational consequences. Transparent communication about project goals and risks helps manage expectations and reduce disputes. Ethical leadership sets the tone for the entire team, encouraging responsible behavior and a culture of integrity.

Construction projects are inherently risky. Delays, cost overruns, design flaws, accidents, and contractual disputes are common. Liability and risk management are central concerns for project managers. Legal frameworks and insurance policies are designed to protect stakeholders from financial loss and to ensure accountability.

However, an overemphasis on liability and litigation can hinder collaboration, leading to defensive practices, reluctance to share information, and adversarial contract negotiations. This can erode trust, stifle innovation, and discourage proactive problem-solving and adaptability, qualities essential for navigating complex projects.

Balancing the Two Sides

The key to reconciling these competing priorities lies in collaborative contracting approaches. These frameworks align incentives, share risks and rewards, and promote transparency among all parties. By embedding ethical standards and teamwork into contractual structures, project managers can create environments where collaboration and accountability coexist.

Project managers and team members should be equipped with the skills to navigate ethical dilemmas, communicate effectively, and understand legal obligations. Encouraging open dialogue about risks and responsibilities fosters a culture of mutual respect and shared ownership.

In today’s construction landscape, the tension between fostering teamwork, goodwill, and ethics, and managing liability and risk, is both inevitable and essential. Rather than viewing these elements as opposing forces, successful project managers recognize their interdependence. Ethical teamwork reduces risk, and thoughtful risk management supports ethical behavior. By embracing both, the construction industry can build not only structures but also trust, resilience, and long-term value.

The process embedded in TenzingOne fosters transparency, team-wide communication, proactive issue and risk identification and resolution, and real-time, issue-specific data management. These features combine to create an environment in which team members can collaborate effectively to ensure mutual success. However, without that spirit of the “handshake”, and the individual responsibility it implies, project success will always be at risk.

Reach out to info@tenzingone.com to learn more