ICPMA

08/10/2026

ICPMA was pleased to participate in the 2026 CMAA International PM/CM Roundtable in Denver as part of CMAA’s annual conference.

ICPMA was represented by Robert Bennett and Daniel Castro, both members of the ICPMA Steering Committee. The Roundtable brought together representatives from CMAA, ICPMA, the Chartered Institute of Building, the Construction Management Association of Japan, the Associated Schools of Construction, and Project Coach.

The discussion focused on several issues affecting the project and construction management profession globally, including workforce development, technology, AI, data quality, mentoring, professional competencies, and international collaboration.

A key takeaway was that many challenges we think of as local are actually global. Workforce shortages, labor moving between construction sectors, the need for better training, and the challenge of preparing the next generation of PM/CM professionals are appearing in different forms across multiple countries.

Examples were shared from Toronto, Mexico, Japan, Colombia, and the U.S. These included workforce transition challenges, training and retention programs, efforts to attract younger people into construction, and the continued need to strengthen construction management as a recognized profession in different markets.

Technology and artificial intelligence were another major focus. Participants discussed BIM, field capture, automation, digital project controls, and the growing importance of data quality.

One important perspective shared during the discussion was that technology is not simply going to eliminate the PM or CM role. Instead, it will change the competencies required from the professional performing that role. The future PM or CM will still need judgment, leadership, communication, construction knowledge, cost and schedule awareness, but will increasingly need to understand BIM, AI, data, and digital systems as well.

The Roundtable also highlighted the importance of stronger international collaboration through knowledge sharing, mentoring, education, standards, credentials, and practical case studies.

For ICPMA, the event reinforced the value of connecting professionals across markets and turning international dialogue into practical collaboration.

ICPMA appreciates CMAA for continuing to create a space for these conversations and looks forward to strengthening relationships across the international PM/CM community.

02/10/2026

What’s next for project management, housing and the built environment?

We’re pleased to share an upcoming webinar featuring ICPMA member Dave Corbin, who is contributing to this timely conversation and bringing valuable perspectives to the project and construction management community.

The webinar is hosted by APM London Network and supported by APM Built Environment Interest Network, featuring Lois Liao from Cardiff University / Prifysgol Caerdydd, with a focus on project management, housing, construction and the role of AI in the built environment.

A valuable opportunity to learn, exchange perspectives and stay connected with the conversations shaping our profession.

🔗Join the conversation and register here:
https://lnkd.in/p/etgWy5V7

I'm very much looking forward to supporting this webinar delivered by Lois L. from Cardiff University / Prifysgol Caerdydd. The event is being hosted by the APM London Network and supported by the APM Built Environment Interest Network. You don't need to be a member of the Association for Project Ma...

25/09/2026

The Construction Manager of the Future: What Skills Will Define 2030?

Construction is changing. And the role of the construction manager is changing with it.

By 2030, managing a project will be about much more than controlling schedules, costs, and teams. Technology will transform how projects are planned and delivered, but successful leadership will still depend on judgment, people, and the ability to understand the bigger picture.

What skills will construction managers need to master?

🏗️ Strategic thinking — seeing beyond the project and anticipating risks, scenarios, and opportunities.

🤖 AI & digital literacy — using AI, automation, and digital tools to make better decisions, not simply to do the same tasks faster.

📊 Data-driven decision-making — turning large amounts of project data into insights that enable early action.

🤝 Leadership & negotiation — bringing diverse teams together, managing conflict, and building trust across the project ecosystem.

🌱 Sustainability — integrating carbon, resource efficiency, circularity, and resilience into project decisions.

🧠 Adaptability & continuous learning — staying effective as technologies, regulations, and business models evolve.

⚠️ Risk management — moving from reacting to problems to anticipating and preventing them.

The construction manager of 2030 may not be the person who does the most.

They will be the person who best connects people, technology, data, and decisions.

So, a question for today’s construction leaders:

Are we developing the skills we will need tomorrow?

18/09/2026

Will AI replace the construction manager? The evidence so far suggests the opposite.

Five years ago, construction managers spent hours reviewing schedules, RFIs, progress reports, and cost forecasts. Today, AI can analyze thousands of project data points in minutes and identify risks before they become problems.

The task is being automated. The role is becoming more strategic.

We're already seeing this happen across the industry:

🏗️ Schedule Risk Prediction
AI platforms are being used to analyze project schedules and identify activities with the highest probability of delay. Instead of searching for problems, construction managers focus on preventing them.

📸 Progress Monitoring
Companies are using drones, 360° cameras, and computer vision to compare actual site progress against BIM models and schedules. AI flags discrepancies automatically; the manager decides how to recover lost time.

💰 Cost Forecasting
Machine learning tools can detect early signals of budget overruns by analyzing procurement, productivity, change orders, and historical project data. The software predicts the risk. The manager determines the response.

🦺 Safety Management
AI is already being used to identify missing PPE, unsafe worker proximity to equipment, and high-risk site conditions in real time. Technology detects the hazard; leaders build the safety culture.

The lesson is clear. AI is replacing administrative effort, not leadership.

The real risk is assuming that data equals judgment.

- AI can identify a delay, but it cannot negotiate with a subcontractor.
- AI can predict a cost overrun, but it cannot balance commercial, contractual, and stakeholder interests.
- AI can process information, but it cannot build trust with clients, communities, or project teams.

The most successful construction managers of the next decade will not be those who know the most about AI.

They will be those who know when to trust it, when to challenge it, and how to turn its insights into better decisions.

The future of construction is not AI versus construction managers. It's AI-powered construction managers outperforming everyone else.

09/09/2026

Building right is, above all, about protecting lives.

In seismic countries, every decision made throughout a construction project can make a difference. Design, supervision, workmanship, and—most importantly—the quality and performance of materials cannot be left to chance.

The safety of a building begins long before the first brick is laid. It begins with compliance with standards, responsible material selection, and the commitment of everyone across the construction value chain to do things right.

As construction leaders, our responsibility goes beyond delivering projects on time and within budget. We have a responsibility to build structures that perform when they are needed most.

In earthquake-prone regions, building right is not an option.
It is a responsibility to the people, families, and communities who will live and work in those buildings.

Because behind every structure are people whose safety depends on the decisions we make today.

Good construction is not negotiable. It is planned, verified, and built with the right materials.

25/08/2026

Our new president, Lola Ripollés, represents a new era of leadership, collaboration, and international reach for ICPMA.

With a solid track record in construction project management, real estate, sustainability, and transformation, Lola brings a strategic vision shaped by her experience in various European markets. She has led construction management for the IKEA Group’s Atlantic Cluster, which includes the United Kingdom, Ireland, Portugal, and Spain.

Her relationship with ICPMA has grown stronger over the years through her active participation in our community and on the Steering Committee. In addition, she played a key role in organizing the 2015 International Conference in Madrid.

His ability to connect people, share knowledge, and lead complex projects will be key to further strengthening ICPMA’s global reach.

Under her presidency, we will continue to promote excellence, innovation, sustainability, and collaboration in construction project management around the world.

Lola, we wish you every success in this new chapter. The entire ICPMA community stands with you.

🌐 https://www.icpma.net/

08/07/2026

The conversation about the future of construction is no longer focused solely on how much will be built. The real question is: Where will capital flow, and which projects will be able to attract it?

The global market is entering a new phase.

While some sectors face pressure from interest rates, financing costs, and geopolitical uncertainty, others continue to gain momentum thanks to megatrends that are redefining global investment. Data centers, energy infrastructure, advanced manufacturing, logistics, defense, and climate change adaptation projects are attracting an increasing share of investor interest.

But access to capital no longer depends solely on having a good project.

Investors are looking for organizations that can demonstrate:

✔️ Strong governance.
✔️ Comprehensive risk management.
✔️ Maturity in project management.
✔️ Ability to meet timelines and budgets.
✔️ Measurable environmental and social impact.
✔️ Teams equipped to execute with excellence.

In other words, trust has become a financial asset.

Paradoxically, in an environment where demand for infrastructure remains enormous, many markets are experiencing more moderate growth due to rising costs, a shortage of specialized talent, and stricter requirements for accessing financing.

That is why the future belongs to those who understand that project management is no longer just an ex*****on-focused discipline.

It is a competitive advantage.

At the International Construction Project Management Association, we believe that strengthening management capabilities is one of the most profitable investments for the development of sustainable, resilient infrastructure capable of generating value for society.

What do you think will be the main driver of investment in the construction industry over the next decade?

23/06/2026

Celebrating excellence in construction project management at the ICPMA Awards 2026 in Seoul, South Korea. 🌏🏆

This year's awards recognized outstanding projects that demonstrate how effective project management can create lasting value for communities, infrastructure, and society.

Congratulations to the winners:

🏆 Project Delivery Method Award
• Hiroshima Football Stadium

🏆 Engineering, Technical Stakeholder & Risk Management Award
• Lot 2 of the Extension of the Yellow and Green Lines of the Lisbon Metro, from Santos Station to Cais do Sodré Station

🏆 Social Responsibility and Contribution Award
• Penang Japanese School Renovation Project

🏆 Overall Excellence Award
• Hayag Farm School

⭐ Special Achievement – Project Coordination
• Expo 2025 Development Project PM Service

⭐ Special Achievement – Public Consultation & Governance (ESG)
• Green Network Alcanena – Phase 1 | Community-Based Urban Regeneration

These projects showcase innovation, leadership, stakeholder engagement, sustainability, and the highest standards of project delivery across diverse sectors and regions.

On behalf of the International Construction Project Management Association (ICPMA), we extend our sincere congratulations to all winners, finalists, judges, and participating organizations. Your achievements continue to advance our profession and inspire the next generation of project leaders.

Together, we are shaping a more sustainable, resilient, and collaborative future for the global construction industry.

11/06/2026

Our Experience at the ICPMA Conference 2026!

We are delighted to share some of the highlights from the ICPMA Conference 2026, an event that brought together business leaders, experts, academics, and professionals from around the world in Seoul to reflect on the present and future of project management and the construction industry.

We are proud to have created a space for knowledge sharing, partnership building, and the analysis of trends that are transforming the industry: innovation, artificial intelligence, sustainability, digital transformation, leadership, and capacity building.

Beyond the presentations and panel discussions, this conference was an opportunity to strengthen a global community committed to excellence in project management and to building solutions that make a difference in our organizations and communities.

We would like to thank all the speakers, partners, sponsors, and attendees who made this event possible. Your participation and expertise were essential to the success of this year’s conference.

Your participation and expertise were essential to the success of this event.

We’d like to share a selection of photos capturing some of the highlights from these days of learning, collaboration, and shared vision.

28/05/2026

Construction Management as a Profession in Its Own Right

A reflection worth sharing from one of the members of the International Construction Project Management Association, Daniel A. Castro, MBA, PMP, CCM, published in the latest edition of MCCM Magazine.

Construction management is still a relatively young discipline compared to architecture and engineering, yet it has become essential to the successful delivery of modern projects. As complexity increases, so does the need for structured coordination across design, construction, technology, cost, and risk.

This article traces the evolution of the profession, from early informal coordination models, through the separation of design and construction roles, to the emergence of project management principles in the twentieth century and the formalization of construction management as a discipline in its own right.

What stands out most is how modern construction depends not only on technical expertise, but on the ability to integrate systems, manage information, and align multiple stakeholders toward a common outcome.

Today, construction management is no longer just an operational support function. It is a profession that connects intent with ex*****on and brings structure to increasing complexity in the built environment.

Yet, recognition of this role is still evolving globally. In some regions it is fully institutionalized; in others it remains under-recognized despite its critical contribution to project success.

As projects continue to grow in scale and sophistication, construction management will only become more central to how we design, plan, and deliver infrastructure and buildings worldwide.

🔗Full article published in MCCM Magazine: https://issuu.com/maltaconstruction/docs/mccm_magazine_march_april_2026