Construction projects are often associated with high risks, repeatedly postponed deadlines, and cost overruns. Numerous uncertainty factors can cause difficulties: changing client requirements during the process, design shortcomings, organizational and quality issues related to implementation, administrative obstacles, and altered economic conditions, such as rising raw material prices. Most of these can be anticipated, and with the right expertise, their impact on costs can be mitigated. The necessary approaches and practices were summarized by two project managers of one of Hungary’s largest engineering companies, CÉH Plc., Miklós Horváth and Bence Raschek.

It is perhaps worth starting the topic with the definition of construction project management, since in domestic practice it is often confused with technical supervision, even though the two have very little to do with each other. A technical supervisor is a legally required role, responsible for ensuring that construction proceeds according to the plans, permits, standards, and contracts. The project manager’s role is different. With the experience of many projects and deep knowledge of the construction industry, the project manager stands by the client throughout, coordinating designers, contractors, and suppliers, ensuring deadlines are met, while representing the client’s interests by creating transparent decision-making situations and identifying risks. On-site or in the background, the project manager constantly works to deliver a building that is optimal from every perspective for the client. On request, their responsibilities may include cost optimization, ensuring that the required functions and quality are achieved using financial resources efficiently, without unnecessary expenses.

However, cost optimization does not only refer to construction costs. The project manager must look further and, during preparation, also highlight lifecycle costs and sustainability aspects. In the future, environmental and sustainability aspects will play an increasingly important role in construction, but incorporating them later is always more expensive. The project manager helps find the optimum balance between investment and future operational costs, which, over the lifecycle, translates into savings for the investor or building user. This is equally true for the increasingly common so-called deep renovations. A reconstruction or change of function may seem advantageous at first sight, saving costs, time, and carbon emissions. In practice, however, it is often more complex than a new project started from scratch. In such projects, it is of paramount importance that an experienced expert familiar with technological solutions supports the investor in decision-making.

Ideally—and domestic investors increasingly recognize this—the project manager is already involved before the design phase, in shaping concepts and identifying needs. The earlier they are engaged, the more hidden problems can be uncovered early on, avoiding their identification only later, after significant resources have already been committed. From the very beginning, they can propose what kind of building would meet functional, environmental, and aesthetic requirements, with which technology it should be implemented, and which tendering strategy is most suitable—considering the site, budget, and all other aspects. With a well-prepared project, the likelihood of cost overruns and delays is significantly reduced.

Comparing this with the fact that the average cost overrun of construction projects in Hungary is 25–30%, we can see the importance of this role, which requires complex skills and experience. Having someone who can provide proposals based on dozens—or, through their company, hundreds—of similar projects is already a strong chance for success.

Beyond experience and individual suitability, technology increasingly supports the work, making the role more data-driven. Project implementation can be supported by BIM 4D and 5D models, and in this digital environment not only the construction phase but also later operation can be simulated. With the help of various AI solutions, lessons learned from previous projects can be utilized, deficiencies and risks can be identified more effectively. These tools allow the preparation of useful decision-support materials and simulations, enabling investors to make data-based decisions.

The recipe for a successful project—delivered on time, within budget, and sustainably—thus comes together as follows: thorough preparation, transparent risk management, BIM-based scheduling, and cost simulation with AI tools.

Based on our article published in the August 8, 2025 issue of G7.