FMI Releases Final Installment of 2026 Project Management Study

RALEIGH, N.C., Nov. 10, 2026 /CourierPR/ -- FMI Corporation, a leading provider of consulting and investment banking services to the built environment, has released the final installment of its 2026 Project Management Study, focusing on the evolving role of project managers.

The study, based on responses from 243 construction executives and 84 project managers, delves into how contractors define the project manager role, assign project loads, and build the capabilities managers need to lead people, projects, and profits. According to the findings, project managers are expected to act as planners, communicators, and businesspeople, connecting the work happening in the field with the customer, schedule, forecast, and financial outcome.

Gregg Schoppman, a partner at FMI, highlighted the importance of a shared definition of the project manager role and the need for companies to provide the necessary capacity and development.

The research also found a relationship between workload and schedule performance. Project managers with one to three active projects reported on-time or ahead-of-schedule performance 76% of the time. In contrast, for managers with six or more active projects, that figure dropped to 64%. The report emphasizes that project count alone does not define capacity. Factors such as project complexity, administrative work, support structure, and process friction also affect how much a project manager can carry.

Training and development remain a significant opportunity for contractors. Forty-seven percent of firms identified in-house structured programs as their primary training method, while only 7% rated their project manager training highly effective. The study examines how firms can match development to talent backgrounds and create consistent standards across internal promotion paths.

When asked about the capabilities project managers will need over the next five to 10 years, executives most often identified communication, client relationships, financial and cost management, and technology or AI fluency. FMI's research advises leaders to translate these capabilities into clear role expectations, development paths, and measures that support project performance.

The report provides valuable insights for construction companies looking to improve project delivery and performance. By understanding the evolving role of project managers and the factors that influence their success, firms can better support their managers and enhance overall project outcomes.