Scaling project teams without overburdening leadership requires smarter planning, better tools, and clear delegation.
Here's what top general contractors (GCs) are doing to tackle challenges in large-scale projects:
With $130 trillion in global project investments by 2027, these strategies are crucial for staying on time and budget. Whether it's using "frozen zones" to prevent disruptions, or segmenting projects tactically, the focus is on aligning team structures with leadership capacity while leveraging technology and expert hiring to maintain momentum.
Getting the team structure right can determine the success or failure of a massive project. Take the example of a global mining company managing a $15 billion portfolio. By using advanced analytics, they discovered their owner team needed to triple in size. This insight led to a complete revamp of their hiring strategy and the establishment of a centralized project management hub. Clearly, relying on intuition alone is not enough when operating at scale.
The way you structure your team depends heavily on your contracting approach. For instance, a $1 billion project operating under an Engineering, Procurement, and Construction (EPC) lump sum turnkey contract might only need 70 people during execution. In contrast, an owner-integrated setup could demand 250 people - more than three times the headcount.
Top general contractors are moving beyond gut instincts, opting for analytics-based capacity planning. This method maps out owner activities against project timelines and uses productivity benchmarks - like engineering hours per drawing - to calculate exactly how many full-time equivalents are required. A global oil and gas firm applied this to a $10 billion program and found they could demobilize 25% of their team during the final stages, freeing up resources for other priorities.
Modern projects also require what experts call "workforce ecosystem orchestration." This involves coordinating internal employees, contractors, gig workers, and professional service firms to ensure everyone works efficiently together - even if they aren’t all on your payroll. The focus isn’t on rigid control but on creating systems that allow diverse teams to collaborate smoothly.
Once the right team model is in place, defining roles and responsibilities becomes essential to avoid bottlenecks at the leadership level.
Clearly defined roles are key to keeping projects moving smoothly. In December 2015, a European shipbuilding company introduced a "Big Room" concept - a central control hub with daily steering routines. They established a standard takt (the maximum time allowed for recurring processes) and assigned clear accountability for any delays. This approach cut project completion time by 15% and reduced total costs by 5% compared to initial projections. By replacing siloed workflows with cross-functional teams that held regular meetings to address schedule or quality issues, they achieved faster and more efficient outcomes.
"A world-class project owner team consists of the right number of people with the right expertise and experience deployed in every project function at every point during the project." - Shu'aib Mahomed, Małgorzata Olszańska, and Maksim Varshavskiy, McKinsey & Company
Another effective tactic used by smart contractors is implementing "frozen zones" - fixed periods during which no changes to specifications are allowed. This prevents last-minute disruptions in the supply chain and engineering, protecting leadership bandwidth and keeping the project on track. When clients commit to communicating their requirements early, it leads to better planning and smoother execution overall.
Breaking down a large project into smaller, manageable parts can prevent leadership burnout and keep progress moving. When one leader is responsible for every decision, it can bottleneck the entire process. The solution? Create self-contained units with their own oversight, so different parts of the project can advance simultaneously.
Using scalable team models, dividing a project into smaller sections helps leaders prioritize critical tasks without becoming overwhelmed. The best way to divide a mega project often depends on the physical flow of work on-site. Contractors frequently focus on repeatable processes - tasks that are performed multiple times, like electrical installations across different areas of a building. This approach creates a steady rhythm, making management more predictable.
A common and effective method is takt-based segmentation, where each unit is assigned a specific timeframe (usually one day to one week) to complete recurring tasks. This system has been shown to reduce delays and control costs across various projects.
Take the Gotthard Rail Tunnel project, for example - the longest rail tunnel in the world. Its construction was split into five sections: Erstfeld, Amsteg, Sedrun, Faido, and Bodio. Each section had its own unique geological challenges, allowing specialized teams to focus on their part of the project without being burdened by the tunnel's overall complexity.
For projects spread across different locations or involving diverse services, a divisional structure is often the best fit. This structure allows each unit to operate semi-independently while staying aligned with the project's overall goals. The key is to match your segmentation strategy to the project's physical layout and how subcontractors and craftspeople naturally move through the site.
Once the work areas are clearly defined, it’s essential to assign local leaders to maintain momentum. Each unit should have a dedicated project manager or superintendent. This setup avoids the delays that occur when a single person is responsible for approving every change, reviewing every report, and resolving every conflict.
"When only one person can make decisions, a project only moves as fast as that person can make them." - Greg Blakemore, Corporate Trainer
Atlassian faced similar challenges when relying too heavily on a few "hero individuals" with deep expertise. CTO Sri Viswanath admitted, "We had several setbacks when heroes weren't on [the necessary] teams or reached their capacity in managing sprawling systems". By reorganizing into smaller, more autonomous teams, the company distributed leadership responsibilities and avoided burnout.
Unit leaders play a critical role in spotting inefficiencies and addressing delays before they snowball into bigger problems. They also help workers stay focused on their tasks while keeping the broader project goals in mind. As Greg Blakemore explains, "The people doing the work can have tunnel vision - it's hard for them to have a big-picture view of the schedule and what must be done to maintain the schedule".
To ensure these leaders can act effectively, they need decision-making authority up to a specific cost threshold. For instance, a unit leader might have the power to approve changes up to $50,000 without needing senior leadership approval. This "cost trigger" system keeps the project moving while reserving higher-level decisions for executive oversight.
iRecruit.co Pricing Plans for Construction Recruitment
Building and scaling project teams often requires hiring specialized talent quickly. A staggering 54% of contractors cite workforce shortages as the main reason for project delays. Over the past year, the construction industry has seen an average of 382,000 job openings each month. On top of that, two-thirds of owner firms report being severely understaffed. This shortage leaves leadership teams bogged down, spending weeks sifting through resumes instead of focusing on project execution. Expert recruitment services offer a practical solution, connecting companies with the talent they need while freeing up leadership to focus on bigger priorities.
These services streamline the hiring process by presenting pre-screened candidates who are already evaluated for their technical skills and experience. This is especially crucial for filling roles like project managers, cost engineers, and construction managers - positions where practical experience has a direct impact on project outcomes. For instance, every decade of experience a project manager has can speed up project execution by 8%. And for projects valued at over $50 million, experience isn’t just helpful - it’s considered essential. For more details on navigating workforce challenges, check out our guide on jobs and workforce trends.
Third-party staffing works best when used strategically, filling gaps in critical areas where internal resources are stretched thin. By outsourcing the time-intensive tasks of sourcing and screening, general contractors can keep their leadership focused on delivering projects rather than getting bogged down in hiring logistics.
If resume screening is eating into your leadership’s time, a dedicated recruitment service like iRecruit.co can make all the difference. iRecruit.co specializes in sourcing pre-qualified candidates for high-stakes roles such as project managers, executives, cost estimators, and MEP specialists. By delivering candidates who are already vetted, the service allows your team to skip the early stages of hiring and focus on final interviews and decision-making.
iRecruit.co operates on a success-based pricing model. This means you only pay significant fees when a hire is successfully made, minimizing financial risk while aligning the recruiter’s goals with your hiring objectives. For general contractors juggling multiple projects, this approach also prevents what’s known as the "Susan’s Trap" - where leadership gets bogged down in technical tasks instead of driving the overall project forward.
iRecruit.co offers flexible pricing that adapts to your hiring needs. Whether you’re hiring for a single critical role or managing multiple vacancies, the pricing structure ensures you get the support you need without overcommitting financially.
| Plan | Monthly Fee | Success Fee |
|---|---|---|
| 1 Open Role | $0 | 25% of first-year salary |
| 2 Open Roles | $8k | 20% of first-year salary |
| 3+ Open Roles | $10.5k+ | 20% of first-year salary |
Here’s an example: hiring a project manager with a $120,000 first-year salary under the single-role plan would result in a $30,000 success fee. Under the multi-role plans, the same hire would cost $24,000 in success fees plus the respective monthly fee. This structure is ideal for contractors with ongoing hiring needs across multiple projects, particularly when scaling teams using segmentation strategies.
Scaling project teams effectively requires structured delegation that not only empowers team members but also preserves leadership's capacity to focus on strategic priorities. Interestingly, only 11.7% of builders dedicate their time to improving business processes, with the majority consumed by daily management tasks. This highlights the need for smarter delegation frameworks to replace the tendency to work longer hours.
One proven approach is the "30% Solution". This method involves leadership engaging actively during the first 20% of a work package to set direction, stepping back during the middle 70% to allow the team to execute independently, and returning for the final 10% to ensure successful completion. This approach creates clear checkpoints, balancing oversight with autonomy while avoiding micromanagement. As explained by Tom Cooper, PMP of BrightHill Group:
"You're no longer just a bricklayer... Your job is to orchestrate the work. You're not successful if you merely deliver a great wall - you need to see to it that all the pieces come together and create something amazing." - Tom Cooper, PMP, BrightHill Group
Delegating tasks that can be completed at 70% quality allows team members to grow while leaders focus on higher-level strategy. In fact, CEOs who excel at delegation generate 33% more revenue than those who don’t. This underscores the importance of adopting systems that free leaders to maintain a strategic perspective.
Visual tools play a vital role in improving delegation by providing clear guidelines for quality and processes. General contractors (GCs) can transition from physical boards to digital tools that offer real-time visibility into projects, resources, and tasks. Tools like RACI charts - outlining who is Responsible, Accountable, Consulted, and Informed - help clarify roles and decision-making authority. Visual timelines, on the other hand, show how each team member's work contributes to the overall project.
These visual aids, combined with phase gates, enhance delegation frameworks by reinforcing accountability and providing clear reference points for team members.
Phase gates establish structured checkpoints, ensuring accountability without the need for constant supervision. Instead of micromanaging daily activities, GCs can focus on milestone reviews to confirm progress before advancing to the next phase. This aligns seamlessly with the "30% Solution", as it defines leadership's role at both the start and end of work packages.
Daily huddles also play a role in identifying potential issues early, shifting accountability to the team while keeping attention on critical KPIs.
"Delegation isn't about losing control; it's about trust. Start with small tasks, offer guidance, and give your team the chance to step up." - Jamie, Creative Director
To ensure effective delegation, match the level of responsibility to the team's readiness. The 70% Rule and the Five Levels of Delegation - ranging from Tell (detailed instructions) to Delegate (full ownership) - offer a structured way to gradually shift responsibility. While newer team members may require more direction, experienced staff can handle tasks independently. Phase gates provide the necessary checks to maintain accountability as responsibilities grow, ensuring quality while enabling leadership to focus on broader objectives.
Construction management software is transforming how teams work by replacing outdated tools - like whiteboards, spreadsheets, and phone calls - with a single digital platform that connects field and office teams in real-time. With a projected 41% workforce retirement rate by 2031 and global construction spending expected to reach $22 trillion by 2040, the need for efficiency has never been greater.
The results speak for themselves. In February 2025, Eric L. Rickabaugh, Chief Project Officer at Reinicke Athens, shared how Procore has streamlined operations:
"Instead of one person keeping track of 100 people's time over the course of a week, we're able to keep track of one person keeping track of 6 to 8 people's time every day."
These advancements allow leadership to shift focus from routine data entry to more strategic priorities, reshaping how resources are managed and tracked.
Modern construction platforms are packed with tools that simplify project management. They automate task assignments, send deadline reminders, and update statuses using no-code workflows. AI features take it further, extracting data from PDFs and images, categorizing urgent requests, and flagging potential delays before they happen. On top of that, mobile time-tracking tools let field workers log hours and materials instantly, with systems automatically sorting time into regular, overtime, and double-time categories - minimizing payroll errors.
Mike Van Eerde, Director of Construction at Classic Fire and Life Safety, explained how this precision has changed their operations:
"We can quantify exactly how our jobs are going and where the labor hours are being spent. That type of work wouldn't have been possible without Procore."
These platforms also integrate equipment tracking, linking rental costs to budgets and daily logs to prevent unnecessary spending on heavy machinery. Procore, for instance, connects with over 500 partner apps, extending its reach into accounting, ERP, and HRIS systems like Sage and Microsoft Dynamics. By cutting down repetitive tasks, these tools free up leadership to focus on making impactful decisions rather than getting bogged down in administrative work.
But automation is just one piece of the puzzle - real-time monitoring is equally critical.
Gone are the days of waiting for weekly reports. Real-time dashboards now give leaders instant access to labor costs, resource allocation, and schedule updates. AI-powered tools can analyze hundreds of projects at once, spotting dependencies and predicting conflicts before they escalate. This proactive approach shifts the focus from reacting to problems to preventing them.
Teryn Lamoreau, Operations Support Director at Jaynes Corporation, emphasized the importance of this visibility:
"We're all in a labor shortage and running lean. We can feel more comfortable running lean if we can understand where our people are, how long they're going to be there and what that strategy looks like."
Digital control towers take collaboration to the next level, enabling owners, contractors, and subcontractors to work together using real-time data rather than outdated weekly milestones. For example, in September 2020, McKinsey & Company implemented a digital control tower with 3D site scanning for their Digital Capability Center project in Venice. By tracking physical KPIs like concrete poured and resequencing activities based on scan data, the team was able to recover several weeks lost to COVID-19 shutdowns.
The financial benefits are hard to ignore. Fully utilizing digital tools could nearly double profit margins for general contractors, raising them to an average of 10% and unlocking a $265 billion annual profit pool for those who adopt these technologies. This level of visibility allows leadership to maintain control across multiple projects without drowning in operational details.
Ron Johnson, CEO of Peninsulators, summed it up perfectly:
"Operations is all about people, technology, and process coming together - and we leverage the heck out of Procore Resource Planning in all of that."
Scaling teams requires a thoughtful approach, and there are four main strategies to make it work.
First, create team structures that can grow alongside your projects. Break down large-scale initiatives into smaller, manageable units, each with its own dedicated leader. Alternatively, use data-driven methods to determine the right team size based on the complexity of the task. Once the structure is in place, the focus shifts to delegation.
Second, embrace the 20/70/10 delegation framework. This method involves leaders guiding the first 20% of a project, empowering teams to work independently during the middle 70%, and stepping back in to review the results during the final 10%. As Tom Cooper from BrightHill Group explains:
"You're no longer just a bricklayer... Your job is to orchestrate the work. You're not successful if you merely deliver a great wall - you need to see to it that all the pieces come together and create something amazing." - Tom Cooper, PMP, BrightHill Group
Third, focus on expert recruitment for critical roles. With 86% of business leaders identifying the management of external contributors as crucial to performance - but only 33% feeling adequately prepared - specialized recruitment services become invaluable. For instance, iRecruit.co provides pre-qualified candidates for roles like project managers and construction engineers. Their pricing ranges from a 25% success fee for single hires to 20% when filling three or more positions simultaneously.
Finally, utilize technology to streamline operations and protect profit margins. Automating task assignments and using real-time dashboards can make a huge difference. Projects that incorporate dynamic resource scheduling tools have a 90% success rate in staying on or under budget. The right technology not only saves time but also ensures financial efficiency.
General contractors can make smarter decisions about their team size and resources by using data-driven planning. By analyzing key project metrics - like labor productivity, required skills, and timelines - they can predict staffing needs more accurately. This helps them sidestep issues like labor shortages or overstaffing, both of which can lead to delays or inflated costs.
When workforce planning tools are integrated with scheduling systems, contractors can better match team resources to each project phase. This ensures smoother operations and boosts efficiency. Plus, it takes some pressure off leadership, allowing them to focus on big-picture strategies while maintaining adaptable team structures.
Breaking down large projects into smaller teams with dedicated leaders can make a world of difference. By dividing complex tasks into more manageable pieces, teams can zero in on specific objectives, reducing the chance of errors or delays. This approach keeps things organized, allowing for better planning, smarter resource use, and easier tracking of progress.
When each team has its own leader, accountability and communication improve significantly. These leaders can focus on their team’s needs, resolve problems quickly, and keep everyone on the same page. It also means upper-level leadership can concentrate on the big picture without getting bogged down in day-to-day details, avoiding burnout and ensuring strategic decisions stay on track.
Smaller teams also bring a level of agility that’s hard to achieve in larger groups. They can adjust to changes more easily, shift resources where needed, and tackle challenges without throwing the entire project off course. This setup not only improves control and focus but also sets the stage for successfully completing large-scale projects.
Platforms like Procore simplify construction management by bringing essential data and processes together in one place. They offer real-time insights into project progress, workforce distribution, and equipment usage, which helps teams plan and coordinate more effectively while making smarter decisions.
By cutting down on manual data entry and enhancing team communication, these tools help reduce mistakes, prevent delays, and keep projects moving forward. They also ease the burden on leadership by streamlining workflows, enabling teams to work efficiently without overwhelming management.
