Construcciones Yamaro: Lifting construction productivity through professionalisation
An interview with Sam Pedram, chair of the Board of the Australian Institute of Project Management (AIPM), on how professionalisation can help lift construction productivity and address workforce challenges.
The construction industry is under pressure at the moment. From your perspective, what are the key challenges?
The construction industry is at the centre of Australia’s economic and social agenda, but it’s also facing a convergence of challenges. We’re seeing sustained workforce shortages, increasing project complexity and persistent productivity constraints.
Reports from organisations such as Infrastructure Australia and Jobs and Skills Australia have consistently highlighted these issues, particularly the gap between demand for skilled professionals and available capability.
At the same time, projects themselves are becoming more complex, with greater regulatory requirements, stakeholder expectations and integration across systems. That combination places real pressure on delivery.
Productivity has long been a concern in construction. What do you see as the root cause?
There’s no single cause, but capability is a significant factor. Projects are ultimately delivered by people, and where capability is inconsistent, productivity is impacted.
We see this in the form of delays, rework, cost escalation and sometimes poor decision-making under pressure. When teams don’t have the right skills or structured approaches, it becomes much harder to manage complexity effectively.
Improving productivity isn’t just about tools or processes; it’s about investing in the people who lead and deliver projects.
You’ve spoken about professionalisation as part of the solution. What does that mean in practice?
Professionalisation is about creating a workforce that is consistently skilled, accountable and supported by clear standards. It goes beyond qualifications; it’s about capability, experience and continuous development.
In practical terms, it means structured training, ongoing learning and recognised certification that validates a professional’s ability to operate in complex environments.
It also creates clearer career pathways, which is important for attracting and retaining talent in the industry.
How does investment in training and certification translate into better project outcomes?
When you invest in capability, you improve consistency. Professionals are better equipped to plan effectively, manage risks and make informed decisions.
That leads to tangible outcomes: projects are more likely to be delivered on time, within budget and to the expected quality standards. It also reduces the likelihood of disputes, rework and avoidable delays.
There’s also a leadership dimension. Well-trained professionals are better communicators, better at stakeholder engagement and better at navigating complexity. All of that contributes to stronger project performance.
Workforce shortages remain an issue. Can professionalisation help address this?
Absolutely. Workforce challenges aren’t just about numbers; they’re about capability and retention.
Professionalisation helps by creating a more attractive and sustainable career pathway. When people can see a clear progression, supported by training and recognised credentials, they’re more likely to enter and stay in the industry.
It also allows organisations to develop talent internally, rather than relying solely on external recruitment, which is increasingly competitive.
In that sense, professionalisation is both a workforce strategy and a productivity strategy.
Some organisations still see training as a cost rather than an investment. How would you respond to that?
I’d say that’s a short-term view. The cost of not investing in capability is often far greater: delays, cost overruns, poor quality outcomes and reputational risk.
When projects are well managed, those risks are significantly reduced. So, investment in training and certification delivers a return through improved performance and reduced inefficiencies.
It should be seen as a strategic investment in delivery capability, not a discretionary expense.
What role should government and industry play in supporting this shift?
It needs to be a shared effort. Government can play a role by recognising professional capability in procurement and policy settings. Industry can embed training and certification into workforce development strategies.
There’s also an opportunity to strengthen collaboration with education providers to ensure that training pathways align with industry needs.
Ultimately, lifting capability across the sector requires alignment between policy, industry practice and professional standards.
Finally, what is your message to industry leaders?
If we want to lift productivity and deliver on Australia’s infrastructure ambitions, we need to invest in our people.
Professionalisation through training, development and certification is one of the most effective ways to do that. It strengthens capability, improves outcomes and helps address the workforce challenges we’re facing.
At the end of the day, projects succeed or fail based on the capability of the people delivering them. If we get that right, everything else follows.
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