In this episode, I talk with John Boulé, PE, executive vice president and operating unit manager at Dewberry, about how proactive leadership in project management, rooted in accountability and clear client communication strategies, can drive engineering project success. Drawing from his military background, John explains how staying on offense builds trust and empowers project managers at every level.
Engineering Quotes:
Here Are Some of the Questions I Ask John Boulé, PE:
- How do you balance strong client communication while also looking out for your firm’s goals during a project led with proactive leadership in project management?
- What is your approach to building flexible project plans that can adapt to changes and manage risk through proactive leadership?
- How do you view accountability in proactive project management, and how do you encourage it within your teams?
- If a project manager has the support they need but still underperforms, how do you hold them accountable as a leader practicing proactive leadership in project management?
- How do you balance taking full ownership of a project while also empowering your team through proactive leadership?
- What qualities make a project manager stand out as truly successful in the context of proactive leadership in project management?
- What is one of the biggest project pitfalls you’ve seen, and what final piece of advice would you give to help PMs avoid it using proactive leadership strategies?
Here Are Some Key Points Discussed in This Episode About Proactive Leadership in Project Management: Key Principles & Best Practices:
- Strong communication builds trust with clients and ensures goals are aligned throughout the project lifecycle. By consistently updating clients and managing budgets carefully, project managers practicing proactive leadership in project management can meet client needs while also ensuring the company’s commercial success.
- A solid, written project plan must be developed before the project kickoff and include detailed budget breakdowns, quality protocols, and scheduling. When changes inevitably happen, having that baseline allows project managers to adjust effectively, a hallmark of proactive leadership in project management.
- Accountability is a positive force that empowers project managers to lead confidently and take ownership. With proper support and autonomy, team members gain the confidence and experience needed to grow as leaders themselves under proactive leadership.
- Leaders should allow small mistakes so team members can learn and grow, but repeated issues signal a mismatch in role. When support and oversight are in place, continued underperformance means reassignment may be necessary, a decision often guided by proactive leadership in project management.
- Effective leaders assess individual strengths and weaknesses to build balanced teams that complement each other. By assigning the right responsibilities, project managers can lead strategically while helping others develop skills and confidence through proactive leadership.
- Honesty, confidence, and the ability to deliver both good and bad news help project managers build strong relationships with clients. Successful PMs also avoid getting lost in technical details and stay focused on budget, schedule, and team coordination.
- Scope management in engineering is a common pitfall that can derail budgets if not addressed early. The key is to communicate clearly with clients about out-of-scope work and request the necessary approvals to keep the project and company on track.
More Details in This Episode…
About John Boulé, PE
John Boulé, PE, is the executive vice president and operating unit manager for Dewberry’s Northeast practice. He has more than 38 years of experience delivering engineering programs and projects in transportation, resilience, facilities design, environmental restoration, civil infrastructure, and military engineering. At Dewberry, John has participated in many high-profile projects and assignments, serving the likes of NYSDOT, NYCDDC, NYCDEP, NYCEDC, NYCDOT, NYCHA, MTA C&D, USACE, and the PANYNJ.
John served in the U.S. Army from 1986 to 2012, attaining the rank of colonel before choosing to retire. His last assignment was as commander of the New York District of the U.S. Army Corps of Engineers. In this role, he was responsible for the Corps’ water resource development and military facilities program, planning, designing, and constructing projects in much of New York State and New Jersey. As commander, he was responsible for the award and management of work with an annual value of well over $1 billion.
John is a West Point graduate with two engineering master’s degrees from Stanford University. He is a registered professional engineer.
Sources/References:
Dewberry
U.S. Army
SWOT Analysis
Superstorm Sandy
Connect with John Boule, PE, on LinkedIn
AEC PM Certification
AEC PM Connect
Project Management Accelerator™
Engineering Leadership Accelerator™
Keynote Speaking
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