Strong coordination between project managers and superintendents is central to managing schedules, contracts, safety and day-to-day project execution. Mortenson is expanding an internal training program designed to strengthen those capabilities and establish greater consistency across its construction operations.
The Project Manager & Superintendent Skill Development Program combines scenario-based exercises, peer collaboration and guidance from experienced business leaders. The program is intended for both experienced construction leaders and employees newer to project manager and superintendent roles.
Mortenson launched the training as a pilot in early 2025 before developing it into an eight-week program. Participants work through construction scenarios covering planning and scheduling, preconstruction, scope and contract management, financial management, project operations, safety, quality and lean practices, partnerships and issue resolution.
Business leaders participate as subject matter experts, coaches and facilitators. The format gives participants opportunities to evaluate project situations, develop responses and receive feedback during the exercises.
The curriculum also emphasizes coordination between project managers and superintendents. Training activities address how the two roles can align project teams, communicate about challenges and approach issue resolution from different operational perspectives.
The program brings together employees from different areas of Mortenson's business, allowing participants to compare approaches used across project types. Participants have worked through scenarios involving different operating environments, including commercial and solar projects.
More than 12 classes have been completed. Mortenson reports that more than 99% of participants indicated their work performance would improve by a modest, moderate or significant amount after completing the training.
The program is also being incorporated into the development path for new hires and employees recently promoted into key project management and superintendent positions. Those employees are expected to participate within their first three to nine months.
Mortenson plans to continue updating the curriculum. Planned changes include additional superintendent-focused material, expanded preconstruction and project operations content, more examples from energy and infrastructure work, and additional group activities during virtual sessions.
Construction owners and contractors rely on project managers and superintendents to coordinate field execution, financial controls, schedules, trade partners and project teams. Training that addresses the interaction between those roles can support more consistent project-management practices across an organization.
Mortenson's program also illustrates how internal workforce development can combine technical training with scenario-based problem solving and cross-business knowledge sharing.
Source: Mortenson.
