In an era of rapid technological advancement in the construction industry, one factor remains irreplaceable: people. In an interview with Jornal Económico, Diogo Abecasis — co-CEO and founder of MAP Group — shares his views on the evolution of the sector, the importance of planning and collaboration, the ongoing challenges shaping construction projects and the role of leadership in an increasingly technological future.
What has changed in the construction sector over the last five years?
For a long time, the construction industry was discussed almost exclusively in terms of prices, labour shortages and deadlines. But what has truly changed is the way we manage complexity. Today, a construction project begins long before the first piece of equipment arrives on site. There is greater preparation and closer integration between project design, commercial analysis, and production. The ability to plan has become just as important as the ability to execute.
The pace of decision-making has also accelerated. Teams require real-time information and rapid responses. Digital tools, artificial intelligence (AI), BIM models and control and reporting systems allow us to make faster and more informed decisions. However, it is still people’s experience and know-how that make the difference when unforeseen events arise.
Why do some construction projects run smoothly while others do not?
The most efficient projects are those in which all stakeholders — the developer, designers, supervising body and main contractor — are aligned from the outset. Conversely, many projects start to go wrong as early as the design phase. Poorly developed projects, superficial preliminary studies, constant changes during construction and delayed decisions ultimately impact the timetable, cost and, sometimes, final quality. It’s not just about managing concrete; it’s about managing people, expectations and thousands of interdependent decisions.
What mistakes do developers continue to make when starting a project?
In my experience of working in this sector, and now also as a property developer on certain projects, the biggest mistake tends to be made during the design phase. This is when the necessary investment is not made to develop a sound construction plan and carry out all the preliminary studies. Some developers still believe that they can save money at this stage and resolve unforeseen issues and make up for lost time later on without any consequences. When a project moves into the construction phase before it has been sufficiently developed, the likelihood of incompatibilities and changes during execution increases. Every change creates waste, reduces efficiency, and increases costs and lead times.
Another common issue is focusing solely on the final price of a tender during the tendering phase without assessing the contractor’s technical expertise, know-how, and financial capacity. In construction, the total cost of a project depends far more on the decisions taken throughout the process than on the difference between two tenders alone. MAP Group seeks to work with its clients within this framework of foresight, partnership and risk mitigation.
When do you realise that a project is going to be successful?
Well before construction begins. You can tell from the very first meetings, even in the commercial phase, by observing how the teams work together, the quality of the project, how willing they are to discuss issues in advance and how quickly decisions are made.
Projects that run most smoothly aren’t necessarily those where difficulties are minimal. They’re the ones where there’s enough trust among everyone to resolve those issues quickly and collaboratively. When that culture of collaboration is established from day one, the rest of the project usually becomes much easier.
What will the role of a site manager look like in ten years’ time?
While their work and the resources at their disposal will certainly be very different, they will remain essential in what they manage and lead. They will have access to more information, as well as AI, real-time monitoring, drones, robotics, sensors and digital models. Much of the monitoring work will be automated. Construction methods are also likely to evolve towards industrialised construction, reducing human error during execution. However, no technology will replace the ability to lead teams, find solutions, manage unforeseen events or make decisions when things do not go according to plan. Construction will remain a profoundly human activity.
What is impossible to replace on a construction site?
The ability to make decisions. No matter how sophisticated the tools, there will always be a point at which someone must make a decision based on the available data, conflicting interests, and the pressure of deadlines.
It is also impossible to replace the trust and relationships built between teams. A construction project is like a living organism, with dozens of companies and hundreds of professionals working towards a common goal every day. This coordination depends on leadership, communication, and credibility.
What never appears in the final photographs of a building?
The people who created and built it. When we see a completed building, we see its architecture, materials, finishes and functionality. But the people who made it happen remain invisible. We do not see the hundreds of professionals who worked there for months or years; the meetings where problems were resolved; the decisions taken in a matter of minutes to avoid delays; or the coordination required for dozens of specialist disciplines to function as one. Ultimately, we see the building, but we rarely appreciate the human dimension or the work that went into it.
What was the most difficult decision you’ve had to make on a construction site?
Engineering almost always manages to find a solution. The truly difficult decisions are those involving people. Decisions such as selecting teams and deciding whether a particular person is the right person to lead a team or project go far beyond technical skills and require an assessment of human and behavioural factors as well. Similarly, when we realise that a particular solution adopted on site is not going to work, it is better to face up to that reality as early as possible. In construction, postponing a decision is usually far more costly than making a tough decision at the right time.
What is the most important lesson you have learnt from your 25-year career in the construction industry?
Above all, I learnt that no two projects are the same. Each one is unique and has its own story. No matter how much we plan, no project ever goes exactly as envisaged. There are always unforeseen events, external factors and changes, and it is precisely how we deal with all these variables that determines the project’s ultimate success. Another important lesson was realising that nobody builds alone. The best projects are always the result of collective expertise.
If you could give just one piece of advice to someone about to undertake their first major project, what would it be?
I would advise them to devote more time, at an early stage, to studying the business case and feasibility, and to planning and design. The execution will certainly go more smoothly with fewer unforeseen issues. While it is tempting to want to get started quickly, experience shows that the decisions taken in the early stages determine practically everything that happens afterwards. It is far more valuable to choose the right partners, develop a solid project, set clear objectives and create an atmosphere of collaboration amongst all those involved than to try to make up for lost time during the execution phase.
Throughout the interview, Diogo Abecasis points out that behind every completed building, there is much more than just structures, materials and finishes. There are teams, difficult decisions, accumulated knowledge and a daily commitment to excellence. Regardless of the technological developments that will shape the future of construction, there will always be something that no machine can replace: the vision, trust and humanity of those who turn projects into reality.
Read the interview in Jornal Económico.
