Leadership for Project Executives Course

Mark Rounds
Assistant Professor, Construction Management
Milwaukee School of Engineering

Mark Rounds is an assistant professor in MSOE’s Civil and Architectural Engineering and Construction Management Department. Prior to joining the MSOE faculty, he led an extensive career in the construction management industry. Most recently he was vice president of corporate development for Vogel Bros. Building Co.; vice president of operations for The Boldt Company; senior project manager with Boller Construction; and a project manager with Hensel Phelps Construction Co. Mark is an expert in contract management, value engineering, project management and construction safety.

Mark Federle, P.E., Ph.D. CM-Lean
Associate Dean for Academic Affairs
Marquette University

Mark Federle is currently the Associate Dean for Academic at Marquette University. Previously, he was Chief Information Officer for The Weitz Company in Des Moines for 9 years. Prior to joining The Weitz Company, Federle was the Professor-in-Charge of Construction Engineering program at Iowa State University, where he taught for nine years. Mark earned his PhD and Masters in Construction Engineering and Management from the University of Michigan. Mark is a licensed Professional Engineer and a Certified Professional Constructor and a CM-LEAN. Mark was awarded The Career Achievement Award by Rose-Hulman in 2005. He was recognized by AGC of America as Instructor of the Year in 2011. He is a Fellow of ASCE. He is a member of the National Academy of Construction.

Day 1
Session 1: Leading Teams with Everything DiSC - Mark Rounds (Lead)
4:00 PM – 6:00 PM

Learning objectives:

• Explain the DiSC assessment model and understand your own communication style.
• Describe the stages of team formation.
• Apply DiSC insights to strengthen team dynamics and build more functional teams.
• Adapt your communication approach to improve interpersonal effectiveness across diverse team members and situations.

Day 2
Session 2: Ethical Decision‑Making for Project Executives - Mark Federle (Lead)
7:30 AM – 9:15 AM

Learning objectives:

• Identify a structured framework for making ethical decisions in project environments.
• Analyze how and where ethical issues commonly emerge in construction leadership and project delivery.
• Evaluate your ethical decision‑making processes using real‑world criteria.
• Discuss ethical case studies and hypotheticals to explore practical applications and consequences of ethical choices.

Session 3: Motivation and Situational Leadership – Mark Rounds (Lead)
9:30 AM – 12:00 PM (with a Break)

Learning objectives:

• Identify the fundamentals of intrinsic and extrinsic motivation and how they influence team performance.
• Explain the leader’s role in creating a safe and motivating work environment.
• Describe the core styles within Situational Leadership and when each is most effective.
• Apply the appropriate leadership style based on team readiness, task complexity, and situational needs.
• Practice reflective techniques to improve leadership effectiveness.

Session 4: Decision Making Frameworks for Project Executives - Mark Federle (Lead)
1:00 PM – 2:00PM

Learning objectives:

• Explain key decision‑making frameworks used in project leadership.
• Identify the essential steps involved in effective decision‑making.
• Apply a structured decision‑making framework to a construction case study.
• Analyze a real‑world project scenario to determine an informed and defensible course of action.

Session 5: Productivity Improvement for Project Executives - Mark Rounds and Mark Federle (Lead)
2:00 PM – 4:40 PM

Learning objectives:

• Recall the core goals and essential features of Lean Construction.
• Discuss practical opportunities to apply Lean principles on construction projects.
• Define the key concepts and methods for identifying and controlling waste on a jobsite.
• Identify the fundamental tools used within Lean Construction practices.
• Recognize the value of reliable workflow and describe how planning processes shift under Lean Construction, including the use of the Last Planner® System.

Day 3
Session 6: Using Forecasting to Better Manage Your Project - Mark Federle (Lead)
7:30 AM – 10:00 AM

Learning objectives:

• Explain the key components and concepts within Earned Value Analysis (EVA).
• Assess project performance and status using Earned Value metrics.
• Calculate essential Earned Value measures to evaluate cost and schedule performance.
• Develop performance indicators and dashboards to monitor project activities.
• Create more accurate cash‑flow projections to support proactive financial management.

Session 7: Understanding and Negotiating a Fair Contract - Mark Rounds and ConsensusDocs staff (Lead)
10:15 AM – 12:00 PM

Learning objectives:

• Identify high risk (“killer”) contract clauses that can impact project performance and liability.
• Evaluate basic contract and subcontract language to determine obligations, risks, and protections.
• Identify key contractual provisions that support the defense and resolution of claims.
• Explain the importance of thorough and timely documentation in protecting project and organizational interests.
• Apply effective negotiation techniques to achieve fair, balanced, and mutually beneficial contract terms.

Session 8: Elevating Business Development Through Relationships, Service, and Value - Mark Federle (Lead)
12:45 PM – 2:00PM

Learning objectives:

• Explain effective strategies for differentiating their firm in a competitive marketplace.
• Apply principles of exceptional client service to strengthen trust and enhance the project experience.
• Discuss approaches for building and sustaining long‑term client relationships.
• Evaluate how to position and compete on value rather than price to improve win rates and client satisfaction.

Session 9: Final Re-Cap and Course Wrap-Up
2:00 PM – 2:30PM

Upon completion of the course, attendees will leave with:

• Enhanced leadership techniques to inspire, motivate, and guide project teams more effectively.
• A stronger understanding of financial administration and its critical role in achieving project success.
• Improved ability to negotiate fair, balanced contracts and subcontracts that protect project and organizational interests.
• Deeper self‑awareness of personal leadership and communication styles, enabling more intentional, effective leadership behaviors.
• Strategic project executive mindset necessary to drive successful project outcomes.