New Canadian Infrastructure Leadership Academy Aims to Transform Major Project Management

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The University of Toronto's Infrastructure Institute has launched a new executive program designed to enhance relational skills among major project leaders in Canada, addressing the challenges of traditional contract-based project management.

For nearly twenty years, Canada has adopted a straightforward approach to managing major construction projects: if the contract is well-written, the project would manage itself. Each risk was allocated to a party prepared to handle it, creating clarity on whom to approach when issues arose. However, this strategy has not yielded the desired outcomes. Canada is now recognized as one of the most expensive countries for construction, and despite high expenditures, projects frequently exceed timelines and budgets. This situation is particularly concerning today, as numerous high-stakes projects in transportation, water, energy, natural resources, military, and information technology are on the horizon, each carrying price tags in the billions and implications for trade, sovereignty, national unity, and climate change.
Matti Siemiatycki, a Professor of Geography and Planning and Director of the University of Toronto’s Infrastructure Institute, emphasizes a critical lesson learned over the past decade: contracts alone cannot guarantee project success. "What we’ve learned, particularly in the last five to ten years, is that the contract is not going to save everything," Siemiatycki noted. He argues that successful project delivery hinges on the relational skills of the parties involved, suggesting that construction is fundamentally a relational business.
The roots of this reliance on contracts stretch back to the early 2000s when public-private partnerships (P3s) became the standard model for major projects. Many jurisdictions established dedicated P3 agencies, often mandating this model for project delivery. Siemiatycki acknowledges the value of P3s but stresses that they are not universally applicable. The industry's tendency to apply this model to nearly every project has left many seasoned project leaders in a difficult position. Although they possess strong project management skills, they were trained in a context characterized by adversarial relationships.
To address this gap, the Canadian Infrastructure Leadership Academy has been established, aimed at transitioning leaders from a contract-first mindset to one that prioritizes relationships in project management. Launched by the Infrastructure Institute and the Rotman School of Management, this executive program is uniquely tailored for major project leaders in Canada. It targets professionals with 10 to 15 years of experience preparing to undertake significant projects within their organizations.
The curriculum builds upon the participants' existing project management knowledge, emphasizing team-building across multiple organizations, understanding infrastructure as an interconnected system, and recognizing common biases that lead to cost underestimations and benefit overestimations. Additionally, negotiation and conflict resolution are emphasized, as many projects encounter legal disputes or conflicts. Geoffrey Leonardelli, a Professor of Organizational Behavior and Human Resource Management at Rotman, contributes the school’s expertise in executive leadership to the program.
Over a six-month period, the hybrid program includes three three-day in-person modules in Toronto, supplemented by monthly live online sessions, mentorship opportunities, and a capstone project that addresses real issues faced by participants in their workplaces. Graduates will receive a certificate from the Rotman School of Management. Applications for the inaugural cohort, which is set to begin on April 13, 2027, are currently open. Siemiatycki and his team are reviewing applications as they come in, aiming to cultivate a diverse group of leaders from various sectors, including civil infrastructure, energy, natural resources, and industrial projects.
The program's model has proven successful in other countries, such as the United Kingdom and Australia, which host similar academies. However, the Canadian version is specifically designed to reflect the unique collaborative culture of Canadian projects. Siemiatycki underscores the importance of understanding the local context: "If you don’t understand our culture and you don’t understand how we collaborate, the projects ultimately end up in miscommunication, and things go wrong."
The consequences of failed collaboration are particularly significant for construction companies, as they absorb the risks associated with project failures. Siemiatycki explains, "The risk is borne by the company, especially for construction. If it goes badly, they’re going to wear it."
The academy is intentionally structured to bring together public and private sector leaders, fostering mutual understanding of project perspectives. Over the six-month program, participants from both sectors will learn to navigate each other’s approaches to project delivery, ultimately cultivating a network of professionals who can collaborate effectively. Siemiatycki envisions this initiative as a means to build a cohort capable of successfully delivering projects for Canada, starting with the inaugural cohort.
Looking ahead, there are plans to expand the academy into a nationwide program, offering local delivery across Canada. Each new cohort will contribute to a growing network of leaders adept at navigating the complexities of public-private project collaboration. Many organizations have indicated their participation as an investment not only in the sector but also in their teams, ensuring that future major projects will be managed by individuals who understand their counterparts' perspectives and know whom to contact when challenges arise. Siemiatycki concludes that the relational dynamics of project delivery cannot be adequately covered by contracts alone. Applications for the inaugural cohort are currently open, and organizations interested in participating can nominate team members to apply. Early applications submitted by November 30 will benefit from a 20% discount on tuition.

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