Can agile programme management unlock US airport growth?

As air travel has returned to normal since the COVID pandemic, passenger numbers have grown, reigniting new plans for airport development across the US. Existing plans are being reconsidered, however the traditional ways of developing airports is no longer effective. 

In the US, the National Plan of Integrated Airport Systems 2025-2029 has detailed a plan for the next five years, estimating a spend of US$67.5bn. This is across 18,100 projects, with the top 67 airports accounting for 50 percent of this investment. Private investment is also growing quickly, with many funds looking to acquire interests in US airports. They not only want to expand operations, but also develop real estate.  

Many medium and large airports have announced development plans beyond 2029 to accommodate increasing passenger growth. The longer-term forecast suggests more than $300bn will be required to fund the infrastructure to meet passenger growth until 2050. 

However, we’re now facing economic uncertainty. Traditional passenger forecasts may no longer be as reliable as before. Domestic travel has come back strongly since COVID, and international demand is surging. However, future forecasts are uncertain. Pandemics, climate events and geopolitical instability make long-term planning increasingly complex.  

Airports must adopt agile capital investment programmes that allow for modular, scalable development and a portfolio approach to project activation.

“Agility in capital planning is no longer optional - it’s a strategic imperative.”

Cross-border trading means that few, if any, general contractors will accept fixed-price contracts. Design build and design bid build models may be considered of the past. Inflation and labour shortages are compounding the challenge, driving up both construction and operational costs. Supply chain disruptions are also delaying critical materials and equipment, slowing expansion timelines.  

These pressures demand a shift in how we manage contracts. We need to move towards more collaborative procurement models and share commercial risk with contractors. This new economic landscape requires a rethink of traditional procurement. Owners must adopt flexible, collaborative models that align incentives and share risk more equitably. 

Future-proofing processes

Programmes of the future will not be run as separate projects with a lot of administrative work. New investors with new criteria will require greater rigour regarding the deployment of capital.  

“Reducing the administrative burden and redirecting resources to more value-adding activities is a quick win.”

Airports must develop robust business cases and diversify funding streams, aligning different sources to different parts of the capital plan. Strategic funding alignment, for example matching the right capital source to the right project, is key to unlocking progress.  

Organisational readiness and modernisation 

To move towards the future, organisations must recognise the need to change. They should identify new ways of working and adapt the skills and teams to fit the new environment. 

Many US airports are grappling with ageing terminals, outdated air traffic systems and deferred maintenance backlogs.

“Congestion at major hubs like JFK, LAX and DEN is a visible symptom of underinvestment.”

Fast-tracking critical upgrades and embedding asset management into capital planning will be essential to maintain operational resilience. Modernisation must begin with the basics – fixing what’s broken before building what’s next. 

Risk management, procurement and supply chain innovation

Airport owners are going to have to manage more risk than they’ve been used to, but this brings the opportunity to improve passenger experience.

Airports of the future will need to adopt flexible procurement models, using scenario-based forecasting and building cross-functional digital teams.  

Technology and long-term digital transformation

The technology to revolutionise core passenger experience does exist, but very little has changed in 20 years. As a result, technology has made only small improvements to current processes.  

“There’s huge potential power in re-engineering the process with technology – this would transform design, use of space within the existing terminal building and cost.”

Using artificial intelligence and digital tools to create a single version of the truth – to manage stakeholders, co-ordinate projects and inform better decision-making – could be transformational.  

A single model environment is important for success. Collaboration and transparency in plans are also key, and capital should focus on cost and commercial management. This should be a core competence, not an add-on.

Smart airport technologies such as AI-driven predictive maintenance, passenger flow optimisation and biometric security are already proving their value. Yet many US airports still rely on legacy IT systems, limiting their ability to scale innovation.  

Cybersecurity must also be a core consideration as digitalisation accelerates. Investing in digital infrastructure is not just a tech upgrade, it’s a differentiator. Digital transformation should be at the heart of capital investment, not an afterthought.  

Sustainability and supply chain innovation

From an environmental standpoint, the engineering and construction industry could deliver more productively and more sustainably. However, we’re not using all the benefits the supply chain has to offer.  

“Harnessing innovation, industrialising construction to minimise operational disruption and decarbonising the built product should become the norm – not the exception.”

Many US airports have set strong sustainability goals. However, progress is not the same everywhere and comparing against global leaders shows a gap in implementation.  

A sustainable procurement model with real-time dashboards can track emissions, energy use and material sourcing. This can lead to short-term improvements and help guide medium-term investment. Sustainability isn’t a vision – it serves as a measurable, manageable discipline that we must be embed now.  

Discipline in delivery

The future of airport infrastructure lies in bold leadership, adaptive planning and embracing innovation. Airports in the US need to move from fragmented project management to integrated, strategic programmes. These programmes should balance risk, cost and long-term value.

There needs to be flexible procurement, digital-first planning and embeded sustainability as a measurable discipline.  

Those who act early will protect their operations for the future. They will also become more attractive to investors, employees and partners.