Can agile program management unlock U.S. airport growth?

As air travel has returned to normal since the COVID-19 pandemic, passenger numbers have grown, reigniting new plans for airport development across the U.S. Existing plans are being reconsidered, however the traditional ways of developing airports are no longer effective.

In the U.S., the National Plan of Integrated Airport Systems 2025–2029 has detailed a plan for the next five years, estimating a spend of $67.5b. This is across 18,100 projects, with the top 67 airports accounting for 50% of this investment. Private investment is also growing quickly, with many funds looking to acquire interests in U.S. 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 $300b will be required to fund the infrastructure to meet passenger growth through 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-19, 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 a thing of the past. Inflation and labor 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 toward 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

Programs of the future will not be run as separate projects with a lot of administrative work. New investors with new criteria will require greater rigor 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.

Organizational readiness and modernization 

To move toward 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 U.S. airports are grappling with aging 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. Modernization 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 (AI) and digital tools to create a single version of the truth—to manage stakeholders, coordinate 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 optimization and biometric security are already proving their value. Yet many U.S. airports still rely on legacy IT systems, limiting their ability to scale innovation.

Cybersecurity must also be a core consideration as digitalization 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 U.S. airports have set strong sustainability goals. However, progress is not consistent 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 embed now.

Discipline in delivery

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

There needs to be flexible procurement, digital-first planning and embedded 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.