Casinos are a laboratory of interior design, architecture, and operations. These disciplines allow us the opportunity to thrill and excite our customers while pushing the boundaries of what is possible with design. But living at the forefront of innovation requires project management skill, design talent, and purchasing expertise.

Over the last several years, I have seen a growing skills gap in the industry as talented professionals leave the industry either because of age or economic turmoil. Those design and construction professionals who had grown into leadership left the gaming industry and took with them the institutional knowledge that smoothed the friction inherent in complex project deliveries.

This left junior-level staff stuck having to reinvent the project management tools, design documentation, and purchasing processes while projects were being completed. That inexperience costs everyone time and money. From a purchasing perspective, what types of questions should owners be asking of their consultants to mitigate the risks associated with the skills gap in the industry? 

These may seem like simple questions, but they are important. 

Question 1. Does everyone know the schedule? 

Whether the project is a repositioning of a single restaurant or the construction of an entire integrated entertainment resort, making sure that everyone on the team understands when the project must be finished is the most important first step. Working in the gaming industry is a race against the clock more than any other type of project. Given what we have all gone through in the last two years, project schedules need to be reviewed with realistic expectations.

Setting those expectations starts with the owner’s project manager. Experienced project managers know how to move the project pieces around to maximize the efficiency of a project team and continue to push it forward. The owner’s project manager asks questions like, “How long does it take for the design documents and specifications be complete?.” “What are the contractor’s critical dates?” “What is the operator’s burn in duration?” “What types of products are specified and how long does it take to make those products?”

Experienced project managers rely on the contractors, designers, operators, and purchasing agents to provide the answers and then build the completion schedule using that information early in the project. 

Question 2. Does everyone know the budget? 

Gaming budgets tend to be larger than other types of project budgets, but there are still limits. Working to deliver great design within the budget constraints requires collaboration and creativity. I have had the opportunity to work with some of the most talented designers, architects, contractors and owner’s project managers in the gaming industry, and have seen firsthand how the type of close

collaboration within known budget constraints delivers timeless, excellent design. With a clear understanding of their budget, designers can spend their time and effort focused on exactly where an owner wants to put the “WOW!” into a design. As a project progresses, project managers, contractors and purchasing agents can accurately track how much leeway they have to deal with the surprises that pop up during a project without going over budget. 

Question 3. Has everyone read and agreed with scope and division of responsibilities? 

As an owner assembling a project team, making sure that everyone understands the scope and responsibilities expected of each consultant on the team sets their project up for success. A differentiation document is a useful tool to clarify those expectations, streamline communication, and establish a baseline for the project delivery roles. When working with teams that may not have a long history in the gaming industry, spending the time to go through every aspect of a project is a way to fill the skills gap within a project team.

Instead of reinventing a way to document design, deliver specifications, source product, purchase product, and install the project, owners should leverage the collective experience of the members of the team that have more experience to bolster those consultants that have less gaming experience. To effectively accomplish this, an owner needs to assemble the project consultant teams early and start having meaningful discussions about the schedule, budget, and scope of responsibilities.

We can help bridge the skills gap if projects are started on the right foot and the right questions asked of everyone on the project team. I had lunch recently with the design and construction leader of one of the largest gaming companies in the world and we talked about how the skills gap was affecting our projects. It surprised us both that more people didn’t understand the wide-ranging career possibilities in the casino design construction industry.

To bridge that gap, the veterans of gaming projects need to work together to mentor rising talent and identify ways to bring new people into the industry. In an industry as exciting as casino design and construction, bridging the current skills gap is necessary to continue to be the leaders in design and construction innovation, and it will set us all up for a long run of future success.