PMA is excited to introduce our new Project Management Information Systems (PMIS) National Practice Lead, Lowell Knaus, who joined PMA in March this year as Senior Director in the SoCal office. Lowell brings a unique hands-on background to his current role. His path into program controls began with early experience in object-oriented C programming. After several years in his family’s construction business, he expanded his expertise by working with consultants and learning the full spectrum of program and project controls. His direct industry experience and solid technical background ensure effective support mechanisms for comprehensive program management. Lowell looks forward to supporting PMA clients and staff with their PMIS efforts as part of the project team.
We sat down with Lowell for an in-depth discussion about PMIS implementation, exploring his journey, challenges, and the lessons he’s learned along the way.
Can you walk us through a PMIS implementation that you feel especially proud of?
One PMIS implementation I’m especially proud of was for a major city in Texas. The system supported projects across parks, water utilities, and infrastructure. What made it stand out was the city’s mature IT project management office and its high level of stakeholder engagement. At our kickoff meeting, over 100 city employees showed up—fully engaged and asking thoughtful questions. Throughout the project, the city remained transparent and focused on how every decision would ultimately impact its citizens. Whenever the city hit a roadblock, they’d pause and ask, “How does this affect our citizens?” That mindset—putting residents first—guided every decision and turned challenges into progress. It’s become my gold standard for stakeholder-focused implementation.
How do you handle resistance to new systems or workflows from stakeholders?
I focus on early engagement to assess whether the organization is truly ready for change. It’s not just about plugging in a PMIS and expecting it to be a silver bullet—it’s about aligning people, processes, and technology. If even one of those elements is out of sync, implementation will struggle. I work to ensure all three are aligned and encourage broad stakeholder involvement, even from those who may seem only slightly impacted, to build buy-in and support a smoother transition.
Is there a difference between public agencies and private sector implementations in terms of stakeholder engagement?
Yes. If you want to experience public project management, do a water project in California. We set up a PMO that prioritized deep stakeholder engagement for a 20+ year infrastructure effort to build a water tunnel from the San Joaquin Delta to Southern California. The project faced strong public resistance due to environmental and cultural concerns, especially from Northern California communities. Early on, we held in-person community meetings to listen to concerns and communicate the project’s benefits. Within the PMIS, we created a structured stakeholder engagement process to capture, track, and analyze public, media, and consultant feedback. This allowed us to build a searchable knowledge base we shared on the project website, promoting transparency. While PMIS played a small technical role, its ability to manage public input was crucial for building trust and moving such a politically sensitive project forward.
What have you enjoyed most about your work at PMA so far?
What I’ve enjoyed most about working at PMA is the people—there’s a lot of talent here. Everyone, from field staff to the executive team, is sharp, experienced, and accessible. Because we’re a leaner organization, you get to wear multiple hats, which keeps things interesting. I’ve been involved in multiple projects out of the Braintree office and a visit to a southeast public utility client, where I was impressed by the dashboards our team developed for them. In fact, we submitted that work to Trimble’s e-Builder conference—and it was accepted. Daniel Posada and Ernesto Toxqui will present in Salt Lake City in October.
What motivates you on a hard day?
Some days are tougher than others, and what keeps me going can shift depending on the challenge. What truly motivates me is knowing that the work I do makes a difference. Much of my career has been working side by side with clients, helping them solve complex problems. Knowing that the systems I help build give them clarity, control, and insight into their projects and programs is incredibly meaningful.
I’ll never forget an early experience in this field with a healthcare client. After implementing their PMIS, the client told me, “Because of this system, I finally know how much money we have in our program.” That insight allowed them to redirect funds to what truly mattered—like building an extension to their cancer research center. Without that visibility, they wouldn’t have known the resources were available. That moment stuck with me.
That’s the kind of impact that gets me through hard days. It’s knowing that what I do might help someone else do their job better, make a smarter decision, or in some cases, fund something that could change lives. Whether it’s in the public or private sector, sometimes all it takes is that one moment—a client realizing they have what they need to move forward—to remind me: this is worth it. That’s what keeps me going. That’s real.
Our conversation with Lowell underscores his depth of expertise and forward-thinking approach to our expanding PMIS implementation services. We’re excited to welcome him to the team and look forward to his immediate and lasting impact on our clients and company.