Between Concrete and Team Spirit – Bea’s Journey Through the Largest Project of Her Career

Bea served as the construction site manager for the Schwamendingen enclosure project — an innovative and unique initiative aimed at enhancing residential and living quality in Zurich. We asked her about her experiences during this time.

The “Schwamendingen Enclosure” project lasted over six years. That’s a long time. What makes this project unique compared to others?

It began in September 2018 and concluded in May 2024 with the completion of the structural work. The official park opening took place on May 9–10, 2025. It was the longest and most complex project of my career, involving innovative solutions. From the outset, we formed a dynamic team that strengthened over the years through excellent collaboration. We shared a “One Spirit” feeling—a common goal—which was clearly reflected in the results.

What were your responsibilities, and what did a typical workday look like? Was there such a thing as a “normal” day?

In a project as complex and prolonged as the Schwamendingen enclosure, there were no “normal” days—each day brought new challenges. As the site manager, I was heavily involved in planning, coordination, and implementation.

My tasks included:

Project Management: Coordinating various project phases, creating the overall construction schedule, including planning, execution, and progress monitoring.
Long-Term Planning: Managing timelines to ensure each component was completed on time and environmentally friendly.
Resource Planning: Organizing resources across ten construction phases over six years, with durations ranging from a few months to a year.
Subcontractor Coordination: Aligning and supporting subcontractors.
Problem Solving: Identifying and resolving issues early, often in real-time.
Quality Assurance: Inspecting work to ensure all standards and regulations were met.

The project was successfully completed, and the enclosure now contributes to improved quality of life in the neighborhood. The variety of tasks and the project's dynamic nature ensured that each day was different and offered new learning opportunities.

What unexpected challenges did you have to overcome during the project?

As mentioned, we had a unique team spirit, so we tackled challenges together. For instance, at the end of 2020, we experienced a collapse during pipe jacking work in the Schöneich section—fortunately, without injuries. We then changed the execution system and, together with the construction management, developed a new design, considering traffic phases.

Another unexpected challenge arose around mid-2021. We needed an unusual concrete mix for complex and crucial underground prestressed concrete elements. This required multiple meetings with our suppliers and construction management. Eventually, we developed a concrete recipe and component properties that met all requirements.

In early 2023, after meticulous planning and over two years of prefabricating concrete beams, we had to replan due to an unexpected surface defect on one of the 174 beams—just a week before construction began. Everything was scheduled: resources, equipment, a 900-ton crawler crane, road closures, and beam transportation. The production and on-site storage were based on a specific sequence. We had to quickly reorganize the installation process to avoid delays. This required flexibility and quick, interconnected thinking.

Thanks to excellent collaboration, we met all over 20 milestones.

What was the most exciting aspect of this project for you personally?

Definitely finding new solutions to challenges and unexpected problems. Also, the close collaboration and witnessing the team's growth over the years. I grew personally and learned a lot. Ultimately, seeing the tangible results of our work and successfully completing the project on time and with the highest quality was particularly gratifying.

What experiences will you take away from this project?

Effective collaboration among all project participants—clients, construction management, contractors—at all levels. The project demonstrated the importance of open communication. A respectful approach to mistakes and learning from them strengthens the team and promotes continuous improvement. In the future, I will actively contribute to creating an environment where mistakes are seen as learning opportunities.

In dynamic projects, it's essential to remain flexible and adapt to changing conditions. I've learned that rigid plans are often ineffective, and adjustments may be necessary to ensure project success. The experiences gained from the six-year Schwamendingen enclosure project will inform my future work, enhancing both quality and stakeholder satisfaction.

What excites you about your role as a construction manager/project leader?

Definitely the variety and responsibility. No day is the same—I'm on-site, interacting with employees and subcontractors, in the office planning, or in meetings with construction management and clients. It's a constant interplay of technology, organization, and teamwork. What truly motivates me is the visible outcome of my work: starting with a drawing and ending with a completed structure that people use, live in, or admire. This tangible result fills me with pride. Even when it's stressful or involves long days, overcoming unexpected challenges drives me. It highlights the importance of good communication and forward-thinking. I love when everything comes together in the end.