Airport projects are complex in nature because they include several specialists from the public and private sector who must temporarily interact for the fulfillment of previously defined objectives. The design of these types of public projects in Chile does not apply the Lean philosophy in a formal way or Lean management tools; therefore, it is necessary to assess the management practices, performance and organizational logic that are currently generated in these types of projects. This is fundamental to understanding how professionals who are involved in the development of airport project design interact with each other. The objective of this paper is to understand the functioning and performance of the temporary organizations that are generated in the development of airport project design. To achieve this goal, it is necessary to assess Lean management practices, performance and interaction among the professionals of this temporary organization. This was carried out in 9 Chilean airport projects that showed an exhaustive management of requirements; however, this does not include all of the stakeholders, which generates low levels of interaction in the organization, directly affecting the performance of the project due to high levels of rework.