Successful Adoption and Enablement of Digital Tools on Capital Projects

By

Tara Cohn

and Jonathan Greene

Last Updated Mar 9, 2026

By

Tara Cohn

and Jonathan Greene

This article is the fourth in a series focused on the need for a thoughtful implementation strategy for new digital solutions in construction management and execution. In the previous article, we discussed the importance of transparency.

Once automation, optimization, and transparency are in place, the implementation process shifts to adoption and user enablement. This step makes sure teams are aligned on using the tools effectively and consistently.

Tracking usage and outcomes helps integrate tools into daily workflows that can be used reliably across projects and roles. Leaders can boost users' confidence by creating customizable workflows and providing relevant, role-based training.

Guide rollout with a lean blueprint.

The goal isn’t to force teams into a generic system. Instead, it is tuned to fit natively and adjusted to match work needs through a fluid and iterative process.

The “ADKAR" Model (Awareness, Desire, Knowledge, Ability, Reinforcement) is a lightweight framework that helps identify success and areas for further investment:

• ---

  A - Awareness

  Do people know what’s changing and why it matters to project outcomes and portfolio ROI?

• ---

  D - Desire

  Are managers and crews motivated to use the new workflows?

• ---

  K - Knowledge

  Do users know how to perform their tasks in the system, by role?

• ---

  A - Ability

  Can users perform their tasks under real conditions (deadlines, volume, mobility)?

• ---

  R - Reinforcement

  Are there refreshers, office hours, and fast fixes when friction appears?

Transparency tracks usage to see where workflows stall and subsequently targets support where it's needed until the system delivers consistent results. 

Avoid good intentions with poor impact.

It’s easy for newly added tools to create more burden. User enablement strategies can be employed to minimize the lift and reduce pressure on downstream teams, resulting in better outcomes. Here’s how: 

• Standardize core workflows across projects and allow controlled flexibility at the edges.
• Resource through assigned owner-side admins and identified power users in the field and office.
• Treat training as a program, not a meeting: initial training, refreshers, and quick-reference job aids.

Displaying a commitment to appropriate training and support can be the silver bullet that makes sure they are successful going forward. 

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Support learning for measurable gains and consistent performance.

Tool procurement may be a financial decision, but its adoption is about time. One-hour tutorials won’t change long-term behavior.

Instead, planning hands-on sessions by role — followed by measured reinforcement with small group feedback configured into consistent updates — will create the habits to turn a new tool into everyday practice.

Look for owner-facing signals to track adoption success.

• Consistent Usage

  Active usage by role meets targets, and critical workflows are completed in-system.

• Faster Cycle Times

  RFI and change order turnaround improves and holds across jobs.

• Better Data Quality

  Required fields are completed as much as possible, meaning fewer manual corrections.

• Forecasting Confidence

  EAC/schedule variance bands stabilize, leading to fewer surprises at month-end.

• Reduced Burden

  Double-entry rates drop, and there are fewer context switches between systems.

Tracking adoption and user enablement will document when and how much these tools are being used in an organization. In-depth knowledge of these elements turns “a tool” into “your tool.”

When the fit is right, work becomes self‑propelling — simpler, faster, and more effective — delivering greater results as it embeds across your existing systems.

Written by

Tara Cohn

Director | Wipfli LLP

Tara Cohn is a director with over 15 years of experience in providing healthcare data analytics services. She helps leaders improve decision-making and achieve success with the use of data analytics. Tara’s experience includes provider practice, hospital/health system and healthcare startup/technology. She is a healthcare subject matter expert and has supported initiatives across operations, clinical care, quality, compliance, patient experience, population health, marketing, strategic planning, finance, revenue cycle and human resources. Tara’s passion is in leveraging data analytics to help organizations achieve their full potential with a focus on transparency, optimization and automation via the power of data storytelling.

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Jonathan Greene

Writer

11 articles

Jon Greene is a freelance educator, writer, and award winning theater maker. As an educational writer he has created content, lessons, and led seminars for Young Audiences of Louisiana, Hynes Charter System in New Orleans, Centre Stage School of the Arts in Singapore, 'Friends of The Museum' Docent Workshop in Singapore, The Prague Public High School System, Moleac Pharmaceuticals, and with the Grand Portage Ojibwa Tribe. His work and writing for theater has been featured in Howlround and American Theater Magazine and he is the recipient of 2 regional theater awards in his home of New Orleans. He is a BFA Graduate of Boston University and a previous Kennedy Center Fellow.

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