Connecting the Dots: Tech Implementation and Management in Construction

Digitizing yesterday's paper processes has solved the routine problems of every jobsite, but true power comes from leveraging technology to create new processes that mitigate risk and add value through the presence of clean, reliable data.

The goal is as simple as avoiding the duplicate entries still needed to pass information from one spot to another, but getting there takes strategy. 

This article explores the key aspects of standardization that promote data connectivity — one of the most important elements of implementing and managing technology that streamlines jobsite functions and satisfies project owners.

Get set to standardize.

Application programming interfaces (APIs) serve as digital bridges among construction software systems, but they don't magically route information to the places where it's needed.

In fact, every jobsite has its “human APIs" — the people forced to take information from one computer field or document and enter it into another. They have no alternative because the APIs aren't set up to talk, software-to-software.

Standardization supports APIs in translating and transmitting information across systems. Differences in software are swept away, and the clean, usable data generated facilitates sophisticated analytics and actionable insights. 

No longer the counterproductive “naughty list" of the past, clean data can be used to delve as deeply as assigning specific people to key tasks. For example, adding the fourth dimension of time allows assignment of languishing change orders to a rising hierarchy — to the PM when it’s fresh, to the PX in the 30- to 90-day range and to the C-suite after 90 days.

This way, a team approach is cultivated, while no one has to be distracted by a problem that is appropriately assigned and accountability is placed on someone else's docket. 

Turning to Training

Too often, the answer given to technology problems is “Buy more technology.” However, the problem is often rooted in people and their training.

Before investing in a pricey new toy, these best practices can align training with the standardization needed to create and build connectivity.

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  Promote just-in-time training.

  Train people in the phase of the project at hand, promoting retention of lessons learned through experiential, on-the-job application. If the project is halfway completed, this is not the time for training in project setup or closeout. 

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  Hit the road.
  

  Whenever possible, send trainers to trainees, and not vice versa. Requiring people to travel to training removes entire teams from their jobsite duties, sapping time and productivity. 

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  Be project-specific.

  Early in training, review the project in the software to see what's going right and, perhaps more importantly, what's going wrong. Are certain capabilities underutilized or not set up? Use the findings to target training on apparent needs. 

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  Be conversational.

  Set up the room for discussion, engagement and questions. Conversations held around a table, with hands-on use of the software, promote retention better than classroom-style lectures.

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  Teach the why.

  People need to understand the downstream benefits of following procedures and the consequences of noncompliance. Proper procedure by their present selves saves their future selves from rework and aggravation.

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  Bring new staff into the fold.

  Someone coming from another firm might be inclined to ask that the firm acquire the software they were accustomed to using. Chances are, the company has comparable software in the tech stack, so training new hires in how to use it prevents the need to buy different versions. 

If training isn't solving the problem, review policies and processes. Is something broken or missing? Is a new business procedure mismatched with the tech? If so, adjustments should be made. 

All roads lead to 4 systems.

A few years ago, the arrival of point solutions heralded a new age in digitizing construction — until too many apps with their own passwords and idiosyncrasies led to app fatigue.

Standardization dispenses with the jumble of apps while promoting consistency across departments and divisions. Funneling all aspects of the company and each project into shared systems helps minimize the apps in use. 

Estimating, accounting, legal, scheduling, warranty, customer care, safety and HR all use the same tools, only relying on plug-ins and specialty software when necessary. 

A four-legged stool approach helps consolidate information across systems. Everything entered into the system should tie into at least one of the foundational, cloud-based platforms: 

1. Office Management and Communications
2. Enterprise Resource Planning (ERP)
3. Project Management
4. Document Storage

As data moves about, as much information as possible is connected and accessible.

Keeping the Data Clean

Proficiency in digital tools primes general and specialty contractors to align with the increasingly sophisticated systems deployed by owners, clients and developers.

A finely honed, coordinated tech stack produces clean data for owners to see. Projects are open-book and auditable, shielding only the information needed to block unproductive nitpicking but giving visibility into all other aspects of the job's progress and costs. 

A clean, robust dataset helps contractors be transparent. By using software and apps properly and with intention, contractors have the confidence to share their data and deliver not just a quality project but also a good experience for owners, customers and their teams. 

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