Modern, purpose-built information technology solutions are part of the essential operating infrastructure of nearly every industrial enterprise. The use of technology by construction contractors has accelerated thanks to ubiquitous mobile broadband service and devices. Demand has exploded for technology solutions that take full advantage of mobile and cloud computing. The construction industry is now beyond the tipping point regarding the adoption of software platforms and point solutions to improve construction productivity and profitability and to deliver more predictable outcomes for all building project stakeholders.
While nearly all contractors use basic accounting software, construction operations teams remain, in many ways, tethered to desktop computers and overly reliant on spreadsheets and Word documents. The individual documents created by teams are difficult to access and share, and they create miniature silos of information that are notoriously prone to errors and of little value when it comes to connecting people in the office to the field. Yet these remain the most popular tools of the trade when it comes to estimating costs, evaluating quotes, creating proposals, producing contracts, change management, collaborating and controlling costs.
This should not be a surprise, given that today’s construction company leaders have grown up with spreadsheets and Word documents. They can be powerful tools for individuals or very small teams, but they are not well suited to support enterprise workflows. They are disconnected from other systems and wholly inadequate to scale construction companies managing growing portfolios of work in progress. Disconnected and disparate systems compromise situational awareness. They can leave a team extremely vulnerable and without access to critical information about the work in progress.
In this regard, modern construction software has the potential to deliver a positive transformational impact on a business, and it warrants careful consideration by a team. Selecting and onboarding the right solution is existential and will require time and resources to get right. Below is to provide a framework and orientation for construction business leaders as they endeavor to select and implement technology solutions for their organizations and to avoid mistakes that might result in operational deficiencies or compromise performance.
Selecting Construction Software
Compared to legacy software, modern cloud solutions are much easier to acquire and deploy. And because they are often continually updated, they are far less susceptible to obsolescence. This is important to keep in mind as you evaluate technology solutions. We’ve grown accustomed to evaluating competing products by diligently reviewing lengthy lists of features. It’s still necessary to evaluate features, but keep in mind that software providers are regularly closing feature gaps. As you compare systems, it is important to understand when such gaps will be closed, and how new features will be prioritized and added.
Here are five high-level evaluation criteria for a team to consider as they go about choosing the best overall solution for an organization.
Contractors can’t afford to stop or slow their business while their teams implement new software. Selection of the right platform or point solution and effective onboarding ensures continuity during adoption and implementation and ensures the team realizes the full benefit of the new software.
Be open with the team about objectives and the reasons for the decision to acquire new software—obsolescence of existing systems or inability to support your scale, or automation of manual tasks (for better service, lower risk, cost reduction, quality of life, etc.).
Explicitly ask for everyone’s commitment to the success of the implementation, and establish a management structure to govern the process. The leadership of an executive sponsor and an onboarding manager are critical, and they may involve additional cross-functional team members to set priorities, overcome obstacles and adjust the direction of the onboarding process as needed.
The plan should also address the following critical tasks:
Many construction organizations struggle with legacy technology and remain overly reliant on spreadsheets and word documents. At the same time, modern, purpose-built technology solutions have become standard “means and methods” for the business of construction. No system will be perfect, and it’s unlikely a contractor will find a solution that meets every one of its expectations. However, selecting the right solution can have an immediate positive impact on productivity and profitability and will help improve the effectiveness of the company’s people and establish foundational infrastructure for the long-term future of the construction business.
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