When managing large-scale public infrastructure projects, it is vital that decisions impacting project delivery, scheduling and budget are based on up-to-the-minute data. Real-time operational insights also help ensure cost-efficiency and effectiveness during planning and development of a construction project. Such data must be easily accessible to senior management, otherwise it can be virtually impossible to know whether decisions are appropriate.
Digital transformation can provide this kind of access to critical information within an organization. And yet, it can be an unwieldy and daunting journey to undertake, particularly for large-scale, complex projects. Without thorough planning based on an in-depth understanding of the organization and the project, implementing digital tools and processes can cause significant cost and schedule overruns, the antithesis of what many set out to achieve.

Administrative burden

One key goal of any digital transformation project should be the reduction of the administrative burden that takes key personnel away from the job at hand. Digital transformation should ensure that time spent on administration or activities that do not further business goals is dramatically reduced. In addition, a good data management system should reduce the time spent on data processing and interpretation, so that decisions can be made far more quickly. By easing the administrative burden, a strong digital transformation and data management program will ensure that the team can focus on facilitating key decision-based processes within capital projects.

Risk mitigation

Another digital transformation goal should be the timely identification of risks to project delivery. Thus they can be mitigated before there is a significant impact on schedules and budgets. Through increased access and easier interpretation of current data and project updates, project leads will have the clarity and assurance they need to ensure their objectives are met.

The data that becomes available through a digital transformation project enables decision-makers to take action as soon as risks become apparent. This leads to shorter building timelines and cost-efficiency. For example, the earlier a contractor’s error is identified, the earlier it can be corrected. This can reduce greater expenses later in the project, when work might need to be substantially changed, or newly-built structures removed and rebuilt at great expense.

UNFIT Legacy digital systems

Many digital systems used in the construction industry are limited in scope, and often not designed for the construction teams that use them. For newer businesses, there may not be mature policies and procedures in place that easily and intuitively translate to digital ways of working. Frequently, data is not shared or gathered in the most effective or efficient way.

A further challenge is that many companies are made up of multidisciplinary teams, often using different systems. Some may even operate across different states or countries with varying regulations. Any digital transformation project needs to be accessible and relevant to all stakeholders across the business, along with the training they need to use their new tools.

Regulatory requirements

Many project management processes in construction are the same whether you are building sports facilities, airports, manufacturing plants or theme parks. What may vary is regulatory requirements, and therefore the types and volume of data that companies must manage and report on.

For example, stewardship of funds in public infrastructure projects is an important responsibility for the senior management team, and one they must deliver transparency and assurances for. It is essential that those running capital projects can show auditors, funding bodies and regulators why particular spending decisions have been made. But if information resides across different systems that not everyone has access to, and information is gathered in diverse ways and in different formats, the task of assessing data and proving its validity can become overwhelming. Employees may spend significant amounts of time sourcing and compiling data to prepare reports. This is time and energy that could be far better spent on other endeavors.

Through the application of effective data management processes and with access to the right information—in the right format, when it is needed—project teams can demonstrate complete transparency and provide absolute assurance that data systems are accurate and trustworthy.

Reaping reward without headache

Any digital transformation journey will require a team that can ensure the process is effective for the long haul. Whilst digital tools and platforms can be rolled out within a few months, it isn’t adequate to simply provide these tools with a bit of training for new software. Change can feel difficult for teams and there needs to be a carefully considered phased implementation process, underpinned by full training and support. Through this long-term partnering approach, organizations can not only limit risk, but they can also realize significant benefits in time, resources and costs that can facilitate new opportunities, and better, more effective ways of working.

Quality over quantity is vital and choosing the right tools that best serve business goals is essential, whilst getting the right people involved at the right time, and in the right way.