line ? Every time outputs – in the form of data – move across systems , there is the risk of a loss of fidelity . Data normally loses its richness when it exits one system and enters another . It also loses its fidelity at every point of human intervention , which becomes problematic for the overall construction process .
Digital transformation in construction is about how all players integrate their roles across the construction process and preserve data , so that when people have a job to do , the data they require to do the job arrives on time , can be trusted and can live on beyond the project to support what comes next – the maintenance of the asset . The end-user then has access to information about how the infrastructure was built , the materials used , the names of sub-contractors and the warrantees that apply .
So , how can everyone working on construction projects sing from the same hymn sheet and , importantly , how can all of the data come together in one common environment in support of all roles ?
Instead of site managers working from 2D drawings taped to their site office walls , they should be able to access digital versions ( and their updates ) in real-time in a common data environment , dramatically reducing the 30 % rework that occurs in the industry .
While time and cost are easy metrics to sink one ’ s teeth into , creating a common data environment requires investment . In South Africa , not many people are willing to stick their heads above the parapet . In Europe , on the other hand , the end customers – especially large , public-sector customers – have begun to drive change in this area . They are looking for better information and more predictability around timelines and cost when it comes to their projects .
This , in turn , has driven the adoption of the emerging ISO standard , ISO 19650 , which provides an industry standard around the adoption Building Information Modelling ( BIM ), the most prevalent common data environment , which is centered around the 3D models that emerge from the design phase .
Notably , 3D models can be detailed or somewhat detailed . In South Africa , these models are mostly somewhat detailed , with the aim of selling the architectural vision – it ’ s what I call ‘ Hollywood BIM ’. With a standard like ISO 19650 , the models become much richer and form the core of the data that is preserved around a project .
Once other people start looking at the model – quantity surveyors , estimators – additional information can be linked back to the model , resulting in the accumulation of metadata in relation to the project . In addition , users can simulate the building process and run scenarios without getting into a situation where they are learning while they build .
This scenario allows for better planning and project control . All of the associated trades information is linked back to the model . This is how technology can be used in a concerted way to support digital transformation and enhance the way construction companies operate .
Let ’ s consider an analogy in the form of a three-legged stool . The important part of the stool is the surface that is supported by the three legs . A good digital platform brings the three pillars – people , process and associated data – together in a way that adds value for everyone involved .
Boston Consulting Group ’ s Performance and Innovation Are the Rewards of Digital Transformation underlines six key factors that underpin successful digital transformation journeys , where construction companies achieve an average operating profit increase of about 21 %. They include :
• An integrated strategy with clear transformation goals . This involves strategy formulation that moves out of the boardroom to embrace large-scale , participative processes to draw insights from all roles in the organisation .
• Leadership commitment . There needs to be strong leadership involvement at senior levels to ensure that whatever innovation is adopted by the business gets integrated into one cohesive framework for the organisation .
• The deployment of high-caliber talent . This refers specifically to people with high technological proficiency .
• An agile governance mindset . The opposite of the bureaucratic mindset , which is still prevalent in most of construction companies . The preoccupation with innovating and delivering increasingly more customer value .
• Effective monitoring of progress . Setting targets around processes and outcomes – and making sure sufficient data is taken into account to be able to measure whether or not improvements have been made .
• Business-led modular technology and data platform . Adopting technologies that play well in the sandbox with other technologies . A transformative approach is evident when teams collaborate and there are well-defined workflows supported by centralised accountable data . Here , a unified platform provides the vertical capabilities to support the needs of a diverse set of roles , enhance collaboration across roles and drive consistency using digital workflows that capture best practice .
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