| |NOVEMBER 20239CIOReviewOnce you've established standardized practices, the exciting world of data analysis and business intelligence begins to unfoldA final thought on this person's responsibilities; they need to be eager to build trust in the field through transparency and a willingness to support those who need help. The truth is, many of the industry's field staff is still tech-adverse. This often stems from insecurity about using technology properly or reluctancy to change. As for the second question, "How are we going to measure if our investment is successful?" The answer is in your data. However, to get the most out of your data, you need to focus on setting a foundation, and that starts with standardizing your use of the technology. Standardizing your usage in its simplest form means that all the inputs into the system will follow the same basic logic. This ensures the data across your entire portfolio will have the same characteristics. I would recommend drafting a standard operating procedure (SOP) for each piece of technology you implement. When drafting the SOP, carefully consider what you're trying to achieve and what results your company expects. This document will never be finished as it needs to adapt to changes in technology, the voice of the field, and innovative ideas. But once you've established standardized practices, the exciting world of data analysis and business intelligence begins to unfold. AMLI began its data journey about two years ago. We have leveraged direct connections, APIs, and data exports from our platforms, and use Power BI to develop visual reports and dashboards. Power BI has been an incredibly powerful tool. We can gain insights into user usage, SOP compliance, safety trends, and project health just to name a few benefits. The ability to visually digest hundreds of thousands of data points on demand has demonstrated a massive ROI in time savings. The old processes included mining data from our platforms, configuring in Excel, and then interpretation.AMLI is just beginning this data and business intelligence journey, but as our data set continues to grow so does our ability to make new business decisions. In conclusion, the concept of having a dedicated construction technology resource is still new in the industry. In fact, when I was in SaaS, this was seldom part of the implementation strategy discussions. I frequently saw companies settling for a "let the tech-savvy people handle it" approach. However, I don't want to contradict myself. I mentioned earlier that you may already have some technologically advanced people in your organization who might be a good fit for this role. The primary differentiator is whoever fills this role shouldn't be an Assistant Project Manager or Assistant Superintendent and the Construction Technology Manager. Hopefully, you wouldn't task your Estimators with preforming daily labor counts, and the same concept applies to this position. For this role to be successful, the Construction Technology Manager must be able to focus solely on the technology and the platforms you decide to implement. A dual role isn't practical, and you won't see the full ROI of your technologies. With the addition of a dedicated construction technology resource and thoughtful analysis of your data, you'll open the door to improved efficiency and insights. This will transform the way your company does business and begin your journey as a digital construction company.
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