Acknowledging the past, planning for the future

The construction sector has been branded as an industry that is reluctant to adopt modern technologies, methodologies, and software. While there is an element of truth in that characterization, it is important to understand the genesis of this largely misguided perception. 

Unlike other industries, where processes can be standardized and repeated, construction is inherently project-based. Each construction project is unique, with its own set of variables in terms of location, design, and stakeholders. Every project is the first of its kind in a unique environment; you’re making an original prototype every single time. The truth is, the manufacturing sector would not even exist if you had to make a different prototype every day. Manufacturing is about continuity; in construction, it’s just the opposite.  

This variability means that a solution that works well on one project may not be suitable for another. The industry’s reliance on project-based work creates an environment in which adopting innovative technologies or methodologies on a wide scale is especially challenging. Companies may be reluctant to invest in modern tools or software that may not be applicable across all their projects. 

In addition, each project usually involves a variety of stakeholders: contractors, architects, engineers, subcontractors, suppliers, owners, owners’ rep – the list goes on and on. Coordinating a change across such a diverse network can be daunting. Different stakeholders may have their preferred ways of working, making it difficult to achieve consensus on adopting fresh methods or technologies. Consequently, this complexity can lead to a preference for maintaining the status quo rather than introducing potentially disruptive changes.  

Aside from the nature of the construction industry, there have also been issues with the almost limitless number of software packages and technology platforms that have been presented to the construction industry. Unfortunately, many of these offerings have not held up to expectations.  

Consequently, contractors and construction companies are justifiably jaded when new products are introduced. In some cases, new tools have been thrust upon project teams without their input and with little thought as to whether these tools can solve real-world pain points. 

Based on this history, companies have begun to conduct more thorough vetting of any novel solution that promises enhanced productivity or a speedy ROI. The industry, as a whole, has been determined not to relive the previous negative experiences. That’s part of the reason effective change management in the construction sector can be challenging. Before change can be managed, it must actually be undertaken; that is, some form of change – whether it’s the adoption of new technologies, novel strategies for project management, or enhanced methods of documentation, change management does not come into play until a change is forthcoming.   

Variability makes change difficult  

The irony is that while this may be true of the industry at large, the people in construction are some of the most innovative professionals you’ll ever meet. They’re doing amazing things, often without the benefit of sophisticated solutions. Imagine what they would be capable of if they had the most advanced tools and methodologies at their disposal. 

Interestingly, in recent years, the construction industry has seen a surge in technological advancements, from new software platforms to innovative construction techniques. While these innovations promise to improve efficiency, safety, and project outcomes, the constant influx of new tools can lead to innovation fatigue. Construction companies, already burdened with tight schedules and budgets, may find it overwhelming to continuously adapt to these advanced tools. And this fatigue can result in a reluctance to adopt even the most promising innovations. 

Still, as increasing numbers of these enhancements show themselves to be worthy of attention, construction companies are becoming more willing to embrace them, more interested in taking these products for a test drive to see what they can do.  

Building a case for change 

Once a construction company does decide to embrace modern technologies or methods, the next challenge lies in effectively managing the actual change process. Change management is a systematic approach to dealing with the transition or transformation of an organization’s goals, processes, and technologies. The purpose of change management is to implement strategies for effecting and controlling change and helping people adapt to change.  

Change management in construction is not about forcing employees to use the latest tools; it involves a comprehensive strategy to ensure that the transition is smooth, that employees are on board, and that these contemporary methods are successfully integrated into daily operations.  

Before implementing any change, it’s crucial to build a compelling case for why the change is necessary. This involves clearly communicating the benefits of the new technology or methodology, not just for the company, but also for individual employees. They need to understand how the change will make their work easier, safer, or more efficient, which will help reduce resistance and create a more positive attitude toward the transition. 

Because successful change management also relies heavily on employee buy-in, it’s important to engage employees early in the change process. Involving employees in the decision-making process, soliciting their feedback, and addressing their concerns can help to create a sense of ownership and commitment to the change. When employees feel that their voices are heard and their input is valued, they are more likely to embrace the tools or methods being introduced.  

Ongoing training and support  

When modern technologies or methodologies are introduced, employees need to be equipped with the necessary skills to use them effectively. This requires comprehensive training programs that not only cover the technical aspects of the tools but also explain how they fit into the overall workflow. A one-time training session is insufficient; ongoing support is needed, as it allows employees to seek help and resolve any issues that arise during the transition period. 

Implementing change gradually, in phases rather than all at once, can help to minimize disruption and make the transition more manageable. This approach also provides an opportunity to evaluate the effectiveness of the change at each phase and make any necessary adjustments before progressing to the next stage. By breaking the change process into smaller, bite-sized chunks, companies can reduce the risk of overwhelming their employees. 

It’s essential to remember that change management is an ongoing process that doesn’t end with the initial implementation. Continuously monitoring the progress of the change and gathering feedback from employees on how it is being received is an integral step. This feedback can be used to identify any issues or challenges and revise any elements of the change management strategy. By remaining flexible and responsive, companies can ensure that the change is fully integrated and that it delivers the desired outcomes.  

Communication is a must 

While all the above steps are integral to the change management process, clear, consistent communication is arguably the most vital. Companies need to establish communication channels that allow for the easy dissemination of information about the change, as well as a platform for employees to ask questions, express concerns, and provide feedback. Regular updates on the progress of the change, as well as open forums for discussion, can help to keep everyone informed and engaged throughout the process.   

By Peter Rowland 

www.smartpm.com 

 Peter L. Rowland is Vice President for SmartPM Technologies, a leading Schedule Controls™ software built for construction. By leveraging AI and machine learning, SmartPM delivers comprehensive insights, enabling clients to optimize project performance, mitigate risks, and ensure timely, cost-effective project completion.
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