The True Cost of Not Having a Data Strategy

The True Cost of Not Having a Data Strategy

November 6, 2021

Construction No Comments

In any workplace, good decisions drive good outcomes. In construction, those outcomes can vary from staying on schedule to facing major time and cost over-runs.

But decision makers are now contending with more complex projects and shorter timelines than ever before.

In fact, four in five APAC construction professionals say schedule compression is fueling the need to make more rapid decisions, according to Autodesk Construction Cloud’s new Harnessing The Data Advantage In Construction report.

Autodesk partnered with FMI Global to survey more than 3,900 construction industry stakeholders, including more than 500 across Australia, New Zealand, Singapore, India, and Hong Kong, to understand how their approach to data was propelling them forward – or holding them back.

And the single biggest factor interfering with making good decisions? The lack of reliable data.

Data quantity

The research revealed vastly different approaches to data strategy, but what’s almost universal is the fact that more data is being generated and collected than ever before. In fact, most project managers and field supervisors report spending two to three days a week collecting and managing the ever-increasing torrents of data.

A big factor in this workload is the multiple channels from which data must be collected, and the numerous formats it arrives in. As one subcontractor told us, “The usual way in which most construction companies operate is a lot of decentralised information.

“We create 2D designs, spreadsheets, PDFs and a whole range of different file types and formats. This is very hard to manage.”

Data quality

Not only are many streams of data unwieldy – they can also be tainted.

For the average construction firm, almost 40% of the data they are collecting is bad – inaccurate, incomplete, inconsistent or untimely.

For data to produce valuable insights and drive better project outcomes, it needs to be readily:

Accessible
Consumable
Understandable

Worryingly, just one in eight construction professionals believe that most of their data meets this definition. This doesn’t just undermine confidence in data-driven decision-making; it undermines projects too.

Industry data indicates that for every $1 billion of revenue earned by a contractor, the total cost of poor decisions driven by bad data could be as high as $165 million. In fact, it is estimated that bad data is responsible for 14% of all construction rework.

That means bad data costs the construction industry an estimated A$2.49 trillion in 2020. And that’s before we count:

the environmental cost, with global construction waste reaching 2.2 billion tons by 2025, and
the reputational cost, including 77% of megaprojects being delivered at least 40% late.

Difficulties using data

Despite the vast increases in data flows, barely one in 10 construction professionals report always incorporating project data into their decision making. Most do it sometimes, at best.

These concerns over data quality are why the companies that are reporting getting the most out of their data have formal plans in place to ensure the quality of their data.

“We have invested a lot of time and money ensuring the integrity of our data. Otherwise, it will all be a terrible waste,” one told us.

Another contractor explained, “We want the data to work for us and not against us. If you have bad data, the results will be bad, no matter how good the process is.”

Among the chief challenges faced in using the data being collected are:

combining data from two different sources
grappling with missing information
difficulties in accessing data, either because of its structure or because other parties are unwilling to share.

Overcoming this requires both process and people solutions.

On the process side, for instance, replacing non-collaborative digital channels such as email with cloud-based, construction specific technology can ensure data is collected accurately and easily accessible.

Underpinning all of this is a firmly mapped out data strategy. Such a strategy must cover which data is the most valuable to a given team, and how it can be made reliable and accessible.

Having this not only helps you ensure your processes and tools are fit for purpose – it also helps bring the people you need up to speed.

A subcontractor in the mechanical, electrical and plumbing sector told us, ”Everything is centred on our information being iterative and creating bidirectional workflows with BIM software to drive commissioning activities out on-site.

“That means that we can actually collect data from the field and format it back into the model. We’re getting consistency through construction documentation – and consistency breeds quality.”

Data-driven decision making

Our research clearly shows the impact of trying to make decisions with bad data – the average company reports that it results in poor decisions 38% of the time.

On the other hand, those companies that have nailed their data strategy say it is driving fewer budget overruns, fewer missed schedules and fewer safety incidents.

By managing data effectively from collection to access, these are the companies unlocking its value and moving to the next level, where nothing is left to chance.

An integrated digital approach allows them to see all of the dependencies on a construction site and review the project schedule for potential risks. They can see how a change order might affect the project’s critical path, and re-prioritize accordingly.

Despite this, one in three APAC construction firms without a data strategy say the cost and resourcing required for a data strategy is holding them back.

It’s a bit like trying to save money by skimping on maintenance – any savings you make will be wiped out when something inevitably goes wrong.

Learn more about how Asia-Pacific construction firms are using data to build better in the Autodesk/FMI Harnessing The Data Advantage In Construction report.

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Issue Resolution and Clash Avoidance with Autodesk BIM Collaborate

Construction management is a highly complex and multi-dimensional collaborative effort. To execute on projects effectively, several people and moving parts all need to click and stay in sync. Issues need to be resolved quickly, questions must be answered in a timely manner, and there should be trust and accountability across the entire team.

Accomplishing all that, however, is easier said than done.

Design and construction teams struggle to find a seamless way to identify issues and circulate them to the appropriate stakeholders. Often, teams rely on spreadsheets, static reports, or third-party management solutions to gather information and make decisions.

Unfortunately, these tools and sources are unreliable and inaccessible to the wider team. They cause confusion and are ultimately ineffective for detecting clashes and resolving issues. Not to mention, the manual tasks involved with static documents and spreadsheets are tedious, time consuming, and can cause issues to slip through the cracks.

The result? Issues that could’ve been avoided bubble up to the surface later on in the form of rework — and unnecessary costs. Clashes alone account for 5% of construction spend and 52% of the $280 billion of annual rework costs are caused by poor project data and communication globally.

To address this, many companies turn to third-party point solutions to address specific problems. However, these programs usually require further training and implementation, as well as additional costs.

To make matters more complicated, the different parties involved (e.g., design firms, GCs, and subcontractors) all use different systems and platforms. The JBKnowledge 2020 ConTech report found that 63% of construction pros are using three to six more apps — which makes integration and communication harder and limits project data usage.

All this to say that managing project issues in construction can be a headache.

What if you could address issues at the same time and at the same place, to streamline resolution?

The combination of Autodesk BIM Collaborate (part of the Autodesk Construction Cloud platform), Navisworks, and Revit makes all that possible.

Thanks to the tight integration between these solutions, issues can be created, managed, or resolved directly in the tools you work in daily, and are connected using a common data environment (CDE).

By surfacing and resolving issues in a CDE, you create a lasting history of decisions made for downstream stakeholders for future reference. It also allows multidisciplinary teams with different tools to manage and communicate about issues using a common solution.

All in all, this paves the way for a roundtrip workflow, which helps teams close the loop with any clashes or issues that arise.

Issues created in either Autodesk BIM Collaborate or Navisworks can be assigned and contextualized in either of those tools and resolved in Revit. That resolution then makes its way back to Autodesk BIM Collaborate for reporting and future project forecasting.

Let’s take a look at just one of the ways all these solutions work together.

Autodesk BIM Collaborate

Autodesk BIM Collaborate’s browser-based model coordination and design collaboration tool comes with automatic clash detection and grouping tools that help identify issues early on. The software’s UI is intuitive and easy on the eyes, so all discipline types (designers, GCs, and specialty contractors) can use the solution.

Team members can self-check their work as they go, and if issues come up, they can flag it with a location pin and add details such as the root cause, description, important dates, and clash screenshot. From there, they can assign the issue to the appropriate stakeholder.

Because multiple stakeholders can take part in identifying and assigning issue tasks, the coordination process is faster and much more streamlined. Issues and their associated models are stored in a common data environment for multi-team, product, and construction phase access to action on.

Navisworks Coordination Issues Add-In (Navisworks 2021-2022)

This Navisworks add-in connects models, views, and issues through a CDE, so BIM/VDC managers can easily create, track, assign, and resolve issues directly in their desktop application.

If a Navisworks user is unsure about an issue, they can simply comment directly within the platform. Similar to Autodesk BIM Collaborate, users can add issues and include details like type, location, assignee, description, and due date. They can then pair that issue with an image snapshot of the clash identified. Thanks to this add-in, stakeholders using the software can better contextualize the issue, resolve it, or assign it to someone else.

Navisworks also has an updated Coordination Space and Append capabilities. With the upgraded issues add-in, users now have the ability to append additional models from a Model Coordination space to their already opened set of models. This increases the efficiency of coordination meetings by allowing users to immediately update your .nwf files as new model files arrive from project design teams.

Plus, this free add-in seamlessly connects with Autodesk BIM Collaborate and Revit, so there’s no need for third-party integrations. You’ll reduce manual work and miscommunication, and resolve issues more quickly.

See for yourself by downloading and installing this add-in from the Autodesk App Store. Once installed, start Navisworks and navigate to the Coordination tab.

Revit Issues Add-in (Revit 2020 or later)

Using the very same common data environment and issues layer, architects and engineers working in Revit can scan through all the details we covered above and any additional information from the comments/history, to resolve the issue directly in the model.

This type of connectivity displays the same information to the entire project team, thus enabling stakeholders to literally stay on the same (digital) page. Stakeholders benefit from having more transparency and greater levels of accountability which result in less rework from issues slipping through the cracks.

Instead of waiting until the next coordination meeting to resolve an issue, users can continuously collaborate on models, speeding up time-to-site and reducing the expensive design iterations that occur from poor and sporadic communication.

You access this add-in from the Autodesk Desktop App or your Autodesk account. Get more info on how to use it from the Autodesk Knowledge Network.

Bringing It All Together

Autodesk BIM Collaborate, along with the Navisworks and Revit add-ins, take issue management to a whole new level.

These tightly integrated tools don’t just let you track or manage issues, they create an environment to collaborate and resolve them.

Issue resolution is tracked in Autodesk BIM Collaborate with a dashboard of outstanding issues and resolution overtime, paving the way for better management and prediction for future projects.

Plus, the entire project team can work together to resolve issues and collaborate with a “clash avoidance” mindset (as opposed to a “clash detection” mindset). This speeds up the time-to-site and reduces costly rework.

With a roundtrip workflow, issues are created in either Autodesk Construction Cloud or Navisworks, and actionable in Autodesk BIM Collaborate, Revit, or Navisworks, bringing the best of each environment to your next project.

Interested in experiencing Autodesk BIM Collaborate for yourself? Request a trial today.

Request a Trial

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Digital Transformation is Helping the Construction Industry Future-proof Their Businesses as They Recover from the Pandemic

Construction companies across Asia Pacific including Japan (APIJ) in the “acceleration” phase of recovery are most advanced at using technology to future-proof their businesses, the latest research has found.

A recent IDC InfoBrief, sponsored by Autodesk, Road to Recovery: Overcoming COVID-19’s Impact on the Construction Industry with Digital Technologies, surveyed the construction industry across the region and identified three stages of COVID-19 recovery: “response”, “adaptation”, and “acceleration”.

Throughout the COVID-19 crisis, 95% of construction companies have increased their adoption of digital technologies to drive digitalisation and become resilient. Across the industry, 89% of APIJ construction companies have seen an upsurge of solutions such as BIM workflows, bid management, project management and insights as a result of COVID-19 – but there is still a way to go.

Luckily, there is a tremendous opportunity for change. The InfoBrief states that before the pandemic, 80% of construction companies in the region were in the earliest stages of digital transformation (DX). This translated into short term, tactical and disconnected responses when the pandemic started. These companies have the biggest opportunity for change and to learn from their peers who are further along the road to recovery and in the acceleration phase.

Significant opportunity to increase adoption of digital solutions to support recovery

The opportunities to increase adoption of digital technologies to support businesses to thrive are in ample supply. Across the region, 46% of construction companies still leverage paper drawings for their projects, and 35% are considering purchasing a software solution to address this. Furthermore, when it comes to digital solutions 46% of companies ranked themselves as very knowledgeable in the handover phase of construction, but this was not the case in the design, planning or building phases where digital solution knowledge was ranked as low.

Almost 30% of ANZ survey respondents indicated they are now in the acceleration phase, closely followed by Japan-based respondents at 20%. Both of these countries are historically early adopters of technology so the results were not surprising. Looking forward to their next moves, the survey found that the top construction phases for planned investments are design and development for both ANZ and Japan; followed by the testing and comissioning phase.

Construction companies must embrace digital to survive and thrive

Because there is no clear indication of when the COVID-19 pandemic will end, construction companies must embrace the changes and opportunities that surround them. In particular, companies need to ensure the health and safety of their employees — and a safe working environment is a digital environment.

To create further resiliency in the “next normal” and to capture market share, construction companies in the acceleration phase should prepare for future growth opportunities with the use of digital construction solutions. The increased adoption of these technologies (for example, BIM) to support all construction workflows should be targeted investments that will support companies’ recovery and future growth.

Software such as the solutions within Autodesk Construction Cloud, an integrated cloud-based portfolio of products used to manage construction projects, enables connected workflows, teams and data at every stage of construction to reduce risk, maximise efficiency and increase profits.

With the construction industry facing a new era of convergence and evolving challenges for processes and teams, innovation is essential to create streamlined workflows and maintain competitiveness in today’s marketplace.

Find out more about the construction industry’s recovery, and the next steps you can take

For more information on the construction industry’s recovery and innovation since the pandemic began, view our previous blogs on how the industry is building resilience and future-proofing through digital technologies, how construction companies in the “response” phase of COVID-19 are using technology to ensure the workforce is connected, engaged and safe, and how construction companies in “adaptation” phase are using technology to support a hybrid workforce.

To download the IDC InfoBrief, click here. To find out more about how Autodesk Construction Cloud can support your business, contact us or get your free trial.

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Construction Cost Codes: Everything You Need to Know

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In 2020, the value of commercial construction amounted to approximately $5.8 trillion globally. Given the continually changing nature of construction projects, accurately managing and executing cost activities is critical to the project’s financial outcome. A key piece is having the ability to see and compare how much specific items or tasks cost so you can correctly forecast and manage cash flow.

This is where construction cost codes come into play. Construction firms can use cost codes to document, categorize, and analyze costs efficiently. How do cost codes work, and what do you need to know about creating a code list in your organization? Keep reading to find out.

The Basics of Construction Cost Codes

Construction firms use cost codes to divide costs into specific categories. These codes are typically represented by numeric or alphanumeric values and often form part of an overall budget code and a key piece of a work breakdown structure (WBS).

A good WBS may utilise multiple classifications and information to inform what task is being done (e.g., cost code structure such as CSI), to what (e.g., elemental breakdown such as Uniformat), where (location breakdown structure (LBS)), and by whom.

Using cost codes to organize and categorize costs provides better visibility into the costs associated with specific projects, jobs, and tasks.

Firms can analyze these costs to improve future estimating, budgeting, and forecasting on similar projects.

The format of cost codes often varies across firms and geographies. For example, in the US, they are often based on the Construction Specifications Institute (CSI) codes, and in the UK, the New Rules of Measurement (NRM) and then often customised to some extent to suit the particular company.

Using industry standard codes helps ensure that outside organizations can easily interpret them. However, firms may prefer to generate a completely custom list that suits their individual project and departmental needs in some instances.

The RICS has created the ICMS, which is a great initiative aiming to bring a worldwide standard to construction.

Below is an example of a full budget code used by accounting and the cost management system which are generally made up of smaller segments of information. Some companies have many segments, and some only one or two, but typically, cost code and cost type are common.

The Benefits of Using Construction Cost Codes to Plan, Budget, and Analyze

With cost codes, firms can efficiently account for all costs associated with projects. These cost structures offer insights into where and how expenses are generated and the ability to compare. While there are many benefits to using cost codes, the majority of them lie in standardization, cost control, analysis, and profitability.

Standardization

Of course, cost codes aren’t the only way to divide costs into categories. However, standardization is important. For example, using descriptive phrases rather than codes leaves room for error. Someone inputting the costs may use a slightly different phrase than the next person searching for the data. As you can imagine, this makes for a confusing experience for anyone on the hunt for necessary data.

With cost codes, there’s no room for misinterpretation. The codes are based on a series of standard classifications, which makes it simple for the construction management software to identify the desired firms and data. This simplicity keeps things efficient, repeatable, and replicable. The codes help to develop processes that can be measured and refined based on results.

Overall, the standardization of cost codes is essential to saving time, raising productivity, reducing mistakes, increasing scalability, and building efficiencies.

Cost Control

Construction firms must have a handle on costs to maintain budgets, deadlines, and scope across projects. This is especially true in today’s times of economic uncertainty, fluctuating markets, and labor challenges. With cost codes, firms can quickly associate expenses with projects and activities as well as with outcomes.

These codes also fit into a central cost management strategy. Firms can pinpoint where costs are being generated, which activities generate the most costs, and which costs can be linked to profits.

Profitability

Firms often have multiple large-scale projects running concurrently. The nature of the industry presents challenges in determining which tasks are actually generating profits. Cost codes are essential for organizing data around tasks, activities, employees, equipment, and projects. This information can be used early in the project to identify where money is being wasted and where it is being generated. Early identification can help to set projects on the right track and increase profitability.

In the long term, firms can also leverage data around cost codes to determine which activities to invest in for greater profitability. Likewise, firms may choose to alter or streamline activities that are heavy on costs but light on profits.

How to Implement Cost Codes in a Construction Project

Once you create your cost codes, how do you implement them on a construction project for best results?

Adopt the Right Cost Management Solution

First, you need a solid project cost management solution that allows for flexibility and customization in how your codes are built. The nature of each project will vary across stakeholders, their processes, and costs.

With Autodesk Construction Cloud’s robust cost management capabilities, you can flexibly customize your budget structures, including segments such as cost codes, sequence, and cost type, and create hierarchical build-ups. For each segment, you can choose whether the information will be shown as part of the code, in its own column, or hidden for information only. You can select the number of digits and delimiter between each segment value. But, one of the benefits of using software like Autodesk Construction Cloud’s cost management toolset is the import master lists. For example, you can do a one-time import of a cost code master list, so you have every possible cost code you may ever need. This allows you to slice and dice your data flexibly and saves you time by not requiring you to build in groupings before importing your budget.

Define Objectives and Scope Early

Next, consider that changes are one of the main constants of construction. They can completely derail your budget and schedule if you cannot forecast and respond to them. For instance, early design changes are one of the biggest drivers of overruns. It’s important to define objectives and scope as early as possible in the project so you can prevent change orders. Doing so requires early alignment and consistent communication across stakeholders and teams.

Still, a financial management solution that locks you into rigid processes and components won’t work for the ever-changing nature of construction. Look for customizable solutions so you can easily integrate new stakeholders and processes as needed.

That data can be used to generate advanced insights into cost control workflows. These insights are ideal for strategic decision-making and continuous improvement.

Improve Cost Control with Cost Codes Today

Are you ready to bring more standardization and efficiency to your cost control workflows? Learn more about how you can bring more flexibility and control into your cost management workflows, including cost codes, with Autodesk Construction Cloud.

LEARN MORE

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Technology Increases Productivity by a Quarter on UK Rail Projects

Did you know that technology is increasingly playing an important role in the rail industry, helping to achieve safety milestones, meet passenger demand and expectations as well as reducing the impact on the environment? For the rail industry, an exciting era of innovation is underway supporting train operating companies and rail asset owners to analyse, monitor and track data collected and captured to enhance safety, reliability and service to customers.

For BAM Nuttall, technology has played an important role in the delivery of two major rail projects from 2017, with the ambition to improve rail capacity in the North West of England. One project for Merseytravel involved preparing the rail infrastructure for a new fleet of Stadler trains. This £18m Merseytravel Depot Construction Contract (DCC) project included upgrading the existing Train Maintenance Depot (TMD) at Kirkdale, with stabling facilities, maintenance sheds, offices and a training simulator.

Running concurrently, the Northern Train Lengthening programme was a £3.9m project for Network Rail to extend all the platforms at five stations between Streethouse (Featherstone) and Knottingley in Yorkshire. The new platforms would accommodate the three car trains used in the new fleet, delivering a 50% increase in capacity. The complex, multidisciplinary projects incorporated rail, civil engineering, mechanical and electrical specialisms.

Safety is a key aspect to any rail project due to the complexity of the structures, the incredible attention-to-detail and meticulous planning needed to successfully deliver works around an operational train line. For BAM Nuttall, these projects were no different, and data is a key link to delivering these two projects safely, efficiently and on time. The team had to think outside the box to manage the projects’ health, safety and quality key performance objectives, and for Construction Project Manager Raymond Castelyn, it wasn’t workable to rely on paper-based processes.

“At the beginning of the project, the paper-based document management was a nightmare,” recalls Raymond. “The site was too large to be carrying around big drawings with you – and we had 150 drawings that were being regularly updated. Identifying locations could be a challenge, as the appearance of the site before and after the project was as different as night and day.”

Identifying efficiency gains to improve project delivery

For the team working on the project, manual processes also slowed down the project’s progress. Photos taken of the site had to be downloaded from devices, saved in a folder and then relabelled with their location, to make them searchable. Manual methods of working were also used to identify and report both health & safety and quality issues, through track sheets. “The documents would be printed and then filled out manually, normally when people got back to the office – so it was hard to be sure they were always accurate,” recalls Raymond.

The team was not only relying on manual processes for their operational activity but also for performance tracking, which made it difficult to quickly identify trends and patterns that could precede undesirable outcomes. “With the paper-based processes, we had no traceability, mobility or transparency – and it wasn’t sustainable.” So, Raymond decided to find and adopt a solution that would improve upon traditional techniques for gathering, analysing and reporting the site data.

A connected construction journey begins with a single step

BIM 360, an Autodesk Construction Cloud product, is a unified platform that connects project teams and data in real-time, from design through construction. BAM Nuttall had been using BIM 360 on a selection of projects since 2012 so Raymond and the team decided to implement it into these significant rail projects. They were equipped with five iPads to use on-site and from January 2018 and the project moved to an entirely digital way of working using BIM 360.

From photo tracking of activity on site to producing a 3D model of the project, the technology has supported BAM Nuttall to work in a more connected way, helping the team to navigate the complexities of these projects and ultimately make better decisions. Being able to access drawings and models allowed the team to coordinate better: “We had a 3D model of the 1,040 individual buried services revealed by the ground penetrating survey. If I went on-site and someone asked me, ‘Where’s that water main?’ I could look it up on the iPad and say with complete confidence, ‘It’s two meters from that manhole.’ That was hugely important,” says Raymond.

Accelerating accountability and transparency across the supply chain

The two projects benefitted from improved levels of accountability. Being able to track the cost of each Non Conformance Report (NCR) and identify challenges with any subcontractors or elements supported this. The team generated reports using BIM 360 to send to each subcontractor on a weekly basis and monthly reports were also shared with the client and the wider BAM Nuttall team. This helped improve visibility and communication across all contributors.

On both projects, efficiencies were improved significantly using BIM 360, according to data that the project team collected. On the Merseytravel DCC, the project saw savings of 13.4 hours in a 50-hour week per person when averaged across the team, resulting in a 27% increase in efficiency. The results on the smaller Northern Train Lengthening programme were consistent, with 16.2 hours saved per person per week, equivalent to a 32% increase in efficiency. Team members noted in a survey that the impact on their working day was significant: “Huge time and cost savings can be made on a project by using BIM 360 to manage the site.”

Insights today to be used tomorrow

Using BIM 360 to capture data on site helped the team handover the project to their client, supporting them with better insights on the asset. The platform opened up significant possibilities for data analytics, as due to the rich data export function, the information could be visualised in PowerBI. Raymond asserts: “Having all the data in one place means you can start doing the smart stuff. You can track close calls and issues or pick up problems in particular areas like concrete. Traditionally it would be really complex to pull that information from Excel sheets, but with BIM 360 the data is exported with the click of a button. Data is what it will all be about going forward, and with BIM 360 you get a solid foundation in place.”

The Merseytravel Depot Construction project was the first time that a 3D model had been linked into BIM 360 in the rail division. And, following the success of the project, in 2019, BAM Nuttall have rolled out BIM 360 across most rail projects with similar successes achieved.

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Tête de la Course: How Digital Construction Can Grow Europe’s Cycling Infrastructure

November 4, 2021

Construction Projects No Comments

Did you know you can cycle from Rotterdam in the Netherlands to the Shetland Isles off the tip of Scotland? Admittedly, there’s a ferry or two along the way. But the two locations are linked by the North Sea cycle route, a 7,050 km path across six countries. Cyclists get to enjoy 18 UNESCO sites, cliff top views and bustling cities – all on a single ambitious trail.

This is just one part of Europe’s incredible cycling infrastructure. Bring your bike to Holland and you can traverse 4,500 km of long-distance routes specifically for cycling holidays – or try the Elbe cycle route, spanning the incredible sandstone mountains in Switzerland and the beautiful city of Prague.

The popularity of cycling in Europe has increased significantly during the pandemic, with people taking to their bikes for commuting, fitness and relaxation. But the organisations that build and maintain cycling infrastructure have a key role to play in making this a sustained trend.

Here’s how the construction industry can help to create a bigger, safer cycling infrastructure across Europe.

Riding the post-lockdown cycling boom

Governments have long promoted the benefits of cycling: it reduces carbon emissions, lowers air pollution, eases the pressure on public transport and improves physical and mental health. But it was the events of 2020 – including concerns about social distancing and limited train services – that prompted a massive rise in cycling across Europe.

In June, Paris saw its monthly ridership grow by 120% compared to the previous year. Even wintry weather didn’t deter Berlin’s cyclists, with rates in December up by 23% over 2019. Meanwhile in the UK, sales of bicycles and accessories grew by 45% in 2020.

Countries have been eager to take advantage of this interest by introducing a range of measures to promote cycling and help citizens shift their extra lockdown kilos. The UK government introduced pop up bike lanes and corridors during the pandemic to make it easier to get around. Italy’s Covid-19 recovery package includes a 70% subsidy for bike purchases.

But another crucial piece of the puzzle in every country will be creating a safe and appealing cycling infrastructure to keep new riders on the road – and this is where digital construction can help.

Three ways to keep your project in gear with digital tools

1. Use modelling to keep cyclists safe

The right road design can help keep cyclists safe. In fact, research shows that prioritising cyclists in road layouts can result in fewer fatalities for cyclists, motorists and pedestrians too. This means incorporating features like dedicated bike lanes, which can lead to 90% fewer injuries per mile; protected intersections, that physically separate bikes and other traffic; and bus stops, which reduce the risk of injury to cyclists

Digital tools like mobility simulators can help planners to assess how the route would work in real life. With multimodal analysis, it’s possible to simulate how traffic, pedestrians and cyclists would interact with each other in a given design – and optimise for effectiveness, cost and safety. As well as saving traffic analysts time, this helps to ensure that the planned infrastructure will meet the needs of road users for years to come.

2. Bring everyone along for the ride with BIM

Successfully planning cycling infrastructure often involves many stakeholders – and keeping everyone fully up to date can be a significant undertaking. Using BIM models and digital collaboration platforms makes it much easier to share designs for input and approval. With real-time visibility of feedback and suggestions, these tools can speed up the whole process.

Importantly, these models can also be used to share plans with the public during planning and construction. 3D tools can help people to visualise the finished design and likely impact on the area. Local communities can also get the opportunity to offer useful insights on issues like the location of end of trip facilities and bike storage – factors which can have a significant influence on cycling uptake. This engagement can not only raise awareness of planned infrastructure, but ultimately encourage people to take to their bikes when the new routes open.

3. Ensure high quality construction with digital platforms

The road surface is hugely important to the comfort and safety of cyclists. Asphalt concrete’s low friction and smooth surface make it the surface of choice in Denmark, for example; by contrast, gravel and paving slabs can become uneven and potentially dangerous. The quality of the surface construction is critical. Bumps and dents in the road can not only ruin the experience, but contribute to falls and accidents.

Digital construction platforms like Autodesk Build can ensure that everyone on-site has the information needed to build right first time, while quality control tools ensure that any issues are addressed before routes open. This helps to ensure a top-quality cycling route, that will keep cyclists safe for years to come.

Keep riding on

The increase in cycling is one of the few positives to emerge from the pandemic. But to encourage people to stay on their bikes in the years ahead, it will be important to keep improving and constructing new routes to make cycling convenient, safe and enjoyable.

Technology can support everyone involved in delivering cycling infrastructure: from the owners looking to deliver the best value for the public through to the subcontractors aiming to finish on time, on budget and to the highest quality possible. Using digital tools, we can help everyone to get the most out of these infrastructure investments – and enjoy more time on two wheels.

Read how digital modelling can support safer post-Covid commuting.

Or if you’re a cycling fan, check out how the Tour de France and other sporting icons adapted to Covid-19.

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A Connected BIM Approach Helping to Achieve High Levels of Productivity for the Anel Group

November 4, 2021

Construction Projects No Comments

The name behind countless successful electrical and mechanical infrastructure designs of building projects in Turkey and across the globe, Anel Group stands out with its expertise in BIM (Building Information Modeling). The organisation uses Autodesk Architecture, Engineering & Construction (AEC) collection including the Autodesk’s Construction Cloud platform. These include an integrated BIM toolkit, BIM 360 Field and Autodesk BIM Collaborate Pro cloud services, with the aim to support Anel achieving their global goals that require high efficiency, remote collaboration and coordination capabilities.

Passion for implementing complex projects with an environmental approach

Anel Group’s journey began with the establishment of Anel Elektrik in 1986 by Electrical Engineer Rıdvan Çelikel. Established 35 years ago, the company is transforming into a 2,000 people strong group of companies that operates in the fields of panel production, electrical and electronic systems of ships, renewable energy, recycling and operational maintenance, as well as electrical and mechanical contracting.

Since its inception, the company has successfully delivered more than 200 projects spanning a total area of over 13 million square meters in 14 countries across three continents. In addition to its ongoing MEP operations in Qatar, the United Arab Emirates (Abu Dhabi and Dubai), the UK, the Netherlands, Turkey and Azerbaijan, the company is also engaged in operational maintenance services, low voltage panel production, electric and electronic systems of ships (defence industry) and recycling.

Anel Group Tender and Procurement Director K. Serkan Kılıç, who is also an Electrical Engineer, said, “We are a team striving to deliver solutions for the world we dream of” and added: “A single structure has the power to make a big difference in the world: A bridge connecting two continents, an airport that makes the world feel a lot smaller than it is, a hospital that saves lives… We can list a myriad of examples from world history.”

Emphasising that the success of a building project depends on the ability of combining engineering skills from different disciplines in harmony, Kılıç said, “We leverage our engineering skills in designing the electrical and mechanical aspects of a building. We are passionate about realizing large-scale and complex projects in different regions of the world. With a view to contributing to an environmentally, socially and economically sustainable world, we combine our engineering and technology capabilities with our strategic skills and take innovative initiatives.”

“We leverage our engineering power to create solutions and aim to use cutting-edge technologies that we could benefit from the most. Especially in a two-year retrospect, Autodesk AEC Collection and Autodesk Construction Cloud’s solutions have helped us immensely as we seized opportunities around the globe.” —Serkan Kılıç, Tender and Purchasing Director, Anel Group

Engineering strength powered by technology

Autodesk’s AEC Collection as well as their Construction Cloud forms the technology backbone that supports Anel Group’s engineering strength and strategic capabilities. This solution package, which includes an integrated BIM toolkit and is designed for the building industry, has also played a pivotal role in Anel Group’s international expansion efforts since 2016.

Anel Group BIM Manager and Mechanical Engineer Ümit Balaban has led the establishment of the BIM infrastructure and the introduction of BIM processes across Anel Group. He said, “The BIM processes need continuous improving to keep up with the ever-evolving technologies and engineering industry.” He is responsible for managing the compliance of the projects undertaken by the company with the BIM processes and provides support to all BIM managers assigned to the projects. He is also the founder of the BIMgenius Community, a not-for-profit made up of professionals who have come together to collaborate to support the digitalization of the architecture, engineering and construction industries.

The Anel Group team can manage electrical and mechanical projects via the AEC Collection in alignment with BIM processes, starting from the tender phase, all the way to the design implementation and delivery phases via the Autodesk Construction Cloud. Anel Group, which started using BIM 360 Field, BIM 360 Docs and made it its primary application following the increasing need for working remotely due to the pandemic, leverages the advantages of savings and efficiency of cloud services in field monitoring and management, documentation management, remote collaboration and coordination activities.

Anel Group’s BIM Journey: Qatar Metro Red Line South Project

Pointing out that Anel Group had reached a significantly high level in terms of technology in the last five years, BIM Manager Ümit Balaban said, “The company’s progress in its ERP infrastructure, communication infrastructure and BIM infrastructure sets an example for digitalisation in its area of operation.”

Driven by global goals, Anel Group operates as an electrical and mechanical contracting company undertaking complex projects. Undertaking a BIM-managed metro project in Qatar in 2016, the company took action to create a structure that could support all projects under a BIM umbrella in the future. Senior management was aware of the importance of digitizing and implementing BIM processes in line with their goals.

“The approach we embraced to address this issue is a pioneering one within our area of operation,” said Ümit Balaban. “Our initial move was to create a BIM Commission that would include representatives from all departments. Thus, we were able to promote an awareness on BIM processes across the entire organization. At periodic meetings, we determined what we could improve in BIM processes and set our standards.”

“70% of the projects we take part in are managed with the BIM infrastructure and all of them are ongoing projects abroad. It was the efficiency boost and savings opportunities of Autodesk BIM Collaborate Pro and BIM 360 Docs that has enabled us to achieve this rate in the last two years.” —Ümit Balaban, BIM Manager/Mechanical Engineer, Anel Group

Ongoing progress with continuous improvements

The team responsible for the metro project in Qatar had BIM managers on board. Their feedback helped the commission further improve the processes.

Ümit Balaban said, “During the course of this project, we have developed solutions addressing several questions such as how to make cost estimates and measurements, how to transform existing legacy standards within models, how to align operation and maintenance activities with this new structure.”

In addition to the company that manages electrical and mechanical projects, Anel Doğa and Anel Marin are also Anel Group companies. Active since 2003, Anel Doğa was established as the first and only electronic waste recycling plant in Turkey. Anel Marin, on the other hand, has been providing a wide range of services to the shipbuilding industry, including concept and configuration design, equipment, project management and consultancy, manufacture of panels and control consoles, design and manufacture of special military systems, system testing and commissioning, maintenance-repair activities, since 2005. “The know-how and experience of these two companies enable us to broaden our horizon as well as improving our BIM processes,” added Ümit Balaban.

Piloting Autodesk BIM 360 Glue and BIM 360 Field for the metro project in Qatar

In addition to the numerous BIM-aligned projects that Anel Group has completed abroad, its ongoing projects include Amsterdam Schiphol Airport New Pier in the Netherlands, the University College London Hospital Proton Therapy Center in the UK, Abu Dhabi International Airport Terminal Building and Dubai – I (Bluewaters) Terminal Building in the UAE, Semaisma Road and Infrastructure Work in Qatar, Lusail Katara Hotel and Lusail Plaza Towers projects.

BIM managers supervise each project and receive support from the head office in Istanbul. Ümit Balaban stated, “During the pandemic, when we could not visit the project locations, we started to transform our head office in Istanbul into a main design office. We started using Autodesk Construction Cloud’s BIM 360 Docs solution in 2019, and it has become our primary platform following the pandemic.”

The metro project launched in Qatar was considered a pilot. First, two tablet computers were purchased. They tested ways through which they could communicate with the field via BIM 360 Field & Glue mobile apps using tablets, monitor man/hour, and devise quality control lists from a small office located at one of the emergency exits on the metro line. Balaban also added, “With a very modest investment, we accumulated valuable know-how and experience even during the pilot phase.”

Know-how and experience shift from being individual assets to being corporate value

“Our BIM approach and the use of Autodesk BIM Collaborate Pro enabled us to transform know-how and experience from being individual-centric to being corporate assets,” noted Balaban.

Now, it is possible to easily access to and align our activities with all BIM processes and standards thanks to the document management features on Autodesk BIM Collaborate Pro. Even if any BIM manager leaves a project, the successors are quickly onboarded to continue working with the same standards. The BIM platform offers a structure that allows corporate memory creation as well as know-how and experience retention.

Contribution of BIM expertise to global business opportunities

As a publicly traded company, Anel Group differentiates itself from its competitors with its transparent structure. BIM processes can help companies with transparent management to achieve significantly successful results. The fact that coding and drawing standards serving global efficiency, such as equipment order codes, have been established within Anel Group, can be cited among the outcomes of transitioning to BIM processes.

Ümit Balaban said, “This is a perpetual process that is an absolute necessity for development. If a project necessitates BIM by design and you do not have your own corporate structure to accommodate it, you can only achieve partial success and will have to deal with low efficiency. Our expertise in this field positions us well to be commissioned by major Turkish and foreign contractors that have a good command of BIM processes.

70% of the projects we take part in are managed with the BIM infrastructure and all of them are ongoing projects abroad. It was the efficiency boost and savings opportunities of Autodesk’s BIM Collaborate that has enabled us to achieve this rate in the last two years.”

Autodesk’s BIM Collaborate Pro for the future

Ümit Balaban said, “Autodesk BIM Collaborate Pro, which we have used since 2019, is our main application. Firstly, we used BIM 360 Build to track the progress of the field, then utilized the quality checklists. Afterwards, we switched to BIM Collaborate Pro to rid ourselves of the labor and cost burden of installing a Revit Server on-site. This move provided us with a great advantage in design budgets.”

Balaban also added, “This approach delivered significant benefits during the University College London Hospital Proton Therapy Centerproject in the UK. We ensured that the project was delivered with an asset model created,” and noted that the deliveries of the ongoing construction projects in Qatar would also be made with asset models.

Balaban said, “Thanks to the coding standards we introduced with BIM, we integrated this model, which was often overlooked by employers, leading to a costly outcome, into our processes. Seeing the cause-and-effect relationship in these projects first hand, we have achieved a highly significant level of company-wide adoption of the BIM processes.”

Productivity boost driven by collaboration and coordination

The document management features of Autodesk BIM 360 Docs further consolidates collaboration and coordination capabilities while also ensuring efficient use of teams.

Ümit Balaban said, “We used the Autodesk BIM Collaborate Pro approach in nearly all the stages of our airport project in the Netherlands. We use the Review Process feature of Autodesk BIM 360 Docs very effectively. With the Review & Approval feature, you can track all the steps and tasks of a project on an individual basis. It ensures transparency in every step. Engineers, who used to only look at the survey of the sheets, have to look more carefully at the label within the sheets and the dimensions of the channels and really focus. User experience is really evolving. It is safe to say that this a true evolutionary process for the construction industry.”

With the integration of Autodesk BIM Collaborate Pro into the business intelligence platform PowerBI, it is also possible to turn the results into charts and present them to the top management.

Saving time, paper and labour costs

Anel Group ensured that sheet revision notes were recorded on Autodesk BIM Collaborate Pro. Draftspeople began to read those notes through Autodesk BIM Collaborate Pro and apply them. With the possibility to track the steps, which could not be monitored with the previous method, unnecessary repetitive work, unmeasurable loss of time, and the need for sheet printouts have been eliminated.

The field management features of BIM 360 Build have also delivered significant benefits. Ümit Balaban describes them with an example: “Depending on project locations, some construction projects may be halted due to weather conditions or the employer may ask us to proceed regardless of the conditions. In such cases, you or your subcontractor may need to charge a fee for extra costs. “

Since everything is recorded on BIM 360 Build, you can easily monitor whether the employer received a revised quote and whether the extra cost has actually been incurred. The result can be reached by looking at the number of workers in the field, weather conditions and other data. Being able to record the process in its entirety ensures transparency.”

This structure also allows for an accurate evaluation of the subcontractors. The company name, number of workers, total time and progress are all recorded with the document management feature of BIM 360 Field. With the integration of BIM 360 Field Management into the business intelligence platform PowerBI, it is also possible to turn the results into charts and present them to the top management. These charts also show which subcontractor would be the best to work with in the next stage.

Labour savings in the Quality Control process

Using BIM 360 Field Management also offers benefits for the quality control process. With the legacy methods, it would take 80-100 minutes to prepare an average quality checklist. BIM 360 Field Management saved us close to 50 minutes in each checklist. We owe this time saved to the fact that BIM 360 Field Management allows you to instantly add the relevant document while devising the checklist as the documents are also on the same platform. Similarly, it is possible to link the list to documents or to put dots on it and link them to the equipment.

Ümit Balaban said, “Considering that a project is completed with 2,000 to 5,000 checklists, we can achieve a significant level of man/hour savings. One of our current projects was completed with 3000 checklists, saving us a total of 800 man/hours. This is just the tip of the iceberg as it has only been a few months since we started using the checklist function of BIM 360 Field Management. Once we start using the material approval checklists, we expect to see a further increase in our savings. Especially when you have operations abroad like we do, it is possible to get the return on your initial investment within a very reasonable time and manage more projects with the same teams.”

Accelerated improvement process with Forge and Dynamo

Ümit Balaban pointed out that there were many experts both within Anel Group and among Autodesk users who coded using Dynamo and that they were always on the lookout for codes that could be useful for them.

He said, “For instance, one of our BIM managers in Qatar wrote a code on Dynamo that allowed for the scaffolding system of a 40-meter tunnel to be automatically placed according to the data received. It was a code that helped us to significantly reduce the man/hours and to streamline our work.”

Stating that they also had an application which was written on Dynamo and which they used for cost estimation and quantity surveying, Balaban said, “In line with the volumes indicated in the planning, we wrote a code for the location of the objects that corresponded to those volumes, and we determined the costs and quantities based on this code. We have also started using Autodesk’s cloud-based development platform Forge. We are using Forge to ensure that the data extracted from BIM 360 Docs is well integrated into the applications on our platform called ‘Digital Anel’ and smoothly communicates with PowerBI.”

Anel Group Tender and Purchasing Director K. Serkan Kılıç said, “We leverage our engineering power to create solutions and aim to use cutting-edge technologies that we could benefit from the most. Autodesk has always been a trusted companion. Especially in a two-year retrospect, Autodesk AEC Collection, BIM 360 Docs, BIM 360 Field and Autodesk BIM Collaborate Pro cloud solutions have helped us immensely as we seized opportunities around the globe. These technologies provided us with the agility to quickly adapt to remote working conditions, enabling us to use our teams in the most effective way possible, boost our operational efficiency and drive our costs down.”

The post A Connected BIM Approach Helping to Achieve High Levels of Productivity for the Anel Group appeared first on Digital Builder.

Behind the Build: Interview with Jonathan Wheeler, Project Manager, Fullmer Construction

November 3, 2021

The productivity challenge in construction isn’t so much a people issue as it is a process one. Knowledge silos, impediments to collaboration, and disparate data sources all contribute to the problem. In recent years, we’ve seen how advanced technology can help solve these issues by creating a single source of information, increasing collaboration, and accelerating decision-making with real-time information.

Jonathan Wheeler, Project Manager at Fullmer Construction, is one leader in the construction industry who is leveraging the benefits of advanced technology to improve processes and productivity.

We recently spoke with Jonathan about his journey in construction, how he uses technology to overcome challenges, and his future plans for pushing innovation forward. Read his story below.

Tell us more about Fullmer Construction and what the company specializes in.

Located in Ontario, California, Fullmer Construction was founded in 1946. The firm focuses on commercial, precast and tilt-up industrial, tenant improvement, office and private campus, medical office, and reconstruction projects. Fullmer is known for its specialization in a brand of commercial construction called tilt-up warehouses. This includes big concrete boxes, distribution facilities, warehouse facilities, manufacturing facilities, and both heavy-duty and light-duty storage facilities.

Walk us through your career and what led you to become a project manager.

I’ve been in some form of construction for all of my adult life. I started on the East Coast as a broom pusher for a housing developer. From there, I moved to running and managing crews on my own, later moving on to be project superintendent. This work was primarily residential with some multifamily housing.

Six years ago, I moved out to California to get involved in the more commercial side with Fullmer. Initially, I started out as a project superintendent out here and got into the tilt-up commercial construction world, and then, about a year and a half ago, I was promoted to project manager.

What project are you most proud of working on in your career?

I worked on a full tenant improvement project as a remodeled build-out for Kawasaki Motors in Irvine. This was an amazing project because of its custom features and its size. The site is about 300,000 square feet, and we did it in about four months.

We were on a compressed timeline and did a lot of custom work. The timeline was the biggest challenge. We worked triple shifts, and it was very management intensive.

It was cool to work with a company like Kawasaki. It was neat to get a behind-the-scenes look at how Kawasaki operates. We built them a custom dyno building for their racing team and a big custom showroom for all their motorcycles. Plus, they have particular requirements. They know what they want, and they’re not happy until they get it. That’s why they’re such a great company with a loyal following because they try to achieve perfection.

What are the biggest challenges you face in your role? How does technology help you overcome those challenges?

The most complicated part of my job is keeping up with everything, especially the paperwork. So it has to morph. One of the biggest reasons we moved to work with Autodesk Construction Cloud and Autodesk Build is getting access to the platform, which helps us speed up communication across the board, transfer documents, and collaborate between individuals across the field and office. The biggest change for us was going from physical paper for communication and documentation to software-based communication and documentation.

The most significant challenge that technology helps to overcome is the speed at which communication travels.

Our projects are getting continuously more complicated while we’re trying to find ways to shrink the timeline of our schedules and reduce our budgets. It’s a tug-of-war.

You have to find ways to cut costs somewhere while not cutting productivity. That’s one of the big linchpins where technology can play a part.

I’m most excited about Autodesk Build helping us to bridge that gap between the office and the field. Autodesk Build is really going to help us streamline the flow of communication across the board.

What are your plans to advance innovation and productivity at Fullmer Construction in the future?

We’re focused on productivity and time management. The focus for me is finding ways to do my job quicker, more efficiently, and better. This involves improving documentation and tracking.

Just looking at the industry in the future, it’s also important to consider how quickly communication needs to travel. There’s only going to be more and more paperwork involved in our projects and our processes. That’s pushed us into becoming more forward-thinking with technology.

Now, our people are fully set up on remote-based laptops, mobile devices, file sharing programs, and the cloud. The pandemic pushed us to take multiple steps forward as a company in a shorter period of time than we would have otherwise. I imagine there’s even more significant change on the horizon.

What advice would you give to the next generation of men and women entering and preparing to enter the industry?

Don’t get bogged down. Projects in the industry tend to really suck you in.I would tell my younger self that there will always be more issues to deal with tomorrow. You’re never going to figure everything out today. It’s about taking everything one day and one step at a time. Try not to get overwhelmed with everything as a whole because there are always going to be more things to deal with. You just manage with what you have on your plate today and then let tomorrow be what it is.

The post Behind the Build: Interview with Jonathan Wheeler, Project Manager, Fullmer Construction appeared first on Digital Builder.

Construction Companies in “Adaptation” Phase Use Technology to Support Hybrid Workforce

November 3, 2021

The construction industry’s COVID-19 recovery across Asia Pacific including Japan (APIJ) can be classified into three phases: “response”, “adaptation”, and “acceleration”. A recent IDC InfoBrief, sponsored by Autodesk, Road to Recovery: Overcoming COVID-19’s Impact on the Construction Industry with Digital Technologies, looks at each of these phases including the top technology investments at each stage of recovery.

We’ve talked previously on the blog about how the industry is building resilience and future-proofing through digital technologies, as well as how construction companies in the “response” phase of COVID-19 are using technology to ensure the workforce is connected, engaged and safe.

The “adaptation” phase is the next stage of recovery, in which construction companies must secure and create a well-adjusted workforce regardless of their location. These organisations are supporting a hybrid workforce, characterised by effective management of policies, processes, and technologies. They have moved beyond simply responding to the crisis and are actively bolstering themselves to operate in a new world, one where COVID could still impact them – but they will respond more quickly than the first time, and one where they are setting themselves up for future unforeseeable crises.

Whilst the companies in this group, just over 63% of survey respondents, have not hit peak acceleration – they still have knowledge to share. They are likely now set up to support a remote workforce, have implemented health and safety processes and technology, and have started to make a solid plan to accelerate themselves into the next phase.

The focus for companies in the “adaptation” phase

Companies in this phase must focus on investing in technologies more selectively in a move towards building resiliency for the business, especially since they are experiencing the impact of recession due to a prolonged decline in revenue and are looking to overcome this situation.

The InfoBrief found that among APIJ construction companies:

65% show very effective or highly effective adaptation of technologies
62% say that they have very effective or highly effective processes
59% believe they have been very effective or highly effective in implementing policies in a hybrid workforce

Top three technology investments in this stage of recovery

As construction companies in the “adaptation” phase anticipate the increase of onsite operations, technology investments must be made to ensure safety and security amongst employees. The key to a successful reopening are smartphone apps to communicate with employees and capture feedback on health and wellbeing (52%), touchless fixtures (45%), and temperature sensing technologies (43%).

For construction companies in the adaptation phase, the primary consideration is to capture feedback on a real-time basis, to ensure that any break in workforce safety is captured immediately to avoid possible disruptions in the workplace and in operations.

Preparations for a hybrid workforce

While preparations are being made for a safe return to work, construction companies in the adaptation phase are likely to retain a portion of their employees working primarily from their homes because of the benefits experienced by both the business and the workforce, as well as potentially during future COVID-19 outbreaks in which working from home is mandated or encouraged for short periods.

By supporting a hybrid workforce, 50% of construction companies in APIJ have seen improved employee health and safety, 43% realised higher employee retention, and 41% noted improved employee experience.

Autodesk Construction Cloud supports COVID-19 recovery

Software like Autodesk Construction Cloud, which integrates a cloud-based portfolio of products used to manage construction projects, enables connected workflows, teams and data at every stage of construction to reduce risk, maximise efficiency and increase profits; supports companies into the future.

The unified technology offered by Autodesk Construction Cloud is becoming increasingly important for companies to support COVID-19 recovery, and we are working with our customers to support them through their journey to recovery, growth and beyond.

To download the IDC InfoBrief, click here. To find out more about how Autodesk Construction Cloud can support your business, contact us or get your free trial.

The post Construction Companies in “Adaptation” Phase Use Technology to Support Hybrid Workforce appeared first on Digital Builder.