Authored by Steve Jones (Dodge Construction Network) and Andy Verone (Contruent)
Having worked with and studied countless project owners over the last 20 years or so, it’s been fascinating to see their evolving role in driving project success
Since then, we’ve witnessed owner participation rise in tandem with the wave of digital transformation, and the evolution of construction technology has played a significant role in this shift.
Owner involvement is essential to minimize risk and ensure successful project outcomes. Achieving that success hinges on seamless data sharing between all parties involved, from internal stakeholders to external project teams and supply chain vendors.
Traditionally, involving multiple parties has introduced a mix of technologies, from manually managed spreadsheets to proprietary software systems. Such a fragmented approach renders data sharing inefficient. So much time is wasted just trying to find and access project information. Even when located, the accuracy and reliability of the data can be questionable, undermining the analysis needed for improving project performance.
Ultimately, this lack of reliable data leads to a loss of transparency—leaving everyone, including owners, without a clear understanding of where the project stands, where it’s going and what needs attention.
Evolving with Technology
Cloud-based technology arrived on the scene around 20 years ago, giving access to multi-party workflows and streamlining document management. Up until then, technology was primarily in the hands of general contractors. However, we thought owners would be interested in the potential of cloud capabilities.
And they were—very much so. This wasn’t surprising. Owners were already tech-savvy, having embraced digital-based practices within their organizations. They saw how cloud-based capabilities could enhance transparency and quicker information delivery within their projects while helping them achieve specified outcomes.
Owners’ recognition of cloud technology’s potential and their vested skin in the game made them key advocates behind the industry’s adoption of it.
Then came visualization technology.
In the early 2000s, the United Kingdom had success in deploying building information modeling (BIM) on capital projects and even mandating it for government-funded initiatives. This was something US-based owners needed to take note of—not just in terms of the BIM process itself but also the business value it delivered for UK owners.
When introduced to US owners, BIM captured their attention. It was far more than just a 3D model; the ability to interact with it made it stand out. Owners could “play” with design options, walk through and around a virtual 3D representation of their projects and view how the completed structure would look in its surroundings.
More than that, BIM’s value didn’t stop with design. Owners found that it extended well past turnover, becoming a key part of more efficient facilities management, helping with the structures’ maintenance, health and long-term performance.
Thanks largely to project owners, BIM adoption in the US has grown. This growing implementation of digital tools—from cloud technology to BIM—transforms how projects are managed and delivered. These advancements have also empowered owners to take a more active role in leading the digital charge within their projects.
Owners Primed to Take Charge
Owners have always had influence in their projects. However, their participation was typically focused on the early stages and more hands-off with technology once the execution stage began.
As they’ve become familiar with newer technologies, they see their evolving potential and applications for their projects—increased transparency, improved workflows, faster information delivery and more operational control.
This puts owners in a prime position to leverage these technologies to benefit their project portfolios. And they’ve become empowered to stipulate the digital deliverables they want using the tools and systems that support them.
Now, an interesting trend is developing: More owners are moving beyond defining just digital deliverables and specifying the processes to be used. They’re drawing on the value they’ve observed in the project controls and project management solutions that general contractors have used.
Defining the project delivery process would provide transparency into the whole project lifecycle. And with that transparency comes more certainty around project status and performance, as well as greater owner control over how their money is being spent.
For this trend to take hold and become more widespread, project management tools will have to become more straightforward to use, improve overall functionality, and be compatible with other internal systems. As these tools evolve, owners will settle more comfortably into the driver’s seat, ensuring higher-quality, more consistent data to improve project outcomes and long-term asset management.
Finding the right technology solutions—from BIM to project management—is a significant undertaking, but once implemented, they can deliver immense benefits for owners, stakeholders and project teams alike.
Contruent understands this. With its Contruent Enterprise solution, the company empowers project owners and construction companies to achieve desired outcomes through increased transparency, advanced cost management and optimized performance across the entire project portfolio. Learn more or request a demo today.
About the Authors
Steve Jones, Senior Director of Industry Insights Research, Dodge Construction Network
At Dodge Data & Analytics, Steve Jones focuses on how emerging economic, practice and technology trends are transforming the global design and construction industry. In addition to hundreds of speaking engagements around the world and numerous articles in industry publications, he produces Dodge Data & Analytics’ SmartMarket Reports on key industry trends, which are read by millions worldwide and frequently cited as authoritative references.
Steve holds an MBA from the Wharton School of the University of Pennsylvania, and a BA from The Johns Hopkins University. He has a track record of active leadership in many industry initiatives and serves as a judge for numerous industry awards.
Andy Verone, Chief Strategy Officer, Contruent
With over 35 years of industry experience, Andy joins Contruent with a strong track record of executing innovative strategies, leading cross-functional teams, and transforming businesses.
With a deep understanding of the customer experience, Andy has worked to accelerate technology adoption and technological growth in every role. Prior to joining Contruent as Chief Strategy Officer, Andy served as Global Vice President at Oracle, overseeing M&A activities, shaping product strategies, and co-founding Oracle’s Vertical Industry labs.
His industry knowledge and breadth of experience across teams will be a critical asset as Contruent grows, innovates, and transforms projects for clients globally.