Open data standards break down vendor lock-in and ensure long-term accessibility, making infrastructure projects more future-proof and collaborative

Infrastructure projects are bigger, more complex and more reliant on digital tools than ever before—but the industry is running into a serious roadblock: proprietary software.

Locked-in vendor ecosystems and inaccessible data aren’t just inconvenient; they pose long-term risks for projects meant to last decades, even centuries. What happens when a file format becomes obsolete or a software provider goes under?

The answer lies in open data standards. By breaking down barriers between platforms and ensuring long-term accessibility, open standards are transforming how infrastructure is designed, built and maintained.

The Hidden Risks of Proprietary Software in Infrastructure Projects

Proprietary software systems have long been a staple in the construction and infrastructure sectors. While they offer powerful tools, they also create dependency on specific vendors. This dependency can result in significant risks, particularly if the vendor goes out of business or stops supporting certain file formats. Moreover, proprietary systems often fail to integrate seamlessly with other platforms, creating inefficiencies and barriers to collaboration. 

Curious why 3 million AECO professionals worldwide use Bluebeam to finish projects faster?

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The growing reliance on digital workflows has amplified these challenges. In response, industry leaders and regulators are increasingly pushing for open data standards to ensure that information is not only accessible today but remains usable for future generations. 

Open Data Standards: What They Are and Why They Matter for Infrastructure

Open data standards are frameworks that allow information to be stored and shared in nonproprietary formats. These standards ensure compatibility between different software platforms, enabling seamless collaboration among contractors, designers and agencies. More importantly, they protect data from becoming obsolete, ensuring it can be accessed regardless of the tools used to create it.   

This approach aligns with initiatives like the Evidence-Based Policymaking Act of 2018, which emphasizes open data as a cornerstone of modern infrastructure management. As federal and state agencies adopt these standards, they pave the way for a more interconnected and resilient infrastructure ecosystem. 

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Legislation Driving Open Data Adoption

Governments worldwide are recognizing the power of open data to improve infrastructure efficiency, transparency and longevity. Here are three key legislative initiatives shaping the future of data accessibility in construction and infrastructure projects:

  • Evidence-Based Policymaking Act (2018): This US law promotes open data in government agencies, ensuring long-term accessibility and interoperability in federally funded infrastructure projects.
  • Biden Infrastructure Bill: Formally known as the Infrastructure Investment and Jobs Act (IIJA), a historic investment in modernizing US infrastructure, this bill includes funding incentives for digital transformation and the adoption of open data standards.
  • EU Data Act: This European legislation mandates standardized, accessible data sharing across industries, fostering a more interconnected and efficient digital infrastructure ecosystem.

By aligning with these regulations, companies and agencies can future proof their projects, reduce inefficiencies and enhance collaboration across sectors.

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How Bluebeam Is Leading the Charge for Open Data Standards in Infrastructure

Bluebeam has positioned itself as a champion of open data standards. Its platform prioritizes file and platform agnosticism, allowing users to collaborate without worrying about compatibility issues. This makes it a preferred choice for state agencies, contractors and private sector firms alike. 

Unlike other construction technology providers, which lock users into proprietary ecosystems, Bluebeam’s solutions are designed to integrate with a variety of file types, including PDFs and nonproprietary IFC formats. This flexibility not only enhances collaboration but also ensures compliance with emerging regulations. 

Why Open Data Standards Are a Game-Changer for Infrastructure Projects

For infrastructure projects, the advantages of open data standards are clear. These standards streamline communication, reduce errors and improve efficiency across all phases of a project.

The accessibility of open data is another key benefit. With tools like Bluebeam, team members can access critical project information on any device, from laptops to mobile phones, without requiring specialized software. This ensures that everyone—from engineers to project managers—has the information they need when they need it. 

The Future of Infrastructure: Embracing Open Data for Long-Term Success

The shift toward open data standards represents a significant step forward for the construction and infrastructure industries. The data created today must remain usable 100 years from now to support the maintenance and adaptation of infrastructure over time. 

Bluebeam’s focus on open data aligns with broader industry trends, including federal incentives for digitizing workflows. These initiatives underscore the importance of adaptability and transparency in managing infrastructure projects. 

How Open Data Standards Build a Stronger, More Resilient Digital Infrastructure

The adoption of open data standards is not just a technological shift but a strategic imperative for the future of infrastructure. By eliminating vendor lock-in, enhancing collaboration and ensuring data longevity, open standards lay the groundwork for more efficient and sustainable infrastructure management. 

Discover How Tech Is Transforming Global Infrastructure 

As construction goes digital, advanced software is transforming infrastructure—boosting efficiency, cutting costs and streamlining collaboration

The UK government is set to launch its most ambitious infrastructure investment in more than 50 years, approving up to 150 major projects, including gigafactories, solar farms, roads and railways. These initiatives promise job creation and economic growth. But delivering them efficiently within tight budgets and resource constraints presents a significant challenge.

That’s where construction software comes in. Digital tools are reshaping how infrastructure projects are planned, executed and delivered. By improving efficiency, tightening cost control and enhancing collaboration across supply chains, the right technology can make the difference between success and costly overruns.

Here are 10 essential tips for leveraging construction software to maximize the success of infrastructure projects.

1. Establish Digital Workflows Early

A well-defined digital workflow is the foundation of an efficient project. Establish clear protocols for data storage, access and sharing at the procurement stage to prevent miscommunication and inefficiencies. Align workflows with measurable keyperformance indicators (KPIs) for transparency and accountability, and standardize processes to streamline approvals and prevent delays.

2. Centralize Teams and Documentation

Fragmented communication increases project risks. A common data environment (CDE)ensures all stakeholders work from a single source of truth. Tools likeBluebeam and Autodesk Construction Cloudenable real-time collaboration, allowing teams to review and update documents simultaneously. Early identification of potential issues prevents costly rework and schedule disruptions.

3. Ensure Full Team Access to Software

Infrastructure projects involve multiple stakeholders—from contractors to engineers. Ensuring universal access to up-to-date project data improves coordination and prevents bottlenecks. Cloud-enabled platforms ensure everyone works from the latest version of project plans, preventing costly miscommunications. Role-based permissions enhance data security while maintaining accessibility.

4. Use Project Management Software for Complex Coordination

Infrastructure projects involve thousands of interdependent activities. Advanced project management software simplifies task sequencing and optimizes resource allocation. Gantt charts and AI-driven scheduling improve visibility across timelines and dependencies. Real-time dashboards enable quick identification of delays and bottlenecks.

5. Foster Seamless Supply Chain Collaboration

Disconnected supply chains lead to inefficiencies. Standardizing digital tools across all vendors minimizes disruptions. Use open file formats and interoperable software to prevent compatibility issues. Cloud-based procurement systems enhance material tracking and prevent shortages.

6. Embrace Cloud-Based Construction Software

Real-time project visibility reduces downtime and prevents errors. Cloud-based solutions provide on-demand access to latest plan documents, schedules and site reports. Live data access helps teams detect and resolve issues before they escalate. Remote collaboration ensures off-site stakeholders remain aligned with on-site activities.

7. Leverage Mobile Devices for On-Site Inspections

Mobile devices streamline inspections, reporting and compliance tracking directly from the construction site. Augmented reality (AR) tools overlay digital models onto real-world conditions for real-time verification. Mobile reporting apps ensure faster issue resolution and automatic synchronization with project databases.

8. Prioritize Health and Safety with Digital Tools

Ensuring worker safety is paramount. Digital solutions enhance safety compliance, reduce risks and speed up incident reporting. AI-driven monitoring tools trackworker fatigue, hazardous conditions and site compliance. Automated safety checklists ensure regulatory compliance before work begins.

9. Build a Digital Project Database

Every infrastructure project generates valuable insights. A project information model (PIM) creates a digital blueprint that enhances future decision-making. Use historical data to improve bidding accuracy and resource planning for upcoming projects. Digital twin technology helps in asset management by providing a real-time replica of infrastructure systems.

10. Explore AI-Powered Insights for Risk Reduction

Artificial intelligence (AI) is revolutionizing construction planning. AI-driven analytics can forecast risks, optimize scheduling and enhance cost control. AI algorithms analyze project data to predict potential delays before they happen. Machine learning modelscompare completed work with design specifications, preventing costly errors.

Quick Tips: 5 Tech Upgrades Every Construction Firm Should Implement Today

To remain competitive, firms must modernize their technology stack. Here are five must-have solutions:

  • Cloud Collaboration Tools: Ensure seamless real-time document sharing and communication.

  • Advanced Project Management Software: Optimize scheduling, resource allocation and risk tracking.

  • Mobile Inspection Apps: Conduct inspections and generate progress reports on-site for faster approvals.

  • Digital Document Management: Eliminate paper-based processes for better version control and compliance tracking.

  • AI-Driven Analytics: Use data insights to forecast risks and prevent costly overruns.

Firms that invest in these technologies today will stay ahead of the curve, ensuring project success and long-term growth.

Optimize Your Infrastructure Projects with Digital Solutions

Digital construction software is no longer a luxury—it’s a necessity. As infrastructure projects grow in scale and complexity, the right digital tools can ensure projects are completed on time, within budget and to the highest standards.

Boost efficiency, cut costs and streamline projects with digital construction software.

Societal shifts following the COVID-19 pandemic—namely the rise of remote work—have left millions of square feet of office space vacant. But converting those buildings to housing and other potential uses comes with several building complications (from 2023)

The idea of office-to-housing conversion isn’t new, but in the past few years, the affordable housing crisis coupled with major societal shifts stemming from the COVID-19 pandemic that has left idle millions of square feet of office space has kept the conversion concept alive.

Empty office space plus need for housing equals no brainer, right? Not so fast, as anyone in the building industry might attest.

“There’s actually a running joke with developers that you do one conversion and then you realize your mistake and you don’t do another one because it’s so complicated,” said Nihar Shah, partner at Perseus TDC, the Mid-Atlantic regional office of Transwestern Development Co., based in Washington, D.C.

And there are relatively few “big players,” adds Shah. In the first quarter of 2023, Transwestern, which focuses on developing office, industrial, multifamily, mixed-use and health care projects throughout the United States, has completed one conversion project and looked at three other sites. Shah isn’t sure which of these prospects, if any, will proceed.

At the end of 2022, there were 125 office conversion projects underway nationally, WealthManagement.com reported, citing commercial real estate services firm CBRE. And a recent Gensler study found that only 30% of office buildings are actually convertible, which decreases available, viable stock.

The challenges are numerous—location, design, engineering, municipal regulations, access to capital—but doing due diligence, following processes and finding the right structure in the right place can be a win-win for firms that take the chance.

The Foundry

Recently, Shah oversaw the conversion of a 13-story federal government office building in Alexandria, Virginia, into a mixed-use apartment building. The site didn’t have parking, however, as employees used to park at the various surface parking lots around the building. Shah’s firm converted the first three floors into a parking garage, then built three more floors on top of the existing structure to compensate for the loss of density with the garage. (This was allowed since it’s a suburban location and not restricted by D.C. height limits.)

Designed in a 1970s Brutalist architectural style, the building needed to be re-skinned. Transwestern used masonry, metal panels and added more glazing to the exterior. Inside, the contractor removed the dropped ceilings one would see in a typical office fit-out and made the piping a little more prominent to maintain an authentic and industrial feel since “it had been an old office building with concrete slabs and columns,” Shah said.

The project took two years, from breaking ground to ready to rent. Known as The Foundry, the 400,000-square-foot building is now home to 520 studios, one-, two- and three-bedroom rentals as well as amenities such as a coffee bar, multi-floor lounge area, a conference area, library, rooftop pool, high-end fitness center and pet park. There is also 20,000 square feet of retail.

Eyes wide open

“The biggest impediment to conversion,” Shah said, “are the unknowns.” Older structures were built under different codes and “possibly a less rigorous inspection process.” At The Foundry, Transwestern discovered that the seventh-floor concrete slabs had no rebar. “It’s a miracle the building didn’t collapse,” Shah said. They added in rebar and additional layers of concrete to strengthen the materials and bring it back to structural integrity so they could build out the apartment community. 

Shah said Transwestern built in a lot of contingencies to make sure they’d have enough capital “to ensure that these ‘oops’ from back in the day didn’t resurface.” There are other stumbling blocks with older buildings including the need for removal of asbestos and other hazardous materials. These things can offset some of the benefits of a conversion. “People often say conversion is cheaper, it’s quicker,” Shah said. “But some stumbling blocks add more time and money than the ideal case.”

While conversions have picked up a bit in cities like Washington, D.C., Shah said, they ultimately have to pencil out for more developers to take them on. “It may be more efficient and cost-effective to demo a building and start from scratch.”

The conversion process

Location, location, location isn’t the only answer to finding the ideal building to perform a conversion. It’s just one of several factors including shape and size. “A rectangle is the best shape for conversion,” said Shah, adding that suburban office buildings often work better. “They are usually rectangles and have surface parking around them, which means you have light and air and windows on all four sides.” An urban building, especially one mid-block, will be hemmed in and may have only two sides with access to light and air. 

Shape also helps determine where to place systems like mechanical, electric and plumbing (MEP) and back-of-house necessities such as trash. In office buildings these may be sited around the perimeter; it’s more efficient for apartment living to have them centrally located.

The other important consideration is the floor plate and “how deep it is in terms of window line to window line,” Shah said. An efficient apartment building has a unit on one side of the corridor and a unit on the other side, about 25 to 35 feet deep from the outside window to the unit entry door at the corridor. “If it’s deeper, it becomes cavernous and dark,” Shah said. “Newer office buildings, those built post-war, may be anywhere from 90 to 120 feet or even deeper.” For that reason, an older office building, which is likely less deep, may offer a better option for conversion.

Take a tour

Shah suggests touring the prospective building with an architect. If you decide you’ll be able to turn an office building into a residential space, have the architect do some conceptual designs. “See how much density and how many units you might create from the floor plate or whether you’ll need to remove a portion of a building to create more light and air for an apartment building.”

A recent New York Times article on conversions highlighted how one builder cored out the center of a circa-1970 office building at 180 Water St. in Manhattan. This allowed for additional windows and created a courtyard. Apartments were then added to the roof to make up for the lost square footage. Shah said that in Washington, D.C., and other locales, height restrictions may prohibit additional rooftop development.

Select team players

Not every industry pro can do this type of work. It’s not a “straight, ground-up project,” Shah said, and because of the complexities, you need an architect with a discerning eye and a design team that pays close attention to detail.

Find a “collaborative general contractor with in-house experience. You don’t want someone who will farm out the labor to the cheapest subcontractor,” Shah said. There will be a lot of back and forth with the design team and ownership on how best to build this. Bring in the general contractor early to be part of the design discussions with the architect. “Then they can ask questions if they need, and say, ‘Time out; we need to think of the design in a different way because X, Y, Z may not work.’”

Study session

You may start with an environmental study. Shah said his company does “borings to see what the soils are like and if we will be able to build a taller structure. The soil may be too weak to take on additional load.” Then look at the structural integrity. “If it’s an older building, can the steel that’s been holding up the building withstand an additional 30, 40, 50 years of use? Or do you need to add structural support?”

Depending on location, you’ll have to consider resilience to the elements; everything from seismic shifts to earthquakes, fire, wind and weather will affect a project. “The codes are more stringent than they used to be,” Shah said. And following them adds time and cost.

Design considerations

Typically, in most jurisdictions, Shah said, there’s about a year’s worth of entitlement and design before you can break ground. When you do begin work, you may have to “demo the façade first and then go in and begin working from the inside out.” Every decision you either choose or are forced to make is going to add time and cost to the project.

Aside from decisions about the façade and the MEP system, you’ll need to consider windows and ceiling heights. Windows are often not operable in office buildings (although in many pre-war buildings they are), but they must be operable for apartments.

Offices may have 12- to 15-foot ceilings, whereas an apartment typically has 9- to 10-foot ceilings. “You’re losing out on 2 to 5 feet of rentable space. Think about that in terms of height per floor. Sometimes the math doesn’t work out, especially in cities like D.C. where there’s a height limit. The seller of the office building may not capitulate on their land’s value because they think they have so much density, but in reality, 20% of it can’t be rented.”

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This 3D-printed house is made entirely of bio-based materials.

Life-size LEGOs offer the potential for building that’s faster, cheaper, stronger and greener

Probably everyone in the building industry has looked at LEGO® blocks and wondered why no one makes life-sized versions.

Engin Yesil, a serial investor from Turkey, was watching his son play when he decided to make it happen, creating blocks of renewable composite (Renco for short) made of recycled glass fibers, recycled plastic, resin and stone. He quickly gained approval to build with the new material in his native country. In the United States, however, he faced a massive obstacle—the International Building Code (IBC) didn’t approve construction with anything but concrete, wood and steel.

To get IBC certification for use of the Renco system, Yesil partnered with Thomas P. Murphy Jr. and Kenneth Smuts, co-president and former vice president, respectively, of Miami firm Coastal Construction. Smuts, a licensed professional engineer and now president of Renco, spearheaded the research and development of the Renco Structural Building System and, over a decade, codified and secured approvals under the IBC.

Exhaustive evaluation backs up the Renco building system

Although Renco attests that its blocks are 23 times stronger than concrete, the fiber-reinforced mineral composite weighs only 20% as much. Injection molding means the material can be formed in whatever shape is needed—blocks, roof beams, joists or flooring—that can all withstand 275 mph winds and are rated for a Category 5 hurricane. The composite is completely water-, mold- and even termite-resistant, as well as ANSI-certified for structural performance. Tweaking the composite achieves the required fire ratings. That’s not as much of an issue for single-family residences where homes are 10 feet apart, but for multi-family, blocks must pass rigorous one- and two-hour fire tests.

A critical decision was how to hold the blocks together. After opting for adhesives rather than metal fasteners, the team investigated possibilities and settled on methyl methacrylate, a bonding agent used in marine, aerospace and trucking products. The adhesive works well with wood, steel and composites.

To compare the carbon footprint of the Renco structural system with others, Renco worked with Vancouver-based consultant BAS Carbon to produce the environmental product declarations for linear components, joists and decking. The results show a smaller carbon footprint compared with reinforced concrete and structural steel buildings. Assembling the building doesn’t require heavy cranes, power tools or big machines, so construction is also more energy efficient.

Sizes, shapes and colors make designing easy

In Turkey, the Renco block is a nominal 4”, which meets many US requirements. For example, Smuts grew up in New England, where most wall thicknesses are 4” to 6” depending on whether framing uses 2” x 4” or 2” x 6” material. But in Miami, construction is predominantly 8” masonry to achieve the strength needed in high-velocity hurricane zones. As a result, Renco manufactures two sizes of blocks—8” commercial and 6” residential. Consistency helps with construction planning, setting the stage for efficient execution. “We wrote a prescriptive evaluation report,” Smuts said. “We determined the design loading and the compressive, tensile and flexural capacities of the blocks and floor decking. We also developed joist tables and span tables for the joists and decking. We have a cookbook for our process that’s easy to translate and share with others and adapt as well.” When designing a structure, architects can simply grab different shapes and sizes in CAD, then copy, cut and paste them to represent the building’s components.

Color coding also makes it simple for a nontraditional workforce to quickly assemble a building, a plus in an industry plagued by labor shortages. Workers can look up the colorized scheme on a tablet or roll out a set of plans and see that a gray block is 8” x 8” x 16” or a blue block is 8” x 8” by 48”. “Labor picks up the color control system in an hour or two and knows exactly how the blocks fit together when they proceed with building,” Smuts said.

Given that Renco manufactures only the pieces needed for a structure, the construction process supports a cleaner environment, with no need for garbage bins or cutting and minimal waste. Although every type of material is expensive, the ease of construction and lack of waste with Renco blocks can save developers 5% to 10% on project costs.

“Developers focus on what brings them the highest return for their efforts,” Smuts said. “It’s the same amount of work whether they’re building a couple-hundred-unit apartment complex or a 500-unit high-rise condominium. Workforce housing often gets ignored, but building with Renco can still mean a nice ROI.”

Timing is everything

After years of comprehensive testing, Renco secured approval from IBC in 2019—right before the COVID-19 pandemic hit. Supply chain and port issues quickly escalated, and the cost of shipping just one pallet of Renco blocks to the United States rose from $3,200 to $15,000, according to Smuts. The price jump wiped out much of the economic advantage of building with Renco blocks, making it clear that US construction could no longer use material imported from Turkey.

That explains why Renco has completed only one project, the 96-unit Lakewood Village apartments in West Palm Beach, Florida. The recently completed complex was built in eight weeks by 11 unskilled workers using mallets and glue guns. But Renco also began building a 60,000-square-foot manufacturing facility in Jupiter, Florida, that will come online soon.

“We’ve started to build a book of business commensurate with that opening,” Smuts said. “So now the product will be built in America with American labor in an American facility.” Renco is targeting housing starts in Florida, Texas and Arizona to accelerate the sale and implementation of Renco products.

The system has also earned worldwide recognition, including first place in the 2024 JEC Composites Innovation Awards, the Best Construction Product Design of 2023 at the BLT Built Design Awards and the Gold Award at the International A’Design Award & Competition. Seems everyone recognizes the value—and appreciates the innovation—of using LEGO-like bricks for construction in the real world.

New to Bluebeam? Give it a try!

The century-old contractor transitioned its takeoff workflows to Bluebeam and has found incredible efficiency and productivity benefits

Musselman & Hall Contractors LLC, based in Overland Park, Kansas, has spearheaded construction projects throughout the Midwest focused on concrete, asphalt and railroad for the better part of the past century. Employee owned and built on long-lasting customer relationships, the company has in the past 20 years broadened its work beyond its historic specialties and government projects to include more general contracting to a wider customer base.

Like most seasoned construction firms, Musselman & Hall has incorporated industry technology as it has evolved over the years, embracing tools that allow the firm to remain on the cutting edge of speed, precision and efficiency—critical tenets for any construction outfit.

“We’ve always aimed to be an organization that is ahead of the changes with technology and things in the marketplace. Sometimes we get behind, but we always strive to be ahead and give our people the best tools to do their jobs,” said Kyle VanSlyke, Musselman & Hall’s chief operating officer and a 25-year company veteran.

But in 2021, the company found itself at a crossroads with one of its technology tools, particularly in its pre-construction group responsible for conducting project acquisition and building cost estimates. At the time, the pre-construction team was using takeoff software for calculating estimates that was reaching its limit. “The files were in a specific OST format, and our construction was moving to PDFs,” said Christopher Leheney, the company’s pre-construction manager.

OST is a file type that would need to be converted to PDF after takeoffs were complete, adding a layer of work that made it difficult to use in an industry increasingly centered around PDF plan documents. If the company received documents in PDF, for instance, it would have to convert to OST to conduct takeoff work before converting it back to PDF for the client to review.

The team wanted something that could work with PDF more natively, allowing for markups and other takeoff functions to happen seamlessly in one document type, thus eliminating that extra layer of work.

After a thorough search, Musselman & Hall quickly settled on Bluebeam as the solution. “We had several [tools] on our list, maybe four or five, and as it came down to studying and refining and trying to figure out what would be the best fit for us, Bluebeam elevated to the short list,” Leheney said.

Picking Bluebeam

Settling on Bluebeam for its quantity takeoff capability was ultimately an easy choice. “We did the circles of the pros and cons, weighing here’s the price of this one vs. that one; here’s what this one gives us that the other would not,” Leheney said. Bluebeam checked all of the company’s boxes.

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Technology offers a great opportunity to drive better outcomes for public sector construction projects

Public sector organisations are under increasing pressure to deliver projects against a backdrop of falling budgets and shrinking resources.  

Local authority finances have lost nearly £12bn because of the COVID-19 pandemic. It follows a challenging decade, where government grants have dropped by 37% in real terms. These have needed to be made up by other sources, including increases in council tax (more on this here).  

With this in mind, every avenue is being explored to achieve greater value in projects, both in capital terms but also in terms of social outcomes. Technology offers a great place to start. 

Is there digital transformation in your public sector? 

The first two questions that everyone on the project team should ask are: “What are you trying to achieve?” and “How does it support your organisation’s overall objectives?” 

For example, if the strategy is to deliver more sustainable buildings, where can technology help you to achieve this goal? This should be considered at every stage, from planning and design through to construction and then later handover, occupation and maintenance.  

Positively, public sector organisations cans take the lead in driving these strategic goals to get the outcomes they want, including outlining the technology solutions that they want to use. By setting the framework for how projects are delivered and the outcomes are achieved—for example the tools and workflows that will achieve the best results—they can ensure that they met their wider organisational objectives and deliver best value for the communities they serve. 

Know what you’re buying 

It all starts at the beginning of the procurement process. While setting out the requirements for the project, technology should be included. Describe your existing workflows and processes, the system stack you already use and where new tools can make a difference to the way you already work. You should specifically ask where your supply chain has solved these issues and used their own software and processes to do this, as well as reviewing your own project history to get a feel for what good looks like and where the most valuable gains can be achieved.  

To do this, you may need some understanding of your own skill sets within the organisation—how tech-savvy are you and your colleagues? Knowing this upfront will play a key role in how you plan and deliver the rollout and adoption process. 

This analysis and internal education is so important as it sets the tone and foundation for bringing new approaches into the organisation. It has led to us working with the Chartered Institute of Building (CIOB) to write some guidance that organisations can use to help them understand technology and go through this process. As well as serving as an overview of key terminology relating to construction technology, it outlines how software can be effectively harnessed to drive project, business and social outcomes. It does this at three key stages—preparation, implementation and management. 

Available to download here, the guidance was complemented by a webinar delivered with CIOB President Mike Foy and representatives from the project team behind Merthyr Tydfil’s £12m bus interchange. An award-winning scheme, it is a great example of a client taking the lead and bringing the supply chain together to deliver an exemplary project. 

Key outcomes included: 

  • Delivering a highly sustainable building by using technology to predict and assess environmental impacts and managing design changes as and when required to achieve improvements 
  • Ensuring that best taxpayer value was achieved by using technology to model “what if” design scenarios, including visualising the latest concepts and drawings  
  • Finishing the project on time and on budget thanks to digital collaboration tools and clear measurement and reporting against crucial KPIs in real time 

What the case study demonstrated is that it all started with a clear ambition—to deliver the best possible building that would transform opportunities in what was a relatively under-resourced area. From here, it was a case of determining the best technology that would help deliver that outcome and setting the foundations for how the project team would work. 

With public sector spending accounting for such a large proportion of projects in the built environment, it is easy to see how those that take a leadership role can make a difference and move the construction industry along its digital transformation journey.  

Find out how you can be part of the change by downloading the guide below.

Download the white paper

Construction has been somewhat behind on things like technology and remote working. But the COVID-19 pandemic forced the sector to revisit how it did things; now it is embracing fresh ways of working that could lead to gains in productivity and worker well-being.

Given construction’s historic reputation as a manual and labor-intensive industry, the sector isn’t the most obvious example by which to judge the merits of remote work.

The industry has long been seen as a slow adopter of new working practices and technology. However, the COVID-19 pandemic triggered, or was at least a catalyst for, a much-needed shift in attitudes towards remote construction work. 

In the initial stages of the pandemic in early 2020, building sites were effectively shut down as part of government-imposed lockdowns. The impact was worldwide. Estimates suggest that global construction activity fell by more than 3% in 2020. In China it was said to have been more than 5%. 

But as much as the pandemic blunted economies around the world, it also prompted many industries to reconsider how they operated and the potential benefits of a flexible working policy. Construction was no exception, and as activity slowly ramped up again in 2021, the sector became receptive to change, building on pockets of progress that were already underway. 

Being more open toward flexible and remote construction work followed in the wake of the belated recognition that technology, particularly digitization, could empower companies to deliver more, better and efficiently. 

Balancing commercial considerations with flexibility at work 

One of the hurdles to flexible working practices in construction is the perception that it would risk the commercial priorities that require projects be delivered on time and within budget.  

Emma Stewart, co-founder of flexible working consultancy Timewise, believes operational demands can limit “more innovative approaches to improving working practices and well-being from being trialed, however good leaders’ intentions may be.” 

Working with construction trade group Build UK, Timewise ran a series of pilot schemes with four leading contractors – BAM Construct UK, BAM Nuttall, Skanska UK and Willmott Dixon – to understand what flexible working might entail, how it might be implemented, its potential benefits and the challenges it posed. 

The pilots revealed some interesting findings, which were published in a report, “Making Construction A Great Place To Work: Can Flexible Working Help?” The number of people who agreed with the statement: “My working hours give me enough time to look after my own health and well-being” leapt from 48% to 84%, while many workers – perhaps predictably – welcomed the opportunity to spend more time at home with their family.

The trials also showed that committing to flexible working wasn’t a barrier to delivery. Says Emma: “All of the pilot projects remained broadly on time and within budget.”

She highlighted one site supervisor who’d commented: “People are more energized and working faster. If you are being paid for a 10-hour shift you will make it last 10 hours, but if there is an incentive to still get paid a full shift but finish quicker, you are focused to get the work done.”

Which technologies enable remote construction work?

Going hand in hand with the growing popularity of flexible working is an acknowledgment around the role technology can play in making workers more productive, helping them do their jobs in greater safety, often from anywhere, and enabling projects to be delivered to higher standards of quality and cost-effectiveness.

The increasing use of digital reporting, using software systems like Bluebeam, enables employees to work remotely with ease: accessing plans in the field, marking documents and generally keeping tabs on the progress of construction activity at all times of the day – and even night, if necessary.

The deployment of robot technology, such as Boston Dynamics’ ‘Spot’ and drones to conduct surveys of hard-to-reach places on sites, is another obvious benefit, allowing workers to assess the progress of construction work without the risk of coming to harm themselves.

Other technologies are playing their part in allowing greater flexibility and remote working. Virtual reality hardware enables designers to “walk” through a building before it has left the drawing board, while digital twins can replicate a real asset in 3D, allowing users to monitor how it performs without having to leave their office.

Overcoming constraints and challenges of new ways of working

Inevitably there must be shifts in attitude if these approaches are to work effectively. When considering a flexible working policy, Stewart of Timewise says managers need to be prepared to adjust working practices, “including output-based scheduling, late starts and early finishes, and allowing staff to cover for each other and to take back unpaid overtime.”

There are obvious constraints around flexible working in “frontline” construction roles, Stewart acknowledges, “including site operating times, workers’ long travel times to reach site, client expectations and the differing pay methods and interests of the multiple layers of directly employed, self-employed and subcontracted workers,” and these will need to be accommodated.

Firms will need help in creating a model that will work for them, she says, noting that roles that are destined to become flexible will need to be designed in such a way that staff can function comfortably with the changes being made.

There is, according to a study by researchers at the University of Northumbria, Newcastle, “a general appetite for remote working on a flexible basis [across construction] where a mix of ‘on-site’ and ‘off-site’ arrangement was deemed practical.”

This, the study concluded, “could potentially unlock significant time and cost savings as well as productivity gains.” The main factors affecting remote working were the availability of interconnected systems, “allowing efficient communication and digital infrastructure that enable automated processes,” it added.

Will flexible working in construction become the new normal?

So, what is the outlook for flexible work in construction? When weighing the advantages and disadvantages of flexible working, those who have dipped their corporate toes in the water have sounded positive.

According to Andrea Singh, executive and HR director for BAM Construct UK, one of the four firms to take part in Timewise’s flexible working pilot programs, the program is giving people a better work-life balance and is making construction an attractive career choice.

“Our default position now is that flexibility is possible and desirable, and to prioritize a devolved, team-based decision-making culture to empower it so that it continues to support our business objectives,” Singh said.

“We now ask, ‘How can we make flexibility work?’ not, ‘Can we make it work?’ We’ve provided a framework for our teams without lots of rules and hurdles. Managers can find flexible working approaches that work for their team, their clients and their job.”

The Metaverse and Architecture – A New Tomorrow?

As the oil and gas sector seeks to decarbonise and become more efficient, software is here to help.

Energy transitions in the oil and gas sector 

The UK has been producing onshore oil and gas for more than 150 years, with offshore production in its sixth decade. As the country attempts to reduce the carbon impact of its energy mix, there have been calls to make oil and gas construction more efficient. 

This journey toward a more efficient industry has its challenges, with its own requirements around compliance, asset management and decarbonisation. Fortunately, digital collaboration software can minimise the effects on business operations. 

Harnessing digital transformation and collaboration  

The oil and gas sector has ambitious commitments through the North Sea Transition Deal to reduce emissions by 10% by 2025 and overall net zero by 2050. Oil and gas project management software and other digital solutions are one of the most cost-effective ways to improve efficiency and reduce waste. 

Bluebeam recently surveyed customers in oil and gas construction and found that software could bring significant improvements, with 82% of respondents saying they had saved time on projects, 88% improved work quality and 76% saw improved efficiency.   

One of the main reasons for this was the improved communication across construction teams. Functions such as customisable profiles and markups for oil and gas projects and an ability to track project changes among team members were cited as key benefits.  

For example, using Bluebeam allows teams to have full visibility of project information, with detailed reporting that includes automatic tracking of comments, status updates and changes.  

The process of standardisation within toolsets also means that future projects will be completed quicker, with teams able to set up oil and gas pipeline construction procedures that suit their own approach.  

Managing compliance and mitigating risk 

Fossil fuel interests are expected to be a key part of COP28 in November, and in the UK oil and gas construction is dealing with an increasing number of regulations. This includes additional reporting as part of ESG (environmental, social, governance) commitments.  

With policies such as the need to quantify emissions introduced to help the industry more easily understand and minimise the carbon impact of its activities, project operators are being urged to look at digital solutions to improve processes and data collection.  

Software like Bluebeam can help track progress and bring teams together more easily, reducing the risk of mistakes so oil and gas construction projects are complete quicker, to a higher standard and with minimal need for rework.  

When paired with other digital solutions, such as Solibri, it can offer comprehensive quality assurance checking to ensure those regulatory needs are being met. 

Accelerating end-to-end construction processes 

Oil and gas construction is a 24/7 process, with projects taking place over several intensive weeks. Every day lost adds cost to the project and has a potential impact on operator profits, thanks to the relative volatility of oil pricing.  

Digital software can streamline projects, increasing the speed of tasks such as leak tests, line walks and P&ID reviews to estimations, site logistics and handovers. This reduces the risks of delays and issues that have major effects on deadlines. 

With oil and gas construction projects often located in remote spots, software also enables project teams to keep up to date from anywhere, saving time and money on travel costs and ensuring that the right people can be brought together whenever they are needed. 

The right software can help oil and gas companies work more efficiently and competitively. To find out how Bluebeam can help you on your journey, click here. 

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