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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Maximizes construction success with practical guidance on managing emerging technologies in the AEC industry
In a rapidly evolving industry, effective management of construction technology is no longer optional — it is essential. Managing Construction Technology: People, Process, and Product delivers the insights and frameworks necessary to navigate the complex landscape of digital innovation in the architecture, engineering, and construction (AEC) fields. Emphasizing the need for a holistic approach that focuses on process improvements alongside technology deployment, the book guides readers through evaluating, implementing, and optimizing both existing and emerging technologies, including BIM, VDC, robotics, and AR/VR.
Written by a team of experienced industry professionals, Managing Construction Technology offers actionable strategies to enhance efficiency, productivity, and sustained success. Step by step, the authors equip AEC stakeholders with tools to assess the cost-benefit balance of technology investments, craft systems for ongoing evaluation, and foster collaboration across project teams. Throughout the book, detailed management principles and diverse case studies help readers gain a comprehensive understanding of digital transformation tailored to various project types and organizational structures.
Providing a detailed blueprint for embracing technological innovation, Managing Construction Technology
- Presents a proven methodology for evaluating and implementing cutting-edge technologies in the AEC industry
- Includes real-world examples showcasing successful digital technology applications across diverse project types and scales
- Features management principles designed to maximize ROI and streamline decision-making processes for technology investments
- Addresses critical topics such as cost-benefit analysis, stakeholder collaboration, and long-term infrastructure planning
- Highlights long-term developments and trends shaping the future of digital construction
Managing Construction Technology: People, Process, and Product is ideal for advanced undergraduate and graduate students in construction technology, BIM, and digital project management within architecture, engineering, and construction management programs. It is also an invaluable reference for contractors, developers, architects, engineers, technology managers, and other professionals in the AEC industry.
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Seitenzahl: 567
Veröffentlichungsjahr: 2025
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Table of Contents
Cover
Table of Contents
Title Page
Copyright
Dedication
Foreword by Stephen DeVito
Acknowledgments
Special Thanks
Preface
Chapter 1: Introduction
1.1 What Does the Future Hold for Construction?
1.2 The Successful Firms of the Future
1.3 How Are Firms Currently Finding Success Leveraging New Technologies?
1.4 Our Case Studies: What to Look For
1.5 A User’s Guide to This Book
Chapter 2: The Construction Tech Landscape
2.1 From Slide Rules to Lasers: The Evolution of Technology in Construction
2.2 Riding the Wave: The Technology Adoption Curve and Hype Cycle
2.3 How Each Industry Player Is (or Isn’t) Driving Progress
2.4 Challenges Associated with Tech Adoption and Mindset Changes to Principles and Management
2.5 Best Practices for Staying in the Know
2.6 From Best Practices to a Long-term Winning Strategy
Chapter 3: Taking the Leap
3.1 Know Thyself: Understanding Your Organization’s Place on the Curve
3.2 Building a Championship-caliber Structure: The Foundation of Organizational Success
3.3 The Process: Identifying Problems That Technology May Solve
3.4 Assembling a Winning Team
3.5 The Product: Finding the Right Partner
3.6 A Recipe for Success
3.7 Sustaining Long-term Success
3.8 From Strategy to Action
Chapter 4: Digital Design
4.1 What Is Digital Design, and Why Is It Important?
4.2 State of the Industry: Digital Design
4.3 Roadmap for New Implementation
4.4 Digital Design Case Studies
4.5 The Future of Digital Design
4.6 Concluding Thoughts
Chapter 5: Reality Augmentation
5.1 What Is Reality Augmentation, and Why Is It Important?
5.2 Current State of Reality Augmentation Across the Industry
5.3 Roadmap for New Implementation
5.4 Case Study
5.5 The Future of Reality Augmentation
5.6 Concluding Thoughts
Chapter 6: Data Governance
6.1 What Is Data Governance, and Why Is It Important?
6.2 Current State of Data Governance Across the Industry
6.3 Champions: A Case for Structure in Leadership
6.4 Case Studies
6.5 Future of Data Governance
6.6 Concluding Thoughts
Chapter 7: Business Intelligence
7.1 What Is Business Intelligence, and Why Is It Important?
7.2 Current State of Business Intelligence Across the Industry
7.3 BI Adoption: A Roadmap for Success
7.4 Case Studies
7.5 Future of BI
7.6 Concluding Thoughts
Chapter 8: Prefabrication and Modular
8.1 Defining Prefabrication and Modular Construction
8.2 Current State of Prefab Across the Industry
8.3 Implementation Best Practices
8.4 Case Studies
8.5 The Future of Prefabrication and Modular
8.6 Concluding Thoughts
Chapter 9: Automation and Robotics
9.1 The New Age of Construction
9.2 Current State of Robotics and Automation the Industry
9.3 Applications Throughout the Project Lifecycle
9.4 Case Studies
9.5 The Future of Robotics and Automation
9.6 Concluding Thoughts
Chapter 10: Jobsite Connectivity
10.1 Jobsite Communication Through the Ages
10.2 The Current State of Connectivity
10.3 The Connected Jobsite of the Future
10.4 Concluding Thoughts
Chapter 11: All Things AI
11.1 AI, GPTs, and LLMs, Oh My
11.2 “Current” State
11.3 Where to Begin
11.4 Case Study
11.5 The Future of AI
11.6 Concluding Thoughts
Chapter 12: Summary and Concluding Thoughts
12.1 A Reminder of What This Book Is Not
12.2 Revisiting Our Goals
12.3 Crib Notes: Highlights from Each Chapter
12.4 Final Thoughts
References
Index
End User License Agreement
List of Illustrations
Chapter 2
Figure 2.1 Technology Adoption Curve.
Figure 2.2 Technology Hype Cycle.
Figure 2.3 Enhanced Technology Hype Cycle.
Chapter 4
Figure 4.1 Differences between the coordinated model and the as-built conditions.
Figure 4.2 Reconstruct’s platform.
Chapter 5
Figure 5.1 Seeing design choices in a 3D environment conveyed the benefit of co...
Figure 5.2 External team and roadshow. Courtesy of Andrew Mittleman.
Figure 5.3 Side-by-side comparison: concourse. Courtesy of Andrew Mittleman.
Chapter 6
Figure 6.1 A3 format vs. A1 format.
Figure 6.2 A3 case study.
Figure 6.3 A3 case study continued.
Chapter 7
Figure 7.1 Avicado outcomes.
Chapter 8
Figure 8.1 Systecon chilled water plant.
Figure 8.2 Modular water-cooled chillers.
Figure 8.3 Austin Convention Center.
Figure 8.4 Austin Energy modular chiller plant.
Figure 8.5 Modular pipe rack system.
Chapter 11
Figure 11.1 Systems connected by Gryps for Javits Convention Center.
Figure 11.2 Sample search on Gryps.
Figure 11.3 Sample Gryps dashboard.
Figure 11.4 Overview of data contained the Gryps platform.
List of Tables
Chapter 4
Table 4.1 Reality capture methods.
Guide
Cover
Table of Contents
Title Page
Copyright
Dedication
Foreword by Stephen DeVito
Acknowledgments
Special Thanks
Preface
Begin Reading
References
Index
End User License Agreement
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Managing Construction Technology
People, Process, and Product
Kurt Maldovan
Chitwan Saluja
Vincent Testa
Brian Tracy
Marty Turner
Copyright © 2025 by John Wiley & Sons, Inc.
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To my loving parents, who gave me roots and wings; to Sumit, Sanvir, and Sarina, who fill my life with joy; and to my fellow authors, whose collaboration enriched this journey.
Chitwan
To my family, for your unwavering love and support, and to my fellow authors, whose wit, wisdom, and camaraderie turned what could have been a fleeting endeavor into a lasting adventure.
Vinny
To my people: Maribeth, Oliver, and Vivian—you are a constant source of energy, excitement, and enthusiasm. I’m always proud to have you in my corner and truly appreciate your support, patience, and kindness. For the process: this amazing team of peer authors, those who contributed, those who taught us, and those who inspire and challenge today by never being satisfied with the status quo. And for the output: may this product stand the test of time or turn into further volumes. Sorry, Dr. Spengler—print is not dead.
Kurt
To my family, for your boundless patience, love, and understanding—especially during the countless hours spent immersed in this project. And to my colleagues on the technology committee, whose shared passion and collaboration have been a constant source of inspiration.
Marty
To Jenni, for always finding the strength to listen to another update on the book, and to Teddy, Maggie, and Becca, who continually remind me to stay curious.
Brian
Foreword by Stephen DeVito
I’ve had the opportunity to work with the authors of this book—Kurt Maldovan, Chitwan Saluja, Marty Turner, Brian Tracy, and Vinny Testa—over many years. Each of them brings unique expertise and a shared dedication to advancing the AECO (architecture, engineering, construction, and operations) business processes through the strategic use of technology. Collaborating with them has been both a privilege and a learning experience, as their collective efforts continue to push the boundaries of what technology can achieve in the built environment.
I first met Kurt Maldovan in 2008, at the dawn of BIM (building information modeling) technology becoming a practical, impactful, and widely adopted tool. Together, we worked on public-sector projects aimed at improving project outcomes by integrating digital processes into traditional workflows. Kurt has always demonstrated an impressive ability to balance technical knowledge with an understanding of the practical needs of project teams, making him a leader in the implementation of innovative practices across the industry.
Brian Tracy and I once worked together to analyze operations at Stanford University’s Stanford Linear Accelerator Center (SLAC), a facility spanning over a kilometer in length. It was a complex challenge, involving the need to address operational inefficiencies in a highly technical environment. Brian’s methodical and thoughtful approach played a crucial role in helping us identify practical ways to improve performance in this massive facility. His work on this and similar projects reflects his ability to solve problems at the intersection of technology and operations.
Chitwan Saluja and I collaborated on a first-of-its-kind project proposal for over a year. The project’s goal was to integrate GIS and BIM solutions to bridge indoor and outdoor environments—a significant challenge in construction technology. Since its award, the project has become a leading example of how these technologies can work together to provide seamless solutions. Chitwan’s strategic thinking, technical expertise, and persistence were critical to the success of this endeavor, which has set a new standard in the industry.
Marty Turner’s perspective on meeting practitioners where they are and helping them understand how technology can improve their business practices has been invaluable and has helped me to think more strategically about change management in our industry as we endeavor to digitally transform our industry. Marty’s ability to cultivate high-impact teams and guide organizations through sustainable and strategic advancements has made him a key voice in helping clients achieve measurable results.
Vinny Testa has been my colleague for four years and recently joined my firm. His contributions have significantly increased productivity, and his collaborative approach has transformed the way we work as a team. Vinny has a remarkable ability to simplify complex challenges, identify efficient workflows, and implement solutions that deliver immediate and measurable results. His impact is evident in the noticeable improvements in both team performance and project delivery.
Beyond our individual projects, we’ve also worked together as part of the Construction Management Association of America’s Technology Subcommittee. Through this group, we’ve focused on identifying and promoting practical, technology-driven solutions to improve how buildings are managed throughout their lifecycle. Our shared efforts in this area reflect a commitment to advancing the industry through collaboration and innovation.
This book reflects the combined knowledge and experience of the authors, covering key topics such as data governance, automation, AI, and other technologies shaping the future of construction. The chapters provide actionable insights for professionals navigating the challenges of today’s rapidly evolving industry.
I’m honored to contribute this foreword and encourage readers to explore the ideas and strategies presented here. This book serves as a practical guide to leveraging technology effectively to improve processes, empower people, and create better outcomes in the construction industry.
Acknowledgments
This book would not have been possible without the steadfast support of many individuals and institutions. First, we extend our deepest gratitude to our families, whose unwavering encouragement and patience gave us the strength to persevere through countless late nights and early mornings. Your understanding during our long periods of writing and research made this journey possible.
We are particularly grateful to Jacobs, Procon, Turner & Townsend, and Ausonio, for each providing an environment that nurtures intellectual growth and professional development. Their collective support has been invaluable.
To our colleagues and peers who offered their expertise and constructive feedback, your input has been instrumental in shaping this book. Your thoughtful suggestions and critical perspectives helped refine our ideas and strengthen the final manuscript.
Finally, to our editorial and the publishing team at Wiley, thank you for your patience, guidance, further patience, and professionalism throughout this process. Your dedication to excellence has helped transform our vision into reality.
Any errors or oversights in this work remain entirely our own.
Special Thanks
We are deeply indebted to the numerous teams and individuals from across the AEC industry and beyond who generously contributed their case studies and ideas to this work. They include numerous organizations, owners, designers, builders, and software companies. The diversity of perspectives and methodologies brought by each team created a rich tapestry of insights that form the backbone of this book. Each research group’s unique approach and expertise have added distinctive value to our understanding of the subject matter. Some of them are named here, and some names are kept confidential, as requested, but all were pivotal in creating the final work presented here.
We thank the following individuals and firms, in no particular order, for providing content, case studies, and engaging ideas, and for redirecting our focus when necessary.
Dareen Salama, Gryps
Andrew Mittleman, Jacobs
John Messner and Rob Leicht, Penn State University
Steve Devito, Procon Consulting
UC Davis Health (particularly Lisa Hinton)
Boulder Associates (particularly Tracy Gordon and Jose Vaca)
Rudolph & Sletten (particularly Ryan Ainsworth)
Shahryar Monajjemi, BIMNYC
Columbia University Manhattanville Development Group (particularly Hany Ayoub, Jose Morel, and JoEllen Bagayoko)
Construction Progress Coalition, particularly Nathan Wood
Avicado (particularly Nick Caravella)
ALICE (particularly Frank Forsberg)
Frank Lazaro, AI consultant
Kahua (particularly Maggie Caesar, David Magid, Alyce Menton, and Darin Stinson)
Olsson Engineering (particularly Mike Gilloon)
KP Reddy Co
Gafcon Digital
EcoDomus
Reconstruct, Inc.
Shadow Ventures
Systecon (particularly Alex Juncker and Sandra Ho Trinidad)
Gary Koah, steadfast mentor, inspiring from beyond
Construction Management Association of America (CMAA), and the many members of the CMAA Technology Subcommittee past and present
Preface
Several factors are reshaping the global economy, and no industry will be untouched by this upheaval. In spite of its traditional reputation, the architecture, engineering, and construction (AEC) industry is just as susceptible to these disruptions as any other. The McKinsey Global Institute has highlighted that the construction industry has a long record of poor productivity. The annual productivity growth has increased by only 1% over the past 20 years, and there is a $1.6 trillion opportunity to close the gap [1]. Ways to overcome the productivity barrier have been known for some time, but the players have lacked incentives. Increasing global interconnectivity and a large upswing in remote work have accelerated the disruption and a shift to the new-normal in the construction industry. Rising requirements, supply-chain issues, and the increasing cost of labor, as well as newer technologies, materials, and processes, will all frame the dialogue for the AEC sector participants for years to come.
The AEC industry traditionally underinvests in innovation and technology. Construction is among the least digitized industries in the world according to the McKinsey Global Institute digitization index [2]. In the United States, construction comes in second to last ahead of agriculture. There is a direct correlation between the level of digitization and its productivity growth, which brings us to this book. This book is about technology, innovation, and digitization. It is about effective management of AEC technology, which includes not only efficient use of existing technologies but creating a system for evaluating, deploying, and monitoring new technologies. It is about cutting down hours and speeding up work both on-site and off-site. When done correctly, this reduces not only the monetary cost of performing work but also the mental costs associated with morale-crushing double entry, out-of-date technology, and dull repetitive tasks. Whenever mindless work can be automated (or eliminated altogether!), employees can spend more of their time on higher-level, more engaging pursuits.
It is also important to keep in mind that the implementation of digital delivery in buildings and infrastructure projects is not just a technology change but a process change. Digital technologies have changed not only the way design drawings and visualizations are created but also how information is consumed by project stakeholders. This book will primarily focus on fundamentals to effectively manage existing applications and evaluate emerging contenders amid the growing list of solutions providers. In addition, the book will summarize some of the new and emerging digital technologies relevant in the AEC industry and will aim to describe processes for their execution. The book aims to provide a platform for better technology decision-making for AEC professionals.
Why a Book on Managing Construction Technology?
This book is complete with practical tips, experiences, and case studies from industry experts on technology implementation. In addition, the book describes potential long-term developments needed to support the implementation in the coming years. The authors have selected case studies and management principles that are relevant to different building and infrastructure types, contracting strategies, team sizes, and talent development with a focus on technology. The variety of uses, benefits, and solutions presented will guide readers with best practices on digital construction technology implementation.
Who Are We?
Collectively, the authors have several decades of experience implementing the technologies discussed in this book. We have developed proven systems for managing technology applications within our own and our clients’ organizations. We have been employed by or provided work to many of the leading AEC firms and associations, have presented to national audiences and taught in the classroom, and are connected to the leading edge of technology development.
While we have much in common, we also bring a distinctly diverse set of individual experiences and perspectives to this publication. Our geographic reach spans from coast to coast and, in some cases, globally. The scale of our work has ranged from a handful of users needing a low-cost, highly customized solution to multibillion-dollar capital programs and institutions. Some of us have highly detailed knowledge of technology applications and the infrastructure and standards needed to support them, while others bring a higher-level industry practitioner point of view to place any given solution within the larger frame of a project, program, or portfolio.
One final attribute that the authors share is an awareness of what we don’t know. In spite of our exhaustive set of AEC technology experiences, there are always corners of the industry we haven’t yet served and new applications we haven’t yet discovered. For this reason, we devote a sizable portion of the book to showcasing stories from others within the industry. We hope these tales will provide not only the wisdom of the specific initiative at hand but inspiration to grow one’s own network of peer experts.
Who Is Managing Construction Technology For?
The book is addressed to developers, owners, managers, architects, engineers of all disciplines, construction contractors, trade partners, and fabricators; and to students of architecture, engineering, and construction management. Many readers will find this book and its case studies a useful resource whenever they are confronted with terms and processes related to digital delivery and technology management in their course of work or study.
The book will review present and emerging digital technologies, future influence on the AEC industry, management principles on effective implementation, and its related cost and needed infrastructure, and it will promote better decision-making.
In addition, many firms are beginning to establish C-suite positions for technology leadership. The management principles and case studies in the text will serve as timeless best practices for industry professionals.
What Is This Book Not About?
If you’re looking for a comprehensive menu of technology applications to utilize in each unique aspect of planning, building, and maintaining a project, you’ll have to look elsewhere. Such a list would be out-of-date by the time we finish typing this sentence. More important, effective management of technology involves knowing what you shouldn’t use even more than what you should.
Think about all the distinct tasks that are part of your workday and the technologies that are used to perform them (one could extend this exercise to all of the technologies that support your life outside of work, but that’s another book all on its own). Many readers will interact with technology from the moment their day begins, whether by turning on a computer, placing a call, or maybe checking email while eating breakfast. These interactions will likely span most of the day—creating presentations, revising spreadsheets, making payments, updating schedules, reviewing drawings, filling out form after form, and completing timecards. Do all of these systems work perfectly every time? Chances are, there’s at least one technology application in your day that takes more than it gives, that saps productivity and eats up valuable time, that everyone knows is a drag, but that lives on nonetheless. Is it really a bad piece of technology? Or is it a well-meaning application that could perform admirably in many ways but is being deployed for the wrong use or in the wrong manner? Is it maybe even the right program but not given enough training and support to make it flourish?
Whatever technology frustration came to mind for you, the path to its place in your work life began with a series of decisions, by people. Well-meaning people, in all likelihood. But somewhere along the line, things veered off the intended path. Maybe it was a lack of support from leadership. Maybe it was a compromise made to save budget. Maybe it was a poorly devised or executed training program. Maybe it was a great program when it was introduced but hasn’t been updated to keep pace with changing processes or changing technology.
This book exists to eliminate these types of outcomes from the very beginning. The products will be ever-changing, but the principles of good decision-making and management will last far beyond the version update that was never even installed.
How Should You Use Managing Construction Technology?
We believe that to provide structure to the book and its underlying principles, the content of the book needs to be organized so that it offers a clear evaluation of the criteria. A structure or a recurring theme would also provide a strategic vision that will relate throughout the book and may help the readers in providing some answers to why some organizations are more successful than others, why some tools work better than others, or why there may be a disconnect between a tool practitioner and a tool developer. The recurring theme for this book focuses on the 3P approach to quality: People, Process, and Product.
The opening chapters will guide readers through the challenges and opportunities shaping the AEC landscape today, offering a clear lens through which to view the technology decisions ahead.
Chapters 1
–
3
define the problem: how to review, analyze, and implement emerging technology trends in ways that deliver tangible value while ensuring they integrate seamlessly into practice.
We continue by examining the current state of technology in the industry, exploring key barriers to technology adoption, including shifting business expectations, evolving corporate objectives, IT infrastructure prerequisites, budget constraints, challenges with scalability, talent shortages, and the necessity for mindset changes to support digital transformation.
The front material concludes with “Taking the Leap” and explores actionable methodologies for managing technology adoption at both the initiative and organizational levels. This chapter emphasizes the creation of a technology charter, the critical role of executive sponsorship, assembling the right team, and fostering strong change leadership to drive successful implementation and sustain long-term success. The first section could stand on its own, but to reinforce this foundation we build out supplementary chapters.
From here, the bulk of the book will explore a range of present-day technologies. Our aim is not to develop complete expertise in the reader, but rather a broad awareness of the various factors shaping the current industry and the construction landscape of tomorrow. In each chapter, we will provide an overview of the technology in discussion, a survey of the current conditions, and advice for how to incorporate it into a business strategy. and then we will make our best predictions for how each given technology will further develop.
We’ll also present real-world case studies showcasing how leaders in the AEC workforce have applied each given technology. We will introduce the characters, the setting, and the problem they faced and how they tried to solve it. Some will be success stories, others will be learning experiences, and some may be best viewed as cautionary tales. In each instance, the story will follow the structure of People, Process, and Product. These three concepts are at the core of every technology decision, and in that order of importance.
People
: Who was involved in this process, and were they ultimately the right group? Can you identify with the characters in these stories?
Process
: Which of the best practices presented in this book were employed? Did they add value or just complication and more work?
Product
: While the specific products from these stories are worth considering, the greater value will be the lessons learned from the experience. The products will always change, but the proven principles used in their selection will be much more long-lasting.
The case studies aren’t meant to be step-by-step recipes. Imagine trying to follow a recipe for bread using different ingredients from the list and a grill instead of an oven. In construction, everything is a prototype, and technology implementation is no different. This book will be most useful in two ways: first, as a reference guide for broad areas of technology that impact the delivery of projects; and second, and more importantly, as a structured approach to tailor to each new technology adoption effort. The stories of success and cautionary tales of falling short contained herein will illuminate the path to follow, but ultimately it’s up to you to walk it on your own.
Whether you’re navigating the challenges of today or preparing for tomorrow’s opportunities, this book is your guide to turning potential into performance. Are you ready to lead the charge? See you on the next page.
Chapter 1Introduction
[T]he external environment, for both civil engineering and infrastructure in general, [is] on the verge of more significant change over the next decade or so than what we have seen in the past fifty, hundred, or maybe even more years.
Gerald Buckwalter
Strategy Director for Northrop Grumman;
National Infrastructure Security Council for Presidents
George W. Bush and Barack Obama
ASCE Civil Engineering Magazine, June 2019
1.1 What Does the Future Hold for Construction?
Close your eyes and think about the future of construction. Be honest: you pictured robots, right? Why does everyone always jump to robots?
Don’t get us wrong—there will be plenty of robots. Imagine a bustling jobsite where autonomous vehicles haul materials, drones buzz overhead conducting site inspections, and bricklaying robots methodically build walls with precision that’s almost hypnotic. But here’s the kicker: none of this works without people. People aren’t going away—we’ll still need sharp minds and skilled hands to program, manage, and maintain all this technology. In fact, the demand for talent may be greater than ever, as construction morphs into a high-tech collaboration between human expertise and machine efficiency.
Let’s break it down. The challenges facing our industry—like labor shortages and the massive global demand for infrastructure—aren’t going to solve themselves. There is an ever-present skills shortage as seasoned professionals take their exit from the industry and fewer and fewer skilled laborers and construction management professionals are there each year to take their place. A 2024 study from the Associated Builders & Contractors estimated that the construction workforce gap was more than half a million [1]. This reality is coupled with a projected explosion in global construction growth—nearly 85% over the next decade [2]. Whether it’s replacing aging infrastructure, urban growth, or futuristic endeavors like building new smart cities from the ground up, the industry will not be able to accept the wholesale glacial progress that exists today. Technology will be the enabler to achieve the volume of work that needs to be put in place or replaced. The impetus will be strategic and informed technology adoption. This book will provide you with the information you need to be on the front end of the strategic technology adoption revolution.
The construction industry is poised for a transformative future, with advancements in technology playing a crucial role in shaping the firms of tomorrow. To thrive in the evolving landscape, construction firms will need to address various challenges and leverage opportunities presented by technological innovation.
In the coming decades, to enable the next generation of construction, data will reign supreme as the AEC industry increases its ability to leverage this data to support efficient and effective workflows. This will lead to connected construction that will track the supply chain, work in place, building operations, and beyond. Today the industry is inching forward as it endeavors to become more connected and more digitally reliant.
But this isn’t a new phenomenon, even in construction. The industry has always…eventually…incorporated new tools, techniques, and technologies to plan, design, build, and operate in an ever safer and more efficient manner. Horse-drawn bulldozers were replaced with other animal-themed upgrades from Deere and Caterpillar. The trusty hammer now has a much faster pneumatic-powered companion in the nail gun. When you hear someone complain about having to control a tool via an app, remember that their predecessors once griped about their newfangled batteries.
This book is about preparing you to make the leap. The future of construction will hinge on three interlocking elements: People, Process, and Product. People will drive innovation, process will shape efficiency, and product—the technology itself—will make it all possible. To thrive in this future, firms will need to adopt a new mindset: one that embraces change and leverages technology as a strategic asset rather than a shiny novelty.
Innovations are usually met with resistance, because we’re creatures of routine. Many of the everyday things we take for granted were once new and met with unease. But the inventions that really make things better find a way to stick. Imagine a modern jobsite without hard hats and backup alarms, or a plant without material safety data sheet (MSDS) books and fire extinguishers.
So yes, the future holds robots. But more important, it holds opportunities—for individuals and firms willing to lead the charge. The question is, will you be ready?
1.2 The Successful Firms of the Future
The coming improvements to this industry will be driven by inspired (or frustrated) individuals, as well as firms that want to build a business model around what’s next rather than playing catch-up. Now that we’ve moved beyond horses, what are the modern-day pain points inviting a technological leap?
The construction industry is in a state of flux, driven by complex challenges that demand creative, forward-thinking solutions. Successful firms of the future will thrive by addressing these hurdles head-on, leveraging technological innovations, and reshaping their business models.
The firms of today that want to still be around as firms of tomorrow are likely considering some of the following:
Problem: Increased Labor Costs and Decreased Availability
Possible Outcomes: Automation, Offshoring, Efficiency Upgrades
The rising cost of labor, combined with a shrinking pool of skilled workers, has created an urgent need for firms to rethink how they operate. Automation is one of the most promising solutions. Picture a jobsite where robots handle repetitive tasks like bricklaying or rebar tying, freeing up human workers for more complex, value-added roles. For firms that embrace this shift, the payoff is twofold: reduced labor costs and increased output.
Offshoring certain design or back-office tasks to regions with lower labor costs could also ease the financial burden. Meanwhile, efficiency upgrades through smarter technology—like AI-driven project scheduling or wearable safety tech—help teams accomplish more with fewer resources, maximizing the productivity of every worker on-site.
Problem: Fragmentation by Geography and Market
Possible Outcomes: Standardization of Delivery, Design, and Data
Construction projects often suffer from fragmentation, with wildly different processes and outcomes depending on location, market, or even individual teams. The future calls for greater standardization. Imagine global firms implementing consistent delivery models that ensure every project, whether in New York or Nairobi, meets the same high standards of quality and efficiency.
Standardized data practices will play a crucial role here, enabling seamless collaboration across geographies. With unified systems and interoperable tools, project teams can share insights, avoid duplication of effort, and streamline workflows. This approach not only enhances consistency but also strengthens a firm’s brand, making them the go-to partner for clients worldwide.
Problem: Increasing Complexity in the Built Environment
Possible Outcomes: Vertical Integration
As buildings and infrastructure become “smarter,” the complexity of construction projects continues to grow. No longer is a simple contractor-client relationship sufficient; modern projects require a web of specialized trades and consultants. To stay competitive, some firms are turning to vertical integration, bringing more services in-house to control quality, reduce delays, and streamline communication.
Vertical integration allows firms to offer a one-stop shop for clients, handling everything from initial design and engineering to construction and facility management. This model not only reduces risk but also builds stronger client relationships through a more seamless project experience.
Problem: Global Demand for Development
Possible Outcomes: Standardized Codes, Materials Innovation, Sustainable Practices
The global population boom and the push for new urban developments have placed immense pressure on the construction industry. To meet this demand, firms must innovate in ways that increase speed and efficiency without compromising quality. One pathway is the standardization of building codes and data practices across regions, which could accelerate project approvals and simplify cross-border collaborations.
Materials innovation also holds great promise. Picture self-healing concrete or carbon-negative building materials that not only perform better but also reduce environmental impact. Alongside these advancements, firms must champion sustainable practices, moving toward net-zero construction and creating buildings with superior lifecycle performance.
Problem: Infrastructure Backlog and Deferred Maintenance
Possible Outcomes: Public-Private Partnerships, Alternative Project Delivery Methods
Decades of underinvestment in infrastructure have left many nations grappling with crumbling roads, bridges, and utilities. Addressing this backlog requires more than just government funding; it calls for new partnerships and delivery models. Public-private partnerships (P3s) are emerging as a vital tool, leveraging private investment to deliver critical projects faster and more efficiently. In tandem, alternative project delivery methods like design-build-operate, Integrated Project Delivery (IPD), or unsolicited proposals could pave the way for innovative solutions. These approaches distribute risk more equitably among stakeholders while incentivizing long-term performance and maintenance.
Putting together all of these problems and possible outcomes, the industry of the future may include a select number of large, vertically integrated firms spanning wide geographies and markets. These firms may offer turnkey project development, financing, and operation plus a consistent customer experience to clients. Imagine the top firms in the world for some industries—computing, travel, finance, healthcare, food, energy. What are some things they have in common? Highly controlled and standardized processes, brand recognition, and ultra-connected environments exchanging vast quantities of data. Now imagine some of them providing construction services. Would they employ more coders than engineers, architects, project managers, and superintendents?
The future of construction will belong to the bold. Firms that thrive in the coming decades won’t simply react to change; they’ll anticipate it, adapt their business models, and take calculated risks. While some will cling to traditional ways, the most successful firms will be the ones asking “What’s next?” and actively building their future around it. At the heart of this transformation is a commitment to rethinking the status quo. Successful firms will embrace a more collaborative, data-driven, and technologically sophisticated approach to every phase of their projects. The result? Faster timelines, higher quality, and a better bottom line. It’s not just about surviving in this brave new world—it’s about leading it.
1.3 How Are Firms Currently Finding Success Leveraging New Technologies?
While the future of construction may be filled with promise, many firms are already making impressive strides by adopting cutting-edge technologies. From industry titans to nimble mid-sized players, firms that strategically invest in tech are reaping rewards in efficiency, profitability, and client satisfaction. This section is a snapshot of how it’s being done.
1.3.1 Led by the Giants: Large Firms Setting the Pace
In today’s AEC landscape, the biggest players are often the ones taking the boldest steps. These firms, with their deep pockets and expansive project portfolios, can afford to experiment, absorb the risk of R&D, and lead the charge in innovation. For example, Skanska has pioneered the use of digital twins to optimize building performance [3], while Turner Construction leverages AI-driven platforms to improve project planning and on-site safety [4].
These firms have the advantage of scale. When they roll out a new technology across multiple projects, they can quickly generate data, refine processes, and achieve economies of scale. They also influence the broader industry by setting standards that smaller firms often adopt in their wake. However, while large firms may set the paces, small and midsize firms may be more agile in making new technology strides.
1.3.2 Outside Capital Fuels Innovation
Another driving force in construction tech success is the influx of venture capital. Investment firms are increasingly pouring funds into startups that promise to revolutionize construction processes. This financial backing enables rapid development and scaling of solutions, from modular construction platforms to machine learning algorithms for predictive analytics.
The surge of venture capital in construction technology has been a game changer. A clear example of this impact is the proliferation of building information modeling (BIM) platforms, which have evolved from niche tools to industry mainstays. With the backing of outside capital, these platforms now offer more robust features, seamless integrations, and scalable solutions that cater to firms of all sizes.
1.3.3 Data-driven Decision-making
Firms leveraging data analytics are also setting themselves apart. Today, data flows through every phase of construction, from initial design to long-term facility management. Companies that harness this data effectively can make smarter, faster decisions. AI-powered platforms analyze project data in real time, identifying risks before they materialize and optimizing resource allocation.
One notable example is Suffolk Construction’s “Smart Labs,” where the company uses predictive analytics to refine project schedules, track labor productivity, and forecast potential delays [5]. This data-driven approach has become a powerful competitive advantage, helping Suffolk consistently deliver projects on time and under budget.
1.3.4 Success Stories Across the Industry
From wearables that enhance safety to drones that streamline site surveys, firms across the construction spectrum are finding innovative ways to leverage technology. These success stories aren’t just about adopting flashy tools; they’re about aligning technology with business goals, training staff to embrace change, and continuously iterating to improve outcomes.
The lesson? Firms that treat technology as a strategic enabler—not just a shiny toy—are the ones that will thrive in today’s competitive landscape. Whether you’re a multinational behemoth or a regional contractor, the opportunity to leverage tech for success is there. The key is knowing where to focus your efforts and when to take the leap.
1.4 Our Case Studies: What to Look For
In this book we will go beyond physical technology that has the ability to impact our site autonomously, and dive into People, Process, and Product. We will use this common theme to frame each history lesson, best-practice guide, and case study that we present in this text. Some of the framing will be glaringly obvious, and some will be more subtle.
In the chapters ahead, we’ll dive into projects that implemented BIM, adopted robotics, and optimized workflows using AI. As you read each case study throughout the book, look for each element:
People
: These are the characters involved in each scenario. Like any story, some will be main characters while others will play supporting roles. We’ll showcase professionals from every corner of the industry, including owners, designers, construction managers, contractors, technology vendors, executive sponsors, implementation leaders, and the last-mile users who ultimately determine if an initiative was successful. We hope that each reader, no matter their background or current role, finds characters to relate to across the stories contained within.
Process
: This tells the story of how and why. We’ll explore the origins of the underlying circumstances that led to a recognition of a problem and a need for a technology-driven solution. Once the problem is introduced, we will illustrate the evaluations of options and which considerations were involved, which players were part of that process, what product(s) were chosen to address the issue, and how the solution was designed.
Finally, we’ll tell the story of the implementation: what went well, what didn’t, the state of things post-implementation, and what, if anything, those involved would have done differently. What unexpected things occurred? Were there blind spots in their planning? Not every story will contain all of these elements, but each one is an essential puzzle piece in understanding the bigger picture.
Product
: Which specific tools or applications were chosen, and why? We’ll explore the specific technologies chosen to address the challenges at hand. From software platforms to hardware solutions, the “Product” is the tangible toolset that enables transformation. These aren’t just abstract ideas—they’re the applications and systems that teams rely on daily, often forming the backbone of a successful initiative.
We’ll dive into why certain products were selected, examining their unique capabilities, limitations, and fit within the broader strategy. Whether it’s a cutting-edge innovation or a tried-and-true system, the focus will be on how well the product met the defined goals and integrated with existing workflows. The lessons learned here will help you make informed decisions when building your own tech stack.
Through our collective experience, we’ve come to believe that tangible positive change in the construction industry relies heavily on our ability to influence people. To allow these people to both see and experience positive impacts in adopting technology. We’ve seen the shiny things (product), and we’ve seen those shiny things fail due to poor implementation strategies (or lack of process). We’re not alone in that observation. Research from Forbes indicates that the failure rate for digital transformations may be as high as 84% [6].
To help you avoid those results, we will showcase proven processes that will allow you to enact positive technology change. In doing so, those shiny things move from the toy box to the project tool shed and more importantly to the project site on a daily basis. These tools are changing the way we work on projects large and small, civil and vertical, mission critical and residential. By sharing our own experiences and those drawn from our case studies, we will enable the reader to spark that positive change, maybe even with a robot or two in tow.
This book is arranged in three parts:
Past, present, and near future
: Understanding the arc of technology change in the AEC industry
A playbook for success
: Creating a winning strategy from the top of the org chart to the very last user
Application spotlights
: An overview of several categories of technology, assessing their current state, future potential, and sharing real-world case studies of their adoption
1.5 A User’s Guide to This Book
Welcome aboard! Whether you’re an industry veteran or just dipping your toes into the world of construction technology, this book is designed to be your go-to resource for navigating the ever-evolving tech landscape. But let’s be clear: this isn’t a linear narrative where you’re expected to read cover to cover. Think of it more as a tool kit—one you can dip into whenever a specific challenge or curiosity strikes.
Here’s how to get the most out of your journey.
1.5.1 Start Where You Need To
You don’t have to begin at Chapter 1 and march through to the end. If your firm is grappling with how to implement a new project management platform, jump straight to the case studies and insights on digital project delivery. Curious about the future of robotics on the jobsite? Head to the chapters that explore automation and AI. Each part is designed to stand alone, giving you actionable insights tailored to your immediate needs.
That said, we do recommend spending some time with the early chapters—particularly Chapters 2 and 3. These chapters lay the groundwork, providing a deep dive into the current state of technology in construction and offering a playbook for successful implementation. Think of them as the foundation on which the rest of your tech strategy will be built.
1.5.2 The Three-part Framework
This book is built around the framework of People, Process, and Product—a recurring theme that underscores every chapter. Why? Because the success of any technology initiative hinges on more than just the tool itself.
People
: Who are the key players driving or resisting change? What roles need to be filled to ensure a smooth rollout?
Process
: How do workflows and organizational culture need to adapt for the technology to deliver its full value?
Product
: What solutions are worth your time, and how do you choose between them?
Each chapter uses this framework to help you assess your situation holistically, ensuring you’re not just buying technology but solving problems.
1.5.3 Case Studies: Real Lessons from Real Firms
Throughout the book, you’ll find case studies highlighting firms that have taken the leap into new technologies—with varying degrees of success. These stories go beyond the surface, delving into the decisions made, the challenges faced, and the lessons learned. Some are inspiring tales of transformation; others serve as cautionary reminders of what can go wrong when process and people are overlooked. Either way, they’re packed with insights you can apply to your own journey.
1.5.4 Keep This Book Handy
Technology in construction is a fast-moving target. What’s cutting-edge today might be standard practice tomorrow—or obsolete next week. This book isn’t meant to be a one-time read. Keep it within arm’s reach as a reference guide, a source of inspiration, and a reminder of the principles that will help you navigate the shifting landscape. As new challenges arise, you can revisit key sections to find fresh perspectives or validate your approach.
1.5.5 Your Journey Starts Here
The construction industry is at a crossroads. The firms that thrive in the coming decades will be those that master not only the tools of today but also the strategies for adopting the tools of tomorrow. This book is your roadmap, offering guidance and insights to help you lead your organization through the maze of construction technology.
So, where will you start? Flip the page, and let’s find out.
Chapter 2The Construction Tech Landscape
To chart a successful course for the future, it’s first helpful to assess the present and then to also study the past. An understanding of the history of technology advancement within this industry, including the pace of change and factors that led to each incremental improvement, can help to ground expectations and goals for future initiatives.
As we explore the past and present, we will attempt to do so through the key theme of this book: People, Process, and Product. This chapter will certainly highlight the evolution of specific technologies through the years and their current state, but it will more importantly review the reasons for these changes (process) and the players who led the charge in each case, as well as the people who are doing so today.
2.1 From Slide Rules to Lasers: The Evolution of Technology in Construction
The construction industry, like many others, has experienced a profound technological transformation over the years. What started with manual processes—think slide rules, hand drawings, and backbreaking labor—has evolved into an era where cutting-edge technology, like lasers, augmented reality, and robotics, plays pivotal roles. This section traces that journey, exploring key milestones in construction technology and diving into the factors driving today’s explosion of applications.
2.1.1 The Shift from Manual Processes to Digital Tools
For much of history, the construction industry relied on manual processes to get the job done. The most advanced “tools” available for centuries were simple devices like rulers and compasses. However, the Industrial Revolution in the 1800s sparked the first significant leap in construction technology. By the mid-1800s, steam-powered cranes, shovels, and excavators emerged, making it possible to tackle projects that would have been unimaginable using only human labor. These innovations laid the foundation for the mechanization of construction, allowing larger, more complex projects to be completed faster and more efficiently.
One of the most important figures in this mechanized shift was Benjamin Holt, who in 1904 developed the first gasoline-powered tractor [1]. His later development of the caterpillar track allowed the machine to navigate rough, muddy terrains, making it the predecessor to today’s bulldozer. This early innovation not only changed the face of construction but also set the stage for the era of motorized construction equipment, which gained full traction in the 1920s with companies like Caterpillar and John Deere.
These early tools, although game-changing, were still largely mechanical. The real digital transformation didn’t begin until the second half of the twentieth century. In the 1950s, new communication tools like the fax machine made it easier to send and receive documents quickly—a small but meaningful step toward greater efficiency on jobsites. By the 1970s, construction professionals were using cameras and VCRs to record project progress more consistently, providing a visual record of jobsite activities. Pagers, which gained popularity in the 1980s, allowed for faster communication between teams spread across large construction sites.
But it wasn’t until the 1990s, with the arrival of email and the Internet, that the digital age truly began to reshape construction. Suddenly, project teams could communicate instantly, share detailed drawings digitally, and store massive amounts of data online. These changes were transformative, speeding up collaboration, eliminating the delays that plagued previous generations, and bringing project stakeholders closer together despite geographic distance.
Fast-forward to the late 2000s, and the construction industry started experimenting with even more sophisticated tools. The release of the iPhone in 2008 revolutionized on-site communication, allowing project managers to check emails, access project data, and even make site calculations on the go. By 2013, the rise of smart thermostats and connected devices indicated that the Internet of Things (IoT) was on its way to transforming how buildings are managed and operated.
Today, the integration of augmented reality (AR) and virtual reality (VR) into construction workflows marks the latest evolution. These technologies enable project teams to visualize structures before they are built, enhancing design accuracy and helping to identify potential issues long before they become costly problems on-site.
Each of these examples followed a general pattern (which we’ll explore more in a bit). They were initially met with skepticism by most except a group of risk-takers, struggled through spurts and stops as they evolved, and disappointed those who believed they would become more than what they were ever meant to be. Today’s hesitancy around autonomous vehicles and robots has a near identical parallel in another former emerging technology: elevators, which required a human operator until the collective trust had reached a critical mass. Gradually, though, these technologies became more dependable and widely used, until a tipping point was reached where they were no longer “emerging” but merely everyday parts of life and business. Those who did not use them were on the outside looking in.
Another common element from the previous list is that they were not the only new technologies of their time competing for survival. The volume and pace of change has increased in modern times, but failure is an essential step in the inventive process, as perhaps most famously memorialized by Edison’s thousands of light bulb trials.
The next chapter will introduce a playbook for navigating the ever-expanding sea of technology options to determine which are viable and which among them are the right fit for a particular need. For now, it’s enough to appreciate that this sifting is a necessary and ever-present step in the adoption process.
2.1.2 The Explosion of Applications in Development
The last decade has witnessed a staggering growth in technology applications specifically tailored for the construction industry. This explosion has been driven by a confluence of factors—demand for greater efficiency, heightened safety expectations, and an industry that, despite its size, has been historically slow to adopt digital tools. But why has the number of technology offerings surged so dramatically in recent years? And more important, what does this mean for the future of the construction industry?
One significant factor is the need to solve real-world problems in an industry notorious for cost overruns, delays, and labor shortages. Construction companies, facing tighter margins and more complex projects, are increasingly turning to technology to streamline processes and improve accuracy. For instance, project managers now rely on sophisticated AI-driven scheduling tools that can optimize timelines in ways humans could never manually calculate. Safety officers use real-time monitoring devices that can track worker movement and alert supervisors if unsafe conditions arise. These technologies address chronic pain points, offering clear incentives for companies to adopt them.
Another key driver behind the surge of tech development is the increasing affordability and accessibility of technologies that were once too expensive or complex for the average construction firm. As cloud computing and edge computing have become more affordable, they’ve allowed smaller companies to access powerful tools that once required massive infrastructure investments. For example, cloud-based building information modeling (BIM) platforms no longer require firms to maintain costly servers, making advanced collaboration tools accessible to even midsize firms.
Emerging technologies like robotics and artificial intelligence (AI) have also reached a point where they can be applied effectively—albeit gradually—in construction. Drones, once reserved for hobbyists or military use, are now staples on construction sites, used for aerial surveys, inspections, and progress tracking. Robotics, long considered a future technology, are today actively used to lay bricks, pour concrete, or even conduct site demolition. Meanwhile, AI-powered tools have the potential to transform data into actionable insights, helping construction teams predict risks, optimize resources, and improve productivity.
A further reason for this rapid growth in construction tech lies in industry demand for sustainability and green building practices. With increasing pressure to reduce carbon footprints and meet stricter environmental regulations, construction companies are looking for technologies that can help them achieve these goals. Smart building materials, energy-efficient designs, and IoT-connected devices that track energy consumption are just a few examples of how technology is pushing the industry toward a more sustainable future.
In sum, the convergence of industry-specific challenges, affordable technology, and a growing emphasis on sustainability has created fertile ground for innovation. As companies scramble to adapt to a rapidly evolving landscape, the question is no longer whether to adopt technology but which tools will offer the greatest ROI.
