September 2018

At the Core of Technology Adoption Is … Communication

by Tyler Riddell, eSUB Construction Software

Technology is here to stay, and if you’re not taking advantage of it to improve your construction company, its processes and staff’s ability to do more with less than your computing power to drive growth will run its course with by the next economic downturn. You must adapt or risk being outpaced by competitors. The following article addresses highlights common issues facing firms struggling with technology adoption and how easy it is to transform from paper to iPad if this is your choice of mobile tablet.

Long-Standing ‘NOT SO’ Best Practices

As our desktops moved to computer screens in the early 1990s, new software tailored for the estimating process entered the construction industry and has yet to yield its hold: Microsoft Excel. Excel is so ingrained in construction that whole generations of contractors have grown up with the concept that it is the best and only solution. Most degree programs in construction even require coursework in Excel.

However, Excel does not integrate every system that a company may adopt, including accounting or scheduling, and does not have the processing power for large, multi-user projects involving complex calculations and several projects underway. Excel is simply a tool in the data silos that permeate construction company departments (front office, back office, the field) and their manual workflows. However, Excel is not the bad guy, but 30-plus years of no productivity gains in the construction industry is endemic and illustrates the conversation must change.

Drivers for Change

For a company and workforce hanging on to old systems, they have created sedentary obstacles for progress that require a new strategic focus and commitment from top management to eliminate. A new attitude, empowered by new technology specifically for subcontractors to streamline and implement efficiencies on the construction project, is the perfect medicine. So, what’s driving change?

• Labor shortage and stagnant productivity
• High costs and risk mitigation
• Data silos are crippling organizations
• Tech is becoming easier to implement
• Generational changes

Companies are searching for solutions when they have grown frustrated with the capabilities of current systems. Making the transition to the next-generation construction professional requires an understanding of the players and the playing field. The following are some fundamental building blocks for these considerations.

The New Hammer

The tools for change that may have been cost prohibitive in the past are now readily available. These include 3-D laser scanners, 3-D printers, internet-enabled printers, drones and Google Glass. While we will hear more about these jobsite accessories in the future, the most significant hardware drivers today are items that have matured and reached “hammer” status as construction tools: mobile devices. The computing power of phones and tablets has increased to the point where they are virtually as capable of performing most jobsite functions as well as a laptop. They even work in when there’s no internet!

According to an On Center survey, over 70 percent of construction professionals utilize some mobile device in the performance of their duties. Construction analysts have seen increased usage of 35 percent year after year. The advent of 4G and LTE networks represented a shifting focus from delivering voice to delivering data. This infrastructure means that mobile devices can now become reliable sources of transmitting daily reports, plans, and photos, accessing cloud servers and conducting real-time conversations and asset tracking.

Today’s hardware and powerful networks have ostensibly converted the jobsite into an extension of the office. The enabling element in this scenario is the cloud-based software platform connecting all sides of the communication channel through the mobile device. In a broader sense, this reflects the maturation of the Internet of Things in the construction industry.

Selecting the Right Technology

Understanding technology is critical to making informed selections as a next-generation construction professional. Licensed software, Software as a Service (SaaS) and cloud solutions all refer to different methods of delivery and software ownership. Specialized software exists for all phases of the construction process. These special packages are all available in varying formats. It is crucial to understand what these formats are to make an appropriate decision that will solve the problems of a business.

SaaS and cloud computing are two terms that have grown to mean almost the same thing. Originally SaaS referred to any software that was accessed online and did not reside on a company’s servers. Cloud computing used to be the realm of software developers and IT departments that needed virtual computers/servers, data storage capacity and development environments. However, software companies realized there was a massive market for applications delivered to everyone.

Scratchpads to iPads

For purposes of this discussion, let’s assume that a current company is using Excel or paper. Also, consider that the company has reached a tipping point (e.g., losing crucial documents, lost time and money on projects, etc.) for many reasons. A construction professional with a working understanding of the options available can confront change from an enlightened standpoint. Your company should approach a technology move with the same methodology as a construction project: it must be broken down into parts. The process begins with a needs assessment.

Identify Company Pain Points

Is data loss a problem? Has a server crashed?

• Is it necessary to deal with inputs and outputs from multiple departments? Consider a solution that provides information into a single document from multiple sources. What are the mobile capabilities of these solutions?
• How many solutions does a company need? Specialized programs exist to cover every aspect of the construction building cycle. Is takeoff and estimating enough? Is collaboration during the project necessary? Most likely, you need all three but “Best of Breed” is the best choice. Why, because they are the best at what they do. These must easily connect, though.
• What type of integration is necessary to connect department tools? A simple push and pull of a CSV flat file may suffice and eliminate duplicate data entry.

Time to Select a Solution

Once a construction company has determined the type of technology needed, the selection process begins. It is critical to demo any solution under consideration. Remember, you want technology that is designed for the construction subcontractor.

• Develop a checklist of features that address your company pain points (see #5). Use this in your evaluation.
• Does the vendor offer training and ongoing training?
• What does the implementation plan look like?
• What kind of support does the vendor offer?
• Is the vendor’s solution intuitive? It better be. Is it specifically designed for a subcontractor?
• Does the vendor offer more than one solution, enabling future growth?
• Is the vendor’s product based in professional construction experience offering business solutions? Or is it based in professional IT experience?

Ensuring Technology Adoption—Your Check List for Success!

No matter how cool the technology, or slick the vendor selling it, if you don’t mandate your office and field staff roll it out successfully, such as a case with a construction project, you’ll be left with an expensive bill. Below are proven steps to ensure a successful implementation.

1. Define Objectives/Goals for Construction Software
   How will your team define the implementation project a success? Without clearly stating the desired objectives or goals of the technology implementation, the team will have no direction. Goals should be SMART: Specific, Measurable, Ambitious, Reachable, and Time-bound. Examples of a goal for a daily report solution may be to increase field productivity by 25 percent within six months. For a project management or document control solution, the team may define his or her metric for success to ensure that correspondence or documentation does not stay open for more than seven to 10 days. A clearly defined goal or objective will provide the team with a threshold to determine success.
2. Start with a Pilot Project
   Similar to the construction projects we work on day in and day out, implementation of construction technology should revolve around a similar project plan. A project manager will drive the implementation schedule and ensure that the team is hitting its milestones is critical. The beauty of construction technology is that a pilot team can implement the software on a smaller scale through a phased approach. Because technology implementations can be overwhelming, a “quick start” program will make the implementation more digestible. The pilot team will try, test, and tweak, the technology and process before wide-scale rollout. Or, simply implement it with another project team on the next project with the pilot team providing guidance.
3. Executive and Employee Buy-In
   The members in the pilot program play the vital role of project champions. They will serve as the product experts and champion the benefits of the new solution to other employees. To get widespread adoption at the user level, employees must thoroughly understand the benefits that it provides directly to them. While everyone wants to see the larger company successful, they do not want it to be at the expense of their own autonomy or increase their workload. Everyone wants to know “What’s in it for me?” With those benefits clearly defined, it will be smooth sailing toward receiving employee buy-in. Most of all, the support of leadership is instrumental to success. They serve as essential cheerleaders who can deliver incentives to ensure proper usage. Their ability to be sympathetic to employees of this change as well as receptive to its feedback will ensure long-term adoption.
4. Thorough Training and Ongoing Customer Support
   Regardless of how intuitive or how easy a system is to use, comprehensive training by all team members is mandatory. The vendor and evaluation team need to work closely together to ensure that training is adequately covered within the implementation plan. Additionally, once the team is fully trained, it is important to determine the level of support that you will continue to receive from your vendor. Will your team be accountable for training new users or is this something your vendor can do? Some vendors provide unlimited training and support while some sell their training and support as packages. This is something to keep in mind when implementing a phased approach or when onboarding new employees.
5. Use Carrots or Sticks
   As the implementation period goes on, some of your team members may need some extra nudging to get on board. Similar to the mule that is having a hard time moving forward, do you provide a carrot as an incentive or spank with a stick as punishment? Some owners will dock the pay of the foreman if they do not utilize the new software, while others will provide an extra half hour of pay. The awards must be meaningful to your team, or they will not provide the right incentive for adoption. Even the simple act of recognizing and acknowledging those who are going above and beyond in their usage or those that are helping others during the transition process will go a long way as a reward.
6. Feedback Loop
   The key to all adoption success is communication. Ensuring that the lines of communication are open for positive and negative feedback is critical throughout implementation and beyond. Why are those individuals just not using the new system? Learning more about the specific reasons will help to make any adjustments whether it is providing additional training or tweaks to the software. Employees are the key to a successful company, so a company must do all it can to take care of their employees. It is important that every person’s needs and their feedback be addressed for long-term adoption.

Making the change from an analog to a digital construction company requires careful consideration of your needs. Once a construction company has taken steps to create a more technologically advanced operation, interfacing with a rapidly evolving jobsite, expectations for increased efficiencies will occur naturally.

Nothing worth having comes easy. And while construction technologies for the office and job site should be easy to use and implement, change is not easy. At the core of all the adoption tips is communication. Actively listening and communicating with your employees during this time of transition will be the most important thing one can do to ensure adoption.

Tyler Riddell is the vice president of marketing at eSUB Construction Software. He is responsible for driving market leadership, global awareness, demand generation, and strategic communications. With extensive experience in the construction industry, he often shares his insights in articles written for leading construction blogs and publications. He can be reached at (858) 266-8322 or tylerr@esub.com.

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