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General Contractors Give Insight Into Construction Technology, Implementation

Construction has always been an old school kind of business, even among the tech-savvy. A hands-on approach still seems the surest way to get things done in an industry propelled by demanding project schedules and ever-increasing complexity. 2019 is far beyond the dawn of technology as an asset in commercial construction, yet many in the industry still find the integration of new technologies difficult, expensive and sometimes less than successful.


In the spring of 2019, MasterGraphics.aec (MG.aec), national specialists in design and construction technology and process innovation and a premier partner of Autodesk, convened a General Contractor Round Table in Denver. A group of 10 participating firms enjoyed lunch and a thoughtful, spontaneous conversation on the challenges and benefits, frustrations and successes they experience in the technological churn.


“MG.aec is interested in understanding the issues the building industry faces from the users’ perspective. We’ll conduct similar Round Tables nationally,” says Stan Hennigh, Business Development Manager of MG.aec’s Construction and Specialized Services team. The Denver Round Table included participants from readily-recognized general contractors serving both Colorado and national markets:


- GE Johnson Construction

- Haselden Construction

- FCI Construction

- JE Dunn Construction

- Hensel Phelps Construction

- Saunders Construction

- Mortenson Construction

- Fransen PittmanUC

- HealthMB BIM Solutions


“Buying and implementing new technology is supposed to solve problems, not create them,” says Hennigh. Participants were surveyed using a mobile-phone poll around three conversations:


- Productivity and Waste

- Implementation and Adoption of Technology

- Disruptive Processes and Technologies


The group’s responses were tabulated instantly, setting the agenda for the discussion that ensued.


Productivity and waste


What are the greatest concerns; root causes; and possible solutions


The group largely agreed that the biggest challenge is the cost and aggravation of rework. Primary among the causes for rework in the eyes of participants was a lack of design completeness. Lightly defined details or poorly-coordinated building systems combined with subcontractors’ need to work at least as quickly as the schedule demands can lead to complications and rework. The impacts of rework in the field are mistrust, decreased profitability and possible delays to other trades.


Owners need to be aware when they hire an architect, they are buying a set of design documents. They have a responsibility to demand quality documentation and clear specifications that don’t leave contractors trying to resolve design issues in the field.

When owners incorporate an integrated contracting model like Design-Build, Integrated Project Delivery (IPD) or Construction Manager at Risk, they take a big first step in eliminating the probability of rework. Fluid collaboration among owners, designers, contractors and builders and improved project documentation from start to finish are primary advantages of integrated delivery methods.


Used in an integrated project delivery, Building Information Modeling (BIM) can eliminate many of a project’s possible complications. Most importantly, successful projects generally involve owners who are engaged, committed leaders rather than passive participants.


Implementation & Adoption of Technology


Success, failures, and opportunities for innovation


The Denver Round Table shared that implementing new technology was initially handled like other facets of construction, through departmentalization. At the onset of the Building Information Modeling boom in the late 2000’s many leading commercial contractors created BIM departments and staffed them with young, tech-savvy specialists to bring building into the digital age. However, taking cues from the ingrained wisdom of having a dedicated safety department or estimating team, at many firms the BIM department was instantly siloed away from the daily flow of work.


“Departmentalization causes a stop-and-start process in the workflow,” says Hennigh. “Technology should be integrating more participants into decision making, and to do so it needs to be used start to finish.”


Several participants commented on the benefits of co-locating entire project teams through design-build or other integrated contracts to achieve better project development. Co-location also reduces individual user’s frustrations with new technologies due to easily accessed peer assistance.


Some firms are using BIM’s fourth dimension, the capacity to coordinate the design documentation with the project sched