Promoting Tech Implementation for Seamless Construction Project Management

Adam Krob, Director of Information Technology, Field Audit, and Process Improvement, Boh Bros. Construction

In an interview with Construction Tech Review, Adam Krob, director of information technology, field audit, and process improvement at Boh Bros. Construction, sheds light on the construction industry’s current standing on implementing emerging technologies to seamlessly manage projects.

Could you briefly chart your career trajectory in the construction industry?

I began my professional journey in the field of EdTech before transitioning to the construction technology industry seven years ago. As a seasoned technologist with a background in consulting, my focus shifted towards examining the application of technology in the construction sector.

Having almost seven years of experience as the director of technology, audit and process improvement at Boh Brothers Construction, I have had the privilege of working with a company that offers a diverse range of services, including heavy civil construction and asphalt production. It's an exciting and dynamic position that allows me to contribute to the growth and success of the organization.

How has the industry evolved in the recent years?

Historically, construction has been perceived as slow in adopting new technologies, a sentiment echoed in a well-known McKinsey report highlighting the industry's underutilization of technology. In the past five years, however, I have witnessed a significant increase in the number of companies spearheading innovative technological advancements.

“A critical consideration in implementing technology initiatives is change management, as is securing the buy-in of the executive team and viewing innovation as an ongoing part of a company's strategy.”

What was once considered groundbreaking—implementing drones, LIDAR, photogrammetry, and real-time field information systems—have now become the baseline technology and standard practice for many medium to large-sized organizations. We now recognize the need to integrate technology more deeply into our processes, carefully considering how it can enhance existing practices and transform areas that require improvement.

Non-quantitative data analysis and the use of machine learning modeling are emerging as areas poised for significant change. While startups previously championed these approaches, we are now witnessing their integration into mainstream applications.

My particular interest lies in exploring the potential of generative AI like ChatGPT to push us from the realm of prediction to creativity.  While there are undoubtedly numerous benefits, it is crucial for us to approach these advancements with careful consideration, acknowledging the potential challenges and ethical implications they may present.

Could you give us some insights into the role of generative AI in project management?

In our organization, we have established a “technology community of practice” inspired by sociologist Étienne Wenger’s idea of bringing together individuals with a shared interest. During one of these discussions, a colleague shared an experience with ChatGPT.

He described how ChatGPT provided a head start by generating a well-structured letter, enabling him to expedite his progress. By leveraging the AI-generated content as a foundation, he could personalize and refine it to suit his needs. This experience showcased the potential of generative AI to accelerate workflows and spread best practices throughout the industry.

Our organization already employs analysis tools to assess contract data and generate scores, offering valuable insights. What captures my interest is exploring the next level of AI assistance, where the tools analyze and suggest solutions. This advancement has the potential to significantly reduce the time spent on routine tasks, allowing our project management teams to focus their efforts on the creative aspects of construction.

How can leaders build strategies to implement emerging technologies?

One of the critical considerations in implementing technology initiatives is change management. It involves prioritizing and gauging the organization’s capacity to absorb and internalize change at different levels.

Securing the buy-in of the executive team is equally vital for the success of technology initiatives. Their support and effective communication are crucial to ensuring that these initiatives become integral parts of the company's strategy. By framing them as strategic endeavors rather than mere technological pursuits, leaders can align them with the overall organizational objectives.

It is also important to consider innovation as an ongoing part of a company's strategy. Leaders should allocate time and effort to continuously assess their organization’s current and future needs and striking the right balance between them. This helps drive innovation that the organization is ready to embrace in alignment with its strategic initiatives and key performance indicators.

What is your advice for peers in the industry?

I find it valuable to explore technological advancements within the construction industry while drawing insights from other industries. By looking beyond our own field, we can uncover innovative approaches and solutions that may address challenges we haven't even considered yet. It also allows us to tap into diverse ideas and apply lessons learned, bringing fresh perspectives and valuable insights.