Boh Bros. Construction

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

Could you provide a brief about your career journey in the construction industry?

With 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.

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.

How has the industry evolved in the recent years?

Historically, construction has been perceived as slow in adopting new technologies, a sentiment echoed in the 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.

What was once considered groundbreaking has now become standard practice for many medium to large-sized organizations. Piloting drones, utilizing LIDAR, leveraging photogrammetry, and seamlessly disseminating information to field teams are no longer unique selling points but rather expected baseline capabilities. The bar has been raised, resulting in a positive shift that benefits all industry stakeholders. 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, such as ChatGPT, to push us from the realm of prediction to creativity. As we witness the integration of generative AI into our applications, I am eagerly anticipating the exciting possibilities it may unveil. 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 insight into the implementation of generative AI in project management?

In our organization, we have established a technology community of practice inspired by sociologist Eddie and Beninger's concept. This community brings together individuals with a shared interest in technology. During one of these discussions, a colleague shared an experience utilizing ChatGPT—an impressive generative AI tool.

 One of the critical considerations in implementing technology initiatives is change management. Understanding the organization's readiness for change is paramount 

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 then 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 creative aspects of construction.

How can leaders build strategies to seamlessly implement emerging technologies?

One of the critical considerations in implementing technology initiatives is change management. Understanding the organization's readiness for change is paramount. It involves prioritizing and gauging the capacity to absorb and internalize change at different levels. We must be mindful not to overwhelm the organization by introducing multiple new products simultaneously. Instead, we should maintain focus and clarity, identifying the areas that drive the best outcomes for our processes.

Securing the buy-in of the executive team is equally vital for the success of technology initiatives. Their support and effective communication are key to ensuring that these initiatives become integral parts of the company's strategy. By framing them as strategic endeavors rather than mere technological pursuits, we can align them with the overall organizational objectives. It may seem obvious, but it remains crucial to consider innovation as an ongoing part of our company's strategy. We should allocate time and effort thoughtfully, continuously assessing our current and future needs. Striking the right balance means driving innovation that the organization is ready to embrace while aligning it with our 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 a fresh perspective and valuable insights.