Less misunderstanding among project participants
Design, construction, development, rental, administration and maintenance activities have different models, so their processes and digitalization priorities are analysed separately.
Construction companies need to know what has been completed on site, what is delayed and what it costs. Gathering this information is difficult when crews, subcontractors and office teams work separately.
Design teams need to manage drawings, tasks and customer changes. Colleagues and contractors need to know which document version is current and what still requires approval.
Commercial landlords need to manage leases, service charges and tenant enquiries. Tenants expect clear bills and reliable information about when their issues will be resolved.
Infrastructure projects involve several teams working at different locations. Their work needs to be coordinated with permits, inspections, contractors and document submissions.
Real estate development teams coordinate design, contractors, sales and buyers' choices. Changes must reach the people who implement and price them in time.
Property managers coordinate building maintenance, contractors and enquiries from residents or tenants. They need clear ownership of each job and evidence supporting the costs.
Building maintenance teams need to schedule inspections, respond to faults and record completed work. Technicians need equipment details and fault history before arriving on site.
Equipment rental companies need accurate information on reservations, returns and readiness for the next customer. Poorly coordinated transport or repairs can disrupt the whole schedule.
Work is being prepared or done, which then needs to be reasonably repaired.
The team works according to approved documents, records changes and sees their impact on the work plan and budget. The information collected during construction is later passed on to the building manager for his daily work.
The full digital sector analysis is presented below. A more detailed analysis tailored to the specific operating model is available on the business area pages.
The designer needs relevant drawings, the contractor - a workable plan, the asset manager - supervision performed, and the developer - a reliable estimate of the need for money. These works are linked by the same object, but their responsibilities differ.
The designers provide the contractor with the approved drawings, and the contractor transmits the data of the building actually installed to the manager. There is a prior agreement on what documents will be required for the next participant.
Drawings, measurements and maintenance history must indicate the appropriate room, stretch or device. Changing the numbering of an object preserves the connection to previous records.
Once the technical solution has been approved, it still needs to be adjusted and work planned. The project manager must see what is coordinated, what is being carried out and what has already been verified.
The project system specifies who prepares the document, who checks the work and who makes it. Participants see the information they need and the decisions that await them.
The team tracks the agreements and submission of official documents by the project participants separately. At a specific stage, what is prepared, what is submitted and what solution is expected.
Construction and property projects are implemented by many individual companies, so the result is determined by the information transfer between them. It is important for the customer to manage the term, price and quality from design to use of the building.
Information is mainly held in separate files or notes. Employees pass it on and reconcile it manually.
Teams record their work consistently, but sharing information with colleagues still requires considerable manual checking.
Core work is managed in systems. Some information is transferred automatically, but repeated data entry remains.
Systems deliver the required data on time. Employees can see unfinished work and know who is responsible for resolving discrepancies.
The team checks data quality, evaluates results and uses them to improve operations. Automation is applied where its value can be demonstrated.
A change to a drawing or contract needs to reach everyone whose work it affects in time. When information stays in separate emails, rework increases, decisions are delayed and additional costs become harder to explain.
Common project or property information is useful when it can be relied upon in the execution of works. What is agreed, what has been done, what is accepted and what can be accounted for must be clearly seen.
The transfer does not show the version approved for the specific purpose and the recipients of its replacement.
The installed change and its evidence are not linked to the information of the transferred property.
The technical scope, commercial solution and residual cost estimate are updated at an unmatched time.
The records and measurements of the works are not linked to a specific stage being evaluated. It is unclear what works and territory they cover.
There is a lack of space, verification criteria or confirmation by the responsible employee that it has been removed at the defect.
The contents of the transmission are collected without checking the operational register and the need for its use.
The supervisory task is assigned without checking the required expertise, parts, access and post-work verification of the specialist.
The issue of buyer, resident or tenant has no connection to responsible technical or commercial progress.
Cost, time, usage and script volumes vary, but the report does not show these limits.
A change in the unit, price, area, or term of an asset is not linked to an accepted commercial version.
Previous returns, kitting and transfer capacity are not verified for future leases.
The team works according to approved documents, records changes and sees their impact on the work plan and budget. The information collected during construction is later passed on to the building manager for his daily work.
The work is based on the wrong version of information
Work is being prepared or done, which then needs to be reasonably repaired.
Progress of design information and changes
Manages the preparation, review and release of a solution for a specific use. Accepting the customer's need and applying a repeatable solution has its own clearly linked course.
The change does not reach the forecast for the rest of the work
The term and price forecast omits known effects or includes unconfirmed income.
Construction works and project forecast management
The team sees the scheduled works, the performance data provided, the status of the reception and the rest of the tasks. The measurements and site records indicate which works and the part of the object they approve.
The fact of performance has an uncertain scope
Progress or remaining work is measured by incomparable data.
Construction works and project forecast management
The team sees the scheduled works, the performance data provided, the status of the reception and the rest of the tasks. The measurements and site records indicate which works and the part of the object they approve.
The non-conformity is closed without sufficient justification for correction
Reception is repeated, and the same problem may remain in the object.
Management of quality checks and non-compliances
The team registers a specific flaw, assigns its correction and verifies the result. Admission is confirmed by the verification performed and the necessary documents.
The design information does not match the actual object
The operating team must re-determine who and where is actually installed.
Managing Information and Transmission of Actual Assets
Agrees on the relationship between the project and the real estate and transfers the necessary data to the recipient. Can use the already existing operator register without creating a new independent copy of the property.
Recipient cannot accept property data
The missing information must be restored or re-verified in a physical object.
Managing Information and Transmission of Actual Assets
Agrees on the relationship between the project and the real estate and transfers the necessary data to the recipient. Can use the already existing operator register without creating a new independent copy of the property.
Manages the preparation, review and release of a solution for a specific use. Accepting the customer's need and applying a repeatable solution has its own clearly linked course.
The team sees the scheduled works, the performance data provided, the status of the reception and the rest of the tasks. The measurements and site records indicate which works and the part of the object they approve.
The team registers a specific flaw, assigns its correction and verifies the result. Admission is confirmed by the verification performed and the necessary documents.
Agrees on the relationship between the project and the real estate and transfers the necessary data to the recipient. Can use the already existing operator register without creating a new independent copy of the property.
Manages the need for maintenance, properly prepared task and accepted result. Property administrator and service provider responsibilities are maintained even when working in a single system.
Accepts submission and returns a true solution to the responsible process. Buyer's choice, establishment coordination and the daily issue of failure have different reception conditions.
Explains costs, conditions of use and scenario assumptions. Financial forecasting is separated from fact and analytical allocation is separated from official taxation.
Manages the right unit of property, valid price, reservation and contract events. Physical transfer is linked to a specific contractual rule.
Combines order set, preparation, delivery and partial return. Technical readiness and proof of transfer are obtained from responsible sources.
The transfer details and criteria for their acceptance are agreed against the selected work package to prevent the collection of evidence that is inappropriate for the recipient.
The data of documents, tasks, assets, contracts and finances are merged. Each change must be approved by the employee responsible for a specific area in accordance with the rights granted to him/her.
The same avoided conversion in common use is counted once. A change in the volume of physical works, air or customer is separated from the result of the process correction.
The time between the approved change and the confirmation by the concerned operators that they have received the information and agreed on the action required.
Work on restoring missing drawings, work records or transfer documents and matching them with responsible participants.
Downtimes due to deficiencies in pre-known but unsolved documents, materials, access or previous work.
The final cost of the project is compared to the forecast recorded at the agreed time, based on the same volume of work.
Contracts signed are divided by all comparable rental offers. The purpose, location, price and rental preferences of the premises are taken into account.
When a company starts collecting reviews, negative reviews about the organization of the installation in the rented premises are counted from all evaluations received on this topic. The same method of evaluation is applied before and after installation and similar customer groups are compared. Without initial data, the actual change is not determined.
These approaches show how more advanced technology could support specific activities. Each includes its potential value and implementation requirements. Suitability needs to be assessed against the company's data and operating conditions.
The system checks the parameters of the model according to the approved rules. Non-conformity is reported to the engineer responsible for the relevant part of the project.
Dated images help determine the change of work to be checked, linking it to location and intended scope.
The object's point cloud is automatically compared to the geometry of the project. The engineer is noted for possible inconsistencies in location and measurement error so that it can purposefully verify the actual result.
The contract offers dates, areas and indexing conditions while preserving the original's location for commercial inspection.
Energy and maintenance are compared according to the purpose, employment and season of the building, distinguishing the tolerances to be checked.
The assumptions of construction, sales or financing are changed together, assessing the capital requirement and project outcome.
For a technician's question, records of specific equipment instructions and previous work are selected. A reply draft is provided with links to sources so that the technician can check it before diagnosis.
The images of the issue and return help the employee to notice the difference, whose cause and responsibility are assessed separately.