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Business area digitalisation analysis

General and specialised construction digitalisation

How to integrate the bill of quantities, schedule, contractors, site, quality and billing into a single project control process

Digital maturity

Typical digital maturity

Shows the level of technological and process digitalisation at which companies in the sector or business area typically operate today.

A typical market situation is assessed, not the most advanced companies.

The assessment consists of five equally weighted dimensions:

Core system usage
Whether ERP, CRM, WMS, MES, customer portals or other operationally important systems are widespread in companies.
Process digitalisation
How many core processes run in systems and how many are still managed manually.
Systems integration
Whether core systems exchange data between themselves or whether employees transfer information manually.
Data quality and readiness
Whether core data is structured, up-to-date, consistent and suitable for automation and analytics.
Advanced data use
Whether real-time analytics, forecasting, automated alerts, optimisation models or AI are used.

The final score is the average of the five dimensions.

1–5 scale

  • 1 very low maturity
  • 2 low maturity
  • 3 medium maturity
  • 4 high maturity
  • 5 very high maturity

A low maturity score does not necessarily indicate low potential. On the contrary, low maturity and a high level of manual work may indicate significant untapped digitalisation value.

medium
Skaitmenizacijos potencialas

Digitalisation potential

Shows how much significant business value a typical sector or business area company can create by systematically digitalising core processes.

The rating is calculated on a 100-point scale across five dimensions:

Process frequency and scale 20 %
An assessment of how frequently the digitalised processes recur and what proportion of operations they represent.
Manual work intensity 20 %
An assessment of the extent to which processes depend on email, telephone, Excel, paper documents and repeated data entry.
Impact on revenue and costs 25 %
An assessment of the potential effect on sales, margin, customer retention, administrative costs, errors, downtime or inventory.
Growth and scale potential 20 %
An assessment of whether digitalisation would enable operational capacity to be increased without expanding headcount and costs at the same rate.
Impact on decisions and risk 15 %
An assessment of the potential effect on data reliability, decision-making speed, customer experience, and the reduction of errors and operational risk.

The final score is calculated according to the assessments and weights of all dimensions.

100-point scale

  • 0–20 very low potential
  • 21–40 low potential
  • 41–60 moderate potential
  • 61–80 high potential
  • 81–100 very high potential

A high score does not mean the solution will be easy to implement. It indicates the size of the potential value, not the implementation complexity.

81/100
Biggest challenge
Plan and Site Fact Not Linked
Biggest opportunity
Integrated construction project control

In this business area, the greatest value will be created by integrated construction project control. It is recommended to start with a clearly limited first process and expand the solution in stages.

General and specialist construction operating model

The contractor's operating model is based on work packages, to which quantities, timelines, subcontractors, materials, quality requirements and commercial terms are assigned. The digital process must maintain the same package from estimate to acceptance and completion recording.

Plan and actuals change daily

The schedule is constantly affected by design decisions, supply, weather conditions, crew capacities and work by other contractors.

High dependency on subcontractors

Information quality and timelines depend on the work discipline of many external teams.

Commercial significance of changes

A technical change can alter the price, timeline, material requirements and responsibility.

Data is created on the construction site

The most valuable information arises at the workplace, so the process must work on mobile and without complicated re-entry.

Market and technology context

Contractors are moving from document accumulation to real-time project control, where site actuals are linked to schedule, budget, changes and reporting. The greatest practical value today is created by mobile data capture and a unified work structure.

  • Margin and cash flow pressureContractors need to see variance before month-end close, not after it.
  • Mobile construction site expansionTasks, inspections and evidence must be recorded where the work is performed.
  • Building Information Modelling (BIM) and works data integrationThe value of the model increases when its elements are linked to work packages, quantities and progress.
  • Automated progress assessmentImages and models can help identify variances if the work structure and actual data are reliable.

Typical Operating Chain

01

Tender and contract scope

Quantities, work packages, deadlines, risks and commercial assumptions are estimated.

02

Preparation for construction

Detailed schedule, procurement, subcontractors, teams and information requirements are specified.

03

Work allocation

Work packages are assigned to responsible teams with relevant drawings, quantities and deadlines.

04

Site Fact and Control

Progress, consumed materials, obstacles, inspections, defects and changes are recorded.

05

Acceptance and Sign-off

Actual quantities, proof of completion, additional works and invoices are confirmed.

06

Handover and Warranty

Defects are closed, documents are handed over and warranty obligation history is managed.

Digital maturity model for the business area

0

Construction site managed by messages and paper

Tasks, progress, changes, inspections and proof of completion are communicated verbally, via messages or paper forms, leaving no reliable project actuals.

1

Separate project files and messages

Schedules, tasks, photographs, changes and reports are managed through different channels.

2

Digital project tools

Separate estimating, project and construction site systems are used, but plan versus actuals are reconciled manually between them.

3

Unified work package process Typical current situation

Task, progress, quality, change and acceptance are linked to the same work package.

4

Real-time commercial control Siektina

Schedule, quantities, costs, changes and invoicing are updated quickly enough for decision-making during the project.

5

Predictable project portfolio

Historical data and AI help anticipate delay, margin, supply and quality risks across different projects.

Key finding

Project margin is lost when construction site actuals, additional works and quality evidence reach commercial control too late. A mobile workflow for a single work package makes it possible to connect actual completion with acceptance and recording first.

The first priority is a mobile workflow for a single work package from task and current information to progress, quality inspection, acceptance and recording.

Related digitalisation topics

Digitalisation solutions: general and specialist constructionDigitalisation of site processesDefect management system
Next step

Assessing digitalisation opportunities for 'General and specialised construction' business area

The business impact of integrated construction project control can be assessed, and a realistic first version with measurable KPIs can be defined.

Introduction