As communication technology continues to develop, there is more and more of an emphasis on unifying the design/communications processes. Efficiency is one key to profitability, and one way to gain efficiency is to use technology to its maximum. However, technology is not always used in the same way by different offices.

In fact, large firms and small firms often use technology in very different ways because of capital investment, training and support issues. This also means that their respective design/communication processes are different. But even though the technology is used differently, it has also provided the opportunity for smaller firms to successfully compete with larger firms for significant projects. In a way, technology has increased the competitiveness for projects, as small firms are very good at communicating a value proposition to the target market. Small firms, more than anyone else, recognize the value of the capital investment required for technology, which allows them to compete at a higher level, often to the frustration of larger firms. The lean processes of smaller firms also means a lower expense ratio compared to larger firms.

In order to get a better understanding of this issue, several construction industry executives were asked for their input, and they have provided an insight into this issue that will help everyone use technology better.

The first question that was asked was "What can the small firms learn from the large firms in terms of the use of technology?"

Mark Kalin, FAIA FCSI LEED, of Kalin Associates Inc., commented on the fact that the resources of a larger firm translate to a different kind of use. Kalin said "The same technology is not really available to large and small firms. Certainly the programs run on the same computers, and are affordable, but the difference stops there. In a large firm, there is a squadron of people keeping the network running, setting up security protocols, and customizing the menus, layering, and settings for each program. The small firm doesn't have the resources to learn the nuances of the computer programs, much less network a herd of consultants who each suffer in their own use of the computer."

Randall S. Newton, Editor-in-Chief of AECnews.com also pinpointed the issue. Newton said, "Large firms are becoming less concerned with data formats and more concerned with real issues of productivity, such as the specific capabilities of software products, or true interoperability based on sharing data, not sharing files."

Dale Reiser, President of Professional Building Services, Inc., (PBS) an Illinois based design/build construction company, observed the differences between large firms and small firms in the following way: "A smaller firm must be unafraid to use technology that represents the creativity and sensitivity to the owners needs. Often the smaller firm has an upper hand to the larger firm by being in tune to the needs of the customer, as the smaller firm can afford to take the time. The lessons unfortunately learned from the large firm is, that the 'suit' is not necessarily what the customer is looking at, for they often prefer the "relationship" that can be developed after equal or greater expertise are shown."

It is clear that all users of technology large and small are concerned with one issue, and that is productivity and overall business performance. The larger firms have the luxury of more sophisticated use of a given platform solution through the never-ending process of making the technology usable. Likewise, the smaller firms must select wisely their appropriate application platforms. Again, the difference here is capitalization required to use technology.

As the future is right around the corner, another key question regarding the design/communications process is, "What areas of technology communications do you see in the future that will continue to change?"

Dale Reiser responded: "From the small firm's perspective, to use technology as an aid and not a means, must be kept paramount. Should the use of technology impersonalise the process, the "increased" capacity of technology is not truly an increase but potentially a loss".

Mark Kalin said, "Successful owners bring the entire design team together regularly for meetings - and make informed decisions that keep the critical path as short as possible. One interesting outfall of the popularity of the LEED green building program is that these meetings happen with much more regularity."

Randall Newton responded with a different observation that every firm is going to be looking at very shortly. "Voice will keep moving from the telephone system to the Internet over the next few years, dropping costs as the two fight for customers. Multi-office A/E firms will start insourcing, which is using IT to share work more efficiently, balancing their workloads across the firm. One large architecture firm is already doing this, and as a side benefit was able to reduce IT spending in regional offices, while at the same time increasing the ability of employees in regional offices to work on projects throughout the firm." This is clearly a new area of technology that will heavily impact the design communications process.

Another trend in architecture and construction is the change in how projects are delivered and, as noted above, the ever-increasing importance of relationships. Technology has been at the forefront of this change in delivery process because information can be presented to the owner by the "building team" much faster than ever before.

The question then is raised, "If in the future, since technology is all about the delivery of information in the design/communication processes, how do you see technology impacting construction delivery methodology in the future?"

Mark Kalin observed that the future is still about productivity. "We are involved in over 200 projects a year as they go through construction documents - drawings and specifications - and out to construction. In my experience, the successful teams are run by a project architect who knows the possibilities and limitations of the production and delivery of documents. It's a management task quite separate from designing a building that won't leak. They are backed up by the designers, production architects and specifiers who are each expert in their own role and critical for the success of the project."

Randall Newton pointed out the technology key to the future. "Data transparency and operational trust are the keys. IT can't impact construction delivery if the firms involved are reluctant to openly share data back and forth, and if they won't trust their partners."

Dale Reiser feels that there will be a positive contribution. "But only if we remember that relationship is truly what will determine decisions for or against the selection of design or design/build selections. If the proficiency factor is the only factor, the lack of relationship will undoubtedly be felt in a building project given all of the complexities involved."

The USE of the technology to increase productivity, as Randall Newton pointed out, is the driving force behind all companies, large and small. They simply look at different solutions to drive that technology. Mark Kalin further emphasized the point: "Personally, I see the design and construction industry continuing to break into specialties, each able to deliver quality design and documentation in a fraction of the time that was possible even two years ago. But the specialists need managers and team builders to make sure the owner's goals and expectations are met. It's time and money and quality needing to move forward at the same pace."

Developing more technology solutions that have an impact on productivity is probably one of the main keys that contributors have identified. As a case in point, when a system goes down, ALL productivity stops whether you're small office or a large office. For those that have not experienced a complete systems failure, it can be quite frustrating.

About the author and contributors: Ronald A. McKenzie is an architect, and president of Construction Peer Group Corporation. He can be reached at constructionpeergroups.comconstructionpeergroups.com
 
Randall S. Newton is Editor-in-Chief, AECnews.com at www.aecnews.Mark Kalin FAIA FCSI LEED is President of Kalin Associates Inc. He can be reached at mkalin@kalinassociates.com
 
Dale Reiser of Professional Building Services can be reached at dale@pbsdesignbuild.com

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©  Copyright 2007, The Construction Sciences Research Foundation, Inc.  Updated January 12, 2007.