The generative AI market is booming—from $26 billion in 2024 to $37 billion in 2025, with a projection of $255 billion by 2030, according to Precedence Research. To harness the transformative power of AI (artificial intelligence), construction firms must align their processes strategically. That’s what we will look at in today’s blog.
If you have been following along here on the blog, then you know in the first phase of this summer series, we have been talking about AI in general and AI throughout the lifecycle of a construction project, including design, construction, and building operations. In the second phase of the blog series, we have also looked at it in key areas like accounting and ERP (enterprise resource planning) and bidding and estimating.
Now, we are in the last phase of the blog series, where we look at aligning people, process, and technology. We explored the role of people last week. Now, let’s look at some key strategies that will help to shape construction processes in a new era of work. Let’s look at three key steps.
Start with governance and guardrails: The American Management Assn., report highlights that AI governance rose from 15% to 50% adoption in a year—but many companies still lack formal policies. Embedding AI governance, such as guidelines ensuring data accuracy or model feedback loops, prevents errors and builds trust.
Consider the technology: A Deltek report for government contracting underscores the need for continuous, data-driven iteration. Key here will be defining KPIs (key performance indicators), automating workload balancing, and refining performance. Construction processes benefit from this, as teams can iterate schedules based on realtime site data, adjust resource allocation using AI insights, and continuously train teams for new workflows.
Ask the people: Process innovation should enhance human work. Business Insider calls this a “people‑centric approach,” using AI champions, clear communication, experimentation, and feedback to foster adoption. Make sure to include front‑line crews in planning, which will ultimately help align process, tech adoption, and the people part of the equation.
Implementing AI is challenging to say the least and it will require forethought and ongoing adjustment to ensure success. Construction companies will want to consider creating a formal governance and will need to consider the technology itself and the people leveraging the technology. This will ultimately lead to a solid foundation for scalable success. What would you add?
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