Adapting to New Technologies as Construction Project Manager

Construction Project Manager

It takes all the employees of a construction firm, from secretaries to security, from roofers to retrofitters, to bring a project to a successful conclusion. And no employee at that firm wears more hats than a project manager. From project review to scheduling, from direct employee supervision to report writing and presenting, he or she leaves footprints on every aspect of the project. But the manager doesn't want those footprints to become a mess. So in order to ensure the project moves as efficiently as possible to its conclusion, he or she has to be adaptable.  These days, adaptable means being able to incorporate new construction technologies into the routines of project work.

Although the construction industry has been noticeably slower than others to adapt to a digital way of performing much of the work that comes with projects, there's really no reason to delay. Today’s construction project manager software allows managers to quickly prepare materials lists, search employee timesheets, and analyze budgets, among many other tasks. Take Raken, for example. Its daily reporting software allows managers and other staff to do away with the infamous green notebook and complete and submit professional looking reports not just from a computer, but other mobile devices. Once filed, these reports can be stored for up to ten years on the cloud, safely and securely. Appropriate parties can also easily access these reports for review or for addendums of both text and photographs. In fact, because Raken's reports can be viewed in real time, various staff members can collaboratively work on reports without having to leave their respective work sites. This makes it easier for a manager to track project employees, and saves a firm considerable money in time and fuel spent traveling to meetings and visiting work sites. And Raken also allows managers to issue weather and safety warnings to multiple computers and devices quickly, protecting people and property.

Some managers encounter resistance from firm heads at adopting these new technologies. Aren't they expensive? Difficult to install and use? Requires the hiring of an IT team? But they should point out that these new technologies are cheaper than the waste and repetition of the pen and paper method, services are often charged a la carte, (you don't pay for what you don't use), they are Web based, meaning no new systems have to be installed and mastered, and providers handle any maintenance issues or other problems. So since one of the main functions of a project manager is to insure a problem free work site, another function should be to explore and utilize these new technologies to make this happen.

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