Current events have caused many companies to cancel all non-essential travel and implement work-at-home plans for non-essential employees. Many of our clients are including online training as a component of work-at-home plans to ensure that employees continue to enhance their skills (or learn new ones) and maintain productive, trackable time while working at home.

We have posted many P6, ViewpointOne Spectrum and Kahua how-to videos, including:

We are sharing the communication below that was sent to all CDP employees this morning that outlines recommended best practices at this time. We are encouraging our staff and clients to work remotely when possible.

Article posted on ConstructionExec.com

Article written by Rob Preston and appears on Forbes.com

Speed. Security. Agility. Innovation. Automation. Insight. These are the words leading CIOs keep coming back to when explaining their technology, business, and organizational priorities.

Article written by Steven H. Miller and appears on Constructor Magazine.com.

There is an old adage concerning timely action about the uselessness of locking the stable after the horse is gone. It is, unfortunately, the story of many construction companies confronting the issue of cybersecurity. They never considered themselves a target until it was too late.

Many are surprised by how fast the future has arrived, but it is here now. From payroll and tool-tracking to 3D building models and as-built laser scans, a construction company’s network is the conduit for increasing portions of its activities and is hosting an increasing number of outsiders and their devices. That is an attractive target for thieves, especially since the number of vulnerabilities in the network is growing. If the ‘stable’ in the old adage is your computer network with 250 doors instead of one and strangers going in and out, locking it up is not a simple task. To avoid becoming a victim, cybersecurity must be considered a top issue.

Article written by Andy Holtmann and appears on the Viewpoint blog

Submittals are one of the most vital parts of the processes and workflows around construction projects. The submittal process assures owners that their plans and specs are clearly understood by both contractors and subcontractors building the project. This process ensures both quality control and contractual compliance per the plans and specifications.

A typical construction project, though, can feature hundreds, if not thousands of submittals and workflows around them. Delays in processing or last-minute submittals can lead to problems — including requests for information (RFIs) and change orders — which can cause significant project delays, impacting both productivity and deliverability.

Contractors have long sought for ways to improve their submittal processes to streamline their projects’ productivity and mitigate risk of errors due to late or incomplete information.

Stuck in the Manual Process Mud

Making matters worse, many contractors are still relying on manual approaches to submittals.

Article written by Andy Holtmann on the Viewpoint blog

When disaster strikes, having the right technology and a solid plan in place can ensure limited business disruption

Hurricane Dorian, like so many before it, left a swath of destruction from the Bahamas to the east coast of the United States. Whether a hurricane, fire, flood or other disaster of any type, the communities impacted often rely on construction companies to quickly get things moving in a positive direction. To ensure your construction firm can immediately get to the business of helping its community it’s vital to have a meticulous crisis plan — and the right technology — in place.

Article written by Kati Viscaino on the Viewpoint blog

Construction projects today produce a mountain of data. From job costs to materials quantities to equipment usage to labor and production stats, data drives how successful a project will be. The most successful projects — and contractors — are able to accurately collect all available data and analytically dig deep into it to better understand projects. But that’s easier said than done.

Ask virtually any project manager, for instance, and they’ll tell you they’re consistently behind — swamped with work and buried in a mountain of paperwork. Their body of work is judged by four words: “on time” and “on budget.” But if getting there means using a mix of manual processes and outdated, non-connected software systems, then they’re not working as efficiently as they could be.