Benchmarking the Industry


General Contractor or Construction Manager


Speciality/Trade Contractor

See how your company measures up

Many companies use key performance indicators (KPIs) to gauge and compare performance in terms of meeting both strategic and operational goals. However, the construction industry as a whole lacks objective benchmarks, or a way to measure excellence across the industry.

Autodesk commissioned a study with Dodge Data and Analytics to survey more than 200 US-based contractors in order to identify and analyze current processes for planning and executing projects.

See how your company measures up


The findings suggest that by adopting specific processes for project management, contractors can reduce risk, thus minimizing down stream problems and improving performance.

Click on a # below to explore key data.

  1. Construction Documents
  2. Request for Information (RFIs)
  3. Change Orders
  4. Schedule
  5. Safety and Inspections
  6. Labor Productivity
  7. Quality and Close Out
1 2 3 4 5 6 7

1 Construction Documents

The frequency with which contractors are capturing errors, omissions, and/or constructibility issues in the 'bid set' of construction documents.

  • 54% of respondents capture this information on more than half of their projects.

  • Of the same group, 66% are using the information to mitigate risk on future projects.

  • 67% of practitioners who are not currently capturing this information believe increasing the frequency will provide high value.

2 Request for Information (RFIs)

The frequency with which contractors log Request for Information (RFIs) and responses.

  • 73% of contractors, on more than half of their projects, create a log of this information with trade contractors being more likely to report RFIs to Senior Management as potential sources of risk.

  • 76% of high frequency practitioners value it.

  • 37% of low frequency practitioners would benefit from logging RFIs more often.

3 Change Orders

Frequency of which firms are collecting and documenting change orders including turnaround time, root cause evaluation, and schedule impacts.

  • 64% typically collect and document change orders on over half of their projects.

  • 76% of high frequency practitioners value it.

  • 69% of practitioners that document change orders on less than half of their projects, would benefit from increased frequency.

4 Schedule

The frequency of updating schedules and other related activities and outcome, including the impact of slippages.

  • 42% respondents update schedules daily or weekly.

  • 52% of practitioners use both overall and look-ahead schedules on more than half of their projects.

    20% indicate they update it within 1-2 days of becoming aware of a schedule modification.

5 Safety and Inspections

If and how firms are using technology to manage safety and/or inspections.

  • 53% of large General Contractors are utilizing this type of software on at least half of their projects.

  • 37% frequently use software to manage safety and/or inspections during construction.

  • 60% of high frequency practitioners value it.

6 Labor Productivity

The top factors negatively impacting labor productivity are Coordination and Communication, Contract Document Quality and Poor Schedule Management.

  • 62% General Contractors / Construction Manager

  • 56% Trade

  • Cited problems with coordination and communication between project teams as a key contributor.

7 Quality and Close Out

If and how firms are using software to manage punch list and close out activities.

  • 70% of General Contractors (almost) use this type of software on at least 25% of their projects.

  • 26% rate its value as high or very high and cite it as a key factor in improving the process.