The digital transformation of the architecture, engineering, and construction (AEC) industry has come a long way. We’ve digitized our schedules, estimates, and designs. We now track materials in real-time, manage submittals through cloud platforms, and coordinate complex building systems inside three-dimensional models. However, there’s one critical data layer that most projects still handle the same way they did 30 years ago: the ground beneath our feet.
Subsurface data, the critical information about soil types, rock formations, groundwater levels, and geotechnical test results that determine what we can build and how, is still exchanged overwhelmingly in static reports as PDFs and/or spreadsheets. Having spent years working at the intersection of geotechnical data and infrastructure design, I keep seeing the same pattern: every other data stream in construction has found its way into connected digital environments. Nonetheless, geotechnical information remains locked in static documents, disconnected databases, and paper field logs. For an industry investing heavily in digital tools, this is a blind spot worth solving.
AEC ranks among the least digitized industries globally, spending less than one percent of revenues on IT, according to McKinsey, and even within construction’s growing digital ecosystem, subsurface data stands out as a laggard. Consider the typical workflow: a geotechnical consultant conducts a site investigation, produces a multi-hundred-page PDF report, and emails it to the design team. Engineers then manually extract what they need, re-entering values into their own spreadsheets and models. Every handoff introduces the risk of transcription errors, data security, version conflicts, and lost context.
This matters more than most teams realize. Research from FMI found that 96% of data captured in engineering and construction goes unused. In my experience, geotechnical data is among the most underused. It’s not that the information doesn’t exist, it’s that it’s trapped in specialist reports, inaccessible to the project managers and designers who need it to make informed decisions. The data is there but the visibility isn’t.
Unforeseen ground conditions remain one of the most persistent sources of cost overruns and schedule delays in infrastructure projects. Nine out of ten construction projects experience cost overruns, averaging 28%, and ground-related surprises are a leading contributor. The U.S. National Research Council recommended that at least three percent of total project cost be allocated to site investigation, yet actual spending often falls below 0.3%, clearly an order of magnitude gap between what experts recommend and what the industry actually invests.
History offers sobering examples. Boston’s Central Artery Tunnel project, better known as the Big Dig, was estimated at $2.8 billion but ultimately cost $14.78 billion, with subsurface unknowns in reclaimed land identified as a major factor. London’s Crossrail project took a different approach: by investing in more than 1,400 boreholes and building a comprehensive ground model before construction began, the team minimized unforeseen ground issues across 42 kms of complex tunnelling. The contrast is instructive. Better ground data does not just reduce risk, it fundamentally changes how confidently a project can move forward.
But cost overruns and delays are not the only price paid for inadequate ground data. When subsurface conditions are poorly understood, engineers compensate through conservative design — adding material safety margins to foundations, piling, and earthworks to account for what isn't known. That means more concrete, more steel, and more carbon. In an industry already responsible for 39% of global CO₂ emissions, with concrete production alone accounting for 8% of all emissions, the systematic over-engineering of underground structures is a largely invisible but significant contributor. Improving ground data quality isn't just a cost management strategy — it is a direct lever on sustainability outcomes that rarely gets framed in this manner.
And then there is the most serious cost of all: human life. When Hurricane Katrina struck New Orleans in 2005, the levee failures that killed nearly 1,800 people were not simply a consequence of the storm — independent investigations found that the soft clay and peat conditions beneath the flood defences had been identified in prior site investigations but were never adequately incorporated into the design. In Oso, Washington, a slope collapse killed 43 people in 2014 on a hillside that prior geotechnical studies had already flagged as unstable. In both cases, the data existed. What was missing was the system to connect it to the people who needed it. The ground doesn't lie — but when geotechnical data is fragmented and siloed, its warnings can go unheard until it is too late.
The shift to digital subsurface data is not simply about converting paper-captured field observations, later manually re-typed into databases, auto-generating long static reports communicated as PDFs. It’s about creating a continuous data pipeline from the field to the design environment, with validation and traceability at every step. What I’ve seen work on projects around the world typically involves three connected capabilities:
Instead of paper forms filled by drillers and later re-entered by office staff, digital field tools enforce standard-compliant data entry at the point of collection. Ground descriptions are generated automatically from entered soil properties, reducing interpretation errors. Samples can be tracked with QR codes for chain-of-custody traceability. The result is cleaner data, captured once, transmitted with traceability with no transcription step.
Rather than scattering geotechnical data across project folders, email attachments, and individual laptops, a single, structured, securely-shared database becomes the authoritative source. Multiple team members can access the same data simultaneously. Automated validation catches errors before they propagate downstream. And critically, historical data from previous projects on the same site or in the same region becomes searchable and reusable – rather than buried in archives nobody can find.
This is where the real value compounds immensely. When subsurface data flows directly into civil design and BIM environments, engineers can visualize borehole data as 3D models, generate ground surfaces, effectively detect potential challenges, and calculate earthwork volumes without manual re-entry. It makes the ground transparent for infrastructure designers, allowing them to make informed decisions and avoid over-engineering, costly delays, and expensive rework. It also eliminates one of the most error-prone handoffs in the infrastructure design process.
Not every project requires the same level of digital maturity for subsurface data. But if any of these situations sound familiar, the ground beneath your project deserves more attention:
When the investigation report is a static document, any new information from additional boreholes, changed water table readings, or updated lab results requires a whole new report. Design teams end up working from stale data without realizing it.
When geotechnical engineers, structural designers, and construction managers each extract and reformat ground data independently, discrepancies are inevitable. A single source of truth eliminates conflicting assumptions.
If understanding what’s beneath your site requires tracking down a specific person or hunting through archived reports, the data isn’t accessible enough. Project-wide visibility into subsurface conditions should be as routine as checking the latest drawing revision.
The AEC digital transformation has progressed from above ground downward: first scheduling, later estimating, followed by design coordination, then field management. The subsurface data is clearly the next natural frontier.
As projects become more complex, as we face shortage expertise compared to accelerating workloads, and as owners demand greater certainty on cost and schedule, the ability to integrate ground data into the digital project environment will shift from a competitive advantage to a baseline expectation. In an era where sustainability is of critical importance, overengineering the design to compensate for uncertainty, and therefore increasing the carbon footprint of an industry that is already one of the leading sources of carbon emissions, can simply not be the approach.
The technology to make this happen already exists. Digital field collection tools centralized geotechnical databases, rich visualisation and analysis tools, and design-environment integrations are all available and proven on projects around the world. What is still catching up is the mindset: the recognition that ground data is not a specialist concern to be handled in isolation, but a project-wide asset that belongs in the same connected digital ecosystem as every other data stream.
We are at a moment where the industry is actively breaking down silos – facilitating easier data integrations and fostering collaboration between teams that have historically worked in isolation. The valuable insights that geotechnical teams generate every day are starting to reach the designers and project managers who need them most. That shift is already underway on forward-thinking projects. The question for every team is whether they will bring the ground into their digital environment now, while it is still a differentiator, or later, creating huge risks of unexpected costs and delays or even catastrophic failures.
Your Autodesk Forma Hub name is a detail that can seem small until it starts showing up everywhere.
There are a few reasons why you may want to rename your Autodesk Forma Hub. Maybe your company went through a merger or implemented a rebrand. Perhaps you need to rename the hub to comply with internal naming conventions.
Whatever the case, renaming your Autodesk Forma Hub is a quick change, but it’s only available to the right role. If you’re a Forma Hub Admin, you can do this in about a minute.
This guide walks through the exact process with screenshots and a few common issues to avoid.
Your hub name appears across multiple parts of the Autodesk Forma experience, so keeping it clear and up to date can reduce confusion for your teams.
With that in mind, the hub name is visible in the following places and scenarios:
Note that renaming a hub does not delete data, projects, or permissions. This change is cosmetic and administrative, not structural.
Ready to rename your hub? Before doing anything, ensure that you have the correct admin permissions and access to the right Autodesk Forma environment. Specifically:
If you don’t have Hub Admin access, you’ll need to contact someone on your team who manages Autodesk Forma account settings.
The process itself is straightforward and only takes a few clicks once you know where to look.
Log in to Autodesk Forma and go to the Hub Admin module, where hub-level settings and account configurations are managed.
If you are part of multiple hubs, use the hub switcher dropdown to navigate to the hub you want to rename.
Select Settings from the left-hand panel, then click the “Edit” button (with the pencil icon) under the Hub Settings.
A Hub Name text box should appear. Type the new hub name within the text box.
Once you’re happy with the name change, click “Save”.
Once you save the new hub name, the updated display name is applied immediately in Autodesk Forma.
In some connected tools or cached experiences, the previous name may continue to appear temporarily until the session refreshes. Signing out and back in usually resolves this.
Renaming your Autodesk Forma Hub changes the display name only. Your projects, permissions, subscriptions, and existing data stay intact. Team members will still have access to the same workspaces, and project information won’t be deleted or reassigned.
Renaming a hub does not:
While renaming a hub is generally low risk, there are certain instances when it’s not advisable. These include:
You don’t see the option because you’re not a Hub Admin.
You’re likely editing a project name instead of the hub name. After a rebrand, it’s common for project names, product names, and hub names to be managed separately.
Some historical references, saved views, screenshots, or documentation may still display the older name. The rename updates the current hub display name moving forward, but it may not retroactively update every historical reference.
Renaming an Autodesk Forma Hub is a fast admin-level update that usually takes less than a minute.
As long as you’re a Hub Admin, you can make the change directly from the Hub Admin settings. The update only changes the hub display name, so your projects, permissions, and data stay intact.
If the rename option isn’t showing up or something doesn’t look right afterward, start by checking your role permissions and confirming you’re editing the hub itself, not an individual project.
If you’re having trouble renaming your Autodesk Forma hub, double-check your role permissions and ensure you’re a Hub Admin. If that doesn’t work or if you have additional questions, head to the Autodesk Support Hub where you can find help, answers, and self-service resources.
Portugal-headquartered data centre infrastructure developer and operator advances Europe’s largest and most sustainable data centre project with Autodesk Forma.
Planning and designing essential data centres demands advanced digital tools and forward-thinking solutions. Headquartered in Lisbon, Start Campus designs, builds and operates large-scale, sustainable data centre infrastructure, relying on Autodesk Forma tools to realise its ambition.
The pioneering firm is currently undertaking the Sines Data Campus (DC), Europe’s most ambitious digital infrastructure development. Located in Sines, Portugal, the €8.5 billion project is set to deliver a 1.2 GW IT facility, underpinned by best-in-class sustainability standards.
From the beginning of the project, Start Campus used Autodesk tools for 3D modelling, real-time design collaboration, clash detection and centralised document management.
“Autodesk Forma is the most complete tool,” says Juliana A. Mizumoto, PhD Head of Bid Management at Start Campus. “It made sense to use Forma tools from the beginning. That was the first step on the first day.”
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Powered entirely by renewable energy, the campus aligns with key European sustainability initiatives and is developing carbon net-zero buildings.
Moreover, the project harnesses the cooling power of the ocean to efficiently cool the data centre, reducing both energy and freshwater use, to achieve a campus-wide water usage effectiveness (WUE) of zero.
Today, data centres are the backbone of all our digital services. Challenges like scalability, and power and cooling requirements, often hinder data centre developers’ efforts, however.
With this in mind, Start Campus needed a location that could support high-performance, energy-efficient, and reliable digital infrastructure.
With its abundant renewable energy, industrial infrastructure and ample space for scalable, sustainable operations, Sines is ideal for the new data centre. Onsite construction began in 2022, with the first phase completed and operational in 2024.
“Becoming operational was a huge achievement,” says Juliana. “It’s a super-complex project, so to complete the first phase of a fully integrated data centre, including all power, water and infrastructure, was a huge milestone.”
The team used Forma software for conceptual designs and first checks, while Revit helped develop basic models. Navisworks was then used for model exchange with external stakeholders and to detect clashes or errors.
“From the start, Autodesk tools helped us address several key challenges, particularly related to information management, coordination, and project scale,” says Juliana.
Start Campus initially worked with an external contractor on the project. In 2022, however, they parted ways and gained an opportunity to build a digital construction process from scratch in Autodesk Forma (formerly Autodesk Construction Cloud).
“We found ourselves without a contractor,” explains Juliana. “I thought this was our chance to do what we want, the way we want and the way we think it needs to be.”
Bringing everything in-house presented challenges, but Juliana says it was one of the best decisions the team ever made.
“Everything had been outsourced, so we worked with a consultant to transfer data over,” she says. “We started organising everything in Forma. It was an opportunity to design everything how we wanted contractors to work for us.”
To ensure a smooth transition and adoption, Start Campus invested in training for all stakeholders involved.
“The biggest challenge was onboarding contractors,” says Juliana. “You never know what level of digital maturity they have, so we set up standards and invested in training. That was the turning point for us.”
Juliana says implementing Forma was a gamechanger for the team and the project. Storing all information in Forma has given Start Campus greater control over the entire process, boosting collaboration and reducing errors.
“Forma stands out as the most impactful tool for us,” she says. “More than just a platform, it has transformed the way we collaborate across teams, disciplines and project phases.”
A project of this scale means multiple stakeholders working on different streams simultaneously. Forma, however, enabled the team to create a single source of truth for everyone.
“One of the main challenges was dealing with disjointed information across multiple stakeholders,” says Juliana. “With Forma, we were able to establish a centralised and reliable source of truth, enabling transparent and consistent communication across all teams and subcontractors.
“It has significantly improved efficiency, reduced fragmentation and ultimately changed how we manage and deliver our projects.”
Data security is paramount on a project of this size. Juliana says Forma has transformed how the team manages information, ensuring it’s protected at all times.
“Forma allows us to efficiently manage permissions and ensure the right people have access to the right information at the right time, improving coordination and reducing risk.”
Standardised workflows were key to boosting collaboration and efficiency. The Start Campus team used Forma Build to create, manage and automate workflows.
“We designed every workflow related to health and safety,” says Juliana. “Then we created workflows for everything related to design.”
Having standardised workflows, design protocols and processes, as well as transparent communication channels, has been hugely beneficial to the team.
In fact, since standardising workflows and templates from the first completed building, SIN01, the team reduced onboarding for contractors on subsequent buildings by 75%.
“The setup of SIN02 was significantly accelerated, as construction processes had already been structured and standardised based on the experience from SIN01,” explains Juliana.
“This reduced the effort required at project startup, with teams focusing mainly on adapting workflows to new stakeholders and refining existing processes rather than building them from scratch. This efficiency gain has allowed us to shift focus to new areas, such as implementing additional workflows, for example, payment tracking processes, in collaboration with procurement teams.”
Start Campus now controls all project information, ensuring data remains secure and accessible to the right people.
“The information is 100% ours,” says Juliana. “If it exists, we know where to find it. This means safer and more structured information sharing with external stakeholders.”
In 2024, Start Campus officially opened SIN01, the project’s first operational building. A monumental achievement, the facility was awarded European Data Center Project of the Year in 2025 at the DatacenterDynamics Awards for its innovative design and commitment to sustainability.
When it came to managing operations of the SIN01 building, the teams needed a practical and reliable solution. They turned to Autodesk’s Tandem to create digital twins to help oversee facility operations and provide real-time visibility for the team and clients.
“Client transparency is at the core of the company,” explains Juliana. “People can only trust you if you have the correct information, and digital twins allow us to do this.”
Juliana says Tandem was straightforward to implement and presents data clearly, making it easy to understand complex building information at a glance.
“It’s easy to implement and I always prefer Autodesk tools,” she says. “It doesn’t make sense to use other software if our main focus is collaboration, especially when integration is already ensured within these tools.”
For Juliana, digital twins are invaluable for anyone involved in a building project, from owners to IT managers to engineers, who rely on accurate, up-to-date information.
“When anyone looks at a digital twin, they know they’re seeing something accurate,” she says. “Even if they’re not in the construction industry, they can see the model and trust it’s the correct information.”
Construction of SIN02 (200 MWs) is commencing soon and delivery is expected in Q4 2027. Five more buildings are then planned to complete the complex, making it Europe’s largest and most sustainable data centre infrastructure.
According to Juliana, the team plans to continue using Autodesk tools to help complete the build.
“Automation and data standardisation support faster delivery and scalability,” she says. “As the project grows in complexity and scale, having a connected ecosystem becomes increasingly important.”
Learn more about how Autodesk Forma can help you streamline ways of working and boost efficiency.
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Too often, construction safety is seen as a checklist item or something to comply with. You fill out a form, tick some boxes, and then move on. But while the traditional approach may satisfy requirements, it still has shortcomings around keeping people safe—both physically and psychologically.
Real safety isn’t imposed from the top down. It’s owned in the field, shaped by culture, and reinforced every single day through action.
On this latest episode of Digital Builder, I caught up with Kaitlin Frank, CEO of eMOD, and Rob Lynch, CEO of Dome Construction. We explored how the industry can move beyond checklists toward something more meaningful, where safety lives in the field rather than just in policy documents.
We discuss:
In many cases, safety still gets treated as something you manage through compliance. As Rob explains, “Many folks think that safety performance can be imposed through a strict compliance mindset or compliance structures.”
This approach leads to several risks. “You can have compliance and not have good safety performance—that’s the biggest risk,” he explains. “And I also think just the fact that if you impose it on people, you don't get the buy-in. So, it won’t be sustainable either.”
That disconnect is clear in the field, and Kaitlin has seen it firsthand. “Safety always felt like a checklist,” she says. It’s something you complete, not something you live. But the reality on a jobsite tells a different story. “It was never ‘if’ an incident was going to happen. It was more ‘when’.”
Recognizing that it’s a question of “when” and not “if” matters. Because if incidents are inevitable, the goal can’t just be compliance. It must be prevention and mitigation.
As Kaitlin explains, the real question becomes, “How do we make sure those incidents aren’t happening, or how do we decrease the severity of them?”
Kaitlin and Rob are major advocates for modernizing the industry’s approach to safety. With that in mind, here are some of the outdated perceptions and myths they see about construction safety.
“We don’t have incidents, so we don’t have a safety problem”
This one comes up more often than you’d think. If nothing is being reported, it’s easy to assume everything is fine. But as Kaitlin puts it, “that is so far from the truth.” Just because something isn’t documented doesn’t mean it isn’t happening.
A lot of teams are focused on speed and cost. “They’re trying to get it done faster, less expensive… just do the job.” In that environment, issues get overlooked or ignored. Some teams even avoid data altogether. “We don’t want the data. There’s too much data out there. We don’t want to know.”
That mindset, says Kaitlin, creates a bigger problem. “If you don’t want to know what’s actually happening, you don’t want to actually solve the problem.”
“That just makes my skin crawl because at the end of the day, these are people. That is someone's father, son, daughter, or mother that we're talking about and not reporting. Not identifying the issue doesn't solve the problem.”
Safety has to be imposed on workers
Another common belief is that safety only works when it’s enforced from the top down.
Rob pushes back on this directly. “When folks get up in the morning, they want to go to work, they want to do a good job, they want to be safe.” The idea that workers don’t care about safety or need it forced on them is simply off base.
With the right culture and tools in place, “workers themselves will take ownership, for themselves and the people around them.” Moving away from a purely compliance-driven mindset opens the door to stronger engagement and better outcomes.
Safety takes too much time
This one sounds practical on the surface, but it doesn’t hold up. As Kaitlin says, “safety doesn’t take too much time. Incidents take too much time.”
When something goes wrong, everything slows down or stops. There are reporting, investigations, stand-downs... and that’s just what happens on site. Behind the scenes, it expands into operations, HR, insurance, and more. “There’s a whole other side of this that goes on for months and years,” she says.
Cutting corners to save a few minutes upfront often leads to much bigger delays later.
What does it take to shift an organization’s safety approach so that it truly impacts safety performance, and not just compliance? Here’s how Kaitlin and Rob see it.
Safety can’t be imposed; it has to be owned
One of the biggest shifts starts with mindset. As Rob explains, “there’s no amount of safety officers or procedures that can be deployed that can impose safety performance.”
At the end of the day, it comes down to the people doing the work. They’re the ones exposed to the risks, so they need to have ownership and not just have safety pushed onto them.
Make safety a shared responsibility in the field
One of the biggest breakdowns happens between policy and practice. Safety programs often live with leadership, but not with the crews actually doing the work.
Kaitlin sees that gap clearly. “Safety programs were stopping at operations. Yes, the superintendent would know what the program was, but if you started talking to carpenters and laborers and talking to all the field crews, there was a disconnect. They generally knew the expectations, but they needed help. It wasn't owned by them.”
Rob shares the same sentiment and says you can’t expect real safety outcomes if ownership stays at the top. It also has to live with the people doing the work.
“There's no amount of safety officers or procedures that can be deployed that can impose safety performance,” he remarks.
“At the end of the day, it's the individual workers who are exposed to the hazards, and they're the ones who have to have the tools, and ultimately the moment of pause to step away from a hazardous situation and fix it.”
Make safety part of every worker’s day
For safety to actually work, it has to show up daily. Not just in a form, but in how work gets planned and executed.
Rob breaks it down into the “four As”: attitude, awareness, actions, and accountability. “It needs to touch every worker every day.”
When you cover your bases across those four As, you move safety from something people complete to something they think about and act on in the moment.
“It creates an environment where now every single person on the job site is taking full ownership and accountability for not only their safety, but those around them,” says Rob.
Move beyond compliance to real outcomes
Compliance is just the starting point. “The first one is, are we doing it? That’s the compliance mindset.” But most teams stop there.
Strong safety cultures go further. They improve, adapt, and start catching risks before they turn into incidents. They become repeatable and sustainable.
And that’s where the industry is starting to move. Away from “check the box” and toward something that actually works in the field.
When safety improves, the ripple effects are seen everywhere, from project performance to profitability.
Safer teams and stronger culture
It starts with people. As Rob puts it, “you’re giving your workers the best chance to go home safe and those around them to go home safe.” That’s the baseline. If your people aren’t safe, nothing else really matters.
But when safety improves, you start to see a shift in how teams operate. There’s more trust, more accountability, and more consistency in how work gets done.
Ultimately, that leads to fewer disruptions, smoother execution, and more reliable project outcomes.
As Rob points out, “You're going to have more predictable schedule performance, budget performance, and quality performance. It’s not always directly measurable, but we know it's there.”
Measurable improvements in safety metrics
Now, the impact becomes even clearer when you look at the numbers.
Since implementing a more proactive approach, Rob shares that their “TRIR, DART, and EMR have gone down respectively 39, 37, and 31%.”
Lower insurance costs and real financial impact
Those improvements don’t just stay on paper. They translate into real dollars.
Insurance premiums dropped from about $1.1 million per year to roughly $450,000. “That’s $600,000 that goes to the bottom-line incentive pool for our employees every year,” Rob explains.
Even workers’ comp saw a major shift, going from $2.19 per $100 of payroll to $0.89.
Real-time visibility drives better decisions
For many teams, the biggest unlock is visibility.
As Kaitlin explains, results improve when teams can “see the issues, identify where they have gaps and jump on them right away.” Instead of sitting in a binder, safety data becomes actionable.
“Having the ability to see everything on one platform, address it in real time within minutes or hours and not days, weeks, months... that's really been what's been a difference for a lot of our customers,” she adds.
Digital Builder is hosted by me, Eric Thomas. Remember, new episodes of Digital Builder go live every week. Listen to the Digital Builder Podcast on:
or wherever you listen to podcasts.
This article is part of a community spotlight series from The Big Room, where industry professionals share real-world construction workflows. In this installment, Steven Bloomer, APAC Digital Design Service Line Leader at GHD, shares how he connected multi-discipline design workflows on a complex rail infrastructure project.
Interoperability has been an ongoing issue throughout my career in digital delivery. On large rail infrastructure projects, the challenge isn’t just the scale of the assets, but the number of organisations and specialist disciplines involved. Designers, fabricators, and suppliers each rely on different authoring tools that suit their specific needs but moving both geometric and alphanumeric information between them has consistently been difficult.
For many years, transferring model data between platforms involved compromise. Either models were simplified, flattened, and reduced to a single mass (resulting in a loss of detail and design intent), OR teams had to rely on complex translation workflows (which were often unreliable and required constant oversight).
Both approaches introduced risk and added effort, particularly during coordination, validation, and project reporting.
When Autodesk introduced Data Exchange, I made it a point to join the public beta program because it addressed problems I was facing on active projects. It provided a practical way to share structured model data directly from authoring tools without asking teams to change how they worked. Instead of exporting static files or recreating models, I could publish model geometry and associated metadata into Autodesk Forma and make it available to the wider team in a controlled manner, all while performing the necessary checks and reviews along the way.
I applied this approach on a large rail infrastructure project involving multiple buildings, a wide range of native design software, and numerous stakeholders. Here’s how it played out in practice:
Each discipline was effective within its own environment, but the project struggled to obtain a consistent, up-to-date view of information across the supply chain. Reporting on design status, validation, and readiness relied heavily on manual effort and repeated model exports. The result was slower reporting cycles and less confidence in the data.
My aim was not to replace tools or add extra modeling tasks, but to connect existing workflows in a way that reduced duplication and improved visibility of information.
I used Autodesk Forma Data Management as the common data environment and Data Exchange for information sharing. This approach established a consistent process for publishing structured data across the project. Teams continued working in their native software, while their model data became available for coordination and reporting without rebuilding models or maintaining parallel copies.
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Revit models covered most of the building and building services scope across the site and support facilities. Using Data Exchange, I published structured element data directly from Revit, including the metadata required for validation and reporting.
This allowed me to review model completeness and consistency without asking design teams to generate additional exports. Because the data remained tied to individual model elements, it was clear where issues originated and how they related to the design. This reduced the time spent on manual checks and improved confidence in the information being used during coordination and review.
Supplier and manufacturer designs were primarily developed in Inventor, where assemblies and component information are central to the design intent. Historically, this type of data has been difficult to bring into wider project review without oversimplifying it or rebuilding it in another tool.
I leveraged Data Exchange to include Inventor design data alongside other project models, while allowing suppliers to continue working as they normally would. This increased visibility of supplier progress and reduced the need for separate ‘interpreted’ models created purely for coordination purposes.
Tekla was used for steel shop detailing and contained a high level of fabrication detail that was essential to the project. I wanted to make this information available for review and coordination without stripping out detail or creating additional rework for the delivery teams.
Data Exchange, once again, proved to be incredibly useful here. It allowed me to share Tekla model data for wider project review without going through the usual time-consuming process of exporting to intermediary formats and then rebuilding elements in Revit. This removed a significant amount of manual effort and reduced the risk of misinterpretation that often comes with conversion workflows.
Having access to current Tekla data alongside other discipline models made it easier to identify misalignment earlier in the process, while design changes were still achievable. It also supported closer collaboration between design and fabrication teams, as discussions were based on shared and current model information rather than translated or simplified references.
For many clients, the metadata or alphanumeric information contained within a model is just as important as the physical geometry. It’s particularly essential for long-term operation and asset management.
Despite this, validating that information has been a long-standing problem on most projects. In my experience, validation has typically relied on manual checking. Teams had to export data to Excel to run queries, or they needed specialist software that only a small number of people know how to operate. These approaches are time-consuming and difficult to maintain as designs change.
A key outcome of the Data Exchange approach I applied to this project was the ability to validate model metadata consistently across multiple authoring tools using Power BI. By connecting Data Exchange outputs directly into Power BI, I was able to review data from Revit, Inventor, Tekla, and Industry Foundation Classes without manually reformatting or combining datasets.
This allowed validation to move away from one-off checks inside individual models and become a repeatable process. I could review asset attributes, classifications, and required parameters across the entire project rather than opening multiple models or relying on spreadsheets that quickly became outdated. When viewed across disciplines, patterns and gaps in the data were much easier to identify than when working tool by tool.
On a rail project with a large number of assets and suppliers, the ability to filter and group information by system, building, or discipline proved particularly useful. Missing attributes, inconsistent naming, and classification issues could be identified early and discussed while the design context was still clear. This reduced delays caused by issues only being discovered late in coordination or through indirect reporting.
Traceability was also critical. Because the data being reviewed in Power BI came directly from the models through Data Exchange, every issue could be traced back to a specific model and element. This made conversations with designers and suppliers more focused, as it was clear what needed to be corrected and where.
Overall, this approach reduced the time I spent collecting and checking data and increased the time available to assess its quality and suitability. On a complex project using multiple modeling platforms, it made model data validation clearer, faster, and easier to manage as the design developed.
The value of this approach was not in introducing new tools or changing established workflows. It was in reducing the effort required to move information between tools that were already in use. Interoperability has long been a source of inefficiency and risk on complex projects.
Data Exchange allowed me to connect disciplines and suppliers through shared, structured data while respecting each team's workflow. On a large rail infrastructure project with multiple design and fabrication software, this provided a practical way to support coordination, validation, and reporting without duplicating models or enforcing a single modeling environment. It allowed more time to be spent addressing project issues and less time managing data transfers.
Risk management in construction is often associated with the jobsite. Think: sequencing trades on a tight schedule, dealing with material delivery delays, and adjusting crews to stay on track.
These are all vital, but the reality is that by the time construction begins, many of the biggest risks are already locked in. Schedule pressure, unclear scope, cost escalation, and weak contingencies don’t start in the field. These issues stem from decisions made well before the crew breaks ground.
This is why making the right calls during preconstruction is so critical. It’s where you can still influence outcomes without paying the price of rework. The best in the industry recognizes that preconstruction is the first real opportunity to mitigate risk.
You can significantly affect how smoothly things run on the jobsite simply by tightening up decisions and assumptions during preconstruction. Here are some of the risks that shape project outcomes early.
Preconstruction is the perfect time to get clarity on project scope, and teams must go beyond surface-level reviews of plans. Early drawings often carry hidden assumptions. One team thinks it’s included, another assumes it’s not. That’s how gaps and overlaps happen. A quick example: missing scope for site prep can lead to change orders later. So, be sure to fully discuss the scope with stakeholders before it’s priced.
Prices move fast, especially with volatile materials. If you’re relying on outdated numbers, your budget is already off. For instance, steel pricing can shift between estimate and procurement. For best results, keep estimates current and revisit them at key milestones to avoid surprises.
Long-lead materials, trade stacking, or missed sequencing can throw everything off. For example, locking in a finish schedule before confirming supplier lead times can delay the entire project.
Contingencies often get trimmed to make budgets work, not because risk is low. That’s where projects get exposed. If unknowns aren’t well understood early, the buffer won’t hold. A better move is to tie contingency levels to actual risk factors, not gut feel.
Preconstruction can either set the project up for success or introduce problems that surface later.
At this stage, decisions are still flexible, and pivoting during preconstruction is certainly much less expensive than doing so in the field. Once crews are on-site and materials are in motion, even small changes can lead to delays, rework, and added cost.
Remember, design decisions don’t just live on paper. They carry real financial and schedule consequences. A detail that looks minor in a drawing can translate into weeks of delay or thousands in added labor once it hits the field.
Preconstruction gives teams the chance to catch those issues early, when adjusting is still straightforward. It also creates the conditions for better collaboration. When owners, designers, and trades are aligned upfront, designs tend to be more buildable and realistic.
At preconstruction, you’re not just locking in what you’re building and how you’re building it. You’re also deciding on who will build the project.
This is where subcontractor qualification comes in.
Not every subcontractor is the right fit for every job, and picking the wrong one can introduce risk before work even starts. With that in mind, the best way to de-risk a project from the subcontractor side is to thoroughly vet partners before awarding work.
Don’t just select subs to fill gaps; be sure to evaluate experience, financial stability, safety record, and past performance. The real goal is to reduce exposure, not just check a box and move on.
Pro tip: A solution like TradeTapp can support this process by helping teams assess financial and safety risk at scale. TradeTapp centralizes and benchmarks subcontractor data, so you can find the right subs for each project.
Having the right systems for subcontractor prequalification enables you to catch risk before it shows up on the jobsite. Consider the following.
Subcontractors with strong track records are more likely to hit deadlines, stay within budget, and deliver consistent results. Choosing the right partners early sets the tone for the entire project and makes execution far more predictable.
Financial issues don’t usually appear overnight. They build over time, and if they’re missed, they show up mid-project. With prequalification, you can assess financial health and capacity upfront, so you’re not awarding work to a subcontractor who may struggle to finish it.
Always evaluate a subcontractor’s safety record, as it can tell you a lot about how they operate. If a sub consistently follows safety protocols, they’re more likely to run organized, predictable jobsites.
As such, ensure you review incident rates, safety programs, and past performance. Doing so helps reduce the chances of accidents, delays, and disruptions once work begins.
Licensing, insurance, and certifications aren’t things you want to sort out mid-project. Prequalification ensures everything is verified early, so you’re not exposed to legal or regulatory issues down the line. It also gives owners and GCs confidence that every partner meets the required standards before stepping on-site.
One more note about prequal: it shouldn’t be a one-and-done activity. A subcontractor may appear stable at the beginning might run into challenges once their workload grows or market conditions change. This can happen when new projects are taken on.
To ensure that subcontractor risks are kept at a minimum, you need ongoing visibility into their financial health, workload, and performance throughout the project lifecycle.
Remember: preconstruction sets the risk strategy, but monitoring sustains it.
Estimating has long been the center of preconstruction. The challenge is that the data that teams rely on to build those estimates is often scattered across various sources:
When your estimating data foundation isn’t solid, that fragmentation can lead to key cost drivers and scope details slipping through the cracks, which then hides risk until it shows up as overruns or rework.
Pro tip: Autodesk Forma Estimate helps address this by connecting takeoff, cost data, and estimating workflows in one place. It connects 2D and 3D quantities to a single source of estimating data, helping teams improve accuracy and uncover risks before they escalate.
Risk visibility starts with how your data is structured. When information is consistent, you’re able to spot patterns more easily. You can track how costs have changed across similar projects, spot where estimates tend to come in low, and catch anomalies before they turn into problems.
Take classification as an example. If one project labels site prep one way and another uses a completely different structure, it’s almost impossible to compare performance. But when data is standardized, you can quickly see trends like recurring overruns in a specific scope or trade.
Historical data plays a big role here, too, as it can help validate assumptions. Let’s say your estimate for concrete comes in lower than past jobs with similar conditions—this is a signal worth digging into early.
Strong data foundations also surface risk sooner. Gaps in scope, unusual pricing, or missing inputs become more obvious when everything follows the same structure.
If you’re updating or standardizing your data structures, you can maximize adoption by keeping structures intuitive and recognizable. For example, instead of forcing a brand new cost breakdown, you map existing categories into a standardized format.
When estimators see familiar logic, categories, and cost structures, they’re less likely to resist adopting the new system and more confident in using the new one.
When you meet teams where they are, the platform becomes a natural part of the workflow, rather than an extra step. So invest time in understanding current workflows and aligning with the folks who will be using them. This will lower rollout risk and increase productivity gains.
Another case for building a strong foundation for your data? You can layer in AI to quickly make sense of all the information. Having connected data across estimating, takeoff, bid management, and prequalification makes it simpler to connect the dots across things like:
And when teams have intelligent insights on all of the above, they can get ahead of risk instead of reacting to it later.
When it comes to minimizing and managing risks, the most effective teams have these things in common:
If you want fewer surprises in the field, the work starts long before construction begins. Here’s what you can do today:
By the time construction starts, many risks are already baked in. Preconstruction is where teams still have leverage to shape outcomes. The earlier you spot risk, the more options you have to manage it. Strong preconstruction practices won’t remove uncertainty, but they make it visible, manageable, and intentional. Want to put this into practice? Explore the Preconstruction Bundle and start building with more clarity from day one.
Every project starts with big expectations and even bigger unknowns. And in construction, the people making the most critical decisions often don’t get the benefit of repetition.
For certain projects (e.g., hospitals and large-scale campuses), owners might take them on only once or twice in their careers because they unfold over decades and require massive investments. As such, every decision carries weight, and there’s no real playbook to fall back on.
So how should teams move forward with confidence when the stakes are this high?
On this episode of the Digital Builder podcast, I sit down with Andrew Zukoski, CEO of Join.Build, to unpack the realities of preconstruction through the lens of the “eternal beginner.” We dig into why owners struggle to make high-stakes decisions, how early collaboration shapes project outcomes, and what it takes to build trust across teams.
We discuss:
To become an expert, you must get your repetitions (i.e., reps) in. This is a privilege that many owners simply don’t have because they may only take on a handful of major projects over an entire career.
Andrew puts it plainly: “Every project is unique, so every owner is like an eternal beginner in a way.” Even experienced owners don’t get many reps when it comes to large, complex capital projects. They might have built projects before, but not this building, with these stakeholders, and this market.
The tricky thing about being an owner is that they’re expected to make high-impact decisions around cost, schedule, and outcomes, with limited information. There’s a gap between the decisions they need to make and the data available to guide them.
Andrew brings up a recent healthcare project as an example.
A project director shared that his entire career will likely consist of just three major hospital builds. That means when he runs into a challenge, there’s a good chance he’s only seen it once or twice before, and possibly years apart. The stakes are massive, but the opportunity to learn through repetition is limited.
Another major challenge for owners? Wrangling stakeholders.
As Andrew explains, owners are trying to coordinate “hundreds, if not thousands of different stakeholders” to solve a problem.
These aren’t teams that have worked together for years. They’re groups brought together to design and build something incredibly complex.
That’s why the early stage matters so much. You’re not just planning a project. You’re setting the tone for how people will work together for the next several years.
Early trust shapes everything that follows
“Upfront planning goes a really long way,” Andrew says. But it only works if the right people are involved early and actually working together. The tough reality is that many teams enter preconstruction with a baseline assumption of friction.
“The challenge is these people have never worked together before, and there's a baseline assumption of an adversarial relationship that permeates not all of, but a lot of the industry,” he explains.
The most successful projects flip that dynamic early. Andrew points out that the biggest impact doesn’t come from a specific tool or process. It comes from “the level of trust and transparency that the owner both demands and sets early on.”
The ripple effect shows up on site
The positive dynamic mentioned above isn’t just a feel-good idea. It shows up in real outcomes.
Andrew shares an example from YouTube’s headquarters project, which was built under intense pressure during COVID. For him, what stood out wasn’t just the building itself—it was how people talked about the experience.
“The thing that struck me was that people got really emotional talking about this project ending. And it was part of this pattern that we've seen when you ask people about their favorite project. It’s very rarely something about the building. It’s almost always about the dynamics of that cross-functional team.”
That says a lot and shows that when they’re working in a high-trust environment, teams don’t just deliver better projects; they also enjoy the work. They solve problems together instead of fighting through them. And that energy carries from early planning all the way to the field.
You can’t leave it to chance
None of this happens by accident. Teams are often thrown together, asked to align quickly, and expected to deliver results right away. They may even have to start by delivering bad news about cost or feasibility.
That’s exactly why owners must be intentional. If you’re an owner, you need to set expectations early and create space for transparency. Because once that foundation is in place, everything else gets easier.
One of the biggest challenges in construction isn’t just making the right decisions. It’s making sure everyone stays aligned as the project evolves.
According to Andrew, most owners don’t come in with a defined playbook. Instead, “they rely on their stakeholders and partners to introduce them” to new tools and ways of working. Over time, those experiences carry forward into future projects. But that also means consistency can be hard to maintain, especially when every team and project looks different.
Part of the problem is visibility. In the field, progress is obvious. You can walk the site and see what changed. Preconstruction isn’t like that. “It’s a spreadsheet no matter what,” Andrew says. And when everything lives in disconnected files, it’s tough to understand what changed, why it changed, and what needs to happen next.
The fix isn’t just better communication. It’s creating a shared system where everyone can see the same information at the same time.
As Andrew puts it, “Having a system that holds that data that takes some of the pressure off the individual walking in to have to be the bearer of bad news.”
In other words, when the full process is visible, from early design through GMP and into the field, teams don’t have to rely on individuals to carry context. It becomes something everyone can collaborate around.
That shift also changes accountability. Instead of one person being the bearer of bad news, responsibility becomes shared. Owners understand the impact of delays or changes. Teams stay aligned around the same goals.
“It turns into natural mutual accountability,” explains Andrew. The owner isn’t just overseeing the project from a distance. “
Teams need owners to understand “the consequences of delay in a decision or the consequences of changing their mind.” When that awareness is there, accountability flows both ways.
If there’s one lever owners can pull to improve project outcomes, it’s this: invest earlier. “Precon and design is not the time to be penny-wise and pound-foolish,” he remarks.
When owners treat preconstruction as a place to cut costs, they limit the quality of the inputs they receive when it matters most.
On the flip side, when owners put real investment into precon, teams show up differently. Builders and trade partners can “bring their best team to the table” and stay engaged from the start.
“I think if owners understood that and saw the difference it made in project outcomes, it would be really good for them and all the stakeholders on the team.”
The dynamic between owners, architects, and contractors is changing. Andrew sees tech and AI as major drivers of this shift.
“Owners are increasingly sophisticated,” he states. Technology, including AI, is making it easier to access data, compare options, and understand tradeoffs. That means fewer decisions are based on guesswork or information gaps. It’s also getting “much harder to build a profitable business based on asymmetric information.” You can’t win just by knowing more than the owner anymore. You have to deliver real value.
That shift raises the bar for everyone involved. Owners are better equipped to push projects toward their goals. And partners who align with those goals will stand out.
On the design side, things are getting more complicated. Andrew believes the role of architects and engineers isn’t going away, but where they sit in the ecosystem might change. More of that expertise could move closer to builders. Why? Because at the end of the day, “the owner doesn’t want a design… they want to turn that into a building.”
As general contractors expand their capabilities, especially in design-build and CM-at-risk models, they’re increasingly bringing more services in-house. Not everything, but the parts that help them control risk and deliver outcomes.
Digital Builder is hosted by me, Eric Thomas. Remember, new episodes of Digital Builder go live every week. Listen to the Digital Builder Podcast on:
or wherever you listen to podcasts.
Construction Safety Week is a reminder that strong safety programs don’t happen by accident. They’re built intentionally, supported by consistent processes, and reinforced across every field team and project — not reinvented each time work begins.
Yet for many project teams, standing up safety on a new project often means starting from scratch; Teams rebuild the same folders, recreate inspection forms, reconfigure issue types, and reset workflows, again and again. That administrative rework slows down projects and makes it harder to standardize safety practices across projects and teams.
Thankfully, Forma Build is designed to help safety teams move faster without sacrificing consistency. With the Safety Sample Project Template and improved safety documentation tools, teams can launch projects with the right structure already in place and scale safety programs more effectively across every jobsite.
Like any construction project, a scalable safety program starts with a strong foundation. Rather than manually configuring safety tools for every new project, Forma Build provides a Safety Sample Project Template built specifically for jobsite safety.
Hub Administrators and Standards Administrators can access the sample Project Templates directly in Hub Admin and use them when creating new projects. Once applied, the template automatically sets up a standardized safety structure from the very start of a project.
This includes a preconfigured folder hierarchy designed for safety documentation and reporting. Teams know exactly where to store safety plans, inspection records, incident documentation, and supporting files, without intensive manual setup or guesswork. This results in a single and consistent source of truth for safety information across the project.
Ready for smarter safety setup? Learn how to stand up safety on a project with Autodesk Forma.
Tracking safety issues effectively requires more than just logs. It requires the right categories, language, and workflows so teams can capture issues as they happen.
The Safety Sample Project Template in Forma Build includes preconfigured safety issue categories and types to help teams track hazards and incidents, observations and near misses, as well as positive safety behaviors such as good catches. With issue types already configured, field teams can report consistently while safety managers gain better visibility into trends and risks across the jobsite.
Prebuilt Safety Field Inspection forms are also included, making it easier to run routine inspections without creating forms from scratch. Field teams can perform inspections the same way across projects, while safety managers receive standardized data that’s easier to review, report on, and analyze.
Incident Report forms are ready to use as well, supporting consistent documentation for accidents, near misses, and safety events. Together, these tools help teams move from reactive reporting to proactive risk management.
Safety programs often extend beyond documentation to include equipment and assets that need to be tracked and maintained. The Safety Sample Project Template includes configured safety asset categories with predefined status sets and custom fields.
This gives teams responsible for safety-related equipment better visibility into what’s on site, what condition it’s in, and what needs attention, without building asset tracking workflows from the ground up.
Safety documentation frequently includes photos, but large projects can quickly turn photo libraries into long, unfiltered lists. The upgraded Photos experience in Forma Build helps teams bring structure and control to safety photos.
With albums and sub-albums, teams can organize safety photos into structured sets — by inspection, incident, location, or date — making it easier to find and review documentation when needed most. Additionally, album-level permissions allow teams to control who can view or manage sensitive safety photos, ensuring the right stakeholders have access while maintaining privacy and control.
Bulk actions, photo descriptions, optional auto-tags, and improved map controls make it faster to manage photos while preserving context and clarity across the project.
Autodesk Assistant in Autodesk Forma helps teams assess project and safety risk faster using AI-powered insights driven by real project data.
Teams can ask questions such as which tasks need immediate attention based on the master schedule and get a clear view of overdue, in-progress, and upcoming critical tasks, key milestones, and recommendations. Autodesk Assistant also highlights higher-risk activities based on potential schedule and cost impact, helping teams focus where it matters most.
Autodesk Assistant extends this visibility to project meetings by providing a quick snapshot of safety topics discussed across meetings. Teams can see which meetings included safety issues or toolbox talks, with summaries that link back to the meeting overview and key discussion details. This makes it easier to stay informed and ensure important safety conversations don’t get missed.
Curious what safety trends are emerging on your project? Use Autodesk Assistant in Forma Build to analyze safety observation trends, including top hazard and risk categories, root causes, location patterns, and leading observers. A critical findings recap highlights overall impact and provides clear, actionable recommendations to help you address issues fast.
As Construction Safety Week highlights the importance of protecting people on site, Forma Build helps teams make safety repeatable, scalable, and easier to manage without starting from zero every time.
Safety shouldn’t start from scratch. With Forma Build, teams can build once, standardize everywhere, and scale safety with confidence.
Architecture, engineering, construction, and operations (AECO) teams rely on a growing mix of digital tools to plan, design, and build more efficiently. But real progress happens when those tools work together. When data flows smoothly across systems, teams spend less time bridging gaps and more time making informed decisions that move projects forward.
This is where integration plays a critical role. By connecting design, construction, and operations, integrated technology reduces friction, improves collaboration, and turns project data into something teams can act on.
To support more connected workflows, we’re sharing 11 of our newest integrations across Autodesk AECO Solutions. From visual intelligence and 3D mapping to AI-driven insights that support smarter execution, these latest additions help teams connect their tools, align their processes, and get more value from the technology they already use.
Explore all 400+ integrations across the AECO Technology Partner Ecosystem.
When it comes to figuring out what a project will really cost, the construction takeoff (aka material takeoff or MTO) is the foundation of your estimate.
Even a small mistake in your takeoff can wipe out your profit. One missed item or a miscount can turn a competitive bid into lost opportunity. Yet many small contractors still juggle spreadsheets and manual counts just to get bids out the door. With limited staff and tight margins, there’s little room for error or rework.
Takeoff software helps level the playing field by turning plans into accurate material quantities and cost estimates faster. Simply put, it’s a digital tool that measures quantities directly from drawings so you can build your estimates with greater accuracy and bid with confidence.
In this post, we’ll break down how takeoff software works, what features actually matter, and how to choose the right solution for your business.
Table of contents:
Takeoff software is a digital tool that helps contractors measure and calculate material quantities directly from construction plans. Instead of counting by hand, you can pull quantities from drawings and turn them into accurate estimates for faster, more confident bidding.
While manual takeoffs rely on paper plans, scale rulers, and handwritten calculations or spreadsheets, takeoff software replaces those steps with digital measurements, automated calculations, and real time data, so you can move from guesswork to consistent, data-driven accuracy.
Modern takeoff software can streamline and automate the process of measuring, calculating, and organizing material quantities from plans. Consider the following.
Takeoff software can benefit pretty much any type of contractor, but it’s particularly advantageous to small contractors who are juggling estimating with everything else. Here’s why.
When margins are tight, even a small miscalculation can eat into your profit or turn a job into a loss. Takeoff software helps you get more accurate quantities upfront, so you’re able to make data-backed estimates.
That means fewer surprises, better cost control, and more confidence that the job you win is actually worth doing.
If you’re running a small operation, estimating is just one of many responsibilities. Manual takeoffs can take hours, sometimes days. With takeoff software, you can measure and calculate quantities much faster, which helps you turn bids around quickly. Faster turnaround means you can go after more jobs without stretching your time or burning out.
Small contractors often compete with larger firms that have dedicated estimators and advanced tools. Takeoff software helps close that gap. You can create clean, detailed, and professional estimates that stand up against bigger competitors.
Inaccurate takeoffs often lead to underbidding, missed materials, and unexpected costs later on. Takeoff software helps you document quantities and assumptions clearly, so you have a solid record to refer back to. This makes it easier to avoid costly mistakes and gives you better support if questions or disputes come up during the project.
When you’re using the right takeoff software in your firm, you’ll see better outcomes when it comes to accuracy, efficiency, and even profitability. Let’s double click on what that actually looks like in your day-to-day work.
Takeoff software replaces manual counting with digital precision, so you’re working with exact measurements from the start. It reduces human error and keeps your estimates consistent across projects.
Instead of relying on memory or rough calculations, you’re using standardized tools that help ensure every measurement is accurate and repeatable.
Modern tools are built for speed. You can drag and drop measurements, reuse standardized takeoff types, and apply templates instead of starting from scratch each time. Automated calculations handle the math in the background, so you can focus on reviewing the numbers and getting bids out the door faster.
Everything lives in one place, from drawings to takeoffs to specs. With centralized project files and version control, you always know you’re working off the latest set of plans. Cloud access also makes it easier to collaborate with your team without chasing down files or dealing with outdated information.
With clear quantity tracking tied directly to your estimates, it’s easier to stay on top of costs. You can update pricing in real time and see how changes impact your budget. This gives you a clearer view of where your money is going and helps you protect your margins before the job even starts.
Takeoff software makes it easy to turn your work into clean, client-ready reports. You can present detailed scope breakdowns that show exactly how your numbers were built. This not only saves time but also builds trust with clients who want transparency and clarity in your estimates.
Already sold on the idea of adopting takeoff software? Great! Here are the capabilities to look for when deciding on a solution.
The best takeoff software should feel easy from the first login. You shouldn’t need hours of training just to measure a wall or count fixtures.
With that in mind, look for a clean interface, simple tools, and workflows that make sense. Imagine opening a new set of plans in the morning and being able to start measuring within minutes, not after watching tutorials. That kind of usability keeps your team moving and reduces friction right away.
Cloud access means your work isn’t tied to a single computer. You can review takeoffs at the office, then pull them up again on-site without missing a beat.
For example, if a client asks about quantities during a walkthrough, you can open the latest plans on your tablet and answer on the spot. It also keeps your documents secure and backed up, so you’re not worrying about lost files or outdated versions.
Your takeoff software shouldn’t live in a silo. It should connect with the tools you already use so your workflow stays smooth end to end. Look for solutions that:
When everything connects, you spend less time reentering data and more time reviewing your numbers.
Not all projects are the same, and your software should reflect that. No two contractors work exactly the same way, and takeoff software should adapt to your process, instead of forcing you into a rigid setup. Trade-specific tools help you measure faster and more accurately based on the work you actually do. Whether you’re handling:
This level of customization helps contractors work faster and more consistently, while still maintaining the flexibility needed to handle different project types and trades. It's a practical way to speed things up without sacrificing detail.
The right software should grow with your business, not hold it back. Maybe you’re a one-or-two-person team today, but plan to take on more projects next year.
With scalable tools, you can add users, manage more jobs, and keep everything organized as you expand. Let’s say you’re bringing in a new estimator. If you already have the right software, they can jump into the same system without disrupting your workflow or starting from scratch.
Depending on your needs, here are the types of takeoff software you should consider if you’re a small contractor.
Standalone takeoff tools focus on the basics. They let you upload plans, measure areas and lengths, and count items directly from drawings. These tools are typically easy to learn and more affordable, which makes them a good starting point for small teams. You can move faster than manual takeoffs without overhauling your entire workflow.
The tradeoff is that you may still need to export quantities and related project documents into other systems for pricing, reporting, or project management.
Unlike point solutions, integrated estimating + takeoff platforms connect your takeoff and estimating workflows in one place.
In these integrated platforms, quantities flow directly from takeoff into estimating, reducing double entry and helping teams move faster from scope to price. Many also include the ability to customize cost databases, templates, and reporting tools, which help standardize how you bid and make it easier to scale your estimating process over time. This approach also makes it easier to standardize how work is estimated over time without forcing estimators to change how they think about takeoff versus cost.
A strong example of this integrated approach is Forma Takeoff (formerly Autodesk Takeoff). It combines 2D and 3D takeoffs in a single cloud-based solution, so you can measure from drawings or pull quantities directly from models. Teams can organize takeoffs using classification systems, apply formulas for complex quantities, and keep everything tied to the latest project documents. As you build your takeoff, quantities and costs can update together, the takeoff quantities can then be pushed into Forma Estimate, where estimators apply costs, labor, and pricing to build detailed estimates, all without re‑entering data.
If you want your takeoff process to stay connected beyond preconstruction, consider working within a full construction management platform, one that uses a shared foundation for documents and data across the project lifecycle. A platform that can address takeoff, estimating, scheduling, project and cost management in one connected platform. A connected system can focus on continuity of the date: the same drawings, models, and files used during takeoff are carried forward into project execution. That means teams aren’t re‑uploading documents, reconciling versions, or wondering which set of plans is the most current.
A great example of this is Forma Industry Cloud, which houses Forma Takeoff, Forma Estimate and Forma Build (formerly Autodesk Build). Together, they connect takeoff and estimating data in the same industry cloud that hosts project management workflows like RFIs, submittals, daily reports, and cost tracking. That means the quantities you measure during preconstruction don’t just sit in a spreadsheet. They are accessible through the project lifecycle, giving your team better visibility, fewer surprises, and a more connected way to manage jobs from start to finish.
Desktop solutions run locally on your computer and are often used by a single estimator. They’re a solid option if you:
Cloud-based solutions are built for flexibility and team access. Your data lives online, so you can log in from anywhere. They’re a better fit if you:
For most growing contractors, cloud-based tools make it easier to stay organized, collaborate, and scale without adding complexity.
Takeoff software helps you move faster, stay accurate, and present stronger bids without adding more work to your plate. Here’s how it can level up your bids.
Manual takeoffs can slow you down, especially when you’re juggling multiple bids at once. With takeoff software, you can measure, calculate, and build estimates in a fraction of the time. That speed matters. It lets you respond to opportunities and submit bids before deadlines without rushing or cutting corners. The faster you turn around bids, the more jobs you can pursue.
Accurate quantities lead to better material planning from the start. Instead of overordering to play it safe or underestimating and scrambling later, you’re working from precise measurements. This helps reduce waste, control costs, and avoid delays caused by missing materials. Over time, those small improvements can make a big difference in how efficiently your projects run.
Takeoff software helps you clearly define what’s included in your estimate. You can break down quantities, group items, and document assumptions in a way that’s easy to review. This makes it easier for both your team and your client to understand the scope of work.
When your bids are fast, accurate, and well organized, they stand out. Clients can see exactly how your numbers are built, which builds trust and confidence in your proposal. You’re not just submitting a price. You’re showing that you understand the project and have a clear plan to execute it. That combination can give you an edge, especially when competing against less detailed bids.
Without takeoff software bidding feels like a scramble. You’re flipping between printed plans or PDFs, manually counting materials, and plugging numbers into spreadsheets. It works, but it’s slow and easy to get wrong.
But once you take off with the right software (pun intended) the process becomes much more streamlined. You upload drawings, measure directly on screen, and let the system calculate quantities for you. Updates are easier to manage, and your estimates stay consistent.
Here’s what that could look like:
Takeoff software is an investment, and when implemented well, it can deliver solid ROI for your firm. Here’s what to consider.
Most takeoff tools use subscription pricing, often billed monthly or annually. Some charge per user, which means your cost scales as your team grows. While there’s an upfront commitment, you’re replacing manual work and disconnected tools. For many small contractors, the cost is predictable and easier to manage compared to the hidden costs of time, errors, and rework.
Manual takeoffs can take anywhere from several hours to a few days, depending on the project. With takeoff software, that same work can often be cut in half or more. Saving even 5 to 10 hours per estimate adds up quickly, especially if you’re bidding multiple jobs each month. That time can be reinvested in bidding for more work or in focusing on running your projects.
It doesn’t take many mistakes for a job to go sideways, one underbid job t can quickly erode your margins. Missed quantities, incorrect counts, or outdated plans can lead to major losses. Takeoff software helps reduce those risks by giving you more accurate and consistent numbers. Avoiding just one costly mistake can make the investment pay for itself.
The real ROI shows up as your business grows. Faster estimates, better accuracy, and more bids mean more opportunities to win work. A simple way to think about it:
ROI = (Additional profit from more wins + cost savings from fewer errors) ÷ software cost
If the tool helps you win even one extra profitable job or avoid one major mistake, it’s already working in your favor.
The real ROI of takeoff software becomes more obvious as your business grows, but it’s not just about revenue. It also shows up in how estimators work day to day.
Faster takeoffs, better accuracy, and fewer last minute surprises help teams focus on higher‑value work such as like reviewing scope, catching risks early, and finding ways to bid more competitively, instead of spending hours counting, recounting, and second‑guessing quantities. For small teams, that reduction in stress and rework matters significantly.
It’s easy to get excited about new tools, but a few missteps early on can cost you time and money. Watch out for these pitfalls.
Going with the cheapest option might seem like a win, but it can lead to limitations down the line. If the software lacks key features or slows your workflow, you end up paying for it in time and missed opportunities. Focus on value, not just cost. The right tool should help you work faster and more accurately, not create more friction.
If your takeoff software doesn’t connect with your estimating, project management, or other workflows, you’ll end up duplicating work. That means reentering data, dealing with inconsistencies, and wasting time. Look for software that fits into your existing workflow, so information flows smoothly from takeoff to estimate to execution.
Some platforms are built for large firms with complex needs. If you’re a small contractor, those extra features can add unnecessary cost and complexity. You may end up paying for tools you don’t use or struggling to adopt the system. Choose a solution that matches your current needs, with room to grow as your business expands.
Even intuitive software requires some level of onboarding. If you skip training, your team may not use the tool correctly or take full advantage of its features. That can limit your results and slow adoption. Investing a little time up front helps ensure you get the most value from the software.
Demos can look great, but they don’t always reflect real-world use. Before committing, test the software with actual project plans. This helps you see how it handles your workflows, file types, and level of detail.
Rolling out takeoff software doesn’t have to be complicated. A simple, step-by-step approach helps you get value quickly without disrupting your workflow.
Don’t try to overhaul everything at once. Pick a single project and run your takeoff through the new software from start to finish. This gives you a low risk way to learn the system and spot any gaps. You can compare results with your usual process and build confidence before rolling it out more broadly.
Once you’re comfortable, start creating templates for common project types and takeoff types for recurring scopes and assemblies. This saves time on future estimates and keeps your work consistent. Instead of starting from scratch, you’re building on a foundation that reflects how your business actually operates.
Use the software as an opportunity to tighten up how you estimate. Define how measurements are taken, how items are labeled, and how costs are applied. When everyone follows the same process, your estimates become easier to review, compare, and trust across projects.
Focus on getting a few core people up to speed first. These users can become your internal go to experts and help support others as adoption grows. Even a short training session can go a long way in helping your team use the tool correctly and efficiently.
After a few projects, take time to review what’s working and what’s not. Look at how long takeoffs are taking, where errors are reduced, and where you can improve. Small adjustments to your templates, workflows, or training can make a big difference over time.
Think of takeoff software as your digital measuring tool. It lets you pull material quantities straight from construction drawings and turn them into estimates without manual counting. Instead of juggling scales and spreadsheets, everything is calculated for you in one place.
If you’re bidding jobs and working with tight margins, it’s a strong yes. Takeoff software helps you avoid costly mistakes, speed up estimates, and stay competitive. In many cases, preventing just one bad bid can cover the cost of the tool.
Most tools fall between $50 and $300 per user per month, depending on features and integrations. Many use subscription pricing, so you can scale up or down based on your needs.
Not usually. Most modern tools are built to be intuitive. Many contractors can get comfortable within a few days, especially with basic onboarding or tutorials. You don’t need to be tech-savvy to get started.
Takeoff software measures quantities from plans. Meanwhile, estimating software applies costs to those quantities. Some platforms combine both, so you can go from measurements to a full estimate without switching tools.
Yes. Many solutions connect with tools like QuickBooks and other construction platforms. Some takeoff solutions offer direct integrations with accounting or financial systems but many focus on making takeoff data easy to export and reuse downstream instead.
In practice, this means your quantified material takeoffs can be exported to spreadsheets or estimating tools, where they can then be imported into accounting, budgeting, or project management systems. This approach still reduces manual re‑entry and helps extend the value of your preconstruction data beyond the estimate.
It removes a lot of the guesswork. Measurements are done digitally, quantities are calculated automatically, and your process stays consistent across projects. That leads to more reliable bids and fewer surprises later on.
Almost any trade that works from plans can benefit, including:
If you’re measuring materials, there’s value here.
For most teams, yes. Cloud-based tools make it easier to collaborate, access files from anywhere, and stay on the latest version of your plans. Desktop tools can work for solo users, but they’re less flexible as your business grows.
Often faster than expected. Between time savings and fewer estimating mistakes, many contractors see a return within the first few projects. One avoided error or one extra job won can make a big difference.
The “best” takeoff software really comes down to what fits how you work. Most small contractors want something that’s accurate, easy to pick up, and doesn’t create more work with disconnected tools.
For many teams—particularly those already part of the Autodesk ecosystem—our takeoff (Forma Takeoff) and estimating (Forma Estimate) tools are a strong fit. Autodesk software runs in the cloud, so you can access projects from anywhere, combine 2D and 3D takeoffs in one place, cut down on manual entry, and stay connected to the rest of your estimating and project data.
If you’re a small contractor, these are the two solutions you should strongly consider.
A strong fit for those who need accurate and collaborative digital takeoffs with BIM integration, Autodesk Forma Takeoff offers a professional and scalable tool that can handle complex plans.
Some of its standout features include:
If you need takeoff + cost estimating in one platform, Autodesk Forma Estimate will give you a unified workflow that supports measure, costing, and proposals.
With Autodesk Forma Estimate, you can:
Accurate takeoffs, faster estimates, and stronger margin control all start with the right tools. Takeoff software helps small contractors move away from manual work and toward a more reliable, repeatable process. Digital takeoffs are quickly becoming the standard across the industry, and getting ahead now can give you a real advantage.
If you’re ready to modernize your estimating workflow, try a demo or start a free trial of Autodesk’s takeoff software to see how it fits into your day to day work.
The role of the estimator has evolved far beyond producing a single number and has become a more strategic function within the business. While accuracy in quantities and costs is still critical, today’s estimating teams are expected to move faster, manage greater complexity, and deliver insights that inform bidding strategy, risk management, and downstream decisions.
That shift makes technology adoption more important than ever. Manual takeoffs, spreadsheet‑driven estimates, and disconnected workflows slow teams down and limit their ability to add value. Modern estimating software, especially solutions built with automation and connectivity at the core, help link estimates to takeoff, bidding, and execution while freeing estimators from repetitive work. This allows teams to focus on what matters most: confidence, accuracy, and informed decision‑making at every stage of the project lifecycle.
This shift is exactly where Forma Estimate comes in. Built within the Autodesk Forma industry cloud, it reflects Autodesk’s investment in connected preconstruction and a more integrated way of working.
To be clear: Forma Estimate doesn’t replace ProEst. Instead, Autodesk now offers two estimating solutions that serve different needs. One optimizes depth and configurability. The other optimizes connectivity and workflow integration.
Understanding these two solutions is important if you’re evaluating where your estimating process needs to go next.
If you’re evaluating both tools, this quick overview will help you understand where each one stands.
ProEst is an established estimating solution with a mature feature set, and it continues to be supported and is available as part of the Forma for Preconstruction Bundle. Teams rely on ProEst for its deep estimating functionality and highly customizable workflows.
ProEst also offers advanced data and automation capabilities which makes it easier to handle complex projects, detailed breakdowns, and highly specific reporting needs.
Forma Estimate is a cloud-based estimating solution built directly within Autodesk Forma.
It’s designed for connected preconstruction workflows and integrates natively with tools like Forma Data Management and Forma Takeoff.
It’s also available as part of the Forma for Preconstruction Bundle.
A key distinction between ProEst and Forma Estimate is how each solution approaches estimating. ProEst is built to maximize flexibility and control within the tool, while Forma Estimate is built to keep estimating connected to takeoff, bidding, and beyond.
ProEst is built for teams that want control over every part of the estimating process. It has a mature feature set and gives estimators the flexibility to shape workflows, outputs, and cost models to match their operating practices.
Key capabilities include:
This is where ProEst stands out. It gives teams deep functionality and the ability to fine-tune estimating down to a very granular level.
Forma Estimate is built for teams that want estimating to stay connected to everything else in preconstruction. Estimate allows you to connect to both 2D and 3D takeoff quantities to power your estimates, by bringing takeoff and estimating into one environment so data stays aligned from the start.
Here’s what that looks like in practice:
ProEst optimizes estimating within the estimating environment, with deep functionality and purpose-built integrations. Forma Estimate optimizes estimating within a connected preconstruction lifecycle, where data flows across workflows without friction.
If you’re comparing Forma Estimate vs. ProEst, you’ll want to evaluate each solution through the lens of your workflows, data strategy, and integration needs. Consider the following.
Both tools support reporting, but they take very different approaches.
How each solution handles cost data is another key difference.
The integration strategy reflects each tool’s overall approach.
No matter which tool you decide to use—i.e., Forma Estimate or ProEst—chances are, other team members will be using them with you. When it comes to collaboration, here’s how these tools compare.
Forma Estimate is cloud-native by design, which makes real-time collaboration the default, not an add-on. Teams can work off the same data at the same time without worrying about version control or disconnected files.
Here’s what that enables:
The result is a more aligned preconstruction process, where teams spend less time chasing updates and more time making decisions.
ProEst has moved fully to the cloud, but its strength is still rooted in estimating depth. It’s a strong fit for teams that:
While collaboration is supported, it’s not as tightly embedded across the full preconstruction workflow.
As estimating becomes more collaborative and time-sensitive, the way teams work is shifting.
Teams working across multiple locations or coordinating closely with takeoff, bidding, and preconstruction stakeholders will likely place greater value on connected platforms and real-time workflows. If this sounds like you and the people you work with, then Forma Estimate is an excellent fit.
On the other hand, teams that prioritize control, customization, and depth within estimating may still lean toward tools like ProEst.
In most cases, the decision comes down to this: Do you need the most powerful estimating tool, or do you need estimating to be tightly connected to everything around it?
Choosing between ProEst and Forma Estimate starts with understanding your team’s needs. Think about how you build estimates, manage data, and connect with the rest of your workflow.
Modern estimating goes beyond just producing a number. It’s about connecting risk, qualification, takeoff, bid management, and handoff.
This is the direction Autodesk is moving with Forma.
The goal is a unified platform that connects the full project lifecycle, from design to preconstruction to build.
Instead of working across disconnected tools, teams operate within a connected data ecosystem where information flows from one phase to the next without getting lost or duplicated.
At the preconstruction level, that means bringing together:
With the Bidding tool now available in beta for certain subscriptions, Autodesk is bringing proven workflows from BuildingConnected directly into Forma. Teams can manage bidding and subcontractor prequalification in the same environment where they handle takeoffs and estimates.
What makes this meaningful is that teams don’t have to change how they manage bids or recreate data. The workflows they already rely on are now connected to estimating and takeoff.
In practice, that means:
The result is a more unified preconstruction experience where teams spend less time moving information between systems and more time making informed decisions.
This is the bigger shift behind Forma. Not just better tools, but a more connected way to manage preconstruction from start to finish.
ProEst is built for customization and estimating depth. Forma Estimate is built for connectivity and workflow alignment. Choosing between them comes down to your team’s priorities, whether that’s advanced customization or a more connected preconstruction process. Both solutions are part of Autodesk’s bigger vision.
Want to see how it all fits together? Explore the Forma for Preconstruction Bundle.
Infrastructure projects are a unique class because, unlike vertical building projects, they span large geographies, can involve linear and horizontal infrastructure, involve multiple jurisdictions, and unfold over much longer timelines. And because they're built for public or regional use, the client is often a public agency, with end users being the communities that use these public facilities.
Infrastructure projects are complex by nature, so they benefit immensely from streamlined workflows, tight collaboration, and data-driven decision-making.
Having a robust platform from a company like Autodesk is a strong start, and if you want to get even more value out of it, leveraging the right integrations can make your day-to-day a lot easier.
This blog will showcase the top integrations that extend Autodesk’s capabilities for infrastructure professionals. Take a look below and see which ones make the most sense for your projects.
Infrastructure projects are uniquely challenging in that teams juggle more tools, more stakeholders, and more data than most. They often involve fragmented solutions, which means data lives in siloes. As any team knows, this increases risk and slows decision-making.
When you have a unified platform and tight, seamless integrations, teams can work from the same source of truth and move faster with confidence.
That’s why Autodesk is committed to an open, connected platform and providing an interoperable ecosystem that connects workflows with industry partners rather than locking teams into disconnected systems.
Autodesk supports infrastructure work from early planning through delivery and operations with tools built to handle the scale of these projects. Examples include Civil 3D for detailed civil design and documentation, InfraWorks for early-stage planning, and specialized solutions for Water Infrastructure design, analysis, and management. Beyond that, Autodesk Forma, the AECO industry cloud ensures teams can use it to streamline just about every phase of the project from design through operations.
Thanks to these tools, infrastructure teams can unlock benefits like:
Just as important, Autodesk’s open platform makes it easy to connect third-party tools through its AECO Technology Partner Ecosystem. That way, you can extend your tech stack and make sure data flows from one system to the next.
We all know construction projects involve multiple teams using a variety of technologies. And when these project components don’t connect with each other, it creates issues like fragmented data and disconnected processes.
The good news is that the construction industry has started to recognize the importance of connected systems.
There’s a growing trend toward more integrated workflows and cloud-based collaboration. When done right, infrastructure teams reduce manual work, improve accuracy, and make faster, more informed decisions.
With that, let’s dive into the top integrations that make Autodesk a powerhouse for infrastructure construction.
These integrations help infrastructure projects stay connected, so data is synced, and everyone stays on the same page.
What it does: Esri provides ArcGIS, a comprehensive geospatial platform that serves as the "location intelligence" layer for infrastructure. You can integrate ArcGIS with AutoCAD, Civil 3D, Revit, Autodesk Forma Site Design, and Forma Data Management to bridge BIM and GIS across the entire infrastructure lifecycle from planning, design, and construction through to operate and maintain. Teams can use ArcGIS to manage, analyze, and visualize 2D and 3D data together, including authoritative GIS layers, engineering models, drone imagery, and evolving digital twins within a shared geographic context. This allows spatially accurate information to be used consistently across desktop, web, and field workflows.
Why it matters: Infrastructure exists in complex environments, and having reliable data about those environments is key. With ArcGIS, teams can view their designs alongside authoritative data, including property lines, environmental constraints, utility networks, and flood zones. That, in turn, helps them make smarter choices and optimize their designs.
Use case: ArcGIS with Autodesk enables users to understand land use, utilities, and community context. For example, urban infrastructure and transportation planning teams can evaluate site constraints or test how projects will impact surrounding communities.
What it does: An AI-powered capital planning solution, Aurigo is built for owners of large-scale facilities and infrastructure. It helps owners streamline the "top-down" activities of a project. Think: identifying investment opportunities, simulating funding scenarios, and forecasting cash flow.
Why it matters: Infrastructure projects require massive investments, and a tool like Aurigo can help with planning and decision-making around these jobs. It improves governance by providing visibility into budgets, cash flow, and performance, helping agencies have tighter control over their financials.
Use case: Transportation and city infrastructure programs benefit from Aurigo. For instance, a city or utility department can use the platform to plan out a 5 or 10-year infrastructure roadmap, prioritizing bridge repairs versus new pipeline construction based on available funding.
Private sector capital programs benefit in the same way. An investor-owned utility can prioritize substation upgrades versus new transmission builds, while data center operators and life sciences or manufacturing firms can weigh facility retrofits against new construction based on available capital.
What it does: GeoDin is a leading geotechnical data management software suite for understanding the ground to design and build safe and sustainable infrastructure. GeoDin solutions cover the entire geotechnical workflow, from on-site data capture (GeoDin Onsite) to manage and analyze the geotechnical data (GeoDin) and finally, visualizing the ground data in 3D models (GeoDin Ground). GeoDin Ground plug-in for Autodesk Civil 3D brings ground data, including borehole data and lithological soil and rock layers, directly into the infrastructure design environment to enable data driven design workflows.
Why it matters: Subsurface uncertainty is one of the biggest risks in infrastructure construction. Thanks to GeoDin, teams can gain better visibility into ground conditions and reduce overall project risk.
Use case: GeoDin is used across medium to large-scale infrastructure projects, such as tunnels, bridges and pipelines, to ensure uncertainty on the ground uncertainty is minimized, unforeseen delays and rework are eliminated, and engineering designs have reduced overengineering for more cost effective and sustainable construction works.
What it does: A platform made specifically for water and wastewater infrastructure, Optimizer integrates with InfoWorks ICM and InfoWorks WS Pro to automate the complex process of network planning. Instead of having engineers manually test design scenarios, Optimizer uses smart algorithms to analyze thousands of combinations of assets, sizes, and configurations to find the most mathematically efficient solution for a water system.
Why it matters: Traditional planning relies heavily on manual analysis and assumptions. Optimizer replaces guesswork with data-driven insights. Teams can lower lifecycle costs, meet regulatory requirements, and build systems that can handle droughts, floods, or any other climate pressures.
Use case: Optimizer is ideal for utilities planning stormwater, wastewater, and water distribution systems, especially when managing overflow risks, prioritizing capital investments, or balancing short-term fixes with long-term resilience goals.
What it does: ORIS is a materials intelligence and Life Cycle Assessment (LCA) platform for road, rail, and other civil infrastructure. Teams can integrate it with Civil 3D and AutoCAD to calculate the carbon footprint and resource consumption of a design in real-time. ORIS leverages a database of 50,000+ geolocated suppliers and GIS-based route optimization to help engineers select the most eco-friendly materials.
Why it matters: A big part of a project's environmental impact is determined during the design phase. That's why it's incredibly important to make sustainable decisions early on. ORIS helps infrastructure teams do this by enabling them to assess carbon impact and adjust their designs accordingly.
Use case: Comparing different pavement structures and material specifications (e.g., recycled aggregates vs. virgin stone) during conceptual design to find the lowest-carbon path. This makes ORIS a great fit for highway and pavement design projects.
What it does: Sensat is a geospatial and intelligence platform that helps organisations de-risk complex infrastructure projects. It brings together reality capture, CAD, BIM models, schedules, and site photos into one visual, real-world environment, giving teams the accurate data they need to make informed decisions at critical points throughout the construction lifecycle.
Why it matters: Major infrastructure decisions often hinge on terrain, constraints, and conditions found outside traditional drawings. Sensat lets project teams overlay models and documents onto real-world site data, spotting critical issues much earlier and avoiding costly risks later on.
Use case: During pre-construction and design, Sensat helps delivery teams spot delivery risks and design clashes at the earliest stages, reducing rework, safety incidents, and regulatory exposure before any boots hit the ground. Ideal for high-scale projects where interfaces are complex, and risks could be significant.
What it does: Transcend Design Generator helps infrastructure teams automate conceptual and preliminary design for water and wastewater treatment facilities. It uses engineering logic, parametric rules, and AI-assisted workflows to turn governed project inputs into structured, traceable engineering data and preliminary design deliverables. These can flow into Autodesk Forma workflows and downstream BIM environments.
Why it matters: Early-stage infrastructure design is often slow, iterative, and resource-intensive. Transcend helps teams explore more design options quickly. It reduces manual engineering work and supports better decisions early. This includes choices about cost, performance, project constraints, and sustainability.
Use case: For municipal water and wastewater projects, teams often need to compare multiple scenarios quickly. Transcend helps generate and structure this option data up front. This makes it easier to assess feasibility, align stakeholders, and move into Autodesk-based design workflows with more confidence and better information.
What it does: VAPAR uses AI to automatically analyze CCTV footage of stormwater and wastewater pipes. Instead of manually reviewing hours of video, teams get standardized defect detection and condition data that flows directly into asset management tools like Info360 Asset.
Why it matters: Pipe networks are vast and hidden, so manually monitoring them can be slow and difficult. VAPAR can speed up the process and reduce human error. And because it uses AI to code defects, it can also reduce subjectivity between different inspectors.
Use case: Teams that look after municipal stormwater and wastewater systems or manage large pipe networks can use VAPAR to speed up inspections and gather data for smarter maintenance and renewal decisions.
Leveraging integrations isn’t just about improving workflows and collaboration.
Yes, a well-integrated tech stack leads to less manual work and better data flow—but the impact goes beyond data. Connected ecosystems like the one Autodesk provides through the AECO Technology Partner Ecosystem help reduce project risk and enable your teams to make smarter decisions earlier.
Ultimately, this clears the path for even bigger goals. Want to meet and exceed your sustainability targets? Need to unlock real digital maturity and data-driven decision-making? When you keep your tech connected, everything works together to move projects forward.
Integrations play a critical role in helping infrastructure teams manage complexity, reduce risk, and make better decisions across long project lifecycles. If you're using Autodesk tools and are looking to unlock even more value out of the platform, leveraging the right partner solutions can help you get there. Explore the AECO Technology Partner Ecosystem and start building smarter with Autodesk today.
An article from a sustainability leader that opens with revenue growth and win rates probably isn't what you're expecting. But that's where the real story lives in construction right now.
The market is already signaling this shift: 84% of companies maintaining or accelerating their climate targets, even as regulations fluctuate. In the US, where policy may ease, demand is not. Clients, particularly data center hyperscalers and anyone building in California, are doubling down on carbon accountability across their supply chains.
This isn’t a future trend. It’s already shaping who gets shortlisted and who doesn’t.
Construction leaders don’t wake up thinking about carbon. They wake up thinking about margin, risk, and winning the next bid. Those priorities are now being shaped by a new set of pressures that show up earlier in every project, which is exactly why sustainability has moved from a reporting exercise to a strategic one.
And here’s the thing: when it comes to sustainability, construction sits at the control panel. It’s the switchboard, shaping decisions that determine downstream outcomes across the design and build industries.
For years, sustainability showed up at the end of a project, in compliance reports, certifications, and post-construction metrics. That model no longer holds.
You might read the headlines and think momentum is softening. Some corporate climate commitments are being walked back. Federal policy is in flux. But procurement tells a different story. Owners are introducing supplier scorecards, codes of conduct, and reporting requirements that reach deep into the construction value chain. California's Buy Clean Act requires environmental product declarations (EPDs) for structural materials on state-funded projects. Meanwhile, major hyperscalers are writing embodied carbon caps into their data center RFPs. These aren't voluntary pledges — they're procurement requirements, and they're accelerating.
Carbon is now part of prequalification, not just post-project reporting. Which means owners are asking detailed questions about materials, sourcing, and lifecycle impact earlier in the bid process. Insurers are factoring climate exposure into underwriting. Public sector procurement is rewriting specifications to weigh carbon alongside cost. Lenders are scrutinizing project risk through a sustainability lens.
Carbon has become a constraint, just like cost and schedule. Firms that can quantify it alongside the other two aren't just managing risk; they're winning work. Those that can't are quietly being filtered out before the bid even lands.
It's tempting to say sustainability fails when data is disconnected. That's true, but it's also true of cost estimating, scheduling, and safety. The sustainability-specific problem is sharper: carbon accounting requires a kind of data that most construction workflows weren't built to carry.
Embodied carbon lives at the material level. Every cubic yard of concrete, every ton of rebar, every linear foot of glulam has a specific environmental product declaration tied to a specific plant, a specific mix, a specific supplier. Change the supplier mid-project and the carbon number changes. Substitute a material during value engineering and the number changes again. Scope 3 emissions, the bulk of a project's footprint, depend on subcontractor data flowing upstream to the GC and owner.
Legacy estimating and procurement systems don't track any of this. Spreadsheets can be made to hold the information, but they lose it the moment something changes – and something always changes.
That's what makes this data problem different. Carbon data has to stay attached to materials as they move through design, procurement, and construction, across every substitution, every RFI, and every change order. Break the chain and the reporting falls apart. Which means the commitments fall apart, and the client finds someone who can hold it together.
When that data does flow, something else happens; tradeoffs become visible. Teams see cost, availability, lead time, and carbon side-by-side during preconstruction, instead of discovering them in sequence and reacting to the last one to show up.
Picture two preconstruction teams bidding on the same mixed-use project with an embodied carbon cap written into the RFP.
Team A runs their takeoff, prices the structure against historical concrete and steel rates, and submits. Carbon gets estimated at the end with a rough intensity factor. Close to the cap and fingers crossed.
Team B models carbon alongside cost from the start. They see that switching to a lower-clinker concrete mix from a supplier 80 miles out adds 2% to material cost but drops embodied carbon by 14% — enough to clear the cap with room, and enough to offer the owner a value-engineered alternative with global warming potential (GWP) numbers attached. In addition to winning the bid, they also now have a carbon baseline that carries forward into procurement and construction, so when a substitution happens in month six, the impact is visible immediately instead of surfacing in a year-end report that doesn't reconcile.
Same project. Same capability gap that's increasingly deciding who gets the work.
Software doesn't reduce carbon on its own. What it does is change when decisions are made.
The biggest cost, schedule, and carbon decisions happen long before crews hit the jobsite. When those decisions live in disconnected systems, teams react to problems downstream. When workflows are connected, teams act earlier, and the compounding effects show up fast. Material options get evaluated before buyout, not after. Waste gets tracked in real time, and over-ordering drops. Coordination reduces rework, so labor, material, and carbon losses shrink together.
This is the same pattern the industry saw with BIM mandates and safety digitization. Firms that moved early gained an edge. Firms that waited caught up later, at higher cost and with more friction.
The structural shifts are already in motion. In Europe, Digital Product Passports – digital records of a product's materials, origin, and environmental impact – are becoming mandatory under the Ecodesign for Sustainable Products Regulation. Global supply chain transparency is no longer optional. In the US, public procurement is starting to weigh carbon alongside cost.
Over the next decade, the teams that win work won't just be the ones with the lowest bid. They'll be the ones who can answer, with confidence, what the cost, schedule, and carbon implications of a project are, and how those trade off against each other. Not in separate systems. Not in hindsight. In one connected environment.
Because owners aren't just buying buildings anymore. They're buying outcomes. And the teams that can quantify and communicate those outcomes clearly will have the advantage.
Progress, not perfection. Many teams assume they need a full transformation before they start. They don’t. The firms gaining ground are starting small and building momentum with the workflows they already use including digital takeoff, connected coordination, supplier transparency, field-to-office data flow, and real-time waste visibility.
Adoption also comes down to language. Sustainability initiatives gain traction when they’re framed in terms the field understands (efficiency, waste reduction, cost savings) not abstract carbon metrics. The goal is to make it feel less like compliance and more like safety: a shared responsibility where everyone benefits.
Industry frameworks like Associated General Contractors of America (AGC)’s Decarbonization & Carbon Reporting Playbook are starting to define scalable, company-level approaches, signaling a broader shift toward standardization. Over time, the gains compound. The data carries forward. Teams stop resetting between projects and start learning from what worked, which is when insight becomes a repeatable advantage.
Construction has always been about solving complex problems under pressure. Carbon is now part of that equation. The companies that treat it like cost and schedule will protect margins, reduce risk, and stay competitive. This isn’t a separate initiative. It’s how high-performing teams operate.
Sustainability is becoming table stakes, and the opportunity extends well past compliance. There’s a real opening to lead the industry forward with better data, reporting, and decisions.
The companies that take it won’t just reduce carbon. They’ll unlock new value, strengthen their market position, and define what winning looks like in the next era of construction.
Learn more about Autodesk’s solutions for sustainable construction here.
Specialized contractors are critical in any project. Yet too often, they’re treated like vendors whose only job is to execute on projects after key design and pricing decisions have already been made. As projects grow more complex and margins tighten, this approach introduces risk that teams can’t afford.
Forward-thinking builders are changing the model by treating these trade contractors not just as vendors, but as partners. They involve them earlier in preconstruction while key decisions are still being shaped. That shift results in better-informed decisions, tighter coordination, and more predictable outcomes.
The practice of bringing in trade partners early isn't commonplace, especially when teams are using traditional project delivery methods like design-bid-build. However, that approach is starting to show its limits.
For starters, projects today face tighter schedules, volatile pricing, and ongoing labor shortages. Bringing trades in earlier helps teams lock in pricing sooner, plan around constraints, and make smarter calls before issues hit the field.
There’s also the reality that much of the project’s risk is decided long before construction starts. Specialty trades hold deep expertise around constructability, sequencing, and material availability. When that insight arrives too late, teams lose the opportunity to influence critical outcomes.
Early engagement puts that expertise to work when it matters most, turning trade knowledge into a real advantage instead of a scramble to fix problems later.
On the flip side, not involving trade partners early leads to avoidable cost overruns and delays. Consider the following.
Better inputs lead to better outcomes. When trade partners weigh in early, teams make decisions with expert-backed insights in mind (rather than assumptions), so the rest of the project, including real-world execution, runs more smoothly.
Early feedback helps teams avoid overdesign, rework, and inefficient solutions. Instead of value engineering under pressure, teams make smarter choices up front. For example, a mechanical contractor might suggest a simpler system that meets performance goals at a lower cost.
Pricing reflects real scope, availability, and market conditions earlier. As such, there are fewer surprises when it’s time to buy out the job. One simple move is to validate budgets with key trades before locking them in, especially for high-volatility materials.
Trade expertise surfaces sequencing challenges and installation constraints sooner. Crews can flag issues such as tight access, clashes, or unrealistic installation timelines before they hit the field. This leads to smoother execution and fewer RFIs.
That’s why, if you want to catch issues before they turn into field problems, you can bring trades into coordination meetings early, not just during construction. That way, teams can work through conflicts upfront and keep work moving without constant rework.
Lead times and labor realities are accounted for before commitments are made. Teams can plan around real constraints instead of hoping everything lines up. For instance, knowing equipment lead times early allows for better phasing and procurement planning. This makes schedules more reliable and easier to defend.
Risks are identified when teams still have options. Instead of reacting to problems late, you can adjust course early when changes are cheaper and easier. Whether it’s material availability or design conflicts, early visibility reduces last-minute disruptions and keeps projects moving forward.
For years, many teams have treated trade partners as vendors. Scope gets handed down, bids come in, and the focus is on price. It’s a linear approach that seems clean and organized in theory. However, this model also creates distance. And when something goes wrong, it turns into finger-pointing instead of problem-solving.
Early engagement changes that dynamic. Trades are brought in during preconstruction, so they’re part of the conversation from the start. They understand the goals, the constraints, and the “why” behind key decisions.
Over time, this builds trust and mutual respect. Trade partners feel heard, and their expertise is taken seriously. GCs and owners get more reliable input and better follow-through.
These relationships don’t reset after every job, either. Teams carry lessons forward, collaborate more efficiently, and perform better with each project.
Having more parties weigh in and collaborate early on doesn’t have to slow down the preconstruction process. Here are some best practices to make early engagement more focused and effective.
Not every trade needs to be involved from day one. Start with high-impact scopes like MEP or structural systems, as decisions in these areas carry the most risk. For example, bringing in a mechanical contractor early can help avoid costly redesigns later. A simple rule: prioritize trades tied to complexity, cost volatility, or long lead times.
Early collaboration works best when it’s intentional. Instead of broad meetings, set clear checkpoints tied to design milestones.
You can, for instance, hold a constructability review at 50% design with a defined agenda. This keeps discussions focused and ensures teams walk away with actionable next steps.
Bringing trades in too early or too late both create friction. The goal is to time engagement when input is actually useful. You should involve trades once systems are defined enough for meaningful feedback, but before decisions are locked. This avoids rework while still capturing valuable insights.
In order for your trade partners to really provide value from the onset, you need to be specific about what you need from them. Be upfront about what you’re solving for, whether it’s reducing cost, improving sequencing, or managing risk.
For example, ask a framing contractor to focus specifically on installation efficiency or material waste. Clear direction leads to better, more relevant feedback.
Technology helps scale early engagement without adding chaos. Use shared models, centralized documents, and structured workflows to collect and track feedback. For example, you could capture trade input directly in a coordination platform to keep everyone aligned and reduce back-and-forth. This also creates a record that teams can reference as the project moves forward.
Early engagement only works if you’re working with the right partners. Prequalification gives teams the confidence to bring trades in sooner, knowing they have the capability, capacity, and track record to deliver.
Before you engage a trade early, you need to know they can actually handle the work. Prequalification gives visibility into financial health, backlog, and capacity, so teams aren’t making assumptions.
For example, a subcontractor might look great on paper but be stretched thin across multiple jobs. Tools like TradeTapp help centralize financials, benchmark performance, and flag risk early so teams can make more informed decisions.
When it comes to loss exposure or risk of default, prequalification helps you catch warning signs early, whether it’s unstable finances or inconsistent performance. Instead of reacting mid-project, teams can make better partner selections upfront and reduce the risk of delays or changes down the line.
Safety issues don’t just impact workers; they disrupt schedules and increase liability. Prequalification allows teams to review safety records, incident rates, and compliance history before work begins. For instance, identifying a trade with a pattern of safety violations early can prevent major disruptions later. It’s a simple way to protect both people and project timelines.
Chasing down missing paperwork during construction slows everything down. Prequalification ensures certifications, licenses, and insurance are in place before contracts are signed. This keeps projects moving and avoids last-minute surprises. A practical tip is to standardize these requirements across projects so teams don’t have to reinvent the process each time.
When teams trust their trade partners, they’re more willing to bring them in early and rely on their input. Prequalification creates that trust by backing decisions with data, not gut feel. With tools like TradeTapp connecting qualification insights to estimating and preconstruction workflows, teams can confidently engage the right partners earlier without slowing things down.
Prequalification is a strong starting point, but it won’t eliminate all risks. Conditions change, workloads shift, and even reliable trade partners can take on more than they can handle.
So, how do you navigate all of that?
As with any dynamic environment, visibility can do wonders for maintaining control. In the case of construction projects, it’s best to have ongoing visibility. This entails monitoring financial health, workload, and performance throughout the project
For instance, if a trade partner picks up multiple jobs mid-project, that could impact staffing or timelines. Having that insight early gives teams time to adjust.
Early engagement works best when it’s paired with continuous oversight. Instead of reacting to problems late, teams stay ahead of them.
When trade partners are engaged early and supported throughout the project, the benefits show up where they matter most. Some outcomes include:
Ready to start engaging trade partners early? Here’s how you and your teams can start shifting their approach today without slowing things down:
Early trade engagement isn’t just another best practice—it’s a strategy. Successful projects are shaped by strong collaboration across the board. When you bring in trade partners sooner, you reduce risk and keep projects moving smoothly.
Want to put this into practice? Explore the Autodesk Forma for Preconstruction bundle and TradeTapp to enable early collaboration with smarter qualification and risk insights.
Exploring how connected workflows, people flow data, and digital solutions are improving efficiency across construction and building operations
Walking through the streets of Helsinki, you notice a unique balance. The city feels calm and connected to nature, yet forward-looking, shaped by a strong culture of design. It is a place where architecture, nature, and everyday life come together in a functional and thoughtful way.
That same mindset carries into the headquarters of KONE. What’s remarkable is the scale behind its impact. Every day, KONE systems move more than 2 billion people around the world, playing a critical role in how buildings and cities function.
During my visit, I sat down with Amy Chen, SVP and Chief Innovation Officer, and Tero Hottinen, VP and Head of Strategic Partnerships, to discuss how connected construction, digital workflows, and data are reshaping both project delivery and building operations.
What stood out is a clear shift: elevators are no longer just equipment. They are becoming connected platforms for vertical logistics that improve efficiency across construction and operations.
Watch the full interview below:
Construction projects continue to face fragmented workflows and limited visibility across trades.
KONE is addressing this by improving vertical logistics on site, helping teams better manage how people and materials move throughout a building.
When aligned with planning, site operations, and early coordination workflows, including constructability reviews and long-lead item planning, this approach has demonstrated:
The key opportunity lies in connecting logistics with broader site planning. This remains a largely underutilized area with significant potential to improve productivity and reduce delays.
KONE’s approach goes beyond manufacturing and installation, focusing on the full lifecycle of a building. Construction is just the starting point, and buildings are in use for decades. By leveraging connected systems and data, buildings can shift from reactive maintenance to proactive performance management, improving reliability and reducing disruptions.
One of the most impactful ideas discussed was how KONE is using people flow data from elevator systems to better understand how buildings operate. In a fully integrated approach, existing data can often be leveraged without requiring sensor deployments later in the process, enabling real-time insights such as occupancy patterns and energy optimization, resulting in overall improvements in building performance.
This approach has enabled up to 36% reduction in building energy use, making it particularly powerful for existing buildings, where unlocking value from current systems can significantly improve efficiency and sustainability without major infrastructure upgrades.
A consistent theme throughout the conversation was the importance of collaboration. KONE’s approach is not to solve challenges in silos, but to deliver outcomes through partnerships. By providing reliable people flow data and working closely with AEC partners who optimize building systems, they are able to deliver measurable results that extend beyond a single solution. This reflects a broader shift across the industry toward connected ecosystems, where value is created through integration rather than standalone technologies.
Looking ahead, the biggest opportunity lies in strengthening the connection between construction and operations. As projects become more complex, aligning site planning with logistics and using data to support better decision-making will be critical, while the evolution of smarter building operations continues to accelerate.
While progress is being made, fully connected construction workflows are still evolving. Bridging this gap represents a significant opportunity for the industry to reduce inefficiencies, improve predictability, and deliver better outcomes across the full building lifecycle.
My visit to Helsinki and KONE’s headquarters reinforced a clear direction for the built environment. Real impact comes from connecting workflows, using data effectively, and focusing on measurable outcomes.
What stood out most is not just the technology itself, but how it is applied to solve real challenges across construction and operations. From improving construction efficiency to enhancing building performance and sustainability, connected solutions are becoming essential to how we design, build, and operate buildings across their full lifecycle.
One of the hallmarks of a successful construction project is a schedule that’s realistic, collaborative, and easily updated as changes happen.
But that’s getting harder to pull off these days.
Projects are becoming more complex. From distributed teams and tighter timelines to supply chain uncertainty, teams face constant change and limited visibility into what’s really happening on site. That’s why traditional schedule sharing methods simply won’t cut it anymore.
To keep projects on track and make decisions before issues escalate, teams need modern construction schedule management software that helps contractors, project managers, and owners get real time access to the master schedule and ensure everyone is on the same page.
Of course, not all tools are created equal. With so many solutions in the market, making the right choice can feel overwhelming.
If this sounds like you, keep reading. This article will explore the top construction schedule management software solutions for 2026 and how to determine the right one for you.
Table of contents:
Construction schedule management software is a digital tool that helps teams access, organize, and manage project timelines from start to finish. While construction schedules are often created in traditional critical path method (CPM) software, these tools don’t provide the level of access, opportunity for collaboration, and connection to the greater project activities that teams need.
Schedule management software provides a centralized place to access and work off of the project schedule. It brings tasks, dependencies, resources, and milestones into one place in the context of the master schedule, so everyone knows what needs to happen, when, and who’s responsible. Instead of juggling spreadsheets, PDFs or siloed solutions, teams can share, collaborate on, and stay up-to-date with changes as work progresses, keeping projects moving forward.
Unlike spreadsheets or static Gantt charts, modern scheduling tools allow teams to:
These capabilities give teams greater visibility across the project lifecycle, so they can stay aligned and minimize costly delays.
When evaluating schedule managementplatforms, look for tools that go beyond timelines. Set your sights on software that can help teams plan, coordinate, and adapt as work unfolds.
Construction schedules involve many stakeholders, including project managers, superintendents, subcontractors, and owners.
Look for solutions that allow teams to:
Schedules change constantly during construction. A strong scheduling platform should help teams respond quickly. That’s why you should look for solutions that have features like:
Construction schedules must align with labor, equipment, and subcontractor availability. Without strong construction resource and workforce planning alignment, even the best schedule falls apart in execution. The best platforms allow teams to:
Material delays are one of the biggest risks to construction schedules. When materials don’t show up on time, everything downstream is affected. Advanced scheduling software can:
Field teams often have the clearest picture of actual progress. Without their input, schedules quickly drift from reality. Modern scheduling tools should enable:
Scheduling works best when connected to the broader construction tech stack. Schedules shouldn’t live in isolation from the rest of your project data. Look for platforms that integrate with:
We’ve discussed the fundamentals of scheduling software and key capabilities to look for. Now let’s dive into the top solutions in the market.
Forma Build (formerly Autodesk Build) is part of the Autodesk Forma platform and provides scheduling and short term planning capabilities that connect project planning with field execution. Instead of managing schedules in isolation, Forma Build allows teams to link schedule activities directly to project data such as issues, RFIs, cost items, and documents.
Key capabilities include:
This connected environment helps teams improve transparency, reduce delays, and ensure everyone works from the most up-to-date project schedule.
Outbuild is an AI-enabled, collaborative scheduling platform. It provides tools for creating and managing master schedules while enabling field teams to participate in planning workflows. Further, Outbuild's Pro Tier includes an Executive level dashboard that gives leaders real-time visibility into every active project and an AI-assistant that can answer many valuable questions related to schedule-risk without having to dig through multiple reports.
Key capabilities include:
Outbuild is especially useful for contractors looking to combine traditional CPM scheduling with Lean planning methods.
ConstructivIQ focuses on connecting material procurement and supply chain workflows with construction schedules. For projects with complex procurement requirements and dependencies across workflows, this alignment helps prevent material delays that could disrupt the schedule.
Key capabilities include:
By integrating procurement with scheduling, ConstructivIQ helps teams keep materials and construction timelines aligned.
PLOT helps general contractor project teams manage material procurement and jobsite delivery logistics. The platform replaces the traditional procurement log spreadsheet with a dynamic workflow system that tracks the supply chain from submittals through fabrication, ordering, and delivery.
Key capabilities include:
PLOT is designed for project engineers, project managers, and superintendents at general contractor firms. Subcontractors participate in the platform on GC-licensed projects at no additional cost. Typical onboarding time is under 60 minutes.
Matrak helps construction teams track materials and prefabricated components throughout the supply chain, ensuring they arrive on site when scheduled. It connects fabrication, shipping, and delivery data with project timelines to reduce delays.
Key capabilities include:
For projects relying heavily on prefabrication or complex supply chains, Matrak helps keep schedules aligned with material availability.
Join improves coordination between general contractors and subcontractors by aligning schedule activities with procurement workflows and subcontractor communication.
Key capabilities include:
By ensuring that subcontractors and suppliers stay aligned with the project timeline, Join helps prevent schedule disruptions.
build.works enables manufacturers to execute procurement and production in sync with project schedules. It brings project specification, scheduling, budgeting, purchasing, and production together in one integrated solution.
Key capabilities include:
The result is a single shared project definition for all departments and a connected, collaborative process from specification to delivery.
There are many scheduling software options on the market, and the right one depends on your project needs, workflows, and team structure. Here’s how to select the solution that’s right for your firm.
Start with the type of projects you run. Large, multi-phase builds often need more than a basic timeline. Look for tools that support task dependencies, lookahead planning, and resource optimization so you can manage moving parts without losing control.
If your projects involve multiple handoffs, tight sequencing, or frequent changes, choose software that can handle that complexity without slowing your team down.
Think about how many people need to interact with your schedule. If you’re coordinating across trades, subcontractors, and owners, you need a tool that keeps everyone aligned.
Also, look for real-time collaboration, shared access, and clear visibility into updates. The best tools make it easy for teams to see what’s changed, what’s coming up, and where they fit into the plan.
If your projects rely on tight procurement timelines or prefabrication, your schedule needs to reflect that. For example, if steel fabrication or MEP assemblies are delayed by even a few days, it can push back installation and impact every downstream trade.
As such, you should look for tools that connect materials, submittals, and fabrication milestones directly to your schedule. This helps you track when materials will be ready, align deliveries with installation, and avoid gaps that can stall work on site.
Your scheduling software shouldn’t operate in a silo. It should connect with the systems your team already uses, from project management tools to BIM and cost platforms. When your schedule is linked to RFIs, documents, budgets, and models, you get a clearer picture of what’s happening across the project and can make better decisions faster.
Let’s say a design change triggers an RFI that affects a key install. Instead of chasing updates across tools, your schedule updates automatically, so teams can adjust work before it causes delays.
Even the most powerful tool won’t help if your team doesn’t use it. That’s why you should adopt software that’s intuitive and easy to pick up, both in the office and in the field.
Prioritize solutions that provide mobile access, simple interfaces, and visual planning tools. The easier it is to update and read the schedule, the more likely your team will keep it up-to-date.
Modern construction scheduling isn’t just about building timelines. At its core, it’s really about connecting teams, workflows, and project data.
This is where solutions like Forma Build really shine. Forma Build, along with its ecosystem of integrations, helps construction teams:
When you use a powerful solution like Forma Build—then integrate it with other tools in your business—you gain the visibility and flexibility needed to deliver projects on time and on budget.
There’s no one-size-fits-all answer. The best schedule software depends on how your projects run and what your team needs day to day. Popular options include Forma Build, Outbuild, and collaborative planning tools like PLOT. Many contractors lean toward platforms that tie the master schedule into project management, procurement, and field workflows so everything stays connected.
Construction managers use a mix of tools to create the master schedule depending on project size and complexity. Common options include Primavera P6, ASTA PowerProject, or Microsoft Project, and newer construction-focused platforms like Outbuild. Once the schedule is created, more teams are moving to cloud-based tools so they can easily share schedules, collaborate in real time and keep schedules current across the jobsite.
Construction projects have a lot of moving parts. Surfacing the master schedule in a cloud-based platform helps keep everything aligned by bringing tasks, crews, materials, and timelines into one place. With better visibility, teams can spot issues early, stay coordinated, and keep work moving, rather than reacting to delays after the fact.
It reduces delays by helping teams stay in sync. You can map dependencies between tasks, track progress in real time, and adjust plans as conditions change. Many tools also connect with procurement and supply chain data, which helps teams avoid waiting on materials or missing key handoffs.
Look for features that support how your team actually works, including:
For most teams, yes. Cloud-based tools make it easier to collaborate, share updates instantly, and keep everyone working from the same schedule. They also connect more easily with other systems and give teams better visibility across the entire project lifecycle.
Mental health in the workplace is a critical conversation everywhere. In construction, the topic feels heavier because we face disproportionately high rates of mental health challenges.
Industry data shows that 83% of construction workers have struggled with mental health issues. Additionally, the industry has the second-highest suicide rate among workers. These aren’t abstract statistics; they reflect the real human cost behind the projects we build every day.
In this episode of Digital Builder, I sit down with Henry Nutt III, Preconstruction Executive at Southland Industries, to unpack what’s really going on—and more importantly, what leaders can do about it. Drawing on nearly four decades in the industry, Henry shares how empathy, vulnerability, and intentional leadership can reshape jobsite culture and, quite literally, save lives.
We discuss:
Henry’s leadership style was shaped early, and by a question he didn’t expect. He just started in his role of general superintendent (i.e., "the boss of everyone”) when he realized that stepping into leadership comes with assumptions, whether you’ve earned them or not.
A team member unexpectedly asked him, “When are you going to terminate me?”
It caught him off guard, but it also revealed the importance of really understanding your team and meeting them where they’re at.
"I used to manage projects, which I did for most of my career. But at that point, I was managing people, which was a very different type of role." He continues, "It taught me how to be that person who could regulate emotions.”
From there, Henry became intentional about how he showed up. “My objective was to get people to trust me by developing relationships built on respect.”
He focused on being approachable but firm. Holding high standards but staying fair. Over time, that approach built something stronger than authority: it built trust.
For a long time, construction has followed a simple formula: get the job done, no matter what. The problem is that mindset often comes at a cost.
As Henry puts it, “this industry has done a poor job of people management as a whole. We’ve had a model that just never worked. On one hand, you get the job done, but at the cost of really hurting people in the interim.”
Good builders don’t automatically become good leaders
One of the biggest gaps in construction leadership isn’t the lack of people, but the lack of training. We promote top performers and expect them to figure out leadership on the fly.
Leading people is a different skill set entirely, which is why organizations must be intentional with leadership training. When your leaders are better equipped to manage their teams, you see it in everything from performance to retention.
If you’re not developing people, you’re falling behind
Still on the topic of training, Henry also touched on the risk of not investing in people.
“I remember a quote that I saw on a social media platform years ago, and it's a CFO talking to a CEO and the CFO saying, ‘What if we train them and they leave?’ And the CEO looks back and says, ‘Well, what if we don't and they stay?’”
It’s a fair question, especially in an industry where turnover is a real concern. But Henry challenges that way of thinking.
“If you're not intentionally developing your people, then you might as well recognize that they're walking backward in how they're running the projects; it's all going to come back at impact. So that investment is critical,” he says.
Vulnerability and empathy aren’t always the first traits that come to mind when you think about construction pros, but they’re exactly what the industry needs more of.
Vulnerability builds trust, not weakness
Vulnerability can feel risky. As Henry puts it, “It can be very scary, and there’s a risk behind that. I’m going to share something that may make me seem weak.”
That fear is real, especially in an industry where people are used to having the answers. But Henry sees it differently. “As much as you’re willing to be vulnerable in a relationship is how strong that relationship is going to be.”
Sometimes, vulnerability is as simple as saying, “I don’t know.”
It sounds simple, but it’s quite rare in the industry. “When it comes to our job, we are so prideful and have this ego-driven mentality where we won't ever say what we don't know,” remarks Henry.
But he wants to flip this, because getting vulnerable about things we don’t know is the first step to growth.
That’s why he makes it clear to his teams that not knowing isn’t a failure. “If I know that you don’t understand this fully, let me help get you some training. It’s not a gotcha moment.”
Empathy changes how people show up
If vulnerability opens the door, empathy is what keeps it open.
Henry describes empathy as the ability to step into someone else’s experience, even if you don’t fully understand it. It’s not about having all the answers. It’s about recognizing that something is there.
He shares a story about a superintendent who once believed empathy had no place in construction. “He was like, ‘That word does not belong in construction. What is Henry talking about?”
But over time, that perspective shifted.
“He got to see me, and others really showcase what it meant to lead with empathy. He received empathy, understanding, and patience. He realized how powerful that was for him, and it literally has changed not only how he operates as a leader at Southland, but how he operates as a husband and a father.”
There’s no single fix for construction’s mental health challenges, but there are changes leaders can start making today.
Create space for people to say, “I’m not ok”
One of the biggest shifts in recent years is simple, but powerful. People are starting to say how they feel.
“We began to give ourselves the license to say, ‘I’m not okay today,’” observes Henry.
That wasn’t always the case. For years, the expectation was to push through, no matter what. But if leaders don’t create space for honesty, people will keep things to themselves.
That means:
Because if people feel like they’ll be judged or ignored, they won’t say anything at all.
You can’t policy your way into better mental health. Culture comes from what leaders do every day.
As Henry puts it, “It's important that we set that tone, not just in our words and in our bullet-pointed speeches, but in our actions and how we show up every day.”
That could look like:
When leaders go first, it gives everyone else permission to follow.
Construction has long been driven by productivity—i.e., faster timelines, tighter margins, and better outcomes.
And while all of that is important, we should never lose sight of the people doing the work.
“We’ve gotten into a place where we’re just machines… and sometimes we lose sight that it’s Jerry or it’s Sarah doing that work… Do we know their circumstances?”
“And it's not about knowing everyone's business for the sake of it. It's about understanding who the people are who serve us every day and do the job.”
Ultimately, having that genuine care about people doesn’t just pave the way to better mental health; it also elevates the construction industry and makes it more inviting to others.
As Henry points out, “We have a desperate need for people to come into construction. We want this sector to become a destination, so people say, ‘I want to go into construction. That's my path.’”
Digital Builder is hosted by me, Eric Thomas. Remember, new episodes of Digital Builder go live every week. Listen to the Digital Builder Podcast on:
or wherever you listen to podcasts.
One of the things that makes preconstruction such a crucial phase in the project lifecycle is how many big decisions are made early, with multiple teams weighing in. It brings together skilled teams across design, estimating, and procurement. And for preconstruction to actually work, those teams need to stay aligned as decisions evolve.
Now, each team typically performs well within its own scope and responsibilities. Despite this, projects still experience budget drift, late redesigns, and rushed value engineering. That’s not because people lack effort or expertise. It’s because the work is fragmented. When handoffs break down, the project stops functioning as a connected system.
In an ideal world, the project flow during preconstruction should be linear and connected. Design outputs should inform estimating decisions, then estimates would guide procurement and buyout strategy.
It sounds simple in theory, but the reality is more complicated.
Because information is often passed through static handoffs like PDFs, spreadsheets, or email markups, changes made in one phase often don’t reach downstream teams in time.
Each team is optimizing for its own goals, using its own tools, and working off its own version of the truth. Design is focused on intent. Estimating is working with what’s available at the time. Procurement is reacting to shifting costs and lead times.
The problem isn’t performance, it’s visibility. When folks don’t share real-time context, small decisions upstream can quietly create bigger issues downstream.
Misalignment during preconstruction opens up the project to multiple risks. Consider the following.
Preconstruction shapes the entire project, so any challenges, inefficiencies, and disconnects during this phase will inevitably have a downstream impact on later stages.
Budgets drift as early assumptions get tested in the real world. Teams are forced into late redesigns when something turns out to be harder to build or source than expected. Value engineering becomes reactive instead of strategic.
Fragmented preconstruction handoffs also create tension across teams. Trust takes a hit when surprises keep coming up, and instead of moving the project forward, teams spend more time putting out fires.
An integrated workflow keeps everyone working from the same source of truth, with decisions building on each other instead of getting lost between handoffs. It’s less about passing files and more about staying connected as the project evolves.
Here’s what that looks like day to day:
All of the above gives teams a more predictable, connected preconstruction process, with fewer things falling through the cracks.
Earlier, we talked about how things start to break down when preconstruction handoffs aren’t connected. But it works both ways. Here’s what happens on the flip side: when teams stay aligned, the whole project runs better from day one.
Breaking down silos starts with having the right mindset. It means treating preconstruction as a shared process rather than a series of handoffs. Part of doing this requires teams to make alignment of everyone's responsibility, not something that gets checked at the end.
That mindset matters, and once you’ve established that, it’s time to turn to the right toolset to support a more integrated way of working.
To accomplish that, teams need shared access to current data. Design, cost, and scope information should live in one place, so everyone is working from the same version of the truth. Solutions like Autodesk Forma for Preconstruction bring estimating, takeoffs, and bid management together, helping teams stay connected instead of juggling disconnected tools.
From there, workflows need to stay connected across phases. Instead of passing files from one team to the next, work should carry through from design to estimating to procurement without losing context. Early involvement from estimating and procurement becomes much easier when the system supports it.
Just as important, changes need to flow. When updates happen, they should flow across the project automatically, not get stuck in static files or outdated exports.
And finally, teams need clarity. Clear ownership still matters, but it should come with shared visibility so everyone understands how decisions impact the bigger picture. That’s what turns alignment from a goal into something teams can actually execute on.
Reducing risk and improving outcomes comes down to how well teams align early. Here are steps you can take to move in that direction.
Preconstruction is only getting more complex. Projects are moving faster, margins are tighter, and there’s less room for error.
When workflows stay disconnected, risk compounds quickly. But when design, estimating, and procurement are aligned from the start, teams can make better decisions, protect budgets, and keep projects on track.
If you’re looking to connect your workflows and reduce risk upfront, explore Autodesk Forma for Preconstruction and see how a more integrated approach can level up your precon game.
The architecture, engineering, and construction (AEC) industry has long relied on files to store and share information, but project success ultimately depends on how teams access and use the data within those files. In practice, much of this valuable data remains locked away in monolithic files like RVT and DWG, making it challenging to automate processes, analyze models, or enable cross-platform workflows.
The AEC Data Model changes this paradigm by enabling direct access to granular, structured data in the cloud, laying out the foundation for automation, intelligent analytics, AI-assisted design, and streamlined decision-making across the project lifecycle.
Instead of exporting data or building custom integrations for each project, teams can now access trusted, well-structured, and connected data through APIs. This shift unlocks new possibilities; no longer do workflows begin with tedious exports or rely on outdated file copies. Now, it’s possible to simply query the AEC Data Model for exactly the information needed, instantly and reliably.
With the AEC Data Model API, users can interact directly with the granular data of Revit 2024+ models hosted in Autodesk Forma (formerly Autodesk Construction Cloud). Core features include the ability to:
These functions open the door to a range of benefits. For example, teams can automate quality checks by instantly reviewing models for missing parameters, inconsistencies, or coordination issues. Real-time takeoffs and reporting become possible by accessing up-to-date quantities and estimates directly from the source data. Additionally, the API supports the creation of lightweight web applications that allow users—even those without design software—to explore and compare model data, democratizing BIM access across disciplines.
As projects have become more complex, the need to manage information that lives outside the primary model has grown. Cost data, supplier details, logistics information, and operational data are all essential, but forcing these into authoring tools can make models unwieldy and workflows fragile.
Coordinated releases in the upcoming weeks across Revit, Model Coordination in Forma, Forma Data Management (formerly Autodesk Docs), and the AEC Data Model APIs address this challenge by supporting Extended Properties.
Now, teams can author critical data like installation batch numbers or fabrication IDs in Model Coordination (coming soon) or via the AEC Data Model API. These properties are stored as datasets in Forma Data Management and can be linked directly to a model in Revit. Users can then view and use these properties in schedules and reports, creating a seamless connection between design data and downstream systems such as fabrication, cost estimation, ERP, or PLM software, all without changing their primary tools or disrupting established workflows.
So, what does this mean for project stakeholders? Autodesk uses the same APIs to build new functionality in our products. The Extended Properties feature will use the Extensibility API to create new ways to work as you can see in the video below. This new workflow allows design teams to allow non-model authoring stakeholders the ability to contribute to non-model content, like parameter values.
Imagine you’re an architect working with a door hardware consultant. Now, the consultant can add critical information to the project documentation – door hardware set data and fire ratings in this example – without ever opening the Revit model. Now, project information can be added through a simple web interface and still be tagged or scheduled in traditional project workflows. This new feature will extend who can contribute to the models and project documentation without requiring every team member to be a Revit expert.
Geometry is the backbone of design, coordination, and downstream AEC processes. The AEC Data Model API, combined with the Data Interoperability SDK (currently in pubic beta), enables direct access to structured geometry data. Developers and advanced users can:
With these capabilities, workflows such as spatial validation, automated coordination checks, and geometry extraction for fabrication have become much more efficient. Teams can conduct real-time analyses, generate room data, or extract component geometry without ever having to open Revit or export files.
To support users as they expand their use of the API, Autodesk has introduced a transparent, scalable usage model. API activities are organized into five clear categories:
The vast majority of activities, including administration, importing data, and moving data between Autodesk cloud products, are free. Currently, “Data Out” (when exporting data to external platforms) and “Transformation” incur a cost, meaning users pay only when deriving additional value beyond Autodesk solutions.
API usage is included in qualifying product subscriptions, with allowances varying by product. As an example, AEC Collection: 50 MB/month, or Navisworks Manage: 25 MB/month. There is also a free tier for developers looking to explore solutions. More information on rates and allowances can be found on the Autodesk Platform Services blog.
APIs don’t provide access to just data; they let you target the data you need. This ability to target and curate data is an important distinction as models grow in size and complexity.
The sample Revit model, Snowdon Towers, has a file size of 90MB. Instead of exporting the entire model, you can use APIs to retrieve specific, targeted, and relevant data. For example:
This shift from full model exports to targeted, granular data dramatically reduces the amount of information being transferred and processed.
The AEC Data Model API signals a fundamental shift from file-driven to data-driven workflows. By unlocking structured data and making it accessible through reliable APIs, teams gain the ability to save time, boost productivity, and automate routine tasks. The API’s transparent pricing and included usage thresholds help keep routine workflows cost-effective while encouraging richer, more connected data. Ultimately, this approach puts control in users’ hands, opening new opportunities for innovation and collaboration throughout the project lifecycle.
Join the AEC Data Model Public Beta to explore advanced in-memory geometry capabilities via Data Interoperability SDK. Additionally, explore beta capabilities like generating IFC from the AEC Data Model.
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We talk a lot about AI in construction, but most of it still lives behind a screen. Robotics is different in that it’s highly physical and can literally shape what happens on the jobsite.
If we really think about it, robotics is where AI stops living on a screen and starts showing up in the real world. That shift—from digital to physical—is what makes this moment so interesting.
In this episode, I sit down with Tessa Lau, CEO of Dusty Robotics, to explore how robotics is reshaping construction from the ground up. From bridging the gap between digital plans and field execution to unlocking entirely new workflows, this conversation gets into the practical use cases of robots on the job site.
We discuss:
For Tessa, Dusty Robotics wasn’t a random idea. It was the culmination of everything she’d been building toward for years. “I call it physical AI,” she says. “It blends together all the things I’ve ever done. Dusty is the pinnacle of everything I’ve done in my career.”
Her path started with a PhD in AI, long before generative AI entered the mainstream, followed by work at IBM on business process automation. But something was missing. “Software AI is great at automating things that live behind a screen, but I really wanted to touch the world. Robots can move atoms, not bits.”
After co-founding an earlier robotics company, Tessa took the lessons she learned from that venture and started fresh, with Dusty.
What pulled her into construction specifically was the people. “One of the things I love about the construction industry is the pride builders take,” she says. “We’d be driving down the road, and they’d point at buildings saying, ‘I built that.’”
“They’re creating a lasting impression on the world. That’s what I want to do too.”
Dusty Robotics’ mission is to bring alignment to the field. “We are creating a single shared truth for everyone on the construction site,” remarks Tessa.
She’s keenly aware of the problems that construction pros face on site: you start with a plan, but once work begins, things shift.
“As soon as you start building, your plan is obsolete,” she explains. Changes come in, site conditions differ, and the plan keeps evolving. Meanwhile, the people doing the work don’t always have the latest version.
Tessa points out that only 11% of field teams have access to all the information they need to build. It’s a terrible statistic, and it shows up in real ways: misalignment, rework, and delays.
Dusty bridges that gap by connecting the digital and physical. Starting with the model, the system ensures everyone on site can see it, access it, and build exactly what’s intended.
Dusty isn’t just automating layout. It’s changing how work gets sequenced, coordinated, and executed. As Tessa puts it, “it’s not about the robot, it’s about what the robot enables.”
From manual layout to digital precision
Most job site layouts haven’t changed in thousands of years. “Chalk lines and string… that was invented by the early Egyptians 5,000 years ago,” Tessa says.
Dusty flips that. Instead of manual layout, the robot prints directly from digital drawings onto the floor with perfect accuracy and up to 10x the speed. That creates immediate alignment between plan and execution.
Now, crews aren’t interpreting drawings. They’re building exactly what’s been printed. The plan and the work start to sync around that “shared truth.”
Multi-trade coordination, earlier in the process
Instead of each trade working in isolation, teams can bring all designs together in one place.
That means conflicts show up sooner. “Trades can find conflicts and do field coordination a lot sooner than they would otherwise,” Tessa explains.
On site, teams can walk the floor together, see overlaps at scale, and fix issues before anything is built. “We’re shifting that work upstream,” she says. In many cases, coordination happens before crews even step onto the jobsite.
Reordering work to unlock productivity
One of the biggest changes happens in how work gets sequenced.
In one project, Dusty enabled a contractor to rethink mobilization entirely. Instead of trades coming in, laying out, leaving, and coming back later, everything was printed upfront. That created a clean, open floor for the next crew.
The result? “That mechanical crew doubled their productivity,” Tessa says. They didn’t have to work around partially built elements, and the project saved millions in labor costs.
Again, it wasn’t just the robot. It was the workflow change.
Parallelizing construction
Dusty also removes dependencies that typically slow projects down.
Take equipment installs. Traditionally, crews wait for critical components, like an air handler, before building around them. But with a precise layout, that constraint disappears.
“You can install all the ductwork first,” she explains. “Then when the air handler shows up, you drop it in, and it fits.”
That allows teams to parallelize work instead of waiting on long-lead items.
Bringing plans to life for stakeholders
It’s not just crews who benefit. Owners do, too.
Some teams use Dusty to print entire layouts for custom homes. “You can walk your slab before anything’s been built,” Tessa says. Kitchens, bedrooms, hallways, all mapped out in real space.
Construction is a risk management business. Every decision, from planning to execution, comes down to minimizing uncertainty and avoiding costly mistakes.
At first, layout was seen as a subcontractor problem. “General contractors wanted to divest themselves of that risk and place it on the subs,” Tessa explains. But robotics changes that dynamic.
“When you have a robot doing the layout, you’re actually moving risk around. You’re reducing your risk.” Subcontractors were the first to see it. Fewer layout errors meant fewer cases where “their plan would diverge from the reality they were building.”
Then GCs caught on. Instead of reacting to issues late in the project, they started using Dusty as a risk mitigation tool. Because one of the biggest risks isn’t a single mistake. It’s coordination.
“Each trade does their own thing in a silo,” Tessa says. And you often don’t catch conflicts until you’re “80% done with your building.”
Dusty helps teams surface those issues earlier by bringing trade data together and aligning everyone around the same plan. In effect, teams can simulate the build before it happens and avoid costly surprises later.
Hesitation around robotics (or any new technology for that matter) isn’t surprising.
Construction is a high-stakes industry, and “it’s all about risk,” Tessa says. Teams stick with what works because “you’ve survived this long by doing things the way you know how to do them.” Trying something new can feel like a gamble, especially when margins are tight.
That’s why she doesn’t push an all-in approach.
“We recommend a crawl, walk, run philosophy,” Tessa explains. Start small. That could mean using a robot for just one trade’s layout. Learn how it works. Build trust in the process. From there, teams expand. More trades come on board.
“Before you know it, you’re a Dusty expert.”
Digital Builder is hosted by me, Eric Thomas. Remember, new episodes of Digital Builder go live every week. Listen to the Digital Builder Podcast on:
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Cost overruns, rework, and late-stage redesign are still frustratingly common in construction. And too often, teams only look for savings after things go over budget or behind schedule.
This is why many teams are turning to value engineering (VE). Rather than reactive cost-cutting, VE is a proactive, structured approach to improving project outcomes. Contrary to common belief, value engineering isn’t about lowering quality. Rather, it’s about maximizing performance, functionality, and cost efficiency from the very start.
Table of contents:
Value engineering, aka VE, is a systematic method for improving value by analyzing a product, system, or process and optimizing its function relative to its cost. Originally developed in manufacturing by Lawrence Miles at General Electric, the approach focuses on delivering the required performance at the lowest lifecycle cost.
These days, we see value engineering come to life in various areas, including:
Teams that implement VE can be more competitive thanks to the following benefits.
Value engineering helps teams control costs without sacrificing performance. Because they’re evaluating materials, systems, and construction methods early, project teams are able to lower lifecycle costs. Fewer surprises during construction also means fewer change orders and less budget volatility. The result is stronger ROI for owners and developers, since projects deliver the intended function while keeping spending on track.
VE improves how teams work together throughout the project lifecycle. Designers, estimators, and builders can evaluate alternatives earlier, which helps uncover constructability issues before they show up in the field. That early alignment reduces rework and shortens the decision cycle. When teams collaborate around value rather than react to problems later, the entire workflow becomes more efficient.
Value engineering also strengthens long-term project outcomes. Teams test options early and evaluate how design decisions affect cost and performance. By looking beyond first cost, VE also helps teams account for durability, maintainability, and long-term operational impact. This approach makes risks easier to manage, and owners gain more confidence that projects will meet expectations. Over time, this builds trust among stakeholders and leads to more consistent project delivery.
Bottom line: projects demand closer alignment between design intent, cost realities, and construction outcomes. The earlier teams evaluate value, the easier it becomes to control risk and performance. Early decisions shape nearly every downstream cost and outcome on a project.
Value engineering works best when teams follow some practical principles. The following will help guide how they evaluate ideas and make decisions throughout the project.
At its core, value engineering asks a simple question: what function does this element actually need to perform? Instead of focusing on specific materials or systems, teams focus on the outcome.
For example, if a facade system’s job is weather protection and thermal performance, the team might compare curtain wall, panelized systems, or alternative materials to deliver the same function at a better cost.
Good value engineering doesn’t happen in silos. Designers, estimators, contractors, specialty trades, and owners all bring different perspectives that lead to better ideas. A structural engineer may propose a design that looks efficient on paper, but a contractor might suggest a prefabricated alternative that is faster and easier to build. When those conversations happen early, teams can land on smarter solutions.
Strong VE decisions rely on real project data rather than assumptions. Teams compare options using cost models, historical project data, performance metrics, and constructability insights. All of these things are taken into consideration, so when it’s time to make decisions, they rely on data and not solely on gut feelings.
The earlier value engineering happens, the more impact it can have. Once drawings are finalized or construction is underway, options become limited and changes get expensive. During early design, however, teams can explore alternatives with minimal disruption.
For instance, adjusting the structural grid early in design may reduce steel tonnage and simplify construction before any detailed drawings are issued.
Value engineering looks beyond upfront construction costs and considers long-term performance. A cheaper material might reduce initial costs but lead to higher maintenance costs later.
A team might choose a slightly more expensive roofing system because it lasts longer and requires fewer repairs, ultimately lowering the building’s total cost over its lifespan.
Many teams think of VE as a single workshop, but the most effective projects treat it as an ongoing process. As designs evolve and new information becomes available, teams continue evaluating options and refining decisions.
Value engineering works best when the right people contribute their expertise. Each role helps evaluate options, balance priorities, and keep the project aligned with its goals.
Project owner - The owner defines the project's value. They establish priorities, including budget targets, performance requirements, and long-term operational goals. During VE discussions, the owner helps teams understand what trade-offs are acceptable and which outcomes matter most to the business.
Design lead (architect/engineer) - The design lead protects the project’s functional intent while exploring alternative solutions. Architects and engineers evaluate whether proposed changes still meet performance, safety, and design requirements.
Estimator / cost engineer - Estimators model costs, compare alternatives, and quantify the financial impact of design decisions. Their analysis helps teams understand which options deliver meaningful savings without introducing new risks or hidden costs.
Contractor / builder - Contractors bring practical field knowledge to the conversation. They evaluate how design decisions affect construction methods, schedules, and labor requirements. For example, a contractor might recommend prefabricated assemblies or simplified structural details that reduce installation time and field complexity.
BIM manager - The BIM manager coordinates models across disciplines, runs clash detection, and uses the model to test how design adjustments affect the overall project.
Project manager - The construction project manager keeps the VE process organized and aligned by facilitating discussions, tracking proposed ideas, and ensuring approved changes move smoothly into the design and construction.
Technology lead - The technology lead ensures the tools and systems used by the team stay connected. They help maintain data continuity across design platforms, cost systems, and project management tools, enabling teams to evaluate VE ideas with accurate, up-to-date information.
| Role | Responsibility |
| Project owner | Defines value objectives |
| Design lead (architect/engineer) | Protects functional intent |
| Estimator / cost engineer | Cost modeling and impact analysis |
| Contractor / builder | Constructability insights |
| BIM manager | Model coordination and clash detection |
| Project manager | Risk and workflow alignment |
| Technology lead | Data continuity and tool integration |
As projects become more data-driven, BIM managers and digital leads play a key role in keeping design, cost, and construction information aligned. They help ensure that changes made during value engineering flow through the model and related systems, so teams work from the same information.
Value engineering follows a structured process that helps teams evaluate ideas, compare alternatives, and make decisions that improve project value without compromising performance.
First up, teams need to gain clarity into the project’s goals, scope, constraints, and major cost drivers. These are actions to take during the information phase of VE:
The next step is breaking down the project into the functions each system or component needs to perform. Here, teams:
Once you know what functions the project must deliver, it’s time to get creative and find solutions that achieve those functions more efficiently. Here’s how:
When you have options for delivering the same function, the next step is to assess them and figure out which solutions provide the best overall value. You need to:
Then comes the development phase, which is where the most promising ideas are refined and tested in greater detail. Consider the following:
After the team refines the best options, they present the recommendations and move forward with implementation. This is what the presentation and implementation phase involves:
Value engineering used to happen in occasional workshops. Today, digital tools allow teams to evaluate options as designs evolve and new information emerges.
With BIM, teams can evaluate design decisions and their cost implications in a shared digital environment.
Instead of reviewing static drawings, stakeholders work with live models that reveal how systems interact. Teams use 3D visualization to align owners, architects, and builders around design intent. They also leverage clash detection to catch conflicts early and reduce rework. Meanwhile, model-based quantity takeoffs support continuous estimating as the design develops.
Autodesk has a number of tools that support VE, including Revit, which enables teams to create detailed models. There’s also Autodesk Navisworks to help coordinate disciplines and identify issues before construction begins.
Value engineering ideas only matter if teams can track them and implement changes effectively. Modern construction project management platforms centralize RFIs, change management, and issue resolution so teams can evaluate decisions with full context.
Cost dashboards help stakeholders see how design updates affect budgets in real time. Version control and documentation ensure everyone works from the latest information. These systems also support real-time collaboration between owners, architects, and contractors.
Solutions like Forma Build bring together estimating data, documentation, and project workflows so teams can manage VE decisions throughout the project lifecycle.
Cloud-based common data environments keep project information organized and accessible across teams.
Drawings, models, and documents all live in one controlled workspace, so teams avoid version confusion. This structure also maintains traceability between design decisions and cost changes, which is critical during value engineering reviews.
A CDE creates an auditable history of updates so teams understand why changes were made. Solutions like Forma Data Management provide a centralized environment where project teams can manage files, control versions, and maintain a reliable source of truth.
AI helps teams spot cost risks earlier and evaluate alternatives more quickly. Predictive cost analysis can highlight potential budget drift before it becomes a problem, while pattern recognition tools analyze past projects to identify common drivers of change orders. Automated model validation helps teams check designs against performance and cost criteria.
And when it comes to exploring design options, generative design tools can suggest optimized alternatives based on constraints and goals.
Platforms like Autodesk Forma include AI-native intelligence to support early-stage planning and analysis, helping teams test scenarios and make more informed value engineering decisions.
How does VE come to life in the real world? Here are some examples that illustrate the impact of good value engineering practices.
Consider this: a project team originally specified a cast-in-place concrete structural system. During value engineering reviews, the contractor and structural engineer explored a steel alternative that could deliver the same structural performance.
Steel reduced on-site labor, simplified sequencing, and shortened the schedule. The building still met all design and performance requirements, but the team lowered overall construction costs and improved installation efficiency.
Because they focused on the function of the structural system rather than the original material choice, the team preserved design intent while improving project value.
On a large commercial project, the team connected BIM models directly with fabrication workflows for mechanical and structural components. Instead of interpreting 2D drawings in the shop, fabricators worked directly from coordinated models.
This reduced errors, improved dimensional accuracy, and minimized the need for field adjustments. Prefabricated components arrived ready for installation, which accelerated construction and reduced rework.
Linking design and manufacturing workflows helped the team ensure that value engineering ideas translated smoothly into real-world construction.
In many projects, teams struggle with outdated drawings circulating across email threads and shared folders. One project addressed this by using a cloud-based common data environment where every stakeholder accessed the same documents and models.
Designers uploaded updates directly to the platform, and field teams always worked from the latest information. This eliminated confusion about which version was correct and allowed issues to be resolved faster. With fewer document conflicts, teams made better field decisions and avoided costly rework.
Value engineering can unlock real project value, but only when teams approach it strategically. These common mistakes often limit its impact.
One of the biggest mistakes is treating value engineering as something you do after the budget is already in trouble. At that point, teams are scrambling to remove scope or downgrade materials. That approach rarely improves value and can compromise performance. VE works best when it’s approached intentionally. It also yields the best results when VE happens early in design, when teams still have flexibility to explore smarter alternatives.
Contractors bring practical insights that design teams may not see on paper. When builders are left out of early VE conversations, teams miss opportunities to simplify construction methods or improve sequencing. Contractors can identify prefabrication opportunities, labor efficiencies, and installation risks that affect cost and schedule. Bringing them in earlier helps teams make decisions that actually work in the field.
Ideas generated during VE sessions should always be tested against models and data. Without digital validation, teams risk choosing options that introduce coordination issues later. BIM models, clash detection, and cost analysis tools help teams confirm whether a proposed alternative will truly work before committing to it. Skipping this step can lead to downstream coordination problems.
Value engineering often produces multiple design alternatives and revisions. If teams fail to document decisions clearly or track versions properly, confusion can spread quickly across stakeholders. Field teams may end up referencing outdated drawings or specifications. Clear documentation and strong version control ensure that approved VE decisions are implemented correctly across the project.
Focusing only on upfront construction costs can lead to decisions that create long-term problems. A cheaper component might save money today but increase maintenance, energy, or replacement costs later. Value engineering should consider the full lifecycle of the building. Looking at long-term performance helps teams choose options that deliver better value over time.
When teams rely on disconnected tools and data sources, it becomes harder to evaluate design changes accurately. Cost data, models, schedules, and documentation may live in different systems that don’t communicate with each other. This fragmentation slows decision making and increases the risk of errors. Integrated platforms help teams evaluate VE ideas using consistent, up-to-date information.
When teams follow a few proven practices, value engineering becomes a powerful tool for improving project outcomes rather than a last-minute exercise.
At the concept and schematic design stages, teams still have flexibility to explore structural systems, materials, layouts, and construction methods. That’s why VE works best when it happens early.
Small adjustments at the beginning stages can prevent expensive redesign later. Once detailed drawings are complete or construction has begun, options become limited, and changes get costly.
Successful VE depends on teams working with connected information. When design models, cost estimates, schedules, and documentation live in separate tools, it becomes harder to evaluate changes.
A connected digital platform brings these systems together so teams can see how a design adjustment affects cost, schedule, and coordination. Instead of guessing at the impact of a decision, stakeholders can evaluate real data and move forward with confidence.
Projects generate an enormous amount of information, from models and drawings to RFIs and cost estimates. Without a central location for that data, teams often end up working from outdated files or conflicting versions. A single source of truth ensures that everyone references the same information.
Cost awareness should not happen only at major milestones. Continuous estimating allows teams to track how design decisions affect budgets as the project evolves. Estimators can update cost models alongside design development, giving teams real-time visibility into how materials, systems, and scope changes influence the bottom line. This approach prevents surprises late in the process and keeps cost expectations aligned with the design.
Design teams often focus on performance, aesthetics, and functionality, while project stakeholders must also consider budget constraints. Value engineering helps bridge that gap. When teams connect design models with cost insights, they can see the financial impact of decisions as they happen.
Some of the best VE ideas come from conversations between people who see the project from different perspectives. Cross-functional workshops bring designers, builders, estimators, and owners together to review challenges and brainstorm alternatives. A contractor may identify a simpler construction method, while a designer might suggest a material change that maintains performance. These collaborative sessions often uncover opportunities that individual teams might miss.
Even the best ideas should still be validated. Before teams move forward with a VE recommendation, they should test it against models, cost data, and performance criteria. Digital tools allow teams to simulate changes, check coordination impacts, and verify cost implications before making final decisions.
Value engineering is evolving from a periodic design exercise into a continuous, data-driven process that spans the entire project lifecycle. As digital tools become more connected, teams gain continuous visibility into cost as designs evolve. Instead of waiting for milestone estimates, project stakeholders can see how design decisions affect budgets in real time.
AI is starting to augment design decisions by helping teams analyze patterns, identify cost risks earlier, and evaluate design alternatives more quickly. Model-based procurement is another emerging trend, where coordinated BIM models directly inform fabrication, procurement, and construction workflows. At the same time, delivery models such as design-build and integrated project delivery (IPD) are accelerating collaboration between owners, designers, and builders.
Value engineering will place greater emphasis on adaptability, resilience, and technology infrastructure, since these capabilities are far less expensive to embed early than to retrofit later. At the same time, VE is expanding beyond cost optimization to include sustainability and embodied carbon, with teams comparing materials and systems based on carbon impact, resilience, and regulatory compliance alongside performance and budget.
Looking ahead, integrated digital twins will extend value engineering beyond design and construction into operations. Platforms like Autodesk Forma help enable this shift by supporting data continuity, collaboration across the project lifecycle, and better early-stage decision-making.
Value engineering in construction is a structured approach to improving a project’s value by looking closely at how each component performs relative to its cost. Teams review the design, materials, systems, and construction methods to determine whether the same function can be delivered more efficiently. The goal is to achieve the required performance at the lowest lifecycle cost, without compromising safety, quality, or reliability.
The main goal of value engineering is to maximize value by optimizing the relationship between function and cost. Instead of simply reducing expenses, the process focuses on improving performance, eliminating unnecessary spending, and reducing inefficiencies. When done well, value engineering helps teams minimize rework, control project risk, and deliver better long-term outcomes for owners.
Value engineering typically follows a structured six-step process. Teams start by gathering project information and identifying major cost drivers. They then analyze the functions each system must perform and brainstorm alternative ways to deliver those functions. Next, the team evaluates those options, develops the most promising ideas in more detail, and presents recommendations to stakeholders before implementing approved changes.
Value engineering works best during the early design phases, such as concept design or schematic design, when teams still have flexibility to explore alternatives. Changes made early are easier and less expensive to implement. That said, value engineering can still provide benefits later in the project lifecycle if teams identify opportunities to improve performance or reduce risk.
Building Information Modeling (BIM) helps teams evaluate value engineering ideas more effectively by providing a shared digital model of the project. With BIM, teams can visualize design changes in 3D, detect clashes between systems, generate model-based quantity takeoffs, and test alternatives before construction begins. This digital environment improves collaboration and helps teams avoid costly surprises later in the project.
No, value engineering is not the same as cost cutting. Cost cutting focuses only on reducing expenses, often by removing scope or lowering quality. Value engineering, on the other hand, focuses on improving the relationship between function and cost. The goal is to maintain or even improve performance while delivering the project more efficiently.
