Citing sustainable, economic and energy efficiency advantages, a movement to build taller with wood is gaining traction around the world. Development of new technology and building systems are supporting the use of wood in more applications, and its benefits are being recognized through updates to building codes. 

Today, builders have the opportunity to operate within the parameters of the recently approved 2015 International Building Code (IBC), which is beginning to be adopted in various jurisdictions all over the United States. Others are closely following research and testing that in the future will enable us to join other countries where buildings over 10 stories are being built with mass timber.  

Once only used by architects and design engineers, recent advances in 3-D modeling technology now allow construction trades to build constructable models that can streamline internal processes and collaboration to improve efficiency and productivity throughout the project lifecycle. 

What is a constructable model? Is it BIM?

While constructable models are BIM, not all building information models are constructable. The difference between design models and constructable models is the level of accuracy, development and detail in the model. To be useful to the construction team, a 3-D project model must be constructable. It includes accurate, actionable geometry and data that self-performing contractors and specialist subcontractors can use.

Modern business practice, especially in the service industry, is in the midst of a revolution toward the use of “on-demand” workers. There are a number of business benefits to be realized from this shift in focus, chief among them the delivery of a larger mix of services to a wider cross-section of the population. One needs to look no further than providers like Uber, Handy, Axiom and dozens of others to see the trend in action. In fact, it probably is not too far-fetched to foresee a day in which freelance laborers outnumber full-time employees who were placed via traditional hiring practices.

For businesses like those mentioned above, the move toward on-demand service is almost second nature. But what happens when household brands serving the construction industry try to move from the brick-and-mortar heritage to capitalize on this new business model? We are seeing big-box retailers turn to third-party contractors to fulfill store-purchased products such as flooring or appliances, and manufacturers are doing the same for after-sale support or warranty fulfillment. The question for them is, are they in a position to realize the true benefit and maintain the same visibility and high customer experience ratings?

A forward-thinking, disciplined chief executive officer (CEO) succession plan can maintain and drive a company’s momentum and provide significant protection against the many risks associated with a change of company leadership. The best-in-class boards of directors have a robust and ongoing succession plan and process in place which involves long time horizons, rigorous assessment and thoughtful individual development plans.

Such comprehensive measures help but do not entirely safeguard from the many pitfalls in getting CEO succession right. One core concern, for example, is that many boards do not fully think through candidates’ experiences and specific competencies in light of the company’s strategy, which needs regular updating as the business evolves. The criteria for a new CEO should focus on both the necessary experiences (skills and past accomplishments) and leadership qualities (inherent traits of leaders) required to implement a company’s long-term strategy.

When it comes to the construction industry, every detail is important due to project and budget size. Try as the industry might to provide tools that reduce risk and error through careful project oversight, critical details are still missed. In fact, as much as 30 percent of every construction dollar is wasted, exceeding $1 trillion annually.

While these numbers are daunting, the main factors that contribute to this waste are fairly straightforward: inadequate planning and program management. Historically, without technologies designed to help manage the wide range of moving pieces specific to construction projects, owners and contractors have struggled to balance flexibility with fixed budgets and aggressive timelines.

The construction industry isn’t what it used to be, and, put simply, traditional methods of operation don’t necessarily parallel the high expectations of today’s clients. Projects need to be completed under tighter deadlines, while project managers face greater competitive pricing challenges and more intense scrutiny for everything from worker safety to environmental compliance. Couple that with a heightened industry standard that demands real-time results —immediate communication, instant gratification, and a “paper” trail of progress — and you’re left with all the proof you need that the construction industry is in a proverbial pressure-cooker. That pressure is especially heavy for small business owners who must mitigate all of these project challenges while still managing day-to-day operations and generating new revenue.

Insurance is one of the tools most often used to manage risk in connection with construction projects. In determining insurance requirements for construction contracts, it is important to identify the potential challenges associated with the project to make sure that the policy terms and limits are adequate to cover any potential losses. 

Here are the most common insurance coverage exclusions, and what construction professionals should do to fill in any coverage gaps.  

Exclusion Issues

Virtually every insurance policy has certain exclusions for which coverage will not apply. For example, the standard Insurance Services Office commercial general liability (CGL) policy form has 17 specific coverage exclusions listed. Typically, a policy includes exclusions because separate, specific coverage is provided elsewhere in the policy or occurrences are covered by other types of insurance that the insured can – and should – purchase. 

Global satellite navigation systems (GNSS) have become a vital instrument in many construction companies’ toolsets. Their accurate locating capabilities and universal availability can help crews more easily collect data and save time when surveying, easily locate sites, manage fleets and even help protect expensive, critical equipment from theft. But GNSS technology and the global positioning systems (GPS) receivers they communicate with also are vulnerable to malicious attacks via RF interference, jamming and the deliberate counterfeiting of signals known as spoofing. These attacks have a direct impact on security and accuracy and can ultimately undermine a construction company’s profitability.

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