Construction Firms Overcome COVID Challenges to Keep Projects on Track

SAN FRANCISCO—Technology was especially important when Bay Area construction sites were shut down. But overall, numerous digital tools and processes have been used to keep construction projects moving forward during the past six months.

Construction firms such as Suffolk overcame many COVID-related challenges to keep projects on track. Sabrina Odah, construction solutions director at Suffolk, recently discussed some of the digital tools and processes that have been used during the pandemic period.

GlobeSt.com: How has COVID-19 impacted projects at Suffolk?

Odah: Along with nearly every sector, the coronavirus struck a heavy blow against the construction industry. As government-issued ordinances wavered on whether construction workers were considered essential and how to best protect them onsite, Suffolk took matters into their own hands to ensure all employees across all regions continued to remain safe.

Our overall approach to jobsite safety consists of a combination of measures including piloting safety technologies and increasing our robust sanitation practices. With the understanding that each office and jobsite is unique, Suffolk is trialing infrared temperature screening, social distancing monitors (Triax monitors attached to hard hats to ensure social distancing) as well as various video collaboration tools.

GlobeSt.com: How have you been able to guide/support your team during this time period?

Odah: In my position, I work closely with project leads to identify potential issues, and subsequently find solutions by testing and scaling new technologies. Being more ingrained in the process from the start enables me to perform more effectively and enhance the workflow of a project team.

Since the onset of COVID-19 shelter-in place guidelines, I have helped project teams implement technology solutions to assist in process digitization and progress tracking, and keep them connected to coworkers while working remotely. For example, we have seen a substantial increase in adoption of reality capture platforms such as OpenSpace that are easy to use and allow project teams to virtually walk their jobsites. I have also supported project teams by facilitating remote pull plans, during which we reference the project’s OxBlue live feed to view the current state without congregating on-site. Additionally, utilization rates of digitization and automation platforms such as Nyfty Manpower Bot, Voyage Control and Rhumbix T&M have increased across the company as employees adapt to the remote work environment. Despite the challenges our teams have faced considering COVID-19 impacts, I am proud to see their resilience, adaptability and creativity in problem solving and project advancement.

GlobeSt.com: What technology solutions have been fundamental in keeping projects on track?

Odah: At Suffolk, we internalize a ‘prove impossible wrong’ mindset when approaching a project. This is about delivering value to clients through earlier collaboration and more sophisticated technologies and processes, allowing us to provide clients with a more predictable experience and better results.

For example, by integrating data from the architect and structural engineers into a comprehensive construction model, we can generate more team collaboration and better coordination during the planning phase of the project. Using the model, we can identify design discrepancies and propose constructability solutions much earlier in the process, long before they could become issues.

During the construction phase, sophisticated models can be accessed by all project stakeholders in real time using digital tools on site. That means everyone is always working off the same set of updated plans which helps us mitigate risk, minimize mistakes and rework, and enhance the productivity of our trade partners in the field.

GlobeSt.com: What is an example of a recent project where you are leveraging these solutions?

Odah: Utilizing a technology-first approach to construction, my team and I have been able to save significant time and money while providing an unprecedented level of predictability on complex developments including projects such as MIRO, a high-rise mixed-use residential project in downtown San Jose. For MIRO, I worked with the project teams to implement comprehensive planning services, innovative solutions and technologies, and proven processes such as lean construction principles and Virtual Design and Construction/VDC to deliver the most complex construction projects on schedule and on budget with minimal risk. This has helped enhance collaboration between architects, trade partners and Suffolk’s own teams, resulting in a more seamless and predictable construction experience.

From the proven success with MIRO, I am helping teams in the Bay Area utilize similar techniques and processes, including the 200 Linden Ave. project in San Francisco (seven-story 97-unit development), the City Gardens project in San Francisco (eight-story development) and the Moxy Hotel project in Oakland (seven-story 171-unit hotel complex).

GlobeSt.com: Do you see these solutions contributing to the technological adoption of the construction industry?

Odah: While most other industries have already been touched by digital transformation, construction has traditionally lagged. COVID-19 not only forced the industry to reassess its closely held practices, but become more technologically advanced in the process.

My hope is that Suffolk’s technology-first approach will set new expectations for the industry, raising the bar for how building is done. The introduction of COVID-19 shifted the technology adoption curve, and allowed us to identify and engage more technology champions across our organization. The opportunity that lies ahead of us is ensuring seamlessness in our processes to increase our overall project performance to set the standard across our projects and the industry.

GlobeSt.com: What do you see for the future of a construction industry post COVID-19?

Odah: I believe that many stigmas in construction have been challenged over the past few months. Throughout the pandemic, one theme has consistently emerged: that talent is not limited to location. My experience working remotely has been centered around effectiveness, using the tools available to find ways to promote deep team connections and advance projects.

I believe the future of the construction industry will preserve this flexibility and empower team members to decide whether in-person or remote work is best suited to meet their objectives. This flexible work environment calls for personal accountability to ensure we meet our commitments. And with this flexibility, I hope to see diversity in the candidates that we attract: people of different backgrounds and skillsets to fuel our innovation fire.

As a woman in the construction industry, and advocate for diversity and inclusion, I see the future workforce being more inclusive as remote working opens the door to a wider talent pool. Through my involvement with UC Berkeley, Stanford, and Plug and Play Tech Center, I am able to share my experiences with a group of diverse candidates who are exploring graduate studies in engineering as well as for careers in construction. Much like our technology tools calling for early and often communication, I believe this also applies to creating the next generation of workers.