PRINCIPLES OF DEVELOPMENT OF SMART TECHNOLOGIES IN CONSTRUCTION BUSINESS MANAGEMENT
Abstract
SMART technologies are expected to contribute to achieving specific, measurable, achievable, relevant, and time-bound results in all aspects of managing construction projects, resources, and costs. However, effective integration of these technologies at all stages of the construction process, including planning, design, construction, facility management, maintenance, and monitoring, is a key challenge. Some SMART technologies may be costly to implement and support, so addressing the issues of accessibility and affordability is critical for small and medium-sized companies in the construction industry. Preserving the confidentiality, integrity, and availability of data is an integral part of successful SMART technology usage, as they can introduce new security risks. Implementing such technologies requires not only technical knowledge but also cultural changes and process revisions. Adequate training and staff preparation are necessary for successful SMART technology implementation. Changes in internal processes and approaches to managing construction projects may be necessary when implementing SMART technologies. Effective management of these changes is critical to the successful execution of projects. Based on the principles of SMART technology development in construction business management, it has been demonstrated that integrating digital innovations is key to improving the efficiency, quality, and sustainability of construction projects. Process automation, mobility, flexibility, and intelligent resource management enable companies to quickly adapt to changing market conditions and effectively manage projects, ensuring a high level of safety and minimizing environmental impact. The use of SMART technologies contributes to improving communication and coordination among all project participants, which is important for achieving project objectives and meeting client expectations. Thus, SMART technologies play a strategic role in modern construction business, opening up new opportunities for innovation, growth, and sustainable development.
References
Schnell P, Haag P, Jünger H.C. (2023) Implementation of Digital Technologies in Construction Companies: Establishing a Holistic Process which Addresses Current Barriers. Businesses, no. 3(1), pр. 1–18. DOI: https://doi.org/10.3390/businesses3010001
Ismail and R. Hassan. (2019) Technical competencies in digital technology towards industrial revolution 4.0. Journal of Technical Education and Training, vol. 11, no. 3, pp. 55–62. DOI: https://doi.org/10.30880/jtet.2019.11.03.008
Hossain M. A. and Nadeem A. (2019) Towards digitizing the construction industry: State of the art of construction 4.0. in ISEC 2019. 10th International Structural Engineering and Construction Conference. DOI: https://doi.org/10.14455/isec.res.2019.184
Xu S, Wang J, Liu Y, Yu F. (2023) Application of Emerging Technologies to Improve Construction Performance. Buildings, no. 13(5). DOI: https://doi.org/10.3390/buildings13051147
Uusitalo, P., Lavikka, R. (2021). Technology transfer in the construction industry. J Technol Transf, no. 46, pp. 1291–1320. DOI: https://doi.org/10.1007/s10961-020-09820-7
Craig N., Sommerville J. (2006) Information management systems on construction projects: case reviews. Records Management Journal, vol. 16, no. 3, pp. 131–148. DOI: https://doi.org/10.1108/09565690610713192
Jenny Bäckstrand, Anna Fredriksson (2022) The role of supplier information availability for construction supply chain performance. Production Planning & Control, vol. 33:9-10, pp. 863–874, DOI: https://doi.org/10.1080/09537287.2020.1837933
Fredriksson A., Jenny B. (2020) The role of supplier information availability for construction supply chain performance. Production planning & control. DOI: https://doi.org/10.1080/09537287.2020.1837933
