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he French philosopher Jean Baudrillard may well have hit the nail on the head. In his seminal 1987 text the Ecstasy of Communication, he acknowledges the power of information flows, but also saw in them the potential, if not used properly, to destroy the psyche of the individual. Lofty musings perhaps, but 20 years on, no-one would deny that our transition into a technology-based society has had a fundamental effect on our lives. And, as Baudrillard suggested, if you don鈥檛 make conscious decisions to choose the information you want in an efficient, considered way, the chances are you鈥檒l be subsumed by the sheer volume of it.

Of course, worrying about the impact of technology on time is not just the preserve of philosophers 鈥� its effects are also felt in the world of fit-out and refurbishment, where tenant rental values are high and the pressure to complete to deadline is crucial. So how are technological advances being used to speed up on this time-critical construction sector?

Project co-ordination

James Angus, a partner at project management (PM) and cost consultant Gardiner & Theobald, for whom about 60% of workload is fit-out, cites the far shorter procurement programme compared with new-build construction as a major contributing factor to the pressures of fit-out and refurbishment projects. 鈥淵ou have to bear in mind that a typical office fit-out programme would be 7-12 months from inception to completion,鈥� he explains. 鈥淭here鈥檚 no time to fritter away.鈥�

He adds that because changes to a project can be occurring while it鈥檚 still on site, response times are critical. In this regard web-based management systems and email communication really come into their own when it comes to project co-ordination.

Angus also thinks that the relative inexperience of clients to construction methods means effective communication becomes more of an imperative. 鈥淎s a project manager, you just find yourself developing a much closer relationship with the end user 鈥� lawyers and bankers rather than experienced procurers of buildings,鈥� he says. 鈥淭hat puts more of an onus on the project manager to ensure that the client feels guided through the project.鈥�

Don鈥檛 change how you do business, just make it easier, simpler and more efficient

Neil Pike, Overbury

And there鈥檚 a range of PM software out there to facilitate that. Andrew Tuck, head of European Operations at EC Harris, which works in a PM and QS capacity, says that 鈥渢echnological advances in terms of document management and collaborative tools have thrived鈥� 鈥� even if there is still an air of suspicion in the industry to change.

Tuck stresses that with PM technology typically costing 1-2% of the budget to implement, the choice of system needs to be decided at mobilisation stage. And with short programme times for office refurbishment, tailoring the level of IT to project scale is vital.

Take your pick

So one is faced with a choice. Generic 鈥渆nterprise content management鈥� software exists aplenty, helping construction teams read from the same hymn sheet. There are programs like Cisco鈥檚 Webex and Microsoft鈥檚 Sharepoint that allow consultants to upload drawings, contract documents and emails onto a common platform that all can access. These allow for information to be reviewed and act as a means of auditing all the way through a project 鈥� from pre-construction stages through to post-completion snagging on PDAs.

Larger projects may require more sector-specific and costly IT management systems such as CTSpace. This is tailored specifically to the construction market and can analyse design and construction phases to flag up delays and track budgets. All the systems do the job, but they鈥檙e long-term solutions, taking time to implement and train users.

A fast-track solution

You could see who鈥檇 viewed documents 鈥� or whether they鈥檇 just ignored the email

Judith Mitchell, Barclays

For refurbishment and fit-out contractor Overbury, regularly faced with extremely short project programmes of as little as 8-12 weeks before handing the keys back over to the client, it was this implementation time that made all the difference. So it decided to create its own project management system from scratch, addressing the main issues of fast-track turnaround and ease of use.

Launched in March this year, its bespoke software Project Plus has now gone live across the firm鈥檚 new workload, and according to Overbury business improvement manager Neil Pike, clients and consultants alike are extremely positive. 鈥淭he problem we found is that on site, it could take up to three weeks to install the broadband connection necessary for normal PM software, and for us, that would mean we were already well into the project,鈥� he explains. 鈥淲e based this system on a web-based application, which operates effectively using a wireless connection, dial-up or 3G in the absence of broadband, allowing the team to access uploaded drawings, reports, instructions and project information at the click of a button. Using cutting-edge technology, there is no need for login passwords and a single click takes you straight to the information.鈥�

Cost savings

Pike says the ease of use was one of the main drivers for the system after the firm found that on average their project managers and site staff were spending up to 10-15 hours per week on administrative work. And it鈥檚 not just time, but money that鈥檚 being saved. The difference here is that not only does it meet the needs of the consultant team, but where you鈥檙e usually looking at high set-up costs to implement a PM system, Project Plus is supplied to them and to the nominated subcontractors free, as part of Overbury鈥檚 service commitment. And for a half-million-pound project, that could mean a saving of 拢50,000.

鈥淲e are builders,鈥� muses Pike, 鈥渁nd we are in an industry that accepts change slowly, so we thought, 鈥榙on鈥檛 change how you do business, just make it easier, simpler and more efficient鈥�.鈥� Wise words, and proof that when faced with the time/technology conundrum, while it might have taken a philosopher to define the problem, it certainly doesn鈥檛 take one to solve it.