How to Get the Most From Construction Whitepapers

How to Get the Most From Construction Whitepapers

To get the most from your Construction whitepapers, you should include valuable content. Otherwise, you’ll leave potential customers feeling cheated. Long-form content is more likely to be shared, especially on social media, so try to include it whenever possible. Once published, you should also promote it as actively as possible to generate leads. This should include ads and social media campaigns, and you can use software such as Hootsuite to schedule automated posts on your social networks.

Owner Project Requirements document (OPR)

The OPR is a critical document to include in a design project. It should contain the Owner’s expectations for the building and should be updated regularly throughout the project. It can include information about space usage, programming, systems, and equipment. It may also include performance criteria for the envelope.

The OPR is an essential document that must be available to the project team during the pre-design stage. It is the starting point for many other project documents. There are several ways to develop an OPR depending on the requirements of the project and the Owner’s procedures. If the Owner has not provided an OPR, the design team may end up wasting time and effort by not addressing the owner’s specific objectives.

The OPR should begin with an introductory section that outlines key information about the project and summarizes key user needs and opportunities. It should also describe the overall size and function of the building. In addition, it should include all primary user groups. These documents should also outline the scope and schedule of the project.

An OPR also helps minimize conflicting owner directives. For example, one group may want to reduce energy consumption, while another group may favor simplicity. An OPR should also clearly state how successful fulfillment will be measured.

Owner Project Management Office (PMO)

A PMO helps an owner manage the project to a higher level and can help the company stay within budget and meet its objectives. The PMO can also provide valuable insights and direction to project teams. A modern PMO can be more hands-on and actively involved in the execution phase of a project.

Before creating a PMO, an owner should understand the benefits and challenges it will face. A PMO’s structure and function must be tailored to the company’s specific needs and culture. Some PMOs are responsible for overseeing all aspects of a project, while others strictly coordinate project functions. In any case, it is imperative to understand which structure and team will work best for the organization and its goals.

Having a PMO can help standardize project management processes and provide guidance on strategy changes or large projects. It can also help a company gauge its team’s strengths and avoid conflicts among team members. A PMO can help companies increase their productivity by 20% to 25%. A PMO can help companies improve their bottom line by ensuring they maximize the strategic and billable use of their employees.

While the PMO isn’t a replacement for a project manager, it can help improve the overall efficiency of a project. By establishing a PMO, an owner can ensure that the team adheres to its standards and processes.

Design Bid Build (DBB)

In a traditional DB process, the project owner hires an architect and works closely with the design team to develop the design. The owner then chooses which systems and products he or she wants. The architect then executes the design and then offers bids to contractors.

A design-build process promotes collaboration among stakeholders, and this collaboration can lead to fewer problems later. This can help reduce costly rework and change orders. Additionally, some advocate a design-build approach is less expensive than a traditional DBB approach. However, there are risks associated with using this process, including the siloing effect it causes between the stakeholders.

Another significant risk associated with the DBB process is that the owner is vulnerable to contractor change orders. The process requires the owner to commit a substantial amount of project funds to the design phase, which can delay the completion of the project. Additionally, the general contractor may not be on board until all design plans are finalized, adding to the overall duration of the project.

Design-build projects are most appropriate when the design requirements and performance requirements are clearly defined. With a well-defined scope, the design-build contractor can offer a lower overall price. However, some projects may not be suitable for this type of project. For these, a different delivery method may be preferable.

AR/MR technology

AR/MR technology in construction is still in its experimental and prototype stage. The major barriers for its implementation in construction have been the high cost and immature devices. However, commercial AR devices are now available. Choosing the right one depends on the construction site’s performance requirements. For example, the RealWear HMT-1Z1 is the best option for high-risk and high-value projects, while Google Glass Enterprise Edition 2 is suitable for daily civil infrastructure applications.

The implementation of AR technology in construction includes on-site construction, underground utilities, and smart cities management. In these fields, AR helps in discrepancy checking and collaborative communication. It can also be used for structural health monitoring, damage detection, energy performance assessment, crack inspection, and excavation. Furthermore, it can be used for disaster prediction.

AR devices can communicate with each other to provide directions to workers. However, a reliable local wireless network is necessary for remote AR communications. It should also be noted that unstable connections may pose a safety risk to workers. This is the main reason why AR devices need to be placed in areas with reliable wireless networks.

Augmented reality technology can also be used to streamline remote collaboration. With this technology, stakeholders can view images in more detail, identify issues and avoid rework. In addition, augmented reality can improve safety on the jobsite. For example, some AR devices can scan mobile devices to communicate safety instructions to workers.


The CMAR construction whitepaper was a proof-of-concept for MWH Constructors to demonstrate its approach to municipalities. Linhart PR worked with the company to highlight the positive results of a CMAR project at the Water Pollution Control Center in Fremont, Ohio. The mayor was so impressed with the project’s results that he agreed to draft a whitepaper outlining the benefits of the CMAR construction approach.

As a result of the CMAR process, project teams are more prepared to deliver on schedule and within budget. GCs can limit their exposure to liability with this method, and they can streamline communication with subcontractors and suppliers. However, CMAR construction projects are not without their challenges. A faulty design, an inaccurate estimate, or unforeseen costs can lead to major issues.

CMAR construction projects are less likely to involve professional advisory management services, especially during the construction phase. The CMAR is responsible for holding trade contracts, managing the schedule, and ensuring that the fixed price and GMP are not exceeded. This can be a serious burden for any project. Therefore, contractors must ensure that they have a proven track record of delivering on time and on budget.

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