How to Start i-Construction｜Five Preparations to Make Before Introduction

Table of Contents

• Basics to understand before starting i-Construction

• Why pre-introduction preparation is important

• Preparation 1: Clarify objectives and applicable tasks

• Preparation 2: Identify site workflows and issues

• Preparation 3: Organize required data and management standards

• Preparation 4: Prepare equipment, communications, and operational framework

• Preparation 5: Start small and design for training and adoption

• Common pitfalls when introducing i-Construction

• Conclusion

Basics to understand before starting i-Construction

When considering starting i-Construction, many practitioners initially wonder where to begin. Although the term has become widely known, in actual sites the scope involves surveying, design, construction, as-built management, inspection, and maintenance, so it is often unclear where to enter. Therefore, before suddenly introducing sophisticated systems or new equipment, it is important to first properly organize the i-Construction concept.

i-Construction is an initiative aimed at improving productivity on construction sites by rethinking traditional ways of working through the use of digital technologies and three-dimensional data. It is not simply about replacing equipment or digitizing documents. The essence lies in reconnecting the series of processes—measuring, recording, sharing, confirming, and deciding—throughout the site without waste.

What is important here is that the purpose of introducing i-Construction is not to follow a trend or to conform to others. The purpose is, above all, to reduce rework on site, improve the accuracy of construction management, speed up information sharing, advance labor-saving, and enhance safety and reproducibility. In other words, when considering introduction, it is essential not only to think about what can be done, but also what you want to improve.

Also, i-Construction is not something to be rolled out across all operations at once; it is easier to succeed if implemented step by step according to the site and organizational situation. In practice, some start by improving the efficiency of current-condition surveys, others begin by revising as-built management, and sometimes preparing three-dimensional data in the preconstruction phase is the first step. What matters is choosing an entry point that is realistic for your company and site.

Many people who search for "iconstruction" want to know not only about regulations and concepts but also how to actually deploy it on site. By knowing concretely which tasks to start with, what to prepare, and where failures tend to occur, you can finally form an image of implementation. Therefore, this article narrows the preparations to five key items to check before starting i-Construction and explains, in order, the perspectives that practitioners should confirm before introduction.

Why pre-introduction preparation is important

Although i-Construction can be highly effective, insufficient pre-introduction organization can make it difficult to achieve expected results on site. For example, introducing a new system may lead to duplicated management with conventional work, collected data may be unusable in subsequent steps, or different operators may run operations differently, leading to unstable quality—such problems are not uncommon. These issues often arise not from the technology itself but from inadequate preparation.

Site operations are not all standalone tasks. Survey results connect to design and construction planning; verification during construction feeds into as-built management and reporting; post-completion information is handed over to maintenance. Therefore, even if you optimize only a single part, if it does not connect with upstream and downstream processes, the overall effect will be limited. i-Construction requires a viewpoint that reviews the flow of information as a whole in addition to improving individual tasks.

Especially in the early stages, differences in understanding between site personnel and management tend to be a problem. Site staff prioritize ease of use and shorter work time, while management emphasizes record consistency and standardized reporting. If only one side proceeds, the operation tends to become awkward for the site and difficult for management to evaluate. Sharing the purpose, target tasks, required deliverables, and operational rules during the preparation stage prevents confusion after introduction.

Furthermore, i-Construction does not produce results the moment it is introduced. The initial stage requires trial and error and training. That is why it is necessary to decide in advance how far to aim as the first milestone. Trying to achieve perfect operations from the start places a large burden on the site and can cause burnout before adoption. Conversely, if you set a clear initial goal and design on the premise of starting small and improving iteratively, the barrier to introduction is greatly reduced.

Preparation is not merely a checklist. It is the foundation for making i-Construction work on site. Careful work here will significantly change the effectiveness after introduction. The next chapters examine the five preparations to grasp for this purpose.

Preparation 1: Clarify objectives and applicable tasks

The first thing to do when starting i-Construction is to clarify the introduction objectives. If this remains vague, you may end up partially adopting convenient technologies without resulting in site improvements. When defining objectives, do not simply think vaguely about efficiency; drill down to which tasks, which burdens, and how you want to reduce them.

For example, whether the site is spending a lot of time on current-condition surveys, has cumbersome as-built confirmation records, or wants to reduce labor for tasks previously done by multiple people will change what to tackle first. Distinguishing whether the issue is measurement, data aggregation, or slow sharing will reveal what should be targeted for introduction.

A common pitfall is making the act of introducing i-Construction itself the objective. What the site really needs is improvement in work, not a new name. For example, if an engineering stage that used to rely on paper drawings and handwritten records is managed by combining digital position information, images, and three-dimensional data, the quality of verification and reporting can change dramatically. The important thing is to determine which tasks will gain the most benefit from that change.

Also, do not expand applicable tasks too broadly. In the early stages, it is realistic to limit the scope to one or two tasks. Candidates include current-condition surveys, preconstruction checks, as-built confirmation, progress records, and integration with photo management, but trying to change everything at once increases the preparation and training required. Start with tasks where results are easy to see and that directly reduce site burden; this makes it easier to gain organizational understanding.

Furthermore, when deciding objectives, decide in advance how you will evaluate improvement. Without evaluation criteria—such as shortened work time, fewer remeasurements, reduced record omissions, or easier handovers—it will be unclear whether the introduction was good or bad. Quantify what you can, and organize harder-to-quantify aspects as operational changes to facilitate post-introduction review.

In short, the initial preparation asks not what to introduce but for what improvement you are starting. If you follow this order, subsequent preparation becomes concrete and the introduction policy remains consistent.

Preparation 2: Identify site workflows and issues

Once objectives are set, the next necessary step is to understand site workflows. i-Construction aims to improve site operations, so proceeding without accurately understanding current flows will misalign improvements. Site workflow refers not only to procedures but to the series of steps showing who creates what information, when, where, using what, and where it is passed.

In practice, the same task name can be handled differently depending on the site. Methods for checking drawings, recording measurement results, organizing photos, and reporting timing tend to vary by personnel and site conditions. If you introduce new operations without grasping these differences, a system may be convenient in some places but difficult to use in others. First visualize the current state and identify where time is spent and where rework occurs.

Pay particular attention to bottlenecks in information handover. If site-collected information is re-entered at the office, recorded in a form only the recorder understands, or it takes time for the difference between drawings and site conditions to be shared, then even substantial improvements in some tasks will not lead to overall optimization. i-Construction’s effects grow through connections with upstream and downstream processes, so identifying information flows is important.

When identifying issues, consider site conditions as well as ideals. Realistic introduction methods vary depending on whether communications are unstable at the site, the work area is large, the number of staff is small, or daily work is too busy to spare time for new processes. Operations that do not fit site conditions will not stick no matter how logically correct they are. Design a form that works without undue strain based on the site’s realities.

Also, verbalizing the tacit knowledge of veteran staff during workflow confirmation is highly meaningful. On site many judgments are made based on experience and may not be captured in records or sharing systems. If you pursue i-Construction, it is necessary to transform that knowledge into data and rules that can be reproduced. This not only digitizes processes but reduces dependence on individuals and improves organizational reproducibility.

If you can identify workflows and issues, the target tasks for introduction will become concrete and subsequent data organization and framework building will be easier. Skipping this step often leads to incompatible operations later and additional burden on site staff. Although this preparation is not highly visible, it is a crucial process that can determine success or failure.

Preparation 3: Organize required data and management standards

When introducing i-Construction, it is essential to organize beforehand what data will be used and under what standards it will be managed. Introducing new methods on site is meaningless if the collected data cannot be used in subsequent processes. Decide where and what to measure, in what formats to retain data, and at what granularity to share it to prevent confusion after introduction.

First consider the required deliverables. The required data granularity varies depending on whether you need location information for current-condition surveys, comparison data for pre/post construction, or records that serve as evidence for as-built confirmation. Not all situations require the same accuracy or format. Handling overly heavy data complicates operations, while insufficient accuracy makes data unusable in practice. Determine the appropriate level according to task objectives.

Next, clarify management standards such as how to handle coordinates and elevations, correspondence with drawings, naming conventions, and storage locations. If these are ambiguous, even within the same site data consistency becomes difficult. For example, if one person manages files by site name and date while another organizes by work type, just locating necessary information later takes time. Before introduction, decide on organization rules that anyone can understand.

Also, in organizing management standards, be clear about who checks site-acquired data and at what stage it becomes the official record. Mixing raw acquired data with confirmed data causes confusion when used for reporting and decision-making. In practice, separating the flow into acquisition, confirmation, sharing, and storage, and assigning responsibility for each, makes operations smoother.

Moreover, since i-Construction will increasingly handle three-dimensional information, it is essential to clarify relationships with conventional two-dimensional drawings. Two-dimensional drawings are still mainly used in many situations on site and will not be replaced all at once. Therefore, separate what to verify in two dimensions and what to verify in three dimensions, and decide where mutual references occur to reduce confusion on site.

If you underestimate this preparation, the collected data may become hard to use, the same content may be recorded repeatedly in different forms, or report creation may take even longer—counterproductive outcomes. The purpose of i-Construction is not data collection itself; it is to use data on site, share it, and link it to decision-making. That is why pre-acquisition organization is indispensable.

Preparation 4: Prepare equipment, communications, and operational framework

When people think of i-Construction they often focus on introducing new equipment, but what is truly important is establishing a system that allows stable continuous use of that equipment. No matter how convenient a system is, it is meaningless if it cannot be used on site. Therefore, before introduction, organize necessary equipment, communication environments, role assignments, and trouble-response procedures.

First confirm what equipment configuration is needed for the target tasks. Requirements differ for obtaining location information, site checks, recording, and data sharing. Consider practical conditions such as portability on site, visibility outdoors, ease of handling during work, and the ability to quickly check data. Choose not only based on performance but on whether it can be operated smoothly on site.

A commonly overlooked aspect is the communications environment. i-Construction increases occasions to check acquired information on the spot and use communications for position correction and sharing. However, some sites have unstable communications. If operations assume connectivity, work can stop when connections are poor. Therefore, check communication conditions and plan alternative operations for weak-coverage situations in advance.

Also, in the early stages it is necessary to clarify who is responsible for what. If the roles of site users, data checkers, and rule managers are vague, the operation will be left to the site and variability will grow. If only specific staff understand the system, operations will falter when they are absent, so decide roles and minimum handover rules.

In addition, anticipate trouble responses. Small problems on site—device power, communication failures, positioning errors, data save omissions, and variability in operation—can accumulate and halt operations. If you know in advance what to check, who to contact, and how to substitute, site anxiety is greatly reduced. New operations need not only convenience but also a sense of security.

Furthermore, for continuous on-site use consider daily management such as charging, storage, check-out, updates, and data backup. These parts are less visible at introduction but if ambiguous they lead to gradual disuse. Especially on busy sites, operations that increase effort will not stick. Design the system so it naturally fits into daily workflows.

The success of i-Construction is determined not by how advanced the elements are but by whether they run stably on site. Preparing equipment, communications, roles, and daily management will greatly stabilize post-introduction operations.

Preparation 5: Start small and design for training and adoption

The final important point for successful i-Construction is to start small rather than expanding too broadly from the beginning. Many failures in introduction are not due to technical issues but to insufficient penetration and training on site. New operations must be usable and sustainable before correctness matters. Therefore, in the initial stage it is appropriate to narrow the target scope and proceed with iterative testing and improvement.

Starting small does not simply mean reducing scale. It means focusing on tasks with clear objectives and easily verifiable effects. For example, limit the start to preconstruction current-condition surveys, apply to part of the as-built confirmation process, or operate in a specific site section to allow practical verification while keeping the burden low. These small successes help expand organizational understanding.

Also, do not end training with a one-off briefing. With new operations, a single initial explanation rarely leads to mastery. When actually used on site, there will inevitably be operational confusion, differing judgment standards, and unexpected situations. That is why in the early stages you need a mechanism to reflect after use, share improvement points, and iterate. Training is not only about teaching操作方法 but about cultivating operations that are reproducible on site.

Moreover, adoption requires buy-in from site staff. If site personnel do not feel the convenience and the operation is enforced only for management purposes, it will not continue. Conversely, if they feel measurable benefits—fewer remeasurements, easier records, fewer trips, or easier verification—they will accept it positively. Therefore, set initial target tasks where effects are easily perceived.

Also necessary is the mindset to refine rules based on trial results. The initially decided operation is rarely optimal as is. File organization, recording timing, verification procedures, and role assignments reveal issues only after actual use. By iterating improvements to fit the site, adoption finally occurs. Designing on the premise of improvement is more realistic than aiming for a finished form at the start.

And define criteria for judging adoption. Introduction and adoption are different. Looking at usage frequency, variability among staff, reflection in reports, and whether operations can be run without training shows whether the trial will end as a mere experiment or become an organizational standard. i-Construction is not a one-time event but a continuous effort to gradually update how site work is carried out. That is why preparing for training and adoption during the preparation stage is crucial.

Common pitfalls when introducing i-Construction

So far we have covered the five preparations, but there are common pitfalls that tend to occur on actual implementation sites. Knowing these in advance makes it less likely to make poor decisions during introduction.

The first is having objectives that are too broad. Words like productivity improvement, operational improvement, and strengthened information sharing do not specify what will change on site. If objectives are too broad, target tasks and evaluation criteria become vague, making it hard to see the effects. At first, narrow down to which process and which burden you want to reduce.

The second is designing ideal operations that do not fit the site. Even if management-level procedures look well-structured, if they require too many operations, complex verification steps, or assume communication conditions that do not exist on site, they will not stick. Prioritize operations that work on site over theoretically ideal plans.

The third is leaving it up to certain personnel. If only a few knowledgeable staff can operate the system and things do not proceed in their absence, the introduction is not organizational. Standardize roles and rules.

The fourth is making data collection the purpose. If acquired information does not feed into reporting, verification, sharing, and subsequent processes, the site perceives only additional work. Always operate with awareness of the purpose of the data.

The fifth is not conducting post-introduction reviews. If you stop at site use, improvements will not progress. Share what was easy to use, where work stopped, and what was redundant, and apply those lessons to the next site or next process to increase the value of introduction.

These pitfalls are not exceptional failures but occur along a continuum of insufficient preparation. Conversely, if you carefully carry out the five preparations before introduction, most can be avoided. i-Construction does not stall because it is difficult; it stalls because the initial design was vague.

Conclusion

The most important thing in how to start i-Construction is not to rush into adopting something new, but to prepare in a way that fits the site. The five points to check before introduction are: clarify objectives and applicable tasks; identify site workflows and issues; organize required data and management standards; prepare equipment, communications, and operational framework; and start small and design for training and adoption. Considering these in this order makes i-Construction easier to understand not as an abstruse system or distant concept but as a concrete means of site improvement.

For practitioners, what matters more than introduction itself is how site work will change afterward. Will measuring be faster, will verification rework decrease, will recording and sharing become easier, will it lead to labor reduction? To enable such changes to be felt on site, it is paramount not to skip pre-introduction preparation. The more carefully the initial design is made, the less confusion there will be after introduction and the easier it will be to see results.

Also, i-Construction is not something you finish once you set it up. The optimal solution changes with site conditions, personnel, work types, and management methods. Therefore, rather than seeking a large completed form from the start, it is realistic to first create a mechanism that reliably runs in practice and then accumulate improvements. If you can organize site issues through preparation, it will naturally become clear where to start and what to prioritize.

Finally, to advance i-Construction on actual sites it is important to handle location information accurately and to create an environment that enables agile site checks and recording. Especially when you want to manage sites efficiently with few people or integrate positioning and recording, selecting equipment that is easy to operate will affect outcomes. As one practical implementation option, using an iPhone-mounted GNSS high-precision positioning device such as LRTK makes it easier to handle high-accuracy location information within daily workflows and makes the first steps of i-Construction more realistic. Moving beyond conceptual understanding to forms that can actually be used on site will become increasingly important for future introductions.