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General contractors (GC) must work to get projects across the finish line before the deadline, or else they can face massive penalties. However, the best GCs know that simply completing the job is only one element of their role, and not being able to effectively track their progress and share that information with stakeholders is an easy way to lose trust and rapport with clients.

When one fails to track their progress, it becomes very hard to prove that they’re doing what the owner hired them to do. This is where progress tracking comes in. Progress tracking refers to the ability to assess a construction project's level of completion and distribute this information to relevant project stakeholders. 

This article explores practical steps for approaching progress tracking, including how to use technology to its fullest analytical capacities and strategies for getting a project back on track when it is delayed. 

Practical Steps for Effective Progress Monitoring

Following a handful of basic, practical steps can help a GC monitor the progress of most any project. 

Set clear milestones and objectives.

Communication is key at every level of construction work, and effective progress tracking begins with setting clear objectives. One way this can look is taking the time to inform team members what their key performance indicators (KPIs) are, so they know how to do a good job.

As the project moves along, make sure to keep team members informed on how they’re meeting or exceeding their KPIs. 

Regularly update progress data.

When a project begins, the GC and owner or rep agree to a timeline, but how and when the work actually unfolds can be different from the projected schedule.

In real-time during the build — especially as obstacles and rework occur — a GC must continually align their idea of the project schedule with the reality on the worksite. It can be a difficult balancing act, especially acknowledging that rushing can push workers toward safety hazards.

As the schedule evolves, make sure to update crew members and clients alike, as managing everyone’s expectations of the process is a critical soft skill in keeping them motivated. 

Unify different types of data.

The long-upheld iron triangle of project management is made of three simple corners: schedule, budget and resources. 

Tracking these three areas requires relying on both quantitative and qualitative data. On the qualitative side, a GC may find timekeeping and financial tracking programs, budgets for individual contractors with the projected amount of hours they will be needed on the project, contracts with vendors and software that helps calculate the percent-complete of a project or individual building within a project.

The qualitative side, however, can be just as important for being able to communicate the reality on the worksite to stakeholders.

Examples of qualitative data include photo documentation, accurate reports and daily logs, and sometimes email or text communications. These are necessary complements to quantitative data—for example, a photo may contradict that an install has been completed correctly, and a daily log or email may be useful in understanding why a particular part of an installation was performed the way it was.

Contractors should rely on a system of progress tracking that can unify both qualitative and quantitative data — for example, a software management program that can link documents and plans to annotations, photos and other important reference materials. 

Using Technology for Data Collection and Reporting

Some projects might be particularly hard to track—for example, some heavy civil construction involves massive, sprawling worksites that could go on for miles. 

Harnessing the power of advanced technology can be incredibly useful for a GC to keep tabs on the most unwieldy projects. Making use of cameras, drones, artificial intelligence and robotics can help a GC get information in real time and then analyze that information to make informed decisions. 

Continuous Monitoring With 360 Cameras

The camera has been an incredible invention for the construction industry, especially since many innovations have turned it into a tool for real-time analysis.

360-degree cameras can be mounted on hard hats, allowing continuous, real-time photo documentation as workers move around the site. This creates a seamless way to capture visual data without disrupting daily activities.

Drones, on the other hand, excel in covering large, horizontal, or remote project areas such as highways and oil refineries. Equipped with technologies like LiDAR, drones can not only capture images but also measure grades and quantities, providing precise metrics that are invaluable for progress tracking. 

AI and Robotics

The construction industry is still considering the possibilities and costs of automation, which can be useful even in small, unexpected ways for a GC or construction company. 

In terms of progress tracking, robots can be deployed to autonomously document the site, reducing the need for manual site walks and allowing for continuous data collection.

Artificial intelligence can further amplify this capability by interpreting the collected data, turning images into actionable insights.

Gantt Charts, BIM, and Project Management Software

Gantt charts, provided by tools like Oracle Primavera and Microsoft Project, can allow GCs to visualize the project schedule, track percent completion and manage timelines efficiently.

Using Building Information Management software (BIM) can add another layer of utility by offering a digital representation of the physical and functional aspects of a project, enabling teams to collaborate and share updates. 

Finally, project management software can integrate these tools, creating a unified platform for scheduling, resource allocation, and timekeeping that allows a GC to monitor all aspects of the iron triangle at every project they’re involved in. 

Strategies for Addressing Project Delays

One of the easiest ways to spot a delay is when the schedule does not align with the budget— essentially, this means the project is burning more money than forecasted.

When a GC notices this happening in one of their projects, they can employ a few key strategies to address the delay.

Identify the root cause.

The most important part of addressing a delay is finding its cause. 

When a GC notices work slipping on a particular metric, the first thing to do is hit pause—this keeps the problem from growing any further. Then, look at where money is being spent, and where the schedule seems to be slower than usual, and try to find the reason behind it.

Blame the process, not the people.

Ultimately, the responsibility for all delays rests on a GC’s shoulders, since it is their duty to get the job done. 

For this reason, focus on identifying and addressing the root causes without blaming individuals. If blame is necessary, assign fault to the process, not a person. Contracts often make it easy to blame people, but focusing on process issues is more productive, and keeps crew members focused on returning to the work as soon as possible. 

Reallocate resources efficiently.

Identify actionable steps within the project's capacity to address the delay. After taking any necessary corrective actions to get the project back on track, communicate changes and new plans clearly to all stakeholders. 

Create a contingency plan.

Early input and communication with the people doing the work can identify potential issues before they escalate. 

When something goes wrong, make sure the team members onsite know how to solve the problem if it arises again. Flipping problems and obstacles into teaching moments can create trust and respect with workers — and can also make them better at their jobs in the long run. 

Monitor and prevent future delays.

Follow up regularly with stakeholders to ensure that the project remains on track and to address any new issues promptly. Communicate with trade contractors to continue to set realistic deadlines and schedules.

Finally, continue to monitor the schedule after the problem is fixed, as it drives many aspects like budget impact and jobsite safety.

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The Importance of Integrated Project Management

Effective progress tracking in construction projects is not just a matter of using the right tools; it also requires strong collaboration, open communication, and visibility among all project leaders and team members. By getting everyone on the same page, potential delays can be addressed as early as possible.

A centralized construction management software platform can seamlessly integrate the task of project management with everyday work onsite.

Efficient Progress Tracking Requires Communication and Collaboration

Creating a highly efficient workflow is possible by harnessing the power of technology and construction software — as well as fostering a collaborative and communicative project environment. 

By employing these strategies, a GC can manage even the most complex project with confidence, maintaining client trust and getting a step closer to securing the next job.

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