The Call for the Project CIO

I have the fortune of getting to spend a great deal of time orchestrating sales people, experts, experienced individuals, calls, products and solutions for the ReproMAX Network. When a project arises or a need surfaces, many times, I'm the go-to guy for our companies. Being familiar with the design, engineering, building and management of buildings and the information that powers the process lends a much needed aspect to the efficiency of the contemporary construction process.

Throughout all of this process, there is one area, however, that I don't currently see filled-an area that many of our companies have the infrequent luck of landing right square in the lap of. That's the role of what I'd dub, the "Project CIO". Really, this role is an agnostic, educated, unbiased consultant to the owner or builder of the project. The Project CIO bears allegiance to the project itself--the efficiency, management and fundamental progress of technology within the building process.

To fulfill this role, the player/consultant must have an intrinsic understanding of all levels of communication within the project, all levels of documentation (from legal contracting on an A201/A101 level to the true definition of substantial completion and the impact of liquidated damages should things go awry). This position, albeit non-existent at this point, holds-in my opinion-enormous value to all the parties in the construction process. This role is elevated beyond any one technology or bias or partnership. It is the ultimate chess master of coordinated communication and management technology within a changing and evolving construction world. From Revit fueling the BIM revolution to intrinsic data and activity management through tools such as Prolog, Expedition, and MS Project into Construction Information Managment with packages like ReproMAX DFS and PDM, Newforma and PlanWell all the way to closing out documentation and maintaining a facility through its life and demolition.

If we want to truly change the nature of construction for the betterment of the building and the savings of the owning party-whether now or in the future-we must understand that changing the dynamics at only one position (i.e. Design vs. Construction vs. Management) isn't the right way. We must rise above the fray, position ourselves as loyal to the building's future and guide our customers into a yet-undefined era of the Project CIO.

all the best,
Tanner