Profitability is the foundation of every thriving construction business. Yet, in an industry rife with tight margins, fluctuating costs, and complex projects, tracking and optimizing profits can feel like an uphill battle. Many builders fall into the trap of focusing solely on revenue, overlooking the detailed financial insights that separate profitable projects from those that barely break even.

Every construction project tells a story, a unique narrative that unfolds from the very first day of groundbreaking to the celebratory moment of ribbon-cutting. Each phase of this journey reveals a series of milestones that mark progress, challenges that test resilience, pivots that require adaptability, and triumphs that celebrate success. However, without a clear and organized way to track that story, it risks becoming fragmented and disjointed, leaving teams in a state of confusion and clients feeling uncertain about the project's direction and status.

In the fast-paced world of construction, effective planning isn’t just a step in the process - it’s the cornerstone of success. The dynamic nature of the construction industry demands meticulous attention to detail and strategic foresight, as every decision can significantly impact the outcome of a project. From managing multiple projects simultaneously to coordinating complex schedules and efficiently allocating resources, detailed planning is essential. It lays the foundation for timely and cost-effective project delivery, and also ensures that the quality of work meets or exceeds expectations.

As Gen Z workers enter the workforce, employers across all industries are witnessing a noticeable change. In recent years, employee expectations for the workplace have clearly shifted, placing a greater emphasis on workplace morale. To effectively build for the future, business owners should prepare for what these young employees look for in the workplace. 

Congratulations! You did it!

After hours of painstaking research, budget discussions, software demos, and exploratory trials, you sealed the deal on the ideal construction project management software for your company.

. . . Now what?

It may feel overwhelming when you are first tasked with getting your new-to-you construction management software up and running at your company, but that's where we come in - the experts who make up ConstructionOnline's Success Team. Our goal is your success, and we'll show you that better project management is as easy as 1, 2, 3…

Some construction professionals have dismissed the importance of customer service in the construction industry, not worrying if the customer experience is good, as long as the project result meets expectations. Don’t make this mistake - your company is not a single-dimensional company. Yes, you are a construction company, so you must provide quality construction services. However, the customer is the reason for your work, and so the entirety of their experience matters, not just the result. Extraordinary customer experiences create happy customers, and happy customers generate new business.

In my role as Success Coordinator for UDA ConstructionOnline, I’ve worked with hundreds of construction teams who have found that the implementation of UDA’s industry-leading construction estimating software has led to substantial revenue growth for their companies. Oftentimes, a company’s success can be determined early on by the priority they place on the simple things. For new customers getting started or current customers who are looking to do more, these are the three best practices that can be applied to support your success with construction estimating software -

Webster’s Dictionary says that success is “a favorable or desired outcome.” This means that to develop your definition of success, you will need to first identify the measurable outcomes you are hoping to achieve with your endeavor – allowing you to recognize the milestones of your success as they are reached. 

Known mainly for his military and political achievements, President Dwight D. Eisenhower found success following a principle he shared often, “[w]hat is important is seldom urgent, and what is urgent is seldom important.” In construction project management, the Urgent-Important principle suggests that project managers should ensure they are prioritizing the important tasks that might not have immediate deadlines. Here are three tasks that we think are highly important for construction projects that may not set off any of your urgent alarms.

Depending on who you talk to, the term “Change Order” can solicit a broad range of reactions. The most common reactions might include heavy sighs, eye rolls, or pursed lips, while some uncommon ones could have you ducking for cover as every object within reach comes flying at your head. For many, Change Orders have done more than enough damage to a bottom line to warrant the type of disgust merely whispering the word can invoke. For others, however, Change Orders are the golden goose; these select few have mastered the art of the Change Order, and these are the ones you should be paying attention to.