When people talk about “digital construction”, they frequently think about multi-billion-pound infrastructure projects or city-centre high-rise schemes with teams of hundreds. It’s a perception reinforced by government procurement frameworks, high-profile megaprojects and the increasing use of acronyms like BIM, IM and DfMA in glossy reports, but this should not be the case, writes Ryan Donoghue of AJ Digital.
This perception risks leaving behind many who work in construction on projects like schools, hotels, healthcare facilities and housing developments. These schemes might not dominate the headlines, but they are the bread and butter of the construction industry. They face the same challenges as larger projects, with the need to manage cost, ensure programme certainty, have the ability to minimise rework and the need to be able to deliver usable information to clients.
In short - digital tools and processes are just as valuable on a £5m school refurbishment as they are on a £500m rail terminal. In fact, the relative benefit can sometimes be greater. Smaller projects often operate with tighter margins, leaner teams and less tolerance for errors. That means every clash avoided, every delay prevented and every bit of data handed over correctly, has a direct impact on profitability, reputation and client satisfaction.
A recent study by the Construction Leadership Council found that average profit margins across the UK sector are around 2 to 3%. For smaller contractors and consultants, the figure can be even lower. Against this backdrop, mistakes matter. A single unresolved clash on site, a delay in receiving key information, or an incomplete O&M file can erode profit margins entirely.
Digital tools are designed to tackle these problems. They provide a structured way to detect errors early, coordinate disciplines and hand over usable data. Far from being a “luxury” for flagship schemes, they are a practical safeguard for everyday projects.
Early coordination and information management
In reality, one of the most consistent pain points across projects of every size is the late discovery of design issues. On larger schemes, there may be a team of coordinators dedicated to resolving clashes. On smaller projects, those roles are often absorbed by already stretched architects or consultants.
Digital coordination changes the dynamic. Early clash detection and model auditing create a smoother development of project data and models. Aligning that data with project requirements ensures that the information generated will be usable for construction, as well as operation and maintenance. In practice, this means fewer RFIs, less time wasted resolving disputes and a smoother path to completion. For clients, it creates confidence that their project is being managed proactively. For contractors, it reduces the risk of unplanned costs. For consultants, it enhances professional reputation.
Programme certainty is another of the most valuable outcomes of digital construction. Every day lost on site adds cost, disrupts sequencing and strains relationships between client, contractor and subcontractors. Digital coordination acts as a form of insurance. By detecting design issues before they materialise, it allows the programme to proceed as planned. This is particularly important on projects with fixed deadlines, such as schools that must open at the start of term or hotels scheduled to welcome guests on a specific date.
This is why handover is one of the most critical stages of a project. Facilities managers depend on accurate O&M manuals, asset registers and compliance documentation to run buildings safely and efficiently. When that information is incomplete or poorly structured, the operational impact can last for years.
Good digital handover support ensures that asset data is not only complete, but also structured and compliant. Instead of fragmented documents, clients receive usable information aligned to COBie or other recognised standards.
For a local authority managing a portfolio of schools, this creates consistency across projects. For a hotel operator, it ensures that maintenance schedules and warranties are clear from day one. For healthcare providers, it supports compliance with regulatory requirements.
The common thread is that every project, regardless of size or sector, faces the same fundamental challenges - managing cost, time and quality. Digital delivery provides the tools to address those challenges systematically.
All this means that digital delivery is not just for mega projects. It is for every contractor who has ever faced a delay because of a late clash detection. It is for every consultant who has struggled to coordinate incomplete models. It is for every client who has received a box of disorganised O&M manuals and wondered how to manage their new asset.
The construction sector stands at a crossroads. The tools exist, the standards are clear and the benefits are proven. The challenge now is to ensure that we embed digital thinking, not as an optional extra for flagship projects, but as a standard practice for every scheme, large or small. In doing so, the industry will deliver certainty, efficiency and long-term value for clients and communities alike.
