Artificial Intelligence (AI) has the potential to revolutionize the construction and design industries, reshaping project delivery and client service methods. As an executive at a leading firm, I've seen opportunities for AI to streamline processes, enhance decision-making, and optimize project outcomes.
 
AI's impact on project delivery is sure to be profound and multifaceted. Starting from the conception and planning stages, by leveraging AI-powered models such as Forma, Veras, Stable Diffusion and Copilot, teams can generate design options rapidly with vast creative freedom, setting a foundation for the entire project lifecycle. This enables designers to make informed choices, ultimately leading to better client outcomes.
 
 One of AI's most significant potential advantages lies in its potential to improve budget accuracy and shorten delivery times— crucial benefits in an industry where time is money. By analyzing vast amounts of data, AI algorithms possibly could predict potential cost overruns and schedule delays, empowering project managers to proactively address issues before they escalate. This approach not only enhances project quality but also fosters trust with clients who value the transparency and foresight provided by AI-driven solutions.
 
 However, unlocking AI's full transformative potential is not without challenges. It necessitates a thoughtful and strategic approach to harness its power in engineering and construction effectively. Despite the obstacles of adopting any new technology, the significant rewards make this journey too consequential to ignore. This necessitates a thoughtful and strategic approach.
 
 From initial ideation to overcoming data challenges, we recognized the need to navigate AI's transformative power while maintaining client confidentiality and upholding industry standards.
 
 To unlock AI's full potential, we embarked on a strategic initiative to establish a robust governance structure. A dedicated team was formed to oversee the implementation of AI, partnering with external experts to develop a comprehensive framework. Prioritizing education and upskilling our workforce was paramount, as we recognized the symbiotic relationship between AI and human expertise.
 
 One of our primary goals was to redefine project lifecycle optimization through AI. We explored how AI could enhance various project delivery stages, from scope definition, design generation and construction administration. Real-world examples showcased AI's role in early decision-making, energy analysis, and site layout optimization, ultimately enhancing project delivery. For example, AI allows us to conduct a site impact analysis of sun, wind and noise exposure, as well as test various layouts of a building (or multiple collocated buildings) on a site to optimize the energy-use strategy. In retrofit projects that seek to integrate a new system into an existing facility, AI has the potential to replace the manual comparison of laser scans against a 3D record model to identify any deviations.
 
 Accurate, real-time data is invaluable for making highly effective project plans and tracking information needs, decisions, actions, and handoffs—both internal and external. The ability to compile project data like risks and lessons learned in a single repository and to organize and utilize meeting notes and design review comments (which include decisions, commitments, and open issues) empowers us to leverage this data for a more successful set of project outcomes. Archiving such data also optimizes future project success.
 
 The tangible benefits of AI for our clients and stakeholders became increasingly evident. Automating mundane tasks, such as transcribing handwritten field notes, multi-lingual translation during meetings, and comparing submittals to design criteria to flag deviations, empowers our professionals to focus on problem-solving and innovation, driving long-term sustainability and contributing to client success. From streamlining the Request for Proposal (RFP) response process to optimizing team composition, to automatically assessing laser scans against the design model, AI offers unprecedented opportunities for efficiency and innovation.
 
 While AI adoption is still in its infancy for many firms, insights from our analysis underscore the importance of refining data quality. Disorganized data and resistance to change are common hurdles that must be addressed. AI thrives on high-quality, well-organized data. To unlock its full potential, we prioritized data collection and management, identifying commonalities across projects to create a cohesive data strategy. This required technical solutions and a cultural shift within our organization.
 
 Some examples of the data collection methods we are developing include RFIs (requests for information) and project financial data. RFIs had been stored in a portable document format (PDF) and organized by project. We are creating a structure to consistently log and categorize RFIs and use AI to identify trends that can be used for lessons learned to direct future training needs. Having the data collected and organized in this way can also allow us to rapidly query past RFIs as a cross check for new designs to assess whether similar conditions existed, and were clarified via RFI, in previous projects.
 
 Historical financial data from previous projects can also be useful. We are attempting to use AI to analyze project financials and identify the optimal staff mix by staff level (E1, E2, E3, D1, etc.) for performance against budget to assign to new projects and improve our resource forecasting. There are some special considerations when assessing archived data, including how to account for past staff promotions and how far back to go with the data. Since processes have changed over time, the impact of those changes are represented within our current financial performance metrics, but that impact diminishes as the data ages. There was also a risk that some projects would not be ideal projects to emulate for either budget, schedule or quality considerations. Such projects need to be identified and excluded from the dataset used to train the AI.
 
 We learned the importance of fostering an environment that embraces innovation and is willing to adapt to new technologies. Improving processes with an aim toward harvesting accurate and consistent data was one of the first and most pivotal lessons we learned and implemented. Ethics and a client-focused approach continue to be key commitments for us as we embark on AI implementation. Technological innovation and a dedication to industry leadership are pivotal considerations guiding our efforts to optimize AI for project delivery. However, we must acknowledge the challenges that accompany this transformation. Data privacy and security concerns, job transformation due to automation, and the need for substantial investment in technology and skills training are hurdles that must be addressed proactively to successfully navigate the AI transformation journey.
 
 Overcoming these challenges requires a focus on fostering a culture of innovation, continuous learning and continuous improvement. We learned to prioritize educating teams about AI's benefits, ensuring robust data management practices, and embracing a mindset of adaptation and resilience. The challenge of integrating AI into a large enterprise remains, and our governance team has rejected ideas and tools due to concerns with reliability, security, scalability, and accuracy.
 
 The architecture, engineering, and construction industries stand at a crossroads with the opportunity to harness AI's potential and shape the future. By proactively adopting and strategically integrating AI, we can redefine industry competitiveness and client satisfaction, paving the way for a smarter, more sustainable tomorrow.
 
 The journey ahead is both exhilarating and challenging, but the benefits are immense. By embracing AI's transformative power, we can partner with the AI developer community to unlock new realms of possibility, driving innovation, efficiency, and excellence in the AEC industry.
 
Brett Susany, Senior Vice President, AI Integration and PMO, of SSOE Group has 30 years of project delivery experience including project, program, account, and division management, and most recently the successful launch of SSOE's Complex Projects Group. Brett also serves on SSOE’s Board of Directors, setting overall priorities and direction of the firm. He is a graduate of Vanderbilt University and holds a Bachelor of Mechanical Engineering.