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Client survey – project monitoring popular among digital tools
Will Mann Editor
Construction clients are increasingly using digital tools to monitor project progress. Will Mann reviews part 3 of the 2026 Construction Management and CIOB client survey
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Keeping track of project and contractor performance is the top priority for construction clients who use specialist digital technology in their work.
The survey of more than 100 built construction clients carried out by Construction Management and CIOB also showed evidence that clients are improving their information management – though perhaps not as widely as might be expected.
Asked ‘How does your organisation use digital technology?’, the most popular response – chosen by 63% – was ‘Project monitoring tools’.
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Almost half of the clients surveyed (49%) employ ‘BIM for design and coordination’, again demonstrating a focus on project delivery.
Use of ‘On site digital technologies (e.g. drones for surveys)’ was also a popular answer (41%).
Using digital technologies to improve information management was a key recommendation of Dame Judith Hackitt’s post Grenfell report, but only 36% of respondents said they are now using ‘Information management systems aligned with ISO 19650’ (the international standard for managing information over the entire lifecycle of a built asset).
In response to our separate question on building safety, 29% said they 'have implemented digital record-keeping and require “golden thread” information at handover'.
In terms of overall priorities, ‘implementing digital asset management and data-driven decision-making’ was selected by a third of respondents.
‘Digital twins’ are used by 17% of respondents and ‘Sensors and Internet of Things (IoT)’ by 14%.
‘Artificial intelligence’ is employed by 17% – a number that will surely grow judging by some anecdotal comments – while ‘augmented/virtual reality’, for applications such as design visualisation is used by the same percentage.
Other tools cited by respondents included “Power BI”, “CGI walkthroughs” and “Our own bespoke BI and AI software”.
There remains a disconnect between information gathered during the project delivery and that which is handed over to the client.
Alan Edwards MCIOB, construction project manager with Gwynedd Council in north Wales, commented: “As clients, when projects are completed, we receive the COBie data, federated model and Revit files. Unfortunately, the repair and maintenance teams do not have the software on their FM systems to make use of this data. The information has to be simplified, into asset data on spread sheets and 2D AutoCAD Files.
“As new buildings make up only a small percentage of the building stock, at this stage there is little incentive to upgrade FM systems to incorporate the data.”
Roselyn Unegbu, delivery director of non-infrastructure at Thames Water, was optimistic about the prospects for AI.
“From an innovation standpoint and to align with our approach to delivering AMP8, there is a real opportunity to incorporate AI into the way we deliver portfolio management,” she said.
“Cost and schedule performance is the most interesting area for me. Another is risk mitigation: how do we manage risk proactively and report information clearly and concisely. I have a shopping list of activities where AI could support us and have been speaking with a number of providers about how we might work together and using these tools to enhance efficiency and enhance optimisation.”
Construction supply chains need to grasp the potential of digital to demonstrate their expertise, said Graham Lewis MCIOB, chief officer for university environments and property, Cardiff Metropolitan University.
He elaborated: “I think there is an enormous opportunity for consultants and contractors to differentiate by using post-occupancy operational data to evidence the quality of what you do.”
Construction Management and CIOB surveyed 115 built environment professionals working for clients during November and December 2025.
The breakdown of the respondents was as follows:
Type of client represented: Industrial/warehouses 18%; Infrastructure 18%; Private housebuilder 15%; Central government department or agency 14%; Local authority 14%; Healthcare 14%; Retail and leisure 12%; Offices 11%; Universities 11%; Schools and colleges 9%; Housing association 7%.
Role at client: Project manager / director 36%; Consultant acting on behalf of client 14%; Property or estate manager / director 11%; Professional / technical specialist 11%; Board level 10%; Other 18%.
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