Converting the Data Culture in a Power Company: a Case Based on Improving its Construction Management Processes

Abstract

Abstract This paper presents the strategies and initial implementations of a data culture conversion process at a company in the electricity sector. Solutions are being developed within the scope of the construction management macro-process, which involves multiple sectors of the company, as well as external agents. The strategy is based on implementing Proofs of Concept as tools for converting the data culture within the company and, at the same time, supporting the essential activities of construction management. The proofs of concept aligned with the change in data culture have two components: technology and people. The first consists mainly of intelligent automation and process optimization. The second component involves sensitization, training and developing solutions together with the company's employees. The results involve a reduction in workload since some activities have been partially or totally transferred to the software. Greater assertiveness in estimating numerical data, such as prices and budgets. Increased reliability by reducing human intervention and complex calculations. Greater controllability by monitoring multiple activities and sectors, simplifying management. Finally, the integration of technology and people has shown significant advances in organizational culture, enabling employees to have a greater understanding of advanced tools and methods and to be able to identify opportunities and share solutions within the company.

Keywords

• data culture
• proof of concepts
• construction management
• artificial intelligence
• machine learning