Lecture “AI and digitalization for construction management opportunities” have been presented in Montreal on October 30-th, 2019. Points which have been covered as following:  What is digitalization?  Changes and future job trends  How to manage a complexity?  Digital construction –technology organization  Use cases for construction management  Next steps and opportunities This presentation has been delivered by Irina Muhina, Ph D in AI, founder of iECARUS, Data Strategist and Analytics Consultant and Knowledge Architect

1. AI and digitalization for
construction management
opportunities
The future belongs to the companies аnd
people that turn data into products
Ph.D. Irina Muhina
October 30-th, 2019, Montreal

2. Agenda
 Why are you here today ?
 What is digitalization?
 Changes and future job trends
 How to manage a complexity ?
 Digital construction –technology organization
 Use cases for construction management
 Next steps
 Q and A.

4. My Professional Journey into data intelligence.
• Royal & Sun Alliance Insurance. Statistician, Actuarial Department. Conducted detailed
econometric analysis and comprehensive stochastic and statistical modeling and interpreted
data to identify clear patterns and trends that could be useful to management.
• Bank of Montreal. Senior Manager Marketing Analytics and Campaigns. Guided a team
of 18 Data Analysts and Statisticians in conducting comprehensive bank enterprise analysis
of customer insights, performing customer segmentation, and creating models based on data
mined from internal and external sources.
• RBC Royal Bank. Manager Predictive Modeling; Strategic Marketing Research and
Analytics. Provided management with insights that were crucial for informed strategic and
tactical decision- making across all lines of business.
• Exchange Solutions, Consulting. Value Management Architect. Spearheaded the
development of economic models, with focus on exchange value between customer and
financial institution, and relied on them to create and deploy high-ROI Customer Loyalty Value
Management solutions.
• Manulife Financial, Global Investment Management. Assistant VP, Strategic Asset
Allocation. Have conceived and developed BIF (Business Intelligent Framework), a solution
that combines the power of data feeds, analytical tools, expert knowledge, proprietary models
and best practices, turning unrelated information into meaningful insights that facilitate
accelerated trade-off decision-making
• Manulife Asset Management. Managing Director. R&D Have lead end-to-end analysis of
strategic asset allocations, and carefully evaluate and coordinate Fund Managers’
performance – all to maximize client portfolio returns by implementing better strategic and
tactical methodology.
• iECARUS. Innovative Educational Center for Art and Science. Founder.

5. Managing my Professional Journey for digital success
1990 2000 2010 2020
g
smart
Statistics
Data Mining
Text Mining
Big Data
Smart Data AI IOT
insutech iCustomer iBanking iLoyalty iPensionsiRiskAsset
allocation
Programming , mining data, analyzing, visualizing results. Managing people,
projects, data, asset, money. Leading real, virtual, diversifying team.
Developing analytical frameworks. Coaching and mentoring students.

6. What is digitalization ?

9. The road ahead.

10. Changes and future job trends.

11. Velocity of Changes Required Adaptation.
37 40 69 90
1750 1850 1950 2050

12. Next industrial revolution.

13. Talent value shift in the 5-th era.

15. Education vs. learnings.

16. The Information Era = present This was the
age of the knowledge worker. The activities
that brought us success were centered on
the left-brain: sequential, contextual, detailed
– oriented , liner, analytical and focused on
“hard” facts
The Agumented Era =future. The rise in
significance of right-brain thinking.
Creativity, context, the “big-picture”, pattern
recognition, empathy, design and soft-skills
are more important than simply knowing
and applying

17. How old are the employees at top tech
companies.

18. Average Length of Employment in These ten
Tech Companies.

22. How to manage a complexity ?

25. Expand your analytic capabilities

28. Digital construction-technology
organization

37. What leaders can do to get ahead of
the curve?
 Identify high-impact use cases based on a firm’s starting points
 Fosters a strong innovation culture embodied in a clear technology
vision and strategy
 Dedicate a significant portion of R&D investment to digital capabilities
immediately
 Recognize that technology is a driving force, with rapid investment in
pilots
 Recognizes the importance of a continued talent pipeline,
 Change internal processes to accommodate the innovation that AI will
bring.
 Significant investment in BIM
 First movers and fast followers will be rewarded

38.  Dedicated innovation teams headed by senior leaders, with ongoing recruitment and internal
development of technology and innovation specialists
 Have integrated project management reporting systems, with multiple tools, for projects and
portfolios.
 A complete understanding of the cause and effect of all inputs into a project is extremely
difficult without the use of modern project management systems and software platforms.
 As the software becomes more sophisticated and able to provide project managers with real-
time information on the project performance metrics, the early identification of deviations from
plan will enable project managers to implement corrective actions earlier enough to prevent a
negative outcome.
 Data analytics is a key factor throughout the project life cycle — all the way from bidding for
projects to planning and execution. And the company has invested heavily in every angle of
digitization with its fully automated
 The dominant trends in mining are automation and digitization as part of industry 4.0, and the
challenge is how to build these into projects to give shareholders a decent return. To get the
most out of technology, you have to redesign the way we carry out construction projects.
Next steps

39. Q and A