PCL Innovates to Standardize Industrial Project Data Management

PCL Constructors Inc., one of Canada’s largest employee-owned construction firms, is taking significant strides to standardize data management in industrial projects. At a recent community coffee event in Edmonton, team members presented innovative approaches aimed at addressing the challenges of inconsistent technical information across the industry. These efforts are critical as Canada’s construction sector grapples with productivity issues and increasing labour shortages.

**The Challenge of Data Standardization**

During the event, Rowan Andruko, a member of PCL’s industrial data science team, highlighted the lack of industry standards for component descriptions. He demonstrated this with two descriptions of the same piping component: one from the engineering firm and another standardized for PCL’s fabrication shop in Nisku, Alberta. “You can see they’re quite different, but they contain the same information,” Andruko explained. This discrepancy exemplifies the difficulties faced by construction teams in managing vast amounts of technical data essential for project execution.

The discussion, led by Zach Storms of Built World Tech, included insights from Brian Gue, manager of data science at PCL. Gue emphasized that the construction industry generates enormous quantities of data, which must be translated and reconciled before any work can proceed. According to Statistics Canada, investment in building construction reached $24.5 billion in November 2025, with $6.9 billion attributed to non-residential construction, including industrial projects.

**Transforming Data Management Practices**

Gue’s team is working to bring order to project data, which is crucial given the industry’s stagnating productivity. A report by KPMG and the Canadian Construction Association indicated that the construction sector has averaged only 0.4% annual growth since 1997 and faced a near 30-year low in 2023. Gue pointed out that improving data management is not merely an administrative concern; it directly impacts how quickly Canada can meet its construction needs.

To illustrate the issue, the PCL team presented their project, “Boyle.ai — Universal Technical Translation.” This tool aims to standardize thousands of technical descriptions necessary for material procurement. Currently, this work is performed manually, often taking weeks to align the descriptions. The integration of machine learning and artificial intelligence is intended to expedite this process, allowing for quicker ordering of materials.

Andruko noted that the team assigns a “confidence score” to each automated translation, fostering trust in the tool among users. “We run a tournament for our machine learning models,” he said, highlighting their approach to continuously evaluate and improve their algorithms.

**Addressing Immediate Project Demands**

The PCL team also discussed the importance of modernizing project reporting and forecasting. Michelle Fribance, a data scientist and engineer with an arts background, explained how she strives to make reporting “modern, insightful, and cognitively easier” for project leaders. By focusing on essential metrics rather than aesthetics, she ensures that the data remains the priority during development.

An innovative example shared during the event was a tool created by a summer intern, which geolocates devices within a drawing set, linking them to a digital twin of the facility. This tool streamlines the process of identifying equipment locations, significantly reducing the time spent deciphering design intentions.

The “Beeline: Precision Electrical Optimization” project addresses the complexities of electrical planning in large industrial projects. By mapping cable routing and visualizing electrical runs, the team aims to mitigate delays and manage risks effectively.

**A Startup Mindset Within a Large Organization**

Gue highlighted the operational philosophy of his team, which mirrors that of a startup. Approximately 80% of their efforts focus on prioritized business needs, while 20% is dedicated to exploration and innovation. This structure enables the team to remain agile and responsive to immediate project requirements.

“Speed matters and momentum matters,” Gue stated, emphasizing the need for rapid development and deployment of solutions. He acknowledged that while progress has been made, the construction industry still faces significant challenges in adopting digital-native decision-making processes.

PCL’s ongoing initiatives represent a proactive approach to transforming how information is managed in construction. As the industry evolves, the emphasis on standardization and clarity could play a pivotal role in enhancing productivity and addressing the pressing labour shortages that threaten to hinder growth. By fostering collaboration across disciplines and incorporating advanced technologies, PCL is positioning itself to lead the charge in driving efficiency and innovation within the sector.