A Trilogy, Part I: “Digital infrastructure as an
agreement of intrinsic value within large-scale
projects in the United States of America.”
FEATURED PAPER
By Daniela M. Ledezma, Eng.
San Antonio, Texas, USA
Abstract
In 2021, Dr. Timea Nochta presented: “Urban Governance and Digital Technologies – Evolution or Revolution?” She stated: “Technology providers offer ‘revolutionary’ solutions that promise to fundamentally transform urban planning and development, infrastructure management and services, as well as life and experience in city [1].” This prompts us to consider: What would be the strategies to integrate these technologies into markets that already perceive their results as ‘adequate,’ without imposing their adoption?
Current strategies serve as a starting point for addressing the inherent intricacy of the digital transformation ecosystem. In this context, the coexistence of established operational practices and emerging digital capabilities introduces organizational complexity, especially when trying to alter established work habits and methodologies. Additionally, ongoing projects are growing in scale and require information management that is more: advanced, transparent, digitalized, sophisticated, and auditable. Furthermore, the limited availability of specialized professionals, both those who are trained and those still in training—to operate and manage these technologies, increases the complexity of the environment and poses a considerable challenge.
In 2025, Hayden Jr., W. (2025), in his article “Human Systems Engineering™ – A Trilogy, Part III: Managing Projects Successfully in a World of Uncertainty,” published in PM World Journal, Vol. XIV, Issue IX, September [2], states: “A bad system will beat a good person every time.” This innovative concept introduces the methodology of “Systems Thinking” emphasizing the understanding that projects operate as systems, where people, processes, technology, and leadership interact harmoniously to achieve successful outcomes.
Keywords: Data, Systems Thinking, Technology, Innovation, Management, Governance
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1 Introduction
1.1 Data: The New Oil in Various Industrial Markets
Industries in general do not have a data problem. They have a data fragmentation problem. In 2019, my professional experience in industrial settings involved working with single and double-layer laminates made from materials such as CPP and PEBD for food packaging in Santiago, Chile. This role marked a shift from my previous work in the construction sector. I had foundational skills in data analysis and Power BI, along with familiarity with Tableau and Qlik Sense. Because the company had lost its quality certification, we implemented key performance indicators (KPIs) to support the annual recertification process and restore the certification. The procedure resembled earlier ones, requiring daily extraction of databases from platforms connected to machines used for laminating, cutting, and other processes.
At that time, I noticed that industrial environments needed to incorporate digital transformation and control tools to make strategic decisions. We can say: Technology was being implemented but not integrated. Digital solutions were beginning to replace pen and paper, responding to efficiency demands, but they lacked a robust methodological framework for transforming data into operational intelligence. Likewise, I observed that the construction industry faces similar challenges in adopting new technologies, especially in traditional sectors, due to a shortage of staff, resources, professional biases, or limited openness to change. The challenge is not the availability of technology. It is the inability to orchestrate it. Rather than making it easier, technological integration often becomes a socio-professional challenge. Technologies such as AR[3], VR[4], MR[5], XR[6], Lidar[7], IoT sensors[8], and drones have become increasingly accessible and useful; today, it is common to manage information on digital platforms within the sector. However, the biggest challenge remains managing change effectively. Understanding the true value of generated data is essential for driving organizational digital transformation, as it delivers immediate benefits that far outweigh the required adaptation efforts…
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How to cite this paper; Ledezma D. Eng, (2026). Data-driven construction management. “Digital infrastructure as an agreement of intrinsic value within large-scale U.S. projects.” A trilogy, Part I.– The digital project management environment as the structural backbone in multinational companies specializing in road and bridge construction worldwide. PM World Journal, Vol. XIV, Issue V, May 2026. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Ledezma-Data-driven-construction-management-part-1.pdf
About The Author
Eng. Daniela M. Ledezma
San Antonio, Texas – USA
Daniela M. Ledezma holds a degree in Construction Management Engineering (2011) and Diplomate in Technical Inspection and Quality Management (2021). She is currently studying M.S. degrees in Global Smart City Management (2026). She has successfully overseen digital projects of varying sizes and complexities in: Venezuela, Chile and the United States of America. She is specialized in project planning, scheduling, and management control, supporting construction teams and stakeholders through structured project controls practices. Experienced in developing cost analyses, unit price evaluations, quantity take-offs, cost curves, baseline schedules, and budget control frameworks. She has a strong background in schedule monitoring, progress measurement, performance analysis, and KPI’s development, ensuring alignment between physical execution and financial performance. Daniela is proficient in developing and leveraging digital tools and digital Transformation (BI-Bim-Data) to enhance reporting accuracy, project visibility, and decision-making efficiency.
Daniela can be contacted at: Daniela Ledezma | LinkedIn
[1] Urban Governance and Digital Technologies – Evolution or revolution? – Dr Timea Nochta
[2] Hayden, Jr., W (2025). Human Systems Engineering™ – A Trilogy, Part III: Managing Projects Successfully in a World of Uncertainty, featured paper, PM World Journal, Vol. XIV, Issue IX, September.
[3] Augmented Reality
[4] Virtual Reality
[5] Mixed Reality
[6] Extended Reality
[7] Light Detection and Ranging
[8] Internet of Things
