through AASHTOWare Project. However, the use of Mobile Inspector is limited, mainly due to the wide range of generations in the workforce; younger inspectors are more comfortable with emerging technologies as compared to senior inspectors. One of the significant uses of mobile devices in the field started in 2017 to demonstrate the use of intelligent compaction (IC) in order to improve pavement construction operations and quality.

MoDOT’s Information Systems (IS) department has a hands-on approach to procuring, maintaining, and troubleshooting devices such as cellphones, laptops, and iPads. MoDOT’s in-house inspectors have business devices, but because of policy, staff are not permitted to use their personal devices on the jobsite. Therefore, any employee needing a cellular device must submit a request to the IS department, which manages all mobile devices and permissions. MoDOT’s process requires equipment requests to receive supervisory approval. Whether to use Mobile Inspector is the inspector’s decision, and MoDOT makes it available upon request. MoDOT consultant inspectors are not provided with a mobile device but are allowed access to AASHTOWare Project or SharePoint® sites that inspectors use to deliver their daily reports.

The cellular devices are procured from Apple, and all relevant policies, including HR policies, are available on MoDOT’s website. Purchasing mobile devices is centralized within the IS department, which also serves as a distinct function to coordinate those purchases. Policies for cellphone use are available to employees online and state that cellular use while driving is strictly prohibited to ensure all employees understand the importance of road safety. This focus on safety is the reason for MoDOT’s move toward technologies such as IC and pavement-mounted thermal profilers that allow technology to track material inspection instead of relying solely on visual inspection.

Regarding data storage, data is saved in OneDrive™ accounts or Microsoft SharePoint, as well as their local servers. Any data saved on cell phones is internally backed up, which allows for remote deactivation and removal, if necessary. The retention policy at MoDOT varies based on

document type—from a five-year timeframe to perpetual storage. Inspectors leverage mobile devices for on-site access to project documents and push for digital linking of specification books due to the absence of printed versions. MoDOT operates as an e-construction state by emphasizing digital recordkeeping for all documentation, thus aligning with its commitment to a paperless environment. Regardless of preference, all project documents are expected to be maintained digitally. The archival database automatically includes project documents, thereby ensuring compliance with the retention schedule upon project completion.

For MoDOT, connectivity, weather conditions at project sites, and safety are the three most significant barriers to mobile device usage on the job. Connectivity is particularly challenging in remote areas of the state without a cellular signal, thus making mobile devices less useful. Other specific issues include the dirty, dusty, sweaty, and cold conditions on the job that make it more difficult to utilize devices. Though inspectors have a cellphone and a laptop or iPad available, they can jot down notes on paper and later input the information into the system in a more controlled environment. Additionally, inspectors have the ability to remotely access internal systems from personal computers.

Regarding lessons learned, MoDOT is exploring ways to enhance the flexibility and efficiency of inspection processes by using technologies such as IC and thermal profilers. Emphasizing the crucial role of buy-in, prioritizing safety on job sites, and addressing weather challenges in implementing mobile devices for inspections are critical. Adopting innovative tools such as thermal profilers has significantly improved working conditions for inspectors, allowing them to shift away from the traditional practice of following an asphalt paver for extended hours. As the industry progresses, they continuously embrace technologies for improved inspection functions. Although no specific plans are set in stone, their objective is to gather ideas and insights from various sources, including current research efforts, to enhance mobile device utilization.

4.2 Montana Department of Transportation

The Montana Department of Transportation (MDT) has limited usage (25% of staff) of mobile devices. Although originally for communication, these devices are increasingly used for surveying applications, such as measuring stockpiles and verifying riprap gradation. As a state using AASHTOWare, inspectors employ the Mobile Inspector application, although its current functionality is limited to photo and video documentation and daily work reports (DWRs). Infotech has been tasked with enhancing the product’s quality to better assist inspectors, since there are currently no agency views, connection capabilities, or payment applications.

Project managers and lead inspectors on projects are typically provided with business phones to ensure communication accessibility. While exceptions exist for more specialized staff, general inspection personnel do not receive business phones and often rely on personal devices for communication with their project manager and lead inspector. This practice is driven by considerations of the monthly cost associated with providing business phones. However, the staff is made aware that, in the event of litigation, their personal phones, if used for project-related documentation or communication, could become state property for use as evidence or documentation. The staff is advised to sync data with a database to mitigate risks rather than store it on personal devices. During a claim or litigation, the policy does not allow the deletion of project-related conversations on personal phones. Although MDT does not issue devices to outside consultants, these inspectors are permitted to install Mobile Inspector on their personal phones. A signed waiver acknowledges the possibility of the personal phone becoming state property in case of litigation, thus providing a measure of flexibility while maintaining legal considerations.

Staff business cell phones are predominantly Apple devices. The maintenance division’s Operations Bureau maintains, administers, and supports mobile devices for MDT. The Operations

Bureau handles hardware-related issues, such as repairs or replacements, while the IT department manages software updates. Currently, MDT is discussing multiple proposals for supplying tablets for inspection purposes in consideration of their durability. This approach could offer a dedicated device for inspection tasks without requiring inspectors to carry additional phones, since it addresses their reluctance to manage multiple devices. IT approval is required for business phones before any applications can be downloaded, which ensures that only authorized and secure applications are used. Comprehensive documentation exists for setting up mobile devices managed internally by the Operations Bureau and IT. The process involves initial setup and subsequent handoff, with detailed help guides available for employees to configure specific phone settings. A dedicated help desk is available to support inspectors, primarily assisting with AASHTOWare Project usage, developing DWRs, navigating progress payments, ensuring compliance, and addressing any questions related to mobile devices. Additionally, some CEIs utilize third party inspection tools, since they have the flexibility to use any additional tools to support their work as long as the final documentation is consolidated in AASHTOWare Project.

Regarding data storage, the database is usually local, stored initially on a shared drive, and later uploaded to the AASHTOWare Project shared drive, which serves as the centralized repository for project files, including communications, photos, videos, and DWRs. Inspectors using personal devices must upload all relevant content to AASHTOWare Project to adhere to the standard seven-year retention policy. MDT is exploring the transition to cloud-based services, but the state IT department’s requirements for all state IT operations influence their decisions. The communication budget covers the costs associated with mobile data plans, which are part of their overhead costs reimbursed by the FHWA. Despite budget constraints, the focus is on maximizing the efficiency of mobile applications to enhance workflows. If proven beneficial, adjustments would be made to accommodate the expenses and transition to using other mobile applications when their operations become more efficient.

In Montana, limited Internet coverage poses a significant challenge, particularly in rural areas. To address this issue, MDT has acquired several mobile licenses from Starlink, which has proven to be a valuable tool. In extremely remote locations with no cell service, the implementation of Starlink enables crews to establish Internet connectivity, which facilitates various tasks, including voice over Internet, video calls, and performing work in remote areas that were previously inaccessible. Moreover, MDT has adopted a phased transition to a paperless construction environment by allowing inspectors to view plans on laptops. While some inspectors are comfortable using phones or tablets, most prefer laptops because of their wider screens. The transition also includes a shift to 3D model technology and requires laptops with more processing power for optimal performance. The prospect of transitioning to mobile devices is contingent on the increased efficiency and usability of relevant applications in the future.

Regarding lessons learned, MDT shared that a transition to newer technologies should be phased in to allow for staff buy-in and implementation. The phased rollout would consider generational differences within the workforce. The challenge lies in addressing the workforce shortage and managing the varying comfort levels with technology among different staff. The conversion to AASHTOWare and a paperless environment has already presented challenges for staff. Bridging this technology gap is crucial for a smooth transition to new technological tools.

4.3 Nevada Department of Transportation

The Nevada Department of Transportation (NDOT) began its transition to electronic documentation in 2005 with the introduction of Prolog. Previously, NDOT had purchased Microsoft Toughbooks, and inspectors had direct access to the database for entering daily work from the field. In 2015, NDOT adopted AASHTOWare Field Book computer software when AASHTOWare

Field Manager became available. Since then, NDOT has converted to AASHTOWare Mobile Inspector and uses Apple iPads as primary devices for recording field activities. Before adopting any electronic software, NDOT relied on orange field books, which are physical notebooks in which quantities, calculations, and inspection comments are handwritten. In addition to the information captured in the orange notebooks, each inspector had to complete an inspector’s daily report. The motivation to transition to electronic documentation was the need to consolidate this information into one platform, which led to the adoption of Prolog. NDOT initially chose Prolog because it was the only software available at the time, and because AASHTOWare had limited services. However, as AASHTOWare expanded its functionalities, NDOT made the shift to Mobile Inspector progressive web application (PWA).

NDOT has never required its inspectors to use personal devices to run the Mobile Inspector PWA due to security concerns. Instead, NDOT provides business mobile devices (250 iPads) because the Mobile Inspector application is mandatory. NDOT inspectors and other users of the Mobile Inspector application must sign a mobile device agreement confirming that the mobile device is for official NDOT work and can be monitored. In contrast, outside CEI consultants working on an NDOT project must provide their own devices. CEI consultants can choose to access AASHTOWare Project directly using their laptops or use their iPads to access the Mobile Inspector application. In their consultant agreement, NDOT specifies that these consultants must be equipped with mobile devices, such as tablets, iPads, laptops, or smartphones capable of accessing Chrome or Edge browsers in order to use the mobile application. NDOT then provides consultants with accounts through its active directory to grant them access to the Mobile Inspector application. NDOT requests that consultants use their own mobile devices due to security constraints but ensures access to the application for consistency in data collection.

Initially, Toughbooks had a data plan in which laptops would connect only to the NDOT network due to technological limitations. As the department evolved, mobile Wi-Fi-only iPads were introduced. With these devices, users could work all day in the field, keeping the application open, and connect to a network at the end of the day to send detailed work reports remotely. NDOT has since transitioned to a PWA that allows users to work in the field all day, lock their reports, and sync data when they have a Wi-Fi connection. All previously mentioned applications were developed to enhance the documentation software and were recommended by NDOT’s vendors. When NDOT first transitioned to electronic, Microsoft devices added through vendor agreements allowed users to enter their work details once into the application on their iPads to eliminate double entry of work from handwritten field books in the office. Use of AASHTOWare products started during the implementation of Field Manager software on laptops, which proved challenging when transferring data due to connectivity issues. AASHTO then introduced Mobile Inspector software, an application that could be loaded onto a mobile device. NDOT opted for Apple iPads for their durability, ease of operation, affordability, and capabilities for storing other contract documents. NDOT did not face any hurdles to obtaining buy-in, as most of their inspectors are young and tech-savvy, thus making the adoption process straightforward. NDOT also did not encounter any issues when requiring CEI consultants to use the Mobile Inspector application because consultants have the same qualifications as NDOT inspectors, undergo the same training, and access the same inspection documentation manuals. Additionally, NDOT offers on-demand training either in person or virtually to NDOT inspectors and consultants.

It is important to note that AASHTO is offering agencies the ability to purchase hosting services from AASHTO for AASHTOWare Project web-based components only. AASHTO has contracted directly with its AASHTOWare Project contractor, Infotech, to ensure that Infotech’s hosting services meet or exceed security and industry standards. Thus, NDOT has an agreement with Infotech to host all their AASHTO sites. Subsequently, technical support is provided by Infotech so that the IT department at NDOT is not responsible for maintaining the communication between AASHTOWare Project and the Mobile Inspector PWA. In addition, Mobile Inspector is

a progressive application that automatically sends users updates in the application. The IT department at NDOT helps procure and maintain mobile devices and ensures hardware is up to date. All 250 iPads are tracked through a comprehensive inventory and assignment process as well as the Apple Device Enrollment Program, which allows a device to be tracked within 50 feet in the presence of a signal. If a device is lost or stolen, the IT department can render the device useless. Additionally, because NDOT issues business mobile devices, inspectors do not need to use a personal Apple account, because NDOT has a business portal that reinforces data security.

NDOT has an AASHTOWare Project documentation manual that is not specific to mobile devices, but rather documents the AASHTOWare Project system and provides inspectors with guidelines on how to complete a DWR in the Mobile Inspector. Those reports are imported into AASHTOWare Project and become part of the contract in the AASHTOWare Project program. This documentation manual was developed in 1964 and is updated yearly to describe how a contract is issued and administered. For the Mobile Inspector PWA, NDOT has an installation guide that instructs users how to set up the application on their mobile devices and explains the different features in the application. Additionally, NDOT has an external NDOT website and PDF manuals that users can download. When Mobile Inspector users are on Wi-Fi, they can go to the site and download the PDF, which is also mentioned in the mobile device agreement.

For data storage and maintenance, NDOT stores a list of contracts to which the user is assigned in the Mobile Inspector PWA and which can be accessed on mobile devices to add or modify draft DWRs and record work in the field. The application stores inspector reports for each contract for up to 30 days after the sync process has been completed with NDOT’s main database. The 30-day retention period is set by Infotech because of the limited space on a mobile device, thereby allowing a user to copy and paste a report if inspecting the same work and easing the process with the capability to modify the original report and add new entries as needed. Any other documents such as spreadsheets or extracurricular work that is part of the contract are saved to servers through the user’s office. Subsequently, data is stored by the Administrative Services group at NDOT on its own local server for seven years, after which the data is purged. Once a contract is completed and placed in the archive status in the main database, the contract is removed automatically from the contract list of the application but stored in the local server for seven years. Contract data can be viewed at any time by users with a read-only role in AASHTOWare Project.

NDOT has established a preferred business account with Apple through Apple Business. Working with an Apple representative has proven to be beneficial regarding cost savings per device. Apple usually supplies software updates for a minimum of five years; thus, NDOT decided to monitor the devices needed to be removed and replaced in the field based on the current version of their Mobile Inspector application, recommendations for updates, and the current version of software the device is running. The cost of mobile devices is included in NDOT’s yearly operating budget and is affordable, since NDOT buys up to one hundred devices at a time. Mobile devices that are deemed out of service are formatted and donated to schools.

The biggest challenge that NDOT faces is related to data connectivity, because many inspectors can be out in the field for days without Wi-Fi capabilities. When this happens, a mobile Wi-Fi is temporarily assigned to connect with the main database. Troubleshooting can also be a challenge, with either the device or the software. NDOT holds Team meetings at which users share their screens with staff in the office; typically, any problem can be solved in one session. NDOT is currently considering Starlink, which would open new possibilities. Other challenges NDOT faces are maintaining mobile devices in good condition because of high summer temperatures and reminding inspectors to keep their devices protected to prevent theft.

As part of NDOT’s licensing with AASHTO, the agency’s use of mobile devices for inspection aligns with what AASHTO provides. NDOT leverages mobile devices for inspection functions

by documenting field situations using pictures and adding availability to manuals, plans, special provisions, and other materials stored on the devices using Mobile Inspector PWA or any other mobile applications that AASHTO provides in the future.

Regarding lessons learned, NDOT’s use of mobile devices for inspection greatly enhances project documentation. When opting for a PWA, it is essential to select a cost-effective device and prioritize security. It is important to anticipate that these devices will have part-time users; therefore, having enough devices in stock to accommodate that situation is crucial. Keeping devices updated ensures consistent training for those using the mobile application. The main lesson learned is the importance of having enough backup devices to replace older models and maintain software updates to ensure connectivity.

4.4 Pennsylvania Department of Transportation

Pennsylvania Department of Transportation (PennDOT) started their organization’s software development for construction over 20 years ago. In the early 2000s, the PennDOT employed computer-based (but not web-based) software for tasks such as payment processing, estimates, work orders, and daily inspector logs. However, these software solutions were limited to specific manufacturers’ computers, prompting a recognition of the need for a more flexible approach. Recognizing, too, the need for mobility, in 2013 PennDOT assembled a team from across the state to assess available devices. After carefully considering the pros and cons, iPads were chosen as the preferred mobile solution for PennDOT inspectors. Everything PennDOT has accomplished is exclusively based on Apple products, with all application development tailored for iPads or iPhones. The DOT manages its own application system and allows approved applications in the PennDOT app store.

Both in-house inspectors and CEI consultants receive iPads. All in-house inspectors are provided with a business mobile device issued by the department, while consultants are required to include iPads in their agreements. PennDOT ensures connectivity and allows inspectors to seek reimbursement through agreements for purchasing iPads and covering cellular connectivity. While in-house inspectors are not prohibited from using personal devices, the department encourages them to download the necessary applications on agency-issued devices for work-related tasks. PennDOT advises against using personal devices due to potential legal implications, as they may be required as evidence in a legal case. This warning applies to both in-house inspectors and consultants.

One of the reasons PennDOT opted for Apple was security, because their application developers create applications for PennDOT and other department agencies, such as the state police. The information stored in the applications includes sensitive details such as names, addresses, social security numbers, and driver’s license information. PennDOT considers itself the “garage door” in construction, implying that although their system is designed with security in mind, there might be weaker points in the back-end systems, and any potential breach in its back-end systems could lead to unauthorized access to sensitive data. To enhance security, everything is designed for Apple devices. PennDOT has an agreement with Apple to permit its development of applications in-house, one that PennDOT acknowledges could be a challenge for other states.

Adding a new application can be challenging, since the approval process involves thorough checks on its origin, web browser usage, and cloud-based software to ensure security and data integrity. However, since PennDOT has a team of iOS developers, the department confronts few hurdles in developing new applications. The developed applications undergo review and approval by Apple before being published on the PennDOT app store. Cellular services for iPhones and iPads with cellular connections are provided through a statewide agreement with Verizon.

The PennDOT applications are available in the public app store so that anyone can download them. However, access is restricted by user credentials to ensure security. Although consultants can obtain the applications from the public app store, PennDOT must approve user credentials for the consultants before their employees can use the applications from the PennDOT app store. This approach allows for strict control over the applications used on PennDOT devices and maintains security measures and access restrictions based on user roles and credentials. The vetting process ensures that only approved and secure applications are accessible on PennDOT devices. PennDOT also uses a device management system to manage and control the applications allowed on their devices, which provides an additional layer of security and control.

PennDOT piloted e-ticketing in 2017 using third-party applications such as FleetWatcher, Command Alkon, and Libra Head. However, concerns developed about the complexity arising from inspectors using multiple applications for different projects involving asphalt, concrete, and aggregates. PennDOT developed its e-ticketing application to streamline the process and offered inspectors a standardized and user-friendly solution. The agency also took a proactive approach to address the diversity of suppliers in the e-ticketing process. PennDOT developed an application programming interface (API) through their e-ticketing application and made it available to all software vendors. HaulHub is one such vendor that connected to PennDOT through the API, thereby streamlining the process for suppliers. PennDOT’s centralized agency structure and internal capabilities provide resilience in adapting to changes in the technology market. The agency’s autonomy, supported by robust IP and organizational backing, allows it to navigate challenges effectively. The e-ticketing process seamlessly pushes data onto PennDOT’s material management system to ensure efficient data retention and analysis for the future.

PennDOT also seeks external expertise for specialized tasks such as developing their electronic construction management system (ECMS) or managing their iOS developers. This approach allows them to tap into the skills and knowledge of professionals specializing in these areas without hiring them as full-time state employees. It is a cost-effective and practical way to ensure the department has the right expertise for specific projects and enhancements, such as mirroring functionalities with AASHTOWare Project or making significant changes to their ECMS. PennDOT ensures efficient resource allocation by securing contracts for particular projects or upgrades when needed. This strategy allows them to employ a lean team for day-to-day management, thus reducing payroll expenses during periods of lower development activity. Having the right expertise when required and continuously maintaining a large in-house team must be kept in balance.

In 2013 and 2014, PennDOT established a list of priorities to identify needs and functions requiring mobile applications. This process involved assessing various services, forms, and functions that could benefit from mobile solutions. The developers working on PennDOT applications through consultants were required to be in PennDOT’s Harrisburg-based area to deal with licensing and vehicle concerns and be physically working in the state building before COVID-19. However, since the pandemic, the shift to remote work has been successful, and developers have not been required to return to the office. Regarding their current location requirements, whether the developers can be out of state or out of the country, they require verification with the existing agreements and policies in place.

Creating the list of priorities for mobile applications involved a collaborative effort with a statewide team that compiled and prioritized the list to address services and functions that could be digitized to replace paper forms. PennDOT systematically worked through this list, checking off items as they progressed. When new needs or technologies such as e-ticketing emerged, PennDOT adjusted their priorities accordingly. To develop each application, the mobile application team is extensively briefed on the existing processes by showcasing the current forms and workflow. Additionally, iOS developers are allowed to experience the field environment firsthand

to gain insights into the conditions and challenges faced by PennDOT workers. This approach ensures that developed applications align with real-world requirements and conditions of the job. After gathering this information, iOS developers present their proposed solutions and discuss each application’s feasibility and estimated development time. This iterative process ensures that applications meet the specific needs of PennDOT workers and that the development team continuously improves and adds features based on the feedback received.

Regarding inspectors’ buy-in, PennDOT faces some resistance from seasoned inspectors. Therefore, to get that buy-in, the department involves users in the development process and considers their feedback for successful adoption. This buy-in process creates a sense of ownership and ensures that applications align with needs and preferences of end users. Each application includes a help section featuring a PDF guide, and three-minute training videos have been developed for some of the applications. Training videos were implemented to assist those who may not have received adequate training initially and wanted to become more proficient with the applications. In the past, training staff traveled from district to district for training, especially over the winter months, but found it ineffective. Instead, PennDOT now conducts monthly webinars for tools such as e-ticketing, thus providing flexibility for attendees. These kickoff webinars are recorded, allowing individuals to access them later if they cannot attend in real time and offering a more adaptable and user-friendly support process.

Device management falls under IT but is handled locally within each district office. The challenges faced during the process include distributing iPads without users having prior knowledge of their operation and managing issues such as device breakage or forgotten passcodes. PennDOT likely derives value from old devices by trading them in through their IT services. To procure new devices, PennDOT issues a service request that allows various consultant companies to bid on providing the required number of devices. In these agreements, a stipulation usually specifies that, in exchange for new devices, consultants receive the equivalent number of old devices, which they can subsequently sell or trade in.

Mobile device policies are not frequently updated, since they primarily focus on standard IT policies restricting personal use of devices. These policies remain consistent from year to year. The annual IT training, conducted through a web-based system, includes a review of these policies with links to relevant documents for computers, phones, and iPads. For data storage, most data on mobile devices is directly pushed or pulled as long as there is a cellular connection. An exception is the Mobile Construction Documents application, in which users download project-specific plans and other publications for offline access. Challenges are faced with photo and video storage; PennDOT expects that AI could play a role in the future to help users manage and select valuable photos and videos.

Regarding retention schedules, PennDOT has a seven-year policy for paper documents; for electronic documents, however, a specific policy has yet to be established. The prevailing sentiment in IT circles is that cloud space is inexpensive; therefore, PennDOT tends to expand storage rather than implement strict data retention policies. The PennDOT Project Collaboration Center, their legacy system, has been in operation for approximately eight years. They consider archiving projects when closed out and exploring options such as creating large PDFs. The ongoing challenge lies in balancing the need for historical data, which is valuable for predicting maintenance and improving future designs, against the practical constraints of data storage and management.

Regarding cost implications, a dedicated budget for IT initiatives within yearly budgets covers construction, maintenance, and design needs. Taking advantage of programs such as the FHWA’s Every Day Counts 4 and securing funds through channels such as State Transportation Innovation Council funds or proposals adds flexibility to the budget and allows for exploring

and implementing new technologies and functionalities. PennDOT also secured funds from the FHWA for the Advanced Digital Construction Management Systems program.

Regarding lessons learned, PennDOT shares the importance of having a long-term vision, planning for the future, and envisioning an end goal, even if the process takes years. Starting small and gradually expanding functionalities allows for adjustments and ensures alignment with evolving needs. Also, collaboration with other agencies and entities provides valuable insights into and guidelines for leveraging collected data for analysis, decision-making, and increased efficiency. The agency is exploring innovative technologies, such as augmented reality glasses and drone software, while also delving into data tagging with radio frequency identification technology for efficient tracking of various assets. The vision extends to a comprehensive digital delivery plan for 2025, when every project will be model-based. Finally, PennDOT’s journey emphasizes the importance of strategic planning, collaborating, and utilizing available funding.

4.5 Rhode Island Department of Transportation

The Rhode Island Department of Transportation (RIDOT) has been exploring the potential benefits of e-construction since 2016. A group of tech-savvy individuals within the department realized that traditional tasks requiring pen and paper could be improved by using mobile devices such as iPads to retrieve and store data, which led to the adoption of e-construction. In late 2018, the department purchased iPads and software to better support daily activities and record events in the field. RIDOT uses HeadLight (formerly Pavia Systems) to capture, share, and act on complex data in real time, including construction oversight and inspection, material verification, and field forms.

RIDOT issues electronic devices to three main categories of field personnel: resident engineers (construction managers on-site), inspectors (inspecting the field work), and record keepers (who assist resident engineers). All in-house inspectors and CEI consultants are issued cell phones, and both inspectors and resident engineers receive iPads along with cell phones. A policy ensures that these devices are used exclusively for work purposes; employees acknowledge and accept the terms of using state-owned devices. Initially, the department relied on contractors to provide laptops for administrative functions related to assigned projects. These laptops were used by field staff for tasks including memos and timesheets but were not involved in field inspections. However, starting in 2022, the department took a new approach by purchasing their own laptops. Instead of relying on contractors, RIDOT now issues laptops to their field personnel.

The cost of mobile devices falls under the capital budget. Additionally, at the end of their contract life, the laptops are refurbished and reissued within the department or back to field staff, thus contributing to a more sustainable and efficient approach. The department allocates funds from its capital program for these purchases and ongoing maintenance. While piloting HeadLight, RIDOT went through a thorough approval process that included six to eight months of meetings and presentations. Those involved in the process presented their proposal to a board outlining how they plan to use the technology, its benefits for the department, the costs involved, and potential grants. Being early adopters of HeadLight, they were able to showcase the benefits and thus convince the department not only to initiate the program, but also to allocate sufficient funds for its continuous support to make sure those needing mobile devices can use them to ensure cutting-edge facilities in transportation. Some RIDOT employees receive iPhones as part of their job requirements. However, others might use their personal Apple or Android phones. The department ensures that all employees can continue to access HeadLight and other electronic applications necessary for their work, since personal devices are also allowed. If employees use their own phones for work, they must give consent that the department may access their phones if there are legal issues.

RIDOT initially tested HeadLight in pilot projects and received positive feedback on its user-friendly nature and efficiency improvements. This success led to the adoption of HeadLight across approximately 50 projects, which included in-house training for all field personnel. An in-house expert provides hands-on assistance, addresses queries, and facilitates one-on-one training. Training options encompass in-person sessions, on-demand support, and tutorials available on the website. Consultants are also supported by in-house resources or HeadLight’s tutorials for self-learning.

Regarding mobile devices, policies focus on general usage guidelines and responsibility for the use of state-issued devices. Also, the policy states that a replacement device can be issued to each employee only once if they break or lose the device; subsequently, if they damage or lose a second device, employees may be required to pay for it. This approach balances flexibility and accountability to foster a sense of responsibility among field personnel. Regarding buy-in with inspectors, younger, tech-savvy staff—especially interns—embraced the technology immediately. Some longer-tenured inspectors have resisted, but once they realized how much easier it was to use iPads for records and taking photos, they were more receptive.

Challenges associated with connectivity include Internet issues, data integration, and security concerns. In Rhode Island, Internet connectivity is not a significant problem, given the state’s small size, but some spots occasionally have weak connections. The challenge of expanding HeadLight to include material inspection has led to regular weekly meetings at which representatives from various departments—materials, IT, and construction—meet with the HeadLight team to push this initiative forward. RIDOT is also trying to interface HeadLight with a Project Management Portal to keep track of their construction projects and, ultimately, extend the use of HeadLight to include the material inspection module and integrate it with a new platform, Unifier. Feedback from both Unifier and HeadLight has been positive, including an understanding that synchronizing data connections is essential. The department is considering using HeadLight not only for regular construction activities but also for material sampling and testing in the future.

Finally, regarding lessons learned, RIDOT shared that the journey with mobile devices for inspections has been eye-opening due to the significant improvements that their adoption for construction inspection and management has achieved. After demonstrating the benefits of HeadLight, RIDOT is investigating how to leverage the application and is aiming for a seamless integration across construction, materials, and project management teams. This integration will enable project managers to monitor their projects using HeadLight and the upcoming Unifier program. The department is also exploring an unmanned aerial system (UAS) program and using drones in the future. Embracing these technological advancements enhances efficiency and positions the agency at the forefront of innovation in project management and construction.

4.6 Virginia Department of Transportation

The Virginia Department of Transportation (VDOT) initiated a tablet-based inspection pilot program in 2017, followed by a full rollout in 2019. Inspectors received iPads and cellphones from VDOT, while consultant inspectors received devices through their respective companies. A mobile device memo was sent by VDOT to consultant companies outlining the approved applications and devices. For instance, VDOT does not handle licenses for PlanGrid, the inspection application, or devices of consultants; this responsibility falls on the companies providing them. To support consultants, however, VDOT also facilitated training through e-Construction YouTube, which offered consultants access to training materials. During the initial rollout, in-person training was provided to inspectors. New inspectors were given links to training materials, including job aids, a YouTube channel, and modules on VDOT-U eLearning, an online learning facility. The rollout included the introduction of mobile devices for PlanGrid and pilot testing

of HeadLight. PlanGrid was initially adopted because, at the time, it was the sole software offering comprehensive on-site plan viewing and markup capabilities. While HeadLight is effective within its specific domain, it lacked integration with AASHTOWare Project; specifically, automatic pay item transfers between HeadLight and AASHTOWare Project were not implemented. Field VDOT inspectors primarily use VDOT-issued cellphones. It is strongly recommended that inspectors use PlanGrid on iPads due to the application’s challenges on cellphones. The use of cellphones is especially emphasized for taking site pictures.

To secure buy-in from VDOT construction team members, the agency conducted in-person training sessions across the nine Virginia districts. These sessions were held during the less busy winter period to ensure inspectors’ availability. VDOT limited PlanGrid usage to iOS tablets. However, for cellphones, users had the flexibility to choose between iPhone and Android.

District Technology Resource Managers (DTRMs) are responsible for device maintenance and are tasked with refreshing devices every three years. These devices can be categorized as project equipment; therefore, DTRMs can allocate the costs of these mobile devices to individual projects rather than costing them at the district level. A systematic approach is taken to maintaining application licenses and managing projects involved. VDOT utilizes a spreadsheet to allocate licenses based on district size and personnel count. Users must request user additions and software through the System Access Request Application. For PlanGrid, the construction team verifies the user’s position number and allocates a license accordingly. Those whose position is not assigned a PlanGrid license can be assigned a discretionary license; districts have autonomy to utilize them based on their project requirements and size. When initiating project setups, VDOT employs a template approach by cloning the planner project. Through ProjectWise, VDOT retrieves plans and proposals to configure the PlanGrid project.

At VDOT, DTRMs are in charge of physical devices, and Central Office e-Construction is in charge of HaulHub implementation. A recent pilot program to deploy this application in 24 projects across eight districts was launched. Virtual training sessions were conducted collaboratively with VDOT personnel and inspectors. VDOT plans to procure a statewide enterprise license for HaulHub and make it accessible to all inspectors and CEI consultants based on the pilot implementation.

Regarding mobile devices, data storage, and information retention, project data exclusively resides within PlanGrid and SharePoint for active project records management and is stored in the cloud to ensure no local copies are on mobile devices. PlanGrid’s offline mode allows the creation of reports without Internet access and synchronizes automatically once reconnected. During project closeout, all files from PlanGrid are transferred to ProjectWise. SharePoint sites for project records follow the same procedure. After project completion, ProjectWise maintains files in accordance with Virginia law requirements.

Costs associated with mobile devices are charged to the district IT department with an option of assigning iPads as material costs to projects. The licensing process for renewing and upgrading any application involves assessing the statewide project to validate associated costs. If projects exceed a certain budget, they must undergo evaluation by the Strategic Technology Investment Board for funding proposals.

Challenges remain that are related to connectivity and procurement, including determining whether to use open bidding for PlanGrid’s renewal or opt for a sole source procurement. Any cloud service must undergo the Enterprise Cloud Oversight Service (ECOS) process, which is overseen by the Virginia Information Technology Agency—initially the case with HaulHub and PlanGrid. Currently, with the transition to Autodesk Build, the ECOS process is beyond VDOT’s control and involves an eight-month evaluation of servers, processes, and security protocols for software. FedRAMP and StateRAMP certifications are provided for cloud services.

VDOT occasionally uses these certifications to help expedite the ECOS process if the Software as a Service has obtained those certifications.

Regarding lessons learned, VDOT emphasized the importance of having various communication and training channels. Each district within VDOT organizes its own inspectors’ conference every winter/spring, which serves as a platform for discussions about ongoing and upcoming changes and brings together inspectors and consultants in one room. Additionally, communication is facilitated through emails, a YouTube channel, and an electronic bulletin board in the districts. Regarding software adoption, VDOT opts for a soft rollout approach when testing the software’s feasibility. VDOT seeks feedback from district construction engineers and other field/district construction personnel and conducts trials. Upon successful outcomes, they choose a specific timescale for software implementation. VDOT suggests testing as many communication avenues as possible but acknowledges that a more structured, mandated approach might eventually be necessary for effective implementation.