Trimble 需要一种解决方案，以实现同事之间更好的远程协作和通信，而不是使用纸 / 2D 就 3D 设计相互交流。

BUCG 被聘为马尔代夫机场 4.4 亿美元（美元）的大规模扩建和土地复垦工程的总承包商。 BUCG 求助于 Trimble，以帮助提高工作人员的安全性和生产力，优化运营并在预算内按时完成项目。

虽然业务关系很重要，但唐尼狄龙的车队已经到了他无法再记住每个卡车司机的名字或每辆卡车的地步。 Dillon Transportation 以指数级的速度增长，需要一种更复杂的方式来存储有关驾驶员和负载的信息。公司需要一种方法让员工了解 Donnie Dillion 之前记在脑海中的每一次旅行的细节。是时候探索确保运输管理系统安全的好处了。

简化人员、流程和设备之间的数字连接。今天，这家开创性的公司继续在人才和现代技术部署方面处于领先地位，以交付一些业内最复杂的项目。拥有 30 多个用于推土机、挖掘机、平地机和滑移转向机的 3D 机器控制系统； 30个漫游车和全站仪；该公司拥有 50 多个基站，拥有中西部上游最大的技术车队之一。

公用事业面临越来越大的挑战。这些挑战包括环境合规、气候变化、基础设施网络老化、资金短缺以及劳动力效率是水、废水和雨水公用事业最关心的问题。通过采用提高生产力、质量、安全性、可靠性和可持续性的技术来缓解这些担忧。与许多公用事业一样，SFPUC 的任务是监控各种因素。其环境监测计划由法规遵从、全市水力和水文 (H&H) 模型的校准、修复和修复优先级的确定以及实时运营决策支持驱动。其他因素包括从收集系统到工厂运营的早期预警、升级前的开发监控以及对潮湿天气和风暴影响的法医分析。

直到最近，Termotex SA 一直需要一名项目工程师和一名质量控制检查员在现场帮助协调工作人员、破译蓝图、检查 2D 蓝图，并将其与现场的 3D 施工相匹配。即便如此，这通常还不足以避免因信息不正确或过时而导致的错误和冲突。为了帮助克服这一挑战，该公司开始自己创建 BIM 设计，并在工作现场改用平板电脑而不是纸质蓝图，这有助于避免一些错误。

宾夕法尼亚州收费公路委员会 (PTC) 面临着管理遍布 600 多英里高速公路中心线的 30,000 多个标志的挑战。确保在如此庞大的标志库存中始终提供最新、最好的信息是一项艰巨的任务。 PTC 需要一个系统，该系统不仅可以管理标牌库存，还可以创建工作请求、与第三方工单处理系统交互，并保持标牌数据最新，以便做出更好的决策。由于需要捕获和存储每个标志的 50 多个属性，这一挑战变得更加复杂。

The New Mexico Department of Transportation (NMDOT) manages more than 25,000 lane miles of highway, nearly 3,000 bridges and culverts, 2,055 miles of railroad right-of-way, and 61 public-use airports. The department also oversees three international ports of entry, 32 rest stops, and 34 nationally designated scenic, historic, and recreational trails. NMDOT faced several challenges in optimizing its pavement treatment process. A primary concern was the operational challenge of developing and implementing the program throughout the state. The integration of the software with the department’s legacy pavement data-collection systems was another challenge. In addition, a significant challenge was the organization and management of statewide staff training.

奥斯汀市公共工程部门面临着管理其广泛的道路网络的挑战，其中包括 7,582 车道英里的人行道和 450 座桥梁，为近百万城市居民提供服务。该市的首要目标是以纳税人最低的成本提高资源生产率并最大限度地延长路面寿命。维护城市基础设施的年度成本约为 1200 万美元用于资本改善项目，1300 万美元用于街道预防性维护处理，600 万美元用于修复坑洼等日常道路维修。城市规划者需要一个系统，使他们能够在何时、何地以及如何应对战略和运营挑战方面做出更明智、数据驱动的决策，从而实现道路网络投资的最高回报。

路易斯安那州交通和发展部 (LaDOTD) 一直在努力解决用于捕捉现场工作的手持设备的局限性。这些设备功能有限，需要手动操作才能上传工作状态。这包括将设备物理连接到坞站以进行数据同步。这些过程不仅繁琐，而且会导致数据丢失或不准确。这些设备效率低下，减慢了任务完成速度，影响了现场工作人员的整体生产力。

伊利诺伊州交通部 (IDOT) 正在努力解决 20 世纪 80 年代末构想的过时的内部开发维护管理系统。虽然它在诞生之初就是一个开创性的系统，反映了 1989 年奥兹莫比尔托罗纳多 Trofeo 的先进功能，但三十年后它已成为该机构的瓶颈。该系统运行缓慢，接口功能有限，并且缺乏强大的报告功能。该机构还背负着完成工作所需的大量电子表格和手动文书工作。过时的系统不仅阻碍了该机构的效率，而且阻碍了其创新和简化运营的能力。

The Kentucky Transportation Cabinet (KYTC) was looking to enhance its fleet management system to improve fleet data collection and reporting and to maximize asset lifecycles. The KYTC team identified specific goals for the new fleet management system such as improving fleet efficiency, enhancing staff and systems reporting to identify the true fleet condition, improving fuel reporting to include usage and fuel economy, supporting utilization requirements and reassignments, and facilitating replacement scheduling. To accommodate KYTC’s fleet size (11,000+ vehicles and pieces of equipment) and the broad scope of enhancements, the project required specific development activities. In addition, meeting the system specifications required integration with third-party applications. KYTC also needed to manage staff training for 12 highway districts throughout the commonwealth.

The California Department of Transportation (Caltrans) manages one of the largest state-owned road networks in the U.S., including more than 50,000 lane miles of roads and 13,063 state highway bridges. The agency wanted to implement a visualization tool within its deployment of AgileAssets® Pavement Analyst™, an advanced pavement management system (PMS) known internally at Caltrans as PaveM. The tool would facilitate the pavement project review process by displaying the relationships between the recommended projects and the currently programmed, under-construction, and as-built projects. Caltrans faced several challenges in developing and implementing the H-Chart project visualization tool. It needed to manage external development of H-Chart with the UCPRC, ensure the tool met specific requirements, and integrate the tool successfully with its PMS to access data for visualization and evaluation.

The Minnesota Department of Transportation (MnDOT) was filing insurance claims seeking millions of dollars in infrastructure damage restitution annually. The process for recording and documenting damage claims was very detailed and time-consuming. To calculate the cost of these claims, MnDOT staff members were using data from different IT systems. Detailed damage repair information was not part of the agency’s day-to-day work reporting programs. MnDOT had previously developed a standalone computer application to be used statewide by damage restitution specialists. However, the claim submission process required re-entering the same data up to four times on different forms before the claim could be filed. In addition, without a single source of accurate data, MnDOT was using classification averages to calculate the costs of labor for damaged-property repairs, resulting in reimbursement of only 45% to 60% of the actual labor costs.

DelDOT maintains about 14,000 lane miles of highways, 54 toll lanes, more than 1,700 bridges, and a wide range of other infrastructure assets. The department also oversees the Division of Motor Vehicles and the Delaware Transit Corporation, which operates DART First State, the state’s public transportation provider. To implement the new PMS, DelDOT needed to overcome several challenges. The main challenge was reconfiguring DelDOT’s engineering decision-making framework to take advantage of automated data-collection processes. Another challenge was to address existing limitations in converting raw distress data into deterioration indices. DelDOT also had to develop performance models, treatments, and decision trees to support its new optimization analysis efforts. In addition, the department needed to integrate the new PMS with existing data collection tools and legacy systems. A final challenge was training staff on how to effectively use the new PMS.

The Texas Department of Transportation (TxDOT) manages one of the largest and most heavily traveled road networks in the United States, with 80,444 centerline miles of roadway and 54,180 bridges located in its 25 highway districts. The state sees 197.4 billion annual vehicle miles traveled (VMT) on state-owned highways. Maintaining statewide transportation assets and providing a high-quality road system are vital for the state’s economy and public safety. To contain the costs of managing its road network, TxDOT applies innovative asset lifecycle management strategies to preserve and restore the condition of roadway assets. Texas legislation requires that TxDOT annually provide the state’s Legislative Budget Board and the Governor with a detailed plan for the use of transportation funds. The plan must include pavement condition targets and a district-by-district analysis of how proposed maintenance spending will impact pavement scores.

The Texas Department of Transportation (TxDOT) was managing over 80,000 centerline miles of roads that support more than 500,000,000 daily vehicle miles traveled. The TxDOT pavement program is very large, and it’s growing rapidly to accommodate a fast-growing state population. Beyond the sheer size of its pavement program, TxDOT also faced the challenge of completing the migration from an environment comprised of four standalone applications to a new, comprehensive PMS in a very short time frame. Additional challenges included the need to develop a new Geographic Information System (GIS) module and to train the staff of numerous statewide districts on how to most effectively use the new PMS.

The Texas Department of Transportation (TxDOT) manages a vast network of roadways across 254 counties. In 2011, TxDOT began using AgileAssets® Maintenance Manager™ as its maintenance management system of record. Five years later, the agency moved to advance its asset management practices even further by deploying a state-of-the-art PMS, AgileAssets® Pavement Analyst™. However, these two solutions were implemented as separate systems, leading to a lack of data sharing between pavement management and maintenance management functions. The pavement management staff often lacked up-to-date information about pavement work history and work type. Efficiency lagged due to a lack of coordination between recommended work plans and actual maintenance projects.

In Norway’s Sogn og Fjordane County, energy companies faced challenges with traditional survey methods for adjusting the sag of newly constructed power lines, especially in the mountainous terrain of Leikanger. The landscape and long spans made it difficult to use conventional techniques, which often required several days to complete. Geomatikk Survey was tasked with measuring and adjusting the sag of a new 450-meter section of power lines installed by BKK Enotek. The initial plan was to use the Trimble SX10 scanning total station to acquire measurements and process the data in the office. However, the discovery that the SX10 could automatically lock onto the power lines without a prism allowed for real-time adjustments directly in the field, significantly reducing the project timeline.

Agrochemical companies need to conduct ongoing research to develop and improve their products, which involves measuring the performance of crops treated with new additives. Traditionally, this task was performed manually by technicians in the field, examining individual plants using measuring sticks and clipboards. This process is tedious and requires skilled scientists to spend hours in the field collecting data, which could be better spent on analysis and interpretation. The challenge is to replace these in-field evaluations with a more efficient and accurate method that can provide high-resolution imagery and industry-standard ratings on crop performance.

The Auckland Motorway Alliance (AMA) was tasked with managing Auckland’s extensive motorway network, which included maintaining roads, managing vegetation, and ensuring environmental compliance. The existing processes for asset management, particularly for vegetation, were outdated and inefficient, relying heavily on manual data collection and paper-based systems. This led to inaccuracies, human errors, and significant time consumption. The AMA needed a more efficient, accurate, and cost-effective solution to manage its assets and improve operational efficiency.

The task of conducting a topographic survey in Mining International’s limestone quarry in Joliet, Illinois, presented several challenges. The tunnel, which is 488 meters long, 7 meters high, and 6 meters wide, was originally used by large dump trucks to transport rock to the surface. However, as the mine expanded, a crushing plant was built, and a conveyor belt was installed to transport the crushed rock to the surface. The conveyor was hung from the tunnel ceiling to minimize disruptions, necessitating profiles of the tunnel’s ceiling for offsite system construction. V3 Companies faced challenges such as absolute darkness, transport issues, working on high platforms, and establishing control in a highly variable environment. Heavy truck traffic and daily road grading ruled out control set in the tunnel floor, requiring innovative solutions for control point establishment.

The Riverside Drive Parking Deck in Elgin, Illinois, built in the mid-1960s, is a large structure approximately 1,000-ft long by 60-ft wide, situated over the Fox River. The deck is supported by hundreds of concrete piles reinforced with high-tensile steel wire, which has started to rust over time. In 2003, a significant piece of the deck fell into the river, prompting Elgin officials to analyze the deck for potential reuse in ongoing waterfront renewal projects. This required innovative survey work under the deck and in the Fox River, a task assigned to V3 Companies, Ltd., a multidisciplined consulting firm. The challenge was to conduct a thorough survey in a shallow river environment, where traditional survey setups could not be revisited, and to gather comprehensive data for analysis.

California is the most seismically active state in the USA, having experienced numerous catastrophic earthquakes, including the devastating 1906 San Francisco quake. In response to these seismic threats, California has implemented stringent building codes, particularly for critical infrastructure like hospitals, to ensure they remain operational after major earthquakes. The Alfred E Alquist Seismic Safety Act of 1983 mandates that acute care hospitals built after March 1973 must withstand major earthquakes and remain functional immediately afterward. The 1994 Northridge earthquake highlighted the poor performance of pre-1973 hospital buildings, prompting a program of retrofits and rebuilds to ensure compliance with seismic safety standards. The California Strong Motion Instrumentation Program (CSMIP) was established to record ground and structural shaking during earthquakes, aiding in emergency response and improving building codes. However, at the time of the 1989 Loma Prieta earthquake, no hospitals were instrumented, underscoring the need for enhanced seismic monitoring in healthcare facilities.

The Infrastructure Department of the Flemish Region in Belgium faced the challenge of accurately mapping an estimated 350,000 road signs along 5,150 km of major roads. The goal was to gather detailed data on the number, type, size, color, location, and condition of each road sign to enhance their GIS database. This task required a sophisticated approach to ensure precision and efficiency, given the vast number of signs and the extensive road network involved.

EC Electric faced a significant challenge during the expansion and renovation of the Chambers Creek Wastewater Treatment Plant near Seattle, WA. The project required creating a virtual model of the facility using Building Information Modeling (BIM) and 3D as-builts as part of the project closeout. The accelerated schedule and the high cost of $250k for data capture alone prompted EC Electric to seek alternatives to reduce labor and improve modeling speed and accuracy. The company needed a solution that could help them save significant labor costs and complete the project within the tight schedule.

For Ulises Sanchez, CEO of Rumbo Norte, a combination of the best people, processes, and technology is the key to success. With over 19 years of experience and a passion for the measurement, analysis, and management of spatial data, he began pursuing a master’s degree in Geomatics in 2014. Through that experience, Sanchez realized the industry was undergoing a transformation that could also impact Rumbo Norte. He saw businesses like theirs using 3D laser scanning technology to more quickly capture very detailed data points. He knew that they could win more business and expand by putting the same technology in place. At that time, most of Rumbo Norte’s work was focused on traditional surveying using total stations. 3D laser scanning would open up new lines of business for Rumbo Norte and bring more efficiency, speed, and accuracy to its work.

EDB, Serbia's largest utility, faced challenges with an outdated graphical mapping system for its medium-voltage network. The existing system was a mix of paper-based surveys, CAD files, and aerial photos, which made it difficult for EDB's 1,700 employees to efficiently service and repair equipment. The organization needed a comprehensive, enterprise-wide GIS database to improve maintenance and network planning. The goal was to create a single database with accurate data entry that could be accessed via the web by all employees and related public departments.

The James E. Roberts-Obayashi Corporation, a general contractor in the San Francisco Bay area, faced the challenge of finding a secure and central digital platform for document management, communication between stakeholders, reporting, and data collection. The solution needed to be affordable and compatible with existing accounting and other systems. The company was looking for a platform that could integrate seamlessly with their operations and provide real-time access to cost data, transaction history, and potential impacts. The challenge was to find a solution that could streamline processes and improve efficiency without incurring prohibitive costs.

Intent on improving Jumla’s plight, MoAC in 2010 launched the three-year High Mountain Agri-business and Livelihood Improvement (HIMALI) project. Specifically targeting two watersheds, one of which was the Lorpa watershed, HIMALI’s goals were to enhance the communities’ socioecological resilience to climate change and help design effective local watershed management plans to ensure the sustainability of agribusiness in the region. To identify and recommend solutions, project managers needed to better understand Lorpa’s present vegetation and how its land cover—specifically the forests—had changed over time. Given its geographic isolation, acquiring that picture with traditional, physical surveys would not be feasible. In order to both assess and map the area’s tree cover from the past to the present, the project team needed to have geospatial imagery and image analysis technology that would allow them to classify the vegetation, inventory the forest cover down to the tree-crown level and map that over time. The land classification solution also needed to be able to sufficiently handle the complexities of comparing and classifying vegetation within the challenging mountainous environment of steep slopes and dramatic changes in vegetation.