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The standard provides helpful guidance. For example, it helps teams to:

• Work collaboratively
• ¡¤Structure information delivery
• Clarify responsibilities across the asset lifecycle

This clarity is important. Why so? When parties have differing assumptions, it can result in gaps in asset information. The role definitions in ISO 19650 help surface and address these issues at an early stage.

Understanding the language

In today¡¯s world, we see a rapid development of technology. And this is raising the risk of organisations working on the same project interpreting the wording differently from each other.

ISO 19650 does help fix this. But challenges can still come up. Often, these are due to perceived complexity, jargon, or outdated interpretations held by staff less familiar with digital practices.

Differences in how roles and responsibilities are described can create uncertainty in multiparty projects. In some cases, this has led to disputes over scope and deliverables. Subtle differences in words in contracts, such as variations on roles and appointments, can cause confusion and issues downstream. Aligning contractual language closely with the terminology in ISO 19650 can reduce this.

The digital delivery standard is written around the following.

• Idealised roles
• Responsibilities
• Relationships between parties

Often, these need to be adapted to suit real project constraints, commercial arrangements, and organisational maturity.

First, we need a full understanding of the language standardisation. Then, we need to interpret it to fit the specifics of individual energy projects. Getting into the details early and using a specialist like us to define what your project really needs (and what your systems can support) will offer a much clearer path to success.

Without a solid understanding of ISO 19650, there are real risks around misreading details in contracts. That can lead to wasted efforts and missed opportunities.

Investing in digital infrastructure and training

Adopting ISO 19650 is not about purchasing a specific software tool. It is about setting up a robust framework that can manage information. And it must be based on strong digital infrastructure.

I believe energy developers should look at how they can improve their entire approach to information management. This review should be holistic. It should include a deeper look at everything. ¡°Everything¡± includes:

• Technology frameworks
• Common data environments
• Collaborative platforms
• Integrated software solutions

There are many ready-made systems (such as Autodesk Construction Cloud or ProjectWise), as well as custom solutions based on industry standards that can suit both large and small projects. It¡¯s important to involve procurement teams early though, because software licensing can take several months to secure.

Capacity building should cover not just technical proficiency; it should also look at a deep, project-wide understanding of workflows and how to apply the ISO. Ongoing investment in people is essential to maintain skills, improve performance, and support long-term success. In my experience, any initial resistance often stems from a lack of understanding, rather than from a lack of value. Once in place, delivery teams and clients quickly see the benefits in transparency, traceability, and reduced risk.

At the same time, the industry needs to share knowledge to build capability in digital delivery standards. It¡¯s important to have collaboration between peers. This can be supported by formal pathways such as digital construction degrees and professional certifications. All of this helps enable the successful adoption of ISO 19650.

Bear in mind that moving to ISO 19650 is not a one-time task. It requires

• Ongoing monitoring and feedback
• Regular audits
• Performance assessments
• Benchmarking against industry best practice

This is where we can help by supporting clients with this process. We guide them in developing exchange information requirements, which helps reduce complexity. We help with procuring software and information systems strategy; and we act as a digital engineering and information manager to provide ongoing governance.

Establishing robust information management practices

ISO 19650 helps teams collect, store, and share the right information with rules for quality and access. These practices underpin successful delivery for large projects by creating a single source of truth.

Time and again, I¡¯ve seen digital delivery get rid of recurring disputes over what ¡°the latest¡± information is by clearly defining ownership, status, and approval rules. This leads to more confident decisions during both front-end engineering design and detailed design. In turn, this shortens information review cycles and reduces rework.

Having a more structured common data environment makes the whole data-handling process simpler. It also supports transparency. And it helps to reduce communication errors and boosts compliance regulations.

When it comes to managing documents, ISO 19650 will help show where the gaps are. It will remove outdated processes and help create new procedures to reflect best practices. This makes projects more organised and execution more consistent, traceable, and compliant.

The long-term benefits of digital delivery standards like ISO 19650

ISO 19650 offers a common way to talk about information requirements. Developers may know inside out that they want a new hydro asset built from concrete in a particular location. But defining what data they¡¯ll need about it, in what format, and for what purpose, isn¡¯t always so easy. ISO language builds that common understanding. And that means clearer contracts, fewer mistakes, and more innovation.

By making use of it, I¡¯ve seen how teams are more able to leverage digital models of their assets. They can run simulations, coordinate across parties, and help avoid on-site clashes.

Now is the time to embrace this international digital delivery standard. This is especially true with energy demand growing and record investment across the UK. It improves integration between teams on projects. It also gives the control of information back to developers, instead of leaving it fragmented across designers, contractors, and equipment manufacturers.

Information management is not an administrative function. Rather, it¡¯s a delivery risk. When we apply ISO 19650, it properly frames information management as a core governance issue with direct impact on programme and cost. At a time when energy projects are under such enormous pressure, it¡¯s a standard we all need to meet.?