Start small, think big: An incremental digitization strategy for local governments

Across the United States, the complexity of capital programs is accelerating, and the nation’s 3,000+ small and mid-sized counties and 100,000+ cities are at risk of falling behind. These agencies face a perfect storm of aging and shrinking teams, legacy systems ill-equipped for today’s demands, and mounting pressure to deliver infrastructure projects that are faster, more cost-effective, resilient, and equitable.

While federal initiatives have long emphasized the value of “shovel-ready” public projects to spur economic growth and employment, the current reality is sobering. Many local governments pursued low-hanging fruit, such as rehabilitation efforts, safety improvements, and enhanced signage. What remains are larger, multifaceted projects that require coordination, transparency, and adaptability that traditional processes can’t support.

Paper-based tracking, siloed spreadsheets, and fragmented systems may have sufficed in more predictable environments, but they fall short in managing today’s complex capital programs, where multiple stakeholders, funding sources, earned value, and compliance mandates converge.

The transition from steady, predictable capital programs to dynamic, data-driven infrastructure management requires more than increased funding. It requires strategic modernization. Yet for counties and cities working within tight budgets and lean teams, sweeping digital transformation may feel out of reach. They need a scalable, incremental approach anchored in fit-for-purpose Project Management Information Systems (PMIS).

Instead of attempting a full-scale digital transformation, counties and cities should begin with internal preparations that offer the most significant immediate benefit at the most affordable price. This is a low-cost exercise that establishes strategic groundwork for future success.

One of the most impactful early steps is developing a robust project communication plan that aligns all key stakeholders with the vision for digital transformation. For internal teams, this means clearly articulating the rationale and long-term value of the PMIS, proactively addressing concerns, and fostering a culture of ownership and risk-taking. And for external partners, such as contractors, consultants, and developers, it is critical to communicate tangible value, including expedited payments, accelerated approvals, and greater project clarity, to drive alignment and partnership. When executed thoughtfully, this communication strategy becomes more than just a support function. It becomes a strategic lever for accelerating adoption, minimizing resistance, and positioning the agency for long-term digital resilience.

Equally important is identifying the right leadership to champion the change. Securing a visible and respected advocate—ideally the highest-ranking official, such as a department director or county engineer—can significantly accelerate buy-in and momentum across the organization. When a senior leader cannot serve in this role directly, brief but consistent update sessions with top decision-makers are essential to maintain alignment and authority behind the effort. It is critical to be judicious with time, eschewing unnecessary meetings in favor of focused engagements that resolve key questions, address skepticism, and dismantle resistance to change. A well-positioned champion signals institutional commitment, fosters trust across stakeholder groups, and ensures that the transition to digital project delivery is perceived not as a one-off initiative but as an agency-wide strategic imperative.

To complement leadership alignment, agencies must also identify the right cross-functional teams to engage and establish clarity around core workflows. Success depends on involving stakeholders across the organization, including technology leads or IT support, engineering and project management teams, as well as those in procurement, legal, and finance. Equally vital is ensuring executive awareness and support from leadership roles, such as the county board, city manager, or council. Engaging these groups early ensures the digital solution reflects operational realities and gains institutional buy-in.

In parallel, documenting current workflows is a foundational activity that forces agencies to define and standardize how key processes are managed from project initiation and design milestones to contractor invoicing, close-out procedures, and permitting. Distinctions by project type, such as roadway reconstruction versus sidewalks, must be captured to support automation and reporting needs. Transparent conversations across departments are critical. Each group may document its individual responsibilities and understand interdependence, pain points, and decision handoffs. This kind of cross-functional clarity lays the foundation for a PMIS that doesn’t just digitize existing silos but truly integrates operations end to end.

Once current workflows are documented and confirmed, their optimizations, including legal reviews, must be conducted. Having efficient workflows is non-negotiable. Cloud-based PMIS platforms offer a pragmatic solution with low upfront investment, scalable deployment, and robust cybersecurity, making them ideal for local governments seeking modernization without disruption. Establishing governance and clarity at this stage ensures that digital transformation is efficient and sustainable.

After years of leading project planning, I’ve found that it’s tempting to jump ahead to future requirements, such as new features, systems, and ideal states. But real success begins with understanding where you are today. Most agencies lack a documented process for CIP delivery. A few may have a standard operating procedure manual, but most rely on informal, inconsistent methods. Without clarity on current practices, any attempt at digitization is built on shaky ground.

I suggest laying the groundwork before you digitize. Successful PMIS implementation doesn’t start with software. It starts with clearly defined workflows and transparent conversations. When agencies align on how workflows work and where they break down, they’re better positioned to adopt systems that support seamless coordination, reinforce accountability, and scale as needs evolve.

The era of “big bang” digital transformation is giving way to agile, iterative modernization. By starting small, with high-impact PMIS modules that build internal capacity, local governments can realize immediate gains in efficiency, productivity, and cost control. These early wins reduce the administrative burden, accelerate delivery, and free up staff time and resources. The savings can be reinvested into more infrastructure projects, amplifying community impact.

Incremental modernization isn’t just a technical strategy. It’s a fiscally responsible path to smarter, more responsive public infrastructure.