Digital transformation involves a deep reorganization of a company's business processes through the widespread use of digital tools to execute them. An analysis of global experience shows that implementing digital transformation in the construction sector is experiencing significant challenges. These challenges are connected, on the one hand, to the difficulty of adopting and implementing new technologies into existing processes, and, on the other hand, to resistance from business owners. The success of digital transformation in construction depends largely on the level of digitization of individual companies. An analysis of the activities of one of the Russian regional construction company and its business processes at different stages of the life cycle of a capital construction facility showed uneven use of digital technology at different stages in the life cycle. The best results were achieved in the pre-investment phase and during the project period. In the pre-design phase, on-site construction, and operational stages, traditional processes dominate. This situation arises due to the interaction of the company with external services during the early stages of a project, where fundamental transformations have taken place in digital data thanks to government support. The digital transformation of internal processes largely depends on management. The chapter provides a conceptual model for creating an integrated system for digital transformation of a construction company's business processes, describes possible barriers to implementation, and proposes criteria for assessing effectiveness.