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Constructability (Best Practice)

RT-003 Topic Summary

Overview
This research is the rst effort of CII, published in July 1986, to de ne and quantify the bene ts of
an effective constructability program. It de nes constructability as the optimum use of construction
knowledge and experience in planning, design, procurement, and eld operations to achieve overall
project objectives.

Constructability results in better projects; lower costs, better productivity, earlier project
completions, and earlier start-ups. Paybacks for various examples from the research vary, but the
cited Business RoundTable’s (BRT’s) B-1 study team estimated that the bene ts of early
construction involvement are at least 10 to 20 times the cost.

This research stresses that construction considerations should begin early, and be incorporated into
every phase of a project; feasibility studies, conceptual planning, design, procurement, as well as
construction. Only through the effective and timely integration of construction input into planning
and design as well as eld operations will the potential bene ts of constructability be achieved. 

It also de nes what constructability is not. Constructability is not just:

Determining more e cient methods

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Allowing construction personnel
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Assigning construction personnelSearc
to
A modularization or preassembly program

Projects that emphasize constructability have four common characteristics.

1. Owner and contractor (design and construction) managers are committed to the cost
effectiveness of the whole project. They recognize the high cost in uence of early project
decisions.
2. These managers use constructability as a major tool in meeting project objectives concerning
cost and schedule.
3. These managers bring construction aboard early. This means nding the right kind of
construction personnel: experienced people with a full understanding of how a project is planned
and built, not just people who may be available because they are between jobs.
4. Designers are receptive to improving constructability. They think constructability, request
construction input freely, and evaluate that input objectively.

Research Team 3 was created to be a primer
on the subject of constructability. Research Team 34
has superseded much of the research; however, the guidelines for implementing a constructability
program and constructability improvement during conceptual planning present solid fundamental
information.

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Key Findings and Implementation Tools

1 : Constructability Concepts - Conceptual Planning Phase

The research identi es these 6 basic constructability concepts applicable to the conceptual
planning phase of any project: (RS3-1, p. 4)

1. Constructability programs are made an integral part of project execution plans.

2. Project planning actively involves construction knowledge and experience.
3. Early planning actively involves construction knowledge and experience.
4. Overall project schedules are construction-driven.
5. Basic design approached consider major construction methods.
6. Site layouts promote e cient construction as well as e cient operation and maintenance.

Reference: (RS3-1)
2 : Constructability Concepts – Design and Procurement Phases

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The research also identi es these 7 basic constructability concepts applicable to the design
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and procurement phases of any project: (RS3-1, p. 5)
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1. Design and procurement schedules are construction-driven.
2. Designs are con gures to enable e cient construction.
3. Design elements are standardized.
4. Construction e ciency is considered in speci cation development.
5. Module/preassembly designs are prepared to facilitate fabrication, transport, and installation.
6. Designs promote construction accessibility of personnel, material, and equipment.
7. Designs facilitate construction under adverse weather conditions.

Reference: (RS3-1)

3 : Implementing a Constructability Program

Consensus is that most successful constructability programs have a clear commitment of

senior management, and a single point of sponsorship/leadership for the program. Typical
constructability programs include:

A company program that includes corporate policy, self-assessment, and training among
other attributes. (RS3-2, p. 3)
A project level program that customized the constructability effort to align with the needs of
the project. 
Although there is no need for a full-time constructability person or organization, there are 3 key
roles within a constructability program: 

Executive Sponsor – the constructability champion to clearly communicate program

commitment
Constructability Manager – the constructability knowledge expert for the organization
Database Custodian – maintains the ‘lessons learned’ constructability database

Reference: (RS3-2)

4 : Constructability Improvement in Project Planning

Constructability involves thinking about how to build a project even before it is designed.
Maximum bene ts occur when people with construction knowledge and experience become
involved at the very beginning of a project. Three constructability issues that have the greatest
impact during the conceptual planning phase of a project are the project plan, the site plan, and
major construction methods.
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In addition, industry tends
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projects. Design tends to place emphasis on minimizing its costs. Construction focuses on 
minimizing eld costs. Fine-tuning
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the individual parts, however, does not yield the most
successful project. Constructability integrates these parts and is one of the most powerful tools
owners can use on capital projects. (SD-4, p. ii)

Reference: (SD-4)

5 : Contractual Approach for Constructability

Selecting the contractual approach is a critical decision in constructability improvement.

Implementing constructability is easiest on turnkey type projects; it is much more di cult on
projects where design and construction are accomplished by distinct and separate contracts.
Options to achieving constructability improvements to various contractual approaches,
including the use of a construction manager in traditional design/bid/build project delivery
systems, are outlined in the research. (SD-4, p. 57)

Reference: (SD-4)

6 : Constructability Barriers – ‘The Review Fallacy’

The biggest obstacle to good constructability practice is the "review" syndrome. This occurs
when construction personnel are excluded from the planning process and are invited only to
"review" completed or partially completed products from design. This prevents construction
knowledge and expertise input to the early planning, when cost sensitivity is at a maximum and
construction should be making its most important contribution. When constructability is
approached solely on a "review" basis, it inevitably becomes ine cient and ineffective. The
most effective approach engages the entire constructability team with active roles in the
planning and design development process. (RS3-2, p. 16)

Reference: (RS3-2)

7 : Implementation Tool #1

RS3-2, Guidelines for Implementing a Constructability Program

For those companies that do not have established constructability programs, these guidelines