Constructability Implementation (Best Practice)

This roadmap presents the recommended comprehensive approach to implementing constructability by identifying 20 steps within these six milestones:

• Commit to implementing constructability – 4 steps
• Establish corporate constructability program – 3 steps
• Obtain constructability capabilities – 4 steps
• Plan constructability implementation – 4 steps
• Implement constructability – 3 steps
• Update corporate program – 2 steps

Milestones 1 and 2 outline the Corporate Program, Milestones 3, 4, and 5 outline the Project Program, and Milestone 6 outlines the Updating Program process. The Constructability Implementation Roadmap also provides details for each of the 20 steps in the research. (RS34-2, p. 6)

A “barrier” to constructability is any significant inhibitor that prevents the effective implementation of the constructability program. Barriers exist among owners, designers, and constructors, and can be broken into four categories: cultural barriers, procedural barriers, awareness barriers, and incentive barriers. Once barriers are identified, they may be mitigated or overcome. Tactics recommended to remove these common barriers are included in the research. Researchers have identified the 18 most common barriers to constructability, including the five most common barriers shown below as an example. (SP34-1, Second Edition, p. 17)

• Complacency with status quo
• Reluctance to invest additional money and effort in early project stages
• Limitations of lump-sum competitive contracting
• Lack of construction experience in design organization
• Designers’ perception that “we do it”

Barrier assessment checklist tools are included as part of the Constructability Implementation Guide, which is described later under the section on Implementation Tools.

The ability to influence construction costs over the life of the project is greatest when constructability is introduced early in the project. The influence of constructibility implemented during the construction phase is less significant than when implemented during conceptual design, procurement, or design phases. (SD-82, p. 10) 

Constructability can still influence final project cost during field operations. “Innovative construction method” is a term used when referring to construction methods that are not common practice across the industry but can influence costs or schedule. Two examples of the many innovative construction methods found in the research are: 

• Innovative sequencing of field tasks
• Innovative temporary facilities supportive of field methods

The research recommends that a Lessons Learned database be developed and maintained as part of a Constructability Implementation Program. Feedback on the constructability programs should occur during construction and at the conclusion of the project. An LLP database related to field constructability is necessary to improve on constructability. The database should be updated with the developments from each project. Organizations may elect to establish a highly visible award/recognition system in support of their LLP. (SP34-1, Second Edition, p. 29)

The research identified these five levels of program maturity. Levels 3, 4, and 5 all characterize varied degrees of successful constructability results. Level 5 is obviously the preferred and recommended level of constructability implementation and may be viewed as a benchmark or “best in class.” Only at this Level 5 stage of effort may the full benefits of constructability be realized. (SP34-1, Second Edition, p. 1)

• Level 1 – No Program
• Level 2 – Application of Selected Supports
• Level 3 – Informal Program
• Level 4 – Formal Program
• Level 5 – Comprehensive Formal Program

To find where an organization fits in the constructability implementation program, the organization should perform a corporate self-assessment and identify the objectives of their constructability program and the objectives of the project. The assessment will identify or clarify the objectives of the constructability program, identify the benefits of the current program and the program in the future, define areas of improvement, as well as identify the current level of the organization’s constructability program.

 SP34-1, Constructability Implementation Guide, Second Edition

This Guide is structured in four parts. The Guide offers a complete set of 17 tools that address both corporate- and project-level constructability programs.

• Part I – A Corporate-Level Constructability Program
• Part II – A Project-Level Constructability Program 
• Part III – Constructability Implementation Tools 
• Part IV – Case Studies