Constructability (Best Practice)

The research identified that the following six basic constructability concepts are 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 efficient construction as well as efficient operation and maintenance.

The research also identified that the following seven basic constructability concepts are applicable to the design and procurement phases of any project: (RS3-1, p. 5)

1. Design and procurement schedules are construction-driven.
2. Designs are configures to enable efficient construction.
3. Design elements are standardized.
4. Construction efficiency is considered in specification 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.

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 three key roles within a constructability program:

1. Executive Sponsor – the constructability champion to clearly communicate program commitment
2. Constructability Manager – the constructability knowledge expert for the organization
3. Database Custodian – maintains the “lessons learned” constructability database

Constructability involves thinking about how to build a project even before it is designed. Maximum benefits 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.

In addition, industry tends to separate the functions of design and construction in capital projects. Design tends to place emphasis on minimizing its costs. Construction focuses on minimizing field costs. Fine-tuning 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)

Selecting the contractual approach is a critical decision in constructability improvement. Implementing constructability is easiest on turnkey type projects; it is much more difficult 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)

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 inefficient 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)

RS3-2, Guidelines for Implementing a Constructability Program

For those companies that do not have established constructability programs, these guidelines offer several examples of suggested corporate constructability policy and procedures, project constructability organizational charts, lessoned learned, and constructability related savings templates. (Note: RS3-2 has been superseded by RS34-2 and should be used for informational purposes only.)