Engineering, Construction and Architectural Management 1997 4 | 4, 295±310

Development of constructability concepts,

principles and practices
A. GRIFFITH* & A.C. SIDWELL{
* School of Construction, Sheffield Hallam University, City Campus, Pond Street, Sheffield, S1 1WB,
UK, and { Construction Industry Institute, Australia, School of Building and Planning, University of
South Australia, North Terrace, Adelaide, South Australia 5000
Paper submitted 2 November 1995; accepted for publication 16 October 1996; discussion open
until June 1998

Abstract Constructability is `a system for achieving optimum integration of construction

knowledge in the building process and balancing the various project and environmental
constraints to achieve maximisation of project goals and building performance' (CII
Australia 1993). Constructability concepts and principles, considered during conceptual
planning, design, procurement, construction and use, can make the total building process
easier to manage, quicker and more cost effective. When constructability becomes an
implied and accepted aspect of the total building process it has the potential to deliver real
benefits to clients, consultants, contractors and users. Constructability practices have
developed from application and a considerable body of research conducted over the last
thirty years. This paper reviews the development of constructability concepts and the
identification of the key principles of constructability, and identifies the likely future
developments in constructability research and practice. Historically, the attention given to
constructability has been somewhat narrowly focused on individual project stages, and
therefore, the multi-dimensional aspects of constructability have not been fully con-
sidered and the real benefits may have been missed. The findings presented in this paper
indicate that the construction industry has begun to address more purposefully the
concerns and difficulties of actively managing the interface between the various stages of
the building process in addition to considering the facets of the individual stages them-
selves. In this way, constructability is becoming an important and powerful concept
which can be applied beneficially to the total building process.
Keywords buildability, constructability, construction management, design-construction
integration

INTRODUCTION

The concept of buildability emerged in the late 1970s as a direct result of research
and practical applications aimed at improving the efficiency, cost effectiveness and
quality of construction projects. In 1983, the Construction Industry Research and
Information Association, CIRIA, defined it as `the extent to which the design of a

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building facilitates ease of construction, subject to the overall requirements for the
completed building'. The adoption of buildability in the UK does not seem to
have been high. This is believed to be because research was limited in focus with
an emphasis on improving site productivity through implementing concepts such
as design rationalisation. This restriction, together with the separation of inputs
characterising the UK's traditional building process, led to a lack of general
interest in and application of buildability concepts.
In contrast, research and construction practice in the USA focused more
purposefully on the concept of constructability (CII USA 1987). Interests took
advantage of the close link between building owners and contractors, emphasising
a management systems approach to think creatively about the practicalities of the
building process. Research in Australia adopted a similar management-based
approach (CIIA 1993) presenting practical measures to improve the total
construction process by focusing on key issues for consideration, rather than
recommending specific procedures. The development of constructability princi-
ples serves to accommodate variations in organisational cultures, procedures and
practices, thereby broadening the appeal of and encouraging the potential for the
application of constructability concepts.

THE FOCUS OF THIS PAPER

The aim of this paper is to review critically the concepts and principles of con-
structability which are recognised today and which evolved from the early research
studies into and practical applications of buildability. This focus is pertinent as
there has been much creditable research and application of constructability
concepts in recent times. Moreover, there remains some confusion in defining the
conceptual boundaries of buildability and constructability. Until the boundaries
are made clear, difficulties will likely remain in establishing the real benefits
available to the construction industry from applying the concepts and principles of
constructability.

Objectives
The specific objectives of this paper are:
1 To describe in detail the development of constructability concepts and clearly
determine the boundaries of constructability and the boundaries of buildability.
2 To identify and develop the key principles of constructability which allow its
concepts to be applied with the maximum potential during any construction
project
3 To anticipate likely future developments in constructability research and
practice based upon current activities, concerns and issues.

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Collection of information
The information for this paper was gathered predominently from the large body of
knowledge in the fields of buildability and constructability which has been
assembled over the last 25 to 30 years. The information, published extensively in
the form of journal papers, books and conference proceedings, reflects research
and practice in the UK, USA and Australia, these being the countries where
research interest has been at its height. A practical example of constructability
from recent research is described, which lends considerable support to the con-
cepts and principles which are presented. These sources of information combine
to facilitate a level of insight into the likely future orientation of constructability
research and practice.

THE EVOLUTION OF CONSTRUCTABILITY CONCEPTS

Early experience
A UK governmental report in the early 1960s raised considerable concern at the
distinct separation between the processes of design and construction, drawing
specific attention to the inadequacies of communication and co-ordination which,
it was said, was responsible for many of the problems then being experienced
within the construction industry (Emmerson 1962). A number of general
difficulties were identified, the principal ones being: the poor preparation of
drawings and specifications; the inefficiencies of pre-contract design procedures;
and the inadequate level of communication between the designer and contractor.
Following this theme, a further report (Banwell 1964) suggested that:
`design and construction must be considered together and that in the tradi-
tional contracting situation, the contractor is too far removed from the design
stage at which his specialised knowledge and techniques could be put to
invaluable use'
The report called for more attention to be given to pre-contract planning and
design formulation and criticised professionalism as being narrow sighted, giving
rise to unnecessary and inefficient construction practices. It was suggested that:
clients define their building requirements clearly at the start of the design stage;
the building process should better integrate the stages of design and construction;
and that traditional construction practices should be reviewed to seek inter-
disciplinary approach. A subsequent study (Economic Development Council
1967) reported that the recommendations made in the Banwell Report had not
been successfully implemented within the construction industry and that flexible
approaches to traditional procedures should be sought and new initiatives
developed if meaningful change within the industry was to be achieved. The
Wood Report in the mid-1970s (National Economic Development Office 1975)
suggested that in the decade following the Emmerson and Banwell reports some
improvements had been made in the quest for integrating better the processes of
design and construction. In general however, the original problems remained and

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it was suggested that efforts should be directed towards increasing the level of
awareness for the problems and designing measures to bring together the design
and construction processes such that the construction stage might directly
capitalise on design initiatives.

Redefining the problem of integrating design with construction ± the

concept of buildability
Following the reports of Emmerson, Banwell and NEDO, the Construction
Industry Research and Information Association (CIRIA) supported a major
research initiative to investigate what they regarded to be, the principal problems
of construction practice. Their attention focused on a concept which they referred
to as buildability, suggesting that building designs were not providing value for
money in terms of the efficiency and effectiveness in the way in which the building
process was then being carried out. The report of their investigations, Buildability:
An Assessment, (CIRIA 1983) presented seven categories of buildability principles
to: carry out thorough investigation and design; plan for essential site production
requirements; plan for a practical sequence of operations and early enclosure; plan
for simplicity of assembly and logical trade sequences; detail for maximum
repetition and standardisation; detail for achievable tolerance; and specify robust
and suitable materials.
CIRIA stated that their methodological approach provided data that `were too
limited to be certain that the categories identified were final and universal',
although they had sufficient confidence to publish the categories as provisional
guidelines. It is from this original study that buildability research and practice
evolved. The initial CIRIA report was followed by a further study (Adams 1989)
in which the original seven categories of buildability principles were further
developed to present 16, more definite, principles. This study is most purposeful
since, although it still focuses on design, it does begin to widen the perspective of
buildability and point the way towards recognising the true complexity and multi-
faceted nature of the issues involved.
The first CIRIA study, while laudibly raising general awareness to the concepts
and principles of buildability and therefore achieving its basic objective, was
unfortunately restricted in focus. A subsequent research study (Griffith 1984;
Griffith 1985a) was similarly narrow in scope, but recognised in its findings the
fundamental weakness in focusing narrowly on the attributes of design to aid
construction on site. It was suggested that concentrating on design was important,
but that project site and management-based factors must also be considered. The
difficulties surrounding the determination of conceptual boundaries for build-
ability have been discussed in further studies (Bishop 1985; Griffith 1985b). It was
the narrow focus, together with the complexities of the traditional contractual
processes, that led to the diminishing interest in buildability concepts within the
UK construction industry during the late 1980s.

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Developing the concepts of constructability

Whereas in the UK the interaction of design and construction was perceived

predominently as a design orientated concern, in the USA a much broader view
emerged to establish widely ranging concepts termed constructability. In the early
1980s, concern for the cost-effectiveness and quality of the American construction
industry led to the establishment of the construction industry cost effectiveness
project study team. Their report (Business Roundtable 1982) concluded that `the
benefits to be gained from ``good'' constructability [throughout the building
process] are approximately ten to twenty times the cost of achieving it'. The
Business Round Table initiated the establishment of the Construction Industry
Institute (CII) based at the University of Texas at Austin in 1983. Constructability
research has been a focus in CII activity and it was they who first defined
constructability as `the optimum integration of construction knowledge and
experience in planning, engineering, procurement and field operations to achieve
overall project objectives' (CII 1987).
Three research projects during the late 1980s characterise the CII's interest in
constructability. The first study (Tatum et al. 1986) directed attention towards the
contribution that could be made by designer and contractor during the conceptual
planning stage. Three aspects were identified as being important: developing a
thorough project plan; detailing site layout; and considering alternative principal
construction methods. The second study (O'Connor et al. 1986) examined how
construction knowledge could be used to advantage during engineering and
procurement. The suggestions made were: design and procurement should be
construction-driven; designs should be configured to enable efficient construc-
tion; design elements should be standardised and encourage repetition; pre-
assembly works should be scoped to facilitate fabrication, transport and
installation; designs should promote utilisation of resources; designs should assist
construction under adverse weather conditions; and specifications should serve to
simplify construction operations. The third study (O'Connor & Davis 1988)
addressed the potential for good constructability during field operations. This
study identified seven issues important to good constructability and which should
be considered on all construction projects: sequencing of site tasks; temporary
construction systems; use of hand tools; plant and equipment; pre-assembly
needs; temporary support facilities; and post-bid construction preferences.
The CII integrated the information accumulated from these three research
studies into the Constructability Concepts File (CII 1987). In all, 14 concepts were
presented, six for consideration during conceptual planning, seven for
consideration during the design, engineering and procurement stages, and one
concept for consideration during site operations. The essence of the approach is to
consider the Pareto Principle where decisions taken early in a project's life cycle
have greater potential to influence the final outcome of the project. (Fig. 1).
Contributions to constructability research have also been made in Australia
(Hon 1988; Hon et al. 1989). These studies reviewed the contribution of

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Figure 1 Cost influence curve.

constructability consideration within a project management setting. This was

particularly useful since many of the problems seen in the UK studies, arising
from the traditional contractual process, were obviated leading to the identifica-
tion of potential benefits through closer design and construction consideration.
Further research (McGeorge et al. 1992) propounded that constructability must
not just focus on the design and construction relationship, but rather be directed
to examining the total building process and the contribution that constructability
can make throughout the life cycle of a project. McGeorge et al. suggest that
constructability is `the extent to which decisions made during the whole building
procurement process, in response to factors influencing the project and other
project goals, ultimately facilitate the ease of construction and the quality of the
completed project'. They present a three-dimensional model in which partici-
pants to the building process, constructability factors, and project stages, interact
to give good constructability in the building process.
Building on the suggestions of McGeorge, the New South Wales Government,
Australia, developed the Capital Project Procurement Manual (CPPM) (NSW
Construction Policy Steering Committee 1993). The CPPM sets out a detailed
series of constructability considerations under seven principal headings: site fac-
tors; design; construction; employee relations; safety; climatic conditions; and
procurement methods. The manual further encourages these considerations by
incorporating them into an action plan designed to ensure their consideration at
each key stage in the total building process.

Establishing the boundaries of buildability and constructability

In reviewing the evolutionary development of constructability concepts it can be
clearly seen that constructability differs markedly from buildability in terms of its
much wider boundaries. Buildability, as seen through research studies and
practical applications, is a concept which focuses predominently on the influence
that the designer may impart upon the ease of construction on site. Construct-

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ability takes a more holistic perspective, focusing on the consideration of all stages
in the total building process. There is, of course, a very real and major implication
to constructability as a practical concept for application throughout the total
building process. Constructability is fundamentally dependent upon: the client
being committed to its inclusion in project development from the outset; the
efforts of the project team to avidly pursue its principles; and the early and
dedicated involvement of the main contractor. Early commitment to construct-
ability in the project life cycle is also essential as the ability to influence project
success will be greater in the initial stages of project development. When
constructability is considered early and endorsed by the project team its concepts
and principles have the potential to bring tangible benefits to the total building
process. The following section develops this theme further and describes how
principles of constructability have been developed which are applicable to each
stage of the total building process.

THE PRINCIPLES OF CONSTRUCTABILITY

Without doubt, constructability is a complex and multi-faceted phenomenon.

Benefits will only be achieved when there is a better understanding of the con-
tributions to be made by considering constructability both within the stages of the
total building process and within the interface between the stages. Factors that
influence the building process are many and may be generic or project specific and
it is these factors that must be considered if good constructability is to be realised
in any construction project.

Factors influencing constructability

Constructability may be influenced within the following stages and aspects of
construction:

Feasibility, conceptual planning and procurement

Client's corporate objectives; client's project requirements; project strategy;
project priorities ± time, cost, quality; project team selection; definition of rela-
tionships, responsibilities and authority; type of project; location, site conditions
and environment; resources; legislation and regulation; climatic influences; pro-
ject risk; form of contract; contract negotiation; and contract administrative
procedures.

Design
Design concepts; specifications; construction details; task dependency; standar-
disation; tolerances; dimensional co-ordination; and drawings and communica-
tion.

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Construction and management

Construction knowledge; skill base; construction methods; sequencing; resource
deployment; standards and control of quality; organisational structure; manage-
ment and supervisory style; industrial relations; planning and progressing meth-
ods; material procurement; use of plant and equipment; site layout and temporary
facilities; and site safety.

Post-construction
Installation and commissioning; operational requirements; user requirements;
and life cycle provision and maintenance.

Constructability is a concept that must seek to alleviate the difficulties brought

about by the separation and demarcation between the stages of the building
process. Moreover, it must seek to resolve the many problems of performance,
technology and management that arise during each stage. An approach is
necessary which appreciates those many and diverse factors identified in all
construction projects while also accommodating project specific factors and
appreciating the particular culture of the organisations involved.

Constructability principles
Between 1991 and 1993, the CII Australia collaborated extensively with the CII in
the USA to develop a Constructability Principles File appropriate for the Australian
context (CII Australia 1993). The research team evaluated the concepts of
buildability and constructability that had been the subject of research carried out
in the UK, USA and Australia over the last 25 to 30 years against a series of local
case studies and developed a set of principles tailored to the Australian con-
struction industry. The concepts developed consist of a best-practice, how-to-do-
it manual, covering:
1 Implementation advice on how organisations can establish a constructability
programme
2 A flowchart indicating the applicability of principles at each stage in the building
process
3 Executive summaries explaining the principles of constructability
4 The key principles of constructability
5 A database to record examples of the savings made from implementing
constructability.
An important development by the task force is the concept that principles of
constructability are not applied sequentially as the building process develops, but
rather may be developed during several stages. A flowchart was presented which
advises the user which principles are most likely to be relevant at particular stages
in the project life cycle. The constructability file presents 12 overriding principles
which represent the best in current constructability practice and are aimed at
encouraging the project team to apply them, where appropriate, to their project.

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The team may find that some principles directly relate to their project while others
do not, but the goal of the file is to stimulate thought about constructability and
how to make it work. The approach deliberately avoids a checklist approach that
likely stifles creative thought, and instead addresses the difficulties associated with
implementation by indicating the relative importance of each principle at any
particular stage of a typical construction project. The CIIA principles of con-
structability are described as follows:

Integration
Constructability must be made an integral part of the project plan.

Construction knowledge
Project planning must actively involve construction knowledge and experience.

Team skills
The experience, skills and composition of the project team must be appropriate
for the project.

Corporate objectives
Constructability is enhanced when the project team gains an understanding of the
client's corporate and project objectives.

Available resources
The technology of the design solution must be matched with the skills and
resources available.

External factors
External factors can affect the cost and/or program of the project.

Program
The overall program for the project must be realistic and construction-sensitive,
and have the commitment of the project team.

Construction methodology
The project design must consider construction methodology.

Accessibility
Constructability will be enhanced if construction accessibility is considered in the
design and construction stages of the project.

Specifications
Project constructability is enhanced when construction efficiency is considered in
specification development.

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Construction innovation
The use of innovative techniques during construction will enhance construct-
ability.

Feedback
Constructability can be enhanced on similar future projects if a post-construction
analysis is undertaken by the project team.

Application of constructability principles

Integration, construction knowledge and team skills consider the importance of
including the `right' team members from the beginning of the project. Corporate
objectives considers how constructability may be enhanced when the project team
understand clearly both the corporate, as well as project, objectives. Available
resources and external factors address the concern that constructability will often
be affected by factors over which the project team has little control, but that their
potentially detrimental influence can be minimised if identified early. Program
considers the importance of establishing a realistic and construction-sensitive
schedule for the works, one which has been discussed and agreed to by project
team members. Construction methodology, accessibility and specifications are
concerned with issues that should be integrated into the final design and project
documentation. Construction innovation addresses the use of construction
knowledge to improve the effectiveness of site operations. Ideally, the contractor
will have been consulted early in the developmental process to facilitate the input
of his specialist knowledge and experience. Feedback, the final constructability
principle, is concerned with the concept that a construction project evolves
through a somewhat cyclic and cumulative process rather than a mere linear
process, whereby the knowledge gained on the project can benefit subsequent
projects. Two post-construction reviews are recommended, one to evaluate the
effectiveness of constructability decisions, and the second to determine the
operational efficiency of the total project.

Benefits of implementing constructability

Today, construction clients expect their projects to be completed on time, within
budget, and to be of good quality; they demand a high quality of service and real
value for money. Moreover, clients expect the final product to be relatively trouble
free and inexpensive to use and maintain. They require a system that affords them
efficiency and effectiveness throughout the total building process. It is for this
reason, if no other, that constructability concepts and principles have an inno-
vative and significant role to play. The CIIA Australia has proposed a systematic
approach based on four key components which are illustrated in Fig. 2. These are:
acceptance of the cost influence curve; adoption of a corporate program; adoption
of a project level program; and application of the Constructability Principles File.

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Figure 2 Constructability system

(CII Australia 1995).

There are tangible benefits to be gained from implementing constructability in

any building project. Some of these benefits may be manifest, others more
obscure, some quantitative in nature while others are more subjective. Benefits
can also be quite pragmatic, measurable not only in terms of cost, time and
quality, but in terms of the physiological and psychological gains for the building
team members. The benefits of constructability have become well recognised (CII
USA 1987; McGeorge et al. 1992; CII Australia 1993; Griffith & Sidwell 1995)
and may extend across the total building process and include the following: better
conceptual planning; more effective procurement; improved design; better con-
struction methods; more accomplished site management; more effective team-
work; higher job satisfaction; increased project performance; and enhanced
recognition for the participants.

Barriers to implementation
It would be unrealistic and therefore irresponsible to suggest that constructability
can address all the questions, difficulties and problems that confront any and all
construction projects. Creating a building that is easier to construct cannot be the
sole aim of the client (Griffith & Sidwell 1995). Each building project is an
individual and often unique entity which requires, in its formulation, a multitude

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of complex and interactive factors to be considered. What constructability can do,

is to invite the client and building team to consider, perhaps more so than has been
the case in the past, principles which can assist them to create a smoother passage
through the management of the project.
It is clear that the fragmented nature of building and the segregated roles of the
project team, characteristic in traditional building procurement, present inherent
and signifcant barriers to the widespread adoption and developing success of
constructability. Moreover, support is stifled by the obstacles to innovation in
design, technology and management, brought about through: the low level of
awareness; demarcation; the lack of incentives; reticence; and the competitive
stance adopted by construction professionals. Such difficulties and the barriers
they create to the further development and application of constructability con-
cepts are complex and involved and will not be overcome easily. Better building,
through the implementation of constructability, will evolve only from the com-
mitted interest of clients and a concentrated effort towards dissolving barriers and
encouraging teamwork. Constructability can be assisted by clients and supported
by project teams, with a clear direction sought to improve: design approach;
construction techniques; construction management; and use of the finished
product. Constructability must become a creative thinking process throughout the
total building process.

A CASE STUDY EXAMPLE OF CONSTRUCTABILITY APPLICATION

This section presents a recently completed research case study example of con-
structability to exemplify constructability consideration within the building pro-
cess. The example reviewed should not be interpreted as stereotypical of
constructability interest and activity, but rather serve as a persuasive indication of
the propensities of constructability concepts and principles in application. This
case study example of constructability application concerns the procurement,
design and construction of a large public arts and entertainment centre, a state
government initiative in Australia. The brief for the project called for: a 12,000
seat public arena; backstage facilities and storage; public amenities; corporate
suites; and a main foyer and auditorium. Speed of construction was considered to
be the overriding priority of the client as was the effectiveness of construction
techniques and management as the project held considerable public and political
attention at that time. In addition, a project management approach was to be used
for the project. At the recommendation of the client, constructability considera-
tion was to be encouraged throughout the total building process. The benefits of
constructability emerging from this interest were as follows:

Conceptual planning and procurement

As the project was to be completed to a tight programme schedule and restricted
budget, the project management team pursued a novation form of contract ± where
the client employs a designer to develop the design to a certain point, then calls for

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tenders and the successful contractor then completes the design and carries out the
works. For this project, the design consultant developed the design to the point of
novation and then engaged their own subconsultant and a building consultant,
appointed jointly by them and the project management team, to specifically assist
with project methodology and planning. This approach was highly beneficial as the
close interaction between the subconsultant, building consultant and project
management team allowed constructability to be a key feature of their organisation
and planning for the project. Tenders were requested from a number of contractors
and detailed negotiations followed with the lowest bidder.

Design
The selected contractor allowed the project management team to scrutinise the
bid during which the high cost elements could be identified and the opportunity
explored to make cost savings. From this process a range of design and
construction alternatives were suggested, leading to subsequent cost-effective
modifications.

Construction
The project was situated on an area of poor ground. As this was identified early on
in the conceptual planning stage, project management had taken the opportunity
to re-confirm their site investigation survey data such that when the contractor
tendered and subsequently carried out the construction works the nature of the
ground conditions was known with accuracy. Construction methods that had
been considered during the conceptual planning stage were reviewed with the
selected contractor and aspects which would encourage good constructability in
methods and sequencing were incorporated into the site works.

Construction management
A prominent concern of site management was the method and sequence by which
the steel space frame trusses would be set in position for the large span roof. It was
impossible to construct the entire roof at ground level and then lift it into position,
so it was decided to use multiple and co-ordinated crane lifts to raise and sling the
main trusses into position. Specially fabricated working cages were then sus-
pended from the cranes to allow operatives to fix the roof coverings. This method
alleviated the need for temporary working platforms which reduced time and costs
considerably. Special provision for safe working had to be agreed with site labour
and trade unions before the method was implemented.

The benefits of these techniques

The benefits of constructability consideration were clearly visible in this case
study. Constructability concepts and principles had been pursued throughout the
total building process for the arts and entertainment centre, and post-construction
review indicated that the project had been delivered four months ahead of
schedule and with overall cost savings approaching 8% of total budget. This case

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study shows quite unambiguously that there are real benefits to be accrued from
the detailed consideration of constructability.

FUTURE DEVELOPMENTS IN CONSTRUCTABILITY RESEARCH AND

PRACTICE

This review of constructability concepts, principles and practice has shown that
there has, over time, been considerable re-assessment of its form. Interest has
grown from the narrow perspective of buildability to the strategic consideration of
constructability as a valuable management tool to bring real benefit across the
total building process. A truly workable approach to constructability requires
recognition that there are many and diverse factors that impinge upon the building
processes. These factors were presented earlier in this paper. Constructability will
not gain full support within the construction industry until these factors are better
understood and until constructability principles are seen in context with them. To
develop a conceptual approach which appreciates the influence of these factors
and relates them better to constructability will not be an easy task.
Recent research (Chen & McGeorge 1994) states `that many researchers have
recognised the importance of being able to identify all relevant factors . . . this has
been an ideal which has been too complex to model conceptually and therefore
too difficult to implement'. Chen and McGeorge suggest that `the greatest
potential gains will be achieved by better management of information to support
project decision making'. They support a systems approach to examine a three-
dimensional model in which participants, project factors and project stages are
significant to constructability strategies. Further research by Griffith and Sidwell
(1995) presents an outline for developing a constructability strategy at each key
stage of the construction process. This considers many of the factors suggested by
Chen and McGeorge. This approach sought to stimulate creative thought about
the nature of each stage such that important questions and considerations about
the building process would not be missed and to encourage action to be taken by
the respective participants to pursue constructability.
In the strategic consideration of constructability it is likely that future research
and practice might focus on: the more holistic view of constructability to develop
more encompassing strategies to be developed for considering constructability at
each stage in the total building process; the concentration on a fewer number of
factors which influence constructability such that greater reliability can be built in
to the strategies developed; and the formulation of management methods that are
readily adaptable to the individual project situation, including non-traditionally
procured projects.

CONCLUSIONS

It can be seen clearly from this paper that constructability concepts transcend the
total building process. Constructability has a valuable role to play in conceptual

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planning, procurement, design, construction and use. The timing of its imple-
mentation is crucial to its success as the ability to influence the project outcome is
greatest early in the project lifestyle. The application of constructability thinking at
the project's inception will therefore maximise its potential to deliver real benefits.
Constructability will achieve greater success when its concepts and principles
become an inherent and recognised part of the way in which a construction project
is conceived, organised and managed. For benefits to be guaranteed, the project
team led by the client must have a collective project policy which is actively
pursued through a structured programme of measures designed to encourage
constructability from day one of the project's conception.
Three factors are significant to the successful implementation of construct-
ability: first, the conscious perception, drive and commitment of the client; sec-
ond, the earliest possible involvement of construction knowledge, skills and
experience in the building process; and third and perhaps the most important
factor, the collective response and support of all the members of the project team.
Better value for money, improved quality of service and significant savings in
project cost and time are shown to be possible through constructability con-
sideration. A strategic approach in the future will likely see constructability being
focused on a number of key issues within the construction process ± those which
have a significant capability to influence the project outcome. Constructability will
need to be understood fundamentally within the context of these factors if its
concepts and principles are to develop, become applied more widely and have
greater success in the future.

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