Jeremy Kinsel
Most everyone reading this blog has heard the age-old construction proverb, “measure twice, cut once.” It’s a reminder of the importance of proper planning, including checking the plan once developed, to minimize and eliminate mistakes and oversights during the construction process. The proverb is highly applicable to personal home projects. But is it enough for today’s extremely complicated commercial and industrial projects where hundreds of professionals are often involved? The simple answer is, “no.” Today’s construction planning phase, commonly referred to as preconstruction, demands more.
The Importance of Collaboration and Communication in Preconstruction
A fundamental goal of the preconstruction phase is to build a strong foundation (pun intended) for future construction operations. This phase encompasses a range of activities, including design development, budget management, permitting, scheduling, logistics, procurement, and risk management. It requires detailed discussions and planning between key project team members, including owners, architects, engineers, contractors, suppliers, and end users.
Authentic collaboration among these team members is essential to aligning project goals, optimizing design efficiency, assessing constructability, producing accurate cost estimates, identifying budget constraints, generating an achievable schedule, and recognizing potential roadblocks before construction begins. Effective communication yields a smoother construction process and, ultimately, a more successful project. However, without clear communication and collaboration, the preconstruction process can quickly become fragmented, leading to costly mistakes, construction delays, and finger-pointing.
Common Pitfalls in Preconstruction and How to Avoid Them
Several common pitfalls can hinder the preconstruction process. Awareness of these potential challenges and taking proactive steps to mitigate them benefit all interested parties.
1. Lack of Early Client End User / Interested Party Engagement
An end user or interested party, usually on behalf of the client, is an individual or group with a vested interest in the outcome or success of a project. These can have varying degrees of influence and involvement. Their eventual involvement is inevitable. Delaying their involvement during the preconstruction phase often leads to late design changes, which produce costly budget overruns and scheduling conflicts.
Solution: Engage all key end users and interested parties from the very beginning to integrate their input, interests, and concerns into the planning process. Involving them early ensures consideration of their perspectives and preferences, minimizing changes during construction.
2. Poor Communication and Coordination
It’s been said, “The single biggest problem in communication is the illusion that it has taken place.” Poor communication, miscommunication, or the complete lack thereof between team members will obviously lead to errors, inefficiencies, and project delays.
Solution: Establish the project’s RASCI matrix as soon as possible. RASCI is a project management tool that clarifies roles and responsibilities among all project team members. It identifies who is Responsible, Accountable, Supportive, Consulted, and Informed for every task and ensures that everyone understands their specific role in the project’s success. Set up clear communication channels early, schedule regular meetings, and use project management tools to properly document all communications. This keeps everyone informed and aligned, reducing misunderstandings and the risk of rework and delays during construction.
3. Inaccurate Cost Estimates
Failing to produce an accurate estimate of planned costs will lead to budget shortfalls and financial strain.
Solution: Conduct thorough and informed cost analysis using historical data, supplier input, and market trends to ensure the project’s budget is realistic. Collaboration with key trades during preconstruction also allows for cost-saving design alternatives that maintain project quality and functionality and provide for budget optimization.
4. Insufficient Risk Assessment
James Clear, author of the New York Times #1 bestseller Atomic Habits, has said, “Your success depends on the risks you take. Your survival depends on the risks you avoid.” Construction is inherently risky. We achieve great rewards by embracing this risk. However, failing to plan for and mitigate obvious risks, such as site conditions, material shortages, and regulatory issues, can produce major disruptions during construction, upending a project’s potential success.
Solution: Implement a comprehensive risk assessment strategy at project inception. Consider all potential known and unknown obstacles and develop a dedicated contingency plan for each.
5. Ignoring Constructability Reviews
Specialization is one of the greatest keys to success in modern-day construction. In most cases today, designers excel at designing and builders excel at building. Just as designers typically review the builder’s work during construction to ensure the project follows the design, builders must also review the designer’s work during preconstruction to ensure the design is constructable. Designing without considering construction feasibility can lead to impractical designs that require costly modifications down the road.
Solution: Conduct periodic constructability reviews during the preconstruction phase to ensure the design is practical and cost-efficient to build. Leverage today’s latest digital construction technologies and tools to facilitate real-time design coordination and decision-making.
6. Transition from Preconstruction to Construction
In 2024, a botched baton handoff disqualified the U.S. men’s Olympic 4×100 relay team in the finals. It’s a trend that has become all too familiar as the U.S. men’s team hasn’t medaled in the event since 2004. Transitional “handoffs” from preconstruction to construction are just as vital. Botched handoffs often result in an inferior construction effort due to a loss of key information.
Solution: To ensure the “baton” is passed smoothly, it’s crucial that key personnel remain engaged throughout both phases. By involving construction personnel during the preconstruction phase, reviewing designs, providing constructability feedback, and developing coordinated logistics and safety plans, continuity is produced, reducing the risk of information loss. Additionally, using a centralized project management platform throughout all phases of a project ensures that all project data from preconstruction is available and easily accessible to the construction team, keeping the project on track from start to finish.
Conclusion
The preconstruction phase is always the foundation for any successful project. Collaboration among key project team members is crucial for minimizing risks and maximizing efficiencies. By prioritizing early engagement, transparent communication, and proactive risk management, project teams can avoid common pitfalls and set the stage for a seamless construction effort. Investing extra time and effort during the preconstruction phase ultimately leads to better project outcomes, including reduced costs, timely completions, higher quality, and satisfied clients.
Ready to Build with Confidence?
BE&K Building Group’s preconstruction expertise ensures your project will be built for efficiency, accuracy, and cost-effectiveness. From conceptual estimating to Guaranteed Maximum Pricing (GMP), BE&K leverages today’s cutting-edge technologies to provide real-time insights for clients to make informed decisions. With our expert planners/estimators guiding the way, in concert with our construction operations personnel, we help each client optimize their planned facility’s design, reduce potential costs, and identify opportunities to accelerate their schedule to yield a successful construction effort.
Let’s collaborate to set your project up for success. Contact us today.