Preconstruction is often misunderstood. While many firms still treat it as a transactional phase — a checklist of budgets, estimates and approvals — the best-performing contractors recognize it as something far more strategic.
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In the second part of FMI's Labor Productivity Study, we dive into prefabrication. Understanding the current opportunities and challenges with prefabrication can help construction companies understand needed shifts in strategies and business models to successfully integrate it.
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As more market share trends toward collaborative delivery methods, sophisticated preconstruction services are becoming the foremost differentiator for general contractors and construction managers. Firms with strong preconstruction functions are positioned to win a greater share of the work and execute it more profitably than peers.
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Operationally superior organizations are constantly evolving and adapting to changing conditions with clear goals and ways to measure progress. The easiest place to start on continuous process improvement is developing a playbook or standard set of practices. Once those have been implemented for a period of time, review and assess if they’re working.
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To be operationally superior, E&C firms need to develop and implement preconstruction processes that will create a defined game plan before people show up to a job site. Being organized helps retain talent, win business, improve productivity and increase profits.
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