Five best practices by the Construction Industry Institute to improve control over project delivery

December 13, 2021 | 4 minute read
Dave Bullard
Senior Director, Product and Industry Strategy
Geoff Roberts
Director of Energy Industry Strategy
Text Size 100%:


Capital efficiency is critical across the entire project lifecycle to ensure organizations do the right projects and do those projects right to achieve the objectives of the enterprise. As a member of the Construction Industry Institute (CII), Oracle Construction and Engineering recognizes the value of CII Best Practice adoption to drive capital efficiency across your capital programs.

Previously we focused on “How implementing CII best practices helps improve project delivery.” Today we are highlighting five of these CII Best Practices.

Project risk assessment

All projects face threats and opportunities that can impact safety, quality, cost, and schedule. Like safety management, project risk cannot be the responsibility of one or a few individuals.

Every team member must feel both responsible and empowered to identify, record, and take proactive action to mitigate risk. When all team members are thinking about risk and have access to a central risk register, more risks will be captured, tracked, and mitigated.

Make sure you are using solutions that provide proactive insights to direct action when needed to mitigate risk, manage expectations, and prevent surprises. A tangible benefit of this level of control is releasing contingency sooner to enable more effective funding re-allocation in alignment with your organization's objectives.

Make sure you are using solutions that provide proactive insights to direct action when needed to mitigate risk, manage expectations, and prevent surprises.

Quality management

Specifications and contracts are the foundation of establishing project requirements to ensure engineering, materials, and construction are right the first time. To be effective and ensure compliance, those initial and changing requirements must be visible to all stakeholders and auditable.

It is critical to leverage solutions in project delivery that can provide access to exactly what expectations have been set, a complete record of changes, and the rational behind those changes, controls that indicate noncompliance, and suggested paths forward to bring the project back into compliance.

Change management

There is probably no process more common to construction projects than change. But the extent of governance and visibility in change management, how data is used to inform decisions, and how costs are tracked can vary greatly project to project and have a huge impact on overall project success and the relationships among the project team.

Effective digital construction project delivery solutions ensure the right people have the right information and impacts on cost and schedule are understood before decisions are made or changes are approved, and provide consisten processes to be followed.

Disputes prevention and resolution

With the massive amount of information generated by projects, a central, collaborative repository to ensure everyone is on the same page can dramatically reduce miscommunication or lags in responses that can lead to delays, back charges, and (ultimately) disputes.

Project data shows that having the whole project team on one central system, thus all accessing the same version of the same document or drawing, dramatically reduces RFIs throughout the project.

The visibility and accountability provided by a central system also makes review cycles such as RFIs more efficient. Reviewers have instant access to the information they need to answer questions and automatic routing eliminates delays or lost documents.

When you bring teams together working toward a common goal, the project is the winner.

Lessons learned

Organizations need to keep moving to survive. It is impossible to learn from one project and apply those learnings to other projects if you can’t baseline or compare your projects.

Oftentimes, lessons learned are a focus only at the beginning and/or end of a project and can be hard to access. A central repository, with meaningful data accessible across the project portfolio, can be invaluable in extracting valuable lessons learned at any time during the project lifecycle and gaining benefit from those learnings, across other projects.

Oracle Construction and Engineering recognizes the need for organizations to get up and running quickly to start gaining the benefits of robust capital program management, including an approach to deploying and integrating these important CII Best Practices.

We leveraged our 20-plus years in capital program management expertise and experience from hundreds of customer implementations around the globe, to develop a quick start solution built on the Primavera Unifier Essentials platform.

Select the processes that best align to your organization’s goals, from the 55-plus prebuilt guided business processes, and Oracle Construction and Engineering will personalize them for you during the two-week system set up so your project and programs can start benefitting right away.

Take a quick tour to learn more about Primavera Unifier Essentials.

Oracle Construction and Engineering, the global leader in construction management software and project portfolio management solutions, helps you connect your teams, processes, and data across the project and asset lifecycle. Drive efficiency and control in project delivery with proven solutions for project controls, construction scheduling, portfolio management, BIM/CDE, construction payment management, and more.

Related posts:

Dave Bullard

Senior Director, Product and Industry Strategy

Geoff Roberts

Director of Energy Industry Strategy

Geoff Roberts is director of energy industry strategy for Oracle Construction and Engineering.

Previous Post

Examining the state of data strategies in construction

Jeff Hojlo | 5 min read

Next Post

The value of unified CPM scheduling and task management in construction

Garrett Harley | 5 min read