“Preconstruction” has become a common term, but how do preconstruction tasks differ from traditional design-bid-build ones? As a phase of project execution, preconstruction arose from cost estimating. It expanded to include aspects of design where all parties, including the owner, get involved early in planning the project and identifying its full scope. Estimating, however, is still a significant part of any preconstruction process.
This Q&A examines how preconstruction is different than traditional estimating, and how traditional estimators can be developed to serve as preconstruction managers.
Q: What is preconstruction and how is it different than traditional estimating?
A: Preconstruction—which, as the name suggests, happens before site work begins—involves early coordination and planning for complex capital projects. An article, “Estimating the Cost of Risk at Preconstruction,” explains that it includes considerations for “estimation, safety, logistics and scheduling” and “the preliminary risk analysis (PRA) during the preconstruction phase is critical to project success and profit.” Preconstruction services required will vary from project to project, but often a range of managers, superintendents and specialist managers will be part of the preconstruction team. It has become clear that preconstruction has evolved beyond its roots in traditional estimating—and, therefore, it requires different skills for effective implementation.
The article “Preconstruction Services: Add Value with More Than Just Estimating” notes that expectations of a preconstruction estimator extend to “filling in the blanks, defining the scopes of work, assessing alternative materials, systems or methods, and managing the intent of the design team and desires of the owner.” When compared to the traditional design-bid-build approach, this puts the added burden of client expectations alignment on the preconstruction team but also provides them the opportunity for early engagement and the ability to drive continual optimization through the design/constructability phase.
Q: What are the different skills required for preconstruction versus traditional estimating?
A: The key skills and behaviors required for traditional estimating are associated with work quantification and pricing as well as soft skills that often become important for ensuring (or gauging) estimate competitiveness and market engagement. Estimators are expected to be able to count and measure quantities, read drawings and understand specs. When it comes to pricing, they need to be able to recognize complexity, understand means and methods as well as schedules, and evaluate and assign costs. Soft skills include having a basic understanding of contracts, an affinity with numbers, and being meticulous and detail-oriented. Traditional estimators also need to be skilled at maintaining relationships and keeping up with market trends.
In comparison, preconstruction leadership roles are focused less on the mathematical quantification of well-defined construction scopes and more on the ability to be creative and lead a path to proposal development with limited information. When it comes to quantities and pricing, preconstruction leaders are expected to fully understand the numbers, “fill in the blanks” (as previously noted), and challenge the group to implement changes in materials, schedule, means and so on. The preconstruction leader is empowered to drive strategy, review competition and assess risk. They are expected to stay ahead of market trends, not just keep up with them. Similarly, enhanced soft skills are required. A preconstruction manager or superintendent will be observant, responsive, and able to evaluate risk at a high level. They will be able to develop and mentor a team, as well as guide and promote partnerships. Overall, they should take a “generalist” approach, having a broader understanding of the work than traditional estimators would.
Q: Which skills overlap and which ones require careful development?
A: Estimators certainly acquire some of the skills required for the preconstruction leadership role. For example, having the ability to understand and challenge the estimate numbers—without having gone through all the details themselves—is a trait that most seasoned estimators tend to develop. Similarly, experienced estimators usually understand their competition and develop a broad understanding of project risk. While these skills appear to be easily transferred, some of the other items often require an altered perspective.
Two skillsets that require a combination of experience and good historical performance data—as well as a big picture, ongoing approach to innovation—are “filling in the blanks” and challenging the plan. Arguably, experience can be supplemented with the right support team. But the ability to visualize pre-design solutions, not to mention having the risk appetite to be able to budget for these solutions, are traits that require focus and flexibility. Strategic thinking and risk assessment require some business acumen as well as a personal value alignment with the organizational risk position. They also require excellent client communication skills to correctly represent concerns and pitfalls.
People development and mentoring certainly require motivation and leadership training. The preconstruction journey may also force specialist estimators (focused on limited disciplines) to further broaden their capabilities and knowledge to a more multi-discipline approach. Preconstruction roles require long-term vision and often a team approach to attract the right partners, due to the shared risk of a pre-design project. Having a keen interest in staying informed on industry and technological developments is also critical.
Q: How does a firm choose whether to promote internally for preconstruction roles or hire from the outside?
A: While broadening technical skills can be achieved with the right experiential learning, the development of behavioral skills takes more motivation and often structured training/investment. Deciding whether to promote internally or hire from outside should be based on the likelihood of a traditional estimator being able to make the leap. While determining the potential for this will rely heavily on a hiring manager’s evaluation, the job candidate’s demonstration of interest and their own self-assessment can help guide the decision.
Preconstruction roles require skills beyond those of traditional estimators, and many of those skills are behavioral. Some are relatively simple for experienced estimators to acquire, while others need to be intentionally developed as part of a focused human resources effort.Whether hiring from within or outside an organization, it will help to have clearly defined the kinds of knowledge and behaviors preconstruction leaders will need to succeed.
