CII’s best practices have had beneficial results for CII members and others in terms of safety, cost, and schedule. Indeed, safety has been a signature issue for CII. Safety on the jobsite is important in and of itself but also because it affects other areas such as project performance, workforce development and acquisition. CII member companies that use best practice approaches for safety fare almost seven times better than non-member companies.

Project schedule data are less conclusive and more difficult to define. The CII database indicates that best practices produce fewer results for project schedule than for other parameters. This is an issue because schedule is becoming increasingly important. Companies are under increasing pressure to produce new products, modify existing ones, and develop new processes faster than ever, all of which affect project schedules.

Saudi Aramco is a good model for how best practices produce good results. The company claims to have saved more than $500 million in 2002 at their Herod Gas Plant by incorporating best practices. They achieved such results by dedicating staff to explore the best practices of CII and other organizations and by adapting these to their industry.

It is important to educate the construction industry about the benefits of best practices. To this end, CII has an active program to help members deal with issues such as risk allocation, contracting strategy, and benchmarking. Also, good pre-project planning and good procedures and processes will diminish opportunities for disputes.


Construction Industry Institute (CII). Available online at

CII. Disputes Potential Index, Special Publication 23-3, CII, Austin, Texas, 1995.

CII. Benchmarking and Metrics Implementation Toolkit. Available online at

Dispute Prevention and Resolution Research Team, Dispute Prevention and Resolution Techniques in the Construction Industry, Research Summary 23-1, University of Texas at Austin, Construction Industry Institute, Austin, Texas, 1995.

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