IMPLEMENTATION MODEL

+
KNOWLEDGE STRUCTURE

G UIDE

C ONSTRUCTION I NDUSTRY I NSTITUTE™

CII Member Companies

3M ABB Lummus Global

Abbott Laboratories ALSTOM Power
Air Products and Chemicals BE&K
Anheuser-Busch Companies BMW Constructors
Aramco Services Company Baker Concrete Construction
BP Amoco Corporation Bechtel Group
Bayer Corporation Black & Veatch
The Boeing Company Burns & McDonnell
CITGO Petroleum Corporation Burns and Roe Enterprises
Cargill Butler Manufacturing Company
Celanese CCC Group
ChevronTexaco CDI Engineering Group
Conoco Chicago Bridge & Iron Company
Dofasco Day & Zimmermann International
The Dow Chemical Company Dick Corporation
DuPont Dillingham Construction Holdings
Eastman Chemical Company Eichleay Engineers & Constructors
ExxonMobil Corporation Emerson Process Management
FPL Energy Fluor Daniel, Inc.
General Motors Corporation Foster Wheeler USA Corporation
General Services Administration Fru-Con Construction
GlaxoSmithKline Graycor
Huntsman Corporation Hilti Corporation
Intel Corporation Honeywell
Eli Lilly and Company Integrated Electrical Services
NASA Jacobs
Naval Facilities Engineering Command Johnson Controls
Ontario Power Generation Kellogg Brown & Root
Phillips Petroleum Company Kiewit Construction Group
Praxair Kværner
The Procter & Gamble Company M. A. Mortenson Company
Reliant Energy Murphy Company
Rohm and Haas Company PSEG Energy Technologies
Shell Oil Company Parsons Energy & Chemicals Group
Smithsonian Institution Petrofac LLC
Solutia Primavera Systems
Tennessee Valley Authority Rust Contractors
U.S. Air Force Research Laboratory S&B Engineers and Constructors Ltd.
U.S. Army Corps of Engineers SMS Demag
U.S. Department of Commerce/NIST The Shaw Group
U.S. Department of Energy Siemens Westinghouse Power
U.S. Department of State Structural Group
U.S. Steel Technip USA Corporation
Weyerhaeuser Company Walbridge Aldinger Company
Washington Group International
Williams Group International
H. B. Zachry Company
A Guide to the CII Implementation Model
and Knowledge Structure

Prepared by the

Construction Industry Institute

Implementation Strategy Committee

Implementation Resource 166-2

November 2001

Reviewed by CII 3Feb04

© 2001 Construction Industry Institute™.

The University of Texas at Austin.

CII members may reproduce and distribute this work internally in any medium at no cost to internal recipients. CII members are
permitted to revise and adapt this work for the internal use provided an informational copy is furnished to CII.

Available to non-members by purchase; however, no copies may be made or distributed and no modifications made without prior
written permission from CII. Contact CII at http://construction-institute.org/catalog.htm to purchase copies. Volume discounts
may be available.

All CII members, current students, and faculty at a college or university are eligible to purchase CII products at member prices.
Faculty and students at a college or university may reproduce and distribute this work without modification for educational use.

Printed in the United States of America.

Contents

Chapter Page

Executive Summary v

1. Introduction 1

2. CII Implementation Model 3

3. CII Knowledge Structure 9

4. Conclusions 17

References 19

Appendix 1: Knowledge Structure Terminology 21

Appendix 2: Knowledge Structure Development Process 23

29v
Executive Summary

Since its initiation in 1983, CII has performed valuable research and produced
many project management processes and tools that have great potential to improve
the construction industry. However, implementation of CII products has still been
somewhat disappointing. In order to facilitate effective implementation of CII
products, the CII Implementation Strategy Committee (ISC) was formed in 1995
and has focused its efforts to increase the level of implementation of best practices
within CII member companies.

In order to help member companies implement CII products effectively, the CII
ISC has developed the CII Implementation Model which summarizes the needed steps
to effective implementation of best practices. It also sponsored the CII Knowledge Team
that recently developed the CII Knowledge Structure, logically organizing all CII products
and research findings. This document will summarize each of these efforts and provide
guidance to organizations wishing to implement CII products.

The CII Implementation Model contains a foundation and nine building blocks to
help develop an organization’s implementation effort. The foundation and building
blocks are discussed, including key issues that need to be pursued by organizations
wishing to improve implementation of CII products.

One of the biggest complaints concerning implementation of CII products has been
the shear volume of reports and tools and the difficulty with finding the “right practice”
to implement. A logical structure was developed in order to organize CII’s efforts since
1983 and facilitate identification of best practices. This development, called the CII
Knowledge Structure, including CII Best Practices and definitions of terms related to
the Knowledge Structure, is explained in this document. The CII Knowledge Structure
consists of 13 Knowledge Areas that are broken into 47 Focus Areas, which are
further divided into 11 Best Practices, 12 Proposed Best Practices, and 24 Information
Areas. Each Focus Area is supported by various CII products such as tools, products,
and/or references. The Knowledge Structure gives an organization a key mechanism for
supporting its implementation efforts.

31
Chapter 1
Introduction

As a consortium of owners, contractors, and academia, CII has performed much

valuable research since its initiation in 1983. In spite of the tremendous potential of
many of its findings, implementation of CII products has been somewhat disappointing.
Barriers exist, and CII has worked to identify barriers that inhibit innovation and
change and contribute to slow industry progress (CII, 1995). Identified barriers
to implementation include:

• low familiarity with best practices

• lack of commitment to best practices

• limited emphasis on training and education of best practices

• failure to integrate new ideas and recommendations into organization’s

procedures

• limited benchmarking of costs and benefits

• lack of innovation within the industry due to risk aversion.

CII has also addressed implementation as being one of six distinctive core
competencies in its strategic plan: (CII, 2001)

CII is implementation driven. CII acts as a focal point for collecting from
the worldwide construction industry state-of-the-art concepts and practices
for improving the quality and the cost effectiveness of the capital investment
process. CII is the key in transferring this information for the benefit of the
members. CII continuously seeks to support adoption and implementation of
best practices by the members.

In order to facilitate effective implementation of CII products and overcome

implementation barriers, the CII Implementation Strategy Committee (ISC) was
formed as a standing committee in 1995 to address this core value. One of its first
tasks was to develop an “Implementation Model” to assist organizations wishing
to implement CII products.

1
1. Introduction

The CII Implementation Model contains a foundation and nine recommendations

for an organization to pursue in implementing best practices. This Implementation
Model will be discussed in detail later in this document.

In spite of ongoing efforts to improve implementation of CII products, many CII

member companies are still struggling to apply CII products on real world projects. It
is especially hard for a new member organization to identify “best practices” of CII and
how to implement them. In addition, many people have defined CII best practices in
different ways even among CII member companies. Until recently, there was no “official”
list of CII best practices and the need for a process to identify CII best practices was
identified as a key development by the CII ISC.

To resolve this problem and increase the level of implementation of CII products, the
CII ISC suggested the need for developing a well-organized structure of CII knowledge. As
a result, the CII Knowledge Structure was developed in order to enhance implementation.
All products developed by CII are included in this Knowledge Structure, which is
discussed after the presentation of the Implementation Model.

2
Chapter 2
CII Implementation Model

CII encourages comprehensive, effective use of proven CII products by member

companies. Implementation of CII Best Practices is driven by the member companies
and supported by CII. Upon joining CII, each member organization makes a
strong commitment to improve its business performance through the adaptive
use of CII products.

Use the CII Implementation Model to craft your organization’s

implementation effort.

To help member companies implement CII products, including best practices,

effectively, the CII ISC has developed an Implementation Model that specifies the steps
of implementing a CII product as illustrated in Figure 1.

Celebrate Success
Measure Results
Product Implementation
Product(s) Training
Product Champions/Review Boards
Implementation Plan & Goals
Self Audit
Corporate Implementation Champion
Corporate Commitment

CII Products CII Support Benefit/Cost Data

Figure 1. CII Implementation Model

3
2. CII Implementation Model

These steps follow the traditional plan-do-check-act continuous improvement model.

The building blocks of the implementation model are as follows:

1. A Foundation of CII Products, Support, and Benchmarking and Metrics Data. CII
products include implementation resources, research summaries and educational
materials that can be used to assist individuals in process improvements. The
products, including CII Best Practices, are discussed in more detail in the next
section. CII also provides programs such as staff assistance, the Experienced
User program, and Implementation Champions to facilitate implementation
within and across CII companies. The CII Benchmarking and Metrics program
provides project performance and process use metrics to assist organizations in
understanding improvement opportunities.

2. Corporate Commitment. Any effective corporate implementation effort must

begin with a clear and strong management commitment to improve. This
commitment may include:

• A statement that clearly informs employees what the organization expects

relative to implementation of CII products

• Directives and resources to implement specific CII products into existing

processes, procedures and practices within the organization

• Implementation of CII Best Practices incorporated into employee performance

reviews with specific usage targets

• Use of the Implementation Model as a guide.

3. Corporate Implementation Champion. A corporate Implementation Champion

(IC) guides and directs implementation of CII products to maximize organizational
benefits. Essential duties of the IC include:

• Providing leadership to identify the greatest corporate improvement needs and

directs resources to achieve maximum benefits

• Facilitating communication of implementation benefits, successes, and

opportunities

4
 2. CII Implementation Model

• Spreading knowledge by enhancing the awareness and availability of CII Best

Practices within the organization

• Objective measurement of the results of using CII Best Practices.

4. Self Audit. Self audits should be performed periodically to determine the

practices that are done well and those that are done poorly in order to identify
opportunities for improvement.

• Determine which CII products have been implemented and the degree to
which each has been implemented.

• Use tools to make the self-auditing process efficient and consistent (e.g.,
CII IR 166-3, Implementation of CII Best Practices: Summaries and A
Self-Assessment Guide).

5. Implementation Plan & Goals. In order to implement CII products effectively,

an implementation plan should be developed and target goals set by which to
measure success. The plan and goals should:

• Be based on corporate vision, identifying specific corporate goals for the

use of CII Best Practices.

• Select strategies and formulate specific implementation steps.

• Focus on integrating CII Best Practices into the organization’s processes,

procedures, and culture.

6. Review Boards/Product Champions. In order to determine which practices and

products to adopt, a review board facilitates review of CII and other practices
and based on an understanding of the organization makes recommendations
for adoption. Product champions are then assigned to facilitate implementation
of the specific product.

Among the duties of the Review Board:

• Determine which CII Best Practices (or other practices) are applicable
to their organizations.

5
2. CII Implementation Model

• Recommend specific application of the CII Best Practices within the

organization’s business process for capital development projects.

Among the duties of a Product Champion:

• Is selected early in the review process to facilitate the understanding of

a specific CII Best Practice.

• Frequently serves as the overall manager of the implementation process for

the selected CII Best Practice.

7. Product(s) Training. Effective implementation must be accompanied by

training developed specifically for the practice to be implemented. This
training should:

• Provide knowledge necessary for successful implementation, including

company specific processes and practices.

• Include all key stakeholders of the project team impacted by the Best
Practice being implemented.

• Use CII resources available to support training.

• Have adequate resources to achieve the implementation goal.

8. Product Implementation. The product/practice must be implemented. It is

recommended that this occur on a pilot application basis with a good mechanism
for measurement. Recommendations include:

• Select CII Best Practices for implementation based on potential for improvement
in an organization or project.

• Identify possible barriers and plan enablers to counter barriers.

• Provide leadership, communication, resources, and support to make sure that

the effort is a fair test of the product or practice.

6
 2. CII Implementation Model

9. Measure Results. As in the case of implementation of any new tool, technique,

or product, results must be measured to make sure that the effort is worthwhile.
Suggestions include:

• Use the same techniques that were used during the self audit.

• Measure both utilization of Best Practices and impact of use.

• Participate in surveys conducted by CII Benchmarking and Metrics Committee

or other benchmarking services — the results will give comparison of your
efforts with those of other organizations.

10. Celebrate Success. To effectively integrate the practices into the corporate culture
and to inculcate a culture of implementation, celebration of success is an effective
tool. Recommendations include:

• Recognize and publicize successes in the implementation process in order to

reinforce the usefulness of the process.

• Use media such as newsletters, intranet sites, team meetings, and organization
process documentation to publicize successful implementation.

Systematically applying these building blocks and using the solid foundation
of support that CII provides will improve implementation efforts. The next
section will outline CII products that can provide an excellent starting point for
implementation efforts.

7
Chapter 3
CII Knowledge Structure

In 1998, the CII ISC identified the need to categorize CII studies and products in
order to facilitate implementation. A subcommittee was formed with representation from
all the CII standing committees, and the CII Knowledge Structure was developed through
a series of meetings in 1998 and 1999. Core terminology was defined concurrently with
completion of the development of the CII Knowledge Structure. Finally, the Knowledge
Structure was approved by the CII Executive Committee. Associated terminology is given
in Appendix 1. The development process is shown visually in Appendix 2.

The CII Knowledge Structure is the overall body of CII knowledge

arranged in topological form. It provides an easy mechanism for finding
and using CII products.

The CII Knowledge Structure is broken into 13 Knowledge Areas. A Knowledge Area is
defined as logical grouping of CII topical areas and reflects project phases or specific topics,
project management techniques or issues. The 13 CII Knowledge Areas are:

• Front-End Planning • Project Processes

• Design • Project Controls
• Procurement • Contracts
• Construction • Safety, Health and Environment
• Startup and Operation • Information/Technology Systems
• People • Globalization Issues
• Organization

Each of the Knowledge Areas is further broken into Focus Areas and supported by
CII products as illustrated in Figure 2 (next page). All existing CII products including
research summaries, research reports, implementation resources, education modules,
and videotapes are categorized into appropriate Focus Areas under the CII Knowledge
Structure. A total of 47 Focus Areas have been identified to date.

A Focus Area is defined as a distinct area of CII research emphasis that has led
to research publications/products.

9
3. CII Knowledge Structure

A Knowledge
Area

Focus Areas

Tools Supporting Products References

Figure 2. Base Structure of CII Knowledge Structure

Each Focus Area is generally supported by tools, supporting products, and/or

references. Tools are products supporting implementation that require user interaction
and result in decisions, conclusions, and/or outcomes. Supporting products are summaries
of research or educational materials that support implementation or understanding
of the subject. Research Summaries predominate under this classification. References
include source or background materials that provide information about the topic
including research reports and videos. Research Reports typify CII products that
are considered as references.

Among the 47 Focus Areas identified, some are more often implemented by CII
member companies than others. Accordingly, those practices that are commonly
utilized typically have greater impact on the organizational success. Therefore,
three categories of Focus Areas were developed based on product support and
usage as described below.

Each Knowledge Area is subdivided into Focus Areas that include Best Practices,
Proposed Best Practices – Pending Validation, and/or Information. A CII Best Practice
is defined as a process or method that, when executed effectively, leads to enhanced
project performance. A CII Proposed Best Practice – Pending Validation is defined as

10
 3. CII Knowledge Structure

a process or method that may become a CII Best Practice, but has not yet completed
the validation process. An Information Focus Area includes investigation results that
provide findings and/or reports, but does not provide processes or methods. To determine
whether a Focus Area falls into one of these three areas, the Knowledge Team developed
a Best Practice Screening Process that outlines the method of qualifying best practices.
This process is explained in detail later in this chapter.

Each Best Practice and Proposed Best Practice is supported by tools, products, and
references, while each Information Focus Area is supported by products and references
only. In order to implement a Best Practice, there must be access to and an understanding
of the associated tools and products. The reference materials only provide high level
information about the Focus Area.

Figure 3 graphically illustrates the CII Knowledge Structure. Each of the 13

Knowledge Areas is supported by Focus Areas that are further supported by tools,
products, and/or references. Definitions of terms used in the Knowledge Structure
are available in Appendix 1.

CII Knowledge
Area (KA)

CII Proposed Best

CII Best Practices – Pending
Practices Validation Information Areas

• Tools • Tools • Supporting Products

• Supporting Products • Supporting Products • References
• References • References

Figure 3. CII Knowledge Structure, Breakdown of Focus Areas

11
3. CII Knowledge Structure

As of December 2000, the CII Knowledge Structure had 47 Focus Areas under 13
Knowledge Areas, which were broken into 11 CII Best Practices, 12 CII Proposed Best
Practices, and 24 Information Areas as summarized in Table 1.

Table 1. CII Knowledge Structure Summary (As of December 2000)

Knowledge Areas Best Practices Proposed Best Practices Information

1. Front-End 1.1 Pre-Project Planning 1.3 Early Estimating
Planning 1.2 Alignment
2. Design 2.1 Constructability 2.3 Piping Design
2.2 Design Effectiveness 2.4 Design Standards
2.5 Cost Effective Engineering
3. Procurement 3.1 Materials 3.2 Supplier Relationships
Management
4. Construction 4.1 Competition
5. Startup and 5.1 Planning for Startup
Operation 5.2 Design for
Maintainability
6. People 6.1 Employee Incentives 6.3 Attract & Maintain Skilled
6.2 Management of Workers
Education and 6.4 Craft Productivity
Training 6.5 Multi-Skilling
7. Organization 7.1 Team Building 7.3 Organizational Work
7.2 Partnering Structure
7.4 Leader Selection
8. Project Processes 8.1 Quality Management 8.2 Implementation of 8.4 Small Projects
Products 8.5 Benchmarking and Metrics
8.3 Lessons Learned
9. Project Controls 9.1 Change Management 9.2 Work Packaging
9.3 Cost & Schedule Control
10. Contracts 10.1 Disputes Resolution 10.2 Managing Workers’ 10.3 Project Delivery Strategies
Compensation 10.4 Contract Strategies
10.5 Use of Project Incentives
10.6 Risk Management
11. Safety, Health, 11.1 Zero Accidents 11.2 Environmental
and Environment Techniques Remediation
Management
11.3 Design for Safety
12. Information/ 12.1 Automated Identification
Technology The Knowledge Structure shown here is 12.2 Electronic Data
Systems accurate for the date indicated. Because the Interchange (EDI)
Knowledge Structure is frequently updated, 12.3 Computer-Aided Design/
Drafting
the current version may differ slightly from
12.4 FIAPP
this depiction. The current version is shown 12.5 Wireless Technology
on the CII Web site at: 12.6 Automation and Robotics
13. Globalization http//construction-institute.org/ 13.1 International Standards
Issues services/catalog/know.cfm 13.2 Global Construction
Industry

12
 3. CII Knowledge Structure

In order to determine the right category for each Focus Area and to support future
updating of CII’s knowledge base, the Knowledge Team developed a Best Practice
Screening Process as summarized in Figure 4.

CII Best
Practice

STOP
CII Proposed
Best Practices NO
(Pending
Validation) Validation through (one of
Member
Rigorous Post-
BM&M Acceptance,
Research
Validation Use, and
Validation
Validation

STOP

NO

Information Comprehensive and overwhelming

research study/finding
STOP

NO

Defined Process/Method
- Steps and activities

CII Focus
Area

Figure 4. Screening Process for CII Best Practices

13
3. CII Knowledge Structure

The best practice screening process starts with investigating whether a CII Focus
Area includes a defined process or a method that describes steps and activities. If not, it
is categorized under “Information.” If it includes a process or method, the question of
whether there has been comprehensive and overwhelming research study is examined. If
the answer is no, it also falls under “Information.” To become a CII Best Practice, it has
to be validated through one of three criteria. If it passes any one of these criteria, then it is
considered as a CII Best Practice. These three criteria include:

1. BM&M validation
2. Member acceptance, use, and validation
3. Rigorous post-research validation

If a Focus Area fails to pass this step, it is categorized under “CII Proposed
Best Practices – Pending Validation.” All products falling into this category may
become a “CII Best Practices” at a later date or move back to the “Information”
category based on an annual review.

A CII Best Practice is defined as a process or method that, when

executed effectively, leads to enhanced project performance.

CII Best Practices identified to date include:

• Pre-Project Planning • Partnering

• Alignment • Quality Management

• Constructability • Change Management

• Design Effectiveness • Disputes Resolution

• Materials Management • Zero Accidents Techniques

• Team Building

14
 3. CII Knowledge Structure

The three Focus Area types (CII Best Practices, CII Proposed Best Practices – Pending
Validation, and Information) were categorized based on the extent of development
and usage within CII. This characterization does not diminish the importance of any
of the Focus Areas that have been identified. Each area has been the subject of at
least one CII research investigation.

Figure 5 shows an example of one of the 13 Knowledge Areas, Front-End Planning.

Within each Focus Area, the products are listed in reverse chronological order; that is,
the most recently published material is listed first, followed by older material in order of

1. Front-End
Planning
(CII Knowledge Area)

1.1 Pre-Project 1.2 Alignment 1.3 Early

Planning (CII (CII Best Practice) Estimating (CII
Best Practice) Proposed Best Practice
– Pending Validation)

• Tools • Tool • Tools

IR 155-2, IR 113-2, SP 39-2 IR 113-3 IR 131-2, IR 131-3, IR 131-4
• Supporting Products • Supporting Products • Supporting Product
RS 113-1, RS 39-1, EM 39-21, RS 113-1, RS 12-1, EM 113-21 RS 131-1
EM 39-20
• Reference • Reference
• References RR 113-12 VC-803
RR 113-11, SD-105, SD-102,
SD-94, SD-45, VC-605, VC-601,
VC-510, VC-410

Legend:
SP/IR: Special Publication or Implementation RS: Research Summary
Resource EM: Education Module
SD/RR: Source Document or Research Report
VC: Video Cassette

Figure 5. Example Knowledge Area: Front-End Planning, Three Focus Areas

15
3. CII Knowledge Structure

publication. If an organization wishes to implement pre-project planning, for instance,

the tools are listed first, followed by research summaries and education materials, and
then any research reports and videos.

The Knowledge Structure will be reviewed annually and revised as appropriate.

The revised structure will be kept in the CII Catalog on the CII Web site. It is
envisaged that the overall framework will remain the same and only the details
will change over time.

16
Chapter 4
Conclusions

The CII ISC has continuously tried to help member companies implement the right
CII products in a logical, structured, and efficient manner so that they can gain the
greatest benefit from implementation. Three recommendations are given below to
organizations wishing to improve their implementation efforts.

1. Use the CII Implementation Model as a basis to develop an

implementation program within your organization.

The CII Implementation Model specifies building blocks for implementing CII
products. These building blocks include:

• A foundation of CII products, support, and benchmarking and metrics data

• Corporate commitment

• Corporate implementation champion

• Self auditing

• Implementation plan and goals

• Product champions/review boards

• Product(s) training

• Product implementation

• Measurement of results

• Celebration of success

2. Use the CII Knowledge Structure to identify Best Practices to adapt

within your company.

The CII Knowledge Structure currently consists of 13 Knowledge Areas that

are divided into 47 Focus Areas and include 11 Best Practices, 12 Proposed Best
Practices, and 24 Information Areas. Each focus area is supported by various
CII products such as tools, products, and/or references for the implementation
organization to use in its efforts.

17
4. Conclusions

The CII Knowledge Structure can be utilized in many ways. It can be used for
implementation assistance by providing a way of finding CII Best Practices and other
related products. The CII catalog has already been revised using this structure in
order to help members easily locate products. Consistent terminology will help with
communication among practitioners. The CII Knowledge Structure will be reviewed and
updated on an annual basis as new products emerge.

3. Implement CII Best Practices within your organization.

Eleven CII Best Practices have been identified thus far and the list will continue
to evolve. At a minimum, organizations should seriously consider adopting the CII
Best Practices as outlined below.

• Pre-Project Planning • Partnering

• Alignment • Quality Management

• Constructability • Change Management

• Design Effectiveness • Disputes Resolution

• Materials Management • Zero Accidents Techniques

• Team Building

18
References

1. Barriers to Implementation of CII Concepts: An Overview, Research Summary

42-1, Construction Industry Institute, Austin, TX, August 1995.

2. Smith, G. R., “Barriers to Implementation,” A Report to the Construction

Industry Institute, Research Report 42-11, The Pennsylvania State University,
September 1995.

3. Implementation of CII Best Practices: Summaries and A Self-Assessment Guide,

Implementation Resource 166-3, Austin, TX, expected March 2002.

4. Value of Best Practices Report, BMM 99-3, Construction Industry Institute,

Austin, TX, July 1999.

19
Appendix 1
Knowledge Structure Terminology

Knowledge Structure – Overall body of CII knowledge arranged in topological form.

Knowledge Area – Logical grouping of CII topical areas. Knowledge Areas reflect
project phases or construction issues.

Focus Area – A distinct area of CII research emphasis that has lead to research
publications/products.

Best Practice – A process or method that, when executed effectively, leads to enhanced
project performance.

Proposed Best Practice – Pending Validation – A process or method that may become a
CII Best Practice, but has not yet completed the validation process.

Information – Investigation results that provide findings and/or reports, but do not
provide processes or methods.

Tools – A product supporting implementation that requires user interaction and results
in decisions, conclusions and/or outcomes.

Reference – Source or background materials that provide information about the topic
including research reports and video. Research Reports typify CII products that
are considered references.

Supporting Product – Summaries of research or educational materials that support

implementation or understanding of the subject. Research Summaries predominate
under this classification.

21
Appendix 2
Knowledge Structure Development Process

Assemble CII Knowledge Team

Revise the CII Product Catalog
Brain Storming

Literature Reviews Restructure the Catalog

CII Product Information Finalized Knowledge Structure

Develop Preliminary Structure Develop Best Practices Screening Process

Refined through several meetings Needs to Classify Focus Areas

Feedback from Other Committees Inputs from Other Committees

Finalize the Knowledge Structure Categorize CII Products

Review CII Products Inputs from Academia and Industry

Review Sales Records

Define Terminologies

23
Implementation Strategy Committee

Virgil L. Barton, Bechtel Inc., Co-Chair

Robert J. Beaker, General Motors Corporation

Eddie Echerd, E. I. du Pont de Nemours & Co., Inc.

C. Jerome Eyink, Anheuser-Busch Companies, Inc., Co-Chair

John Freeman, Ontario Power Generation

* G. Edward Gibson, Jr., The University of Texas at Austin

Donald G. Giles, U.S. Steel

Richard A. Gordon, Dofasco, Inc.

Chris W. Hyvonen, Kiewit Industrial Company

James R. Jackson, Naval Facilities Engineering Command

Gregory A. Kanteres, Solutia Inc.

** SangBum Kim, The University of Texas at Austin

Leonard R. Layne, Rust Constructors Inc.

John P. Spray, Day & Zimmermann International, Inc.

William C. Stamper, National Aeronautics & Space Administration

* Principal Author

** Contributing author outside of the committee, graduate student

25
 Previous Members of Implementation Strategy Committee

Carlo F. Aiello, Union Carbide

Gerard P. Albers, Texaco, Inc.

Douglas M. Bennett, Dick Corp.

Max L. Bruce, Texaco, Inc.

J. Wayne Champion, Rust Constructors, Inc.

Rae Ann Dougherty, Intel Corporation

James O. Faulk, E. I. du Pont de Nemours & Co., Inc.

Thomas R. Gallatin, Kværner

Robert Germinder, Jr., Black & Veatch Pritchard, Inc.

R. J. Jessop, Ontario Power Generation

William W. Lewis, Black & Veatch Pritchard, Inc.

James R. Lowe, Weyerhaeuser Company

E. T. Luksich, SMS Demag Inc.

J. Gary Mandel, Kværner

John P. Northrup, General Motors Corporation

Jackson D. Penley, Fluor Daniel

M. L. Rich, Kellogg Brown & Root

Marvin S. Rosen, Exxon Research & Engineering Co.

Peter S. Van Nort, Raytheon Engineers & Constructors

Thomas J. Walsh III, Walsh Construction Co.

David W. Walter, ExxonMobil Research & Engineering Co.

J. Lowell Wiles, Fluor Daniel

26
 Construction Industry Institute
The University of Texas at Austin
3925 West Braker Lane
Austin, TX 78759-5316
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I MPL E ME N TA TI ON R E SOU RC E 166-2