Preproject-planning process for capital facilities

Edd Gibson, J. H. Kaczmarowski, H. E. Lore

Research output: Contribution to journalArticle

55 Citations (Scopus)

Abstract

Preproject planning is defined as the process of developing sufficient strategic information for owners to address risk and decide whether to commit resources to maximize the change for a successful capital facility project. Preproject planning - also known as feasibility analysis, conceptual planning, and front-end planning - is at the interface between business and engineering. It is an owner's responsibility that it be performed adequately; however, many preproject-planning functions are performed by engineering consultants. Members of the engineering profession must be aware of its implications and requirements. This article presents results from an on-going investigation of preproject planning. The concept and definition of preproject planning are discussed. A validated process map describing the major subprocesses of preproject planning is presented and a brief narrative describing each is given. Key preproject-planning principles discovered during the course of the research project are outlined and conclusions concerning the preproject planning process are presented.

Original languageEnglish (US)
Pages (from-to)312-318
Number of pages7
JournalJournal of Construction Engineering and Management
Volume121
Issue number3
DOIs
StatePublished - Sep 1995
Externally publishedYes

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Planning
Planning process
Industry

ASJC Scopus subject areas

  • Civil and Structural Engineering
  • Industrial and Manufacturing Engineering
  • Building and Construction

Cite this

Preproject-planning process for capital facilities. / Gibson, Edd; Kaczmarowski, J. H.; Lore, H. E.

In: Journal of Construction Engineering and Management, Vol. 121, No. 3, 09.1995, p. 312-318.

Research output: Contribution to journalArticle

Gibson, Edd ; Kaczmarowski, J. H. ; Lore, H. E. / Preproject-planning process for capital facilities. In: Journal of Construction Engineering and Management. 1995 ; Vol. 121, No. 3. pp. 312-318.
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