S S S E E E A A A B B B E E E E E E
C C C R R R E E E W W W L L L E E E A A A D D D E E E R R R ' ' ' S S S H H H A A A N N N D D D B B B O O O O O O K K K
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i
FOREWORD
This Seabee Crewleader's Handbook (CLH) is the Third Edition of the single document most widely used today for construction planning and execution by the men and women of the Naval Construction Force (NCF). Based primarily on the Naval Mobile Construction Battalion Operations Officer Handbook, this handbook was prepared by the Seabee Readiness Division of the Naval School, Civil Engineer Corps Officers (CECOS), Port Hueneme, California.
Like its predecessor, this handbook is designed for NCF crewleaders who want a dependable and comprehensive guide for construction planning and execution. While it is intended to be the primary tool for construction planning and execution, it is only one of many references useful to the crewleader. The references noted in this handbook should be reviewed for more specific direction. The crewleader is expected to insert the most current and relevant directives to make the handbook more specific to their unit's requirements.
The role of the Seabee crewleader is a very challenging. The crewleader is an estimator who meticulously identifies the materials, tools, equipment and labor resources required to complete a project. The crewleader is an astute scheduler and who develops a workable construction plan.
The crewleader is a skilled technician who develops and implements safety, quality control and environmental plans. The crewleader is a visionary who coordinates the people, materials, tools and equipment to execute the daily construction effort. The crewleader is a conscientious shepherd of government funds who spends frugally and protects and properly uses tools, material and equipment. The crewleader is an administrator who maintains detailed construction logs and accurate timekeeping and provides construction status reports to the chain of command. Lastly, the crewleader is an accomplished leader who motivates and cultivates our most valuable resource, our people.
The crewleader interfaces with many people within and outside of the Seabee unit on a daily basis. Crewleaders must understand every facet of their construction organization, especially their own responsibilities to that organization. The CLH discusses these responsibilities and provides guidelines for accomplishing the many tasks required of a crewleader. It is written for crewleaders and their chain of command. Although it is developed around the Naval Mobile Construction Battalion construction organization, it serves as a guide for all NCF units to plan and execute construction tasking.
Although much is new in the CLH including the redesigned cover, much remains the same.
Users of the previous edition should replace it with this one. The primary changes center on the new Seabee Construction Management software, CBCM 7.0. Also, many updates come from the revised OPSO Handbook and comments from the fleet.
CECOS was chartered by the NCF Executive Steering Committee to develop and maintain construction planning and execution tools. The by-products of CECOS's efforts are this handbook, Seabee Construction Management (CBCM) computer software and formal courses of instruction. Submit recommendations for change to the Seabee Readiness Division. Use the Change Recommendation form or submit an email to [email protected].
ii
The NCF Operations Quality Leadership Board (QLB) has adopted many changes in the way that Seabees do business on their projects which are reflected in this edition of the Seabee CLH.
Listed below are the major changes to this handbook:
-More detailed information on Project Visitors and Readiness for Deployment Evaluations.
-Incorporation of new Safety practices including, Operational Risk Management (ORM) and Risk Assessment Codes (RAC).
-Adoption of Three Phase Quality Control, how it works and the proper documentation.
-Shift of initial project planning to the deployed battalions or regiments.
-Addition of a chapter dealing with Tool Management.
-Revision of the chapter giving an introduction to Seabee Construction Management (CBCM) project management software.
-Addition of Glossary of Terms
For additional information or copies of this handbook, contact CECOS Seabee Readiness Division at DSN 551-5655 or Commercial (805) 982-5655. Pocket (cargo pocket) size copies are available upon request. For written correspondence, the address is;
Naval School
Civil Engineer Corps Officers 3502 Goodspeed Street, Suite 1 Port Hueneme, California 93043-4336
REFERENCES:
COMSECONDNCB/COMTHIRDNCBINST 11200.1, NMCB Equipment Management COMSECONDNCB/COMTHIRDNCBINST 4355.1, NCF Quality Control Program COMSECONDNCB/COMTHIRDNCBINST 4400.3, Seabee Supply Manual
COMSECONDNCB/COMTHIRDNCBINST 5100.1, NCF OSH Manual
COMSECONDNCB/COMTHIRDNCBINST 5200.2, NMCB Operations Officer Handbook COMSECONDNCB/COMTHIRDNCBINST 5312.1, Procedures for NMCB Timekeeping Means Building Construction Cost Data
NAVFAC P-405, Seabee Planner’s and Estimator’s Handbook Title 29, Code of Federal Regulations, Part 1926 (29 CFR 1926) NAVFAC P-445, Construction Quality Management Program
iii
TABLE OF CONTENTS
Page
Foreword i
Table of Contents iii
List of Figures and Examples vii
Project Package Forms (alphabetical listing) x
Project Package Forms (by page number) xii
Chapter 1: Construction Management Overview 1.1 Introduction
1.2 The Operations (Ops) Department 1.3 Initial Project Planning
1.4 Preliminary Deployment Planning 1.5 Detailed Project Planning
1.6 Assignment of the Planning and Estimating (P & E) Team 1.7 Reviewing the Plans and Specifications
1.8 The Construction Team Chapter 2: Estimating 2.1 Introduction 2.2 Activity Listings 2.3 Material Estimating
2.4 Manday Estimating and Durations 2.5 Tools and Equipment
2.6 Construction Activity Summary (CAS) Sheets Chapter 3: Construction Scheduling
3.1 Introduction
3.2 Rough Level II Barcharts 3.3 Logic Network
3.4 The Basic Schedule (Forwards and Backwards Pass) 3.5 Total Float
3.6 Free Float 3.7 Critical Path 3.8 Different Logic Types
3.9 Computer Generated Networks 3.10 Level III Barcharts
3.11 Resource Leveling 3.12 Level II Barcharts
iv
Chapter 4: Job Site Management 4.1 Introduction
4.2 Material 4.3 Tools 4.4 Equipment 4.5 Job Site Appearance 4.6 Visitors
4.7 Field Offices 4.8 Standard Project Sign 4.9 Initial Set Up
4.10 Evaluations and Management Visits 4.11 Job Site Layout Sketch
Chapter 5: Material Management 5.1 Material Management Overview 5.2 Homeport Responsibilities 5.3 Deployment Responsibilities 5.4 MLO Assistance
Chapter 6: Tool Management 6.1 Introduction
6.2 Planning 6.3 Accountability 6.4 Maintenance
6.5 Changes to Tool Kits and the TOA Chapter 7: Equipment Management 7.1 Introduction
7.2 Scheduling for Equipment 7.3 General Requirements 7.4 First Echelon Maintenance 7.5 Preventive Maintenance Chapter 8: Project Execution 8.1 Introduction
8.2 Construction Activity Summary (CAS) Sheet 8.3 Level III Barcharts
8.4 Two Week Schedules 8.5 Requesting Resources 8.6 Crew Briefings 8.7 Progress Monitoring 8.8 Regaining the Schedule
8.9 Meeting the Scheduled Project Completion Date 8.10 Effective Manpower Utilization
v
Chapter 9: Project Monitoring 9.1 Introduction
9.2 Time cards 9.3 SITREP Input 9.4 Barcharts
9.5 Situation Reports (SITREP) 9.6 Photographic Coverage Chapter 10: Environmental 10.1 Environmental Law 10.2 Definitions
10.3 HAZMAT/HAZWASTE Planning 10.4 Spill Response
10.5 Conclusion Chapter 11: Safety 11.1 Safety Overview 11.2 Mishap Prevention 11.3 Safety Responsibilities 11.4 Project Safety Plan 11.5 Daily Safety Lectures 11.6 Safety Training 11.7 Electrical Safety 11.8 Asbestos Operations 11.9 Respiratory Protection 11.10 Hazardous Materials
11.11 Safety Items Required on the Job Site 11.12 Job Site Safety Checks
11.13 Operational Risk Management (ORM) Chapter 12: Quality Control
12.1 Introduction 12.2 Ensuring Quality 12.3 ROICC Interface
12.4 Pre-construction Conferences (Precons) 12.5 Red-line Drawings
12.6 Material Testing and Inspection 12.7 Other QC Forms
vi
Chapter 13: Project Turnover 13.1 Introduction
13.2 Project Status at Turnover 13.3 Material Status at Turnover 13.4 Project Turnover
13.5 Project Percent Complete at Turnover 13.6 Continuity of WIP Curve
13.7 Turnover Conference Chapter 14: Project Close-out 14.1 Introduction
14.2 Tools, Equipment and Material Turn-in 14.3 As-built Drawings
14.4 Preliminary Acceptance 14.5 Final Acceptance 14.6 Archiving Projects
Chapter 15: The Seabee Project Package 15.1 Planning Goals
15.2 Project Planning Checklist
15.3 Instructions for the Seabee Project Package Chapter 16: Project Management Software 16.1 Introduction
16-2 Initial Project Planning 16.3 CBCM Overview 16.4 Installation of CBCM
16.5 CBCM Level I Creating/Input Steps 16.6 CBCM Level III Creating/Input Steps
16.7 CBCM Project Updating Steps (SITREP Input) 16.8 Sample CBCM Reports
vii
LIST OF FIGURES AND EXAMPLES
Figure/Example Page Chapter 1: Construction Management Overview
Seabee Multi-Level Construction Management 1-1
Operations Department Organization 1-3
Construction Organization 1-5
Project Planning Flowchart 1-A
Project Planning Steps 1-B
REDICHECK Plan and Specification Review 1-C
Chapter 2: Estimating
Production Efficiency Guide Chart 2-6
Delay Factor Graph 2-9
Chapter 3: Construction Scheduling
Logic Network 3-1
Typical Activity Block 3-2
Precedence Network (Manual) 3-3
CBCM Activity Duration “Box” 3-6
CBCM Level III Layout 3-6
Network Calculations 3-A-1
Different Logic Relationships 3-A-2
CBCM Precedence Network 3-B-1
CBCM Activity Block 3-B-2
CBCM Level III Barchart by Early Start Date (not resource leveled) 3-C CBCM Level III Barchart (resource leveled manually) 3-D
CBCM Tabular Report 3-E
CBCM Level III Barchart (resource leveled by computer) 3-F CBCM Level III Barchart by Activity Number (resource leveled by computer) 3-G
Level II Barchart (planning phase completed) 3-H
Chapter 4: Job Site Management
Posted Job Site Information 4-A
Site Layout Objectives/Checklist 4-B
RDE/MAV Checklist 4-C
Job Site Evaluation Checklist 4-D
Standard Seabee Project Sign 4-E
viii
Chapter 5: Material Management
Bill of Material 5-1
BM/MTO Comparison Worksheet 5-2
Add-on/Reorder Flow Chart 5-3
Add-on/Reorder BM 5-3
Project Control Report 5-4
Project Status Report 5-4
Estimate at Completion (EAC) Report 5-6
Chapter 6: Tool Management None
Chapter 7: Equipment Management None
Chapter 8: Project Execution
CBCM Level III Barchart (manually updated) 8-A
Construction Activity Prep List 8-B
Two Week Schedule (completed) 8-C
Chapter 9: Project Monitoring
SITREP Feeder by WIP 9-3
Master Activity Percent Complete by WIP 9-4
Master Activity Percent Complete by Mandays Earned 9-6
SITREP Feeder by Mandays Earned 9-7
Standard Prime Time Card 9-A
Crewleader’s Logbook 9-B
Master Activity Status Sheet 9-C
Level II Barchart (execution phase completed) 9-D
Standard Sub Time Card 9-E
Chapter 10: Environmental None
Chapter 11: Safety
Seven Step Mishap Prevention Process 11-1
Risk Assessment Code (RAC) 11-8
Required Minimum Training 11-A
Indoc/Seabee Specific Training 11-B
Safety Checklist for Project Managers/Crewleaders 11-C
ix
Chapter 12: Quality Control
Five Step Quality Control Process 12-2
Chapter 13; Project Turnover None
Chapter 14: Project Closeout
Preliminary Inspection Letter 14-A-1
Transfer Letter 14-B-1
Chapter 15: The Seabee Project Package See page x through xiii
Chapter 16: Project Management Software
CBCM CAS Sheet 16-A-1
CBCM Safety Plan 16-B-1
CBCM Quality Control Plan 16-C-1
CBCM Environmental Plan 16-D-1
CBCM List of Work Elements by Construction Activity 16-E-1 CBCM Consolidated List of Resources by Construction Activity 16-F-1
GLOSSARY Of Terms: G-1
x
PROJECT PACKAGE FORMS
(ALPHABETICAL LISTING)
Form Title Page
30/60/90-Day Material List 15-46
30/60/90-Day Material List Letter 15-47
Accident/Near Mishap/Mishap Report 15-85
Add-On/Reorder BM 15-58
Add On/Reorder Justification Form 15-57
Asphalt Placement Clearance Form 15-74
Bill of Material 15-48
Bill of Materials/Material Take Off Comparison Worksheet 15-55
Borrow Log 15-59
Concrete Placement Clearance Form 15-73
Construction Activity Summary Sheet 15-41
Contractor Quality Control Report 15-93
Daily Quality Control Inspection Report 15-68
Daily Safety Inspection Report 15-80
Daily Safety Lecture Log 15-84
Definable Features of Work List 15-94
Deployment Calendar 15-22
Emergency Phone Numbers 15-81
Engineering Service Request 15-78
Environmental Plan 15-66
Equipment Requirement Summary 15-50
Excavation Request 15-76
FAR 15-70 Field Adjustment Request (FAR) Submittal Log 15-69
General Safety Plan 15-64
Hazardous Materials Inventory Sheet 15-87
Instructions for Using Report Forms in MS-Word 15-90
Joint Turnover Memorandum 15-28
Level II Barchart 15-35
List of Long Lead Items 15-53
Master Activity Listing 15-38
Master Activity Summary Sheet 15-39
Material Take Off Worksheet 15-54
Material Transfer Request 15-56
Mineral Products Request 15-79
Navy Employee Report of Unsafe or Unhealthful Working Conditions 15-82
Pre-BOD Inspection Request 15-32
Pre-construction Conference Summary 15-23
Pre-deployment Site Visit Summary 15-26
Project Organization 15-19
xi
Project Package Contents 15-12
Project Package Sign-Off Sheet 15-21
Project Planning Milestones 15-20
Project Scope Sheet 15-17
Quality Control Initial Phase Checklist 15-92
Quality Control Plan 15-62-A
Quality Control Plan Cover Sheet 15-61
Quality Control Preparatory Phase Checklist 15-91
Quality Control Testing Plan and Log 15-62-B
Request For Information (RFI) Submittal Log 15-71
Required Safety Equipment 15-83
Rework Items List 15-95
RFI 15-72
Road Closure Request 15-77
Safety Plan 15-65
Safety Plan Cover Sheet 15-63
SITREP Feeder 15-44
Tasking Letter/Correspondence 15-15
Tool Requirement Summary 15-49
Two Week Labor Summary 15-43
Two week Schedule 15-36
Utility Interruption Request 15-75
xii
PROJECT PACKAGE FORMS
(BY PAGE NUMBER)
Form Title Page
Project Package Contents 15-12
Tasking Letter/Correspondence 15-15
Project Scope Sheet 15-17
Project Organization 15-19
Project Planning Milestones 15-20
Project Package Sign-Off Sheet 15-21
Deployment Calendar 15-22
Pre-construction Conference Summary 15-23
Pre-deployment Site Visit Summary 15-26
Joint Turnover Memorandum 15-28
Pre-BOD Inspection Request 15-32
Level II Barchart 15-35
Two week Schedule 15-36
Master Activity Listing 15-38
Master Activity Summary Sheet 15-39
Construction Activity Summary Sheet 15-41
Two Week Labor Summary 15-43
SITREP Feeder 15-44
30/60/90-Day Material List 15-46
30/60/90-Day Material List Letter 15-47
Bill of Material 15-48
Tool Requirement Summary 15-49
Equipment Requirement Summary 15-50
List of Long Lead Items 15-53
Material Take Off Worksheet 15-54
Bill of Materials/Material Take Off Comparison Worksheet 15-55
Material Transfer Request 15-56
Add On/Reorder Justification Form 15-57
Add-On/Reorder BM 15-58
Borrow Log 15-59
Quality Control Plan Cover Sheet 15-61
Quality Control Plan 15-62-A
Quality Control Testing Plan and Log 15-62-B
Safety Plan Cover Sheet 15-63
General Safety Plan 15-64
Safety Plan 15-65
Environmental Plan 15-66
Daily Quality Control Inspection Report 15-68
Field Adjustment Request (FAR) Submittal Log 15-69
FAR 15-70
xiii
Request For Information (RFI) Submittal Log 15-71
RFI 15-72
Concrete Placement Clearance Form 15-73
Asphalt Placement Clearance Form 15-74
Utility Interruption Request 15-75
Excavation Request 15-76
Road Closure Request 15-77
Engineering Service Request 15-78
Mineral Products Request 15-79
Daily Safety Inspection Report 15-80
Emergency Phone Numbers 15-81
Navy Employee Report of Unsafe or Unhealthful Working Conditions 15-82
Required Safety Equipment 15-83
Daily Safety Lecture Log 15-84
Accident/Near Mishap/Mishap Report 15-85
Hazardous Materials Inventory Sheet 15-87
Instructions for Using Report Forms in MS-Word 15-90 Quality Control Preparatory Phase Checklist 15-91
Quality Control Initial Phase Checklist 15-92
Contractor Quality Control Report 15-93
Definable Features of Work List 15-94
Rework Items List 15-95
xiv
RECORD OF CHANGES
Correction or
Change Number Date of Change Date Change
Entered Who Entered Change
xv
CHANGE RECOMMENDATION
Feedback is necessary to ensure continuous improvement and the future existence of this handbook. Please complete this form to submit any changes. You may mail or fax this form or email the information. Use the following addresses:
Commanding Officer Fax: comm (805)982-2918
Naval School, Civil Engineer Corps Officers Fax: DSN: 551-2918 Seabee Readiness Division [email protected]
3502 Goodspeed, Suite 1 HTTP://WWW.CECOS.NAVY.MIL
Port Hueneme, CA 93043-4336 1. What type of command are you in?
(NMCB, ACB, CBU, PWD, etc.)
2. What position do you hold/have you held?
(Crewleader, OPS Chief, crew member, etc.)
3. What is your rate? (BU3, SW1, etc.) 4. What training have you had? (CBCM, CBOPS, Project Planning, etc.)
5. What change do you recommend? (Please be very specific)
6. Justification:
7. Name and contact information for follow up, if necessary.
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CHAPTER 1: CONSTRUCTION MANAGEMENT OVERVIEW
1.1 Introduction. Construction management in the Seabees is comprised of three levels as shown in the following diagram:
S3/
DET OIC
I
PROJECTS COMPANY CDR/
0PS CHIEF
II
MASTER ACTIVITIES PROJECT CREWLEADER
III
CONSTRUCTION ACTIVITIES
SEABEE MULTI-LEVEL CONSTRUCTION MANAGEMENT
Planning is done in a top-down, bottom-up cycle as signified by the arrows in the above diagram.
All three levels are eventually summarized on a barchart with a timeline shown horizontally across the top and a list of line items down the left hand side.
Level I construction management is used at the Operations Officer’s (S3) or detail OIC’s level. The primary concern of S3 is management of the overall unit’s tasking. The timeline for a Level I barchart will show months of the deployment and the line items will be individual projects.
Level II construction management is used at the company level. Each company may have several projects to manage. The easiest way for the company commander to manage these projects is with a Level II barchart. The timeline for a Level II barchart will show weeks and the line items will be master activities for that particular project.
Level III construction management is used at the crewleader’s level. The crewleader’s focus is on his/her particular project. The day-to-day activity of the project is managed by the crewleader. The timeline for a Level III barchart will show days and the line items will be construction activities.
1-2
It is imperative that the crewleader has a plan to accomplish his/her tasking. That is the purpose of the Level III barchart and other construction management techniques discussed in this handbook. This handbook is written for the crewleaders and the majority of the material discussed will be at Level III construction management.
Construction management in the Seabees is based on a critical path method (CPM) and is nearly identical to construction management techniques used in private construction industry. One of the biggest advantages to using CPM methods is training. These methods give the new project crewleader exposure to the fundamentals of project management which can be broken down into the following steps:
Master Activities. After careful review of the plans and specs, the job is broken down into discreet activities called master activities. These are based on the 16 divisions established by the Construction Specification Institute (CSI).
Construction Activities. Master activities are further broken down into construction activities. Construction activities are generally less than fifteen days in duration and require the same resources through the entire duration.
Estimating. The resource requirements for each construction activity are then evaluated.
All of the materials, tools, equipment (including safety related items) and manpower requirements are identified and listed on the Construction Activity Summary (CAS) sheet.
Logic Network. The construction activities are then laid out logically from the first activity to the last showing the relationship or dependencies between activities.
Construction Schedule. An estimated start and finish date for each activity is determined based on the sequence and durations of construction activities. A critical path is identified to help focus management attention on those activities which cannot be delayed without delaying the project completion date.
Tracking Resources. Crewleaders are required to take action to ensure the necessary resources are available on the project site on the day the work is to be performed. For materials on site this will be as easy as submitting a 1250-1 to MLO several days in advance. For local purchase requirements, such as a concrete request to MLO, a request may be required several weeks in advance.
Controlling Resources. The crewleader is responsible for on site supervision of all work performed. Productive employment of available resources to accomplish assigned tasking is the greatest challenge to the crewleader.
1.2 The Operations (Ops) Department. An understanding of the Ops organization and its responsibilities in the planning and execution of construction tasking is necessary prior to any further discussion of project management. Refer to the Ops organization chart on the next page.
1-3
1.2.1 The Operations Officer (S3) has functional authority over all construction work. The company commanders report to S3 in their role as prime and subcontractors. S3 assigns battalion resources as necessary to accomplish the mission and leads the companies and details in the execution of the construction tasking.
1.2.2 The Assistant Operations Officer (S3A) is generally responsible for the administrative/
executive efforts and record keeping for Ops and acts for S3 in his/her absence.
OPERATIONS DEPARTMENT ORGANIZATION Operations Officer
Operations Safety Officer
Chief (Tech. Advisor)
Assistant
Operations Officer
Engineering Operations Disaster Quality
Admin Control Control
1.2.3 The Operations Chief (S3C) is normally responsible for day-to-day coordination of personnel within Ops and assists them in carrying out their functions. S3C also assists crewleaders through daily visits to the job sites and generally assigns E6 and below Occupational Field (OF) 13 personnel within the battalion.
1.2.4 The Engineering Division provides a variety of engineering services including:
surveying, concrete slump and strength tests, compaction (in-place-density) tests and drafting.
Engineering also maintains the as-built (red-line) drawings for projects under construction.
1.2.5 Operations Admin provides services by typing Ops reports such as the SITREP and also provides centralized time keeping and personnel distribution status.
1.2.6 The Quality Control (QC) Division is made up of material testing and construction inspector personnel and has the responsibility to ensure that all requirements of the plans and specifications are satisfied and that good safety practices are followed. Chapter 11 has more detailed information on QC responsibilities.
1-4
1.2.7 The Safety Officer is a technical advisor to S3 only. The Safety Officer reports directly to the Commanding Officer.
1.3 Initial Project Planning. Naval Construction Regiments and deployed battalions will do the majority of the initial estimates on projects. For special projects the regiments will develop the Bills of Material (BMs), master activities, construction activities and the logic network. The deployed battalion will develop the same items for station funded/station designed or NMCB design/build projects. This eliminates a substantial amount of work for the homeported crewleader. This does not, however, eliminate the need for the homeported crewleader to review and adjust the initial planning to reflect his/her actual situation. The processes we will discuss in this handbook will be for both deployed and homeported battalions.
1.4 Preliminary Deployment Planning. Planning for construction tasking begins approximately ten months prior to deployment when the battalion receives the tentative tasking message. Many decisions must be made before the crewleader can begin detailed project planning:
Officer/Chief Petty Officer Assignments - Announced by the Commanding Officer.
Safety Staff Assignments - Announced by the Commanding Officer.
QC Staff Assignments -Announced by S3.
Detail Manning - Announced by S3 with input from detail OICs/AOICs.
Prime/Sub Contractors - Assigned by S3, the prime contractor is responsible for the safety, quality and timeliness of the construction effort and directs subs accordingly. The subcontractor is responsible for assigning resources in sufficient quantity and quality to accomplish their portion of the project, in accordance with coordinated schedules. The figure on the next page shows the prime/sub organization and the line of functional authority in execution of construction tasking. The Safety Officer has functional authority over all safety related items during the construction process.
Crewleaders - Nominated by company commanders/detail OICs and appointed by S3
1-5
CONSTRUCTION ORGANIZATION
COMMANDING OFFICER
OPERATIONS SAFETY
OFFICER OFFICER
OPERATIONS STAFF
ALFA BRAVO CHARLIE DETAILS
COMPANY COMPANY COMPANY
BRAVO CHARLIE ALFA CHARLIE ALFA BRAVO SUB SUB
CREW CREW CREW CREW CREW CREW CREW CREW
1.5 Detailed Project Planning. The entire history of each Seabee project from the initial planning phase, through the execution phase, to the close-out phase is documented in the standard five section project package. Listed on page 15-12 and 15-13 is the outline of the five section project package. Appendix 1-A-1 is a flowchart showing the sequence of planning steps and Appendix 1-B-1 is a list of planning steps. We are going to examine the planning sequence and see how the project package is created step by step. These steps are also listed in the project planning milestones list on page 15-20. Planning milestones will be assigned by S3 at the beginning of homeport.
1.6 Assignment of the Planning and Estimating (P & E) Staff. Although project planning will not start until the latter part of homeport, organization of crews and P & E staff must be done as soon as possible. The P & E staff must include members of both the prime and subcontractors crews. Crewleaders must work with their chain of command to have their crews identified as soon as possible. Once the crewmembers are known, the planning effort can be scheduled around the planning milestones. Project planning may then be included on the homeport training schedule of the crewmembers assigned to the P & E staff.
1.7 Reviewing the Plans and Specifications. The next step in project planning is a thorough review of the plans and specs. Appendix 1-C-1 is a checklist for this review. Other things to keep in mind:
Scheduling What is the scheduled progress at turnover?
Is sufficient time allotted?
Will long lead time materials be available?
Is work required in occupied buildings?
1-6
Will roofing, sitework (weather dependent work) occur in the rainy season?
Do the specifications require phasing of work?
Site conditions Are there any hazardous materials present (i.e. asbestos floor tile, siding, roofing, insulation, etc.)?
Is removal of existing debris/material specified?
Is laydown area sufficient?
Are other forces (PW, contractors) working in the same area?
Are clearances required for access to secured spaces?
What types of permits are required?
Methods Are methods specified more difficult/expensive than methods
more common to Seabees?
Do you have necessary skills (special training, tech reps,
subcontracts, etc.)?
What tools are in CTR and what is available for rent from local vendors?
It is important to identify long lead time items as soon as possible. Realistic schedules must take into account anticipated material delivery dates. Page 15-52 is a realistic list of possible long lead items. Any special training requirements must be addressed to the chain of command as soon as possible as scheduling additional training after homeport has begun requires much coordination.
1.8 The Construction Team. Construction projects are a team effort. Your project may involve many personnel from outside the battalion. While the crewleader is responsible for the actual construction tasks and work elements, some team members have been involved with the project since its inception. It's helpful for you to understand that construction projects require significant effort long before actual construction starts. Also, other team members may get involved in the project later in the process, or on an as-needed basis. A basic understanding of roles, responsibilities, and authorities assigned to the various team members is critical to effective communication among the team. Effective communication is an essential element of successful construction and project management for the entire team:
Client - The client is the organization or group that will benefit from the end product you are constructing. In some cases, this will be a station Public Works organization or a station tenant command. In any case, the client has described a need, and a process has been undertaken to produce the project package that resulted in the documents the crewleader will use to plan and construct the project.
Public Works - In many cases, the Public Works organization will remain engaged in the entire project process, from the beginning when a client documents a need, through construction, turnover, and maintenance of the completed facility. Since they may be responsible for the facilities, utilities, and real estate, many issues that arise during a construction project will involve input, approval, and assistance from the Public Works organization.
1-7
Architect/Engineer - Public Works or other government engineering staff may design some small projects. NCF forces may design contingency projects, however, many projects are designed by a civilian architect/engineer (A/E) firm under contract to a NAVFAC Engineering Field Division or a ROICC Office. The A/E takes the concepts and requirements that define the client's needs, and then produces as set of plans and specifications. After this part of their task is complete, they may stand by to provide design and engineering assistance and oversight during construction of the project. Since the are professionally liable for the functionality and safety of their design, they are interested in ensuring it gets built correctly. With proper communication and team building, they can be a valuable asset to the project team in the event of design changes or problems. Normally their involvement will be managed by the ROICC office or Public Works organization.
Engineering Field Division/Activity (EFD/A) - EFDs/As are organizational elements under the Naval Facilities Engineering Command. They manage acquisition, engineering, and construction programs for the Navy. They are also available for specialized support in technical systems (fire protection, electrical distribution, etc.) and they also provide some financial management for construction clients. Their interface with the NCF on individual projects is also usually managed through the ROICC office.
Resident Officer in Charge of Construction (ROICC)- The ROICC office is an organizational element of an Engineering Field Division or Activity. The ROICC is the primary delivery point for construction contracting at the station level. They are responsible to EFDs/As for proper management and execution of construction contracts and they are responsible to individual clients for compliance with project plans and specifications. They support NCF projects by providing Quality Assurance oversight, client liaison, change and design management, and some Public Works coordination. The ROICC is ultimately responsible for the project being built correctly and turned over to the user when it is complete.
ROICC offices will be involved with:
Quality Assurance / Quality Control Project Schedules at least to the Level II
Materials and Workmanship in accordance with plans and specs NCF and client requested changes to design
Proposed or required material substitutions Technical system assistance (fire alarms, hazmat) Material submittals for MLO contracted support
Testing Plans developed and executed per plans and specs VIP and Division/Regiment visits
Turnover and Pre-construction meetings Utility outages and communication cutover Final acceptance and project completion
Other Organizations. Other groups on board an activity have roles on a project that are clearly defined by their function. A crewleader needs to consider their issues and concerns when planning and executing a project. These include the activity Safety, Fire, Security, and Environmental departments.
PROJECT PLANNING FLOWCHART
IDENTIFY SCHEDULE
SPECIAL & TRACK
TRAINING
ASSIGN OBTAIN/ DEVELOP/ ROUGH GENERATE MATERIAL MANDAY &
P & E REVIEW OBTAIN LEVEL II CONSTRUCTION TAKE-OFF DURATION
STAFF PLANS & MASTER BARCHART ACTIVITIES ESTIMATES
SPECS ACTIVITIES
IDENTIFY TRACK UNTIL BOUNCE
LONG DEPLOYMENT MTO VS BM
LEAD ITEMS
LEVEL III
BARCHART
PRECEDENCE RESOURCE CAS MAS LEVEL II REVIEW REVIEW REVIEW DIAGRAM LEVELING SHEETS SHEETS BARCHART BY QC BY COMPANY BY OPS
QC PLAN
SAFETY REVIEW BY PLAN SAFETY
1-A-1
1-B-1
PROJECT PLANNING STEPS
A. Preliminary (normally done by Company Commander/Operations Chief) 1. Obtain and review plans and specifications.
2. Write scope paragraph.
3. Develop master activities.
4. Place master activities into logical construction sequence (Logic Network).
5. Rough manday estimate for master activities (crew size X duration).
6. Select construction methods.
7. Identify long lead time materials.
8. Visit site, if practical.
B. Detailed (normally done by Crewleader) 1. Develop construction activities.
2. Place construction activities into Logic Network.
3. Identify training required and ensure it is provided.
4. Write quantity estimates for detailed activities:
-permanent material -construction support -material (consumables)
-crew size and ratings -tools and equipment -durations
-mandays
5. Complete CAS sheets for each construction activity.
6. Compare Material Take Off to BM.
7. Make or request shop drawings.
8. Revise scope or methods, based on site visit.
9. Develop Safety and Quality Control plans.
10. Monitor message traffic, Situation Reports and correspondence.
11. Obtain deployment calendar.
12. Enter project into computer.
13. Level resources and reschedule.
14. Identify any restraints on start/finish.
15. Supply Required Delivery Dates for material to cognizant regiment.
16. Develop Level II barchart.
REDICHECK Plan and Specification Review
1-C-1
1. Preliminary Review
a) Quickly make and overview of all sheets spending no more than one minute/sheet to become familiar with the project.
2. Specification Check
a) Check spec for bid items. Are they coordinated with the drawings?
b) Check spec for phasing of construction. Are phases clear?
c) Compare architectural finish schedule to specification index. Ensure finish materials are specified.
d) Check major items of equipment and verify they are coordinated with contract drawings. Pay particular attention to horsepower ratings and voltage requirements.
e) Verify that items specified “as indicated” or “where indicated” are in fact indicated on contract drawings.
f) Verify that cross referenced specifications sections exist.
g) Try not to indicate thickness of materials or quantities of materials in the specifications.
3. Plan Check Structural
a) Verify property line dimensions on site plan against architectural.
b) Verify building is located behind set back lines.
c) Verify column lines on structural and architectural.
d) Verify all column locations are same on structural and architectural.
e) Verify perimeter slab on structural matches architectural.
f) Verify all depressed or raised slabs are indicated.
g) Verify slab elevations
h) Verify all foundation piers are identified.
I) Verify all foundation beams are identified.
j) Verify roof framing plan column lines and columns against foundation plan column lines and columns.
k) Verify perimeter roof line against architectural roof plan.
l) Verify all columns and beams are listed in column and beam schedules.
m) Verify lengths of all columns in column schedule.
n) Verify all sections are properly labeled.
o) Verify all expansion joint locations against architectural.
p) Verify dimensions.
4. Plan Check Architectural
a) Verify all concrete columns and walls against structural.
b) Verify on site plans that all existing and new work is clearly identified.
c) Verify building elevations against floor plans. Check in particular, roof lines, windows, door openings, and expansion joints.
d) Verify building sections against elevations and plans.
Check roof lines, windows, and door locations.
e) Verify wall sections against architectural building sections and structural.
f) Verify masonry openings for windows and doors.
g) Verify expansion joints through building.
h) Verify partial floor plans against small scale floor plans.
I) Verify reflected ceiling plan against architectural floor plan to ensure no variance with rooms. Check ceiling materials against finish schedule, check light fixture layout against electrical, check ceiling
diffusers/registers against mechanical, check soffits and locations of vents.
j) Verify all room finish schedule information including room numbers, names of rooms, finishes and ceiling heights. Look for omissions, duplications and inconsistencies.
k) Verify all door schedule information including sizes, types, labels, etc. Look for omissions, duplications and inconsistencies.
l) Verify all rated walls.
m) Verify all cabinets will fit.
n) Verify dimensions.
5. Plan Check Mechanical and Plumbing
a) Verify all new electrical, gas, water, sewer, etc. lines connect to existing.
b) Verify all plumbing fixture location against architectural. Verify all plumbing fixtures against fixture schedule/specs.
c) Verify storm drain system against architectural roof plan. Verify size of all pipes and that all drains are connected. Verify wall chases are provided on architectural to conceal vertical piping.
d) Verify sanitary drain system pipe sizes and that all fixtures are connected.
e) Verify HVAC floor plans against structural.
f) Verify sprinkler heads in all rooms.
g) Verify that all sections are identical to architectural/structural
h) Verify that adequate ceiling height exists at worst case duct intersection.
I) Verify all structural supports required for mechanical equipment are indicated on structural drawings.
j) Verify dampers indicated at smoke and fire walls k) Verify diffusers against architectural reflected ceiling
plan.
l) Verify all roof penetrations (ducts, fans, etc.) are indicated on roof plans.
m) Verify all ductwork is sized.
n) Verify all notes.
o) Verify all A/C units, heaters, and exhaust fans against architectural roof plans and mechanical schedules.
p) Verify all mechanical equipment will fit in spaces allocated.
6. Plan Check Electrical
a) Verify all plans are identical to architectural.
b) Verify all light fixtures against architectural reflected ceiling plan.
c) Verify all major pieces of equipment have electrical connections.
d) Verify location of all panel boards and that they are indicated on the electrical riser diagram.
e) Verify all notes.
f) Verify that there is sufficient space for all electrical panels.
7. Plan Check Kitchen/Dietary
a) Verify equipment layout against architectural plans.
b) Verify all equipment is connected to utility systems.
2-1
CHAPTER 2: ESTIMATING
2.1 Introduction. The crewleader is responsible for ensuring all required resources are identified. The crewleader must estimate materials, tools, equipment, and labor required to complete each construction activity. All required resources are listed on the Construction Activity Summary (CAS) Sheets. The scheduled start and finish dates for each activity are taken from the Level III barchart and shown on the CAS sheet. The resources are then tied to the schedule and any action required to track or request resources can be monitored on the CAS sheet.
2.2 Activity Listings. Before we go any further with our detailed project planning, we are going to break our project down into smaller parts and do our estimating for each part individually. The project will first be broken down into master activities representing large, functional parts of the project. Each master activity will then be broken down into construction activities.
2.2.1 Master Activities. The battalion or regiment who initially plans the project assigns master activities. They remain with the project until completion. If the project is a turnover project, the crewleader must obtain the original master activities. The master activities will be broken down into construction activities identifying functional parts of the facility and are often tied to a particular company or rating. All personnel involved in the planning process must know exactly what work is included in each master activity. That is the purpose of the master activity listing provided on page 14-38. A good narrative description of each master activity will clearly show where each section of the project falls. This will reduce the chance of omitting any items of work when estimating. The standard master activities used by the Seabees are listed below. These are based on the same numbering system format used for the 16 divisions established by the Construction Specification Institute (CSI). Division 17 (Expeditionary Structures) was established specifically by NAVFAC.
01XX General 02XX Site Work
03XX Concrete Construction 04XX Masonry
05XX Metals 06XX Carpentry
07XX Moisture Protection
08XX Doors, Windows, and Glass 09XX Finishes
10XX Specialties 11XX Architectural 12XX Furnishings
13XX Special Construction 14XX Conveying Systems 15XX Mechanical Construction 16XX Electrical Construction 17XX Expeditionary Structures
