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SE A B E E
CREWLEADER'S
HANDBOOK
JJU
UNNE
E 22000033
(Blank Page)
 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 CLH@CECOS.NAVY.MIL.

i
 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

ii
 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

iii
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

iv
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

v
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

vi
 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

vii
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

viii
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

ix
 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

x
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

xi
 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

xii
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

xiii
 RECORD OF CHANGES
Correction or Date Change
Date of Change Who Entered Change
Change Number Entered

xiv
 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 CLH@CECOS.NAVY.MIL
3502 Goodspeed, Suite 1 HTTP://WWW.CECOS.NAVY.MIL
Port Hueneme, CA 93043-4336

1. What type of command are you in? 2. What position do you hold/have you held?
(NMCB, ACB, CBU, PWD, etc.) (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.

xv
(Blank Page)
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.

1-1
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.

1-2
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.

1-3
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

1-4
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?

1-5
 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.

1-6
 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.

1-7
 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
1-A-1

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
 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.

1-B-1
 REDICHECK Plan and Specification Review
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.
1-C-1
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.
 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

2-1
2.2.2 Construction Activities. The crewleader must break the master activity down into
construction activities. A typical NMCB project might have between fifteen and fifty
construction activities. Construction activity numbers are four digits. Construction activities
can change for turnover projects but, the first three digits will remain the same. The standard
construction activities used by the Seabees are listed below. The first two digits identify the
master activity and the second two digits show a specific construction activity within a master
activity. Looking at the list of master activities on the previous page and the list of construction
activities below, a project could have a construction activity for “Install Footing RST” numbered
0325. 03 represents master activity “Concrete Construction” and 25 distinguishes “Install
Footing RST” from other construction activities in that same master activity. 5 replaces the “X”
in the standard construction activity “Concrete Reinforcement”.

01 General
010X Overhead 015X Site Facilities & Temporary Controls
013X Submittals 016X Material & Equipment
014X Quality Control 017X Job Close-out

02 Site Work
020X Subsurface & Demolition 025X Paving & Surfacing
021X Site Preparation 026X Piped Utilities
022X Earthwork 027X Sewerage and Drainage
023X Tunneling, Piles & Caissons 028X Site Improvements
024X Railroad & Marine Work 029X Landscaping

03 Concrete Construction
031X Concrete Formwork 034X Precast Concrete
032X Concrete Reinforcement 035X Cementitious Decks
033X Cast-in-Place Concrete

04 Masonry
041X Mortar & Masonry Accessories 044X Stone
042X Unit Masonry 045X Masonry Restoration & Cleaning

05 Metals
050X Metal Materials, Finishes, 053X Metal Decking
& Fastenings 055X Metal Fabrications
051X Structural Metal Framing 058X Expansion Control
052X Metal Joists

06 Carpentry
060X Fasteners & Adhesives 063X Wood Treatment
061X Rough Carpentry 064X Architectural Woodwork
062X Finish Carpentry

07 Moisture Protection

2-2
 071X Waterproofing & Dampproofing 076X Flashing & Sheet Metal
072X Insulation 077X Roof Specialties & Accessories
073X Shingles & Roofing Tiles 078X Skylights
074X Preformed Roofing & Siding 079X Joint Sealers
075X Membrane Roofing

08 Doors, Windows, and Glass

081X Metal Doors & Frames 086X Wood & Plastic Windows
082X Wood & Plastic Doors 087X Hardware
083X Special Doors 088X Glazing
084X Entrances & Storefronts 089X Glazed Curtain Wall
085X Metal Windows

09 Finishes
091X Metal Support Systems 096X Flooring & Carpet
092X Lath, Plaster & Gypsum Board 097X Special Flooring & Floor Treatment
093X Tile 098X Special Coating
094X Terrazzo 099X Painting & Wall Coverings
095X Acoustical Treatment & Wood
Flooring

10 Specialties
101X Chalkboards, Compartments & 105X Lockers, Protective Covers &
Cubicles Postal Specialties
102X Louvers, Corner Protection & 106X Partitions & Storage Shelving
Access Flooring 107X Telephone Specialties
103X Fireplaces, Exterior Specialties & 108X Toilet & Bath Accessories & Scales
Flagpoles 109X Wardrobe & Closet Accessories
104X Signs

11 Architectural Equipment
110X Equipment
111X Mercantile & Commercial Eqpt
114X Food Service, Residential,
Darkroom & Athletic Equipment
115X Industrial & Process Equipment
116X Lab, Planetarium & Observatory
Equipment
117X Medical Equipment

12 Furnishings
123X Manufactured Casework 127X Multiple Seating
125X Window Treatment 128X Interior Plants & Planters
126X Furniture & Accessories

13 Special Construction
130X Special Construction 133X Utility Control Systems

2-3
 131X Preengineered Structures, Pools 135X Recording & Transportation
& Ice Rinks Control Instrumentation
132X Tanks, Tank Covers & Filtration
Equipment

14 Conveying Systems
141X Dumbwaiters 144X Lifts
142X Elevators 145X Material Handling Systems
143X Moving Stairs & Walks 146X Hoists & Cranes

15 Mechanical Construction
151X Pipe & Fittings
152X Plumbing Fixtures
153X Plumbing Appliances
154X Fire Extinguishing Systems
155X Heating
156X HVAC Piping Specialties
157X Air Conditioning & Ventilating

16 Electrical Construction
160X Raceways 165X Power Systems & Capacitors
161X Conductors & Grounding 166X Lighting
162X Boxes & Wiring Devices 167X Electric Utilities
163X Starters, Boards & Switches 168X Special Systems
164X Transformers & Bus Ducts

17 Expeditionary Structures
Construction activity numbers may be assigned as needed under this master activity.

2.2.3 Work Elements. Construction activities are further broken down into work elements. A
specific construction activity could have only one or several work elements. For example, a
construction activity such as “Fabricate Forms for Footings” could require only one work
element. A construction activity such as “Install PVC Pipes” could require several work
elements depending on the different types of fittings that are involved. These work elements are
placed on the back of the CAS sheet as line items in the construction comments block. The
NAVFAC P-405 uses the term “work element”. Other estimating guides use different terms but
the concept is the same. Apendix 15-F shows examples of typical work elements.

2.3 Material Estimating. Prior to identifying the resources required to complete each
construction activity, we must determine the construction methods we are going to use. The
amount of materials, types of equipment and tools, safety equipment and labor requirements will
all be affected by the methods we choose.

2.3.1 Material Take Off (MTO). The crewleader must identify the material requirements for
each construction activity and complete an independent MTO. A form for the MTO is on page
14-54. As each item is estimated, it should be highlighted or checked-off on the plans and
specifications to ensure no item of material is omitted. The crewleader must also compare the
tool and equipment requirements for each activity against the CESE/CTR assets that are

2-4
available at the deployment site. Include the cost for any special/unique tool or equipment rental
on the BM as well as any tech reps or subcontracts to private firms (must be approved by S3).

2.3.2 MTO/BM Comparison. The crewleader will compare the MTO to the Bill of Materials
(BM) previously prepared by the regiment or the deployed battalion. A form for this purpose is
on page 14-55. The procedures for the MTO/BM “bounce” are discussed in chapter 5. Ensure
material on the BM matches the specification. Don’t try to build to the BM.

2.3.3 30/60/90 Day Material Plan. The crewleader must identify which materials (by BM line
item number) will be required during the first 30/60/90 days of the deployment. These lists are
forwarded to MLO and Ops approximately 2 1/2 months prior to departure of the advance party.
At least two months prior to departure, Ops will send a message to the on site battalion and the
cognizant regiment. A form for the 30/60/90-day material list is on page 14-46.

2.4 Manday Estimating and Durations. The crewleader must calculate mandays and
durations for each activity. The NAVFAC P-405 is the primary reference for Seabee manday
estimating. The NAVFAC P-405 provides a production rate which tells you how many
manhours are required to perform one unit of work. The size of the unit is also given. The
quantity of work (determined during the material estimating phase) is divided by the unit size
and multiplied by the manhours required to do one unit. The manhours are then divided by 8
manhours per manday and multiplied by a delay factor (see section 2.4.2). Tasking, estimating
and reporting are always done in eight hour mandays, regardless of the length of the
workday. A common misconception is that the NAVFAC P-437 (ABFC systems) uses a 10
hour manday. This is not true. The NAVFAC P-437 is based on a 10 hour workday.

MDs = QTY OF WORK ÷ UNIT SIZE X MHRs PER UNIT ÷ 8 X DF

For example, to install 16,000 SF of 1/2” drywall over wall studs would require how many
mandays? See page 4-102 (table 4-109) of the NAVFAC P-405.

MDs = 16,000 SF ÷ 1000 SF X 33 MHRs ÷ 8 = 66

2.4.1 Production Efficiency Factors (PEF) are the first step in adjusting the manday
estimates based on our unique circumstances. The PEF is intended to adjust for factors which
will make us more or less productive than the average Seabee. In calculating a PEF consider
only those factors which affect us while we are on the job. The availability factor (AF) will
address items which take us away from the job site. The following delay factor (DF) method is
taken from the NAVFAC P-405. The table on the next page has eight production elements listed
in the left hand column. We are going to consider the impact of each of these production
elements on each activity given a specific crew, location, equipment condition, etc. Also, we are
going to assign a production factor between 25 (low production) and 100 (high production) for
each element, with 67 considered average. These eight factors are then averaged to get the
construction activity PEF.
PRODUCTION EFFICIENCY GUIDE CHART

2-5
 LOW PRODUCTION AVG PRODUCTION HIGH PRODUCTION
25 35 45 55 65 75 85 95 100
1. WORKLOAD CONSTRUCTION REQ’T HIGH CONSTRUCTION REQ’T AVG CONSTRUCTION REQ’T LOW
MISC. OVERHEAD HIGH MISC. OVERHEAD AVG MISC. OVERHEAD LOW
2. SITE AREA CRAMPED WORK AREA WORK AREA LIMITED LARGE WORK AREA
POOR LAYDOWN/ACCESS AVG LAYDOWN/ACCESS GOOD LAYDOWN/ACCESS
3. LABOR POORLY TRAINED/ ADEQUATELY TRAINED/MOTI- HIGHLY TRAINED/MOTI-
MOTIVATED CREW VATED CREW VATED CREW
4. SUPERVISION POORLY TRAINED/MOTI- ADEQUATELY TRAINED/MOTI- HIGHLY TRAINED/MOTI-
VATED OR INEXPERIENCED VATED OR EXPERIENCED VATED OR EXPERIENCED
5. JOB CONDITION HIGH QUALITY WORK REQ’D AVG QUALITY WORK REQ’D ROUGH/UNFINISHED WORK
SHORT FUSE ADEQUATE TIME REQ’D, WELL PLANNED
6. WEATHER ABNORMAL HEAT, RAIN MODERATE HEAT, RAIN FAVORABLE HEAT, RAIN
OR COLD OR COLD OR COLD
7. EQUIPMENT POOR COND., MAINT., REPAIR FAIR COND., MAINT., REPAIR GOOD COND., MAINT., REPAIR
OR APPLICATION OR APPLICATION OR APPLICATION
8. TACTICAL/ SLOW SUPPLY, FREQUENT NORMAL SUPPLY, FEW GOOD SUPPLY, NO
LOGISTICAL TACTICAL DELAYS TACTICAL DELAYS TACTICAL DELAYS

2.4.1.1 Workload. The time allotted for construction of the project has a definite bearing on the
number of workers assigned to do the work. Rush jobs may require a crew to work long hours
and 7 days a week. A worker's production per hour decreases sharply under these conditions.
Sometimes it is better to increase the number of workers in a crew or work several crafts at the
same time in one location in order to complete a job quickly. When a work area is crowded,
workers are likely to get into each others way, or distract others in the area. The results are
reduction in efficiency so that more mandays are being used to accomplish the same amount of
work. The size of the crew can affect production in another way. Crews are made up of workers
with the various skills required to do a certain job and are assigned to jobs as a crew. They vary
in size. When a crew is assigned to a job which will not take quite all day, there is tendency to
slow down and make the work last out the day. For example, if electricians and utilities men
have to work at the same time in the same area, working 12 to 14 hour days, the efficiency factor
can be as low as 30. On the other extreme, if each craft can work independently in different
areas of the project, then the efficiency factor can be as high as 85.

2.4.1.2 Site Area. The space for equipment maneuverability, storage of materials and job
layout have significant impact on the productivity of the crew. Site accessibility can affect labor
requirements for a project. A hard-to-reach site may cause irregular delivery of materials and
time consuming delays which use manhours without producing results. These factors must be
considered when estimating manpower requirements for a project. Conditions may vary.
Cramped working area or no material storage may reduce productivity to 25 - 30 efficiency. A
project with ideal working conditions, large work area, no restrictions on use or equipment
maneuverability and all materials stored at the site with easy access may rate in the high 80's as
productivity efficiency in that area.

2.4.1.3 Labor. The skill and experience of the workers who are assigned to the work should be
considered when deciding the manhour range to use. The production rate of experienced
workers is better than that of a workers with little or no experience. If a crew consists of a few
experienced workers and many inexperienced workers, the experienced workers will use part of
their time instructing and training the inexperienced workers. If a deployment consists of
essentially the same type of construction on all its projects, inexperienced workers will increase
their skill before the deployment is completed. Jobs performed towards the end of the

2-6
deployment, after many months of similar work, are done quicker and with less effort. For
example, a person with no training or experience may rate 25 - 30. An “A" school graduate may
raise the factor to 35 - 40. A 3rd class petty officer may average 50 - 65. A journeyman with
long experience at a task may rate 80 - 85 in efficiency. The physical abilities of a person
dictates how much can be accomplished in a given time period. Someone with limited physical
power to lift or with no endurance will slow down progress of the project significantly,
compared to a person with great physical power, agility and endurance. Efficiency may vary
from 25 - 30 for someone who is weak to 65 - 75 for someone who is strong. General health will
affect performance of the crew. The "flu season" will slow down even the strongest person. A
high sick call percentage may rate 25 - 30 and sporadic sick call may rate 70 - 80 in efficiency.
The morale of the crew will dictate how quickly the job will progress. Hardships in getting to
and from the job; meals which are delayed or served cold; extended working hours and poor
living conditions; tend to lower morale and reduce production.

2.4.1.4 Supervision. The skill and experience of the crewleader has a definitive bearing on how
the crew performs. A 3rd class petty officer with little training and experience may achieve 30 -
40 efficiency factor. A 2nd class petty officer with repetitive projects and leadership training
may perform an average range of 60 - 70. An experienced 1st class petty officer may have 70 -
85 efficiency rating.

2.4.1.5 Job Conditions. Conditions that a worker faces on the job effects productivity. Low
quality work requirements, such as rough surfaces or inexact cuts where visibility is not
important, may have a 70 - 75 efficiency rating. Median quality requirements, such as temporary
construction, may have an average efficiency rating of 55 - 65. High visibility projects where
the highest quality and workmanship are required may have an efficiency rating of 25 - 30. The
types of material used may slow down the job progress significantly. Heavy wet clay is much
more difficult to excavate than sandy loam or sand. Bulky or heavy materials will require more
time and equipment than light, prepackaged, easy to handle materials. The efficiency factor may
range from 25 - 35 for heavy clays to 75 - 80 for palletized tiles. Time allocated for operations
may give 30 - 40 for "short fuse" or short duration projects to 65 - 80 for projects with adequate
time. Insect annoyance has to be taken under consideration. A site with a great number of
mosquitoes, gnats, or other insects may have a 30 - 40 efficiency factor, where a site with no
insects may rate 65 - 80.

2.4.1.6 Weather conditions. Weather conditions have an effect on the number of manhours
required to do a job. Cold, damp climates, as well as hot, humid climates, reduce a worker's
daily production and affect the output of construction equipment. Although time lost due to rain
is not normally charged against a project, rain in the midst of a construction operation slows
production and sometimes causes additional work which increases the number of manhours
required to repair damages and to remove water from work areas before construction can resume.
In colder climates it is usually necessary to provide heat and protection for some parts of a
project. Allowances must be made in the estimate for weather conditions either by selecting a
manhours per unit, which will provide some labor for these possibilities, or by directly adding
manhours to provide for them. Appendix E in the NAVFAC P-405 lists the average monthly
temperature, average monthly rainfall and average monthly days of rain for the various Seabee
deployment locations. This table will assist in selecting a more accurate percentage for weather
conditions. As an example, a summer deployment to Guam, with temperatures in the upper 80s,

2-7
high humidity, and frequent intermittent rain may rate 25 - 35 in efficiency. A homeport project
in Port Hueneme in late August with pleasant weather, low humidity, no rain fall, and ideal
construction weather may rate 65 - 75 in efficiency. A project on Adak during winter months
will be affected significantly by cold winds, snow, rain and miserable weather. This may slow
the project to 25 - 30 efficiency rating.
2.4.1.7 Equipment. The type of equipment available has considerable effect on the amount of
labor required to perform a certain task. It is, therefore, necessary for the estimators to know
what equipment will be used on a project before they can make an accurate estimate of
manpower requirements. For instance, they needs to know whether soil is to be hauled in trucks
or scrapers and the equipment size (it will take twice as many drivers and trucks if 5 cubic yard
trucks are used instead of 10 cubic yard trucks). The estimator needs to know if concrete
placement is by cranes and concrete buckets or with wheelbarrows, and if piles are to be driven
with a diesel hammer or a drop hammer. The conditions of the equipment will dictate how often
a piece has to go in for repairs. An older piece of equipment with frequent breakdowns and
maintenance requirements may have efficiency as low as 30 - 40. A new piece that stays on the
job site and is almost always operational and requires minimal maintenance may have efficiency
as high as 60 - 75.
2.4.1.8 Tactics and Logistics. Location of a job site will have tremendous impact on the
progress of the project. A project in a remote location which has slow supply delivery and
frequent tactical delays may rate 25 - 35 in efficiency. A project near the main camp with
prompt deliveries and no tactical delay may rate 70 - 80 in efficiency. A DFT project in South
America that is distant from a supply point and has special ordering requirements may rate 25.
A project near Camp Mitchell where there are no problems with supply and delivery may rate
65. A homeport project in Gulfport where materials can be delivered at a moment’s notice may
rate 75 - 80 in efficiency.
Let’s calculate a PEF for our 16,000 SF of drywall. Let’s say we are going to do this drywall
work as part of a project to rehab the station CO’s admin spaces. We must evaluate each
production element from the table and assign a factor:
Production element: Percentage Remarks
Workload 67 No specific impact
Site Area 75 Good access, work area
Labor 35 Crew inexperienced, OJT required
Supervisor 75 Good supervisor
Job Condition 45 High quality work required
Weather 67 No impact
Equipment 70 Sufficient tools in adequate condition
Tactical/Logistical 75 Materials on-hand believed sufficient
509
PEF = 509/8 = 63.6
2.4.2 Delay Factors (DF). Before we can adjust our manday estimate, we must convert our
PEF to a DF. The crewleader must calculate a DF for EVERY construction activity. One DF
cannot be applied to the entire job. We can find the DF by dividing the average Seabee PEF (67)

2-8
by the PEF of our construction activity or by using the chart below. It is recommended that the
crewleader use the first option as this is the most accurate.

Option 1: DF = 67 ÷ 63.6 = 1.05

Option 2: When using the chart below, first locate your PEF at the bottom of the chart. Follow
an imaginary line vertically until you intersect the diagonal line. Follow an imaginary line
horizontally and read the DF.

DELAY FACTOR GRAPH

.67

.73

.80

.89 DELAY FACTOR

1.00
(DF=1.05)
1.14

1.31

34 42 51 59 67 75 84 92 100 1.59
(PEF=63.6 )
PRODUCTION EFFICIENCY FACTOR
1.97
Using our DF of 1.05 we can now adjust our original manday estimate:

66 x 1.05 = 69.3 70 MD

This procedure has limitations. If for example we are working outside in extremely bad weather,
and all other factors are considered average (weather = 25, all others = 67) we would obtain a
production efficiency factor of 62 and a delay factor of 1.08. This 8% increase in our manday
estimate would not adequately compensate for working in extreme weather. You are not limited
to the method of determining the DF in the NAVFAC P-405. Use common sense when
impacted by extreme circumstances, come up with what you feel is a reasonable DF and discuss
it with your chain of command. Neither are you bound by the production rates in the NAVFAC
P-405. You can use your experience or civilian estimating guides (such as the Means catalog) in
determining the production rates used in coming up with manday estimates. If using civilian
estimating guides, multiply their production rates by 1.33 in order to convert to a Seabee

2-9
efficiency of 67 percent. The NAVFAC P-437 (ABFC systems) has already calculated for 67%
efficiency but, the DF will still be applied to the calculations. Not all operations involving
ABFC construction will be under average conditions.

2.4.3 Manday Capability. In order to calculate the construction activity durations, the
crewleader must first understand the Manday Capability Equation. We use the equation below
to determine our manday capability (MC) for the mainbody and each detail.

MC = DL x WD x ME x AF

Where DL is the number of direct labor assigned, WD is the number of available workdays, ME
is the number of mandays expended in a typical workday (see below) and AF is the amount of
time that a Seabee is actually on the job (see below). We can use the above equation to
determine the direct labor manning for a detail if we substitute tasked mandays for MC and plug
in the availability factor (AF), the manday equivalent (ME) and the number of available
workdays (WD) from our deployment calendar.

2.4.4 Manday Equivalent (ME) is the actual manhours worked “swinging hammers”on the
job site during a workday. It is the length of the workday, minus lunch, minus breaks, minus
travel time to and from the job site (including lunch), divided by 8 (the number of hours in a
manday).

2.4.5 The Availability Factor (AF) takes into account that Seabees assigned as direct labor
are not available 100% of the time. About twenty percent of the direct labor personnel’s time is
lost to: leave, liberty, paydays, inspections, quarters, medical, dental, haircuts, military drills,
battalion indoc, watches, collateral duties, etc. Availability factors for planning purposes are
provided by higher headquarters. They vary between 60 percent and 90 percent depending on
the deployment site. The typical percentages are .75 for mainbody sites and .85 for detail sites.
The typical percentage for contingency construction is .90. The AF will be adjusted by higher
headquarters when accurate time keeping demonstrates the need.

2.4.6 Construction Activity Durations and Other Calculations. The above equation can
also be used by the crewleader (estimator) to determine the duration, the crew size, the
availability factor or the manday equivalent for a given activity by making the following
substitutions:

MC = MD (Manday estimate)
DL = CS (Crew Size)
WD = DUR (Duration)
Note: WD and DUR are actual work days not calendar days.

The equation then becomes:

MD = CS x DUR x ME x AF

Solving for Duration the equation becomes:

2-10
 DUR = MD ÷ (CS x ME x AF)
or
DUR = MD ÷ CS ÷ME ÷ AF

Solving for Crew Size the equation becomes:

CS = MD ÷ (DUR x ME x AF)
or
CS = MD ÷ DUR ÷ ME ÷ AF

Solving for Availability Factor the equation becomes:

AF = MD ÷ (CS x DUR x ME)

or
AF = MD ÷ CS ÷ DUR ÷ ME

Solving for Manday Equivalent the equation becomes:

ME = MD ÷ (CS x DUR x AF)

or
ME = MD ÷ CS ÷ DUR ÷ AF

The activity duration is increased by including the AF to account for time lost from the project
site. The actual crew we would expect to see on the job site on the average day would be the
assigned crew multiplied by the AF.

In our drywall example, let’s assume we have a crew of 12 assigned, lunch is 1 hour, total travel
time to and from the job site (including lunch) is 1 hour, morning and afternoon breaks total 30
minutes and the AF provided by higher headquarters is .75. The workday is from 0700 to 1700.
How long would it take us to complete this task? Remember to use the revised manday estimate
which includes the DF.
Calculating the manday equivalent:

ME = 10 - 1 - 1 - .5 ÷ 8 = .9375
Using the duration equation:

DUR = 70 ÷12 ÷ .75 ÷ .9375 = 8.3 9 (workdays)

2.5 Tools and Equipment. The crewleader must have access to the list of tools and
equipment available at the deployment site. The tools must be available to support the type of
methods selected. They can do this by contacting the deployment site and obtaining a tool list
from CTR and a “Tab-A” for the equipment. Production rates and construction schedules will be
affected if alternate equipment must be used. If the tools are not available through CTR, it is
possible to rent tools from vendors if they are available and if sufficient project funds are

2-11
available. Remember anything that is going to cost money must be listed on the Bill of
Materials.

2.6 Construction Activity Summary (CAS) Sheets. All of the resource requirements
identified during the estimating stage are summarized for each construction activity on the front
of a CAS sheet. A sample CAS sheet is on page 15-41. In addition to the activity description,
the scheduled dates, duration and manday estimates, PEF, DF, travel time , and ME are also
added. On the back are the safety, quality control and environmental requirements. Use the
space at the bottom of the back page for manday and duration calculations. The CAS sheets
contain all of the information for completing material and equipment plans. It is imperative that
the crewleader documents EVERYTHING (calculations, assumptions, forming plans,
significant events, etc.) about the activity. Additional documents may be attached to the back of
the CAS sheet if necessary.

2-12
 CHAPTER 3: CONSTRUCTION SCHEDULING

3.1 Introduction. We must put together realistic, workable schedules during the planning
and estimating stage of our projects if we hope to finish our tasking on schedule during our
deployment. Crucial to a workable schedule, is the proper, logical sequence of activities and
good realistic durations. Performing the forward and backward pass will identify our critical
path. The critical path gives us a list of milestones (activity completion dates) which must be
met in order to keep our project on track and finish by our scheduled completion date.

3.2 Rough Level II Barcharts. As the construction schedule unfolds, a commitment of

resources (labor and equipment) from several different companies is required to ensure that we
can maintain the schedule. Rough Level II barcharts coordinate the planning effort between
companies and ensure that no particular company or rate is overtasked during any phase of the
deployment. Coordination up front is less painful than major overhaul later. Having determined
the sequence and approximate duration of each master activity, we can construct a rough Level II
barchart. We will have a Level II barchart for each project. Down the left of the chart is a list of
master activities and across the top is a timeline showing the entire duration of the project. The
duration of each master activity is shown by a horizontal line from is start date to its finish date.
Company commanders and S3 typically track projects using a Level II barchart.

3.3 Logic Network. The crewleader will construct a logic network showing the sequence of
construction activities from the first to the last and the dependencies between activities. It is
important to do the logic network when breaking the project down into construction activities to
ensure no items of work are left out. We don’t concern ourselves with construction activity
durations or crew sizes at this point. We are only concerned about the sequence of work. The
logic network should be hand-drawn on a standard size piece of paper. Each construction
activity is represented by an activity “box” and placed into a “segment of time” (no specific
duration) as shown below. In the logic network below, activities 03100 and 03200 cannot start
until activity 01600 is finished, activity 03110 cannot start until activity 03100 is finished and
activity 03300 cannot start until activities 03200 and 03110 are finished.

01600 03100 03110 03300

Move In P/F Forms Set Forms Place Conc.

03200

Set RST

(Time Segment) (Time Segment) (Time Segment) (Time Segment)

3-1
3.4 The Basic Schedule (Forwards and Backwards Pass). After using our crew sizes to
determine construction activity durations we will take our logic network, insert the durations and
determine our basic schedule or precedence network (precedence diagram). We will work
through an example here and some additional examples are included in Appendix 3-A. Some
minor revisions may be required to our basic schedule (see resource leveling) prior to setting our
final schedule. On our precedence network we will insert the activity number, description and
duration for each activity into an activity block. A typical activity block is shown below:

TYPICAL ACTIVITY BLOCK

ACTIVITY ACTIVITY
NUMBER DURATION
(DUR)

ACTIVITY
EARLY DESCRIPTION EARLY
START FINISH
(ES) ACTIVITY (EF)
RESOURCES

LATE TOTAL FREE LATE

START FLOAT FLOAT FINISH
(LS) (TF) (FF) (LF)

The first step in determining our basic schedule is to do a forward pass. We start with the very
first activity and plug in a zero for its early start day (project work day). Then we are going to
add the duration to the early start day to get the early finish day. The early finish day for an
activity will become the early start day for the next activity, if there is no lag. Note that activity
03110 on the next page had two preceding (predecessors) activities (03100 & 02200) and we
chose the larger of the early finish plus lag (11 vice 10). Remember to add in any lag between
the activities. Lag times are mandatory wait times between activities. A common example is
concrete cure times where we would have to wait several days to several weeks after placing
concrete before we strip the forms. Follow the two equations listed below through the network
on the next page. The equations being discussed now are for finish-to-start logic. Equations
marked with an asterisk (*) change for other types of logic. These will be discussed later.

(within the activity)

Early Start + Duration = Early Finish
(between activities)
* Early Finish + Lag(if any) = Early Start(next activity)
Note: With two or more predecessors, use the larger of the early finish plus lag.

3-2
As you can see, looking at the network below, the early start and finish days for any activity
depend only on the number of and duration of the activities which must be completed prior to
that activity starting. Next we are going to do a backward pass. We start by taking the early
finish day for the last activity and making it the late finish day for the last activity. For each
activity subtracting the duration from the late finish day will give us the late start day. The late
start day will become the late finish day for the preceding activity, if there is no lag. Remember
to subtract any lag between activities. Note that activity 02200 below has two follow-on
(successors) activities (03110 & 03210) and we took the smaller of the late start minus lag (11
vice 12). Follow the equations shown through the network below:

(within the activity)

Late Finish - Duration = Late Start
(between activities)
* Late Start - Lag (if any) = Late Finish (preceding activity)
Note: With two or more successors, use the smaller of the late start minus lag.

03100 7 03110 2
P/F Forms Set Forms
3 10 11 13

5 2 1 12 12 1 1 14

01600 3 02200 8 03210 3 03300 1

Move In Excavate Set RST Place Conc
0 3 3 11 11 14 14 15

0 0 0 3 3 0 0 11 11 0 0 14 14 0 0 15

03200 4
P/F RST
3 7

7 4 4 11

3.5 Total Float. Total float is the number of days an activity can be delayed without
delaying the project completion date. Looking at activity 03100 above we see that it could finish
as early as day 10 or as late as day 12. The 2 days of leeway we have in completing activity
03100 anywhere between day 10 and day 12 is called total float. Activity 03100 has 2 days of
total float. We calculate total float by subtracting the early finish day from the late finish day (or
the early start day from the late start day). Both calculations should be done in order to check for
math errors. Calculate total float on a forward pass. Follow the equation shown through the
network above:

Total Float = Late Start - Early Start or Late finish - Early Finish

3-3
3.6 Free Float. Free float is the number of days an activity can be delayed without taking
float away from the next activity. Another way of saying the same thing is that free float is the
number of days an activity can be delayed without delaying the next activity off of its early start
date. We calculate the free float for an activity by taking the early start for the next activity
(successor), subtracting any lag and subtracting the early finish for the activity we are
calculating the float for. Always use the early days. Calculate free float on a backward pass.
To calculate the free float for activity 03100 on the previous page, we would take the early start
for activity 03110, subtract any lag between 03100 and 03110 (zero in this case) and subtract the
early finish for activity 03100 (11 - 0 - 10 = 1). Free float for activity 03100 is 1 day. You can
see that delaying activity 03100 by 1 day will not delay activity 03110 from its early start date.
Delaying activity 03100 by 2 days will delay the start of activity 03110 until day 12 and will
reduce the float for activity 03110 by 1 day (to zero, in this case). Delaying activity 03100 by
more than 2 days will delay the project completion date as 03100 has only 2 days of total float.
Follow the equation shown through the network on the previous page:

* Free Float = Early Start (next activity) - Lag (if any) - Early Finish
Note: With two or more successors, use the smaller of the early start - lag - early finish.

3.7 Critical Path. Looking at activity 03100 on the previous page we see we could start that
activity as early as day 3 or as late as day 5. So we have subtracted 3 from 5 and entered 2 days
as the total float. Where the early start and late start are the same there is no float. We have to
start that activity on its early start date. It cannot be delayed without delaying the project
completion date. Activities with no float are said to be critical. The first and last activities will
always be critical and there will be a critical path of activities between them. The critical path
in the example on the previous page is 01600-02200-03210-03300. The critical path allows
management attention to be focused on those activities which cannot slip. A common
misconception is that we cannot have two or more critical activities working at the same time.
This is not true. Two or more critical activities occurring at the same time is called a split
critical path and is normal under certain circumstances.

3.8 Different Logic Types. All examples shown so far have used finish-to-start logic. An
activity has to finish before the next one can start. There are two other types of logic
relationships which are frequently encountered, start-to-start (S/S) where the start of the second
activity is dependent on the start of the first activity, and finish- to-finish (F/F) where the finish
of the second activity is dependent on the finish of the first activity. The fourth logic
relationship, start-to-finish (S/F) where the second activity cannot be completed until the first
one starts, is not used often. An example would be temporary power that can’t stop until power
is turned on to a permanent electrical system. Finish-to-Start logic will give you the longest
total project duration and is the most common logic type used in the Seabees. The S/S and
F/F logic can be used to compress (shorten) the schedule. This compression is often used in the
execution phase of the project to catch up when we fall behind. It can also be used in a repetitive
type project such as roadway or pipeline construction. Listed below are the equations for S/S
and F/F logic:

3-4
 Start-to-Start:

Forward Pass Early Start + Duration = Early Finish

Early Start + Lag = Early Start (next activity)

Backward Pass Late Finish - Duration = Late Start

Late Start - Lag = Late Start (preceding activity)

Total Float: Late Start - Early Start or Late Finish - Early Finish

Free Float: Early Start (next activity) - Lag - Early Start

Finish-Finish:

Forward Pass Early Start + Duration = Early Finish

Early Finish + Lag = Early Finish (next activity)

Backward Pass Late Finish - Duration = Late Start

Late Finish - Lag = Late Finish (preceding activity)

Total Float: Late Start - Early Start or Late Finish - Early Finish

Free Float: Early Finish (next activity) - Lag - Early Finish

3.9 Computer Generated Networks. There are several project management programs on
the market. The one that is used by the Seabees is a tailored program produced by Monitor
Systems Inc. called Seabee Construction Management (CBCM). CBCM will generate the
precedence network for your project. Appendix 3-B is a portion of a logic network for an
administration building project (we will refer to this as the “admin project”) using the CBCM
program. CBCM will not show the “zero” at the beginning of an activity. Remember that a
construction activity has four digits and you must mentally place the zero in front of an activity.
The precedence network may be shown with two types of activity blocks, either activity and
description on page 3-B-1 or the full activity block on page 3-B-2.

3.10 Level III Barcharts. Once we have determined our construction schedule on the
precedence network we transfer the information to a Level III barchart. We do this because the
schedule dates are much easier to read on a Level III barchart. You can draw the Level III
barchart manually or use CBCM to generate it. Appendix 3-C is portion of a Level III barchart
by early start date using the CBCM computer program. The horizontal and vertical lines
between activities and project days are optional. CBCM must be instructed to print these. All of
the construction activities are listed down the left hand side and a time scale is shown across the
top. The time scale will go from the first workday of the project to the last workday. The start
date, finish date and duration of each construction activity will be appear as a horizontal “box”
as shown on the next page. Baseline start and finish are the dates established prior to the activity
starting. The actual start and forecast finish are represented by a “piston” inside of the “box”. If

3-5
the activity starts on its early start date, the actual start and the baseline start will remain at the
same place. If the activity starts earlier or later than scheduled, the “piston” will slide to the
actual start date. As the activity progresses, the “piston” will be shaded in to represent percent
complete (WIP). The series of dots shown after the “box” represent total float. CBCM does not
calculate free float. The horizontal “box” representing critical construction activity duration’s
will be “enhanced”.
WIP FLOAT

• • • •

BASELINE START ACTUAL START BASELINE FINISH FORECAST FINISH

A histogram which shows all required resources will be shown at the bottom. Depending on the
size of the project and your printer, and if you have a roll plotter, the Level III barchart may be
shown in several “pages and frames” as shown below. CBCM will save the Level III barchart as
an Adobe .PDF file for printing on a plotter. This cuts down on the amount of pages and frames
that would be needed to be “cut and pasted” together. The four pages in Appendix 3-C represent
Frame 1 of the Level III barchart for the admin project. This Level III barchart has not been
resource leveled.

Page 1 Page 1 Page 1 Page 1 Page 1 Page 1 Page 1

Frame 1 Frame 2 Frame 3 Frame 4 Frame 5 Frame 6 Frame 7

Page 2 Page 2 Page 2 Page 2 Page 2 Page 2 Page 3

Frame 1 Frame 2 Frame 3 Frame 4 Frame 5 Frame 6 Frame 7

Page 3 Page 3 Page 3 Page 3 Page 3 Page 3 Page 3

Frame 1 Frame 2 Frame 3 Frame 4 Frame 5 Frame 6 Frame 7

Page 4 Page 4 Page 4 Page 4 Page 4 Page 4 Page 4

Frame 1 Frame 2 Frame 3 Frame 4 Frame 5 Frame 6 Frame 7

3.11 Resource Leveling. Resource leveling involves matching the construction activities
scheduled to the crew size available. We want the crew to be gainfully employed everyday and
keep up with the scheduled work and not fall behind. To resource level we need a known crew
size, a timescaled schedule and a histogram showing how many bodies are required on a daily
basis to complete the tasks scheduled. We can create the documents by hand or a computer can
give us both. Appendix 3-D is the same Level III barchart as discussed before except that we
instructed CBCM to print only the activities that occur in a certain date range and without the

3-6
horizontal lines between activities. This enabled us to list more activities on the same page with
the histogram shown below them. Resource leveling must be done manually first and then the
project updated in the computer.

The primary task in resource leveling is to schedule the non-critical work as you have people to
do the work. The resources shown on the histogram in Appendix D are the total resources we
would need if we tried to start each activity on its early start date. The total crew size for our
example will be 7. We will resource level this project by body, trying to put 7 people to work
each day. At this point, we do not worry about rates. When we initially enter the project into
CBCM, we specify all skilled (E4-E6) resources. Resource leveling by rate is the same process,
just harder to do. On Appendix 3-D-1 we have added-in the total float for non-critical activities
in a column between the activity descriptions and the beginning of the barchart. The crew sizes
needed each day for each activity, critical and non-critical, have also been added-in beside the
activities. We can obtain these figures from our precedence network and CAS sheets or we can
have the CBCM program generate a report almost any way we want it. Appendix 3-E is a report
by activity number listing crew size, total float, baseline duration, and estimated mandays.

We began the resource leveling process by committing to doing the critical path by penciling in
at the bottom of the page the resources needed to accomplish the critical activities. The first row
of numbers are critical resources (Appendix 3-D-2) . The critical path will obviously not keep
the entire crew busy. The non-critical activities are shown on their early start dates but we may
need to delay them if we don’t have the people to start them there. If we delay the start of a non-
critical activity, we want to schedule its start as soon as we have people available to do them
(days where total resource required at the bottom of the page is less than 7.)

Appendix 3-D-3 shows the legend used for the Level III barchart on Appendix 3-D-4. This Level
III barchart was resource leveled manually. Working from the top of the page to the bottom, the
activities were scheduled using the following 4 steps:

1. Find the activity with the least amount of total float.

2. Find the first available dates with available resources.

3. Mark the dates where you will schedule the activity.

4. Update the resources on the histogram at the bottom of the page.

Working down the left side of the page we see that activity 15100 is the first activity we come to
with the least amount of total float (1 day). We look to see where it is occurring at by its early
start date. It starts on 2 June and is three days in duration. We look to see how many people we
have scheduled for critical activities on these dates. We only have 2 scheduled who happen to be
working on critical activity 15110. Since we have a crew of 7, we can start activity 15100 on its
early start date. We mark it there and update the resources on the histogram to a total of 4. We
do not move an activity unless we have to. If we moved activity 15100 1 day it would become
critical because it only has 1 day of total float. If we moved it more than 1 day it would extend
the project completion date. We continue on down the page and find the next activity with the

3-7
least amount of total float. Activity 15120 also has 1 day of total float. We schedule it on its
early start date (11 June) because we only have 2 people working on a critical activity.
This brings the total resources on the histogram to 4. We continue on down the page and find we
do not have any more activities with only 1 day of total float. We go back to the top of the page
and start down again. The next activity we come to with the least amount of total float is activity
03100 (5 days). We schedule it on its early start date also. We do the same thing with activity
03200. Activities 03160, 08200, 02260 and 09900 are scheduled on another page of the Level
III network that is not shown. We now find that the first 4 days of the project are at the
maximum crew size of 7. We still have activities 02220, 03130, 03140, 03220 and 02700
occurring during this time frame. This means that they CAN NOT start on their early start date
and must be moved. When we move an activity, we must consult our precedence network and
see if we have any other activities that must move with it. Activity 03130 has the next least
amount of total float. Looking at our precedence network (Appendix 3-B), we find that activity
03310 is ahead of it (dependent upon it). If we move activity 03130, we must move activity
03310 at least the same amount. The first available days we can schedule activity 03130 is 21-
24 May. The first available date we can schedule activity 03310 ahead of activity 03130 is the
next day, 25 May. We do not move activities any more than we have to. The next activity we
moved was activity 03140. We moved it to 23 May through 08 June. We continue this process
through the rest of the project

After we have finished, we look at the total resources and see where we could adjust our project.
On 21 May we only have 6 people scheduled. We can’t do any better than this. On 26 May we
have 5 people scheduled. We could have done activity 02220 (Excavate Septic Tank) here but
we wouldn’t be able to do activity 02700 (Install Septic Tank) until 09 June. It doesn’t make
sense to dig a hole and not put anything into it for 2 weeks so this is the best we can do. Further
in the Level III barchart, on 10-12 July we have no one working. This happens to be lag time
between activity 03320 (Place Concrete in Beams and Canopy) and activity 03170 (Strip Forms
Beams and Canopy, Interior). We could probably back the project start date up to have this lag
time occur over the 4th of July holiday. Some other minor adjustments on crew sizes and
durations may be required to ensure full use of assigned crew. Once all the activities are
scheduled then we can input the new start dates into the computer and print out a new Level III
barchart. Appendix 3-F is the same Level III barchart that has been resource leveled. At this
point you would decide on the rate makeup of your crew. Looking at Appendix 3-F, we see that
on 24 May we require 7 builders. Looking at the activities that occur during this time frame, we
find 03130 (Prefab Lintel Forms), 03140 (Prefab Forms Beams\Canopy) and 02110 (Layout
Building). This would probably require 3 skilled builders (1 on each activity) and the other 4
resources needed could be whoever else you have on your crew who are not scheduled to work
at this time. Another option would be to move activity 03130 ahead a few more days since we
still have several days of float. This would bring the requirement down to 2 skilled builders. On
25 May we see that we need 5 skilled builders. Looking at the activities that occur during this
time frame, we find 03140 and 03110. This would probably only require 2 skilled builders and
the rest of your crew could fill in. Once you have decided on what your crew make up will be
and the final start dates for your activities, you go back to CBCM and enter the changes. We
would then print out a new Level III barchart.

3-8
3.12 Level II Barchart. The Level II barchart is prepared from the information on the Level
III barchart. Appendix 3-G is another resource leveled Level III barchart with the major
difference being the construction activities were sorted by activity number instead of early start
date to ease the transfer of information to the Level II barchart. We instructed CBCM to print
vertical lines between weeks. Note that non-workdays are included in the date strip. The
horizontal lines have been drawn manually to separate the master activities. The manday
estimate from the CAS sheets or from a CBCM report (Appendix 3-E) were added-in after each
activity number and description. (CBCM can be instructed to print the Level III barcharts with
mandays and float listed). The mandays were also added-in to the left or right of each “box”
representing the activity duration. Where an activity was split between weeks the mandays were
pro-rated between the weeks. We do this by subtracting any non-workdays in the week period, to
have an accurate accounting of duration, then dividing the total mandays for the construction
activity by the number of days duration. This gives us mandays per day for the activity. We then
multiply this number by the number of work days in the week. You can round up or down as
needed as long as the total MD’s for the activity is equal to the estimated MD’s. For example:
In Appendix 3-G-1 activity 02200 has an estimated MD’s of 5. The date strip shows that this
activity spans 4 days of duration, but the 22nd of May is a non-workday. This changes the
duration from 4 days to 3 days. Next we divide 5 MD’s by 3 durations days and come up with
the number 1.67. This number is then multiplied by the number of days in that period, 2 days to
the left of the week line which equals 3.34 MD’s and to the right of the vertical line equals 1.67.
You can round these numbers to 3 MD’s and 2 MD’s respectfully for a total of 5 MD’s. We then
total the mandays each week for each master activity. The numbers that have been circled on
Appendix 3-G are these totals. We then transfer the information to a Level II barchart.
Appendix 3-H is our Level II barchart. We list the master activities numbers and titles in the
columns on the left and the last work day every 2 weeks of the entire project across the top. We
get these dates from our Level III barchart. We then start building the “bar” portion of our
Level II barchart. Looking back at Appendix 3-G, we see that master activity 01 has 6 mandays
scheduled during the week beginning 17 May, 14 mandays scheduled during the week of 12
September. On the Level II barchart we shade or draw a horizontal bar across the weeks of 21
May, and 24 September for master activity 01 and put the mandays scheduled above it. We
leave the weeks blank where no work is scheduled. Master activity 02 has 7 mandays scheduled
for the week ending 21 May, 6 the weeks ending 4 June, 11 the weeks ending 18 June, 9 the
weeks ending 13 August, and 12 the weeks ending 27 August. We draw a horizontal bar across
the weeks for master activity 02 as follows: 21 May; 4 and 18 June; 13 and 27 August. We put
the mandays scheduled above the bar. We do this for each master activity. We then total the
number of mandays scheduled for each master activity and place this number in the MDs Tasked
column. Master activity 01 has a total of 20 mandays (6 + 14). Master activity 02 has a total of
45 mandays (7 + 6 + 11 + 9 + 12). We do this for each master activity. We then total the master
activity mandays to obtain a total project manday estimate. Our total is 453 mandays once we
round up. We place this in the total block at the bottom of the MDs Tasked column and on the
Mandays Total Project line at the top of the Level II barchart. The Mandays Tasked line at the
top of the Level II barchart is the mandays of the project that you have been tasked by higher
headquarters to do. The next column is the weighted percent which is the master activity
manday estimate divided by the total project manday estimate expressed as a percent (multiplied
by 100).

3-9
For example, master activity 01 has 20 mandays total. 20 ÷ 453 x 100 = 4 (round off to the
nearest whole number). Master activity 02 has 45 mandays total. 45 ÷ 453 = 10 When each
master activity is done, total the weighted percent column. This total must equal 100. If it does
not, go back to your highest weighted percent and add or subtract to make the column total 100.
For example, when calculating master activity 03, 140 ÷ 453 = .309. The total of the weighted
percent column came to 101. We changed master activity 03’s weighted percent to 30 vice 31 in
order for the total to equal 100. The weighted percent is how much of the total project that each
master activity represents. This is used when calculating work-in-place (WIP) for your project.
This will be discussed in Chapter 8.

Our next step is to total the mandays scheduled for each two week period at the bottom of each
column in the MDs Scheduled This Period row at the bottom of our Level II barchart. For
example, during the first two weeks of our project 6 + 7 + 17 = 30 mandays. The Cumulative
Mandays Scheduled row is equal to the mandays scheduled for each two week period added to
all previous mandays scheduled. The first two week period would obviously be 30 mandays.
The second two week period would be 83 mandays (30 + 53). The third two week period would
be 146 mandays (83 + 62). The last number in this row should equal the total project manday
estimate (453). If it does not, you have a math error and you need to find it. The Percent
Complete Scheduled (Plot) row is equal to the cumulative mandays scheduled that period
divided by the total project mandays expressed as a percent (multiplied by 100). For example,
30 ÷ 453 x 100 = 7% and 115 ÷ 453 x 100 = 18% (round off to the nearest whole number). The
Scheduled Progress Curve is then drawn by plotting the percent complete scheduled at the end of
each two week period plotted against the scale on the right of the barchart. Find the percent
scheduled for each two week period and place a dot on the vertical line at the end of that two
week period. Connect the dots to complete your Scheduled Progress Curve. The last 6 rows at
the bottom of the Level II barchart are used on deployment to track your actual work. They are
used by the company commanders and S3 to see if your project is ahead or behind schedule. The
crewleader should also be tracking this progress.

3-10
 NETWORK CALCULATIONS

B 11 (3) F 6
15 26 29 35
19 4 0 30 33 4 ? 39

A 6 C 5 (3) D 2
14 20 20 25 28 30
14 0 0 20 20 0 0 25 30 2 ? 32
(7)
E 3
32 35
32 0 0 35
FORWARD PASS
ES + DUR = EF
EF + LAG = LFNEXT
Note ESD: EFC + LAGCD > EFB + LAGBD
(25 + 3 > 26 + 0)
BACKWARD PASS
LF - DUR = LS
LS - LAG = LFPREVIOUS
Note LFC: LSE - LAGCE < LSD - LAGCD
(32 - 7 < 30 - 3)
TOTAL FLOAT
LS - ES OR LF - EF
FREE FLOAT
ESNEXT - LAG -EF
Note FFB: ESF -LAGBF - EFB < ESD - LAGBD - EFB
(29 - 3 - 26 < 28 - 0 - 26)

3-A-1
 DIFFERENT LOGIC RELATIONSHIPS

FINISH-TO-START

C 7 (6) D 3
8 15 21 24
16 8 0 23 29 8 ? 32

START-TO-START
(6)

C 7 D 3
8 15 14 17
23 15 0 30 29 15 ? 32

FINISH-TO-FINISH
(6)

C 7 D 3
8 15 18 21
19 11 0 26 29 11 ? 32

3-A-2
 START - TO - FINISH
(6)

C 7 D 3
8 15 11 14
19 11 0 26 29 11 ? 32

OFFSET
50%

C 7 D 3
8 15 18 21
19 11 0 26 29 11 ? 32

3-A-3
3-B-1
NETWORK TOOL ACTIVITY BOX

3-B-2
(Blank Page)
 SEABEE LEVEL III
Project Number: EL8-830 Date Printed: 03/20/03
Project Title: ADMINISTRATION BUILDING Data Date: 05/17/05

May 2005 Jun 2005

CA # Description 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 01 02 03

01600 MOVE IN

02100 CLEAR AND GRUB

02220 EXCAVATE SEPTIC TANK/

03100 PREFAB FORMS FOUND/S

03130 PREFAB LINTEL FORMS

03140 PREFAB FORMS BEAM/CA

03200 PREFAB RST FOUND/SLAB

3-C-1

03220 PREFAB RST BEAM/CANO

02700 INSTALL SEPTIC TANK/LE

02200 SUBGRADE FILL AND CO

02230 BACKFILL SEPTIC TANK/L

03310 PLACE CONCRETE IN LIN

02110 LAYOUT BUILDING

02210 EXCAVATE FOOTERS AN

02240 LEVEL/COMPACT U/S EXC

03110 SET FORMS FOUND/SLAB

15100 WATER MAIN

15110 WASTE LINES

17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 01 02 03
May 2005 Jun 2005
Project # EL8-830 -- Frame 1 Page 1
 SEABEE LEVEL III
Project Number: EL8-830 Date Printed: 03/20/03
Project Title: ADMINISTRATION BUILDING Data Date: 05/17/05

May 2005 Jun 2005

CA # Description 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 01 02 03

02250 BACKFILL/COMPACT U/S

03210 SET RST FOUND/SLAB

15120 FLOOR DRAINS AND CLE

16000 INSLAB ELECTRICAL

03300 PLACE CONCRETE FOUND

04200 ERECT CMU

03150 SET FORMS BEAM/CANOP

03120 STRIP FORMS FOUND/SLA

3-C-2

03230 SET RST BEAM/CANOPY

03320 PLACE CONCRETE BEAM/

03170 STRIP FORMS BEAM/CAN

05200 SET BAR JOISTS

03400 SET ROOF PANELS

15130 INSTALL SLEEVES FOR V

07500 INSTALL BUILT-UP ROOF

06100 INTERIOR FRAMING

03160 STRIP FORMS BEAM/CAN

08200 EXTERIOR DOORS AND W

17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 01 02 03
May 2005 Jun 2005
Project # EL8-830 -- Frame 1 Page 2
 SEABEE LEVEL III
Project Number: EL8-830 Date Printed: 03/20/03
Project Title: ADMINISTRATION BUILDING Data Date: 05/17/05

May 2005 Jun 2005

CA # Description 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 01 02 03

15140 INSTALL WATER LINES

15150 INSTALL VENT/WASTE LI

16200 PANELS AND BOXES

16010 INSTALL CONDUIT

02260 ROUGH GRADE

15160 TIE-IN AND PRESSURE TE

09200 INSTALL/FINISH DRYWAL

3-C-3

16100 PULL WIRE

02270 TOPSOIL

02280 FINISH GRADE

08210 INTERIOR DOORS

16800 INSTALL SERVICE

06200 INTERIOR TRIM

02900 GRASS SEED

17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 01 02 03
May 2005 Jun 2005
Project # EL8-830 -- Frame 1 Page 3
 SEABEE LEVEL III
Project Number: EL8-830 Date Printed: 03/20/03
Project Title: ADMINISTRATION BUILDING Data Date: 05/17/05

May 2005 Jun 2005

CA # Description 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 01 02 03

09900 PAINT EXTERIOR

09910 PAINT INTERIOR

09100 SUSPENDED CEILING

09300 ASPHALT/CERAMIC TILE

16810 FINISH ELECTRICAL

10600 TOILET PARTITIONS

15200 FINISH PLUMBING

3-C-4

01700 MOVE OUT

17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 01 02 03
May 2005 Jun 2005

Builder (In Mandays) 306.13 6.00 8.00 8.00 8.00 5.00 3.00 5.00 3.00 3.00 7.00 7.00 7.00 3.00
Construction Electrician 30.00
Construction Mechanic
Engineering Aid
Equipment Operator 44.72 1.00 4.00 3.00 3.00 4.00 2.00 2.00 1.00 2.00
Steelworker 28.60 4.00 4.00 4.00 4.00 2.00
Utilitiesman 43.08 2.00 2.00 1.00 4.00 4.00 4.00 2.00
Other Crew Members
Total Seabees 7.00 16.00 17.00 17.00 13.00 5.00 5.00 5.00 5.00 7.00 7.00 7.00 7.00 4.00 4.00 2.00 2.00 2.00

Project # EL8-830 -- Frame 1 Page 4

 May-05 Jun-05
CA# Description Fcst Flt
17 18 19 20 21 23 24 25 26 27 31 1 2 3 6 7 8 9 10 11 13 14
01600 MOVE IN 0 7
02100 CLEAR AND GRUB 0 2
02220 EXCAVATE SEPRIC TA 72 2
03100 PREFAB FORMS FOUN 5 3
03130 PREFAB LINTEL FORM 14 2
03140 PREFAB FORMS BEAM 15 3
03200 PREFAB RST FOUND 12 2
03220 PREFAB RST BEAM / 27 2
02700 INSTALL SEPTIC TANK 72 3
02200 SUBGRADE FILL AND 0 2
02230 BACKFILL SEPTIC TAN 72 2
03310 PLACE CONCRETE IN L 14 2
3-D-1

02110 LAYOUT BUILDING 0 2

02210 EXCAVATE FOOTER 0 2
02240 LEVEL / COMPACT U 0 2
03110 SET FORMS FOIND / S 0 4
15100 WATER MAIN 1 2
15110 WASTE LINES 0 2
02250 BACKFILL/COMPACT 0 2
03210 SET RST FOUND / SLA 0 2
15120 FLOOR DRAINS AND 1 2
16000 INSLAB ELECTRICAL 0 2
17 18 19 20 21 23 24 25 26 27 31 1 2 3 6 7 8 9 10 11 13 14
May-05 Jun-05
BUILDER 6 8 8 8 5 3 5 3 3 7 7 7 3
CONSTRUCTION ELECTRICIAN 2 2
CONSTRUCTION MECHANIC
ENGINEERING AID
EQUIPMENT OPERATOR 1 4 3 3 4 2 2 1 2
STEEL WORKER 4 4 4 4 2 2
UTILITIESMAN 2 2 1 4 4 4 2 2
OTHR CREW MEMBERS
TOTAL LABOR RESOURCES 7 16 17 17 13 5 5 5 5 7 7 7 7 4 4 2 2 2 2 4 2
3-D-2

Critical Resources
3-D-3
3-D-4
DATE PREPARED: 21 MAR 03 PROJECT NUMBER: EL8-830 BUC(SCW) WALKER
PROJECT TITLE: ADMINISTRATION BUILDING
Crew Baseline Baseline Estimated
CA01600 MOVE IN 7 0 1 6
CA01700 MOVE OUT 8 0 2 14
CA02100 CLEAR AND GRUB 2 0 2 4
CA02110 LAYOUT BUILDING 2 0 1 0.56
CA02200 SUBGRADE FILL AND COMPACT 2 0 3 4.86
CA02210 EXCAVATE FOOTERS AND UTILITIES 2 0 1 2
CA02220 EXCAVATE SEPTIC TANK/LEACH FIELD 2 72 1 2
CA02230 BACKFILL SEPTIC TANK/LEACH FIELD 2 72 1 2
CA02240 LEVEL/COMPACT U/S EXCAVATION 2 0 1 2
CA02250 BACKFILL/COMPACT U/S UTILITIES 2 0 1 2
CA02260 ROUGH GRADE 2 24 3 5
CA02270 TOPSOIL 2 24 2 4
CA02280 FINISH GRADE 3 24 4 11
CA02700 INSTALL SEPTIC TANK/LEACH FIELD 3 72 2 5
CA02900 GRASS SEED 1 24 1 1
CA03100 PREFAB FORMS FOUND/SLAB 3 5 3 8.04
CA03110 SET FORMS FOUND/SLAB 4 0 3 11.03
CA03120 STRIP FORMS FOUND/SLAB 3 56 1 3
CA03130 PREFAB LINTEL FORMS 2 14 3 5.09
CA03140 PREFAB FORMS BEAM/CANOPY 3 15 12 31.96
CA03150 SET FORMS BEAM/CANOPY 7 0 4 25
CA03160 STRIP FORMS BEAM/CANOPY EXTERIOR 3 8 1 3
CA03170 STRIP FORMS BEAM/CANOPY INTERIOR 2 0 1 2
CA03200 PREFAB RST FOUND/SLAB 2 12 4 7
CA03210 SET RST FOUND/SLAB 2 0 2 4
CA03220 PREFAB RST BEAM/CANOPY 2 27 4 7
CA03230 SET RST BEAM/CANOPY 2 0 4 7
CA03300 PLACE CONCRETE FOUND/SLAB 6 0 1 5
CA03310 PLACE CONCRETE IN LINTEL FORMS 2 14 1 2
CA03320 PLACE CONCRETE BEAM/CANOPY 6 0 1 5
CA03400 SET ROOF PANELS 5 0 3 14
CA04200 ERECT CMU 6 0 6 32
CA05200 SET BAR JOISTS 5 0 2 9
CA06100 INTERIOR FRAMING 4 0 6 22
CA06200 INTERIOR TRIM 4 0 4 14
CA07500 INSTALL BUILT-UP ROOF 6 0 3 16
CA08200 EXTERIOR DOORS AND WINDOWS 3 8 2 5
CA08210 INTERIOR DOORS 2 0 3 5
CA09100 SUSPENDED CEILING 3 2 4 11
CA09200 INSTALL/FINISH DRYWALL 4 0 4 14
CA09300 ASPHALT/CERAMIC TILE 4 0 6 22
CA09900 PAINT EXTERIOR 3 29 3 8
CA09910 PAINT INTERIOR 4 0 3 11
CA10600 TOILET PARTITIONS 2 2 2 4
CA15100 WATER MAIN 2 1 3 5
CA15110 WASTE LINES 2 0 4 7
CA15120 FLOOR DRAINS AND CLEANOUTS 2 1 1 2
CA15130 INSTALL SLEEVES FOR VENTS 4 0 2 7
CA15140 INSTALL WATER LINES 2 0 4 7
CA15150 INSTALL VENT/WASTE LINES 2 1 3 5
CA15160 TIE-IN AND PRESSURE TEST 2 0 2 4

3-E-1
DATE PREPARED: 21 MAR 03 PROJECT NUMBER: EL8-830 BUC(SCW) WALKER
PROJECT TITLE: ADMINISTRATION BUILDING
CA15200 FINISH PLUMBING 2 0 4 7
CA16000 INSLAB ELECTRICAL 2 0 2 4
CA16010 INSTALL CONDUIT 2 0 5 9
CA16100 PULL WIRE 2 9 2 4
CA16200 PANELS AND BOXES 2 0 1 2
CA16800 INSTALL SERVICE 2 27 2 4
CA16810 FINISH ELECTRICAL 2 2 4 7

3-E-2
 SEABEE LEVEL III
Project Number: EL8-830 Date Printed: 04/01/03
Project Title: ADMINISTRATION BUILDING Data Date: 05/17/05

May 2005 Jun 2005

Fcst 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 01 02 03
CA # Description Flt Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri

01600 MOVE IN 0

02100 CLEAR AND GRUB 0

03100 PREFAB FORMS F 5

03200 PREFAB RST FOUN 12

02200 SUBGRADE FILL A 0 Est. MD 5

03130 PREFAB LINTEL F 11 Est. MD 5

03140 PREFAB FORMS B 11 Est. MD 32

3-F-1

02110 LAYOUT BUILDIN 0 Est. MD 1

02210 EXCAVATE FOOTE 0 Est. MD 2

03310 PLACE CONCRETE 11 Est. MD 2

02240 LEVEL/COMPACT 0 Est. MD 2

03110 SET FORMS FOUN 0 Est. MD 11

15100 WATER MAIN 1 Est. MD 5

15110 WASTE LINES 0 Est. MD 7

03220 PREFAB RST BEA 13

02250 BACKFILL/COMPA 0

02220 EXCAVATE SEPTI 47

03210 SET RST FOUND/S 0

17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 01 02 03
May 2005 Jun 2005
Project # EL8-830 -- Frame 1 Page 1
 SEABEE LEVEL III
Project Number: EL8-830 Date Printed: 04/01/03
Project Title: ADMINISTRATION BUILDING Data Date: 05/17/05

May 2005 Jun 2005

Fcst 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 01 02 03
CA # Description Flt Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri

02700 INSTALL SEPTIC T 47

15120 FLOOR DRAINS A 1

16000 INSLAB ELECTRIC 0

02230 BACKFILL SEPTIC 47

03300 PLACE CONCRETE 0

04200 ERECT CMU 0

03150 SET FORMS BEAM/ 0

03120 STRIP FORMS FOU 49

3-F-2

03230 SET RST BEAM/CA 0

03320 PLACE CONCRETE 0

03170 STRIP FORMS BEA 0

05200 SET BAR JOISTS 0

03400 SET ROOF PANELS 0

15130 INSTALL SLEEVES 0

07500 INSTALL BUILT-U 0

06100 INTERIOR FRAMIN 0

03160 STRIP FORMS BEA 8

08200 EXTERIOR DOORS 8

17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 01 02 03
May 2005 Jun 2005
Project # EL8-830 -- Frame 1 Page 2
 SEABEE LEVEL III
Project Number: EL8-830 Date Printed: 04/01/03
Project Title: ADMINISTRATION BUILDING Data Date: 05/17/05

May 2005 Jun 2005

Fcst 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 01 02 03
CA # Description Flt Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri

15140 INSTALL WATER L 0

15150 INSTALL VENT/W 1

16200 PANELS AND BOX 0

16010 INSTALL CONDUI 0

02260 ROUGH GRADE 15

15160 TIE-IN AND PRESS 0

09200 INSTALL/FINISH D 0
3-F-3

16100 PULL WIRE 9

02270 TOPSOIL 15

02280 FINISH GRADE 15

08210 INTERIOR DOORS 0

16800 INSTALL SERVICE 18

06200 INTERIOR TRIM 0

17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 01 02 03
May 2005 Jun 2005
Project # EL8-830 -- Frame 1 Page 3
 SEABEE LEVEL III
Project Number: EL8-830 Date Printed: 04/01/03
Project Title: ADMINISTRATION BUILDING Data Date: 05/17/05

May 2005 Jun 2005

Fcst 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 01 02 03
CA # Description Flt Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri

02900 GRASS SEED 15

09900 PAINT EXTERIOR 12

09910 PAINT INTERIOR 0

09100 SUSPENDED CEILI 2

09300 ASPHALT/CERAMI 0

16810 FINISH ELECTRIC 2

10600 TOILET PARTITIO 2

3-F-4

15200 FINISH PLUMBING 0

01700 MOVE OUT 0

17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 01 02 03
May 2005 Jun 2005

Builder (In Mandays) 306.13 6.00 3.00 3.00 3.00 2.00 5.00 7.00 5.00 3.00 7.00 7.00 7.00 3.00 3.00 3.00 3.00 3.00
Construction Electrician 30.00
Construction Mechanic
Engineering Aid
Equipment Operator 44.72 1.00 2.00 2.00 2.00 2.00 2.00 2.00 1.00 2.00 2.00
Steelworker 28.60 2.00 2.00 2.00 2.00 2.00 2.00 4.00
Utilitiesman 43.08 1.00 4.00 4.00 4.00 2.00
Other Crew Members
Total Seabees 7.00 7.00 7.00 7.00 6.00 7.00 7.00 7.00 5.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 6.00

Project # EL8-830 -- Frame 1 Page 4

 20
6

7
46
3-G

7
 140
22
20
17
3-G

32
9

36

16
 10

66

4
3-G

44
8
 30

453
Total MD’s
3-G
2

9
3-G
 5

17
3-G

18
3-G

2 2
3-G
3-G
 20
15
5
3-G

14
3-G
3-G
 13 3
3-G

16
 7
3-G
6
3
3-G
3-G

19 3
 5

14
3-G

12
4
7
8
3-G
12
3-G
 6
8
3-G
 5

19
3-G
4
3-G
14
3-G
 33

4
3-G

7
4
3
3-G
 SEABEE LEVEL II
Project Number: EL8-830 Unit: CECOS Mandays Tasked 453 Date Printed: 27 Mar 2003
Project Title: ADMINISTRATION BUILDING Co/Det: MILITARY READINESS Mandays Total Project 453 Data Date: 17 May 2005
MDs Tasked Previous 2005 2006 MDs
MA# DESCRIPTION Total Project Weighted % UNIT MDs May Jun Jul Aug Sep Oct Nov Dec Jan Rem.
Earned MDs @ T/O 21 4 18 2 16 30 13 27 10 24 8 22 5 19 3 17 31 14 @ T/O
20.00 0 6 14 0
01 GENERAL 20.00 4.4% 100%
0.00
45.42 0 7 6 11 9 12 0
02 SITE WORK 45.42 10.0%
0.00
140.11 0 17 40 24 35 16 8 0 90%
03 CONCRETE CONSTRUCTION 140.11 31.0%
0.00
32.00 0 16 16 0
04 MASONRY 32.00 7.1%
0.00 80%
9.00 0 9 0
05 METALS 9.00 2.0%
0.00
36.00 0 18 4 14 0
06 CARPENTRY 36.00 8.0% 70%
0.00
16.00 0 16 0
07 MOISTURE PROTECTION 16.00 3.5%
0.00
10.00 0 5 5 0 60%
DOORS, WINDOWS, AND
08 10.00 2.2%
GLASS
0.00
3-H-1

66.00 0 14 19 33 0
09 FINISHES 66.00 14.6%
0.00 50%
4.00 0 4 0
10 SPECIALTIES 4.00 0.9%
0.00
44.00 0 7 7 7 16 7 0
MECHANICAL
15 44.00 9.7% 40%
CONSTRUCTION
0.00
30.00 0 4 15 4 7 0
ELECTRICAL
16 30.00 6.6%
CONSTRUCTION
0.00
30%

20%

10%

452.54
Totals
452.54
ESTIMATED Mandays Per Period 30 53 62 51 25 54 58 54 51 14
ESTIMATED Mandays Cumulative 30 83 146 197 222 276 334 388 439 453
ESTIMATED Percent Complete 7% 18% 32% 43% 49% 61% 74% 86% 97% 100%
EARNED Mandays Per Period
EARNED Mandays Cumulative
EARNED WIP Percent Complete
ACTUAL Mandays Per Period
ACTUAL Mandays Cumulative
ACTUAL Percent of Mandays Used
3-H-1
 CHAPTER 4: JOB SITE MANAGEMENT

4.1 Introduction. In this chapter we will discuss ways to help organize your job site. This
includes material, tools, equipment, job site appearance, visitors, field offices and the project
sign. Proper job site layout and management are essential to smooth operations and optimum
use of resources to minimize waste. A well organized and well run job site will result in a safer
environment, less effort to earn WIP and minimized waste of material and manpower, ultimately
saving time and money. First impressions are lasting impressions, so make the right impression
upon all your visitors and the crew. The first sign of a well-organized crewleader and a well run
crew is a well organized job site. See Appendix 4-A for a job site management guide.

4.2 Material. Material receipt, storage and use are very important considerations when
setting up the job site. The customer pays for all the materials on Seabee construction projects.
The customer expects all Seabees to protect project materials from theft, misuse, abuse, and from
damage by handling, weather or vandalism. Is there easy access for material delivery and
handling? Can you safely store material on your job site? How big an area do you have to store
material on site? Has a lay-down site been approved by the activity Public Works organization?
Can the material be secured? Has the activity Security organization been informed of the lay-
down site? In some cases the battalion will submit this information for the ROICC to coordinate,
or they will go directly to Public Works and Security for information and approval. These items
may also be discussed at the Pre-construction Meeting. In either case, you will normally need to
prepare a rough drawing of the limits of the areas, and provide all information regarding
potential impact to buildings, sites, and personnel adjacent to the construction and lay-down
areas. Are materials exposed to the weather? Do you need much material on site? Is the
material stored properly? Do you have Material Safety Data Sheets (MSDS) on materials that
require one and is it the right material? You should not store more than two weeks of material
on the job. If you don’t need it now, don’t draw it. If you have to build a material storage area,
try to place it in an area that is not going to be in the way of construction. You should inspect
the material at MLO before you draw it so you will know what to consider for receipt and
storage on the job site. Pay particular attention to hazardous material. There are many important
considerations when setting up the job site. Items to consider include noise and access impacts.
See Appendix 4-A and Chapter 5 for more specific guidance.

4.3 Tools. It is nearly impossible to maintain tool accountability on an unorganized job site.
Just as with materials, the chain of command expects all Seabees to be good caretakers of our
tools. The crewleader must have the right tools available and in proper working order for the
crew to accomplish the work. You must consider tool storage, access and maintenance when
organizing your job site. Remember, you are the one responsible for all the tools. See
Appendix 4-A and Chapter 6 for more specific guidance.

4.4 Equipment. Equipment is usually the most costly and most dangerous of all resources on
a job site. It is very important to consider equipment in setting up your job site. Visitor parking,
construction equipment staging, traffic flow, access, and environmental protection for vehicle
POL's are some key considerations when organizing your job site. See Appendix 4-A and
Chapter 7 for more specific guidance.

4-1
4.5 Job Site Appearance. The first thing anyone is going to see is how your job site looks.
You can be doing high quality work but if your job site looks bad, then that is the only thing
people are going to remember. Have the crew members pick up after themselves during the
workday and a final cleanup at the end of each day. A clean job site is a safe job site. Like a
sharp uniform, a clean job site shows pride in your work.
4.6 Visitors. One of the most important impressions made upon command visitors is the one
made by the crewleaders when presenting their job. Remember your military bearing and
speak positively. Be professional, first impressions mean a lot. A cluttered site raises
questions of safety, quality, and a general lack of confidence in our construction ability.
Preparation: The first impression is made with your project site’s appearance. Make
sure it is organized.
• Trash should be in garbage cans or a similar receptacle. Make it easy for
your crew to do this by making it convenient to throw items away.
• Materials should be neatly stored out of the way of the construction area.
Watch for items that need to be out of the weather. Unusable materials should
be disposed as soon as possible. This just adds to the clutter. Damaged
materials also give the impression of an unorganized site.
• Have a professional looking project sign (watch for misspelled names) and
site office. If you take care with constructing the project sign and organizing
the office, visitors will believe that you will take care in constructing the
project.
• Always ensure safety precautions are in place at all times. Open excavations,
fall protection, vehicle traffic, hygiene issues, electrical, etc. are quick
observations which put your visit quickly in a good or bad category.
Ensure you have safety items on hand for their visit, such as hard hats, ear plugs and eye
protection. Meet and greet visitors as soon as they are seen on the project site. You do not need
to drop what you are doing immediately. If you are involved in a critical evolution make a quick
apology to the visitor and tell them you will be with them in a moment. If it’s a scheduled visit,
ensure that your crew is aware of the visit. Start off by introducing yourself, then the project
title, number and the members of your crew. This should be done while overlooking the project
site. Remember to always “guide” a visitor around your jobsite. Never let anyone, not even
your own unit people walk around un-escorted. NOTE: A little common sense comes into play
here. If Safety or QC from your unit comes to the jobsite to do the daily inspections, they are not
just visiting and are permitted to walk around freely.
Escort the visitors to the jobsite office. Here, describe the project in general including type of
construction and finishes. Below is a guide to follow as to what to brief the visitor on. It is also
a good idea to create a “Visitor Package” based on the below guidelines. Think of it as a book
report for your project. In this package you can include more detailed information.

• Project Scope: Paint a picture so that anyone unfamiliar with the project can visualize
what you are trying to accomplish. Many briefers will have a tendency to lay out all their
problems to a visitor as if the visitor is there to solve them. This is usually not the case.
If you present a problem, you shall also present your plan to resolve the problem. State

4-2
 the ultimate purpose of the project/facility. Stick to general descriptions and avoid
details unless asked specific questions.
• State the progression of work in phases or master activities where possible… i.e.. We
plan to place 100 CM of 200 CM concrete in the project, which will complete the
first of two basketball courts.
• State the total number of mandays estimated and how much we plan to do
• Manpower: State your crew size and how it may flux as work progresses. State the
subcontracting requirements from other companies.
• State the general status of material. Identify any critical material deficiencies and
what is being done to correct the deficiencies.
• Equipment: State phases that require equipment and any availability issues that
would affect them.
Customer: Who the customer is and what their expectations are.
Budget: What the project funds are for the overall project and Seabee portions.
Civilian Contractors: Brief description of their part of the project.
Key Evolutions: Point out aspects of the project that are of special interest.
• State the project’s goal for a proactive safety posture. Name the project’s safety Petty
Officer.
• Outline the safety plan. Describe the morning’s safety lecture.
• State the major Hazards involved with the scope (trenching, scaffolding, electrical,
confined spaces, etc.) and what actions are in place or being taken to mitigate the
hazards.
• Describe concerns for today’s tasks and remedies.
• State the major QC issues involved with the scope (concrete placement/ preparation,
mechanical/electrical material and code requirements, difficult or unique
specifications, etc.) and know the specifications for each.
• List major RFI’s and design issues that will affect your progress (site work, structural
questions, critical path activities, etc.). Remember not to blame problems on the
infamous “they.” It is our project and we control its destiny. If an issue is being
worked above you then state that fact, but don’t place blame on another party.
Photos: Photos showing the progress of the project with comments for each.
Your unit: What other projects are on going in your unit with a brief description of
each.
You should highlight your top three safety and quality control concerns and what measures you
will use to satisfy those concerns. Explain the project schedule to the visitor (use the Level III
barchart). If you are behind schedule explain how you are going to catch up. You want that
visitor to leave with an impression that you know what you are doing. Do not try and bluff your
way through, if you don’t know something tell them you will get back to them and do.
Remember that visitors will often carry an impression, good or bad, back to higher headquarters.

4-3
 Next, show the visitor around the project. Point out key activities in progress. Take the time to
answer the visitor’s questions by having crewmembers explain what they are doing. If visitors
approach a working Seabee, they should find a safe breaking point in their work and then
address the visitor. Don’t forget to render the appropriate courtesies, but never at the expense of
safely stopping the work. Ask the visitor if there is anything that they would like to see. End the
visitation by thanking them for there interest in the project. The entire construction team,
including the customer, Public Works, and the ROICC should be notified by the battalion prior
to any visits by non-battalion personnel E-8 and above. This is especially important for Division
or Regiment visits and visits by personnel considered to be VIPs. All team members have
played a part in the development of the project and its execution, so they also want to be present.
Be proactive if a visit is planned - let the ROICC QA representative know ahead of time when
the visit will take place. The ROICC, PW, and client representative should be on the sideline
during VIP visits, standing by to help in case you are asked a question that is outside of your
knowledge. They may also be hosting visits for other personnel, and may rely on you to present
the details of the construction and progress.
4.7 Field Offices. The field office may be an equipment shelter or appropriate structure
separate from tool and material storage. Never use project materials to construct a field office or
build anything in the field office unless the material was purchased with the project funds from
the project Bill of Material. The field office should be complete with the entire project package,
crewleader logbook, clean working drawings, 29CFR1926 and a copy of this CLH.
4.7.1 Job Site Administration. The crewleader is responsible for a great deal of
documentation throughout a project's lifecycle. Just as a job site must be organized, the field
office must be properly organized to facilitate the job site admin. Ultimately, all documentation
for a project will end up in the final project package. But, until the project is completed and the
project package finalized and turned in to the unit's quality control office, the crewleader must
maintain a good system to handle the project documentation. During construction, most of the
documentation is filed, but many important documents are displayed for all hands.
4.7.2 Job Site Information Board. The job site information board is an essential tool for
communicating project information to the crew and visitors. It is maintained by the crewleader.
Every member of the crew should know what is on the board and how the crewleader uses it for
project execution. When conducting job site briefings, the crewleader should use the board
while giving the brief. Some items required on the board may be too large to display such as the
Level III or a large binder full of MSDS's. If an item is too large to display properly, in its place,
note the location of the item in the field office. Appendix 4-B provides an example of the items
required on the job site information board.
4.8 Project Sign. Each project will have a sign posted in a conspicuous area. Ensure the
sign looks good and is up to date with the current crewleader and safety supervisor. Remember,
the project sign also sets the first impression and you don't want the sign to look unprofessional
with paint over-spray, wrong names, a deteriorated finish or tall grass and weeds around the
base. The standard project sign for the Seabees will be constructed to meet the specifications
directed in the COMSECONDNCB/COMTHIRDNCBINST 11100.1. Ensure you have the most
current instruction and insert the instruction at the end of this chapter or add it to your package

4-4
of references for Seabee construction Planning and Execution. Appendix 4-E shows the layout
of the standard project sign.

4.9 Initial Set Up. There are many things to consider when setting up your jobsite: Access,
haul roads, head facilities, potable water, project sign, parking for heavy equipment, safety
requirements, power supply, etc. Appendix 4-B is a checklist on objectives for laying out a
project site.

4.10 Evaluations and Management Visits. The biggest evaluations for crewleader are the
Readiness to Deploy Evaluation (RDE) and the Management Assist Visit (MAV) commonly
referred to as the 45 Day Review. The RDE’ are conducted by the homeport training regiments
(20th NCR/31st NCR) and the MAVs are conducted by higher headquarters. Appendix 4-C-1 to
2 and 4-D can be used by the crewleader to prepare for the RDE or MAV. These are a checklist
of what is needed when it comes to the project. Appendix 4-C-3 to 5 is a guide for the
crewleader as to what to expect during a RDE with regards to “selling” or presenting the project
and demonstrating project knowledge. The RDE is the crewleader showing that they are capable
of doing the job. It’s also a “sanity” check to ensure that all the facets of the project are covered.

4.11 Job Site Layout Sketch. You should draft up a sketch of your proposed job site layout
during your planning and update it once on site. As you sketch your layout consider all of the
items in the guide provided in Appendix 4-A.

4-5
 SITE LAYOUT OBJECTIVES/CHECKLIST

A. Overall Goals:

1. Economy of operation and minimum resource waste:

a. Less Men
b. Less Equipment
c. Less Material Waste
d. Less Time
e. Less Management
f. Less Money

B. Importance of Effective Site Organization:

1. Raises both individual and overall Seabee team productivity. Maximizes productive time
and reduces handling, transporting and waiting time caused by work flow interferences.
2. Saves total project mandays.
3. Enables more timely project completion.
4. Reduces equipment usage and callbacks.
5. Less loss, pilferage, damage and deterioration of staged materials.
6. Less wear and tear in finished and installed work surfaces.
7. Safer work.
8. Improves security from enemy action.
9. Reduces crewleader’s daily time spent on minor production decisions, freeing up time for
more significant tasks.
10. Better impression on visitors/chain of command.

C. Specific Objectives:

1. Unimpeded work flow.

2. Shortest, simplest transport paths.
3. Safeguard project resources.
4. Ease of receiving, inventory and staging materials, parts and equipment.
5. Optimize the crewleader’s ability to monitor and control work site operations:

a. Visibility of work and staging areas.

b. Ease of access to work and materials.
c. Ease of inspection of work and materials (task checks, verifying work in place).

6. Maintain operational flexibility as the character of work progresses from rough and
heavy trades to finishing trades.

4-A-1
 7. Cope with site constraints.

a. Dust, temperature, wind, sun, rain, humidity, etc.

b. Terrain, surface and sub-surface conditions.
c. Scope and class of work.
d. Other interferences and operations

D. Site Organization Checklist:

1. Job work and traffic flows (congestion):

a. Exterior access to site

b. Interior traffic and cross traffic.
c. Material bottlenecks.
d. Work access bottlenecks.
e. Trades and processes working through other trades.
f. Analysis of work sequences
g. Plot movements of both temporary and installed materials from staging area and
delivery yards to installation points.
h. Consider methods used by each trade for:
- Delivery of materials.
- Erection of materials.
- Use of scaffolds, hoists, elevators.
- Work areas required for proper usage of mobile equipment.
i. Consider benefit or hindrance caused by growing mass of installed work.
j. Continuous flows have priority (shorter) paths over occasional flows.
k. Heavier, bulkier, more delicate components have closer location priority than lighter,
less bulky, less delicate items.
l. Equipment must have access to all working points and be provided adequate
maneuvering room.

2. Yard spaces and areas for prefabrication of components:

a. Temporary structures and assemblies:

- Concrete forms.
- Scaffolds.
- Hoists.
- Lagging, shoring, braces, etc.
- Saw tables, jigs.
- Pine fabrication tables, jigs.
b. Installed assemblies:
- Rebar.
- Embedded items.
- Piping and plumbing.
- Lumber framing.
- Steel framing.

4-A-2
 - Sheet framing and miscellaneous metals.
- Electrical duct, panels and wire harnesses.
- Masonry.
- Tile.
- Cabinetry and finish carpentry.
- Pile driving.
- Dewatering.
- Instrumentation.
- Precast framing, lintels, walls and slabs.

3. Materials staging and storage:

a. Must be planned concurrent with job traffic and work flow analysis and location of
yard work plants and spaces.
b. Delivery points for inspection, receiving and counting.
c. Store by trade in separated areas.
d. Stockpiling arrangements:
- First used, last used material locations.
- Palletized, stacked, sheltered and raised off ground.
- Drainage.
- Unpacking and assembly space.
- Aisle and loader access.
- Storage space (particularly for pipe, steel, rebar, joists, electric duct, poles and
standards).
- Space for phased delivery of perishable or long lead time materials.
e. Protection against:
- Environmental deterioration.
- Handling and transporting.
- Theft, losses and shrinkages.
f. Box trailers for small and valuable parts.
g. Ground treatment, platforms, mats, etc. for heavy loads on soft ground.
h. Aggregate stockpiles.

4. Equipment and field maintenance siting:

a. Parking.
b. Maintenance pads, shops and shelters.
c. POL storage.
d. Fueling stations.
e. Parts van, box trailers.
f. Tires.
g. Attachments.
h. Low boys.
i. Loading/unloading ramps.
j. Dust control.
k. Batch and mix plants.

4-A-3
 - Compressed air.
- Water.
- Power.
- Foundations.
- Stockpiles, surge piles.
- Loading, scalping, screening, crushing, conveying, washing, stockpiling,
reloading, hauling.
- Cooling or heating aggregates.
- Method of delivery.
- Method of placing.
- Proximity to aggregate sources.
- Proximity to job site.

5. Haul roads and pits:

a. Haul economy.
- Elevation (minimum climb, level).
- Length (minimum haul time).
- Grades (minimum shift downs).
- Surface (rolling resistance).
- Temporary drainage.
- Haul road maintenance.

6. Temporary utilities:

a. Electrical power distribution points, lighting.

b. Water points and water storage.
c. Potable water.
d. Sanitary toilets.
e. Temporary storm drainage.
f. Fire lines.
g. Fuel.
h. Office space.
i. Employee bulletin boards.
j. Survey bench marks and reference points.
k. Watchman’s shack.
l. Borrow and material pits.

7. Security and safety:

a. Gates, fences and locked storage.

b. Barricades and safety lights.
c. Watchman.
- Shack.
- Telephone.
- Security lighting.

4-A-4
8. People:

a. Personnel reporting.
b. Safety and administrative instruction.
c. Parking.
d. Visitors.
e. OICC/ROICC office.
f. First aid (however small).

9. Military defense:

a. Fire lines.
b. Weapons positions.
c. Perimeter trenches, fighting positions.
d. Secondary defense and final fires.
e. Ammunition storage and supply.
f. Wire, booby traps, obstacles and concealment

4-A-5
 JOB SITE INFORMATION BOARD

EMERGENCY
SAFETY DAILY SAFETY
PHONE
PLAN REPORTS
NUMBERS

LEVEL III BARCHART

4-B-1

PROJECT
DAILY QUALITY ORGANIZATION
QUALITY
CONTROL AND
CONTROL PLAN
REPORTS CHAIN OF
COMMAND

REPORT OF
MATERIAL
UNSAFE OR
CAS SHEETS SAFETY
DEPLOYMENT TWO-WEEK UNHEALTHY
LEVEL II BARCHART IN PROGRESS DATA
CALENDAR SCHEDULES WORKING
SHEETS
CONDITION
 JOB SITE INFORMATION BOARD

1. All of the information on the board should be updated on a daily

basis. If an item is too large to display on the board, put a note in its
place indicating where the item is. The minimum requirements include:

a. Project Scheduling Information

1) Level III barchart

2) Level II barchart
3) Deployment calendar
4) Two-week schedules
5) Construction Activity Sheets in progress

b. Safety Information

1) General Safety Plan and Specific Safety Plans

2) Daily Safety Inspection Reports
3) Emergency Phone Numbers
4) Report of Unsafe/Unhealthful Condition Form
5) Material Safety Data Sheets

c. Quality Control Information

1) Project Quality Control Plan

2) Daily Quality Control Inspection Reports

d. Project Organization Chart/Chain of Command

4-B-2
 RDE/MAV CHECKLIST

1. Project Package Review:

Construction logic (precedence diagram).

Complete Five Section Package.
CAS sheets match Level III barchart.
Level III barchart matches Level II barchart.
QC and Safety Plans match back of CAS sheets.
Crew size matches Level III barchart.
Level II barchart lines up with deployment schedule (FEX, training, holidays).
MTO bounced against BM and Add-ons prepared.
30/60/90-Day Material message sent and lines up with Level II barchart.
Special tools and equipment requirements identified.
Need for contract support identified and communicated.
Project funding status known.
All safety items complete (safety/environmental plan, safety equipment/material, etc.).
Documented contact with on site battalion concerning safety items.
Lockout/tagout and temporary power personnel identified in writing.

2. Deployment Execution Plan:

Organization and manning.

Manning summary.
Level I barchart matches Level II barcharts.
DL capability versus plan.
Level I barchart matches deployment calendar.

3. Project site visits checklist.

a. Project Files:

1. Project sign up to date? Y N N/A

2. Active CAS sheets posted? Y N N/A
3. Level II barchart posted and updated? Y N N/A
4. Level III barchart posted and updated? Y N N/A
5. Two week schedule posted? Y N N/A
6. QC reports available? Y N N/A
Consecutive (or gaps explained)? Y N N/A
All problems noted corrected? Y N N/A
7. Safety reports available? Y N N/A
Consecutive (or gaps explained)? Y N N/A
All problems noted corrected? Y N N/A
8. Job site material receipt file current? Y N N/A
9. Plans and specs available? Y N N/A
All changes approved and annotated? Y N N/A

4-C-1
 10. MSDS available? Y N N/A
11. HAZMAT inventory available? Y N N/A

b. Project Supervisor/Crewleader:

1. Working planned activities? Y N N/A

2. Knows material delays and status? Y N N/A
3. Knows subcontractor’s schedule? Y N N/A
4. Knows QC report problems and fixes? Y N N/A
5. Knows pending or submitted FARs or DCDs? Y N N/A
6. Actual crew size in line with schedule? Y N N/A

c. Safety:

1. Power tools/extension cords checked? Y N N/A

2. Temporary power certified? Y N N/A
3. Generators grounded? Y N N/A
4. Safety items available? Y N N/A
Eyewash? Y N N/A
Clean water jugs? Y N N/A
First Aid kits? Y N N/A
Fire extinguishers? Y N N/A
Rebar caps? Y N N/A
PPE being used? Y N N/A

d. Equipment:

1. Equipment inspected daily? Y N N/A

2. Prestart inspections being conducted? Y N N/A
3. Operating checks being completed? Y N N/A
4. Equipment clean? Y N N/A
5. Operator’s maintenance being completed? Y N N/A

4-C-2
 READINESS to DEPLOY EVALUATION (RDE)
Presentation Brief Outline
The individual Regimental Commodores or Operations Officers may have some unique specific
requirements but 1NCD is going to come out with unifying guidance by summer of 2003.

The following are the main areas that projects (note that all organizations in a battalion are
subject to an RDE, this applies specifically to construction projects under the cognizance of the
Operations Department) will be looked at:
- Planning
o Safety
o Quality
o Construction Methods
o Sequencing, Scheduling, Milestones, and Completion Date (or turnover %)
- Funding
o Funding Received
o Funding Spent
o Materials/Services Received
- Material
o BM’s and MTO’s (the Bounce)
o Vendor Identification
o Long Lead Time Items
o Specialty Items
- Equipment
o Organic (loaded against remainder of assets)
o Augment
o Rental
o Special Purchase
- Training
o Specialty Skill Sets
o Level of Experience
o Crew Make-up
Experience
Training
- Customer Requirements
o Time Requirements
o Location Requirements
o Flag/VIP Interest
- Unique Project Requirements

The purpose of an RDE is to convey to the Regiment that you are ready to execute the project
that have agreed to with the customer. You can think of the Division/Regiment as the Company
Headquarters and the Battalion as one of the company’s divisions. The company has made a
contractual agreement with the customer (NAVBASE Pickaplace, MWR Somewhere, NEX, etc.)
to deliver a quality facility for a set amount of money by a certain date. Now you must convince
the company that you can make it work – and if it can’t (this is the really important part) what
needs to be changed or accommodated to make it work (more time? more money? more direct
labor?).

4-C-3
 READINESS to DEPLOY EVALUATION (RDE)
Presentation Brief Outline
When 1NCD comes out with their guidance in Summer 2003 it will become the definitive
guidance for RDE's. In the meantime the following guidance can be used basic guide for the
interim. Battalion Operations Departments and others can modify this starting point guide to fit
specific guidance or concerns from HHQ.

1) Preparation
a. Have all documentation with you and organized
i. Plans
1. Make copies of the key pages that you intend to talk to
2. Do not try and work with the entire set of drawings
ii. Specs
iii. 5-folder package
b. Set up the space
i. Know how many personnel will be attending
ii. Lay the Level II out (wall or easel)
iii. Lay out the precedence network out (wall and easel)
iv. Have the Level I available
v. Put the complete plans and specs to the side and place copies of the key
drawings and specs in front of the reviewers
2) Begin the presentation
a. Introduction
i. Your name and the names of any of your team members
ii. The project name, customer, and location
iii. A brief (2-4 sentences) overview of the project
iv. Layout the way you will conduct your presentation: “Good afternoon Sir,
Ma’am. I’m BU1 Seabee and I am the project supervisor. With me are
SW2 Torch, my crew leader, and UT2 Pipe, my Bravo Company lead. I
am here to brief you about project GU4-111 Construct Entrance Guard
House. This project is budgeted for $4250,000. It is scheduled to begin in
August 2004 and be complete by December 2004. It is located at the main
entrance to the MOMAG area on Guam. It will consist of a self-enclosed
CMU facility with power and water about 300SF in size. It will be built
on a slab, have metal windows and doors, and have a cast in-place
concrete roof. I will start with an overview of the plans, talk to you about
your crew makeup, walk you through the major parts of our Level II, talk
to you about specific requirements and issues of the project (including
those things that worry me), and then conclude with a summary of our
plan of attack.

b. Plans - The RDE members should have a couple of key sheets from the drawing
in front of them. Use these sheets to give them a good orientation in terms of
scope so the rest of what you say makes sense.

c. Crew – Talk about the number, rate make-up, and experience of the permanently
assigned crew. Also mention what your surge plan is for periods of increased
activity. Are other companies going to subcontract to you on a request-by-request

4-C-4
 READINESS to DEPLOY EVALUATION (RDE)
Presentation Brief Outline
basis? Will the assign some of their personnel to your job permanently? A
combination?

d. Level II/Precedence Network – Use these to walk through your issues in a

chronological order. Do not necessarily talk to every activity and duration; just
point out the high interest and high concern areas. When you do go into greater
detail make sure you utilize your actual planning to address concerns – DO NOT
WING IT OR BLUFF. Specifically pay attention to the following items:

i. 5-folder package
1. CAS Sheets – Remember – a well prepared CAS Sheet would
allow someone with basic construction experience come into your
job and start working. Is the actual activity explained in enough
depth and in basic construction language to allow this to happen?
Specifically pay attention to the following common mistakes.
a. Do the variable planning factors actually VARY?
b. Are the QC items measurable? Easily understood?
c. Does the safety section include references and specific
equipment necessary?
2. Master Activity List – Does it pass the giggle test?
ii. Safety – has it been through the Safety Department? Has ORM been
applied to every high-risk activity? Do you have the necessary
equipment? Has the ROICC approved it?
iii. QC Plan – The QC plan should be more than just a cut and paste of all the
CAS Sheet Quality Checks. Has S3QC reviewed? Better yet, to you
develop it in conjunction with the QC department?
iv. Materials – Have long lead-time or unique items been identified? Are
they being tracked by the crew using MLO as a partner? What is your
system to inspect items as they arrive rather than waiting to the day your
need them (to allow time for returns/reorders)?
v. Equipment – What do you need? Does Alfa Company or CTR have it?
Even if they do is it up and running? And are you the only crew that
needs it that day? What is plan B?, C?, and D?
vi. Training – Have you identified any crew training necessary in addition to
what you already have?
vii. Customer Issues – Are there specific issues with this project (historical,
cultural, environmental, high-visibility, flag/VIP interest)?

e. Conclusion/Summary – The feeling the RDE evaluators should get is “wow, this
Seabee knows this project. This Seabee OWNS this project”. Though it may
sound obvious, to make them get this feeling you have to know your project and
feel the ownership for its success. Be confident because you have done the
planning. And DO NOT be defensive or argumentative. If they are asking you a
hard question or hammering at a point it is almost always because they have first-
hand knowledge of this being a problem and are trying to prevent you from
making the same mistake. In the end they are all on your team.

4-C-5
 JOB SITE EVALUATION CHECKLIST
A. Safety Items (use Daily Safety Inspection Report for a comprehensive list):

______ 29 CFR 1926 present on job site.

______ Clean drinking water with plenty of cups.
______ Power tools and extension cords visually inspected before use.
______ Power sources tagged reflecting re-certification every 2 weeks.
______ Fire extinguishers staged and checked within the last month.
______ Welders or light plants not used as power source.
______ GFCIs/spider boxes in use for all temporary power.
______ All rebar ends are properly covered.
______ Scaffolding has handrails, toeboards and bracing.
______ Project site roped off.
______ All required vehicles have wheels chocked.
All floor openings or trenches properly barricaded or covered.

B. Housekeeping:

______ Job site as clean as possible.

______ Construction containers, jobsite offices and tool kits neat and orderly.
______ Vehicles clean and pre-started.
______ Excess material removed from the job site.
______ Professional project sign with current information.

C. Crewmembers:

______ Must know who the project safety supervisor is.

______ Must wear hard hats and steel toed boots at all times.
______ Must know who the QC inspector is.
______ Must know the information on the CAS sheets for the next several activities.
______ If current project will be finished before end of deployment, they must know where they
are going when the project is done.
______ Must know time keeping procedures.
______ Unit integrity should be maintained to the maximum extent possible.
______ Strict adherence to daily routine.
______ Assistant crewleader designated.

D. Project Management:

______ Barcharts and CAS sheets reflect actual status.

______ Project package is complete and in use by the crewleader.
______ As-built (redline) drawings up to date and on project.
______ BM reflects accurate material status.
______ Kit inventories up to date and inventories maintained on the job site.
______ Project log is up to date.

4-D-1
 STANDARD SEABEE PROJECT SIGN

PROJECT TITLE
UNIT SAFETY
SEAL DECAL
SEABEES
4- E-1

CREW LEADER SAFETY SUPERVISOR

SW1 WELDER BU2 CARPENTER

SAFETY IS OUR FIRST PRIORITY

1. Color schedule: Background shall be gloss white; lettering and border shall be gloss black.
2. Lettering shall be HELVETICA MEDIUM all upper case.
3. Painting schedule: Wood surface shall have one coat primer sealer and two coats exterior alkyd paint.
4. Preservative treat all wood surfaces buried in or in contact with the earth.
5. All fastenings shall be galvanized coated.
6. Outside edge molding shall be 3/4” x 2 1/4”.
(Blank Page)
 CHAPTER 5: MATERIAL MANAGEMENT
5.1 Material Management Overview. Material management and accountability is the
crewleader’s responsibility. The Material Liaison Office (MLO) is merely a tool used to buy
materials for the job. You have already learned that all materials are tied to master activities and
identified on the CAS sheets. In this chapter you will learn how to identify those “hard-to-get”
materials, learn how to track them through homeport and on deployment, and how to maintain
accountability of the project’s money and materials.
5.2 Homeport Responsibilities. With the exception of some Station Funded/Station
Designed or NMCB Design/Build projects, most projects will require action by the crewleader
prior to deployment. Homeport is the crewleader’s time to plan the project and identify what
resources it will take to complete it. The first thing to learn is where the materials will come
from and who is going to pay the bill. Most of the project materials will come from the
Continental United States (CONUS) to minimize cost. Materials ordered on the deployment site
are bulk items like cement, concrete, aggregate, sand, CMU block, etc. that are too expensive to
ship. The goal of higher headquarters is to have 100% of the critical path materials on site at
project start. It is the crewleader’s responsibility to ensure they know what these critical path
materials are and when they are needed.
5.2.1 Bills of Material (BM). Depending on the project, BMs are generated by either the
deployed battalion’s, 20th NCR’s or 31st NCR’s Planning & Estimating staff. The crewleader
will receive a BM after the Material Take-Off is done. These BMs must include everything
needed to complete the project: construction materials, special tools and safety items not found
in the battalion’s Table of Allowance (TOA), plus any technical assistance required, such as
balancing an HVAC system or certifying a fire alarm system. Not only does the crewleader have
to ensure that the right tools and materials have been identified, he/she also has to ensure that
enough of them have been identified. This example should help you understand how to read a
BM:

BILL OF MATERIAL
PROJECT PROJECT TITLE AUTHORITY/ORIGINATOR BM NO SECTION:
EL8-830 ADMINISTRATION BLDG 31ST NCR GER-110 STRUCT
RID M&S SERV & DEM SERV & SIG FUND DIS PRJ PRI JON ROS
REONR SUPP ADD ACCOUNTING DATA
4-6 7 30-35 44 45-50 51 52-53 54 57-59 60-61 62-64 72-77
P96 3 N66450 R N62604 A BC W QQH 06 309 OHCT04
DOC UNIT QTY DOCUMENT ADV
I.D. COG NSN OF L/I DESCRIPTION/VENDOR SOURCE UNIT TOTAL
ISSUE NUMBER INTENDED USE PRICE COST
1-3 55-56 8-20 23-24 25-29 36-43 65-66

AOE 5510-00-220-6146 BF 6508 0214-1744 1 LUMBER 2”x 4”x 12’ .32 2082.56

AOE 5510-00-220-6196 BF 420 0214-1745 2 LUMBER 2”x 6”x 12’ .32 134.40

AOE 5315-00-010-4663 BX 3 0214-1746 3 NAIL 16D COMMON 50lb 16.86 50.58

AOE 5640-00-847-0235 EA 90 0214-1747 4 WALLBOARD 5/8”x 4’x 8’ 12.50 1125.00

AOE 5315-00-753-3890 PG 2 0214-1748 5 NAIL FINISHING 6D 2.15 4.30

AOE 5315-11-100-0139 BX 5 0214-1749 6 HILTI NAILS 2 7/8” 21.20 106.00

AOE 1377-11-100-0464 BX 8 0214-1750 7 HILTI CHARGES PURPLE 19.40 155.20

AOE 5640-00-634-8891 RO 8 0214-1751 8 TAPE, WALLBOARD 250’ 1.40 11.20

5-1
BMs are arranged by material type: Structural, electrical, mechanical, etc. The crewleader’s
number one job in homeport is to make sure the BMs contain all the material needed to
complete the job. The procedure shown below will show you how. A blank BM is on page 14-
48. Particular attention should be given to the DOC ID column. CONUS procured material will
need longer lead time to arrive at the site than locally procured material. The DOC ID column
codes are as follows:

AOA or AOE = CONUS procured material

ZLP = locally procured material

5.2.2 Material Take-Off (MTO). The most important phase of project planning to help
identify materials is the independent MTO. The crewleader must generate a material list
completely independent of the BM. A form for this is on page 14-54 This is a critical step
because it is a check-and-balance against the regiment’s or deployed battalion’s planning and
estimating staff. Once the MTO is generated, materials are listed by material type and compared
to the BM. If the material is not listed on the BM, it must be ordered. If enough is not listed,
more must be ordered. If too much is listed, the extra must be canceled. The example below
should help make this clear:

Let’s say that during your project planning you identified the following materials that you need
to complete the job:

- 6850 board feet (BF) of 12 foot 2” x 4”s

- 420 BF of 12 foot 2” x 6”s
- four 50 lb boxes (BX) of 16 penny nails
- 75 pieces of 5/8” x 4’ x 8’ wallboard

Now turn back to page 5-1 and see how much is on the BM. The BMLI is the BM number taken
from the upper right hand corner of the BM (GER-110) and the Line Item number (L/I) of your
material. Using a BM/MTO Comparison Worksheet like the blank one on page 14-55, you can
make this comparison simple:

Activity Material U/I BMLI BM MTO Diff Remarks

NO. Description No. QTY QTY
0610 Lumber 2” x 4” x 12’ BF GER-110-1 6508 6850 - Structural interior walls
342
0610 Lumber 2” x 6” x 12’ BF GER-110-2 420 420 0 Structural interior walls
0610 Nails 16d common BX GER-110-3 3 4 -1 Structural interior walls
0920 Wallboard 5/8”x 4’x 8’ EA GER-110-4 90 75 +15 Structural interior walls

We just compared what we think we need against what the NCR or the deployed battalion thinks
we need. We found the BM short changed us 342 board feet of 2” x 4” and 1 box of nails, and
gave us 15 extra pieces of wall board. Outlined below is the procedure to correct these
oversights.

5-2
5.2.3 Add-on/Reorder BM. Two commonly misunderstood terms are the Add-on and
Reorder. A REORDER is used to order an already existing BMLI number; an ADD-ON is used
to order a completely new BMLI number not found on the BM. Reorders use the same BMLI
number, Add-ons use a new one. The easiest way to remember the difference between the two
is, if the material was lost or damaged in shipment or more of the same material is needed,
reorder it. If a completely different item is needed, do an Add-on. The MTO does not get the
material to the job site. It must be ordered. The crewleader is the person who makes this step
happen.

Legitimate Crewleader QC Reviews MLO S3 Add-on/

Need for Prepares Checks Excess List, Verifies Signs Reorder to
Additional Add-on/ Verifies Materials and Funds are Add-on/ MLO for
Material Reorder Time Requirements Available Reorder Procurement

FLOW CHART FOR ADD-ONS/REORDERS

The first step is to do Add-ons/Reorders for the materials that are short. Shown below is a
portion of an Add-on/Reorder BM. Blank forms are on pages 14-57 and 14-58:

Project Number Project Title Date:

MLO USE ONLY
EL8-830 Adminstration Building 23 Nov 96
BM Number Master Activity Number Dwg No. Prepared By:
GER-110 06 724387 CE2 S. L. Olson Unit Total Requisition
BMLI U/I QTY Description Price Price Number
1 BF 342 Lumber 2"x 4"x 12'
3 BX 1 Nail 16d Common

Note the additional items are labeled Line Items 1 and 3. With Reorders use the same BMLI as
on the BM. With Add-Ons, go to the last BMLI and make new ones for the material needed.
MLO will help with this step. There is no fancy form to cancel the 15 sheets of wallboard, but
MLO must be informed they are not needed so they can do their paperwork. Remember: Add-
ons cost money!

5.2.4 Tracking Material. Once the material is ordered from the states, the only way it can be
tracked is with the Project Status Report (PSR) if deployed to an Atlantic site or the Project
Control Report (PCR) if deployed to a Pacific site. The PCR/PSR will tell the crewleader the
current status of the materials and is generated by the NCRs. If deployed to an Atlantic site, the
battalion receives a hard copy of the PSR showing outstanding requisitions twice a month, and
one showing the status of all project materials once a month. If deployed to a Pacific site, the
battalion recieves the PCR via computer/modem hook-up. After the BMs are corrected, the
crewleader must make sure all material gets to the site. Examples of a PCR and PSR are on the
next page.

5-3
PROJECT CONTROL REPORT (Pacific Operations)
FACSO RPT SYM/NO 04421/B57AMR07 15 FEB 91

Control LI Requisition Proj RDD ROS EOS Description UI Qty Latest Date ESD S/S UI M POE Date
Pri Req Status Rcrd/ QTY Ship
Flags
GER110 1 R6645002141744 06 1100 0306 0000 LUMBER 2x4x12 BF 6850 AS1 RR625836973215XX 1035 0355 6850 BF Z 3GA 1003
ZD4
GER110 2 R6645002141745 06 1100 0306 0000 LUMBER 2x6x12 BF 420 AS1 RR625836973216XX 1035 0355 420 BF Z 3GA 1003
ZD4
GER110 3 R6645002141746 06 1100 0306 0000 NAIL 16D CMN BX 4 AS1 RR625836973217XX 1035 0355 4 BX Z 3GA 1003
ZD4
GER110 4 R6645002141747 06 1100 0306 0000 WALLBOARD EA 90 AS1 RR625836973218XX 1035 0355 90 EA Z 3GA 1003
ZD4
GER110 5 R6645002141748 06 1100 0306 0000 NAIL FIN 6D PG 2 AS1 RR625836973219XX 1035 0355 2 PG Z 3GA 1003
ZD4
GER110 6 R6645002141749 06 1100 0306 0000 HILTI NAILS BX 5 AS1 RR625836973220XX 1035 0355 5 BX Z 3GA 1003
ZD4
GER110 7 R6645002141750 06 1100 0306 0000 HILTI CGS PRPL BX 8 AS1 RR625836973221XX 1035 0355 8 BX Z 3GA 1003
ZD4
GER110 8 R6645002141751 06 1100 0306 0000 TAPE,WALLBD RO 8 AS1 RR625836973222XX 1035 0355 8 RO Z 3GA 1003
ZD4

KEY
Control = BM No. Latest Status = Supply Status
PROJ/PRI = MILSTRIP Project code/Priority Code Date RCRD = Date Status was Recorded
RDD = Required Delivery Date Flag = Critical flag
ROS = Required on Site Date ESD = Estimated Shipping Date
S/S QTY = Status/Shipped Quantity M = Mode of Shipment
POE = Port of Embarkation Date Ship = Date Shipped

PROJECT STATUS REPORT (Atlantic Operations)

PREPARED 4/16/92
RPT SYM/NO. U1064R01
AS OF 16 APR 92 PAGE 1
**SIUG** UIC N41501 UG SI1-820, ADD/RPR TO RFF BLDG 879 (C) MONITOR (5) (6)
(1) (2) (3) (4)
P/O BPA
ACT STATUS TRANSAC EST MODE PRG/RDD
DOCUMENT NBR FED STK NBR NOMENCLATURE U/I QTY RID CODE DATE SHP DATE SHP DATE DATE
(7) (8) (9) (10) (11) (12) (13) (14) (15) (16) (17) (18)
204C-0001 2038-30UG 4730-00-253-4419 ELBOW, 2”, 90 DEG STREET EA 1 2042 PRI 03
066
REQN REFERRED TO ICP EA 1 S9C BM 2042
MATERIAL AVAILABLE FOR RELEASE EA 1 S9C BA 2045 (22)
MATL SHIPPED-SEE SHIP DATE EA 1 S9C AS G-051
TCMD N41501/2038/30UG/XXG
(19)
204C-0002 2038-31UG 4730-00-240-1679 UNION, 2” NOM., GALV. EA 1 2042 PRI 03 066
MATERIAL AVAILABLE FOR RELEASE EA 1 P95 BA 2042 052
MATL SHIPPED-SEE SHIP DATE EA 1 P95 AS H-044
TCMD N41501/2038/37UG/XXH

204C-0004 2038-33UG 8030-00-889-3535 TEFLON TAPE, 1/2” WIDE RO 5 2042 PRI 03 066
MATERIAL AVAILABLE FOR RELEASE RO 5 P95 BA 2042 052
MATL SHIPPED-SEE SHIP DATE RO 5 P95 AS H044
TCMD N41501/2038/37UG/XXH
///// RCVD PER MSG 251316Z FEB 92 2056**
(23) (24)
204C-0005 2038-34UG -000-4800 BCAS #473026640004 ALARM EA 1 2042 PRI 03
066
PURCHASE TAKEN GULFPORT-SEE DATE 87A0330 0390 EA 1 PC 2050 063

5-4
 MATERIAL RECEIVED GULFPORT- 2058 (21) EA 1 066 AS 2058
MATL SHIPPED-SEE SHIP DATE EA 1 P95 AS H-066
204C-0007 2038-36UG 8030-00-275-8121 COATING, BITUMEN BASE CN 1 2042 PRI 03
066
MATERIAL AVAILABLE FOR RELEASE CN 1 P95 BA 2042 052
MATL SHIPPED-SEE SHIP DATE CN 1 P95 AS B-044
TCMD N41501/2038/36UG/XXBIMJ
MATL SHIPPED-SEE SHIP DATE CN 1 P95 AS B-044
TCMD N41501/C2/0946/23B1MJ GBL C2094623
(20)

KEY

1. Country Code and Project Alpha Designator.

2. Unit Identification Code.
3. Alpha Designator. (This is the funding code. A project can have two Alpha Designators,
one for new construction and one for repair.)
4. Project Description and Number assigned by COMSECONDNCB.
5. Date PSR printed. (There are two types of PSRs, weekly and monthly. Weekly is
transactions that week. Monthly is the history of the project.)
6. Page number within each Alpha Designator.
7. Document Number with BMLI. (Wrote by master activity number. C designates CONUS
procured material. L designates locally procured material.)
8. Julian Date and Serial Number (assigned by 20TH NCR).
9. Federal Stock Number or Estimated Cost.
10. Description of item.
11. Unit of Issue.
12. Quantify Requested.
13. Activity taking action on request.
14. Status of requisition as of PSR print out date.
15. Julian Date of last action taken on requisition.
16. Julian Date of Estimated Shipping Date from RID (not always shown).
17. Priority assigned to requisition by 20TH NCR.
18. Julian Date of Required Delivery Date for material to be at deployment site (assigned by
20TH NCR).
19. TCMD with UIC, Julian Date, RQN NR, Mode of Shipment and Port of Embarkation.
(Watch for Multi-pack items with lead TCMD)
20. Government Bill of Laden.
21. BPA or Contract Number.
22. Mode of Shipment and Julian Date.
23. Five slashes (/////) indicates that material (RQN) has either been received or reordered.
Information to the right of ///// will indicate such.
24. Julian Date that receipt information entered into PSR.

The PCR/PSR is listed by Bill of Material Line Item (BMLI) number. The quantities on the
PCR/PSR should match the quantities on the BM. The final step is to identify what materials the
crewleader need to complete the first 30/60/90 days of construction. S3 will send a letter to the
cognizant NCR approximately 2 months before deployment listing these materials. Forms for
this purpose are on pages 15-46 and 15-47.

5-5
5.2.5 Money Management. Another area the crewleader must be aware of is the project
budget. Although MLO controls the project funds, it is the crewleader’s responsibility to
manage the project within cost. When a project comes on line, money is given by the customer
to higher headquarters. They provide only enough funds to complete the project as originally
estimated. They will give the bulk of the money to the NCR to purchase CONUS material and a
smaller pot of money to the main body and detachments to buy materials locally. This money
(for local purchase) is held by station fiscal departments and tracked by MLO. Every month the
MLO Officer completes an Estimate At Completion (EAC) report. It tracks money spent on
locally procured materials and gives a projected final cost estimate of the project. Every time an
Add-on is submitted, the final project cost (EAC) increases. Below is a typical EAC report:

ESTIMATE AT COMPLETION (EAC) REPORT

A B C D E F G H I J
TOTAL
PROJECT ORIGINAL FUNDS ACTUAL PIPELINE FUTURE MATERIAL & FUNDING ESTIMATE
NUMBER PROJECT TITLE ESTIMATE PROVIDED EXPENDITURE COST FUNDING SERVICES CONTIN AT
WITHIN COST REQUIREMENTS COST GENCY COMPLETION
SCOPE (E+F+G) 0.1(F+G) (H+I)
CR1-848 ALPHA Maint Shp 250,000 275,000 150,000 20,000 70,000 240,000 9,000 249,000
EL8-830 Admin Building 500,000 550,000 350,000 44,000 90,000 484,000 13,400 497,400

KEY:
C. Original Estimate within Scope - A & E’s estimate for the original local BM.
D. Funds provided - The amount of money higher headquarters provided to purchase
materials locally.
E. Actual Expenditure Cost - Cost of materials MLO has received and paid for.
F. Pipeline Cost - Cost of materials MLO has received or ordered but has not paid for.
G. Future Funding Requirements - Materials needed in the future but not ordered.
I. Funding Contingency - 10% of the sum of Pipeline + Future Funding.
J. Estimate at Completion - The projected cost of the completed project.

Remember: This is only tracked for materials bought locally, and every time an Add-on is
submitted the EAC goes up and the money left to complete the project goes down.

5.3 Deployment Responsibilities. When the crewleader is ready to start the project, the
materials are drawn from MLO. The important thing to remember is to only keep 10 working
days worth of materials on the job site. The two week schedules are a good tool to use here (see
Chapters 8 and 15). Once the project is getting ready to start, the ROICC office may request a
copy of the BM and the MTO in order to verify material compliance with project specifications,
especially for any materials that impact the structural integrity and fire safety of the facility.
Any changes to the materials (proposed material substitutions) will also be of interest to the
ROICC office.

5.3.1 Locally Procured Materials. Materials bought locally require special attention and a
little foresight on the crewleader’s part. Countries using the metric system often provide
materials not always compatible with CONUS materials, especially with pipe thread and
diameter. A good turnover will identify what the crewleader should keep an eye out for.

5-6
5.3.2 Requisitioning Materials from MLO. All material is requisitioned from MLO on a DD
FORM 1250-1. The companies will give MLO a list of people authorized to requisition and
receive material. The crewleader’s name must be on the list authorizing him/her to requisition
material. The only rule MLO has is that the same person cannot requisition AND receive the
same material. The crewleader must give MLO the 1250-1s at least two weeks in advance so
they can process the paperwork and pull the material out of storage and stage for pick-up or
delivery to the job. A good time to do this is at the weekly Ops meetings.

Requisition Lead Times

(Available for pick-up in MLO)

Priority On shelf items Locally ordered items Signature Authorization

A 24 hours or less 2 - 3 days S3
B 48 hours 4 days - 2 weeks Company Commander
C 3 - 5 days 2 weeks plus Company Commander

If requisitioning material from the CONUS, allow at least 60 days for normal requisitions and
120 days for long lead items. Materials are turned in to MLO also using a DD FORM 1250-1
completed in red ink.

5.3.3 Storing Material on the Job. Requisition only the materials that will be used for the
next two weeks. Materials required to complete the two week schedules is a good measure of
this. Once materials are on the job the crewleader must protect them from pilferage, weather and
job site damage. They will be stored indoors if possible and off the ground outdoors. High
value items that are easily pilfered will be locked up. With a little prior planning (using the two
week schedules) the crewleader can have the materials needed, when they are required, and not
worry about them being damaged or stolen. Material management is very important. Copies of
manufacturer's installation instructions should be protected and stored in the project folder or
elsewhere on the site. These instructions and manuals will need to be turned over to the ROICC
at the end of the project, and should be available on site for inspection by QC and ROICC
personnel at any time. Material waste by improper installation, poor construction, and damage
onsite are the main reason materials are reordered. This is poor construction management and
very unprofessional. In extreme cases the crewleader could be responsible under the UCMJ.

5.3.4 The Company Expediter will help requisition material so the crewleader can stay on the
job with the crew. The expediter will deliver the 1250-1s and pick up the material, but will not
do the crewleaders’ planning for them.

5.4 MLO Assistance. MLO has several “tools” that the crewleader may use in managing the
job site. They are discussed below.

5.4.1 Excess and Borrowed Material. When a job is completed all remaining materials must
be offered to the customer. Materials the customer doesn’t want are stored in MLO for 6
months. It is called the excess material and the crewleader can use any excess material on the
project free of charge using a dummy requisition number (must have S3 approval). MLO will
publish a Excess List routinely so the crewleader can screen it when putting in an Add-on BM.

5-7
Remember: The material is only kept 6 months so the crewleader must look ahead to activities
that will be completed 3 or 4 months down the road. If the crewleader needs a particular line
item, MLO must be informed so they don’t send it to DRMO. The Borrow capability is a
dangerous tool. If the crewleader needs material on the job and MLO has the identical item
waiting for another project, S3 can authorize its use if MLO can replace it before it is needed on
the other project. Instructions and forms for this purpose are in Chapter 15.

5.4.2 Hazardous Material. If project material is hazardous, the crewleader must ensure that
MLO supplies a copy of the Material Safety Data Sheet (MSDS). Follow all guidelines listed on
the MSDS. The MSDS is explained in Chapter 11.

5.4.3 Shelf-Life. Almost all paints, glues and adhesives have a shelf-life. If the crewleader
orders these materials too early, their shelf-life may be expired by the time they can be used.
MLO has computer programs to track shelf-life and may extend that shelf-life depending on the
condition of the material. The crewleader should monitor shelf-life. If the crewleader suspects a
hazardous material has an expired shelf-life, MLO must be contacted for evaluation and/or
disposal.

5.4.4 SAMMS Computer is a fully automated management system used by MLO and other
battalion organizations. Items the computer tracks that can help the crewleader are:

* Received Materials * Borrowed Material

* Project Materials Status Report (PMSR) * Hazardous Material
* Excess Material * Shelf-life

The crewleaders can use MLO and these tools to their advantage. One of the handiest reports
from MLO is the PMSR. This provides a list, by project, of all materials received, on order,
issued, location in MLO, BMLI number, etc. MLO will provide a PMSR for each project every
two weeks (the Ops meeting is a convenient place). Companies can then mark up these reports
as to when the materials are needed. If the companies tell MLO which materials are needed in
the next thirty, sixty or ninety days, MLO can take appropriate action to ensure the materials are
on hand when needed. Supply is set up to help the crewleaders if they work closely with them
and plan ahead.

5-8
 CHAPTER 6: TOOL MANAGEMENT

6.1 Introduction. Good tool management is a key ingredient to a successful project.

Crewleaders must know tool availability, application, accountability and maintenance. Without
the tools, the job can't be done. With the correct tools, the job gets done right and with better
efficiency.

6.2 Planning. Early in the planning process, the Crewleader should look for efficiencies in
the construction by choosing the right tools for the task (ie. Choose a power-nailer over a roofing
hammer for 3-tab shingling of a roof). Ensure the tables referenced in the P-405, Seabee
Planner's and Estimator's Handbook, apply for the tasks you plan to use. Crewleaders must be
familiar with the unit's table of allowance (TOA) to know what to expect for tool availability at
the deployment site. Additionally, the Crewleader must communicate with the on-site unit to
verify tool condition and availability. All the deployment sites have extra tools that augment the
TOA to add flexibility and enhance their construction capability. If required tools are not on
site, they may be available elsewhere in the NCF, such as on another detail site or homeport
regiment. Tools may be available from local Public Works/self-help shops. Also, if enough
project funds are available, they may be rented or purchased.

6.3 Accountability. Crewleaders must maintain accountability for all tools on the jobsite.
Tool inventories must be completed bi-weekly. The Crewleader should sub-custody tool kits to
crewmembers to ensure proper chain of custody and safekeeping. Lost tools are charged to the
Seabee who had custody using a pay-checkage form. At times there are also tools that require
special attention. These tools are called Project Tools and are bought with the customer’s/
project funds for use on that project. The customer owns these tools and will be offered to them
at the completion of the project.

6.4 Maintenance. Crewleaders must exercise proper maintenance and care to ensure safety
and long tool life. A good time to visually inspect every tool is during the bi-weekly tool kit
inventory. Look for wear and tear, cracks, lack of lubrication, frayed cords, etc. Pay close
attention to safety devices and guards, ensuring that they are in proper working order and
crewmembers know the correct way to use them. Keeping good care of the tools will prevent
construction delays and will facilitate good quality construction.

6.5 Changes to Tool Kits and the TOA. As technology and construction methods improve,
some tools become obsolete. The only way for Seabees to recommend changes to tools in the
TOA is to submit an Allowance Change Request (ACR) 1220-2, via the chain of command.

6-1
(Blank Page)
 CHAPTER 7: EQUIPMENT MANAGEMENT

7.1 Introduction. Crewleaders must be familiar with the proper care and maintenance of the
equipment your personnel are using. This chapter covers first echelon maintenance, preventive
maintenance and general requirements of COMSECONDNCB/COMTHIRDNCBINST 11200.1.

7.2 Scheduling for Equipment. Coordinating equipment requirements between several

companies and many projects takes a lot of communication. ALFA Company tracks their
workload based on original schedules and weekly goals. When revisions to the schedules are
necessary, it takes accurate forecasts on the part of the crewleader several weeks in advance. If
the crewleader can see an activity requiring ALFA Company support is going to slip, the
crewleader must contact the chain of command immediately to let them know they are not going
to be ready and to re-schedule the equipment. The equipment requirements for the projects
should be forwarded to ALFA Company as early as possible. This will enable ALFA Company
to consolidate all equipment requirements and identify/resolve any constraints.

7.3 General Requirements. Every operator of equipment will ensure:

a. Equipment is operated per established procedures and all safety precautions are rigidly
observed.

b. Transportation of passengers is on the basis of authorized trips and for official

business. Picking up hitchhikers is strictly forbidden.

c. All construction and material handling equipment is properly assigned accomplish

construction tasks. It will not be used for transporting personnel. The number of persons
on any piece of operating construction equipment will not exceed the number of seats.

d. Seabees assigned to operate automotive, construction or material handling equipment

will be properly licensed for that specific piece of equipment.

e. Equipment is made available for preventive maintenance service as scheduled by the

maintenance branch.

f. Seabees operating automotive, construction or material handling equipment perform

operator maintenance.

g. Seabees are familiar with current published battalion policies for the use of CESE for
recreational purposes.

h. The equipment is not used to store tools, materials or personal gear.

7-1
7.4 First Echelon Maintenance. The operator is responsible for performing proper
maintenance.

a. Every operator must keep the assigned vehicle and/or equipment clean and safe and
perform daily operator’s maintenance. Equipment must be inspected daily and all defects
shall be corrected before serious breakdown or mishap occurs. Many units of equipment
have hourly and daily lubrication points. Lubrication is the responsibility of the operator.
Supervisors must ensure that equipment is maintained as outlined in the operator’s
manual.

b. A pre-start inspection consists of performing the services listed on the Operator’s

Inspection Guide and Trouble Report, NAVFAC 9-11240/13, also called a Hard Card, or
the Operator’s Daily PM Report, NAVFAC 11260/4, as appropriate, and other services
as directed. This inspection basically covers inspection of fuel, oil, water, hydraulic
fluid, and battery levels; inspection of tires, lug nuts, lights, safety devices, drive belts,
cargo and mounting equipment; inspection for leaks and exterior or interior damage; and
lubricating as required. Don’t operate defective or unsafe equipment. Note the
discrepancies on the Hard Card/Daily PM Report and forward immediately to the
dispatcher.

c. The operators must use their senses to detect items needing attention: smell (burning
rubber, grease or clutches), hearing (unusual noises), sight (instruments), and feeling
(drag, pull, vibration). Tires should be periodically inspected for flats and rocks between
duals. During operation, lubrication is the responsibility of the operator. If a defect is
suspected, stop the equipment and investigate. Ensure defects that could damage the
equipment or impair safe operation are repaired before returning the equipment to use.

d. After operation, the operator performs established shutdown procedures as prescribed

in appropriate operator’s manual and other services directed. This service consist of
checking equipment cleanliness (wash and steam clean as appropriate); draining air tanks
and covering exhaust stacks; closing doors, windows and hoods; setting brakes and
chocking wheels; blocking dump beds for draining; and topping off fuel tanks.
Supervisors will ensure that the equipment is protected against the weather and that the
Hard Card/Daily PM Report is completed and returned to the dispatcher.

7.5 Preventive Maintenance. Preventive maintenance is scheduled maintenance with the

prime objective to maximize equipment availability and to minimize unnecessary repair cost.
Preventive maintenance consists of safety and serviceability inspections, lubrication and minor
services and adjustments beyond those in operator maintenance. The “standard” interval
between PM service inspections for Seabee equipment is 40 working days. It is up to the
maintenance supervisor (A4) to determine if the PM interval for an item of equipment should be
reduced. For active CESE, never extend the interval between PM service inspections beyond the
standards prescribed above.

7-2
 CHAPETER 8: PROJECT EXECUTION
8.1 Introduction. Satisfactory execution of construction tasking requires that many various
resources come together at a specific time and place. It is not just materials, equipment and
personnel. It is the correct materials, the proper equipment and capable personnel. Our job of
managing construction projects is made much simpler due to the fact that we have already
identified what we need to complete each activity. During the project planning stage we
identified tools, equipment, materials and personnel required for each construction activity. This
chapter discusses various methods we use to track these requirements from the initial planning
phase to the day we begin work on that specific activity.
8.2 Construction Activity Summary (CAS) Sheet. Proper use of CAS sheets greatly
reduces the chance of the construction effort being slowed or halted due to a lack of resources.
The majority of the resource requirements identified on the CAS sheet will require some further
action on the part of the crewleader. The action required can be tracked right on the CAS sheet.
Highlight the action required whether it is a requisition for submission or an equipment request
to turn in. List the required action and the due date on the CAS sheet (i.e. 1250-1 to MLO on 08
Aug) and circle it in yellow. Of particular significance are local purchase materials. In general,
no local purchase material is procured until requested by the crewleader. This request may be in
the form of a 30/60/90 day material list completed by the crewleader while in homeport or a
1250-1 turned into MLO several weeks in advance. The crewleader must understand that he/she
has to initiate local purchase action. Lead times for obtaining equipment and materials vary
from several days for materials in the MLO yard to several weeks for equipment rented from a
private contractor. If MLO needs a lead time of two weeks for a concrete request and you have a
placement scheduled for 30 September, make a note on the CAS sheet to turn in a 1250-1 by 16
September.
8.3 Level III Barcharts. An accurate assessment of the project status must be maintained on
the job site continuously. Even a deviation from your schedule of only several days makes a big
difference to the concrete supplier, the hired crane operator, even to your subcontractors. This
does not mean that your project has to be re-planned every two weeks. As discussed in chapter
3, a new Level III print out for your project could require a lot of “cut and paste” in order to
show the entire project on your project board if you don’t have access to a plotter. Updated
project status can be reflected on the posted Level III barchart. Ideally the critical path will be
highlighted in red. The daily status will be shown in yellow. Activities that are complete will be
black. Daily status will show where you stand in each activity in comparison to the schedule.
Appendix 8-A demonstrates a technique for reflecting total project status on a biweekly basis or
whenever needed. A vertical line is drawn through the barchart on the SITREP input date.
Based on project updating (Sitrep Input) an arrow is then drawn to the date where an activity
actually starts. Referring to Appendix 8-A, we can see on 27 May, activities 01600, 02100,
03100, 03200, 02200, 02110, 02210 and 02240 are complete, activity 03140 is 1 day ahead and
activities 03130 and 03310 are 2 days behind. We can also see that there is three activities in
progress, 03140 and 03310 in yellow and 03110 in red being a critical activity.

8-1
8.4 Two Week Schedules. Successful crewleaders must manage their project on three
different planes. They must directly supervise the construction effort underway, they must look
at activities scheduled for the next two weeks to ensure an uninterrupted flow of resources to the
project and they must keep an eye on any long lead items which, if not tracked continuously,
could eventually cause a work stoppage or delay. The two week schedule consists of 3 parts.
Part 1 (page 15-36) includes the work scheduled for a 14 day period. The items of work listed
on the two week schedules must be clear and measurable. The two week schedules must show
the work shown on the Level III barchart for that period. If you are behind schedule, the two
week schedules must also reflect why you are behind and how you are going to get back on
track. Part 2 (page 15-37) lists the tools and equipment requirements for the two week period.
Part 3 (page 15-37) lists the material requirements for the two week period. This tool is used
primarily by the crewleader to ensure that all materials, equipment and tools required are either
on the job site or requested with sufficient lead time to ensure availability. The two week
schedules will be used in the crew briefings described below, provide ongoing project status to
the chain of command, and give heads up to MLO and the subcontractors. The two week
schedules are normally submitted to Ops at the weekly Operations meeting. They typically
cover a two week period and are revised weekly. Higher headquarters will look for these during
visits and they must be useful and accurate. Two week schedules are also referred to as weekly
goals. Appendix 8-C-1 is part 1 of a sample completed two week schedule. Appendix 8-C-2 is
the same two week schedule as it looks in CBCM 7.0.
8.5 Requesting Resources. Ensuring that the resources you need are available when you
need them is much less painful when you adhere to the required lead times. If you don’t
understand what MLO’s turnaround times are, ask! 1250-1s can be filled out and retained in the
project packages weeks or months in advance. Dropping off 1250-1s at MLO three days before
you need the material (for material in the yard) is easier on you and easier on the MLO than
short fused, “I need it now”, requests. The crewleader should consider the 3 days a minimum
required lead time for requesting material from MLO. MLO can operate more effectively
without the short fused requirements, which means they must drop what they are doing to get
your material. If everyone gives them more lead time MLO can provide better service to all
project sites.
8.6 Crew Briefings. Crew briefings are a must! The crew obviously needs to know what
they are going to be doing and how they are going to get it done, but they need to know much
more. They need to be aware of safety hazards and preventive measures (stand-up safety
lectures), they need to know what the quality measures are (how smooth is smooth, how vertical
is vertical) and they need to know the schedule. They need to know how much time has been
scheduled for the current activity and what is the impact on the overall schedule if the current
activity is delayed. Appendix 8-B is a checklist used for crew briefings.
8.7 Progress Monitoring. Many management decisions are impacted by where we stand on
the actual progress of our project. Our actual percent complete (work-in-place or WIP) as
described in Chapter 9 is compared to the scheduled percent complete as described in Chapter 3.
Our goal is to stay as close to the scheduled progress curve as possible. We do not want inflated
estimates or situations where we finish projects two months early in half the mandays planned.
We want challenging, realistic schedules. Any significant changes to construction progress have
the potential to significantly impact the other players on the construction team.

8-2
Of particular concern is the impact any changes may have on the project customer or end user of
the facility. The battalion should provide a copy of the Level II schedule to the ROICC monthly.
The progress meetings are a good time to share information. They should also be given advance
notice if potential schedule problems are developing, especially if they can provide technical or
coordination assistance that could minimize potential delay.
8.8 Regaining the Schedule. Many unanticipated problems crop up when executing our
tasking. All of these problems will likely have at least some impact on our schedule. Finding
ourselves 1-2% or several days behind schedule is not a catastrophe, but should be avoided when
possible. If for reasons beyond your control you fall behind, don’t worry needlessly. Do not
change the construction logic in order to keep reporting more work-in -place. This is wrong and
always makes it tougher on the follow on battalion and yourself. If we do fall behind, we need to
formulate a plan for getting back on track and regaining our schedule. There are nearly limitless
possibilities for doing this and we are going to look at a few.
8.8.1 Better Methods. Often there are faster methods of construction than the ones
that we planned or are currently employing. If we are behind, a quick scan of CAS sheets for
upcoming activities might reveal an opportunity to shave some mandays by changing our
methods. Usually better equipment would result in less time being expended. For an
underground pipe job renting a trencher would save many mandays over using the Det’s
backhoe, providing that project funds are available. Don’t be afraid to consult others in
identifying manday saving alternatives. This falls under the category “work smarter, not
harder.”
8.8.2 Increase Effective Workday. Obviously by skipping quarters every morning
you could get another 20 minutes of work out of your crew, but don’t count on selling your chain
of command on that option. Another way of getting more manhours out of the same number of
people is to increase your actual availability. Remember for planning purposes we used a site
specific factor which was somewhere between .75 and .85 (.90 for contingencies). We can
calculate the actual availability factor for our project using the following equation:

AF = MDACTUAL ÷ (CS X WD X ME)

To determine an actual availability factor we need to know the size of the crew assigned, the
mandays they expended over a certain period, the number of workdays in that period and the
number of hours worked each day. If the actual availability is low (below .75) you will want to
consider permanent changes to the daily routine of the crew to increase availability (haircuts,
liberty, gedunk runs, etc.). Even if your availability is average you can increase it for a short
period of time to get back on schedule. Work with your chain of command to coordinate dental
appointments, disbursing problems, page twos and other things that take your crew away from
the job site. Increasing availability by 10% has the same effect as adding another member to
your crew.
8.8.3 Phasing of Activities. Projects are usually laid out initially on a logic diagram
using nearly all finish-to-start logic relationships. This has the effect of stretching out project
duration and reducing required crew size. It also leaves plenty of opportunity to compress the
schedule by working several activities at the same time. You may be able to squeeze a few days
out of your schedule by splitting up your crew and have some of them work on the next activity.

8-3
You may want to re-plan your project using start-to-start or finish-to-finish logic relationships.
To make any real gains on your schedule you will probably need additional people, and maybe if
you presented your chain of command with a plan to get back on track you could get additional
crewmembers temporarily.
8.9 Meeting the Scheduled Project Completion Date. After the 45 day review the project
schedules are firm. The battalion is committed to meeting the scheduled project completion
dates. As soon as you, the crewleader, feel the scheduled date is no longer within reach, you
must inform your chain of command. If the company staff cannot get the project on schedule, S3
must be informed. The customers are counting on getting the facilities delivered on the
scheduled date and delays may have a big impact on their plans. Delays may also impact on the
schedules of the follow-on battalion.
8.10 Effective Manpower Utilization. In order to maintain project schedules, crewleaders
must make effective use of personnel assigned to them. People are either involved in productive
work or they are not. It is the crewleader’s responsibility to keep the crew productively
employed. To maximize productive output the crewleader must remove obstacles to productive
work. Let’s look at some common time-wasters and consider how we can increase the
productive output of the crew.
8.10.1 Getting to the Job Site. After morning quarters, crews should be able to get on a
crew truck and depart for the project site with no further delay. Crews should not return to the
barracks or the galley after quarters. Any tools or materials to be picked up that morning should
be drawn and loaded on to the crew truck before quarters. Turning in 1250-1s for materials and
tools several days in advance will greatly reduce the time spent drawing them from MLO/CTR.
Tools requiring safety checks should be dropped off the afternoon before and picked up in the
morning. The hours of operation for MLO, CTR and the other outlets should be addressed prior
to deployment. It is very common to see MLO and CTR open an hour before quarters.
8.10.2 Breaks. The frequency and duration of breaks will be determined by the
crewleader based on how strenuous the work is, the temperature and other climatic factors. The
crew should understand the daily routine in regards to breaks. Watch to be sure that people
aren’t anticipating the breaks (standing around five minutes before the break is scheduled to
begin waiting for the crewleader to announce it). You want the crew working until they are told
to break. This can be a particular problem at lunch and the end of the workday. Similarly, the
crew must be back “swinging hammers” immediately after the break concludes.
8.10.3 Medical/Dental. Try to get appointments for routine treatment/examination
scheduled first thing in the morning or at the end of the workday. If several members of your
crew need to be seen for dental recall, try to get them scheduled together. Getting them back to
the job site will be easier than if they go separately. Work out a plan with other crews working
in the same general location on how to get crewmembers left in camp back out to the job site.
8.10.4 Admin/Personnel/Disbursing. Policy must be established for mid-watch sleep-
ins and a means for getting them to the job at the established time must be coordinated. The
company staff/chain of command can handle many paperwork problems. Use them to help you
get your problems solved and minimize time lost.

8-4
8-A-1
 CONSTRUCTION ACTIVITY PREP LIST
(used in preparatory phase of quality control)

Project Number ________________________

Project Title ________________________
Activity Number ________________________
Activity Description ________________________
Early Start Date ________________________
Late Finish Date ________________________
Estimated Duration ________________________

Resource check to be completed by the crewleader prior to commencement of work: (Y/N)

Have the construction methods been clearly described on the CAS sheet? _____

Are all the materials estimated on the CAS sheet on site, stored properly and in
compliance with the plans and specifications? _____

Have required shop drawings been prepared? _____

Has the equipment listed on the CAS sheet been reserved? _____

Are the tools listed on the CAS sheet on site or reserved? _____

Is the safety equipment/personal protective gear listed on the CAS sheet on site _____
or reserved?

Brief of crew to be completed by the crewleader prior to commencement of work: (√)

Discuss all required tests and inspections. _____

Establish levels of quality for each element of the work. _____

Discuss all other pertinent parts of the specifications. _____

Discuss each individual’s job and establish specific measures of performance. _____

Define each crewmember’s responsibility and authority. _____

Clearly outline the sequence of work activities. _____

Discuss all safety requirements from the CAS sheet and instruct crewmembers in
the proper use of safety equipment. _____

Stress the importance of good housekeeping. _____

8-B-1
 TWO-WEEK SCHEDULE
(Part 1)
Project Title: Admin Building Codes:
O = Off
Project Number: EL8-830 S = Start
P = In Progress
Company/Det: C Period Covered: 17 May 2005 to 27 May 2005 C = Complete
SC = Start/Complete in 1 day
Date: 12 Apr 2005 Page 1 of ?
Construction Activity DATES Crew
No. Title 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Size Remarks
01600 Move In SC 7
02100 Clear & Grub S C 2
03100 PF Forms Fd./Sl. S P C 2
03200 PF RST Fd./Slab S P P C 3
8- C-1

02200 Subgrade F & C S P O C 2

03130 PF Lintel Forms S O P C 2
03140 PF Forms B & C S P P P P O P O 3
02110 Layout Bldg. SC 2
02210 Exc. Ftg. U/S Utl. SC 2
03310 Place Conc. Lint. SC 2
02240 Level/comp. U/S SC 2
03110 Set Frms Fd./SL. S 4

Assumptions:
8-C-2
 CHAPTER 9: PROJECT MONITORING

9.1 Introduction. The techniques used to evaluate the status of a project and compare the
actual progress to the scheduled progress is referred to as Project Monitoring. In order to
monitor a project’s progress, crewleaders MUST be knowledgeable about completing time
cards, figuring WIP, updating barcharts, submitting SITREP input and arranging project photos.
This chapter will explain the techniques used to monitor a construction project.

9.2 Time cards. Time cards are the most accurate way to record actual mandays on a
construction project. They allow you to monitor the efficiency and accountability of your crew.
They are the basis of your SITREP input, therefore it is imperative that time cards are filled out
correctly and accurately. COMSECONDNCB/COMTHIRDNCBINST 5312.1 is the instruction
that governs time keeping for the Seabees. Each crewleader should obtain a copy of it and
become familiar with time keeping procedures. Appendix 9-A is the standard form used for time
keeping. Crewleaders will prepare time cards each day to reflect actual mandays by all
personnel assigned to them. Crewleaders should be honest when recording actual mandays on
the projects. Regardless if the crew worked 5 hours or 14 hours on the project, it should be
recorded on the time cards. This is the only way to track the projects properly. Subcontractor
crewleaders will use the time card in Appendix 9-E in lieu of the standard time card. The sub
crewleader will fill out the time card in duplicate while on the project. The time card will reflect
all subcontractor labor and will be signed by both the prime and the sub crewleaders. The prime
will keep a copy and turn it in with the time card for prime personnel. The sub will turn in the
original to his company time keeper. This method will allow the prime crewleader and his chain
of command to monitor the effort being expended by the subs and the time being charged against
the project. Record all labor to the nearest whole manhour. If more than one labor category
applies to a specific manhour, the dominant category shall be used for reporting. Mandays are
computed on the basis of an eight-hour day, regardless of the length of the scheduled workday.
The reported mandays, therefore, are equal to the total hours worked by an individual divided by
eight. Prior to submitting the time cards to the company, the crewleader will transfer the totals
from both time cards to a Two Week Labor Summary (Chapter 15-43). This will be used by the
crewleader when completing the SITREP feeders. It can also be used to track actual mandays
and crew availability. Maintain time cards on file in the company office for the duration of the
deployment. Following is a list of labor accounting categories:

a. Direct Labor. Direct labor includes all actual mandays expended directly on an
assigned construction task, either in the field or in the shop, which contributes directly to the
completion of the project. All tasked projects are normally assigned a project number. Labor
expended on a specific project will be reported under that project’s number. Record direct labor
by construction activity number.

b. Indirect Labor. Indirect Labor includes actual mandays expended to support

construction operations but which does not produce an end product in itself. Therefore, this time
is not reported/recorded under a project number but under an indirect labor code. The codes are
as follows:

9-1
X01 Equipment, Repair and Records: Work in this code includes:

•MAINTENANCE OR REPAIR
•ALL COMMON AND AUTOMOTIVE SPARE PARTS FUNCTIONS
•RECORD KEEPING TO SUPPORT MAINTENANCE OR REPAIR

X02 Project and Camp Maintenance Support: Work in this code includes:

•PLANNING & ESTIMATING, & MATERIAL TAKE OFF’s

•OPERATION OF THE TROUBLE DESK
•PROJECT PLANNING & SCHEDULING

X03 Project Management: Work in this code includes:

•PROJECT & SHOP SUPERVISION

•PROJECT COORDINATION & MANAGEMENT FUNCTIONS SUCH AS:
•ARRANGING FOR:
• EQUIPMENT & TOOLS,
•SCHEDULING UTILITY OUTAGES,
•COORDINATING W/OTHER CREWS,
•INSPECTIONS, MEETINGS, & TURNOVER FUNCTIONS

X04 Location Moving: Work in this code includes:

•MOBILIZATION/DEMOBILIZATION OF EQUIPMENT, TOOLS, FIELD OFFICES, ETC.,

TO & FROM PROJECT SITES
•MOTOR POOL OPERATIONS
•TAXI DRIVERS AND ROAD MASTER

X05 Project Travel: Work in this code includes:

ALL TRAVEL TIME TO & FROM PROJECT SITES (AS IT PERTAINS TO DIRECT LABOR
PERSONNEL)

X06 Material Support: Work in this code includes:

•RECEIPT, STORAGE, INVENTORY, ISSUE & DELIVERY OF MATERIALS

X07 Tools: Work in this code includes:

•ALL TOOL MAINTENANCE & REPAIR

•INVENTORY CONTROL
•ORDERING REPLACEMENT PARTS & RENTAL EQUIPMENT

9-2
 X08 Administration and Personnel: Work in this code includes:

•LEGAL, DAPA, CAREER COUNSELOR, COUNSELING W/CHAPLAIN DRIVER’S

LICENSE EXAMINER ESO, PAO, POST OFFICE, SPECIAL SERVICES, SUPPLY,
DISBURSING, SECURITY
•MILITARY SPORTS COMPETITION
•ARMED FORCES POLICE, COURT WITNESS
•TAD PERSONNEL NOT COVERED UNDER PRODUCTIVE LABOR
•MEDICAL & DENTAL,
•LEAVE & LIBERTY, PERSONNEL AFFAIRS
•TIMEKEEPING

X09 Lost Time: Work in this code includes:

•LOST TIME DUE TO:

–INCLEMENT WEATHER
–AWAITING TRANSPORTATION
–SHORTAGE OF TOOLS & MATERIALS
–UNAUTHORIZED ABSENCE & CONFINEMENT

X10 Other: Work in this code includes:

•ALL INDIRECT LABOR EXPENDED IN AREAS NOT SPECIFICALLY ADDRESSED

ELSEWHERE IN THIS CATEGORY

c. Readiness and Training. Readiness and training are comprised of all functions
related to preparation for and execution of military exercises, disaster preparedness, mobility and
technical training. Training includes attendance at service schools, factory and industrial
training courses, fleet-type training, special Seabee training courses, safety training, military
training and any organized training conducted within the battalion. Report/record these
manhours under a specific name.

9.2.1 Crewleader’s Logbook. All project documents should be updated daily. If for
some reason this is not possible, the crewleader should keep a daily logbook of everything that
transpires on the job site. If the crewleader relies on memory only, some items will be forgotten
as time passes. The crewleader’s logbook is the best way to track the projects daily activities.
Appendix 9-B-1 is a sample completed entry for a crewleader’s logbook.

9-3
9.3 SITREP Input. The battalion sends out a monthly SITREP to higher headquarters to
report on the progress of construction tasking. SITREP accuracy is a reflection on how well the
crewleaders have documented labor expended on the projects and the quality of the input
provided by the crewleaders/companies. The crewleader will forward a SITREP feeder to Ops
on a biweekly basis. A sample SITREP feeder is in Chapter 15 page 15-44. Let’s look at the
following completed portion of a SITREP feeder and describe each part:

a b axb
Master Activity Origina Weighted Master Project % Mandays Mandays
l Percent Activity Complete Remaining Actual
MD Est % Comp
# Description (WIP)
01 General 20 4 30 1.2 14 22
02 Site Work 47 10 55 5.5 21 24
03 Conc. Const 140 30 69 20.7 44 105
04 Masonry 32 7 100 7 0 30
05 Metals 9 2 0 0 9 0
06 Carpentry 8 8 0 0 8 0
07 Moist. Protect. 16 4 0 0 16 0
08 Doors/Wind./Glass 10 2 0 0 10 0
09 Finishes 66 15 0 0 66 0
10 Specialties 4 1 0 0 4 0
15 Mech. Const. 44 10 32 3.2 30 16
16 Elect. Const. 30 7 13 .9 26 5
TOTALS 454 100 38.5 248 202

9.3.1 Weighted Percent. The weighted percent for each master activity in the table
above is simply the mandays estimated for that master activity divided by the total project
mandays. For master activity 01, General, the manday estimate was 20 and 20 divided by 454 is
.04. Take .04 and multiply it by 100 to change the decimal to a percentage. .04 x 100 = 4%.
The weighted percent column must total 100. If the total does not, go to the highest percent and
add or subtract to get the total to be 100. For example, when calculating master activity 03, 140
÷ 454 = .31 x 100 = 31%. The total of the weighted percent column would have been 101%.
Master activity 03 was changed to .30 in order for the total to equal 100%. The weighted percent
can only be changed at the 45-day review, during the project joint turnover, or when specifically
approved by higher headquarters.

9-4
 9.3.2 Master Activity % Complete by Work-in Place (WIP). Obviously for master
activities not started the percent WIP is zero and for completed master activities the percent WIP
is 100. For master activities that are partially complete the crewleader must look at the status of
individual construction activities. Refer to the table below for master activity 03 (Concrete
Construction):
a b axb
Construction Activity Manda Weighted CA % MA % Mandays Mandays
# Description y Percent Complete Complete Remaining Actual
Estimat
e
03100 PF Forms F/S 8 6 100 6 0 10
03110 Set Forms F/S 11 8 100 8 0 9
03120 Strip Forms F/S 3 2 100 2 0 3
03130 PF Lintel Forms 5 4 100 4 0 5
03140 PF Forms B/C 32 22 100 22 0 35
03150 Set Forms B/C 25 18 50 9 13 14
03160 Strip Fms B/C Ext 3 2 0 0 3 0
03170 Strip Fms B/C Int 2 1 0 0 2 0
03200 PF RST F/S 7 5 100 5 0 8
03210 Set RST F/S 4 3 100 3 0 5
03220 PF RST B/C 7 5 100 5 0 7
03230 Set RST B/C 7 5 0 0 7 0
03300 Place Conc. F/S 5 4 100 4 0 6
03310 Place Conc. 2 1 100 1 0 3
Lintels
03320 Place Conc B/C 5 4 0 0 5 0
03400 Set Roof Panels 14 10 0 0 14 0
TOTALS 140 100 69 44 105

In evaluating the progress on master activity 03, we can see that we have completed the
following construction activities: 03100, 03110, 03120, 03130, 03140, 03200, 03210, 03220,
03300, and 03310. These construction activities represent 60 percent of master activity 03 (6 + 8
+ 2 + 4 + 22 + 5 + 3 + 5 + 4 + 1 = 60). We obtained these percents by multiplying the CA %
Complete by the Weighted Percent. For construction activity 03150 (Set Forms Beams and
Canopy) we obtained the 50% complete by actual measurement. In this case we measured and
determined that one half of the forms have already been set. Activity 03150 represented 18% of
the master activity. Since we are half done we get credit for 9%. 9 plus the previous 60 gives us
a total 69% complete for master activity 03.

9-5
 9.3.3 Project % Complete. Project % complete represents the percentage that the
work completed on that master activity contributes to the overall project completion. We get the
project % complete by multiplying the weighted percent by the master activity % complete
(WIP) for each activity. For master activity 02, Site Work, the project % complete was
determined by multiplying the weighted percent of .10 times the percent WIP of 55 to get a
project % complete of 5.5 (.10 x 55 = 5.5).

9.3.4 Actual Percent Complete. Actual percent complete for the project is the total of
the project % complete column. For the example above the actual percent complete for this
project is 38.5%. We also put the scheduled percent complete at the top of the SITREP feeder.
We need to compare the actual progress to the scheduled progress. The scheduled percent
complete comes from the Level II barchart in either the Deployment Execution Plan (within the
first 45 days of the deployment) or the Revised Deployment Execution Plan (after the 45 day
review). The allowable percent deviations between actual WIP and scheduled WIP are listed
below.

Total Project Allowable % Deviation Between

Manday Range Actual WIP vs. Scheduled WIP

0-1000MD 10%
1000-2000MD 5%
2000 & above MD 2.5%

If the actual WIP is less than the scheduled WIP by more than the percentage shown in the table
above, the battalion must advise higher headquarters by message. The message will include a
plan to get the project back on track and request approval for any required changes to battalion
Level I barchart or the project Level II barchart in the Revised Deployment Execution Plan.

9.3.5 Mandays Remaining. Mandays remaining are a reflection of how much work
remains to be done on the project and has nothing whatsoever to do with how many mandays
have been expended. For master activities that are complete (see master activity 04 on page 8-3)
the mandays remaining is zero. For master activities not started the mandays remaining will
equal the original manday estimate for that master activity. For master activities under
construction we must evaluate the completion status of the individual construction activities.
Construction activities that are 100% complete have zero mandays remaining, construction
activities that have not begun have mandays remaining equal to the original manday estimate. If
a construction activity with an original estimate of 20 mandays is 25% complete the mandays
remaining is 15 because 75% of the work is left to be done and (.75 x 20) is 15.

9.3.6 Actual Mandays. Actual mandays have nothing to do with percent complete and
are not included in the SITREP when it leaves the battalion. It is included on the feeder so the
company staff and Ops can see where your mandays have gone. It may provide insight on why a
particular project is behind. The total actual mandays are also needed to update the Level II
barchart with actual progress and mandays actual.

9-6
 9.3.7 Comments Line. The SITREP feeder also has a line for comments. This is for
the crewleader’s draft input for the SITREP. The battalion must include in its SITREP brief
comments describing work performed since the last SITREP. If actual WIP is less than
scheduled WIP, the delay must be explained and a plan for getting the project back on schedule
must be included.

9.3.8 Mandays Earned. Mandays earned is another method of calculating the actual
project percent complete. Refer to the table the below for master activity 03. For construction
activities that are completed, we get credit in mandays earned for all of the original manday
estimates, as is the case with construction activity 0310 Prefab Forms Foundation/Slab. For
activities not started we do not get credit for any mandays earned, as is the case with
construction activity 0316 Strip Forms Beams/Canopy Exterior. For activities in progress we get
credit in earned mandays for the percentage of the activity that is complete. Construction
activity 0315, Set Forms Beams/Canopy is 50 percent complete. .50 x 25 = 12.5 or 13. The total
mandays earned for master activity 03 is 140. To calculate the percent complete for the master
activity we divide total mandays earned by the total manday estimate (97 ÷ 140 = .69 or 69%).

a b axb
Construction Activity Manday CA % Mandays
# Description Estimate Complete Earned
03100 PF Forms F/S 8 100 8
03110 Set Forms F/S 11 100 11
03120 Strip Forms F/S 3 100 3
03130 PF Lintel Forms 5 100 5
03140 PF Forms B/C 32 100 32
03150 Set Forms B/C 25 50 13
03160 Strip Fms B/C Ext 3 0 0
03170 Strip Fms B/C Int 2 0 0
03200 PF RST F/S 7 100 7
03210 Set RST F/S 4 100 4
03220 PF RST B/C 7 100 7
03230 Set RST B/C 7 0 0
03300 Place Conc. F/S 5 100 5
03310 Place Conc. Lintel. 2 100 2
03320 Place Conc B/C 5 0 0
03400 Set Roof Panels 14 0 0
TOTALS 140 97

9-7
The same process is used when calculating earned mandays for the entire project. Referring to
the table below, we see that master activity 04 is complete and we get credit for 32 earned
mandays. Master activities 05 through 10 have not started and we do not get credit for any
earned mandays. Master activity 01 is 30 percent complete. .30 x 20 = 6 earned mandays.
Master activity 02 is 55 percent complete. .55 x 47 = 25.85 or 26 earned mandays. Master
activities 03, 15 and 16 were calculated in the same manner. The total actual percent complete
on the project is 39.4 percent (179 ÷ 454 = .394 or 39.4 %). The project percent complete will
vary slightly between the WIP and Earned Mandays methods of calculation. This is caused by
rounding to whole mandays. Either method is acceptable. Consult with your chain of command
on which method to use.

a b axb
Master Activity Origina Master Mandays
l Activity Earned
MD Est % Comp
# Description Earned MDs
01 General 20 30 6
02 Site Work 47 55 26
03 Conc. Const 140 69 97
04 Masonry 32 100 32
05 Metals 9 0 0
06 Carpentry 8 0 0
07 Moist. Protect. 16 0 0
08 Doors/Wind./Glass 10 0 0
09 Finishes 66 0 0
10 Specialties 4 0 0
15 Mech. Const. 44 32 14
16 Elect. Const. 30 13 4
TOTALS 454 179

9.3.9 Master Activity Status Sheet (MASS). The MASS in Appendix 9-C-1 is used
to aid the crewleader in completing the SITREP feeder. MASSs need only be completed for
activities underway. The crewleader does not have to be concerned with activities that are 0% or
100% complete. The MASS combines all that we have discussed previously in section 9.3. The
step-by-step instructions for completing the MASS are as follows:

a. Construction Activity, Description and Estimated Mandays come from the CAS sheet.

b. The Weighted Percent (WT%) is equal to the construction activity manday estimate
divided by the total master activity manday estimate.

9-8
 c. The Total Work is equal to the number of linear feet, square feet, cubic yards, etc. of
work to be done.
d. The Work Completed is equal to the number of linear feet, square feet, cubic yards, etc.
of work actually completed.
e. The Construction Activity Percent Complete (CA % COMP.) is equal to the amount of
Work Completed divided by the Total Work.
f. The Master Activity Percent Complete (MA % Comp.) is equal to the Construction
Activity Percent Complete Multiplied by the Weighted Percent.

g. The Mandays Actual (MDs Act.) comes from the time cards.
h. The Mandays Remaining (MDs Rem.) is equal to the percentage of work remaining to be
completed multiplied by the original manday estimate.
i. The Estimated Mandays, the Weighted Percent, the Master Activity Percent Complete,
the Mandays Expended and the Mandays Remaining are then totaled at the bottom of the
page.
The following step-by-step instructions will help you complete the SITREP feeder:
a. The % Complete Scheduled, Master Activity # and Description and the Original MD
Estimate come from the project Level II barchart.
b. The Weighted Percent (WT%) is equal to the master activity manday estimate divided by
the total project manday estimate.
c. The Master Activity % Complete (WIP), if other than 0% or 100% comes from the
MASS.
d. The Project % Complete is equal to the Weighted Percent multiplied by the Master
Activity % Complete (WIP).
f. The Mandays Remaining and Mandays Actual come from the MASS.
9.4 Barcharts. Barcharts are used to plot and track your progress as you work your project.
They show if you are ahead, behind or on schedule. You can track how well you are doing
against what you planned. At the end of each two week period you need to plot on your Level II
barchart the actual percent complete. To do this take the percent complete from the SITREP
feeder and plot it against the percentages contained in the left column of the Level II barchart.
To make an actual progress curve you just connect the dots. If the actual progress curve is above
the planned progress curve your project is ahead of schedule, if below you’re behind. A large
variation would indicate a problem. Appendix 9-D-1 is a Level II barchart with an actual
progress curve and cumulative manday figures completed by hand. This Level II barchart shows
all information through the end of the project where the data on the previous pages reflects the
status at a much earlier date. Appendix 9-D-2 is the same Level II barchart showing the project
in progress as put out by CBCM. There are slight differences in the numbers between the two
barcharts because CBCM is more exact.

9-9
9.5 Situation Report (SITREP). On deployment, a message SITREP shall be submitted
monthly by the battalion. The report shall include all tasked projects listed in increasing
numerical sequence. Once construction has started on a project, the project shall be considered
as active and shall not be removed from the report until such time as the project has been
accepted as totally complete by the ROICC. Once a project has been completed, and a Usable
Completion Date (UCD) or Beneficial Occupancy Date (BOD) has been established, it may be
deleted from future reports.

9.5.1 Project Status Summary. All SITREPs shall include a summary by location
which provides project WIP, remaining project mandays and completion date percentage data as
well as a brief description of the work accomplished during the reporting period for each project.
Each project shall be reflected as a separate subparagraph. For projects for which no work was
accomplished during the reporting period, the master activities status and activities reporting
lines may be shown as no report. However, when no work is accomplished, the reason for no
work shall be adequately explained in the comments line as part of the status explanation.

9.5.2 Change of Usable Completion Date (UCD)/Beneficial Occupancy Date

(BOD). During the homeport planning process, higher headquarters will discuss UCDs/BODs
with the battalion as required in order to ensure that applicable information is considered when
establishing the UCD/BOD. UCDs/BODs will be established by the battalion except for specific
projects with critical completion dates. When delay of a UCD/BOD becomes necessary, the
battalion shall advise higher headquarters in writing of the cause and estimated duration of the
delay. The UCD/BOD reflected in the SITREP, however, shall not be adjusted until approved
by higher headquarters. When adjusting UCDs/BODs, the battalion shall take action, as
appropriate, to ensure that the minimum number of UCDs/BODs are affected by the delay.

9.6 Photographic Coverage. The battalion shall provide to higher headquarters color
slides/prints of each active project on a monthly basis (not later than the fifth of each month).
The slides/prints will indicate construction milestones and relate to SITREP comments. Vantage
points shall be chosen which will provide the broadest coverage, and the same view should be
utilized for slides/prints taken during the following months in order to show sequence of
construction. Also include slides/prints of working crew members and major construction
evolutions that depict Seabees in action. It is the crewleader’s responsibility to ensure no safety
violations are shown. CBCM has the capabilities to create the Photo Sitrep and is discussed in
Chapter 16.

9-10
 PRIME TIME CARD
Crewleader: Signature: Company: Crew Size: Transfers This Date:
Project Number: Project Title: Date:
Direct Labor by Construction Activity Number Indirect Readiness and Training
Crew Member's Rate/Name Total Total Total
9- A-1

Totals
 SAMPLE CREWLEADER’S LOGBOOK ENTRY
May 21, Saturday
0700 Act. 03100, 2-BUs
Act. 03200, 1-SW, 1-CE
Act. 02200, 1-EO, 1-UT
*BUCN, UA*
1000 QC/Safety arrive, concerns of worn out GFCIs, CTR has new ones, change them out
tonight
1025 QC/Safety depart
1100 BUC arrives with BUCN, Put him on ACT. 03100
1115 BUC departs with EO3, he is still sick
1300 BU1 on Act. 03200
1430 Ops arrives
1400 Ops departs
1700 Job site secured

Construction Total Work %

Activity Work Complete WIP
03100 1248 sf 1073 sf 86%
03200 1120 pcs 1120 pcs 100%
02200 2700 sf 1800 sf 67%
Material Received
03100 Form release 5 gal
03310 Cement type 1 3 bgs
Sand, washed 6 cubic ft
3/8” Minus 12 cubic ft
11S Mixer 1 ea
Typical Time Card

Crew Construction Activity No. Indirect Readiness and Training

03100 03200 02200 X03 X08 X09
BU1 3 6
BU2 9
BU3 9
BUCN 4 5
CE3 9
SW3 9
EO3 4 5
UT2 8 9
Total 22 21 16 6 5

9-B-1
 MASTER ACTIVITY STATUS SHEET

Constr. Est. WT Total Work CA % MA % MDs MDs

Activity Description MDs % Work Comp. Comp. Comp. Act. Rem. Remarks
9-C-1

Totals
 SEABEE LEVEL II
PROJECT # EL8-830 TOTAL MANDAY ESTIMATE 454 TASKED MANDAYS 454
TITLE Admin Building MAY JUN JUL AUG SEP
MASTER ACTIVITY MA WT
MA # 19 27 2 9 16 23 30 7 14 21 28 4 11 18 25 2 8 15
TITLE MDs %
6 7 7 100%
01 GENERAL 20 4
4 9 2 6 5 3 6 12
02 SITE WORK 47 10 90%
9 21 24 22 5 12 19 9 11 5 3
03 CONCRETE CONST. 140 30
11 21
04 MASONRY 32 7 80%
9
05 METALS 9 2
18 4 11 3 70%
06 CARPENTRY 36 8
16
07 MOIST. PROTECTION 16 4 60%
5 5
08 DOORS/WIND./GLASS 10 2
14 3 23 26 50%
09 FINISHES 66 15
4
10 SPECIALTIES 4 1 40%
9- D- 1

4 8 2 7 14 2 7
15 MECH. CONST. 44 10
4 9 6 4 4 3
16 ELECT. CONST. 30 7 30%

20%

10%

TOTALS 454 100 0%

MDs Scheduled This Period 49 66 60 28 48 58 61 56 28
Cumulative Mandays Scheduled 49 115 175 203 251 309 370 426 454
% Complete Scheduled (Plot) 11 25 39 45 55 68 81 94 100
MDs Actual This Period 35 49 62 35 50 52 68 58 30
Cumulative Mandays Actual 35 84 146 181 231 283 351 409 439
Mandays Earned This Period 41 54 64 68 59 32 72 46 18
Cumulative Mandays Earned 41 95 159 227 286 318 390 436 454
% WORK-IN-PLACE (PLOT) 9 21 35 50 63 70 86 96 100
 SEABEE LEVEL II
Project Number: EL8-830 Unit: CECOS Mandays Tasked 453 Date Printed: 2 Apr 2003
Project Title: ADMINISTRATION BUILDING Co/Det: MILITARY READINESS Mandays Total Project 453 Data Date: 27 May 2005
MDs Tasked Previous 2005 2006 MDs
MA# DESCRIPTION Total Project Weighted % UNIT MDs May Jun Jul Aug Sep Oct Nov Dec Jan Rem.
Earned MDs @ T/O 21 4 18 2 16 30 13 27 10 24 8 22 5 19 3 17 31 14 @ T/O
20.00 0 6 14 0
01 GENERAL 20.00 4.4% 100%
6.00 6
45.42 0 7 6 11 9 12 0
02 SITE WORK 45.42 10.0%
15.85 9 7
140.11 0 17 40 24 35 16 8 0 90%
03 CONCRETE CONSTRUCTION 140.11 31.0%
49.03 15 34
32.00 0 16 16 0
04 MASONRY 32.00 7.1%
0.00 80%
9.00 0 9 0
05 METALS 9.00 2.0%
0.00
36.00 0 18 4 14 0
06 CARPENTRY 36.00 8.0% 70%
0.00
16.00 0 16 0
07 MOISTURE PROTECTION 16.00 3.5%
0.00
10.00 0 5 5 0 60%
DOORS, WINDOWS, AND
08 10.00 2.2%
GLASS
0.00
66.00 0 14 19 33 0
09 FINISHES 66.00 14.6%
0.00 50%

9-D-2
4.00 0 4 0
10 SPECIALTIES 4.00 0.9%
0.00
44.00 0 7 7 7 16 7 0
MECHANICAL
15 44.00 9.7% 40%
CONSTRUCTION
0.00
30.00 0 4 15 4 7 0
ELECTRICAL
16 30.00 6.6%
CONSTRUCTION
0.00
30%

20%

10%

452.54
Totals
452.54
ESTIMATED Mandays Per Period 30 53 62 51 25 54 58 54 51 14
ESTIMATED Mandays Cumulative 30 83 146 197 222 276 334 388 439 453
ESTIMATED Percent Complete 7% 18% 32% 43% 49% 61% 74% 86% 97% 100%
EARNED Mandays Per Period 30 41
EARNED Mandays Cumulative 30 71
EARNED WIP Percent Complete 7% 16%
ACTUAL Mandays Per Period 34 130
ACTUAL Mandays Cumulative 34 164
ACTUAL Percent of Mandays Used 8% 36%
 Project #_____________________ Date______________
Project Title__________________
Prime Company_______________
Sub Company_________________
Sub Time Card
Sub Crew Assigned Direct Labor by Construction Activity Number Indirect Readiness and Training
Rate/Name Total Total Total
9- E-1

Total

Prime Crewleader Signature___________________________ Sub Crewleader Signature____________________________

 CHAPTER 10: ENVIRONMENTAL

10.1 Environmental Law. Environmental protection and hazardous waste (HAZWASTE)

disposal are two serious concerns in today’s Seabees. Cleaners, acids, mastics, sealers and even
paints are just a few of the hazardous materials (HAZMAT) that may be present on a project site.
As a crewleader, you are responsible for the protection of your crew and their safety. You are
equally responsible for the protection of the environment. There are stiff fines and penalties for
not protecting the environment which apply to Seabee work as well as civilian work. Bottom
line, you can go to jail for not providing an environmentally safe job site. You are not alone, nor
expected to be an expert in this area. You should, however, contact the battalion’s
environmental representative or Safety Office immediately in case of any environmental problem
(spill, permits, planning, etc.). Also, consult with them on the rules governing the storage,
handling and use of HAZMAT or HAZWASTE.

10.2 Definitions. The following terms are often confused in discussing environmental issues:

a. HAZWASTE - A product generated from a process that, once completed, the product
can no longer be used to meet its original intended purpose (i.e. drained crankcase
oil). Also, HAZMAT which has exceeded its shelf life and cannot be extended.

b. HAZMAT - Unlike HAZWASTE, HAZMAT is required for future construction

work.

c. HAZMAT/HAZWASTE Minimization - The process of limiting HAZMAT/

HAZWASTE to the greatest extent possible. The best way to minimize HAZMAT is
to only order what you need. The best answer to HAZWASTE disposal is to not have
any.

10.3 HAZMAT/HAZWASTE Planning. During the project planning phase, you must
consider the effects of HAZMAT and HAZWASTE on your project and schedule. CAS sheets
should identify activities which involve the use of these items.

10.3.1 Job Site Storage. Storage and personal protective measures, along with Material Safety
Data Sheets (MSDS) requirements are discussed in Chapter 10. Plan for the delivery of proper
storage equipment prior to having HAZMAT delivered to the job site. In addition to the MSDSs,
a HAZMAT inventory must be done monthly and submitted to the Safety Office.

10.3.2 HAZMAT/HAZWASTE Minimization. Plan to have as little HAZMAT/HAZWASTE

on your project as possible. Remove HAZWASTE materials as soon as possible.

a. Proper labeling of HAZMAT is critical. Properly labeled HAZWASTE can be

disposed of for a relatively low price. Unidentified, it must first be analyzed which is
extremely expensive.

b. Avoid mixing unlike types of HAZWASTE. Do not mix (contaminate) waste paint
thinner in a waste oil drum. The Navy sells uncontaminated waste oil for a profit. If

10-1
 only minor amounts of any other substance are present in the waste oil, we must pay
high prices for analysis and disposal. Our potential profit becomes a cost. The best
method for disposal is properly labeling the materials and returning them, unmixed,
to the Supply Department. All containers must be clearly labeled in accordance with
EPA guidelines and base environmental offices.

c. Have a plan to keep your crew informed of the types of material on the job. They
have the right to know what the effects of working with HAZMAT might be. This
information can be found on the MSDS. Further, ignorance can lead to costly clean
up. For example, if a gallon paint can has a small amount of unused paint and is
thrown into a dumpster, the entire contents of the dumpster could be declared
HAZWASTE. This type of clean up and analysis would be extremely expensive.
Make sure you crew understands the correct method for disposal.

10.4 Spill Response. The rules for handling a spill are very simple: CONTAIN and
REPORT.

a. Only qualified personnel can contain a spill. If you are not qualified by courses of
instruction, keep other personnel away from the area and notify the proper personnel.
Spill response procedures are outlined in the Host Command Spill Prevention &
Control Countermeasures (SPCC) plan. In the absence of a host command, an
adequate SPCC will be developed.

b. Report the spill immediately up your chain of command. Be ready to provide

information concerning what the type of material and the amount of material spilled
and approximately what time the spill occurred.

10.5 Conclusion. HAZMAT/HAZWASTE managers and environmentalists have a reputation

for standing in the way of production and progress. The truth is, with proper communication and
planning, all environmental issues can be resolved with a few simple steps. The key is to seek
advice before the situation gets out of hand.

10-2
(Blank Page)
 CHAPTER 11: SAFETY
11.1 Safety Overview. The battalion Safety Office oversees and monitors projects safety
plans, and ensures compliance to safety regulations. It’s your job as the crewleader for safety
on your job site. According to the NCF Occupational Safety and Health Manual
(COMSECONDNCB/ COMTHIRDNCBINST 5100.1) the battalion Safety Office administers
the battalion safety program and provides technical guidance, but it is the crewleader, the project
supervisor, the company chief, the company commander, S3 and the Commanding Officer who
are 100% responsible for safety on the job site. If you have any questions concerning safety on
the project you are planning or executing, the battalion Safety Office is a good place to go to get
your questions answered. The Safety Office can’t always prevent you from doing something
you know is unsafe. They do not have the staff to be present on the job site at all times. Safe
construction is your responsibility and ignorance is no excuse. It is your responsibility to find
out how to do construction in a safe manner.

11.2 Mishap Prevention. The goal of our safety program is to prevent mishaps. We don’t
use the word “accident” because it implies the absence of fault (accidents happen). Mishaps
most commonly result from the failure to follow safe construction practices or from an unsafe
procedure. In the discussion that follows, we will consider an activity to replace the deck on a
marina pier. The seven step process outlined below is the procedure used to develop our safety
plans and to avoid a mishap:

1 2 3 4 5 6 7
Recognize Identify Obtain Ensure Proper Emergency Investigate
Specific Corrective Equip/ Personnel Supervision Response and
Hazards Action Material/ Awareness Report
Training

11.2.1 Recognize Specific Hazards. We begin by recognizing that construction is a

dangerous business. The potential for death or serious injury is present on our job site on a daily
basis. For each construction activity, identify very specifically what the hazard is that could
cause death or injury. General safety items that apply to all construction activities are included
on a General Safety Plan (page 14-64). One of the obvious hazards in our pier example is
drowning.

11.2.2 Identify Corrective Action. Our primary reference for preventive measures is
the Title 29, Code of Federal Regulations, Part 1926 (29 CFR 1926). Looking at the table of
contents we see that Subpart E (Personal Protective and Life Saving Equipment) addresses work
over or near water. Reading Subpart E we find the following specific requirements:

1926.106 (a) requires that a U. S. Coast Guard approved life jacket or buoyant work vest shall be
provided and worn by all persons working over or near water where the danger of drowning
exists.

1926.106 (b) requires that the life jacket or buoyant vest be inspected before and after each use
for defects which would alter its strength or buoyancy. Defective units shall not be used.

11-1
1926.106 (c) requires that ring buoys with at least 90 feet of line shall be provided and readily
available for emergency rescue operations. Distance between ring buoys shall not exceed 200
feet.

1926.106 (d) requires at least one lifesaving skiff shall be immediately available at locations
where employees are working over or adjacent to water.

Further information can be found at: http://www.osha.gov and http://www.safetycenter.navy.mil

11.2.3 Obtain Equipment/Material/Training. Ops and the Safety Office will provide
assistance in obtaining the life jackets or buoyant vests, the buoys, and the skiff. The customer
may be persuaded to provide them because if they are not available they will have to be
purchased/rented using project funds. Safety material and/or equipment will be included in the
project MTO/BM. Training will also be required for the crew in operating the skiff. Ops and the
Training Department will assist in setting up this training.

11.2.4 Ensure Personnel Awareness. Use the daily safety lecture to ensure the crew
understands the proper use and wear of the safety equipment provided and the locations of the
buoys and the skiff. Safety lectures must address all hazards identified on the CAS sheet for
work scheduled that day.

11.2.5 Proper Supervision. The crewleader is responsible for ensuring that the crew
and all other personnel wear the life jackets or buoyant work vests at all times while on the pier.

11.2.6 Emergency Response. To ensure that emergency response is not delayed in the
event of a mishap, the location of the nearest phone, map showing nearest medical facility or
first aid station and emergency phone numbers must be posted on the job site. A form for this is
on page 14-81.

11.2.7 Investigate and Report. Any mishap (regardless of how minor) or near misses
must be investigated and documented to minimize the chance that it will happen again. A form
for the crewleader’s report is on page 15-85.

11.3 Safety Responsibilities. Safety responsibility falls with the crewleader. Any resources
needed can be obtained through the Safety Office (equipment, material, education, training, etc.).
The safety responsibilities for various levels in the chain of command are listed in the NCF
Safety and Health Manual.

11.3.1 Crewleaders Responsibilities. Crewleaders and other supervisors are the Key
People in a successful and aggressive safety program. Responsibilities include but are not
limited to:

-Being familiar with safety rules and regulations for jobs and facilities in his/her area,
and acting in a safe manner.
-Enforcing safety rules and correcting unsafe acts.
-Inspecting jobs and work areas for hazards and taking corrective actions.

11-2
 -Educating and training personnel in safe work procedures and rules.
-Reporting all mishaps and near misses to the Safety Office promptly and ensuring
personnel receive immediate medical treatment.
-Investigating all mishaps or near misses in his/her area, determining basic causes, taking
corrective action, and requesting assistance from the Safety Office when necessary.
-Reviewing safety and health records on employees and facilities in his/her area as
required.
-Taking corrective action on hazards reported by employees without reprisal for their
reporting of the hazard.
-Ensuring that correct personal protective equipment is provided to personnel and that
they wear and maintain the equipment properly.
-Obtain advice and assistance from the Safety Office in the positive implementation of
the NAVOSH Program.
-Knowing the limitation of subordinate personnel and avoiding assignment of hazardous
jobs to personnel who are not physically and mentally capable of performing work
assignments in a safe manner.
-Removing from service any defective machinery, material or tools until repairs can be
made to ensure safe operation.
-Posting appropriate safety precaution signs in conspicuous areas near or on equipment,
material, stowage areas and other designated hazards or hazardous areas.

11.3.2 Crewmember’s Responsibilities. Crewleaders should ensure that all hands

understand their responsibilities as listed below:

-Knowing, understanding and complying with the safety rules and regulations applicable
to their assigned work and work area.
-Reporting for work rested and emotionally prepared for the task at hand.
-Understanding and adhering to safety and health precautions applicable to their work
and work areas.
-Reporting to their immediate supervisor any unsafe conditions including unusual or
developing hazards or any materials which may be considered unsafe.
-Cautioning those who may be endangered by suspected, known, unusual or developing
hazards.
-Reporting to the immediate supervisor any mishap, injury or evidence of impaired health
occurring in the course of work.
-Using all protective equipment and/or clothing of the type required, approved and
supplied for the safe performance of the task at hand.
-Ensuring that clothing worn is appropriate for work assigned. Jewelry or loose scarves
shall not be worn when they subject the individual to a potential hazard.
-Ensuring that hair is suitably restrained where it may be hazardous around machinery or
open flame or impair vision.

11.4 Project Safety Plan. For each construction activity, all hazards and corrective actions
identified will be listed on the back of the CAS sheet. The project safety plan (page 15-65) is
then drawn up listing the hazards and corrective action from the back of the CAS sheets. A
cover sheet (page 15-63) is made up for the safety plan summarizing the training and equipment

11-3
required for review by the chain of command. The Chain of command will approve a Safety Plan
for each project before any work starts. The project safety plan must be posted on the job site. A
daily job site safety inspection (page 15-80) will be performed by Safety Office personnel.

11.5 Daily Safety Lectures. The key to the mishap prevention steps outlined above is
personnel awareness. This is the purpose of the daily safety lecture. The topics for this lecture
will include the activities scheduled for that day. It isn’t enough to anticipate the hazard and
provide protective equipment. The crewleader must ensure that the crew is properly trained and
motivated to use the equipment properly. If the corrective action includes specific procedures or
methods, the crewleader must ensure those procedures are followed every time. Never let a
crewmember get lackadaisical! Make sure the crew knows the safe way to perform the task at
hand and then accept nothing less than 100% compliance. Working safely 99.9% of the time
won’t do it. One short cut can Kill!

11.6 Safety Training. The safety training below is required by the NCF Safety and Health
Manual for the identified crew personnel:

11.6.1 Safety Supervisors. Each Seabee unit will designate in writing a safety
supervisor responsible for the Company/Department/Project. This individual will report to the
Safety Office in reference to all matters pertaining to the Occupational Safety and Health
Program. Required minimum training is outlined in Appendix 11-A.

11.6.2 NAVOSH Training. All personnel assigned to an Seabee unit are required to
attend the initial and annual NAVOSH training outlined in Appendix 11-B. This will be taught
by the battalion’s Safety Office personnel during indoctrination.

11.6.3 Seabee Specific Training. All CEC officers and OF-13 personnel or anyone who
may be assigned to work in a hazardous area will attend the Seabee specific training outlined in
Appendix 10-B. This will be taught by the battalion’s Safety Office personnel.

11.7 Electrical Safety. All job site electrical supplies are considered to be temporary power
sources, even existing outlets in buildings being renovated. All temporary power sources, must
be inspected, certified safe and tagged with the inspector’s name, company and date prior to first
use. Re-certifications are required every two weeks thereafter. Ground Fault Circuit Interrupters
(GFCIs) shall be used with all power tools, whether double insulated or not. GFCIs will be
checked on a monthly basis with a representative from CTR and a proper record maintained. All
electrical portable tools, extension cords, small gasoline, pneumatic and powder actuated tools
(including those borrowed from other units) shall be visually inspected every day prior to their
first use. These inspections will then be documented with the monthly tool inventory.
Equipment or circuits that are de-energized shall be rendered inoperative and have tags attached
at all points where such equipment or circuits can be energized. Ensure compliance with
prescribed lockout/tagout procedures established in the NAVOSH Ashore Manual
(OPNAVINST 5100.23) and the NCF Safety and Health Manual.

11-4
11.8 Asbestos Operations. Asbestos removal is not normally conducted by Seabee
personnel. The NCF Safety and Health Manual gives detailed guidance on the NCF asbestos
policy and procedures.

11.9 Respiratory Protection. All of the following requirements must be met prior to the use
of respirators:

-Correct equipment identified by the local Respiratory Protection Program Manager.

-Medical evaluation of potential users.
-Fit test performed by competent personnel.
-Respiratory protection training for all potential users.
-A written SOP must be developed for the job site, including emergency and rescue
guidance, and posted on the job site.

11.10 Hazardous Materials. Crewleaders must recognize the threat that hazardous materials
pose to all personnel present on the job site and take action to prevent mishaps. Listed below are
basic measures in effect to minimize the risk of injury or mishap:

11.10.1 Material Safety Data Sheets (MSDS). Upon drawing any hazardous material,
MLO will provide the crewleader with an MSDS. The MSDS will identify any hazards
associated with exposure to that specific material. It will also identify any personal protective
equipment or other safety precautions required as well as first aid or medical treatment required
for exposure. The crewleader is required by federal law to inform crewmembers of the risks and
all safety precautions associated with any hazardous material present on the job site. This should
be done during each daily safety lecture. Additionally, the MSDS must be posted conspicuously
on the job site.

11.10.2 Hazardous Material Storage. The safest practice concerning hazardous

material is not to draw any more material than can be used in a reasonable amount of time.
Storing hazardous materials on the job site requires the use of approved storage containers.
Consult with the battalion Safety Office, as many hazardous materials require separate storage
containers (for example, corrosives and flammables cannot be stored together).

11.10.3 Hazardous Material Turn-in. Any excess material must be disposed of

through an authorized hazardous material disposal facility. Check with the battalion MLO staff
or Safety Office for procedures.

11.11 Safety Items Required on the Job Site. The following safety items are required on all
project sites. See the 29 CFR 1926 for additional information.

Transportation/Communication - Required in order to have a rapid response in case of

a mishap.

Emergency Plans - Each job site must have posted the location of the nearest phone, the
telephone numbers and reporting instructions for ambulance, hospital, physician, police
and fire department personnel.

11-5
 First Aid Qualified Personnel - If a medical facility is not readily accessible (due to
time or distance) a crewmember must be first aid qualified and available on the job site.
First Aid Kits - First aid kits will be readily available and must be checked weekly for
consumed items.

Toilet Facilities - If toilet facilities are not readily available portable facilities must be
provided.

Drinking Water - Water must be provided from an approved source and labeled for
drinking only and are not to be used for other purposes. Common cups are not allowed.

Temporary Fencing/Barricades - Required if job site is in an area actively used by the

public.

Warning Signs - Red for immediate hazards, yellow for potential hazards.

Eyewash Facility - Required where personnel are exposed to or handling poisons, acids,
caustics or toxic chemicals.

Fire Extinguishers - One for every 3000 square feet (or major fraction thereof) of
building space. Travel distance from any point to the nearest extinguisher will not
exceed 100 feet.

Material Safety Data Sheets - For any hazardous material on the job site.

Hazardous Material Inventory Sheet - For any hazardous material on the job site.

Safety and Health Manual - The 29 CFR 1926 is required to be kept on the job site.

11.12 Job Site Safety Checks: The crewleader should make it a habit to check the job site
periodically for safety violations. Appendix 11-C is a check list for this purpose.

11.13 Operational Risk Management (ORM):

ORM is a decision making tool- used by people at all levels to increase operational effectiveness
by anticipating hazards and reducing the potential for loss, thereby increasing the probability of a
successful mission.
The five-step ORM process is a standardized tool that will help you operate successfully in high-
risk environments. As military personnel, we have a responsibility at every level to identify
hazards, take measures to reduce the associated risk, and accept risk only when the benefits of
the operation exceed the accepted risk.

11-6
The goal is to make ORM part of our daily operations. This simple, logical process will help
save lives, protect people and preserve assets, while we accomplish our missions efficiently and
effectively.

5 Step Process

Memory Acronym- I AM IS

1. Identify Hazards

2. Assess Hazards

3. Make Risk Decisions

4. Implement Controls

5. Supervise

ORM in BAMCIS
A way to look at the 5 Steps of ORM are that they are performed within – not instead of
BAMCIS. Anytime a new hazard is identified it triggers the remaining ORM steps.

BAMCIS ORM

Begin Planning Identify Hazards

Arrange Recon

Make Recon Assess the Hazards

Complete the Plan Make Risk Decisions

Issue the Order Implement Controls

Supervise Supervise

Step 1 Identify Hazards

• Conduct an Operational Analysis
o List major steps of the operation
• Conduct a Preliminary Hazard Analysis
o List the hazards associated with each step
o List the possible causes of the hazards

11-7
Step 2 Assess Hazards
• Determine degree of risk for each hazard in terms of severity and probability.
o Use of a matrix is recommended but not required. A matrix provides a consistent
framework for evaluation and shows the relative perceived risk between hazards
and prioritizes which hazards to control first.
o Any Matrix that supports the specific application may be used.

Mishap Probability
RAC Matrix
Likely Probably May Unlikely

Critical 1 1 2 3

Serious 1 2 3 4
Hazard
Severity
Moderate 2 3 4 5

Minor 3 4 5 5

Risk Assessment Code (RAC)

1. Critical
2. Serious
3. Moderate
4. Minor
5. Negligible

Hazard Severity
• Critical – May cause death, loss of facility/asset, or grave damage to national interests.
• Serious – May cause sever injury, illness, property damage; or damage to national or
service interests.
• Moderate – May cause minor injury, illness, property damage; or damage to national,
service, or command interests.
• Minor – Minimal threat.

11-8
 Mishap Probability
• Likely – Likely to occur immediately or in a short period of time. Expected to occur
several times to an individual item or person, or continuously to a group.
• Probably – Probably will occur in time. Reasonably expected to occur some time to an
individual item or person, or continuously to a group.
• May – May occur in time. Reasonably expected to occur some time to an individual item
or person, or several times to a group.
• Unlikely – Unlikely to occur.

Step 3 Make Risk Decisions

• Develop controls for each hazard to eliminate the hazard or reduce the risk until the
Benefit is greater than the Risk.
o Develop controls for the most serious hazards first! You may not have time to
control every hazard – so control the worst hazards first.
• Determine residual risk.
o Assess each hazard’s risk again (step 2 repeated) with the controls in place to
determine residual risk.
• Make Risk Decision – With the controls in place is the Benefit greater than the Risk?
o Accept the risk if the Benefit>Risk
o Communicate with higher authority if
Risk is greater than the Benefit
Risk exceeds the Commander’s stated intent
Help is needed to implement controls

Step 4 Implement Controls

• Incorporate selected controls into:
o SOP’s
Orders, Briefs, Training, and Rehearsals
• Communicate selected controls to the lowest level. Who will do what by when?
• Implementation goes wrong for the following reasons:
o Wrong control for the problem
o Operators dislike it

11-9
 o Leaders dislike it
o It’s too costly
o It’s overmatched by other priorities
o It’s misunderstood
o Nobody measures until it’s too late

Step 5 Supervise
• Enforce standards and controls.
o Ensure Marines are performing tasks to standard.
o Ensure controls are in place and having the desired effect.
• Remain alert for changes and unexpected developments that require Time Critical or
Deliberate ORM.
• Take corrective action when necessary.

11-10
 Required Minimum Training
6021 Construction Safety Standards
General Industry Standards
Introduction to HAZMAT
Introduction to NAVOSH Ashore
MISHAP Investigation
Respirator Protection Program Manager
HAZWOPPER 40 Hour
Environmental INTRO
Confined Space Entry
Explosive Safety Officer (Basic)
Explosive Driver Training
Explosive Safety for Office Manager
Naval Vehicle and Railcar Inspection
Electrical Standards
Trenching
RSO Training
LSO Training
Scaffolding
Safety Supervisor Training
HM/HW Coordination Training
Detail Safety Officer Training
11-A-1
HAZARDOUS MATERIAL MANAGER
BATTALION SAFETY OFFICER
EXPLOSIVE SAFETY OFFICER
REGIMENT SAFETY OFFICER
ASSISTANT SAFETY PERSON
DETAIL SAFETY OFFICER
SAFETY SUPERVISOR
GAS FREE ENGINEER
EXPLOSIVE DRIVER
RSO/LSO
X X X X
X X X X R
X X R R R
X X R R R
X X R X R
X X R
X X
X X
X
X X X
X X X
X X
X X
X X
X X X R
X
X
X X R
X X
R R
X
 INDOC TRAINING

INTRO TO NAVOSH
Unsafe Unhealthfull Reporting
Sight Conservation
Hearing Conservation
Back Injury Prevention
Recreation, Athletics and Home Safety
Asbestos Awareness
Respiratory Protection Awareness
Man-made Mineral Fiber
Confined Space Entry
HAZCOM
Lead Awareness
Traffic Safety
Temporary Power Lockout/Tagout

SEABEE SPECIFIC

Temporary Power
SOPs Use Implementation
Project Safety Plans CAS Sheets
How to Obtain INFO & Fill Out
Overview 29 CFR 1910/1926 on CD
Job site Requirement
Stairways and Ladders
Scaffold Safety
Welding Safety
Fall Protection
Hand and Tool Safety

11-B-1
 Safety Check List for Project Managers/Crewleaders
1. Are all personnel wearing hard hats and steel-toed shoes?

2. Is there potable drinking water (with disposable cups) on site?

3. Are ground fault circuit interrupters (GFCIs) or spider boxes being used with all portable
power tools?

4. Is there a sign designating the project site as a hard hat area?

5. Is there a vehicle available to transport any injured personnel to a medical facility?

6. Does everyone on the crew know where the closest medical facility is?

7. Have all power tools and extension cords been visually inspected daily?

8. Do all personnel have the proper hearing protection on their person?

9. Are all personnel engaged in operations that constitute an eye hazard using the proper
eye/face protection?

10. Is there a fire extinguisher on site where hot work is being performed; i.e. welding, cutting,
soldering, etc.?

11. Are personnel engaged in welding wearing protective clothing?

12. Was a safety lecture given to the crew today?

13. Is the project site kept in a clean condition, free of protruding nails from lumber, scrap
metal, etc.?

14. Are protruding rebars properly capped?

15. Are all loose materials secured against high winds when the project site is left unattended?

16. Are all excavated trenches barricaded, shored or covered?

17. Is a flagperson being used where vehicle traffic poses a danger?

18. Have underground utilities been secured and hand located before machine excavation
begins?

19. Have overhead utilities been secured before erection of scaffolds and work on power lines
begin?

11-C-1
 CHAPTER 12: QUALITY CONTROL

12.1 Introduction. The purpose of the NCF Quality Control Program (COMSECONDNCB/
COMTHIRDNCBTINST 4355.1) is to prevent discrepancies where the quality of workmanship
and materials fail to match the requirements in the plans and specifications. The responsibility
for quality construction rests with the crewleader and the chain of command. The Quality
Control Division, as described in Chapter 1, is responsible for conducting tests and inspections
to ensure compliance with the plans and specification. The Quality Control (QC) inspectors and
crewleaders provide Contractor Quality Control (CQC). The battalion has the responsibility to
control construction and inspect the work. Control is an ongoing and continual system of
planning future activities. Inspection is the process by which ongoing and completed work is
examined. Inspection is “after-the-fact” while control is “preventive”. The objectives of control
are to insure that the crewleader is adequately prepared to begin a phase of work, to eliminate
deficiencies, and to follow through in accomplishing the work in accordance with plans and
specifications. The objective of inspection is to ensure that the work has been accomplished in
accordance with plans and specifications. The crewleader will plan quality into the project and
avoid discrepancies before the QC inspectors perform their inspections. Discrepancies identified
by the QC inspector represent failures in the crewleader’s QC plan. QC is accomplished in three
phases. The primary responsibility for these phases rests with the crewleader. The crewleader is
the on-site quality control “manager” and as such “controls” the quality. The QC inspector, as
the name implies, “inspects” the quality. The three phases are as follows:
12.1.1 Preparatory Phase. Prior to starting the project and before the start of each
construction activity, the crewleader will hold a QC preparatory phase meeting. The purpose of
this meeting is to inform all personnel involved with the activity what the QC requirements are.
The meeting will also address all items needed to accomplish the activity such as correct
material on hand, correct tools, correct equipment, etc. Use Appendix 7-B as a checklist for
these meetings. The QC inspectors should attend these meetings if possible. Use NAVFAC P-
445, Construction Quality Management Program, for guidance in implementing the three-phase
quality control program. Appendices A thru E provide forms used for documentation. Available
at this website, http://navfacilitator.navfac.navy.mil/docs/default.cfm?type=1
12.1.2 Initial Phase. As soon as construction has started on an activity, the QC
inspector and crewleader will inspect the work. The purpose of this inspection is to ensure that
the work is being done correctly before too much time has elapsed. Any discrepancies can be
corrected before we have a large rework problem.
12.1.3 Follow up Phase. The crewleader will conduct continual inspection of the
activities in progress. The QC inspectors will conduct spot checks during this phase. This will
ensure that all work is done in accordance with plans and specifications.
12.2 Ensuring Quality. The crewleader is responsible for developing an aggressive QC plan for
his project to ensure the quality of construction meets the standards in the plans and
specifications. Use common sense when developing the QC plan. The level of QC will be
commensurate to the size, complexity, cost and risk associated with the project and normally
shall be determined by the NCF unit Operations Officer.

12-1
For example, a special project with many different types of construction or materials would
require a more aggressive QC plan than a simple project such as a sidewalk. The Ops department
will direct the amount of QC effort that is put into a project. The development and
implementation of the QC plan can be broken down into the following five steps:

1 2 3 4 5
Establish Select Identify Ensure Evaluation
Control Methods Training/ Awareness Completed
Requirements Equipment

12.2.1 Establish Quality Requirements. The crewleader must review the plans and
specifications and identify the quality criteria which must be complied with. For reinforcing
steel the quality criteria would be the size, the placement, the anchoring and the distance lapped.
Quality control requirements must be specific (for example the specifications may require that
rebar must be at least 1 1/2” from inside of forming, rebar must be lapped 24” at splices, etc.).
Quality control requirements should be items that can be measured or seen in the field. They
should not be that the material meets ASTM standards, ANSI standards, MIL SPECS, etc. These
items will be checked by the regiment prior to shipping the material, by MLO upon receipt of the
material and by the crewleader and QC at turnover. Quality control requirements are to be listed
in “plain language” on the CAS sheet. The QC plan (page 15-62) is then drawn up from the
backs of the CAS sheets. A cover sheet for the QC plan (page 15-61) is then drawn up listing
the major QC items for the project. The crewleader, QC inspector and ROICC representative
should agree in advance on how the various tests are to be performed and exactly what the
requirement is. For example: If laying asphalt 2” thick, how is it going to be measured, with a
poker device or with a string line and a tape measure? If laying block and the requirement is
within 1/4” plumb within 10’, will this be measured with a string line, level or some other
method?
12.2.2 Select Construction Methods. Proper construction methods are absolutely
essential to safe and quality construction. Construction methods must be determined very early
in the planning stage of the project as they impact on equipment, tool, material, labor, training
and safety requirements. Construction methods selected in the planning stage will also, to a
great extent, determine the quality of the finished product. Commonly accepted construction
practices have resulted from people doing the same work for many years. They are usually the
most effective way to accomplish safe, high quality work. Use them where you have the skills
and equipment to do so. Discuss methods with your crew, your chain of command and the QC
inspector when in doubt.
12.2.3 Identify Required Training and Equipment. Many activities require
specialized training or qualifications. Some, such as welding certifications or cable splicing,
may only be satisfied through formal instruction. These special requirements are normally
identified in Part 1 (General) of the specifications. The crewleader will note carefully the
specific requirements and ensure that training requested meets the requirements. If the training
available does not meet the specification requirement, but provides an equivalent certification, a
FAR will be submitted to the ROICC. This will formally change the specification requirement
to allow the equivalent certification. Formal training for many activities will be impractical. It

12-2
is necessary to identify the skills required and an alternate source of training. The most common
source of training will be On-the-Job Training (OJT). Identify at least one person who knows
how to perform the task correctly (yourself, a crewmember, a QC inspector, etc.) and schedule
enough time in the activity to show the remaining crew the proper technique. Additional time
for training is acquired by lowering Labor efficiency when calculating the PEF (see Chapter 2).
Remember that projects are intended to provide training for our people. Teaching your crew the
proper methods and techniques should be high on your list of priorities. Required equipment
must also be available to accomplish the task according to the method selected. Finishing a large
concrete pad without the use of a power trowel (whirly-bird) might prove to be difficult.
Renting one with project funds may be an option if you do not have one at the deployment site.
12.2.4 Ensure Personnel Awareness. In order to perform the work satisfactorily the
crew must understand what the QC requirements are. Prior to commencing work on an activity
all crewmembers will be briefed about critical measurements, inspection items, potential
problems and each member’s responsibility for quality. Use the Preparatory Phase Checklist
(Appendix 12-A) to address these items.
12.2.5 Evaluation of Work Completed. A daily QC inspection report is required for all
projects. The purpose of this report is to document that the required checks, tests and inspections
were performed. Also, the work completed or in progress either is, or is not, in accordance with
the specifications. This report is signed by both the QC inspector and the crewleader and
forwarded to S3 or detail OIC. After routing, the original is placed in QC’s project package.
Copies are given to the crewleader, prime company and ROICC. A form for the daily QC report
is on page 15-68. All checks, tests and inspections are listed on the back of the CAS sheet.
Everyone on the crew should know in advance what the inspection will consist of. The
crewleader will inform the QC inspector of any visits from a CONREP or ROICC. These will be
annotated on the QC inspection report.
12.2.6 Identify required tests. You must identify the project testing requirements
before the work begins in order to schedule and complete the tests efficiently. Resources and
personnel needed for testing need to be notified of the requirements so they can plan to be on
site, with the appropriate test equipment/materials so the project doesn't get delayed while
waiting for the tests to be completed. Ideally, all testing requirements should be identified in the
Level III schedule. A list of all required tests should be taken from the CAS sheets and recorded
in the Testing Plan and Log found on page 15-62-B. This Log must be included in the QC Plan
that is submitted to the ROICC.
12.3 ROICC Interface. The Resident Officer-in-Charge of Construction (ROICC) is
responsible for inspection and surveillance of ongoing Seabee projects and for reviewing daily
QC reports to ensure compliance with the plans and specifications. ROICC provides Quality
Assurance (QA). It is ROICC’s responsibility to monitor our QC program. The ROICC will
approve our QC plan before start of any construction. Any discrepancies noted will be corrected
before work can start on the project. The ROICC office also has to approve any battalion
recommended Field Adjustment Requests (FARs) or customer requested changes. Any ROICC
directed changes will be forwarded to the battalion on a Design Change Directive (DCD). Scope
changes require the approval of the customers major claimant and changes that require 50 or
more mandays of additional direct labor or increase the cost of the project by $500 or more

12-3
require approval of higher headquarters. The ROICC also conducts the final inspection and
accepts only those facilities built in accordance with the plans and specifications. The QC staff
provides direct liaison between the battalion and the ROICC on all matters, such as change
requests and project specifications questions. No field changes can be made without a request
being forwarded through QC and being approved in writing by the ROICC. Change requests
must include the same level of detail as the original specification. The Engineering Division can
provide assistance on sketches. A form for FARs is on page 15-70. A log of all FARs in the
format on page 15-69 must be kept in the project package. DCDs must also be kept in the
project package. Clarification of prints or specification may be directed to ROICC on a Request
for Information (RFI) form (page 15-72). A log of all RFIs in the format on page 15-71 must be
kept in the project package.
12.3.1 Biweekly QC Meetings. The battalion will establish biweekly meetings with the
ROICC. The meetings need not be biweekly if situations dictate otherwise. The attendees at
these meetings will be a ROICC representative, the QC organization, the company commanders
or ops chiefs and an S3 representative. Crewleaders should also attend if their project is
complex or several QC items need to be addressed. Crewleaders must give their chain of
command input if they do not attend. The purpose of these meetings is to discuss all battalion
projects from a quality point of view. This meeting is also an opportunity to meet with the
ROICC to discuss schedule impacts, provide updated Level II schedules, and discuss proposed
material substitutions or provide changes to the MTO or BM. This will ensure proper
communication and that all management personnel are “on the same sheet of music”.
12.4 Pre-construction Conferences (Precons). Prior to commencement of work, a pre-
construction conference will be arranged by the ROICC with representatives from the NCF unit.
The pre-construction conference should be attended by the ROICC, the ROICC quality
assurance representative, client representatives and NCF supervisory personnel directly
concerned with the project including QC and safety representatives. Items to be covered during
the conference should include as a minimum:

(a) Outstanding questions regarding plans and specifications,

(b) Unusual field conditions,
(c) Excavation permits,
(d) Review of QC plan,
(e) Review of safety plan,
(f) Review of construction schedule,
(g) Schedule of required utility outages and procedures for obtaining them,
(h) Procedures for connecting new utilities,
(i) Arrangements for temporary utilities,
(j) Identification of project supervisors, ROICC representatives, and limits of their
respective authorities,
(k) Normal working hours,
(l) Point of contact for both the ROICC and NCF unit for problems occurring outside
normal working hours,
(m) Environmental protection requirements and procedures,

12-4
 (n) Procedures for resolving problems relating to plans, specifications, field adjustment
requests (modifications) and other items that may arise,
(o) Procedures for reporting job progress,
(p) Procedures for continuing the project in the event the NCF unit is called away for a
contingency, and
(q) Historical sites requirements and procedures.
A sample form for minutes of the Pre-con is on page 15-23.
12.5 Red-line Drawings. The crewleader is responsible for maintaining a set of drawings on
the project site which have any field changes marked in red. These “red-lines” must be updated
every two weeks. At the end of the deployment or at project completion, the red-lines will be
turned into Engineering. Engineering will reflect all of the changes on another set of drawings
which will be provided to the ROICC as “as-built” drawings with the project completion letter.
12.6 Material Testing and Inspection. Any material tests which are required by the
specifications will be performed by the Engineering Division. The crewleader should include
these tests in the QC plan and coordinate with Engineering as far as when they are required. An
Engineering Service Request (ESR) form is on page 15-78. Inspection of the materials to ensure
compliance with the plans and specifications is also a crewleader’s responsibility. These
inspections must be done when the materials are received in MLO and thirty days prior to use to
ensure that the shelf life has not expired, storage damage has not occurred and that the material is
still usable. These inspections can be done by the company expediter, but the crewleader must
ensure they are completed and done correctly. The QC inspector will again inspect the materials
as they are brought to the job site.

12.7 Other QC Forms. Rebar bending schedules and concrete forming plans need to
be prepared by the crewleader early in the planning process. The Engineering Division may be
of assistance in preparing shop drawings to make details clearer and provide a ready reference
for field use. A “hard-card” is a checklist to be completed prior to the placement of concrete or
asphalt to ensure the site of the placement has was adequately prepared. Forms for concrete and
asphalt hard-cards (to be completed 24 hours before placement of materials) are on pages 15-73
and 15-74. Various other QC forms are in Chapter 15 and available at this website,
http://navfacilitator.navfac.navy.mil/docs/default.cfm?type=1

12-5
 PREPARATORY PHASE CHECKLIST SPEC SECTION DATE

(CONTINUED ON SECOND PAGE) Enter Spec Section # Here Enter Date (DD/MMM/YY)
CONTRACT NO DEFINABLE FEATURE OF WORK SCHEDULE ACT NO. INDEX #
Enter Cnt# Here Enter DFOW Here Enter Sched Act ID Here Enter Index# Here
GOVERNMENT REP
_____ HOURS IN ADVANCE: YES NO
NOTIFIED
NAME POSITION COMPANY/GOVERNMENT
PERSONNEL PRESENT

REVIEW SUBMITTALS AND/OR SUBMITTAL REGISTER. HAVE ALL SUBMITTALS BEEN APPROVED? YES NO

IF NO, WHAT ITEMS HAVE NOT BEEN SUBMITTED?

SUBMITTALS

ARE ALL MATERIALS ON HAND? YES NO

IF NO, WHAT ITEMS ARE
MISSING?

CHECK APPROVED SUBMITTALS AGAINST DELIVERED MATERIAL. (THIS SHOULD BE DONE AS MATERIAL ARRIVES.)

COMMENTS:

ARE MATERIALS STORED PROPERLY? YES NO

IF NO, WHAT ACTION IS TAKEN?
MATERIAL
STORAGE

REVIEW EACH PARAGRAPH OF SPECIFICATIONS.

SPECIFICATIONS

DISCUSS PROCEDURE FOR ACCOMPLISHING THE

WORK.

CLARIFY ANY DIFFERENCES.

ENSURE PRELIMINARY WORK IS CORRECT AND PERMITS ARE ON FILE.

WORK & PERMITS

IF NOT, WHAT ACTION IS TAKEN?

PRELIMINARY

4296/2B (9/98) 12-A-1 SHEET 1 OF 2

 IDENTIFY TEST TO BE PERFORMED, FREQUENCY, AND BY
WHOM.

WHEN REQUIRED?

WHERE REQUIRED?
TESTING

REVIEW TESTING PLAN.

HAS TEST FACILITIES BEEN

APPROVED?

ACTIVITY HAZARD ANALYSIS APPROVED? YES NO

REVIEW APPLICABLE PORTION OF EM 385-1-1.

SAFETY

NAVY/ROICC COMMENTS DURING MEETING.

MEETING COMMENTS

OTHER ITEMS OR REMARKS:

OTHER ITEMS OR
REMARKS

QC MANAGER DATE

4296/2B (9/98) 12-A-1 SHEET 2 OF 2

 SPEC SECTION DATE
INITIAL PHASE CHECKLIST Enter Spec Section # Here Enter Date (DD/MMM/YY)
CONTRACT NO DEFINABLE FEATURE OF WORK SCHEDULE ACT NO. INDEX #
Enter Cnt# Here Enter DFOW Here Enter Sched Act ID Here Enter Index# Here
GOVERNMENT REP NOTIFIED _____ HOURS IN ADVANCE: YES NO
PERSONNEL PRESENT

NAME POSITION COMPANY/GOVERNMENT

IDENTIFIY FULL COMPLIANCE WITH PROCEDURES IDENTIFIED AT PREPARATORY. COORDINATE PLANS, SPECIFICATIONS, AND SUBMITTALS.
COMPLIANCE
PROCEDURE

COMMENTS:

ENSURE PRELIMINARY WORK IS COMPLETE AND CORRECT. IF NOT, WHAT ACTION IS TAKEN?
PRELIMINARY
WORK

ESTABLISH LEVEL OF WORKMANSHIP.

WHERE IS WORK
LOCATED?
WORKMANSHIP

IS SAMPLE PANEL REQUIRED? YES NO

WILL THE INIITAL WORK BE CONSIDERED AS A SAMPLE? YES NO

(IF YES, MAINTAIN IN PRESENT CONDITION AS LONG AS POSSIBLE AND DESCRIBE LOCATION OF
SAMPLE)

RESOLVE ANY DIFFERENCES.

RESOLUTION

COMMENTS:

REVIEW JOB CONDITIONS USING EM 385-1-1 AND JOB HAZARD ANALYSIS

CHECK SAFETY

COMMENTS:

OTHER ITEMS OR REMARKS

OTHER

QC MANAGER DATE

4296/2C (9/98) 12-B SHEET 1 OF 1

 CONTRACTOR QUALITY CONTROL REPORT DATE Enter (DD/MMM/YY)
REPORT
(ATTACH ADDITIONAL SHEETS IF NECESSARY)
NO Enter Rpt # Here
PHASE CONTRACT NO Enter Cnt# Here CONTRACT TITLE Enter Title and Location of Construction Contract Here
WAS PREPARATORY PHASE WORK PREFORMED TODAY? YES NO
PREPARATORY

IF YES, FILL OUT AND ATTACH SUPPLEMENTAL PREPARATORY PHASE CHECKLIST.

Schedule
Definable Feature of Work Index #
Activity No.

WAS INITIAL PHASE WORK PREFORMED TODAY? YES NO

IF YES, FILL OUT AND ATTACH SUPPLEMENTAL INITIAL PHASE CHECKLIST.
Schedule
INITIAL

Definable Feature of Work Index #

Activity No.

WORK COMPLIES WITH CONTRACT AS APPROVED DURING INITIAL PHASE? YES NO

WORK COMPLIES WITH SAFETY REQUIREMENTS? YES NO
Schedule Description of Work, Testing Performed & By Whom, Definable Feature of Work, Specification
Activity No. Section, Location and List of Personnel Present
FOLLOW-UP

REWORK ITEMS IDENTIFIED TODAY (NOT CORRECTED BY CLOSE OF BUSINESS) REWORK ITEMS CORRECTED TODAY (FROM REWORK ITEMS LIST)
Schedule Schedule
Description Description
Activity No. Activity No.

REMARKS (Also Explain Any Follow-Up Phase Checklist Item From Above That Was Answered "NO"), Manuf. Rep On-Site, etc.
Schedule
Description
Activity No.

On behalf of the contractor, I certify that this report is complete and correct and
equipment and material used and work performed during this reporting period is in
compliance with the contract drawings and specifications to the best of my knowledge
except as noted in this report. AUTHORIZED QC MANAGER AT SITE DATE

GOVERNMENT QUALITY ASSURANCE REPORT DATE

QUALITY ASSURANCE REPRESENTATIVE'S REMARKS AND/OR EXCEPTIONS TO THE REPORT
Schedule
Description
Activity No.

GOVERNMENT QUALITY ASSURANCE MANAGER DATE

4296/2 (9/98) 12-D SHEET 1 OF 1

 CONTRACTOR: PROJECT TITLE: 5/12/2003
DFOW LIST CONTRACT NO.:

LIST OF DEFINABLE FEATURES OF WORK (DFOW) PREPARATORY MEETING DATE INITIAL MEETING DATE
SPEC SCHEDULE
SECTION ACTIVITY ID DESCRIPTION PLANNED ACTUAL INITIALS PLANNED ACTUAL INITIALS

12-D
Page ______ of ______
 REWORK ITEMS LIST
Contract No. and Title: Enter Contract # and Title Here

Contractor: Enter Contractor's Company Name Here

CONTRACT
REQUIREMENT
DATE (Spec. Section and ACTION TAKEN DATE
NUMBER IDENTIFIED DESCRIPTION Par. No., Drawing No. BY QC MANAGER RESOLUTION COMPLETED
and Detail No., etc.)

12-E
4296/3 (9/98) SHEET _____ of _______
(Blank Page)
 CHAPTER 13: PROJECT TURNOVER

13.1 Introduction. The most important thing to remember at turnover is to be professional!

Battalions definitely make impressions, good or bad, based on how they conduct themselves at
turnover. Outgoing battalions have to be concerned about getting the incoming battalion off to
the best possible start. Incoming battalions must protect the reputation of the outgoing battalion
after they are gone. More important than the competition between battalions is the perception
that people outside the NCF have of Seabees. Our customers are not Seabees. If we blame a
problem with quality or timeliness of construction on a previous battalion, we accomplish
nothing. By doing this, we give our customers the impression that the Seabees, as a whole, are a
less than professional organization. Derogatory statements or signs concerning the other
battalion cannot be tolerated. A professional attitude must begin at the crewleader level.

13.2 Project Status at Turnover. One of the difficulties in planning for turnover projects is
not knowing exactly what portion of the project is going to be remaining when you get to the
deployment site. Sixty days before returning to homeport, the on site battalion is required to
furnish the relieving battalion and higher headquarters with a “Construction Project Status at
Turnover” SITREP. The format for this report is found in the Operations Officer’s Handbook.
The purpose of this message is to project the status of each of the on site battalion’s tasked
projects at the end of their deployment. The message will include specific comments on each
project. This will probably be the latest information you have available unless someone from
your battalion makes a late pre-deployment trip. This does not mean to stop asking for
information. If at all possible the crewleader should be in contact with the crewleader they are
relieving to have the latest information on the status of the project.

13.3 Material Status at Turnover. Material status is a major concern for the crewleader at
turnover. Make arrangements with your MLO staff for you to inspect your materials as soon as
the joint inventory has been conducted. The MLO staff will count the material, but the
crewleader should double check the quantity, quality, type and condition of the materials. The
crewleader is responsible for all material turned over on the project site. Useable material should
be turned back into MLO prior to the turnover. A 1250-1 filled out in red is used for this
purpose. If the project is a working turnover, the relieving crewleader must account for all
material on the job site. The on site battalion is responsible for procuring and having adequate
materials on site at turnover to avoid material delays for the relieving battalion. For turnover
projects and new start repair/alteration projects, the on site battalion must procure and have on
site 100% of the local purchase materials. For new start construction projects, they must have
on-hand 50% of local purchase materials. Following their 45-day review, the on site battalion
begins monthly submissions of a Local Material Procurement Status SITREP. This SITREP lists
all of the projects (turnover and new start) tasked to the relieving battalion. Crewleaders for the
relieving battalion should be monitoring these in homeport to ensure local material procurement
is progressing satisfactorily.

13.4 Project Turnover. During turnover the relieving battalion will ensure that all project
files are up to date before accepting the project from the outgoing battalion. For each
uncompleted project a Joint Turnover Memorandum will be completed jointly by the incoming
and departing battalions. The format for this is on page 15-28.

13-1
13.5 Project Percent Complete at Turnover. The procedure for determining percent
complete at turnover is included in Part 5 of the Joint Turnover Memorandum. The focus is on
mandays of work remaining. The two battalions and the ROICC go through the project
estimates activity by activity until they agree on the estimate of total mandays remaining. If
there is a dispute as to whether part of the WIP conforms to the plans and specifications, the
battalions should consult the ROICC for a determination. Any rework estimated to require over
50 mandays or $500 in materials requires approval of higher headquarters.

13.6 Continuity of WIP Curve. The project WIP curve must be continuous through the
history of the project unless there is an approved scope change from higher headquarters. If the
battalion wishes to revise a previously reported WIP on a project, a request for the change with
justification must be submitted by message to higher headquarters. This also applies to any
downward adjustment in WIP during turnover negotiations. Any downward adjustments in WIP
in the turnover SITREP must be explained. After turnover, the relieving battalion cannot reduce
the previously reported WIP without justification to higher headquarters.

13.7 Turnover Conference. Upon turnover of a project from one NCF unit to another, a
coordinating conference shall be held to ensure continuity of operation. Attendees should be the
same as those attending the pre-construction conference. Minutes of the pre-construction and
turnover coordination conferences, including decisions reached therein, will be prepared by the
ROICC, signed by the appropriate NCF and ROICC representatives, and made part of the project
file. The minutes of the pre-construction conference will indicate ROICC approval of the QC and
safety plan with any proposed changes thereto. The outgoing battalion will schedule these
conferences and a schedule provided to higher headquarters.

13-2
 CHAPTER 14: PROJECT CLOSE-OUT
14.1 Introduction. This chapter will assist the crewleader in completing operational and
administration steps when the project comes to a close. The chapter will also assist you with
how to prepare for your final inspection.
14.2 Tools, Equipment and Material Turn-in. The crewleader must ensure the job site is
clean and all tools, excess material and CESE are properly cleaned, inventoried and returned to
the proper outlet. Tools and tool kits returned to CTR must be inventoried with 1250-1s filled
out for any missing or broken items. Turn all material into MLO using a 1250-1 filled out in red
ink with the appropriate BMLI number. Project material, tools, and equipment purchased with
project funds must be offered to the customer prior to being considered “excess”.
14.3 As-built Drawings. The crewleader must keep the prints updated during construction,
constantly checking with the Engineering Department to make sure they are making the same
updates. At the close of the project the battalion is required to turn in two sets of as-built (“red
line”) drawings to the Resident Officer In Charge of Construction (ROICC). These prints show
how the project was actually constructed.
14.4 Preliminary Acceptance. Pre-Final Inspection: At the completion of your project use
the Pre-Final Inspection Request on Page 15-32 to make sure your project is ready, then arrange
through your QC staff for a pre- Final inspection with the ROICC and key members from Public
Works. Following the inspection the battalion will take necessary action to complete any
punchlist items as soon as possible. The punchlist should be provided in writing from the ROICC
on a letter similar to Appendix 14-A-1.
14.5 Final Acceptance. In most cases the project will not be turned over to the customer until
all of the punchlist items have been completed. When all of the punchlist items have been
completed, the crewleader will arrange through QC for a final inspection with the ROICC and a
customer representative. There should be no punchlist at this inspection. If there are no
discrepancies the Beneficial Occupancy Date (BOD) or User Completion Date (UCD) is
established upon completion of the final inspection and the one year warranty takes effect. If
there are discrepancies noted, they shall be listed by the ROICC and corrected as soon as
possible. When all construction discrepancies and administrative requirements have been
completed, the battalion shall prepare a letter to the ROICC advising that the project has been
completed. This transfer letter shall include two sets of as-built drawings; all installation,
operation, maintenance and other technical service manuals including parts catalogs; and a
statement of actual material cost and statistical labor costs. Appendix 14-B-1 is a sample
transfer letter. Following receipt of the transfer letter, ROICC will provide the battalion an
acceptance letter. If the ROICC did not include higher headquarters on the distribution of their
acceptance letter, the battalion will forward a copy. The ROICC acceptance letter will be placed
in the project files. The project files will then be closed and retained onsite for two years.
14.6 Archiving Projects. At the completion of each project, the battalion will send the
project’s CBCM CTF file to the cognizant regiment. The CTF file shall contain the entire
database of the completed project (see CHAPTER 16 for archiving procedure). It will be used
by the regiments to plan similar projects in the future and by CESO to update the NAVFAC P-
405.

14-1
 COMMAND LETTERHEAD

Date:

From: ROICC
To: NMCB

Subj: PROJECT XXX-XXX

1. A preliminary inspection was conducted at 1500H on 30 February 1996 for the subject
project. The following personnel were present:

2. As a result of the inspection, the following discrepancies were noted:

Signed

Copy to:
(higher headquarters)

14-A-1
 COMMAND LETTERHEAD

Date:

From: NMCB
To: ROICC

Subj: PROJECT XXX-XXX

Encl: (1) Final Inspection Punch List

1. A final inspection was held for subject project on (inspection date) with the following
personnel in attendance:

NAME ORGANIZATION

2. All discrepancies found during the final inspection have been corrected. A copy of this
punch list is attached as enclosure (1). Upon receipt of a final acceptance letter from the
ROICC Office this project will be considered complete. The one year warranty commenced
(inspection date).

3. As-built drawings and operation and maintenance manuals for installed equipment are
provided as enclosures ( ) through ( ).

4. The total material cost was $ , the total labor cost was $ and the total mandays
actual were .

Battalion Representative

Copy to:
(higher headquarters)

14-B-1
(Blank Page)
 CHAPTER 15: THE SEABEE PROJECT PACKAGE

15.1 Planning Goals. The key to success in negotiating reasonable tasking and managing
our workload is realistic manday estimates and thorough resource planning. Through proper
planning, management can control construction progress with reasonable accuracy. The
planning should be done in three phases. A complete rough Level I barchart will be provided by
the Ops. This Level I barchart will list all projects by overall priority and companies will
allocate manpower and equipment resourced in accordance with these priorities. Companies will
develop Level II and Level III barcharts using the Level I barchart. Developing a Level I
barchart is an interactive process and companies and details should work with Ops during this
process.

15.1.1 Phase I-Organization. Phase I is primarily concerned with organizing

the companies and details for the planning effort. Each company commander and detail OIC
will be expected to identify planning and estimating staff. The planning and estimating staff
should include the project supervisors and crewleaders and should also remain relatively stable
through homeport. During Phase I, S3 will task projects to the companies and details.

15.1.2 Phase II-Planning and Estimating (P & E). P & E is dependent upon
receipt of the project plans and specification and commences immediately after receipt. The
project crewleader is responsible for this evolution. The P & E phase consists of independent
material take offs (MTOs), Level III logic networks, and resource scheduling. The standard
project package forms included in this chapter are used in the planning effort.

An extremely important part of Phase II planning is the independent MTO. Lack of a thorough,
independent MTO is the single largest downfall in project planning. Only when the crewleaders
do truly independent MTOs can they compare them to the prepared BMs and be sure all required
materials are on site or in shipment. Particular attention must be given to long lead items. The
PCR/PSR lists status on all CONUS material based on the BM. MLO maintains a copy of the
current PCR/PSR. During turnover, a close inspection of all project material is the single most
important task of the crewleader.

A Level III logic network (as described in Chapter 3) is constructed with construction activities
“nested” in the Level II master activities. Each construction activity on the logic network is to
have a completed Construction activity Summary Sheet (CAS sheet). If these are done
manually, they should be done in pencil. Quality control and safety requirements are also
included on the CAS sheet. The QC and Safety staff will review each CAS sheet for proper
documentation. Resource scheduling includes manpower, equipment, and tools. In scheduling
manpower, the crewleader must be sure to allow for crew efficiency and availability.

During Phase II the project planning will be reviewed and any conflicts or shortages in
manpower, equipment, and tools identified. Final adjustment will be made of logic networks and
crew sizes. Equipment and tool use plans will be finalized. Company and detail organizations,
both military and construction, will be adjusted as circumstances dictate.

15-1
All completed project packages will be presented to S3 prior to the Ready to Deploy Evaluation
(RDE). All project packages will be in the specified project package format used in this chapter.
Phase II will culminate with the RDE.

15.1.3 Phase III-Deployment Execution Plan (DEP). The DEP will be

developed within Ops approximately 30 days prior to deployment. It will be used by the higher
headquarters to track the battalion’s proposed project work progress for the first 45 days of
deployment. At the 45-day review, a revised DEP is developed. The DEP is a summary of all
the projects for mainbody and details. It is comprised of the following items:

-Battalion Organization
-Labor Availability/Distribution
-Deployment Calendars
-Level Is
-Level IIs

15.2 Project Planning Checklist. A checklist should be used by the company commander,
detail OIC, and crewleader to track the projects planning progress. The following checklist is in
chronological order and includes the Project Planning Milestones listed on page 15-20. It also
includes the requirements to complete the objective.

1. Project Assignments: Tasking letters distributed to company/detail by S3.

2. Identify Required Skills and Training: Company/detail identified special training

required and submitted to training for action.

3. Designate Crewleaders and P & E Staff: Company/detail designated crewleaders

and P & E staff and submitted to Ops for review and approval.

4. Preplanning Conference: Company commanders, detail OICs, crewleaders, P & E

staff, MLO, and Ops attended conference and all questions resolved.

5. Plans and Specifications Received: Plans and specifications received and submitted
to company/detail.

6. BM Received: BM received. Will be submitted to company/detail after MTO is

completed.

7. Review Plans And Specifications: Crewleaders and P & E staff are thoroughly
familiar with plans and have highlighted specifications.

8. Milestone List: Company/detail developed own milestone list to meet deadlines

established by Ops.

15-2
9. Scope sheet: Standard project package form completed by company/detail and
submitted to Ops for review and approval. Basic scope of work is initially provided
in the tasking letter to company/detail.

10. Master Activity Listing: Standard project package form completed by

company/detail and submitted to Ops for review and approval. Rough manday
estimates and durations are provided for master (Level II) activities.

11. Construction activity listing: Complete listing of construction activities submitted

to Ops for review and approval.

12. Rough Level II Barchart: Standard project package form completed by

company/detail and submitted to Ops for review and approval. Rough manday
estimates and durations are used.

13. Independent MTO: Standard project package form for MTO completed by
company/detail and submitted to Ops for review and approval.

14. Long lead items identified: Standard project package form completed by
company/detail and submitted to Ops for review and approval. Ops forwards a copy
of approved list to MLO. MLO sends appropriate message.

15. BM/MTO Comparison: Standard project package form completed by

company/detail and submitted to Ops with line items that require Add-on/Reorders
highlighted. Ops reviews and approves to complete action.

16. Add-on/Reorder BMs: From approved BM/MTO Comparison Worksheet, standard

project package form for Add-on/Reorder completed by company/detail and
submitted to Ops for review and approval. Ops forwards an approved copy to MLO.
MLO sends required message.

17. 30/60/90-day Material List to MLO: Standard project package form completed by
company/detail and submitted to MLO. MLO enters material status and forwards to
Ops for action. A separate form for each (30/60/90-day) requirement will be
submitted.

18. 30/60/90-day Material List to Regiment: Standard project package form completed
by Ops and forwarded to cognizant Regiment. One form may be used as long as
30/60/90-day requirements are separated.

19. Level III Logic Network: Level III logic network completed by company/detail and
submitted to Ops for review and approval.

20. Level III Precedence Diagram: Level III precedence diagram completed by
company/detail and submitted to Ops for review and approval.

15-3
21. Level III Barchart. Levle III barchart completed by company/detail and submitted
to Ops for review and approval.

22. Smooth Level II Barchart: From Level III precedence diagram and Level III
barchart, standard project package form completed by company/detail and submitted
to Ops for review and approval.

23. Compare Project’s and QC’s QC Plans: Standard project package forms
completed by company/detail and QC. The plans are compared and any differences
reconciled.

24. QC Plan Review by QC: Standard project package form completed by

ompany/detail and submitted to Ops for review and approval.

25. Safety Plan Review by Safety: Standard project package form completed by
company/detail and submitted to Safety for review and approval.

26. Complete Tool Summary Sheets: Standard project package form completed by
company/detail and submitted to Ops for review and approval.

27. Complete Equipment Summary Sheets: Standard project package form completed
by company/detail and submitted to Ops for review and approval. Approved copy of
mainbody projects forwarded to ALFA Company by Ops.

28. Complete Shop Drawings, Slab Layouts, Rebar Bending Schedule, Etc.:
Completed by company/detail and submitted to Ops for review and approval. Any
shop drawing or sketches developed must be submitted for review. A slab layout can
be made from a copy of the prints. The copy must be highlighted showing all utility
stub-ups/outs, anchor bolt locations, embedded items, etc. Rebar bending schedules
shall be submitted where applicable.

29. Complete CAS Sheets: Standard project package form completed by

company/detail and submitted to Ops for review and approval.

30. Complete Master Activity Summary Sheets: Standard Project package form
completed by company/detail and submitted to Ops for review and approval.

31. Finalize Packages:Company (prime contractors) develops final resource use charts
for each project for tools and manpower using tool summary sheets and Level III
barcharts. Resource level only manpower for each project.

ALFA Company develops battalion level equipment resource use chart using
equipment summary sheets from each project. Constraints are identified and resolved
with the prime contractor.

15-4
 Detail develops final resource use charts for each project for tools and manpower
using tool summary sheets and Level III barcharts. Resource level only manpower
for each project. Develop detail level equipment resource use chart using equipment
summary sheets. Constraints are identified and resolved.

Note: Resource use charts will account for the first 45 days of the deployment. This
objective is not required for projects starting after the first 45 days.

32. Resource Level: Companies (prime contractors) combine input from resource use
charts for each project and current Level I barchart to develop battalion level tool and
resource use charts. Identify constraints and resolve. Resource level only manpower.
ALFA Company completes resource level for equipment.

Detail completes resource level for equipment and manpower.

Final resource use charts and required changes to mainbody and detail Level I
barcharts are submitted to Ops for review and approval.

33. Confirm Material On Site: Company/detail will review latest PCR/PSR or call
deployment site if necessary.

34. Project Briefing to S3: Company/detail will brief S3 on all aspects of their projects.

35. RDE: Company/detail will brief the training Regiment on all aspects of their
projects.

36. Deployment Execution Plan: Developed by Ops with all plan discrepancies from
the RDE corrected and submitted to higher headquarters.

15.3 Instructions for the Seabee Project Package: Listed below are the instructions
needed to complete a typical Seabee project package. Those forms marked with an asterisk (*)
are mandatory on all projects. In a contingency operation, requirements for forms marked with a
double asterisk (**) may be waived. Small projects of short duration or ABFC projects may
require only the mandatory forms. Other forms are used as needed. Forms may be computer
generated but must be the same content as shown.

A. Seabee Project Package Contents (page 15-12): To be placed at the beginning of

the project package 3-ring binder.

B. Section #1 General Information and Correspondence.

1. 1A Cover Sheet (page 15-14): Recommend using tabbed dividers for all section
cover sheets.

a. *Tasking Letter/Correspondence (page 15-15): Distributed by S3 early in

homeport.

15-5
 b. *Outgoing Messages and Correspondence: File in chronological order,
oldest on bottom to newest on top.

c. *Incoming Messages and Correspondence: File in chronological order,

oldest on bottom to newest on top.

2. 1B Cover Sheet (page 15-16):

a. Project Scope Sheet (page 15-17): Self explanatory.

b. Project Organization (page 15-19): In addition to this, include a complete

list of all prime and sub personnel assigned to the project.

c. Project Planning Milestones (page 15-20): This list can be added to if

necessary. Ops should be contacted when assigning dates.

d. Project Package Sign-Off Sheet (page 15-21): To be signed off prior to the
RDE.

e. Deployment Calendar (page 15-22): Self explanatory.

f. Preconstruction Conference Summary (page 15-23): Self explanatory.

g. Predeployment Site Visit Summary (page 15-26): Self explanatory.

h. Joint Turnover Memorandum (page 15-28): This will be completed jointly

by both battalions’ personnel for turnover projects. After completion forward
to Ops. Also include the minutes of the turnover conference.

f. Pre-BOD Inspection Request (page 15-32): This will be completed by the

crewleader two working days prior to the requested date of inspection.

C. Section #2 Activities and Network.

1. 2A Cover Sheet (page 15-34):

a. *Level II Barchart (page 15-35): Particular care should be taken in manday

totals recorded on this form. All numbers will match Level III calculations.
Horizontal and vertical totals will match exactly.

b. *Two week Schedule (page 15-36): This will be completed each week by
the crewleader. The company will present it to Ops at the weekly Ops
meeting. The crewleader will brief the crew on this and post on the job site.
c. *Master Activity Listing (page 15-38): List each master activity and
describe exactly what is included in it. This will make clear to all personnel
where one master activity stops and another begins.

15-6
 d. *Master Activity Summary Sheets (page 15-39): This will be completed
after the Level III barchart and CAS sheets are finalized.

e. **Level III Precedence Diagram:

2. 2B Cover Sheet (page 15-40):

a. Level III Barchart:

b. Construction Activity Summary Sheets (page 15-41): This is one of the

most important forms in the project package. Almost all the rest of the project
package and project execution are driven by the CAS Sheet. Be sure all
entries are as accurate as possible. Be specific (but use plain language) on the
Safety, QC, and Environmental blocks. Include all requirements. Your
Safety, QC, and Environmental Plans will match this.

c. Completed Activities CAS Sheets: File in numerical order as construction

activities are completed. Be sure to record actual mandays and duration.

d. Two Week Labor Summary (page 15-43):. Completed by crewleader daily

prior to submitting time cards to company.

e. SITREP Feeders (page 15-44): Forward to Ops on a biweekly basis.

f. Other Computer Printouts/Reports:

D. Section #3 Resources:

1. 3A Cover Sheet (page 15-45):

a. *30/60/90-Day Material List (page 15-46): Forward a copy to MLO upon

completion. MLO will enter material status from PCR/PSR and forward to
Ops for action. A separate form for each (30/60/90-day) requirement will be
submitted.

b. *30/60/90-Day Material List Letter (page 15-47): Ops will forward this to
the cognizant regiment after receiving material status from MLO. One form
may be used as long as 30/60/90-day requirements are separated.

c. *Typical Bill of Materials (page 15-48): Ops will supply to the company
after the detailed MTO is completed. Transfer information from this to the
BM/MTO Comparison Worksheet.

d. *Tool Requirement Summary (page 15-49): Submit Add-on BM for

special tools if not already on the BM.

15-7
 e. *Equipment Requirement Summary (page 15-50): Ensure a copy is routed
to ALFA Company after completion

2. 3B Cover Sheet (page 15-51):

a. List of Possible Long Lead Items (page 15-52): This does not need to be
kept in the project package. It is provided for planning purposes only.

b. List of Long Lead Items (page 15-53): Forward a copy to MLO after
completion. Crewleader and MLO will track through homeport.

c. Material Take Off Worksheet (page 15-54): Use this form when doing a
detailed MTO. Transfer information to the BM/MTO Comparison
Worksheet.

d. BM/MTO Comparison Worksheet (page 15-55): For any shortage of

material, forward an Add-on/Reorder BM to MLO.

e. Material Transfer Request (page 15-56): Forward to MLO for project to

project transfer only. Do not use for excess material.

f. Add-on/Reorder Justification (page 15-57): Attach this to all Add-on/

Reorder BMs.

g. Add-on/Reorder BM (page 15-58): Use this along with the Justification

Form (page 15-57). When adding or reordering material circle Add-on or
Reorder. For excess material forward this as an Add-on BM along with a
1250-1 signed by S3. Remember, an Add-on is adding another line item to
the BM. A Reorder is ordering more of the same materials already on the
BM.

h. Borrow Log (page 15-59): Crewleader will log all project to project
transfers. This is used to keep track of transfers because MLO keeps the
Material Transfer Request until replacement material is received.

E. Section #4 Plans:

1. 4A Cover Sheet (page 15-60):

15-8
 a. *Quality Control Plan Cover Sheet (page 15-61): First sheet of the QC
Plan.

b. *Quality Control Plan (page 15-62): The project QC Plan will come
directly from the CAS sheets. QC will produce a separate plan. Project
and QC will compare plans and resolve any differences.

c. *Safety Plan Cover Sheet (page 15-63): First sheet of the project Safety
Plan.

d. *General Safety Plan (page 15-64): Second sheet of the project Safety Plan.
These are general items that apply to almost all construction activities.
Specific items will be included on the Safety Plan.

e. *Safety Plan (page 15-65): The project Safety Plan will come directly from
the CAS sheets. Include all safety items not covered on the General Safety
Plan.

f. **Environmental Plan (page 15-66): The project Environmental Plan will

come directly from the CAS sheets.

2. 4B Cover Sheet (page 15-67)

a. Daily Quality Control Inspection Report (page 15-68): Completed daily

by the QC inspector.

b. Field Adjustment Request (FAR) Submittal Log (page 15-69): Use this to
record all FARs whether approved or disapproved.

c. FAR (page 15-70): Use for all changes to the project. Keep these to a
minimum. Construct project according to plans and specifications if possible.
Be clear and concise when completing this. Attach drawings and extra items
as needed.

d. Request For Information (RFI) Submittal Log (page 15-71): Self

explanatory.

e. RFI (page 15-72): Used for clarification of plans or specifications only. All
requests for changes on the project will be submitted on a FAR.

f. Design Change Directives (DCD): Include all ROICC directed changes to

the project.

15-9
g. Concrete Placement Clearance Form (page 15-73): Must be completed 24
hours in advance of concrete placement.

h. Pre-placement photos for concrete placement: Include views of forms,

RST and anchor bolts.

i. Asphalt Placement Clearance Form (page 15-74): Must be completed 24

hours in advance of asphalt placement.

j. Utility Interruption request (page 15-75): This is a typical form. Each

deployment site may be different. Submit to Ops at least two weeks in
advance of required outage.

k. Excavation Request (page 15-76): This is a typical form. Each deployment

site may be different. Submit to Ops at least two weeks in advance of
required excavation.

l. Road Closure Request (page 15-77): This is a typical form. Each

deployment site may be different. Submit to Ops at least two weeks in
advance of required closure.

m. Engineering Service Request (page 15-78): Submit to Ops at least five days
in advance of required service.

n. Mineral Products Request (page 15-79): Submit to MLO at least two

weeks in advance of required delivery date.

o. Other QC Forms:

p. Daily Safety Inspection Report (page 15-80): Will be completed daily by

the battalion’s Safety inspector.

q. Emergency Phone Numbers (page 15-81): This will be removed from the
project package and posted on the job site.

r. Navy Employee Report of Unsafe or Unhealthful Working Conditions

(page 15-82): This will be removed from the project package and posted on
the job site.

s. Required Safety Equipment (page 15-83): Self explanatory.

t. Daily Safety Lecture Log (page 15-84): Record daily and forward a copy to
Safety as required.

15-10
 u. Accident/Near Mishap/Mishap Reports (page 15-85): In the event of a
mishap, this will be submitted to Safety as required. This does not take the
place of medical reports or other reports that may be required by Safety.

v. Highlighted 29 CFR 1926:

w. Hazardous Materials Inventory Sheet (page 15-87): Submit a copy to

Environmental/Safety as required.

x. Other Safety Forms:

F. Section #5 Drawings/Specifications:

1. 1A Cover Sheet (page 15-88):

a. *Project Plans:

b. **Highlighted Specifications:

2. 1B Cover Sheet (page 15-89):

a. Site Layout:

b. Shop Drawings:

c. Detailed Slab Layout Drawings:

e. Forming Plans:

f. Rebar Bending Schedule:

g. Other Sketches/Drawings:

h. Technical Data:

15-11
 SEABEE PROJECT PACKAGE
(*Required On All Projects)
(**Requirement may be waived in a contingency operation)

SECTION #1 GENERAL INFORMATION AND CORRESPONDENCE

1A *Tasking Letter/Correspondence
*Outgoing Messages and Correspondence
*Incoming Messages and Correspondence

1B Project Scope Sheet

Project Organization
Project Planning Milestones
Project Package Sign-Off Sheet
Deployment Calendar
Preconstruction Conference Summary
Predeployment Site Visit Summary
Joint Turnover Memorandum
Pre-BOD Inspection Request

SECTION #2 ACTIVITIES AND NETWORK

2A *Level II Barchart
*Two week Schedules
*Master Activity Listing
*Master Activity Summary Sheets
**Level III Precedence Diagram

2B Level III Barchart

Construction Activity Summary Sheets (Recommend including filled out
1250-1s)
Construction Activity Summary Sheets of Completed Activities
Two Week Labor Summaries
SITREP Feeders
Other Computer Printouts/Reports

SECTION # 3 RESOURCES

3A *30/60/90-Day Material List

*30/60/90-Day Material List Letter
*Bill of Materials
*Tool Requirement Summary
*Equipment Requirement Summary

3B List of Long Lead Items

Material Take Off Worksheets
Bill of Materials/Material Take Off Comparison Worksheets
Material Transfer Requests
Add On/Reorder Justification Forms
Add-On/Reorder BMs
Borrow Log
SECTION #4 PLANS

15-12
 4A *Quality Control Plan Cover Sheet
*Quality Control Plan
*Safety Plan Cover Sheet
*General Safety Plan
*Safety Plan
**Environmental Plan

4B Daily Quality Control Inspection Reports

Field Adjustment Request (FAR) Submittal Log
FARs
Request For Infromation (RFI) Submittal Log
RFIs
Design Change Directives (DCD)
Concrete Placement Clearance Forms
Pre-placement Photos for Concrete Placements.
Asphalt Placement Clearance Forms
Utility Interruption Request
Excavation Request
Road Closure Request
Engineering Service Request
Mineral Products Request
Other QC Forms
Daily Safety Inspection Reports
Emergency Phone Numbers
Navy Employee Report of Unsafe or Unhealthful Working Conditions
Required Safety Equipment
Daily Safety Lecture Log
Accident/Near Mishap/Mishap Reports
Highlighted 29 CFR 1926
Hazardous Materials Inventory Sheet
Other Safety Forms

SECTION #5 DRAWINGS/SPECIFICATIONS

5A *Project Plans
**Highlighted Specifications

5B Site Layout
Shop Drawings
Detailed Slab Layout Drawings
Forming Plans
Rebar Bending Schedule
Other Sketches/Drawings
Technical Data

15-13
1A *Tasking Letter/Correspondence
*Outgoing Messages and Correspondence
*Incoming Messages and Correspondence

15-14
 1300
S3
32 Feb 1999

From: Operations Officer, U. S. Naval Mobile Construction Battalion XXXX

To: XXXX Company Commander, U. S. Naval Mobile Construction Battalion XXXX

Subj: PROJECT TASKING ASSIGNMENT; EUROPEAN DEPLOYMENT 1999

Ref: (a) S3 Memorandum of 01 Feb 1999

1. Project XXX-XXX, Enlisted Club Addition, is assigned to XXXX Company, as Prime

Contractor, for construction. XXX and XX Companies are assigned as subcontractors.

2. The project scope includes clearing, grubbing, demolition, new fill and grading, asphalt
paving, curbs and sidewalks, interior and exterior finishes, electrical, mechanical, plumbing, fire
alarm and protection systems, and other related incidental work. This will be a turnover project.
The tasked start-stop percent is approximately 25% to 100%.

3. The initial manday estimate for NMCB XXXX tasking is 3000 mandays. A complete
project package is due to Ops per reference (a).

4. BU1 Seabee is assigned as the project QC inspector. CE1 Sparkey shall assist the QC
effort as required.

5. Ops is ready to assist you. Keep us informed of your progress and any problems as they
arise.

I M LCDR

Copy to:
CO
S3 codes
(Subcontractor company commanders)
MLO

15-15
1B Project Scope Sheet
Project Organization
Project Planning Milestones
Project Package Sign-Off Sheet
Deployment Calendar
Preconstruction Conference Summary
Predeployment Site Visit Summary
Joint Turnover Memorandum
Pre-BOD Inspection Request

15-16
 PROJECT SCOPE SHEET

Project Title:
Project Number: Customer:
Design Agent/A&E Firm:
Prime Contractor: Crewleader:
Manday Estimate for Project: NMCB:
Bill of Material Generated By: Network Duration:
Date on Site:
Project Status New Start: Turnover:

Brief Description of Project:

Construction Schedule: Start Complete

Planned:
Actual:

Project Plans: Drawing Numbers: Through

Project Specifications: Number: Dated

Permits Required:

Points of Contact: Organization Name DSN Local

ROICC
Public Works
Other

Management Plan Organization/Responsibilities:

Scope of Project:

15-17
Civil and Site Work:

Architectural and Structural:

Mechanical:

Electrical:

15-18
 PROJECT ORGANIZATION

Company Commander:

Company Operations Chief:

Project Supervisor:

Project Crewleader:

Sub Crewleaders:

Safety Supervisor:

QC Inspector:

15-19
 PROJECT PLANNING MILESTONES

Project Number: Project Title:

DATE DATE
MILESTONE REQUIRED COMPLETED
1. Designate Crewleader and Planning and Estimating Staff __________ _________
2. Pre-Planning Conference __________ _________
3. Review Plans and Specifications __________ _________
4. Identify Long Lead Materials __________ _________
5. Identify Required Skills and Training __________ _________
6. Complete Project Scope Sheet __________ _________
7. Complete Master Activity Listing __________ _________
8. Develop Rough Level II Barchart __________ _________
9. Develop Level II Logic Network __________ _________
10. Generate Construction Activity Listing __________ _________
11. Develop Independent Material Take-Off __________ _________
12. Develop BM/MTO Discrepancy List __________ _________
13. Complete Construction Activity Summary Sheets __________ _________
14. Develop Level III Logic Network __________
_________
15. Input Project into Computer __________ _________
16. Resource Level Project __________ _________
17. Develop Level III Barchart __________ _________
18. Complete Master Activity Summary Sheets __________ _________
19. Develop Level II Barchart __________ _________
20. Consolidate Tool Requirements __________ _________
21. Consolidate Equipment Requirements __________ _________
22. Consolidate Safety Plan __________ _________
23. Consolidate Quality Control Plan __________ _________
24. Prepare Project Briefing __________ _________

15-20
 PROJECT PACKAGE SIGN-OFF SHEET

Project Number: Project Title:

REVIEWED BY NAME DATE

1. Project Supervisor/Chief:

2. Company OPS Chief:

3. Company Commander/DET OIC:

4. Quality Control:

5. Safety:

6. S3:

15-21
 DEPLOYMENT CALENDAR
JANUARY FEBRUARY MARCH APRIL
S M T W T F S S M T W T F S S M T W T F S S M T W T F S

_______WORK DAYS _______WORK DAYS _______WORK DAYS _______WORK DAYS

MAY JUNE JULY AUGUST

S M T W T F S S M T W T F S S M T W T F S S M T W T F S
15-22

_______WORK DAYS _______WORK DAYS _______WORK DAYS _______WORK DAYS

SEPTEMBER OCTOBER NOVEMBER DECEMBER

S M T W T F S S M T W T F S S M T W T F S S M T W T F S

_______WORK DAYS _______WORK DAYS _______WORK DAYS _______WORK DAYS

SCHEDULED NON-WORK DAY PP - PERSONAL GEAR PACKOUT AP - ADVANCED PARTY

H - HOLIDAY PD - PAY DAY AD - AIR DET
SW- START WORK OH- OVER-THE-HUMP PARTY MB- MAIN BODY
TS - TRAINING SATURDAY CC- CHANGE OF COMMAND MO- MOUNT OUT
TP - TURNOVER PREP FX - FIELD EXERCISE TO - TURNOVER
 Date

PRECONSTRUCTION CONFERENCE SUMMARY

Project Number: Project Title:

1. ROICC Project Manager:

ROICC Inspector:

2. Public Works Representative:

Customer Representative:

3. NMCB Point of Contact:

NMCB Prime Contractor:
NMCB Project Supervisor/Chief:
NMCB Project Crewleader:
NMCB QC Inspector:

4. Point of Contact after normal working hours:

Customer:
ROICC:
NMCB:

5. Point of Contact during working hours:

Customer:
ROICC:
NMCB:

6. Planned start/completion dates:

Known interruptions:

7. Outstanding questions regarding plans and specifications or execution of work:

8. Customer initiated changes to the scope of work are to be directed to the ROICC.
Customer initiated changes must be via Design Change Directives and approved by the

15-23
 ROICC prior to execution. Approved Field Adjustment Requests and Design Change
Directives are the only authorized means of creating changes to the plans and/or
specifications. Battalion engineering is responsible for updating plans and/or
specifications upon receipt of approved FARs and DCDs.

9. Have field conditions been verified? Yes No N/A

Any unusual conditions?

10. Have all permits been acquired? Yes No N/A

A. Site Approval? Yes No N/A
B. Excavation Permit? Yes No N/A
C. Tree Removal? Yes No N/A

11. What operation and maintenance manuals have been or are to be provided to the
customer?

12. What are the project submittal/report requirements?

13. Safety Plan to ROICC: Provided To be provided

Special Safety Concerns:

14. Quality Control Plan to ROICC: Provided To be provided

Special Quality Control Concerns:

15. Materials to be customer supplied:

16. Project tools and equipment to be provided to the customer upon project completion:

17 Is non-organic technical assistance required, and if so, what arrangements have been made?

18. Will this project be affected by priorities of other projects/functions?

19. What is the schedule for required utility outages?

15-24
20. What arrangements have been made for connection of new utilities to existing service?

21. What provisions have been made for temporary utilities service?

22. What security clearances, if any, are required for the construction site?

23. What off site prefabrication is scheduled and where is the prefab yard located?

24. What environmental protection is required?

25. Other comments/remarks:

ROICC Representative/Date S3/Date

15-25
 PREDEPLOYMENT SITE VISIT SUMMARY

Project Title: Number:

Site Visit Conducted By: Date:

1. Status Of Project: New Start Turnover Multiple Turnover:

If a turnover project:

List any differences between observed and reported status:

Obtained copy of onsite battalion’s project package? Yes No

Obtained copies of management tools now in use? Yes No
Obtained status of required project submittals? Yes No
Is project to be worked during turnover? Yes No
Will all project material be returned to MLO for turnover? Yes No
Which items won’t be returned?

2. Obtained copies of following missing documents:

Project Plans: Yes No Not missing

Project Specifications: Yes No Not missing
Project Bill of Materials: Yes No Not missing

3. Obtained copies of local forms, instructions and required procedures? Yes No

4. Are the following permits required for construction?

Excavation Permit? Yes No

Utility Outage permit? Yes No
Burning permit? Yes No
Hauling permit? Yes No
Other permits?

5. Percentage of materials on hand: Conus Local

Estimated percentage at turnover: Conus Local

6. What special skills are required?

15-26
7. Who is responsible for installation of collateral equipment?

8. What level of security clearance is required for access to job site?

Who is the point of contact for clearances/access?

What is the expected delay entering and departing site?

9. What is thetravel time to/from job site?

10. ROICC: Phone:

ROICC Inspector: Phone:

11. Photographs/sketches taken of site? Yes No

12. Other comments:

15-27
 Date:

JOINT TURNOVER MEMORANDUM

CONSTRUCTION PROJECT TURNOVER STATUS WORKSHEET

PROJECT NUMBER:

PROJECT TITLE:

CUSTOMER CONTACT: PHONE:

ROICC CONTACT: PHONE:

1. Project Scope of Work: (Crewleaders list from project scope sheet)

2. Work Completed to Date: (Crewleaders list WIP by Master Activity based on physical
observations)

3. Rework Required: (Crewleaders list WIP that does not conform to plans and specifications)

4. Work Remaining: (Crewleaders list work remaining by Master Activity based on WIP)

A. NMCB (Summary of Work Remaining by Master Activity)

15-28
B. Subcontract (Summary of Work Remaining By Subcontract)

(1) Title

(2) Cost

(3) Date RFCP Submitted

(4) Date Contract Awarded

(5) Start

(6) Completion

(7) Status

5. Labor Statistics:

A. Manday estimate established at 45-day review by NMCB

B. Mandays actual by previous battalion

C. Mandays actual by NMCB

D. NMCB estimate of mandays remaining by rate: (negotiated between crewleaders)

BU SW UT CE EO EA Total

Rework

Remaining Work

Total

E. NMCB estimate of mandays remaining by Master Activity: (negotiated between

crewleaders)
*Based on WIP
(1) (2) (3) (4)
Master Estimate of Estimate of Percent*
Activity Mandays Remaining Total Mandays Complete

15-29
F. New manday completion estimates(B + C + D)

G. Mandays Actual Total (B + C)

H. Percent Complete (*Based on WIP)

I. Projected BOD

6. Project Files: (Joint inventory by both crewleaders)

A. Correspondence Y N N/A
B. Messages Y N N/A
C. Job Specifications Y N N/A
D. QC Reports Y N N/A
E. Test Results Y N N/A
F. FARs/DCDs/RFIs Y N N/A
G. Manufacturer’s Specifications Y N N/A
H. Operations and Maintenance Manuals Y N N/A
I. BMs/MTOs/Worksheets Y N N/A
J. QC Plans Y N N/A
K. Safety Plans Y N N/A
L. Activity Sheets Y N N/A
M. File Discrepancies/Explanations

7. Engineering: (Joint inventory by Eng/QC Staffs)

A. As-built Drawings Y N N/A

B. Digging Permits Y N N/A
C. Other Permits Y N N/A
D. Pending FARs Y N N/A
E. Discrepancies/Explanations

8. Construction Company: (Joint inspection by crewleaders)

A. Project Network Y N N/A

B. Electrical Systems Tagged Y N N/A
C. Piping Labeled/Capped/Clear Y N N/A
D. Material on Job Site Tagged Y N N/A
E. Discrepancies/Explanations

9. Project Material Status: (Done jointly by crewleaders)

A. Project Status Report/Project Control Report Y N N/A
B. List of Shelf Life Material/Expiration Y N N/A

15-30
 C. List of Hazardous Material/Location Y N N/A
D. Complete BMs/Worksheets Y N N/A
E. Payback Items Identified Y N N/A
F. Review Outstanding Requisitions Y N N/A
G. Inventory Conducted Y N N/A
H. BM Status
(1) Total Line Items
(2) Line Items Received
(3) Line Items Not Received
I. Discrepancies/Explanations

10. Funding Status: (Incoming crewleader identifies material not purchased as future funding
requirements, other information comes from MLO)

A. Funds Provided
B. Actual Expenditure Cost
C. Pipeline Costs
D. Future Funding Requirements
E. Total Costs
F. Funding Contingency
G. EAC
H. Additional Funds Requested
(1) DTG of Message

11. Project Tools (Specific): (Joint inventory by both crewleaders of tools purchased with
project funds)

Tools Condition Location Custodian

12. Lessons Learned: (Completed by outgoing crewleader/company staff)

13. ROICC Punchlist of Completed Work: (Taken directly from ROICC acceptance letter)

Copy to:
ROICC
(higher headquarters)
15-31
 PRE-BOD INSPECTION REQUEST
Project No: Crewleader: Date:
This inspection is conducted prior to the final acceptance (BOD) inspection. This 'Pre-BOD'
inspection is conducted jointly with battalion and ROICC representatives and is intended to
identify any corrective steps necessary prior to customer occupancy.
Requested Date: Time: Requested by: (name/rate)

The following checklist shall be completed by the crewleader and forwarded to QC two working
days prior to the requested date of the inspection. The crewleader should use the following
checklist as a guide but the 'Pre-BOD' will not be limited to these items.
SITEWORK Crewleader's init.
Final Grading (Grassing)
Disposal of all Trash
Sidewalks
Curbs & Paving
Lights
MECHANICAL
Installation of Piping, Fixtures and Equipment
Application of Insulation and Hangers
Sterilization (Water System)
Shop Drawings
Water Supply Test
Gas & Oil Piping
Heating and Cooling Units
Duct Work
Thermostat Controls
Registers
Exhaust Fans and Hoods
Manufacturers' Catalogs
Working Test (Boilers)
ELECTRICAL
Manufacturers' Catalogs
Test All Lights
Test Fire Alarms
Telephone Hook-up
Main Panel Box (All Breakers Labeled)
CONCRETE & MASONRY
Joints
Cracks
STRUCTURAL STEEL
Touch-up Paint

15-32
 HARDWARE Crewleader's init.
Closet Hardware
Bathroom Accessories
Door Hardware
Gate Hardware
Miscellaneous Hardware
DOORS & WINDOWS
Clean
Fit
FINISHES
Acoustic Tile
Ceramic & Quarry Tile
Floor Covering
Painting
Plastering
FURNISHINGS
Fabrication
Installation
GENERAL
Project Package Up to Date
As-Builts Completed
Site Clean
Excess Material Turned In
REMARKS

Crewleader QC Inspector

15-33
2A *Level II Barchart
*Two week Schedules
*Master Activity Listing
*Master Activity Summary Sheets
**Level III Precedence Diagram

15-34
 SEABEE LEVEL II
PROJECT #_______________________ TOTAL MANDAY ESTIMATE________________ TASKED MANDAYS________________
TITLE___________________________
MASTER ACTIVITY MA WT
MA #
TITLE MDs %
100%

90%

80%

70%

60%

50%
1 5- 3 5

40%

30%

20%

10%

TOTALS 0%
MDs Scheduled This Period
Cumulative Mandays Scheduled
% Complete Scheduled (Plot)
MDs Actual This Period
Cumulative Mandays Actual
Mandays Earned This Period
Cumulative Mandays Earned
% WORK-IN-PLACE (PLOT)
 TWO WEEK SCHEDULE
(Part 1)
Project Title:_______________________________________________ Codes:
O = Off
Project Number:_____________________ S = Start
P = In Progress
Company/Det:____________ Period Covered: _________to_________ C = Complete
SC = Start/Complete in 1 day
Date:___________________ Page_____of_____
Construction Activity DATES Crew
No. Title Size Remarks
15- 36

Assumptions:
 (Part 2)
Activity
No. Tool Requirements Equipment Requirements Remarks

(Part 3)
Activity BMLI Unit of BM On Hand Needed Date
No. No. Description Issue Qty. Qty. Qty. Reqd. Remarks
15-37
 MASTER ACTIVITY LISTING

Master Act. Project #________________________ Title_________________________

Number/
Title Master Activity Description MDs Duration
15- 38
 MASTER ACTIVITY SUMMARY SHEET

Project Number: Title:

BM Code: Prepared by: Checked by:
Start Scheduled: Finish Scheduled:
Actual: Actual:
Master Activity Number: Title:

Construction Activities: Crew

No. Title Size Duration Mandays

Total Duration: Estimated Total Mandays: Estimated

Actual Actual

Labor Resources:
No. Description Qty No. Description Qty

Equipment Resources:
No. Description Qty No. Description Qty

Assumptions:

15-39
2B Level III Barchart
Construction Activity Summary Sheets (Recommend including filled out
1250-1s)
Construction Activity Summary Sheets of Completed Activities
Two Week Labor Summaries
SITREP Feeders
Other Computer Printouts/Reports

15-40
 CONSTRUCTION ACTIVITY SUMMARY SHEET
PROJECT NUMBER: TITLE:
BM CODE: PREPARED BY: CHECKED BY:
START SCHEDULED: FINISH SCHEDULE:
ACTUAL: ACTUAL:
ACT. NO.: MASTER ACTIVITY:
ACT.TITLE:
DESCRIPTION OF WORK METHOD:

DURATION: ESTIMATED MANDAYS: ESTIMATED

ACTUAL ACTUAL
Production Efficiency Factor: Resulting Delay Factor:
Travel Time: Manday Equivalent:
LABOR RESOURCES:
NO. DESCRIPTION QTY. NO. DESCRIPTION QTY.

EQUIPMENT/TOOL RESOURCES:
NO. DESCRIPTION QTY. NO. DESCRIPTION QTY.

MATERIAL RESOURCES:
NO. DESCRIPTION QTY. NO. DESCRIPTION QTY.

ASSUMPTIONS:

ACTIVITY NUMBER: ACTIVITY DESCRIPTION:

15-41
SAFETY HAZARD REF./ PAGE NO. ACTION REQUIRED

QUALITY CONTROL REQUIREMENT SPEC. REF REMARKS/RESULTS

ENVIRONMENTAL HAZARDS REF./PAGE NO. ACTION REQUIRED

CONSTRUCTION COMMENTS:

15-42
 TWO WEEK LABOR SUMMARY
Crewleader: Sub Crewleader: Page Of
Project Number: Project Title: Period Covered: From To
Section A:
Prime Construction Activity Number Indirect Readiness and Training
Date Total Total Total

Total
15-43

Section A
Section B:
Sub
Date

Total
Section B
Grand Total
Section A+B

Total MDs
 SITREP FEEDER

Project Title:
Project Number:
Period Covered:
% Complete Scheduled:
Date:
a b axb
Master Activity Original
Weighted Master Project % Mandays Mandays
MD Est Percent Activity Complete Remaining Actual
% Comp
# Description (WIP)

TOTALS

Comments:

15-44
3A *30/60/90-Day Material List
*30/60/90-Day Material List Letter
*Bill of Materials
*Tool Requirement Summary
*Equipment Requirement Summary

15-45
 30/60/90-DAY MATERIAL LIST

Project Number: Project Title:

Prepared by: Page Of

MTO/
BM No. L/I Description Qty U/I RDD Status

RDD=Required Delivery Date Indicate, by circling above, whether 30, 60 or 90 day list.

15-46
 BATTALION LETTERHEAD

From: Operations Officer, Naval Mobile Construction Battalion

To: Project Support Officer, Naval Construction Regiment

Subj: FIRST 30/60/90-DAY MATERIAL LIST

1. The following materials for project are required on site to

support construction within the first 30/60/90-days of the upcoming deployment. These
materials are not on site according to your latest Project Control Report/Project Status Report.

BM No. L/I Description Qty U/I

2. Request you ensure the identified materials are on site as required.

Respectfully,

LCDR, CEC, USN

15-47
 BILL OF MATERIAL
PROJECT PROJECT TITLE AUTHORITY/ORIGINATOR BM NO. SECTION

SERV & SERV &

RID M&S DEM SIG FUND DIS PRJ PRI JON ROS ACCOUNTING DATA
REQNR SUPP ADD
4-6 7 30-35 44 45-50 51 52-53 54 57-59 60-61 62-64 72-77

DOC UNIT OF DESCRIPTION/VENDOR SOURCE

I.D. COG NSN ISSUE QTY DOCUMENT NUMBER ADV L/I INTENDED USE UNIT TOTAL
1-3 55-56 8-20 23-24 25-29 36-43 65-66 PRICE COST
15- 48

BM SUBMITTED BY/DATE BM APPROVED BY/DATE TARGET APPROVED/DATE PAGE TOTAL $ BM TOTAL $

PAGE___OF___
 TOOL REQUIREMENT SUMMARY

Project Number: Date:

Project Title:
Non
Activity No. Tool Requirement TOA TOA Dates Required

15-49
 EQUIPMENT REQUIREMENT SUMMARY

Project Number: Date:

Project Title:

Operator
Activity No. Equipment Required Qty Start Finish Required?

15-50
3B List of Long Lead Items
Material Take Off Worksheets
Bill of Materials/Material Take Off Comparison Worksheets
Material Transfer Request
Add On/Reorder Justification Forms
Add-On/Reorder BMs
Borrow Log

15-51
 POSSIBLE LONG LEAD ITEMS
1. Pre-Engineered Buildings 24. Specialty Coatings
2. Marine Piles 25. Structural Pipe
3. Telephone Poles 26. Marine Hardware
4. Doors 27. Carpet
5. Windows 28. Rubber Fender System
6. Screens 29. Bolted Steel Tanks
7. Transformers 30. Epoxy Mortars/Grouts
8. Circuit Breakers 31. Galvanized Metal Products
9. Switch Stations 32. Chain Link Fence Fabric
10. Fire Alarm Systems 33. HVAC Components
11. Intrusion Alarm Systems 34. Fire Protection System
12. Air Conditioning Systems 35. Large Quantities/Odd Sizes of Pipe/Fittings
13. Specialty Electrical Items 36. Fire Pumps
14. Partitions 37. Control/Feedback Systems
15. Water Heaters 38. Enunciator Panels
16. Timber (especially large sizes) 39. Power Panels
17. Lumber, Plywood (large orders) 40. Explosion Proof Systems
18. Roof Systems 41. Large Quantity or Specialty Cable
19. Pre-Fab Joists 42. Cathodic Protection Systems
20. Structural Steel Members 43. High Intensity Discharge Light Fixtures/Lamps
21. Louvers 44. High Voltage Specialty Switchgear
22. Treated Wood Products 45. Silver Solder
23. Cabinets (Wood and Metal) 46. Hardware/Locks/Cipher Locks
Finish Items such as decorative brick, clay tiles, unusual carpeting may require time to locate.
Large purchases of any item (over $10k or $25k depending on local purchase authority) require time
to competitively bid.
Electrical items tend to be unique to each installation and require additional time

15-52
 LONG LEAD ITEMS

Project Number: Date:

Project Title:

BM No. L/I Description Intended Use Qty ROS EOS

ROS=Date Required On Site EOS=Date Estimated On Site

15-53
 MTO WORKSHEET
Page___of___
Project Location: Project Title: Project Number: BM Number: Date Prepared:

Project Section: Master Activity Number: Drawing Number: Prepared by: Checked by:

Construction MTO
Activity Number Description/Calculations U/I Qty Remarks:
15- 54
 BM/MTO COMPARISON WORKSHEET

Activity Material BMLI BM MTO

No. Description U/I No. Qty Qty Diff. Remarks
15- 55
 MATERIAL TRANSFER REQUEST
From: Company Commander
To: Material Liaison Office
Via: (1) Quality Control
(2) Planning and Estimating
(3) S3
1. Request authorization to transfer the following material between the indicated projects:
From: To:
Project: Project:
BMLI No.: BMLI No.:
Description: Description:
Qty on Hand/Required: / Qty on Hand/ Required: /
2. Reason for request:

Signature:

Ops
Quality Control: Approved/Disapproved: Date:
Signature:
Planning and Estimating: Approved/Disapproved: Date:
Signature:
S3: Approved/Disapproved: Date:
Signature:
Comments:

Material Liaison Office

1. The approved transfer has been completed and the material is ready for issue.
2. The following action has been initiated to repay the loaning project:
The material has been ordered. Awaiting requisition number
The material was already on order under requisition number and
upon receipt, it will be transferred to the loaning project as payback.
The material was reordered under requisition number and
upon receipt, it will be transferred to the loaning project as payback.

Material Liaison Officer Date

15-56
 ADD-ON/REORDER JUSTIFICATION

Date:

Attached is an Add-on/Reorder BM for:

(Circle one)

Justification:

For Reorder BM Only:

BMLI Number:

Document Number:

Requested by:
(Name, Rate, Company)

Routing:

Prime Company Projects Chief: Date:

Quality Control Inspector: Date:

MLO Available in Excess? Yes/No

Funds Available? Yes/No

MLO Officer/Chief: Date:

Quality Control Chief: Date:

Approved/Disapproved
(Circle one) S3

Date

15-57
 ADD-ON/REORDER BM

Project Number Project Title Date:

MLO USE ONLY
BM Number Master Activity Number Dwg No. Prepared By:
Unit Total Requisition
BMLI U/I QTY Description Price Price Number
15-58

1. Crew Ldr: Date: 5. S3: Date: MLO Notes and Remarks

2. Proj. Sup: 6. MLO Chief:
3. Proj. Mgr: 7. MLO SK:
4. QC Rep: 8. Procurement Approval:
 BORROW LOG

Project Number: Project Title:

Borrow Loaner Date Date

BMLI No. BMLI No. Loaned Repaid Description

15-59
4A *Quality Control Plan Cover Sheet
*Quality Control Plan
*Safety Plan Cover Sheet
*General Safety Plan
*Safety Plan
**Environmental Plan

15-60
 PROJECT QC PLAN

I. Project Number and Title:

II. Project Location:

III. Prime Contractor:

Subcontractor: (a)
(b)

IV. Project Scope:

V. Type of Testing Required (soil, concrete, etc.):

VI. Type of Associated Risk (fire, fumes, noise, etc.):

VII. Special Training Requirements:

VIII. Special License Required:

IX. Engineering Controls (guard rails, welding curtains, etc,):

X. Testing Equipment Required (state how it is to be used):

XI. Personal Protective Equipment Required for Testing:

Project Planner:
Print name, rate and company/det

QC Chief: Approved/Disapproved
Signature

Reason for disapproval:

15-61
 QUALITY CONTROL PLAN

PROJECT NUMBER:________ PROJECT TITLE:___________________________________ DATE:_________________

ACTIVITY ACTIVITY SPECIFICATION
QUALITY CONTROL REQUIREMENT REMARKS/RESULTS
NUMBER DESCRIPTION REFERENCE
15- 62
 PROJECT SAFETY PLAN
I. Project Number and Title:

II. Project Location:

III. Prime Contractor:

Subcontractor: (a)
(b)

IV. Project Scope:

V. Type of Inherent Risks (electrical, welding, etc.):

VI. Type of Associated Risk (fire, fumes, noise, etc.):

VII. Special Training Requirements:

VIII. Special License Required:

IX. Engineering Controls (guard rails, welding curtains, etc.):

X. Administrative Controls (policies, procedures, SOPs, etc.):

X. Special Safety Equipment Required (state how it is to be used):

XI. Personal Protective Equipment Required:

XII. Safety Standards/Restrictions Pertaining to Project Scope:

Project Planner:
Print name, rate and company/det
Safety Officer: Approved/Disapproved
Signature
Reason for disapproval:

15-63
 GENERAL SAFETY PLAN
1. Hard hats will be worn during all phases of construction and shall meet the requirement of
ANSI 289-1 Class A or 289-2 Class B.

2. Steel toed boots shall be worn during all phases of construction unless otherwise permitted
by competent authority.

3. Fire extinguishers shall be located on each site and be made readily available during hot
work operations.

4. Fresh drinking water with individual cups shall be available on all sites. Container shall be
labeled “Potable Water Only”.

5. Protective hearing devices shall be worn when noise level reaches 85 decibels. Double
protection shall be worn when noise level exceeds 105 decibels.

6. Personnel shall be provided with eye and face protection when operating machines or on
construction sites with possible eye/face hazards.

7. All electrical tools and appliances shall be protected by Ground Fault Circuit Interrupters.
8. Power tools used on any site shall be inspected daily by the operator and tested monthly by
a qualified technician to ensure safe operating conditions and proper maintenance.

9. The use or installation of any ladder shall conform to the current ANSI standard.

10. Personnel subject to handling rough, sharp, abrasive, or hot materials shall wear protective
gloves.

11. The number of passengers in a vehicle shall not exceed the number of seatbelts available.

12. Respirators shall not be substituted for engineering or environmental control methods
without approval of qualified authority. Respiratory protection shall be provided to all
personnel subject to harmful concentrations of dust, gases, fumes, mists, other toxic
materials or atmosphere deficient of oxygen.
13. Containers shall be provided for the collection and separation of waste, trash, oil, and used
rags. Covered metal containers shall be provided for garbage, flammable or hazardous
waste such as caustic acids and harmful dust.
14. The wearing of rings, wrist watches, bracelets, necklaces or other jewelry shall be
prohibited under the following conditions:
a. On machinery, equipment or vehicles where there is danger of these items being caught
on protruding or moving parts.
b. While working on any electrical wiring, or within six feet of electrical equipment with
exposed energized components.

15-64
 SAFETY PLAN

PROJECT NUMBER:_________ PROJECT TITLE:___________________________ DATE:_____________________

ACTIVITY ACTIVITY PAGE
HAZARD REF. ACTION REQUIRED
NUMBER DESCRIPTION NUMBER
15-65
 ENVIRONMENTAL PLAN

PROJECT NUMBER:_________ PROJECT TITLE:___________________________ DATE:_____________________

ACTIVITY ACTIVITY PAGE
HAZARD REF. ACTION REQUIRED
NUMBER DESCRIPTION NUMBER
15-66
4B Daily Quality Control Inspection Reports
Field Adjustment Request (FAR) Submittal Log
FARs
Request For Information (RFI) Submittal Log
RFIs
Design Change Directives (DCD)
Concrete Placement Clearance Forms
Pre-placement Photos for Concrete Placements.
Asphalt Placement Clearance Forms
Utility Interruption Request
Excavation Request
Road Closure Request
Engineering Service Request
Mineral Products Request
Other QC Forms
Daily Safety Inspection Reports
Emergency Phone Numbers
Navy Employee Report of Unsafe or Unhealthful Working Conditions
Required Safety Equipment
Daily Safety Lecture Log
Accident/Near Mishap/Mishap Reports
Highlighted 29 CFR 1926
Hazardous Materials Inventory Sheet
Other Safety Forms

15-67
 Route to Initial Date Remarks
DAILY S3
S3C
QUALITY CONTROL S3QC
00S
INSPECTOR'S REPORT Prime
Sub
Date: Time: Project No.: Report No.:
Prime Co.: Project Title:
Sub Co.: Weather:
Supervisor: Inspector:
Activity Rate Description of Work Performed

Activities Started: Activities Completed:

QC Meetings Held: Yes No

Construction Inspection Plan Items Checked: Results:

Delays: Safety Hazards Present:

Remarks:

Material Received:

I certify all work performed this date is IAW plans and specifications.

Project Supervisor QC Inspector Reviewed (S3QC)

Dist: 1. ROICC 2. QC File via S3 3. Prime Contractor 4. Crewleader

15-68
 FIELD ADJUSTMENT REQUEST (FAR) SUBMITTAL LOG
Spec. Drawing Date Date Approved/
FAR # Description Section Number to Ops Returned Disapproved

15-69
 FIELD ADJUSTMENT REQUEST (FAR)
FAR Number: Page_______ of_______

Project Number: Project Title:

Submitted By: Date:

Description of and reason for request: (include drawing and sheet numbers and attach drawings
as necessary for description)

Route to: Approved:(Initial) Disapproved:(Initial) Date: Estimated Additional Cost:

Prime Co.
QC Estimated Additional Mandays:
Eng.
S3
ROICC As Built:____________Date:___________
ROICC Signature:________________________________________ (Initial)
Notes: 1. Route original and 3 copies to ROICC.
2. ROICC return original and 2 copies.

15-70
 REQUEST FOR INFORMATION (RFI) SUBMITTAL LOG
Spec. Drawing Date Date
RFI # Description Section Number to Ops Returned

15-71
 REQUEST FOR INFORMATION (RFI)
RFI Number: Page of Route to Initial: Date:
Prime Co.
Project Number: Project Title: QC
Eng.
Submitted By: Date: S3
ROICC
Description of and reason for request: (include drawing and sheet numbers and attach drawings
as necessary for description)

__________________________________ ________
Signature/printed name of requestor Date

Clarification from ROICC:

_____________________________________ ________
Signature/printed name of approving official Date

15-72
 CONCRETE PLACEMENT CLEARANCE FORM
PART I Date
Project Number Title Location
Date/time Desired QTY Strength (PSI)
Slump (in.) Max Aggregate Size Admixtures
Type of Placement ( ) Roof ( ) Slab ( ) Wall ( ) Other
Finish Required (type): Tolerance ( ) +/- 1/4 IN. ( ) Other

PART II Conforms to Conforms to

Requirements Requirements
Crew- QC Crew- QC
Item N/A leader Insp Item N/A leader Insp
Subgrade Prep Electrical
Elevation Conduit inst/stubbed up
Dimension Sleeves (foundations)
Compaction Pull Cords
Capillary Barr (sand) Mechanical
Vapor Barrier Sleeves (foundations)
Misc. (Insect, Drain rack, etc.) Sub slab piping
Forms pressure tested
Elevation Floor Drains (elevation
Dimensions & location)
Alignment Floor Cleanouts (elevation
Bracing & location)
Condition Stubups (location, type)
Keyways Placing/ finishing Equipment
Water Stop Screed Boards Set
Embedded Items Screed boards Checked
Anchor Bolts Placing Tools Set
Sleeves Placing Tools Checked
Misc. Finishing Tools Set
Reinforcing Finishing Tools Checked
Size Curing Materials
Location and Spacing Testing Materials (cylinders,
Chairs (meshups) slump cone, etc.) arranged
Bracing for on site

Submitted:
Crewleader Date
Approved:
QC Inspector Date
Scheduled For:

Remarks

15-73
 ASPHALT PLACEMENT CLEARANCE FORM
Project Title: N/A Crewleader QC Insp.
Part I Subgrade Prep
Materials (specs)
Compaction
Misc.
Part II Base Course
Materials (specs)
Compaction
Embedded Structures
Blue Top Elevation
Misc.
Part III Asphalt Prime
Type (specs)
Rate of Application
Application Temperature
Cure
Edge Preparation
Other
Part IV Asphalt Mix Requirements
Design
Extraction Tests
Marshall Stability
Placement Temperature
Part V Equipment (on site/good condition)
Spreader
Breakdown Roller
Intermediate Roller
Finish Roller
Hand Tools (rakes, shovels, etc.)
Cleanup Equipment
Barricades or other Traffic Control
Other (specify)
Part VI Order
Spec: Quantity: Date of Delivery:
Submitted by: Approved by:
Crewleader QC Inspector

15-74
 Date:

From: Naval Mobile Construction Battalion

To: Public Works Department

Subj: UTILITY INTERRUPTION REQUEST

1. Request authorization for a scheduled utility interruption involving the following utilities:

Electric Water
Steam Sewerage
Communication Other

2. Location:

3. Planned start date/time:

4. Planned completion date/time:

5. The interruption is for project and is required to:

6. Point of contact: Phone no.

Signature/printed name of requester

INTERNAL PUBLIC WORKS ROUTING

Work Approved/
Code Center Disapproved Signature Date Phone Remarks
Line Crew
Water Crew
Engineering

PUBLIC WORKS DEPARTMENT ENDORSEMENT

From: Public Works Department

To: Naval Mobile Construction Battalion

1. Returned APPROVED/DISAPPROVED

Signature/printed name of approving official

15-75
 Date:

From: Naval Mobile Construction Battalion

To: Public Works Department

Subj: EXCAVATION REQUEST

1. Request clearance to excavate for the purpose of (describe excavation):

2. Method of excavation:

3. Planned start date:

4. Planned completion date (including backfill, compaction, ground cover, paving repair, etc.):

5. The excavation is for project and is required to:

6. Point of contact: Phone no.

7. Sketch showing location of planned excavation is attached (mandatory).

Signature/printed name of requester

INTERNAL PUBLIC WORKS ROUTING

Work Approved/
Code Center Disapproved Signature Date Phone Remarks
Line Crew
Water Crew
Engineering

PUBLIC WORKS DEPARTMENT ENDORSEMENT

From: Public Works Department

To: Naval Mobil Construction Battalion

1. Returned APPROVED/DISAPPROVED

Signature/printed name of approving official

15-76
 Date:

From: Naval Mobile Construction Battalion

To: Public Works Department

Subj: ROAD CLOSURE REQUEST

1. Request permission for closure/partial closure of:

2. This closure is for project and is required to:

3. Planned closure date/time:

4. Planned reopening date/time:

5. Point of contact: Phone No.

Signature/printed name of requester

INTERNAL PUBLIC WORKS ROUTING

Work Approved/
Code Center Disapproved Signature Date Phone Remarks

PUBLIC WORKS DEPARTMENT ENDORSEMENT

From: Public Works Department

To: Naval Mobile Construction Battalion

1. Returned APPROVED/DISAPPROVED

Signature/printed name of approving official

15-77
 ENGINEERING SERVICE REQUEST

PART I (To be completed by requester)

From: Phone: Date:

To: Engineering Division

Subj: ENGINEERING SERVICE REQUEST

1. It is requested that the following service(s) be provided:

( ) surveying ( ) drafting ( ) reproduction ( ) other

2. Date needed:

3. Description of work: (include sketch, location, size, project no., etc.)

Requester’s signature

PART II (to be completed by Engineering Division)

Date request received Priority assigned

Approved/disapproved Completed by
Date work started Manhours exp.
Date work completed

Original - File
Copy - Requester upon completion of work
Copy - Section performing work ESR #

15-78
 Date:
From:
To: MLO
Via: (1) Quality Control
Subj: CONCRETE, ASPHALT, SAND, OR AGGREGATE REQUEST
1. Materials: Concrete, Asphalt, Sand, Aggregate (circle one)
2. Date Required:
3. Time Required:
4. Amount Required:
5. Sequence of Delivery:
6. Specifications/Comments:

7. Project Number: Title:

Activity Number:

Signature of requester

QUALITY CONTROL ENDORSEMENT

1. Request is forwarded APPROVED/DISAPPROVED.
2. Comments:

QC signature/date

MLO ENDORSEMENT
From: MLO
To:
1. Requisition Number:
2. Any changes affecting delivery of materials requires IMMEDIATE notification of all
concerned.

MLO signature/date

15-79
DAILY SAFETY INSPECTOR’S REPORT Route to: Initials: Date
INSTRUCTIONS CO Cdrs
Form must be returned within 3 working days with the “Action Taken” section filled out correcting the S3C
hazards/deficiencies. Company Commanders will initial “Route To” prior to returning to S3C.
Date: Time: Project Number: Project Title: S3A
S3
Prime Contractor: Subcontractor: Weather: 00S
Section # 4
Project Supervisor: Project Safety Supervisor: Safety Inspector:

Rates: Description of Work:

BU EO
CE SW
CM UT
EA Other
Safety Inspection Plan Items: Results:

ITEM N/A YES NO ITEM N/A YES NO

1 Safety Talk given? Subj: 16 Ladders/Scaffolding: Safe cond/use?
2 GFCI protection on project and used? 17 Are wall/floor openings guarded?
3 Req’d PPE in use? 18 Is good housekeeping observed?
4 Hazmat/Hazflam inventory current? 19 Tool Storage Area: Properly stored?
5 Material Safety Data Sheets available? 20 Hand Tools: Useable condition?
6 Flammable liquids stored properly? 21 Is good area sanitation being observed?
7 Eyewash/shower maintained IAW SOP? 22 Water jugs maintained IAW SOP?
8 Lockout/tagout required and used? 23 Fire extinguishers charged/current tags?
9 Electrical boxes secured and labeled? 24 First aid kits on project?
10 Temporary power inspected and tagged? 25 Equipment Pre-start done?
11 Are construction signs in place? 26 Are backup guides being utilized?
12 Excavation: Permits/shoring approved? 27 Are parked vehicles being chocked?
13 Crewleader using safety plan? 28 Respirator protection IAW SOP?
14 Review daily safety report for trends? 29 Equipment Operators licensed?
15 Welding: Cutting & permits required? 30 Fall protection correctly in place?
SAFETY HAZARD/DEFICIENCY ACTION TAKEN TO CORRECT HAZARD/DEFICIENCY

PROJECT SUPERVISOR PROJECT SAFETY SUPERVISOR BATTALION SAFETY INSPECTOR

DISTRIBUTION: WHITE; ROUTING CHAIN YELLOW: TEMPORARY FILE PINK: PROJECT

15-80
 EMERGENCY PHONE NUMBERS
TO BE POSTED
ON ALL PROJECT SITES

MEDICAL/AMBULANCE:

FIRE DEPARTMENT:

HOSPITAL:

BASE SECURITY:

E.O.D.:

OPERATIONS:

SAFETY OFFICER:

MISHAP INVESTIGATOR:

QUARTERDECK/OOD:

BLDG. NO./PROJECT SITE:

LOCATION OF NEAREST TELEPHONE IS:

15-81
 NAVY EMPLOYEE REPORT
OF UNSAFE OR UNHEALTHFUL WORKING CONDITION
THIS FORM IS PROVIDED FOR THE ASSISTANCE OF AN EMPLOYEE
AND IS NOT INTENDED TO CONSTITUTE THE ONLY METHOD BY WHICH A REPORT MAY BE SUBMITTED
1. THE UNDERSIGNED (check one) EMPLOYEE REPRESENTATIVE OF EMPLOYEES

BELIEVES THAT A VIOLATION OF AN OCCUPATIONAL SAFETY OR HEALTH STANDARD WHICH IS A JOB SAFETY OR
HEALTH HAZARD HAS OCCURRED AT
--------------------------------------------------------------------------------------------------------------------------------------------------
a. Navy installation/activity and mailing address.

--------------------------------------------------------------------------------------------------------------------------------------------------
b. Building or worksite where alleged violation is located, including address.

--------------------------------------------------------------------------------------------------------------------------------------------------
2. NAME AND PHONE NUMBER OF GOVERNMENT SUPERVISOR AT SITE OF VIOLATION.

3. DOES THIS HAZARD IMMEDIATELY THREATEN DEATH OR SERIOUS PHYSICAL HARM? NO YES
4. BRIEFLY DESCRIBE THE HAZARD WHICH EXISTS INCLUDING THE APPROXIMATE NUMBER OF EMPLOYEES
EXPOSED TO OR THREATENED BY SUCH HAZARD.

5. IF KNOWN, LIST BY NUMBER AND/OR NAME, THE PARTICULAR STANDARD (OR STANDARDS) ISSUED BY THE
AGENCY WHICH YOU CLAIM HAS BEEN VIOLATED.

6. TO YOUR KNOWLEDGE, HAS THIS VIOLATION BEEN THE SUBJECT OF ANY UNION/MANAGEMENT GRIEVANCE OR
HAVE YOU (OR ANYONE YOU KNOW) OTHERWISE CALLED IT TO THE ATTENTION OF, OR DISCUSSED IT WITH, THE
GOVERNMENT SUPERVISOR.
NO YES (List results, including any efforts by management to correct violation)

7. EMPLOYEE TYPED OR PRINTED NAME. 8. EMPLOYEE SIGNATURE.

9. EMPLOYEE ADDRESS. 10. EMPLOYEE PHONE NUMBER.

11. MAY YOUR NAME BE REVEALED? 12. ARE YOU A REPRESENTATIVE OF EMPLOYEES?
NO YES NO YES (List organization name)

13. DATE FILED:

15-82
 REQUIRED SAFETY EQUIPMENT

Project Number:

Project Title: Date:

Qty. Qty.
Activity No. Safety Item Req’d On Site Proper Use

15-83
 From: Crewleader, Project Number____________Title____________________________________________
To: Battalion Safety Officer

Subj: DAILY SAFETY LECTURES FOR THE DATES_____________THROUGH______________

Date Topic of Safety Lecture Instructor Location Rates Number of Men

15- 84
 ACCIDENT / NEAR MISHAP / MISHAP REPORT
INSTRUCTIONS: Form must be filled out completely and returned to the Safety Office within two working days.
From: Date & Time of Mishap

Project Chief / Project Crewleader

To:
Safety Officer
Via:
Company Commander / Department Head / Detail OIC
Name of injured: Rate SSN Sex Age Company/Det

Status USN/USNR Time of Mishap Status

On Duty Off Duty Off Base On Base

Location where mishap occurred (which job site, camp, ballfield, shop, etc.) No. of months experience at activity

Describe activities leading up to and including the accident / near mishap / mishap

Estimate of Lost Time Estimate of Light Duty Days

Total lost work days away from job Total Limited Duty Days
Estimate of repair to vehicle Estimate of repair to vehicle

Manhours to repair vehicle Cost to repair vehicle

BASIC CAUSES
Unsafe Conditions Improper Improper Material
Procedures Design Failure

Environment Personnel Improper Attitude

Error Motivation
SPECIFIC CAUSE(S) OF MISHAP
DEFECTIVE WORKING W/O REPAIRING EQUIP HORSEPLAY
INCORRECT/TOOL SAFETY GUARD WHILE ENERGIZED
EQUIPMENT INCORRECT / MISSING UNEVEN, SLIPPERY ASSUMING UNSAFE
MALFUNCTION PROCEDURES RECREATION SURFACE POSTURE
WARNINGS NOT VIOLATING SAFE INADEQUATE HAZARDOUS
POSTED SPORTS PROCEDURES ILLUMINATION ATMOSPHERE
OVER- HASTE DISTRACTION OR LACK OF CONCERN
CONFIDENCE INATTENTIVE INTEREST
EMOTIONALLY INADEQUATE INSUFFICIENT FATIGUE
AROUSED KNOWLEDGE EXPERIENCE
OTHER MISUNDER- ILLNESS ALCOHOL/ DRUGS
SPECIFY: STANDING

IF UNSAFE CONDITION STATE THE CAUSE

POOR INSUFFICIENT DEFECTIVE OTHER
HOUSEKEEPING MAINTENANCE DESIGN SPECIFY:
IDENTIFY DEFECTIVE EQUIPMENT / MATERIAL

IF PERSONNEL ERROR, STATE CAUSE (FAILURE TO)

CORRECTLY OPERATE RECOGNIZE HAZARDOUS PLAN
CONTROLS SITUATIONS ADEQUATELY
PERFORM MAINTENANCE USE PROPER SUPERVISE PROGRESS
PROPERLY TOOL / EQUIPMENT OF WORK
OTHER (SPECIFY):

15-85
NATURE OF INJURY PART OF BODY INJURY
Abrasion Hernia Abdomen Foot Shoulders

Amputation Laceration Ankle Groin Other

Asphyxiation Poisoning Arm upper/lower Hand/Wrist

Bite Puncture Wound Back Head Circle One:

Bruise Rash Chest Hip Right

Burn Scalds Ear Knee Left

Concussion Scratches Elbow Leg Both

Dislocation Sprain/Strain Eye Mouth

Electrical Shock Other Face Neck

Fracture None Finger Scalp

STATE CAUSE(S) OF THE UNSAFE ACT AGENCY OF THE MISHAP

Adjust machinery while running Operating at unsafe speed Chemical Stairs/ladders

Did not recognize hazard Op. w/o authorization Debris Vehicle

Disregard instructions Unsafe lifting Electrical Other

Failure to secure/lockout Unsafe loading Hand Tools

Failure to use guard Unsafe position Machinery

Improper procedure Using defective equipment Material Handling

Improper Supervision Using unsafe equipment Radiation

Improper Vehicle operations Other Recreational

Not wearing PPE None Walking / Working Surface

If fire, state class If fire, how was it extinguished

A B C D Water Fog CO2/PKP AFFF Other

Type of Mishap

FAM MVM PVM MCM FTY DIS LWD LDD

First Aid Motor Vehicle Private Vehicle Motorcycle Fatality Disability Lost Work Day Light Duty
What immediate action was taken to correct the contributing conditions?

What steps were taken to prevent the same or similar mishaps in the future?

Additional information: (witness to mishap, contact points, etc.)

Medical Diagnosis:

What medical attention was given?

Investigator: Date

Company Commander/Department Head/Detail OIC/Safety Supervisor Date

15-86
 HAZARDOUS MATERIAL INVENTORY SHEET

Project Number:_________ Project Title:________________________________________ Date:___________________

SIZE NAME QUANTITY HAZARD MATERIAL WASTE
SHOP/ OF CHEMICAL OF ON MATERIAL EXPIRATION PER DISPOSAL MS DS
LOCATION DESCRIPTION CONTAINER STOCKNUMBER COMPOSITION MANUFACTURER HAND CLASS DATE MONTH REQUIREMENTS YES NO
15- 87
5A *Project Plans
**Highlighted Specifications

15-88
5B Site Layout
Shop Drawings
Detailed Slab Layout Drawings
Forming Plans
Rebar Bending Schedule
Other Sketches/Drawings
Technical Data

15-89
 Instructions for Using Report Forms in MS-Word
In the Report Header, fields that have instructional text such as “Enter Title and Location of Construction Contract Here” prompt the
user to enter the information in a specific location, governed by the field. Single mouse click anywhere in the field and the
field will darken. Entry of text/data at this point will delete the instructional text in the field and will be replaced with entered
text/data.

All check boxes are all defaulted as unchecked (i.e.; ). To check the box (i.e.; ), double click the box and the “Check Box
Form Field Options” box will appear. In the “Default value” section of the box, click in the Radio Button for “Checked”, then
click on the “OK” button and the box will be checked.

The “Hour” fields where intentionally not programmed to total. If the Contractor deleted the formula in a field within the
range that was to be totaled, the total would be wrong.

With the ability to [unlimitedly] expand the Contractor Production Report and Contractor Quality Control Representative
Report, their Continuation Sheets are obsolete.

In the footer of each form are data fields for the Sheet number and the total number of sheets in the report (Sheet 1 of 2). The
first number will generate itself when pages of the report are added. But MS-Word will not automatically update the second
number. To update the NumPages field, click the field or the field results and then press F9. You can also click Options in the
Tools menu, click the Print tab, and then select the Update fields check box.

12-A
15-90
 PREPARATORY PHASE CHECKLIST SPEC SECTION DATE

(CONTINUED ON SECOND PAGE) Enter Spec Section # Here Enter Date (DD/MMM/YY)
CONTRACT NO DEFINABLE FEATURE OF WORK SCHEDULE ACT NO. INDEX #
Enter Cnt# Here Enter DFOW Here Enter Sched Act ID Here Enter Index# Here
GOVERNMENT REP
_____ HOURS IN ADVANCE: YES NO
NOTIFIED
NAME POSITION COMPANY/GOVERNMENT
PERSONNEL PRESENT

REVIEW SUBMITTALS AND/OR SUBMITTAL REGISTER. HAVE ALL SUBMITTALS BEEN APPROVED? YES NO

IF NO, WHAT ITEMS HAVE NOT BEEN SUBMITTED?

SUBMITTALS

ARE ALL MATERIALS ON HAND? YES NO

IF NO, WHAT ITEMS ARE
MISSING?

CHECK APPROVED SUBMITTALS AGAINST DELIVERED MATERIAL. (THIS SHOULD BE DONE AS MATERIAL ARRIVES.)

COMMENTS:

ARE MATERIALS STORED PROPERLY? YES NO

IF NO, WHAT ACTION IS TAKEN?
MATERIAL
STORAGE

REVIEW EACH PARAGRAPH OF SPECIFICATIONS.

SPECIFICATIONS

DISCUSS PROCEDURE FOR ACCOMPLISHING THE

WORK.

CLARIFY ANY DIFFERENCES.

ENSURE PRELIMINARY WORK IS CORRECT AND PERMITS ARE ON FILE.

WORK & PERMITS

IF NOT, WHAT ACTION IS TAKEN?

PRELIMINARY

4296/2B (9/98) 15-91-a

12-A-1 SHEET 1 OF 2
 IDENTIFY TEST TO BE PERFORMED, FREQUENCY, AND BY
WHOM.

WHEN REQUIRED?

WHERE REQUIRED?
TESTING

REVIEW TESTING PLAN.

HAS TEST FACILITIES BEEN

APPROVED?

ACTIVITY HAZARD ANALYSIS APPROVED? YES NO

REVIEW APPLICABLE PORTION OF EM 385-1-1.

SAFETY

NAVY/ROICC COMMENTS DURING MEETING.

MEETING COMMENTS

OTHER ITEMS OR REMARKS:

OTHER ITEMS OR
REMARKS

QC MANAGER DATE

4296/2B (9/98) 15-91-b

12-A-1 SHEET 2 OF 2
 SPEC SECTION DATE
INITIAL PHASE CHECKLIST Enter Spec Section # Here Enter Date (DD/MMM/YY)
CONTRACT NO DEFINABLE FEATURE OF WORK SCHEDULE ACT NO. INDEX #
Enter Cnt# Here Enter DFOW Here Enter Sched Act ID Here Enter Index# Here
GOVERNMENT REP NOTIFIED _____ HOURS IN ADVANCE: YES NO
PERSONNEL PRESENT

NAME POSITION COMPANY/GOVERNMENT

IDENTIFIY FULL COMPLIANCE WITH PROCEDURES IDENTIFIED AT PREPARATORY. COORDINATE PLANS, SPECIFICATIONS, AND SUBMITTALS.
COMPLIANCE
PROCEDURE

COMMENTS:

ENSURE PRELIMINARY WORK IS COMPLETE AND CORRECT. IF NOT, WHAT ACTION IS TAKEN?
PRELIMINARY
WORK

ESTABLISH LEVEL OF WORKMANSHIP.

WHERE IS WORK
LOCATED?
WORKMANSHIP

IS SAMPLE PANEL REQUIRED? YES NO

WILL THE INIITAL WORK BE CONSIDERED AS A SAMPLE? YES NO

(IF YES, MAINTAIN IN PRESENT CONDITION AS LONG AS POSSIBLE AND DESCRIBE LOCATION OF
SAMPLE)

RESOLVE ANY DIFFERENCES.

RESOLUTION

COMMENTS:

REVIEW JOB CONDITIONS USING EM 385-1-1 AND JOB HAZARD ANALYSIS

CHECK SAFETY

COMMENTS:

OTHER ITEMS OR REMARKS

OTHER

4296/2C (9/98) 15-92

12-B SHEET 1 OF 2
 CONTRACTOR QUALITY CONTROL REPORT DATE Enter (DD/MMM/YY)
REPORT
(ATTACH ADDITIONAL SHEETS IF NECESSARY)
NO Enter Rpt # Here
PHASE CONTRACT NO Enter Cnt# Here CONTRACT TITLE Enter Title and Location of Construction Contract Here
WAS PREPARATORY PHASE WORK PREFORMED TODAY? YES NO
PREPARATORY

IF YES, FILL OUT AND ATTACH SUPPLEMENTAL PREPARATORY PHASE CHECKLIST.

Schedule
Definable Feature of Work Index #
Activity No.

WAS INITIAL PHASE WORK PREFORMED TODAY? YES NO

IF YES, FILL OUT AND ATTACH SUPPLEMENTAL INITIAL PHASE CHECKLIST.
Schedule
INITIAL

Definable Feature of Work Index #

Activity No.

WORK COMPLIES WITH CONTRACT AS APPROVED DURING INITIAL PHASE? YES NO

WORK COMPLIES WITH SAFETY REQUIREMENTS? YES NO
Schedule Description of Work, Testing Performed & By Whom, Definable Feature of Work, Specification
Activity No. Section, Location and List of Personnel Present
FOLLOW-UP

REWORK ITEMS IDENTIFIED TODAY (NOT CORRECTED BY CLOSE OF BUSINESS) REWORK ITEMS CORRECTED TODAY (FROM REWORK ITEMS LIST)
Schedule Schedule
Description Description
Activity No. Activity No.

REMARKS (Also Explain Any Follow-Up Phase Checklist Item From Above That Was Answered "NO"), Manuf. Rep On-Site, etc.
Schedule
Description
Activity No.

On behalf of the contractor, I certify that this report is complete and correct and
equipment and material used and work performed during this reporting period is in
compliance with the contract drawings and specifications to the best of my knowledge
except as noted in this report. AUTHORIZED QC MANAGER AT SITE DATE

GOVERNMENT QUALITY ASSURANCE REPORT DATE

QUALITY ASSURANCE REPRESENTATIVE'S REMARKS AND/OR EXCEPTIONS TO THE REPORT
Schedule
Description
Activity No.

GOVERNMENT QUALITY ASSURANCE MANAGER DATE

4296/2 (9/98) 15-93 SHEET 1 OF 1

 CONTRACTOR: PROJECT TITLE: 5/12/2003
DFOW LIST CONTRACT NO.:

LIST OF DEFINABLE FEATURES OF WORK (DFOW) PREPARATORY MEETING DATE INITIAL MEETING DATE
SPEC SCHEDULE
SECTION ACTIVITY ID DESCRIPTION PLANNED ACTUAL INITIALS PLANNED ACTUAL INITIALS
15-94

Page ______ of ______

 REWORK ITEMS LIST
Contract No. and Title: Enter Contract # and Title Here

Contractor: Enter Contractor's Company Name Here

CONTRACT
REQUIREMENT
DATE (Spec. Section and ACTION TAKEN DATE
NUMBER IDENTIFIED DESCRIPTION Par. No., Drawing No. BY QC MANAGER RESOLUTION COMPLETED
and Detail No., etc.)
15-95

4296/3 (9/98) SHEET _____ of _______

 CHAPTER 16: PROJECT MANAGEMENT SOFTWARE

16.1 Introduction. We are in a world where the computer has become an important tool to
help make our lives and jobs easier. As the world advances, the Seabees are attempting to keep
stride. We have advanced our project management software from the early days of CM4 and
CM5 to the latest version of Seabee Construction Management (CBCM). CM4 and CM5 were
the first management programs used by the Seabees. They were purchased in the early 1980s
and were used until 1986. Their primary use was to manage our personnel. We rapidly outgrew
these programs and began to search for a replacement. Microtrac 1.5 was a commercial software
purchased by the Seabees in 1986. This software was a big step forward. It gave us the
capability to not only manage our personnel, it also gave us the capabilities to manage our tools,
equipment and our construction activities. This was a great management tool for its time but it
had its limitations. It still lacked all the needed requirements of the Seabees. In the early 1990s
we began to search for another program that could meet all of our needs. After extensive
evaluation of several commercial project management softwares, the decision was made to go
with a contract to develop a tailored project management software that would look and feel like
the Seabees’ system of project management. Monitor Systems Inc. was contracted to use their
construction management software, Task Monitor, and tailor it to the needs of the Seabees. The
result was CBCM. The interim releases of CBCM were 2.0 May, 1996, 2.1 February, 1997,
CBCM 5.12 and CBCM 6.0. After being extensively evaluated by numerous Seabees units, the
latest version (CBCM 7.0) was released. Not only are we now capable of managing our
construction activities and resources but we can update all levels of project management from
Level I to Level III. This gives us the capability to manage all of our projects, both detail’s,
mainbody’s, and even other Naval Construction Division (NCD) units under one system. With
the CBCM project management software we have achieved the goal of not only making a
powerful management tool that incorporates the Seabees’ way of doing business but limiting the
manhour effort required to successfully manage and report on our construction projects. In short
we are now working much “smarter not harder”.

16.2 Initial Project Planning. Before the crewleader can properly input project information
into CBCM, an extensive amount of initial planning is required. It is important to remember that
CBCM is a construction management program designed to update and track the projects’
progress. It was not designed to plan and estimate the project. The most important details
must be done by hand prior to sitting down at the computer. The requirements needed in
advance are listed below:

Project Start Date. This is worked out through your chain of command. Start dates are
established in order to resource level the entire company or battalion.

Availability Factor (AF). This is obtained from the Ops department. It is established by
higher authority and is given to the battalion on the tentative tasking message.

Length of Workday. Hours of the workday are established by S3 working with the
company commanders and detail OICs.

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 Actual Work Hours. Calculated by taking the length of the workday and subtracting travel
time (to and from project), breaks and lunch.

Crewsize. Rough estimate of crew size is obtained by working with your chain of command.

Deployment Calendar. Issued by S3 or the detail OICs.

Project Equipment and Tools. Taken from your hand written CAS sheets. Ensure you
obtain a “Tab A” and a tool list from your deployment site.

Develop Master Activities. These are established by the crewleader or regiment who first
plans the project. If the project has already been planned, ensure you obtain those master
activities.

Develop Construction Activities. Ensure that you use the standard Seabee construction
activity numbers as discussed in Chapter 2.

Develop Logic Network. This is hand drawn initially and uses the method described in
Chapter 3.

Material Take Off (MTO). The MTO must be completed and bounced against the BM.
Material requirement for each individual construction activity must be known.

Construction Activity Summary (CAS) Sheets. Hand written CAS sheets must have the
following information on them:

-Prepared by/Checked by
-Description of Work
-Work Element (from NACFAC P-405) or Manday/Duration calculation (from
experience or other estimating guides)
-Number of actual work hours per day
-Travel Time
-Production efficiency figures (8 elements evaluated)
-Safety, QC and Environmental requirements
-Construction comments
-All resources needed (labor, equipment, tools and material)

Appendix 15-A is a sample hand written CAS sheet.

16.3 CBCM Overview. CBCM is a Construction Management Software Program tailored to

the needs of the Seabees for the purpose of helping them to plan, monitor and control project
schedules and resources. The program is organized in modules that correspond to the three
levels of project management discussed in Chapter 1. An overview of each level is outlined in
the following sections.

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 16.3.1 Level I Overview. Level I in CBCM is called a UNIT. Each UNIT has a
unique name that is assigned by the user and is identified with the .CBU file naming extension.
Each UNIT consists of project summaries representing several Projects; the user makes the
determination of which projects belong to what unit. The data is collected by importing .P2U
files and stored in each UNIT file (.CBU). A unit file is created by importing the P2U files of
one or more projects provided by crewleaders. The crewleader creates a P2U/P2UR (P2UR
includes project resources in addition to manpower) file from a Construction Activity Based
Project (CBP) file for import to the unit file. After entering the Manday Capability of the Unit,
the Operations Staff can track the progress of the unit’s work in comparison to the Baseline and
Estimated on a Level I Bar Chart thus creating a CBU project file. A unit can be a Battalion
Mainbody, Detail, CBU, or any other NCF organization. The data collected and stored in each
UNIT is presented in both tabular and Barchart fashion.

16.3.2 Level II Overview. Level II works with Master Activities (MA). Master
Activities are one level above the Construction Activities and one level below the UNIT. The
Level II is used to group general information on a given project by Master Activities. All
Construction Activities (CA) are placed into MA’s based on the type of work that is to be
performed. For example;
CA# 03110 Prefab forms for Slab, would fall under MA 03 Concrete Construction. The
first two digits of a Construction Activity correspond to the ID number of the respective
Master Activity. The information from all the CA’s in that MA are put together and
tabulated.
This gives the user an “At a Glance” view of the progress of a project. When Level II is accessed
(Master Activities), if Level III schedules exist, Master Activities are created as a result of
Rolling-Up the data of the corresponding Construction Activities. The Master Activity is
equivalent to a Group Summary of all of its associated Construction Activities. Mandays, Dates,
Labor and Equipment and Tool Resources all roll-up to the Master Activity.
NOTE:
The Master Activity screen can be accessed from the Memorial screen. No changes to the
project can be made from this screen. What this means is, the Level II cannot be edited in CBCM
7.0. All information for the Level II comes directly from the Level III.

Various REPORTS can also be printed and/or saved. Level II Reports include:
4. Two types of Barcharts, the Traditional Level II Barchart consisting of Master
Activities, their respective Estimated Mandays and Weighted Percent relative to the
Project that shows graphically if the project is ahead or behind, or a New Gantt.
5. The Situation Report (SITREP/ SITREP FEEDER), which gives the user the
option of attaching two photo’s to the Sitrep along with comments for each photo and
for the overall project. The user can save the SITREP as different file types or simply
print the report.
6. The Master Activity Status Sheet (MASS) that gives the user detailed information
about any MA.
7. The Level II Gantt Chart which is similar to the Level III Barchart.

16-3
 16.3.3 Level III Overview. Level III is where the detail work for planning and
monitoring each project takes place. In Level III, the user is working directly with Construction
Activities.

Generally, the user will give the project a name and define the location where the data files will
be stored. Then, from the Main Menu (Seabee Memorial Screen), by selecting PREFERENCES,
the user will set the project “default” conditions. PREFERENCES is where “project wide”
parameters are set in preparation of starting a project. Some of the parameters include: Project
Title, Number, Start Date, Availability Factor, Length of Work Day and Method for Rounding
Durations. Other Preferences settings include the assignment of non-workdays in a Calendar;
setting default values for Production Efficiency Factors; defining the make-up of a typical crew;
indicating the availability of Equipment and Tools; and setting the date format to be used.

Construction Activities can be added, modified and deleted. The user can perform an Analysis
to calculate start and finish dates, and float for each Construction Activity in the project. Each
Construction Activity can be statused in terms of when work actually starts and how much work
has been performed by a particular date. The user can access the Work Element, Equipment and
Tool Kit tables and assign the respective items to each Construction Activity, if he or she so
desires. The Construction Activities are available in List View, Barchart View and in the
Network. When working in the List View, the user can select one particular Construction
Activity and access all of the information associated with that CA. When working in the
Barchart View, the user can select the resources (Labor, Equipment or Tools) for viewing.
When the Labor resources are selected, it is possible to do “resource leveling” by sliding an
activity that is not critical in order to eliminate conflicts. When working in the Network View
the user can assign relationships between Construction Activities and move the positioning of
the activities around.

A set of Utilities is available that offers the user the ability for combining, splitting and archiving
projects. Project combining is a feature offered in Level III that lets several people work
simultaneously but independently on the same project plan. Project splitting is a feature that lets
the user copy part of the database of a project onto another project. Project archiving is a feature
that lets the user quickly back up the entire database of an existing project. The vehicle used for
accomplishing the project splitting, combining and archiving is a file with the extension CTF.
This tool offers another feature having to do with the ability to update an existing project with
data contained in the CTF file.

The work flow for Level III is as follows: the user adjusts the calendar to reflect all non-work
days, then proceeds to enter a list of activities specifying the Estimated ManDays, relates the
Construction Activities via the Relationships option. Next, the user does an analysis, then goes
to the Barchart View (Gantt Chart) to get a general idea of how long it will take to complete the
project, checks the logic by looking at the Precedence Network on-screen and may arrange the
various logic paths for easy viewing. Reports can be printed at any time.

Also, in Level II and III, the user can prepare a file containing the Project Summary data (P2U/
P2UR) for assignment or transfer to the UNIT or Level I.

16-4
 16.3.4 Project Resource Files. The CBCM program uses resource data provided by the
Civil Engineer Support Office (CESO). CBCM converts that data into a set Master CBCM files
from which specific items can be selected for use by each project.
CESO makes available the lists of Work Elements, Equipment and Took Kits in specially text
formatted files delimited by “:*:” (colon asterisk colon). The CBCM Utilities will import the
data into the corresponding CBCM data file format. CBCM compatible files means that the files
are constructed and formatted in manner that the CBCM program can easily open, read, write,
and close the files. Supplied with the CBCM program disks are the three Project Resource files
already in CBCM format so you will not need to convert the CESO files into CBCM compatible
files. The Resource files are:
CBCM.PEQ Master Equipment List
CBCM.PTK Master Tool Kit List
CBCM.PWE Master Work Element List
Each time that you start a new project, a copy of the Equipment and Tool Kit files is included
with the project data files, consequently, each project has its own set of Equipment and Tool
files. The Work Element file is stored with the program files and is used by all projects.
16.3.5 Archiving and Moving Project Files. The CBCM user should frequently
archive their project using the CTF utilities provided in Level III. The process of archiving will
help protect the user from losing a large amount of work in the event the project files get
corrupted or lost. If the user desires to move a project between two computers, an “archive”
project CTF file should be created, copied to a floppy disk, and used at the new computer to
create a new project using the CTF utilities provided in Level III. Since CBCM creates many
files which can get large, the user should NOT attempt to copy all project files onto a floppy
when moving between two computers. If your computers are connected to a network, the files
may be transferred by using a common network drive. Additionally, a project may be transferred
via e-mail and the internet by including a CTF file as an attachment.
16.4 INSTALLATION OF CBCM 7.0 SOFTWARE. Computer requirements for installation
are as follows:
Hardware:
Any computer with a Pentium II 400
64M Bytes of available Conventional RAM
50M Bytes of Hard Disk to store the CBCM program
5M Bytes of Hard Disk storage for storing the data for a few of the projects.
Printers:
Dot matrix printer: IBM graphics compatible
Laser printer: HP LaserJet Series II compatible printer
Plotter: Any capable of receiving Adobe Acrobat .PDF files, including roll plotters
Software:
Microsoft Windows Operating System (OS) 95, 98, 98SE, ME, NT, 2000, XP
Microsoft Word, Excel, and Adobe Acrobat Reader 4.0 or newer.

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 16.4.1 SPECIAL NOTES. A printer driver must be installed on the computer in order to
export/save any Microsoft Word, Excel, or Adobe Acrobat Reader .PDF file. The installation of
CBCM does NOT alter the original configuration of the Autoexec.bat or the Config.sys files.
However, you should be familiar with how your computer is set-up at boot-up time, because the
way the computer environment is set-up, can impact how CBCM will perform in that
environment.
Getting Started
From CD:
Insert CD into the CD ROM drive
Using Explorer, click on "Start" at the Taskbar, then click on "Run".
The “Run” window will open, click on “Browse” button
The Browse window will open, find the CD Drive and click on it.
You should see the file called “Setup.exe”, click on it. . This takes you back to the “Run”
window and you are ready to proceed with the installation.
Click on OK
Follow the prompts on the screen until the CBCM_7 program is installed.
Now you should see a “green hardhat” icon on your desktop with the name of CBCM_7.
From WWW:
Point your browser to www.2msi.com , and click on the link “Download a Copy of CBCM 7.0”.
This will take you to a screen that asks you if you are a registered user. We will assume for this
exercise that you are a registered user and that you already have a password.
Click on the link “I am a registered user and I already have the password”. This will take you to
a screen where you can download the program. Typically, you will be able to download:
The “Full” installation which includes all the documentation
The “Thin” installation which does not include the P-405, CLH or the Ops Officer
Handbook
If you are using a dial-up line, we recommend that you select the “Thin” installation because the
time to download will be shorter.
The file that you download will be in ZIP form. You will need WINZIP 7.0 or later to unzip it.
Using the Explorer find the file you just downloaded, and double click on it and extract its
contents.
Double-click on "Setup.exe" to install the program. You WILL BE prompted for a password to
“extract” the file. You must be a registered user to get the current password.
Follow all the instructions for installation. For ease of installation and future updates, do not
change the default directory (CBCM_7).
You are now ready to use CBCM. You will find the link to execute the program under Programs
from the Start button and you will also have the “hard hat “ icon on the desktop.
Note: It is highly recommended that you do not run the program from a network
directory. The program will work best if you work with project files that are stored to your local
hard drive. You should normally only use a floppy disk or network drive to backup and transfer
files.

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Upgrading to a newer version of CBCM:
[The following instructions are written with a CTF file as an example. The same basic steps can
be used for the LTF (Level of Effort) and FTF (Fast plan) back up files.]
CTF Roundtrip process:
1. Load CBCM
2. Open your existing project.
3. Select File
4. Select BACKUP/EXPORT Data To CTF
5. Save the CTF file (It is recommended that you save the project created with the old
version of CBCM by using the following convention: The file name should be the
project number followed by the version of the program. ( ie. JK0-885 Exxx.CTF where
xxx is the version of the old program used to create the project. The version number
can be found under the Help, About option on the main menu.)
6. Uninstall the old version of CBCM using the Windows Add/Remove programs feature.
7. Install new version following the installation instructions or by applying an .exe patch.
8. Load CBCM
9. Select Levels II and III at top line menu
10. Select IMPORT a CTF or CTO to Create a New CA Project...
11. Select the CTF file you just created/saved.
12. Save the CBP file (Normally use project number as filename.)
You may also create a new Project File from the CTF file you exported from the older version of
CBCM using the CTF Roundtrip Process. This process also “cleans” corrupt or improperly
working .CBU files. If not up-grading CBCM, skip steps 6, 7, and 8.
Now you are ready to use the new version.

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 16.4.3 File Management
Since users store project information on multiple levels, the program includes several file types
for each level to accommodate the needs of the Crewleader, Company Leadership, and the
Operations Department. Before the Crewleader begins using the software, he/she must first
understand the management of files as they pertain to each of the levels as well as other options.
Construction Activity Based Project File (CBP) – Level II/III
Level II refers primarily to Master Activities, while Level III is where the detail work for
planning and monitoring each project takes place. In Level III, the user is working directly with
Construction Activities and is designated as a CBP file. A CBP file includes all detailed
information found in a project’s Construction Activities and all summary information in the
Master Activities. The Crewleader will typically create and manage his/her construction project
in a CBP file.
CBCM Transfer File (CTF)
A CTF file is created from within a Level II/III CA project file. It allows several personnel to
work on a project at different computers and recombine the data into one project file. The CTF
provides a way to import only specified CA data from one project into another. It is also used to
transfer project data from earlier versions of CBCM to CBCM 7.0. The CTF “clean-ups” CA
projects that seem to have erroneous data or experiences problems in the program. Finally and
most importantly, the CTF allows the user to archive or save a project.
While CBP files may be saved, they are easily corrupted. The CTF file is a condensed snapshot
of the CBP file and maybe E-mailed and electronically transferred with little worry of
corruption. Crewleaders should ensure that CPB files are backed up to CTF’s after each
session. LTF and FTF’s provide similar backup functions for Level of Effort (LOE) and Fast
Plan files respectively.
Project to Unit File (P2U)
Once the Crewleader has completed a CBP file, a P2U file can be created for export. The P2U
file contains the Project Number, Project Title, Project Name, AF, Baseline Duration, Remaining
duration WIP, Actual ManDays, Remaining ManDays, Baseline Project Start and Project Finish
dates, Actual Project Start and Project Finish dates, and Forecast Project Finish date. Project
Summary Data or P2U files are used to import project data from a CBP file, CBL file or CBF
file to a Unit File (CBU). This is the information required by the Operations Department
to track all Construction effort.
Level of Effort File (CBL)
The CBL file does not contain the detailed information found in a typical construction activity
file. A level of effort file is typically used to develop quick estimates of a project’s duration and
total labor requirements. This type of planning is appropriate to Camp Maintenance, OIC
Discretionary, and Training projects.

Fast Plan File (CBF)

The CBF file provides flexibility in planning construction projects in contingency or other short
fuzed environments. Like the LOE files, the Fast Plan does not require estimations at the
Construction Activity level in order to create estimates at the Master Activity or Project Level.

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These projects also allow the user to compare the Manday Capability of a Unit to the Estimated
Labor requirements throughout the deployment.

MPX Files
These are created by exporting CBCM 7.0 data into an MPX format that can be read by MS
Project. This feature allows the user to convert data from one software to another, when higher
headquarters or customers request copies of your schedule in MS Project format.

Other Project Resource Files

The CBCM program uses resource data provided by the Seabee Logistic Center (SLC). CBCM
converts the data into a master set of CBCM files from which specific items can be selected for
use by each project. Each time you start a new project, a copy of the Equipment and Tool Kit
files is included in the project data files (CBP, CTF). Consequently, each project has its own set
of Equipment and Tool files. The Work Element file is a large file that's stored with the program
files and is used by all projects.

In the program, each of these data bases can be exported to an Excel spread sheet and printed for
use as either a planning tool or an overall listing of available resources.

Help
Help in using and understanding the program is included in the software. By selecting the Help
tool bar, a pop-up menu will appear listing all areas of help provided. The Quick Steps User’s
Guide is a quick guide for using the software and includes project planning and scheduling
information. The User’s Guide is a more in-depth definitive step-by-step guide for using the
software. The user also has the ability to choose from the Crewleader’s Handbook, NAVFAC
P405 and the Operation Officers Handbook for further guidance in project planning. The
Additional Help option gives the user electronic mailboxes to request additional information and
a web site for current items of interest.

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Finally, the About option tells the user what version is being used, its release date and
information on the creator of the software.

Located next to the Help tool bar the user will find the License tool bar. Once selected, the user
will view a dialogue box explaining the user's rights and responsibilities as related to registration
and copyright laws.

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16.5 CBCM Level I Creating/Input steps:

The user creates/inputs the LEVEL I using the following steps:

1. Open CBCM program.

2. From the “SEABEE” screen the user selects from the gray menu bar; LEVEL I, then
from the drop down box; CREATE a new UNIT (Import P2U).
3. The user then chooses what the file will be called and where it will be saved. After
selecting the user is prompted to indicate the length of the workweek for the entire
UNIT.
4. Next the user inputs the Start and Finish of the Deployment (deployment duration) or
date range of reporting for the UNIT (for Construction Battalion Units this might be a
year time frame) along with the available Labor Recourses broken down by rate.
0nce the Manday Capability screen is complete select from the Menu bar; File then
Save and Close.
5. This brings you to the Calendar screen where the details of the Deployment Calendar
are entered based on the number workdays in the week that where chosen earlier. The
user simply “Clicks” on a given day and choose what the day will represent by using
the menu box that appears. Numbers represent workdays while corresponding codes
mean others. If a user needs to change a non-workday to a workday, simply “Click”
on that workday. The user is asked to confirm the change. By selecting Calendar
Codes from the Menu bar, the user can view, add and edit the codes. Once complete,
Choose File, Save and Close.
6. This brings you to the detailed Manday Capability (MC) screen where the user can
‘FINE TUNE” the UNIT numbers including Manday Equivalent (ME), Availability
Factor (AF), Calendars, and Direct Labor. Manday Capability can also be changed for
each Sitrep/ Two week period. Again after input/ verification of the information, the
user selects File, Save and Close.
7. The user is now in the Level I Seabee Memorial screen and the UNIT file is ready to
import the Project To Unit files (.P2U). The user will then choose List of Projects
from the menu bar. This takes the user to the List of Projects screen.
8. For a new UNIT file there will not be any projects listed. To add projects the user
selects Edit Unit, Add New Project Summary (P2U). A menu box appears allowing
the user to import the Equipment and Tool resources along with normal Level II
information. The Select P2U to Import button is used to locate the file for importing.
CBCM 7.0 has the capability to import a new file, which is the P2UR. The “R”
signifying Resources. Once the file is selected it now becomes part of the UNIT file.
9. After review and or changes are made the user will then return to the Level I Seabee
Memorial screen and select File; Backup/ Export Data to UTF. UTF meaning Unit
Transfer File. This is a data “snapshot” of the unit file that is designed to take up a
small amount of space so it can fit on a 3.5 floppy or can be e-mailed. Any person
using CBCM 7.0 can, in turn, import this file for viewing and or editing.

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16.6 CBCM Level III Creating/Input steps.

The user creates the LEVEL III using the following steps:

1. Open CBCM program.

2. From the “SEABEE” screen the user selects from the menu bar; LEVEL II and III,
then from the drop down box; CA CREATE a New Project.
3. The user then chooses what the file will be called and where it will be saved. This is
typically the project number. After selection the user is prompted to indicate the
length of the workweek for the entire project. After accepting the work week, the
user is automatically taken to the Set Up Screen shown below.

4. The user then fills out the entire contents of this screen, which consists of:
Project Title, Project Start Date, Start with CA#, Increment each new CA# by,
Deployment Start Date, Last work day of Deployment, Unit, Company/Det,
Rounding (Duration), Availability Factor (AF), Hours of Direct Labor Work,
Date of First Sitrep, Sitrep Interval and Criticality. Some default input can be
used. After input, the user selects; File, then Save and Close. This takes the user
to the Seabee Memorial screen.

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5. From the Seabee Memorial screen the user selects Preferences from the menu bar
then Calendars, Project and Alternate Calendars, Project Calendar as shown below.

Once in the Calendar screen, the user has the ability to change the work and non-work
days. To change a non-workday to a workday the user simply clicks on the day to
change. To change a workday to a non-workday the user has two options.
i. The day to be changed is clicked on and a box appears with a pull
down of choices as to what the non-workday will be. After selection,
click on the Assign Non-Workday button. This works well if there are
only a few days that need to be changed.
ii. Select Add Non-Workday from the menu bar and a box appears with
a pull down of choices as to what the non-workday will be. Once the
type of non-workday has been selected, every day that is clicked on
will have that non-workday code assigned to it. Once completed, the
user selects; File, Save and Close.

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 6. The user returns to Preferences to input the rest of the default information for the
project, including, DF and PEF (Delay Factor and Product Efficiency Factor should
always have comments entered in the remarks column as to why the baseline of 67 has
been changed), and Resources (Labor, Equipment and Tools). Once Preferences are
complete, the user is now ready for Construction Activity (CA) input.
NOTE: All changes in the Preferences will be put on every Construction Activity sheet created.
7. Construction Activities is selected from the menu bar. This is where all input and
updating of Level III information is done. The user will first see a Date box. This box
gives CBCM the ability to change the data date of input. Ensure that the date is
correct in this box, then click on continue. This brings the user to the Construction
Activity list screen.

8. The user next inputs the CA number and title. For each new CA that needs to be added
the user selects Edit from the menu bar then Add NEW Construction Activity. This
brings a new CA to the list for numbering and naming. Remember that the first two
numbers of the CA directly reflects which Master Activity the CA belongs to.
9. Once all the CA’s have been entered the user can then create the Precedence Diagram
by selecting Relationships from the menu bar. The user selects which activity to work
on by using the arrows in the Activity of Interest box shown below.

Activity of
Interest Box

16-14
 Highlighting the CA from the list provided makes selection of a Predecessor or
Successor, to be connected to the Activity of Interest. The user then clicks on the
Assign button for either to make the actual connection. After all connections have
been made the user then runs an Analysis. This is selected from the CA list screen
menu bar. Since the user is in the Planning phase of the project, the user will choose
Baseline All CA’s. NOTE: This step can be completed at any time after all CA’s are
entered.
10. Next the user selects CAS Sheet from the menu bar to input all information pertaining
to that CA. Fill in the entire screen consisting of Description of Work, Method of
Construction (if any), Prepared By and Checked By. Only fill in Constraint Dates if
in fact the activity has to, without a doubt, start and/or finish on a specific date.
Then working from left to right on the menu bar starting with the Work Elements input
the rest of the CA data.

11 After any change in data is made in CBCM an Analysis must be run. This can be done
at various times of input, just as long as one is run before backing-up to a CTF. File,
Save and Close to return to the CA list screen.

16-15
16.7 CBCM Project Updating Steps (SITREP Input).
1. From the Construction Activity List screen the user selects Sitrep Input shown below.

Actual Mandays
Input

Work In Place
(WIP)

2. Fill in the Prepared By box. This is the person doing the input.
3. Fill in the Actual start date of the activity in the Early Start, Actual box.
4. Next, hit enter on the keyboard then input actual mandays used up to day of input.
5. Next, fill in WIP for each Work Element.
6. If the all the Work Elements are at 100%, enter Actual finish date.
Level III Reports:
From the Seabee Memorial screen the user can print and save various reports
including, CAS sheet, Gantt Chart (Level III barchart), List of CA’s, Plans (Safety, Q.C., etc.),
List of Work Elements, Resources (Labor, Tools, Equipment, etc.), Comments, Report
Generator, and Activities and Relationships.

16.8 Sample Reports. The following pages (16-A) are various reports that can be saved and
printed from CBCM.

16-16
 Construction Activity Summary Sheet

Project Number: PH5-800 Project Title: CONSTRUCT BUILDING

Activity Number: 03100 Activity Title: PRE-FAB FORMS

Date Printed: 24 Apr 2003 Prepared By: Checked By:

Baseline Start: 29 May 2002 Baseline Finish: 31 May 2002

Actual: Actual:
Duration Estimated: 3 Days Mandays Estimated: 11.60
Actual: Actual: 0.00

DESCRIPTION OF WORK
PREFAB 1000 SQUARE FEET OF FORMS FOR FOOTERS.

METHOD OF CONSTRUCTION/ASSUMPTIONS

LABOR RESOURCES
Skill required Qty Remarks
Builder 2
Construction Electrician 1
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 0
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 3

PRODUCTION EFFICIENCY FACTOR

Production Factor Remarks
Element
Workload 67
Site Area 60 CRAMPED AREA
Labor 55 INEXPERIENCED
Supervisor 70 EXPERIENCED
Job Conditions 67
Weather 50 RAINY SEASON
Equipment 67
Tactical/Logistical 75 MATRL 100%

Product Efficiency Factor: 65.000 Resulting Delay Factor: 1.031

Availability Factor: 75% Manday Equivalent: 1.125

16-A1
 Construction Activity Summary Sheet

Project Number: PH5-800 Project Title: CONSTRUCT BUILDING

Activity Number: 03100 Activity Title: PRE-FAB FORMS

WORK ELEMENTS
Code Description U/M Qty of ManHrs Work Est.
Work Per Unit Multi MDs
2001 FOOTINGS, FOUNDATION WALLS, GRADE BEAMS; SF 1000. 0.09 1.000 11.60
FABRICATE 0

TOOLS
ID # Description Qty
6013 CABLE ASSY 12-3 AWG 50FT MALE AND FEMALE PLUGS 1
6032 GFCI 1
80019 KIT CARPENTERS TOOLS F/4 MEN 1
82016 SAW CIRCULAR PORTABLE 7 1/4N ELECTRIC 1

EQUIPMENT
ID # Description Qty
064300 TRUCK STAKE 6X6 DED 46000 GVW 1

MATERIALS
BM LI Description Unit Qty LL
1 1 LUMBER 2X6X10' EA 7 No
1 1 NAILS LB 15 No

SAFETY PLAN
Safety Hazard Part Section RAC Control Measure
GUARDS FOR TOOLS 29CFR (B) 1(2) 300 WHEN TOOLS ARE EQUIPED W/
GUARDS CARE WILL BE TAKEN TO
ENSURE PROPER SERVICEA
INSPECTION OF TOOLS 29CFR A 256 ENSURE ALL TOOLS ARE IN GOOD
WORKING ORDER PRIOR TO USE.

QUALITY CONTROL PLAN

Quality Control Requirement Spec. Ref. Action Required
CUTTING OF LUMBER SPEC LUMBER TO BE CUT PERPENDICULAR ,SQUARE
03110 AND PLUMB, AND JOIN TIGHTLY UPON
INSTALLATION.
MATERIAL SPEC ASSURE LUMBER IS OF PROPER SIZE. FREE FROM
03110 VISUAL DEFECTS, CRACKS,CHECKS,AND ROT.
FASTNERS SPEC FORMS TO BE NAILED W/160 DUPLEX FOR
03110 DIMENSONAL LUMBER

COMMENTS
DUE TO RAINY SEASON FORMS WILL BE PREFAB AT BRAVO CO SHOPS AS MUCH AS POSSIBLE

16-A
16-A
2
 List of Work Elements
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

CA # 01600 - MOVE IN
Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
HAUL MATERIALS EA 8 3 3.15 3.0 100.0 1.000
HAUL TOOLS EA 4 1 0.52 1.0 100.0 1.000
HAUL SET UP EA 4 2 1.05 0.0 0.0 1.000
CONEX
CONST PROJ SIGN EA 8 1 1.05 1.0 100.0 1.000

CA # 01700 - MOVE OUT

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
HAUL MATERIALS EA 8 2 2.10 0.0 0.0 1.000
HAUL TOOLS EA 4 2 1.05 0.0 0.0 1.000
HAUL SET UP EA 4 2 1.05 0.0 0.0 1.000
CONEX
REMOVE PROJ EA 2 1 0.26 0.0 0.0 1.000
SIGN
CLEAN JOBSITE EA 30 1 3.93 0.0 0.0 1.000

CA # 02100 - CLEAR AND GRUB

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
CLEARING TREES EA 4 12 6.28 0.0 0.0 1.000
W/STUMPS 6"-12"
DIA. FELL AND
CUT FOR
LOADING
LAYOUT BOUNDS EA 4.5 1 0.59 0.0 0.0 1.000
(BUILDING)

CA # 02200 - EXCAVATE FOR FOOTERS

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
EXCAVATE CD 0.1 20 0.26 0.0 0.0 1.000
USING, TRACTOR
MTD. BACKHOE
3/8 CD BUCKET
HAND EXCAVATE EA 6 15 11.80 0.0 0.0 1.000
TO DEPTH

CA # 02900 - LAND SCAPE

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
TOP DRESS SOIL SY 0.079 500 5.26 0.0 0.0 1.000
BY HAND (RAKE
AND CLEAN)

16-A
116-A
 List of Work Elements
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

CA # 02910 - GRASS SEED

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
SEED AND SY 0.105 500 6.88 0.0 0.0 1.000
FERTILIZE BY
HAND

CA # 02920 - Test
Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
HAULING CD 0.048 10 0.06 0.0 0.0 1.000
CRUSHED
MATERIAL TO JOB
SITE

CA # 03100 - PRE-FAB FORMS

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
FOOTINGS, SF 0.09 1000 11.60 0.0 0.0 1.000
FOUNDATION
WALLS, GRADE
BEAMS;
FABRICATE

CA # 03110 - INSTALL FORMS

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
FOOTINGS, SF 0.07 1000 9.18 0.0 0.0 1.000
FOUNDATION
WALLS, GRADE
BEAMS; ERECT

CA # 03120 - STRIP FORMS

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
FOOTINGS, SF 0.04 1000 5.25 0.0 0.0 1.000
FOUNDATION
WALLS, GRADE
BEAMS; STRIP

CA # 03200 - PRE-FAB RST

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
FABRICATE, 1/2" EA 0.04 150 0.79 0.0 0.0 1.000
OR LESS BY HAND
BENDS
PREFAB RST FOR EA 4 22 11.54 0.0 0.0 1.000
FOOTER

16-A
216-A
 List of Work Elements
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

CA # 03210 - INSTALL RST

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
PLACE RST 1/2" OR EA 0.07 150 1.38 0.0 0.0 1.000
LESS 10 - 20 FT.
LENGTHS
PLACE RST SLABS SF 0.08 350 3.67 0.0 0.0 1.000
ON GRADE,
CONCRETE
PAVING,PRECAST
ROOF PANELS

CA # 03300 - PLACE CONCRETE

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
PLACE CD 1.5 45 8.77 0.0 0.0 1.000
CONCRETE, SLABS
ON GRADE
DIRECT FROM
CHUTE

CA # 04200 - INSTALL CMU

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
PLACE CONCRETE SF 0.16 1045 21.92 0.0 0.0 1.000
BLOCK 8"X8"X16"

CA # 04210 - CMU COMPLETED

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
PLACE CONCRETE SF 0.16 1800 36.00 0 0.0 1.000
BLOCK 8"X8"X16"

CA # 06100 - CONSTRUCT RAFTERS

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
INSTALL TRUSSES BF 0.07 1880 17.26 0.0 0.0 1.000
LIGHT (NAILED)

CA # 06110 - INSTALL ROOF SHEATHING

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
INSTALL SF 0.025 1450 4.75 0.0 0.0 1.000
PLYWOOD ROOF
SHEATHING

16-A
316-A
 List of Work Elements
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

CA # 07300 - SHINGLE ROOF

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
INSTALL SF 0.05 1450 9.51 0.0 0.0 1.000
(INCLUDING FELT
PAPER) ASPHALT
SHINGLES

CA # 16000 - INSTALL U/S ELECT.

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
EXCAVATE CD 13.6 5 8.92 0.0 0.0 1.000
TRENCH FOR
DUCT OR DIRECT
BURIAL CABLE
(16" W X 30" D
MINIMUM) HAND
EVACATING
INSTALL RIGID FT 0.2 50 1.31 0.0 0.0 1.000
STEEL CONDUIT
1"-1 1/2"

CA # 16010 - INSTALL BOXES AND CONDUIT

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
INSTALL FT 0.096 460 5.79 0.0 0.0 1.000
THINWALL (EMT)
AND FLEXIBLE
CONDUIT 1"- 1 1/2"
INSTALL BOXES EA 0.32 12 0.50 0.0 0.0 1.000
FOR TYPE NM
CABLE

CA # 16100 - PULL WIRE

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
PULL WIRE IN FT 0.009 2340 2.67 0.0 0.0 1.000
CONDUIT, 3-600V
CONDUCTORS #7
AWG #12

CA # 16200 - FINISH ELECT.

Description U/M ManHrs Qty of Estimated Work Pct Work Ref
Per Unit Work Mandays Compl Compl Multi Description
INSTALL EA 0.4 12 0.60 0.0 0.0 1.000
RECEPTACLES
AND PLATES
DUPLEX

16-A
416-A
 List of Work Elements
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

CONVENIENCE
OUTLETS
INSTALL EA 0.32 13 0.52 0.0 0.0 1.000
STANDARD
GRADE TOGGLE
SWITCHES AND
PLATES SINGLE
POLE
INSTALL EA 2.4 10 2.98 0.0 0.0 1.000
FLUORESCENT
LIGHTING
FIXTURES
INSTALL FT 1.6 8 1.59 0.0 0.0 1.000
INCANDESCENT
LIGHTING
FIXTURES UP TO
150 WATT,
MEDIUM BASE
SURFACE MOUNT

16-A
516-A
 Environmental Plan
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

CA # 01600 - MOVE IN
Environmental Hazard Ref. Action Required
IDENTIFICATION OF HAZMAT 01.H1 MSDS ON SITE
MATERIAL STORAGE 01.M3 SEPERATE NON COMPATABLES

CA # 01700 - MOVE OUT

Environmental Hazard Ref. Action Required
DISPOSAL 01.H2 ALL HAZMAT/HAZWASTE WILL BE
REMOVED OFF PROJECT SITE IN
ACCORDANCE W/ REQUIREMENTS

CA # 02100 - CLEAR AND GRUB

Environmental Hazard Ref. Action Required
EQUIPMENT SPILL 01.H5 SPILL KIT AND SPILL PLAN
MAINTAINED ON SITE

CA # 02200 - EXCAVATE FOR FOOTERS

Environmental Hazard Ref. Action Required
EQUIPMENT SPILL 01.H5 SPILL KIT AND SPILL PLAN
MAINTAINED ON SITE

CA # 02900 - LAND SCAPE

CA # 02910 - GRASS SEED

CA # 02920 - Test

CA # 03100 - PRE-FAB FORMS

CA # 03110 - INSTALL FORMS

CA # 03120 - STRIP FORMS

CA # 03200 - PRE-FAB RST

CA # 03210 - INSTALL RST

CA # 03300 - PLACE CONCRETE

CA # 04200 - INSTALL CMU

16-A
116-A
 Environmental Plan
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

CA # 04210 - CMU COMPLETED

CA # 06100 - CONSTRUCT RAFTERS

CA # 06110 - INSTALL ROOF SHEATHING

CA # 07300 - SHINGLE ROOF

CA # 16000 - INSTALL U/S ELECT.

CA # 16010 - INSTALL BOXES AND CONDUIT

CA # 16100 - PULL WIRE

CA # 16200 - FINISH ELECT.

16-A
216-A
 Quality Control Plan
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

CA # 01600 - MOVE IN
Quality Control Requirement Ref. Remarks/Results
PROJECT SIGN CONSTRUCT BRIG PROJECT SIGN TO BE CONSTRUCTED
ADE W/3" BLACK BORDER W/ CREWLEADER
AND SAFETY SUP. NAME

CA # 01700 - MOVE OUT

Quality Control Requirement Ref. Remarks/Results
CLEAN UP SPEC ALL DEBRIS CONSTRUCTION WASTE
01250 AND HAZWASTE TO BE REMOVED
PRIOR TO TURN OVER
EXCESS MATERIAL SPEC ALL EXCESS MATERIAL TO BE GIVEN
S TO CUSTOMER,COORDINATION
01250 THROUGH CONTRACTING OFFICER

CA # 02100 - CLEAR AND GRUB

Quality Control Requirement Ref. Remarks/Results
TOPSOIL REMOVAL SPEC ALL USABLE TOPSOIL TO BE REMOVED
02230 FROM CONSTRUCTION AREA AND
STAGED ON SITE FOR USE AT
COMPLETION OF PROJECT
DEPTH OF CUT SPEC AREA TO BE GRUBED TO A MIN DEPTH
02230 OF 6" TO ENSURE ALL VEGITATION
AND ORGANIC MATERIAL IS REMOVED

CA # 02200 - EXCAVATE FOR FOOTERS

Quality Control Requirement Ref. Remarks/Results
SIZE OF EXCAVATION SPEC EXCAVATE TO DIMENSIONS SHOWN ON
02221 PRINTS ONLY LARGE ENOUGH TO
CONFORM TO CONSTRUCTION METHOD
OVER EXCAVATION SPEC OVER EXCAVATED AREAS TO BE
02221 FILLED W/ CONCRETE DO NOT BACK
FILL AND COMPACT.
SPOIL STORAGE SPEC ENSURE SPOIL MATERIAL IS STORED
02221 AS NOT TO BE CONTAMINATED PRIOR
TO REUSE

CA # 02900 - LAND SCAPE

Quality Control Requirement Ref. Remarks/Results
TOP SOIL SPEC TOP SOIL SHALL BE OF GOOD QUALITY
02940 AND HAVE NO MORE THAN 35% CLAY
BY VOLUME
DEPTH OF TOP SOIL SPEC TOPSOIL SHALL BE MIN . 6" IN DEPTH IN
02940 AREAS TO RECIEVE GRASS

CA # 02910 - GRASS SEED

Quality Control Requirement Ref. Remarks/Results
PLANTING CALENDER SPEC SEEDING WILL ONLY BE PERMITTED

16-A
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 Quality Control Plan
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

02951 BETWEEN MARCH TO OCT.

GRASS SED TYPE AND QUALITY SPEC SEED SHALL BE BURMUDA GREEN AND
20952 HAVE A WEED VALUE UNDER 5% BY
VOLUME

CA # 02920 - Test

CA # 03100 - PRE-FAB FORMS

Quality Control Requirement Ref. Remarks/Results
CUTTING OF LUMBER SPEC LUMBER TO BE CUT PERPENDICULAR
03110 ,SQUARE AND PLUMB, AND JOIN
TIGHTLY UPON INSTALLATION.
MATERIAL SPEC ASSURE LUMBER IS OF PROPER SIZE.
03110 FREE FROM VISUAL DEFECTS,
CRACKS,CHECKS,AND ROT.
FASTNERS SPEC FORMS TO BE NAILED W/160 DUPLEX
03110 FOR DIMENSONAL LUMBER

CA # 03110 - INSTALL FORMS

Quality Control Requirement Ref. Remarks/Results
MORTAR TIGHT SPEC ALL FORMS SHALL BE CONSTRUCTED
03302 SO THAT JOINTS ARE MORTAR TIGHT
CHAMFER STRIPS SPEC 3/4" CHAMFER STRIPS SHALL BE
03302 INSTALLED ON ALL EXPOSED CORNERS
SQUARE AND PLUMB SPEC FORMS SHALL BE SQUARE +/- 1/4 " AND
03302 PLUMB +/- 1/8" IN 10 FT

CA # 03120 - STRIP FORMS

Quality Control Requirement
TIME FRAME FOR STRIPPING FORMS
PROTECTION OF CONCRETE
Ref. Remarks/Results
SPEC SLABS ON GRADE SHALL BE CURED A
03300 MIN. OF 3 DAYS PRIOR TO FORM
REMOVAL
SPEC UTMOST CARE SHALL BE TAKEN TO
03300 ENSURE CONCRETE IS NOT DAMAGED
OR MARKED DURRING FORM REMOVAL

CA # 03200 - PRE-FAB RST

Quality Control Requirement Ref. Remarks/Results
MATERIAL SPEC RST TO BE FREE FROM RUST, SCALE OR
03210 OTHER DEFECTS.
LAP DISTANCES 03210 ALL RST TO BE MIN . 40 TIMES THE
DIAMETER
CLEARANCE FROM CONCRETE 03210 ALL RST TO BE MIN. OF 1 1/2 " FROM
SURFACE AIR AND 3" FROM EARTH

CA # 03210 - INSTALL RST

Quality Control Requirement Ref. Remarks/Results

16-A
216-A
 Quality Control Plan
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

SIZES 03210 ALL RST SHALL BE PROPERLY SIZED IN

ACC. W/ PRINTS
LAP DISTANCES 03210 ALL RST TO BE MIN . 40 TIMES THE
DIAMETER
CLEARANCE FROM CONCRETE 03210 ALL RST TO BE MIN. OF 1 1/2 " FROM
SURFACE AIR AND 3" FROM EARTH

CA # 03300 - PLACE CONCRETE

Quality Control Requirement Ref. Remarks/Results
FREE DROP DISTANCE 03300 NO DROP OVER 3' FROM CHUTE W/ OUT
THE USE OF TREMY OR OTHER MEANS
CONCRETE STRENGTH 03300 ALL CONCRETE SHALL BE 3000 PSI OR
GREATER W/ AWAER CEMENT RATIO
SUFFICENT FOR HYDRATION.

CA # 04200 - INSTALL CMU

Quality Control Requirement Ref. Remarks/Results
MORTAR BED 04102 MAX MORTAR BED THICHNESS SHALL
BE 1"FOR FIRST COURSE 1/2"
FOLLOWING COURCES
STORY POLE 04102 COURSES SHALL BE INSTALLED W/
STORY POLE TO ENSURE UNIFORM
APPERANCE

CA # 04210 - CMU COMPLETED

CA # 06100 - CONSTRUCT RAFTERS

Quality Control Requirement Ref. Remarks/Results
MATERIAL 06104 LUMBER SHALL BE FREE OF
CRACKS,CHECKS,AND DEFECTIVE
KNOTS
RAFTER CUTS 06104 ALL CUTS TO BE STRAIGHT AND
PLUMB ,MEET ADJACENT BOARDS W/
OUT GAPS
BIRDS MOUTH 06104 BIRDS MOUTH MUST BE CUT IN RAFTER
AND ALLOW FOR PROPER SEAT ON TOP
PLATE

CA # 06110 - INSTALL ROOF SHEATHING

Quality Control Requirement Ref. Remarks/Results
MATERIAL 06110 3/4" EXTERIOR GRADE PLYWOOD W/
MIN RATING OF CDX
FASTNER SPACING 06110 FASTNERS TO BE SPACED A MIN OF 6"
ON CENTER FOR EDGES AND 10" ON
CENTER IN THE FIELD
STAGGERED JOINTS 06110 PLYWOOD JOINTS TO BE STAGGERED
MIN 4'

16-A
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 Quality Control Plan
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

CA # 07300 - SHINGLE ROOF

Quality Control Requirement Ref. Remarks/Results
MATERIAL 07302 SHINGLES SHALL BE 3 TAB ASPHALT W/
BROWN MINERAL COATING AND SELF
ADHERING STRIPS
FASTNERS 07302 EACH SHINGLE TO HAVE A MIN OF 6
FASTENERS IN EACH ONE AT EACH END
TWO OVER TAB
EXPOSURE 07302 MIN EXPOSURE 5" AND UNIFORM IN
APPERANCE

CA # 16000 - INSTALL U/S ELECT.

Quality Control Requirement
SIZE OF CONDUIT
CAP ENDS WHEN NOT IN USE
CONNECTIONS
Ref. Remarks/Results
16002 ENSURE PROPER SIZE OF CONDUIT FOR
CONDUCTORS TO BE CARRIED
16002 AT COMPLETION OF EACH CONDUIT
RUN ENDS SHALL BE CAPPED TO
AVOID DEBRIS FROM ACCESS
16002 ALL CONNECTIONS SHALL BE RIGID
AND TIGHTENED SO THREADS ARE
COMPLETELY UTILIZED

CA # 16010 - INSTALL BOXES AND CONDUIT

Quality Control Requirement Ref. Remarks/Results
BENDS 16204 ALL BENDS SHALL BE FREE OF CRIMPS
AND KINKS
ALLOWABLE BENDS PER RUN 16204 NO MORE THAN 180 DEGREES PER RUN
W/ OUT THE AID OF A J BOX
CONNECTIONS 16204 ALL EXTERIOR CONNETIONS TO BOXES
WILL UTILIZE LIQUID TIGHT
CONNECTIONS

CA # 16100 - PULL WIRE

Quality Control Requirement
KINKS AND BENDS
SIZE AND NUMBER OF WIRE
Ref. Remarks/Results
16023 ALL CONDUCTORS SHALL BE FREE
FROM KINKS AND BENDS PRIOR TO
INSTALLATION
16023 CONDUCTOR SIZES AND NUMBER OF
MUST ALLOW FOR 75% FREE SPACE IN
CONDUIT

CA # 16200 - FINISH ELECT.

Quality Control Requirement Ref. Remarks/Results
GROUNDING 16035 ALL EXPOSED ELEC. FIXTURES SHALL
BE GROUNDED.
GFCI OUTLETS 16035 ALL EXTERIOR OUTLETS AND OUTLETS
DEEMED DAMPED TO BE GFCI
PROTECTED

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 Quality Control Plan
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

BRACING OF FIXTURES 16035 ALL FIXTURES TO BE FASTENED TO

SOLID BRACING BEHIND WALLS AND
CIELINGS

16-A
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 Safety Plan
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

CA # 01600 - MOVE IN
Safety Hazard Ref. Para. RAC Control Measure
TRIPPING HAZARDS 29CFR 1926.2 743 PRACTICE GOOD HOUSE
5 KEEPING ASSURE MATERIAL
IS NOT UNDERFOOT
FALLING OBJECTS 29CFR 1926.5 710 ALL EMPLOYEES SHALL WEAR
01 HARD HATS WHILE ON THE
JOB SITE

CA # 01700 - MOVE OUT

Safety Hazard Ref. Para. RAC Control Measure
LIFTING 29CFR A(4)(7) 67 PROPER LIFTING TECH. SHALL
BE UTILIZED
BACKING 29CFR A 901 ALL EQUIP. WILL HAVE A
GROUND GUIDE DURRING
BACKUP OPERATIONS.

CA # 02100 - CLEAR AND GRUB

Safety Hazard Ref. Para. RAC Control Measure
UNDERGROUND/UTILITIES 29CFR A 101 ASSURE ALL UNDER GROUND
UTILITIES ARE CLEARLY
MARKED
BACKUP GUIDE 29CFR A 901 ALL EQUIPMENT SHALL HAVE
A GROUND GUIDE DURRING
BACKING UP

CA # 02200 - EXCAVATE FOR FOOTERS

Safety Hazard Ref. Para. RAC Control Measure
OPEN TRENCHES 29CFR A 101 ALL OPEN TRENCHES SHALL
BE CLEARLY MARKED AND
WHEN REQUIRED
BARRICADED
UNDERGROUND/UTILITIES 29CFR A 101 ALL UNDER GROUND
UTILITIES WILL BE CLEARLY
MARKED TO ENSURE
VISIBILITY

CA # 02900 - LAND SCAPE

Safety Hazard Ref. Para. RAC Control Measure
DUST 29CFR A(10) 75 RESPORATORS WILL BE WORN
BY AUTHORIZED AND
PROPERLY FIT TESTED
PERSONNEL

CA # 02910 - GRASS SEED

Safety Hazard Ref. Para. RAC Control Measure
EYE HAZARD 29CFR A(5) 102 EYE PROTECTION SHALL BE
WORN WHERE EVER FLYING

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 Safety Plan
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

DUST AND DEBRIS MAY BE

FOUND.

CA # 02920 - Test

CA # 03100 - PRE-FAB FORMS

Safety Hazard Ref. Para. RAC Control Measure
GUARDS FOR TOOLS 29CFR (B) 300 WHEN TOOLS ARE EQUIPED W/
1(2) GUARDS CARE WILL BE
TAKEN TO ENSURE PROPER
SERVICEA
INSPECTION OF TOOLS 29CFR A 256 ENSURE ALL TOOLS ARE IN
GOOD WORKING ORDER
PRIOR TO USE.

CA # 03110 - INSTALL FORMS

Safety Hazard Ref. Para. RAC Control Measure
TRIPPING 29CFR A 73 DURING THE COURSE OF
CONSTRUCTION ALL DEBRIS
SHALL BE CLEAR OF WORK
AREA
PROTRUDING STAKES 29CFR B 701 STAKES SHALL BE PROPERLY
CAPPED OR FLUSH TO FORMS

CA # 03120 - STRIP FORMS

Safety Hazard Ref. Para. RAC Control Measure
UNCLEAN WORK AREA 29CFR A(1) 56 WORK AREA SHALL BE KEPT
CLEAN AND FREE FROM AL
DIBRIS
PROTRUDING NAILS 29CFR 9 701 CARE SHALL BE TAKEN TO
ENSURE ALL PROTRUDING
NAILS ARE REMOVED OR
BENT.

CA # 03200 - PRE-FAB RST

Safety Hazard Ref. Para. RAC Control Measure
PROTRUDING REBAR 29CFR A 701 ALL PROTRUDING REBAR
SHALL BE CAPPED
FLASH BURNS 29CFR A 301 ALL PERSONS USING CUTTING
RIGS SHALL WEAR PROPER
EYE PROTECTION.

CA # 03210 - INSTALL RST

Safety Hazard Ref. Para. RAC Control Measure
IMPALEMENT 29CFR A 701 ALL STUB UPS SHALL BE
CAPPED
GAS CYLINDERS 29CFR A(1-2) 350 VALVE PROTECTION CAPS

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 Safety Plan
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

WILL BE ON WHEN NOT IN

USE.

CA # 03300 - PLACE CONCRETE

Safety Hazard Ref. Para. RAC Control Measure
SPLASHING CONCRETE 29CFR A 102 EYE PROTECTION SHALL BE
WORN DURING CONCRETE
DISCHARGE.
SKIN EXPOSURE 29CFR D(1-2) PROTECTIVE CLOTHING
SHALL BE WORN TO LIMIT
SKIN TO CONCRETE
EXPOSURE.

CA # 04200 - INSTALL CMU

Safety Hazard Ref. Para. RAC Control Measure
LIFTING (BACK INJURY) 29CFR A(4)(7) 342 PROPER LIFTING SHALL BE
PERFORMED TO LIMIT
ANY/ALL STRESS TO BACK ,
USE LEGS
LIME BURNS 29CFR D(1-3) 97 PROTECTIVE GEAR SHALL BE
UTILIZED TO PREVENT
EXPOSURE OF SKIN TO LIME.

CA # 04210 - CMU COMPLETED

CA # 06100 - CONSTRUCT RAFTERS

Safety Hazard Ref. Para. RAC Control Measure
LADDERS 29CFR A(5) 70 ALL LADDERS SHALL BE
INSPECTED FOR DEFECTS
PRIOR TO USE, IF DEFECTIVE
TAG ASAP

CA # 06110 - INSTALL ROOF SHEATHING

Safety Hazard Ref. Para. RAC Control Measure
HAND RAILS (FALLING) 29CFR A(8) 97 HANDRAILS WILL BE
REQUIRED TO BE A MIN OF 38"
HIGH W/ AT LEAST ONE
INTERM. RAIL
FALLING 29CFR A 104 LIFE LINES SHALL BE
SECURED ABOVE ALL POINTS
OF OPERATION.

CA # 07300 - SHINGLE ROOF

Safety Hazard Ref. Para. RAC Control Measure
LIFTING 29CFR A(4)(7) 67 PERSONNEL WILL CONFORM
TO PROPER LIFTING TECH. OR
USE MHE AS REQUIRED.

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 Safety Plan
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

FALLING 29CFR A 104 LIFE LINES SHOULD BE

SECURED ABOVE ALL POINTS
OF OPERATION.

CA # 16000 - INSTALL U/S ELECT.

Safety Hazard Ref. Para. RAC Control Measure
BROKEN/CRACKED HANDLES 29CFR A 301 ALL HANDLES SHALL BE
INSPECTED FOR DEFECTS AS
WELL AS TIGHT FIT TOOL
ITSELF.

CA # 16010 - INSTALL BOXES AND CONDUIT

Safety Hazard Ref. Para. RAC Control Measure
IMPROPER TOOLS 29CFR B(40) 59 TOOLS NOT SPECIFICALLY
DESIGNED FOR AN
APPLICATION WILL NOT BE
USED.

CA # 16100 - PULL WIRE

Safety Hazard Ref. Para. RAC Control Measure
BROKEN TOOLS 29CFR A 301 ENSURE ALL TOOLS ARE IN
GOOD WORKING ORDER
PRIOR TO USE .
SHARP METAL EDGES 29CFR A 97 GLOVES SHALL BE WORN
WHEN EVER HANDLING
METAL WITH EDGES OR
BURRS.

CA # 16200 - FINISH ELECT.

Safety Hazard Ref. Para. RAC Control Measure
IMPROPER TOOL USAGE 29CFR A 301 ALL TOOLS SHALL BE
HANDLED IN THE PROPER
WAY TO ENSURE A SAFE
WORKING ENVIORMENT.
GROUNDING 29CFR A(4) 414 GROUNDING, SHALL BE
PROVIDED AND BE 25 OHMS
OR LESS.

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 List of Labor, Equipment, Tools and Materials
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

CA # 01600 - MOVE IN
LABOR RESOURCES
Skill required Qty Remarks
Builder 3
Construction Electrician 1
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 1
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 5

EQUIPMENT
ID # Description Qty
064300 TRUCK STAKE 6X6 DED 46000 GVW 1
130500 TRUCK FORKLIFT PRT 4K-6K LB CAPACITY LPG 1

TOOLS
ID # Description Qty
6013 CABLE ASSY 12-3 AWG 50FT MALE AND FEMALE PLUGS 1
6032 GFCI 1
80019 KIT CARPENTERS TOOLS F/4 MEN 1
82016 SAW CIRCULAR PORTABLE 7 1/4N ELECTRIC 1

MATERIALS
BM LI Description Unit Qty LL
1 1 PLYWOOD 4'X8'X3/4" EA 1 No
1 1 LUMBER, POST 4"X4"X10' EA 2 No
1 1 PAINT,LATEX WHITE GL 1 No
1 1 PAINT,LATEX RED QT 1 No
1 1 PAINT,LATEX BLACK QT 1 No
1 1 NAILS 16D LB 5 No

CA # 01700 - MOVE OUT

LABOR RESOURCES
Skill required Qty Remarks
Builder 3
Construction Electrician 1
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 1
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 5

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 List of Labor, Equipment, Tools and Materials
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

EQUIPMENT
ID # Description Qty
064300 TRUCK STAKE 6X6 DED 46000 GVW 1
064400 TRUCK DUMP 10CY 6X4/6X4 DED 52000 GVW 1
130500 TRUCK FORKLIFT PRT 4K-6K LB CAPACITY LPG 1

TOOLS
ID # Description Qty
80019 KIT CARPENTERS TOOLS F/4 MEN 1

CA # 02100 - CLEAR AND GRUB

LABOR RESOURCES
Skill required Qty Remarks
Builder 1
Construction Electrician 1
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 1
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 3

EQUIPMENT
ID # Description Qty
058700 TRUCK DUMP 6X6 30000 GVW 2
453100 LOADER SCOOP WHEEL MOUNTED 4X4 1
485000 TRACTOR CRAWLER DED 195 HP (D7) 1
064300 TRUCK STAKE 6X6 DED 46000 GVW 1

TOOLS
ID # Description Qty
80010 KIT SURVEYORS EQUIPMENT 1
82001 SAW CHAIN GED 18N 1

MATERIALS
BM LI Description Unit Qty LL
1 1 WOOD STAKES EA 12 No

CA # 02200 - EXCAVATE FOR FOOTERS

LABOR RESOURCES
Skill required Qty Remarks
Builder 0
Construction Electrician 1
Construction Mechanic 0
Engineering Aid 0

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 List of Labor, Equipment, Tools and Materials
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

Equipment Operator 1
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 2

EQUIPMENT
ID # Description Qty
058700 TRUCK DUMP 6X6 30000 GVW 1
434000 EXCAVATOR WHEEL MOUNTED HYD OPERATED 1
453100 LOADER SCOOP WHEEL MOUNTED 4X4 1
064300 TRUCK STAKE 6X6 DED 46000 GVW 1

TOOLS
ID # Description Qty
6078 SHOVEL SPOON TELEGRAPH EASTERN PATTERN 93N HANDLE 1

MATERIALS
BM LI Description Unit Qty LL
1 1 CAUTION TAPE RL 1 No
1 1 PLASTIC SHEET RL 1 No

CA # 02900 - LAND SCAPE

LABOR RESOURCES
Skill required Qty Remarks
Builder 0
Construction Electrician 1
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 1
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 2

EQUIPMENT
ID # Description Qty
064300 TRUCK STAKE 6X6 DED 46000 GVW 1

TOOLS
ID # Description Qty
6071 RAKE GARDEN HEAD LEVEL 14-3/4N W X 3-1/4N DEEP 1
6078 SHOVEL SPOON TELEGRAPH EASTERN PATTERN 93N HANDLE 2
6098 WHEELBARROW CONCRETE 5CF METAL TRAY/ 1

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 List of Labor, Equipment, Tools and Materials
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

MATERIALS
BM LI Description Unit Qty LL
1 1 TOP SOIL CY 10 No

CA # 02910 - GRASS SEED

LABOR RESOURCES
Skill required Qty Remarks
Builder 1
Construction Electrician 0
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 1
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 2

EQUIPMENT
ID # Description Qty
064300 TRUCK STAKE 6X6 DED 46000 GVW 1

MATERIALS
BM LI Description Unit Qty LL
1 1 GRASS SEED LB 5 No

CA # 02920 - Test
LABOR RESOURCES
Skill required Qty Remarks
Builder 0
Construction Electrician 0
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 0
Steelworker 0
Utilitiesman 0
Other Crew Members 1
Total Crew Size 1

CA # 03100 - PRE-FAB FORMS

LABOR RESOURCES
Skill required Qty Remarks
Builder 2
Construction Electrician 1
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 0
Steelworker 0

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 List of Labor, Equipment, Tools and Materials
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

Utilitiesman 0
Other Crew Members 0
Total Crew Size 3

EQUIPMENT
ID # Description Qty
064300 TRUCK STAKE 6X6 DED 46000 GVW 1

TOOLS
ID # Description Qty
6013 CABLE ASSY 12-3 AWG 50FT MALE AND FEMALE PLUGS 1
6032 GFCI 1
80019 KIT CARPENTERS TOOLS F/4 MEN 1
82016 SAW CIRCULAR PORTABLE 7 1/4N ELECTRIC 1

MATERIALS
BM LI Description Unit Qty LL
1 1 LUMBER 2X6X10' EA 7 No
1 1 NAILS LB 15 No

CA # 03110 - INSTALL FORMS

LABOR RESOURCES
Skill required Qty Remarks
Builder 2
Construction Electrician 1
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 0
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 3

EQUIPMENT
ID # Description Qty
064300 TRUCK STAKE 6X6 DED 46000 GVW 1

TOOLS
ID # Description Qty
6013 CABLE ASSY 12-3 AWG 50FT MALE AND FEMALE PLUGS 1
6032 GFCI 1
80019 KIT CARPENTERS TOOLS F/4 MEN 1
82016 SAW CIRCULAR PORTABLE 7 1/4N ELECTRIC 1

MATERIALS

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 List of Labor, Equipment, Tools and Materials
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

BM LI Description Unit Qty LL

1 1 LUMBER 2X4X8' EA 10 No
1 1 NAILS 16D LB 15 No

CA # 03120 - STRIP FORMS

LABOR RESOURCES
Skill required Qty Remarks
Builder 2
Construction Electrician 0
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 1
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 3

EQUIPMENT
ID # Description Qty
058700 TRUCK DUMP 6X6 30000 GVW 1
064300 TRUCK STAKE 6X6 DED 46000 GVW 1

TOOLS
ID # Description Qty
80019 KIT CARPENTERS TOOLS F/4 MEN 1

CA # 03200 - PRE-FAB RST

LABOR RESOURCES
Skill required Qty Remarks
Builder 1
Construction Electrician 0
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 1
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 2

EQUIPMENT
ID # Description Qty
064300 TRUCK STAKE 6X6 DED 46000 GVW 1
130500 TRUCK FORKLIFT PRT 4K-6K LB CAPACITY LPG 1

TOOLS
ID # Description Qty

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 List of Labor, Equipment, Tools and Materials
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

80004 KIT GAS CUTTING AND WELDING RIG 1

MATERIALS
BM LI Description Unit Qty LL
1 1 #3 RST LF 50 No
1 1 #4 RST LF 85 No

CA # 03210 - INSTALL RST

LABOR RESOURCES
Skill required Qty Remarks
Builder 1
Construction Electrician 0
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 1
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 2

EQUIPMENT
ID # Description Qty
064300 TRUCK STAKE 6X6 DED 46000 GVW 1

TOOLS
ID # Description Qty
80019 KIT CARPENTERS TOOLS F/4 MEN 1

MATERIALS
BM LI Description Unit Qty LL
1 1 TIE WIRE RL 1 No

CA # 03300 - PLACE CONCRETE

LABOR RESOURCES
Skill required Qty Remarks
Builder 3
Construction Electrician 1
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 1
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 5

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 List of Labor, Equipment, Tools and Materials
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

EQUIPMENT
ID # Description Qty
064300 TRUCK STAKE 6X6 DED 46000 GVW 1

TOOLS
ID # Description Qty
80056 KIT CONCRETE PLACEMENT 1

MATERIALS
BM LI Description Unit Qty LL
1 1 CONCRETE 3000 PSI CY 10 No
1 1 LUMBER 2X6X12' EA 1 No
1 1 PLASTIC 150 SF RL RL 1 No

CA # 04200 - INSTALL CMU

LABOR RESOURCES
Skill required Qty Remarks
Builder 3
Construction Electrician 1
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 1
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 5

EQUIPMENT
ID # Description Qty
064300 TRUCK STAKE 6X6 DED 46000 GVW 1
130600 TRUCK FORKLIFT PRT 6000 LB CAPACITY GED 1

TOOLS
ID # Description Qty
6078 SHOVEL SPOON TELEGRAPH EASTERN PATTERN 93N HANDLE 1
80020 KIT MASON TOOLS F/4 MEN 1

MATERIALS
BM LI Description Unit Qty LL
1 1 BLOCK 8X8X16 EA 655 No
1 1 CEMENT BG 45 No
1 1 LIME BG 11 No
1 1 SAND CY 10 No

CA # 04210 - CMU COMPLETED

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 List of Labor, Equipment, Tools and Materials
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

LABOR RESOURCES
Skill required Qty Remarks
Builder 0
Construction Electrician 0
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 0
Steelworker 0
Utilitiesman 0
Other Crew Members 5
Total Crew Size 5

CA # 06100 - CONSTRUCT RAFTERS

LABOR RESOURCES
Skill required Qty Remarks
Builder 2
Construction Electrician 1
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 0
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 3

EQUIPMENT
ID # Description Qty
064300 TRUCK STAKE 6X6 DED 46000 GVW 1

TOOLS
ID # Description Qty
6013 CABLE ASSY 12-3 AWG 50FT MALE AND FEMALE PLUGS 1
6032 GFCI 1
80019 KIT CARPENTERS TOOLS F/4 MEN 1
82016 SAW CIRCULAR PORTABLE 7 1/4N ELECTRIC 1

MATERIALS
BM LI Description Unit Qty LL
1 1 LUMBER 2X6X16' EA 30 No
1 1 NAILS 16D LB 15 No

CA # 06110 - INSTALL ROOF SHEATHING

LABOR RESOURCES
Skill required Qty Remarks
Builder 2
Construction Electrician 0
Construction Mechanic 0

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 List of Labor, Equipment, Tools and Materials
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

Engineering Aid 0
Equipment Operator 1
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 3

EQUIPMENT
ID # Description Qty
064300 TRUCK STAKE 6X6 DED 46000 GVW 1
130600 TRUCK FORKLIFT PRT 6000 LB CAPACITY GED 1

TOOLS
ID # Description Qty
6032 GFCI 1
6050 LADDER STEP FIBERGLASS 12F NON-CONDUCTIVE 1
80019 KIT CARPENTERS TOOLS F/4 MEN 1
82016 SAW CIRCULAR PORTABLE 7 1/4N ELECTRIC 1
6013 CABLE ASSY 12-3 AWG 50FT MALE AND FEMALE PLUGS 1

MATERIALS
BM LI Description Unit Qty LL
1 1 PLYWOOD 4X8X3/4 SH 12 No
1 1 NAILS 8D LB 20 No

CA # 07300 - SHINGLE ROOF

LABOR RESOURCES
Skill required Qty Remarks
Builder 2
Construction Electrician 0
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 1
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 3

EQUIPMENT
ID # Description Qty
064300 TRUCK STAKE 6X6 DED 46000 GVW 1

TOOLS
ID # Description Qty
6050 LADDER STEP FIBERGLASS 12F NON-CONDUCTIVE 1
80019 KIT CARPENTERS TOOLS F/4 MEN 1

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 List of Labor, Equipment, Tools and Materials
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

MATERIALS
BM LI Description Unit Qty LL
1 1 FELT 15 LB 4'X100' RL 1 No
1 1 ROOFING NAILS 3/4" LB 20 No
1 1 ASPHALT SHINGLES SQ 4 No

CA # 16000 - INSTALL U/S ELECT.

LABOR RESOURCES
Skill required Qty Remarks
Builder 0
Construction Electrician 1
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 1
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 2

EQUIPMENT
ID # Description Qty
064300 TRUCK STAKE 6X6 DED 46000 GVW 1

TOOLS
ID # Description Qty
6064 PICK DIGGING 22OZ HEAD WEIGHT W/ HANDLE 1
6078 SHOVEL SPOON TELEGRAPH EASTERN PATTERN 93N HANDLE 1
80006 KIT ELECTRICIANS TOOLS F/2 MEN 1
80019 KIT CARPENTERS TOOLS F/4 MEN 1

MATERIALS
BM LI Description Unit Qty LL
1 1 CONDUIT 1" 10FT LG EA 8 No
1 1 CONNECTORS 1" EA 16 No
1 1 CAUTION TAPE 150' RL 1 No

CA # 16010 - INSTALL BOXES AND CONDUIT

LABOR RESOURCES
Skill required Qty Remarks
Builder 0
Construction Electrician 1
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 1
Steelworker 0

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 List of Labor, Equipment, Tools and Materials
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

Utilitiesman 0
Other Crew Members 0
Total Crew Size 2

EQUIPMENT
ID # Description Qty
064300 TRUCK STAKE 6X6 DED 46000 GVW 1

TOOLS
ID # Description Qty
6052 LADDER STEP FIBERGLASS 8F NON-CONDUCTIVE 1
80006 KIT ELECTRICIANS TOOLS F/2 MEN 1

MATERIALS
BM LI Description Unit Qty LL
1 1 CONDUIT (EMT) 1" 10' LG EA 8 No
1 1 BOX 4X4 SQUARE EA 5 No

CA # 16100 - PULL WIRE

LABOR RESOURCES
Skill required Qty Remarks
Builder 0
Construction Electrician 1
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 1
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 2

TOOLS
ID # Description Qty
6052 LADDER STEP FIBERGLASS 8F NON-CONDUCTIVE 1
80019 KIT CARPENTERS TOOLS F/4 MEN 1

MATERIALS
BM LI Description Unit Qty LL
1 1 WIRE, BLACK LF 150 No
1 1 WIRE, WHITE LF 150 No
1 1 WIRE, GREEN LF 150 No

CA # 16200 - FINISH ELECT.

LABOR RESOURCES
Skill required Qty Remarks

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 List of Labor, Equipment, Tools and Materials
Project Number: PH5-800 Date Printed: 24 Apr 2003
Project Title: CONSTRUCT BUILDING Data Date: 3 Jun 2002

Builder 1
Construction Electrician 1
Construction Mechanic 0
Engineering Aid 0
Equipment Operator 0
Steelworker 0
Utilitiesman 0
Other Crew Members 0
Total Crew Size 2

TOOLS
ID # Description Qty
6052 LADDER STEP FIBERGLASS 8F NON-CONDUCTIVE 1
80006 KIT ELECTRICIANS TOOLS F/2 MEN 1

MATERIALS
BM LI Description Unit Qty LL
1 1 FLOURESCENT LIGHT EA 1 No
1 1 SINGLE POLE OUTLET EA 3 No
1 1 SWITCH, TOGGLE EA 1 No
1 1 COVER,OUTLET TAN EA 3 No
1 1 COVER, SWITCH, TAN EA 1 No

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GLOSSARY OF TERMS
Actuals – Refers to an item that has been completed. Actual Start is the date the
Construction Activity (CA) started. Actual Finish is the date the CA was completed.
Actual Mandays is the total number of Mandays that have been spent on a particular task
or CA as of the last analysis date.

Analysis – A process by which CBCM assigns Start and Finish dates to Construction
Activities as it traverses the forward and backward path through the network. Analysis
uses the project calendar. It works in conjunction with duration, relationships, Actual and
Constraint dates as it traverses the network. There are several types of Analysis
available. Baseline analysis calculates the schedule for the original plan or while the
crewleader is in the planning phases of the project. (Baseline All CA’s in CBCM). A
Regular analysis is used once the Operations Department (S3) has accepted the project
plan and the crewleader will execute that plan. Regular analysis adjusts the forecast
schedule using the data entered via the Sitrep Input screen but does not change the
baseline schedule.

As-Built – Refers to construction plans and/or drawings that reflect the actual sizes
and/or placement of materials. How something was constructed. For example: The
original plans call for a new underground water line to be installed. While excavating it
is discovered that there is an existing gas line that cannot be moved. The water line has
to be moved to a different place. This change is reflected on the As-Built drawings/plans.
Another name for As-Built drawings/plans is Redline Drawings.

Availability Factor (AF)- Seabees assigned as direct labor are not always available to
put work in place "swing hammers" 100% of the time. Crewmembers may be absent
from the jobsite due to leave, training, sickness, legal problems, etc., etc. The availability
factor presents the average percentage of time crewmembers will be available on the
jobsite based on timecards submitted for that geographical location. Availability factors
are typically provided by higher headquarters and range from 60 to 90 percent. Typical
percentages are .75 for mainbody sites and .85 for detail sites. Contingency projects are
typically planned with an AF of .90.

Baseline – The original construction plan approved by higher headquarters prior to

deployment. All values (Manday Equivalent (ME), Availability Factor (AF), Delay
Factor (DF) etc, etc) were agreed upon by higher headquarters and the unit and will
remain in effect until 45-day review or authorization by higher headquarters. With
regards to schedule: all items (Durations, Dates and Float, etc.) carry the prefix of
Baseline. Example: Baseline Early Finish.

Construction Activity (CA) – A project task that takes a finite amount of time and
resources. Typically, a construction activity is any activity that uses the same crew and
equipment for the entire duration of the activity. An activity has an Early and Late, Start
and Finish dates that are calculated by CBCM. Must start dates can also be assigned to
any activity except the first activity, which is based on the Project Start Date.

G-1
Construction Activity Number – A numeric tag assigned to each CA. The numbers are
assigned automatically by CBCM but they can be edited to meet your number convention
per Master Activity Number. Refer to Crew Leaders Handbook for activity numbering.

Construction Activity Based Project (CBP) – The detailed/working file in the CBCM
program used by the Crewleader for project estimating and updating, producing the Level
II and Level III information.

Construction Battalion Unit (CBU) – The collective information for the entire unit
(Level I) created through the importing of the Project-to-Unit (P2U) files.

Construction Text File (CTF) – The compressed data file used by CBCM for safe
saving, storage (archiving) and transferring of all data for a particular project. This file
can also be zipped.

Constraint Dates - Must Start ON and Must Finish ON - These are dates you may enter
to force a CA to start on a specific date or finish on a specific date. Analysis treats the
Must Start ON and Must Finish On very similar to the way it treats Actual Dates.

Crew Size (CS) – The amount of personnel assigned to complete a particular task.

Critical Activity – An activity in the Critical Path. If a critical activity starts late it will
extend the duration of the project past its finish date.

Critical Path – The longest (time) path through the Precedence Diagram based on an
analysis of the duration of each activity and the relationship type and lag values.

Data Date – The date selected by the user to be used to status the project. When an
Analysis is performed, the Data Date will reflect this date as the date when the Last
Analysis was performed. All forecast information is based on this date

Default – A condition or value selected automatically by CBCM prior to requiring user

action.

Delay Factors (DF)– The delay factor is an efficiency rating of the crew for the project
based on eight production efficiency factors (PEF). Only those factors that affect the
crew on the jobsite such as weather, experience, site conditions, etc. are considered. A
delay factor must be calculated for every activity. The Mathematical equation for delay
factor is DF=67/PEF.

Delete an Activity – A CBCM command that removes a CA from the project.

Deployment – A period of time, typically Six months, when a UNIT is tasked to deploy
and execute the plan.

Design Change Directive (DCD) – A change to the project plans or specifications sent to
the Crewleader via the ROICC office and Q.C. department.

G-2
Direct Labor (DL)– All labor expended directly on assigned construction task, either in
the field or in shops, which contributes directly to the completion of the project: Non-
administrative.

Duration (DUR)– The number of workdays required to perform a task. In the case of
Baseline Duration, the workdays are contiguous. Forecast duration does not necessarily
require that the workdays be contiguous. (Contiguous – Adjacent in Time, Immediately
proceeding or following.) <MD=CS x DUR x ME x AF>

Early Start/Early Finish Dates – The earliest dates that a CA may start and be
completed based on the CA's duration and the duration and relationships of all CA’s in
the project. CBCM analyzes the project and calculates the Early Start and Early Finish
dates for each CA.
Earned Mandays – The number of Estimated Mandays for a given CA multiplied by the
Percent Complete.
Error Message (Run Time Error, RTE)– A message box that appears on the screen
alerting the user that he or she has requested an action that is not allowed by CBCM.
Estimated Mandays – The number of Mandays agreed to by the unit and higher
headquarters, required to perform a particular task. In this context, “Estimated” is
referred to as “Baseline”. Estimated Mandays refers to Baseline Duration. The preferred
name for Estimated Mandays is Baseline Mandays.
Estimated Remaining Mandays – The number of Mandays remaining with respect to
the Baseline schedule.
Fast Plan – A separate method to plan a schedule that uses the manday equations for
estimating task durations and comparing estimate to manday capability of a unit. Carries
a CBCM file extension of CBF.
Field Adjustment Request (FAR) – The form in which the crewleader request an
alteration to the original project plans due to situations such as site conditions differing
from the original plans or print defects discovered by the crewleader. The ROICC has
final approval on FARs.
Forecast – Refers to the current assessment. It applies to Dates, Duration, Float and
Mandays. Example: Forecast Mandays to Complete refers to the current assessment of
how many Mandays are required to complete the task.
Float –Equals the number of days an Activity can be delayed without extending the
scheduled Project Completion date. Float Equation: Late Start minus Early Start, or Late
Finish minus Early Finish.
Frames and Pages – In CBCM, a frame is one segment of a Precedence Network or a
Gantt Chart. Each Frame can have multiple pages. When a report contains data that
requires multiple pages and requires that they be ordered in a sequence according to time
or logic, it is necessary to organize the report in terms of frames and pages.

G-3
Gantt Chart – A graphic representation on-screen or on paper that includes text and
graphics. The text content is on the left side of the report and includes the description of
each CA. The graphics content consists of two rectangles; the larger rectangle represents
the baseline information and smaller rectangle the forecast and actual. The length of the
rectangle represents duration. The rectangles are positioned in such a manner that the left
corner of the rectangle coincides with the start date of the CA and right corner of the
rectangle coincides with the finish date of the CA. The rectangles are placed in reference
to a date strip shown at the top of the screen. A darkened area inside the smaller rectangle
indicates percent Complete. Float is shown by a dotted line.

Indirect Labor – Includes all labor required to support construction operations but which
does not contribute directly to the completion of a project.

Lag- The minimum delay in days, put in by the crewleader, from one CA to another.

Last Analysis Date – The Data Date used when the most recent Analysis was performed.
The forecast is based on all information entered up to the Data Date.

Level I – A view of a unit’s tasking at the project level. Same as a UNIT.

Level II – Summary reporting of CA effort using the 16 divisions of the Construction

Standards Institute (CSI) and modified by NAVFAC to include the 17th division
(Expeditionary Structures). These divisions are called Master Activities.

Level III – A detailed view of a project from the Construction Activity (CA) perspective.

LOE – Level Of Effort. A separate method available to plan and track projects when
insufficient data precludes development of a detailed Construction Activity Project.
Typically used for camp maintenance, CO discretionary, or training projects. Carries a
CBCM file extension of CBL.

Logic Network – To determine logical sequence in which activities should be

accomplished, it is the first step in developing a construction schedule by the crewleaders
evaluating each construction activity and determining its relationship with the other
activities. Logic Networks show dependencies between construction activities.
Manday Capability (MC)– The number of mandays a unit’s Direct Labor Force can
complete in a set period of time. <MC=DL x WD x ME x AF>
Manday Equivalent (ME)– The actual man hours worked “swinging hammers” on the
job site during a workday. It is the length of the workday, minus lunch, breaks, and
travel time to and from the job site, divided by 8 (the number of hours in a manday).
Mandays to Complete – The number of Mandays Forecast to finish the task.
Mandays Remaining – The number of Mandays in the Baseline Estimate or tasking
minus the Mandays Earned to date.

G-4
Negative Float – Late Start minus Early Start, or Late Finish minus Early Finish. If the
calculation produces a negative number, then an Activity has been planned to start earlier
then logically possible, or the Activity started earlier then planned. This may indicate a
deviation from the Logic Network or a logic problem that may impact the Scheduled
Project Completion date.

Percent Complete Earned – Work in Place (WIP) represented as a percentage.

Percent Complete Baseline – Expected Work in Place on the Data Date according to the
Original Baseline Estimate.

Project – A collection of Construction Activities organized to represent the execution of

a plan.

Project Number – A unique identifier used for each project, set by Higher Headquarters.
The name of the file defaults to the Project Number.

Project Title – Name or description of project set by Higher Headquarters.

Project_to_Unit File (P2U) – A project summery data file sent from the crew leader
after having updating their project information to the operations department for importing
to the Level I.

Relationships – The interaction between CA's in a logical sequencing using links to

determine Predecessors and Successors.

Relationship Types – FS, FF, SS, SF

FS (Finish to Start)
Activity A must Finish “x” number of days before Activity B can Start

FF (Finish to Finish)
Activity B cannot Finish until “x” days after Activity A Finishes

SS (Start to Start)
Activity B cannot Start until “x” days after Activity A has Started

SF (Start to Finish)
Activity B cannot Finish until “x” days after Activity A Starts.

In the definitions given above, “x” corresponds to LAG. Lag is delay time
between CA’s measured in days. It can be a positive or negative number. You may think
of Lag as the time-link between CA’s.

Request For Information (RFI) – A form in which the Crewleader requests clarification
on prints and specifications via their Q.C. department and ROICC office.

G-5
Resident Officer In Charge of Construction (ROICC)- Provide joint inspections with
the Unit. Liaisons with customer / designer regarding any changes, reviews daily
inspection reports from the Unit. Conduct final inspections, generates punch list, accepts
facility/project, turns project over to PW for maintenance responsibility.
Risk Assessment Code (RAC) – The level of misshape threat calculated through the
charting the probability of a mishap and level of severity if mishap were to occur giving
you a number level ranging from 1 the highest to 5 the least sever.
Situation Report (SITREP) – The report submitted monthly in which the Unit reports to
Higher Headquarters its progress based upon Work-in-place (WIP). This is the Level I.
Included in the SITREP is the scheduled and actual percent complete based off the Unit’s
updated Level II’s and photographs.
Slip – The difference between the Baseline Early Finish and the Forecast Early Finish.
Positive Slip is bad while negative Slip is good.
Tasked Mandays – The number of mandays of work assigned by Higher Headquarters
to be completed within a given time period.
Total Estimated Mandays – The number of Mandays agreed to by higher headquarters
and the tasked unit, required to perform a specific task or project. In this context
“Estimated” refers to “Baseline”. Estimated Mandays refers to Baseline Duration.
Estimated Mandays is the same as Baseline Mandays. The word “Total” in this case
refers to the fact that it includes Earned Mandays completed by another unit BEFORE the
current deployment, Estimated Mandays to be completed during the deployment, and
Estimated Mandays to be completed by another unit AFTER the current deployment
Total Mandays at Completion – The number of Mandays forecast to complete the task.
If the task has not started, then the Total Mandays at Completion is the same as the
Estimated Mandays. If the task has started, then the Actual Mandays plus the Forecast
Mandays to Complete defines the Total Mandays at Completion.
Today’s Date – Defaults to the computers systems date. It should reflect the current date.
Unit – In the context of CBCM, it refers to all projects assigned to an organization to be
completed during a deployment. This may be all inclusive of the Command or broken
out by Detail sites.
WIP – Work in Place. The measurable quantity of work that is complete.
Workday (WD)– A day when work can be performed. Conversely, a Non-Workday is a
day when no work can be performed. Both workdays and non-work days are calendar
days.
45-day Review – Approximately 45 days into a deployment, Higher Headquarters will
conduct a complete review of performance to date. During this time project schedules
and tasking may be adjusted.

G-6