hb construction coordinators

Construction Coordinators Handbook

C o n s t r u c t i n g O u r F u t u r e

Bechtel Construction Operations Incorporated

Forward Construction Coordinators Handbook

2003:Rev. 1 Construction Coordinators Handbook Page 1 of 30 Bechtel Confidential 2003 Bechtel Corp. All rights reserved. Contains confidential information proprietary to Bechtel not to be disclosed to third parties without Bechtel’s prior written permission.

This handbook is not under controlled distribution and the current version of the Handbook is posted on the BecWeb. It has been developed to assist in the training and development of Bechtel Construction Coordinators and is part of Bechtel’s overall technical training program. This handbook provides useful guidance, information, and data to assist Coordinators in making day-to-day decisions from the proposal to project execution stage. The Rev. 1 version of this manual is a complete Re-Write of the 1992 Rev. 0 version, thus there are no markers showing changes from Rev. 0 to Rev.1. The handbook does not replace codes, standards, procedures, or engineering specifications. The handbook does, however, provide a ready reference guide that may be used in conjunction with the project requirements. The term construction coordinator and construction proposal manager are used throughout this manual. The construction proposal manager performs the upfront work on a project and turns over the project at Notice To Proceed to the site manager and construction coordinator. Some Bechtel offices may not have a construction proposal manager. In these cases, the construction coordinator typically assumes this role. Construction chief engineers and subject matter experts are an extension of the construction coordinator program and their expertise should be used accordingly.

Table of Contents Construction Coordinators Handbook


TABLE OF CONTENTS

Section 1 Introduction

Section 2 Duties and Responsibilities

Section 3 Commitment to Continuous Improvements

Section 4 Bid / Proposal Development

Section 5 Early Project Developments

Section 6 Project Executions

Section 7 References

Section 1 Introduction


The Construction Coordinator program utilizes experienced, full-time Construction personnel in the Global Business Unit (GBU) office on a permanent or rotational basis. Construction Coordinators are typically assigned from pre-Notice to Proceed (NTP) on a project until engineering is approximately 90% complete. The number of Construction Coordinators assigned to a project will normally vary from one to three, but will depend on the project size, scope and degree of risk. Construction Coordinators will normally be:

• Lead Field Engineers with potential to be PFEs • Lead or key superintendents • Field engineering specialists • Potential Site Managers

The Construction Coordinator serves as a vital link between Construction and other project team members. As such, it is imperative that the Construction Coordinator fully understands the duties and responsibilities of the position to be most beneficial to the project. This handbook describes the duties and responsibilities of the Construction Coordinator and is intended to provide the basis for orientation training for newly assigned coordinators. Specifically, this handbook:

• Summarizes the specific responsibilities of the Construction Coordinator during the various phases of a project:

o Bid / proposal development o Early project development o Project implementation

• Provides lists of available reference manuals Since this handbook is intended for use in conjunction with orientation training, it will not be issued as a controlled document. Periodic revisions to the handbook will be made by Bechtel Construction Operations Incorporated as required to keep the training information current. The most current version of the handbook will be posted on the BecWeb.



GENERAL This section provides typical duties and responsibilities for members of the construction project team. Specific duties and responsibilities may vary by the nature and scope of the project.

Construction Manager/Construction Proposal Manager The Construction Manager/Construction Proposal Manager is typically assigned to the GBU office, works for the Manager of Construction and is responsible for the successful completion of all activities related to the construction of one or more construction projects. Typical duties and responsibilities of the Construction Manager/Construction Proposal Manager include:

• Directs the overall planning and organization of the construction efforts of assigned projects including: - Overall construction execution plan - Construction site layout - Construction project organization including initial non manual staffing plan - Standard and special field operation procedures

• Establishes required construction reporting procedures and formats in coordination with the Client, Project Management and Project Controls

• Reviews construction cost, estimates, budgets, forecasts and schedules for assigned projects

• Provides construction management guidance to project personnel in all facets of the project execution including labor/industrial relations, staffing, material delivery, and contract/subcontract administration

• Coordinates project planning and execution strategies with Business Line personnel

• Provides construction management guidance and direction to the Site Manager

• Oversees the development of proposal plans, project procedures, environmental control plans, quality controls plans, public relations programs, and construction equipment plans

• Ensures that corporate construction policies and procedures are effectively implemented on assigned projects

• Reviews and approves preliminary project estimates and schedules as required

• Participates in project review meetings when approvals of project budgets and schedules are required

• Monitors project field labor productivity distributable expenses, safety performance and schedule performance

• Participates in proposal preparation by: - Concurring with the proposed project schedule and execution strategy - Providing expertise on construction methods and equipment - Concurring with labor productivity estimates - Developing with distributable expense estimates - Working with Labor Relations / Industrial Relations on wages and benefits



Site Manager The Site Manager has overall responsibility for the organization and direction of construction site activities at the project site. The Site Manager is typically assigned early in the project schedule to facilitate preplanning and constructability reviews. Typical duties and responsibilities of the Site Manager include:

• Responsibility for all work performed on site by direct hire crafts, subcontractors and inspections/tests by non-manual employees

• Provides input to the project execution plan

• Manages the staffing of the site construction organization

• Establishes and implements the project construction schedule, execution methods, staffing charts, and construction materials and equipment requirements plan

• Controls all construction site expenditures for labor, equipment, materials and services, and ensures that field operations are performed within budget

• Ensures overall project adherence to safety and quality requirements

• Establishes appropriate procedures and controls to ensure that all construction work is in compliance with engineering design requirements

• Ensures that corporate policies and procedures are fully implemented at the site

• Implements the site labor/industrial relations program

• Maintains client relationship and is the primary contact with the client regarding communications on field activities and community relations

• Develops, implements and administers the construction site security plan

• Coordinates all construction site contracting activities and participates in contract and subcontract negotiations

• Directs the development and implementation of the site training program

• Directs the overall project safety, health and environmental control programs to ensure strict adherence to appropriate federal, state and local permits/consents and regulations

Project Field Engineer

The PFE is typically assigned to the project in the engineering office at contract award prior to locating to the field. The PFE will work with the Site Manager and Construction Coordinator.

Construction Coordinator The Construction Coordinator is typically assigned to a project in a GBU Office as the Construction representative on one or more projects. In this capacity, the coordinator serves as the liaison between Construction and other members of the project team. The Construction Coordinator ensures that Construction requirements are made known to the project team and that Construction responds to the needs of other project team members The duties and responsibilities of the Construction Coordinator include:

• Develops constructability concepts and provides guidance to the design effort during the early phases of the project



• Leads constructability review on the project on an ongoing basis during the design process

• Works with Engineering to be sure BESH requirements are incorporated into the design, layout and specifications

• Participates in design development and suggests economical construction details to be incorporated into design drawings and specifications, utilizing "lessons learned" from other projects and construction "best practices" as-summarized on the BecWeb and Construction Knowledge Bank (CKB)

• Monitoring and tracking engineering actions items

• Monitoring the completeness of engineering deliverables

• Interpreting construction work package scoping for engineering and making sure that engineering deliverables are complete for construction work packages to support the construction schedule

• Representing construction in the weekly engineering schedule review meetings and making sure that engineering meets its schedule obligations

• Interfaces with other Coordinators and Chief Construction Engineers to implement economical construction methods and techniques for use on assigned projects

• Provides input to the overall construction execution plan including site layout, equipment, materials, and construction organization

• Assists in subcontract formation and project team evaluations of GBU issued contracts and subcontracts, e.g., site development, heavy haul, piles, tank erection, etc.

• Assists in the development of Field Non-Manual staffing plans for the Construction Manager and/or Site Manager

• Assists in the development of a project construction equipment plan for the Construction Manager and/or Site Manager

• Assists PFE to develop project specific Construction Procedures and Instructions as required and reviews SWPPs for implementation

• Utilizes the plant design model to identify construction sequencing

• Coordinates or inputs data in TEAMWorks™ and Setroute™

• Helps develop the layout of temporary facilities in conjunction with the Construction Manager, Site Manager and Design Engineering

• Coordinates development of rigging and equipment plans with the Bechtel certified rigging engineer and BEO Representative

• Assists in the development of the construction portion of the Project Automation Plan including analysis of Bechtel and subcontractor automation tools for compatibility to maximize information transfer

• Coordinates efforts and activities with the Site Manager/PFE and furnishes answers and feedback at the project weekly progress review meeting

• Participates in Home Office and field meetings with project team members, other Bechtel entities, and client personnel, as required, e.g., project review meetings

• Identifies potential problem areas or trends and works on TIC and continuous improvement issues



• Maintains communications with the field organization and Office project team members regarding significant problem areas and potential solutions

• Assists the Site Manager in developing corrective action plans to mitigate trends and variances to project budgets and schedules

• Monitors Home Office purchased item expediting reports and coordinates with Procurement to expedite potentially late deliveries which may jeopardize the project schedule

• Participates in the preparation and review of construction cost estimates, budgets, forecasts, and schedules

• Reviews project cost trends and forecasts at project team review meetings for accuracy of the data assembled

• Collects and distributes “lessons learned” to the Lead Construction Coordinator and Chief Construction Engineers as they develop on the project for approval and incorporation in the “lessons learned” database

• Performs and coordinates the construction review of Design Engineering, Procurement/MPAG, drawings and specifications

• Coordinates the construction review of vendor drawings, shop fabrication details, erection procedures, on behalf of construction and advises the PFE and/or Site Manager of any potential problems

• Attends progress review meetings with major equipment vendors, e.g., boilers, HRSG, CT(s), ST(s), Compressors, vessels and monitors guaranteed quantities

• Coordinates with construction personnel in other offices if part of the project is executed from there, e.g., New Delhi, Bantrel

• Provides feedback at coordinator meetings on project issues

• Accommodates field personnel when they are in the home office

• Champions the development of work packaging plan for the project

• Utilizes subject matter experts on construction issues

• Works with jobsite implementation of standard work process procedures (SWPPs) Additional Construction Coordinator duties and responsibilities are discussed in subsequent sections of this handbook.

Chief Construction Engineer Chief Construction Engineers with strong backgrounds in Civil, Mechanical/Piping and Electrical fields are assigned to some GBU Offices. Their relationship with the Construction Coordinator is as follows:

• Source for Construction Coordinator to go for technical advice

• Liaison with Engineering Design Chiefs office on engineering standards and drawing standards

• Conducts training workshops

• Field audits



Bechtel Equipment Operations (BEO)

Proposal Estimating Manager

The BEO Proposal Estimating Manager is normally located in Louisville, KY and will assist the Construction Proposal Manager, Construction Manager and Construction Coordinator in developing the construction equipment plan for the project. The Duties and responsibilities of the BEO Proposal Estimating Manager include the following:

• Provides input to the overall construction execution plan including site layout, construction equipment, tools, heavy lift and heavy haul plan

• Assists in the development of a project construction equipment plan for the Construction Manager and/or Site Manager

• Assists in the development of heavy lift/heavy haul equipment plans with the Bechtel certified rigging engineer

• Develops Project Construction Equipment Schedule including: - Equipment Bare Rental Rates - Mob/Demob costs - Estimated Project Purchases - Maintenance Labor and Consumable costs - Custom, Duties and Taxes - Construction Equipment Shipping Schedule - Insurance

• Pursues equipment for the project from BEO yard, other projects and local sources

Section 3 Commitment to Continuous Improvement


Bechtel Construction Operations Incorporated is fully committed to the continuous improvement process. This process is a commitment to a way of managing and improving Bechtel’s work processes and personnel resources that will result in sustained delivered value to Bechtel’s clients. Continuous improvement cannot be captured or formulated in a specific program or set of procedures but involves the use of many programs, tools, and techniques. It is not a new program that overlays existing work but a focus on the way current work is being executed. Total Quality Management, Demming, Commitment to Continuous Improvement, Total Installed Cost and Six Sigma are just some of the efforts conducted through the years to make improvements at Bechtel. It is a continuous, never-ending cycle. On a project, the Project Manager, Construction Manager and Site Manager are ultimately responsible for integrating continuous improvement into the implementation of all project activities in the GBU and at the site. As a critical member of the project team, however, the Construction Coordinator is responsible for integrating continuous improvement into the execution of all assigned activities throughout all phases of the project. To successfully implement continuous improvement, the Construction Coordinator should become fully involved and committed to the continuous improvement process and: • Participate in team building sessions • Set individual goals to be compatible with the project objectives • Maintain and encourage open communications with all members of the project team • Be part of the latest Bechtel improvement process program The Construction Coordinator should continuously review these action items throughout the project schedule and continually recommit to the process.


2003:Rev.1 Construction Coordinators Handbook Page 10 of 30 Bechtel Confidential 2003 Bechtel Corp. All rights reserved. Contains confidential information proprietary to Bechtel not to be disclosed to third parties without Bechtel’s prior written permission.

GENERAL This section describes the bid development process in the GBU. While the process described is generally followed throughout Bechtel, it may vary by Business Line. BUSINESS LINE PROJECT DEVELOPMENT The Business Line has ultimate responsibility for the proposal and project development process. Each functional department, including Construction, is responsible for making staff resources available to the Business Line to provide timely and cost-effective support within its area of responsibility to ensure the success of the proposal. The Construction Proposal Manager is assigned during the development stages of a project and stays until NTP where a formal hand-off is made to the Site Manager and the rest of the construction team. At times, the Construction Coordinator is assigned during the development stages of a project and continues with the project after NTP. Thus, the Construction Coordinator, at times, will function as the Construction Proposal Manager. Bid/No Bid Decision Each identified prospect should be evaluated by the business line, including Construction, to determine whether or not to pursue the opportunity to bid on a particular project. Once the decision has been made to pursue the RFP, the Business Line and the proposal strategy team must develop a strategy to win the proposal. Construction will be part of this proposal strategy team. Also, once the decision has been made to pursue a project, Bechtel personnel at various levels, usually headed by Business Development, should make appropriate contacts with client personnel at corresponding levels. These contacts are intended to continue the development of a working relationship between Bechtel and the client, improve Bechtel's understanding of the clients needs, and to acquaint the client with Bechtel's personnel at several levels. The Construction review should include completion of the Gurun guidelines - an internal analysis of whether to use union or open shop labor or perform the work with subcontractors. No contact with the Building Trades will occur until the execution approach is determined and the Manager of Construction gives permission to contact the Building Trades. During this phase, the Construction Proposal Manager and the appropriate Construction Manager, will prepare detailed work plans, budget, and schedule for the proposal development. Bidding Strategy Once the decision is made to respond to an RFP, a proposal strategy team is set up to develop a strategy to win the proposal. Construction is part of this strategy team and will identify the critical issues that are relevant to the construction portion of the RFP. Several issues have been discussed in the previous Sections. Other issues include construction approach, (e.g.



direct hire or subcontract, union or open shop, camp or non-camp job, etc.) influence on design, and joint ventures with other construction companies. At this point, the basic construction approach is determined and whether or not a joint venture with other companies will be pursued. Proposal Cost and Schedule The Construction Proposal Manager, with the direction and approval of the Construction Manager, will develop the Construction budget and schedule of activities related to the proposal effort. The proposal budget and schedule for Construction will be reviewed with the Business Line , usually the Project Proposal Manager, responsible for the proposal to ensure that they are in line with the budget and schedule of the overall effort. The proposal budget and schedule for Construction will typically include the following activities:

• Making a Site Visit and Report • Performing a Labor Assessment • Reviewing License/Permit Requirements • Developing the Construction Approach • Developing a Productivity Assessment • Developing a Non-Manual Staffing Plan • Assisting other Departments that will require Construction input • Housing Review • Participating in estimating Reviews • Environmental evaluations • Developing a division of responsibility with subcontractors and possibly meet with key

subcontractors • Assist in development construction and Start-Up schedules

SITE VISIT Construction will typically include a site visit as one of its critical activities. Some of the items that should be investigated during the site visit include the following:

• Construction Site Location, Climatic Conditions and Site Features • Site Access and Physical Conditions • Construction Facilities and Utilities • Housing or Camp Plans • Labor Availability, Costs and Productivity • Local Material/Equipment Availability • Material Unloading Facilities and Heavy Haul Route • Labor Organizations, e.g., Unions or Labor Brokers • Major Local Contractors and Construction Material Suppliers • Construction Associations • BESH Considerations • License/Permit Requirements • Historical, Archiological, and local government issues that could impact the project



If the execution approach has not yet been approved, there will be no meeting with the unions, but we should be gathering intelligence on how other contractors are performing work e.g. local practices, craft strengths/weaknesses, local shop capabilities, etc. We should also gather labor information from other Bechtel entities that may have worked in the area previously. TECHNICAL INPUT The technical portion of the proposal is developed with input by all departments on the proposal team. Construction is responsible for developing the construction execution plan, which will become part of the overall project execution plan. Conceptual Plant/Project Layout Items that the Construction Proposal Manager should be cognizant of or consider during the development of the plant/project layout include the following:

• Consider existing facilities when developing the proposed plant layout, especially those that will continue to function during construction

• Ensure that client's requirements, parameters and impositions on new proposed facilities are taken into account

• Know site conditions, including area drainage • Ensure that the plant layout considers the geotechnical report • Ensure that the plant layout provides access during construction and promotes

construction efficiency and craft productivity • Develop the construction laydown area, jobsite ground fabrication plan, and other

temporary facilities; e.g. Warehouses, concrete batch plant • Ensure that plant layout promotes efficient operations, maintenance and BESH

requirements License/Permit Issues If there will be construction activity on the project, the necessary bidder and/or contractor license requirements and building permit requirements must be identified during this phase of project development. The Construction Proposal Manager will have the responsibility of conducting this analysis. With regards to licenses, the Construction Proposal Manager should check to see whom in Bechtel holds the required Contractor's License to do work in the country, state, municipality, region or county in which the project work will be performed. If a bidder's license is required, a check should be made prior to beginning a bid to see if Bechtel holds the required license. With respect to the required building permits, these may be identified and/or verified during the site visit through meetings with local or state agencies. These agencies will typically also assist in establishing necessary local contacts. The various contractor's license and building permit requirements needed to perform construction activities will impact the approach taken by construction on the project. Subcontracting certain portions of the work such as electrical, plumbing or HVAC, may be the most feasible alternative of accomplishing the work.



Identification of contractor's license and building permit issues will also enable Estimating to properly estimate the costs associated with such issues. Pursue environmental related permits and notifications, e.g. storm water permits, noise permits, solid and hazardous waste registrations, lighting permits, etc. Modularization/Prefabrication Analysis At the earliest stages of proposal development, a modularization/prefabrication analysis must be performed to evaluate which activities can be performed in remote vendor shops or adjacent to the construction site to reduce the amount of on site work and to maximize the efficient use of on site manpower and ensure or improve the project schedule. The Construction Proposal Manager and MPAG Construction Coordinator will work with the Construction Manager and Engineering in this analysis. Modularization/Prefabrication analyses should consider the following:

• What tasks lend themselves to preassembly • Transportation Restrictions • Modularization/Prefabrication impact on cost and schedule • Suitability of equipment and structures being considered for modularization or

preassembly • Whether the plant layout will facilitate modularization or prefabrication • The required lift capacities for each type and size of modularization and preassembly • Ensure that craft labor assignment and site agreement issues with respect to

preassembly and prefabrication have been identified and are resolved This analysis will be further developed and refined during the early stages of the project development phase. ESTIMATE DEVELOPMENT The proposal team is responsible for developing the estimate. As part of the proposal team, Construction will participate in the development of the estimate through input on all parameters that affect the performance of the project construction. The Construction Proposal Manager will work with Estimating in developing:

• The basis for labor productivity • Temporary facilities and utilities • Construction methodology and sequence • Construction tools and equipment • Other field distributable costs • Field non-manual staffing • Non-reimbursable Construction costs to be included in the estimate • Home office construction, BESH and Labor Relations and Industrial Relations support

hours



Field Non-Manual Staff Development The Construction Proposal Manager will assist the appropriate Construction Manager and/or Site Manager to develop the non-manual staffing plan for the project. Staffing requirements will be developed in conjunction with the construction schedule. As a check, Field non-manual staff requirements should be compared to direct craft hours (percentage) as well as other similar projects. Resumes for appropriate key personnel will be prepared for inclusion in the proposal if required by the client. Resumes of individuals, if required, will be specifically tailored to satisfy the requirements of the RFP. Specifically:

• Relevant experience on the specific type of project being bid will be emphasized • Prior experience with the prospective client will be emphasized • References, if helpful or required, will be included in the resume • Educational background of the candidates will be included in the resume • Additional factors deemed to be critical and important in the evaluation of the proposal

by the client should also be highlighted in the resume Manual Labor Survey A manual labor survey should be done with Labor Relations/Industrial Relations during the site visit to determine local labor availability, costs, and productivity. The following information should be gathered for the survey:

• Craft wage rates and appropriate escalation for the life of the project • Payroll additives and other fringes • Labor availability and capability in the local area and surrounding jurisdictions • Crew mixes and apprentice ratios • Trade Union or Open Shop practices • Local labor laws and jurisdiction, and local labor agreements • Analysis of Local Labor Agreements, including project local agreements (PLA) • Housing availability for “Traveling” craft workers • Analysis of per diem and other incentives being paid within the area or region • Analysis of completing projects in the area and their labor needs

Manual Labor Productivity Evaluation A Productivity Evaluation Form will be completed upon completion of a manual labor survey. Construction and Labor/Industrial Relations will submit the Labor Productivity form to Estimating. If possible, the concurrence of the appropriate Construction Company President should also be obtained prior to the information being submitted to Estimating for incorporation into the estimate.



Field Distributables Development The Construction Manager and/or Site Manager, with assistance from the Construction Proposal Manager, will develop the requirements for field distributables. These include:

• Field offices • Safety and first aid facilities • Parking lots and areas • Craft transportation to jobsite plan • Fuel and equipment maintenance approach • Waste and Trash handling program • Laydown areas • Construction warehouses and fabrication shops • Guard shacks, fencing, and security • Change rooms and eating areas • Camps and infrastructure • Construction equipment, tools, and consumables • Utilities e.g. Power, water, air • Automation and communication equipment • Freight costs

The distributable requirements should be compared to other similar projects as a check. The development of the above distributable cost estimates and other distributables in the corporate code of accounts will be coordinated with Estimating for final incorporation into the overall estimate. Construction Equipment Planning The Construction Proposal Manager will assist the Construction Manager in developing the requirements for construction equipment for the project. Construction equipment planning should include the following considerations:

• Ensure that crane capacities are adequate for the equipment being lifted; work with the Bechtel Certified Rigging Engineer to develop the rigging plan for the project

• Ensure that construction equipment being considered is consistent with plant layout with respect to access and other potential constraints

• Schedule equipment according to the construction schedule • Ensure that equipment being considered will minimize any potential disruption to

adjacent construction or plant operating activities • Schedule equipment for maximum usage and minimum standby time • Check for equipment availability from other projects through BEO • Check on equipment that is available from Bechtel Equipment Operations and locally

available equipment. This should be part of the site visit survey • Coordinate with the client on potential participation of equipment purchase or supply.

Check if the delivery of permanent plant equipment, such as gantry or bridge cranes, can be expedited and used as construction equipment.

• Evaluate leasing versus purchasing equipment



The list of required equipment and durations for the project will be submitted to Estimating for incorporation into the project estimate. The construction equipment list will also be reviewed and formalized by the field organization during the project implementation/pre-mobilization stages. GBU Budget Development The Construction Proposal Manager, with Construction Manager input and approval, is responsible for developing the Construction budget for the project. The budget should include Construction, BESH Services, Labor Relations, Industrial Relations and Construction home office. The budget includes payroll, additives and other costs such as travel that are anticipated for the project. SCHEDULE DEVELOPMENT The construction portion of the project schedule is typically developed by Construction and scheduling with appropriate input from the other proposal team members. The construction schedule must reflect the most current information on design requirements, equipment lead times, and construction options and approaches. The schedule should consider any special issues, such as:

• Up front demolition on site clearance activities • Critical path work activities • Climate and seasonal (hot, cold, wet, etc.) • Job site access limitations • New technologies in major equipment • Craft availability • Outage, shutdown, or tie-in schedules • Political issues e.g., project completion prior to summer or a fiscal year

PROPOSAL REVIEW PROCESS Once a draft is available for review, a "red team" approach will be used to review the written text portion of the proposal, estimate and schedule. The red team members must be familiar with the requirements of the client and the RFP. For Construction, the responsible Construction Manager will typically perform this review.

Section 5 Early Project Development


Site Access Site access is a critical aspect of construction operations and must be taken into account at the very earliest stages of the project. Sites with multiple means of access such as road, rail, and barge are preferred as they offer the most flexibility. Roads will be the predominant form of access to a project site. The Construction Coordinator must ensure that the size and width of road and gates can accommodate the largest cranes and pieces of equipment that will be used or placed on the project. Wider roads will also facilitate the optimization of shop prefabrication and preassembly. Site access must also compliment environmental and safety requirements. If rail access is possible, delivery of equipment and material by rail to the site may be an option. Rail access can be accomplished by the installation of a rail spur. Permits may be required for the rail spur construction, so it is imperative that if this alternative is to be used, the design must be completed as early as possible and the appropriate permits obtained. Delivery by barge is limited to sites that are on or have access to a waterway or river. Barge facilities, permits and water depth would also limit use of this means. Usage of existing client rail or barge facilities should also be considered. Access within the site must also be considered at the very earliest stages of project development. There are several items that should be considered by the Construction Coordinator:

• Consider construction access when planning the layout of major equipment. This will facilitate future maintenance access

• Plan for easy access to the installation areas from the laydown areas and preassembly and prefabrication areas

• Plan access ways for cranes to be used in both construction and maintenance. Provide convenient crane access to heavy equipment

• Plan access to facilitate the uniform flow of materials on site • Road, heavy haul, and rail survey may be required • Access considerations relative to overhead power lines, piping, underground

piping/electrical and other existing site conditions must be resolved • Consider environmental and safety requirements relative to access e.g. wetland

boundaries, habitats, buffer zones • Quality inspection of existing access points (roads, rails, wharfs, bridges, etc.) • Craft Labor traffic patterns

Construction Facilities Decisions regarding construction facilities should be made early in the project and must be integrated into the overall project plan. The Construction Coordinator will assist the Construction Manager and / or Site Manager in the development of the construction facilities



plan, layout and budget. The following factors should be considered when planning construction facilities:

• Permanent facilities, if available and with client consent, may be used during construction

• Maximize use of available local materials – prefabricated buildings, wooden buildings and Block Buildings

• Existing facilities, if available, may be more cost effective than new facilities. • Construction facilities should be arranged to maximize site efficiency and be

compliant with environmental requirements • Warehouse and laydown areas should be sized and adequately located to handle

the size of materials anticipated and for access to the point of installation. • Climate control warehouse • Check if any permits are required for temporary facilities and utilities • Determine the sizes and types of temporary buildings based on availability and cost. • Plan laydown areas to be well drained with easy access to avoid or minimize

rehandling of materials • Locate fabrication shops and preassembly areas adjacent to storage areas • Identify hazardous materials and waste storage area • Verify the availability of construction water • Take advantage of natural drainage patterns when laying out temporary facilities • Accelerate the completion of permanent plant lighting to minimize construction

lighting • Consider crane access when laying temporary overhead power lines. Maximize

underground temporary power that will be installed during underground utilities • Maximize the use of permanent plant electrical equipment for the temporary power

system The Field Engineering Manual contains detailed requirements for the design and layout of temporary facilities. Construction Camps If camps will be needed for the project, decisions regarding their layout and design should also be integrated into the overall project plan. The Construction Coordinator will assist the Construction Manager and/or Site Manager in the development of the construction camp plan, layout and budget. The following factors should be considered when developing camp design:

• Local customs. • Local laws, regulations and building codes • Adequate potable water supply • Adequate waste management and disposal system or sewage treatment facility • Power source alternates and availability • Telephone / communications • Fire hazards must be minimized • Fire fighting plan • Fencing and security



• Mix of occupants (Gender, Cultural, Religious, etc) • Catering considerations and sanitary plan • Medical plan • Recreational facilities • Access to the camp and proximity to the construction site and local community • Transportation and parking • Camp operations and maintenance considerations • Community relations • Security plan

The Field Engineering Manual contains detailed, specific guidelines for the layout and design of Construction Camps. Material Assignment Schedule Proper materials management ensures the delivery of materials on dates required at the jobsite. It is crucial to involve Construction during the earliest phases of this process. Early decisions regarding the Material Assignment Schedule must be carefully made. While this document is ultimately the responsibility of the Project Manager, Construction's input is critical to ensure that the resulting assignments are workable in the field and are compatible with the objectives of the field organization. The Material Assignment Schedule will also designate whether the installation of a commodity or equipment will be direct hire or subcontract. The Construction Coordinator will work with the Construction Manager and/or Site Manager, field organization, and Engineering to make these determinations. Factors that will influence the decisions include:

• Degree of specialization required for the work • Costs • Personnel availability • Interfaces with Bechtel and other subcontractors • Local customs and labor issues • Permit/license requirements • Client requirements • Local material availability

All departments associated with the project must have a clear understanding of the division of responsibilities to ensure that all materials are assigned and that there are no duplications or omissions. Project Execution Plan The Project Execution Plan describes the principles, strategy and timing for performing the work pursuant to the terms of the Prime Contract. This plan forms the foundation for developing the organization and detailed work plans for performing the execution phase of the project. It also



outlines the activities that need immediate attention during the 90 days prior to and after project start or Notice to Proceed (NTP). Project Management has the ultimate responsibility for the development of the Project Execution Plan. However, Construction is responsible for the construction portion of the plan that will be incorporated into the overall Project Implementation Plan. The Construction Coordinator will assist the Construction Manager and Site Manager, if assigned, in the developing of the Construction Execution Plan. The Construction Execution Plan will typically address the following:

• Construction Staffing Plan, field and home office and Key Personnel Assignments • Mobilization Plan, to include temporary facilities and utilities, construction equipment,

tools, automation equipment, etc. • Availability of craft manpower • Identifying Subcontract vs. Direct Hire work • Construction Approach and Methods • Plan for bulk material field purchases • Developing quantity tracking procedures • Implementing a QC Program and utilizing standard work process procedures

(SWPPs) • Heavy lift/haul plan • Implementing a Safety and Health Program • Project Labor Agreements • Labor Relations Plan and Work Rules • Construction Licenses/Permits • Identifying construction risks and describing how the risks will be mitigated • Intermediate Schedules • Implementing a Security Plan • Implementing a Construction Environmental Control Plan • Implementing a safety action plan • Training • Start-Up interface

Project Automation Plan The Project Automation Plan highlights the specific automation needs of the project and the corresponding expenditures. The Project Automation Plan must always accommodate client-specific requirements and should link closely the required project deliverables with the selected hardware and software. Project Automation Plans define:

• Automation tools that will be utilized on the project • Project deliverables, and the work processes involved in producing them • The rationale and methods for automating all or some of the work processes • The financial justification for the selected automation approach



• What is locally available at the least cost The Project Automation Plan is prepared in preliminary form during the Proposal Stage and finalized during the Early Project Development Stage. The development of the Project Automation Plan is ultimately the responsibility of the Project Manager. The Project Automation Plan is heavily engineering oriented and will be based on and be consistent with the engineering execution plan. However, construction activities are greatly aided by automation and it is the responsibility of the Construction Coordinator to ensure that construction requirements for automation are incorporated into the Project Automation Plan. Major vendor and subcontractor automation tools are also reviewed. This will usually be in the form of a Project Construction Automation Plan. Labor Relations/Industrial Relations Action Plan The Labor Relations/Industrial Relations Action Plan, if appropriate for the project, sets the strategy for the project to ensure that it is successfully completed with a minimum of labor unrest and to protect the future interests of Bechtel and the client. Labor Relations is used on projects utilizing union labor. Industrial Relations is used on non-union or open shop projects. Labor brokers are often utilized on overseas work. The Labor Relations/Industrial Relations Action Plan is developed by Labor Relations/Industrial Relations, with input from the Construction Manager and Construction Proposal Manager, and Construction Coordinator. It includes the following subjects:

• Prejob Conference • Jurisdictional Assignments • Handling Grievances • Manual Recruiting and Apprentice Utilization and Training • Work Stoppages • Legal Procedures • Bechtel Termination Procedures • Equal Employment Opportunity • Guidelines for Site Managers • Periodic Labor Evaluations • Jobsite Work Rules/Practices • Staffing plan including use of H2B visas • Drug and Alcohol testing requirements

The Construction Proposal Manager will assist the Construction Manager and Labor Relations/Industrial Relations in the following ways:

• Work with Labor Relations/Industrial Relations to conduct a labor survey during the site visit if the Manager of Construction grants permission to contract labor.

• Assist Labor Relations/Industrial Relations and the Site Manager in determining craft jurisdictional work assignments.



• Work with Labor Relations/Industrial Relations to determine the type of Project Labor Agreement to be negotiated to cover the project

• Furnish copies of the Project Labor Agreement to all appropriate Bechtel personnel upon completion of negotiations or approval of an appropriate national agreement

• Attend Prejob Conference, jurisdictional mark-ups, and other meeting as appropriate with local or national Building Trades

The Site Managers Manual contains requirements for the development of a Labor Relations Action Plan for the project. Bechtel Environmental Safety and Health (BESH) Action Plan The plan provides guidelines for implementing an accident prevention program on the project. The Environmental Safety and Health Action Plan is tailored to the specific features and requirements of the project and will incorporate federal, state, and local governmental rules and regulations, client site rules and requirements, Bechtel safety and health procedures and regulations, and any other standards that may be applicable. The plan is prepared by Bechtel Environmental, Safety and Health (BESH) and is submitted to the client for review and approval prior to the commencement of work. This plan will typically include the following:

• Organizational duties and responsibilities • Employee screening, including a physical and Drug Screen Tests • Emergency preparedness • Safety Education and Training • Control Measures • Hazard Communications • First Aid and Medical Services • Safety Communications • Inspection and Audits • Investigations • Reports and Records • Subcontractors • Specific Standards and Procedures

The Site Manager is responsible for the implementation of the Safety and Health Action Plan and ensures that it is in compliance with OSHA and the other applicable laws. Construction Environmental Control Plan (CECP) In accordance with SWPP 4MP-T81-01105, Construction Environmental Control plan (CECP) Development and Implementation, a project–specific CECP is to be developed for each project prior to field mobilization. The Project Environmental Lead (PEL), assigned by the BESH environmental Compliance Manager, will prepare the CECP to address construction related



environmental requirements for the project, the environmental controls and mitigation measures to be implemented during construction. The Construction Coordinator should coordinate with the PEL to ensure that the mitigation measures proposed in the CECP are appropriate and consistent with construction plans, procedures and specifications. Where conflicts are identified, modifications must be made so that the CECP is technically correct and construction activities are environmentally compliant. Environmental requirements are normally contained in an Environmental Compliance Plan (ECP) prepared by the PEL, in accordance with Engineering Department Procedure 3DP-G102-010, Environmental Compliance (formally EDP 2.10). The ECP is intended for use by both Engineering and Construction in developing project design and construction plans and procedures. It is the responsibility of the field organization to revise and update the CECP as project requirements change. The CECP will address, as appropriate, the following:

• Assessment of the environmental risks associated with the project site • Identification of all necessary permits and agencies to interface with • Identification of methods to be used by construction to ensure compliance with local,

state and federal environmental laws and regulatory requirements • Measures taken to enhance Bechtel's environmental proactive image with the client

and local community • Environmental awareness training program on the project • Recycling and waste minimization efforts to be implemented • Plan to manage hazardous materials brought onsite • Plan to manage hazardous and non-manage waste streams • Project spill prevention and control plan • Project dust control plan • Identifying and handling unanticipated discoveries • Protecting environmentally sensitive areas and species

The Field Engineering Manual and the CECP SWPP contains detailed requirements for the preparation and implementation of a project - specific CECP. Integrated Intermediate Schedules Within six weeks after the Notice to Proceed (NTP), the first revision of an intermediate construction schedule should be issued as the basis for the project integrated schedule. This schedule should be prepared with the field organization taking the lead. The input of the other project team departments should be obtained to assure that their full support in achieving the field organization objectives. It is imperative that while preparing the integrated intermediate schedule, the Construction Coordinator actively solicits and receives the participation and input of the entire project team. The ultimate success of the project depends on all departments actively supporting the plan.



Major Contract/Subcontract Pro Forma Documents The basic format of a contract/subcontract can be selected from a variety of pro forma documents that can then be customized to fit the particular circumstances of the project. The following pro forma documents are available from Procurement or Contracts:

• Technical Services Contract/Subcontract • Construction Contract/Subcontract

o Long Form o Short Form

• Equipment Rental Agreement o Bare Rental Agreement o Fully Operated and Maintained Contract/Subcontract

It is beneficial to the project that, during the earliest phases of project development, a master subcontract bid package of each type of subcontract anticipated for the project be developed as a pro forma document specific to the project. Each pro forma document will address Bechtel requirements (e.g. schedules), reflect appropriate elements and requirements of the prime contract, include other significant project requirements, and provide project specific information. The development of these master subcontract bid packages will require the participation by all departments on the project team. It is essential that the baseline of the subcontracts on the project are established and actively supported by the entire project team. The Construction Coordinator's responsibilities with respect to the formation of these project pro forma documents include the following:

• Providing information on the conditions at the site, work week, work rules, waste disposal, safety requirements, housing, temporary facilities, communications, utilities and other information that would be important to onsite subcontractors

• Ensure that the General Conditions and Special Conditions reflect the terms of the Prime Contract

• Participate in the determination of what information is required of bidders, e.g. experience, capacity, backlog, equipment availability, etc.

• Determine what expectations the local government has with regards to local content • Determine how that subcontractor will meet the intent of the applicable SWPP(s)

Pro Forma Purchase Order A pro forma Purchase Order, similar to the pro forma subcontract document is also available from Procurement. Similar to the setting up of a master subcontract bid package in the early stages of project development, the development of a master pro forma purchase order for the project is beneficial to the project and will facilitate the issuance of subsequent purchase orders.



Similar to the master pro forma subcontract, the master pro forma purchase order will address Bechtel requirements, reflect appropriate elements and requirements of the prime contract, include other significant project requirements, consider local customs and provide project specific information. The Construction Coordinator's responsibilities with respect to the formation of a master pro forma purchase order are similar to those in the formation of a master pro forma bid package.

Section 6 Project Execution


THE PROJECT TEAM APPROACH Bechtel projects are typically organized on a project team approach. Because of the size and complexity of most Bechtel projects, the matrix organizational structure is normally used to facilitate and organize communication. The matrix structure involves dual reporting lines and responsibilities. Project team members are organized to work on a specific project and are drawn from the various functional departments' personnel resources. Project team members report to their respective supervisors on the project on a day-to-day basis concerning project related activities. They report to their functional departmental managers concerning activities not directly related to the project. The Construction Coordinator, while functionally a part of Construction, is part of the project team while on the project. The Construction Coordinator represents the interests of both GBU Construction and the field construction organization during the bid/proposal development, project development, and project implementation phases. Establishing the Communication Network The Construction Coordinator is the link between GBU Construction, the field construction organization, and the project team. When the project team is established, the Construction Coordinator must ensure that the appropriate lines of communications are open (formal and informal). A distribution matrix will normally take care of formal communications. More important, however, is the establishment of the informal communications between the various members of the project to ensure its success. CONSTRUCTABILITY Constructability, as defined by the Construction Industry Institute (CII), is "the optimum use of construction knowledge and experience in planning, design, procurement, and field operations to achieve overall project objectives.” Constructability is an ongoing process of integrating construction knowledge and experience into conceptual design, procurement, detailed engineering, and field construction operations which provides the opportunity to reduce project costs and improve project schedules. The ability to influence project costs and to incorporate construction experience and methods into a project plan and design is greatest during the very earliest stages of a project. Therefore, the greatest benefit of the constructability process will be derived with the earliest establishment and implementation of a constructability plan on a project. Constructability Handbook The Constructability Handbook discusses the Constructability Program in greater detail. It also contains Toolkits that will assist the Construction Coordinator and other members of the project team in establishing and implementing a successful constructability plan on the project.



This handbook is intended to be used by all projects in setting up and implementing a constructability program on their respective projects. In-Process Project Design The Construction Coordinator's primary responsibility during the Project Execution Phase is to ensure that Construction's needs and requirements are made known to Design Engineering during the earliest phases of design. The Construction Coordinator will work with Design Engineering to ensure that the following issues are considered during the earliest stages of design:

• Design is configured to enable and facilitate efficient construction • Design elements are standardized as much as possible to enhance constructability • Design accommodates construction accessibility for personnel, material and

equipment • Design facilitates construction operations under adverse weather conditions • Design develops and maximizes modular and preassembly design to facilitate

fabrication, transport and installation • Design is scheduled to promote construction activities and support the construction

schedule • Design maximizes off-site shop fabrication and minimizes field operations • Design incorporates BESH requirements and minimizes environmental impact in the

field • Design maximizes safety considerations • Design minimizes "installed quantities” to reduce total project costs • Design reflects lessons learned from previous similar projects

With regards to the last point, the Construction Coordinator must enforce the philosophy that the "cheapest commodity is the one that is not required and is not installed.” Specifications The Construction Coordinator will have the following responsibilities with respect to specifications:

• Review specifications during the earliest stages of their development to ensure that they describe the work to be performed, terminal points identified and work performed by others, and ensure that the specifications are not “Gold Plated”

• Verify that specifications and design documents are being issued as scheduled to support the construction schedule

• Ensure that material specifications consider material availability, standardized products, timely delivery, ease of handling, construction efficiency, environmental requirements and safety



• Ensure that installation specifications also promote construction efficiency. For example, specified installation tolerances should be consistent with plant operations and maintenance requirements

• Review any client specifications that are relevant to construction activities and ensure that they are defined in the scope

PURCHASE ORDER FORMATION Project Procurement and MPAG have the overall responsibility for the formation of purchase orders as well as for their commercial content. Construction has a vital role during this phase and the Construction Coordinator's responsibilities will include the following activities:

• Ensure that equipment and material delivery dates are consistent with overall schedule

• Ensure that the scope work is clearly defined • Provide the necessary jobsite information on laydown areas, access, security and,

for purchase orders related to heavy equipment, provide the lift capacities and types available at the project site

• Ensure that vendor storage, preservation, and maintenance requirements are included as a deliverable

• Ensure that project deliverables support the project schedule, e.g., drawing submittals and operations and maintenance manuals

• Participate in the determination of information required of bidders, e.g., prior experience, backlog, equipment availability, shop capacity, prior relationships with Bechtel, etc

• Participate in the evaluations of bidders, negotiations with the vendors, and the subsequent award of the purchase order.

• Optimize the degree of shop fabrication • Furnish input to vendor representatives on site

Vendor Drawings The Construction Coordinator responsibilities with respect to Vendor Drawings include the following:

• Review vendor drawings to ensure that the data is consistent with that of other drawings on the project

• Ensure that interface points are clearly delineated with respect to scope and responsibility

• Review vendor drawings for adherence to specifications and constructability • Provide input with respect to lifting lugs, weights and other rigging requirements • Review drawings for the maximum use of preassembly and modularization per the

contract and monitor guaranteed quantities and delivery dates • Expedite vendor drawings through Engineering to support the construction schedule.



Subcontract Formation Subcontract formation is the responsibility of the Contracts Department, who will coordinate the formation process as well as have the responsibility for the commercial content of the subcontract. The Construction Coordinator's input into the subcontract formation or Home Office issued subcontracts process will include the following activities:

• Identify work items that would be best completed through a subcontract. Participate in arriving at a list of work to be subcontracted

• Participate in the process of identifying and packaging the various subcontracts • Participate in arriving at a list of qualified subcontractors to bid each work package • Ensure that the subcontract schedule is achievable and fits into the overall schedule.

A detailed project schedule is included in the subcontract package • Ensure that specific milestone schedule dates for the subcontract are included in the

bid package • Ensure that the scope of work is clearly defined. Put yourself in the place of the

bidder, if there is anything that is not clear, get it resolved prior to going out to bid • Ensure that bid package is complete and includes all necessary specifications,

drawings, technical data and other project requirements • Ensure that the scope of work is defined sufficiently to delineate interfaces and

terminal points between contractors and/or suppliers • Advise on the conditions at the project site, laydown areas, access, workweek,

project work rules, utilities, safety requirements, labor agreements, environmental and permit requirements and ensure that this information is included in the bid documents

• Ensure that specific BESH requirements are incorporated in bid documents • Ensure that the subcontract bidders clearly state their field requirements, e.g., field

offices, laydown areas, utilities, parking, security, etc • Participate in the determination of subcontract type and method of payment. • Participate in subcontractor negotiations, bid evaluations and subcontract award • Ensure that applicable SWPPs are included or that the subcontactor understands

how Bechtel expects the intent of the SWPPs to be achieved The field organization has the responsibility for subcontract administration and field coordination. Thus, it has to ensure that the formation process is conducted and concluded in a manner that will result in a subcontract package that, taken as a whole, can be properly administered at the site.

Section 7 References


Refer to the Bechtel Web for latest corporate and functional manuals and handbooks, e.g., Environmental, Safety and Health Core Proesses, Field Engineering Manual and Rigging Handbook

hb construction coordinators

Documents

construction proposal

term construction coordinator

bechtel confidential

construction chief engineers

project executions section

bechtel offices

introduction section

project size