Section 7

Construction Planning and Methods

Information for Construction Plans
During the conceptual and preliminary engineering phase, the Regional Execution Unit Office
Construction Manager and/or Construction Coordinator typically provide constructability reviews
and perform specific tasks in support of the front end engineering activities on a project. These
tasks include but are not limited to the review, evaluation, recommendation, and providing of input
to the following items:
1.

Siting studies

2.

Estimate number and classification of jobsite construction and regional office personnel that
will be required for the duration of the project.

3.

Analysis of principal equipment supplies such as vessels, columns, boilers, turbinegenerators, and other major components including:
a. Scope of contract
b. Proposed method of transportation
c. Delivery schedules
d. Procedure for storage at jobsite
e. Erection procedures
f. Responsibilities of Bechtel, client, and others

4.

Contractual agreement including:

a. Construction by Bechtel
b. Management by Bechtel

5.

Project Procedures Manual for the section on construction and related items

6.

Construction project automation planning

7.

Schedules including:
a. Front End Schedule
b. Milestone Schedule
c. Project Summary Schedule

8.

Site analysis including the general topography, accessibility into the site, accessibility to
areas surrounding the site, services available at or near the site, requirements of
applicable ordinances, regulations, and codes.

9.

Review and assist in the layout of permanent plant facilities including:

a. Construction access
b. Relocation of existing facilities
c. Permanent facilities arrangement
d. Transportation into the site
e. Permanent open areas
f. Plant security
g. Sewage treatment facility and tie-in during construction stages
h. Potential use of permanent facilities and utilities by construction
i. Pre-assembly and modularization of permanent components and systems

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10. Construction facilities arrangement to include drawings and specifications for:

a. Temporary building
b. Concrete batch plant
c. On-site storage areas
d. Construction utilities
11. Engineering design and studies
12. Estimates including:
a. Trend
b. Preliminary
c. Project
d. Forecasts and trends
13. Labor relations studies required by the Construction Manager
14. Inputs to Project Management
15. Bechtel's safety program and conformance to the requirements of the Occupational Safety
and Health Act (OSHA).
16. Security requirements for the site including monitoring equipment, security fencing, and
guard force.
17. Fire protection facilities
The Construction Manager and/or the Site Manager will provide final approval of the above input.
Construction Planning
During the development of the project, Regional Execution Unit Construction personnel
concentrate their efforts on expanding the construction plan, working closely with design
engineering, estimating, procurement, and scheduling to ensure that the input of the project team
is incorporated into the project construction execution plan.
Recommendations are made on site configuration, building arrangements, and layouts after their
effect on construction equipment and access requirements have been evaluated. Particular
attention should be paid when existing facilities will be in operation during construction to prevent
unnecessary loss of productivity and schedule conflicts.
The construction schedules initially developed are normally updated to incorporate engineering
design information as it develops. Refinements are then made to the activity sequencing and
durations to reflect the most current design evolution. Equipment supplier delivery dates are also
incorporated to provide greater definition and accuracy in projecting key engineering,
procurement, construction, and startup milestones.
The construction methods to be used during construction of the plant are outlined to allow design
engineering and project controls to develop more comprehensive cost and schedule estimates.
Proposed construction methods should be checked for compliance with the project Environmental
Control Plan.
As the detailed design progresses the construction plan should be updated to reflect the current
design. The following detailed studies and other activities are performed to determine the
optimum construction methods, equipment, and facility requirements:

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Construction Planning And Methods

1.

Excavation and backfill

a. Method
b. Sequence

2.

Dewatering system (if required)

a. Type of system
Deep wells
Well points
b. Pumps
Location
Installation sequence with excavation

3.

Formwork
a. Types of forms to be used
b. Estimate/square footage by type
c. Form yard
d. Models

4.

Equipment and tool requirements

5.

Initial job start tool list

6.

Equipment, evaluate "own" versus rent"

7.

Manpower requirements, by craft manual and non-manual

a. Manual
Projected from construction schedule
Based on projected quantities
Historical
b. Non-manual
Historical
Discipline and area organization concepts

8.

Craft manpower availability survey in conjunction with labor relations

9.

Review of critical crafts - compare with initial manpower curves

a. Other construction requirements in the area
b. Projected from construction schedule

Section 7

10. Quantity installation curves in conjunction with project controls

11. Historical
a. Cost reports
b. Historical reports
12. Estimates
13. Construction layout drawings are prepared
a. Composite overlay drawings are provided which show civil, electrical, and mechanical
embedded items, including a determination of both concrete and form quantities for
each placement.
b. Quantities are developed for incremental field purchasing and installation of conduit,
grounding, and cable tray.
c. Lighting, communications, fire alarm systems, and layout drawings are prepared with
their associated quantity surveys.
14. Review integrated data systems, telecommunications systems, and other computer systems
required for the construction phase of the project.
15. Review subcontracts and specifications

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Construction Planning And Methods

a. Preparation, formation, and issuance of subcontracts

b. Periodic field reviews
c. Evaluation and resolution of claims
16. Post-tensioning equipment requirements
a. Jacks, button-headers, etc.
b. Work platforms
c. Communication systems
17. Heavy rigging requirements
a. Major equipment weights and sizes
b. Crane settings relative to equipment locations
c. Lifting equipment required based on a) and b)
d. Rigging specifications and procedures
e. Safety of all hauling and rigging systems
f. Unloading and installing
g. Monitor testing of handling and rigging equipment and actual heavy lifts of components
In the course of these studies, particular attention should be given to the following items which
may have a significant impact on the overall construction plan and schedule:
1.

Building configurations and equipment arrangements established by final design should be

reviewed for impact on the selection of the type of construction equipment required,
particularly hoisting equipment.

2.

Building configurations and construction access openings.

3.

The latest pipe welding and stress relieving techniques should be evaluated to establish
methods and procedures for welding large quantities of heavy wall pipe.

4.

A comprehensive review should be made of the types of work which should be

subcontracted considering possible impacts on cost and schedule.

5.

A review should be made of the craft crew sizes and installation rates required for installation
of large pipe and for wire and cable pulling. This establishes the necessary start dates
for these major activities and aids in the evaluation of the engineering scheduling.

6.

Critical items involved in scheduling site development, excavation, concrete placement, steel
erection, wire termination, and other work required to meet schedule milestones should be
reviewed to determine work sequencing and project scheduling.

Cofferdams and Caissons

When a cofferdam or caisson is required to perform a particular phase of the work, the design
must be reviewed and approved by a qualified design engineer experienced in the design of earth
retaining structures. A detailed erection procedure should be developed for the cofferdam or
caisson construction. The Site Manager, the Construction Coordinator, and the Construction
Manager should review and approve the erection procedure for adequacy and should ensure that
all applicable codes, safety requirements, and job needs are met.
Dewatering
When dewatering is required, the design for the number, size, location, and depth of dewatering
well points should be designed by a qualified engineer. Dewatering system installation is normally
performed by a specialty subcontractor. If it is decided that the dewatering system is to be
installed by Bechtel, the installation of the required well points and dewatering process should be
defined in a comprehensive construction procedure.
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Section 7

Heavy Rigging Transport Road

When a road is required for heavy rigging transport, the Site Manager and the Construction
Coordinator should initiate development of a route and a heavy rigging transport procedure in
conjunction with the BLSI rigging group.
The Site Manager and the Construction Coordinator review and approve the route and the
transport procedure and ensure they meet all applicable codes, safety requirements, and job
requirements.
Blasting Criteria
When blasting is required, the blasting criteria shall be developed by a qualified person to ensure
that the blasting can be safely perform without damage to adjacent structures, earth slopes, or
dikes. The final blasting plan should be reviewed by the Site Manager prior to the start of blasting
operations. Special permits may be required from local and/or state agencies to authorize
blasting operations.
Sanitation And Drinking Water
Nothing causes more manual labor unrest on a construction project than sanitation and drinking
water facilities. Expenditures for well-planned and maintenance-free systems will pay for
themselves many times over throughout the course of the project.
Sanitary facilities should be adequately sized for the maximum number of employees expected
during peak periods of construction. Disposal facilities should be well engineered and as
maintenance free as possible. OSHA requires trailers used in permanent structures must be of
noncombustible or fire resistant construction.
Portable toilets can be used in remote areas of the job or in areas where more permanent
facilities would not be economical. In most areas, these can be provided and serviced through a
local contractor. On some projects it may be economical to buy or rent the toilets and service
them with Bechtel labor.
For all sanitary facilities, it is mandatory that they be kept clean and monitored for cleanliness at
all times.
Drinking water should be piped throughout the project where possible to eliminate the expensive
distribution of water cans. A permanent distribution system with electric water coolers will pay for
itself many times over. Compare the cost of a driver, truck and one or two craft to fill, handle, and
clean the cans over the period of time needed to service the area against the cost of electric
water coolers. Special permits may be required by local and/or state agencies prior to placing a
drinking water system in service.
Adequate water supply is very important. Use local water supplies whenever possible to eliminate
the expense of maintaining a well and treatment facilities. When well and treatment facilities
have to be provided, they must meet the requirements of local codes and regulatory agencies
and be adequately sized for the maximum number of employees expected during peak periods of
construction.
When a well is provided, it will also probably have to supply construction water and fire protection
water. The total capacity requirements should consider all potential uses and should be
engineered to be as maintenance free as possible.

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Construction Planning And Methods

Housekeeping And Trash Removal

Historically, job costs have demonstrated that a project with poor housekeeping:

Has higher costs

Has a poorer safety record

Has higher material handling costs

Has lower morale

The Field Superintendent is responsible for enforcing housekeeping standards on the project.
Each craft should be required to cleanup after themselves on an ongoing basis to eliminate costly
cleanup days.
Whenever possible, trash should be disposed of within the security fence in much the same
manner as municipal dumps are operated. When appropriate permits can be obtained, the
excavation of a pit that can be expanded will do the job. Sufficient material from the excavation
should be left close by to cover and bury the trash. When burning permits are allowed by local
regulations, they should be obtained so the volume of materials to be buried can be reduced.
When trash has to be disposed of off the site, very close control has to be maintained for security
reasons. Inspection and monitoring of this work is mandatory to prevent equipment, tool, and
material losses.
Prior to any burying, burning, or removal of waste materials, consult with Bechtel Environmental
for proper permit requirements. All contracted waste haulers must be appropriately licensed and
haul only to an approved, licensed facility.
Environmental
The Environmental requirements for the project are reviewed during the front end planning part of
the project for items which have construction impact. If a list of these items has not been
provided, the Site Manager develops a list of environmental items that will impact the construction
on the project. Normally, this list would involve measures to prevent pollution of air, water, or soil
by hazardous wastes, oil, or silt. The majority of the requirements are directed by federal, state,
and local regulations. All key construction team members should be informed of the project
specific regulations.

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Section 7

Emergencies
The project should develop an Emergency Plan to cover the following emergencies:
Bomb Threats

Explosions

Operating Plant Upset

Oil Spills

Floods

Earthquakes

Hurricanes

Tornadoes

Civil/Labor Disturbances

Once the plan is in place, materials should be purchased, personnel trained, and the necessary
instructions posted to inform all field personnel of emergency actions required to implement the
plan.
This information must be included in the project Safety and Health Action Plan.
Manual Labor Training Program
At the discretion of the Site Manager, brief, informal training sessions may be instituted in the field
to improve the skills and increase productivity of field manual labor. Field personnel, both manual
and non-manual, skilled in the various discipline specialties may be designated by the Site
Manager or other field supervision as instructors.
A Manual Craft Training Program Coordinator, reporting to the Field Superintendent is responsible
for the formulation of a training curriculum, with assistance from the designated instructors, and in
line with the project needs. The Program Coordinator is responsible for the scheduling of training
sessions to ensure a minimum of interference with construction operations and for maintaining
trainee records. Training sessions may include actual on-the-job training wherein trainees work
with skilled craft in performing construction operations.
All employees must receive safety and health training which will enable them to identify and either
avoid or control any hazardous condition or work practices. This training must be detailed in the
project Safety and Health Action Plan.
The curriculum for a manual labor training program may include the following:
SUPERVISION
Foreman Duties and Responsibilities
General Foreman Duties and Responsibilities
Superintendent Duties and Responsibilities
Field Engineering Duties and Responsibilities
Cost Control
Schedule Control
CIVIL
Concrete Placing Equipment and Methods
Vibration of Concrete
Formwork Fabrication and Installation
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Finishing Concrete
Curing Concrete
Weather Protection of Concrete
Placing Reinforcing Steel
Mechanical Splicing of Rebar
Stud Welding
Structural Steel Erection - Sequencing and Rigging
Bolting Up Structural Steel
Tendon Sheathing Installation
Post-Tensioning Operations
Platework Erection
ELECTRICAL
Cable Pulling
Grounding
Cable Terminations
Rigging and Setting Equipment
Circuit Checkout
MECHANICAL
Piping Erection and Sequencing
Welding Techniques and Requirements
Piping Systems Flushing and Cleaning
Piping System Layout
Alignment Methods and Techniques
Rigging and Setting Equipment
Source material for many of the above subjects may be found in the construction section of the
On-Line Reference Library and various brochures and informational media which may be
obtained from suppliers upon request.
Manual Labor Procedures
The Site Manager should establish objective standards for working habits, productivity, and
general conduct of manual labor with the Field Superintendent, key lead Discipline
Superintendents and the Labor Relations Representative. The purpose of these standards is to
ensure that management rights are not abdicated. The standards should cover at least the
following:
1.

Establish the rules for ordering of craft. Designate who will be responsible for placing craft
staffing requests with the local and who will place orders with the local when the
primary person responsible for this activity is absent. Notify the locals in writing of the
names of people who are authorized to place craft staffing requests for the project.

2.

Establish the company's right to select General Foremen and Foremen. Enforce the terms
of the Labor Alliance and determine procedures for selecting manual supervision.

3.

Establish disciplinary action to be taken against the General Foremen and/or Foremen when
they fail to terminate craft as directed.

4.

Establish managements right to discharge craft, Foremen, and General Foremen for cause.

5.

Establish rules for making craft work assignments. Do not permit stewards to make work
assignments.

6.

Establish rules for handling jurisdictional disputes. Establish procedures for distributing work
assignment information to supervision.

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7.

Establish the type of supervision needed when working overtime. Ensure non-manual
supervision is aware of the requirements.

8.

Establish the number of craft who can be worked without manual supervision. Ensure nonmanual supervision is aware of the requirements.

9.

Establish when working Foremen can be utilized and what work they may perform.

10. Establish procedures to ensure that all stewards work unless on Union business (check
in/out procedure with supervisor).
11. Establish policy for General Foremen to not use Foremen on overtime except when needed
to supervise work.
12. Establish policy on rotating overtime between craft, distribution of overtime to be determined
by Supervisor.
13. Establish rules that specialized craft (such as I.W. connectors) cannot be replaced by nonspecialized craft if overtime is of a specialized nature.
14. Establish procedure for termination of craft, including procedures for determining reduction
in force terminations.
15. Establish plans for ratio of craft per Foreman and Foremen per General Foreman.
16. Establish policy of only using welder helpers when it is deemed necessary to efficiently and
safely perform welding operations.
17. Establish procedures for hiring new employees to determine acceptance or rejection of
applicants.
18. Establish procedures to orient new employees with the project site job rules, and security
rules.
19. Establish procedures to ensure that each new Superintendent receives a copy of
appropriate labor agreements, work rules, pre-job conference minutes, and similar
materials.
20. Establish procedures to control tool, equipment and material loss.
21. Establish procedures for determining under what conditions company must replace
employee personal tools.
22. Establish procedures to ensure employees provide tools they are required to supply. Require
individual inventory as prerequisite to employment.
23. Establish procedures for use of craft labor on receiving and inspecting materials and
equipment.
24. Establish procedure for handling of grievances at the jobsite.
25. Establish jobsite reporting procedures for labor disputes.
26. Establish security procedures to control entry and exit from jobsite by manual personnel.
27. Establish procedures for dealing with unusual working conditions contained in local labor
agreements.
28. Establish procedures for subcontractor reporting of labor problems.
29. Establish procedures to control vacations and other approved leaves of absence.
30. Establish procedures to ensure the proper training of apprentices and personnel in other
trainee classifications.

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31. Establish procedures for providing personnel with meals when required to work overtime.
32. Establish what work will require safety clothing and the procedures for issuance and use to
prevent abuse.
33. Establish what work will require rain gear and the procedures for issuance and use to
prevent abuse. Keep an adequate supply to minimize lost time due to weather. Rain
gear is issued for jobsite use, not to wear home.
34. Establish that work planning and craft deployment is done through the General Foreman at a
time other than at the start of the shift.
35. Ensure that the General Foreman is in the work area at the start of each shift.
36. Establish policy of proper approval and notification of crafts involved prior to overtime work.
Include the furnishing of first aid, requirements for meals, etc.
37. Establish that no overtime is worked without approval including during the lunch period.
Non-Manual Responsibilities
The Site Manager should establish objectives and jobsite policy for working habits, productivity
and general conduct of non-manual personnel with the Field Superintendent, Key Lead Discipline
Superintendents and Key Lead Engineers. This policy should ensure that all key supervisory
personnel are fully committed to the following:
1.

The entire construction team is responsible for project safety.

2.

The entire construction team is responsible for quality of work.

3.

Review drawings, specifications, and scope of work prior to starting work.

4.

Observe job procedures for ordering tools and materials.

5.

Ensure that work is performed in accordance with drawings and specifications.

6.

Ensure that work is performed in accordance with Engineering instructions or procedures.

7.

Observe procedures for initiating back charges and ensure that correct time, material and
equipment are charged.

8.

Know the project cost code of accounts.

9.

Know, enforce and control distributable labor hours.

10. Know and be involved in the cost and schedule controls for the project.
11. Monitor and maintain safe working conditions.
12. Know and enforce OSHA requirements.
13. Know and enforce fire protection requirements.
14. Know and enforce project security procedures.
15. Read and understand site procedures.
16. Read and understand the scope of subcontracts.
17. Read and understand weld rod control and welding procedures.
18. Ensure that staff is composed of qualified, knowledgeable personnel.
19. Delegate authority to lowest level possible to enable proper accomplishment of tasks.

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Section 7

20. Counsel and meet with subordinates to resolve difficulties and problems, motivate personnel
and improve morale.
21. Require good work practices from the crafts.
22. Promote efficiency, labor productivity, and maintain schedule commitments.
23. Know that the Site Manager, Field Superintendent, and the Labor Relations Representative
are the only persons at the site authorized to communicate with Union Business Agents.
Field Procedures - Documents and Manuals
The following represents a list of documents and manuals available on the On Line Reference
Library which the Site Manager should obtain, maintain, and use as guides to develop field
procedures:
1.

Corporate Policies Manual

2.

Corporate Management Instructions, Volume I & II

3.

Corporate Human Resources Manual (Red Book)

4.

Bechtel Construction Operations, Operating Instructions

5.

Bechtel Construction Operations Site Managers Manual

6.

Bechtel Construction Operations Field Engineering Manual

7.

Bechtel Construction Operations Construction Quality Manual

8.

Safety and Health Manual, Volume I & II

9.

Bechtel Construction Operations Principles of Field Controls Manual

10. Bechtel Leasing Services, Inc. (BLSI) Equipment Catalog

11. Prime Contracts Manual
12. Contracts Formation Manual
13. Contracts Management Manual
14. Contracts Administration Handbook
15. Field Procurement Manual
16. Bechtel Quality Control Manual - ASME I & VIII
The Site Manager should obtain copies of the following industry standards for the project:
1.

ANSI Standards

2.

OSHA Standards

3.

Standard Codes (AISC, ACI, NEC, ANSI, etc.)

The Site Manager should also obtain copies of the following project specific documents for use in
developing site procedures and controls:
1.

A conformed copy of the Contract

2.

Contract Technical Scope Document

3.

Pre-job Conference Notes; Jurisdictional Mark-up Minutes

4.

Project Procedures Manual

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Construction Planning And Methods

5.

Project Procurement Manual

6.

Project Code of Accounts

Legal and Insurance Problems

The insurance arrangements for each project vary and are established based on the provisions of
the contract between Bechtel and the owner and upon the underwriting characteristics of the
work. The project execution plan should address how legal and insurance problems will be
handled.
The Bechtel Insurance Department prepares the project insurance premium structure based on
the location and the nature of the work.
The Insurance and Legal departments compliment each other and must be contacted in case of a
problem such as interpretation of the contract, accident claims, claims for extras, lawsuits,
licensing requirements, subcontractor termination for default, or insurance requirements for
subcontracts is known or suspected. The Site Manager is responsible for notifying the insurance
and legal departments of any potential problems encountered on the project. Review and
comment on the solution and/or action should be reviewed with the Construction Manager prior to
implementation. Final approval always must be furnished by the Legal and Insurance
departments.
Job Security
The primary consideration for a basic jobsite security program is complete perimeter control. The
Site Manager is responsible for deciding on the type of security system that will be used on the
project and for coordinating the implementation of the system with the owner when required. The
Field Superintendent is typically assigned responsibility for directing the implementation of site
security.
The type and level of security required varies with each project and defined in the project security
plan which is developed at the start of the project. The Bechtel security group establishes
guidelines that are used in the development of this plan and at some international locations is
assigned the responsibility for developing the plan. The Site Manager and Field Superintendent
provide input and comments to the site security plan since it will have a significant impact on
temporary facilities layout. The final plan must be reviewed and approved by the Site Manager
and Construction Manager.
The Site Manager is also responsible for timely reporting of the following situations in accordance
with the approved project security plan:
1.

Any major criminal offense

2.

Any major losses

3.

Any act of sabotage

4.

Any acts of gross negligence

Project Close-out
Project close-out is the responsibility of the Site Manager and should be addressed during the
development of the construction execution plan. Project close-out must consider the following:
1.

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Construction Planning And Methods

2.

Disposition of project documents, drawings, and correspondence

3.

Removal of equipment and small tools

4.

Reassignment and/or termination of project construction personnel

Section 7

Historical Cost Report

This report is initiated by the Site Manager and the Project

Controls Supervisor and should be considered at the start of the
project in the construction execution plan to ensure that the
required records are maintained throughout the duration of the
project. The report describes pertinent job details and shows
final job costs. The Project Controls Supervisor is responsible
for generating the report and for obtaining approval of the Site
Manager and the Project Manager. The final report is normally
issued when construction has been completed and the field forces
have been demobilized.

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