Construction Manager

Project Assessment Guidelines

1997 Edition

Bechtel Construction Operations

 Bechtel Corporation 1997. All rights reserved.
Contains confidential information proprietary to Bechtel
not to be disclosed to third parties without Bechtel’s
prior written permission.
 Construction Manager
Project Assessment Guidelines

TABLE OF CONTENTS

Topic Page
Purpose and Introduction 1
Methods 2
Site Visit Agenda 4
Project Information Data Sheet 5
Project Assessment Worksheet 6
Environmental, Safety, & Health Assessment 8
Prime Contracts Administration Assessment 10
Construction Quality Assessment 11
Client Satisfaction Assessment 12
Constructability Assessment 13
Construction Automation Tool Assessment 14
Construction Tool and Equipment Assessment 16
Materials Management Assessment 18
Cost Control - Planning Phase Assessment 19
Cost Control - Execution Phase Assessment 20
Construction Organization Assessment 21
Craft Worker Management - Planning Phase Assessment 22
Craft Worker Management - Execution Phase Assessment 23
Non-Manual Personnel Management Assessment 24
Schedule Control - Planning Phase Assessment 26
Schedule Control - Execution Phase Assessment 27
Security Management Assessment 28
Subcontracts Management Assessment 29
Emergency Planning 31
System Completion and Turnover 32

TOC
Construction Manager
Project Assessment Guidelines

Purpose

This handbook provides the Construction Manager assistance in managing the construction phase
of a project and establishes a convenient method of assessing job performance using metrics
applicable to project goals and objectives. The Construction Manager can then use this data to:
• Identify and document areas that require special attention and/or resolution.
• Provide a basis of communicating job status, areas of concern, and corrective actions to others.

Introduction

Successful construction projects combine the following elements:

• Excellent Safety Performance
• Completion on or below approved budget
• Completion on or ahead of target schedule
• Work performed per design requirements
• Compliance with contract terms and conditions
• Client satisfaction
To achieve these objectives and other directly related project objectives, it is essential that a
comprehensive project Construction Execution Plan be prepared which addresses:
• Project goals and objectives
• Special objectives, such as:
4 Technology transfer
4 Use of local resources
4 Special environmental considerations
• Identify project participants, including
4 The responsibilities of each participant and their relationship with the other participants
4 The channels of communications that will be used on the project and how information will be
exchanged
• Establish success oriented project performance metrics for each participant
4 Ensure all participants review, understand, and agree with the performance standards
• Identify the specific means, resources, controls, reporting systems, and decision/authority
requirements to execute the work in a cost effective manner.

It is vital to the successful completion of the construction effort that all participants and activities
included in the Construction Execution Plan are monitored and evaluated on a continuing basis
throughout the entire construction phase.

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Construction Manager Project Assessment Guidelines

Methods

The elements of a Construction Execution Plan which contribute to project success generally
include:
• Environmental, Safety, & Health
• Prime Contract Administration
• Construction Quality
• Client Satisfaction
• Constructability
• Construction Automation Tools
• Construction Tools and Equipment
• Cost Control - Planning Phase
Cost Control - Execution Phase
• Construction Organization
• Craft Worker Management - Planning Phase
Craft Worker Management - Execution Phase
• Non-Manual Personnel Management
• Schedule Control - Planning Phase
Schedule Control - Execution Phase
• Security Management
• Subcontracts Management
• Emergency Planning
• System Completion and Turnover
Project work process procedures and reporting methods should be designed to provide the project
team with end product information and data to aid in the project decision making process. Collecting
useful data, correctly interpreting the data, and making timely decisions are essential to successfully
completing the project.
To assist the Construction Manager in developing an effective Construction Execution Plan, this
handbook provides a series of performance guidelines addressing key areas of project planning and
execution. Since no set of guidelines or checklists can be all inclusive, the Construction Manager is
expected to exercise judgment in the use of this or any other set of standard guidelines.
Prior to visiting a construction site, the Construction Manager should develop a list of items to review
based on:
• Prime Contract
• Project Management Reports
• Safety Performance Reports
• Jobsite Progress Reports
• Construction Execution Plan review
• Jobsite Communications

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 Construction Manager Project Assessment Guidelines

• Client Communications

The Performance Guidelines included in this handbook provide one method of developing a list of
items to review. The following factors should be considered during the project evaluation process:

Prime Responsibility - Client

• Establishing project objectives and priorities
• Approving scope changes in a timely fashion
• Approving change orders in a timely fashion
• Providing timely communications on project performance

Prime Responsibility - Contractor

• Project planning and scheduling control
• Initiating change orders as required
• Management of subcontractors
• Quality of construction craft
• Density of construction craft
• Craft mix ratios
• Craft utilization and training
• Safety performance
Site Conditions
• Weather extremes
• Work permits
• Plant hazards
• Availability of:
4 Materials
4 Tools and equipment
4 Design information
The Construction Manager will discuss project assessment results with the Site Manager to ensure:
• The Site Manager fully understands the standards that will be used to evaluate the project
• The project team members responsible for the evaluated activities fully understand the
applicable performance standards
• Areas of concern are clearly identified
4 A corrective action plan is developed
4 All involved participants agree to the corrective action implementation schedule
• Previously assigned action items have been completed as scheduled

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Construction Manager Project Assessment Guidelines

SITE VISIT AGENDA

TOPIC DOCUMENTS NEEDED DISCUSSION ITEMS PARTICIPANTS
Quick Orientation Site Plot Plan/Area Location Products Produced & Processes Used Site Manager
Map Overall Current Status/Client Relations
Temporary Facilities Layout Areas of Concern
Progress Report
Personnel Organization Chart/Force Report Performance Evaluations/Staff Site Manager
Staffing Plan/Replacement Plan Personnel Information
Construction Staff Backgrounds Organization Strengths/Weaknesses
Personnel Required/To Be Released
Safety Safety Status Report OSHA Recordable Incidents/First Aid Site Manager
Cases Safety Supervisor
Lost Time Accidents Field Superintendent
ES&H Program Status
Workers Compensation Case
Management
Quality Deficiency Reports Weld Program Site Manager
Corrective Action Reports Backfill & Concrete Tests Project Field Engineer
Quality Audit Report Document Control Field Superintendent
Quality Metrics Material Storage and Maintenance
Control of Deficient Items
Hydrostatic Testing Program
Job Walk Safety Site Manager
Equipment, Tools, & Consumable Field Superintendent
Usage Safety Supervisor
Equipment Maintenance
Materials Management
Housekeeping, Hygiene, & Security
Craft Quality/Front Line Supervision
Progress Status Quantity Installation Curves Erection Sequence and Strategies Site Manager
Marked Up Installation Drawings Drawing Release Status Field Superintendent
Progress/Performance Curves Equipment Delivery/Installation Status Project Field Engineer
Three Week Schedules Bulk Material Delivery/Installation Project Controls
Master/Summary & 90/180 Day Status Supervisor
Schedules Quantity Changes/System Turnovers Startup Supervisor
Startup
Cost Status Project Financial Status Report Labor Productivity Site Manager
Indirect Curves Crew Size/Mix & Critical Craft Needs Field Superintendent
Craft Staffing Curves Gross Margin Analysis Project Field Engineer
Material/Subcontract Cost Cost/Commitment Comparisons Project Controls
Curves Contract Billing Status Supervisor
Change Order/Trend Log Material/Subcontract Cost Trends
Subcontracts Subcontract Listing Effectiveness of Subcontract Process Site Manager
Operations Formation & Administration Commitment Authorizations Project Field Engineer
Procedures DOR's Subcontracts Manager
Security Labor Contingency Plan Labor Problems Site Manager
Incident Reports Theft Safety Supervisor
Incidents Labor Rep
Client Visit Customer Satisfaction Survey Client Feedback Client Representative
Client Organization Chart Satisfaction Survey Site Manager
Monthly Project Reviews

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 Construction Manager Project Assessment Guidelines

PROJECT INFORMATION DATA SHEET

PROJECT NUMBER: PROJECT
NAME:
PROJECT MAILING ADDRESS: STREET:
CITY: STATE:
PROJECT STREET ADDRESS: STREET:
(if different than mailing address)
CITY: STATE:
PROJECT PHONE NUMBER:
PROJECT FAX NUMBER:

CONTRACT TYPE: CONTRACT VALUE: DIRECT JOBHOURS:

NAME WORK HOME PAGER/CELL

PROJECT MANAGER:

CONSTRUCTION MANAGER:

SITE MANAGER:
FIELD SUPERINTENDENT:

PROJECT ES&H REP:

PROJECT FIELD ENGINEER:

CLIENT CONTACT(S):

CONSTRUCTION SCHEDULE:
START: COMPLETE:

PEAK WORKFORCE:
MANUAL: NON-MANUAL:

SIGNIFICANT PROJECT MILESTONES:

OTHER SIGNIFICANT PROJECT ISSUES:

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Construction Manager Project Assessment Guidelines

PROJECT ASSESSMENT WORKSHEET

Date:

TO DATE(TD) TOTAL (T)

COST PERFORMANCE Actual Forecast Forecast Budget
Field Cost ($1,000s)
Total Project Cost ($1,000s)
TO DATE(TD) TOTAL (T)
SCHEDULE PERFORMANCE Actual Forecast Forecast Budget
Design Office (% Complete)
Construction (% Complete)
Overall Project (% Complete)
TO DATE(TD) TOTAL (T)
DIRECT HIRE LABOR PERFORMANCE Actual Forecast Forecast Budget
Total Manual Jobhours (1,000s)
Performance = Actual/Earned (TD or LP)

RATING SCALE
Poor Excellent
Environmental, Safety, & Health 1 2 3 4 5 6 7 8 9 10
Prime Contract Administration 1 2 3 4 5 6 7 8 9 10
Construction Quality 1 2 3 4 5 6 7 8 9 10
Client Satisfaction 1 2 3 4 5 6 7 8 9 10
Constructability 1 2 3 4 5 6 7 8 9 10
Construction Automation Tools 1 2 3 4 5 6 7 8 9 10
Construction Tools and Equipment 1 2 3 4 5 6 7 8 9 10
Materials Management 1 2 3 4 5 6 7 8 9 10
Cost Control - Planning Phase 1 2 3 4 5 6 7 8 9 10
Cost Control - Execution Phase 1 2 3 4 5 6 7 8 9 10
Construction Organization 1 2 3 4 5 6 7 8 9 10
Craft Worker Management - Planning Phase 1 2 3 4 5 6 7 8 9 10
Craft Worker Management - Execution Phase 1 2 3 4 5 6 7 8 9 10
Non-Manual Personnel Management 1 2 3 4 5 6 7 8 9 10
Schedule Control - Planning Phase 1 2 3 4 5 6 7 8 9 10
Schedule Control - Execution Phase 1 2 3 4 5 6 7 8 9 10
Security Management 1 2 3 4 5 6 7 8 9 10
Subcontracts Management 1 2 3 4 5 6 7 8 9 10
Emergency Planning 1 2 3 4 5 6 7 8 9 10
System Completion and Turnover 1 2 3 4 5 6 7 8 9 10
Comments:

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 Construction Manager Project Assessment Guidelines

PROJECT ASSESSMENT WORKSHEET

PROBLEM RESOLUTION

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Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
ENVIRONMENTAL, SAFETY, & HEALTH ASSESSMENT

EXCEEDS
MEETS
NEEDS
1. Orientation:
• An environmental, safety, and health orientation program has been
implemented on the project
• The orientation covers new employees, supervisors, and site visitors
• The orientation covers all applicable project and corporate safety, health,
and environmental issues
2. ES&H Programs and Processes:
• The self-assessment program is in place
• A worker incentive program is in place
• The project team has access to the most recent revision of the
Environmental, Safety, & Health Core Processes Manual
• The project is committed to the zero accidents philosophy
• The Safe Worker Observation (SWOP) Program is properly implemented
• The Back Injury Prevention Program is in place and properly implemented
• Employee disciplinary actions are initiated for safety violations
• A construction environmental control plan is in place and is being
implemented
• A safety task/job hazard analysis program is in place and being implemented
on the project
3. Meetings:
• Weekly safety tool box meetings are conducted on the project
• A project safety committee is in place and is being effectively used
• A weekly project safety tour is jointly conducted by the responsible
superintendent and ES&H representative
• Safety is discussed at weekly work planning meetings
• Site Manager fully participates in the implementation of the ES&H program
4. Administration:
• Project records are maintained documenting receipt of safety information
and attendance at safety meetings and safety training
• Minutes are taken at all safety meetings documenting assigned action items
• All supervisors are aware of the way in which safety statistics are collected
and assessed and on the high cost of project accidents
• A medical management/workers’ compensation program is in place
• All supervisory personnel understand the regulatory information required to
be completed in the case of accidents and their possible personal legal
involvement.
• Subcontractor ES&H programs are in place

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 Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
ENVIRONMENTAL, SAFETY, & HEALTH ASSESSMENT

EXCEEDS
MEETS
NEEDS
(continued)
5. Site Conditions:
• Housekeeping adequate
• Scrap collection and clean-up schedules implemented
• Ladders, scaffolds, suspended personnel work platforms, etc. properly used
• Personnel protective equipment in use at the site
6. Does the site specific Environmental, Safety, & Health action plan include up to
date information on actions to take in case of emergencies?
• Are all superintendents who may be on site during off hours aware of
required actions in the event of both emergency and non-emergency
situations?
• Are preferred hospitals, clinics, and doctors been identified?
• Are emergency notification lists posted?
• Do the emergency notification lists identify the site personnel to notify in the
event of a serious accident, work stoppage, environmental event or natural
event such as a tornado, hurricane, or earthquake?
• Do emergency notification lists include both work and home phone numbers?
7. Documentation:
• Employee files complete including records of orientation training, safety
seminars, special training, disciplinary action or warnings, workers’
compensation claims, first aid, and medical treatments
• Accident reports are complete including type of accident, date, time,
location, weather, trades involved, name of who was injured, property
damage, accident details, etc.
• Project accident documentation used to look for accident trends
• All safety records and reports comply with corporate core processes manual
• Records maintained of all government agency visits to the site
• Records maintained or all directly or indirectly related project incidents (e.g.
fires, storms, floods, power outages, etc.)
8. Display:
• Safety warning posters properly displayed
• Employee feedback, recognition, and safety slogans prominently on display
9. Training:
• Environmental, safety, and health training programs in place
• Supervisory personnel have completed the safety leadership training and
environmental compliance workshop
10. Client:
• Client participates in the project safety program
• Client’s safety program integrated into the project safety execution plan
• Client personnel attend project safety meetings
• The client is represented on the project safety committee

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Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
PRIME CONTRACT ADMINISTRATION ASSESSMENT

EXCEEDS
MEETS
NEEDS
1. A copy of the conformed prime contract is available at the site.
2. A prime contract division of responsibility (DOR) matrix has been prepared in
accordance with the Bechtel Prime Contracts Administration Manual, a.k.a. the
“Red Book”
• A copy of the DOR is available at the site
• The construction team is aware of its prime contract administration
responsibilities
3. A kick-off meeting has been held with project team members to develop
consensus on project team member responsibilities
• The Site Manager participated in the kick-off meeting and is knowledgeable
of construction responsibilities
4. The Site Manager is familiar with the duties and responsibilities of the project
Prime Contract Administrator (if one has been assigned on the project)
5. The Site Manager is aware of the results of the detailed contract compliance
matrix review performed by the Prime Contract Administrator (if one has been
performed on the project)

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 Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
CONSTRUCTION QUALITY ASSESSMENT

EXCEEDS
MEETS
NEEDS
1. Corporate construction manual information available at the site:
• Site Managers Manual
• Field Engineering Manual
• Construction Quality Manual
• Bechtel Quality Control Manual (BQCM)
2. Applicable code information available at the site
3. Construction procedures prepared and implemented
• Procedure development and approval
• Duties and responsibilities
• Construction training
• Document control
• Survey control plan
• Heavy lift rigging
• Control of Materials and Test Equipment (M&TE)
• Construction quality inspections and documentation
• Control of deficient items
• Construction completion and turnover
• Document retention and turnover
4. Latest Issued for Construction (IFC) drawings available and used by construction
work force
5. Material receipt inspection procedure implemented
6. Material warehousing and storage controls implemented
7. Project procedures implemented to control the installation of specific
commodities
• Excavation and backfill
• Concrete placement
• Underground piping
• Above ground piping
• Hydrostatic testing
• Mechanical equipment
• Electrical equipment
• Electrical cables and terminations
• Electrical raceway
• Instrumentation
8. Construction manual and non-manual personnel skills evaluated and appropriate
skills training implemented to ensure quality

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Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
CLIENT SATISFACTION ASSESSMENT

EXCEEDS
MEETS
NEEDS
1. Site manager/client rapport

2. Client evaluation of the project

3. Timeliness of client notification of suspected trends and actions being taken

4. Clarity of project goals and objectives

5. Project record keeping

6. Project team - client communications on improvement opportunities

7. Role definitions being applied

8. Invoices processed in a timely manner

9. Client assessment of non-manual project team

10. Weekly project team - client job walk conducted

11. Client participation in project management meeting

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 Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
CONSTRUCTABILITY ASSESSMENT

EXCEEDS
MEETS
NEEDS
1. A formalized project constructability plan in place
2. Constructability during the planning stage
• A constructability coordinator has been assigned
• Constructability is part of the Project Execution Plan in engineering,
procurement, and construction
• Each project account been addressed to ensure that the best construction
work method is used
• Outside sources been used to assist in the constructability process in specialty
areas (e.g. modularization)
• All project team members have been solicited to contribute constructability
ideas and each idea has been evaluated or used
• Formal construction plans been prepared for each major segment of the work
and cost evaluation methods are used to consider project alternates
3. Constructability during the execution stage
• A constructabilty coordinator has been identified
• Constructability methods and options discussed at planning meetings
• The construction execution team is continually challenged looking for better
work methods
• Help solicited from both non-manual and manual project team members
looking to improved constructability methods
• Repetitive work processes are reviewed for optimization
• Productivity engineering methods used to evaluate construction processes
4. Each project account been addressed
5. Constructability is an integral part of the construction planning process
6. New methods are cost justified
7. Formal project lessons learned are prepared and submitted to central construction
8. The full project team is engaged in the implementation of the constructability plan

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Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
CONSTRUCTION AUTOMATION TOOL ASSESSMENT

EXCEEDS
MEETS
NEEDS
1. Project Automation Plan
• The project has prepared a detailed construction project site automation plan
that is integrated into the overall project automation plan.
• The plan includes a description of the hardware, software, and
communication systems that will be used on the project.
2. Project Automation Budget
• The construction project has prepared a detailed construction automation
budget based on the project site automation plan which forecasts the costs of
implementing the construction automation plan.
• This budget has been approved by the Site Manager, Construction Manager,
and Project Manager.
3. The project has established a project site Local Area Network (LAN) that
interconnects on-site computers to facilitate communications and sharing of
information by the project team.
4. The project has established a project link from the construction site to the Bechtel
Wide Area Network (WAN)
5. The project is using an Electronic Mail (E-Mail) service to the site.
6. The project is using a Windows 3.1 or later operating system at the site.
7. The project team is using the Microsoft Office suite of applications including:
Word 6.0 for word processing, Excel 5.0 for spreadsheets, Access 2.0 for
databases, and PowerPoint 4.0 for presentations.
8. The project has used Primavera to develop a fully integrated EPC critical path
project schedule.
• The schedule is integrated with the model via 4DPlanner
9. The project uses PCWorks for earned value reporting and project progress
evaluation.
10. The project team is using SETROUTE to control the design, procurement, and
installation of electrical and instrument cables, terminations, and devices.
• The use of SETROUTE is prescribed in the engineering automation plan in
addition to the construction automation plan.
11. The project team is using the Pipeline (or TEAMWorks) application to track and
manage tagged components throughout the EPC process.
• Engineering provides fully populated Pipeline databases listing all tag
numbered components that must be installed.
• Component databases are maintained by engineering for: Pipe Spools, Pipe
Hangers, Valves, Mechanical Equipment (Pumps, Tanks, etc.), and
Instruments
• When piping is modeled in a 3D application, field welds must be shown in
the 3D model to facilitate the extraction of a pipe spool and field weld
Pipeline database directly from the 3D CAD model.

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 Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
CONSTRUCTION AUTOMATION TOOL ASSESSMENT

EXCEEDS
MEETS
NEEDS
(continued)

12. The project uses the Procurement Tracking System (PTS) at the construction site
to manage materials at the site.
• All site Field Material Requisitions must be prepared, approved, and routed
to Procurement electronically via PTS
• Material Receiving Reports must be prepared in PTS
• Bulk field material inventories must be maintained in PTS
• Bechtel standard stock codes are used for bulk and consumable materials
• Material Withdrawal Requests (MWR) must be prepared using PTS
• Additionally, engineering must provide sufficient design information such as
detailed material takeoffs by design drawing to enable the full use of the PTS
application.
13. The project has implemented the use of an accepted field accounting application
at the site to track payable and labor costs (Timberline for work in the United
States and Oracle Financials for work outside the United States).
14. The project site uses 2D CAD to view design documents, extract coordinate data
from design documents, and prepare field sketches and as-builts.
15. The project uses 3D CAD for basic project design and the construction team uses
3D CAD at the construction site to view design documents and extract coordinate
data from design documents.
• The model is broken down by building volumes consistent with the facility
area/building numbering system.
• Field welds for piping systems are shown in the model to facilitate
constructability input and to extract isometric drawings.
• Field welds are located to reduce construction costs.
• Each component, including spools, pipe hangers, instruments, and valves,
must be provided with a unique identification number (CIN) that can be used
for materials management tracking.
• Interference checks are routinely run by engineering during the development
of the 3D model to identify and correct interference problems.
• All underground commodities are modeled to avoid interferences.
16. The project site uses 3D visualization via WALKTHRU or similar application.
17. The project has access to the OLRL and/or BecWeb at the site through direct
dial-in access or through the Construction Information Source CD.
18. The project uses Bechtel standard survey technologies and work practices:
• The project uses the Bechtel Remote As-Built System where appropriate to
collect as-built coordinate data on projects that involve modifications to
existing facilities.
• Engineering models all designs to scale to allow survey coordinate data
extraction.
19. ALPS is used during the project planning phase to evaluate plot plan layouts and
to evaluate rigging methods.

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Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
CONSTRUCTION TOOL AND EQUIPMENT ASSESSMENT

EXCEEDS
MEETS
NEEDS
1. Equipment selection
• Bechtel Equipment Operations has participated in heavy lift rigging studies
and equipment planning
• Formal project equipment list and schedule prepared and approved by the
Project Manager
• Climatic and other geographic conditions considered in project equipment
selection
• Jobsite operating environment considered in equipment selection
• Spare parts availability considered in equipment selection using information
obtained from Bechtel Equipment Operations
• Bechtel Equipment Operations assisted in the decision to rent, lease, or
purchase project equipment made
• Equipment selection considered maintenance requirements using data
supplied by Bechtel Equipment
• Equipment standardization considered in selection process to minimize
maintenance and spare parts inventories
• Sophistication of selected equipment appropriate for the skills of the local
operators and mechanics
• Equipment selection maximize the use of the Bechtel fleet
• Equipment schedule matches manpower staffing and equipment forecasts
(e.g. welders to welding machines)
2. Equipment allocation
• Allocation of equipment to individual superintendents or tasks conform to the
preplanned equipment schedules
• Equipment maintenance schedules show scheduled routine, periodic, and
preventative maintenance and inspections
• Periodic equipment meetings held with the responsible discipline and
equipment superintendents to plan usage and resolve conflicts
• Periodic reports made to Site Manager to report equipment operating and
down time
3. Equipment planning meetings held
4. Equipment schedules maintained
5. Equipment utilization
• Procedure developed and implemented to monitor equipment utilization to
determine when under-utilized equipment should be surplused
• Daily meetings are held to review equipment usage, allocation, selection, and
surplus actions
• Independent observations of mobile equipment being used to determine
utilization
6. Personal field observations - equipment utilization, condition, etc.

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 Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
CONSTRUCTION TOOL AND EQUIPMENT ASSESSMENT

EXCEEDS
MEETS
NEEDS
(continued)
7. Operator skills are adequate
• Equipment operators certified and/or qualified to operate project equipment
8. Operator training is adequate
9. Equipment maintenance
• A formal equipment maintenance program implemented for equipment
maintenance
• A maintenance file has been established for each piece of equipment
• Formal daily maintenance checks performed for each piece of equipment
• Lube and oil change requirements established for each piece of equipment
and are being followed
• Required preventative maintenance is being implemented
• An equipment repair process has been developed and implemented
• A fuel and lubricant inventory control process been developed and
implemented
• A spare parts inventory control process been developed and implemented
• Each equipment file contains applicable operating manuals, manufacturer
parts lists and repair manuals, capacities, rental rates (if applicable),
historical records, maintenance costs (labor, parts, and supplies), available
equipment, and equipment utilization
• An equipment maintenance training program been established (if required)
• Equipment repair records have been maintained
10. Spare parts inventory maintained
11. Maintenance checklists used
12. Equipment files maintained
13. Required equipment reports issued
14. Surplus equipment released in a timely manner
15. Control of off-site usage of company vehicles

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Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
MATERIALS MANAGEMENT ASSESSMENT

EXCEEDS
MEETS
NEEDS
1. Is their a written Division of Responsibility between Design and Field Engineering
for material responsibilities?
• Responsibility for Take-Off of Bulk Materials
• Fabricator technical coordination
• Review and approval of fabrication drawings
• Scheduling material deliveries

2. Has a Material Management Plan been issued and is it being followed?

3. Are Warehousing Facilities adequate and automated?

• Bar coding system in use
• Automated receiving and inventory control
• Temperature and environmental controls implemented

4. Are vendor activities being properly controlled?

• Are vendors being used to provide on site material services such as Min-Max
Inventories control, cable reel management, etc.?
• Are on site vendor activities being effectively managed?
• Are vendor responsibilities included in MM Plan?

5. Are Vendor/Procurement Schedules integrated into the construction schedule?

• Just in time deliveries are being made?

6. The project is proactively using MPA agreements including Construction MPA’s

• Tools and consumables MPA
• Formwork MPA
• Scaffolding MPA
• Fastener MPA

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 Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
COST CONTROL - PLANNING PHASE ASSESSMENT

EXCEEDS
MEETS
NEEDS
1. Construction input to project estimates
• Productivity analysis - confirm appropriate standards used
• Height and congestion
• Construction Tools and Equipment
• Non-manual staffing
• Temporary facilities
• Subblock definition
• Tools and consumables
• Craft wage rates
• Escalation
• Contingency

2. Trend program used to evaluate and track constructability program cost savings

3. Effectiveness in developing EPC organization structure to support project area

definitions

4. Implementation of principles of construction controls requirements

5. Understanding of the preliminary contract and commercial terms (i.e.,

Reimburseable/NR, scope of service, liabilities)

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Construction Manager Project Assessment Guidelines

COST CONTROL - EXECUTION PHASE ASSESSMENT

BUDGET FORECAST PLAN ACTUAL

COST
PERFORMANCE

IMPROVEMENT

STANDARDS

STANDARDS
EXCEEDS
MEETS
NEEDS
1. Implement, participate, and contribute to all project cost management efforts.
2. Construction cost control program
• Distributable cost control
• Quantity installation curves
• Project staffing curves
• Weekly cost review
• Identifying cost trends
3. Site process in place for installed quantity reporting
4. Use of all cost control work processes as outlined in the Principles of
Construction Controls
5. Effectiveness in motivating project team in complying with the cost control
program
6. Effectiveness in identifying and mitigating construction cost risk areas
7. Management of cost changes including:
• Proper consideration of change impact in change order pricing
• Changes approved prior to starting work
8. Understanding the final contract and commercial terms, protecting profitability
9. Effective implementation of a project cost savings program

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 Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
CONSTRUCTION ORGANIZATION ASSESSMENT

EXCEEDS
MEETS
NEEDS
1. Effectiveness of construction field organization considering the size, complexity,
and type of project (direct hire, construction management, etc.)
• Supervisor percentage
• Field Engineering percentage
• Technical Services percentage
• Field Procurement percentage
• Field Accounting percentage
2. Effectiveness in using central construction organization
• Construction Manager
• Field Contracts Manager
• Construction Specialists (rigging, survey technologies, etc.)
• Environmental, Safety, & Health Manager
3. Effective use of the project organizational matrix
• Project Manager
• Engineering Manager
• Procurement Manager
• Business Manager
4. Effective use of new hires and college graduates in the field organization
5. Field organization chart or staffing plan reflects the following for each position:
• Position number
• Position title
• Name of person
• Date required
• Planned release date
• Single or family status (where applicable)
6. Field organization chart to reflect:
• Job number
• Project title
• Project location
• Drawing number
• Revision number and date
• Reporting relationships for each functional area
7. Is project organizational data kept current and distributed to both functional and
project organization team members (e.g. Project Manager, Construction
Manager, etc.)
8. Site Manager conducts regular project team meetings
9. Effectiveness of non-manual career development and training

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Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
CRAFT WORKER MANAGEMENT - PLANNING PHASE

EXCEEDS
MEETS
NEEDS
ASSESSMENT

1. Familiarity with corporate worker management policies and procedures

2. Understanding of site manager responsibilities
3. Labor plan included in Construction Execution Plan
4. Labor survey conducted:
• Labor availability surveyed within 100 miles of site
• Wage rate survey conducted
• Craft skill levels assessed
• Current and projected local employment evaluated
• Impacts of new projects on labor availability evaluated
• Critical craft shortages evaluated
• Craft productivity evaluated
5. If a construction management project, determine extent of craft worker
management responsibility
6. Craft productivity estimating information forwarded to project controls manager
7. Determine if off-site welder testing required
8. Plan in place for:
• Craft recruiting
• Craft utilization
• Craft training
• Craft supervision training
• Labor disruption
• Welder training
9. Determine construction gate designation requirements
10. Effectiveness of EEO/AA, sexual harassment, and ADA training
11. Site procedures in place for:
• Craft requisitioning
• New hire processing and orientation
• Craft identification
• Change of rate approval
• Discharge for cause
• Planned layoffs
• Processing terminations
12. Effectiveness of project worker - management committee meetings (if applicable)

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 Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
CRAFT WORKER MANAGEMENT - EXECUTION PHASE

EXCEEDS
MEETS
NEEDS
ASSESSMENT

1. Labor plan implemented and monitored

2. Communications with corporate construction in place and implemented
3. Craft reports issued as required
4. Recruiting, craft utilization, and training documentation prepared
5. Craft training programs (supervisory skills, rigging, etc.) in place
6. Construction gate designations and controls in place
7. Legal aspects of worker management
8. Project worker - management committee meetings effective (if applicable)
9. Site compliance with:
• Change of rate approvals
• Terminations
• Craft need forecasts
• Overtime approvals
• Foreman/general foreman ratios
• Craft utilization ratios
10. Enforcement of job rules:
• Craft identification
• Late starts / early quits
11. No illegal payroll withholdings
12. Work rules posted and given to workers
13. Adequate resources available:
• Construction equipment
• Tools
• Materials
• Non-manual support
14. Craft manpower requirements preplanned and properly requisitioned
15. Craft needs reviewed in schedule meetings
16. Formal craft manpower projections prepared
17. Procedures in place for management notification of labor disruptions
18. Facilities:
• Craft site entry controls adequate
• Craft orientation (safety, work rules, etc.) adequate
19. Regularly scheduled meetings held with craft supervision to review labor issues

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Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
NON-MANUAL PERSONNEL MANAGEMENT

EXCEEDS
MEETS
NEEDS
ASSESSMENT

1. Site Manager has access to latest revision of Personnel Policies Manual and
ensures policies are fairly applied at the site
2. Site Manager fairly applies project specific employee conditions
3. Site Manager implements required policy approvals for employee travel
4. Field organization chart updated monthly and transmitted to Construction
Manager
5. Non-manual staffing chart updated monthly and transmitted to Construction
Manager
6. Non-manual personnel requisitions
• Issued for all construction non-manual personnel
• Requisitions initiated in advance of required need date (at least 60 days prior
to need)
7. Recruitment
• Site Manager has current and accurate status on all open requisitions
• Requisitions for critical open positions are given special attention
• Local recruitment is implemented per corporate policy
8. Job descriptions including work standards are in place for each non-manual
position
9. Current Individual Performance Management (IPM) forms are in place for each
non-manual employee
• Prepare a new IPM for each employee at the start of the project assignment
• Review IPM with each employee at least once a year and/or at the conclusion
of the assignment
• IPM’s address individual employee development plans
• Obtain copies of previous assignment IPM’s for information
10. Career discussions are provided for non-manual employees upon request
11. Project employee development plan in place and being implemented:
• Employees have access to and use the Construction Employee Development
Handbook
• Site Manager obtains completed training records from HRIS for each
employee
• Construction Employee Development Handbook used to prepare employee
development plans
• Project takes advantage of construction training workshop opportunities to
enhance employee development
12. Replacement planning information for key project assignments maintained by the
Site Manager and provided to the Construction Manager upon request

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 Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
NON-MANUAL PERSONNEL MANAGEMENT

EXCEEDS
MEETS
NEEDS
ASSESSMENT (continued)

13. Salary plan effectively implemented at the project site

• Salary plan deviation requests properly substantiated and submitted to
Construction Manager
14. Equal Employment Opportunity / Affirmative Action programs in place and
effectively implemented
• Community action plan implemented (if applicable)
• Required postings in place
• Required reporting completed as required
• Action plan in place to meet recruitment goals
• Site Manager fully practicing spirit of EEO/AA program
15. Employee Disputes Resolution program implemented
16. Project team morale high exhibiting enthusiasm and cooperation among team
members
17. Site Manager exhibits interest in each employee
18. Demobilization plan in place and approved by client (if required)
19. Employee notice of release letters given to employees at least 30 days prior to
release from the project

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Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
SCHEDULE CONTROL - PLANNING PHASE

EXCEEDS
MEETS
NEEDS
ASSESSMENT

1. Construction team participation and contribution to all project schedules

• Master Milestone schedule
• Integrated EPC schedule
• EPC Subblock or Area schedule
• Subcontract schedule
• Mobilization schedule
• Schedule contingency
• Scheduling procedures
• Work packaging
• Work Breakdown Structure (WBS)
2. Construction team participation and contribution to the:
• Project execution plan
• Field project control plan
• Material control plan supporting the project schedule
3. Constructability analysis for schedule improvement and contribution to the project
trend program.

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 Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
SCHEDULE CONTROL - EXECUTION PHASE

EXCEEDS
MEETS
NEEDS
ASSESSMENT

1. Construction team participation and contribution to all project schedules

• Integrated EPC schedule
• EPC Subblock or Area schedule
• 90/180 Day schedule
• 3 or 4 week work plan schedules
• Special schedules (e.g. boiler erection plan)
2. Support and commitment to the field controls program
• Monthly project update using the 180 day rolling schedule and bulk quantity
installation curves
• Weekly work plan schedule review meetings using the 3 or 4 week work plan
schedules
• Weekly work plan meetings using the progress and performance report
• Weekly review of the project action items list
3. Knowledge and effective use of all schedule control procedures
4. Motivation of the construction team in meeting the project schedule
5. Effectiveness of the construction team in identifying risk areas and in developing
and implementing corrective action plans to minimize adverse impact
6. The project tracks the cost of tools, consumables, and consumable supplies per
craft jobhour

27
Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
SECURITY MANAGEMENT ASSESSMENT

EXCEEDS
MEETS
NEEDS
1. Security procedures appropriate for the site have been prepared and
implemented
2. Security personnel review new hire orientation and are familiar with site
procedures
3. Security personnel enforce security rules effectively
4. Security rules are posted at the site
5. Security personnel have received fire prevention and fire fighting training
6. Time clocks are used by security personnel after normal working hours
• Security clocks are routinely monitored to ensure security checks are made
7. Security occurrence reports are concise and timely
• Occurrence report follow-up actions are adequate
8. Lost/stolen tool report file is reviewed/analyzed on a regular basis
• The project tracks the dollar value of tools and equipment attributed to theft
or unexplained loss
9. The site procedure for the control of vehicle site entry/exit is adequate
10. A log of jobsite equipment exit/re-entry is maintained including equipment
identification number, operator name, date and time of exit, date and time of
re-entry, purpose of off-site travel, and authorization signature
11. The site procedure for the control of site visitors is effective and adequate
12. Procedure for control of material entering/exiting the site is adequate and
effective
• Material documents contain required authorization signatures
• Material documentation is checked against load contents
13. Tool issue and control procedure is effective and adequate
• Company owned tools are properly marked or identified
14. A listing of employee and subcontractor owned tools is maintained
• Employee and subcontractor tool boxes are checked against tool lists when
employees and subcontractors exit the site
15. Effective gate control procedure implemented for the entry and exit of
subcontractor personnel
• Control of subcontractor materials, equipment, tools, and supplies entering
and exiting the site is effective and adequate

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 Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
SUBCONTRACTS MANAGEMENT ASSESSMENT

EXCEEDS
MEETS
NEEDS
1. All subcontract administration procedures in compliance with the Bechtel
Contract/Subcontract Management Manual or “Brown Book”
• Deviations (e.g., client preferences) approved by Manager of Contracts
2. Subcontract formation procedures in compliance with Bechtel Contract/
Subcontract Formation Manual or “Blue Book”
• Deviations (e.g., client preferences) approved by Manager of Contracts
3. Current version of PROFISY used for Bechtel subcontract terms and conditions,
“Bechtel Proforma”
• Deviations approved by the Regional Manager of Procurement
4. Subcontracts administrative controls effective and adequate
• Administration procedures in place
• Division of responsibility (DOR) prepared and approved
• Request for Information (RFI) and Pending Issues (PI) procedure in place
5. Signature Authorizations for subcontract changes delegated by BCOI - Manager
of Contracts per Corporate Policy 230
6. Standard subcontract administration forms used.
7. Subcontracts Operations Reviews performed at 20% and 70% construction
complete milestones
8. Subcontractors not allowed site access until insurance certificates have been
reviewed and approved by the Subcontract Administrator and Risk Management
(if required)
9. Pre-Construction Meeting (PCM) held and formal kick-off letter issued prior to the
start of any Jobsite work (refer to Exhibit 3.3.2-B of the Brown Book)
• Authorized Representative (AR) named for each subcontractor
• AR is present/represented at all times when its forces are at the site
• Bechtel and/or Bechtel client representatives introduced at PCM and
documented in the kick-off letter, along with any limitations on the authority
of the Bechtel Representatives
10. Latest approved subcontractor schedule reconciled against the integrated project
EPC schedule
• Schedule discrepancies have been explained and documented
• Subcontractor schedule is in proper format (i.e. CPM, barchart, resource
loaded, etc.) and has been formally dispositioned and returned to the
subcontractor
11. Incoming and outgoing correspondence and appropriate actions are tracked
12. Subcontractor progress routinely reviewed against approved schedule
• Corrective actions taken to correct subcontractor schedule slippages
• Corrective actions taken to correct project schedule slippages which could
impact subcontractor work activities

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Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
SUBCONTRACTS MANAGEMENT ASSESSMENT

EXCEEDS
MEETS
NEEDS
(continued)

13. Extra work orders and change notices properly reviewed and approved per Policy
230 requirements prior to starting work
14. Daily reports are promptly prepared and are adequate in detail
• Follow-up action items noted
• Follow-up actions tracked until complete and resolution noted in daily report
• A daily report prepared for each project work day
15. Weekly or bi-weekly subcontract progress review meetings are conducted
• Action items identified at meetings are documented and tracked until
resolved
• Copies of meeting notes are prepared and distributed to the subcontractor,
Site Manager, Project Manager, and client (if required)
16. Subcontractor invoices paid in a timely fashion
• Release certification (lien releases) processes
• Evidence of material supplier invoice payments available
17. Backcharge procedure in place and implemented
• Backcharges properly documented and tracked through to collection
18. Prior to formal subcontract close-out, electronic copies of subcontract scope and
reimbursement terms sent to the Manager of Contracts
19. Project files contain essential documents:
• Conformed subcontract
• Valid insurance certificates
• Performance and payment bonds (if required)
• Correspondence logs
• Baseline approved subcontract schedule
• Daily reports
• Subcontractor force reports
• Meeting notes including pre-construction and progress review meeting notes
• Reports of work interruptions
• Formation group files
• Subcontractor Requests for Information (RFI)
• Extra Work Orders, Change Orders, and Change Notices
• Invoice reviews
• 3 or 4 week work plan schedules
• Subcontract amendments
• Policy 230 authorizations
• Material assignment schedule
• Approved subcontractor submittals
• Notice of authorized representatives
• Subcontractor safety and accident reports

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 Construction Manager Project Assessment Guidelines

• Pending issues and claims

31
Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
EMERGENCY PLANNING ASSESSMENT

EXCEEDS
MEETS
NEEDS
1. A project Emergency Contingency Plan has been prepared
• A copy of the plan is available at the site
• Construction team members are knowledgeable about the details of the plan
2. Employee and dependent information is complete and current
3. The Emergency Contingency Plan is reviewed annually to ensure it is current
4. The list of personnel to be contacted in the event of an emergency is current and
available to all construction team members
• Project Manager
• Construction Manager
• Manager of Construction
• Senior Regional Manager
• Manager of Region/Corporate Security
5. The project emergency plan lists specific actions to take in the event of:
• Earthquake
• Hurricane
• Tornado
• Flash flood
• Fire
• Severe cold temperatures
• Heavy snow/blizzard conditions
• A major accident
• Local unrest
6. The project has an adequate supply of emergency equipment and supplies for
use during potential emergencies
7. A current list of emergency services is maintained and is available for all
construction team members:
• Ambulance service
• Fire department
• Police
• Rescue squad
• Hospital/doctor
• Corporate Security hotline
8. Country evacuation procedures developed and approved by corporate security if
required
• Current list of employee and dependent names, home addresses, and home
telephone numbers maintained and is readily available

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 Construction Manager Project Assessment Guidelines

IMPROVEMENT

STANDARDS

STANDARDS
SYSTEM COMPLETION AND TURNOVER ASSESSMENT

EXCEEDS
MEETS
NEEDS
1. System scoping boundaries have been assigned to all project systems,
equipment, and facilities
• System scoping has been reviewed and accepted by construction, startup,
and/or the client as appropriate
2. Specific startup system assignment can be readily determined for each project
component
3. An integrated construction/startup project completion schedule has been
developed for each project system
• System turnover milestone dates have been established for each system
4. A formal project completion and turnover procedure has been developed and is
being implemented on the project
5. Walkdowns are performed on each system to verify the status of the construction
work
• A formal work completion punchlist is maintained for each system
• Completed punchlist items are verified to be complete and signed off on the
system punchlist
6. Project documentation (including inspection records, test records, and open
nonconformances) is reviewed and verified to be complete prior to system
turnover
• Incomplete documentation is listed on the system punchlist and tracked until
complete
7. A joint construction/startup/client walkdown is performed when all work is
complete and the system is presented for final acceptance
• Responsible construction/startup/client personnel mutually agree on work
items that are not required to be completed prior to final turnover
8. A formal turnover package is prepared for each system turnover which includes
releasing and acceptance signatures
9. Following turnover, required system jurisdictional boundary tagging is performed
as required by project procedures

33