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Construction Work Package

ObjectivesTo describe the construction scope of work and facilitate the integration between cross functional disciplines.

CONSTRUCTION WORK PACKAGE (CWP)Developed in an environment where there are many different types of construction that have different needs, different systems, not to mention the different types of companies (E, EP, EPC & EPCM).

The basic premise of work packaging whether it is a construction, engineering, procurement or field installation work package is rooted in the idea that a project is broken into well defined manageable pieces that can be executed, budgeted, measured and controlled.

The boundaries of the CWPs, the complete list and the priorities must be developed by Construction during the front end of the Engineering phase, in conjunction with the path of Construction so the sequence of the Engineering and Procurement deliverables can support Construction requirements. The CWPs are assembled by Construction before the work gets to the field.

The CWP will always include:a description of the worklist of drawings and materials/equipment to be installedreference documents (such as P&IDs, specifications, etc.)estimated manpowerScaffoldingconstruction equipment requirementsSafetyQualitysubcontract administrationpermitting and regulatory requirements

CWPs are rolled out in a staged process, updated as information becomes available at different schedule levels and are continually refined into Field Installation Work Packages ( FIWP)

Field Installation Work Package (FIWP) is a detailed execution plan that ensures all elements necessary to complete the scope are organized and delivered before work is started to enable craft persons to perform quality work in a safe, effective and efficient manner. Generally the scope of work associated with the FIWP should be small enough that it could be completed by a single foremen team in a one or two week time frame.

CWP TemplateA CWP template was developed in order to set the bar for package content. The objectives of template are to reconcile the differences of planning, scheduling, budgeting, status and control implied by the system orientation of design, procurement, start up and operation and the area orientation of construction.

Construction Scope of WorkA complete narrative description of the construction scope of work for the package. This may include sections for work included and not included, prerequisites, demolitions and isolations as well as a summary of the equipment and bulk quantities to be installed or demolish.

Construction Scope of WorkEngineering InformationManpowerDirect Field Equipment and MaterialsSafetyQualitySpecial Permits/ Regulatory RequirementsSubcontractorsVendor Support Data

Rigging StudiesScaffoldSpecial Construction Equipment, Tools and ConsumablesWaste ManagementRisk RegisterWorkFace PlanningProject ControlTurnover DocumentsContact List

Effective and Dynamic Leadership

LEADERS

What is a leader?A leader is "a person who influences a group of people towards the achievement of a goal"Leading peopleInfluencing peopleGuiding peopleCommanding people

A mnemonic for this definition would be 3P's - Person, People and Purpose as illustrated by the following diagram.

Person A leader by its meaning is one who goes first and leads by example, so that others are motivated to follow him.

To be a leader, a person must have a deep-rooted commitment to the goal that he will strive to achieve it even if nobody follows him!

The leader has to be practical and a realist yet must talk the language of the visionary and the idealist. Eric Hoffer

A requirement for leadership is personal vision - the ability to visualize your goal as an accomplished fact; a thing already achieved.

The next requirement is the realization that the goal cannot be achieved alone, without the help of others.Purpose

Achievable ... realistic yet faith stretchingInspiring ... challenging your people to give of their bestMeasurable ... quantifiableShared ... declaring your conviction in and commitment to the goalIn communicating your goal, bear in mind that it should meet the following criteria:

To be a leader, one must have followers. To have followers, one must have their trust.PeopleHow do you win their trust? Why would others trust you? Most important, are you worthy of their trust?

Leadership is the process of influencing others toward the achievement of organizational goals. A successful organization has one major attribute which sets it as part from unsuccessful organizations: dynamic and effective leaders.

Dynamic leaders are responsive to the changing needs of their followers.

Effective leaders worked at accomplishing organizational goals through competent and committed employees.

The most successful leaders favor leadership styles which allow them to be dynamic and effective.

What is leadership?

Leadership10 % Gift5 % Crisis85 % Influence

Why Leadership is Important?

No Leadership skills = limited growthEffective leadership = cost savingsEmployers are focusing on inadequaciesEveryone is expected to lead in their role.Your impact on others Intent VS ImpactBalance not frenzy

Types of Leaders

Leader by the position achievedLeader by personality, charismaLeader by moral exampleLeader by power heldIntellectual leaderLeader because of ability to accomplish things

Great Leaders Desire Willingness to work You have to believe Commitment Feel good Know how Repetitious and systematic High F.Q (Failure Quotient) Vision Become a motivator

What is supervision?Supervision is the activity carried out by the supervisors to oversee the productivity and progress of employee who report directly to the supervisors.

Supervision of a group of employees often includes

Conducting basic management skills (decision making, problem solving, planning, delegation and meeting management)

Organizing their department and teams.

Noticing the need for and designing new job roles in the group.

Hiring new employees

Training new employees

Employee performance management (setting, observing and giving feedback, addressing performance issues, firing employees, etc.)

Conforming to personnel policies and other internal regulations.What Do Supervisors do?

Set as good examples by:Be punctualWell dressedShowed respect to otherKnowing of operationGood CommunicationGuest StaffStaffManagementTrained and correctKnow the staffEncourage loyaltyShow concerns for theGroupIndividualTo yourselfManagementCompanyDelegatesStrong PointsWeak PointsMistakesStandardsBe approachableShow impartialityMaintain self-controlImplement fair disciplineHow can you improve as a Supervisor?

The Four Leadership Styles

Development levels of the followerDevelopment level is defined as an individuals degree of competence and level of commitment to compete a specific task. The level can change from task to task.

Directing (S-1)For this style the leader tells the follower what, how, where, and when about the task that needs to be done. The leader closely supervises the work. The follower has no involvement with decision-making or problem-solving. The behaviors exhibited by the leader are highly directive and minimally supportive.Development level D-1 exhibits low competence/high commitment.Coaching (S-2)The leader continues to give specific directions. The leader becomes supportive by offering reassurance and encouragement. The leader explains decisions and solicits suggestions and input. The leader exhibits highly directive and highly supportive behavior.Development level D-2 has some competence/low commitment.

Supporting (S-3)The leader no longer needs to give a great amount of direction. The leader needs to build the followers self-confidence and motivation by encouragement and praise. The leader helps subordinate reach own solutions by asking questions that expand thinking. There is responsibility for decision-making. Behaviors exhibited in this style are highly supportive and minimally directive.Delegating (S-4)The leader no longer needs to give much direction or support. The leader needs to pass the ball to follower and allow follower to run with it. The leader turns over responsibility for decision-making and problem-solving to follower.Development level D-3 has high competence/variable commitment.Development level D-4 has high competence/high commitment.

In all four styles, the leader: sets goals, observes performance, and provides feedback.The following cautions should always be considered.Style 1 is directing, not dictating. Style 2 is a coaching, not smothering. Style 3 is supporting, not rescuing. Style 4 is delegating, not abdicating.

Characteristics of an effective TeamExperience has demonstrated that successful teams empowered to establish some or all of a teams goals, to make decisions about how to achieve these goals, to undertake the tasks required to meet then and to be mutually accountable for their results.

There are several characteristics of an effective team, these includes:Clear Purpose ListeningOpen CommunicationExternal Relations InformalityConsensus DecisionsParticipationClear Roles and Work Assignments Style Diversity Shared Leadership Self-Assessment Civilized Disagreement

"The very essence of leadership is that you have to have vision. You can't blow an uncertain trumpet."

Any question?

How far can you go?

The End

Acknowledgment

Faras Open Cycle Gas Turbine Power Plant Project

Wilfred PascualProject Secretary

Jonathan RetiroProject Documentation

Mr. Andy SacayacayProject Camp Manager

Engr. Nevin McIlwaineSenior Project Manager

TITC Management

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