The site visit must include a call on the local commanding officer to discuss the nature of the project as a courtesy and to enhance relations and support.
The Coast Guard Captain of the Port (COTP) should be contacted as a valuable source of information. The COTP can help the Detachment coordinate "notice to mariners" and establish traffic patterns around the diving area. Contacting the COTP can eliminate a lot of confusion about the dive area.
Survey the local shoreline for visible cable vaults and cable crossing signs. Other potential sources of local information include:
• Coast Guard (Captain of the Port)
• Port authority
• Oil companies
• Marine contractors
• National Park Service
• Local utility companies (telephone, power, water)
If the task involves work near buried cables or pipelines, do not rely completely on charts to indicate their exact location because repairs may have been made or additional cables may have been laid outside the limits indicated on the charts. Refer to Appendix C for a checklist for pipeline specific information required during a presurvey. Check with the local military command, Coast Guard, or public utilities (telephone, water, and power) to determine the exact locations of buried cables and to inform them of the intended operation.
With the task defined and the existing conditions established, the project execution plan can be developed. User-friendly computer programs are available to assist in project planning. The planning and estimating for the project should follow the sequence indicated in the arrow diagram in Figure 1-2. The initial step includes:
The determination of resource availability is required so that an evaluation can be made regarding work methods and time to be used in carrying out the operation. The identification of activities is obtained through a study of the technical drawings, worksheets, and project completion reports for previous projects, as well as a joint discussion by those persons who are familiar with the project. Activities are clearly definable quantities of work.
After the activities have been identified, three processes should start.
• One process is the construction of a logic diagram called the network. It is used to represent any sequencing of priorities among the activities of an operation. Constructing the network forces the planners to "think through" the tasks to be performed and to determine the order in which they should be performed.
• The second process is the determination of the resources, including manpower, technical assistance, equipment, and tools, required for the operation based on the activities that are to be performed. Sources of equipment and tools available to the UCTs include:
• Ocean Construction Equipment Inventory (OCEI)
• Naval Facilities Engineering Service Center (NFESC)
• Emergency Ship Salvage Material (ESSM) Pool
• Public Works Centers (PWCs)
• Public Works Departments (PWDs)
• Construction Battalion Center (CBC)
• Construction Battalion Units (CBU)
• Naval Mobile Construction Battalions
• Amphibious Construction Battalions
• Commercial Rentals
NFESC Code ESC50 may be contacted for information on additional sources or for special requirements. When equipment is to be used underwater, such as electrical or explosive powered, only equipment and tools Authorized for Navy Use (ANU) should be used. If other equipment or tools must be used, the Detachment Officer-in-Charge (OIC) via the Commanding Officer Chain of Command must obtain a concurrence or waiver in advance from the Chief of Naval Operations (CNO) through the Naval Sea Systems Command (NAVSEA) Code OOC. The current policy is for the teams to request a waiver via Code ESC53 NFESC. NFESC Code ESC53 personnel will then review the request for potential safety matters and make a recommendation to NAVSEA OOC.
The third process is the determination of the materials required. This must be done early in the planning process to allow "long lead" materials to be ordered. (Appendix A of this manual contains a list of the names and addresses of some manufacturers and suppliers of equipment and material frequently used by the UCTs.)
Once the initial plan has been developed, it should be reviewed by the Operations Officer and any necessary revisions incorporated. Materials can then be ordered and a delivery schedule established.
After the resources and materials have been determined for the activities to be performed, the activity duration can be estimated. The activity duration is best estimated on the basis of experience of UCT personnel who have previously performed similar tasks. The logic diagram and activ ity duration estimates are used to compute the network, particularly the "critical path" for the operation. The critical path is the longest logical sequence of activities through a project; any delay in the critical path will result in an overall delay to the project.
When all information regarding resource availability, network logic and tasking requirements, and material delivery dates has been compiled, it is usually necessary to adjust the project execution plan. A piece of equipment that was counted on in determining the duration of an activity may not be available for use. The network must then be adjusted and the resources rescheduled so that the project can still be completed in a reasonable amount of time.
The importance of planning for contingencies cannot be overemphasized. Resource requirements should be listed and activity durations should be estimated with careful consideration of contingencies that may be encountered, particularly at remote locations where additional supplies are unavailable.
A time-oriented bar chart schedule, or Gantt chart as it is commonly referred to, is suitable for measuring, reporting, and reviewing construction progress. When developed as a result of the planning and estimating network in Figure 1-2, much of the information can be directly projected from the logic diagram to the schedule. Gantt charts can be easily prepared when planning using a computerized project planning program.
The Gantt chart schedule should be long enough to include the required level of task breakdown, but it should not be so big that it cannot be used by all project personnel. The Gantt chart schedule is constructed so that the earlier jobs are at the top of the
DETERMINE RESOURCES AVAILABILITY (EQUIPMENT, MANPOWER, AND TOOLS)
Was this article helpful?