Table of Contents

  1. Introduction
  2. Proposal and Input
  3. Home Office - Field Transition
  4. Pre-Construction Meeting with Client and Agenda
  5. Project Construction Manager's File
  6. Pre-Construction Check List
  7. Permits, Licenses and Registrations
  8. Site Staff and Organization Charts
  9. Site Time Keeping Procedure
  10. Expatriate Staff Visas, Permits, etc.
  11. Mobilization Checklists and Procedures
  12. Field Start Check List
  13. Attachment Summary


1. Introduction

This section includes the basis proposal input made by the Home Office Construction department as well as the procedures to be followed for Pre-construction Planning and Control including check lists for the Project Construction Manager's use on mobilization and field start.

2. Proposal and Input

The primary objective in this phase is the identification of problems and opportunities related to successful execution of the work.

Upon a written request from the Proposal Manager, listing the data required from the Construction Department and advising the date the information is needed, the Manager of Construction will instruct his staff on the execution plan and philosophy to be followed.

All relevant sections of the Construction Department will participate in providing information to the Proposal Manager after approval by the Manager of Construction.

This input for the proposal will include:

  • A review and comments on the Client's inquiry documents and request for proposal.
  • A review and comments on the draft of the proposed contract form that will accompany the proposal, if applicable.
  • Participation in the site survey and assistance to the Proposal Manager in preparation of the site survey report.
  • A review of the layout of the project and suggestions for any alternatives which might simplify construction and reduce project costs.
  • Assistance to the Proposal Manager in writing and/or editing those portions of the proposal that pertain to the construction organization and execution plan.
  • In conjunction with the Planning and Scheduling Department, participation in review and comment on the proposed project schedule.
  • Preparation of the Field Organization Chart and staff assignment durations including local staff.
  • Furnishing resumes of key Construction personnel nominated for the job.
  • Providing cost estimates on Company's X, Y and Z codes.
  • Analyzing local labor availability and productivity.
  • Assisting in the analysis of prospective local subcontractors including fabrication shops.
  • Determining construction temporary facilities and equipment requirements and furnishing a complete list together with the length of the time required for each item.
  • Furnishing an estimate of the number of Construction Department Home Office hours required to support the proposed project.
  • Suggesting any alternative ideas to the proposal that would result in an advantage to Company. over its competitors.
  • Participating at the presentation to the Client when requested by the Proposal Manager.

3. Home Office - Field Transition

The Project Construction Manager and key members of his staff will spend a length of time in the Home Office to formalize a construc­tion plan. If this is not possible, the construction plan will be developed by the Home Office Construction Department.

During this period, the Project Subcontracts Manager, Control Manager and/or Cost Engineer, Field Buyer, Office Manager and/or Job Accountant will be briefed by their respective Home Office sections on the policies and procedures that will be used in the field.

The Project Construction Manager will also use this period to satisfy himself as to the adequacy and soundness of the Construction program. The Project Construction Manager shall refer to the Contract prior to making any arbitrary decisions.

The essential elements to be determined during this period include:

  • Scope of work.
  • Construction Schedule and key dates.
  • Manpower loading.
  • Construction Budget.
  • Plans for Temporary Construction.
  • Details of the indirect Accounts.
  • Assignment of Field Staff.
  • Material delivery schedules.
  • Drawing Schedule.
  • Heavy Lift Plans.
  • Project and Field Organization Charts.
  • Background data.
  • Detailed plan for field start.
  • Logistics Plan.

4. Pre-Construction Meeting with Client and Agenda

Prior to commencing work on the job, the Project Manager will arrange a meeting with the Client's representatives, Manager of Construction, and the Project Construction Manager, to become acquainted with each others organizations and to discuss matters of mutual interest.

  • Depending on the type of contract, the following items shall be discussed:
  • Client's personnel assigned to the project, their responsibili­ties and Client communications.
  • Condition of site and perimeter fencing.
  • Access to site by road and rail.
  • Construction buildings (location, type, size, etc.).
  • Telephone and teletype service.
  • Construction utilities, including power, air, gas, water and steam and points of supply.
  • Waste and trash disposal.
  • Sanitary facilities.
  • First-aid facilities and ambulance service.
  • Security and fire protection.
  • Accounting and material receiving requirements.
  • Client's plant rules and regulations and fire and safety work permits.
  • Tool and equipment standards (if purchased on behalf of cli­ent).
  • Availability of Client-furnished office furniture, construction equipment, shop facilities and small tools.
  • Company furnished offices for Client.
  • Labor Relations.

All reasonable requests by the Client shall be considered, but where any request is not in accordance with Company policy or procedure, the Project Construction Manager shall request guidance from the Home Office Construction Department.

5. Project Construction Manager's File

The Home Office Construction Coordinator will establish a Project Construction Manager's file for the Project Construction Manager to provide a collection point for all applicable information concerning field construction. This information is to be reviewed with the Project Construction Manager prior to field move-in.

This file shall consist of the following material:

  • Unpriced copy of the contract.
  • Precontract data.
  • Construction approach.
  • Subcontract approach.
  • Heavy lifts.
  • Special procedures related to the job.
  • Budget documents.
  • Job instructions.
  • Code of accounts.
  • Construction Coordination Procedure.
  • Construction schedule (including sub-contract work and sequence or erection).
  • Move-in instructions and previous correspondence.
  • Temporary construction facilities including:
  • Plot plan showing location of field offices, warehouse, fabrication and laydown areas, fenced areas, parking lot, etc. and any accompa­nying maps which depict the geographic location of the site.
  • Floor plan of office, (Attachment 1) warehouse and other temporary buildings.
  • Electrical power, water, air and other utilities, layout and requirements.
  • Special site clearing, grading and demolition requirements.
  • Scheduled manpower loading showing direct and indirect sub contracts.
  • Job equipment and tool list, job vehicles, office furniture, etc.
  • Organization chart and supervision.
  • Labor information and procedures, labor rate schedule, pre-job conference, etc., (Direct Hire projects only).
  • Client approved local vendor list.
  • Equipment list showing erection weights and method of transport to job site.
  • Special rigging requirements and information such as founda­tions to be left out, etc.
  • Local building permits and inspection requirements.
  • Project document distribution schedule.

The above information will be collected from all sources available to the Manager of Construction. The Project Construction Manager should be assigned and coordinate with the Project Manager suffi­ciently in advance of the actual field start to permit a thorough review of the Project Construction Manager file, the current status of engineering and procurement, the proposed delivery schedules of engineering and procurement, the CPM and/or other construction schedules, and revisions to the estimate and/or contract up to the point of entering the field.

It is incumbent on the Project Construction Manager to satisfy himself as to the nature and extent of all materials assembled by the Project Manager and the Home Office Construction Department prior to his departure to the job site.

6. Pre-Construction Check List

6.1 Home Office Accounting Procedures

The Project Construction Manager shall review all job accounting procedures, i.e. purchase order execution, method of payments, Field/Home Office or both, and any other procedures which may be contrary to normal operating procedures and peculiar to his project.

6.2 Signatory Requirements

The Project Construction Manager shall ensure that all signatory requirements are executed in the Home Office prior to departure to the job site.

This shall include banking, accounting (internal) and any other requirements for the job. Company Accounting shall advise Construction of these requirements.

6.3 Site Computer Applications

The Project Construction Manager shall be briefed and become thor­oughly familiar with all computer applications to be utilized in the course of the project.

Computer field support requirements shall be listed in detail as part of the Project Construction Manager's file to facilitate reservations and procurement of such equipment and facilities during job set-up phases.

6.4 Site Communications

The Project Construction Manager shall review with the Home Office Construction Department the telephone systems for anticipated heavy telephone traffic/computer applications.

TWX/telex/telecopier requirements should be reviewed with Construction and Project Management. Approval shall be secured prior to departure.

6.5 Site Safety Regulations

The Project Construction Manager shall be supplied with the pertinent safety regulations pertaining to the job. If the job is on foreign soil, he shall be responsible for acquiring the safety rules and regulations of the country.

The Project Construction Manager shall acquaint himself with these facts prior to starting the job.

6.6 Site Accounting

On some contracts, certain costs are reimbursable. When this is the case, requirements relative to time sheets, invoices, purchase orders and other information should be discussed with the Client's representative in the field.

This may be best accomplished by a joint meeting at the Home Office between the following persons:

  • Project Construction Manager
  • Office Manager
  • Project Manager
  • Project Control Manager
  • Client Representative(s)

6.7 Site Vehicle Logistics

The Project Construction Manager shall verify that the Home Office Traffic Department is aware of and has or shall act on the following:

  • Local site vehicle registration policies.
  • Routing requirements for major equipment.
  • Engagement of agents and drayage contractor for movement of equipment and supplies to the job site.
  • Distribution of shipping documents.
  • Customs, bonding and declaration procedures, where applicable.
  • Road weight and clearance requirements from rail or water sidings into the job site.

7. Permits, Licenses and Registrations

The Home Office Construction Department shall check with the Client and the Project Manager about the need and responsibility for acquiring building and other permits and necessary licenses.

The following is a list of licenses or registrations which may be required prior to start of construction in a particular location:

  • A current registration to do business.

  • A building permit for construction.

  • A current contractor's license.

  • State, Provincial or Governmental registration to erect Power Boilers, Unfired Pressure Vessels and Coded Piping.

  • Local/State/Provincial registrations relative to excavation.

  • If the construction facilities will discharge effluent into streams, etc., proper licenses and permits should be obtained from local, provincial, State and Federal/Governmental agencies.

8. Site Staff and Organization Charts

The Home Office Construction Department will have prepared in the proposal phase an Organization Chart defining the position requirements of personnel to be provided from permanent construction field staff members as well as those to be filled by local personnel.

A review shall be held between the Project Construction Manager and the Manager of Construction to:

  • Review qualifications of candidates, including a resume review of unfamiliar candidates.
  • Proper staff loading in relation to job size.
  • Alternate candidates.
  • Family/Marital Status and Bachelor Status facilities.
  • Employment and assignment agreement.
  • Anticipated release dates.
  • Any other information peculiar to the job which may/will affect personnel relations.
  • Anticipated field hire requirements for staff assignments, along with wage rates, benefits, etc.

9. Site Time Keeping Procedures

The Home Office Construction Department will determine whether time cards, clocks or a brass system will be used, taking into account local rules, regulations and local labor practices.

  • The Home Office Construction Department shall advise regarding time card or clock usage at this time.

  • The numbering system for assignment of badges is covered in Section X Attachment 11, of this Manual.

10. Expatriate Staff Visas, Permits, etc.

The Home Office General Services shall provide the Project Construction Manager with the latest information and service on:

  • Passports.
  • Visas.
  • Work Permits.
  • Furniture removal arrangements.
  • Immunizations.

The Project Construction Manager shall relay immediately to the Home Office any information from the site which may affect the travel and entry policy of Company expatriates.

11. Mobilization Checklists and Procedures

Straightforward execution of the work in an efficient and timely manner with strict control of cost, time, and quality is essential.

Work will be scheduled as far in advance as possible with sufficient flexibility retained to permit adjustment to meet unforeseen circumstances.

The appropriate date for the actual start of construction operations in the field will be determined by the Manager of Construction, after consultation with the Client, the Project Manager and the Project Construction Manager. This date should be predicated upon the assurance of a sustainable supply of drawings, equipment, material and subcontract activities to maintain optimum utility of field construction resources. This key information will be reflected by the Project Schedule and Detailed Construction Schedule.

11.1 Temporary Construction

Temporary buildings and installations

Temporary construction buildings and other installations will be planned prior to the start of Construction by the Home Office Construction Department based on economy commensurate with job size and local regulations.

Consideration should be given to the location of warehouse, tool rooms, change houses and plan shelters to minimize walking by craft employees.

Care should be taken to locate buildings to minimize liability to damage from fires or explosions which might occur in operating units.

Whenever possible, the Field Office should be located so that as much of the jobsite as possible is visible from the Project Construction Manager's Office.

Temporary buildings erected at the jobsite will be in accordance with drawings and specifications issued by the Home Office Construction Department, which shall be in accordance with any government or local building requirement.

After basic building requirements have been met, no changes or additions are to be made unless approved by the Project Construction Manager.

Parking lots, temporary roads, and storage areas are to be laid out and properly surfaced before commencement of construction activities. The extent of the required surface shall be reviewed with the Manager of Construction and the Project Manager.

Company Signs

Company signs are to be erected at strategic points of the job to direct workmen, vendor deliveries, and visitors to the site offices.

Signs may be subject to Client and/or local authority approval

Any signs which are not to be transferred at the completion of the project for use on other jobs are to be effectively dismantled and disposed of (for typical directional sign see Attachment 2).

11.2 Insurance

The processing of all insurance matters in the field shall be handled by the Office Manager who receives instructions from the Director of Administration in the Home Office. These instructions are specific for each job and are issued to the Office Manager as required when the Field Office is established.

  • The Project Construction Manager is responsible for super vising all insurance matters and is to ensure that they are in complete accordance with instructions of the Director of Administration.

  • In no instance will the Project Construction Manager or any member of his staff purchase insurance of any kind unless approved by the Director of Administration.

  • In the event of an accident or loss of any kind, neither the Project Construction Manager nor any member of his staff shall admit any liability. All information relative to possible claims must be directed to Home Office for their consideration and further distribution, as required.

  • No subcontractor or third party equipment will be allowed to start work on the site until copies of his insurance certifi­cates have been received in accordance with Company's and/or Client's requirements. These requirements are laid down in the "Terms and Conditions" which accompany the purchase order.

  • Builder's all-risk insurance is carried on all Construction projects. This insurance may be carried by the Client or by Company.

    Builder's all-risks insurance covers machinery, apparatus, materials, equipment, temporary structures and all items which will become part of the finished project. The coverage also applies while such materials are at the jobsite or in transit to the jobsite.

  • If there is any damage or loss applicable to the construction effort, it is important that those in the field having knowl­edge of such loss report it immediately to the Office Manager. It then becomes his responsibility to report all particulars of the loss to the Director of Administration in The Hague, who will determine if a claim can be filed and issue instructions for its processing.

  • It is imperative that losses be reported to the Home Office immediately, since the collection of a claim from the insurance company can be jeopardized if a claims adjuster is not promptly assigned to survey the damage.

  • Except in an emergency where actions are necessary to prevent further losses, no corrective work involving insurance claims shall be undertaken until authorized in writing by the insur­ance adjuster or the Director of Administration. In all cases where damages are discovered, photos are to be taken to show actual conditions before corrective work is begun.

  • All corrective work shall be assigned a proper reference code for the purpose of accumulating costs.

11.3 Indirect Costs Forecast and Control

Special attention should be given to the Indirect portion of the budget which includes the following areas:

  • Construction Equipment and Equipment Rental.
  • Small tools and consumables (mainly on direct-hire jobs).
  • Temporary Construction.
  • Indirect Labor and/or Staff.
  • Transportation.
  • Mobilization and demobilization.
  • Field and Home Office Supervision.
  • Travel, Subsistence and Lodging.
  • Insurance and Payroll Taxes.
  • Repair Parts and Maintenance.
  • Craft Welfare and Fringe Benefits.

It is imperative to concentrate on the major accounts of the budget since the cost reporting system emphasizes these areas. This tenden­cy helps in the indirect area as well since the major accounts have a direct bearing on indirect expenditures. Nevertheless, the indi­rect accounts must be carefully managed to stay within all budgets.

11.4 Site Arrival Check List

When the Project Construction Manager arrives at the site location he shall take the following steps:

Local Rules/Regulations/Authorities

Review the project with the Client and establish local rules and regulations, contact local authorities as required in coordination with the Project Manager and the Client.

Post Office Box/Drawer

Secure a convenient Post Office Box/Drawer and notify the Construc­tion Department of the new job mailing address. The Construction Department shall be responsible for internal distribution of this address.

Checking Account

Establish a checking account with a local bank, which is approved by the Home Office.

Field Office

Establish a Field Office, either on or off the site as conditions warrant, in order to immediately have available administrative facilities. Temporary quarters shall be provided for if site facilities/occupancy are not immediately available.


Contact the telephone company for immediate service. A rotary number telephone switching system shall be secured for the permanent installation with line requirements specified to handle the anticipated traffic.

Notify the Home Office Construction Department immediately of the telephone numbers.

Public Pay Phone

A public pay phone shall be provided for personal non-business use.


Arrange for permanent installation of TWX/telex/telecopier in Site Office if required.

Secure the cable/telex address and notify the Home Office Construction Department immediately.


Preparation and accommodations shall be initiated for two-way, short wave radio communications, if applicable/permissible.

Copies of local FCC/Foreign radio operation requirements shall be directed to the Home Office Construction Department for approval prior to initiating any installation.

11.5 Logistics Check List

All logistic information shall be investigated and reported to the Home Office Construction Department for distribution to Project Management, Purchasing and Project Control.

  • The most accessible public transportation or terminal, whether it be railroad, airlines, etc.
  • On foreign projects, local customs, immigration or entry regulations, and any changes thereto shall be forwarded for distribution to the Personnel Department.
  • Information on Air Freight Deliveries.
  • Information on railroad freight and terminating carrier, and railway express deliveries.
  • Terminating truck lines and forwarding yards readily available.
  • Water shipping carriers, access to site and cargo handling capabilities.
  • Offsite warehouse and open storage facilities for any/all equipment if onsite storage is restricted.
  • Onsite and offsite bondable storage requirements for customs clearance on foreign jobs.
    Any/all customs regulations peculiar to the site location.

11.6 Establishing Local Suppliers

The Project Construction Manager shall ensure that accounts are established for local procurement of consumables. (Home Office Purchasing should be solicited for assistance on securing trade discounts if not readily available).

11.7 Local Consumable/Services Check List

The following Consumables/Services where applicable, should be solicited along with competitive written bids/quotations normally supplied on a unit price basis:

  • Lumber.
  • Hardware.
  • Automotive Supplies.
  • First Aid and Safety Equipment.
  • Sand, Gravel, Aggregates and fill material.
  • Ready Mix Concrete.
  • Contract Hauling.
  • Welding Gases and Welding Supplies (direct hire only).
  • Fire Protection Equipment.
  • Any other anticipated consumable supplies involved with field construction.

Note: Normal contractual terms of some types of contracts require use of Client supplied vendor lists and Client approval prior to entering into an agreement with vendors.

11.8 Local Equipment Rental Policy

The Project Construction Manager shall ensure that local equipment rental dealers are contacted and arrange for proposals.

  • When negotiating prices for long term rental, the rental purchase option should always be included along with the rental quote.

  • When renting equipment, the contract shall be written so that the vendor/dealer carries insurance for the equipment and the operator(s) while in transit to and from the Company job site.

  • Notify Home Office Construction Department of pending arrange­ments prior to final commitment so they may notify both Company and local site insurance carriers of the arrangements and verify recognized coverage.

11.9 Jobcars

Jobcars and/or job buses will be assigned by the Home Office Construction Department. Only the Project Construction Manager, Field Superintendent, Site Engineer and Office Manager shall be permitted the use of a site vehicle to commute from home to the job site and back, if a jobcar is assigned to them.

An exception may be made by the Project Construction Manager, on a per case basis only, to permit the use of a site vehicle by other than the aforementioned persons for special overtime assignments.

Other site vehicles will not be permitted to leave the confines of the jobsite without specific approval of the Project Construction Manager and only on legitimate company business.

Vehicles issued by the Client for Company use shall be treated the same as a Company vehicle, unless stipulated otherwise by the Client.

11.10 Temporary Utilities

Arrangements for temporary utilities shall be made as follows:


During the pre-move-in stage of the job, the Home Office Construction Department will estimate the consumption of electricity re­quired for construction equipment/tools and temporary facilities and submit quantities and temporary facilities plot plans to the Home Office Electrical Engineering Department. They shall prepare elec­trical one-lines for the Project Construction Manager's file for site use.

Power requirements to support all planned and anticipated needs shall be included in pre-move-in instructions. The source of power should be resolved at that time.

If pre-move-in instructions are not available, the Project Construction Manager shall select the most practical and economical supply including the following possibilities:

  • Local utility company where possible. This service should include incoming primary power and primary transformers (pole or ground mounted with secondary breakers).

  • From Client's substation, a joint consultation between Company Electrical Department and the Client should be arranged to work out these details.

  • Portable electrical generation - no site decision should be made on this arrangement due to the magnitude of expense. Most site pre-surveys will determine this approach and provisions should be made in advance for equipment.

Utility Selection

An agreement between the Project Construction Manager, Client and local health authorities should be reached as to which of the following facilities are to be selected.

Sanitary Sewage by:

  • Portable toilets (chemical pump out) and/or,

  • Water closet - tie into municipal/Client sewer system and/or,

  • Installation of a sewer system and/or,

  • Sewage treating facility.

Potable Water by:

  • Tank transport and/or,

  • Tying-in to existing plant/municipal lines and/or,

  • Drilling a well with treating facility, as required.

Raw Water by:

  • Pumping from local river, lake or stream and/or,

  • Utilizing existing Client facility by tapping into existing system and/or,

  • Drilling a well.

Consideration should be given to installation of underground fire system loops and hydrants in the job's first stage.

Fuel Gas by:

  • Purchasing from municipal mains and/or,

  • By making use of bottle gas and/or,

  • Client's gas main and/or,

  • Petroleum fuel oil furnished by Client.

Waste/Trash Disposal by:

  • Contract scavenger-provided dumpsters and/or,

  • Client approved land fill and/or,

  • Client's dump and/or,

  • Incineration.

All phases of utility selection shall be approved by the Client and local, State, Provincial and Federal where applicable, particularly involving those methods which could involve Environmental Protection Agency Codes. In most cases, utilities are provided for in a section of the Contract.

11.11 Local Testing Laboratories

The Project Construction Manager shall ensure that inquiries are made, and service and prices of laboratories in the vicinity are tabulated, for testing/certifying of:

  • Concrete.
  • Soils.
  • Non-destructive examination.
  • Welding and Procedure Qualifications.
  • Welder test and certification.

Local fabrication should also be investigated as a location for welder's tests on a lump sum basis (direct hire only).

In lieu of locating any of the above facilities, the Home Office Construction Department shall be immediately advised as to equipment and manpower needs to perform these functions on site.

In most cases, the welding procedures encompassing all materials at the site will be prepared by the Home Office or Subcontractor, approved by the Client and Authorities when applicable and included in the piping specifications to the field.

11.12 Site Medical

The Project Construction Manager shall ensure that arrangements are made with a local clinic or doctor to provide for injured employees.

Arrangements should include:

  • Ambulance.
  • Health inspection, if food services are implemented.
  • Local Hospital and Emergency Room.
  • Pre-file of company insurance benefits.
  • Consideration and pro-rata contribution by subcontractors should be explored for site facilities.

Normally, these arrangements are the sole responsibility of Company, however, the use of the Client's existing facility should be explored prior to finalizing arrangements.

A local registered nurse may be employed on sites of medium or large size. Medical regulations/insurance requirements shall be given to the Project Construction Manager by the Home Office Construction Department.

11.13 Fire Fighting

Refer to the contract for fire fighting instructions.

In lieu of specific instructions, the Project Construction Manager shall determine with the Client who will provide fire fighting equipment and to what extent.

Notice shall then be posted in conspicuous places as to the proce­dures, telephone numbers, alarm signals, etc. Home Office Construction Department is to be notified of these arrangements for their review and concurrence.

11.14 Site Visitors

Company Employees

  • Space within the Field Office/administrative complex should be planned for convenience and privacy of Home Office visitors.

  • Arrangements should be made, if possible, for commercial rates at motels and hotels. Notify Home Office Construction Department of these arrangements.

Non-Company Employees

The Project Construction Manager shall ensure that the following steps are taken:

  • Determine Client policy relative to visits by non-site employed personnel, including union officials, local authorities, salesmen, etc.

  • A directive shall be published to all Subcontractors, guards, Personnel Department and key supervisors prior to job startup.

  • It is Company's policy that NO Company guests shall be admitted to the site without the approval of the Project Construction Manager or his deputy.

11.15 Site Security

The Project Construction Manager shall determine if guard service is to be provided by Company or the Client.

In addition, the following steps should be taken:

Existing plant facility

  • Determine the details of security relative to gate passes for motor vehicles entering and leaving the property.
  • Make arrangements for entry passes for key Company super­vision and staff.
  • Determine and post in key locations, the Client's security department telephone numbers.
  • Provide the Client's security department with office and home telephone numbers of key Company personnel.
  • Determine the Client policy relative to week-end and night entry.

Grassroots facility

Determine if guard service is to be provided by Company or the Client.

  • A set of site security regulations shall be drawn up by the Project Construction Manager issued to security, Company key personnel and posted on bulletin boards.

  • It is the Project Construction Manager's discretion to issue automobile gate passes.

11.16 Permits - Welding, Work and Flame

The Project Construction Manager shall determine and post the policy of the Client relative to welding, work and flame permits. Post the telephone numbers of departments, along with names which can expedite this effort. Post the required alarm system if there is one.

11.17 Spoil and Fill Material

The Project Construction Manager shall determine arrangements and rules for interim storage of spoil or fill material, disposal of spoil material, the limits of general storage area, and if the Client will permit fencing of the general storage area.

11.18 Job Photographs

The Client's permission must be secured in writing before photo graphs may be taken on the jobsite.

Photographs of construction may be provided by Company, or the subcontractor may take photographs with written permission of Company and the Client.

Progress photographs should be taken on a monthly basis. Additional photographs may be taken, if warranted, especially in the following situations: serious accident, equipment damage, material damage, material mis-fabrication, etc.

Photographs can be invaluable in showing a situation that has since been corrected, as a basis for possible back charge or claim. Photo graphs may be taken by Company or a local commercial photogra­pher.

Progress photographs should be taken each month from the same location, so that progress may be compared. Below is an example of the information to be attached to each picture.

Job Number________________________Date____________



Direction from which view was taken shown on a reduced plotplan

Brief description of view _____________________________________

One set of the progress photographs will be sent to the Home Office Construction Department in The Hague, and an additional set is kept in the job files on the site.

12. Field Start Check List

The following items are an orderly sequence of steps to implement field work and may be run concurrently at the Project Construction Manager's discretion:

  • The Project Construction Manager shall initiate all activities of site preparation and temporary construction facilities to support the forthcoming major construction effort.
  • It is the Project Construction Manager's responsibility to determine that all relevant facets of this Manual have been recognized/implemented prior to proceeding with actual field work.
  • Establish an all-weather road from access highway into job site.
  • Set up temporary Field Office including a drawing file room.
  • Plans drawn up for temporary facilities are based on the most economical and functional use of convenience, space and aes­thetic values to the Client's property.
  • Prior to any material revisions, it shall be the Project Construction Manager's duty to confer with the Client and the Home Office Construction Department for approval.
  • Setup a warehouse with a fenced storage area.
  • Provide for night security watch, as required.
  • Establish S.O.P. (starting out point) hub per the drawings.
  • Set up temporary/permanent type change houses for field labor (direct hire jobs only).
  • Field toilets must be provided prior to hiring labor on site.
  • Arrange for fuel storage, i.e., skid tanks, etc., for equipment refueling, as required (direct hire jobs only).
  • Grade areas for temporary buildings and proceed with founda­tions and erection.
  • Reinforce floor slabs for Temporary Buildings to a minimum on buildings which are to be removed.
  • Always set floor slab grade for Temporary Buildings six inches (6") above finished site grade elevations.
  • Establish center lines of vital plant construction roads and prepare with all-weather surface.
  • Initiate site grading with particular attention to immediate drainage. Deviation from the final site surface drainage is permissible in most instances to insure immediate water run-off during initial construction stage of the project.
  • Have power utility company route in electricity and provide drops from transformers to temporary power distribution panels. Panels may be constructed of wood materials such as plywood with gang boxes mounted. Bury power distribution cables wherev­er practical to temporary buildings.
  • Establish site perimeter fencing, usually permanent. Whenever possible, avoid use of an existing plant gate used by Client's personnel. Erect a guard shack at each gate and control access and egress.
  • Establish a personnel gate, route and sign up area for incoming job applicants. A procedure for admitting applicants into the site should be worked out between security and the Office Manager.
  • Contract for and erect a Company sign at the main Construc­tion gate or near the highway. Coordinate the sign lettering and wording and location with the Client prior to contracting the work. Make available on your sign or near adjacent to, provisions for subcontractor signs. A permit may be required to erect a sign on or near a public right-of-way.
  • Determine traffic patterns and alternates for motor traffic within the job site, paying special attention to: overhead clearances, width clearances, anticipated loads and location of warehouse and lay-down yard.
  • As soon as progress permits have telephone communication moved into the Field Office.
  • Clock alleys should be established between the work site and change houses, if space permits, so men may change prior to entering the job site (direct hire only).
  • Do not allow any field effort to start without providing safety equipment. Hard hats are mandatory for all personnel.
  • Other equipment as dictated by the job hazards.
  • Proceed with underground utility piping as soon as site grading permits.
  • If camp/housing facilities are required, this should be worked concurrently to the initial site work.

13 Attachment Summary


Klick here or image for pdf.




Notes to a basic Field Office layout/configuration

a) Top key people should preferably be located together in one wing, together with Cost and Planning, for ease of liaison.

b) Telex room should be adjacent to, and operated by, the Construction Manager's Secretary. There are often confidential telexes (particu­larly on long distance jobs) and it is invariably not practical (because of switchboard workload, etc.) for the receptionist/tele­phonist to handle the telex as well.

Other secretaries can be called in as necessary to operate the telex machine should the PCM's secretary have too heavy a work load at any time.

Telex should be in lockable separate room for noise point of view and confidentiality.

c) A waiting area should be provided, as visitors often cannot get to see the people immediately and have to wait around in corridors.

Job photos and information board could also be located in this area.

d) Plenty of wall space is required in the conference room to enable fixing of drawings, etc. for Subcontractor/Client discussions.

e) Dependent on the type of switchboard a separate switch/junction panel could be required. This could be located in store adjacent store/reception which then may be required to be larger.

f) A central entrance is the most practical and preferred layout.