CHAPTER 7 PLANNING PLUMBING PROJECTS

The NCF/Seabee PO 1 & C, NAVEDTRA 12543, the Battalion Crew Leader Handbook, and Seabee Planner's and Estimator's Handbook, NAVFAC P-405, discuss general considerations of planning, estimating, and scheduling of projects. This chapter contains information you may need when planning plumbing projects.

RESPONSIBILITIES

You are the technical advisor during both the planning and execution phases of plumbing projects. You will be supervising crews in the field and following an approved project schedule. Planning is not worth the paper it is written on unless it is executed properly on the job.

TECHNICAL ADVISOR

As technical advisor, the battalion Operations Officer (S-3), your company, and crew expect you to have answers to their questions about plumbing jobs. You must have access to plans, specifications, plumbing codes, technical References, and manufacturers' manuals. You are not expected to know every detail of your rating.

You can be an effective technical advisor by knowing and using the resources available to you. 

Many problems will require you to make decisions based on personal experiences. Do not rely on rate training manuals or formal schools to provide you with everything you need to know to be a Utilitiesman. The extra effort of self-study, combined with on-the job training and field experience, will enable you to make recommendations with confidence.

PLANNER

Now that you are advising people on the technical aspects of installing and maintaining plumbing systems, you may become involved in the planning of these tasks.

Planning takes on many applications and phases. Home-port project planning results in a schedule that you should use to decide how and when your work is going to be done. The resulting precedence diagram, along with other available information about a project, can help you in managing and supervising your project.

SUPERVISOR

Your company should follow the construction schedule that was prepared during the home-port period. After arriving at the deployment site, you may need to make changes to the schedule to show actual conditions on the job, such as changes in personnel, equipment availability, or material delays. The schedule is designed to be a management tool to assist the supevisor. Used properly, the schedule will alert you to problems and job requirements in enough time to avoid project delays.

Coordinate your requirements with other companies and departments. For example, decide on material, equipment, and personnel requirements about 30 days in advance at the company level, 2 weeks in advance at the job supervisor level, and no less than 1 week in advance at the crew leader level. This should provide the time necessary for supporting elements of the organization to break out, deliver, and provide support to your job. The project you are working on should decide the amount of lead time planning you should allow. During home-port planning, you may not know the conditions on a particular jobsite. After being on the site, you may have to reevaluate the original schedule. Generally, you can make changes to the schedule within 45 days of crew arrival on the job. Good supevisors ensure equipment, material, tools, and other facilities are on the job when needed. Missing items require an extra trip back to camp; this affects both production and crew morale.

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