P RO D U C T I V I T Y E N H A N C E M E N T

ELECTRI International
The Foundation for Electrical Construction, Inc.

Electrical Pre-Construction
Planning Process
Implementation Manual

University of Wisconsin-Madison
Awad S. Hanna, Ph.D. P.E.
 ELECTRI Council
ELECTRI International—The Foundation for Electrical Construction, Inc.
As of December 10, 2008

PRESIDENT’S COUNSEL NECA Chapters and Affiliates

$1,000,000 or more Chicago & Cook County
Hugh D. “Buz” Allison Northeastern Illinois
Vancouver, Washington Northern Indiana
Richard W. McBride* Southeastern Michigan*
Escondido, California Western Pennsylvania
Albert G. Wendt*
Manufacturers
Cannon & Wendt Electric Company
Al and Margaret Wendt Trust, Arizona Accubid Systems
National Electrical Contractors Association* Eaton Electrical
Square D/Schneider Electric Maxwell Systems
McCormick Systems
PROGRAM GUARANTOR
$500,000 or more GOVERNORS
$150,000 or more
The Okonite Company
Contractors
AMBASSADOR Arthur Ashley
$450,000 or more Ferndale Electric Co., Michigan
Electrical Contractors Trust of Alameda County Brian Christopher
Oregon City, Oregon
DIPLOMAT Clyde Jones
$350,000 or more Center Line Electric, Inc., Michigan
Boston Chapter, NECA Michael Lindheim*
San Diego County Chapter, NECA The Lindheim Family, California
Richard R. Pieper, Sr.*
REGENTS PPC Partners, Inc., Wisconsin
$250,000 or more Robert L. Pfeil, d.
Contractors ELECTRI Council 1991-2007
H.E. “Buck” Autrey* James A. Ranck
Ron Autrey J. Ranck Electric, Inc., Michigan
Miller Electric Co., Florida
Dan Walsh
John R. Colson United Electric Co., Inc., Kentucky
Houston, Texas
Robert E. Doran III* NECA Chapters and Affiliates
Capital Electric Construction, Kansas,
Cascade
In memory of Robert E. Doran, Jr.
Illinois*
Timothy McBride Kansas City
Southern Contracting Company, California Los Angeles County
Jerrold H. Nixon Northern New Jersey
Eric F. Nixon Oregon-Columbia
Maron Electric Co., Illinois Oregon Pacific-Cascade
* denotes founding member of ELECTRI’21 COUNCIL (1989–1990)

iii
 Manufacturers and Distributors Bradley S. Giles
Giles Electric Company, Inc., Florida
Thomas & Betts Corporation
Panduit Corporation Darrell Gossett
ERMCO, Indiana
FOUNDERS Frank Gurtz
$100,000 or more Gurtz Electric Company, Illinois,
Contractors In honor of Gerald Gurtz
John F. Hahn, Jr.*
Carlos Anastas
Peter D. Furness Electric Co., Delaware
ARS Proyectos, Mexico
Michael Hanson
Ted C. Anton
Hunt Electric Corporation, Minnesota
Newkirk Electric Associates, Inc., Michigan
Eddie E. Horton
Ted N. Baker
Dallas, Texas
Baker Electric, Inc., California
Mark A. Huston
D. R. “Rod” Borden, Jr.*
Lone Star Electric, Texas
Tri-City Electric Co., Inc., Florida
Brian Imsand*
Daniel Bozick
Dillard Smith Construction Company, Tennessee
Daniel’s Electrical Construction Company, Inc.,
California Thomas G. Ispas
Daniel’s Electrical Construction Company, Inc.,
Larry Brookshire*
California
Fisk Acquisition, Inc., Texas
Nazeeh A. Kiblawi
Jay H. Bruce
Truland Systems Corporation, Virginia
Bruce & Merrilees Electric Co., Pennsylvania
Donald W. Leslie, Sr.
Richard L. Burns*
Johnson Electrical Construction Corporation,
Burns Electric Company, Inc., New York
New York
Lawrence H. Clennon
Richard J. Martin*
Clennon Electric, Inc., Illinois
Motor City Electric Co., Michigan
Ben Cook
Roy C. Martin, Jr.
Ben and Jolene Cook, Brownwood, Texas
Triangle Electric, Michigan
Larry Cogburn
Edward C. Mattox
Cogburn Bros. Electric, Inc., Florida
Inland Electric Corporation, Illinois
Michael Curran
Michael Mazzeo
Red Top Electric Company Emeryville, Inc.,
Michael Mazzeo Electric Corp., New York
California, In honor of George T. and Mary K. Curran
James C. Mc Atee
Ben D’Alessandro
Electric Power Equipment
L.K. Comstock & Co., Inc. New York
Company, Ohio
Gene W. Dennis
Kevin McKosky
Universal Systems, Michigan
Coastal Electric Construction, New York
Robert K. DiFazio
Edward T. McPhee, Jr.
DiFazio Electric, Inc., New York
McPhee, Ltd., Connecticut
William T. Divane, Jr.
Thomas A. Morgan, Sr.
Divane Bros. Electric Co., Illinois, In memory of
Harrington Electric Co., Ohio
William T. Divane, Sr. and Daniel J. Divane III
Harvey Morrison
Robert Egizii
Pritchard Electric Co., West Virginia
EEI Holding Corporation, Illinois
Joel Moryn
Randy Fehlman*
Parsons Electric Company, Minnesota
Gregg Electric, Inc., California
Walter T. Parkes*
Rex A. Ferry
O’Connell Electric Co., New York
Valley Electrical Consolidated, Inc., Ohio

iv
 Skip Perley NECA Chapters and Affiliates
TEC-Corp/Thompson Electric Co., Iowa AMERIC Foundation (Mexico)
In memory of Alfred C. Thompson American Line Builders
David Pinter Arizona
Zwicker Electric Company, Inc., New York Atlanta
Carl J. Privitera, Sr. Canadian Electrical Contractors Association
Mark One Electric Company, Inc., Missouri Central Indiana
Dennis Quebe Central Ohio
Chapel Electric Company, Ohio Eastern Illinois
Stephen J. Reiten* Greater Cleveland
M. J. Electric, Inc., Michigan Greater Sacramento
Greater Toronto Electrical Contractors Association
Julia G. Rogers
Long Island
Walker Seal Companies, Virginia, In honor of
Michael H. Walker and Frank W. Seal Michigan
Milwaukee
Frank Russell
Minneapolis
Bagby & Russell Electric Co., Alabama In memory of
New York City*
Robert L. Russell
North Central Ohio
Tim Russell North Florida
R.W. Leet Electric, Inc., Michigan North Texas
Frederic B. Sargent Northeastern Line Constructors
Sargent Electric Co., Pennsylvania Northern California
Rocky Sharp Penn-Del-Jersey
Carl T. Madsen, Inc., Washington Puget Sound
Herbert Spiegel San Francisco
A tribute in memory of Flora Spiegel, Santa Clara Valley
Corona Industrial Electric, California South Florida
Greg E. Stewart South Texas
Superior Group, A Division of Southeastern Line Constructors
Electrical Specialists Ohio UNCE (Union Nacional de Constructores
Electromecanicos, A.C.) Mexico
Jeff Thiede
Oregon Electric Construction, Oregon Washington, D.C.
Western Line Constructors
Ronald J. Toomer
West Virginia-Ohio Valley
Toomer Electrical Co., Inc., Louisiana
Robert J. Turner II Manufacturers and Distributors
Turner Electric Service, Inc., Michigan
Advance Philips Electronics
Angelo Veanes
Crescent Electric Supply Company
Ferguson Electric Construction Co., New York
Lutron Electronics Company, Inc.
Mark Walter Graybar
Christenson Electric Company, Oregon Greenlee Textron
Brad Weir Ruud Lighting
Kelso-Burnett Company, Illinois Thomas Industries
Jack W. Welborn
Electrical Corporation of America, Missouri Utility
David A. Witz San Diego Gas & Electric
Continental Electrical Construction Co., Illinois
Robert M. Zahn
Chewning & Wilmer, Virginia

v
 Acknowledgements
The research team would like to acknowledge the contributions of the ELECTRI Council members and
staff who contributed to this project, and ELECTRI International for providing financial support.
Significant guidance was provided by the project’s Task Force, made up of the following individuals:

James Abbott Craig Martin

Abbott Electric, Inc. Frost Electric Company

Ron Autrey Todd McCormick

Miller Electric Company McCormick Systems, Inc.

Robert Bruce James McGlynn, Sr.

Bruce & Merrilees Electric Company McWilliams Electric Company

Ronald Cooper Mike Michaels

San Diego County Chapter, NECA Pieper Electric

Gene Dennis Walter Parkes

Universal Systems O’Connell Electric Company

Robert Doran III Skip Perley

Capital Electric Construction Company TEC-Corp/Thompson Electric Company

David Fagan Rosana Privitera-Biondo

Cannon & Wendt Electric Company Mark One Electric Company

Jake Jakowsky Thomas Scherer

Anderson Electric Pieper Electric

Arnold Kelly James Stouffer

Graybar Stouffer Electric Company

Joseph Loftus Donald Sumbrock

Terminal-Andrae, Inc. Sumbrock Electrical Construction Services

Anthony Maloney III Mark Wagner

Koontz-Wagner Electric Company Technology Management Professionals, Inc.

Giovanni Marcelli
ACCUBID Systems, Inc.

This ELECTRI International research project has been conducted under the auspices of the Research Center.

©2008 ELECTRI International—The Foundation for Electrical Construction, Inc. All Rights Reserved
The material in this publication is copyright protected and may not be reproduced without the permission
of ELECTRI International.

vi
 Table of Contents
Executive Summary......................................................................................................................................................ix

SECTION 1—Introduction to the Implementation Manual

1. Introduction...........................................................................................................................................................1
1.1 How the Pre-Construction Planning Process was Developed ...................................................................................1
1.2 Purpose of this Implementation Manual ........................................................................................................................2

2. User’s Guide to the Implementation Manual......................................................................................................3

2.1 How to Use the Pre-Construction Planning Process ...................................................................................................3
2.2 Other Related Documents and Tools...............................................................................................................................3
2.3 Organization of the Manual...............................................................................................................................................4

SECTION 2—The Electrical Pre-Construction Planning Process

3. Overview of the Pre-Construction Planning Process..........................................................................................5
3.1 What is Pre-Construction Planning?...................................................................................................................................5
3.2 Pre-Construction Planning Process ....................................................................................................................................5
3.3 Team Members in the Planning Process...........................................................................................................................5
3.4 Strategies for Successful Implementation........................................................................................................................5
3.5 Expected Benefit .....................................................................................................................................................................11

4. Pre-Construction Planning Activities ................................................................................................................15

4.1 Introduction to Pre-Construction Planning Activities ...............................................................................................15
4.2 Team Selection and Turnover...........................................................................................................................................16
4.3 Scope and Contract Review..............................................................................................................................................17
4.4 Administrative Setup..........................................................................................................................................................21
4.5 Buyout Process....................................................................................................................................................................26
4.6 Material Handling Plan .....................................................................................................................................................29
4.7 Budget Preparation ............................................................................................................................................................30
4.8 Layout and Sequencing Plan............................................................................................................................................32
4.9 Schedule Development.....................................................................................................................................................34
4.10 Tracking and Control .........................................................................................................................................................36
4.11 Construction Execution Kickoff.......................................................................................................................................37

Tables
Table 4.1 Checklist of Pre-Construction Planning Activities .................................................................................42
Table 4.2 Team Selection and Turnover Checklist ....................................................................................................45
Table 4.3 Turnover Meeting Agenda............................................................................................................................46
Table 4.4 Pre-Job Planning Kickoff Meeting Agenda...............................................................................................48
Table 4.5 Scope and Contrast Review Checklist.......................................................................................................50
Table 4.6 Contract Review Items...................................................................................................................................52
Table 4.7 Scope and Schedule Review Items .............................................................................................................53
Table 4.8 Site Visit Checklist ..........................................................................................................................................55
Table 4.9 Administrative Setup Checklist...................................................................................................................56
Table 4.10 File System Checklist .....................................................................................................................................58

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Table 4.11 Change Order Log............................................................................................................................................61

Table 4.12 Request for Information Log.........................................................................................................................62
Table 4.13 Submittal Log ...................................................................................................................................................64
Table 4.14 Buyout Process Checklist ..............................................................................................................................67
Table 4.15 Subcontractor/Supplier/Vendor Comparison Spreadsheet ................................................................69
Table 4.16 Material Handling Planning Process Checklist........................................................................................72
Table 4.17 Material Delivery/Storage and Site Logistics Best Practices...............................................................73
Table 4.18 Material and Equipment Delivery and Storage Log................................................................................74
Table 4.19 Site Logistics Reivew Items...........................................................................................................................75
Table 4.20 Budget Preparation Checklist.......................................................................................................................76
Table 4.21 Cost Code Scheme Based on Masterformat™ 1995 (16 Divisions) ....................................................77
Table 4.22 Budget Breakdown and Tracking Spreadsheet ........................................................................................78
Table 4.23 Company Schedule of Values ......................................................................................................................79
Table 4.24 Layout and Sequencing Planning Checklist .............................................................................................80
Table 4.25 Schedule Development Planning Checklist ..............................................................................................81
Table 4.26 Customer’s Schedule Review Items ...........................................................................................................83
Table 4.27 Schedule Development Best Practices and Rules-of-Thumb ..............................................................85
Table 4.28 Tracking and Control Planning Checklist ..................................................................................................87
Table 4.29 Tracking and Control Best Practices ..........................................................................................................88
Table 4.30 Tracking and Control Tools Checklist ........................................................................................................89
Table 4.31 Daily Labor Time Report ...............................................................................................................................90
Table 4.32 Labor Productivity Report .............................................................................................................................92
Table 4.33 Construction Execution Kickoff Meeting Agenda ..................................................................................93
Table 4.34 Construction Execution Kickoff Meeting Checklist ...............................................................................95
Figures
Figure 4.1 Standard Change Order Procedure.............................................................................................................23
Figure 4.2 Change Order Proposal .................................................................................................................................59
Figure 4.3 Field Change Form..........................................................................................................................................60
Figure 4.4 Standard Request for Information Procedure ..........................................................................................24
Figure 4.5 Request for Information Form......................................................................................................................63
Figure 4.6 Standard Submittal Procedure.....................................................................................................................25
Figure 4.7 Submittal Transmittal Form..........................................................................................................................65
Figure 4.8 Requirements and Expectations Letter .....................................................................................................66
Figure 4.9 Letter of Intent .................................................................................................................................................70
Figure 4.10 Purchase Order Form ......................................................................................................................................71
Figure 4.11 Standard Billing Procedure.............................................................................................................................31
Figure 4.12 Standard Progress Update Procedure ........................................................................................................37

SECTION 3—Planning Assessment and Best Practices

5. The Planning Assessment Process....................................................................................................................97
5.1 Introduction to the Planning Assessment Process....................................................................................................97
5.2 Purpose of the Planning Assessment Process............................................................................................................97
5.3 Important and Influential Planning Activities .............................................................................................................97
5.4 Planning Assessment Process ........................................................................................................................................98

6. Pre-Construction Planning Best Practices ......................................................................................................103

6.1 Introduction to Pre-Construction Planning Best Practices .......................................................................................103
6.2 What are Best Practices? .................................................................................................................................................103
6.3 The 25 Pre-Construction Planning Best Practices .....................................................................................................103

7. Reasons for Successful or Less-than-Successful Performance......................................................................109

7.1 Introduction to Performance Reasons ........................................................................................................................109

viii
Executive Summary

In 2003, ELECTRI International—The Ultimately, the study responded to the research

Foundation for Electrical Construction, the questions and hypotheses. In particular, evidence
research arm of the National Electrical Contractors supported the two hypotheses, and a tool was
Association (NECA), funded a research project to developed to help contractors evaluate their pre-
develop a model pre-construction planning process construction planning process.
that NECA members could use to improve their
planning practices. The study critically evaluated Planning Effectiveness and Outcomes
the relationship between pre-construction planning The research provided evidence to support the
and project performance. As part of the research first hypothesis: Projects that experience an appro-
process, in-depth project-specific information was priate planning effort also experience more suc-
collected on the planning effort and project out- cessful outcomes. The phrase “appropriate plan-
come for several “successful” and “less-than-suc- ning effort” was ultimately defined as planning
cessful” projects. This data collection effort culmi- that takes into account the inherent characteristics
nated in a detailed analysis of the planning prac- of a project, where inherent characteristics were
tices of these two groups to identify clear differ- taxonomized into five classes. These classes includ-
ences between successful and less-than-successful ed (1) project size, in terms of estimated cost, esti-
projects. Ultimately, 27 randomly-selected compa- mated work hours, estimated number of workers,
nies from 11 states agreed to participate in an inter- and duration; (2) initial uncertainty of the project,
view for the research project. Data was collected on in terms of perceived uncertainty of the work,
29 “successful” and 27 “less-than-successful” projects. completeness of the design and the perceived com-
The planning activities that were performed on plexity; (3) bid accuracy, in terms of the accuracy
the successful projects were used to develop the of the cost estimate and the accuracy of the esti-
model Electrical Pre-Construction Planning mated work hours; (4) existing relationships, in
Process. The model process was fashioned after terms of whether the subcontractor has work with
those projects that performed good planning and the owner or general contractor before; and (5)
achieved a successful outcome. As such, the model type of construction and award, in terms of type
planning process incorporated the best planning of work and whether the subcontractor was the
practices in the electrical construction industry. low bidder projects.
The planning process of successful and less- It was ultimately discovered that projects that
than-successful projects were compared to the performed more effective planning (or performed
model process, and ultimately, it was discovered planning activities similar to the model planning
that those planning processes that more closely process) and had lower uncertainty and bid inaccu-
matched the model resulted in more successful racy tended to perform more successfully. Indeed,
performance. various combinations of project characteristics and

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

effective planning resulted in various chances of ing actual planning to the model process and filling
achieving a successful outcome. Therefore, both out a scorecard (see the implementation manual).
planning effectiveness and inherent characteristics The scorecard can be used by contractors to identi-
should be evaluated together to identify the likeli- fy specific planning activities that need additional
hood of successful performance. effort prior to project execution.

Significant Planning Activities

Evidence was also provided to support the sec-
ond hypothesis: There are significant pre-construc-
tion planning activities that distinguish a successful
project from a less-than-successful project. These
activities are related to (1) pricing and cost control,
(2) materials and installation, (3) submittals, (4)
field involvement, and (5) labor planning.
Specifically, ten activities that significantly effected
the performance of a project included (1) develop
field instructions, including panel or conduit
schedules; (2) develop installation sequence and
layout drawings; (3) review submittal processing
procedures; (4) initiate a submittal tracking and
control system; (5) hold a turnover meeting
between the project manager and field supervisor;
(6) field supervisor reviews plans, specs and sched-
ule; (7) compare bid work activities and materials
to planned performance; (8) forecast crew require-
ments; (9) evaluate and plan crew size and mix;
and (10) review customer coordination meeting
schedule. A total of 24 planning activities that
influenced the planning component scores and sig-
nificantly impact the probability of successful per-
formance were highlighted through the research and
are discussed further in the implementation manual.

Practical Application
The research resulted in the creation of a
model electrical pre-construction planning process
that was based on outstanding processes used on
successful electrical projects. The model process is
a standardized process that electrical contractors
can implement in order to formalize their planning
practices and improve the effectiveness of their
planning. Furthermore, the research developed a
method to assess planning effectiveness by compar-

x
Section 1: Introduction to the Implementation Manual

1. Introduction

Electrical contractors continue to be faced with (NECA), funded a research project to develop a
the challenge of improving productivity in order to model pre-construction planning process that
remain successful in an increasingly competitive could be used by NECA members to improve their
industry. As a result, many contractors are search- planning practices. The study critically evaluated
ing for new ways to increase their productivity and the relationship between pre-construction planning
decrease their costs in order to gain or maintain and project performance. As part of the research
market share. process, in-depth project-specific information was
While there may not be a single measure of collected on the planning effort and project out-
productivity, it is generally acknowledged that come for several successful and less-than-successful
increased project and company efficiency are key projects. This data collection effort culminated in a
components of enhanced profitability. Indeed, the detailed analysis of the planning practices of these
competitive nature of the construction industry has two groups to identify clear differences between
motivated many contractors to search for ways to successful and less-than-successful projects.
improve efficiency by increasing their quality and Ultimately, 27 randomly-selected companies from
decreasing their costs in order to strengthen their 11 states agreed to participate in an interview for
market share. As a result, contractors are turning to the research project. Data was collected on 29 suc-
“better planning” as a method for improving their cessful and 27 less-than-successful projects.
efficiency and, consequently, increasing their prof- The planning activities that were performed on
itability. In fact, a consensus exists in the construc- the successful projects were used to develop the
tion industry that more formalized pre-construc- Model Electrical Pre-Construction Planning
tion planning is necessary to remain successful in Process. The model process was fashioned after
an increasingly competitive industry. Accordingly, those projects that performed good planning and
contractors are turning to pre-construction plan- achieved a successful outcome. As such, the model
ning as one approach to improving their competi- planning process incorporated the best planning
tive edge. practices in the electrical construction industry.
The planning process of successful and less-
1.1 How the Pre-construction than-successful projects were compared to the
Planning Process was Developed model process, and ultimately, it was discovered
In 2003, Electri International-The Foundation that those planning processes that more closely
for Electrical Construction, the research arm of the matched the model resulted in more successful per-
National Electrical Contractors Association formance (see Figure 3.3, page 13).

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

1.2 Purpose of this Implementation

Manual
This implementation manual presents the
Electrical Pre-Construction Planning Process and
provides guidance on the following:
■ when to begin the pre-construction plan-
ning process
■ which planning activities have been effec-
tive at improving project success
■ who should be involved at each stage of
planning
■ how to successfully implement a pre-con-
struction planning process
■ what are the expected benefits of proper
pre-construction planning
The Electrical Pre-Construction Planning
Process can and should be used on all projects
regardless of size or type of construction. However,
the process should be tailored to the unique char-
acteristics of each project, including complexity,
duration and sheer volume of work.

2
2. User’s Guide to the Implementation
Manual

The Electrical Pre-Construction Planning dependent on the completion of a preceding activi-

Process is presented in a graphical flow-chart for- ty. The flow chart is supported by a set of imple-
mat to illustrate the interrelationship between plan- mentation guidelines and checklists that guide the
ning activities. The process organizes 46 pre-con- project manager through the pre-construction
struction planning activities into a framework that planning process.
represents key planning stages, such as scope
2.1.1 Development of a Pre-Construction
review, administrative setup and schedule develop-
Planning Binder
ment. This manual presents and discusses each
planning stage, and each activity will have a set of It is strongly recommended that the project
implementation guidelines to assist with perform- manager develop a pre-construction planning
ing the activity. The process can be implemented binder that will contain all of the products that will
fully or partially to accommodate each company’s result from the planning process. This binder can
unique project planning situation. then be referenced during the construction man-
agement and execution processes. The binder
2.1 How to Use the Pre- should be divided into the ten categories of plan-
Construction Planning Process ning, as described in Chapter 3, and nearly every
The Electrical Pre-Construction Planning category of planning will have one or more prod-
Process targets three primary audiences: ucts that can be added to the binder. Examples of
planning products include scope review checklist
■ Companies that do not currently have a
and notes, team member contact sheet, written
formal pre-construction planning process and
standard request for information (RFI) process,
who want to adopt the model process
schedule of values (SOV), bar chart schedule and
■ Companies that have a semiformal pre-
numerous other items. As the project manager
construction planning process and who want
completes the pre-construction planning process,
to modify their process to be aligned with the
the checklists, forms and products should be added
model process
to the binder. Then, the plans and planning prod-
■ Companies that already have a formal pre- ucts can be updated, as necessary, during the con-
construction planning process and who want struction management process.
to verify and adjust their process based on the
information provided in this manual 2.2 Other Related Documents and
The planning process is presented in a flow Tools
chart that identifies an approximate sequence of Other tools associated with the Electrical Pre-
activities. However, several activities may occur Construction Planning Process include a planning
concurrently unless completion of one activity is assessment process and a planning effectiveness

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

scorecard (Section 3). The planning effectiveness

scorecard identifies the 46 planning activities that
comprise the Model Electrical Pre-Construction
Planning Process and allows contractors to identify
whether each activity has been performed. The
planning effectiveness scorecard allows contractors
to make adjustments to their planning practices in
order to increase their chances of achieving a suc-
cessful outcome.
Furthermore, a set of planning Best Practices
and reasons for successful performance were pro-
duced and are also compiled in Section 3.

2.3 Organization of the Manual

Chapter 3 presents an overview of the
Electrical Pre-Construction Planning Process,
including relevant definitions, team member
involvement, and guidelines for successful imple-
mentation.
Chapter 4 identifies the pre-construction plan-
ning activities. Each set of activities has associated
with it a brief instruction sheet that describes the
following:
■ Definition of the activity group
■ What activities should be performed
■ Instructions on how to implement the
activity, with relevant examples
Tools that support the planning activities,
including checklists, tables, charts and forms, are
also included.

4
Section 2: The Electrical Construction Pre-Planning Process

3. Overview of the Pre-Construction

Planning Process

Recent research has resulted in the development ommended had modest statistical evidence that
of a model planning process that has been used by they contributed to better performance. As a result,
some of the most successful recent projects in the the successful completion of these 46 planning
electrical construction industry. In fact, those proj- activities will help prepare a project team to effi-
ects that used a planning process similar to the ciently execute a construction project.
model planning process tended to perform more
successfully—they achieved an average gross annual 3.2 Pre-Construction Planning
profit margin of 25% as compared to projects that Process
were poorly planned and achieved an average profit Figures 3.1 and 3.2 (pages 6–11) present the
margin of only 4%. Furthermore, projects that were Model Electrical Pre-Construction Planning
well planned tended to perform above average on Process that resulted from a detailed analysis of the
profitability, budget achievement, schedule achieve- planning processes used on successful projects. The
ment and labor productivity. Section 3.6.1 presents Pre-Construction Planning Process consists of ten
more detailed information on the relationship categories and 46 activities. The next few para-
between planning and project performance. graphs will identify these categories of activities,
and Chapter 4 will discuss them in greater detail.
3.1 Definition of Pre-Construction
Planning 3.3 Team Members in the Planning
Pre-construction planning prepares for a con- Process
struction project for execution. In general, pre-con- Team member involvement in planning will
struction planning begins during the preparation of typically be driven by the type of planning that
the bid and ends shortly after the project has been needs to be completed. Table 3.1 (page 12) presents
executed. However, the vast majority of planning a matrix of the ten planning categories and poten-
activities are performed after a contractor has been tial team members that will be involved.
notified of a pending award. Hence, this manual
covers the planning activities that are performed 3.4 Strategies for Successful
after notification of pending award and are general- Implementation
ly completed before the project has been executed. Provided below are several strategies for suc-
The Model Electrical Pre-Construction cessfully implementing a pre-construction planning
Planning Process includes 17 critical activities, 25 process as a standard procedure on all projects.
important activities and four highly recommended ■ Top managers must reinforce their com-
activities. The critical and important activities have mitment to a standardized planning process
been statistically linked to more successful project and must ensure planning is performed on
outcomes, while those activities that are highly rec- every project.

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

■ The model planning process should be tai- might spend only five minutes on some of the
lored to each project based on the characteris- activities, whereas a large project might spend
tics of a project. For example, a small project several hours or days on those same activities.

Figure 3.1: Overview of the Model Electrical Pre-Construction Planning Process

BID PREPARATION PLANNING

PRE-CONSTRUCTION PLANNING

Team Selection
and Turnover

Administrative Scope and

Setup Contract Review

Layout and
Sequencing Buyout Process

Schedule Budget Material

Development Preparation Handling Plan

Tracking and
Control

Construction
Execution Kickoff

JOBSITE MANAGEMENT PLANNING

6
 OVERVIEW OF THE PRE-CONSTRUCTION PLANNING PROCESS

■ A system for tracking the success on proj- double-check system, where the supervisor
ects that are well-planned and followed the double checks the planning the project manag-
model planning process will demonstrate the er performed. This will ensure the planning is
benefits of implementing a standardized plan- performed consistently across the company.
ning process. ■ The early involvement of the field supervi-
■ In addition to implementing the model sor in the planning process has been shown to
planning process, consider implementing a improve the chances for a successful project.

Figure 3.2: The Pre-Construction Planning Process

PRE-CONSTRUCTION PLANNING

Team Selection
and Turnover

1. Finalize selection of
project manager, field
supervisor, and other key
team members.

2. Hold turnover meeting

between estimator and
project manager.

3. Hold separate turnover

meeting between project
manager and field super-
visor.

4. Hold pre-job (planning)

kickoff meeting with
internal team members
to assign responsibilities.

Administrative Scope and

Setup Contract Review

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Therefore, consider selecting and involving ■ Ensure that excellent planning effort is
your field supervisor during the bidding stage applied to those activities that are identified as
or in the early part of the post-award stage. critical in Section 2. These are the activities

Figure 3.2: The Pre-Construction Planning Process (continued)

PRE-CONSTRUCTION PLANNING

Team Selection
and Turnover

Administrative Scope and

Setup Contract Review

13. Set up project files and create 5. Review contract for unfavorable
contact list. or high risk clauses (recommended).

14. Set up computer tracking and 6. Project manager reviews plans,

control system. specifications, and schedule.

15. Initiate a change management 7. Field supervisor reviews plans,

system. specifications, and schedule.

16. Initiate an RFI tracking and 8. Create a list of issues that need to
processing system. be resolved and begin the request
for information (RFI) process.
17. Initiate a submittal tracking and
processing system. 9. Conduct site visit (recommended).

18. Develop a “Labor Requirements/ 10. Compare estimated (bid) work

Expectations” letter activities and materials to
(recommended). planned performance.

11. Identify value engineering and

prefabrication opportunities and
how to simplify the work.

12. Prepare construction takeoff.

Layout and Budget Buyout

Sequencing Preparation Process

8
 OVERVIEW OF THE PRE-CONSTRUCTION PLANNING PROCESS

Figure 3.2: The Pre-Construction Planning Process (continued)

PRE-CONSTRUCTION PLANNING

Scope and
Contract Review

Layout and Buyout

Sequencing Process

30. Develop installation sequence 19. Request/review subcontract/

and layout drawings. supplier/vendor prices and
qualifications.
31. Develop field instructions,
20. Negotiate pricing and contract
including panel, pull or conduit
conditions and select
schedules.
subcontractors.

32. Develop prefabrication drawings 21. Develop and issue purchase

for field use. orders and contracts for materials
and equipment.
Schedule
22. Order long-lead-time materials
Development and equipment.

33. Review customer’s schedule and 23. Request submittals, cut sheets
timeline. and shop drawings.

24. Develop and process log and

34. Identify work that impacts book of submittals, cut sheets,
electrical activities. and shop drawings.

35. Review the workk sequence and

long-lead-time material/equipment Material Handling
delivery dates. Plan

36. Coordinate electrical schedule

with the customers schedule. 25. Develop material delivery and
handling plan.
37. Create a bar chart schedule
(recommended). Budget 26. Develop material storage and
Preparation staging plan.

9
 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Figure 3.2: The Pre-Construction Planning Process (continued)

PRE-CONSTRUCTION PLANNING

Scope and
Contract Review

Budget
Preparation

27. Develop, review or expand

cost code scheme.

28. Develop budget by breaking

down labor, material, over-
head and profit.

29. Develop schedule of values.

Schedule
Development

Tracking and
Control

38. Customize the computerized

tracking and control system
for the current project.

39. Develop labor and materials

tracking report.

Construction
Execution Kickoff

10
 OVERVIEW OF THE PRE-CONSTRUCTION PLANNING PROCESS

Figure 3.2: The Pre-Construction Planning Process (continued)

PRE-CONSTRUCTION PLANNING

Tracking and
Control

Construction
Execution Kickoff

40. Review meeting schedule.

41. Review RFI process.

42. Review change order

process and field change
management process.

43. Review submittal processing

procedure.

44. Review billing and invoicing

procedures.

45. Review project and field

reporting and tracking
procedures.

46. Review electrical and

customer schedules.

that have the greatest potential for impacting ■ Lessons learned and a feedback loop will be
the outcome of the project. an essential part of your standardized planning
■ The planning kickoff meeting alerts all process. Project managers and field supervisors
involved team members that the planning should share planning practices that worked
process is officially underway, and it allows the well or did not work well.
project manager to establish deadlines for
completion of activities. Likewise, the con-
3.5 Expected Benefit
struction execution kickoff meeting brings the The results of the study sponsored by ELECTRI
team members back together to review the International revealed projects that received more
progress of the planning and ensures all tasks effective pre-construction planning were also more
have been or will be completed by the dead- likely to achieve successful outcomes. Electrical
line. These two meetings should be held on all contractors defined success as the following:
projects regardless of size.

11
 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Table 3.1: Team Member Involvement in Pre-Construction Planning

TEAM MEMBER INVOLVED IN PLANNING
er er or nt
ag e is or n t ge to
r
ive
ACTIVITY an n gin r erv e ra
t
r
f
o s
s i d e
a nt n g A
i rec t rat
M E o p an o n t i t
CATEGORY ct ct at Su Op ct tio re un as yD
s
ini an
oje oje tim e ld re
m
A D ire era i ceP c co rch fet d m sist
r r s i o D u a
P P E F F C Op V A P S A As

Team Selection
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
and Turnover
Scope and
Contract Review ✔ ✔ ✔ ✔ ✔

Administrative
✔ ✔ ✔ ✔ ✔
Setup
Buyout
✔ ✔ ✔ ✔
Process
Material
✔ ✔ ✔
Handling Plan
Budget
✔ ✔ ✔ ✔
Preparation
Layout and
Sequencing Plan ✔ ✔ ✔ ✔ ✔ ✔

Schedule
✔ ✔ ✔ ✔ ✔
Development
Tracking and
✔ ✔ ✔ ✔ ✔
Control
Construction
Execution
Kickoff ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Meeting

■ The project was profitable. general contractor and the owner.

■ The customer was satisfied. ■ The quality of the work was excellent.
■ The project resulted in repeat business. ■ The project achieved its budget goal.
■ The project resulted in good working rela- Consequently, projects that are planned using
tionships between the electrical contractor, the the pre-construction planning process can expect to
general contractor and the owner. increase their chances of achieving a successful out-
■ The worksite was safe, and there were no come. However, it must be noted that good planning
accidents. alone will not guarantee the success of a project.
■ The project was completed on time. Hence, good planning should be performed
■ The workers took pride in the completed during the pre-construction stage, and good proj-
project. ect management should be applied during the exe-
cution stage to maximize the chances of complet-
■ There was good communication and coop-
ing a project successfully.
eration between the electrical contractor, the

12
 OVERVIEW OF THE PRE-CONSTRUCTION PLANNING PROCESS

3.5.1 Relationship Between Planning and score (where a higher score indicates more effective
Performance planning) against the chances of
Overall, projects that imple- achieving a successful outcome.
Good planning coupled with Projects in the upper right quadrant
mented a planning process that
good project management that are those projects that were well-
was similar to the model planning
takes into account a project’s planned and also performed well,
process presented in this technical
specific characteristics will while those projects in the lower left
document tended to outperform
improve the likelihood of quadrant were not well-planned and
those projects that were poorly
achieving successful project did not perform very well.
planned or whose planning performance.
process was significantly different
from the model process. Figure
3.3 is a graph that plots the planning effectiveness

Figure 3.3: The Effectiveness of Planning versus the Chances of Achieving a Successful Outcome

A few projects that were These projects were

not well-planned still well-planned and also
performed fairly well. performed successfully.

2710-S
0.80
Probability of Successful Performance

2146-S 616-S
913-S 831-S 2369-S
853-S 47-S
2501-S 2109-S
2710-L 741-S
666-S 436-S 833-S
0.60 669-S 47-L 182-S
283-S 2207-S
571-S1 2239-S
571-S2 913-L 568-S
831-S
243-S 309-S
436-L 199-L
616-L
0.40 571-L2
276-L
2146-L 309-S
2369-L
283-L 571-L1
741-L 568-L 833-L
194-L 2207-L
2239-L
0.20
2501-L 2109-L
853-L

-15,000 -10,000 -5,000 0.000 5,000 10,000 15,000

Planning Effectiveness Score
These projects were not Very few projects that
well-planned and did not were well-planned
perform successfully. performed poorly.

13
4. Pre-Construction Planning
Activities

Note: Tables and figures are located 8. Schedule development

at the end of the chapter and are also 9. Tracking and control
available online at: 10. Construction execution kickoff meeting
www.electri.org/active/?fa=appendices
Table 4.1 (pages 42–44) provides a sample
4.1 Introduction to the Pre- checklist of the 46 activities that make up the pre-
Construction Planning Activities construction planning process. The activities should
be checked off as they are performed to ensure all
While planning begins during the bidding
activities are completed before the work is executed.
process, the bulk of the planning takes place during
However, there are instances when a project must
the pre-construction stage—after bidding but before
begin before the pre-construction planning has
execution. This chapter discusses those planning activ-
been completed. The checklist can then be used to
ities that should begin immediately upon notification
ensure all of the planning activities are eventually
of a pending award and should be essentially complet-
completed and are not overlooked during the busy
ed before executing the work. These activities, further-
and often intense mobilization and execution stage.
more, set up a project to be successfully managed,
which can significantly improve the chances that the 4.1.2 When Should Pre-Construction
project will make a profit and be completed on time. Planning Occur?
4.1.1 Pre-Construction Planning Categories Pre-construction planning begins immediately
upon notification of a pending award. The plan-
By examining several well-planned projects, 42
ning may continue for several days, several weeks or
significant activities that occurred during the pre-
several months, depending on the magnitude of the
construction planning stage were identified, and
project. Planning should continue until all planning
four additional activities were highly recommended
activities have been completed, even if the project
for performance. These 46 activities could be fur-
must be executed prior to completing the planning
ther divided into ten categories of pre-construction
process. Furthermore, the planning process should
planning, including the following:
provide the framework for managing the project
1. Team selection and turnover once the work has been executed.
2. Scope and contract review
4.1.3 Goals of the Pre-Construction Planning
3. Administrative setup
Stage
4. Buyout process
There are three primary goals of the pre-con-
5. Material handling plan struction planning process:
6. Budget preparation 1. To completely plan the project in a stan-
7. Layout and sequencing plan dardized and efficient manner to ensure that the

15
 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

tools, materials, equipment and labor will be avail- 1.4. Determine whether an ideal match can be
able to complete the project on time and within made between the field supervisor and the job, and
budget then select the field supervisor.
2. To set up the systems that will be needed to 1.5. When appropriate, work with the project
efficiently manage the project, such as material manager, field supervisor, and/or the director of
purchasing, delivery and storage; scheduling and operations to select key foremen.
tracking; change management; submittal tracking;
Activity 2
and numerous other processes that are necessary to
manage a successful project Hold turnover meeting between estimator and
project manager (when applicable).
3. To set the job up for successful execution
and jobsite management 2.1. Arrange a meeting time and location, and
ensure enough time has been allocated to transfer
4.2 Team Selection and Turnover knowledge between the estimator and project man-
Team selection and turnover involves selecting ager. Note: A formal turnover meeting is strongly rec-
the project manager and field supervisor who will ommended. The meeting time can vary widely from
be responsible for managing the job during con- one hour to more than one day depending on the size
struction execution. After the management team and complexity of the project.
has been selected, a meeting should be held to for- 2.2. Follow and complete a checklist that
mally turn over the project from the estimating describes the information that should be trans-
stage to the project management stage. Further- ferred. Note: See Table 4.3 (pages 46–47) for a sam-
more, a planning kickoff meeting should be held to ple turnover meeting agenda.
assign planning responsibilities to internal team
members, such as the purchasing agent, safety
Activity 3
director and operations director. Hold separate turnover meeting between project
manager and field supervisor.
4.2.1 What Activities Should be Performed
3.1. Arrange a meeting time and location that
During the Team Selection and Turnover?
will ensure enough time can be allocated to trans-
The team selection and turnover process con- fer knowledge between the project manager and
sists of four main activities. Table 4.2 (page 45) field supervisor. Note: Again, a formal turnover
provides the team selection and turnover activities meeting is strongly recommended. It is also recom-
in a checklist. mended that the meeting be held at the office rather
than on an existing jobsite, so the field supervisor can
Activity 1
focus on the upcoming project without being inter-
Finalize selection of project manager, field supervi-
rupted. The meeting time can vary widely from one
sor and other key team members.
hour to more than one day depending on the size and
1.1. Assemble a list of project managers, and complexity of the project and how many tasks must
review their current work load and special skills. be completed during the turnover meeting.
1.2. Determine whether an ideal match can be 3.2. Follow and complete a checklist that
made between the project manager and the job, describes the information that must be transferred.
and then select the project manager. Note: See Table 4.3 (pages 46–47) for a sample
1.3. Assemble a list of field supervisors and turnover meeting agenda.
review their current work load and special skills.

16
 PRE-CONSTRUCTION PLANNING ACTIVITIES

Activity 4 5.2. Identify all required bonds, permits, certifi-

Hold pre-job (planning) kickoff meeting with cates and insurance requirements.
internal team members to assign responsibilities. Example: An electrical contractor might be
4.1. Arrange a meeting time and location, and required to provide a performance and pay-
ensure enough time has been allocated to assign ment bond or a completion bond. The electrical
planning responsibilities. contractor might also be responsible for obtain-
ing the electrical permit and must provide a
4.2. Invite internal team members that will be
certificate of insurance demonstrating that they
involved during the construction execution process,
have the insurance required by the contract.
such as project manager, field supervisor, account-
ing, purchasing, Director of Field Operations, etc. 5.3. Review contractual billing requirements.
4.3. Follow and complete a checklist that Example: The owner typically will require that
describes the planning activities that must be com- pay requests be submitted by a date identified
pleted and who is responsible for completing them. in the contract. Furthermore, the electrical con-
Note: See Table 4.4 (pages 48–49) for a sample plan- tractor’s own accounting department will often
ning kickoff meeting agenda. identify a date by which they would like to
receive both draft and final pay requests. These
4.3 Scope and Contract Review dates should be identified upon initiation of the
A scope review involves reviewing all contract project to ensure timely payment is received.
documents that will be used to execute the work 5.4. Review and understand procedures for
and produce a high quality end product. It involves requesting change orders. Note: Review the contract
becoming familiar with the detailed project and specifications carefully to understand the procedures
requirements, including the systems that will be that must be followed to request a change order and
installed, equipment that must be powered, the recover the additional time or money spent on work
materials that are specified, and the labor that will items. It is strongly recommended that the electrical con-
be required to complete the job successfully. A con- tractor set up a change management process and ensure
tract review involves reading the entire contract all team members understand and follow the process.
agreement, including general and special conditions 5.5. Identify whether disputes must be resolved
to identify any unusual or special provisions that through alternative dispute resolution (ADR), such
must be accomplished as part of the scope of work. as mediation or arbitration. Note: Alternative dis-
pute resolution (ADR) requirements are typically
4.3.1 What Activities Should be Performed
covered in the contract or specifications. Be sure to
During a Scope and Contract Review?
understand whether ADR is contractually required
The scope and contract review process consists
and whether it is binding or non-binding.
of eight activities. Table 4.5 (page xx) provides the
scope and contract review activities in a convenient Activity 6
checklist. Project manager reviews plans, specifications and
schedule
Activity 5
6.1. Order extra sets of plans and specifications,
Review contract for unfavorable or high risk
if necessary. Note: Be sure to order enough plans so
clauses (performance recommended)
that there is at least one set in the main office (project
5.1. Complete the Contract Review checklist
manager’s copy), two sets in the field trailer (field
(Table 4.6) (page 52).

17
 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

supervisor’s copy and the marked up copy) and one 7.1. Complete the Scope and Schedule Review
or more copies that can be distributed to foremen. Checklist (Table 4.7) (pages 53–54).
6.2. Complete the Scope and Schedule Review 7.2. Review best field practices or lessons learned.
Checklist (Table 4.7) (pages 53–54). Example: If the company has a book of best
6.3. Compare the scope identified in the con- field practices or lessons learned, the field
tract to the scope from the bid submission to verify supervisor should review this book before
that they match. Note: The bid submission letter will planning the execution of the new project in
typically identify the scope of work, clarifications and order to avoid “reinventing the wheel.” If no
inclusions/exclusions. This letter should be compared best practices or lessons learned exist, the field
to the scope identified in the contract to determine if supervisor can talk to other field personnel or
there is a discrepancy. Any discrepancy should be dis- hold a meeting to identify the best methods for
cussed with the estimator and company officer to executing the new project.
determine how to resolve the discrepancy. 7.3. Identify value engineering or prefabrica-
6.4. Compare the plans to the specifications to tion opportunities (see also Activity 11).
identify any discrepancies. Example: While reviewing the plans and speci-
Example: There are many ways the plans can fications (and after reviewing best practices
differ from the specifications. In general, the and lessons learned), the field supervisor
specifications will supersede the plans. should begin assembling a list of installation
6.5. Review the customer-furnished schedule to methods, materials or prefabrication of systems
determine whether the electrical work can be com- that could result in a savings to the electrical
pleted within the contractual timeframe, and plan contractor. Note whether the technique
the work strategy based on this finding. requires owner or engineer approval and
whether the savings must be shared with the
Example: Occasionally, the time required to
owner. One of the most common changes is
complete the electrical work is longer than the
the running of conduit underground instead of
contractual duration. In such cases, the electri-
overhead. It usually results in a savings and is
cal contractor will be required from the begin-
typically approved by the engineer.
ning to plan for overtime, overmanning, or
acceleration. The need to accelerate should ide- 7.4. Identify labor requirements and begin
ally be established during the bidding stage, but selecting foremen.
the techniques for accelerating the work will be Example: The field supervisor should identify
selected after award. See the following publica- the number of workers and foreman that will
tion: Hanna, A. and Menches, C. (2003). be required each week of the project. This can
Normal project duration. Productivity: be determined by creating a manpower loading
Quantifying the Impacts of Adverse Working chart. The field supervisor can select foremen
Conditions on Electrical Construction. to cover specific systems or specific areas (such
(Professional Pamphlet). Bethesda, MD: as one foreman per floor on a multi-story
National Electrical Contractors Association. building). Foremen can also be selected based
on skills, such as experience working on a hos-
Activity 7
pital or a power plant.
Field supervisor reviews plans, specifications and
7.5. Identify special tools that will need to be
schedule
purchased or assembled.

18
 PRE-CONSTRUCTION PLANNING ACTIVITIES

Example: Along with the list of potential cost- down and storage.
saving changes that are identified while review- Example: Site logistics is especially important
ing the plans and specifications, the field super- on small, bounded sites. You should determine:
visor should also assemble a list of special tools (1) whether workers can park on the site or
that might be needed to install the materials must park in a nearby garage for a fee, (2)
identified in the contract documents or to whether materials can be delivered at any time
complete the installation more efficiently. or only at certain hours of the day, (3) whether
a material and/or office trailer will be permit-
Activity 8
ted on the site, and (4) whether materials can
Create list of issues that need to be resolved and
be stored on the site under secure conditions.
begin the request for information (RFI) process
9.3. Identify locations and availability of mate-
8.1. Establish a request for information (RFI)
rial and personnel lifts, elevators, cranes, scaffold-
process (see also Activity 16) and create a list of
ing and forklifts.
questions that require clarification.
Example: Verify whether lift, crane, and
Example: While reviewing the plans and speci-
machinery time must be scheduled in advance.
fications, the field supervisor should also
Also determine whether you must supply your
assemble a list of discrepancies and issues that
own scaffolding or whether it will be furnished
need to be resolved in order to execute the
by the general contractor.
work efficiently. This list will kick off the
9.4. Create a plan for installing temporary
request for information (RFI) process and
power (when applicable).
should be resolved as quickly as possible. The
electrical contractor should consider holding a Example: While on the site visit, sketch out a
special meeting to get these issues resolved. plan for installing temporary power and light-
ing, and determine how these systems will be
8.2. Formalize the RFIs by assigning them a
maintained. A carefully thought out temporary
trackable number and submitting them to the
power and lighting plan can prevent spending
owner/CM/GC.
more than was estimated to install and operate
Note: Activity 16, which is an administrative
these systems.
procedure that involves initiating an RFI process, is
9.5. Verify existing conditions and compare
closely related to Activity 8. Most companies have a
them to the conditions shown on the plans and
formal RFI process that includes a hierarchy of per-
described in the specifications.
sonnel who must review the RFI and the standard
submission format, such as e-mailed, faxed or mailed Example: If the site contains facilities that must
RFI form with a clear routing sequence. All RFI be renovated or demolished or if the site has
should have a unique number that permits them to existing structures or utilities, a site visit should
be tracked for resolution. be conducted to compare the information on
the plans to the actual conditions on the site.
Activity 9 For example, if a building is being renovated,
Conduct site visit (recommended). the plans will show the locations of all existing
9.1. Complete the Site Visit Checklist (Table systems (mechanical, electrical, plumbing, etc.).
4.8) (page 55). These locations should be verified and marked
up on the plans to avoid conflicts with coordi-
9.2. Examine site access and layout, including
nation later.
parking, material delivery points, and material lay-

19
 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Activity 10 Example: Some VE changes involve substituting

Compare estimated (bid) work activities and mate- materials or modifying installation routes,
rials to planned performance which might require approval by the owner or
architect. Other VE changes may be strictly
10.1. Compare the estimator’s concept of how
associated with methods and might not require
to perform the work to typical field operations and
approval. If approval is required, the project
document the differences.
manager should understand the timeline and
Example: An estimator typically has less time to procedures for receiving approval to determine
plan out the work sequence, materials and whether the VE suggestion will be feasible.
methods than the project manager and field
11.3. Search for and identify additional VE and
supervisor. As a result, the project manager and
prefabrication items.
field supervisor should compare how they plan
to perform each work item to how the estima- Note: In addition to the VE and prefabrication
tor estimated the same work item. For example, opportunities that were identified during the turnover
the estimator may not have planned to perform process, the project manager and field Supervisor
any prefabrication of systems, but the project should seek additional opportunities that would result
manager might identify several work items that in a time or cost savings. Opportunities that do not
could be prefabricated prior to installation. require customer approval are particularly appealing.
10.2. Discuss unclear methods or discrepancies 11.4. Identify additional ways to simplify the
with the estimator. work.
Note: If the project manager or field supervisor is Example: Simplification might involve, for
unclear how the estimator planned a particular work example, ordering wire in bulk on reels so that
item, they should seek clarification to make sure they it is readily available on the site. Or, simplifica-
do not unnecessarily expend time, money or work tion might involve marking conduits with tags
hours. to identify the wire that must be pulled and
where it is initiated and terminated. There are
10.3. Determine the cost difference between
numerous ways the field supervisor and fore-
the as-bid and planned performance of the work.
men can simplify the installation process, and
Example: If a less expensive work method can these methods should be explored during the
be identified, the project manager should doc- scope review process
ument the cost savings in the cost control
11.5. Price out the cost difference between the
report so that the additional funds can be
as-bid and VE options.
added to profit or cover cost overruns.
Note: This is an exercise performed by the project
Activity 11 manager to determine the cost savings or cost expen-
Identify value engineering and prefabrication diture to implement a VE option. Although the goal
opportunities and how to simplify the work is typically cost savings, occasionally a VE option will
11.1. Review value engineering (VE) or pre- be selected to save time.
fabrication opportunities that were identified in
Activity 12
the turnover meeting between the estimator and
Prepare construction takeoff
project manager.
12.1. Take off the materials, equipment and
11.2. Review procedures for formally request-
systems in the order they will be constructed.
ing VE consideration, if required.

20
 PRE-CONSTRUCTION PLANNING ACTIVITIES

Example: The construction takeoff is often per- Significant differences might be an indication
formed to (1) verify the bid quantities are cor- of a bid mistake or a misunderstanding of how
rect, (2) calculate accurate quantities for order- the work will be performed. Any discrepancies
ing materials and equipment, (3) begin should be reviewed by the project manager
sequencing the work and (4) validate the cost and estimator.
estimate. It is an important exercise that can
identify problems and opportunities early in 4.4 Administrative Setup
the planning process. The administrative setup involves creating
12.2. Code each plan sheet as you take it off so standardized paper and computer files that will be
that you can return to it later and immediately used to manage correspondence, changes, submit-
identify the quantity of various materials shown on tals, schedules and progress. A standardized admin-
the sheet. istrative setup process is necessary to run an organ-
ized and efficient project.
Example: A common method to prepare a
quantity takeoff is to color-code the plan sheets 4.4.1 What Activities Should be Performed
for easy reference. Each system should be coded During Administrative Setup?
individually, and a legend should be provided.
The administrative setup process consists of six
12.3. The final quantities should be identified activities. Table 4.9 (pages 51–52) provides the
by the units in which they will be purchased. administrative setup activities in a convenient
Example: If wire will be purchased by reel, then checklist.
the number of required reels should be identi-
Activity 13
fied rather than the linear feet of wire. The
construction takeoff should be the first step to Set up project files and create contact list
purchasing the actual materials needed to com- 13.1. Use the File System Checklist (Table
plete the work. 4.10) (page 58) to create paper files.
12.4. All assumptions should be noted on the 13.2. Create a contact sheet that lists all team
quantity takeoff sheets. members and their company contact information.
12.5. Be sure the quantities that are estimated Note: The list should include owner, architect, engi-
include a waste factor. neer and general contractor contacts. It also might
include consultants, facility occupants, maintenance
Example: An accurate quantity takeoff will pro-
staff, city inspectors and all internal team members
vide a definitive amount of conduit needed to
(project manager, field supervisor, foremen, adminis-
complete the work. However, since most con-
trative assistant, etc.).
duit will need to be cut or bent to fit its exact
placement in the system, a waste factor of 5%- Activity 14
10% should be added to the quantity. Set up computerized tracking and control system
12.6. Compare the construction takeoff to the (forms, database, schedule, tracking)
bid takeoff to identify significant differences or dis- 14.1. Verify the accounting office has assigned
crepancies. a project number and entered initial information in
Example: It is unlikely that the bid estimate the cost control system.
and the construction takeoff will match exact- Example: During the bidding stage or upon
ly. However, most quantities of materials and notification of award the estimator may have
labor should be within 5% of the bid amount.

21
 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

requested the accounting office enter the project minimize disputes. Figure 4.1 presents a sam-
into the accounting database. If no project ple standard change management procedure.
number has been assigned, the project manager This example can be tailored to each compa-
should request a number from the accounting ny’s individual need. Figure 4.2 (page 59) pro-
department. vides a sample change order proposal form,
14.2. Use the File System Checklist (Table and Figure 4.3 (page 60) provides a sample
4.10) (page 58) to create computer files. field change directive form.
14.3. If a separate project management software 15.3. Develop a log with sequential numbering
system is used, set up the project in the system. to track all changes, including change orders, field
changes and time-and-materials requests (Table
Example: Commercially available project man-
4.11) (page 61).
agement software is available, as well as web-
based project management systems. Most soft- Example: Table 4.11 can be reconstructed in a
ware can be tailored to the needs of the com- spreadsheet program. Also, many commercial
pany. The software should be tailored to reflect project management software programs provide
the processes established by the company. If a a method for entering and tracking changes.
commercial software is not used, the project
Activity 16
manager can set up the files in a word process-
Initiate a request for information (RFI) tracking
ing and spreadsheet program.
and processing system
14.4. If a separate computer scheduling system
16.1. Develop a log with sequential numbering
is used, set up the schedule in the system (see
to track all requests for information (RFIs) (Table
Activity 37).
4.12) (page 62).
Example: The most common software available
Note: Many of the commercial project manage-
includes Microsoft Project and Primavera
ment software programs will provide a method for
Project Planner. Prior to entering activities in
initiating and tracking RFIs. However, Table 4.12 can
the schedule, the project manager and field
be reconstructed in a spreadsheet for the purpose of
supervisor should develop a sequence of work.
tracking RFIs.
Activity15 16.2. Determine whether RFIs will be submit-
Initiate a change management system ted by e-mail, fax or postal mail.
15.1. Review the contract to identify required 16.3. Review your company’s standard proce-
change order, field change and time-and-materials dures for processing RFIs and use a company stan-
procedures. Note: If the contract does not specifically dard form for submitting RFIs.
address change orders, field changes and general Example: Figure 4.4 (page 24) presents a sam-
change procedures, the project manager or a company ple company standard RFI procedure, and
officer should request a separate meeting to discuss Figure 4.5 (page 63) identifies a sample RFI
the company standard procedures. form. However, most commercial project man-
15.2. Review your company’s standard proce- agement software programs can be tailored so
dures for initiating, requesting, and processing that the RFI form bears your company name
change orders and field changes. and logo.
Example: A standard change management sys- 16.4. Ensure each RFI also identifies a pro-
tem is intended to protect both parties and posed solution and price change.

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 PRE-CONSTRUCTION PLANNING ACTIVITIES

Example: For a quick resolution to your ques- proposed reroute rather than develop an alter-
tion, identify a possible solution to the issue. nate route, which would take more time.
For example, if there is a conflict between a
Activity 17
conduit and a heating duct, identify a possible
relocation route for either the conduit or the Initiate a submittal tracking and processing system
duct. The engineer will only have to check your 17.1. Develop a log, with sequential number-

Figure 4.1: Standard Change Order Procedure

STANDARD CHANGE ORDER PROCEDURE

1. TYPES OF CHANGES: Three types of changes are commonly encountered in construction: (1) request for quotation,
(2) field change directive and (3) disputed changes to the work. A request for quotation (RFQ) typically occurs when
the customer acknowledges a change is needed and requests an estimate of the cost prior to approving the change. A
field change directive is an order given in the field to immediately execute a change before the cost of the wrk has been
negotiated. Disputed changes are changes to the work that are necessary to continue making progress but are not
acknowledged by the customer as a change to the contract requirement. Disputed changes are difficult to recover and
require careful documentation to maximize the chances of receiving compensation.

2. REQUEST FOR A QUOTATION PROCEDURE:

a. Enter the change order request in the change order log (Table 4.11) and assign it a C.O. number. The status will
remain “open” until the C.O. has been approved by the customer.
b. The project manager should develop a written recap of the requested scope of work, identifying all inclusions,
exclusions and qualifications.
c. The project manager should develop a cost estimate for the scope of work. If the scope is large or complex, the
project manager may request assistance from an estimator.
d. The cost estimate should include direct costs (labor, materials, equipment, subcontractors, expediting fees, etc.),
indirect costs (jobsite overhead, home office overhead, insurance premiums, bonds, etc.), and profit (which is
added after all other costs have been tallied).
e. The project manager will fill out a change order proposal (Figure 4.3) with the scope of work and quoted price.
f. The change order proposal is forwarded to the customer for approval.
g. Once the approval has been received, the status in the change order log is changed to “approved,” and the work is
implemented.

3. FIELD CHANGE DIRECTIVE PROCEDURE:

a. A field change directive (FCD) is often issued by the owner’s representative, architect/engineer or general contrac-
tor. The field superintendent and foreman are authorized to accept an FCD only if the issuing authority signs a field
change form (Figure 4.4).
b. If the FCD is received by a foreman, the foreman should notify the field supervisor immediately.
c. FCDs are typically performed on a time and materials (T&M) basis.
d. The issuing authority and the field supervisor/forman should verbally agree to the scope of work, and this scope
should be documented on the field change form. The foreman and issuing authority should each sign the field
change form.
e. The FCD is entered into the change order log (Table 4.11) and assigned a C.O. number. The status will remain
“open” until the FCD has been paid by the customer.
f. All labor, materials, equipment and subcontracts that are used to complete the work should be annotated on the
field change form.
g. The field change form is then forwarded to the project manager, who will add the markup and calculate the total
cost of the work.
h. The field change form is then forwarded to the accounting department where it will be entered into the accounting
system as a separate line item and invoiced during the next billing cycle.
i. Once the FCD has been paid, the status in the change order log is changed to “approved.”

(continued next page)

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

STANDARD CHANGE ORDER PROCEDURE (continued)

4. PROCEDURE FOR DISPUTED CHANGES:

a. The disputed work should be processed similar to an RFQ.
b. The project manager and/or field supervisor should develop a detailed written scope of the work that is outside the
original contract scope of work, identifying plans, specifications, other contract documents and qualifications that
support their position.
c. The project manager should develop a cost estimate for the scope of work. If the scope of large or complex, the
project manager may request assistance from the estimator.
d. The cost estimate should include direct costs (labor, materials, equipment, subcontractors, expediting fees, etc.),
indirect costs (jobsite overhead, home office overhead, insurance premiums, bonds, etc.), and profit (which is
added after all other costs have been tallied).
e. The project manager will fill out a change order proposal (Figure 4.3) with the scope of work and quoted price.
f. The disputed change order proposal is entered into the change order log (Table 4.11) and assigned a C.O. number.
The status will remain “open” until the C.O. has been approved or rejected by the customer.
g. The change order proposal is forwarded to the customer for approval.
g. Once an approval or rejection has been received, the status in the change order log is changed to “approved” or
“rejected.”

ing, to track all submittals, including those of ven- Go through each section of the specifications
dors and subcontractors (Table 4.13) (page 64). to determine whether it identifies a submittal
Example: Review the specifications to deter- that you or your suppliers or subcontractors
mine whether the customer has included a are responsible for providing. Enter this infor-
submittal log. If so, this information can be mation in your submittal tracking log.
transferred to your own company tracking sys- 17.2. Review your company’s standard proce-
tem. If not, use either commercial project dures for processing submittals and use a company
management software or create a spreadsheet. standard form for submissions.

Figure 4.4: Standard Request for Information Procedure

STANDARD REQUEST FOR INFORMATION PROCEDURE

1. TYPES OF INFORMATION: A Request for Information (RFI) is a formal process for receiving more details about a work
process and/or alerting the customer to a potential deficiency in the contract documents. The types of information that
must be cycled through the RFI process include: discrepancies between plans and specifications; incomplete design
details; conflicts between systems; clarifications about design intent; identification of a changed condition with a
request for instructions; missing scope items that would produce a complete product; and many other issues.

2. REQUEST FOR INFORMATION PROCEDURE:

a. A hierarchy should be followed when identifying and processing RFIs. Crew members should address questions to
their crew foreman. The crew foreman should fill out the request for information form (Figure 4.6) and forward it
to the field supervisor. The field supervisor should review the form and forward it to the project manager. The proj-
ect manager should review the form and process it.
b. Fill out the request for information form, including a detailed description of the requested information and the date
that a response is required. When possible, identify a possible solution to a problem, which might speed up the
response time and result in a favorable outcome to the electrical work.
c. The project manager or field supervisor should enter the RFI in the request for information log (Table 4.12) and
assign it an RFI number. The status will remain “open” until the RFI has received a response from the customer.
d. The RFI form is forwarded to the customer for a response.
e. Once a response has been received, the status in the RFI Log is changed to “closed,” and the response is distrib-
uted to all affected parties.
f. If the response to the RFI will result in an increase in the scope of work or a change in the contract conditions, the proj-
ect manager should immediately initiate a change order request by processing a change order proposal (Figure 4.3).

24
 PRE-CONSTRUCTION PLANNING ACTIVITIES

Figure 4.6: Standard Submittal Procedure

STANDARD SUBMITTAL PROCEDURE

1. TYPES OF SUBMITTALS: Three types of submittals are commonly encountered in construction: (1) shop drawings, (2)
product data/cut sheets and (3) samples. Shop drawings reflect the manufacturer’s or equipment designer’s technical
details for the product specified in the plans and specifications and usually include dimensions and quantities. Product
data/cut sheets provide information about the make, model, size, capacity, performance and finish of a product speci-
fied in the plans and specifications. Samples are physical representations of the specified product, such as paint color,
brick finish, floor tile, metal roof style and color, and so on.

2. SUBMITTAL PROCESSING PROCEDURE:

a. The project manager should review the plans and specifications to identify all of the submittals that are required by
the contract documents and begin filling out the submittal log (Table 4.13).
b. While preparing purchase orders for the materials and equipment, the required type and number of submittals
should be identified on the purchase order form (Figure 4.11).
c. When the submittal item is received from the subcontractor/supplier/vendor, the project manager should carefully
review the submittal to make sure the proposed product conforms to the plans and specifications.
d. The front sheet of each submittal should be stamped with the company submittal stamp and initialed by the proj-
ect manager to signal a review has been completed.
e. If binders of submittals are not required, the project manager should fill out a submittal transmittal form (Figure
4.8) and forward the proper number of copies to the customer for review and approval. If binders are required,
begin assembling binders of all submittals according to their CSI section. The submittal log should be updated to
reflect the date sent to the customer.
f. One copy of each submittal should be retained for the files, and one copy should be forwarded to the field. Make
sure the copies are marked with their preliminary status (such as, “draft – For Information Only”).
g. Once the submittal has been reviewed and returned by the customer, one copy should be returned to the subcon-
tractor/supplier/vendor, and the submittal log should be updated.
h. If the submittal was approved, one approved copy should be retained for the files and one copy sent to the field
with the annotation, “approved for construction.”
i. If the submittal was rejected, the submittal process will have to be repeated.

Example: Figure 4.6 presents a sample compa- notice in case there is a delay that is disputed later.
ny standard submittal procedure, and Figure
Activity 18
4.7 (page 65) identifies a sample submittal
transmittal form. However, most commercial Develop a “Labor Requirements/Expectations” let-
project management software programs can be ter (for background check, etc.) (performance rec-
tailored to include a standardized company ommended)
form. 18.1. For projects that have special requirements,
17.3. Verify that each submittal processing such as drug testing, background check or special
form identifies a “respond no later than” date, safety training, develop an “expectations” letter that
which is associated with timely ordering and deliv- must be reviewed and signed by crew members.
ery of the materials and equipment. Example: See Figure 4.8 (page 66) for a sample
Example: Be sure to review the work sequence and labor requirements and expectations letter.
schedule carefully to identify when each mate- 18.2. For projects that will require hiring
rial or equipment item will be installed. Then, workers from the union hall, develop an “expecta-
annotate on the submittal form the date you will tions” letter that must be reviewed and signed by
need an approval in order to order and receive the crew members.
materials or equipment on time to avoid a delay. Example: See Figure 4.8 (page 66) for a sample
This technique also puts the architect/engineer on labor requirements and expectations letter.

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

4.5 Buyout Process quotation is requested. Ideally, the project

manager will hold a meeting to review the
The buyout process involves purchasing all mate-
scope with each potential subcontrac-
rials and equipment—and hiring all subcontrac-
tor/supplier/vendor. Then, after quotations
tors—that will be necessary to complete the project.
have been received, the project manager should
Consequently, it involves evaluating material pricing,
compare the submitted scope of work with the
reviewing the qualifications of vendors and subcon-
actual scope of work to identify any discrepan-
tractors, selecting the successful parties, issuing pur-
cies. These differences will need to be resolved
chase orders and initiating the submittal process.
prior to making an award.
4.5.1 What Activities Should be Performed 19.3. Evaluate the subcontrac-
During the Buyout Process? tor/supplier/vendor qualifications.
The buyout process consists of six activities. Example: The project manager should evaluate
Table 4.14 (pages 67–68) provides the buyout activ- the following questions: (1) Has the subcon-
ities in a convenient checklist. Note that submittal tractor/supplier/vendor performed this type
processing and tracking (Activity 24) should be (and/or size) of work before? (2) Has the elec-
conducted in conjunction with “Initiate a submittal trical contractor worked with the subcontrac-
tracking and processing system” (Activity 17). tor/ supplier/vendor before? And, (3) on previ-
ous jobs, has the subcontractor/ suppli-
Activity 19
er/vendor performance been satisfactory?
Request and/or review subcontrac-
19.4. Compare pricing and qualifications
tor/supplier/vendor prices and qualifications
among the subcontractors/ suppliers/vendors.
19.1. Request subcontractor/supplier/vendor
Example: Use a spreadsheet (or commercial
pricing if it was not requested or received during
project management software) to compare
the bidding stage.
price and qualifications of the subcontractors/
Example: Two scenarios are possible. In the
suppliers/vendors (see Table 4.15, page 69, for
first scenario, actual pricing was requested and
an example).
received from interested subcontrac-
tors/suppliers/vendors during the bidding Activity 20
stage. In the second scenario, estimated pricing Negotiate pricing and contract conditions, and
was obtained from a cost database. If actual select subcontractors/suppliers/vendors
pricing was quoted, the electrical contractor
20.1. Discuss potential cost savings with
may want to request “best and final” pricing
potential subcontractors/suppliers/ vendors.
(also called “buy pricing”) from all interested
Example: Many suppliers can offer significant
subcontractors/suppliers/vendors. If estimated
discounts if materials are purchased in bulk
pricing was obtained from a database, the elec-
rather than weekly. Furthermore, suppliers and
trical contractor will want to request actual
subcontractors may be able to offer value engi-
quotations.
neering ideas, such as material substitutions or
19.2. Compare actual subcontractor/supplier/
innovative purchasing techniques. These sav-
vendor scope of work with the scope identified in
ings should be discuss with potential subcon-
the subcontractor/supplier/vendor bid submission.
tractors/suppliers/vendors before making a
Example: The subcontractor/supplier/vendor final selection.
scope of work should be discussed when the

26
 PRE-CONSTRUCTION PLANNING ACTIVITIES

20.2. Review the contract or purchase order 21.2. Process and issue the purchase orders or
terms and conditions with potential subcontrac- subcontracts. Note: Ensure a company officer from
tors/suppliers/vendors prior to award. both the electrical contractor and the subcontrac-
Example: Specifically discuss: (1) shipping and tor/supplier/vendor has signed the purchase order or
delivery terms, especially if special delivery or subcontract to acknowledge the terms and conditions.
packaging is required; (2) who will conduct an The purchase order of subcontract should also note
inventory when the materials are delivered; (3) whether the materials, equipment or services are to
documenting, returning and replacing dam- be ordered or supplied immediately or whether the
aged materials; (4) consequences of early or supplier should hold the order until an order and
late deliveries; (5) signing authority; and (6) delivery date has been established.
other terms specific to each project.
Activity 22
20.3. Select all successful subcontrac-
Order long-lead-time materials and equipment
tors/suppliers/vendors, and issue a letter of intent
22.1. Compare the sequence, schedule and
(if necessary).
materials/equipment to identify long-lead-time
Example: After carefully reviewing pricing and
items.
qualifications of all sub-contractors/suppliers/
Example: When reviewing the scope of work,
vendors, select the successful parties. These
the project manager and/or field supervisor
companies should be notified by phone, and a
should document those materials and equip-
letter of intent (Figure 4.9) (page 70) should be
ment that might have a long lead-time or
issued (by fax) if there will be a delay in pro-
might impact the schedule if delivery is
cessing the contract or purchase order. The let-
delayed. If these items were not annotated dur-
ter of intent will authorize the contrac-
ing scope review, the project manager and/or
tors/suppliers/vendors to purchase materials or
field supervisor will need to carefully re-review
begin work on the project while the official
the scope and schedule to identify long-lead-
paperwork is being processed.
time items that could impact work progress.
Activity 21 22.2. Negotiate and issue purchase orders and
Develop and issue purchase orders and contracts subcontracts for long-lead-time items before nego-
for materials and equipment tiating standard purchase orders and subcontracts.
21.1. Develop the purchase orders or contracts Example: If a material or equipment item
for subcontractors/suppliers/ vendors. might require a long lead time before it can be
Example: Figure 4.10 (page 71) presents a sam- delivered (such as generators or transformers,
ple purchase order for materials. Standard sub- which must be manufactured), then the pur-
contracts, such as AIA or AGC standard forms, chase of the item should be negotiated and
should be used in place of a purchase order for authorized before non-long-lead-time items
work that involves materials and labor because are evaluated and purchased to ensure timely
the subcontract will outline responsibilities, lia- ordering and delivery.
bility, insurance, and indemnification. The pur- 22.3. Issue a letter of intent or purchase order
chase orders are typically prepared by the immediately to release long-lead-time items for
accounting department or by the project man- order and delivery.
ager with the assistance of the accounting Example: Often, long-lead-time material and
department.

27
 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

equipment pricing is negotiated prior to the schedule and identify a deadline for receiving
electrical bid submission. Then, after the elec- each submittal so that it can be processed in a
trical contractor receives the notification of a timely manner to avoid delays. This deadline
pending award, the project manager can imme- should ideally be identified in the contract doc-
diately issue a letter of intent or purchase order ument (purchase order or subcontract).
requesting that the item(s) be ordered. The let-
Activity 24
ter of intent or purchase order can be faxed,
with a hard copy mailed the same day, to expe- Develop and process log and book of submittals,
dite the ordering process. cut sheets and shop drawings
24.1. Develop a log with sequential numbering
Activity 23 to track all submittals, including those of vendors
Request submittals, cut sheets and shop drawings and subcontractors (see also Activity 17 and Table
23.1. Upon issuing the contract document, the 4.13, page 64).
subcontractor/supplier/ vendor should be request- Example: Review the specifications to deter-
ed to assemble and submit samples, cut sheets, or mine whether the customer has included a
shop drawings. submittal log. If so, this information can be
Example: As part of the contract agreement, the transferred to your own company tracking sys-
subcontractors/suppliers/ vendors should be tem. If not, use either commercial project
requested to submit items as identified in the management software or create a spreadsheet.
specifications. The electrical project manager Go through each section of the specifications
should identify in the contract document which to determine whether it identifies a submittal
submittals are required, and these items should that you or your suppliers or subcontractors
be verified with the subcontrac- are responsible for providing. Enter this infor-
tors/suppliers/vendors. Occasionally, submittals mation in your submittal tracking log (see
are requested during the bidding stage as part of Table 4.13, page 64, for a sample).
the subcontractor/supplier/vendor bid submis- 24.2. Assemble two or more binders of all
sion, and some cut sheets are available through draft and approved submittals.
a cost database. Therefore, these submittals
Example: At least two complete binders of sub-
might already be available for processing.
mittals should be assembled so that the project
23.2. Identify a deadline by which the submit- manager has a copy in the office and the Field
tals, cut sheets and shop drawings must be submit- Supervisor has one on the jobsite. If a complete
ted to the electrical contractor. binder of submittals will be processed for approval
Example: Two submittal strategies are possible. by the architect/engineer, additional copies of
In the first strategy, the electrical contractor the binder will be required so that the archi-
might be required to assemble a binder with all tect/engineer and the owner each receive a copy.
of the required submittals in it so that all sub- 24.3. Submit and track required submittal items.
mittals can be processed at the same time. In the
Example: Use the submittal log (Table 4.13)
second strategy, the electrical contractor might
(page 64) to track receipt and approval of all
be able to submit items in the order of their
submittals. Issue dunning letters, as necessary,
installation or as they are received from sub-
if the architect/engineer does not approve or
contractors/suppliers/vendors. In either case, the
return the submitted items by the requested
electrical project manager should review the
deadline.

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 PRE-CONSTRUCTION PLANNING ACTIVITIES

4.6 Material Handling Plan materials and equipment will be ordered and
delivered to the site. These annotations should
Material handling planning involves establish-
be developed into a formal schedule of deliver-
ing processes for ordering, receiving, staging and
ies. This schedule should be distributed to the
storing major materials and equipment on the job-
material manager, and the schedule should be
site or at a storage location. As part of the material
reviewed and updated regularly by the material
handling planning process, participants should also
manager and field supervisor.
review general site logistics to ensure the materials
and site facilities are located efficiently and promote 25.5. Establish standard procedures for receiving,
maximum productivity of workers and equipment. handling and storage of materials and equipment.
Example: The formal procedures should docu-
4.6.1 What Activities Should be Performed ment delivery hours, site entry and exit points,
During Material Handling Planning? site circulation and procedures for delivering
Material handling planning consists of two activ- materials to the work location or storage area.
ities. Table 4.16 (page 72) provides the material han- For example, the plan should outline who will
dling planning activities in a convenient checklist. determine the unloading point (work location or
storage location) and how this information will
Activity 25
be conveyed to the vendor. The plan should also
Develop material delivery and handling plan
identify authorized signing agents and the name
25.1. Review the “Material Delivery/Storage and contact information of the material manager
and Site Logistics Best Practices” (see Table 4.17, and field supervisor. The plan should also identi-
page 73). fy how to annotate delivery, inspection, accept-
25.2. Establish and maintain a file of delivery ance and storage location of all materials and
receipts and packing slips. equipment delivered to the site. The procedures
Example: The person who is in charge of receiv- should be strictly enforced to maximize the effi-
ing materials and equipment should maintain cient and orderly receipt of materials.
the file of delivery receipts and packing slips.
Activity 26
Other individuals who might receive shipments
Develop material storage and staging plan
(in the main office or at the site office) should
ensure that the material/equipment delivery 26.1. Complete the site logistics review check-
manager ultimately receives the receipts so that list (Table 4.19) (page 75).
accurate records can be maintained. 26.2. Review the “Material Delivery/Storage
25.3. Establish a material and equipment deliv- and Site Logistics Best Practices” (Table 4.17) (page
ery and storage log. 73).
Example: Table 4.18 provides an example of a 26.3. Develop a storage site layout that identi-
material and equipment delivery and storage fies where the materials and equipment are stored.
log. The log should be maintained by the person Example: A storage site layout should be devel-
in charge of receiving materials and equipment. oped that shows the locations of all major
25.4. Create a material and equipment delivery groups of materials or equipment as well as
schedule. consolidated storage locations. An identifica-
tion system should be developed so that mate-
Example: During the scope and schedule review
rials and equipment can be logged in and
(or the buyout process), the project manager
tracked by their storage location identification.
and field supervisor should annotate when

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

4.7 Budget Preparation outline for breaking down materials, labor and
equipment. Keep in mind that this breakdown
Budget preparation involves developing a cost
should reflect how the work will be performed,
code scheme and breaking down materials, labor
and it should be as accurate and detailed as
and overhead into discrete categories that can then
practical for tracking and billing.
be used for billing during execution. As part of the
budgeting process, a breakdown of costs for tracking 27.4. Add new codes for work items that are
progress must be performed, and this breakdown not on the standard list.
may be different than the cost breakdown identified Example: The standard list will typically contain
on a schedule of values used for billing. Developing only “standard” items encountered on most
a budget (for tracking) and schedule of values are projects. If your job, for example, calls for
the key elements of cost and cash flow management. installing stadium lighting that must be lifted by
a crane, you probably won’t have the proper line
4.7.1 What Activities Should be Performed items to cover this specialty work. Therefore,
During Budget Preparation? you will need to work with your accounting
The budget preparation process consists of three department to temporarily create new codes
activities. Table 4.20 (page 76) provides the budget that cover the specialty items on your project.
preparation activities in a convenient checklist.
27.5. Assign additional codes to specify the
Activity 27 costs associated with material, equipment, labor,
subcontractors and other miscellaneous costs.
Develop, review or expand the Cost Code Scheme.
Example: Each line item or task is usually
27.1. Decide whether to use a cost code
divided into material costs and labor costs. An
scheme based upon 16 specifications divisions or
example for making such a division might be
50 specifications divisions. Note: The Construction
to add a dash after the cost code and then add
Specifications Institute (CSI) formerly promoted 16
the additional code. For example, if the cost
specifications division. However, this format was
code for cable is 16100 and the additional code
modified in 2004 and now encompasses 50 divisions.
for material is M and for labor is L, then the
You should use the format that is standard in your
code for cable (material) would be 16100-M
company and the same format that was used in the
and for cable (labor) would be 16100-L.
bid preparation stage.
27.2. Review the cost estimate to identify the Activity 28
existing cost code breakdown, and decide whether Develop budget by breaking down labor, material,
additional breakdown is necessary. Note: During the overhead and profit costs.
preparation of the cost estimate, it is likely that the
28.1. Create the budget in concert with the
estimator developed an initial cost breakdown based
labor and materials tracking report.
on the standard company cost codes. This breakdown
Example: One of the main purposes of a budg-
should be reviewed to identify whether additional
et is to track material and labor costs.
codes will be needed to track and bill the work
Therefore, you should decide which cost and
27.3. Review the company standard list of cost
work items you want to track, and develop
codes (or use Table 4.21, page 77, for 16 divisions)
your budget to match the items that will be
and decide which codes will be needed for breaking
tracked. Table 4.22 (page 78) presents a sample
down the work for tracking and billing.
budget breakdown and tracking spreadsheet.
Example: A cost code scheme can provide an

30
 PRE-CONSTRUCTION PLANNING ACTIVITIES

28.2. Establish a budget with sufficient line Activity 29

items to identify potential problems yet simple Develop schedule of values.
enough to avoid time-consuming data entry.
29.1. Review the contract to identify the con-
Example: Remember that the goal of material tractual format and process for developing a sched-
and labor cost tracking is to make sure the ule of values.
project cost is not exceeding the estimated
Example: Some contracts specify that an AIA
amount. Therefore, make sure there are enough
Form G703 be used to submit the schedule of
line items to pinpoint a specific problem work
values for approval. If a standard AIA form is
item. However, the budget should not be so
not specified, prepare a company schedule of
detailed that it requires an unbalance propor-
values (see Table 4.23, page 79, for a blank
tion of time to enter all of the cost data.
sample form).
28.3. Verify that labor and materials can and
29.2. Create the schedule of values in concert
will be reported according to the budget line items.
with the billing process.
Example: The true test of a good budget is to
Example: Review the company billing proce-
identify whether the field can track labor
dures (Figure 4.11) for a sample company stan-
against the line items. The field supervisor
dard billing procedure). Then, while preparing
should be able to tell you if the budget is too
the schedule of values, think about how easy or
detailed and whether it would require too
difficult it will be to determine the percent
much time to track labor against all of the line
complete of each of the line items. If the
items. If the budget appears to be too detailed,
process is difficult, you might need to add
consider rolling up or combining several line
more details to accurately capture the work
items into summary items.
that has been completed.

Figure 4.11: Standard Billing Procedure

STANDARD BILLING PROCEDURE

1. TYPES OF BILLING: Most larger projects will require progress billing, where a schedule of values (SOV) is developed to
break down and bill portions of the work. These procedures cover the progress billing procedure. However, other types
of billing that might occur include requisitions, time and materials (T&M) pay request, cost plus pay request, and unit
price billing.

2. BILLING PROCEDURE:
a. The first step to the billing process involves the creation of a schedule of values (Figure 4.24) that breaks down the
work into discrete line items that can be tracked and billed. The SOV must be approved by the customer prior to
the first billing cycle.
b. The accounting department will initiate the monthly billing process by distributing the previous month’s bill to the
project manager for updating.
c. The project manager will update the percent complete of each line item on the SOV using a pen or pencil. It is rec-
ommended that each line item be overbilled by about 10%.
d. The project manager returns the marked-up bill to the accounting department, who will then revise the percent
complete in the accounting system and print a new bill.
e. The accounting department will obtain lien waivers from all subcontractors and suppliers who have line items on
the bill.
f. The bill will be submitted to the customer for review, approval and payment.
g. Once a month, the accounts receivable will be updated so that all project managers can view the most current pay-
ments received on their projects.
h. It is the project manager’s responsibility to follow up on open receivables on a weekly basis.

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

29.3. Consider “rolling up” the budget, so that tal exercise, which might be conducted as a
the schedule of values has the same summary line brainstorming meeting. One participant should
items but fewer sub-line items. be assigned the responsibility of taking minutes
Example: One way to develop the schedule of so that the final sequencing can be transferred
values is to copy the budget but eliminate the to layout and installation drawings. Key partici-
detailed line items. Instead, the summary line pants should identify every activity that must
items are used. be accomplished in order to develop a com-
pleted product. Initially, all ideas should be
4.8 Layout and Sequencing Plan written on a white board or flip pad, and then
Layout and sequencing planning is the process the activities can be sequenced, eliminated or
of developing a sequence of work, laying out that consolidated through a series of iterations.
sequence in a series of drawings for field execution 30.3. Determine whether to create sequence
and developing installation instructions for crew and layout drawings by hand (marked-up draw-
members. As part of the layout and sequencing ings) or by creating new CAD drawings.
process, CAD installation drawings and/or panel Example: This decision might be driven by
and pull schedules may be developed and distrib- company capabilities. Many companies are hir-
uted to foremen and field crew to minimize ques- ing CAD operators to work on the jobsite cre-
tions and maximize productivity of the workforce. ating layout and installation CAD drawings.
These drawings are handed out each morning
4.8.1 What Activities Should be Performed
to foremen who direct the activities of their
During Layout and Sequencing Planning?
crew members. If the company does not have
The layout and sequencing planning process
CAD capabilities, hand sketches or marked-up
consists of three activities.
plan sheets can also be distributed to foremen
Table 4.24 (page 80) provides the layout and as installation drawings. Both techniques
sequencing planning activities in a convenient checklist. appear to minimize questions, improve pro-
ductivity and contribute to a more organized
Activity 30
and efficient installation process.
Develop installation sequence and layout drawings
30.4. Create daily installation drawings at least
30.1. Organize the project by areas, floors or
one day prior to the date when the work needs to
systems.
be performed so that the drawings can be distrib-
Example: Breaking down the project in areas or uted each morning to foremen and field crews.
systems has several benefits. For example, sepa-
Example: The person preparing the installation
rate foremen can be assigned to manage each
drawings should stay one or more days ahead
area/system, providing a smaller span of con-
of the installation schedule. Ideally, the prepar-
trol. Furthermore, the schedule and tracking
er should prepare at least a week’s drawings
programs can be developed to match the
one week or more ahead of the schedule.
area/system breakdown.
30.5. Review the sequence daily or weekly to
30.2. Allocate sufficient time to mentally think
ensure the project is progressing as expected.
through the sequencing of all work processes from
start through completion. Example: The sequencing and installation plans
should be used in conjunction with the sched-
Example: The project manager, field supervisor
ule to ensure the project is progressing as
and key foremen might participate in this men-

32
 PRE-CONSTRUCTION PLANNING ACTIVITIES

planned. Any deviations from the planned repetitive work. After the first few rooms have
sequence or schedule should be discussed with been completed, the crew will most likely have
the customer or general contractor and docu- the sequence memorized.
mented. Some flexibility with the sequencing
Activity 32
or installation of the work might be required to
keep the project progressing as a whole. Develop prefabrication drawings for field use
(when applicable).
Activity 31 32.1. For systems that are partially or com-
Develop field instructions, including panel, pull or pletely prefabricated in a prefabrication shop,
conduit schedules. develop drawings that show how the prefabricated
31.1. Review the sequence and installation parts should be assembled and installed in the field.
process to identify any additional information that Example: Drawings that resemble standard
might minimize questions and improve productivity. “product assembly instructions” are particular-
Example: A pull or conduit schedule can aug- ly useful for field assembly and installation.
ment the installation drawings by specifying These drawings should show each piece (or
the point of initiation and point of termination prefabricated piece) and how it connects to
of all wires within every conduit that must be every other piece to form a complete system.
installed. Likewise, a panel schedule can show Step-by-step assembly and installation instruc-
the location of a panel within a room as well as tions are especially helpful.
the location and route of all conduits that feed 32.2. For systems prefabricated in a shop,
into or out of the panel. ensure the prefabricated parts are clearly labeled
31.2. Create the panel, pull or conduit sched- and that these labels correspond to an assembly
ules in conjunction with the installation drawings and installation scheme identified on the drawings.
so that they can be distributed as a package to the Example: Tag each prefabricated piece and
foremen or field crews. match the tag to the step-by-step assembly and
Example: Ideally, as the installation drawings installation instructions. The idea is to make
are created, all additional information will be the installation of the prefabricated parts as
assembled into a set of field instructions that simple as possible in order to decrease the
can be used by the field crew to maximize pro- amount of time it takes to install the system.
ductivity and minimize questions. Conduit 32.3. If on-site prefabrication is scheduled, the
schedules or special information about the drawings should identify the step-by-step process
materials and methods are examples of com- of how each piece is assembled into the prefabricat-
mon field instructions. ed system.
31.3. Develop field instructions and drawings 32.4. If on-site prefabrication is scheduled,
for repetitive work, when repetitive work is sched- separate drawings should also be created to identify
uled on a project. how the prefabricated parts should be installed.
Example: A good example of a project that will Example: Step-by-step installation instructions
include repetitive work is a hotel or dormitory. should be developed in conjunction with the
Each room is similar or identical to all of the prefabrication instructions.
other rooms. Therefore, a single installation
32.5. Distribute the prefabrication drawings to
sequence, drawings, and set of instructions can
the foremen or field crews that will perform the work.
be developed for the crew performing the

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

4.9 Schedule Development Activity 34

According to Mincks and Johnston1, the project Identify work that impacts electrical activities.
schedule is a manifestation of the project plan and 34.1. While reviewing the overall construction
should be used as a tool to communicate the plan schedule, annotate work that must be coordinated
to all team members, including field personnel, with other trades.
owners and other contractors on the jobsite. Example: Although the heating system is fur-
Consequently, schedule development involves con- nished and installed by the mechanical con-
verting the sequencing and installation plan into a tractor, the heating unit must be supplied with
set of discrete work processes that can be mapped a power source, which will be connected by the
onto a timeline. While a separate bar chart sched- electrical contractor. The electrical contractor
ule is highly recommended, many contractors have should identify all of the equipment in the
successfully added electrical line items to the gener- facility that will require an electrical connec-
al contractor’s bar chart schedule and essentially tion, which they must provide.
integrated their own schedule into the general con-
34.2. While reviewing the overall construction
tractor’s schedule. Ultimately, a project schedule—
schedule, annotate potential conflicts that will
whether independent or integrated—is essential for
require coordination.
organizing the work and monitoring progress.
Example: Often, conflicts occur between the
4.9.1 What Activities Should be Performed mechanical, plumbing and electrical piping,
During Schedule Development? which must all fit in wall or ceiling space.
The schedule development process consists of Identify potential conflicts among systems that
five activities. Table 4.25 (pages 81–82) provides the can be addressed before installation begins.
scope review activities in a convenient checklist. 34.3. Develop and submit RFIs to resolve open
questions about equipment wiring or conflicts
Activity 33
among systems.
Review customer’s (general contractor’s) schedule
34.4. Request an initial (and a recurring) coor-
and timeline.
dination meeting to identify and resolve schedule
33.1. Complete “Customer’s Schedule Review questions and conflicts before installation begins.
Items” checklist (Table 4.26, pages 83–84).
Note: Many contractors hold regularly weekly
33.2. Initiate or attend a customer schedule coordination meetings to discuss upcoming work and
review meeting to identify any special requirements to identify, discuss and resolve conflicts among the
and clarify any questions. various trades working on the jobsite. These meetings
Example: Although schedule review meetings are usually effective at resolving issues expeditiously.
are not common in the construction industry, However, if the contractor has not arranged regular
they are an effective way to clarify any special coordination meetings, request that the meetings be
requirements, such as the timing of delivery of held, including an initial meeting that might require
owner-furnished materials or the placement of more time to identify all potential conflicts and issues
heavy items on the roof (which would cause a plus possible solutions.
temporary disruption in the work).
Activity 35
Review the work sequence and long-lead-time
1
Mincks, W.R. and Johnston, H. (2004) Construction jobsite
material/ equipment delivery dates.
management (2nd ed.). Clifton Park, NJ: Delmar Learning.

34
 PRE-CONSTRUCTION PLANNING ACTIVITIES

35.1. Develop a rough draft of the electrical that documents the customer’s and general con-
schedule from the sequence and installation plan. tractor’s review and approval of the electrical
Example: Table 4.27 (pages 85–86) provides schedule is recommended. Simply sending the
several rules-of-thumb for developing the draft final schedule to the customer may be inadequate
electrical schedule. as acknowledgement of approval. Focus, instead,
on a written signature or public verbal approval.
35.2. Verify the ordering and delivery dates of
long-lead-time materials and equipment. 36.4. Seek integration of the electrical schedule
into the customer/general contractor’s overall proj-
35.3. Perform three-way coordination between
ect schedule.
sequencing/installation plan, material/equipment
delivery plan and the draft electrical schedule. Example: General contractors (GC) often show
a single line item for the electrical work. Ask
Note: Set aside adequate time to coordinate the
the GC to add all of the electrical line items
deliveries, installation sequence and schedule.
from your schedule into the overall project
Annotate discrepancies that must be resolved when
schedule, and provide the GC with a digital file,
developing the final draft schedule.
if available, to simplify the task.
35.4. Modify the draft schedule and sequenc-
ing/installation plan to accommodate long-lead- Activity 37
time deliveries. Create bar chart schedule (performance recom-
Note: The modifications should be coordinated so mended).
that the sequencing/ installation plan matches the 37.1. In addition to the integration of the elec-
schedule. trical schedule into the overall schedule, format the
final electrical schedule into an independent bar
Activity 36
chart for tracking and control.
Coordinate electrical schedule with the cus-
37.2. Select the type of bar chart schedule to
tomer’s schedule.
develop and track.
36.1. After coordinating the sequenc-
Example: The three most common bar chart
ing/installation plan, material/equip-ment delivery
schedules include simple bar chart schedule
plan and the draft electrical schedule, coordinate
(which does not calculate the critical path),
the draft schedule with the customer’s schedule and
critical path method (CPM) schedule and
adjust as necessary.
resource-loaded schedule that associates mate-
Note: A final coordination exercise between the
rials, equipment, labor and cost with each
electrical schedule and the customer’s (general con-
schedule line item. Select the scheduling
tractor’s) schedule should identify any minor adjust-
method that is most appropriate for the com-
ments that might need to be made before producing
plexity of the project and skill of the scheduler.
the final electrical schedule.
37.3. Save the original approved schedule as
36.2. Review the final electrical schedule with
the baseline so that progress can be tracked and
the customer, general contractor, other trades and
delays can be documented.
suppliers to resolve any final conflicts.
Note: The baseline schedule should be the final
36.3. Seek approval of the schedule from the
electrical schedule that was approved by and distrib-
customer and general contractor.
uted to the customer/general contractor. It should
Example: Meeting minutes or a “sign off ” sheet never be changed. Instead, schedule updates should be

35
 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

made routinely (weekly or monthly) which reflect the to monitor project progress. Use the best prac-
progress of the work and any accelerations, delays or tices and the checklist to determine which tools
other changes to the work sequence or duration. An are appropriate for the current project.
accurate baseline and final schedule can be used to 38.4. Modify the tracking and control tools for
support time extensions, change orders and disputes. the current project.
37.4. Distribute the electrical bar chart sched- Example: Use the generic computer tracking
ule to the customer, general contractor, various and control tools to input data about the cur-
subcontractors and suppliers. rent project. Then, format the control tools so
Note: The reason for distributing the final that they can be used to track and control
approved electrical schedule is to provide official noti- progress on the project.
fication to all team members regarding how the elec-
Activity 39
trical contractor intends to proceed with the work. It
also provides suppliers with a tool for determining Develop labor and materials tracking report.
delivery dates; as a result, all updates to the schedule 39.1. Review the cost estimate, associated
should also be distributed to team members. budget and cost code scheme.
39.2. Match the cost estimate/budget work
4.10 Tracking and Control items to crew assignments so that labor and mate-
Tracking and control involves selecting the rials can be tracked easily.
proper control tools and setting up the company
Example: Using the estimate and budget as a
computerized project management system to track
guide, verify that labor and materials can be
progress. It also involves developing a labor and
easily reported daily/weekly for each line item
materials tracking report and creating other essen-
in the budget. If the reporting process is too
tial reports in the computer database.
complicated or detailed, consider revising the
4.10.1 What Activities Should be Performed budget to simplify the tracking and control
During Tracking and Control? process. Table 4.3 (pages 90–91) provides a
sample time card/labor reporting form that
The tracking and control process consists of
links daily labor to specific cost codes in the
two activities. Table 4.28 (page 87) provides the
budget, which can then be tracked using a
tracking and control activities in a checklist.
progress report, labor report or productivity
Activity 38 report.
Customize the computerized tracking and con- 39.3. Select the reports to be created and used
trol system (database/ schedule/etc.) for the current for monitoring progress.
project. Example: The two most common reports
38.1. Review the tracking and control best include a progress report (see Table 4.22, page
practices (Table 4.29, page 88). 78, for a sample summary progress report) and
38.2. Complete the Tracking and Control a productivity report (Table 4.32, page 92).
Tools Checklist (Table 4.30, page 89). 39.4. Develop the selected reports by inputting
38.3. Select computerized tracking and control project data into the reporting system (database or
tools for the project. accounting system).
Example: The tracking and control checklist Example: Once the tracking and control reports
identifies several control tools that can be used have been selected, project-specific data should

36
 PRE-CONSTRUCTION PLANNING ACTIVITIES

be entered into the database to populate the 4.11 Construction Execution Kickoff
reports. These reports can then be used to Meeting
update progress and productivity on a daily,
The final step to pre-construction planning is
weekly or monthly basis. Figure 4.12 presents
to hold a construction execution kickoff meeting
company standard project update procedures.
that calls together all internal team members in

Figure 4.12: Standard Progress Update Procedure

STANDARD PROGRESS UPDATE PROCEDURE

1. TYPES OF UPDATES: Three types of submittals are commonly encountered in construction: (1) shop drawings, (2)
product data/cut sheets and (3) samples. Shop drawings reflect the manufacturer’s or equipment designer’s technical
details for the product specified in the plans and specifications and usually include dimensions and quantities. Product
data/cut sheets provide information about the make, model, size, capacity, performance and finish of a product speci-
fied in the plans and specifications. Samples are physical representations of the specified product, such as paint color,
brick finish, floor tile, metal roof style and color, and so on.

2. SUMMARY PROGRESS UPDATING PROCEDURE:

a. Summary progress reports can be accessed anytime through the accounting system. When the budget was devel-
oped, the estimated line item values were entered into the system. As labor, materials and other purchase orders
are expended, these expenditures are entered into the system so that the actual values can be compared to the
estimated values.
b. Each week, timesheets are turned in and labor hours are recorded against various budget line items by the
accounting department.
c. As purchase orders are paid, the paid value is entered against their associated line items in the budget.
d. The accounting system will automatically calculate the variance between the actual values and estimated values. A
negative variance indicates the budgeted value has been exceeded.
e. Variances greater than 5% should be investigated by the project manager, and actions should be taken to address
problems, such as poor productivity or disruptions to the work flow.

3. LABOR PRODUCTIVITY UPDATING PROCEDURE:

a. When the budget was developed, labor and quantities of materials were estimated for each budget line item. The
accounting system was, thus, able to establish estimated hours per unit and total cost per budget line item.
b. Each week, timesheets are submitted to the accounting department, and labor hours are recorded against various
budget line items.
c. Furthermore, each week, the project manager and/or field supervisor should walk the jobsite to estimate the quan-
tity of materials that have been installed. These values are entered into the accounting system by the project man-
ager or accounting representative.
d. Once the actual values are input into the system, the computer can calculate the actual productivity (hours per
unit) versus the estimated.
e. The project manager should then evaluate the variance and investigate differences that exceed 5%.

4. FORECASTING PROCEDURE:
a. Both the summary progress update report and labor productivity report can be modified to permit forecasting of
future costs at completion.
b. It is the project manager’s responsibility to input forecasted costs and hours into the computer, with input provided
by the field supervisor.
c. The project manager should review potential change orders, future equipment and material purchases, and expect-
ed labor productivity when preparing the forecast. The forecast must account for outstanding costs plus any addi-
tional adjustment made for better/worse productivity, higher/lower material costs, gain/loss on changed work, etc.
The project manager should attempt to be as accurate and candid as possible.
d. Once the forecast has been completed, the project manager should evaluate whether the project is within budget,
under budget or over budget. Adjustments may be necessary to get the project back on track if it is over the esti-
mated budget or labor hours.

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

order to review communication processes, admin- open RFIs, pending changes, submittals and
istrative procedures, reporting requirements, and other issues. The purpose of coordination
project budgets and schedules immediately prior to meetings is to assemble all trades working on
executing the work. The purpose of the kickoff the jobsite to discuss upcoming work, potential
meeting is to ensure all pre-construction planning conflicts and to identify solutions to the con-
tasks have been completed and to prepare the team flicts. Additional meetings that might be
to execute the project. required include look-ahead scheduling meet-
ings and safety meetings.
4.11.1 What Activities Should be Performed
40.3. Identify the internal team members that
During a Construction Execution Kickoff
will be responsible for attending the internal and
Meeting?
external meetings.
The construction execution kickoff meeting
should begin by selecting a date and location for the Activity 41
meeting, inviting those team members that attend- Review request for information (RFI) process.
ed the planning kickoff meeting and distributing
41.1. Review the contract for a customer-man-
the agenda (Table 4.33, pages 93–94). The construc-
dated request for information (RFI) process.
tion execution kickoff meeting consists of seven
Example: If the contract identifies a customer-
activities. Table 4.34 (pages 95–96) provides the
mandated RFI process, the electrical contractor
kickoff meeting activities in a convenient checklist.
will be bound to follow the process. If no RFI
Activity 40 clause exists, the electrical contractor should
Review meeting schedule convey their company standard procedures to
the general contractor.
40.1. Review the schedule of weekly internal
meetings associated with the project. 41.2. Review the company standard procedure
for developing, processing, tracking and closing out
Example: Meetings that should be held include
a request for information.
(as a minimum) a weekly on-site progress
meeting (including a walk-around) and an in- Example: Activity 16 covers the setup of an RFI
office staff meeting that covers the progress on processes. Furthermore, Figure 4.4 (page 24)
all projects being performed by the company. provides a suggested company RFI process,
Other meetings that might be necessary are Table 4.13 (page 64) provides an RFI tracking
specialty subcontractor coordination meetings form and Figure 4.5 (page 63) presents an RFI
(if not conducted by the general contractor), request form.
look-ahead planning meetings and “toolbox 41.3. Modify the company standard RFI proce-
talk” safety meetings. dure, as necessary, to conform to the contractually-
40.2. Review the schedule of weekly project mandated process.
meetings conducted by the customer or general Note: Distribute the procedure so that all
contractor. employees who might submit an RFI understand the
Example: Typically, two types of meetings are submission process.
held: progress meetings and coordination
Activity 42
meetings. The purpose of progress meetings is
Review change order process and field change
to update the customer/general contractor on
management process.
the progress of work and to discuss and resolve

38
 PRE-CONSTRUCTION PLANNING ACTIVITIES

42.1. Review the contract for a customer-man- and a change order log for tracking the
dated change order (CO) process and field change progress of change order processing.
request process. Responsibility for managing change orders and
Example: The contract should be carefully following up on their approval is typically
reviewed for clauses that identify when com- assigned to the project manager. Responsibility
pensation for changes will be awarded and the should be clearly assigned during the meeting,
type of compensation permitted (time, cost or and the tracking process should be reviewed.
both). Many clauses have a “notice” require-
Activity 43
ment, and some clauses only permit time
Review submittal processing procedures
extension without financial compensation.
Table 4.7 (pages 53–54) provided a checklist to 43.1. Review the contract documents for a cus-
guide team members through the contract tomer-mandated submittal processing procedures.
review process. Example: The specifications may provide a sub-
42.2. Review the company standard change mittal log (either blank or populated with the
order procedure and field change required submittals) and a set of submission
request/management process. procedures that must be followed. Some con-
tracts may require complete books with all sub-
Example: Figure 4.1 (pages 23–24) present a
mittals be processed as a whole, while other
company change order process as a written set
contracts may allow submittals to be processed
of procedures. The company change manage-
individually. If no submittal process is identi-
ment process should be reviewed so that the
fied in the contract documents, the electrical
project manager and field superintendent are
contractor should convey its company standard
familiar with the process for documenting
procedures to the general contractor.
changes, requesting compensation and manag-
ing field change requests. 43.2. Review the company standard procedure
for developing, processing, tracking and receiving
42.3. Discuss the process for documenting
approval for project submittals.
changes, delays and disruptions in the work flow
and sequence. Example: Activity 17 discusses the setup of a
submittal processing and tracking procedure,
Example: Using the company change order
and Activity 24 discusses the process for
process as a guide, the team members should
requesting submittals from suppliers.
discuss how to accurately document impacts to
Furthermore, Figure 4.6 (page 25) provides a
the installation process in order to approach
suggested company submittal process, Figure
the customer or general contractor for com-
4.7 (page 65) presents a submittal transmission
pensation. Keeping accurate records will be
form, and Table 4.13 (page 64) provides a sub-
essential to the recovery process and should be
mittal log.
a top priority for the project manager, field
supervisor and key foremen. 43.3. Modify the company standard submittal
procedure, as necessary, to conform to the contrac-
42.4. Discuss the process for tracking and fol-
tually-mandated process.
lowing up on change order requests and payment
for field change directives. Activity 44
Example: Figure 4.2 (page 59) and Table 4.13 Review billing and invoicing procedures.
(page 64) present a change order request form
44.1. Review the customer/general contractor’s

39
 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

process and timeline for invoicing, lien waivers and Activity 45

payment. Review project and field reporting and tracking
Example: Identify the date each month that procedures.
invoices must be submitted to the customer or 45.1. Discuss the process for reporting labor
general contractor in order to be processed hours and submitting timecards to the accounting
during the regular pay cycle. Also, make sure to office.
review the terms of payment, such as whether
Example: In a typical process, the crew fore-
the invoice will be paid in 30, 60 or 90 days.
man will record the hours worked by each of
44.2. Review the internal billing cycle estab- the crew members (see Table 4.31, pages 90–91
lished by the accounting department. for a sample labor reporting form). The fore-
Example: Activity 28 describes the budget man will submit the weekly hours to the field
development process, and Activity 29 describes supervisor, who will forward them to the proj-
the development of the schedule of values. ect manager. The project manager will review
Furthermore, Table 4.23 (page 79) presents a and approve the timecards and forward them
sample company schedule of values. The budg- to the accounting department for entry into
et, schedule of values and company billing the accounting system. The accounting depart-
process (Figure 4.11, page 31) should be ment will enter the hours, and the hours can
reviewed and compared to the customer’s then be tracked by the progress and productiv-
invoicing cycle to make sure payments can be ity reports (Tables 4.22, page 78, and 4.32, page
processed during the customer’s regular invoic- 92). The reporting process should be clarified
ing cycle. in the meeting.
44.3. If necessary, adjust the internal billing 45.2. Discuss the process for reporting
cycle to conform to the customer/ general contrac- progress and percent complete.
tor’s invoicing cycle. Example: Typically, the project manager and
Note: If the company billing cycle must be modi- field supervisor will establish the percent com-
fied to conform to the customer’s invoicing cycle, be plete together. The process requires the project
sure to document and distribute the changes to all manager to understand how much work was
internal team members who will be involved in the supposed to be completed on a particular date
billing process. Also, notify all subcontractors, suppli- and then walk around with the field supervisor
ers and vendors of the billing and payment process to determine how much work has actually been
for the project. completed. Since each work element should
44.4. Discuss the process for following up with account for no more than 5% of the total
the customer/general contractor on late unpaid work, minor inaccuracies should not signifi-
invoices. cantly skew the total percent complete.
Example: Typically, the accounting department 45.3. Discuss the process for tracking material
will request that the project manager assume and equipment costs and purchase orders.
responsibility for following up on late payment Example: Typically, the accounting department
or unpaid invoices. The follow-up process will enter payment information into the
should be discussed, and responsibility should accounting database when purchase orders or
be clearly assigned. invoices are paid. It is important that these
payments are correctly allocated to the proper

40
 PRE-CONSTRUCTION PLANNING ACTIVITIES

cost code so that the progress report accurately the project manager and field supervisor
reflects how much has been spent for each line should walk around the jobsite to compare the
item in the budget. The P.O. payment entry actual work completed to the work that was
process should be clarified in the meeting. expected to be completed. “Completion” can be
45.4. Review and discuss the tracking tools determined by quantities of units installed
that will be used to monitor progress. (such as linear feet of conduit) or approximate
percent of a system installed. The schedule can
Example: Several possible tools that can be
then be updated based on percent complete of
used to track progress include the progress report,
the schedule line items or number of units
productivity report, schedule and manpower load-
installed (if the schedule is resource-loaded or
ing chart. The company may have additional tools
entered in sufficient detail).
that are used routinely. The project manager
should identify the tools that will be used and dis-
cuss the process for updating each control tool.
Note: Tables and figures follow and are also
45.5. Review the monthly update process. available online at:
Example: Figure 4.12 (page 62) identified a www.electri.org/active/?fa=appendices
sample monthly progress update process. The
Page numbers in parenthesis after the
company standard process should be reviewed
table/figure title indicate the page number(s)
during the meeting.
on which the table or figure is referenced.
Activity 46
Review electrical and customer schedules.
46.1. Review the electrical bar chart schedule.
Example: Activity 37 discusses the process for
creating the electrical schedule. The final
schedule should be reviewed so that all internal
team members are familiar with the timeline
and sequence of activities.
46.2 Review the customer/general contractor’s
schedule and/or timeline.
Example: Activity 33 discusses the process for
reviewing the customer/ general contractor’s
schedule, and Table 4.26 (pages 83–84) pro-
vides a review checklist. A brief overview of the
customer’s overall project schedule is sufficient
so that all team members understand the gen-
eral scope of the project and the completion
timeline.
46.3. Discuss the process for updating the
schedule.
Example: Typically, the schedule is updated by
the project manager. At the end of each week,

41
 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Table 4.1: Checklist of Pre-Construction Planning Activities (page 15)

Project Number: ____________________________________________________________________________________

Project Name: ______________________________________________________________________________________
Location: ___________________________________________________________________________________________
Estimator: __________________________________________________________________________________________
Project Manager: ____________________________________________________________________________________

PRE-CONSTRUCTION PLANNING CHECKLIST

COMPLETION ACTIVITY ACT.
ACTIVITY
DATE CATEGORY NO.
Finalize selection of project manager, field supervisor
■ 1
and other key team members.
Hold turnover meeting between estimator and project
■ Team
separate
2
manager (when applicable).
Selection and
Hold separate turnover meeting between project
■ Turnover 3
manager and field supervisor.
Hold pre-job (planning) kickoff meeting with internal
■ 4
team members to assign responsibilities.
Review contract for unfavorable or high risk clauses
■ 5
(recommended).
Project manager reviews plans, specifications, and
■ 6
schedule.
Field supervisor reviews plans, specifications, and
■ 7
schedule.
Scope and Create a list of issues that need to be resolved and
■ 8
begin the request for information (RFI) process.
Contract
■ Review 9 Conduct site visit (recommended).
Compare estimated (bid) work activities and materials
■ 10
to planned performance.
Identify value engineering and refabrication
■ 11
opportunities and how to simplify the work.
■ 12 Prepare construction takeoff.

■ 13 Set up project files and create contact list.

Set up computerized tracking and control system
■ 14
(forms, database, schedule, tracking).
■ Administrative
15 Initiate a change management system.
Setup Initiate a request for information (RFI) tracking and
■ 16
processing system.
■ 17 Initiate a submittal tracking and processing system.
Develop a “Labor Requirements/Expectations” letter
■ 18
(for background check, etc.) (recommended).

42
 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.1: Checklist of Pre-Construction Planning Activities (continued)

Project Number: ____________________________________________________________________________________

PRE-CONSTRUCTION PLANNING CHECKLIST

COMPLETION ACTIVITY ACT.
ACTIVITY
DATE CATEGORY NO.
Price and/or review subcontractor/supplier/vendor
■ 19
prices and qualifications.
Negotiate pricing and contract conditions, and select
■ separate 20 subcontractors/suppliers/vendors.
Buyout Develop and issue purchase orders and contracts for
■ 21
materials and equipment.
Process
■ 22 Order long-lead-time materials and equipment.
■ 23 Request submittals, cut sheets and shop drawings.
Develop and process log and book of submittals, cut
■ 24
sheets and shop drawings.
■ Material 25 Develop material delivery and handling plan.
Handling Plan
■ 26 Develop material storage and staging plan.
■ 27 Develop, review or expand cost code scheme.
Budget Develop budget by breaking down labor, material,
■ Preparation
28
overhead and profit costs.
■ 29 Develop schedule of values.

■ 30 Develop installation sequence and layout drawings.

Layout and
Develop field instructions, including panel, pull or
■ Sequencing 31
conduit schedules.
Plan Develop prefabrication drawings for field use (when
■ 32
applicable).
■ 33 Review customer’s schedule and timeline.
■ 34 Identify work that impacts electrical activities.
Schedule Review the work sequence and long-lead-time
■ Development
35
material/equipment delivery dates.
■ 36 Coordinate electrical schedule with customer schedule
(recommended).
■ 37 Create a bar chart schedule (recommended).
Customize the computerized tracking and control
■ Tracking and 38 system (database/schedule/etc.) for the current
Control project.
■ 39 Develop labor and materials tracking report.

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Table 4.1: Checklist of Pre-Construction Planning Activities (continued)

Project Number: ____________________________________________________________________________________

PRE-CONSTRUCTION PLANNING CHECKLIST

COMPLETION ACTIVITY ACT.
ACTIVITY
DATE CATEGORY NO.
■ 40 Review meeting schedule.
■ 41 Review request for information (RFI) process.
Review change order process and field change
■ Construction 42
management process.
Execution
■ Kickoff
43 Review submittal processing procedure.

■ Meeting 44 Review billing and invoicing procedures.

Review project and field reporting and tracking
■ 45
procedures.
■ 46 Review electrical and customer schedules.

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 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.2: Team Selection and Turnover Checklist (page 16)

Project Number: _____________________________________________________________________________________

Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Estimator:___________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________

TEAM SELECTION AND TURNOVER CHECKLIST FOR PRE-CONSTRUCTION PLANNING

COMPLETION ITEM
ACT. SUB-ACTIVITIES
DATE NO.
1. Finalize selection of project manager, field supervisor and other key team members.
Assemble a list of project managers and review their current work-
■ 1
load and special skills.
Determine whether an ideal match can be made between the project
■ 2
manager and the job, and then select the project manager.
Assemble a list of field supervisors and review their current work-
■ 3
load and special skills.
Determine whether an ideal match can be made between the field
■ 4
supervisor and the job, and then select the project manager.
Work with the project manager, field supervisor, and/or the director
■ 5
of operations to select key foreman when appropriate.
2. Hold turnover meeting between estimator and project manager (when applicable).
Arrange a meeting time and location and ensure enough time has
■ 1
been allocated to transfer knowledge between the estimator and
project manager.
Follow and complete a checklist that describes the information that
■ 2
should be transferred (See Table 4.3).
3. Hold separate turnover meeting between project manager and field supervisor.
Arrange a meeting time and location and ensure enough time has
■
1 been allocated to transfer knowledge between the project manager
and field supervisor.
Follow and complete a checklist that describes the information that
■ 2
must be transferred (see Table 4.3).
4. Hold pre-job (planning) kickoff meeting with internal team members to assign responsibilities.
Arrange a meeting time and location and ensure enough time has
■ 1
been allocated to assign planning responsibilities.
Invite internal team members that will be involved during the
■
2 construction execution process, such as project manager, field
supervisor, accounting, purchasing, and director of field operations.
Complete a checklist that describes the planning activities that must
■ 3
be completed and who is responsible for completion (see Table 4.4).

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Table 4.3: Turnover Meeting Agenda (page 16)

Project Number: _____________________________________________________________________________________

Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Estimator:___________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________

TURNOVER MEETING AGENDA

Review Items:

1. Project overview
a. Project name
b. Location
c. Type of work
d. Estimated cost and estimated work hours
e. Profit goal
f. General scope of work
g. Identify potential opportunities and challenges of the project

2. Review the plans and specifications.

a. Go page by page through the plans to discuss the quantities and costs.
b. Review each section of the specifications.
c. Discuss how the estimator assumed the work would be performed (materials and methods).
d. Review others’ work performance.
e. Identify discrepancies and ambiguities in the bid documents.
f. Identify design discrepancies or issues.
g. Identify potential errors in the bid documents.
h. Discuss information collected during a site visit.
i. Discuss information collected during a pre-bid meeting.
j. Identify potential cost savings from changes to materials and methods.
k. Identify potential prefabrication or internal value engineering opportunities.
l. Discuss alternative routing of conduits.
m. Identify any temporary power and lighting requirements.

3. Review the cost estimate and bid price.

a. Review each bid line item and its cost.
b. Review overhead, profit and contingency funds.
c. Discuss wage rates.
d. Review the bid submission letter with clarifications and qualifications.

4. Review subcontractor/vendor pricing and qualifications.

a. Review subcontractors and suppliers scope of work and qualifications.
b. Identify all pre-contract commitments and promises.
c. Verify minority business requirements.

46
 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.3: Turnover Meeting Agenda (continued)

Project Number: ____________________________________________________________________________________

Review Items:

5. Review the schedule and milestones.

a. Review the owner-furnished schedule.
b. Review any preliminary schedule submitted with the bid.
c. Review work by others that will impact the electrical work.
d. Identify important material and equipment delivery dates.
e. Discuss holidays, vacations and potential weather events.

6. Review manpower requirements and labor rates.

a. Review the manpower loading chart (if available).
b. Identify the estimated crew mix.
c. Identify any wage increases.
d. Review the potential for overtime.

7. Review other items specific to this project:

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Table 4.4: Pre-Job Planning Kickoff Meeting Agenda (page 17)

Project Number: _____________________________________________________________________________________

Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Estimator:___________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________

PRE-JOB PLANNING KICKOFF MEETING AGENDA

Agenda Items:

1. Project overview
a. Project name
b. Location
c. Type of work
d. Contract cost
e. General scope of work
f. Identify potential opportunities and challenges of the project

2. Introduce internal team members.

a. Project manager
b. Field supervisor/foreman
c. Estimator
d. Accounting representative
e. Other internal team members (i.e., CAD operator, purchasing agent, etc.)

3. Identify external team members.

a. Owner/customer
b. Architect/engineer
c. General contractor/construction manager
d. Other specialty subcontractors
e. Vendors/suppliers

4. Review the general scope of work.

a. Provide an overview of the project scope of work and the electrical scope.
b. Review major work performed by others.

5. Review the contract cost.

a. Review direct costs and the contract cost.
b. Review overhead, profit and contingency funds.

6. Review purchasing of materials, equipment and services from subcontractors/vendors.

a. Review subcontractors and suppliers scope of work and qualifications.
b. Identify all pre-contract commitments and promises.
c. Verify minority business requirements.

48
 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.4: Pre-Job Planning Kickoff Meeting Agenda (continued)

Project Number: ____________________________________________________________________________________

Agenda Items:

7. Review the schedule and milestones.

a. Review the owner-furnished schedule.
b. Review any preliminary schedule submitted with the bid or construction schedule.
c. Review work by others that will impact the electrical work.
d. Identify important material and equipment delivery dates.

8. Review manpower requirements and labor rates.

a. Review the manpower loading chart (if available).
b. Identify the estimated crew mix.
c. Identify any wage increases.

9. Review the contract—identify any special clauses that require careful consideration.

10. Review administrative procedures.

a. Administrative setup
b. Request for Information (RFI) procedures and setup
c. Submittal process and setting up the submittal tracking system
d. Change order procedures and setting up the change management system
e. Field reporting requirements
f. Budget preparation and billing procedures
g. Cost control and setting up the tracking system

11. Review special safety issues.

12. Review site logistics and material storage and staging.

a. Site access
b. Parking
c. Material delivery and movement procedures
d. Material storage locations
e. Trailer locations (if applicable)
f. Site cleanup requirements
g. Temporary power and lighting requirements

13. Review bond, permit and certificate of insurance requirements

14. Review other items specific to this project:

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Table 4.5: Scope and Contract Review Checklist (page 17)

Project Number: _____________________________________________________________________________________

Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Estimator:___________________________________________________________________________________________
Bid Due Date: _______________________________________________________________________________________

SCOPE AND CONTRACT REVIEW CHECKLIST FOR PRE-CONSTRUCTION PLANNING

COMPLETION ITEM
ACT. SUB-ACTIVITIES
DATE NO.
5. Review contract for unfavorable or high risk clauses (performance recommended).
■ 1 Complete the Contract Review Checklist (Table 4.6).
■ 2 Identify all required bonds, permits and certificates.
■ 3 Review contractual billing requirements.
■ 4 Review and understand procedures for requesting change orders.
Identify whether disputes must be resolved through alternative
■ 5
dispute resolution, such as mediation or arbitration.
6. Project manager reviews plans, specifications and schedule.
■ 1 Order extra sets of plans and specifications if necessary.
■ 2 Complete the Scope and Schedule Review checklist (Table 4.7).
Compare the scope identified in the contract to the scope from the
■ 3
bid submission to verify that they match.
■ 4 Compare the plans to the specifications to identify any discrepancies.
Review the customer-furnished schedule to determine whether the
■ 5
electrical work can be completed within the contractual timeframe.
7. Field supervisor reviews plans, specifications and schedule.
■ 1 Complete the Scope and Schedule Review checklist (Table 4.7).
■ 2 Review best field practices or lessons learned.
Identify value engineering and prefabrication opportunities (see
■ 3
Activity 23).
■ 4 Identify labor requirements and begin selecting foremen.
■ 5 Identify special tools that will need to be purchased or assembled.
8. Create a list of issues that need to be resolved and begin the request for information (RFI) process.
Establish a request for information (RFI) process (see Activity 16)
■ 1
and create a list of questions that require clarification.
Formalize the RFIs by assigning them a trackable number and
■ 2
submitting them to the owner/CM/GC.

50
 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.5: Scope and Contract Review Checklist (continued)

Project Number: ____________________________________________________________________________________

9. Conduct a site visit (performance recommended).

■ 1 Complete the Site Visit Checklist (Table 4.8).
Examine site access and layout, including parking, material delivery
■ 2
points and material lay-down and storage.
Identify locations and availability of matieral and personnel lifts,
■ 3
elevators, cranes, scaffolding and forklifts.
■ 4 Create a plan for installing temporary power (when applicable).
■ Verify existing conditions and compare them to the conditions shown
5
on the plans and described in the specifications.
10. Compare estimated (bid) work activities and materials to planned performance.
Compare the estimator’s concept of how to perform the work to
■ 1
typical field operations and document differences.
■ 2 Discuss unclear methods or discrepancies with the estimator.
■ Determine the cost difference between the as-bid and planned
3
performance of the work.
11. Identify value engineering and prefabrication opportunities and how to simplify the work.
Review value engineering (VE) or prefabrication opportunities that
■ 1 were identified in the turnover meeting between the estimator and
project manager.
Review procedures for formally requesting VE consideration if
■ 2
required.
■ 3 Search for and identify additional VE and prefabrication items.
■ 4 Identify additional ways to simplify the work.
■ 5 Price out the cost difference between the as-bid and VE options.
10. Compare estimated (bid) work activities and materials to planned performance.
Take off the materials, equipment and systems in the order they will
■ 1
be constructed.
Code each plan sheet as you take it off so that you can return to it
■ 2 later and immediately identify the quantity of various materials
shown on the sheet.
The final quantities should be identified by the units in which they
■ 3
will be purchased.
■ 4 All assumptions should be noted on the quantity takeoff sheets.
■ 5 Be sure the quantities that are estimated include a waste factor.
Compare the construction takeoff to the bid takeoff to identify
■ 6
significant differences or discrepancies.

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Table 4.6: Contract Review Items1 (page 17)

Project Number: _____________________________________________________________________________________

Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________

Completed Date Completed ITEM

■ Check for ambiguous clauses and seek clarification.

■ Check for one-sided clauses that favor the other party.
■ Cross-reference clauses to understand the whole meaning of clauses.
■ Identify discrepancies and conflicting clauses and seek clarification.
■ Check for agreement between plans and specifications, and seek clarification
if there is any discrepancy.
■ Identify any “killer clauses” that assign full responsibility for everything to
the electrical contractor.
■ Determine whether the contract clearly favors the other party (owner/CM/
GC), and seek more equitable contract terms.
■ Review the Indemnification Clause, and ensure your insurance converage can
sufficiently cover the risk.
■ Evaluate the Coordination Clause to determine each party’s responsibility to
coordinate the work.
■ Determine your rights and responsibilities if the sequence of work is
changed or if out-of-sequence work impacts the project.
■ Carefully review all time-sensitive clauses that cover commencement,
completion, milestones, accelerations, delays and progress.
■ Review and understand your rights to receive damages if the schedule is
accelerated or delayed by other parties.
■ Determine whether there is a no-damages-for-delay clause, and review your
rights and responsibilities.
■ Review and understand the clause that describes waivers.
■ Review the concealed conditions clause, and identify the circumstances
that will entitle you to compensation.
■ Review the Force Majeure clause, and identify the circumstances that will
entitle you to a time extension.
■ Evaluate clauses that identify procedures for seeking change orders.
■ Evaluate clauses that identify the compensation for extra work.
■ Identify payment provisions, especially a “pay when paid” clause and a
“pay if paid” clause.

1
Detailed contract review guidelines can be found in ELECTRI International (2000) Fundamentals of Contract Risk Management for
Electrical Contractors.

52
 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.7: Scope and Schedule Review Items (pages 18, 39)
Project Number: _____________________________________________________________________________________
Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Estimator:___________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________

SCOPE AND SCHEDULE REVIEW ITEMS

Completed Completed By Date Completed Item

■ Contract
■ Plans
■ Specifications
■ Cost estimate and bid breakdown
■ Referenced/applicable codes or regulations
■ Quality requirements

■ Safety requirements
■ Special conditions
■ Addendums
■ Temporary power and lighting requirements
■ Owner/CM/GC-furnished materials

■ Vendor pricing and qualifications

■ Owner/CM/GC schedule
■ Internal schedule submitted with bid
■ Work sequence and work by others
■ Required coordination with other trades

■ Material and equipment deliveries

■ Anticipated weather problems or holidays
■ Required labor
■ Labor rates and potential increases
■ Crew mix

■ Administrative procedures (submittals/RFIs/changes)

■ Other:
■ Other:
■ Other:

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Table 4.7: Scope and Schedule Review Items (continued)

Project Number: ____________________________________________________________________________________

SCOPE AND SCHEDULE REVIEW ITEMS

Completed Who furnishes? Who installs? What to review in the Plans and Specifications

■ Access doors
■ Asbestos abatement
■ Carpentry (miscellaneous)
■ Clean up
■ Conduit (sizes and quantities)
■ Crane
■ Cutting and patching
■ Demolition and removal

■ Electric motors
■ Electric starters
■ Excavation and backfill
■ Fire alarm wiring
■ Fire alarm devices

■ Hand dryers
■ Hoists for personnel
■ Hoists for materials
■ Interior layout
■ Painting

■ Panels
■ Scaffolding
■ Site access
■ Site surveying
■ Temporary power

■ Underground utilities
■ Wire (and/or pipe and wire)
■ Other:
■ Other:
■ Other:

54
 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.8: Site Visit Checklist (page 19)

Project Number: _____________________________________________________________________________________
Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________
Scope Review Completion Date: _______________________________________________________________________

SITE VISIT REVIEW ITEMS

Completed Item to Review Notes

■ Access into and out of the site

■ Circulation throughout the site
■ Material and equipment delivery routes
■ Material storage and staging locations
■ Office trailer or office space
■ Temporary power and lighting locations

■ Existing underground utilities location

■ Existing above ground utility locations
■ Location of existing interior systems
■ Progress of the demolition
■ Progress of the site work

■ Progress of the site layout/surveying

■ Asbestos abatement has been completed
■ Work completed to date
■ Presence/location of the crane
■ Presence/location of the personnel lift

■ Presence/location of the materials lift

■ Potential coordination with others
■ Anticipated weather problems
■ Housekeeping conditions
■ Special site considerations

■ Safety issues or concerns

■ Other:
■ Other:
■ Other:

55
 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Table 4.9: Administrative Setup Checklist (page 21)

Project Number: _____________________________________________________________________________________

Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________
Start Date: __________________________________________________________________________________________

ADMINISTRATIVE SETUP CHECKLIST FOR PRE-CONSTRUCTION PLANNING

COMPLETION ITEM
ACT. SUB-ACTIVITIES
DATE NO.
13. Set up project files and create contact list.
■ 1 Use the File System Checklist (Table 4.11) to creat paper files.
Create a contact sheet that lists all team members and their
■ 2
company contact information.
14. Set up computerized tracking and control system (forms, database, schedule and tracking).
Verify the accounting department has assigned a project number and
■ 1
entered intial information in the cost control center.
■ 2 Use the File System Checklist (Table 4.11) to creat computer files.
If a separate project management software system is used, set up
■ 3
the project in the system.
If a separate project management software system is used, set up
■ 4
the project in the system.
15. Initiate a change management system.
Review the contract to identify required change order, field change,
■ 1
and time-and-materials procedures.
Review your company’s standard procedures for initiating,
■ 2
requesting, and processing change orders and field changes.
Develop a log with sequential numbering to track all changes,
■ 3 including change orders, field changes and time-and-materials
requests (Table 4.12).
16. Initiate a request for information (RFI) tracking and processing system.
Develop a log with sequential numbering to track all requests for
■ 1
information (RFIs) (Table 4.13).
Determine whether RFIs will be submitted by e-mail, fax or postal
■ 2
mail.
Review your company’s standard procedures for processing RFIs, and
■ 3
use a company standard form for submitting RFIs.
■ 4 Ensure each RFI also identifies a proposed solution.

56
 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.9: Administrative Setup Checklist (continued)

Project Number: ____________________________________________________________________________________

17. Initiate a submittal tracking and processing system.

■ Develop a log with sequential numbering to track all submittals,

1
including those of vendors and subcontractors (Table 4.14).
■ Review your company’s standard procedures for processing
2
submittals, and use a company standard form for submissions.
Verify that each submittal processing form identifies a respond-no-
■ 3 later-than date, which is associated with timely ordering and delivery
of materials and equipment.
18. Develop a “Labor Requirements/Expectation” letter (for background check, etc.) (performance
recommended)

■ For projects that have special requirements such as drug testing,

background check or special safety training, develop an
1
“expectations” letter that must be reviewed and signed by crew
members (see Figure 4.8).
For projects that will require hiring workers from the union hall,
■ 2 develop an “expectations” letter that must be reviewed and signed
by crew members.

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Table 4.10: File System Checklist (page 21)

Project Number: _____________________________________________________________________________________

Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________

SCOPE AND SCHEDULE REVIEW ITEMS

Completed File Number File Description

■ Project Information and Contacts

■ Cost Estimate and Bid Submission
■ Contract Agreement
■ Contract Documents
■ Budget and Pay Requests
■ Purchase Orders
■ Subcontracts
■ Materials Folder (Fixtures, Switchgear, Fire Alarm, Low Voltage)
■ Requests for Information
■ Submittals
■ Change Orders—Pending
■ Change Orders—Approved
■ Correspondence
■ Meeting Minutes
■ Daily/Weekly Field Report
■ Progress Reports

■ Other:

■ Other:

■ Other:

58
 PRE-CONSTRUCTION PLANNING ACTIVITIES

Figure 4.2: Change Order Proposal (pages 22, 39)

COMPANY NAME
COMPANY ADDRESS

CHANGE ORDER PROPOSAL

PROJECT NUMBER: ______________________________

PROJECT NAME: ____________________________________________________________________________________

DATE: ___________________________

TO:_____________________________________________ FROM: ___________________________________________

________________________________________________ _________________________________________________
________________________________________________ _________________________________________________
________________________________________________ _________________________________________________

DESCRIPTION OF CHANGED WORK:

COST OF THE CHANGED WORK:

Description Labor Materials Equipment Other Subcontracts Total

____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________

Labor Burden ___________%

Bond Premium __________%
Liability Insurance ________%
Subtotal ___________________________________________
Overhead ________________
Profit ____________________
TOTAL _____________________________________________
TIME EXTENSION ______________ calendar days

APPROVED BY: _________________________________________________________DATE: ________________________

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Figure 4.3: Field Change Form (page 22)

PROJECT NUMBER: _____________________________________________________________________________________________
PROJECT NAME: _______________________________________________________________________________________________
FIELD SUPERVISOR: ____________________________________________________________________________________________

WORK PERFORMED BY (EMPLOYEE NAME): _____________________________________________________________________

DATE: _________________________________________________________________________________________________________

WORK AUTHORIZED BY: _______________________________________________________________________________________

TITLE: _________________________________________________________________________________________________________

FIELD CHANGE FORM

SCOPE OF WORK:

LABOR: EQUIPMENT/TOOLS:
HOURS WAGE
EMPLOYEE TOTAL EQUIPMENT/TOOL TYPE COST
REG OT DT RATE

SUBTOTAL SUBTOTAL
_______ % MARKUP _______ % MARKUP
TOTAL TOTAL

MATERIALS: SUBCONTRACTORS:
UNIT
MATERIAL TYPE UNITS QTY TOTAL COMPANY NAME COST
COST

SUBTOTAL
_______ % MARKUP
TOTAL

SUMMARY OF COSTS:
TOTAL LABOR
TOTAL MATERIALS
SUBTOTAL TOTAL EQUIPMENT/TOOLS
______ % MARKUP TOTAL SUBCONTRACTS
TOTAL TOTAL COST

60
 Project Number: ___________________________________________________________________________________________________________________
Project Name: ____________________________________________________________________________________________________________________
Location:__________________________________________________________________________________________________________________________
Project Manager: __________________________________________________________________________________________________________________

CHANGE ORDER LOG

C.O. DATE WHO WHO ASSOCIATED C.O.
DESCRIPTION OF CHANGE STATUS
NUMBER SUBMITTED INITIATED AUTHORIZED RFI NUMBER AMOUNT
Table 4.11: Change Order Log (page 22)
PRE-CONSTRUCTION PLANNING ACTIVITIES

61
62
Project Number: ___________________________________________________________________________________________________________________
Project Name: ____________________________________________________________________________________________________________________
Location:__________________________________________________________________________________________________________________________
Project Manager: __________________________________________________________________________________________________________________

REQUEST FOR INFORMATION LOG

RFI DATE SUBMITTED DATE OF WHO
DESCRIPTION OF INFORMATION NEEDED STATUS
NUMBER SUBMITTED TO RESPONSE INITIATED
Table 4.12: Request for Information Log (pages 22, 41)
ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL
 PRE-CONSTRUCTION PLANNING ACTIVITIES

Figure 4.5: Request for Information Form (pages 22, 38)

COMPANY NAME
COMPANY ADDRESS

REQUEST FOR INFORMATION

PROJECT NUMBER: PROJECT NAME: DATE:

RFI NUMBER:

TO: FROM:

METHOD SENT: ■ FAX ■ MAIL ■ E-MAIL

DESCRIPTION OF REQUEST:

ADDITIONAL SUPPORT DOCUMENTS: ■ ARE ■ ARE NOT ATTACHED.

DATE REQUIRED:

DATE RESPONSE RECEIVED:

RESPONSE FROM:

RESPONSE:

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Project Number: ___________________________________________________________________________________________________________________
Project Name: ____________________________________________________________________________________________________________________
Location:__________________________________________________________________________________________________________________________
Project Manager: __________________________________________________________________________________________________________________

SUBMITTAL LOG
CSI DATE REVISION DATE TO DATE DATE TO ORDER DELIVERY
SUBMITTED ITEM SUPPLIER
SECTION SUBMITTED NUMBER ARCH/ENG APPROVED SUPPLIER DATE DATE
Table 4.13: Submittal Log (pages 24, 28, 38, 39)
PRE-CONSTRUCTION PLANNING ACTIVITIES
 PRE-CONSTRUCTION PLANNING ACTIVITIES

Figure 4.7: Submittal Transmittal Form (pages 25, 39)

COMPANY NAME
COMPANY ADDRESS

SUBMITTAL TRANSMITTAL FORM

PROJECT NUMBER: ______________________________ DATE:___________________________________________

PROJECT NAME: ____________________________________________________________________________________

CSI SECTION: ___________________________

TO: FROM:

FOR FOR FOR

SUBMITTAL YOUR FOR YOUR YOUR INFORMATION DATE
QTY DESCRIPTION REVIEW APPROVAL FILES ONLY REQ’D

Please return __________ copies.

Additional Comments:________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

Signature: ______________________________________________________________Date: _________________________

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Figure 4.8: Requirements and Expectations Letter (page 25)

COMPANY NAME
COMPANY ADDRESS
COMPANY PHONE NUMBER

NAME OF NEW EMPLOYEE: __________________________________________________________________________

PROJECT NUMBER: _________________________________________________________________________________
PROJECT NAME: ____________________________________________________________________________________
DATE OF EMPLOYMENT: ____________________________________________________________________________
TODAY’S DATE: _____________________________________________________________________________________

SUBJECT: Requirements and Expectations of Personnel Employed on Project Number _______________________

The purpose of this letter is to notify you of special requirements and expectations of all personnel who will
work on Project Number ____________________, entitled __________________________________. The following
requirements and expectations must be met as a necessary condition of employment:

1. This project requires weekly random drug testing, which will be conducted by a private company employed by
the customer. Any employee who fails a drug test or refuses to submit to a random drug test will be immediate-
ly dismissed from employment.
2. This project requires a complete background check and the use of a security badge at all times. Employees
who fail to exhibit their security badge or who arrive at the jobsite without their badge will be removed from the
premises immediately.
3. Entry into certain parts of the facility will require an escort appointed by the customer. Requests for escorts
must be submitted 24 hours in advance.
4. The work hours for this project are Monday through Friday from 7:00 AM to 3:00 PM.
5. No privately owned vehicles or company vehicles will be permitted into the secure work area. All employees
must arrive at the security gate each morning no later than 6:45 AM to board a bus that will take employees to
the secure work area. All employees must be at the pickup point each afternoon at 3:15 PM to board the bus and
be escorted out of the secure area. Late employees will not be permitted into the secure area.
6. Employees may be monitored by closed-circuit television throughout the day.
7. Smoking will not be permitted inside the secure work area.

Please acknowledge your acceptance of the requirements and expectations of this project by signing and dating
below.
I understand and accept the above terms of employment.

______________________________________________________________________ __________________________
NAME DATE

______________________________________________________________________ __________________________
WITNESS DATE

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 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.14: Buyout Process Checklist (page 26)

Project Number: _____________________________________________________________________________________

Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________
Start Date: __________________________________________________________________________________________

BUYOUT PROCESS CHECKLIST FOR PRE-CONSTRUCTION PLANNING

COMPLETION ITEM
ACT. SUB-ACTIVITIES
DATE NO.
19. Request and/or review subcontractor/supplier/vendor prices and qualifications.
■ 1 Request subcontractor/supplier/vendor pricing if it was not
requested or received during the bidding stage.
■ 2 Compare actual subcontractor/supplier/vendor scope of work with the
scope identified in the subcontractor/supplier/vendor bid submission.
■ 3 Evaluate the subcontractor/supplier/vendor qualifications.
Compare priding and qualifications among the subcontractors/
■ 4
suppliers/vendors.
20. Negotiate pricing and contract conditions and select subcontractors/suppliers/vendors.
Discuss potential cost savings with potential subcontractors/
■ 1
suppliers/vendors.
Review the contract or purchase order terms and conditions with
■ 2
potential subcontractors/suppliers/vendors prior to award.
Select all successful subcontractors/suppliers/vendors, and issue a
■ 3
letter of intent (if necessary).
21. Develop and issue purchase orders and contracts for materials and equipment.
Develop the purchase orders or contracts for subcontractors/
■ 1
suppliers/vendors.
■ 2 Process and issue the purchase orders or subcontracts.
22. Order long-lead-time materials and equipment.
Compare the sequence, schedule and materials/equipment to
■ 1
identify long-lead-time items.
Negotiate and issue purchase orders and subcontracts for long-lead
■ 2 time items before negotiating standard purchase orders and
subcontracts.
Issue a letter of intent or purchase order immediately to release
■ 3
long-lead-time items for order and delivery.

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Table 4.14: Buyout Process Checklist (continued)

Project Number: ____________________________________________________________________________________

23. Request submittals, cut sheets and shop drawings.

Upon issuing the contract document, the subcontractor/supplier/
■ 1 vendor should be requested to assemble and submit samples, cut
sheets or shop drawings.
■ Identify a deadline by which the submittals, cut sheets, and shop
2
drawings must be submitted to the electrical contractor.
24. Develop and process log and book of submittals, cut sheets and shop drawings.
Develop a log, with sequential numbering, to track all submittals,
■ 1 including those of vendors and subcontractors (see also Activity 17
and Table 4.13).
■ 2 Assemble two or more binders of all draft and approved submittals.
■ 3 Submit and track required submittal items.

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 Project Number: ___________________________________________________________________________________________________________________
Project Name: ____________________________________________________________________________________________________________________
Location:__________________________________________________________________________________________________________________________
Project Manager: __________________________________________________________________________________________________________________

SUBCONTRACTOR/SUPPLIER/VENDOR BID ANALYSIS

ITEM TYPE ___________________________________________ VENDORS

REVIEW ITEMS: BUDGET VENDOR A VENDOR B VENDOR C VENDOR D

Was the item bid per plans and specs? [Yes/No]

Was the item bid per the scope of work? [Yes/No]

Are the workers union or non-union?

How long will it take to order and deliver the item?

List any exclusions.

Was tax included in the bid price? [Yes/No]

Did the vendor acknowledge all addenda? [Yes/No]

PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.15: Subcontractor/Supplier/Vendor Comparison Spreadsheet (page 26)

Base bid price

List any alternate pricing provided.

List adjusted bid price if alternates accepted.

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Figure 4.9: Letter of Intent (page 27)

COMPANY NAME
COMPANY ADDRESS
COMPANY PHONE NUMBER

Subcontractor Representative
Subcontractor Company Name
Subcontractor Company Address
Subcontractor Phone Number

DATE: December 1, 2005

SUBJECT: Letter of Intent to Award a Contract

Dear Subcontractor Representative:

You have been selected as the successful bidder on Project Number _______________________, entitled
_________________________________________________________. Per our telephone conversation, we are in the
process of developing a contract for the scope of work identified in your bid submission. The contract amount
will be $1,000,000.

This purpose of this letter is to notify you of our intent to award a contract. You can expect to receive the con-
tract no later than _____________, 20____. You are authorized to proceed with the work identified in your bid
submission.

Please feel free to contact me at (222) 110-0000.

Sincerely,

Electrical Contractor Company Officer

Title

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 PRE-CONSTRUCTION PLANNING ACTIVITIES

Figure 4.10: Purchase Order Form (page 27)

COMPANY NAME
COMPANY ADDRESS

PURCHASE ORDER FORM

DATE:
P.O. NUMBER:
PROJECT NUMBER:
PROJECT NAME:

TO:

SHIP TO: (Home office or jobsite address) SHIP VIA (jobsite) F.O.B.

REQUIRED SHIP DATE:

QUANTITY DESCRIPTION OF ITEM(S) COST

NOTE: MATERIAL SAFETY DATA SHEETS ARE REQUIRED WITH ALL SHIPMENTS

SHIPPING INSTRUCTIONS:

ADDITIONAL REQUIREMENTS:
1. Submit _____ copies of shop drawings/details/performance data for review/approval

2. Submit _____ copies of OandM manuals or _____ copies of wiring diagrams for review/approval

NAME: _________________________________________ NAME: ____________________________________________

SIGNATURE: ____________________________________ SIGNATURE: _______________________________________

DATE: __________________________________________ DATE: _____________________________________________

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Table 4.16: Material Handling Planning Process Checklist (page 29)

Project Number: _____________________________________________________________________________________

Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________
Start Date: __________________________________________________________________________________________

MATERIAL HANDLING PROCESS CHECKLIST FOR PRE-CONSTRUCTION PLANNING

COMPLETION ITEM
ACT. SUB-ACTIVITIES
DATE NO.
25. Develop material delivery and handling plan.
■ 1 Review the “Material Delivery/Storage and Site Logistics Best
Practices” (see Table 4.18).
■ 2 Establish and maintain a file of delivery receipts and packing slips.
■ 3 Establish a material and equipment delivery and storage log
■ 4 Create a material and equipment delivery schedule.
Establish standard procedures for receiving, handling and storage of
■ 5
materials and equipment.
26. Develop material storage and staging plan.
■ 1 Complete the site logistics review checklist (Table 4.20).
■ Review the “Material Delivery/Storage and Site Logistics Best
2
Practices” (see Table 4.18).
Develop a storage site layout that identifies where the materials and
■ 3
equipment are stored.

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 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.17: Material Delivery/Storage and Site Logistics Best Practices (page 29)
Project Number: _____________________________________________________________________________________
Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________

MATERIAL DELIVERY/STORAGE AND SITE LOGISTICS BEST PRACTICES

Best Practice
BEST PRACTICE DESCRIPTION
Number

1 Assign one person the responsibility of managing material and equipment delivery, handling
storage and staging.
2 Establish a standard unloading crew that consists of laborers or apprentices.
3 Establish standard procedures for receiving, handling and storing materials, and strictly enforce
the standard.
4 Develop a storage site layout that identifies where the materials and equipment are stored, and
annotate the location on the material and equipment delivery and storage log.
5 Develop a storage site identification system that provides a method to document and track the
location of all materials that have been delivered to the jobsite.
6 Establish storage space for each major material item or group (pipe, wire, boxes, etc.).
7 Sort and store the materials as soon as it is delivered to the site.
8 Allow storage space for waste or excess materials, and remove them as soon as possible.
9 Ensure the material and equipment is adequately secured and protected from the elements.
10 Make sure the materials manager is notified of pending deliveries.
11 Return all damaged, excess or incorrect materials to the vendor immediately in order to keep
the site free from clutter.
12 Arrange to have materials delivered just before you need them so that storage and handling is
kept to a minimum.
13 If materials are ordered in bulk, ask the vendor to store the materials at their office until you
need them on the jobsite (also consider paying extra for this option).
14 Consider using a material consignment trailer, where the vendor inventories the trailer each
week, restocks it and only charges you for the materials you use.
15 Try to place materials/equipment at the location where they will be used to improve access to
the materials/equipment and minimize handling.
16 Arrange to have materials packaged for efficient unloading, handling and installation.
17 Determine ahead of time what equipment will be needed to unload and handle material
deliveries.
18 Evaluate the capacity of material lifts, freight elevators and cranes to ensure they can safely
move the materials and equipment.
19 Locate your toilet facilities as close to the work areas as possible.
20 Locate your break facilities and trash containers as close to the work areas as possible.
21 Develop a map of facility locations, and distribute it to workers and suppliers/vendors.

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Project Number: ___________________________________________________________________________________________________________________
Project Name: ____________________________________________________________________________________________________________________
Location:__________________________________________________________________________________________________________________________
Project Manager: __________________________________________________________________________________________________________________

MATERIAL AND EQUIPMENT DELIVERY AND STORAGE LOG

DATE P.O. RECEIVED STORAGE DAMAGED
DESCRIPTION OF ITEM RECEIVED QUANTITY NOTES
RECEIVED NUMBER BY LOCATION ITEMS
Table 4.18: Material and Equipment Delivery and Storage Log (page 25)
ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL
 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.19: Site Logistics Review Items (page 29)

Project Number: _____________________________________________________________________________________

Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________

SITE LOGISTICS REVIEW CHECKLIST

Completed Date Completed ITEM

■ Review the site layout, and identify placement of materials and facilities
to maximize productivity.
■ Identify site entry and exit points, and plan possible vehicle circulation.
■ Identify procedures for receiving materials and authorized personnel.
■ Identify material storage locations.
■ Determine and document equipment that will be needed to unload and
move materials (cranes, fork lift, pallet jacks, etc.).
■ Evaluate material lifts, freight elevators and cranes to determine whether
they can support the size and weight of the material items.
■ Determine and order special tools associated with material handling
(box cutters, bar code readers, computers, etc.).
■ Establish a “receiving crew” that consists of laborers or apprentices who
will unload trucks and move materials.
■ Select a worker to be in charge of material handling, including inspection
and inventory of delivered items.
■ Establish standard procedures for receiving, logging, handling and stor-
ing materials and equipment on the jobsite or at an offsite location.
■ Establish delivery dates for all materials and develop a schedule of
deliveries.
■ Evaluate purchasing options to ensure materials are ordered to promote
efficient unloading, storage and installation.
■ Evaluate the benefits and pitfalls of prefabrication in terms of delivery,
storage, handling and installation.
■ Review the material delivery, handling, storage and staging best prac-
tices (see Table 4.18).

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Table 4.20: Budget Preparation Checklist (page 30)

Project Number: _____________________________________________________________________________________

Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________
Start Date: __________________________________________________________________________________________

BUDGET PREPARATION CHECKLIST FOR PRE-CONSTRUCTION PLANNING

COMPLETION ITEM
ACT. SUB-ACTIVITIES
DATE NO.
27. Develop, review or expand the cost code scheme.
■ 1 Decide whether to use a cost code scheme based upon 16
specifications divisions or 48 specifications divisions.
■ 2 Review the cost estimate to identify the existing cost code
breakdown, and decide whether additional breakdown is necessary.
Review the company standard list of cost codes (or use Table 4.21),
■ 3 and decide which codes will be needed for breaking down the work
for tracking and billing.
■ 4 Add new codes for work items that are not on the standard list.
Assign additional codes to specify the costs associated with material,
■ 5
equipment, labor, subcontractors and other miscellaneous costs.
28. Develop budget by breaking down labor, material, overhead and profit costs.
Create the budget in concert with the labor and materials tracking
■ 1
report.
Establish a budget with sufficient line items to identify potential
■ 2 problems yet enough simplicity to avoid complex, time-consuming
data entry.
Verify that labor and materials can and will be reported according to
■ 3
the budget line items.
29. Develop schedule of values
Review the contract to identify the contractual format and process
■ 1
for developing a schedule of values.
■ 2 Create the schedule of values in concert with the billing process.

Consider “rolling up” the budget so that the schedule of values has
■ 3
the same summary line items but fewer sub-line items.

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 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.21: Cost Code Scheme Based on Masterformat™ 1995 (16 Divisions) (page 30)

DIVISION DESCRIPTION DIVISION DESCRIPTION

01000 General Requirements/Conditions 16300 Transmission And Distribution
01500 Temporary Facilities and Controls 16310 Transmission and Distribution
01510 Temporary Utilities Accessories
01700 Execution and Closeout Requirements 16320 High-Voltage Switching and Protection
01710 Mobilization 16330 Medium-Voltage Switching and Protection
01730 Cutting and Patching 16340 Medium-Voltage Switching and
Protection Assemblies
01740 Cleaning and Waste Management
16360 Unit Substations
01780 Closeout Submittals
16400 Low-Voltage Distribution
02200 Site Preparation
16410 Enclosed Switches and Circuit Breakers
02220 Demolition
16420 Enclosed Controllers
02500 Utility Services
16430 Low-Voltage Switchgear
02580 Electrical and Communications Structures
16440 Switchboards, Panelboards, and
03400 Precast Concrete Control Centers
03480 Precast Concrete Specialties 16450 Enclosed Bus Assemblies
05400 Cold-Formed Metal Framing 16460 Low-Voltage Transformers
05450 Electrical Support Assemblies 16470 Power Distribution Units
10400 Identification Devices 16490 Components and Accessories
10440 Illuminated Interior Signage 16500 Lighting
11060 Theater and Stage Equipment 16510 Interior Luminaires
11060 Stage Lighting and Controls 16520 Exterior Luminaires
11060 Controls for Theater & Stage Equipment 16530 Emergency Lighting
11130 Audio-Visual Equipment 16540 Classified Location Lighting
13100 Lightning Protection Conductors 16550 Special-Purpose Lighting
13110 Cathodic Protection Conductors 16560 Signal Lighting
13700 Security Access and Surveillance 16570 Dimming Control
13800 Building Automation and Control 16580 Lighting Accessories
13850 Detection and Alarms 16590 Lighting Restoration and Repair
15900 HVAC Instrumentation and Control 16700 Communications
16050 Basic Electrical Materials and Methods 16710 Communications Circuits
16060 Grounding and Bonding 16720 Telephone and Intercommunication
16070 Hangers and Supports Equipment
16075 Electrical Identification 16740 Communication and Data Processing
16080 Electrical Testing Equipment
16090 Restoration and Repair 16770 Cable Transmission and Reception
Equipment
16100 Wiring Methods
16780 Broadcast Transmission and Reception
16120 Conductors and Cables Equipment
16130 Raceway and Boxes 16790 Microwave Transmission and Reception
16140 Wiring Devices Equipment
16150 Wiring Connections 16800 Sound and Video
16200 Electrical Power 16810 Sound and Video Circuits
16210 Electrical Utility Services 16820 Sound Reinforcement
16220 Motors and Generators 16830 Broadcast Studio Audio Equipment
16230 Generator Assemblies 16840 Broadcast Studio Video Equipment
16240 Battery Equipment 16850 Television Equipment
16260 Static Power Converters 16880 Multimedia Equipment
16270 Transformers
16280 Power Filters and Conditioners

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Project Number: ___________________________________________________________________________________________________________________
Project Name: ____________________________________________________________________________________________________________________
Location:__________________________________________________________________________________________________________________________
Project Manager: __________________________________________________________________________________________________________________

CHANGE ORDER LOG

CSI OH&P
DESCRIPTION LABOR MATERIALS EQUIPMENT SUBCONTRACTS TOTAL
DIVISION (15%)
Table 4.22: Budget Breakdown and Tracking Spreadsheet (pages 30, 36, 40)
ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL
 Project Number: ___________________________________________________________________________________________________________________
Project Name: ____________________________________________________________________________________________________________________
Location:__________________________________________________________________________________________________________________________
Project Manager: __________________________________________________________________________________________________________________

SCHEDULE OF VALUES
(A) (C) (D) (E) (F)=(D+E) (G)=(F/C) (H)=(C-F)
(B) (I)
LINE CONTRACT PREVIOUSLY COMPLETED COMPLETED % BALANCE
DESCRIPTION RETAINAGE
ITEM VALUE COMPLETED THIS PERIOD TO DATE COMPLETE TO FINISH
Table 4.23: Company Schedule of Values (pages 31, 40)
PRE-CONSTRUCTION PLANNING ACTIVITIES

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Table 4.24: Layout and Sequencing Planning Checklist (page 32)

Project Number: _____________________________________________________________________________________
Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________
Start Date: __________________________________________________________________________________________

LAYOUT AND SEQUENCING CHECKLIST FOR PRE-CONSTRUCTION PLANNING

COMPLETION ITEM
ACT. SUB-ACTIVITIES
DATE NO.
30. Develop installation sequence and layout drawings.
■ 1 Organize the project by areas, floors or systems
■ 2 Allocate sufficient time to mentally think through the sequencing of all
work processes from start through completion.
Determine whether to create sequence and layout drawings by hand
■ 3
(marked-up drawings) or by creating new CAD drawings.
Create daily installation drawings at least one day prior to the date
■ 4 when the work needs to be performed so that the drawings can be
distributed each morning to foremen and field crews.
Review the sequence daily or weekly to ensure the project is
■ 5
progressing as expected.
31. Develop field instructions, including panel, pull or conduit schedules.
Review the sequence and installation process to identify any
■ 1 additional information that might minimize questions and improve
productivity.
Create the panel, pull or conduit schedules in conjunction with the
■ 2 installation drawings so that they can be distributed as a package to
the foremen or field crews.
When repetitive work is scheduled on a project, develop field
■ 3
instructions and drawings
32. Develop prefabrication drawings for field use (when applicable).
For systems that are partially or completely prefabricated in a
■ 1 prefabrication shop, develop drawings that show how the
prefabricated parts should be assembled and installed in the field.
For systems prefabricated in a shop, ensure the prefabricated parts
■ 2 are clearly labeled and that these labels correspond to an assembly
and installation scheme identified on the drawings.
If on-site prefabrication is scheduled, the drawings should identify
■ 3 the step-by-step process of how each piece is assembled into the
prefabricated system.
If on-site prefabrication is scheduled, separate drawings should also
■ 4
be created to identify how the prefabricated parts should be installed.
Distribute the prefabrication drawings to the foremen or field crews
■ 5
that will perform the work.

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 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.25: Schedule Development Planning Checklist (page 34)

Project Number: _____________________________________________________________________________________
Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________
Start Date: __________________________________________________________________________________________

SCHEDULE DEVELOPMENT CHECKLIST FOR PRE-CONSTRUCTION PLANNING

COMPLETION ITEM
ACT. SUB-ACTIVITIES
DATE NO.
33. Review customer’s (general contractor’s) schedule and timeline.
■ 1 Complete the “Customer’s Schedule Review Items” checklist (see
Table 4.26)
Initiate or attend a customer schedule review meeting to identify any
■ 2
special requirements and clarify any questions.
34. Identify work that impacts electrical activities.
While reviewing the overall construction schedule, annotate work
■ 1
that must be coordinated with other trades.
While reviewing the overall construction schedule, annotate potential
■ 2
conflicts that will require coordination.
Develop and submit RFIs to resolve open questions about equipment
■ 3
wiring or conflicts among systems.
Request an initial (and a recurring) coordination meeting to identify
■ 4 and resolve schedule questions and conflicts before installation
begins..
35. Review the work sequence and long-lead-time material/equipment delivery dates.
Develop a rough draft of the electrical schedule from the sequence
■ 1
and installation plan.
Verify the ordering and delivery dates of long-lead-time materials
■ 2
and equipment.
Perform a three-way coordination between the sequencing/
■ 3 installation plan, material/equipment delivery plan and the draft
draft electrical schedule.
Modify the draft schedule and sequencing/installation plan to
■ 4
accommodate long-lead-time deliveries.

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Table 4.25: Schedule Development Planning Checklist (continued)

Project Number: ____________________________________________________________________________________

36. Coordinate electrical schedule with the customer’s schedule.

After coordinating the sequencing/installation plan, material/equip-
■ 1 ment delivery plan and the draft electrical schedule, coordinate the
draft schedule with the customer’s schedule and adjust as necessary.
Review the final electrical schedule with the customer, general
■ 2 contractor, other trade contractors and suppliers to resolve any final
conflicts.
■ Seek approval of the schedule from the customer and general
3
contractor.
■ Seek integration of the electrical schedule into the customer/general
4
contractor’s overall project schedule.
24. Develop and process log and book of submittals, cut sheets and shop drawings.
In addition to the integration of the electrical schedule into the overall
■ 1 schedule, format the final electrical schedule into an independent bar
chart for tracking and control.
■ 2 Select the type of bar chart to develop and track.
■ Save the original approved schedule as the baseline so that progress
3
can be tracked and delays can be documented.
■ Distribute the electrical bar chart schedule to the customer, general
4
contractor, various subcontractors and suppliers.

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 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.26: Customer’s Schedule Review Items (pages 34, 41)

Project Number: _____________________________________________________________________________________

Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________

CUSTOMER’S SCHEDULE REVIEW CHECKLIST

Completed Item to Review Annotations

■ Identify the overall project start date:

■ Identify the electrical work start date:
■ Identify the overall project completion date:
■ Identify the electrical work completion date:
■ List any interim milestones:

■ Is the project divided into phases? ■ Yes ■ No

■ Identify the start and completion dates for each phase (if applicable):

■ Does the contract include a liquidated damages clause? ■ Yes ■ No

■ Does the contract include an incentive for early completion? ■ Yes ■ No
■ Can the electrical work be completed in the timeframe identified in
the contract documents? ■ Yes ■ No
■ If the schedule must be compressed, create a plan for compressing
the schedule and completing the work by the contractual completion date.
■ Identify unusual scheduling requirements (such as night work, second
shift work, after-school work hours, escort required, etc.):

■ Will the owner furnish any items, such as materials or equipment? ■ Yes ■ No
■ Identify the “deliver no later than” dates that owner-furnished items
must be delivered to the jobsite.
■ Will any portion of the work be installed by the owner’s own workforce
or a separate contract? (example: automated shelving systems) ■ Yes ■ No
■ Identify the “install no later than” dates that owner-installed items
must be completed.
■ Identify techniques that will speed up the completion of the work.

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Table 4.26: Customer’s Schedule Review Items (continued)

Project Number: _____________________________________________________________________________________

CUSTOMER’S SCHEDULE REVIEW CHECKLIST

Completed Item to Review Annotations

■ Review the sequencing/installation plan to determine how the

electrical work fits into the overall project schedule.
■ Identify work that has already been completed:

■ Identify work in progress and percent complete:

■ Identify non-electrical activities that must be completed before the

electrical portion of the work can begin.
■ Are you aware of any pending changes to the overall project or
electrical work? ■ Yes ■ No
■ If yes, describe the pending changes:

■ Do you anticipate crowded site conditions? ■ Yes ■ No

■ If yes, consider scheduling some of the electrical work during a second
shift to improve productivity.

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 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.27: Schedule Development Best Practices and Rules-of-Thumb (page 35)
Project Number: _____________________________________________________________________________________
Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________

SCHEDULE DEVELOPMENT BEST PRACTICES AND RULES-OF-THUMB

Best Practice
BEST PRACTICE/RULE-OF-THUMB DESCRIPTION
Number
1 Seek scheduling input from the field superintendent and foremen. They often understand how
the work will be accomplished and how the installation method corresponds to the crew size
and duration.
2 Develop the first draft schedule using actual durations to determine whether the electrical work
can be completed by the contractual completion date. If the schedule must be compressed,
build the compression into the second draft schedule.
3 Consider developing a resource-loaded schedule so that the expenditures from the schedule
can be compared to the expenditures from the cost report.
4 Compare the estimated work hours for an activity (or work process) to the scheduled duration
of that activity (or work process). Then, either adjust the duration based on estimated work
hours and expected crew size, or adjust the crew size based on the estimated work hours and
allowable duration.
5 Be sure the schedule takes into account the time of year when the work item will be performed
and the possible weather that can be expected. Excessive heat, cold, humidity, rain or wind can
significantly impact the progress of the work.
6 Understand when major materials and equipment items will be delivered to the jobsite. The
schedule may need to be adjusted to accommodate the delivery of those items.
7 Be sure the schedule clearly documents the date when owner-furnished materials and equip-
ment must be received. Also, make sure the owner knows when these items are required, and
seek their acknowledgement in writing.
8 Review the schedule of other specialty contractors to identify work that will impact the electri-
cal schedule. For example, if the air conditioning unit will require a power connection, comple-
tion of the connection must occur after the unit has been delivered and installed. Hence, the
electrical work must be coordinated with the mechanical work.
9 The electrical schedule should incorporate the work of any electrical subcontractors, such as
the fire alarm installer and tester. Review and incorporate your subcontractors’ work into your
own schedule and be sure to provide updates if the schedule changes.
10 If crowded conditions or overmanning is expected on a jobsite (due to a small site or an accel-
eration of the work), consider scheduling some of the electrical work during a second shift to
improve workflow and increase productivity.
11 Once the electrical schedule has been reviewed and approved by the customer/general contrac-
tor, document delays and changes to the sequence caused by others. Good documentation can
improve your chances of receiving a time extension and financial compensation.

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Table 4.27: Schedule Development Best Practices and Rules-of-Thumb (continued)

Project Number: _____________________________________________________________________________________

SCHEDULE DEVELOPMENT BEST PRACTICES AND RULES-OF-THUMB

Best Practice
BEST PRACTICE/RULE-OF-THUMB DESCRIPTION
Number
12 When developing work activities or elements for the schedule, review the budget, cost codes
and installation sequence plan. Create work elements that comprise no more than 5% of the
scope of work so that inaccuracy in tracking progress will not have a significant impact on the
percent complete.
13 Consider creating a computerized bar chart schedule. Tracking and control will be greatly sim-
plified if the updates can be made in a computer system.
14 Consider dividing the schedule into areas or systems, such as first floor, second floor, etc. This
will simplify tracking and control, especially on larger projects.
15 If some of the work is repetitive (such as conduit and wire on the first floor, second floor, etc.),
consider creating these activities in your computer scheduling software and simply cutting and
pasting as many times as the work occurs. The dates and durations can then be modified for
each area of work.

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 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.28: Tracking and Control Planning Checklist (page 36)

Project Number: _____________________________________________________________________________________

Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________
Start Date: __________________________________________________________________________________________

TRACKING AND CONTROL CHECKLIST FOR PRE-CONSTRUCTION PLANNING

COMPLETION ITEM
ACT. SUB-ACTIVITIES
DATE NO.
38. Customize the computerized tracking and control system (database/ schedule/etc.) for the current project.
■ 1 Review the tracking and control best practices (Table 4.31).
■ 2 Complete the tracking and control tools checklist (Table 4.32).
Select appropriate computerized tracking and control tools for the
■ 3
project.
■ 4 Modify the tracking and control tools for the project.
39. Develop labor and materials tracking report.
Review the cost estimate and associated budget and cost code
■ 1
scheme.
Match the cost estimate/budget work items to crew assignments so
■ 2
that labor and materials can be tracked easily.
■ 3 Select the reports to be created and used for monitoring progress.
Develop the selected reports by inputting project data into the
■ 4
reporting system (database or accounting system).

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Table 4.29: Tracking and Control Best Practices (page 36)

Project Number: _____________________________________________________________________________________
Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________

TRACKING AND CONTROL BEST PRACTICES

Best Practice
BEST PRACTICE/RULE-OF-THUMB DESCRIPTION
Number
1 Remember that tracking and control involves a time-cost tradeoff. The more detailed the track-
ing and control system is, the more time must be spent on entering data and the greater the
overhead costs will be. You must balance detail with simplicity.
2 Be sure to take into account the financial information needs of banks and bonding companies
when setting up your control system.
3 If your company keeps track of historic costs, be sure the tracking and control system captures
the right data in the proper format so that it can be added to the historic cost database.
4 Match budget/cost control line items with field work items so that labor hours can be easily
reported and tracked.
5 Review the daily labor reporting procedures with the field supervisor and foremen. Be sure they
understand how to code timecards so that the work performed can be directly associated with
line items in the budget and tracking reports.
6 Deviations between actual and estimated costs and work hours should be discussed with the
field supervisor each week to identify and correct problems immediately.
7 Seek feedback from the crew members about the causes of poor productivity and cost/labor
hours overruns.
8 Work together with crews to improve productivity. Often, management actions or inactions
contribute to productivity outcomes. For example, poor instructions can hinder productive work,
while speedy responses to questions can help increase productivity.
9 If the crew members complete the work in fewer hours than estimated, provide a reward to
thank them for their hard work, such as free lunch or special recognition.
10 Try using incentives regularly to improve productivity.
11 Make sure your data entries are as accurate as possible. Remember that cost reports should
provide the project manager with a realistic financial overview of the project.
12 A negative variance between estimated and actual cost and work hours should be addressed
through corrective action. One of the main benefits of monthly cost reporting is to identify
problems early enough to take corrective action.

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 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.30: Tracking and Control Tools Checklist (page 36)

Project Number: _____________________________________________________________________________________

Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________

TRACKING AND CONTROL TOOLS CHECKLIST

Completed Date Completed ITEM

■ Identify the goals of your tracking and control system. Do you want to:
a. Monitor profitability?
b. Identify variations in costs and work hours?
c. Track productivity of the workforce?
d. Contribute to your historical costs database?
e. Document costs that are beyond the initial scope of work?
f. Track changes in cost and work hours?
g. Create contractually-mandated cost reports for the customer?
h. Evaluate the effectiveness of your management team?
i. Conduct risk analyses on future projects of a similar type?
Create a project schedule, and format it so that you can update the
■ progress of all schedule line items (see Activity 37). Match schedule line
items to budget line items to facilitate effective tracking.
As an alternative, create a resource-loaded schedule that will permit you
■
to track cost and labor hours as you track schedule progress.
Create a manpower loading chart that identifies your crew size and com-
■ position for each week of the project (see Figure 4.13).
Customize the computerized project management program so that you
■ can use it as a tool to track RFIs, submittals, purchase orders, deliveries
and change orders.
Create a progress report to track variances in costs and labor hours. Your
■ progress report should track budgeted line items.
Create a labor productivity report to compare estimated to actual pro-
■ ductivity and identify solutions to problems. Daily time sheets should be
coded to match budget line items.
Other:
■
Other:
■

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Figure 4.31: Daily Labor Time Report (pages 36, 40)

PROJECT NUMBER: _____________________________________________________________________________________________
PROJECT NAME: _______________________________________________________________________________________________
FIELD SUPERVISOR: ____________________________________________________________________________________________

EMPLOYEE NAME:______________________________________________________________________________________________
PAY PERIOD: FROM __________________________________________ TO: ______________________________________________

DAILY TIME SHEET

HOURS
DAY WORK DESCRIPTION COST CODE
REGULAR OVERTIME DOUBLE TIME
MON

TOTAL HOURS

HOURS
DAY WORK DESCRIPTION COST CODE
REGULAR OVERTIME DOUBLE TIME
TUE

TOTAL HOURS

HOURS
DAY WORK DESCRIPTION COST CODE
REGULAR OVERTIME DOUBLE TIME
WED

TOTAL HOURS

HOURS
DAY WORK DESCRIPTION COST CODE
REGULAR OVERTIME DOUBLE TIME
THU

TOTAL HOURS

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 PRE-CONSTRUCTION PLANNING ACTIVITIES

Figure 4.31: Daily Labor Time Report (continued)

HOURS
DAY WORK DESCRIPTION COST CODE
REGULAR OVERTIME DOUBLE TIME
FRI

TOTAL HOURS

HOURS
DAY WORK DESCRIPTION COST CODE
REGULAR OVERTIME DOUBLE TIME
SAT

TOTAL HOURS

HOURS
DAY WORK DESCRIPTION COST CODE
REGULAR OVERTIME DOUBLE TIME
SUN

TOTAL HOURS

91
92
Project Number: ___________________________________________________________________________________________________________________
Project Name: ____________________________________________________________________________________________________________________
Location:__________________________________________________________________________________________________________________________
Project Manager: __________________________________________________________________________________________________________________

LABOR PRODUCTIVITY TRACKING

ESTIMATED ACTUAL
CSI
DESCRIPTION UNITS QTY OF HOURS/ TOTAL QTY OF HOURS/ TOTAL
DIVISION HOURS HOURS
UNITS UNITS COST UNITS UNITS COST
Table 4.32: Labor Productivity Report (pages 36, 40)
ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL
 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.33: Construction Execution Kickoff Meeting Agenda (page 38)

Project Number: _____________________________________________________________________________________

Project Name: _______________________________________________________________________________________
Meeting Date and Location: ___________________________________________________________________________
Estimator:___________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________

CONSTRUCTION EXECUTION KICKOFF MEETING AGENDA

Agenda Items:

1. Project overview
a. Project name
b. Location
c. Type of work
d. Contract cost
e. General scope of work

2. Introduce internal team members and any changes in team members since planning meeting.
a. Project Manager
b. Field Supervisor
c. Foremen
d. Estimator
e. Accounting representative
f. Purchasing Agent
g. Director of Operations
h. Other internal team members

3. Identify external team members and any changes in team members since planning meeting.
a. Owner/Customer
b. Architect/Engineer
c. General Contractor/Construction Manager
d. Other Specialty Subcontractors
e. Vendors/Suppliers

4. Review the general scope of work.

a. Provide an overview of the project scope of work and the electrical scope
b. Review major work performed by others

5. Review the meetings schedule.

a. Internal office and jobsite progress meetings
b. Jobsite safety and coordination meetings
c. Project progress and coordination meetings
d. Other meetings

6. Review the Request for Information (RFI) Process.

a. Standard company RFI procedure
b. Contractual language regarding RFIs and the RFI process
c. Current outstanding RFIs

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Table 4.33: Construction Execution Kickoff Meeting Agenda (continued)

Project Number: ____________________________________________________________________________________

Agenda Items:

7. Review the change order process.

a. Contract language regarding changes and the change order process
b. Standard company change order and field change processes
c. Documentation of changes, delays, disruptions and disputed work

8. Review the submittal process.

a. Contract language regarding submittals and the submittal process
b. Standard company submittal processes
c. Following up on late submissions and approvals

9. Review the billing process.

a. Contract language regarding billing and the payment process
b. Standard company billing processes
c. Subcontractor/supplier/vendor invoicing and payment
d. Following up on late payments or open accounts receivable

10. Review the tracking and control process.

a. Labor reporting
b. Progress reporting and percent complete
c. The progress update timeline
d. Standard company progress update procedures

11. Review the schedule and milestones.

a. Customer-furnished schedule
b. Electrical bar chart schedule
c. Work by others that will impact the electrical work
d. Important material and equipment delivery dates
e. Schedule updating to reflect percent complete

12. Review site logistics and material storage and staging.

a. Site access
b. Parking
c. Material delivery procedures
d. Material storage locations
e. Trailer locations (if applicable)
f. Site cleanup requirements
g. Temporary power and lighting requirements

13. Review special safety issues.

14. Review other items specific to this project:

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

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 PRE-CONSTRUCTION PLANNING ACTIVITIES

Table 4.34: Construction Execution Kickoff Meeting Checklist (page 38)

Project Number: _____________________________________________________________________________________
Project Name: _______________________________________________________________________________________
Location:____________________________________________________________________________________________
Project Manager:_____________________________________________________________________________________
Start Date: __________________________________________________________________________________________

CONSTRUCTION EXECUTION KICKOFF CHECKLIST FOR PRE-CONSTRUCTION PLANNING

COMPLETION ITEM
ACT. SUB-ACTIVITIES
DATE NO.
40. Review meeting schedule.
■ 1 Review the schedule of weekly internal meetings associated with the
project.
Review the schedule of weekly project meetings conducted by the
■ 2
customer or general contractor.
Identify the internal team members that will be responsible for
■ 3
attending the internal and external meetings.
41. Review request for information (RFI) process.

■ 1 Review the contract for a customer-mandated request for information

(RFI) process.
Review the company standard procedure for developing, processing,
■ 2
tracking and closing out a request for information.
Modify the company standard RFI procedure, as necessary, to
■ 3
conform to the contractually-mandated process.
42. Develop prefabrication drawings for field use (when applicable).
■ 1 Review the contract for a customer-mandated change order (CO)
process and field change request process.
Review the company standard change order procedure and field
■ 2
change request/management process.
Discuss the process for documenting changes, delays and
■ 3
disruptions in the work flow and sequence.
Discuss the process for tracking and following up on change order
■ 4
requests and payment for field change directives.
43. Review submittal processing procedures.
■ 1 Review the contract documents for a customer-mandated submittal
processing procedures.
Review the company standard procedure for developing, processing,
■ 2
tracking and receiving approval for project submittals.
Modify the company standard submittal procedure, as necessary, to
■ 3
conform to the contractually-mandated process.

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Table 4.34: Construction Execution Kickoff Meeting Checklist (continued)

Project Number: ____________________________________________________________________________________

44. Review billing and invoicing procedures

■ 1 Review the customer/general contractor’s process and timeline for
invoicing, lien waivers and payment.
■ Review the internal billing cycle established by the accounting
2
department.
■ If necessary, adjust the internal billing cycle to conform to the
3
customer/general contractor’s invoicing cycle.
■ Discuss the process for following up with the customer/general
4
contractor on late unpaid invoices.
45. Review project and field reporting and tracking procedures.

■ 1 Discuss the process for reporting labor hours and submitting

timecards to the accounting office.
■ 2 Discuss the process for reporting progress and percent complete.
■ Discuss the process for tracking material and equipment costs and
3
purchase orders.
■ Review and discuss the tracking tools that will be used to monitor
4
progress.
■ 5 Review the monthly update process.
46. Review electrical and customer schedules.
■ 1 Review the electrical bar chart schedule.
■ 2 Review the customer/general contractor’s schedule and/or timeline.
■ 3 Discuss the process for updating the schedule.

96
Section 3: Planning Assessment and Best Practices

5. The Planning Assessment Process

5.1 Introduction to the Planning small projects, complex projects versus simple proj-
Assessment Process ects, and so on.
Chapter 4 of this manual discusses, in detail, 5.3 Important and Influential
the model electrical pre-construction planning Planning Activities
process. This research discovered that projects that
It is essential to note that each of the 46 pre-
implemented a planning process similar to the
construction planning activities in the Model
model process tended to perform more successfully.
Electrical Pre-Construction Planning Process is an
Furthermore, there appeared to be 16 activities that
important part of the planning process. It is also
had an especially strong influence on perform-
worth noting that not every activity will require a
ance—and many of these activities were often over-
great deal of time to complete. Indeed, many of the
looked during the planning process.
activities can be completed in a matter of a few
5.2 Purpose of the Planning minutes, particularly on smaller projects. The proj-
Assessment Process ect manager will need to exercise skill and judg-
ment when determining how much time to devote
Chapter 4 presents a series of instructions and
to each activity.
easy-to-use checklists to guide electrical contractors
through the pre-construction planning process. The Many of the activities are clearly critical to an
purpose of this chapter is to present a scorecard effective planning process. Such obvious activities
that can be used to evaluate the effectiveness of the as reviewing the plans and specifications, adminis-
planning that was completed on a project that is tratively setting up the project, and issuing purchase
about to be executed. orders can directly impact the smooth execution of
a project. Overall, 16 “influential activities” were
The chapter will begin by identifying the 16
identified through careful research, and these activi-
activities that had an especially strong influence on
ties are identified in the next section. It is critical
performance in order to explain why these activities
that the project manager understand the following:
are weighted more heavily on the planning score-
card. Then, the planning effectiveness scorecard will All of the 46 pre-construction planning
be introduced, which includes all of the activities activities are important to project success.
from the model planning process, and instructions
will be provided on how to score the effectiveness However, 16 of those activities have a particu-
of planning on a new project. Finally, a section on larly strong influence on the outcome of a project.
“score analysis” will present some rules-of-thumb
5.3.1 The 16 Influential Planning Activities
and benchmark score values for projects that have
Sixteen of the pre-construction planning activi-
various characteristics, such as large projects versus
ties were identified as having an especially strong

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

correlation to a successful project outcome. These ■ Schedule Development

activities include the following: Activity 36: Coordinate electrical schedule with
■ Team Selection and Turnover the customer's schedule.
Activity 2: Hold turnover meeting between ■ Construction Execution Kickoff Meeting
estimator and project manager (when Activity 43: Review submittal processing pro-
applicable). cedure.
Activity 3: Hold separate turnover meeting Activity 44: Review billing and invoicing pro-
between project manager and field supervi- cedures.
sor.
When performing pre-construction planning,
■ Scope and Contract Review extra care should be taken to include these activi-
Activity 7: Field supervisor reviews plans, ties in the planning process. Although it is recom-
specifications and schedule. mended that all of the 46 activities be completed,
Activity 10: Compare estimated (bid) work under extraordinary circumstances, when the plan-
activities and materials to planned per- ning process must be abbreviated, these 16 activi-
formance. ties should be among those that get completed.
Activity 11: Identify value engineering and pre-
5.4 Planning Assessment Process
fabrication opportunities and how to sim-
The planning assessment process provides a sim-
plify the work.
ple method for evaluating whether each of the 46
■ Administrative Setup
pre-construction planning activities has been com-
Activity 16: Initiate a request for information pleted and whether an activity was completed before
(RFI) tracking and processing system. or after a project was executed. Under ideal circum-
Activity 17: Initiate a submittal tracking and stances, all of the planning activities will be complet-
processing system. ed prior to executing the work. However, ideal cir-
■ Buyout Process cumstances are rare in the construction industry, and
often, some of the planning activities must be com-
Activity 23: Request submittals, cut sheets and
pleted after the project has been executed.
shop drawings.
The purpose of this section is to introduce the
■ Material Handling Plan
planning effectiveness scorecard and to provide
Activity 25: Develop material delivery and han-
instructions on how to use the scorecard to evaluate
dling plan.
the planning that has occurred on a new project.
Activity 26: Develop material storage and stag-
ing plan. 5.4.1 The Planning Effectiveness Scorecard
■ Layout and Sequencing Plan The planning effectiveness scorecard was devel-
oped as a tool to evaluate how closely a project’s
Activity 30: Develop installation sequence and
actual planning process matches the Model
layout drawings.
Electrical Pre-Construction Planning Process. The
Activity 31: Develop field instructions, includ-
scorecard, which is presented as Table 5.1 (pages
ing panel, pull or conduit schedules.
100-101), lists each of the 46 model pre-construc-
Activity 32: Develop prefabrication drawings tion planning activities (Column C). Space is pro-
for field use (when applicable). vided in Column D for contractors to identify

98
 THE PLANNING ASSESSMENT PROCESS

whether or not the activity was performed and to

assign a “performance score.” The trend seems to indicate that larger proj-
ects will require a higher planning effective-
The performance score is assigned based on
ness score to have a greater chance for suc-
whether an activity was performed or not per-
cessful performance.
formed and whether it was completed before or
after execution using the following scale:
5.4.2.2 Initial Uncertainty of the Project
PERFORMANCE SCORE (Column D)
Initial uncertainty of the project is generally
2 = Activity was completed before executing determined by three values: perceived level of
the work uncertainty (high, medium or low), percentage of
1 = Activity was completed after executing the total design completed at bid and perceived
the work level of complexity (high, medium or low).
0 = Activity was not completed
The trend indicates that projects with high
Using this scale, a higher summed performance levels of initial uncertainty will require a
score indicates that more of the pre-construction higher planning effectiveness score to have a
planning activities were completed before executing greater chance for successful performance.
the work, which correlates strongly to better project
performance.
5.4.2.3 Bid Accuracy
Column E represents the weight assigned to
each activity. As mentioned in the previous section, Bid Accuracy is generally determined by two
16 of the activities have a stronger influence on concepts: a perceived accurate cost estimate and
performance, and as a result, these activities are perceived accurate estimated work hours.
assigned larger weights. To calculate a final score
(Column F) for each activity, Column D The trend indicates that projects with an
(Performance Score) is multiplied by Column E inaccurate bid will require a higher planning
(Weight). The planning effectiveness score is the effectiveness score to have a greater chance
sum of all of the total scores. for successful performance.

5.4.2 Score Analysis

5.4.2.4 Type of Construction
Projects that were investigated as part of the
research had various character-istics. In particular, Type of Construction is generally determined
four characteristics were analyzed, including proj- by classifying projects as: commercial, industrial,
ect size, initial uncertainty, bid accuracy and type institutional and other.
of construction.
The trend indicates that industrial and insti-
5.4.2.1 Project Size tutional projects require a higher planning
Project Size is generally determined by three effectiveness score to have a greater chance
values: contract cost at award, original estimated for successful performance.
total work hours and estimated peak number of
electricians. Furthermore, estimated project dura-
tion is also strongly related to a project’s size.

99
100
PLANNING EFFECTIVENESS SCORECARD
(A) (B) (D)
(C) (E) (D)X(E)=(F)
ACTIVITY ACT. PERFORMANCE
CATEGORY NO. ACTIVITY SCORE* WEIGHT FINAL SCORE

1 Finalize selection of project manager, field supervisor and other key team members. 1.00
Team Selection 2 Hold turnover meeting between estimator and project manager (when applicable). 2.00
and Turnover 3 Hold separate turnover meeting between project manager and field supervisor. 4.00
4 Hold pre-job (planning) kickoff meeting with internal team members to assign responsibilities. 1.00
5 Review contract for unfavorable or high risk clauses. 1.00
6 Project manager reviews plans, specifications and schedule. 1.00
7 Field supervisor reviews plans, specifications and schedule. 3.50
Scope and 8 Create a list of issues that need to be resolved, and begin the request for information (RFI) process. 1.00
Contract Review 9 Conduct site visit. 1.00
Table 5.1: Planning Effectiveness Scorecard

10 Compare estimated (bid) work activities and materials to planned performance. 3.00
11 Identify value engineering and prefabrication opportunities and how to simplify the work. 2.00
12 Prepare construction takeoff. 1.00
13 Set up project files, and create contact list. 1.00
14 Set up computerized tracking and control system (forms, database, schedule, tracking). 1.00
Administrative 15 Initiate a change management system. 1.00
Setup 16 Initiate a request for information (RFI) tracking and processing system. 2.00
17 Initiate a submittal tracking and processing system. 3.50
18 Develop a "Labor Requirements/Expectations" letter (for background check, etc.). 1.00
19 Review subcontractor/supplier/vendor pricing and qualifications. 1.00
20 Negotiate pricing and contract conditions, and select subcontractors/suppliers/vendors. 1.00
21 Develop and issue purchase orders and contracts for materials and equipment. 1.00
Buyout Process
22 Order long-lead-time materials and equipment. 1.00
23 Request submittals, cut sheets and shop drawings. 2.00
24 Develop and process log and book of submittals, cut sheets and shop drawings. 1.00
Material Handling 25 Develop material delivery and handling plan. 2.50
Plan 26 Develop material storage and staging plan. 2.00
ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

* 2 = Activity completed before executing the work

1 = Activity completed after executing the work
0 = Activity not completed
 PLANNING EFFECTIVENESS SCORECARD
(A) (B) (D)
(C) (E) (D)X(E)=(F)
ACTIVITY ACT. PERFORMANCE
CATEGORY NO. ACTIVITY SCORE* WEIGHT FINAL SCORE

27 Develop, review or expand cost code scheme. 1.00

Budget
28 Develop budget by breaking down labor, material, overhead and profit costs. 1.00
Preparation
29 Develop schedule of values. 1.00
30 Develop installation sequence and layout drawings. 2.50
Layout and
31 Develop field instructions, including panel, pull or conduit schedules. 3.00
Sequencing Plan
32 Develop prefabrication drawings for field use (when applicable). 2.50
33 Review customer's schedule and timeline. 1.00
Schedule 34 Identify work that impacts electrical activities. 1.00
Development 35 Review the work sequence and long-lead-time material/equipment delivery dates. 1.00
36 Coordinate electrical schedule with the customer's schedule. 2.00
37 Create a bar chart schedule. 1.00
38 Customize the computerized tracking and control system (database/schedule/etc) for the
Tracking current project. 1.00
and Control
Table 5.1: Planning Effectiveness Scorecard (continued)

39 Develop labor and materials tracking report. 1.00

40 Review meeting schedule. 1.00
41 Review request for information (RFI) process. 1.00
Construction 42 Review change order process and field change management process. 1.00
Execution Kickoff 43 Review submittal processing procedure. 3.50
Meeting 44 Review billing and invoicing procedures. 3.00
THE PLANNING ASSESSMENT PROCESS

45 Review project and field reporting and tracking procedures. 1.00

46 Review electrical and customer schedules. 1.00

PLANNING EFFECTIVENESS SCORE (sum of Column F)

* 2 = Activity completed before executing the work

1 = Activity completed after executing the work
0 = Activity not completed

101
102
6. Pre-Construction Planning Best
Practices

6.1 Introduction to Pre- 6.3 The 25 Pre-Construction

Construction Planning Best Practices Planning Best Practices
A significant element of the research project Identified in the next few pages are 25 best
was the investigation of the planning practices used practices arranged according to the categories of
on several successful electrical projects. Ultimately, the Model Pre-Construction Planning Process.
the planning activities that were performed on While the previous sections of this implementation
these successful projects were used to assemble a list guideline presented the activities that should be
of the best planning practices in the electrical con- performed as part of a comprehensive pre-con-
struction industry. This section begins by defining struction planning process, this section provides
best practices and then identifies the 25 pre-con- suggestions for further improvement to the plan-
struction planning best practices that can lead to ning activities by implementing specific best prac-
better project performance. tices that have been tested by successful contractors.

6.2 What are Best Practices? 6.3.1 Team Selection and Turnover Best
A best practice is a process or method that can
Practices
lead to enhanced project performance when prop- Best Practice 1: Select an effective project manager
erly implemented.3 A best practice can also be and field supervisor
identified as a practice that is better than one that is Benefits:
currently in use in a company.4 A major benefit of ■ Contractors reported that the two people
best practices is that they have already been imple- they selected to run the job—the project man-
mented, tested and successfully adopted by other ager and field supervisor—made the biggest
companies, which minimizes the uncertainty difference in the outcome of the project; there-
involved with executing a change in company pro- fore, careful team selection can increase your
cedures. A best practice essentially results in the chances of having a good job.
sharing of a successful process rather than “rein-
■ By matching up the skills of a project man-
venting the wheel.”
ager and field supervisor with the characteris-
tics of the project, you can improve the pro-
ject’s overall performance.
3
Construction Industry Institute (CII) (2002). CII best prac- ■ Early selection of your project team gives
tices guide: Improving project performance (Implementation you time to make re-assignments in order to
Resource 166-3). Austin, TX: Author.
assemble the best team for the project.
4
Camp, R.C. (1989). Benchmarking: The search for industry
best practices that lead to superior performance. Milwaukee, WI:
ASQC Quality Press.

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

Best Practice 2: Hold an extensive turnover meet- ■ In hind sight, many contractors were able
ing between the project manager and field to identify value engineering or prefabrication
supervisor opportunities that could have improved the
Benefits: performance of their bad jobs if they had
planned for it ahead of time.
■ Contractors reported that failure to hold a
turnover meeting between the project manager ■ In addition to prefabrication, work that
and field supervisor—or a turnover that was could be done similar to an assembly line (one
too short—caused the project to get off to a crew does the same task repeatedly, moving
poor start; in contrast, an extensive turnover from area to area, with another crew following
process often resulted in a project that was behind them) also experienced significant
well-organized and properly managed. increases in productivity.
■ For best results, assign the field supervisor to Best Practice 5: Conduct post-award field visit(s)
the project full-time at the initiation of the to verify design and existing conditions.
turnover meeting to ensure the field supervisor’s Benefits:
time and attention are devoted to the project. ■ The team can identify discrepancies
Best Practice 3: Define the roles and responsibili- between design drawings and existing condi-
ties of the internal team members tions.
Benefits: ■ The team can identify site issues, including
■ A matrix or written charter that defines the access, storage, utilities, etc.
team members’ roles can help eliminate dupli- ■ For renovation work, the team can identify
cation of effort and avoid confusion about potential pitfalls and opportunities associated
responsibilities; this is especially important on with existing systems and conditions.
projects that have multiple project managers, ■ A site visit, especially to an existing facility,
field supervisors or foremen. provides an early opportunity to begin
■ On projects with multiple project man- sequencing the work.
agers, clearly define the scope that each man- ■ Site visits that were performed both before
ager is responsible for; and if the project has bid submission and after notification of award
multiple field supervisors, define the bounds proved beneficial to the outcome of the project.
of the work each must manage. Best Practice 6: Hold a pre-construction meeting
■ Written roles and responsibilities provide a to clarify customer expectations.
reference that can be used to clarify each per- Benefits:
son’s breadth of responsibility.
■ Good communication among team mem-
6.3.2 Scope and Contract Review Best bers was reported as one of the primary rea-
Practices sons a job was viewed as a good job; therefore,
Best Practice 4: Evaluate value engineering, pre- a project can get off to a positive start by
fabrication or repetitive work opportunities. meeting with the customer to establish open
lines of communication about each party’s
Benefits:
expectations.
■ Contractors reported that even small
■ Understanding the customer’s expectations
amounts of prefabrication increased produc-
can reduce frustration and eliminate misun-
tivity and saved time and money.

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derstandings throughout the construction 6.3.3 Administrative Setup Best Practices

process. Best Practice 9: Develop a standardized efficient
■ A pre-construction kickoff meeting can change management process.
provide the customer with an opportunity to Benefits:
explain their preferred procedures, which
■ The key to a successful change manage-
might not have been explicit in the contract
ment process is to have a standard written pro-
documents.
cedure that is implemented consistently by
Best Practice 7: Locate all underground utilities
project management and field staff.
prior to execution.
■ It is also recommended that your change
Benefits: management process be explained to the cus-
■ Establishing the location of underground tomer in the pre-construction meeting in
utilities during your site visit can help you order to avoid tension among team members
determine whether any conflicts exist. when a change situation arises.
■ Furthermore, if a substantial amount of ■ An “open-books” method of sharing
site work is included in the scope, you will change order pricing tends to increase the trust
benefit from coordinating the new and existing of the customer and may speed up processing
utility locations among all of the trades (sewer, time.
water, electrical, etc.). Best Practice 10: Develop a standardized efficient
■ Laying out the utility locations prior to request for information (RFI) process.
executing the work can improve productivity Benefits:
by resolving any conflicts or discrepancies.
■ The key to a successful request for infor-
Best Practice 8: Prepare a construction takeoff
mation (RFI) process is to have a standard
and estimate.
procedure that is implemented consistently by
Benefits: project management and field staff.
■ A construction takeoff can be used to veri- ■ It is also recommended that you discuss
fy that the original cost estimate and takeoff the RFI process with the customer to become
are correct and that the quantities of materials familiar with their process and ensure they
and labor are accurate. understand the importance of receiving timely
■ If the estimator is not the project manager, answers.
a construction takeoff will help the project Best Practice 11: Assign an administrative assis-
manager become familiar with the details of tant to the project.
the project. Benefits:
■ Likewise, the field supervisor is also
■ An administrative assistant can handle
encouraged to re-takeoff the job in order to
administrative tasks, thus permitting the proj-
understand the scope of work, the quantity of
ect manager and field supervisor to focus their
materials that will be needed and the number
attention on handling decision-making and
of crew members required.
management of the work.
■ A construction takeoff can also help the
■ An administrative assistant can indirectly
project manager and field supervisor identify
improve overall productivity by handling
value engineering opportunities.
administrative tasks that might otherwise bog

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

down the management team; hence, the man- review the plans and specifications to ensure
agement team can provide better support to the that the materials that are ordered can be effi-
crews, resulting in better project productivity. ciently installed.
Best Practice 12: Develop a list of labor rules and ■ For example, order cable tray or conduit in
requirements to attract quality workers. lengths that minimize cutting; or, when work-
Benefits: ing in a confined space, order materials for
efficient handling.
■ Several contractors reported a letter that
was endorsed by the union, which outlined the Best Practice 15: Arrange for a supply trailer on
requirements and expectations of the work- site to be stocked by the supplier.
force, resulting in hiring higher quality workers. Benefits:
■ The letter outlined procedures for handling ■ Contractors who used a “consignment”
special drug testing, absences, tardiness, safety trailer that is stocked with daily-use materials
violations and dismissals. by the supplier each week reported fewer
■ The letter was often used to hire workers problems with material shortages.
from the union hall and ensured the workers ■ An increase in productivity can be
understood the expectations; those workers achieved by using a “consignment” trailer
who were not willing to abide by the “rules” because the workers will not run out of mate-
were discouraged from working on the project. rials as frequently, will not have to stop work-
ing to run to the hardware store and can work
6.3.4 Buyout Process Best Practices
more consistently without material supply
Best Practice 13: Order materials before execution problems.
rather than daily.
■ Entrusting a supplier to provide weekly
Benefits: materials on “consignment” can also result in
■ Contractors reported that bulk buying building stronger relationships with suppliers.
could produce substantial savings.
6.3.5 Material Handling Plan Best Practices
■ Furthermore, purchasing major materials
Best Practice 16: Develop a material storage and
ahead of time ensured that all materials were
staging plan.
delivered on time to support progress on the job.
Benefits:
■ The early ordering of long-lead-time mate-
rials and equipment was especially important ■ A material storage plan—which identifies
to maintaining the schedule. whether materials and equipment are stored
■ Weekly or bimonthly ordering of standard on-site or at an off-site location—can mini-
materials also produced savings, whereas daily mize congestion of the site and can reduce the
ordering often resulted in cost overruns because number of times materials need to be relocat-
no bulk savings or discounts were recognized. ed or handled.

Best Practice 14: Order materials for efficient ■ Projects located a long distance from the
installation. home office or located in rural areas or on
interstate highways will need a storage “yard”
Benefits:
that is located close to their work site; hence,
■ It is strongly recommended that the pur- locating and renting a suitable storage area can
chaser (project manager, most likely) carefully result in substantial time and cost savings.

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 PRE-CONSTRUCTION PLANNING BEST PRACTICES

Best Practice 17: Develop a material ordering and Best Practice 19: Develop CAD layout/installation
delivery plan. drawings before execution.
Benefits: Benefits:
■ The first step to an efficient, cost-saving ■ Although layout and sequencing, in any
material purchasing process is to decide form, was important to the outcome of a proj-
whether to order in bulk up front or order ect, contractors that prepared CAD installa-
materials weekly as the need arises. tion/as-built plans strongly believed the prepa-
■ Material ordering will likely be driven by ration and use of CAD drawings was the key to
the nature of the project; projects with repeti- their success.
tive work might benefit from bulk ordering and ■ The CAD drawing process is also instru-
storage, whereas projects with a lot of small mental in documenting existing conditions
materials might require weekly ordering in and defining materials and methods that will
order to avoid misplacing the small materials. be used to complete the work. Contractors that
■ By developing a strategy for ordering and provided crews with daily installation drawings
receiving materials, the project manager can were able to remove a significant part of the
ensure that the materials are delivered on time uncertainty from the installation process,
to maintain the schedule. increasing productivity.
■ Projects that are located in downtown met- 6.3.7 Schedule Development Best Practices
ropolitan cities will require a plan for deliver-
Best Practice 20: Extensively plan the sequence of
ing and receiving materials daily, since these
work.
sites rarely have the space to accommodate
Benefits:
material storage.
■ Sequencing is essential for determining
6.3.6 Layout and Sequencing Best Practices weekly manpower loading. It can also be used
Best Practice 18: Develop layout/installation to identify concurrent work, which might
drawings before execution. result in time and cost savings.
Benefits: ■ Work should be sequenced by area and/or
■ Several project managers and field supervi- by floor for large projects. Furthermore, inno-
sors identified layout as perhaps one of the vative manpower loading can be used to aug-
most important activities they performed to ment the sequencing plan, such as using an
ensure the success of their projects. Types of “assembly line” concept, where the same crew
layout ranged from marking up the plans to moves from area to area to perform the same
show the sequence of work to developing com- tasks, or using multiple crews that engage in a
plete CAD installation/design drawings. As productivity competition.
part of the layout process, many project man- Best Practice 21: Prepare a separate bar chart
agers reported developing a pull schedule or schedule.
conduit schedule. Clearly, a formal layout plan Benefits:
was important to success.
■ In general, most contractors added line
items to the general contractor/construction
manager schedule. However, those contractors
that developed their own bar chart schedule

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 ELECTRICAL PRE-CONSTRUCTION PLANNING IMPLEMENTATION MANUAL

were better able to maintain progress, and overruns early in the project so that correc-
when progress was impacted, they had docu- tions or adjustments can be made to avoid los-
mentation of the impact of delays and changes ing money.
on their progress. Best Practice 24: Monitor/track labor productivi-
■ A separate bar chart schedule will help a ty and plan for productivity improvement.
contractor track the progress of the work. Benefits:
Furthermore, it can be used to document
■ High labor productivity is a primary factor
delays, disruptions and changes to the work.
that contributes to a successful project.
Best Practice 22: Prepare a resource-loaded Consequently, a significant benefit can be
schedule gained from planning the expected productivi-
Benefits: ty and then comparing the actual to the
■ For a small amount of additional effort, a planned.
computerized bar chart schedule can be ■ Although detailed productivity tracking,
enhanced by associating specific materi- such as units per hour, might be impractical
al/equipment and labor hours to each line on a project, contractors can benefit from
item. This helps project managers clearly see planning the expected daily or weekly progress
how each line item relates to the total cost of and then tracking actual daily or weekly
the project and to identify potential opportu- progress against the planned progress.
nities for “beating the budget.” Adjustments can then be made to improve
■ The most effective resource-loaded sched- productivity if expectations fall short of esti-
ules included both labor hours and materi- mates.
al/equipment/other costs. Updates to the Best Practice 25: Use a resource-loaded bar chart
schedule provided project managers with schedule to track progress
immediate feedback about poor productivity, Benefits:
upcoming equipment needs, labor forecasts
■ Several contractors went beyond develop-
and many other problems and opportunities
ing a bar chart schedule and developed a
on the project.
resource-loaded bar chart schedule, which was
6.3.8 Tracking and Control Best Practices used to plan and track manpower, materials
Best Practice 23: Develop a labor, material and and costs.
work hour tracking program. ■ The resource-loaded schedule provides the
added benefit of helping contractors forecast
Benefits:
manpower and track progress.
■ A computerized tracking program provides
a fast way to monitor progress after weekly
work hours and purchase orders have been
entered into the system.
■ The tracking program can also be used to
compare estimated to actual manpower load-
ing, crew ratios, and material costs using the
earned value method (or similar method).
■ A tracking system can be used to identify

108
7. Reasons for Successful or
Less-than-Successful Performance

7.1 Introduction to the Performance ■ The workforce developed/achieved an effi-

Reasons cient installation process.
It has been clearly demonstrated that good pre- ■ The field supervisor did a good job manag-
construction planning can improve a contractor’s ing the labor on the jobsite.
chances of project success and poor planning may ■ The project manager was effective and efficient.
have a negative impact on performance. However,
7.1.2 The Most Common Reasons Projects
most contractors believe there are several other fac-
Performed Less-than-Successfully
tors that contribute to good or poor performance.
The purpose of this section is to identify the most The top reasons contractors believed projects
common factors that contractors believe contribute performed less-than-successfully are as follows:
to the performance on their projects. ■ The workforce achieved poor labor produc-
tivity due to delays, disruptions, lack of information
7.1.1 The Most Common Reasons Projects and other reasons.
Performed Successfully
■ The project manager and field supervisor did
Nearly 50 project managers were interviewed
an inadequate job scheduling and sequencing work.
about the performance of their electrical projects.
■ The project manager did an inadequate job
These project managers were encouraged to identify all
managing the project.
of the factors they believed contributed to the per-
formance of their projects. The top reasons contractors ■ The design documents were poor or incom-
believed projects performed successfully are as follows: plete.
■ The project manager and field supervisor did ■ The material procurement process was inef-
a good job scheduling and sequencing the work. ficient.
■ The workforce achieved good labor produc- ■ The estimator made a bid mistake or the cost
tivity. estimate overall was inaccurate and insufficient.
■ The project achieved its targeted budget. ■ The project exceeded its targeted budget.
■ The project manager and field supervisor ■ The project experienced poor communica-
did a good job planning the project. tion among its internal and external team members.
■ The project manager implemented an effi- ■ The field supervisor did an inadequate job
cient material procurement process. managing the labor.
■ The project manager implemented good ■ The project manager was ineffective and
project management practices. inefficient.
■ There was good communication among all ■ The project manager and field supervisor
project team members. did an inadequate job planning the project.

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 ELECTRI International
3 Bethesda Metro Center
Suite 1100
Bethesda, Maryland 20814-5372
Tel: 301-215-4538
Fax: 301-215-4536
Web: www.electri.org

© 2008 ELECTRI International—

The Foundation for Electrical Construc-
tion, Inc.
All rights reserved.
Index No. F2806