12Q Mos

o 12K (plumber), 12R (interior electrician), 12W (Carpentry/masonry)

o 12G (Quarrying specialist- reserves), 12N (horizontal construction), 12V (concrete/asphalt equipment operator), 12T (technical engineer/surveyor)

o 12P (prime power production specialist), 12Q (power line distribution specialist- reserves)

o 12N

o 12T (technical engineer/surveyor)

o 12B (combat engineer), 12C (bridge crewmember)

Construction Engineering Supervisor; from vertical MOS (12R, 12W, 12K); SSG and above (30 level/squad leader)

General Engineering Supervisor; 50 level (MSG/1SG); from horizontal, vertical, survey or power MOS (12N, 12R, 12W, 12K, 12T, 12P, 12Q)

Warrant Officer; Construction Engineering Technician

Combat Engineering Senior Sergeant; from 12B or 12C MOS, 50 level (MSG/1SG)

Ex. Build a CMU (cinder block) wall; Carpentry/Masonry Specialist

Supervise a horizontal platoon building a road

Supervise a vertical platoon constructing a SEA-hut (southeast Asia hut)

Supervise a team installing toilets; note: Become a 12H at squad leader level (30 level)

Engineer Support Company; Best suited for rapid runway repair; All equipment air mobile; 3 PLT (2 rapidly deployable earthmoving PLT light (RDE-L) and 1 RDE medium)

Rapid Runway Repair; initial basecamp construction; non-explosive obstacle breaching'; non-explosive area clearing; construct tactical UAV airfields, HLZs, and Assault Landing Zones

Engineer construction company; has 2 horizontal platoons; capable of horizontal and vertical (emphasis horizontal)

Smallest unit that has plumbers, carpenters and electricians; Electricians in 3rd squad (power squad); tasks - basic steel, carpentry, CMU, plumbing/electrical

Has most of Army's 12P and 12Q; Prime Power Battalion; All active duty except D Co (12Q - reservists)

All aspects of electrical power and distribution systems Install provisional distribution systems Provide direct technical expertise for repair and sustainment of electrical systems limited design and analysis capability Provide advice and technical assistance on all aspects of electrical power Provide limited, interim contingency power generation to critical facilities Limited repair and maintenance of industrial electric systems and control; Placing of overhead or ground-laid power lines.

o Armor, Stryker, or Infantry Brigade Engineer Battalions o All variants have some construction assets o BEB's only house 25% of the engineer support a brigade actually needs when it deploys

Echelon Above Brigade; Augments maneuver forces with their companies; Battalion level has construction and management section (CMS) and survey and design section (S & D);

Engineer Vertical Construction Company; Capable of horizontal and vertical (emphasis vertical)

Field Maintenance Team; 91L - repair construction equipment All construction companies have them Assets: Forward Repair System (FRS) and M984A4 Recovery Truck (Wrecker)

Engage early and often

o Identify all stakeholders o Document stakeholder needs o Assess & analyze stakeholder's interests/ influence o Manage stakeholder's expectations o Take actions o Review status & repeat

• Does the stakeholder have a fundamental impact on your organization's performance? (Required response: yes.) • Can you clearly identify what you want from the stakeholder? (Required response: yes.) • Is the relationship dynamic — that is, do you want it to grow? (Required response: yes.) • Can you exist without or easily replace the stakeholder? (Required response: no.) • Has the stakeholder already been identified through another relationship? (Required response: no.)

Manage: expectations, communications, stakeholders

Initiating, Planning, Executing, Monitor/control, Closing

• Develop approaches to involve stakeholders based on needs/expectations • How do you reduce negative impacts and manage negative stakeholders? • Stakeholder Matrix: Determine influence and interest of each stakeholder • Plan communications management (transparency and stakeholder buy-in) - build communications plan

N(N-1)/2 = number of channels on project; Doesn't change anything with your project; a way to conceptualize your communication plan and the overall scope ex. 4(4-1)/2 = 6

Keep satisfied

• Interactive - 2 (or more) way direct communication; All parties sending/receiving info • Push - to give out information (email, memo); You or someone in team pushing info out • Pull - gather information; Ex sharedrive, intranet

Informal written/verbal, Formal written/verbal

Internal - within organization External Formal Informal Hierarchical focus (How you talk to BC vs peers) Official Unofficial Written and oral

Written, Spoken, Formal/Informal, Gestures, Media, Choice of words

Take action and Manage Communications • Communicate/work with stakeholders to meet needs • Address issues • Keep stakeholders engaged/involved

Monitor communications, review status, and repeat throughout duration of project

o Has a defined result/product o Start and end state (temporary) o Resources of money/time o Quality assurance/control, oversight

Running a range Constructing an obstacle course Organizing the Battalion Ball Conducting pre-deployment train-up

Time, Money (resources/budget), scope (features/functionality)

How Time, Money, and Scope affect quality; Changes in one or more impact the others and/or overall project quality; Ex. If time decreases you might need to increase cost or reduce the scope

• Initial project planning • Prelim Construction planning • Detailed project planning • Final planning/project turnover • Project execution/monitoring • Final project transfer/close out (Per TM but seldom used in reality)

• Mentor those beneath them (1SG) • Provide input to BC on strategic goal alignment

• Final authority for risk management (high risk) • Senior Project Manger • Final authorization and guidance prior to execution; authorize extension/increased workhours • Responsible for quality/safety

• Guides company Os • Receives weekly updates from constructing units

• Manages and prioritizes projects • Provides guidance to CMS • Directs equipment/personnel between companies as requested

• Conducts initial planning • Determine feasibility/scope of projects; present to BN CDR • Issues troop construction directives to subordinates • Review GANTT charts, quality control plan, BOM, directives, etc o Final approval of all plans/drawings o Reviews PL's material prior to PCB to the BN CDR • Set up Pre-design conferences (reviews for at least every 1/3 of progress) • Ensure adherence to deadlines and goals • Acquires paperwork needed to complete projects (ex. dig permits) • Quality assurance (inspects projects) • Receives daily/weekly reports

Construction Management Section; Key Roles: Conducts initial planning; Determine feasibility/scope of projects; present to BN CDR; Issues troop construction directives to subordinates

Survey and Design Section • Initial plans (Make the troop constructive directives, Initial Bill of materials) • As built drawings • Quality assurance throughout project (Materials testing) • Initial, interim and final surveys

• Order supplies • Manage Battalion Class 4 yard • Special requests • Track all project BOM status, provide updates on delivery schedule changes, ensure within budget

• Develop PLs • Push out BN CDR's intent • Approve low risk safety plans • Ensure compliance with SOP • Ensure safety is a top priority • First line of quality assurance

• Maintain records, assist PL's, conduct site recons • Review/submit RFIs and FARs

• Mentor PSGs (project supervisors) and squad leaders (crew leaders) • Provide input to company commander

• Project manager for your project • Bring issues up to XO • Takes photographs of project's progress • Safety plan, bill of materials, quality control plan, level III Gantt Chart, brief BC in PCB

Pre-Construction Brief; Final brief delivered to the battalion commander by PL prior to execution of the construction mission.

PSG o Enforce safety, hold soldiers to schedule, quality assurance o Manage Level III Gantt chart

Squad Leader • On site, make sure things getting done, primary inspector • Assist PL in plan (BOM, quality control checks, timeline)

• Not operating equipment, doing construction • Sole job is safety • Conduct daily safety briefs; maintain sign in sheet • Designate them with different color hard hat or PT belt

• Full or part-time • Manage class 4 yard • Inspect incoming materials for damage and correct material

Company or platoon 120A, warrant officer • Expert at company level to advise you on project • Quality control officer (Assist in quality control plan - PL writes it; Daily inspections)

Planning tool for developing an estimate of material, manpower, equipment and time required to complete a specific activity within a logic network of construction tasks

Bill of Materials; Comprehensive list of materials, stock numbers, and prices required to complete the full scope of an assigned construction mission.

Formal notification to initiate planning and execution of a construction mission; Generated at battalion level or higher

A complete historical record of a project from inception to completion

Construction work schedule; Chart that depicts the activities generated for the CPM (critical path method) in calendar form; shows early start/late start times and float

Critical Path Method; determining the longest path through the network diagram, the earliest and latest an activity can start, and the earliest and latest activities can be completed

Project management tool that depicts project activities, their assigned resources, start and end dates, durations, and interdependencies

Serves as official closure and completion of the project, stating that the constructing unit has met the requirements and expectations of the customer.

AKA network diagram; representation of project activities in an array of parallelograms with lines draw to show their interdependencies without a time scale; used to analyze critical paths in a CPM

Pre-Construction Conference; provides a final review of the project management plan; all stakeholders present; conducted 21 days prior to project start

In-Progress Review; Meeting held at regular and appropriate intervals to ensure stakeholders are up to speed on a project