STANDARD WORK PROCESS PROCEDURE

PERFORMANCE & LEADERSHIP EFFECTIVENESS

No. 4MP-T81-01205 REV. 1

EFFECTIVE: 1 JANUARY 2020 PAGE 1 OF 17

Corporate P&LE Manager Manager of Corporate P&LE Manager, Corporate Manager, Corporate
Construction Operations Construction

J.E. Bradford S. A. Toon N.J. Nunez D.C. Omichinski

PURPOSE
This procedure describes the work process for implementing Performance & Leadership Effectiveness
(P&LE) processes at construction sites using activity sampling and leadership development.

SCOPE

Applicability
This procedure is applicable to all projects under the administrative control of Bechtel Global
Corporation.

Subcontractor Requirements
Subcontractor flow down requirements are found in Integrated Work Process Procedure (IWPP) 001,
Supply Chain.

Deviations
Deviation from this procedure shall be documented and approved in accordance with Corporate
Construction Operating Instruction, 4MP-T11-M105, Work Process Procedures.

DEFINITIONS

Activity Sampling
A measurement technique in which many data points (observations), or samples, are collected during
random tours of a working environment. Each data point is categorized according to a pre-determined
set of activity definitions and recorded by the surveyor. The resulting percentages within an adequate
sample size reflect the amount of time the population is engaged in the activity. Also termed “Work
Sampling” and the technique may be applied to individuals, processes, or machines. It does not address
work output, unit rates or commodity installation rates.

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Construction Leaders Series

The Construction Leaders series aims to strengthen performance of construction leaders primarily
Superintendents and Field Engineers. Job site success depends on the close collaboration between
these two roles. The workshop offers a blend of formal and self-paced learning events for both roles to
learn and develop together. The entire series of events is spaced over 4-6 weeks to allow for frequent
reinforcement of content.

Field Performance Coaching

Field Performance Coaching provides two functions as a developmental tool. The first function is driven
by various leadership learning experiences and occurs at the participants work location following
completion of the course based on observations, questions, application of tools and feedback. The
second function is a structured leadership development coaching program designed to support Field
Leaders with less than acceptable work results, utilizing a more formal one-on-one process with six to
eight scheduled sessions in agreement with the individual’s supervisor.

High Performance Crews

The High-Performance Crews (HPC) program is aimed at fostering a field leader’s essential relationship
with their internal and external customers; which is achieved by introducing and applying vital leadership
and management behaviors. HPC promotes a questioning attitude that field leaders will need to
successfully navigate a complex working environment.

Field Leadership
For purposes of this procedure, leadership is defined as the Superintendents, General Foremen,
Foremen, and Field Engineering personnel assigned at a construction job site. Leadership includes those
individuals assigned responsibility for directing and supporting work execution activities on a day to day
basis.

Leadership Analysis
The Bechtel Field Leadership Assessment is modeled in a similar fashion to a 360 Feedback process and
is calibrated for Foremen, General Foremen, Superintendents, and Field Engineers. Each completed
Bechtel Field Leadership Assessment (BFLA) gathers input and responses from multiple raters and
considers five leadership qualities (Character, Communication, Competence, Connection, Covenants).
The goal is to identify specific Safety, Quality, Productivity, and Leadership (SQPL) skill gaps and then
offer strategic learning and development to fill the gaps.

Non-Productive Work Activities

Those activities which do not contribute to completing a task associated with a project deliverable. Within
the Bechtel set of definitions used within the activity analysis process, the three categories associated
with non-productive work activities are Waiting, Travel, and Personal.

Observation
1. Within the Activity Analysis process, the act of noting, categorizing, and recording the state of an
individual’s or machine’s activity in accordance with pre-defined set of activity sampling categories.
2. As part of the Leadership Analysis process, the act of identifying leadership skill gaps in accordance
with SQPL criteria.

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Productivity
Effective utilization of a project’s resources; measured via a comparison between the input (resources,
i.e., labor man-hours, material) and the output (units of product). This may be expressed as number of
units per work-hour or number of work-hours required per unit.

Productivity Barriers
Productivity barriers are those Site and Employee factors which impact effective project performance.
Site Factors are those conditions which contribute to a decline in execution performance, such as
material and tool availability, workface access, planning, information, supervision presence, etc.
Employee Factors are those conditions which also impact execution; however, these factors are generally
related to leadership & management capabilities, communication, messaging, talent movement, etc.
Additional areas which impact Performance & Leadership Effectiveness include employee experience
and leadership culture.

Productive Work Activities

Those activities which contribute to completing tasks associated with project deliverables. Within the
Bechtel framework or set of definitions used within the activity analysis process, the four categories
associated with productive work activities are Direct Work, Preparatory Work, Tools and Equipment, and
Material Handling.

Project Performance & Leadership Effectiveness Plan

The Project Performance & Leadership Effectiveness Plan is established with the project team and
evaluated throughout the project lifecycle to determine Direct Work measures, Field Leadership
strategies, etc. The PMT, working with the Performance & Leadership Effectiveness organization,
reviewing the project scope of work and schedule determines the need to include activity sampling and
productivity studies as part of the project life cycle in conjunction with the Field Leadership Development
process.

Supervisor Productivity Toolkit: Scheduling

A workshop targeted at enabling the learner to understand the calculations used to schedule Earned
Hours and Quantities while being mindful of a project’s manpower curve and milestone targets. The
participant will be able to schedule earnings to meet or beat daily/weekly objectives, produce workface
Gannt charts, understand scheduling and productivity as a Small Business Owner, and Mentor crew
members in productivity math.

Typical Observation(s)
A type of observation or data point collected during random data collection tours of the work area(s) at a
project. Typical observations are used to provide an overall project score.

Time Specific Observation(s)

Observations which are collected during focused time constrained tours of a specific group of workers or
a specific area. These observations are used to provide insight into the management of critical times of
the day such as shift start, lunch, and shift end.

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REFERENCES
Interfacing references are referred to directly in this procedure. Supporting references are not referred to
directly but provide supporting or related information to this procedure’s subject matter including elements
such as training, guidance, and other information not necessary, but relevant, to the successful execution
of this process.
Standard Work Process Procedures and Commentary are located eConstruction.

Interfacing References
Corporate Construction Operating Instruction, 4MP-T11-M105, Work Process Procedures
Integrated Work Process Procedure 001, Supply Chain

Supporting References
Construction Industry Institute (CII), Implementation Resource 252-2a, Guide to Activity Analysis

RESPONSIBILITIES

Corporate P&LE Manager (CPM)

The Corporate P&LE Manager is responsible to develop and maintain the implementation of leadership
development within the construction organization. The CPM also ensures the requirements of this
procedure are properly implemented.

Corporate Productivity Specialist (CPS)

The Corporate Productivity Specialist is responsible to develop and maintain the productivity engineering
program and supports implementation of leadership development within the construction organization.
The CPS also ensures the requirements of this procedure are properly implemented.

Corporate Leadership Specialist (CLS)

The Corporate Leadership Specialist is responsible to develop and maintain all applicable leadership and
management learning, coaching, and assessment programs. Supports the implementation of productivity
engineering within the construction organization. The CLS also ensures the requirements of this
procedure are properly implemented.

Site P&LE Lead (SPL)

The Site P&LE Lead is responsible for execution of the project Performance & Leadership Effectiveness
Plan at the jobsite, providing oversight of the project Field Leadership Development Team, including
staffing, development, and readiness, and implementing the Performance & Leadership Effectiveness
program in accordance with the requirements of this procedure.

Site P&LE Specialist (SPS)

The Site P&LE Specialist is responsible for facilitating site productivity engagement cycle and specific
training, as defined in the project Performance & Leadership Effectiveness Execution Plan in accordance
with the requirements of this procedure. The SPS also fulfills the role of the Performance & Leadership
Effectiveness Coordinator (SPC) as needed.

Corporate P&LE Specialist (CPS)

The Corporate P&LE Specialist is responsible for supporting P&LE project deployment and sustainability,
as defined in the project Performance & Leadership Effectiveness Execution Plan. Supports satellite

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delivery of leadership and management learning programs and productivity engagement cycle in
accordance with the requirements of this procedure. The CPS also fulfills the role of the Performance &
Leadership Effectiveness Coordinator (CPC) as needed.

Site P&LE Coordinator (SPC)

The Site P&LE Coordinator is responsible for reporting and tracking project Performance & Leadership
Effectiveness Execution Plan progress, including scheduling, attendance, and status, managing and
requesting program materials, and/or consumables from the Performance & Leadership Effectiveness
organization.

Corporate P&LE Coordinator (CPC)

The Corporate P&LE Coordinator is responsible for reporting and tracking multi-project Performance &
Leadership Effectiveness Execution Plan progress, support the scheduling and deployment of project
audits, automation and visualization inputs/outputs from the Site Performance & Leadership Effectiveness
teams. The CPC is also responsible for leadership and management program development and
maintenance.

Site Manager (SM)

The SM is responsible for ensuring that the requirements of this procedure are properly implemented.

Project Field Engineer (PFE)

The PFE is responsible for ensuring that the requirements of this procedure are properly implemented
and resolving systemic material and design issues which create barriers to Performance & Leadership
Effectiveness.

Project Field Superintendent (PFS)

The PFS is responsible for ensuring the requirements of this procedure are properly implemented and
taking corrective measures to resolve site and human factors which create barriers to Performance &
Leadership Effectiveness.

REQUIREMENTS
Attachment A shows the typical work process for Performance & Leadership Effectiveness
implementation.

Develop the Project P&LE Plan

a. The SM, when reviewing the project scope of work and schedule (and coordinating with the PFE, PFS,
and project team), shall determine the need to include activity sampling and/or field leadership
development as part of the project life cycle.
1. Coordination and development of dedicated P&LE site resources, with input from the Corporate P&LE
team, should be identified as early as possible during project estimate development phase or during
premobilization
2. Pre-mobilization activities to support project execution include but are not limited to site
layout/condition input, project management & Client team alignment support and development, and/or
program specific preparations by the SPL and supported by Corporate P&LE team.
b. The SM or designee will work with the Corporate P&LE Team to develop a project P&LE Plan. A sample
of a typical project P&LE Plan is included in Attachment B. Items to be considered in the P&LE Plan
include:

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1. Project Productivity Targets - Planned study and development targets (factors which influence
planned studies and development targets include: calendar durations or frequency, percent complete,
seasonal considerations, staffing levels, client requests, and/or project needs)
2. Craft Activity Analysis Execution
• Plan and schedule for a Baseline Analysis
• Frequency of Direct Work Analysis by area or shift
3. Field Leadership Development Execution
• Frequency and population for the High-Performance Crews training
• Frequency of Field Leadership Assessments by area
• Field Performance Coaching program proforma
4. Quarterly Focus Areas
• Quarterly Focus Areas detail those critical areas of the project that management deems
necessary for targeted barrier resolution. During quarterly review meetings with management,
Focus Area actions will be determined for the following quarter. Various tools such as Foreman
Delay Surveys, Voice of the Worker, focus groups, FLA, etc. will be utilized to identify barriers
and root cause.
5. Project Milestone Barrier Identification and Resolution Management
• The protocol used to capture actionable objectives and identify the recommended course(s) of
action, based on objective data received through analysis. These actions are considered
continuous improvement and will be categorized as Site or Employee factors. The actions to
resolve these barriers will be captured utilizing the Performance & Leadership Effectiveness
Action Items List.

Perform High Performance Crews (HPC) Training

Utilized as an onboarding or development program for Field Leaders and is delivered in a consecutive
learning method in multiple days. Additional program modules are available and will increase length.
Customization of HPC is to be completed during pre-mobilization phase of project.

Establishing the Productivity Engagement Cycle

6.3.1 Perform Activity Analysis Sampling

P&LE personnel participating in an activity sampling study shall be dedicated to performing the
sampling surveys and tours for the duration of the data collection process.

Additional guidance for the for the execution of an Activity Analysis study may be obtained by
consulting Construction Industry Institute (CII), Implementation Resource 252-2a, Guide to Activity
Analysis.

a. P&LE personnel determine sample size based on a confidence limit of two standard deviations.
b. The SM ensures personnel performing observations are appropriately indoctrinated in site safety
requirements and access requirements for the areas to be surveyed.
c. Typical observations are recorded on a form like the one shown on the Activity Sampling Observation
Worksheet (Attachment C).
• Observations are based on the definitions provided in Attachment D.
• Any additional activities completed or observed by the surveyors during the study period, such as
time motion studies, workforce surveys, interviews with personnel, site layout issues, or logistics
issues should be identified and included as part of the study analysis.

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6.3.2 Preparation of Dashboards

At the completion of the typical observation surveys, Site P&LE personnel will compile the data in a
format that can be used to illustrate the project productivity profile with the following considerations:
• The ratio between non-productive activity and productive activity (total productivity summary) of
the initial study on a project is generally used as the project baseline or benchmark.
• The ratio between the subcategories of non-productive activity and productive activity, i.e., direct
work, preparatory work, tool and equipment, material handling, waiting, travel and personal, are
included as part of the project productivity profile.
• If adequate data is available, additional ratios may be provided as part of the study, such as time-
specific observation surveys, breakdown by Area, Craft, Craft by Area, Contractor, Contractor by
Area, and comparison with historical statistics.
• A running comparison of results over time may also be provided when multiple studies have been
performed in within the same or similar areas.
• For reporting per the Project P&LE Plan, the data will be compiled into standardized report
dashboards. Report(s) should include recent data from analysis by area and should include
population numbers, current project conditions, etc. along with intervention recommendations,
actions status, and closeout status.

6.3.3 Site Level Action Item Development

The SPL and/or SPS are responsible for the distribution of the Site/Area specific Draft Productivity
Dashboards. Once these outputs are distributed, the SPL will schedule a meeting with the Site
and/or Area Construction Team stakeholders (as defined in the Project PL&E Plan) to discuss the
graphical outputs of the study and identify any sitewide trends that may be present. The purpose of
this meeting is to agree on any action items, with accountability to the Site Manager.

6.3.4 Targeted Action Item Development

As defined in the Project PL&E Plan, the SPL and/or SPS may schedule an Area Action Item
Development workshop with craft supervision of the Area in focus. Study Outputs for the Site and
respective Area may be presented to the group by the SPL and/or SPS. The Team will identify
actions to resolve or remove any barriers to performance improvement.

6.3.5 Publish Dashboards with Actions

The Site P&LE team will distribute the Sitewide Productivity Dashboard as per the Project PL&E Plan

6.3.6 Drive Action Implementation and Resolution Management

Once dashboards and actions have been published indicating approval and concurrence of site
management the SPL, SPS, SPC initiate deployment of various P&LE tools (listed below) to drive
resolution management.
a. Productivity Analysis based on actionable outcomes from workshops (i.e. Critical Hour Studies,
Motion and Time Studies, Foreman Delay Surveys)
b. Cultural Analysis tools utilizing tools such as Voice of the Worker that provides a perspective from
craft workers regarding a wide range of performance indicators such as communication, tool
availability, drawings, supervision, planning, etc.
c. Leadership Analysis and Development using Field Leadership Assessments, Field Performance
Coaching, and targeted leadership and management learning experience.

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Records
There are no records generated as a result of implementation of this procedure.

ATTACHMENTS
Attachment A – Performance & Leadership Effectiveness Process Map Flowchart
Attachment B – Project P&LE Plan Sample
Attachment C – Sample - Activity Sampling Observation Worksheet
Attachment D – Activity Sampling Observation Definitions

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Attachment A – Performance & Leadership Effectiveness Process Map Flowchart

Site Management Team Corporate Productivity Corporate P&LE Manager Site P&LE Specialist/
Site P&LE Lead (SPL)
(SM/PFE/PFS) Specialist (CPS) (CPM) Coordinator

Start

Determine need for

activity sampling and field
leadership development.

Develop Project P&LE Plan.

Review and approve P&LE

Plan.

Initiate High Performance Crews training per

plan.

Initiate productivity engagement cycle per plan

Perform activity sampling studies per plan

Compile data, perform analysis, generate

recommendations and dashboards

Review dashboards,
Review dashboards,
recommendations,
authorize actions on
conduct meeting with
recommendations
Site Management.

Maintain action item status, perform additional

activities per project P&LE plan.

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Attachment B – Project P&LE Plan Sample (Page 1 of 5)

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Attachment B – Project P&LE Plan Sample (Page 2 of 5)

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Attachment B – Project P&LE Plan Sample (Page 3 of 5)

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Attachment B – Project P&LE Plan Sample (Page 4 of 5)

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Attachment B – Project P&LE Plan Sample (Page 5 of 5)

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Attachment C – Activity Sampling Observation Worksheet (Sample)

Instruction: Record the start time and end time of the tour, generally in thirty-minute increments using a blank
worksheet for each tour. For each observation define the activity category by row and place a hash or tick mark
in the box associated with the column for the particular craft observed.

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Attachment D (Page 1 of 2) – Activity Sampling Observation Definitions

Bechtel Construction Operations, Incorporated
Activity Sampling Categories
Exerting physical effort directed towards an activity or physically assisting in these
activities. Direct Work often involves workers installing materials but also includes the
physical effort of support groups. Specific examples of Direct Work include:
Laborers sweeping, removing trash, cleaning forms, placing concrete, assisting with
excavations, distributing water and assisting other crafts with Direct Work

Carpenters erecting/dismantling scaffolding, erecting/stripping formwork, erecting/dismantling

temporary structures, installing doors and finishes, assisting with concrete pours
Pipefitters or boilermakers fitting, grinding or welding an installation, connecting a pump or other
equipment, installing blinds, actively involved in hydrotest or physically assisting with these
activities
Teamsters (truck drivers) driving trucks to laydown to pick-up materials, delivering materials,
transporting personnel
Direct Work

Ironworkers erecting steel, bolting steel, welding steel, position steel, rigging material, flagging
an Operator, actively involved in general traffic flagging/control or physically assisting with these
activities. Ironworkers positioning rebar, tying rebar, placing rebar or physically assisting with
these activities
Cement Finishers actively engaged in a concrete pour or assisting with a concrete pour,
finishing concrete, covering or protecting concrete, grouting
Operators lifting or transporting materials, actively position equipment, boom or hook. Oilers
actively engaged in maintenance of equipment, assisting with placement of equipment,
Productive

providing flagging or rigging support

Millwrights installing equipment, aligning equipment, adjusting equipment, installing or adjusting
shims
Electricians installing temporary power, installing raceway, pulling wire, installing ductbank,
pulling or terminating cable, testing systems
Painters mixing paint, preparing surfaces, applying coating material
Insulators laying out patterns, shearing metal, fitting components, installing insulation
Sheetmetal workers laying out patterns, cutting or shaping metal, fabricating activities, welding,
fitting, installing ductwork
Any craft actively engaged in performing firewatch, confined space hole watch, providing tool
room attendant services, rod room attendant services, etc. Any craft physically assisting
another crafts Direct Work
Activities related to receiving assignments and determining requirements prior to
performing tasks. Preparatory Work includes stretching activities, safety
Preparatory Work or

talks/discussions and Start Card processes. Preparatory Work also includes discussions
to explain or plan the task at the work location. These discussions can take place
Instructions

between craftsperson's or between supervisors and craftsperson's. Specific examples of

Prep Work include:

Receiving instructions at the gangbox or foreman's station (craft personnel must be attentive)
Receiving drawings, specifications or other task related and necessary information
Using telephones or radios for work related reasons
Inspecting the work area with supervision, safety or other craftsperson's to determine task
requirements
Discussing material, tool, or equipment needs
Actively participating in stretching, safety talks or the Start Card process

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Attachment D (Page 2 of 2) – Activity Sampling Observation Definitions (continued)

Bechtel Construction Operations, Incorporated
Activity Sampling Categories
Activities associated with obtaining, transporting, adjusting tools or equipment in
preparation of performing Direct Work. Specific examples include:
Equipment
Tools and

Locating a grinder or other tool in a gangbox and transporting it to the task area.
Running welding leads to the work area or adjusting the welding machine.
Productive

Connecting electrical supply or air supply to tools or construction equipment

Obtaining and transporting slings, shackles or similar tools equipment
Putting on safety harnesses, face shields, cleaning safety glasses, or physically adjusting PPE
(does not include donning / doffing or adjusting personal clothing)
Adjusting the location of a JLG, scissors lift in the immediate vicinity of the work
Transporting materials from one part of the facility to another. (It does not include moving
items such as beams, pipe spools, permanent plant equipment, conduit, wire, rebar, etc.
Handling
Material

in the general area of the task or into their final position).

Supporting crafts transporting bulk materials from the laydown area to the project work areas
(Operators and Teamsters are Direct Work, but supporting crafts are material handling)
All craftpersons physically carrying steel, pipe, insulation, etc. from one location to another
Periods of waiting or idleness even if attentive to ongoing work by others. Specific
examples of Waiting include:
Waiting for instruction or job assignments from Foreman or other supervisor
Waiting for a truck, crane, bus to arrive to transport material or personnel
Waiting to gain access to work area or for another craft to finish work
Waiting

Waiting for a welder to complete a weld (pipefitter)

Waiting for a cable pull to begin
Waiting for a crane hook to return for the next lift
Waiting for a concrete bucket to return with the next load of concrete
Waiting for truck to be loaded/unloaded (teamster/truck driver).
Waiting for opportunity to maintain equipment, assist operator (oiler)
Waiting for an item to lift or move (operator)
Waiting at the clock to clock out
Nonproductive

Walking or riding empty handed or without tools, materials, or technical information.

Specific examples of Travel include:
Any craftsperson walking or riding with empty hands (carry normal tool belt tools e.g. carpenter
Travel

with a hammer, ironworker with a spud wrench is considered Travel)

An operator of any equipment using the equipment to travel from one site location to another or
around the perimeter of the site (does not include adjusting position of equipment in the general
vicinity of the work)
Craftsmen traveling to and from work areas during normal working hours
Personal time taken or idleness during normal work hours and normally not attentive to
work (this excludes normal breaks and lunch periods). Specific examples of Personal
time include:
Personal

Rest periods or coffee breaks during normal work hours

Smoking breaks or snack breaks during normal work hours
Rest room or water breaks during normal work hours
Obvious socializing and non attentive to work in the area
Sleeping during normal work hours
Donning / doffing or adjusting personal clothing

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