Geo questions for HQ – Solar Wall RFI’s – Concrete issues on reservist centre – Country and Western Radio sucks.
Took some leave while the kids were here and took the opportunity to visit Washington DC and Baltimore to see the museums and monuments etc. Apparently we’re still just as embarrassing to the kids as ever. Lukas is now home safe and we pack Adi off tomorrow so that naked house can resume.
HQ PROJECT
The design has been out with the contractors for a while and bids have been received. They are to be assessed on value engineering criteria as well as price but there has been a large number of RFI’s submitted that need to be answered. The majority are to do with geotechnical issues and uncertainties with the piling requirements. We have a group called Geotech within USACE who did the original design and a lot of the cross-issues that related to contractual issues have been ironed out. The next step will be to consolidate the RFI’s and distribute and release ammendments to specifications and drawings to ensure that the contractors have an opportunity to revise their submissions before the final award is released.
Key issue at the minute is that the original specification stated ‘no blasting’ for the foundations etc but on a subsequent issue the wrong document specification was adjusted and released. This had 5 pages of specs on how blasting will take place. The facility big wigs are not willing to allow blasting to take place as we are near to a live airfield and family housing and the use of the work ‘explosives’ seem to make them jumpy. We have arranged a meeting for next monday to try and convince them that we can actually blast without knocking aeroplanes out of the sky or killing small children. The main reason for this is that the project is likely to suffer to the tune of $2M if we now deny the contractors this method of removing rock.
ASHLEY RESERVIST CENTRE
More developments with insufficient quality control with concrete pours on behalf of the contractor. USACE now needs to work out if they make the contractor rip out existing sections and re-pour and how the contractor can begin to rectify their actions. Am considering offering my services to look back though the records and come up with proposals for how we proceed with minimal impact to the project. (request advice from PEW staff as to whether this is a browny point scoring opportunity for review.)
There are also issues with the proposed method of nailing ceiling boards to corrugated steel sheets…..apparently nails don’t go through corrugated steel too well. I immediately started to try and come up with various suggestions on how we could overcome this, but this is a big no no. USACE avoids at all cost telling the contractor how he should do something because if this subsequently turns out to be a problem, they have no comeback, whereas if the contractor submits a proposal and USACE agrees to HIS proposal, the contractor still carries the risk. I am now potentially in a bizarre situation where I can suggest ideas to the contractor, who would then have to suggest them back to me, so that I might approve them……I’m sure there’s a catch somewhere in there!
SOLARWALL PROJECT
I have also been getting my head around the Solar Wall project on building 2001 here on the base. We had some RFI’s for structural as built drawings for the racking systems inside the warehouse (as they support the roof) and also for wall construction details so that the structural engineers can demonstrate that the existing walls can support the solarwall product. This was initially passed to the Client (Defence Logistics Agency) as they actually hold all drawings pertaining to the facility. The structural engineers are not content that they have sufficient information from the older sections of the building and want to work from ‘assumptions’. The Client is not willing to spend more time looking through their historical records (as they have spent many hours already and are busy). The structural engineers are unwilling to send someone in person to look for additional drawings as they are in Texas and the Client is now understandably peeved.
I have been discussing other hierarchy issues and have been trying to understand where various responsibilities lie and where different bucks stop. In the end I still get the ‘shared responsibility’ line and have decided that I will push all matters but in consultation with the others before addressing the contractors direct. Ultimately I wouldn’t be willing to allow the design to be ‘proven’ with such vague assumptions and will insist on some additional action on behalf of the structural engineer (SE). In the spirit of mutual cooperation I will arrange for myself and another project engineer to try and tackle the drawings issue provided the SE sends a local representative to assist. I will also investigate the feasibility of removing existing wall sections to see how they were built. If this turns out to be a 10 man and a crane type of job then it’s probably too much effort. If it’s 2 men and a screwdriver then the SE can get his rep down here pronto….especially seeing as the total value of this is $3.8M and it would be unwise to allow him to carry such risk. I have held a separate meeting with the client to get him to confirm that he will be willing to assist in any reasonable way with the removal of existing wall panels. This meeting also revealed that the Client has undertaken a similar project previously but without the assistance of USACE as the dollar value was below the threshold. This means we now must extract as much history and lessons learned as possible. If this were a civilian client this would not be a problem because it’s in their best interests from a financial point of view, but for a government agency as a Client, this is less of a concern because the money is not theirs and for them it is good to be able to offload the responsibility to a third party.
Other developments include refining of the submission requirements and that some initial submittal requirements can be deleted all together. These are things such as environmental assessments and historical building impacts. The whole project is aimed at improving energy efficiency and by definition it is a inappropriate to try and justify or score points in a discrete manner. The whole thing is a big tick in the box so no further work is required. Historically the building is deemed by the client to have no significance and therefore no heritage is affected. My next step will be to press the contractor for a revised schedule and to highlight key areas that need lead times and also to tie in the schedule with his submittal requirements.
IN CAR COMMUTING ACTIVITIES
Tried to see if the telephone messaging option for blogging would allow me to save time and make better use of the daily commute….it is not recommended. I will stick to e-mail to update blogging.
My dead animal road kill observational skills are improving. I can now readily identify rabbits, foxes, skunks and possums. I am unsure about a particularly chubby looking thing that might be a Marmot of some sort. Will have to wait until another one dies as they don’t age well in the highway.
Mr Country and Western singer man is starting to get to me now. Today he sang about how he can leave his door unlocked and how cool it is to drive a pickup truck (and actually have a use for it – unlike the city folk). Yesterday he was unhappy because because his wife left him (assuming it’s his wife – he referred to her as ‘my girl’) but at least his faithful dog is still with him. A while back he was actually happy because he got some sort of new tractor but I assume ‘his girl’ has left with the tractor as he was particularly miserable about the whole affair. I normally get through about half a song before I have to turn it off – I am afraid I may build up a tolerance to country music….and that’s not cool.
AND IN OTHER NEWS
I am now the proud owner of a Maryland driver’s licence having gone through the indignity of having to take my test again. It took all I had to mask the bad habits picked up over the years. The worst bit was trying to pretend I knew where the wind-screen wiper controls were in the wife’s car when it started raining during the test. The examiner probably wondered why I kept switching the over-drive on and off, but hey, it’s not a fail criteria. The whole thing did almost came to an unceremonious end when prior to the test I presented the clerk with my 3-hour drug and alcohol awareness certificate (framed) and she realised the contempt I hold for the whole system. She’s clearly very proud of their bureaucracy.
Until next time.
McFry
Project Great – Scuba Awesome – House a Bit Tasty
Well hello everybody – I’ve finally found some internet! Hope you are all having a good time. Well done us all on APMP – I wonder how that bloke did – you know the one. Also, we all got 61% for our final design exercise.
The work bit first…
My phase 2 attachment is at the redevelopment of the Joondalup Medical Campus, which comprises the refurbishment and extension of an existing hospital and the construction of a second, private, hospital and teaching facility, including the modernisation of all services. On site interdependent projects have been let to and formed by John Holland Group, into a programme of projects – The APM would be proud. The procurement strategy selected by the client, Ramsey Health Care, is a combination of a management contract and construction management (some sub-contracts are directly let by the client), with the addition of a target price agreement. The details of the head contract are a little opaque; the Programme Manager is keen on keeping the financial stuff to himself. In any event the project is, at least overall, ahead of schedule and showing a healthy gain share for all concerned.
My role, initially, is to be the Services Coordinator for the project that will deliver the refurbishment of the existing hospital.
The nomenclature used by the Organisation differs from the standard APM model, in that the post that the APM would call the Programme Manager is referred to as Project Manager, whilst the posts that the APM would label the Project Managers are known as the Site Managers.
Attached is a briefing slide giving an overview of the programme; my project/role is concerned with elements 4, 5, 6, and 7. Because these elements are to be delivered during the period of my attachment, I will have exposure to procurement, demolition, installation and commissioning of a wide range of services.
Specifically, I’ve been given responsibility for a smaller project within element 5 – the refurbishment of a day procedures surgical unit, to be delivered by the end of August – all very exciting but I’m having to learn pretty rapido. Mostly, I’m reviewing tender submissions in the office, whilst acting as a middle man between the clients design consultants (from whom I have to get permission for almost every change), the clinicians (who want it finished yesterday but won’t let me turn the water off for half an hour) and the sub-contractors (Who ‘just wan’a smash it in mate; what’s the blady howld ap?’) on site. The work is being let piecemeal so there is much frustration, for the sub-contractors as well as for us, in getting the approvals required to put hammer to wall.
The hospital is still running as we build, and taking over the new facilities as they are completed. This poses some unusual challenges – I had to scrub in the other day so I could poke about in a live theatre looking for an elusive set of medical gas isolation valves. The mantra is very much hospital first, building site second. My little project is linked by a door (now chained shut) to a post op recovery suite. One of the others is in the space between the theatres and the recovery suite – the bricks and sticks men are being very good at not swearing to loudly.
Mark was right to tell us that we would have a technical edge on most of the others on site – much use of Darcy’s equation to explain why ‘that duct isn’t going to be big enough’. I’ve not had to invoke rule number 1 yet, but rule number 2 is becoming my go to option, since one of the things I have to do is review the detailed technical designs produced by the sub-contractors, and then persuade the client’s consultants to give us authority to proceed. In some ways there is tremendous freedom to make engineering decisions but on the other hand much is tediously bureaucratic.
Away from work, there is much wailing and gnashing of teeth with finding somewhere to live. The place they have put me in is frankly…, well it’s not nice. Burnt out cars, no hot water, red back spiders, and a curiously persistent shopping trolley in the last few days alone. I will be moving soon!
Mine are a little bigger than this one :-).
On the other hand, I managed to do some awesome scuba over the Easter WE; I came face to face (well almost… ok, it was about 20m away) with a juvenile (2m) Tiger Shark. Was very cool in any event.
That’s all for now folks. See you here again soon.
A sad day for team Serevena
I am sad to say that my father called at 0700hrs UK time to inform me that my oldest St Bernard Jackson had collapsed at home and the vet called for. His weak heart was finally giving up and fluid had begun to build up in there. After consulting with the vet by Skype we made the heartbraking decision for him to be put to sleep. It was not unexpected, but still a very sad day.
For those that knew him and had the pleasure of either his drool, slime, tufts of hair or just squashing your legs and feet whilst waiting for a fuss, below is a picture of him in his prime which is how I will always remember him, lounging over the chaise; a 100kg monster, proud as punch with himself for just being what he always was, a big softy!
Being well looked after
See below…need I say more!
mmm, mmm, mmm, lunch!
APMP…
Kenny found my results in the Mess pigeion hole, seems I got a high of 100% for question nine, low of 48% for question four and an average of 63%. Seems that leaving the KGV at midnight (following Geek Club) paid off. How did everyone else do?
Week 2. 11th – 13th April 2012
Week 2: 11th – 13th April 2012
A short week with Bank Holiday Monday and Tuesday off (Liz’s birthday) to make up for Good Friday. The office is still very quiet but I have at least got a project firmly on my list, and that will start moving with time. Which leads me to some observations…
Pace of life here is slow. There is little sense of urgency anywhere, with most people thinning out around 4 pm – although admittedly they may get here before my usual 8am start. This may be a symptom of the Easter holidays (fair enough), or maybe just that contractors receive a daily rate and can get away with it…
Meetings tend to “go on”. I had 2 meetings on Thursday, both on Ish’s projects which will become mine as he is away for Phase 4 and departs after Phase 5. The first was a weekly update meeting on the Low Pressure Booster Compressor (LPBC) stack change around on Magnus. 13 people were around the table and the meeting lasted over an hour, most of which was a heads up on the tail-chasing that is project management – who’s done what, where sew-and-sew is with the other etc. OK, there were a few people ‘doubling up’ (myself included) but lots of the meeting was re-hashing old conversations and could have been done ‘in the margins’. – I’d better add that it wasn’t Ish that chaired the meeting, but one of the WGPSN Job Responsible Engineers (JREs) – effectively Ish’s oppo.
The second meeting was quite an impromptu chat with Tim Eley, the Business Developer for Linjebygg Offshore (LJB) who specialise in alternative crane solutions. He was bought in to offer a third solution to Ish’s big crane-change project on Magnus that has been put on hold, and may offer a better solution than the current plan which is to use a Heavy Lifting Vessel (HLV) (<$1m per day), and boy did he go on! He made some good suggestions and suggested a way forward, but then bored us by covering the same ground again and giving us more (irrelevant but impressive) examples of LBO’s previous jobs. If I was Ish I would have cut the meeting short after 30 mins rather than letting him go on for over an hour, but maybe I’m missing something…
Other things
Townhalls. I like these. These are BP’s open briefings, held at all levels, where teams are encouraged to get together for the lead and a guest presenter to bring people up to speed on what is going on. I attended my first of the fortnightly Engineering Services Townhalls on Thursday, presented by Tom Macartney (Team Leader) with a second speaker from another department. Although I didn’t stay for the whole meeting, it was good to get fed the information from the top, and he was open to comments from the floor (of which there were a few). The main part for me was the ‘blueprinting’, or standardisation of the different divisions (ours being the North Sea (NS)) so as to catch the ‘best practice’ – one of the buzzwords I liked as Ops Offr at Minley, sharing Best Practice with 1 RSME and Holdfast. For us, this means a few additions to the NS Engineering Services Team but there were no real surprises; probably because it was Tom that helper write the Global blueprint!
Jobs – my role. It is now confirmed that I will be the SPA for the bearing inspection platforms on Bruce, so next week I’ll be chatting to the Senior Structural Engineer, Colin Wilson, to discuss exactly what this might entail before having a free-for-all meeting with the main stakeholders and SMEs. Looking at the internal BP SOR, it was Colin who instigated the job so I’m sure he’ll have some suggestions!
After a few hours of IT support, I finally got onto the computer modelling programme so can now see Bruce in 3D and yes, these rigs are complex beasties (Fig. 1)! It’s so easy to simplify something in your head, but as soon as you look at what exactly is going on, it gets a lot more interesting! I’m now really looking forward to meeting with Colin on Monday to discuss how to tackle this, and I’ll let you know how it goes. Clearly what I really need is a recce, so hopefully I’ll be getting onto site soon – but not until I’ve done a week’s worth of courses – with any luck these will be the week after next. Watch this space!
Figure 1. Screenshot of image of one the bridge linkages on Bruce. From what I hear, the hydrocarbon pipes going 1/3 up the height of the bridge are around the same height of a person.
Figure 1. Screenshot of image of one the bridge linkages on Bruce. From what I hear, the hydrocarbon pipes going 1/3 up the height of the bridge are around the same height of a person.
Week 5 – 11-13 Apr 12
Another short week following the Easter R&R period has been jam-packed with activity as the package leader is heading home to Ireland on Saturday for a 2 week break which means we’ve been thrashing ourselves to tie up all the loose ends. Having just been in the handover meeting I’ve ended up with a fair amount of responsibility in his absence, particularly chairing the weekly meetings and liaison with the design team. This should not be an overly onerous task and the extra responsibility will be good for raising my profile a bit with the key players.
My main effort has been finalising a contract for the pile cut off platforms which is going to end up in the region of $110,000 and the enabling works for the project site which is about $250,000 all up. I’ve also been investing time in the junior engineers, sweeping up their basic skills such as the production of meeting minutes through to formatting documents and improving the general professionalism of our products.
A new task this week has been investigating, researching and selecting the method for abrasive blasting over the water as well as the painting of the welded areas of the Jetty structural. This will probably be the subject area for my first TMR and will therefore leave the meat of the detail for that. What I will say though is that convincing people that the ecological/environmental benefits outweigh the financial is a very difficult task to which there is significant friction!
The plan for next week sees our team halved for the first part whilst the PL is on leave and our graduate engineer on a JH trg package for 3 days (opportunity to have some beers on the company is the basic aim) so I’ll be fairly busy. When this is combined to the fact that Lisa is going to be pushing towards 39 weeks pregnant it will be a tough balancing act. We’re all set though with friends appointed to take the kids during the birth and an escape plan hatched to get me off the island when the time comes!
The latest news I have had for a start date is that we won’t commence until 25 June 12. Whether this includes the enabling works is uncertain but I will keep PEW updated and the review of DOs due on 21 May should give a decent perspective of where I’m at. Not an issue yet at least.
So overall, things are ticking along. The long days are taking their toll but it makes the day off on the weekend very much appreciated and the management here are allowing me the time to undertake my coursework as and when required which means that the time off is largely dedicated to the family.
Until next week, Au Revoir!
Week 4: Edges and Arguements
Period Covered 10 – 12 April 12
Summary: Edges and Arguments
At last I have been on site for a continuous period of time and as a result feel like I am now bedding in and understanding the daily rhythm on site and getting to grips with the detail. Though my role has not altered, my responsibilities have grown – as a result of knowing a little bit more but mainly covering people who are away on Easter Leave.
During this period I have completed the following:
- Supervision of GMF ground work contractors – bulk & detailed excavation and pile cropping
- Application of SQE RM Course – Completed Task Risk Assessments for elevated work
- Review of drawings – answering Sub Contractor queries
- Concrete Pour Quantities and ordering deliveries for site
- Safety Supervision
- Programme co-ordination meetings
Work on site. Work is frantic at the moment with a big push to complete the service tunnel which as I mentioned before is the first milestone for the project and will be how the State judges John Holland. The good news is that there seems to be a real sense from the sub contractors that they will do what it takes to get it done for the handover (first section of tunnel to be handed on 28 Apr) however I have a feeling real life (Murphy’s Law) and a fundamental procurement problem with the waterproofing solution (more to follow) will mean we may miss the deadline.
Issues/observations. I have picked out three things that have interested me in the last couple of days:
a. When is a fall from height a fall from height. The rules at working at height have recently change in WA and from an arbitrary 2m, the rule now states that it is when the risk is felt to be too great. I have been giving this some thought and it is a very subjective view on what constitutes working at height and more pertinent to the groundworks when is an edge an edge and require a barricade: And then when a barricade is required is it a soft barricade (bunting/Mesh) or a hard barricade (Water barrier, Earth Bund). The photos below hopefully illustrate this a bit better…but all of this means on site plenty of discussion from subcontracors before they do what we tell them.
b. Safety v Relations with Subcontractors. Having just come out of a safety meeting which had specifically directed that steel fixers walking on 1.2m high reinforcement cages was not to be tolerated, I felt on pretty safe ground when on my safety walk around I saw two fixers doing exactly this. What I was not prepared for when I told the supervisor this was not to happen was a heat exchange about what did I Fxxxking know and to shut the f**k up. Moral courage tested but not broken I stood my ground and expected him to see the error of his ways, what really happened was that he collected his team and tools and walked off site!!! This left me thinking momentarily if I really had done the right thing.
Thankfully a radio call to the site manager headed them off and after another heated debate a safe solution was found – so though the end result ended in the work being done safely. I have reflected that I still need to work on how I talk to Sub Contractors.
As an after thought a lesson for when I design – it was obvious whoever had designed these capping beams had not considered a safe method of work for the steel fixers to construct the reinforcement cage.
c Programme Changes. A weekly team and subcontractor programme meeting occurs, however the programme changes on an hourly basis. This is being mainly driven by the site manager who is keen to capitalise on any opportunity to “speed” up the programme. In some cases the benefits are massive but I am concerned that by constant, spur of the moment programmes changes this unsettles the sub contractors and at worse is not communicated to all on site, leading to an eventual delay!
My Experience. It is been a busy few days since Easter but it’s been great to get some consecutive days on site. Responsibilities and experience are growing steadily but I still have loads to learn to ensure this progress.
The site has recently been delivered site radios so I having been teaching everyone voice procedure… we’re not quite up to SOC 4, obstacle crossing yet but we’ll get there….so now even my armoured engineering experience has been useful!!
Further Work
- BIM Meeting tomorrow with AEC systems as part of TMR research
- Thesis Topic – I am starting to research into a pile thesis, I have discovered that the service tunnel and the hospital have been designed as separate structures and have different load profiles, as they will be connected I have been informed that the piles have been designed separately to ensure settlement occurs equally and differential settlement is avoided. The settlements will be monitored so this can be compared to the design values (A phone call to JM to follow very soon)
- Consolidate work on site
Week 4 – 2-7 Apr 12
This week was a short one with the project (all GLNG works on Curtis Island) being stood down for 6 days after cease works on Wednesday. In typical army fashion, this meant that everyone started to close down from about mid day on Tuesday and thus next to nothing seemed to be achieved. That said, work carried on for the Jetty team with the production of more reams of paperwork, safety plans and activity method statements! I also continued to plough on with my contractor negotiations for some enabling works which are almost sorted now…they just need to sharpen their pencils a touch more and we’ll then sign a contract for $225k.
Most importantly however was 1430hrs on Wednesday when we were stood down for R&R. For team Serevena this meant jumping in the car early doors of Thursday morning for a drive to the Sunshine Coast for a bit of sun, sea, sand and SCUBA DIVING!!!!! So we were away for all of Easter at Noosa, which was very nice, and had some quality family time prior to the arrival of youngling number 3 in the next 2-3 weeks (touch wood). So to compensate for the fact that there are no site pictures as yet (mainly due to the fact that we still haven’t got access to the site!) I have added some gratuitous underwater shots of me below on the wreck of the HMAS Brisbane from Good Friday. Enjoy!
Last couple of Admin Weeks and First Day at work
The First Blog
Having now completed my first day in work it seems appropriate to add a blog update for the past couple of weeks of Admin fun.
Having arrived in Washington, we set things in motion to avoid the bear traps that Matt was carefully marking for us, and so rapidly set up a Bank account and mobile phones (my phone number is +1 202 415 0907).
We received the embassy brief on Monday the 26th March, which for the most part was swept up and beneficial. Matt had prearranged for the majority of the Common Access Card admin to be ready for us so this made life easy, and we managed to have these ID’s issued to us very quickly (in comparison to what might have been, so thank you Matt.)
Once we arrived in Frederick things became a little more fun, trying to get a suitable house was interesting due to the bidding system here, that means that several people effectively give closed bids on a property, and are then informed several days later whether they have been successful, this coupled with a sporadic rental market meant that with two rejections we were running very short of time. We did however manage to get a fine property and moved in over the weekend just past (Easter Weekend).
The Americans also seem to love bureaucracy, those people who work in the Social Security and Vehicle Licensing Office more than most. So a few days have been spent in their various offices, waiting in lines, with only a butchers slip booking. It really vexes me why they can’t manage something a little more advanced…
I now have:
A vehicle – Jeep Grand Cherokee which manages 20MPG, making it cost the same per mile out here as my little 50MPG back in the UK, and it handles very similarly too!
A Social Security Number, which now allows Utilities and Broadband to be connected to my house.
A house – walking distance from the Camp – this really confuses the Americans – “walking”
Insurance
I still need:
Maryland state driver’s license
Internet connection
A lawn mower
A hunting bow
________________________________________________________________________________
Some Brief Background
The USAMRID project is classified as a Partnering project
It is currently about 50% of the way through, with 60% of pay given to the contractors
First Day at Work
Having tried to get an IT account for a couple of hours this morning I was then due in the Monday morning staff meeting, discussing the key issues of the week and progress expected.
Most of the discussion today hinged around the program of works. Part of the problem appears to be the management of snagging lists (“deficiencies”) The contractor is pushing (successfully) for the line items on the program to be declared complete when they are only at 95% or so. They have the work that actually needs to be done added to the deficiencies list. This maintains cash flow for them, and means that they don’t actually need to complete the task before they get the payment – very convenient!
However the deficiencies list has now gotten too large to be able to track effectively, and so contractors appear to be able to get away from actually finishing the work…
How to get the project back on track is a political issue as the project has been reported more complete than it truly is, and the money has already been spent. It is also a very large organisation that has significant momentum.
This is only my first day’s impression, so I am sure that there will be much more depth to the situation than this…
We had a meeting with a contractor in the afternoon. This showed a more healthy side of the “partnering spirit” as cost effective solutions to problems were discussed, and the contractor was flagging up problems he had foreseen, and suggesting possible solutions.
Tomorrow I will be observing part of the testing and commissioning of the steam sterilisation plant, which has been caught by several problems over the past few weeks, but when you see the complexity of the plant it is hardly surprising.
