concept (fig. 4-2). In this organization the companycommanders are directly responsible to theoperations officer for the timely and successfulcompletion of construction projects assigned to themby the operations officer. The projectmanager/resource manager concept (fig. 4-3) requiresconstruction projects be assigned directly to a projectmanager who is normally outside the companyorganization. The project managers are thenresponsible directly to the operations officer for thecompletion of the project to include the following:planning, scheduling of resources, direct projectsupervision, and reporting. The entire battalion laborforce is reorganized into resource “pods,” either byrate or by type of work to be accomplished (such asblock crews, concrete crews, finish crews, and wiringcrews). A resource manager is placed in charge ofeach pool. The resource manager has theresponsibility to utilize their assigned personnel,tools, and equipment effectively, without regard toproject assignment, and provide the administrationsupport required by the military organization. Theself-sufficient unit concept (fig. 4-4) is used when thebattalion establishes details to accomplish specifictasks at locations remote from the main body site.These details are organized and staffed with allresources required to accomplish the specific assignedmission; therefore, the self-sufficient unit. The threeconcepts are outlined in the Naval Construction ForceManual, NAVFAC P-315.No matter what construction concept is used,the prime contractor, project manager, or the officerin charge (OIC) of the self-sufficient unit is directlyresponsible to the operations officer.DEPLOYMENT PLANNINGThe key to a successful deployment is well-developedplans. This planning phase begins 2 months beforethe end of the previous deployment and continuesthrough the end of home port. More details of howconstruction projects are planned and laid out arecovered in the Naval Construction Force/SeabeePetty Officer First Class, NAVEDTRA 10601, and theNaval Construction Force/Seabee Chief Petty Officer,NAVEDTRA 10600. The following is a generaloverviewof how deployment tasking is planned. Theplanning phase is subdivided into seven distinctsteps: initial planning step, follow-on planning step,detailed planning step, predeployment trip step,ready-to-deploy evaluation step, advance party phase(final evaluation step), and the main body arrivalstep.The initial planning step is the period in whichthe battalion receives its preliminary tasking and beginsFigure 4-4.-Self-sufficient unit organization.monitoring the efforts, plans, tasking, and work loadof the on-site battalion at the next deployment site.The battalion also organizes a planning group thatconsist of personnel who are knowledgeableindividuals in their particular rating. This groupmonitors the planning and estimating of theconstruction projects and performs as the qualitycontrol (QC) team during the deployment.The follow-on planning step is thepreliminary evaluation involving the in-depth studyof all information received to date and the monitoringof the on-site battalions efforts. Part of the in-depthstudy is to evaluate any additional training needs forbattalion personnel and to review and develop anoverall method of execution for any particular project.After the preliminary evaluation is completed, theappropriate number of personnel for each detail,company, and staff elements are assigned. hisevaluation should yield a significant number ofquestions which are normally resolved by messagetraffic, direct contact, or during the predeploymenttrip.When the detailed planning step is reached, thebattalion is ready to commence the project planningfunction. At this time, the companies and details becomethe primary planning units within the battalion. Also,this is when the project supervisor becomes involvedwith the planning and it is during this phase that the4-3
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