J-9 FY20 CHG-1 NWRMC LOCAL STANDARD ITEM 099-08NW.pdf

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FY-2020

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NWRMC

LOCAL STANDARD ITEM

ITEM NO: 099-08NW

DATE: 24 JUN 2018

CATEGORY: I

1. SCOPE:

1.1 Title: Schedule and Associated Reports for Availabilities at Puget Sound Naval Shipyard Over 9 Weeks in Duration; provide and manage

1.2 Location of Work:

1.2.1 None

1.3 Identification:

1.3.1 Not Applicable

2. REFERENCES:

2.1 Standard Items

3. REQUIREMENTS:

3.1 For Firm Fixed Price (FFP) Contracts: Prepare, provide, and submit one legible copy, in approved transferrable media, of an integrated Production Schedule to the SUPERVISOR no later than 30 days after contract award. The Production Schedule shall establish an orderly and systematic overhaul program that reflects the manner in which the project will be accomplished. The schedule shall be inclusive of the requirements of 3.3.

3.2 For Cost Plus Contracts: Prepare, provide and submit one legible copy, in approved transferrable media, of an integrated Production Schedule to the SUPERVISOR no later than 60 days prior to availability start. The Production Schedule shall establish an orderly and systematic overhaul program that reflects the manner in which the project will be accomplished. The schedule shall be inclusive of the requirements of 3.3.

3.3 Schedule each work item to the Work Breakdown Structure (WBS) level, listing the planned start and planned completion dates, durations and shift calendar being worked, at the activity level, total float, and Project Key Event/Milestone relationship. Other data fields to be included are: 4-E Work Item number, Work Activity Identifier, Work Item and Activity Titles, Industrial Control Number (from AIM/PSS), System Affected, Component Unit (CU), location of work, Organization accomplishing work (Prime or Subcontractor), Contractor Person In Charge of Specific Work (management employee), Planned/Early/Late and Actual Start and Finish Dates, and Percentage Complete – based on physical progress. Identify critical path/chain of work separately from other repair and modernization work.

3.3.1 Develop and provide a critical path/chain network in

precedence diagram method format, at the work activity level, that provides a visual representation of the logic relationships between the included activities.

3.3.2 Assign appropriate predecessor and successor relationships

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3.3.2.1 Submit one legible copy, in approved transferrable

media, of an updated critical path/chain network to the SUPERVISOR on a weekly basis prior to progress meeting.

3.3.3 Schedule Final Close-out Inspections to be accomplished a minimum of one week prior to Project Milestone the work is tied to or provide justification why this cannot be accomplished.

3.3.4 Schedule only critical path/chain work to start within the first 3 weeks of the availability to permit NSA temporary service requests to be installed and Work Controls (WAF/Tag-Out) to be processed.

3.3.5 Update duration and schedule changes daily, via Flat File Transfer of Schedule Information, during work week to the NSA scheduler in order to update Contractor information in AIM/PSS. Base schedule progress on degree of physical completion of work accomplishment for the Component Unit (CU) phase.

3.3.5.1 Resolve schedule issues with NSA scheduler based on

changes submitted in 3.3.5.

3.3.6 Perform Naval Supervisory Activity (NSA) Integrated Schedule Interface for all Contractor work, including growth and new work:

3.3.6.1 Provide Work Breakdown Structure (WBS) to NSA Job

Planning Leader (JPL) for inclusion in NSA Integrated Schedule

3.3.6.2 Conduct a Job Summary Review for new Contractor work

with the NSA to include the following schedule items:

- Technical Ties (Test, Milestone, Key Event, Plant Condition, Confined Space)

- Strategic Ties (Labor, Space, Material, Tooling)

- Cross Ties (Resource Constraints, System Requirements, Location, Facility Limitations, Service Availability, Hull Cuts, etc.)

- Finish to Start Constraints

- Project Sequencing System (PSS) Colors

Red = 10 days or less to a Key Event (0 to >10 days of float)

Yellow = Between 11 & 30 days to a Key Event (11 to >30 days of float)

Green = More than 30 days to a Key Event (More than 30 days of float)

- Schedule Re-Baseline Requirements

3.3.7 Submit one legible copy, in approved media, of the updated schedule, in a format that permits sorting of information, one day prior to the weekly progress meeting.

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3.4 Provide manpower management information as follows:

3.4.1 Develop a total manpower loading curve showing proposed Prime and Subcontractor manning throughout the availability period calculated in average men-per-day. Indicate separate Prime and Subcontractor work effort on individual curves below the total manpower curve. Include trade breakdown of manning required per day for both Prime and Subcontractor manning. Update and provide the curves on a weekly basis prior to the Weekly Progress Meeting.

3.4.1.1 Provide Situation Report (SITREP) information on a

weekly basis, to include man days (MD) planned, progressed, and expended for the previous week and a cumulative total of each for the availability at a workday designated by the SUPERVISOR.

3.4.1.2 Submit one legible copy, in approved transferrable

media, of the updated manpower curves to the SUPERVISOR at the 25, 50, and 75 percent points in the availability.

3.5 Submit one legible copy, in approved transferrable media, of a complete list of subcontractors, by Work Item to the SUPERVISOR at the same time the Production Schedule is submitted. The subcontractor list shall include:

3.5.1 Work Item paragraph number

3.5.2 Specific work to be accomplished

3.5.3 Subcontractor's business address

3.5.4 Submit one legible copy, in approved transferrable media, of a report to the SUPERVISOR of any change to the original list prior to making the change, whenever any subcontractor is added or deleted.

3.6 Provide a Work Integration Manager (WIM) whose function is to coordinate schedule of AIT, Ship’s Force and NSA work with Contractor and Subcontractor work on a daily basis. Attend all NSA meetings, including Daily Morning Project Meeting, Daily Priority List (DPL) Meeting (Focus on RED color work being executed & updates to Stopped Work), Short Range View (SRV) Meeting (Validate next 4 to 6 weeks of schedule is valid) and Event Readiness View (ERV) Meetings (Completion of all work to Key Event) to coordinate issues regarding contracted work.

3.6.1 In preparation for the weekly SRV meeting, and for scheduled ERV meetings, accomplish the following:

3.6.1.1 Review KE & MS Analysis Report

3.6.1.2 Review SRV Tally Sheets

3.6.1.3 Identify Material Constraints

3.6.1.4 Identify Paper Constraints (WAFs, ASFs)

3.6.1.5 Identify Tooling Constraints

3.6.1.6 Verify no Obstacles Exist to Starting on Time

3.6.1.7 Resolve Obstacles or Reschedule Work

3.6.1.8 Ensure Shift Calendars are Correct

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3.6.2 Coordinate all Delay & Disruption issues as the Prime

Contractor point of contact for initial notification and interface with Contracts Office notification. Identify schedule conflicts at NSA held meetings and coordinate resolution of the conflict.

3.7 Provide Contractor management representation to participate in the Contractor’s weekly progress meeting with the SUPERVISOR and to attend the Ship’s Commanding Officer briefing at the time and location mutually agreeable to all parties. The representative must be authorized to make management decisions relative to the routine requirements of the Job Order that, in good faith, commit the contractor. Provide the following Execution Schedule Variance/Metrics:

3.7.1 Production Bow Wave

3.7.2 Milestone Performance

3.7.3 Percent Closed Work – Throughput

3.7.4 Percent Work In Progress (WIP)

3.7.5 Riding-On-Time-Now (ROTN) Start & Finish Dates - with

Corrective Actions to get work started or finished

3.8 Accomplish Risk Identification, Analysis, and Management and participate in NSA related meetings for new work placed on contract during the availability. Accomplish the following:

3.8.1 Identify, Analyze, Develop Response, Monitor & Control

identified risks associated with work specification requirements.

3.8.2 Document risk on NSA forms provided (Risk Grid & Information Sheet) and present at weekly scheduled risk meetings.

3.8.3 Develop Lessons Learned for NSA Hot-Wash meeting at end of availability.

3.8.4 Attend NSA Retrospect meetings that required interface with Contractor completed work and provide what was accomplished as planned along with obstacles faced that required deviation from plan.

3.9 Participate in review conferences at the 25, 50, and 75 percent points in the availability using data identified herein for the Contractor briefing. The conferences will be scheduled at a time and place mutually agreeable to all parties. The contractor shall:

3.9.1 Discuss planned production manning versus actual production manning by total, individual key trades and subcontractors.

3.9.2 Address known factors that may impact key events, milestones and the contract completion. Provide recommended courses of action to resolve problem areas.

3.9.3 Provide, two days prior to the 25 percent review conference, the SUPERVISOR with the status of open and inspect reports and be prepared to discuss possible impact of growth in these items at the 25 percent review conference.

3.9.4 A list of items not complete or in jeopardy of completion required for Flood Dock (FD00) and Undock (UD00), for docking

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3.9.5 Provide, three days prior to the 50 percent review conference, the SUPERVISOR with the following:

3.9.5.1 A machinery reinstallation plan showing projected dates for installing the equipment on the foundation, hook-up of the equipment, and operational tests of the equipment.

3.9.5.2 A valve status list showing projected completion and

reinstallation dates.

3.9.5.3 A list of items not complete or in jeopardy of

completion required for Flood Dock (FD00) and Undock (UD00), for docking availabilities.

3.9.5.4 A list of items not complete required for Propulsion

Plant Production Completion Date (PCD). Annotate those items on the list that may be in jeopardy of completing by PCD.

3.9.6 Submit one legible copy, in approved transferrable media, of a test schedule for all planned underway equipment and system testing to the SUPERVISOR 2 days prior to the 75 percent review conference.

3.9.6.1 A list of items not complete required for All Work

Completion Date (AW00). Annotate those items on the list that may be in jeopardy of completing by AW00.

4. NOTES:

4.1 Definitions.

4.1.1 Production Schedule: The schedule used by contractor and subcontractor personnel as a means of planning, tracking, and coordinating the accomplishment of contract work.

4.1.2 Activity: A portion of an individual Work Item which is a logical subdivision of the Work Item representing a manageable unit of work which must be accomplished at a specific period of time in relation to other activities of the Job Order.

4.1.3 Key Event: An event that, if slippage occurs, will impact or delay the overall schedule. Key events will be identified by the

SUPERVISOR.

4.1.4 Milestone: A significant event identified by the Maintenance Team. Milestones will be identified by the SUPERVISOR.

4.1.5 Critical Path: That sequence of activities which forms the longest duration, and directly affects the completion of the availability. Factors in determining critical path are: time duration required for the activity, space limitations, manpower available, and the interface between Work Item activities.

4.1.6 Controlling Work Items: Those Work Items which are on the critical path of the Job Order and/or those Work Items which, by virtue of scope, material requirements, complexity, or other considerations, have the potential for impact on the scheduled project key events or completion of the availability.

4.1.7 Free Float: The amount of time an activity can move without

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4.1.8 Total Float: The total number of days that a path of

activities can be delayed without affecting the project finish date.

4.1.9 Logic Relationship defines interdependence between activities.

4.1.10 Network: A graphic display showing the planned sequence and interdependent relationship of activities, milestones, or key events within the Job Order.

4.1.11 Resource: Labor and non-labor demands required to complete an activity. These may include personnel (trade skills), material, special tools, facilities, space, and equipment.

4.2 When invoked, the following NAVSEA Standard Items interface with this Local Standard Item: 009-43, 009-67 and 009-81.