Structural Engineering Responsibilities

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DEPARTMENT OF THE ARMY

U.S. Army Corps of Engineers

CECW-ED Washington, DC 20314-1000 ETL 1110-8-13(FR)

Technical Letter

No. 1110-8-13(FR) 30 August 1991

Engineering and Design

STRUCTURES ENGINEERING RESPONSIBILITIES

FOR CIVIL WORKS PROJECTS

Distribution Restriction Statement

Approved for public release; distribution is unlimited.


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DEPARTMENT OF THE ARMY ETL 1110-8-13(FR)US Army Corps of Engineers

CECW-ED Washington, DC 20314-1000

Engineer Technical LetterNo. 1110-8-13(FR) 30 August 1991

Engineering and DesignSTRUCTURAL ENGINEERING RESPONSIBILITIES

FOR CIVIL WORKS PROJECTS

1. Purpose

This engineer technical letter describes the mini-

mum structural engineering responsibilities during

the life cycle (planning, design, construction, and

operations) of civil works projects and relates thesefunctions to the project management system.

2. Applicability

This ETL applies to all USACE/OCE elements and

USACE Commands having civil works responsibili-

ties.

3. Scope

This ETL provides guidance pertaining to structural

features of civil works projects. It is important to

clearly identify these responsibilities and ensure that

a reliable structural design is developed for use in

establishing project costs, schedules, and the

management plan. The project engineering duties

described in the enclosure are applicable regardless

of which engineering discipline is assigned thatresponsibility. The structural design and project

engineering effort for each phase should provide

adequate interdisciplinary technical coordination,

minimize duplication of effort, and produce a

quality design.

4. Action

Minimum structural engineering responsibilities are

identified in the enclosed guidance.

FOR THE DIRECTOR:

1 Encl JOHN A. McPHERSON

Acting Chief, Engineering Division

Directorate of Civil Works


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STRUCTURAL ENGINEERING RESPONSIBILITIES FOR CIVIL WORKS PROJECTS

1. Introduction

a. Background. Many engineering disciplines

are involved with civil works projects during theirlife cycle. Frequently, simultaneous design and

analysis work is being performed by multiple disci-

plines. To efficiently perform the work, structural

engineers must know their responsibilities and how

they contribute to a final quality product that is on

schedule and within budget. In addition, a team

leader will ensure design consistency and compati-

bility among the disciplines. For the purpose of

this ETL, the team leader will be designated as the

project engineer (PE).

b. Purpose. This ETL provides detailed guid-

ance on structural and project engineering responsi-bilities for civil works projects and how the

structural engineer (SE) and the PE support the life

cycle project management system. This enclosure

is organized such that specific responsibilities for

each phase of the project management system are

grouped together. This format was selected to aid

the reader in quickly identifying responsibilities for

a given project, with each phase being self-

supporting. Additional sources of information are

identified in Appendix A.

2. Structural and Project Engineering

Responsibilities

a. General. The Corps of Engineers is opera-

ting in partnership with local sponsors who share

the cost of designing and building civil works

projects. Increased emphasis is being placed on the

key roles of the SEs and PEs to achieve high-

quality products on schedule and within budget. A

project management office was established in Head-

quarters, USACE, and in each Division and District

to facilitate project development. In the project

management system, the project manager (PM) is

the primary point of contact for project coordinationbetween the local sponsor and the Corps. The PM

is responsible for managing the project scope, sche-

dule, cost, and budget and for facilitating the resolu-

tion of existing or potential problems. The PM is

also responsible for reporting the status of the

project to higher authorities and the local sponsor.

This guidance should enable the SE and PE to more

fully support the PM. An important link in the

cooperative relationship between Engineering Divi-

sion (ED) and the PM is the individual designated

as the PE. This individual may be a SE if the

structural features of the project are significantly

complex or costly; however, the PE may come fromother technical disciplines in ED. One PE is

assigned to the overall project. The role of the PE

on the design team is to assist in the technical man-

agement of the project. The broad design experi-

ence and technical leadership required to be a

successful PE generally require that such assign-

ments be made to senior designers who have been

delegated authority to perform their interdisciplinary

responsibilities.

b. Structural engineering responsibilities.

Structural design is a creative process that generally

begins with a vague definition of the clients prob-lems and proceeds to a practical solution using

basic engineering principles and modern technology.

Most civil works projects are executed by a multidi-

sciplinary team that may include several structural

engineers. The SE must determine the appropriate

level of analyses required for each phase of the life

cycle process. The analysis performed during the

reconnaissance phase relies on engineering judg-

ment with minimal numerical modeling. During

this phase, the structural engineer will examine a

minimum number of possible structural solutions

that are mutually acceptable to local and Federal

interests. In contrast, during the preconstruction

engineering and design phase, detailed analyses will

be performed and structural features designed to the

degree necessary to prepare quality contract docu-

ments. During the construction phase, the only

analyses performed are those required to resolve

field problems. Analyses during the operation and

maintenance phase may be required for deficiencies,

repairs, modifications, or replacement. The respon-

sibilities for the structural design can be categorized

as described below.

(1) Design and analysis. One of the primaryresponsibilities of the SE is to develop a structural

solution that meets the design objectives. The SE

will draw upon past experience to develop design

concepts or examine new and innovative solutions.

The SE will combine engineering judgment with

engineering principles to develop a reliable basis for

design. Depending on the project phase, the analy-

ses may require manual computations that capture

the general structural behavior or in-depth computer

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modeling using software developed by the

Computer-Aided Structural Engineering (CASE)

project. The basis for design and analysis in each

life cycle phase is discussed in detail in paragraphs

3.b.1, 4.b.1, 5.b.1, 6.b.1, and 7.b.1.

(2) Design quality. The quality of eachdesign phase is influenced by how well the engi-

neering design team performs. Quality is affected

by the ability of the SE to communicate, apply

sound judgment, advise, plan, analyze, and review.

The SE responsibilities in producing a high-quality

design for each life cycle phase are discussed in

detail in paragraphs 3.b.2, 4.b.2, 5.b.2, 6.b.2, and

7.b.2.

(3) Cost estimating. The SE should actively

participate in the development of the cost estimate

at each phase of the project. This participation

varies in depth and is essential to developing areliable cost estimate. (Public Law 99-662 limits

projects authorized by the act to a 20-percent in-

crease in the baseline cost, excluding increases due

to inflation and changing legal requirements.) The

SE should consider the reliability of engineering

and other data available when developing contin-

gency factors. Cost estimating responsibility for the

SE in each life cycle phase is discussed in detail in

paragraphs 3.b.3, 4.b.3, 5.b.3, 6.b.3, and 7.b.3.

(4) Design schedule and budget. Throughout

the project life, SEs should prepare and maintain

their design schedules and budgets. This informa-tion is provided to the PE for preparing the engi-

neering schedule and budget. Individual schedules

and budgets should be based on reliable data and

information available from other disciplines. Contin-

gencies should be included to account for uncertain-

ties. The results of an overly conservative budget or

design schedule can result in termination of the

study or require reauthorization of the project. On

the other hand, unrealistically optimistic estimates

result in insufficient funding to complete the

project. After the schedule and budget are

approved, the SE should complete the design within

that schedule and budget. Changes can be made

only with written approval by the PM. Compari-

sons between scheduled and actual progress, and

budgeted and expended dollars, should be made

throughout the project to assess performance. The

results of these comparisons should be provided to

the PE. The SE responsibilities in preparing and

maintaining design schedules and budgets are dis-

cussed in detail in paragraphs 3.b.4, 4.b.4, 5.b.4,

6.b.4, and 7.b.4.

(5) Technical coordination. The SE is

involved in technical coordination of structural

features during all project phases. The SE should

coordinate structural design activities with

individuals from other functional elements (geotech-

nical, hydraulic, mechanical, electrical, architectural,

construction, operations, cost engineering, realestate, surveying, mapping, etc.) to develop the

design of the structural features. Technical coordi-

nation should be maintained with the technical staff

of the local sponsor. Technical coordination is

encouraged with higher authority to reach early

agreement on unprecedented or complex problems.

The SE should keep the PE informed. SE technical

coordination in each phase is discussed in detail in

paragraphs 3.b.5, 4.b.5, 5.b.5, 6.b.5, and 7.b.5.

c. Project engineering responsibilities. Selec-

tion of the PE is one of the most important manage-

ment decisions for ensuring success. The PEshould be a technical leader who has an overview

of the project and a general understanding of the

various functional elements, and is therefore able to

support the PM by managing the design process.

The PE responsibilities in each phase are discussed

in detail in paragraphs 3.c, 4.c, 5.c, 6.c, and 7.c.

(1) Management of design process. The PE,

working with all appropriate disciplines, should

define the engineering design objectives. These

design objectives pertain to customer care, innova-

tion, engineering and design (E&D) costs, operation

and maintenance (O&M) costs, modifications,quality, biddability, constructibilty, and operability.

The PE should identify the specific tasks required to

support the design objectives, and should integrate

the team effort in an efficient and cost-effective

manner. The PE should monitor team progress by

reviewing the schedules and budgets and measuring

actual production, time elapsed, and funds

expended. Changes should be documented and

evaluated for impacts.

(2) Design quality. Design quality is influ-

enced by the PEs ability to promote a team

environment that encourages communication

between engineering disciplines. The PE must

recognize technical conflicts at an early stage. In

addition, the PE should explore alternate designs

that could improve the quality or reduce costs. A

quality product is the primary objective.

(3) Design schedule and budget. The PE

should coordinate and consolidate the budget and

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provide it to the senior engineering staff. Each dis-

cipline should prepare its estimate in sufficient de-

tail to ensure that adequate resources are budgeted

to perform all engineering functions for all phases.

(4) Cost estimate. The PE should ensure thatquantities are being developed in accordance with

the code of accounts so that no quantities are omit-

ted or duplicated. Contingencies should be estab-

lished and justified in terms of available informa-

tion. The PE should inform the PM if additional

engineering information is needed to reduce contin-

gencies that have a significant impact on total cost.

(5) Interaction with project manager. The PE

should maintain a working relationship with the

PM. It is essential that the PE inform the PM about

the project status and contacts with the local spon-

sor. The PE should support the PM in developingthe engineering aspects of the project management

plan.

3. Reconnaissance Phase

a. General. The reconnaissance report is the

initial document undertaken in any project and is

Federally financed. The purpose is to determine if

there is a Federal interest in the project and if there

is a viable solution that produces benefits in excess

of costs and is acceptable to the local sponsor. The

most knowledgeable and experienced engineers

should be assigned to direct the development of thereconnaissance report, as many decisions must be

based on judgment because of the limit on time and

funds to accomplish the work.


(1) Basis for design and analysis. The SE

should lay out and evaluate a minimum number of

possible structural solutions without devoting a

great deal of time to analysis and details. The pri-

mary goal is to identify one structural solution for

establishing a Federal interest in the project. Struc-

tural layouts should be based on proven conceptsand historical data from similar projects. If histori-

cal data are not available, rudimentary analyses

should be performed to establish the nominal di-

mensional parameters of typical structural features.

Special attention should be given to

selecting an appropriate substructure design concept

which is consistent with the available geotechnical

data. Innovative design concepts during this phase

should be used only in consultation with higher

authority. If there is a Federal interest in the

project, the SE must define the structural design

effort required for the feasibility phase. This design

effort is outlined in List B-1 (Appendix B).

(2) Basis for design quality. Achieving design

quality requires that there be effective communica-

tion among all design disciplines, functional ele-

ments and the local sponsor. To further ensure a

quality product, the SE should accomplish those

items given in List B-2.

(3) Basis for cost estimate. Since the recon-

naissance phase design is primarily conceptual, and

generally based on previous conventional designs,

the structural quantities rely heavily on historical

data. The SE must use experience and engineering

judgment to prorate historical data on quantities to

the proposed conceptual design. The SE is respon-

sible for developing the appropriate contingencies

for each structural feature based on the reliability of

the historical data and the similarities between the

historical data and the proposed design. The SE

coordinates with the PE and the cost engineer to

prepare the estimate in accordance with the chart of

accounts (ER 37-2-10).

(4) Design schedule and budget. Before com-

mencing work on the reconnaissance report, the SE

identifies the design tasks and responsibilities and

prepares a detailed schedule with man-hours and as-

sociated cost. This schedule and budget will be fur-

nished to the PE, who will develop the completeengineering schedule and budget. Several iterations

may be necessary to integrate the various discipline

schedules into an acceptable engineering schedule

and budget. One task associated with the recon-

naissance report is the development of an accurate

schedule and budget for the feasibility phase. The

SE must identify the information necessary to

reduce the contingencies in the various alternatives

considered during preparation of the feasibility

report.

(5) Technical coordination. The SE should co-

ordinate with the various engineering disciplinesand the PE as required. Contact with the local

sponsor should be coordinated with the PE and PM.

The SE should advise the PE of any changes that

could affect other elements or impact the schedule

or budget. The SE, through the PE, provides sup-

port for the issue resolution conference and techni-

cal resolution conference. The SE may also

participate in negotiating the Feasibility Cost Shar-

ing Agreement.

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c. Project engineering responsibilities.

(1) General. The PE has four major responsi-

bilities during the preparation of a reconnaissance

report: making certain that the problem is clearly

defined and the alternatives identified; managing the

conflict between the need to obtain sufficient engi-neering with the limited time and funding available;

monitoring and resolving technical issues early,

such that slippage does not occur; and developing a

detailed plan, including the engineering effort and

budget, for the feasibility report.

(2) Management of design process. The PE

must manage preparation of the reconnaissance re-

port for all engineering elements. This will include

coordinating with other functional organizations

such as real estate, planning, and construction, plus

the local cost-sharing partner. The PE, working with

engineering management, will identify the designteam that will perform the work. In addition to

knowing the status of the project at all times, the

PE should be prepared to resolve problems as

quickly as possible to minimize the impact on the

project.

(3) Design quality. To help ensure that a

quality product is produced, the PE, with the design

team, should accomplish those items defined in List

B-3.

(4) Schedule and budget. To minimize im-

pacts to the schedule and budget, the PE, working

through the design team, should perform duties

defined in List B-4.

(5) Cost estimate. The project cost will deter-

mine if an economically viable project can be built.

Because of the emphasis placed on the cost esti-

mate, the PE should ensure that complete and

accurate quantities are developed. The PE, with the

design team, will assign contingencies for each line

item of the estimate. To ensure that an accurate

estimate is achieved, the PE should adhere to those

items listed in List B-5.

(6) Interaction with project manager. The PEshould interact with the PM and the local sponsor in

the areas defined in List B-6.

4. Feasibility Phase

a. General. The report prepared during this

phase of the project is similar to previous general

design memorandums, and should be completed

within 24 to 36 months. It establishes a baseline

cost estimate for the total project cost. The feasibili-

ty study is cost shared with the local sponsor.


(1) Basis for design and analysis. The SE

should lay out and evaluate the potential structural

solutions to a design level to allow cost compari-sons. The layout and design of the structural fea-

tures of the recommended plan should be developed

to a level that is reliable for estimating the baseline

cost and schedule. The structural layouts should

account for variations in site and alignment, types,

and arrangement of the structural features. For

small, less complex projects, the feasibility report

may contain the complete analysis to allow projects

to proceed directly to plans and specifications (P&-

S). This normally requires approval of higher au-

thority. For items to be accomplished, see List B-1.

(2) Basis for design quality. The basis fordesign quality is established during the feasibility

phase with the early development of design criteria

and objectives. The actions contained in List B-7

should be accomplished during this phase.

(3) Basis for cost estimate. During the feasi-

bility phase, the SE focuses on the development of

a baseline cost estimate. Quantities are computed

for the major structural features of the recom-

mended plan. The level of detail of the quantities

depends on how significant and critical the feature

is to the project cost. In addition, the SE assists the

cost engineer by defining the level of risk andestablishing the contingencies to be assigned to each

structural feature in the baseline cost estimate. All

quantities and contingencies provided by the SE

should be in accordance with the chart of accounts

(ER 37-2-10).

(4) Design schedule and budget. The SE refines

the proposed project schedule and budget for the

structural portion of the feasibility study identified

in the reconnaissance report to include specific tasks

and responsibilities along with man-hours and asso-

ciated costs. This proposed schedule should include

when the information will become available forinterdisciplinary use. Once the structural schedule

is established, the SE is responsible for monitoring

the structural performance to ensure that this phase

of the project is completed within the schedule and

budget. One major task associated with preparation

of the feasibility report will be the development of

the proposed structural design schedule and budget

for the preconstruction engineering and design

phase and construction phase.

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(5) Technical coordination. The SE coordi-

nates with technical disciplines and the PE on the

constructibility, safety, reliability, and functional

requirements for the alternatives being considered.

The SE should coordinate with local sponsors to

obtain necessary structural information, as well astechnical views on the design alternatives being

considered. The SE should also participate in the

technical review conference and the local coopera-

tion agreement (LCA).


(1) General. The PE must ensure that the

design objectives are defined. Since the feasibility

report costs are shared with the local sponsor, moni-

toring of the schedule and budget is critically im-

portant. During this phase it will also be necessary

for the PE to prepare a schedule and budget for thePED. This schedule/budget is critical to achieving

the earliest possible construction start. The feasibil-

ity report can take up to 12 months or more for

approval; however, HQUSACE has authority to

provide funding for initiation of preconstruction

engineering and design during this review period.

This initial work should include acquiring all

remaining survey and geotechnical data, completing

model studies, developing detailed designs and

value engineering (VE) studies, and preparing a

design memorandum and P&S for the first item of

work. The key is getting the PED budget to

HQUSACE in advance, so that funds can be pro-grammed in the appropriate fiscal year.


responsibilities during preparation of the feasibility

report are similar to those noted in paragraph 3.c.2.

The PE should coordinate the resolution of review

comments made by higher authority.

(3) Design quality. To help ensure that a

quality product is produced, the PE, with the design

team, should accomplish those items defined in

List B-8.

(4) Schedule and budget. To eliminate im-

pacts to the schedule and budget, the PE, working

through the design team, should perform duties

defined in List B-9.

(5) Cost estimate. The project cost will deter-

mine if an economically viable project can be built.

Because of the emphasis placed on the cost esti-

mate, the PE should ensure that complete and accu-

rate quantities are developed. With the design

team, the PE will assign contingencies for each line

item in the estimate. To ensure that an accurate

estimate is produced, the PE should adhere to those

items listed in List B-5.


should interact with the PM in the areas defined in

List B-10.

5. Preconstruction Engineering and De-sign (PED) Phase

a. General. This phase begins with the sub-

mission of the feasibility report. The review and

approval process for the feasibility report can take

up to 12 months. HQUSACE can authorize an

expenditure of funds to prevent project delay.

Design and analysis should proceed as detailedsurvey, geotechnical, hydraulic, and other informa-

tion become available. The analysis (if not accom-

plished during the feasibility phase) will be

prepared and submitted for review as a design

memorandum (DM)in the PED phase. The P&S

are submitted for review near the end of the PED

phase.

(1) Design memorandum. The DM is a docu-

ment that presents detailed analysis for the various

line items of work within a project. The DM level

of coverage may be presented as part of the feasi-

bility report on small projects. On large projects,the DM is developed during PED for the first item

of construction, with additional DMs for remaining

features of work following the PED phase. Engi-

neering Division will be responsible for preparation

and submission of all DMs.

(2) Plans and specifications. The purpose of

the P&S is to provide a document that the

contractor can use to build a quality product. Engi-

neering Division will be responsible for preparation

and submission of all P&S.


(1) Basis for design and analysis. The level

of design detail during PED must be sufficient to

complete preparation of P&S. This will include the

responsibilities for structural stability, material

selection, sizing of members, connection details,

reinforcement layouts, and geometrical compatibility

with adjacent features. The complete checked com-

putations for the selected alternative shall be bound

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and become a part of the project files. A list of

Corps programs available for analysis is provided as

Appendix C.

(2) Basis for design quality. The SE must

evaluate innovative and creative ideas that could

benefit the project, and should participate in the VEstudies. Technical reviews during design are essen-

tial to detect errors and deficiencies. During prepa-

ration of P&S, communication with design team

members and the local sponsors must be continued.

As part of the P&S, the SE should develop instruc-

tions to the field plus a list of required contract

submissions. The SE ensures that the structural

design objectives previously identified are being

accomplished. Prior to advertisement, a complete

constructibility, operational, and biddability review

must be completed and all comments resolved.

(3) Basis for cost estimate. During prepara-tion of the DM the project cost estimate is updated

to reflect the refinement of the design. The SE

provides the cost engineer with the refined quanti-

ties and acquired information pertaining to any

unique materials or construction techniques. After

completion of the P&S, the SE must also assist in

the preparation of the Reasonable Contract estimate.

This support consists of developing quantity

estimates for structural features, providing informa-

tion regarding availability and sources of specialty

structural materials, and describing any special

constructibility considerations.

(4) Design schedule and budget. The SE

continues to monitor the structural man-hours and

funds expended, and compares these values with the

schedule and budget. The SE should not jeopardize

the level of quality to achieve schedule and/or

budget.

(5) Technical coordination. The SE coordi-

nates with the engineering disciplines as necessary

to complete the structural engineering portions for

the DMs and P&S. The SE also communicates

with the sponsors technical representatives concern-

ing design objectives and review comments, and

keeps the PE informed of issues that have a poten-

tial to impact the project quality, schedule, or bud-

get. The SE keeps the PE informed of the actual

versus approved schedule and budget, as well as

any changes to the approved scope of work. The

SE is responsible for keeping the cost engineer

advised of any changes in quantities. Quantities are

provided in accordance with the chart of accounts.

The SE provides the PE with necessary information

to resolve review comments. At the request of the

PE, the SE assists in the development of the LCA.


(1) General. The objective in this phase is to

ready the project for construction in accordancewith the feasibility report. The PE coordinates the

activities toward acquiring detailed engineering data,

model testing, completing detailed designs, and

conducting VE studies. The PE also coordinates

the preparation of the DM and P&S.


should manage this phase to ensure that the required

design information is available to complete the DM

and P&S. This requires coordination with those

elements responsible for obtaining this information.

When problems arise, the PE should be prepared to

resolve them as quickly as possible. The PE shouldcoordinate biddability, constructibility, and opera-

tional reviews. In addition, the PE should coordi-

nate the resolution of review comments made by

higher authority.

(3) Design quality. Obtaining all of the

necessary data for preparation of the DMs is essen-

tial to preparing a quality DM. To help ensure that

a quality product is produced, the PE, with the

design team, should accomplish items defined in

List B-11. In preparation of P&S, the PE with the

design team should accomplish the items defined in

List B-12. The PE, with the design team, should

review final DMs and P&S documents to ensure

they are complete and meet all design objectives.

(4) Schedule and budget. To minimize

impacts to the schedule and budget, the PE should

accomplish the items defined in List B-13.

(5) Cost estimate. The objective of this phase

is to continue refining the construction cost by

reducing contingencies to a minimum. Because of

the emphasis placed on the cost estimate, the PE

should ensure that complete and accurate quantitiesare developed and the contingencies for each line

item in the estimate are appropriately adjusted. To

ensure that an accurate estimate is produced, the PE

should adhere to those items listed in List B-14.


should interact with the PM in those areas defined

in List B-15.

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6. Construction Phase

a. General. The construction phase begins

with the award of the contract and ends with the

final payment to the contractor and startup of the

project. The O&M manual will be prepared during

this phase. The SE and PE are responsible for

providing engineering assistance during construction

of the project. The SE and PE should be respon-

sive to the field.


(1) Basis for design and analysis. Occasion-

ally during construction, it may become necessary

for the SE to perform additional design work. This

may occur as the result of modifications or alterna-

tive construction techniques proposed by the con-

tractor or from evaluation of the contractor designs.

Frequently during construction, time is of theessence, and the SE should complete the design

work such that the projects critical path is not

impaired. The SEs review of selected shop draw-

ings is necessary to ensure that assumptions made

during design are incorporated. The SE should

obtain the necessary information for preparation of

O&M manuals and development of as-built draw-

ings.

(2) Basis for design quality. The SE should

establish a cooperative relationship with construc-

tion counterparts so that, as questions develop dur-

ing construction, they can be resolved expeditiously.The SE should visit the construction site to become

familiar with construction techniques and to answer

questions, resolve problems, and provide guidance

as necessary to accomplish the design intent. The

SE should also solicit suggestions for improvements

of future designs. The information obtained during

construction should promote increased quality on

future designs. The SE should be involved in mod-

ifications so that the best solution between engineer-

ing and construction can be obtained.

(3) Basis for cost estimate. The SE supports

the preparation of the Government estimate to beused in negotiating contract modifications. These

computations shall be bound and become a part of

the project files.

(4) Design schedule and budget. The SE

should begin to summarize the information and

history pertaining to the schedule and budget so that

an effective database can be developed for future

baseline cost estimates. The SE should document

lessons learned and unique innovative design and

construction techniques.

(5) Technical coordination. The SE should

coordinate the receipt of shop drawings and review

comments with the PE. The SE coordinates trips to

the construction project and resolutions to structural

construction problems with the PE. The SE should

coordinate the preparation of as-built drawings and

the structural input for the O&M manuals with

appropriate disciplines as necessary. The SE keeps

the local sponsors structural representatives

informed of project development. The SE keeps the

PE informed of critical items that may affect the

scope, schedule, and budget of the project.


(1) General. The role of the PE during the

construction phase involves establishing a goodworking relationship and communication flow with

construction personnel, establishing a process for

handling all submissions to Engineering Division,

and coordinating the engineering input to contract

modifications.


must manage engineering during construction. The

PE must know the status of construction, submis-

sions to ED, claims, and modifications. The PE

should be prepared to resolve problems as quickly

as possible.

(3) Design quality. To help ensure the con-struction of a quality product in the field, the PE

should accomplish the items defined in List B-16.

(4) Schedule and budget. To minimize

impacts on the project, the PE should maintain

communications with field personnel and monitor

the schedule and budget. Any problems in meeting

the schedule and budget will first be discussed with

the design team, followed by a meeting with man-

agement. All proposed changes will be coordinated

with Construction Division.

(5) Cost estimate. To minimize increases inthe cost during construction, the PE should observe

field progress and note any potential problems. The

PE should coordinate engineering input to the solu-

tion of such problems as they arise.


should maintain a good working relationship with

the PM and participate with the PM in meetings

with the local sponsor.

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7. Operation and Maintenance Phase

a. General. Technical support during the

project turnover phase is provided by the project

design team. Future responsibilities may require

periodic inspections, modifications of the as-built

drawings, review of operational deviations, identifi-cation of project deficiencies, and evaluation of

replacement plans.


(1) Basis for design and analysis. If required,

the SE may be responsible for performing the

analysis necessary to establish safe operational

procedures and to develop P&S for repair or

replacement of structures.

(2) Basis for design quality. The SE should

document the performance of the project, and thisinformation should be saved in a database, as

appropriate, for future designs.

(3) Basis for cost estimate. When evaluation,

repair, or replacement becomes necessary, the SE

shall assist the cost engineer, as appropriate, in the

development of the cost estimate. This will require

the SE to prepare quantities and contingencies in

accordance with the chart of accounts.

(4) Design schedule and budget. When evalu-

ation, repair, or replacement becomes necessary the

SE shall prepare a scope of work, schedule, and

budget and submit these to the PE for review.

(5) Technical coordination. This may involve

coordination with other disciplines in periodicinspections or assessment and evaluation of the

performance and safety of the project. The SE

supports the coordination effort of the PE. The SE

coordinates evaluation, repair, and replacement of

structural components with the local sponsors

structural representative.

c. Project engineering responsibilities. The

PE is the team leader for developing answers to

design-related questions that develop during

periodic inspections or when operational deviations

are proposed. The PE is also responsible for coor-

dinating the completion of as-built drawings andaddressing design-related project deficiencies. The

PE also functions as the team leader if evaluation

and replacement are necessary. Through the PM,

the PE should ensure that any proposed changes in

operation, or modifications to the project as a result

of these changes, are submitted to higher authority

for approval and coordination.

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APPENDIX ABIBLIOGRAPHY

a. ER 415-1-11. "Biddability, Constructibility

and Operability."

b. ER 1110-2-101. "Reporting of Evidence of

Distress of Civil Works Projects."

c. ER 1110-2-1150. "Engineering After Fea-

sibility Studies."

d. ER 1165-2-131. "Local Cooperation Ag-

reements for New Start Construction Projects."

e. EM 1110-2-1301. "Cost Estimates -

Planning and Design Stages."

f. US Army Corps of Engineers. 1989

(7 Sep). Policy letter (CEMP-ZV), "Interim

Guidance for Cost Effectiveness Review/Value

Engineering."

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APPENDIX BGENERAL CHECKLIST

RECONNAISSANCE PHASE

List B-1 Basis for Design and Analysis

(paragraph 3.b.1)

Potential structural alternatives for

evaluation.

Types, arrangement, and number of structural

features for evaluation.

Pertinent project data and testing required.

Relevant design criteria and any special

design studies.

Studies and data needed to reduce

contingencies associated with design

uncertainties and risks.

Additional resources needed to expedite

design or to have design teams investigate

alternatives concurrently.

List B-2 Basis for Design Quality(paragraph 3.b.2)

Prepare detailed scope of work.

Identify problems that must be addressed.

Identify alternatives to be considered.

Identify detailed tasks and responsibilities.

Evaluate available design data as to adequacy

and reliability.

Establish uncertainties and contingencies to

be applied to each alternative.

Develop plan for preparation of feasibility

report.

Identify additional engineering data required

to reduce contingencies in preparation of

feasibility report.

Participate in selection of recommended

plan.

List B-3 Design Quality(paragraph 3.c.3)

Clearly define the functional requirements

for the project.

Identify the alternatives to be studied.

Identify the key components of the project

that will determine its feasibility.

Develop a complete plan for the preparation

of the feasibility report to include data

requirements, detailed tasks, alternatives, and

E&D cost.

Review status of work with design team as

required.

Keep PM advised.

Facilitate resolution of problems between

disciplines and other organizations.

Prepare a summary of lessons learned for

use in future projects.

List B-4 Schedule and Budget

(paragraph 3.c.4)

Develop a list of all milestones through final

approval of the document by higher

authority.

Develop an overall Engineering Division

schedule from the individual disciplineschedules.

Monitor the accomplishment of tasks and

expenditure of dollars.

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Discuss any problems in meeting the

schedule and budget first with the design

team, followed by a meeting with

management.

Develop a complete schedule and budget for

preparation of the feasibility report.

List B-5 Cost Estimate (paragraph 3.c.5)

Identify the features of the job along with

contingencies that are generating the major

cost.

Continually review the cost estimate as the

design is developing.

Make certain final quantities are in the

proper format.

Review final cost, benefits, and

contingencies.

List B-6 Interaction With Project Manager(paragraph 3.c.6)

Review with the PM the final engineering

schedule and budget.

Participate with PM in developing the

Feasibility Cost Sharing Agreement.

Work with PM in identifying the overallproject objectives and schedule.

Participate with PM in meetings with the

local sponsor.

Participate in the Issue Resolution

Conference with design team.

Participate in Technical Resolution

Conferences with design team.

Inform the PM of all contacts with the local

sponsor by the technical disciplines.

Invite PM to participate, when appropriate,

in the engineering review meetings.

FEASIBILITY PHASE

List B-7 Basis for Design Quality(paragraph 4.b.2)

Assumptions made in the reconnaissance

phase must be confirmed.

Accurate field data necessary for design,

such as surveys and soil borings, must be

obtained.

All functional aspects of the design must be

considered.

The project team must evaluate the design

for constructibility, safety, and reliability.

The project design team should be integrated

to include engineering, construction,

operations, and maintenance.

The SE should review and refine the

structural features and elements of the project

and assess available data to prepare the

baseline cost estimate.

New alternatives proposed should be

reviewed in the feasibility report to ensure

that the best alternative has been selected.

The SE should participate on the VE study

team.


Identify and document all changes to design

and the resulting impact on schedule and

E&D budget.

Develop a list of design criteria and

assumptions.

Identify the key components of the job that

will determine its feasibility.

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Identify high-cost items with the objective of

identifying less expensive alternatives

Develop the project baseline cost estimate

and project management plan.

Ensure participation of PE on the VE study

team.


required.

Keep PM advised.



Prepare a summary of lessons learned that

can be used on future projects.

List B-9 Schedule and Budget(paragraph 4.c.4)

Develop baseline project cost estimate and

schedule.

Develop a list of all milestones through final

approval of the document by higher

authority.

Develop an overall Engineering Division

schedule from the individual disciplineschedules.

Monitor the accomplishment of tasks and

expenditure of dollars.

Discuss any problems in meeting the

schedule and budget with the design team,

followed by a meeting with management.

List B-10 Interaction With Project Manager

(paragraph 4.c.6)

Participate with PM in developing a draft

LCA.

Work with PM in identifying the overall

project objectives, schedule, and budget.

Participate with PM in meetings with the

local sponsor.

Participate in the Issue ResolutionConference along with the design team.

Participate in the Technical Resolution

Conferences along with the design team.

Inform the PM of all contacts with the local

sponsor by the technical disciplines.

Invite PM to participate, when appropriate,

in the engineering review meetings.

PRECONSTRUCTION ENGINEERING AND DESIGN PHASE

List B-11 Design Quality

(paragraph 5.c.3)

Identify and participate in the VE studies.

Develop a list of design criteria and

assumptions.

Establish the final rights-of-way

requirements.


required.

Keep PM advised.



Prepare a summary of lessons learned for

use in future projects.

List B-12 Design Quality for P&S(paragraph 5.c.3)

Key in on the high-cost items with the

objective of identifying and developing a

more cost-effective alternative.

Conduct a field review with Construction

and Operation Divisions, and others as

appropriate, during biddability,

constructibility, and operability review.

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List B-13 Schedule and Budget(paragraph 5.c.4)

Develop a list of milestones to include

intermediate milestones for completion of

data acquisition, model test, alternatives, and

VE studies. For P&S, develop a list of allmilestones to reflect in-house review, field

review, announcement in the Commercial

Business Daily, wage rates, printing,

advertising, award, and notice to proceed.

Monitor the accomplishment of tasks and all

expenditures.

Discuss any problem in meeting the schedule

and budget with the design team, followed

by a meeting with management.

Revise budget for engineering duringconstruction as required.

List B-14 Cost Estimate

(paragraph 5.c.5)

Ensure that the cost and design engineers are

working together in evaluating alternatives

and in VE studies.

Identify as many contractors as possible that

are interested in bidding on the job.

Clearly define for every discipline exactly

how quantities and contingencies will be

developed and documented.

Identify at the outset the overall construction

cost objective.

Schedule each discipline to furnish

preliminary quantities to determine if a

viable project exists.

Identify the features of the job along with

contingencies that are generating the major

cost.

Analyze the items with the large

contingencies in order to reduce the

uncertainties and the project cost.

Continually review the cost estimate as thedesign is developing.

Make certain final quantities in the proper

format are furnished on schedule.

Review final cost, benefits, and

contingencies.

List B-15 Interaction With Project Manager(paragraph 5.c.6)

Participate with the PM in meeting with the

local sponsor during preparation of P&S.

Participate with the PM in developing the

Local Cooperation Agreement.

CONSTRUCTION PHASE


Develop and maintain project status records.

Make certain all disciplines review thecontractor submittals and identify those they

wish to review.

Establish points of contact in Construction

and Engineering Divisions.

Visit the field with other technical staff

regularly.

Coordinate the preparation of design

considerations and special instructions to the

field.

Ensure that information required for the

O&M manual is furnished by the contractor.

Ensure that members of the design team

participate in final inspection.

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APPENDIX CLIST OF CORPS PROGRAMS,

COMPUTER-AIDED STRUCTURAL ENGINEERING PROJECT

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