WELCOME

TO
LEADERSHI
P SEMINAR

Construction
Work
Package

Objecti
ves
To describe the construction scope
of work and facilitate the integration
between cross functional disciplines.

CONSTRUCTION WORK
PACKAGE (CWP)
Developed in an environment where there are
many different types of construction that have
different needs, different systems, not to
mention the different types of companies (E, EP,
EPC & EPCM).
The basic premise of work packaging whether it
is a construction, engineering, procurement or
field installation work package is rooted in the
idea that a project is broken into well defined
manageable pieces that can be executed,
budgeted, measured and controlled.

 The boundaries of the CWPs, the

complete list and the priorities must be
developed by Construction during the
front end of the Engineering phase, in
conjunction
with
the
path
of
Construction so the sequence of the
Engineering
and
Procurement
deliverables can support Construction
requirements. The CWPs are assembled
by Construction before the work gets to
the field.

The CWP will always

include:

a description of the work

list of drawings and materials/equipment to be
installed
reference documents (such as P&IDs,
specifications, etc.)
estimated manpower
Scaffolding
construction equipment requirements
Safety
Quality
subcontract administration
permitting and regulatory requirements

 CWPs are rolled out in a staged

process, updated as information
becomes available at different
schedule levels and are continually
refined into Field Installation Work
Packages ( FIWP)

Field Installation Work

Package (FIWP)

is a detailed execution plan that ensures

all elements necessary to complete the
scope are organized and delivered before
work is started to enable craft persons to
perform quality work in a safe, effective
and efficient manner.
Generally the scope of work associated
with the FIWP should be small enough
that it could be completed by a single
foremen team in a one or two week time
frame.

CWP
Template

A CWP template was developed in

order to set the bar for package
content. The objectives of template
are to reconcile the differences of
planning, scheduling, budgeting,
status and control implied by the
system orientation of design,
procurement, start up and operation
and the area orientation of
construction.

Construction Scope
of Work

A complete narrative description of

the construction scope of work for the
package. This may include sections
for work included and not included,
prerequisites, demolitions and
isolations as well as a summary of the
equipment and bulk quantities to be
installed or demolish.

Construction Scope
of
Work
Engineering
Rigging Studies

Information
Manpower
Direct Field Equipment
and Materials
Safety
Quality
Special Permits/
Regulatory
Requirements
Subcontractors
Vendor Support Data

Scaffold
Special
Construction
Equipment, Tools
and Consumables
Waste Management
Risk Register
WorkFace Planning
Project Control
Turnover
Documents
Contact List

Effective and
Dynamic
Leadership

LEADERS

What is a
leader?
A leader is "a person who
influences
a
group
of
people
towards
the
achievement of a goal"
Leading people
Influencing people
Guiding people
Commanding people

A mnemonic for this definition

would be 3P's - Person, People
and Purpose as illustrated by the
following diagram.

Person
A leader by its meaning is one who
goes first and leads by example,
so that others are motivated to
follow him.
To be a leader, a person must have
a deep-rooted commitment to the
goal that he will strive to achieve
it even if nobody follows him!

The leader has to be practical

and a realist yet must talk
the language of the visionary
and the idealist.
Eric
Hoffer

Purpose
A requirement for leadership is
personal vision - the ability to
visualize your goal as an accomplished
fact; a thing already achieved.
The next requirement is the
realization that the goal cannot be
achieved alone, without the help of
others.

In communicating your goal, bear in mind

that it should meet the following criteria:

Achievable ... realistic yet

faith stretching

Inspiring ... challenging

your people to give of their
best

Measurable ... quantifiable

Shared ... declaring your
conviction in and
commitment to the goal

People
To be a leader, one must have
followers. To have followers, one
must have their trust.
How do you win
their trust?

Why would others

trust you?

Most important, are

you worthy of their
trust?

What is leadership?
Leadership is the process of influencing others
toward the achievement of organizational goals. A
successful organization has one major attribute
which sets it as part from unsuccessful
organizations: dynamic and effective leaders.

Dynamic leaders

are responsive to the

changing needs of their followers.

Effective leaders
organizational goals
committed employees.

worked at accomplishing
through competent and

The most successful leaders favor leadership styles

which allow them to be dynamic and effective.

Leadership
10 %
Gift
85 %
Influenc
e

5 % Crisis

Why Leadership is Important?

No Leadership skills = limited growth
Effective leadership = cost savings
Employers are focusing on
inadequacies
Everyone is expected to lead in their
role.
Your impact on others Intent VS
Impact
Balance not frenzy

Types of Leaders
Leader
by
the
position
achieved
Leader by personality,
charisma
Leader by moral example
Leader by power held
Intellectual leader
Leader because of ability to
accomplish things

Great Leaders
1. Desire
2. Willingness to work
3. You have to believe
4. Commitment
5. Feel good
6. Know how
7. Repetitious and
systematic
8. High F.Q (Failure
Quotient)
9. Vision
10. Become a motivator

What is
supervision?
Supervision
is
the
activity
carried out by the supervisors to
oversee the productivity and
progress of employee who report
directly to the supervisors.

What Do Supervisors do?

Supervision of a group of employees often includes
Conducting basic management skills (decision making, problem
solving, planning, delegation and meeting management)
Organizing their department and teams.
Noticing the need for and designing new job roles in the group.
Hiring new employees
Training new employees
Employee performance management (setting, observing and
giving feedback, addressing performance issues, firing
employees, etc.)
Conforming
regulations.

to

personnel

policies

and

other

internal

How can you improve as

a Supervisor?
Company
Manageme
nt
To yourself

Maintain selfcontrol

Show impartiality

Encourage loyalty

Show concerns for the

Delegates
Strong
Points
Weak Points

Implement fair
discipline
Individual
Group

Be approachable

Know the staff

Trained and correct

Standards
Mistakes

Set as good examples

by:
Be punctual

Well dressed Showed respect to

other
Guest

Staff

Knowing of
operation

Good Communication
Managemen
t

Staff

The Four Leadership

Styles

Development levels of
the follower
Development level
is defined as an
individuals degree of
competence
and
level of commitment
to compete a specific
task. The level can
change from task to
task.

Directing (S-1)
For this style the leader tells the
follower what, how, where, and when
about the task that needs to be
done. The leader closely supervises
the work. The follower has no
involvement with decision-making or
problem-solving.
The
behaviors
exhibited by the leader are highly
directive
and
minimally
supportive.

Development
level D-1 exhibits
low competence/high
commitment.

Coaching (S-2)
The leader continues to give specific
directions. The leader becomes
supportive by offering reassurance
and encouragement. The leader
explains
decisions
and
solicits
suggestions and input. The leader
exhibits
highly
directive
and
highly supportive behavior.

Development
level D-2 has some
competence/low
commitment.

Supporting (S-3)
The leader no longer needs to give a
great amount of direction. The leader
needs to build the followers selfconfidence
and
motivation
by
encouragement and praise. The
leader helps subordinate reach own
solutions by asking questions that
expand
thinking.
There
is
responsibility for decision-making.
Behaviors exhibited in this style are
highly supportive and minimally
directive.

Development
level D-3 has high
competence/variable
commitment.

Delegating (S-4)

The leader no longer needs to give

much direction or support. The leader
needs to pass the ball to follower and
allow follower to run with it. The
leader turns over responsibility for
decision-making and problem-solving
to follower.

Development
level D-4 has high
competence/high
commitment.

In all four styles, the leader: sets goals,

observes performance, and provides
feedback.
The following cautions
should
always
be
considered.
Style 1 is directing, not
dictating. Style 2 is a
coaching, not smothering.
Style 3 is supporting, not
rescuing.
Style
4
is
delegating, not abdicating.

Characteristics of an
effective Team
Experience has
demonstrated that
successful teams
empowered to establish
some or all of a teams
goals, to make decisions
about how to achieve these
goals, to undertake the
tasks required to meet then
and to be mutually
accountable for their results.

There are several characteristics

of an effective team, these
includes:
Clear Purpose

Informality

Participation

Listening

Civilized
Disagreement

Consensus
Decisions

Open
Communication

Clear Roles and

Work
Assignments

Shared
Leadership

External
Relations

Style Diversity

SelfAssessment

"The very essence of

leadership is that you
have to have vision.
You can't blow an
uncertain trumpet."

Any question?

How far can you go?

The End
Acknowledgment
Faras Open Cycle Gas Turbine Power Plant Project

Wilfred Pascual
Project Secretary
Jonathan Retiro
Project Documentation
Mr. Andy Sacayacay
Project Camp Manager
Engr. Nevin McIlwaine