Jobsite Operations and Planning
What this domain tests
Jobsite Operations and Planning tests how a crew leader turns a schedule into daily work: look-ahead planning, work sequencing, material and equipment coordination, productivity tracking, and cost control.
Core rules and concepts
- Use the short-interval look-ahead, often three weeks, to identify upcoming work, restraints, permits, inspections, and equipment needs.
- Sequence work by dependencies and lead times, not by what is easiest to start.
- Confirm materials are staged, protected, and available before labor is committed; just-in-time delivery reduces damage and theft but requires reliable suppliers.
- Measure productivity as installed quantity divided by labor hours, and compare with the estimate or budget; use consistent units.
- Plan each day's manpower, tools, equipment, permits, and inspections.
- Coordinate with the general contractor and other trades before a shutdown, crane pick, or tie-in.
Worked example
A three-week look-ahead shows a crane pick on day 4 and a concrete pour on day 6. The crew leader checks that the crane permit and lift plan are approved by day 2, that the inspection of the pour area is scheduled for day 5, and that concrete is ordered with the required lead time. Reasoning: the leader is managing restraints and lead times, not just listing tasks. If the inspection cannot be scheduled, the pour moves before labor is wasted.
Traps that cost marks
- Planning without crew input, then discovering the sequence is impractical.
- Ignoring weather and site access in the look-ahead.
- Starting work before materials, permits, or inspections are confirmed.
- Tracking productivity with inconsistent units or incomplete hours.
- Treating the look-ahead as a copy of the master schedule.