Air Force Civil Engineer Work Management Study

Podcast

Play an AI-generated podcast conversation about this lesson

Questions and Answers

What is the primary responsibility of the Civil Engineer Operations Flight (CEO) at the installation level?

The CEO is responsible for sustaining and managing the life cycle of the installation's built infrastructure.

What is the role of the Operations Engineering (CEOE) Element within the Operations Flight?

The CEOE Element receives and prioritizes requirements to support sustainment and management needs.

What are the five deliverables executed by the engineers and technicians assigned to CEOER?

The five deliverables include requirement identification and prioritization, process and issues management, preventive maintenance analysis and planning, corrective maintenance analysis and planning, and support to the Engineering Flight (CEN) on cradle-to-grave contract execution.

Which of the following documents provides guidance for implementing standardized business processes, operating procedures, and resources needed to manage the Operations Flight?

Work Management Playbook Signup and view all the answers

What is the purpose of the Work Management (WM) Program?

The WM Program seeks to provide a repeatable and reliable process for managing real property (RP) maintenance, repair, and operations. Signup and view all the answers

The WM Playbook replaces existing DoD or DAF policy.

False Signup and view all the answers

What is the role of the Facility Manager (FM) in the WM program?

The FM acts as the liaison between the commander and the supporting CE unit for real property maintenance and repair. Signup and view all the answers

What is the primary method for submitting non-emergency requirements in the WM Program?

Non-emergency requirements are submitted electronically via Service Requests (SRs) through NexGen IT. Signup and view all the answers

What is the purpose of the Work Request Working Group (WRWG)?

The WRWG evaluates and prepares CE work requests, especially those that require formal review and approval. Signup and view all the answers

What are the three primary avenues for managing requirements that are not approved for in-house work by the WRWG?

The three avenues include Facility Operations Facility Projects (FOFPs), in-house shop management, and forwarding requirements to Engineering (CEN) for Capital Projects. Signup and view all the answers

What is the role of the Work Request Review Board (WRRB)?

The WRRB makes approval, execution, and scheduling decisions on requirements that have been reviewed by the WRWG. Signup and view all the answers

What is a Facility Project (FP)?

An FP is a formal process for managing in-house requirements that require detailed planning and complex coordination. Signup and view all the answers

What is the purpose of the Work Clearance Request (AF Form 103)?

An AF Form 103 must be processed and approved for any work activities that involve potential disruptions to air traffic, utility services, or safety systems. Signup and view all the answers

Describe the key components of a Storm Damage FOFP.

A Storm Damage FOFP includes WTs for damage assessment, general installation cleanup, and specific corrective maintenance (CM) requirements for facilities and utilities. Signup and view all the answers

What is the purpose of the Utility System Outage Report (USORT) Tool?

The USORT Tool tracks and analyzes short-term utility outages on AF Bases, providing real-time reporting and analysis. Signup and view all the answers

Explain the importance of accurate labor reporting in the WM Program.

Accurate labor reporting is critical for analyzing labor data, assessing manpower utilization, predicting the impact of additional tasks, and making resource allocation decisions. Signup and view all the answers

Describe the process for managing Air Reserve Component (ARC) member labor in the WM Program.

ARC member labor is managed based on their assignment and status, with different procedures for TDY assignments, weekend drills, and Title 10 orders. Signup and view all the answers

What are the potential negative consequences of not capturing and recording accurate data in the Work Management System like NexGen IT?

Failing to capture accurate data can lead to non-compliance with financial regulations, statutory violations, erroneous data for asset management, and misaligned funding. Signup and view all the answers

What are the key responsibilities of the Workgroup (WG) Foreman during the work completion and closeout process?

The WG Foreman conducts a final inspection, ensures accurate documentation, materiel accounting, and labor reporting, and processes the DD Form 1354 if required. Signup and view all the answers

Describe the purpose of the Closeout Checklist in the WM Program.

The Closeout Checklist ensures all necessary closeout activities are completed before a WT is closed in NexGen IT. Signup and view all the answers

What are the key responsibilities of the CEOER Requirements and Optimization Sections during the work completion and closeout process?

The Requirements Section coordinates with stakeholders to ensure all closeout processes are complete before closing WTs. Signup and view all the answers

How are Workgroups (WGs) used in the WM Program?

WGs represent organizational entities that support internal work routing and personnel allocation, as laid out in AFI 32-1001. Signup and view all the answers

What are the key steps in managing Workgroups (WGs)?

Managing WGs involves maintaining accurate records, ensuring proper personnel assignments, validating paygrades, and updating records based on personnel actions. Signup and view all the answers

What are the roles of the Flight Commanders, BCE, CSS, and Foreman in Workgroup (WG) Management?

Flight Commanders determine WG assignments, the BCE oversees organizational structure, the CSS manages WG records, and the Foreman manages their assigned WG personnel. Signup and view all the answers

Study Notes

Air Force Civil Engineer Work Management Playbook Study Notes

DAF Policy and Doctrine: CE forces establish, operate, sustain, and protect installations as power projection platforms, enabling Air Force and other commanders' core capabilities through engineering and emergency response across the full mission spectrum. CEO (Civil Engineer Operations Flight) manages the lifecycle of installation infrastructure.

Operations Engineering (CEOE) Element

Responsibilities: Receives and prioritizes requirements for installation sustainment and management, utilizing Requirements and Optimization (CEOER) capabilities. CEOER effectively applies resources for lifecycle management and mission priorities, supported by Materiel Control (CEOEM) and Service Contract (CEOES) sections.
Activities Management: CEOER ensures optimal resource decisions and executes operations flight activities, ensuring data supports asset management through Activity Management Plans (AMPS) and Sub-Activity Management Plans (Sub-AMPS).

Work Management (WM) Program Objectives

Process: A repeatable and reliable process for receiving, categorizing, and managing real property (RP) maintenance, repair, and operations.
Data Collection: Collects data for Ops Flight tracking of work execution to completion.
Cost Aggregation: Aggregates work execution costs (labor, materiel, services) for RP and cost accounting.
Historical Data: Collects detailed and accurate historical data for analysis, informing future decision-making and process improvements.
CEOER Deliverables: Requirement identification and prioritization; process and issue management; preventive maintenance (PM) analysis and planning; corrective maintenance analysis and planning; and support to Engineering Flight (CEN) on contract execution. These address the fundamental needs of where to best invest time/money and how to maximize cost-effectiveness.

Supporting Publications and Resources

Supporting Documents: Executive Order (EO) 13327, Federal Real Property Asset Management (2004); I2S (Infrastructure Investment Strategy); AFDP 3-34, Engineer Operations; AFPD 32-10, Installations and Facilities; AFI 32-1001, Civil Engineer Operations; AFI 32-1020, Planning and Programming Built Infrastructure Projects; DAFPD 32-90, Real Property Management. AFI 32-1001 directs use of playbooks for standardized business processes and Procedures.
AFCEC Support: AFCEC Operations Maintenance Branch, COOM, provides checklists, guides, links, lessons learned, and additional guidance through their SharePoint site. The Ops Business Process Library (BPL) provides detailed information on related business processes found in AFI 32-1001 or the Playbook; search for pages within the BPL.
CMMS (NexGen IT): Step-by-step instructions for transactional processes in NexGen IT (formerly TRIRIGA) are available in the AFCEC/FMO-developed Operations Flight Reference Guide (RG) WM. Contracted Operations Flights might use separate IT systems.

Playbook Limitations and Scope

Limitations: The Playbook does not replace or supersede DoD/DAF policy.
Applicability: Intended for Operations Flight personnel using NexGen IT to support Work Tasks (WTs) and associated business processes. The Playbook is based on the Operations Flight organization found in AFI 32-1001. Contracted locations or unique organizations may use alternative structures.

Due Diligence in Execution

Resource Stewardship: Ensure scarce funds are used and accounted for correctly across requirements for integrity and resource advocacy. NexGen IT's funding classification/accounting is a manual process requiring improved stewardship.
Inter-Flight Coordination: Operations Flight must address corrective actions from other CE Flights for proper alignment and ensure base-wide coordination, when needed, with the Base Civil Engineer (BCE).
Work Classification: Exercise due diligence to coordinate requirements that are not clearly "Sustainment-Maintenance" or "Sustainment-Repair" with a CE Programmer and CE Financial Manager (CEFM) to ensure correct funding accountability.

Facility Manager (FM) Requirements

FM Role: Acts as the commander's representative for liaising with CE or equivalent RP maintenance and repair organizations, ensuring facility functionality, comfort, safety, and efficiency.
FM Responsibilities: Submit Service Requests (SRs); call in emergency SRs; manage requirements; educate facility occupants; receive and provide feedback; perform U-Fix-It tasks; communicate effectively with occupants and leadership.
CEOER Responsibilities: Process SRs; provide feedback; and manage expectations.

Request Management

NexGen IT: Most non-emergency requirements are submitted electronically as SRs.
SR Details: Detailed descriptions are needed to enable effective processing.
Work Task (WT) Review: CEOER reviews WT for duplicates, CE responsibility, emergencies, warranties, service agreements, PM, and associated Real Property Installed Equipment (RPIE) assets; updates the classification and priority.

Additional WT Considerations

Adding Work Tasks: CEOER adds work tasks directly, utilizing the "ADD" capability of NexGen IT.
Emergency Requests: Submitted verbally via a telephone call to CEOER, creating the initial NexGen IT WT record.
Documentation: Required supporting documents (drawings, pictures, schematics, SOW) are uploaded to the SR/WT Notes and Documents (N&D) section.
New Facility Requirements: Customers use the SR process to request new buildings, marked "PROPSDLOC" for review.
Warranty, CATEX: Review process includes consideration of warranties, CATEX (Environmental Categorical Exclusions), and Unified Facility Criteria (UFC) requirements.
Contract by Requester (CBR): Requires customer providing project information for review by the Work Request Working Group(WRWG).
Coordination: Coordination with other entities (contracting squadron) and the handling of issues are essential, along with ensuring compliance with mandated publications.
Sustainment M&R: Work tasks designated within delegated authority and in compliance with other requirements can be directly processed.
Fire/Safety: Requirements must be coded appropriately and include Fire Safety Deficiency (FSD) findings, if applicable.
Work Classification: Proper work classification is essential, referencing AFI 32-1020, AFI 65 Series, DoD 7000.14-R, and laws.
Reimbursements: NexGen IT utilizes customer records. CEOER coordinates reimbursable requirements involving Cost Accounting and DoD Components.
Work Control: CEOER maintains control of requirements via status tracking and standard processes.

Requirement Preparation

Task Assignment: CEOE Requirements Section assigns Work Tasks (WTs) to either the ATA Workgroup (if within authority) or the Operations Planning group (if further review/WRWG required).
Facility Projects (FP): CEOER Optimization Section creates FPs from WTs for in-house projects, groups WTs, initiates coordination, and develops draft DD Form 1354 as needed.

Work Request Working Group (WRWG)

Purpose: Evaluates and prepares CE work requests. For most requirements the WRWG is a mandatory step.
Stakeholders: Stakeholders review and comment on requirements before collaboration meetings, chaired by the CEOE designee.
Coordination: Coordination is obtained when required by CEOER (or CEN).

Work Request Review Board (WRRB)

Purpose: Makes execution, approval, and scheduling decisions on FP or WT inputs from the WRWG.

Work Execution

Scheduling: Balancing manpower resources against requirements, emphasizing executing at least 90% of scheduled tasks.
Additional Requirements: Additional requirements identified during execution are either incorporated into the original WT or submitted as new requests.
Emergency Tasks: Emergency WTs take precedence, documented with costs for initial response.
Materiel/Labor: Understanding of materiel needs, acquiring and issuing appropriate types of materiel, accurate labor input procedures are important.
Time Accounting: Real-time cost accounting is critical for workload analysis, resource assessment, staffing needs, and alignment with higher headquarters and base leadership expectations.

Work Completion and Closeout

Closeout Checklist: CEOER monitors completed work and executes closeout activities, ensuring accuracy and compliance. This includes correct labor inputs, and any required documents (DD Form 1354).
Data Integrity: Accurate data capture is critical for compliance (FIAR – Financial Improvement and Audit Readiness) and appropriate reporting.
Follow-on Work: Follow-up work is documented into the CMMS system.

Workgroup Management

WG Oversight: Clear business processes and procedures are necessary for Work Group (WG) management by leadership and subordinates.
Recordkeeping: Maintaining accurate WG records for data, workflows, reports, and shop rates.
Personnel Management: Processes for updating WG records when personnel actions (inprocessing/outprocessing) occur are necessary.
Lifecycle Management: CEFM, WG Manager, and Foremen share responsibility for WG lifecycle management and updates.

Studying That Suits You

Use AI to generate personalized quizzes and flashcards to suit your learning preferences.

Description

Explore the key aspects of the Air Force Civil Engineer Work Management Playbook. This quiz focuses on DAF policy, responsibilities, and the operations engineering element essential for effective installation management and sustainability within the Air Force framework.