Work Management Playbook Chapter 4

Work Management Playbook - Requirements Processing

• Requirement Processing Steps: Requirements go through several stages: processing, tracking, coordinating, and planning to prepare them for execution. Record management activities follow assignment to a workgroup.

• CEOER Review & Routing: The Requirements Section reviews new work tasks (WTs). Requirements within delegated authority are sent directly to the appropriate shop. Those needing further classification or approval are sent to the Operations Planning Workgroup.

• Roles & Responsibilities (CEOER): The Requirements Section assigns WTs, creates forms (FOFP), and related work tasks. The Optimization Section creates facility projects (FPs), groups similar tasks, coordinates as needed, and submits for reviews by the Work Request Working Group (WRWG) or Work Request Review Board (WRRB) as necessary. They also create purchase requests (PRs) and AF Form 103 work clearance requests.

• Roles & Responsibilities (ATA Workgroup): ATA shops initiate and process work clearance requests, create/validate PRs, develop draft forms (DD Form 1354), coordinate requirements, and handle warranty work.

• Roles & Responsibilities (WRWG): The WRWG reviews requirements, assigns tasks to locations (based on scope, funding), and sends tasks to engineering if out of scope for Operations Flight. They direct CEOER to plan FPs and forwards them to the WRRB.

• Roles & Responsibilities (Coordinating Agencies): Provide comments and details necessary for WRWG/WRRB/FUB processes.

• Roles & Responsibilities (Work Clearance Agencies): Review requirements, mark locations, and coordinate AF Form 103.

• Roles & Responsibilities (WRRB): Oversees process, determines funding availability for requirements, sets schedules, and approves/disapproves, or identifies alternative execution (e.g., sending a WT to Engineering).

• Roles & Responsibilities (CEO/Operations Flight Chief): Reviews WTs and FPs, approves/disapproves AF Form 103, and approves/disapproves WTs and FPs.

Optimization Section

• Focal Point: The Optimization Section is the central point for requirement development, management, and resource analysis for validated requirements within the CEOER Operations Planning Workgroup.

Plan Work

• Methods: Planning can be done through initial scoping and estimating by managers during WRWG, in-house planning by foremen at the shop-level, or detailed planning for in-house FPs or WTs by managers.

Initial Scoping and Estimating

• WRWG Review: Requirements outside the Requirements Section's delegation authority or shop scope are reviewed by the WRWG team as part of the initial scope and estimate.
• Capital Projects (CEN): A Class 5 estimate is created for capital project requirements to support determination by the WRWG chair.

ATA Workgroup In-House Planning

• Direct Assignment: Requirements might be sent directly from the Requirements Section to the shop for in-house planning and execution.
• Purchase Requests (PRs): Used for materiel needs when foremen need to ensure materiel is available before a scheduled start date.
• Over-the-Counter (OTC): Used for most requirements not needing detailed planning.
• Emergent Issues: In emergencies, obtaining available materiel via OTC, Government Purchase Cards (GPCs), or other methods can temporarily resolve situations.

Detailed Planning

• Optimization Section Management: Detailed planning and/or WRRB review is handled by the Optimization Section assigned manager.
• Planned Costs: Managers ensure detailed planning is done, and costs are appropriately recorded for in-house requirements.
• PRs for Materiel: PRs are created for the needed materiel for achieving each work task.
• WRRB Approval: Requirements are processed to the WRRB for approval, funding, and scheduling.

Work Request Working Group (WRWG)

• Process Description: Evaluation and preparation for CE work request requirements for work not directly assigned to shops.
• Responsible Organization: The CEOER Operations Planning Workgroup (Manager) performs the WRWG review process.
• Stakeholder Review: Stakeholders review identified requirements and provide comments before meetings. Collaboration meetings are held depending on needed collaboration and the WRWG Chair's determination.
• Sub-AMP Review: Sub-AMP Managers must verify alignment with mid-to-long-range plans. Coordination with other parties (e.g., CE Programmer, CEFM) is mandatory for specific requirements.
• Alternative Processing: WTs not requiring FPs or detailed planning can be sent to other groups (shops, engineering, other contract modes) or approved manually by the WRWG Chair, if authorized.

Work Request Review Board (WRRB)

• Decision-Making: Approval, execution, and scheduling decisions are made in response to WRWG input.
• Capitalization: The WRWG advises the WRRB on capitalization and which process is best for the requirement.
• WT/FP Determination: WRRB decisions include determining if a requirement needs a FP or can remain as a WT.

FP Coordination/Processing

• Coordination: Repetitive coordination is avoided; initial coordination acquired during WT review is only recreated through FP Schedule Tasks if the Scope of Work changes.

Funding

• Commander Responsibility: The commander (BCE) or designee manages the financial plan according to guidelines (AFI 65-601 V2, DAFI 65-601 V1). Asset management principles are employed to approve, fund, and manage requirement execution. All required materiel is included in the PRs on the associated WTs.
• Funding Authorization: Funding is needed before any PR issued to CEOEM for WT(s) assigned to an FP.

Construction In Progress (CIP)

• Automatic Start: CIP starts automatically in NexGen IT when labor or material transactions occur, removing extra effort needed by Operations Flight personnel.

Work Clearance Request (AF Form 103)

• Purpose: Needed before any work (in-house or contract) that involves specific activities (excavations, airfield disruption, utility interruptions, traffic obstruction, etc.
• Cost Allocation: Shops record labor to the WT for the work clearance, and external or internal customers' costs are allocated to the appropriate FY FOFP.
• Asset Annotation (WT): Facility numbers are annotated as Primary Locations for protection of linear assets.

Requirements Processing (Situational Processes)

• Tracking of Special Events: Storm damage events or major events need storm trackers, utility outage tools, and emergency/special program codes for proper tracking and resource allocation. Use of the USORT Tool is crucial for real-time reporting.

• Natural Disaster Handling: A FOFP is created to track all WTs related to a major event (e.g., typhoon, hurricane). Specific WTs are defined for damage assessment and general cleanup activities

• Other Specific Requirements: Different requirements (e.g., refrigerant management, HVAC/AC changeovers) have specific handling procedures. Detailed processes for facility operations and pavement/entomology maintenance tasks are critical to capture all costs correctly.