Owner and Contractor Jobsite Organization, Version 1.2

Of the projects analyzed, the FTE range for both owners and contractors is notably large while the range of normalized CSR values is comparably narrow. To some degree, this difference supports the intended applicability of the CSR metric. (RS261-1, p. 7)

From an FTE perspective, of the projects analyzed, petrochemical projects have the largest owner teams, while construction-only projects have the smallest owner teams. EPC/design-build projects have the largest contractor teams, while construction-only projects have the smallest contractor teams.

Additional observations on the variability of owner and contractor teams, based on FTE count and according to project characteristic are summarized in Table 3 and support the conventional wisdom with regard to the relative size of owner and contractor teams, based on a non-normalized FTE count. The exception is that owner teams for public projects are smaller than those for private projects.

Power utility and construction-only projects have the largest owner CSR values, while cost reimbursable and EPC/design-build projects have the smallest owner CSR values. Lump sum projects have the largest contractor CSR values, while petrochemical, power utility, and EPC/design-build projects have the smallest contractor CSR values. Lower CSR values indicate a larger staff size. CSR variability is quite large for owners, but much less so for contractors. Refer to Table 5 for CSR norms for subsets.

Six owner and 16 contractor roles dominate jobsite staffs (RS261-1, p. 14):

Owner core functions

• Project Manager
• Coordinator/Supervisor
• Field Engineering Support
• HSE Management
• QA/QC Management
• Startup Management
   

Contractor core functions

• Project Manager
• Field Engineering
• QA/QC Management
• Refer to the publication for the others

Association trends have been analyzed for projects that perform better than average with smaller-than-average jobsite teams. Enabling factors appear to be the growth of trust between owner and contractor, higher quality of technical documents, and thoroughness of team role definition, change management, startup planning, constructability planning, and front end planning. (RS261-11, p. 24)