Council of American

www.acec.org/case Structural Engineers

The Strength Behind
the Beauty

CASE

CASE 962-E
Self-Study Guide for the Performance
of Site Visits by the Structural
Engineer During Construction

The material in this publication is for information purposes only and is not to be regarded as legal advice. If legal advice is required,
it is recommended that the reader consult an attorney. The individual documents were derived as a general consensus from a
group of authors. The views presented in this document may not necessarily exactly represent the views of any one author or
other members of their respective firms.
CASE GUIDELINE – 962- E: SELF-STUDY GUIDE FOR THE PERFORMANCE OF SITE VISITS BY THE STRUCTURAL
ENGINEER DURING CONSTRUCTION

SECOND EDITION, 2016

Prepared by the CASE National Guidelines Committee

John Dal Pino, S.E., P.E. Chairman
Matthew Barnard, S.E., P.E.
Tim Barnard, P.E.
Glenn Bishop, P.E., FACEC
Win Bishop, P.E.
Kirk Haverland, P.E.
Bart Miller, P.E.
David Ruby, S.E., P.E.
Dennis Vandegrift, Jr., P.E.

Council of American Structural Engineers

1015 Fifteenth Street NW, 8th Floor, Washington, DC 20005
PHONE: 202-347-7474 FAX: 202-898-0068
www.acec.org/case
Copyright © 2016 by the American Council of Engineering Companies (ACEC). All rights reserved. No part of this document
may be reproduced, stored in any form of retrieval system, or transmitted in any form or by any electronic, mechanical,
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 IMPORTANT INFORMATION ABOUT THIS DOCUMENT

ACEC publications are intended to provide current and accurate information, and are designed to
assist readers in becoming more familiar with the subject matter covered. ACEC published this
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The material in this publication is for informational purposes only and is not to be regarded as a
substitute for technical, legal, or other professional advice. While the authors have made every
effort to present accurate information in this publication, ACEC recognizes that views may change
over time and errors or mistakes may exist or be discovered in this material. Therefore, the reader is
encouraged to review all information contained in this publication carefully. For technical, legal, or
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 TABLE of CONTENTS

Preface i

Important Information About This Document ii

Introduction iii

Chapter One: The Structural Engineer’s Role at the Project Site 1

Chapter Two: Preparing for Site Visits 7

Chapter Three: Conducting a Site Visit 11

Chapter Four: Writing Field observation reports 15

Chapter Five: Recognizing and Dealing with Disagreements 23

Preface

The Self-Study Guide for the Performance of Site Visits by the Structural Engineer During
Construction was developed by a group of experienced structural engineers who, through their
collective experiences, recognized the need for a resource containing basic information about site
visits.

This Guide is intended for use in training structural engineers to perform site visits. The target
audience is the younger engineer with 0-5 years of experience, but the Guide will be useful to
structural engineers with any level of experience. The authors intend for this to be a training tool
for structural engineering firms.

Although there are many other client/engineer relationships in the practice of structural
engineering, most of the information presented here addresses the practice of structural
engineering when the structural engineer is acting as a consultant to an architect on a building
project. However, with so many common procedures found throughout the profession, the
information contained in this self-study guide will be of value to most structural engineering
practitioners.

This guide contains references to the Design Professionals Insurance Company (DPIC), the
Structural Engineers Risk Management Council (SERMC), and XL Insurance Company. DPIC
was an insurance company primarily providing professional liability insurance, and in 1987, a
group of structural engineering insureds met with DPIC to address a liability insurance crisis.
One outcome of this meeting was the creation of SERMC, whose purpose was to improve the
practice and awareness of risk management among structural engineering firms insured by DPIC.
DPIC terminated the SERMC program in 2004 and has since been sold to XL Insurance
Company.

The Council of American Engineering Companies (CASE) Risk Management Program has taken
over the role once handled by SERMC of addressing risk management issues for structural
engineering firms. The CASE National Guidelines Committee would like to extend a special
thanks to the following individuals for their initial work on the first edition of this document on
behalf of SERMC:

Gary Ten Eyck, P.E.

Stuart Jacobson, P.E., S.E.
Ed Pence, P.E., S.E.
John Dal Pino, P.E., S.E.
Pete Pruitt, P.E.
John Tawresey, P.E., S.E.

i
 Important Information About This Document

The material in this document is for information purposes only and is not to be regarded as legal
advice. If legal advice is required, it is recommended that the reader consult an attorney

This document is a training guide intended to improve the structural engineer’s performance of
site visits during construction. This guide is to be distinguished from a standard of care in
professional practice. The definition, application and measurement of a professional standard of
care necessarily depends upon a complete and conscientious evaluation of all of the relevant
project-specific factors and circumstances regarding the structural engineer’s engagement and
performance, including scope of services and other contract terms, the project delivery method,
time constraints affecting service delivery, complex or innovative nature of the project, and
others.

This guide does not take into consideration such factors and circumstances and, as such, should
not be used as a substitute for a properly and professionally conducted professional standard of
care evaluation. In other words, failure to comply with the suggested practices in this guide does
not necessarily equate with a departure from the professional standard of care, and compliance
with these suggested practices does not necessarily constitute adherence to that standard. This
guide is also not meant to prohibit alternative approaches to a firm’s efforts to assess and
improve its risk management practices.

In a number of respects, this guide may describe roles and responsibilities of structural engineers.
Any such descriptions assume, of course, that the structural engineer has been retained to provide
a scope of services adequate to assume and undertake such roles and responsibilities.

This document was derived as a general consensus from a group of authors. The views
presented in this document may not necessarily exactly represent the views of any one author or
other members of their respective firms.

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Introduction

Site visits are crucial construction phase services that help clarify and interpret the building
design for the contractor. Perhaps more importantly, site visits are opportunities to identify
construction errors, defects, and design oversights that might otherwise go undetected. In
addition, frequent interaction with the contractors enables the structural engineer to establish
positive relationships on the jobsite, which can be beneficial when conflicts arise.

To assist you in conducting site visits, this document answers the following questions:

 Why should I go to the site?

 What is the difference between “inspection,” “special inspection” and “structural
observation”?
 Who should visit the site?
 When and how often should I visit the site?
 What should I do to prepare for a site visit?
 What do I do if I see a problem?
 What do I do if I see an unsafe situation?
 How should I document my observations and to whom should I communicate them?
 How do I recognize and deal with differences of opinion and disagreements?

This document may be used in combination with CASE Tool 10-1: Site Visit Cards, which
provides sample cards for structural engineers who make construction site visits. These cards
provide a brief list of tasks to perform as a part of making a site visit, and discusses what to do
before the site visit, what to take to the construction site, what to observe while at the site, and
what to do after completing the site visit. The sample cards include several types of structural
construction, plus a general guide for all site visits.

Risks are an unavoidable part of accepting any project. Engineering firms minimize their
exposure to risk during the construction phase by:

 Recommending a full scope of design and construction phase services in proposals. With
regard to site visits, this means prescribing a sufficient number and defined scope of site
visits.
 Taking a systematic approach to risk management during site visits.
 Developing effective communication and negotiation skills on the jobsite, including a
training program for younger engineers.
 Identifying, to all parties concerned, design and construction risks that are unacceptable.
 Educating clients about their roles in risk management during the construction phase.

This Guide focuses on risks related specifically to site visits, and describes activities appropriate
for the project site.

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Chapter One

The Structural Engineer’s Role at the Project Site

The structural engineer’s primary role at the site is to determine whether construction is
proceeding in general conformance with the construction documents and design intent.
Site visits are also an opportunity to protect your firm against potential claims.

Various terms have been used to describe the purpose of a site visit, which can lead to
confusion as to what a structural engineer should do while on the jobsite. Often the
expectations of our client or the owner exceed our contractual obligations due to
misinterpretation of certain terms. This chapter will define terms associated with site
visits and clarify the distinctions between them.

Why Site Visits Are Important

Site visits are a critical component to the mitigation of risk for the structural engineer.
By visiting the site at appropriate intervals, the structural engineer can assess whether
construction is progressing in general conformance with the design intent, clarify or
interpret construction documents for the builders, and identify potential concerns before
they become serious problems.

The AIA C141, Standard Form of Agreement Between Architect and Consultant, a
commonly used contractual agreement for structural engineers, describes the purpose of a
site visit as follows:

"…to become generally familiar with and to keep the Architect informed about the
progress and quality of the work…to endeavor to guard the owner against defects and
deficiencies in the work…to determine in general if the work is being performed in a
manner indicating that the work, when fully completed, will be in accordance with the
Contract Documents."

When conducting site visits, avoid operating under the limited assumption that site visits
are only for this purpose. There are also secondary benefits such as developing a positive
relationship with the contractor and avoiding common field problems. In addition, site
visits are a valuable opportunity for young engineers to learn about construction means
and methods, and to apply lessons learned in the field to their designs and details back at
the office.

Site visits represent the structural engineer’s last and often most effective opportunity to
identify and correct errors during construction. Early sources of concern may be the
failure of the contractor to address seemingly small construction issues or breakdowns in
communication. Early warning signs of potential claims, such as the project being over
budget, construction being behind schedule, or the contractor failing to follow quality

1
assurance procedures or communicate effectively, become apparent at the project site and
should be addressed as soon as possible, generally with involvement from the project
manager or Principal-in-Charge.

While at the project site, it is appropriate to observe those portions of the work for which
your firm is responsible and to perform those observations required by your firm’s
agreement. Any given visit may require observation of the entire project or of certain
portions of the project.

There are also activities that are not appropriate. It is not the engineer's role to direct,
supervise, monitor, or control the construction process. That is the contractor's role. It is
also not appropriate to address the contractor's means and methods of construction, stop
the work or change requirements of the contract documents.

Definitions of Construction Services Terms

Terms associated with site visits are often used interchangeably even though they have
very different meanings. It is important to use language that clearly states the purpose of
the site visit. There are three potential activities going on at the site during a visit:
inspections, special inspections, and structural observations. Unless the agreement with
the client states otherwise, structural engineers generally only provide structural
observations.

The terms “inspection”, “special inspection” and “structural observation” sound similar
and are generally related, but also are considerably different regarding the roles and
responsibilities of the engineer, the time, effort and equipment required to fulfill those
roles and responsibilities, the character and depth of the work performed and the
information generated. These terms must not be used interchangeably on the jobsite. It
is crucial that the structural engineer understands the distinction between these terms and
uses them properly. To avoid misunderstandings that can lead to claims, make sure that
the client and the contractor also recognize these distinctions, so that they understand the
services the engineer has agreed to provide.

The connotation of commonly used words, when used at the site or in contracts, may
expose a design firm to claims. For example, in the 1960s, the term “supervision” was
used in contracts to describe fieldwork that was nothing more than observing the progress
of construction for general conformance with the intent of the drawings and
specifications. Unfortunately for structural engineers, the term “supervision” often meant
something very different to the clients, contractors, attorneys and the courts. The use of
the word “supervision,” which to the general public may imply control or direction of
work, can result in claims against structural engineers.

The term “supervision” was eventually replaced by terms such as “construction review”,
“construction observation,” and “progress review.” The terms “inspection”, “special

2
inspection” and “structural observation,” which are now in common use, continue to
create problems for the structural engineering profession.

Inspection

The term “inspection” describes a rigorous and complete review of construction relative
to what is shown on the contract documents. The structural engineer of record seldom
contracts for services to the level of detail implied by the term “inspection” and therefore
does not inspect the actual construction.

The XL Insurance (formerly the Design Professionals Insurance Company, or DPIC)

Contract Guide for Design Professionals contains the following paragraphs on
inspection:

"The dictionary tells us that to "inspect" something is to examine it carefully

and critically for flaws. In the construction industry, an inspection is a
comprehensive, detailed examination of the Work in progress. Because the
words inspection and construction observation have been widely and
inaccurately used to describe the same function, they are often confused and
should be carefully and explicitly defined in your written agreements with
clients. It is a common misconception that the purpose of a consultant's site
visit is to "inspect" the contractor's work to discover any code violations or
construction defects. Many clients—and more than a few juries--don't
understand that, unlike inspection, construction observation is generally quite
limited in scope and purpose."

“Inspection” implies a much more detailed examination than mere observation of a

project. Inappropriate use of these words in contracts, correspondence or even in
conversation can establish obligations and responsibilities your firm never intended.

When used in this document, inspection means a comprehensive, systematic and detailed
examination of the construction work in progress relative to the design concept shown on
the contract documents. Unless specifically contracted to perform these services, true
inspection is rarely performed by the structural engineer because of the exhaustive effort
and labor required.

Structural Observation

Most structural engineers observe construction, without the higher level of completeness
and rigor implied by the word inspect. The structural engineer may be on site
occasionally, part-time or full-time, but still perform his or her duties within the limits of
observation. Regardless of the time commitment involved, “structural observation” does
not mean “inspection.”

The XL Insurance (formerly DPIC) Contract Guide for Design Professionals offers the
following definition of Construction (Structural) Observation:

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 "The Consultant shall visit the site at appropriate intervals appropriate to the stage of
construction, or as otherwise agreed to in writing by the Client and the Consultant, in
order to observe the progress and quality of the Work completed by the Contractor.
Such visits and observations are not intended to be an exhaustive check or detailed
inspection of the Contractor’s work but rather are to allow the Consultant to become
generally familiar with the Work in progress and to determine, in general, if the Work
is proceeding in accordance with the Contract Documents…If the Client desires more
extensive project observation or full-time project representation, the Client shall
request that such services be provided by the Consultant as Additional Services in
accordance with the terms of the Agreement."

Similarly, the 2015 International Building Code (IBC) (§202) offers the following
definition of Structural Observation:

"The visual observation of the structural system by a registered design professional

for general conformance to the approved construction documents.”

Structural observations do not involve exhaustive, continuous or total project review. For
example, verifying the “general conformance” of a series of cast-in-place concrete
members may suggest that the structural engineer check the number of bars present, and
that bars intended to be hooked or lapped have, in fact, been installed with hooks and
laps. However, it is not necessary to measure the hook or lap lengths in every joint—this
would be the role of the special inspector (see discussion below).

In addition, the structural engineer shall not supervise, direct, or have any control over
the contractor’s work nor have any responsibility for the construction means, methods, or
procedures selected by the contractor or the contractor’s safety precautions. The
structural engineer observing the work does not guarantee the performance of, and has no
responsibility for, the acts or omissions of any contractor, subcontractor, supplier or any
other entity furnishing materials or performing any work on the project.

Structural observation is typically defined by the contract, and is often a code-mandated

activity. It is performed by the structural engineer or the party responsible for the
structural design or an engineer or architect designated by the designer.

Special Inspection

The term “special inspection” originated in the building codes and is commonly used in
the construction industry. Special Inspection describes testing of materials and inspection
of specific elements and processes, such as concrete placement or steel welding, during
construction. It is not a higher level of inspection, as the term itself might suggest,
although the public and therefore some juries may make that interpretation. The
structural engineer may be the special inspector, if these services are specifically
contracted, or the special inspector may be a qualified third party, such as the owner’s

4
testing agent. If the structural engineer performs special inspection on a project, care
should be taken to assure the contract clearly defines the scope.

The 2015 IBC (§202) contains the following definitions for Special Inspection,
Continuous Special Inspection, and Periodic Special Inspection.

Special Inspection: Inspection of construction requiring the expertise of an

approved special inspector in order to ensure compliance with [the IBC] code and
the approved construction documents.

Continuous Special Inspection: Special inspection by the special inspector who is

present when and where the work to be inspected is being performed.

Periodic Special Inspection: Special inspection by the special inspector who is

intermittently present where the work to be inspected has been or is being
performed.

The use of the term “special inspection” within the construction industry is not to be
confused with the definition of “inspection.” In the context of this document, Special
Inspection involves code-mandated review of specific structural elements on a project,
typically resulting in the submission of Special Inspection reports and a final signed
report to the building official, the structural engineer and other designated parties.

Further discussion on special inspection can be found in the CASE document National
Practice Guidelines for Special Inspections.

Although reference will be made in this document to inspection or special inspection, the
remainder of this document is focused on what structural engineers usually do - structural
observation.

KEY POINTS

1. Site visits represent the structural engineer’s last and often most effective opportunity
to identify and correct errors during construction.
2. While at the project site, observe those portions of the work for which your firm is
responsible as required by your firm’s agreement. Do not direct, supervise, monitor,
or control the construction process, or address the contractor's means and methods of
construction, stop work or change requirements of the contract documents.
3. The terms “inspections,” “structural observations,” and “special inspections” are often
used interchangeably even though they have very different meanings. Structural
engineers must understand the distinction between these terms and use them properly.

5
Chapter Two

Preparing For Site Visits

Preparing for a site visit requires that you are familiar with your firm’s policies and
procedures regarding site observations and documentation, and that you are well-
informed about the technical aspects of the project. Site visits should be performed by
staff members who are appropriately trained and familiar with the critical aspects of the
project.

Site Visit Procedure

A site visit procedure defines a consistent systematic approach to conducting site visits
that are consistent with your firm’s values and overall project approach. These
procedures should outline appropriate behaviors and desired outcomes, and should be
formally documented and referenced by all structural engineers who perform site visits.

A firm’s site visit procedures may include the following elements:

 Review of the contract documents, including any addendums, revisions or

clarifications to the drawings, prior to the site visit to identify critical elements
that require observation.

 Discussion with project manager and other project engineers to identify

critical elements that require observation.

 Review of critical issues noted during shop drawing review that require
observation.

 Review of Requests for Information (RFIs), Architect’s Supplemental

Instructions (ASIs) and any other documentation that may describe changes to
the design.

 Understanding of site visit protocols and safety procedures of the contractor.

 Coordination of the timing of site visits with important construction

milestones, such as shortly after the start of construction, or during the
installation of critical structural elements.

 Discussion of structural observations with the contractor while on the jobsite.

 Preparation of a field observation report for distribution to appropriate parties.

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Procedures for conducting site visits are applicable to most projects, but may vary
depending on the type of project, the contractor, the owner and other members of the
design team. A firm’s site visit procedures should be adaptable to the circumstances of
the project.

Who should visit the jobsite?

The structural engineer who designed the building should conduct the visits, if possible.
This structural engineer is most familiar with the design and details of the project and can
most effectively identify construction defects and deviations from the design intent. Any
structural engineer visiting the site should be knowledgeable of the firm’s site visit
procedures and the technical aspects of the project. In addition, he or she should be
knowledgeable about construction processes, able to communicate effectively with the
contractor and be both willing to stand firm and willing to consider alternative ideas and
know when to table a conversation until he or she speaks with their project manager.

An experienced engineer should accompany a younger engineer on the first several site
visits to a project. A construction site can be a dangerous place with many ongoing
activities—awareness of appropriate site safety practices and procedures is critical. It is
not always easy to spot potential structural concerns, and there is no substitute for hands-
on experience.

Some firms have a Construction Administration (CA) department. When this process is
used, the engineer and the site observer should meet to develop requirements for the
observation. The site observer should keep the engineer informed of the progress of the
project and should include the engineer in all project correspondence.

Before you go to the jobsite

Prior to visiting the site, the structural engineer should become familiar with the contract
documents, applicable codes and standards, site safety standards and the contractor’s
chain of command.

Review drawings, specifications and previously-noted deviations before conducting a site

visit. It may also be necessary to review addenda, shop drawings, change orders,
supplemental instructions, and Requests for Information (RFIs). Discuss the documents
with the structural engineer responsible for the design to gain insight into the history of
the project, as well as identify proper documents to be used for your site observations
(this may include shop drawings) and specific areas of concern. This review of the
contract documents should:

 Provide an understanding of the structural system, including design criteria, and

vertical and lateral load paths.

7
  Identify items that are critical to the design.

 Identify items that are unique to the particular framing system.

You should be familiar with the governing codes and standards as referenced in the
contract documents. In addition, issues of workmanship may be of particular concern, as
well as tolerances for construction that impact structural integrity and appearance.

Contractor’s Chain of Command

Before visiting the site, you should understand the project chain of command and the
responsibilities of each member of the construction team. The figure below outlines an
example of a basic structure of the site organization.

Figure 1. Contractor’s Chain of Command

 The contractor’s project executive oversees the entire project team, including
the general contractor and all subcontractors, and is typically responsible for all
communication with the owner. The project executive’s counterpart is the
architect’s project manager, or the structural engineer’s principal-in-charge.

 The contractor’s project manager manages all aspects of the project, including
the planning and organization of construction activity, and is typically
responsible for communication with the design team. The project manager’s
counterpart can be the structural engineer’s principal-in-charge or the structural

8
 engineer’s project manager.

 The contractor’s superintendent directs and coordinates the work being

performed by all subcontractors on the jobsite. The superintendent’s counterpart
can be the structural engineer’s project manager, or the structural engineer’s
project engineer.

 The contractor’s project engineer resolves day-to-day construction issues and

ensures that all submittals, requests for information (RFI’s) etc. are being
reviewed and returned on schedule. The project engineer’s counterpart is
typically the structural engineer’s project engineer.

What to take to the jobsite

When visiting the site be sure to take a hard hat, steel-toed boots, safety glasses and a
safety vest. While many contractors will keep extra safety glasses and vests in the jobsite
trailer, some will not and access to the site will typically be denied without them. Digital
cameras, iPads or other electronic devices are also excellent tools for documenting field
conditions and quickly generating field observation reports. A notebook and pen, tape
measure and flashlight may also be helpful, depending on the focus of each site visit.

Remember to have either electronic copies or hard copies of pertinent construction

drawings, shop drawings or RFI responses available for reference during the site visit.

KEY POINTS

1. A firm’s site visit procedures should include the review of applicable design
documents prior to the visit, the coordination of the timing of visits with critical
construction events, and the preparation of field observation reports
2. The structural engineer who designed the building should conduct the visits, if
possible. If not, another engineer visiting the site should be knowledgeable of the
firm’s site visit procedures and the technical aspects of the project.
3. Review and understand the contractor’s project chain of command and the
responsibilities of each member of the construction team. Be aware of who your
counterparts are within the contractor’s team.

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Chapter Three

Conducting a Site Visit

Site visits should follow standard protocols, which include proper communication with
the contractor and special inspector and adherence to site safety requirements. The most
current design information should be referenced during site visits, and any non-
conforming items observed should be conveyed to the contractor prior to concluding the
visit.

Check In

Contact the superintendent or other pre-determined site contact to schedule your site visit
time and meeting place, and to confirm that the items of interest are in place and ready to
be reviewed. Upon arrival, check in at the contractor’s jobsite office or with the
contractor’s superintendent, and with the special inspector if available, unless another
protocol is established. Also, note the actual time of arrival at the site in your report.

Discuss the general status of the construction progress with the superintendent and review
the progress and findings of any inspections with the special inspector before going out
onto the site. Review the purpose of site visit and the key items to be observed, as well as
any questions you may have about the progress of construction, and the limitations for
your observations.

The superintendent may have questions about other aspects of the work he would like to
clarify or review. When possible, the superintendent should accompany you as you make
your visit, so that issues can be discussed as they are being observed.

Jobsite Safety

Jobsite safety is an important aspect of every project. A construction site is a dangerous

place. Be aware of your surroundings at all times, and if you are unfamiliar with the
jobsite, ask for an escort by the superintendent.

The contractor is responsible for jobsite safety and should inform visitors of any special
procedures that are established to protect their safety and the safety of others. The
contractor should have a safety plan in place, including requirements for appropriate
equipment such as a hardhat, safety glasses, and appropriate footwear. The safety plan
may include special training and site access restrictions. There are also local, state, and
federal regulations regarding jobsite safety that the contractor must observe such as
guardrail requirements on elevated decks, and sheeting/shoring requirements for open
excavations. Be aware of and follow all safety procedures while at the job site.

10
While structural engineers are not responsible for jobsite safety, be prepared to report
potentially unsafe situations to the proper authority, generally the project superintendent.
This should be done as an observation and not a direction. A direction to a subcontractor
could be interpreted to imply control or responsibility for safety, construction procedures,
or means and methods. If problems then arise, courts will generally conclude that the
structural engineer has some level of responsibility for them.

Reference Documents

Structural observations should be based on the most current set of construction

documents, including all addendums and RFI responses. These documents should be
kept up to date by the contractor at the site. On some projects, there may be one set of
documents in the site office and there may be other documents used in the work areas by
the subcontractors. Discuss with the superintendent the procedures for verifying that
current contract documents are being used.

Shop drawings are generally prepared for much of the structural portion of the work.
Since the shop drawings often supplement the contract documents, it may be necessary to
verify that the shop drawings in use at the site are the approved drawings. Normally shop
drawings are not used to observe the work but this may vary based on types of
construction or regional preferences. Consult your firm’s policy as to when it is
acceptable to use shop drawings.

Building Information Models are being used more commonly on the jobsite for
coordination of trades and for the communication of design changes and overall
construction progress. If a BIM model will be referenced during your site visit, make
sure that the most current consultant and subcontractor models are being used.

Jobsite Conduct

Construction reviews generally start by observing the general status of the work. Begin
with larger scope items, such as framing systems and foundations, and then observe more
specific detailed items, such as connection details, rebar clearances, etc. Details that are
critical to the performance or safety of the design must be observed especially if they
were identified as requiring correction or clarification on the shop drawings. Any
previously noted issues should be reviewed to confirm they have been addressed. Work
of other trades not shown on the drawings should be observed for possible impact to the
structure.

If a problem or conflict is discovered during the site visit, the structural engineer should
help to develop practical solutions as quickly as is prudent, but not without performing
any necessary research or calculations. If you are uncertain about how to handle a
particular situation, ask your project manager. Answering all contractor questions while
on the jobsite is not required despite pressure that may be applied by the contractor.

11
Photographs create important documentation of field conditions. Including photos in
field observation reports and project correspondence help to more accurately
communicate deviations in the work or other causes of concern. However, structural
engineers should typically focus photographs on specific structural elements rather than
overall project images. These larger images have been referenced in past claims to show
that a particular site condition was present during a structural engineer’s site visit and that
the structural engineer should have informed the contractor and/or included the condition
in the corresponding field report. Refer to your firm’s site visit procedures or ask your
project manager for further direction on photographs in documentation.

Valuable insight into how the project is progressing can be gained by talking with those
actually doing the work. It is acceptable to ask workers questions, but it is unacceptable
to direct any portion of the work.

Checking Out

Just as it is important to “check in” at the site, it is also important to “check out” before
you leave. Meet with the superintendent to discuss concerns relating to the construction
observed and to give the superintendent an opportunity to ask any other questions that
may have arisen during the visit. Be certain to point out non-conforming work or other
observations that are unclear or questionable. If the superintendent accompanied you, he
should have a clear idea of the issues.

If the superintendent did not accompany you it can be far more effective to show the
superintendent the non-conforming work, or what the problem is, than to describe the
problem with photographs in a field report.

Discuss options for remediation of non-conforming work with the contractor. If an

appropriate solution is not immediately evident, or if there are many solutions that may
require further study, inform the contractor that further attention is required, and provide
a timetable for furnishing a solution. If the contractor is required to furnish a solution or
options for resolving the problem, inform him accordingly before leaving the site.
Clarify how he should furnish the information for the proposed repair or modification and
the proper channels for submitting the information.

If you believe, based upon your site observations, that changes or clarifications to the
construction documents may be necessary, inform the superintendent of the possible
revision. Confirm with your project manager that revisions are in fact required, and then
immediately notify your client about the upcoming revisions.

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KEY POINTS

1. Check in, communicate the purpose of your visit and review your observation
plan with the construction superintendent prior to walking the job site.
2. Be aware of and follow the contractor’s safety procedures.
3. Ensure that the most current construction documents are being used, and that all
RFI responses and shop drawing comments are being followed.
4. Convey all information and instructions regarding non-conforming or deficient
work to the contractor prior to leaving the site.

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Chapter Four

Writing Field Observation Reports

A written field observation report should be prepared for each site visit. The report
documents the structural engineer’s observations at the site and is used by the contractor,
the owner and the design team as a tool to identify and track deviations between the
observed construction and the contract documents and necessary remediation. Without a
history of your observations at the site, you and your firm are vulnerable to disputes,
claims and losses.

Proper Documentation

A field observation report should be thorough and address each significant observation or
concern in sufficient detail. The length and detail of the report should correspond with
your firm’s site visit procedure and the outcome of each individual site visit.

Items in the report may include the following:

 Date
 Project identification
 Times of arrival and departure
 Weather conditions
 Who accompanied you
 Persons contacted on the site
 General purpose of visit
 Overall status of the work
 Specific observations
 Areas observed (this may include a key plan)
 Actions items and responsible parties
 Follow-up of previous action items
 Observer’s name and contact information
 Distribution list

A field observation report should clearly convey the observation, the action required and
by whom, and an indication that any required action has been completed and when. A
typical report may keep an on-going account of what is observed, discussed and acted
upon during site visits. Assign each item in the report a number that includes a reference
to the specific site visit. For example, the first item observed on the third site visit could
be referred to as “Item 3.1.” For each observed item, the conditions should be described
and the action required, if any, should be stated. Typically, the action required is by the
contractor, although it may be by the engineer or another party.

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A field observation report is not an appropriate place for making changes to the
construction documents and should never be used for this purpose. Refer to the project’s
procedures for making changes to the work.

Refer to Figure 2 for an example field observation report.

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Figure 2 – Sample Field Observation Report

Figure 2 – Sample Field Observation Report (Continued)

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17
Conforming Work

Depending on your firm’s site visit procedures, it may be appropriate to note that the
observed conditions are in general compliance with the project requirements. This is an
indication that these items have been observed and that no discrepancies were noted. The
language used should be directed to specific items and be limited to those observed.
Avoid generalizing about the acceptability of the entire project and the use of absolute
language, such as “all”, “every,” “100%”, etc.

Non-Conforming Work

Recording and tracking of non-compliant work is critical. Document any non-

conforming items requiring corrective action and any decisions that are made so there are
no misunderstandings. A time frame for the corrective action should also be established
when appropriate. Field observation reports create a history of your observations at the
site and are used by the contractor, the owner and the design team as the mechanism for
bringing the non-conforming work into general conformance with contract documents.

Deviations and Changes

While the structural engineer should not compromise on the safety or quality anticipated
in the contract documents, situations will arise that require cooperation and flexibility. If
work that deviates from the contract documents is permitted to remain, it must be
documented appropriately.

If changes are made in the field that affect the project schedule or cost, those decisions
must be documented by issuing revisions to the contract documents. Discuss the potential
cost or schedule impact of proposed changes so that the most cost/time efficient solutions
can be determined. If the change will impact the cost or schedule, remind the contractor
that it is their responsibility to promptly address these issues to the appropriate parties
through the procedures established for the project.

If you are uncertain about the overall impact of a change or deviation, do not make a
quick or uninformed decision in the field. If such a decision is later reversed, the result
may be costly, difficult and may lead to the loss of credibility. It is acceptable to tell the
contractor that you need to review the impact of the change or deviation, discuss the
matter with a senior member of your firm and provide a response by a mutually
acceptable time and date.

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Outstanding Issues

Field observation reports may be used internally by the structural engineer to track
outstanding issues such as non-conforming items, changes to the work, incomplete work,
and unresolved field issues. The report should note responsible parties, date observed
and expected date for resolution. However, an official tracking log for non-conforming
items should be maintained by the contractor and reviewed by the owner, contractor and
design team at appropriate intervals. Items may only be closed by the contractor once the
repair has been reviewed and approved by the engineer, testing agent, architect, or other
appropriate party.

Out-of-Scope Issues

The structural engineer’s role during site visits is to observe the structural work in place
or in progress. If conditions or procedures that are not within your area of responsibility
cause concern, document the observation and notify the contractor, the architect, or
another responsible party. While the structural engineer must not stop work or imply
authority over construction means and methods, there is an ethical responsibility to
protect the safety of others.

If construction-related, means-and-methods items are observed that appear to be

dangerous or hazardous, immediately bring this to the attention of the contractor.
Document the issue and subsequent actions regarding the issue in the field observation
report.

A disclaimer should be added to the field observation report to address out-of-scope

issues that states that the observation is not within your project responsibilities, but that
you are acting in the best interest of the project, public safety and/or jobsite safety.

Distribution

Prior to distribution, it may be prudent and/or your firm’s policy to have your report
reviewed by a more experienced engineer according to your firm’s policies. Provide a
copy of your field observation report to your client and to others according to the
project’s protocol.

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KEY POINTS

1. A field observation report should be prepared for every visit to the jobsite, and
should address each significant observation or concern in sufficient detail,
including where appropriate, photographs of specific items noted.
2. A field observation report should clearly convey the observation, the action
required and by whom, and an indication that the item has been completed and
when.
3. A site visit report should address both conforming and non-conforming work,
deviations from the design intent, and any outstanding issues that require further
review.

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Chapter Five

Recognizing and Dealing with Disagreements

Misunderstandings and disagreements arising during site visits or out of field observation
report comments sometimes occur between the structural engineer and the contractor.
Whether work conforms to the construction documents can be subjective, and issues
related to cost, project schedule, site safety and reputation can all become factors in the
discussion.

How the structural engineer deals with disagreements can have a significant impact on
the overall success of the project. Fair and evenhanded resolution of issues early in a
project will pave the way for future problem solving efforts. If not handled properly and
resolved quickly, such disagreements can frustrate or anger the contractor, and ultimately
lead to claims of defective documents or design-related delays in completing the work.

Resolving disagreements takes experience, technical knowledge and good

communication and conflict resolution skills. The resolution process can be complicated
when the lines of communication with the contractor are indirect and involve third-
parties, such as the architect or the owner. Under such circumstances, dealing with
contractors, superintendents and sub-contractors can be a source of on-going frustration
and can take considerable amount of valuable time and energy. If not handled properly,
communications can break down, particularly if the contractor is also frustrated and
emotional.

How Disagreements Arise

Disagreements can occur for a variety of reasons, but they generally involve a difference
of opinion concerning the requirements of the construction documents, or the intent of the
design. For example, the structural engineer, having produced the documents, may
believe that they are clear and unambiguous and adequately convey the design. On the
other hand, the contractor, without prior knowledge of how the design was developed,
may feel that the drawings do not provide enough detail or information.

Other reasons for disputes and disagreements include design or documentation errors on
the part of the design team that require repair or redesign, or contractor errors that require
repair or removal. Particularly difficult conflicts may arise if either the design team or
the contractor refuse to acknowledge errors, or if the contractor chooses not to address
action items on field observation reports because of impacts to project cost or schedule.

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Resolution of Disagreements

When disagreements first arise, remain calm and keep communications concise and free
of emotion. The structural engineer should approach every issue as though both parties
share responsibility for reaching a solution. In this manner, the structural engineer is
more likely to get cooperation from all parties and a potentially explosive situation can be
defused.

Collect the facts (construction documents, field observation reports, testing reports,
photos, project correspondence, etc.), and then meet with the contractor face-to-face if
possible. Present potential solutions, but also carefully consider ideas suggested by the
contractor. Do not rush to judgment, and be flexible and open-minded about the potential
corrective actions. The contractor brings a different perspective to a problem,
particularly as it relates to constructability and material availability.

Keep emotions out of the discussion, and do not let previous project issues and
discussions impact the current issue. The goal is a win-win resolution based on
teamwork that preserves the integrity of the original design, satisfies the building code
provisions for the project, and allows the issue to be corrected with minimal re-work or
impact to project budget and schedule.

Once a solution is developed, the engineer should communicate that solution to the
architect for review of impact to other aspects of the project. If the resolution is agreeable
to the architect, the engineer will typically document what was decided and distribute it to
the appropriate parties. It may be necessary to follow-up with another site visit to
confirm that the work was performed as agreed.

Severity of Disagreements

Most disagreements are relatively minor and typically involve interpretation of the
construction documents. Depending on your level of training, you may be given the
responsibility for addressing and resolving these issues, or your firm’s policy may be that
prior to the resolution of disagreements at the site, you are to notify the principal-in-
charge at your firm, who will discuss the issue with you before meeting with the
contractor. It is important that you know your firm’s policy. Even if you are given
complete discretion in resolving disagreements, it is good practice, if you are at all
uncertain, to discuss the matter with a more senior engineer at your firm familiar with the
issue at hand. You should not attempt to resolve an issue that is beyond your ability to
resolve or knowingly violate your firm’s policies and procedures.

Major disagreements are unusual, but can be very complicated because they often involve
a combination of factors that have significant schedule and cost impacts. The resolution
of this type of disagreement is best left up to the principal-in-charge at your firm, who
will discuss the issue with you before meeting with the contractor. You will probably be
asked to pull together all of the supporting information and data and help prepare for
meetings and negotiations. This is a great opportunity to learn.

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KEY POINTS

1. Disagreements can occur for a variety of reasons, including differences of opinion

concerning the design intent or the requirements of the construction documents, or
design or construction errors that must be corrected in the field.
2. In disputes, remain calm and keep both verbal and written communications
concise and free of emotion.
3. Minor disagreements can be handled at the project engineer level; major
disagreements should involve the project manager or principal-in-charge.

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