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2. SCOPE OF SERVICES AND SCHEDULE 2.3 <br />assumed by reviewing personnel that the required actions were either never performed or not properly recorded. <br />Organized project files can minimize these negative assumptions. Organization and content of the project file <br />Is one Indicator of effective and efficient management of the project by the resident engineer. <br />Proactive Approach: <br />As project managers, our role is to manage the project in compliance with the Client's requirements and Funding <br />Program requirements. There are conditions and elements that effect any project, budget and schedule. Our <br />approach is to provide proactive management and attempt to Identify potential Issues and problems In advance <br />and take corrective actions before they become problems. Our approach to Cost Control and Change Orders <br />Includes evaluating project change order cost requests and developing feasible mitigation measures to minimize <br />additional costs. We work as a team to solve problems or make modifications In the field to address unforeseen <br />conditions or owner generated changes in a cost-effective manner. <br />Project Management Tools: <br />One of the project <br />management and delivery <br />tools we use is SmartEM <br />Sheets. It provides an <br />`. ImmL .. <br />::..: n. .•. I <br />online access to involved <br />CO1,[4a?IO.....: <br />.'Y <br />.-)lira <br />...... <br />parties, where tasks, <br />progress, schedule and <br />YMYnwv— <br />Y <br />.AV rcv f <br />q <br />I <br />otheritems can betracked <br />task <br />and monitored; <br />Yw46w <br />m <br />deadline reminders and <br />YwY6YwY. <br />Y <br />Rl,v -A9 <br />W <br />0. <br />.. <br />task status requests are <br />-� <br />" <br />'� �• " <br />-" <br />" <br />I . <br />i <br />to <br />M+NrCbY.nrsY <br />n <br />YYa Yau ,. <br />automatically sent <br />responsible party to <br />update the project real <br />time. This helps to identify <br />' <br />.. <br />project potential issues <br />Y:.rv.nmrv,a/YY're <br />Yw" YYu a <br />m. <br />before they become <br />issues and ensure project <br />�- <br />delivery on time and within <br />m`"" �� ' <br />;� ; <br />I IL <br />a <br />budget. Screenshot of a <br />9 <br />14Y5. '9 <br />NM1 <br />I• .d/"IYYb PW.^Y,] <br />a.A <br />'Stl <br />i <br />project on Smart Sheet <br />are provided on the <br />�•-w�� <br />`° """'a <br />a" <br />i <br />following page as an <br />example. <br />ma, <br />Schedule Approach: <br />We generally use MS <br />Project or Primavera P6 po .Y rzYma <br />for Project Schedules. <br />MS Project may be more practical to use for Program Management for this contract. Primavera is more <br />applicable to large construction projects. Samples of both, MS Schedule and Primavera schedules from our <br />recent projects are provided as examples. In developing schedules all resources are used including but not <br />limited to everything from checklists, spread sheets, bar charts, graphic schedules, linear scheduling techniques <br />and of course the Critical Path Method. Both Microsoft Project and P6 are commonly used as the primary <br />software in the development of CPM schedules. The schedule is a living and constantly evolving entity. On <br />larger and complex projects, "fully loaded" schedules on Primavera can be used. However, smaller contractors <br />may not have the sophistication, capability and resources of using Primavera. Also, if Primavera is used, the <br />PROPOSALFOR <br />ENGINEERING, TECHNICAL AND ADMINISTRATIVE SUPPORT SERVICES, RFP NO. <br />25F-227 <br />IRANSrECH <br />19-045 <br />