Item 21 - Pressure Control Station Relocation and Transmission Main Improvements

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SA-2 Pressure Control Station Relocation and Transmission Main Improvements RFP No. 21-127 PROJECT MANAGEMENT Over the years, Tetra Tech has established well defined, rigorous procedures for project management. These techniques have been developed and refined and have contributed to our success and reputation. The keys to our project management system are communications, project planning, monitoring, and quality assurance. The Tetra Tech team's goal is to keep the City staff "in the loop" from Day One of the project. Communication tools include the formal progress reports afforded through our project management system and an informal give-and-take approach starting with Tom Epperson, PE, our Project Manager, and extending to every member of the Tetra Tech team. At the project's outset, the chain of command and appropriate communication methods will be agreed upon and can be as formal or as informal as the City desires. We will use the entire communication spectrum. We will conduct formal meetings with agenda and typewritten notes, and we will use informal meetings with notes to file. We also will have documentation of telephone communications, with notes to file or letters of understanding as appropriate follow-up. Another important communication link will be our e-mail system. We are proposing to use e-mail to keep the City aware of the status of the project. Every two weeks, Tetra Tech will prepare a brief (one or two paragraphs or bullet items) e-mail summarizing the following: activities completed in the previous week; the activities planned for the upcoming week; any critical decisions that need to be made; and schedule of upcoming events/meetings. In addition, each month we will prepare a project status memorandum containing the following: summary of project schedule; description of key issues/concerns which have surfaced along with proposed options and solutions; and a project status summary report showing current schedule and budget. Communications The key to any successful project is good communications. As our project partner, we propose to involve City staff in open, honest communications from the very start of the project. Our communications will include the following: Bi-weekly E-mail Report outlining progress and actions for following week Monthly Report outlining progress, budget, and potential changes Monthly Schedule updates Regular Meetings with City staff Project Documentation available upon request All information can be provided electronically via e-mail or through a website portal. At each meeting our team will have our project manager and key design staff present to facilitate the discussion. Quality Control Our team clearly understands the importance of this project and the importance of ensuring the City receives a quality product. We have assigned a QA/QC Manager, Mark Bush, PE, who has more than 26 years of experience. Mark's team also includes experienced experts in all areas of design and construction. Mark will ensure that all the project goals are met! A detailed Quality Control/Quality Assurance Plan will be prepared. This plan establishes lines of communications and procedures for ensuring quality during all phases of the project's design and construction. In keeping with our open communications policy, all of our Quality Control documents will be made available throughout the project. We believe that it is in our best interest to have our clients fully informed and up to date on our quality control process. Information including design reviews, responses to comments and redline plans can be provided in either hard copy or electronically. We will encourage the City staff to let us know whenever they need more information or whenever they are unsure about the quality control of the project. Our goal is to work with City as partners on the project from Notice -to -Proceed through completion. TETRA TECH Page 19