ASL CONSULTING ENGINEERS 1 - 2000

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I I I I • • resources to produce high quality engineering services on engineering design, PS &E and construction- related schedule and within budget. infrastructure projects. Although basic project management techniques apply to all projects, as- needed or task order contracts require an approach which focuses on developing a strong relationship with the City staff. Communication of general project expectations need to be achieved up -front so that when specific task orders or projects are assigned, the project team is prepared to quickly scope, plan and execute the work. Our approach to as- needed assignments is to first understand the City's reasons for using an as- needed rather than a project - specific contract. Typically, as- needed contracts provide flexibility to take care of unknown or uncertain staffing needs. Schedule often becomes the driving force in these contracts and delivery of critical projects on -time is essential for program success. Other reasons include having access to specific expertise needed from time -to -time or to address several small assignments that individually are not large enough to warrant the administrative effort of individual contracts. As- needed assignments require communication, flexibility and responsiveness. ASL will assign one point of contact, our Project Manager, for the City's as- needed contract, who will become the liaison and will operate as an extension of your staff. This will enhance communication and responsiveness. The general as- needed contract will be developed and signed prior to specific tasks being assigned. City of Santa Ana standards, procedures and requirements will be assembled and made available to the entire design team. The Project Manager will respond to the City's task order notification with a scoping meeting. Depending on the size and complexity of the assignment, scope, schedule and budget can be negotiated within a period of hours or days. For complex, critical assignments, we have quickly negotiated task orders for lead work items and authorized them to proceed prior to finalizing negotiations on the entire task order. This approach maintains responsiveness and flexibility and helps to achieve the schedule objectives of the as- needed process. Once the scope, schedule and budget are developed and accepted, the as- needed contract takes on the characteristics of a project - specific contract. Additional assignments can be added concurrently or sequentially with the same Project Manager directing different teams. ASL has the resources, diversity and flexibility to concurrently handle multiple assignments involving L \prop99 \p233iii People Management Our overall project team is shown on the organization chart in Section III of this proposal. The team has been selected for their specific job related experience and demonstrated ability to perform assigned tasks. Resumes of key team members are included in the Appendix. Workload commitments have been reviewed for each team member, and baring any unforeseen circumstances, each member is available to perform their individual functions for the estimated duration of the as- needed contract. Project Scope, Schedule and Cost Control The monitoring and controlling of project scope, schedule and budget will provide a means to ensure that the proposed work plan is implemented in an efficient and timely manner. Initially, the scope of work will be carefully negotiated with the City to ensure that we understand your intent and expectations for the project. The negotiated scope will be translated into a written format with identified budgets, milestones and deliverables. Anticipated exclusions and items to be provided by the City will be defined, reviewed and discussed. Control of scope, schedule and budget will be achieved using the following Project Management Control System that ASL managers are using successfully on several other as- needed and multi- discipline projects. The core of this system is a monthly Project Management Report comprised of the following three sections: Schedule The project schedule summarizes the Project Team's understanding of the scope of work, resource allocation and project approach. Developing and controlling the schedule is critical to the project's success and is a primary factor in evaluating overall project performance. Our approach is to translate the scope of services into a definable work breakdown structure (WBS). The WBS is then sequenced using a precedence format, which can be exhibited as a simple bar chart or a sophisticated Critical Path Method (CPM) flow chart. Several software aids such as Primavera or Microsoft Project Planner can ASL CONSULTING ENGINEERS