ASL CONSULTING ENGINEERS 1 - 2000

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• be used to standardize the schedule format and facilitate updates. The agreed upon project schedule will be used to show project expectations for resource allocations, deliverables and review periods. Interim milestones including QC /QA review periods will be programmed. The schedule and any updates will be communicated to the entire design team so those critical path elements are understood. It is essential that the project team be involved in the scheduling effort so that the team "owns" the schedule and is committed to delivering the project on time. Control of the project schedule is the Project Manager's responsibility. Once the time phased logic has been prepared and accepted the Project Manager will monitor progress against the time baseline. Variance, if identified early, can be mitigated through several techniques including "float" redistribution, crashing (adding resources), fast tracking and /or re- planning the critical path elements. Projects are dynamic and unforeseen circumstances can insert delays. The ability of our Project Manager to anticipate probable delays and mitigate them will benefit the City by providing a quality project ready for construction in optimum time. Project Control Report Prior to beginning the project, the Project Manager will prepare the Project Control Document, which defines major tasks, subtasks, milestone submittals and task budgets. This information is entered into our centralized accounting system that will provide the Project Manager with a weekly report of project budget status based on weekly labor costs and direct expense information. The Project Manager will estimate project completion weekly and compare his estimate with the actual project expenditures to date. This comparison gives him a "snapshot" project cost evaluation on a weekly basis. The Project Manager, with assistance from the Project Engineers and subconsultants, will prepare a monthly cost -to- complete estimate that is a valuable tool in keeping the project on budget and validating the Project Manager's estimate of project progress. Design Status Report Arranged by task, this bi- weekly internal report discusses budget and schedule; project issues which need to be resolved; coordination required between the project team, the client staff and other agencies; and actual versus planned progress. 0 QUALITY CONTROL AND QUALITY ASSURANCE ASL will implement our company Quality Control /Quality Assurance (QC /QA) program as outlined in this section for the project duration. Our QC /QA program comprises the activities required to allow the design to meet or exceed current "standard of care." Our Quality Control is the actual review, checking and audit procedures together with documentation necessary to demonstrate that the services provided meet contractual and regulatory requirements. Our Quality Assurance encompasses planned and systematic actions necessary to provide confidence in the design process and subsequent results. The following guidelines will be used to implement and monitor ASL's QC /QA efforts for this project: • A project kick -off meeting will be held with design staff for the project to discuss project scope, schedule, cost and QC /QA procedures. • QC /QA Manager will be identified for the project. • A project specific QC /QA plan will be prepared and implemented for the project. Internal QC /QA review periods will be scheduled prior to submission of design documents to the City. • A document control plan will be implemented for the project, which follows ASL's corporate document control policy. • QC /QA documents will be signed by the QC /QA Manager and the Project Manager prior to filing the documents. I:'prop99'.p233iii III - 3 ASL CONSULTING ENGINEERS