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Assumptions/Deliverables: ,o Draft and final responses to comments submitted to the City and Caltrans for review and concurrence (5 copies plus electronic fl les). ,a Draft Final EA/FONSI for final concurrence by the City and Caltrans (10 copies). ,o.Final EA/FONSI (30 copies and one electronic PDF copy). ,a~Final technical studies bound (10 hard copies and one electronic PDF copy). The PMP will also contain an entire chapter on the project-specific quality control procedures that are expected to be applied to this particular project. These procedures include detailed checking "checklists," independent technical reviews (ITRs), and back-checking procedures, and editing requirements to ensure that each deliverable is properly checked for accuracy and appropriate communication methods (clear and grammatically correct) for the intended audience. The URS Quality Assurance/Control Officer is responsible for auditing and spot-checking the quality control process for conformance with the established procedures. Many projects are audited quarterly to maintain a high level of visibility for quality control functions, which in turn creates an office culture that considers quality control to be an element of equal importance to design development, technical report writing or field review surveys. The Project Manager also plays an active role in anticipating the quality control staffing needs for projects and assigning the staff with the appropriate skills and experience to perform various technical reviews. Again, the schedule is an important tool for quality control since many quality assurance programs will fail unless the time for quality control efforts is factored into the scheduled deadlines so that quality control is not sacrificed to meet a critical submittal date. Responsibility for maintaining the project schedule and budget is a team effort, but the Project Manager is ultimately responsible for managing these elements of the project. One method that will be employed by URS to manage the schedule and the budget will be through strict observance of the critical milestone activities identified in the schedule. Projects that stay on schedule generally stay within budget. Therefore, development of a realistic schedule, as shown in the previous section, and weekly monitoring of that schedule, will ensure that the project meets the critical milestones and that the project remains on budget. Also, staying on top of cost accounting and invoicing will allow for the eazly identification of any activities that may be lagging behind and accruing more costs than budgeted. Finally, the key ingredient to maintaining schedule and budget control is timely identification of issues or events that could cause schedule and budget problems. This requires a seasoned Project Manager that can proactively forecast activities that appear to be affecting the schedule so that workarounds can be initiated at a point in the process where they will be implemented in time to avoid a schedule delay. The same is true for the budget. Certain activities are consistently the ones that are at risk for overrunning their respective budgets, including, but not limited to: data collection, traffic analysis, noise studies, administrative draft environmental document, and responses to comments. By focusing management on the tasks that aze historically prone to scope creep and cyclical reviews, the URS team will be able to pro actively address the potential overruns. Our cost accounting system is specifically designed for use by Project Managers and Task Leaders, who all have unlimited access to the entire cost accounting system, to monitor progress and identify trends in each task and subtask. One element that we regularly check is the average hourly rate for each task or subtask as calculated from the hours and dollazs spent each period and to date. By comparing this actual "bum rate" to 14 25H-16