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CITY OF ISLES BEACH | 19 DPROJECT APPROACH These budgets are reviewed with the entire team for each project so that everyone involved is working toward the same project objectives. To IA controlling the budget means: • Knowing how to establish a realistic budget based on program requirements and schedule constraints • Knowing how to design to a budget • Knowing how to design for flexibility and alternatives to achieve the greatest impact • Knowing construction and furniture costs • Understanding how to build things, functionally and technically correct • Knowing the characteristics of materials and their application • Knowing how to develop a tight set of documents • Knowing how to control the bid and pricing process • Knowing how to control costs in the field; minimize change orders SCHEDULE CONTROL A detailed schedule outlining the major activities of each project participant is prepared as soon as possible. Key milestone decision dates are identified and monitored to maintain each project’s scheduled goals. Based on IA's experience, we have numerous examples to draw upon for the interplay of various consultants, and design and coor- dination efforts. The schedule is maintained and con- stantly refined and adjusted to help manage the process with the entire project team and the City. The project schedule is an important tool for orchestrating the hundreds of activities that must happen in the right order to successfully complete a project. But the schedule plays an equally important role in setting expectations. The source of most schedule delays can be traced to poorly defined or unrealistic expectations. That’s why every IA project starts with a team-building/ planning meeting to define scope, establish expectations and create a plan for success. All team members will develop the initial master schedule for the project corroboratively. The master project sched- ule will be based on task-by-task analysis of the design and documentation work to be accomplished and highlighted will be key dates and milestones. The second key component of schedule control is proac- tive project management. IA’s account project manager will lead design team meetings, define tasks and deliver- ables, assign completion dates, and monitor completion. Our meeting notes format is designed to highlight action items and accountabilities, and no item drops off the list until it has been resolved. Finally, and as mentioned earlier, the Construction Manager is a key team member and we recommend add- ing them to the team during the schematic design phase. This allows the Construction Manager to provide input on lead times and availability of materials, and to refine the construction portion of the master schedule, so that draw- ings and specifications are delivered just in time to facili- tate efficient construction sequencing. The foundation of our approach is the experienced team we have committed to this contract Collectively and indi- vidually, our team members are accustomed to working under tight schedules and have first-hand knowledge of the many variables that must be coordinated to provide on-time delivery of complex projects.