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Continuing Professional Services for Architectural, Landscape Architectural, Engineering and Land Surveying Firm Only (CCNA) - RFQ No. 14 -07 -02 ® This process will result in a "Project Schedule" identifying activities, which are on the "critical path" as well as float time in other activities. This is particularly important because activities on the "critical path" cannot slip without adversely impacting the "Project Schedule ". Mr. Rodriguez will monitor all activities assuring the proper level of staffing to strictly adhere to the "Project Schedule." Team meetings will be held on a regular basis to review progress and assure compliance with the "Project Schedule." Meeting minutes and Progress Reports can be submitted to the City on a monthly basis. The schedule is developed to satisfy the City's need and is prepared at the time of scope preparation and negotiations. The schedule should satisfy the following parameters: The time frame should be as needed and agreed with the City's Project Manager. > It should include adequate time for each step taking advantage of parallel steps as much as possible. > It should include time for the revision of deliverables and approval by the City. > It should adequately consider permitting agencies review. > The time steps should be realistic based on project constraints. Meeting with Clients and Coordination All matters related to the project will be coordinated with the City's Project Manager. We will try to minimize the City's day - to-day involvement and can keep the Project Manager informed electronically (e- mail). This approach has proven very successful in ensuring quality service, customer satisfaction and prompt complaint resolution. Mr. Rodriguez will serve as our focal point of coordination and for providing timely responses and prompt follow up. He will be the link with the project team. ® > Between RJ Behar and the City RJ Behar we will keep the City's Project Manager well - informed of all project issues at all times. Recognizing that the City's Project Managers may be managing many projects at the same time, we will try to minimize the staff day - today involvement by; 1) obtaining needed information ourselves, 2) maximizing electronic information transfer (e- mail), 3) conference calls, and /or 4) prompt meeting minutes. We will schedule progress meetings as often as the City Project Manager desires. RJ Behar will schedule progress meetings as often as the City Project Manager desires. It is important to note that we propose a Kick -off meeting at the beginning of the task with the City's Project Manager, our key staff, and subconsultants required. This meeting will insure the start of the project on the right foot. The scope, work plan, schedules, and understanding of the task should be discussed and any major issues should be identified up- front. > Between RJ Behar and Subconsultants Another important aspect of coordination is between RJ Behar and its subconsultants. Again, we will make use of electronic transfer of information in order to maintain close communication ties throughout the project. It will be our sole responsibility to make sure that our subconsultants comply with their schedule and quality of their deliverable. A key to receiving quality work from subconsultants is to keep them informed. As the Prime Consultant, we will schedule work tasks to get the required data to our subconsultants as soon as possible. We will provide our team project schedules and all updates to that schedule. > Between RJ Behar and Utility Companies /Permitting Agencies ® RJ Behar will develop a distribution list for each utility company and permitting agency. Meeting with the permitting agencies will be held as soon as the concept is developed. Utility contacts will be made as soon as �R.J.Behar RFQ No. 14 -07 -02 1 Page 14. 2