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<br />City of Sunny Isles Beach | RFQ 26-07-01
<br />Continuing Professional Architectural and Engineering | General Civil Engineer
<br />construction cost.
<br />4.5 APPROACH TO PROJECT MANAGEMENT
<br />This subsection responds to the three elements on
<br />which the City scores project management: Cost Control,
<br />Scheduling, and Quality Control/Quality Assurance. All
<br />three are driven from the same task-order WBS and are
<br />managed on earned-value principles, so that at any point
<br />in an assignment Ross can tell the City what has been
<br />produced, what it has cost, and where the work stands
<br />against schedule.
<br />• 4.5.1 COST CONTROL, COST ESTIMATING, AND VALUE ENGINEERING
<br />Ross manages two budgets on every assignment: the authorized professional-services (fee) budget
<br />and the anticipated construction budget. Both are controlled with the same discipline.
<br /> »Controlling the professional-services budget. At authorization, Robert builds the fee budget on
<br />the task-order WBS, allocating labor hours, subconsultant amounts, and expenses to each activity
<br />and phase. This baseline becomes the yardstick for the assignment. At each reporting period, Ross
<br />estimates the percent complete of each task against measurable milestones, not simply hours
<br />spent, and compares the value of work actually produced to both the labor expended (a cost
<br />check) and the planned progress (a schedule check). When a variance develops, Ross determines
<br />the cause, recalculates the effort required to complete the task, and raises the issue with the
<br />City before the overall task-order budget is affected, rather than reporting an overrun after it has
<br />occurred.
<br /> »Developing construction cost estimates. Opinions of Probable Construction Cost (OPCC) are
<br />developed at a level of detail appropriate to each design phase. Estimates are built from quantity
<br />takeoffs against the evolving plans and priced using recent local bid tabulations, published
<br />unit-cost data, and vendor quotations for major or long-lead items, with explicit line items for
<br />mobilization, maintenance of traffic, utility work, permitting, escalation, and a contingency scaled
<br />to the maturity of the design.
<br /> »How often estimates are updated, and the accuracy that is targeted. Estimates are updated
<br />at the 30%, 60%, 90%, and 100% milestones. Ross prepares estimates on the industry-standard
<br />principle that estimate accuracy tightens as design advances: an early conceptual estimate carries
<br />a wider expected range and a larger contingency, and each successive milestone narrows both as
<br />scope, quantities, and site conditions become better defined. At every update, material changes
<br />from the prior estimate are identified and explained to the City so there are no surprises between
<br />milestones. These estimate-to-bid and bid-to-final comparisons are documented and used to
<br />sharpen future estimates. For Sunny Isles Beach task orders, Ross will report the achieved estimate-
<br />to-award and award-to-final variance to the City as bid
<br />and final-cost information becomes available, giving the
<br />City a documented, project-specific record of accuracy
<br />rather than an unsupported figure.
<br />• Value engineering. Ross treats value engineering as a
<br />continuous part of planning and design, not an end-stage
<br />cost-cutting exercise, and never at the expense of safety,
<br />code compliance, durability, or required performance.
<br />The most reliable savings come from reusing sound
<br />existing infrastructure, avoiding relocations, simplifying
<br />construction, easing long-term maintenance, and
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<br />Proposed Conditions ModelSchematic Map
<br />Figure
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<br />Sources:Aerial: Broward County, 2019Roads: Broward County ¯0 10050Feet
<br />Legend
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<br />Proposed Force MainOutfall to Canal
<br />Proposed StormwaterPump Station
<br />Proposed Outfallto Canal
<br />West DeerfieldStormwater Capital Improvement Project
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