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CM A R fo R G ov e RnMen t C en t e R A nn e x At 1 8 0 8 0 C ol l i n s A ve n u e | R eq u e s t fo R quAli f i CA ti o n s | no. 1 5 - 0 8 - 0 2 35Construction with a Personal Touch MASTER SCHEDULE UPDATES Throughout the life of the project, the schedule will be used to gauge the impact of scope changes and an-ticipated problems, and to develop strategies for maintaining the overall time frame. The schedule will be updated bi-weekly (more frequently if the City requires) to show actual progress against the project’s baseline schedule expectations. This enables the current status of the project to be rapidly determined, and if the updated schedules indicate a slippage, problem areas are immediately identified and subcontractors are brought together to organize a recovery schedule. COORDINATING SUBMITTALS WITH THE CONSTRUCTION SCHEDULE One of the keys to effective project management is knowing that the procurement process should serve the construction schedule, not the other way around. If work on the jobsite is to proceed smoothly, then the material must reach the project before it is to be installed. Otherwise, the work sequence is interrupted and must be altered to accommodate disjointed delivery schedules. The best way to ensure timely material delivery is to treat the assembly of submittal data, the assembly of shop drawing data, and their procurement as activities, just like the construction activities. These activities will be assigned durations and their relationship to predecessor and successor activities will be clearly defined. SUBCONTRACTOR SCHEDULE ADHERENCE As part of the bidding process, subcontractors are required to review and comply with the milestones established in the Master Schedule. The trade contractors are required to submit schedules for their work that conform to the overall parameters of the Master Schedule, and will be required to cost-load and or crew-load their schedules as necessary to maintain consistency with the Master Schedule. Our team will coordinate these various trade schedules and generate one master CPM schedule, for the project, which includes appropriate sequencing restraints between trades. Monitoring of these schedules and manpower will be a central focus of our weekly subcontractor/jobsite coordination meetings. QUALITY CONTROL For MCM, its commitment to safety and delivering quality projects is one of its highest priorities. So much so, that MCM is one of the few contractors in Florida that has obtained the ISO: 9001 certification. To achieve this certification, a construction manager must meet the stringent requirements of the International Standards Organization (ISO) for procedures and documentation necessary to assure the highest level of quality and customer satisfaction. ISO standards are internationally- recognized as the highest standards for quality control. Throughout construction, MCM’s Project Executive, Joe Fernandez will audit the project to confirm that ISO: 9001 procedures are followed and as part of our quality process, Sunny Isles Beach will be interviewed periodically by MCM to ensure customer satisfaction. MCM believes that its commitment to quality emanates from our fundamental corporate philosophy of delivering total client satisfaction, and our uncompromising commitment to delivering excellence. In our search for continued quality improvement, MCM emphasizes job-specific training, and insists on safe, clean, drug free jobsites. This corporate philosophy ensures that our personnel (MCM’s most valuable resource) have the proper foundation to deliver the standard of quality MCM is known for. PROJECT MANAGEMENT SERVICES “Quality is not an act, it is a habit” - Aristotle MCM understands the need for a growing City like Sunny Isles Beach to build a Government Center Annex, and the need to deliver a safe, functional, aesthetically pleasing product. As such, special attention will be given to delivering the highest level of quality our industry can safely produce at every phase of the project.