BEA - Laserfiche WebLink

Home Browse Search

0 0 PROJECT APPROACH/METHODOLOGY ® Continuing Professional Services Contracts—Community Centers and Parking Garages ® BEA Architects engages a streamlined 150-9001 small-project quality control management system which ensures timely delivery of coordinated and complete contract documents that are cost effective and protect the owner from legal exposure.The system starts • with the direct involvement of the project principal,for these projects,Mr. Bruno-Elias Ramos, an architect with over 25 years of expe- • rience managing complex public and private sector projects. • No matter what the size of the project, Mr.Ramos will work with the client to establish several key things: • 1- Program and budget.The principal will confirm whether the program can reliably be built for the planned construction budget • if necessary,adjustments to either or both of the above are made with the client agency. ® 2- Establish project goals.Work with the client agency to identify specific goals,such as"visually tie into adjacent neighbor- hood",or design it for easy future expansion", or design it to last only 10 years",etcetera. • 3- Establish Schedule. Develop and agree upon a timetable of deliverables for all phases from Schematics,30%,60%,90% • and final contract documents. 4- Financial Controls. Establish protocol for invoicing and monitoring fees,and determining what services are part of the agree- ® ment. ® 5- Bids and Permitting. Establish protocol for permitting I bidding phase. ® Though it may seem simplistic,the smooth flow of the project(s)depends on the clear and mutual understanding and agreement on these matters. 0 • Our project managers,John Colao and Jose Jorge(JJ)Fernandez,will also attend each project kick-off meeting,eliminating the pos- sibility of internal BEA communication error.The project managers and their architect team will execute the work as required by the • agreed upon schedule and related project parameters. ® Ideally, project managers consistently undertake management of several long and short term projects simultaneously; so that John, ® JJ and the two project architects assigned to this contract can work smoothly and without interruption. However,this ideal is seldom met in the real world, as multiple projects have a tendency of"popping-up"un-expectedly due to an emergency or other contingency. ® BEA is equipped and has sufficient professional and technical staff to handle such a surge(say. 3 or 4 projects of 5200,000 for stud- ® ies or$2M construction cost each)without affecting the flow or the ability to meet deadlines. Having averaged S6+ million in revenues over the last 5 years, BEA's professional and technical staff(excluding administrative and support)can meet surges in demand. That ® said,the projects under this contract will carry 2 project architects, and either remove one,or add one,two or however many are ® required to meet contractual demands with the City of Sunny Isles Beach. Being sensitive to the current economic and employment O situation throughout south Florida and the nation, BEA is in a position to quickly identify and capture the most suitable/highly quali- fied professional and technical staff to increment our core team production capabilities. O BEA employs a 3-step quality control review system,whereby John Colao,the project manager or JJ Fernandez who is his deputy. ® are the first reviewers of the work product.Their mark-ups are incorporated into the work and then sent to George Sainz;who as ON QC manager, is not associated with any design project. Comments that are generated by George are incorporated and the final de- • sign product is then sent to the project Principal, Bruno-Elias Ramos. for a final review. Each person's mark-ups are recorded in their • own designated color,and the entire check set is maintained on file. • The 3-step process is applied to the 60%and 100%construction documents.Of course,the client agency is the fourth step of the • review process.After receiving a thoroughly reviewed set of documents, the client agency will inevitably have its own comments.The ® project manager will coordinate resolution of the client agency comments;these will be marked and maintained by BEA as a record, and are available for viewing at any point.Though it may appear at first cumbersome process,through experience we have found • controlling documents in this manner helps projects of all sizes run smoothly. • Along with document control is cost control. BEA has 3 licensed Florida general contractors on staff,and they collectively perform • all the in-house construction cost forecasts. George Sainz;who makes the initial cost forecast.passes the forecast to another GC • for review. The Statements of Construction Costs Forecasts that are sent by BEA to the client agency have been reviewed by the • project manager,the project principal and two general contractors. ® During construction, George Sainz will provide Construction Administration services and be backed up by one of the project manag- e ers. Unlike the design phase,one construction manager can handle several on-going construction projects,with the assistance of the ® project manager.BEA has performed inumerable projects in this manner for Miami-Dade Parks and Recreation,having as many as 5 simultaneous projects managed by the construction manager and project architect. ® BEA leads weekly client agency/architect/contractor meetings at the construction job site for all projects,and produces the minutes ® of those meetings. BEA monitors the flow of the project schedule as well as information in the form of submittals.shop drawings and RFIs,as well as the processes the contractor's requests for payment and project close-out. Given that this contract stipulates projects ® of less than$2M in value, BEA is confident that it effectively manage up to 6 simultaneous projects with its current staffing. BBAArchitects.inc-RFC)=12-04-02 28