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. assigned project representati\'e and communicate dTectin'ly throughout the performance of our selyiccs, \\'e will take steps to be proacti\'e on issues before they become problems. 3.5 Coordination & Communication E1\C recognizes the importance of coordination and communication during the course of the project. , \s such, regular in-house meetings will be held to ensure coordination and communication. Ei\C's project manager will senT as the focal point of coordination and pro\'ide timel\' response and prompt follow-up. I-Ie will be the City's link with the projcct team. 3.6 Quality Control & Assurance EAC considers quality control management integral to our ability to pro\'iding sCITices and ha\'e assigned experienced key staff members to do our IT\-iews and ensure that the design and constructability of our deli\'erables arc feasible and hm'e been thoroughly \'etted and screened for errors and omissions. Our Q1\/QC constructability 1"C\'iews will target the completeness of desigllS to cnsure that they are feasible and occur without a(h'erse field impacts and changes. \\'e ha\'e detailed our quality management approach in later section(s) of this respollSe package. . 3.7 Budget and Schedule Management Plan E;\C is completely familiar with the processes in\'ol\'ed in scheduling projects. \\'e utilize i\licrosoft Project and/or Prima\'era software for scheduling all of our projects. \\'orking with the City and key members of the project team, Er\C's project manager will identify all the discrete acti\-ities, resources and efforts required for each task, and prepare the project schedule. I nputs to the schedule will be activities, duration of each acti\'ity, predecessors and successors to each acti\'ity, efforts required to complete each acti\-ity, and personnel assigned to successfully complete each activity. This process will result in a "Project Schedule" identifying acti\'ities, which are on the "Critical Path" as well as float time in other activities, This is important because activities on the "Critical Path" cannot slip without adversely impacting the "Project Schedulc". Er\ C's project manager will be respollSible for monitoring all activities and assuring the proper level of stafting to strictly adhere to the "Project Schedule". Team meetings will be held on a regular basis to re\'iew progress and assure compliance with the "Project Schedule". The schedule should satisfy the following parameters: . The time frame should be as needed and agreed with the City's Projcct Manager. . I t should include adequate time for each step taking advantage of parallel steps as much as possible. · It should include time for the re\'iews, re\'isions and apprm'al by the City, · It should adequately consider interim jurisdictional agency reviews. · The time steps should be realistic based on project constraints. "J SUreTrak ..... ,.":), ,;' Y,"~.!\k..r \ll_~", Adherence to Budget - One of the keys to the success of any project is an understanding and adherence to its scope and budgetary requirements. The two items work complimentarily and must be closely monitored to ensure that the City's goals for the project are achieved. Task Leaders/Lead Engineers on the proposed team will work to ensure that budget goals on the project are not cncroached. The use of value engineering measures will be implemented as necessary to enable proposed design intcnt to be consistent with budget allocations, In our previous projects we have taken a positive approach of inquiring directly from contractors on the current prices of materials and specialized cOllStruction methods. \Ve understand that construction industry costs are not stable and therefore current information will be pertinent to ensure that proper estimating is achieved, I t is important to note that on our efforts with budget control, we will senT completely as an extension of the City - watching out to ensure that the budget limitatiollS of the project are not surpassed. . 12