Laserfiche WebLink
A&P CONSULTING TRANSPORTATION ENGINEERS, CORP. <br />GOLDEN SHORES PUMP STATION REHABILITATION (CCNA) <br />RFQ 18-11-01 <br />19 <br />Upon receipt of the notice to proceed (NTP) the APCTE Team will schedule a meeting with the City Project Manager, to discuss the proposed scope of services and will go to the field to fine tune the different items included in the scope of services. This initial field review will include video recording/pictures of existing conditions to help in defining project issues and deficiencies. One week after the field meeting, the APCTE Project Manager, Mr. Arnelio Alfonso, P.E., will coordinate with the City’s Project Manager to finalize the scope. Described below is a set of management activities that the APCTE Team will deploy to manage this contract. <br />Project Kick-Off Meeting: We will begin with a kick-off meeting to identify the key participants, to discuss the project purpose and scheduling of the implementation conference will be the responsibility of our Project Manager, working in conjunction with the City of Sunny Isles Beach Project Manager. <br />Project Reporting: APCTE will distribute meeting minutes within 3 working days of the conclusion of any meeting. Action items resulting from the meeting will be identified, including a responsible individual for the action and a date when the action is to be completed. Action items will be entered into a tracking database and will be reviewed by the Project Manager on a weekly basis. Monthly status reports will be the primary method for officially communicating the status of the project. The preparation of these reports will be the responsibility of the Project Manager with support from the project staff. The report will include cost and schedule updates, variance analyses, recommended corrective actions, and updated forecast. The status report will also include an executive summary with narratives regarding the accomplishment for the month, projected activities for the following month, and identification of any issues that may have arisen along with suggested approaches and resolutions. <br />Project Coordination: Our team understands the importance of coordination with all project stakeholders – including affected stake holder and permitting agencies, among others – and the need to plan ahead for upcoming projects along the routes. The APCTE team members will be proactive in meeting and contacting any affected stake holders. This task’s scope of work includes Municipality/Agency Coordination, a Governmental Affairs Program, Industry Forums, public project webpage updates, and Schedule of Implementation, among others. The identification of permitting requirements in advance is also a critical effort our team members are very familiar with. With over 30 years of experience of coordinating, issuing and verifying permits for similar projects, the APCTE team brings unique knowledge of permitting requirements, processes and procedures, specifically relative to drainage and pump stations. <br />Sub-Consultant Coordination: APCTE planning, design and construction management capabilities have been augmented with local sub-consultants for surveying and geotechnical services and a public involvement firm. Each firm will be given a specific scope, budget, and schedule. Our Project Manager will meet with each sub-consultant on a monthly basis to coordinate key technical issues, schedule requirements, and upcoming work. If the sub-consultant falls behind schedule, the firm will be required to add staffing until the progress meets the schedule. <br />Budget Monitoring and Control <br />The APCTE Team will develop and implement a Project Cost Breakdown Structure (PCBS) based on a logical organization of the work with flexibility to adjust to evolution of the project. The PCBS will include all tasks and any overall management tasks, but will be primarily directed towards deliverable products. The PCBS will form the basis for identifying schedule activities and monitoring cost. The PM will identify Task Leaders responsible for administering each PCBS. For example, PCBS for each project will include each discipline, and the Task Leader will be responsible for that PCBS. We will also develop standard cost control reports for every level of the PCBS, consistent with the schedule and will track original budget, earned value, approved changes, current budget, current expenditures, estimate to complete, pending changes, and anticipated changes. The cost reports will compare planned versus actual expenses and will identify variance at the cost account level. Explanation of the variances will be the responsibility of the PCBS managers. Regular monitoring will allow the Project Manager to identify negative cost trends, determine the root cause of the variances, and establish corrective actions to rectify the situation.