FLOOD02914

• County: Statewide
• Basin: Statewide
• Title: Statewide River Rehabilitation and Floodplain Management Needs Inventory
• Date: 8/18/1997
• Prepared For: Colorado DNR
• Prepared By: Montgomery Watson
• Floodplain - Doc Type: Floodplain Report/Masterplan

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ITEM VI - SCHEDULE CONTROL

GENERAL

This section describes features of schedule management commonly used by Montgomery Wat-
son on planning and design projects. These practices can be applied to management of the
Statewide River Rehabilitation and Floodplain Management Needs Inventory project.

Integrated Schedule and Budget Management: We use an integrated schedule and budget
management software system which allows for weekly or monthly tracking of project progress
and expenditures versus the contract budget and schedule. Current information is entered to the
system weekly, and is immediately available to project managers electronically.

Critical Path Scheduling: We use a variety of project scheduling software to schedule and
track projects. Depending on the nature and complexity of the project, this may be a simple bar
chart, a PERT diagram or a critical path diagram. Selection of appropriate tools is the respon-
sibility of the project manager.

Shared Resources: We routinely share personnel, technical capabilities and production re-
sources between offices in order to balance workloads. The Denver Regional Office maintains
close coordination with offices in Salt Lake City, Boise, Walnut Creek and Las Vegas; resources
in these offices can be utilized if necessary to meet Denver project schedules.

Commitment: The most important factor in meeting project schedules is the commitment of
the project manager to satisfy the scheduling objectives of the client. Montgomery Watson's
culture is one focused on client service and rewards project managers who successfully meet
project schedules.

SCHEDULE SAMPLE

The RFP requests a sample of a schedule from a previous similar project. We felt that a project
schedule for this specific project would be more pertinent to the CWCB selection process. It is
possible to manage the proposed work with a simple bar chart schedule rather than a more
complex critical path schedule, because:

. the project team is small and all personnel are located in one office;

. it not expected that outside subconsultants will be used;

. there are no complex interrelationships (e.g., start/finish, finish/start, etc.) be-
tween tasks which can not be adequately represented on a bar chart.

The project schedule is presented under Item VIII - Estimated Completion Period.

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MONTGOMERY WMSON ~