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<br />I <br />I <br />I <br />I <br />I <br />I <br />I <br />I <br />I <br />I <br />I <br />I <br />I <br />! I <br />I <br />I <br />I <br />I <br />I <br /> <br />PROJECT MANAGElVIENT <br /> <br />d. Responsibilities <br /> <br />Key staff responsibilities are identified in (b) above. <br /> <br />e. Authorities <br /> <br />Our proposed Principal and Project Manager have all authority necessary to negotiate con- <br />tracts, commit staff, approve expenditures, and mobilize the resources of the firm. <br /> <br />f. Plan for Management of Subcontractors <br /> <br />At this time it is not anticipated that subcontractors will be utilized on the proposed project. If <br />this should change, management of subcontractors will be the responsibility of our Project <br />Manager. He will approve scopes and fees of all subconsultants, and manage their progress <br />within the context of the overall project. If requested by CWCB, direct access to subcontractor <br />staff may be provided if it will clearly expedite completion of the project. <br /> <br />g. Reporting Systems to Owner <br /> <br />Montgomery Watson proposes that monthly progress meetings be conducted with CWCB staff <br />to review project progress and upcoming work tasks, and resolve any technical or contractual <br />problems. We will prepare meeting agendas and minutes. Additional informal meetings will be <br />held on an as-needed basis. Our Lower Downtown Denver office location will provide for easy <br />coordination between CWCB and our staff. <br /> <br />Monthly progress reports will be prepared and submitted with monthly invoices. Progress <br />reports will document project progress by task, and can provide similar detail on expenditures <br />ifrequested by CWCB. <br /> <br />We routinely communicate with our clients through e-mail, and can use this resource to accom- <br />plish daily communications as well as electronic transfer of documents. <br /> <br />h. Quality Control <br /> <br />Montgomery Watson has established quality control procedures which must be followed on <br />any project of this size. The three key elements of this program are: <br /> <br />. Formation of a Technical Advisory Committee (TAC) comprised of company <br />experts in the required technical disciplines. The TAC will meet twice during <br />the project - at the 30 percent and 90 percent completion levels - to review project <br />criteria, assumptions, procedures, and initial results. <br /> <br />. Detailed draft report checking by a qualified professional not associated with <br />the project to review contents, format and layout. <br /> <br />19 <br /> <br />MClNTGClNERY WATSON ~ <br />