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<br />-""~ <br />'0,,,-,"5 <br />", <br />- <br /> <br />QA/I(?C AND ,SCHEDULE CONTROL <br />__.__...__~.. _.___"_ ____. _WRIJII <br /> <br />PROJECT CONTROL SYSTEM <br /> <br />A firm providing professional services must be pre']lared to meet CWCB's objectives: i.e., qualit, <br />documents, timely execution of the work, and peiformance within budget. To achieve these goals <br />requITes: <br /> <br />. Assigning a project manager with appropriate technical, leadership, and communication <br />skills, and with personal commitment to the a.ssignment. <br /> <br />. Organizing a talented, multi-discipline team with expenence and commitment to he <br />responsive to timely performance. <br /> <br />. Using personnel whose expertise match the project. <br /> <br />. Formulating a work plan, schedule, and deliverables, developed in close consultation with <br />CWCB prior to beginning the work. <br /> <br />. Perfornring quality assurance and in-progress reviews. <br /> <br />Our Project Principal, Mr. Mark Glidden, will be n:sponsible for our team's overall effort, HDR's <br />responsiveness, and quality control overview. Individual proje,;t tasks will be managed by our <br />Project Manager, Mr. Kevin Houck, who will be n~sponsible for coordinating the specific tasks, <br />controlling project costs, monitoring schedule:, and maintaining direct conta(:t with the project <br />manager, Mr. Tom Browning. Information control and management will be handled by our <br />Technical Manager, Ms. Mary Kay Provaznik. <br /> <br />Technical work will be centralized under Ms. Mary Kay Provaznik. All coordirLation is centralized <br />under Kevin, providing continuity to the team and direct monitoring of the work. Other project <br />control techniques include: <br /> <br />Cost Control <br />Cost control begins at the onset of the project and is the responsibility of the project manager. The <br />work scope, prepared in close coordination with Mr. Browning, becomes the blueprint for both HDR <br />and CWCB. Our internal meetings highlight work status and actual versus scheduled progress. <br />HDR further monitors cost through internal bi-weekly accounting reports and team meetings that <br />review individual assignments and priorities. <br /> <br />Quality Assurance <br />HDR will perform project reviews and plan checks specifically tailored to this CWCB assignment. <br />In fact, through our involvement with various proj'~cts over the past thirteen years, our team has <br />developed a rigorous quality program by which ea.ch task is checked, corrected, reviewed, and <br />verified. The QNQC program to be used for this program is modeled after a program already in <br />place for work with the Union Pacific Railroad. This well documented program has proven to be <br />effective for past work. Various taks throughout tht: project will be signed offby staff members at <br />various levels for accountability and personal pride in their work. <br /> <br />Schedule Control <br />Timely execution ofthe work requires a thorough understanding ofCWCB's needs and developing a <br />plan and schedule to meet your expectations. HDR prides itself on meeting aggressive schedules <br />and being responsive to fast-track work, because we understand the importance of schedule to your <br />projects. The Denver office has built a reputation for meeting aggressive schedules. These types of <br />assignments motivate our team and we look forward to the challenges of future "hot" CWCB work. <br />We have already set aside many staff, who are expt:rienced in investigatory projects, who will be <br /> <br />1999 Flood Documental'ion Report ~~:,\ <br />(#rl ~~ 't <br />HDR Engineering, ItJG. \(~(~~;=::~_~.~ <br />"..A-i{Y <br />