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CONVENTIONAL REPAIR METHODS
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92 ASSOCIATED TASKS AND TEAMWORK
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921 Interdisciplinary Activities
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Rehabilitation projects are dependent upon a host of other disciplines for completion The project manager will be responsible to set up a team with relevant expertise for an early and economical completion Activities on the critical path shall be identi ed and allocated adequate resources for timely completion A concept study report shall be developed and approved by the authority
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922 Project Triple Constraint Management (Scope/Schedule/Budget)
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The triple constraint to project management involves making tradeoffs between scope, schedule, and budget It is inevitable in a project life cycle that there will be changes to the scope, schedule, or budget Most projects fail when one of the areas changes and appropriate adjustments are not made to the other areas We are thoroughly familiar with and routinely prepare projects per the project management body of knowledge (PMBOK) 1 Scope Our approach to project scope management includes the processes required to ensure that the project includes all the work required to complete the project successfully: Project initiation We are committed to begin the nal design phase upon NTP Scope planning A written scope statement will be prepared as the basis of project decisions Scope de nition Project deliverables such as highway designs, structure designs, and environmental permitting will be broken into smaller manageable components Scope veri cation This is the formal acceptance of the scope deliverables by NJTA Scope change control This will include controlling changes to the project scope If there is a need to perform work not originally scoped, our staff and full service capabilities will provide the resources to complete any unanticipated tasks without impact to schedule In addition to the identi ed services, we also offer traf c data collection; traf c modeling and forecasting; ITS; Web page design; landscape design; and ROW acquisition, negotiation, and relocation services One important service we provide is a prompt re-evaluation of previously scoped improvements for appropriateness and adequacy as conditions change 2 Schedule: Approach to schedule management includes processes required to ensure timely project completion: Activity de nition Identifying speci c tasks Activity sequencing Identifying inter-task dependencies; Activity Duration Estimating number of work periods per task Schedule development Creating the schedule Schedule control Controlling schedule changes We will prepare a critical path model using Primavera Software for each task assigned under this term agreement Regular NJTA schedule updates do not require that our PM use the program, but by duplicating the schedule in-house we can run the various reports to monitor the work being completed, identify items falling behind, and develop a recovery plan We also issue reports to the various task managers identifying the tasks, corresponding budgets, and actual costs charged to their tasks Budgets are directly impacted by schedules When scheduled tasks are late, the amounts budgeted for the activities are usually exceeded Therefore, our goal is to beat the schedule so that staying within budget happens almost automatically 3 Budget approach to budget management includes processes that ensure the project is completed within budget:
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SECTION 3
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REPAIR AND RETROFIT METHODS
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Resource planning Determines what resources and quantities are needed for tasks Cost estimating Estimate of cost to complete tasks Cost budgeting Allocating the cost estimate to individual tasks Cost control Controlling budget changes Be in concert with authority s x it rst, right sizing, and smart solutions concepts With this understanding, the team will be able to fully focus on the project scope so as to minimize the potential for scope creep and accelerate the design process Fully recognize current nancial constraints The approach to the project will be to design improvements while giving the authority the most cost-effective designs Meet/contact the PM at least weekly to discuss project status, potential project challenges, and the risk associated with project decisions relative to tasks related to schedule and budget Ensure uninterrupted communication with the NJTA and continuity of management throughout the project
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