Opening of Qualifications - WWTP CSO Tank RFQ Guaranteed Savings Contract Proj No. 121-071-A - Kokosing Ind.

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41SOUTH BEND, INDIANA GSC SCOPING Delivering the right project begins with crafting the right scope. Here, GSC and other collaborative delivery methods have an advantage over bidding, allowing the Contractor to have input into the constructability of the work. This Win-Win scenario means: h You, the Owner, have confidence that the project elements can be effectively constructed h American Structurepoint, the Engineer, can optimize their design by including considerations for streamlining construction h We, the Contractor, have an increased understanding of the work to more accurately assess risks and their associated costs Construction drawings and specifications remain the contract basis for defining the scope. The difference with GSC is the understanding of the work is deeper for all parties. The period prior to construction, which we refer to as preconstruction, is an opportunity for the Owner, Engineer, and Contractor to collaborate to refine the project scope as a means of managing risks. Many of our team members are active during this period with constructability reviews, estimating and pricing, and early means-and-methods engineering. Investment of time during this phase results in smoother operations during construction. Client interaction to ensure the Utility management and operation objectives are translated to design. SCHEDULING Good projects don’t happen by hoping and wishing; they happen by planning and scheduling. Our multi-tiered approach to planning and scheduling takes a project from the big picture down to the details. Each subsequent planning/scheduling process adds to the level of detail. By peeling back the onion one layer at a time, we ensure that our plans are well thought out from top to bottom - supporting the needs of all project participants. The Critical Path Method (CPM) schedule is used to achieve on-time project completion and is a tool to plan, document, and communicate our work and progress to the project team and the Owner. This schedule contains a list of all activities required to complete the project, the duration of each activity, dependencies between activities, and endpoints, such as milestones. The 90-day schedule is a refinement to the CPM schedule in which we look with increased focus to ensure the assumptions and timelines are valid. It is a planning tool to inform material procurement, labor and equipment, and needs from the Central Engineering Group, our in-house means and methods engineering team. The three-week schedule is used by Superintendents and Foremen to communicate the plan and set expectations for work that will be completed over the next three weeks. Further, it ensures required resources, information and materials are available to complete the upcoming work and enables measuring, tracking, and managing individual project task status and timing. Finally, a block schedule is maintained each week on the wall inside our field office trailer to ensure that materials, information, and Subcontractor interfaces are in place to support the planned workflow. Thoroughly planning our work, naturally elevates our safety, quality, and on-time delivery.