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					    ATTACHMENT A-2
       Task Order 2

       Scope of Work


Program Management Services

 For the City of Durham, NC




           June 2008
                                                Table of Contents

Task Order 2 - Program Management Services...........................................................3
Business Process Enhancement .................................................................................3
   Interdepartmental Process Improvements ...............................................................................3
   GSD Project Delivery Manual ..................................................................................................4
Project Delivery Support...............................................................................................5
   Senior Project Manager/Project Manager ................................................................................5
   Project Controls Specialist.......................................................................................................6
Project Management (MWH Team) ...............................................................................7
Supplemental Services .................................................................................................7
Obligations of the City ..................................................................................................7
Deliverables...................................................................................................................9
   Deliverable #1 – Establish Interdepartmental Steering Committee Charter...............................9
   Deliverable #2– Technical Memorandum (TM) for Implementation of GSD-PM Division
   Organizational Changes ..........................................................................................................9
   Deliverable #3 –Rollout 1: Project Delivery Manual..................................................................9
   Deliverable #4 –Rollout 2: Project Delivery Manual..................................................................9
   Deliverable #5 –Rollout 3: Project Delivery Manual..................................................................9
   Deliverable #6 – Project Delivery Manual Training .................................................................10
Compensation and Payment ......................................................................................11
Task Order 2 Scope of Work – Program Management Services for City of Durham, NC



Task Order 2 - Program Management Services
The Scope of Work for Task Order 2 for the Program Management Services for the City
of Durham, NC is intended to assist the City with implementation of selected priority
recommendations of the Evaluation and Recommendations Report for the General
Services Department (GSD) dated March 2008 (submitted as part of Task Order 1) and
provide consulting services and guidance to the City’s General Services Department
Project Management Division (GSD-PM) so that it may improve its processes for
delivering Capital Improvement Projects under its responsibility. This is the second step
on the path to establishing a Centralized Capital Project Delivery organization for the
City of Durham. This proposed Task Order 2 continues MWH services to implement the
selected priority recommendations and supports the City of Durham for a period of
fifteen (15) months, ending June 30, 2009.

MWH will assist GSD-PM to address recommended improvements as defined below in
two focus areas: Business Process Enhancement and Project Delivery Support. To be
successful, GSD-PM and other City staff have expressed a commitment to improve their
practices, be willing to drive change throughout the organization, assign key staff and
responsibilities as indicated and be committed to the recommendations made by MWH.
To succeed, a joint collaboration between GSD-PM and MWH is needed.

MWH will provide staff as described below in this document to support and assist in the
delivery of capital projects. The particular staff to be provided will be determined
through collaboration between MWH, the City Manager’s Office and the Director of
GSD in accordance with the proposed GSD-PM Organization.

MWH will provide staff to support the following roles:
  · Program Manager (Full time to 12/31/08; Part time 1/1/09 to 6/30/09)
  · Project Delivery Consultant (Full time to 1/31/09)
  · Senior Project Manager (Full time to 12/31/08)
  · Project Manager (2) (Full time to 2/28/09)
  · Project Controls Specialist (Full time to 8/30/08; Part time to 9/1/08 to 6/30/09)

Business Process Enhancement
Interdepartmental Process Improvements
At the conclusion of Task Order 1, MWH submitted the Evaluation and
Recommendations Report for the General Services Department (GSD) dated March 2008
which made numerous recommendations, including a reorganization of the GSD-PM
organization to be in the future position for managing all of the City’s Capital
Improvement Projects. MWH will assist GSD-PM with this next step on the path to that
new organization.

The City will establish and MWH will facilitate an Interdepartmental Steering Committee
to identify and evaluate potential improvements to various City administrative and review
processes which impact and support successful project delivery. This Steering

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Task Order 2 Scope of Work – Program Management Services for City of Durham, NC


Committee will create and implement an action plan which addresses the results of this
evaluation to meet commitments made in the January 2008 Director’s Workshop where a
commitment was made to reduce the internal administrative processing times for those
activities impacting the capital projects delivery lifecycle by 50 %.

Also as part of this effort, should MWH identify current departmental administrative
procedures or City ordinances that may be improved through implementation of
municipal “best practices”, MWH will work with the various City Departments or the
City Attorney’s office, if necessary to identify any possible revisions. If ordinance
revisions are required, the Program Manager will assist GSD-PM to coordinate with City
Council and provide information to support adoption of the new initiatives

This effort will be lead by MWH’s Program Manager and is budgeted full time to
12/31/08; Part time 1/1/09 to 6/30/09.

GSD Project Delivery Manual
MWH will lead the development of the Project Delivery Manual that defines the future
project delivery organizational structure, defines current updated processes, and provides
document templates and identifies how the current supporting project management tools
are utilized in project delivery. MWH will work with staff from GSD-PM and meet with
other Departments and stakeholders outside of GSD-PM involved in capital projects
delivery to define current City business models and practices. MWH will identify in the
procedures improvements to the process that may be implemented without impact or
revision of current City policy or ordinances.

It is anticipated that the Project Delivery Manual Team will consist of the MWH Project
Delivery Consultant, GSD Project Management Division Manager and at least one Senior
Project Manager from the GSD-PM Division as well as a part time GSD administrative
support for word processing. The MWH Project Delivery Consultant will work on the
Project Delivery Manual full time. The GSD Project Management Lead and Senior
Project Manager will meet with the MWH Project Delivery consultant each week
(approximately 4 hours) to review new material for the manual, and review draft of
existing sections.

The Project Delivery Manual will be formatted as Organization, Controls and Project
Delivery (by project phase: Land Acquisition, Planning, Design, Bidding, Construction
and Closeout) and a “living draft” of each phase will be published for beginning use by
the GSD PM staff. MWH anticipates three rollouts: 1. Organization, Controls, Land
Acquisition and Planning phase, 2. Design and Bidding phases, and 3. Construction and
Closeout phases plus any process revisions defined to date by the interdepartmental
Steering Committee.

At the completion of each rollout, MWH will lead a Project Delivery Manual workshop
with GSD-PM staff that reviews the Project Delivery Manual and how the manual should
be implemented. It is anticipated that these sessions will last no more than two hours



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Task Order 2 Scope of Work – Program Management Services for City of Durham, NC


each. MWH assumes that GSD-PM will print all training materials and provide
classroom space sufficient for anticipated classroom attendees.

At the completion of the third rollout of the Project Delivery Manual, MWH will provide
a one-day Train-the-Trainer session for up to four (4) GSD-PM staff members who will
then implement future training delivery to GSD-PM staff. Training will consist of an
overview of the project delivery process as described in the manual and will also provide
basic project management skills. Training GSD-PM senior staff on these materials and
how to effectively present the information to others, allows GSD to repeat the training in
future sessions.

This effort will be lead by MWH’s Project Delivery Consultant and is budgeted full time
to 1/31/09.

Project Delivery Support
Senior Project Manager/Project Manager
MWH will provide one Senior Project Manager and two Project Manager staff positions
that will support the existing GSD-PM staff in delivering projects. The MWH staff will
supplement existing GSD-PM staff assigned as Senior Construction Project
Administrator/Construction Project Administrator, respectively. The number of projects
assigned to the MWH staff to manage will be based on the size and complexity of the
project(s) and will be mutually agreed upon by GSD-PM and MWH. The services to be
provided are consistent with that of GSD Senior CPA/CPA and include:
    1. Assist in determining for each project in the CIP the most cost effective and
        schedule appropriate method of delivery by identifying strategies to “bundle”
        CMAR projects to take greater advantage of efficiencies created by this
        contracting strategy. Project delivery alternatives will include Conventional
        Design, Bid, Build; Fast-Track; Construction Manager at Risk; and Design-Build.
    2. Provide oversight of design consultants and CMARs to ensure compliance with
        contract requirements including delivery, quality and performance.
    3. Confirm design consultants and CMARs are familiar with project goals of scope,
        time, cost and quality. Prepare the appropriate agreement between City and
        consultants to accomplish these goals.
    4. Work with design consultants and CMARs under contract with the City so that
        issues surrounding responsible projects are addressed appropriately and in a
        timely manner.
    5. Coordinate and participate in technical reviews at schematic design, site plan
        review, design development and construction document milestones.
    6. Monitor responsiveness of design consultants and CMARs during project
        implementation.
    7. Review design options with design consultant and CMAR.
    8. Participate in value management reviews.
    9. Review invoices/pay applications and recommend payment.
    10. Assist with change management practices to mitigate scope creep.
    11. Participate in close-out activities as necessary.

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   12. Participate in regular project reviews with GSD-PM staff. Reviews will focus on
       identifying opportunities to improve project delivery as well as providing
       mentoring in project management skills for the Project Managers.
   13. MWH will provide trained qualified staff if staff turnover occurs.
   14. Provide recommendations for continuous improvement to GSD-PM regarding
       business process enhancements through continued utilization of existing tools,
       recommendations regarding new tools to be implemented, and plan for
       implementation of tools.
This effort will be lead by MWH’s Senior Project Manager and is budgeted full time to
12/31/08. Two Project Managers are budgeted full time to 2/28/09.

Project Controls Specialist
MWH will provide one Project Controls Specialist to support the GSD-PM project
delivery organization. Project Controls Specialist will provide project controls support
services, including:
    1. Support GSD-PM’s use of existing tools, processes and procedures including
        Critical Path Method (CPM) scheduling, cost control and management, contract
        management, document control, project cost accounting, and other related
        processes and systems.
    2. As mutually agree to by GSD and MWH, complete development of the
        “Horseblanket Report”, weekly report, and previously submitted schedule reports.
    3. Define procedures for implementing Earned Value Management reporting which
        would allow use of the Primavera EVM function.
    4. Work with individual project managers to update project schedules and when
        necessary assist in developing recovery plans if funding, schedule, or scope
        impacts are identified as part of the review.
    5. Review and analyze impact to schedule and budget of proposed changes to
        project.
    6. Assist PMs to update/revise baseline schedule per approved change management
        practices.
    7. Implement Key Performance Indicators (KPI) to measure, report on, and monitor
        performance against the project plans.
    8. Assist GSD-PM in soliciting Primavera P6 and Primavera Contract Manager
        software and in determining the number licenses required and any additional
        hardware upgrades that may be needed.
    9. Advise GSD-PM regarding the proper system configuration for the new software
        including items such as enterprise codes, resource library, standard report
        configuration, and template schedules.
    10. Support GSD-PM with startup and validation testing of the new software. MWH
        will advise GSD-PM when the new software is ready for use and assist in pilot
        testing of the software before turnover to full production mode, anticipated in FY
        2009-10.
    11. Evaluate Primavera vendor provided training so that GSD-PM staff receives the
        required instruction that meets its needs.
This effort will be lead by MWH’s Project Controls Specialist and is budgeted (Full time
to 8/30/08; Part time to 9/1/08 to 6/30/09.


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Program Management (MWH Team)
    Under this effort, MWH will perform the following activities in managing MWH and
    MWH Subconsultant personnel and contract:
    1) Provide administrative, management, and related services to coordinate the work
       of the MWH team to complete the Program activities.
    2) Provide, organize and direct staff to perform the Program-related activities.
       (reports on progress, schedule, cash flow, earned value, risk, etc.)
    3) Adhere to applicable Federal and State of North Carolina enactments regarding
       work being done under this agreement.
    4) Meet weekly through 12/31/08 with GSD-PM staff to review progress and issues.
       Meetings will be bi-weekly thereafter.
    5) Provide support assistance to Public Works and Water Services for the
       completion of the 2007 Roads Bond Program which may include assisting the
       Public Works consultants to identify opportunities for improving project delivery
       and assisting Public Works with supplemental project management services for
       the completion of the roadway projects included in the 2007 Roads Bond
       Program.

Supplemental Services
Program management is a dynamic process that requires flexibility to respond to new or
expanded needs. It is anticipated some work and priorities will change during the
program.

MWH will perform supplemental services as authorized in writing by the City. Upon new
activity identification, MWH will provide a written description and a fee estimate for
City approval. MWH will start the activity upon receipt of written City approval. MWH
will not proceed on any supplemental service until City has approved the estimated fee
and authorized MWH to proceed.

Obligations of the City
The success of this Program and timely delivery of the activities described in this
document depends on the support, cooperation and commitment of the City’s staff. To
do so, MWH assumes that the City will:
    1) Assign a single point of contact within the City Manager’s Office to serve as the
       primary liaison with MWH regarding MWH contract execution issues.
    2) Meet with MWH on a routine basis to assess status, review progress and identify
       critical issues.
    3) Make available to MWH GSD-PM staff to interact during the execution of this
       work.
    4) Make available adequate space in which to conduct the various training sessions
       defined in this Task Order.
    5) Provide GSD-PM staff the allotted time required to attend meetings and training
       sessions as scheduled.
    6) Assist in coordinating the different Departments/staff within the City as well as
       entities outside the City as appropriate.

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    7) Provide timely decision making and response as requested by MWH. MWH
        assumes that written comments or approval of business practice recommendations
        will be returned in no more than 7 working days for all submittals or
        recommendations.
    8) Provide functional office /work space including office furniture and necessary
        office equipment for six (6) MWH staff. Office equipment shall include
        copier(s), printers, fax machines, desk phones and office supplies for use by
        MWH.
    9) Provide computers and computer-related items including hardware and City
        standard software, printers, plotters, access to the City computer network, high-
        speed internet access and all technical support. Provide City email accounts for
        all MWH staff assigned to this effort. MWH staff members with employer-
        provided laptop computers shall retain these computers. MWH anticipates seven
        staff members.
    10) Provide necessary licenses for and access to Microsoft Project and PROLOG and
        future planned software such as Primavera P6, and Primavera Contract Manager
        software for program management consultants for use by four (4) MWH staff.
    11) Provide copying, printing, overnight and USPS/FedEx mail services for program
        management consultants associated with this project scope and not included in
        program management functions.
    12) The City will establish, staff, and support an interdepartmental Steering
        Committee.




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Deliverables
Deliverable #1 – Establish Interdepartmental Steering Committee
Charter
MWH will define the Charter and schedule for implementing an Interdepartmental
Steering Committee to identify and evaluate potential improvements to various City
administrative and review processes which impact and support successful project
delivery. This Steering Committee will create and implement an action plan which
addresses the results of this evaluation to meet commitments made in the January 2008
Director’s Workshop with the goal of reducing the internal administrative processing
times for those activities impacting the capital projects delivery lifecycle by 50 %.. The
City shall provide committed staff to participate in this Committee. Staff assigned shall
have the authority and support of each Department to make commitments and act on the
recommendations made. (06/27/08)

Deliverable #2– Technical Memorandum (TM) for Implementation
of GSD-PM Division Organizational Changes
This deliverable will include a plan and schedule for the future re-organization of the
current PM Division. It will include a description of the proposed new organization’s
functions and staff assignments including roles and responsibilities of GSD-PM staff as
well as supplemental MWH staff. The plan will identify staffing shortfalls requiring new
hires or training of existing staff that will be re-deployed into new positions. This TM
will include a schedule of activities necessary to successfully complete the reorganization
of GSD-PM. (08/29/08)

Deliverable #3 –Rollout 1: Project Delivery Manual
MWH will conduct a Project Delivery Manual workshop which reviews the Project
Delivery Manual and how the manual should be implemented with GSD-PM staff. It is
anticipated that this session will last no more than two hours. Material to be discussed in
the first rollout will be Organization, Controls and the Planning phase. (09/26/08)

Deliverable #4 –Rollout 2: Project Delivery Manual
MWH will conduct a Project Delivery Manual workshop which reviews the Project
Delivery Manual and how the manual should be implemented with GSD-PM staff. It is
anticipated that this session will last no more than two hours. Material to be discussed in
the first rollout will be Design and Bidding phases. (11/2108)

Deliverable #5 –Rollout 3: Project Delivery Manual
MWH will conduct a Project Delivery Manual workshop which reviews the Project
Delivery Manual and how the manual should be implemented with GSD-PM staff. It is
anticipated that this session will last no more than two hours. Material to be discussed in
the first rollout will be Construction and Closeout phases plus any process revisions
defined to date by the interdepartmental Steering Committee. (12/31/08)


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Deliverable #6 – Project Delivery Manual Training
At the completion of the third rollout of the Project Delivery Manual, MWH will provide
a one-day Train-the-Trainer session for up to four (4) GSD-PM staff members who will
then implement future training delivery to GSD-PM staff. Training will consist of an
overview of the project delivery process as described in the manual and will also provide
basic project management skills. (01/30/09)




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Task Order 2 Scope of Work – Program Management Services for City of Durham, NC



                                                  ATTACHMENT B-2
Compensation and Payment
CITY shall pay to CONSULTANT under this Task Order, a lump sum amount of
$2,500,000.00 as Compensation for the performance of the Services.
It is anticipated that Funds to support this Task Order will be provided from three
sources. The following table provides a summary of MWH’s Services/Milestone
Deliverables under this Task Order and how those Services/Milestone Deliverables relate
to each Funding Source.
                         Budget Funding Source Allocation Table
                                                                                Funding Source & Fee
                Scope Item
                                                    Water/Sewer    General Fund          Bonds/COPs/CIP         Total
  Interdepartmental Steering Cmte Charter            $75,000                                                   $75,000
Interdepartmental Steering Committee Mgmt            $405,245                                                  $405,245
  GSD-PM Div Organizational Change TM                $75,000                                                   $75,000
     Project Delivery Manual - Rollout 1             $44,000          $44,000                                  $88,000
     Project Delivery Manual - Rollout 2             $44,000          $44,000                                  $88,000
     Project Delivery Manual - Rollout 3             $44,000          $44,000                                  $88,000
      Project Delivery Manual - Training             $23,200          $23,200                                  $46,400
      Project Delivery Support - Sr PM                               $220,893                 $63,107          $284,000
        Project Delivery Support - PM                                $280,953                 $30,047          $311,000
       Project Delivery Support - PCS                                                        $352,282          $352,282
     Program Management/Coordination                  $289,555        $397,518                                 $687,073
                                       Totals:       $1,000,000      $1,054,564              $445,436         $2,500,000


For the defined Deliverables and the completion of the scope of work defined in Task
Order 2, CONSULTANT will invoice the City on a percent complete per monthly basis.
The payment schedule shall be as follows:

                                                                                  Total Monthly
                                                    Month
                                                                                    Payment


                                                    June-08                         $704,086
                                                    July-08                         $224,845
                                                   August-08                        $266,986
                                                 September-08                       $284,356
                                                  October-08                        $185,353
                                                 November-08                        $252,183
                                                 December-08                        $245,166
                                                  January-09                        $148,584
                                                  February-09                       $74,126
                                                   March-09                         $33,825
                                                    April-09                        $27,725
                                                    May-09                          $27,279
                                                    June-09                         $25,486
                                                                  Totals:          $2,500,000




As a condition precedent to any obligation of the CITY to pay CONSULTANT pursuant
to this Compensation and Payment Schedule, CONSULTANT shall provide with its
invoice to the CITY the CONSULTANT’s fee to include the following documentation:
(1) the total dollar amount of the invoice representing capital improvement project related
work , (2) City-wide business process improvement, (3) general consulting, and (4) a


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breakdown of budget funding source allocation as with budget category and dollar
amount as represented in the above table.

Additional Milestone Payment amounts and delivery dates included with baseline
Monthly Payment are based on anticipated completion of the identified Deliverables.
Payment for those additional Deliverables shall be made by the City upon completion of
Deliverable consistent with the Deliverable description provided in Task Order 2,
regardless of the anticipated completion date. Monthly applications for payment shall
generally follow the billing schedule shown above.

CONSULTANT acknowledges and affirmatively represents to the CITY that this
compensation and payment schedule fairly and equitably distributes payment and
compensation for commensurate services being delivered under Task Order 2 at the time
of scheduled payment.

CONSULTANT will discount each and every invoice by one percent (1%) if CITY pays
the undisputed amount by electronic funds transfer within ten (10) business days after the
date of the invoice.

Electronic payment may be made to the following address:
       Bank Name:         Wells Fargo
       Bank Address:      1000 Lakes Drive, Suite 250
                          West Covina, CA 91790
       Bank Contact:      Millie Pham
                          626/919-6602
       Beneficiary:       MWH Americas, Inc.
       Beneficiary a/c:   4945081503
       ABA routing:       121000248
       Mail / Lock Box
              MWH Americas, Inc.
              Dept. 2728
              Los Angeles, CA 90084-2728




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