Hector RuedaMethodological_Approach_proposal (1)

HECTOR FRANCISCO [email protected]

google.com/+HectorFranciscoRuedaSalgado 1(305) 767-8643

Independent Business Consulting Solutions

Introduction

PCCS (PROGRAM COORDINATION CONSULTANT SERVICES) is a consulting firm seeking to perform professional program coordination services in the Construction field. Our consulting firm will provide these services by coordinating and gathering data that is required by the LMDC information management system. We plan on carring out our commitment of improving the LMDC through clear scheduling and the coordination of information with various agencies and the impacted community. We also look to improve working relationships in different levels of the program and mitigate the strategic coordination of daily activities, scheduling and logistics of all construction projects. We plan to reach this goal by establishing a master schedule that will monitor the availability and efficient delivery of necessary materials, equipment and labor needed to complete the program.

The roll of PCCS is to collect the construction plan data, status updates, implement the coordination system, analyze community impacts, manage program integration systems, and facilitate website tasks. We will also update the master schedule through the weekly scheduled status update meetings that will be entered into scheduled systems by our program scheduler. After receiving scheduling informtion, the program coordinator will relay all costruction updates and on site coordination efforts between contractors to agencies such as the CDOT, SDOT, DOB, NYPD, Con Edison, Verizon, etc. to notify all stakeholders of community impacts. The master scheduling system will be integrated into the techrite software to develop pedestrian and traffic modeling (refer to appendix for map modeling). All information technology integration such as 3-D and 4-D pedestrian and traffic modeling will be facilitated to ITK Corporation, a PCCS affilliate. ITK Corporation is an expert company in information technology system integration and website development. As you read further into the proposal, we will go into detail about the coordination and facilitation services Program Coordination Consultant Services Keller (PCCSKELLER) will offer to the LMDC.




MISSION STATEMENT

To deliver the highest level of customer service by ensuring the safe and effiecient coordination of comprehensive construction program.

VISION STATEMENT

To be the most efficient company in providing customer service and implementing safety in the coordination of the construction program.

Executive Summary

The PCCS goal is to be the best provider in Construction and Mitigation coordination of daily activities, scheduling, and logistics of all types of construction projects by establishing a master schedule and ensure the efficient delivery of necessary project materials, equipment, and labor to complete master scheduling plans. The strategy that will be used to reach these goals are based on the needs and wants of the client and stakeholders. Listed below are the strategic steps taken to properly meet the LMDC need for a more efficient data collection, processing and integration plan.

Phase I: Initial Consultation

During this phase our team of experts will review current program coordination systems and practices in order to determine the execution of the general mastery plan.

Phase II: Solution Design




Our experts will work with the client to design the solution based on the needs of the company. This tailored approach allows PCCSto ensure the client receive the outcome they are looking for and does not have excess services.

Phase III: Implementation

At this stage we implement or suggested coordination plan. Through meetings we constantly update the master schedule as we monitor or system’s rate of information turnover and overall efficiency.

Phase IV: Management and Support.

This final phase will be used to evaluate the programs output, feedback and improvements for the future.

Methodological Approach

Master Construction Coordination Planning Services

Weekly Construction Project Status Meetings

The Program Manager would conduct weekly meetings with LMCCC and Project Managers, to track construction schedule status, street and sidewalk impacts, noise pollution related to site work, delivery of oversized material and equipment (example, cranes and rigs), road closures, detours, capacity restrictions, special events, construction embargoes and lay down areas. At this meeting, the PM (Program Manager) will also issue construction coordination maps showing active construction projects and impacts in Lower Manhattan (refer to appendix for map modeling).

Every week there will be meetings held between the program coordinator of the PCCS and the project manager of each construction site. Some of the necessary information that will be collected is the delivery dates and times of materials and tools that will be needed at a project




site, such as concrete that needs to be poured, and cranes/rigs for heavy lifting. These weekly meetings will be held to understand the status of each project and to understand the importance of the coordination process of each project. It is important to be conscious of the tasks at multiple construction sites in order to assure there are no conflicts of interests in equipment deliveries. For example, if two nearby sites are expecting large material deliveries on the same day it might result in excessive traffic congestion throughout Lower Manhattan.

The weekly status meetings also serve the purpose of developing a liaison between the project sites and the community that is impacted by its weekly and daily activities. We will be notified of activities such as heavy duty drilling which causes a noise disturbance within the community, sidewalk closures and street closures. From that step, we can further notify the CDOT and SDOT of these closures so they can develop the proper detours on bus routes and shelters. These weekly meetings will help us to know where a project stands and if there needs to be changes made to public transportation routes or if routes need to be added. It is also important to create a liaison between the project managers and various agencies such as the NYPD, DOB and CDOT. These liaisons are important in order to designate appropriate personnel to manage non-direct construction services, such as traffic directors to minimize traffic congestion.

These status updates will be uploaded onto the LMCCC website map to keep the public aware of the impacts of the construction site on the community. We will also use the master schedule to determine the impact each site may have on the other construction sites, so project managers will effectively and efficiently schedule their activities.

Monthly Construction Coordination Meetings

The Program Manager would conduct monthly meetings with CDOT, NYPD, DOB and the Port Authority of NY & NJ to communicate construction impacts on the community. The Program Manager will listen to alleviate coordination concerns and determine necessary services to assure public safety, efficient delivery networks, and minimal changes to bus routes in Lower Manhattan.

Every month, there will be meetings held to coordinate the master construction schedules we previously spoke about. We will use the data from each construction site so we know their




critical activities in order to schedule and coordinate activities around each other. Through the use of P6 Primavera master schedule we will coordinate activities such as concrete pouring and laying, the distribution of iron workers, crane and rig rentals, bricklayers, steel fixers and plumbing, who’s labor is limited at times due to the policies, rules and regulations of the union. It will be up to the project managers to determine when they will conduct their project activities, but will be assisted by the PCCS data collection and schedule of activities in order to ensure there will be an applicable amount of services available to each construction site.

The program scheduler will be there to schedule all community activities such as the parades, fireworks and special events coordinators are made aware of all construction plans and activities. The schedule coordinator will bring to the attention of the program coordinator of any scheduling conflicts that may occur and this information can be relayed to the appointed project manager. The PCCS will make a schedule for all sidewalk and street closure that may occur due to the community activities of. PCCS will do this by working closely with other state and street agencies such as the CDOT, NYPD and DOB to make all construction project managers aware of any detours. For example if there is a Parade that goes on from Broadway and Canal all the way to battery place, it is important for the construction project managers to be aware of this impact, so they will be able to arrange access to the proper personnel from the SDOT, CDOT, NYPD, DOB, DEP, etc. All of this data that is collected from the city and state agencies and the project managers of the construction sites in lower Manhattan will be uploaded onto the LMCCC website.

The PCCS will make sure there is a breakdown of the amount of resources needed to accomplish the construction site activities. If there is an issue in the supply stream and stock hold of items, the PCCS will make sure there is an applicable amount of resources that needs to be delivered from the place of origin or arrange for project managers to reschedule their activities. There is a limited amount of concrete suppliers who can pour and layout concrete at a construction site at one given time, limited amount of brick layers and limited amount of steel workers due to the policies and regulations of the union and the high cost of concrete mixer machines. An analysis on whether or not there is an applicable amount of resources available will be conducted every six months until program completion time, which is when active project construction sites are completed. This analysis will be developed by our program analyst before




construction starts, so project managers can make all appropriate arrangements with local, state and regional agencies for traffic direction.

Bi-weekly Community Meetings

PM will conduct bi-weekly community meetings with local residents and businesses to answer field questions and communicate road closures, side walk and street impacts, special events, noisy work, and detours. The intent is to not only communicate construction schedules and its impact on the community but to keep the community informed of new developments and foster their support. At this meeting, the PM will also provide a map of the current active construction projects (refer to appendix for example map modeling and communication plan table for visual aids).

Master Schedule Services & Monthly Executive Summary Report

PCCS will generate a summary report from the P6 Primavera Master Schedule of all the construction projects in Lower Manhattan. The schedule of activities will be based off of the status reports and information gathered by the project manager of each construction site. The report will provide the status and schedule of the projects by category. These reports will be shared with the LMDC and the City and State agencies.

Every six months PCCS’s affiliated company ITK Corporation will update the website to include the following:

The supply of material, equipment and construction personnel locally, regionally and nationally.

The demand of material, equipment and construction personnel locally, regionally and nationally.

Projected low and peak periods using supply and demand curves




PCCS will report monthly the details of critical issues and status of all contract tasks and update the coordination map weekly to show the active construction projects and street impacts in Lower Manhattan.

Project Coordination Services

Through the use of status updates and data collection, it will be the program coordinators job to relay all project dates to the schedule coordinator, so the program scheduler can manage all critical path items and activities for each construction site. It is important that this information and data is collected ahead of time in order to properly notify the CDOT/ SDOT, so they can create bus detours for scheduled road and sidewalk closures. The PCCS will document all the necessary permits to assist in managing the construction site limitations. The PCCSK require all permits to be presented before any data is processed for the site. If a project manager are found to not be in good standing (do not provide proof of permits with in three weeks of requested), they will be fined everyday without a permit.

We will evaluate the averaged rate of pedestrian traffic to limit detours (sidewalk closures, road blocks, bus route interruptions, etc) in high volume areas and minimize the negative effects on local business. In the lower Manhattan area, there will be a limit of 2 block closures per street with 4 sidewalk closures. This analysis will be performed by PCCS’s program analyst. Our field coordinator will conduct weekly status meetings in order to identify the needs of the project managers. If there is a need for on site collaboration between various agencies (such as Verizon, Con Edison, DOB, DEP, etc.) and project managers, PCCS will schedule and coordinate monthly meeting times. The PCCS will also provide suggestions on labor coordination with various project sites. The CDOT/ SDOT will schedule temporary train entrances and exits along with temporary bus shelters to assure safer commutes for all travelers along detour bus or train routes, using the information provided at the weekly status meetings. All proper permits must be obtained by the CDOT and City DOB at the monthly agency meetings in order to set up all request of services for utility work. Biweekly stakeholder meetings will be held to inform stakeholders of project status and the impacts they are having on the communities that surround them in order to create community awareness. Finally PCCS is going to update the Geographic Information Systems (GIS) database as an essential part of communication throughout NYC




agencies and those information systems applied to construction management as an important strategy to coordinate all scheduled taskforce and maintain record of any construction update database.

Intelligent Transportation System (ITS) Maintenance

All intelligent transportation system maintenance will be maintained by an affiliate of PCCS, this Information Technology contractor (ITK Corporation) will be experienced in traffic monitoring. It will be our program coordinator job to oversee the outsourcing and facilitation process and making sure all resources and labor is properly allocated within this department.

Traffic and Pedestrian Modeling

As previously mentioned, our program analyst will be in charge of conducting all studies and analysis of how each project site will impact its surrounding community and traffic flow. The analyst will relay all analysis with the program coordinator, so that the coordinator can notify agencies such as the DOB, CDOT/ SDOT, LMCCC , etc. of all impacts on special events, businesses, residents and street/sidewalk closures in order to have the proper personnel in place of conducting traffic. All information will be relayed at the monthly coordination meetings to ensure the proper permits are held by project managers. The program coordinator will be in charge of making sure all truck accessibility is coordinated with each project site according to block to truck measurements.

3-D and 4-D Modeling

We will work closely with our affiliated Informational Technology (ITK Corporation) in order to facilitate all responsibilities of the 3-D and 4-D map modeling. We will ask the ITK Corporation personnel to integrate or 3-D model with the master scheduling system in order to keep an updated status of all construction project sites on the LMCCC website. We suggest to use techrite software in order to develop the 3-D modeling system. Through the integration of techrite6 we will develop the 4-D model to present at the monthly agency meetings and update the LMCCC website.




CCR Process

During the CCR process, our lead program coordinators will meet with all Lower Manhattan stakeholders in order to notify them of any project violations or concerns that needs to be addressed. Each stakeholder will also bring up their own concerns and issues, which will be recorded in PCCS’s records for a year. There will be presentations on all logistical considerations on completing projects and addressing issues that impact the community surrounding the project site. The program analyst will present all of the program risks and impacts that will be expected to affect the community in the future, so project managers and stakeholders can allocate resources to the proper foreseen risks and project impacts.

Contact Information

Lead Firm: PCCS

Lead Contact: Hector Francisco Rueda

Certification: PMP, PgMP

Telephone: (7182381975)

Wireless Number: (305)767-8643

E-Mail: Hector Rueda [email protected]

Address: 2120 Lexington Ave., 20th Fl, New York, NY 10002

Estab. 1972

MBE certified by New York State

Specialty and Size: Construction management, 50< employees

mailto:[email protected]




Signature: Date:

Conflicts of Interest

PCCS is a firm experienced in the construction management field, which can pose as a conflict of interest for the firm. Many of the project managers that we are managing can be project managers we have worked with previously. To ensure the experience does not effect the ethical morals and values of the program, ethical standards and policies will be enforced by an outside source.

Equal opportunity and Affirmative action

It is the intent of PCCS to employ and retain the most qualified individuals without regard to race, age, color, religion, sex, national origin, ethnicity, sexual orientation, expression of gender identity, socioeconomic status, source of legal income, geographic origin, political affiliation, marital status, disability, or any other category protected by federal, state, or local law.

This policy applies to hiring, recruiting, promotions, compensation, employee benefits, transfers, layoffs, returns from layoffs, terminations, firms sponsored training, education, social and recreation programs, and all other terms and conditions of employment.

PCCS is also an affirmative action employer and maintains affirmative action procedures and practices to fulfill the objectives of this policy. The human Resources Manager is responsible for directing and monitoring the firms affirmative action program and designing and implementing




audit and reporting systems that will keep management informed of the status of the firms affirmative action program. PCCS will take affirmative action to ensure that applicants are employed and that employees are treated during employment without regard to their race, color, religion, sex or national origin as required by executive order 11246. PCCS also will take affirmative action to employ, advance in employment, and otherwise treat qualified individuals with disabilities, qualified disabled veterans, and certain veterans as provided in section 503 of the rehabilitation act of 1973, and the Vietnam era veterans readjustment assistance act as amended by the job for veterans act.

Applicants and employees may be requested to identify themselves as members of protected groups as part of the firm affirmative action compliance. Persons who consider themselves to have covered disabilities or veteran status may volunteer to have this information made a part of their employment record by informing Human Resources of the existence of any such handicap, disability, or Vietnam era military service. Such information will be treated confidentially.




Appendix




Experience, Structure, and Personnel

North Bergen Redevelopment Program : Initiated by North Bergen County to reinvigorate its

moderately populated residential/business district that spans over 12,000 acres.

Objective: To provide construction management services for North Bergen county.

Program volume: 35 construction projects, totaling over $15 billion.

Program duration: June 2005 through December 2011

Contact: Hector Francisco Rueda (305) 767-8643

Services: PCCS applied the same methodology as described in this proposal to collect and

review project plans, identify construction impacts, assess risks, and disseminate up-to-date

information to all the key stakeholders. The services also included automating the county’s

manual process to manage its construction projects. PCCS implemented P6 Primavera Master

Schedule to track construction status and schedules, and linked it to the county’s website. The

website was upgraded to provide community feedback and an interactive map showing all the

construction projects and their impact.

Fee Structure: Cost Plus Fee, $5M/year, paid monthly

Results: 95% of the projects completed on schedule, within budget and with minimal

disruptions. As a result of schedule efficiencies, 10% of these projects were completed under




budget, saving North Bergen County over $3 billion. The remaining projects experienced delays

due to lack of funding and unforeseeable risks.

Long Island City Development Program : Initiated by the Queens Development Corp. to

convert Long Island City to a thriving residential/business district.

Objective: To support the Queens Development Corp. in its efforts to coordinate the

construction projects under this program.

Program volume: 120 construction projects, totaling $30 billion

Program duration: April 2004 through November 2011

Contact: Joe Fine (718) 489-3456

Services: PCCS interfaced with the appropriate City and State agencies and project

managers to gather and review project plans, identify construction impacts and assess risk. The

company met with City and State agencies and project managers on a weekly and monthly basis

to obtain any changes that might affect the community and other projects. It held bi-weekly

community meetings to provide the community with the current list of projects and the latest

information regarding road closures, detours, bus reroutes, noisy work, and special events.

Utilizing P6 Primavera Master Scheduler, PCCS tracked the status of the projects and the impact

of their schedules. A daily report was provided to the project managers and uploaded to the

Queens County website.




The company’s affiliate, ITK Partners monitored traffic, daily, using STS which emulates ITS.

Traffic changes that affected construction schedules were uploaded to the website and reported

immediately to the appropriate City and State agencies and project managers. Program

Managers pulled information from STS to evaluate traffic flows and truck movements and

provided key stakeholders with comprehensive impacts to construction schedules.

Fee Structure: Cost plus fee, $4 M/ year, paid monthly

Results: 90% of the projects completed on schedule with minimal disruptions. The remaining projects experienced delays due to lack of funding and unforeseeable risks.

Communication Plan Table

Communication Item

Purpose of Distribution

Frequency Delivery Method

Recipient Sender

Master Construction schedules

Informational Weekly, Monthly, Bi-weekly

In Person Meeting; Website

Project Managers, City and State Agencies, Local

Program Coordinator




community Master Construction status reports


In Person Meeting; website

Project Managers, City and State Agencies, Local community

Program Coordinator

Road Closures, Detours, Side Walk and street impacts, noisy work, special events



Project Managers, City and State Agencies, Local community

Program Coordinator

Capacity restrictions



Project managers, CDOT, DOB, PANYNJ and NYPD

Program Coordinator

Crane, Truck and Rig deliveries


In person meeting; website

Project managers, CDOT, DOB, PANYNJ and NYPD

Program Coordinator

Risk Assessments

Informational Weekly Email Program Coordinators, CDOT, DOB, PANYNJ and NYPD

Program Manager

Performance reports

Informational Bi-weekly for first month, then monthly

Written report

LMDC, City and State Agencies

Program Manager

Supply/Demand of Critical Construction Resources

Informational Semi-Annually

Website; summary report

Project Managers

Program Manager

Hector RuedaMethodological_Approach_proposal (1)

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