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RES 86148
City of Pleasanton
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RES 86148
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7/24/2012 4:36:08 PM
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12/14/1999 10:54:04 PM
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CITY CLERK
CITY CLERK - TYPE
RESOLUTIONS
DOCUMENT DATE
4/15/1986
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State requirements and minimize project delays. Such items <br /> as the Memorandums of Understanding (MOU's), Project Study <br /> Reports (PSR's), Work Programs (WP's), Environmental <br /> Documents (ED's), Cooperative Agreements, Design Geometrics, <br /> Plans, Specifications and Estimates, etc. are included. <br /> <br />2. Consultant Coordination - The many tasks involved in project <br /> development as described above requires management of a <br /> consultant team. The team consists of highway engineers, <br /> traffic engineers, environmental planners, soils engineers, <br /> etcl To insure the various consultant's are producing the <br /> documents and plans on time and on budget and satisfying <br /> Caltrans requirements requires aggressive management. <br /> <br /> 3. Des_~n Control - We work closely with the City's Public Works <br /> staff to insure that the design elements bf the freeway <br /> interchange projects are compatibl~ with the City's <br /> standards, procedures, policies and specific needs. <br /> <br /> 4. Schedulin] - One of the most critical elements in project <br /> management is to track the projects from initiation of the <br /> MOU through awarding of construction contract. Smith, Gray <br /> and Company uses a computerized CPM schedule and network, <br /> including Gantt charts, to track and monitor the 100 to 150 <br /> work items involved in development of freeway projects. <br /> <br /> 5. Resource Allocation - Smith, Gray and Company uses a <br /> computerized resource evaluation program to determine <br /> required manpower needs for all of the consultant work, etc. <br /> <br />6. Cost Control - The numerous consultants, sub-consultants, <br /> etc. that will be involved requires a well organized contract <br /> administrative effort to keep track of consulting services <br /> agreements, invoices, payments, etc. (this function will be <br /> provided only if the City determines that they do not have <br /> the in-house staffing to accomplish this task). <br /> <br />7. Construction Coordination - Although the project manager <br /> typically does not manage the construction effort, <br /> coordination is required to insure that the construction of <br /> the freeway improvements minimizes disruption of traffic on <br /> City streets and the disruption of adjacent businesses and <br /> City residents. <br /> <br />8. Reportinq - Smith, Gray and Company has developed an ongoing <br /> process of communication with City staff. In addition to <br /> this, we plan on holding monthly or bi-monthly team meetings, <br /> status reports to City Manager, City Council, draft press <br /> releases, etc. <br /> <br /> <br />
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