Kimley Horn - Laserfiche WebLink

Home Browse Search

Architectural, Landscape Architectural, Engineering and Land Surveying Firms Only (CCNA) ® P.E. will serve as our QA/QC reviewer. John has more than 35 years of engineering experience and has provided QA/QC reviews ® on a wide range of projects. Our staffing depth allows us to provide such personnel, and their involvement provides the project with ® fresh perspective and critical eye. ® Our internal QA/QC program will include: ® ■ An internal kick -off meeting held with key team members assigned to the job to clearly define the scope, outline sub -task ® responsibilities, establish schedules, and identify project milestones and goals. • At the end of each phase, a QA/QC review will be conducted as one of several final checks to ensure that the project ® deliverable is technically correct and consistent with your objectives. (D • Any modifications required to respond to the comments and recommendations of the quality control team will be incorporated during the ongoing analysis prior to submitting our plans to you. ® Recent, Current, and Projected Firm Workload ® As project manager, Gary Ratay, P.E. has direct responsibility for the performance of the firm on your assignments. The Fort ® Lauderdale office will be the primary office serving the City on your assignments, so we are only a phone call and a short drive away. In addition, Gary can call on his deputy project managers in Miami and West Palm Beach, as well as partners throughout ® Florida to provide additional resources to supplement the Fort Lauderdale staff. ® Kimley -Horn has been serving municipal and other government clients in Florida since 1968, providing the wide range of services ® requested by the City of Sunny Isles Beach. Kimley -Horn has nearly 430 employees in Florida, with 42 in our Fort Lauderdale ® office alone. ® Kimley -Horn utilizes a state -of- the -art management information system to continuously track our financial performance and productivity. One of the key elements of this management information system is our cast -ahead system. The cast -ahead system ® is a proprietary program that is maintained on our computer network, and it is accessible by all project managers. It is the primary ® means of tracking and evaluating our staffing needs. Updated monthly by the project managers, the cast -ahead system is used ® to define specific staffing needs for the month and for the next six months. The input required of the project managers includes individual project names as well as requests for specific personnel to work on these projects for a certain number of weeks. The ® combined input from all project managers is compiled and distributed in the form of a report to all project managers and regional ® management for review and discussion at a monthly cast -ahead meeting. Work overloads or shortages for specific personnel ® and for individual offices are tabulated and addressed at the meeting. Where possible, these imbalances are resolved through internal shifts of personnel between offices. The objective is to balance the workload in a manner that maximizes the utilization ® of production staff, while ensuring that all project requirements and client deadlines are met. This tool is another example of the ® importance Kimley -Horn places on client service. ® Kimley- Horn's subconsultants also have committed their resources to serving the City on any assignments. Gary will assemble the ® designated representatives of these firms and mobilize them on any assignment that requires their expertise. ® Ability to Meet City's Desired Timeline and Budget Requirements ® We recognize that budget and schedule control are critical to the success of your program. Meeting your schedule for deliverables ® is not just a goal to us —it is a mandate. A project schedule is a road map guiding us to a goal, completion of a project by a certain ® date. But experience has shown that no matter how carefully we plan, things can change. How successfully we adapt to those changes is in part a result of how well we manage our resources and understand the demands on them, both internal and external. ® Kimley -Horn has a track record of successfully completing projects on or ahead of schedule and within budget. This success is ® due, in part, to each project's schedule and budget being aggressively communicated to the project team by the project manager. ® Kimley -Horn takes pride in evaluating any unanticipated obstacles and making informed recommendations to overcome them before they impact the project's schedule and budget. ® In addition to our proactive communication, Kimley -Horn uses a work plan" tool for organizing individual project tasks by phase and discipline. The anticipated labor effort is then summarized in a matrix that forms the basis for establishing and tracking the ® Kimley )))Horn PFC ,a4iiu ® OV2BOf IJAo smy��o« _, o,m.�S.ry .: 4 -5