This document addresses the Brooklyn Construction philosophy for the road site maintenance project in Denver, Colorado project, and the minimum Architect/Engineer documentation and submission requirements for the development of the Request for Proposal (RPF) documents.
The credentials of this contract comprise of a Level one RFP submission or a level two RFP documentation, as stipulated in this document, and the project analysis procedures, selection procedures, offer requirements, and contract requirements of the Brooklyn Construction Company. This document will not relieve the architect/engineers corporations of their professional obligation to generate an accurate, comprehensive, and fully collaborated Request for Proposal.
The project will extend along Denver-Aurora area, a series of roads that connect the two urban areas and the contiguous areas.
Brooklyn Construction Company intends to enter into a contract which will encompass the scope of work and other relevant project administration procedures as documented in this submission.
Total project costs and technical sections of the offerors proposals will be assessed independently, and costs undertaken at a definite price in dollars (USD). Offerors shall provide separate prices for the reconnaissance and initial project survey, architect-engineer services, cost of materials and construction work, equipment cost and other activities. According to the Federal Property and Administrative Services Act, Section 304 (b), the contracting company shall not bind itself to a contractor whose architect-engineer services exceed six percent of the entire project cost. The selection panel shall use this guideline in accounting for the project risks, profits and losses.
The initial capital cost required for the project establishment comprise of the following components planning and feasibility studies, architectural and engineering design, construction materials, equipment and labor, field supervision, construction financing, insurance taxes, and inspection and testing costs (Williams, 2010). The operation and maintenance budget in the subsequent years will feature the following expenses: operating staff, labor and maintenance/repair materials, insurance and taxes, financing costs and utilities.
As an essential procedure in project management, the product function (PF) will be adopted. The product function defines the relationship between the output of a project and the needed project resources. The PF is expressed as an association between the volume of construction and a subset of production, such as labor, materials and equipment. The summation of the various subsets will generate the cost of production (Williams, 2010).
After receiving bids and quotations from the contractors, the project lead team will assess the detailed prices and identify the most competitive bid, with a markup for the general and overhead costs and profits.
The artificial intelligence risk management model will be an essential tool with the many contracting parties, such as contractors, architects and engineers, designers, project owners among others. This model protects the project processes from uncertainty, while the project value is safeguarded, and reducing the risks to their least margins. At each project phase, the model shall create provisions for risk planning, identification, assessment (qualitatively and quantitatively), analysis, monitoring, and documentation of the entire process (Rakos & Dhanraj, 2005).
Maintenance of good cost records:
All pay requests, transmittal letters and relevant financial transactions will be reproduced into several copies and filed appropriately for the financial analysis reasons. Without these records, it will prove difficult for the project manager to acquire the applicability of cost accounting records and compliance certificate, a prerequisite to ascertain that the project was completed within the set budget (Rakos & Dhanraj, 2005).
Key proposal planning and documentation:
The proposal together with the transmittal letters, will describe the bidder’s description of the project work/scope and the following information provided:
Exhibits detailing the level of work to be performed
The professional expertise required, with their experience and past performance;
The official contact person; a description of two past projects as executed by the bidder;
Proof of insurance
The completed bid sheets.
Section 2: Technical evaluation:
The contractor will be required to provide the road site designs and installations in form of drawings. The contractor is set to coordinate with Brooklyn Construction team to finish the detailed design of the different project phases. Creativity must be a requisite here. Brooklyn Construction will improve this process by providing the right software throughout the project.
The cost-benefit analysis approach will be applied in making financial decisions, especially in assessing the total project costs against the projected benefits in monetary units. The approach will allow the calculation of the net costs linked to the project (Bennatan, 2000). In such a long-term project, this evaluation will provide a detailed accounting of equipment cost, the cost of substituting suppliers and business lost, while sustaining productivity in a monitored financial environment.
The successful bidders must show competence in roadway engineering, storm-water and surface run-off management, construction administration and environmental management, as essential skills for this project. The bidders will present their credentials detailing two of their most recent projects. The documentation will feature their professional experience in similar road construction projects. Information about the roles and experience of the various project consultants will be used to assess the suitability of the bidders to overall project (Vida, 2012).
Section three: Work schedule:
The successful bidders and consultants will begin work within the succeeding two weeks upon tabling the final proposal and review. After the review and affirmation, the Notice to Proceed will be dispatched and the first project phases will be executed.
The Brooklyn Construction Company project manager will work with the Federal Government Construction Inspector to safeguard compliance from the contractor by progressively monitoring, assessing, approving, or rejecting the contractor’s work as stipulated in the approved project contract documentation.
The project manager will utilize the scientific project data and financial information generated in the initial project mapping, to ensure that the work is implemented according to the requirements outlined in the contract documents. The manager will guard against defects and deficiencies in the work. Where appropriate, special testing or making recommendations will be implemented in accordance to the standard roads construction specifications.
The project manager will prepare and submit weekly status reports to the contractor. Moreover, the manager will monitor and document project improvements for compliance with the project plans specifications. This information will be compiled into monthly reports and tabled to all the relevant project parties through the project manager’s office.
Identifying the subcontractors:
Successful subcontractors will ensure that the project administration occurs in conformance with the project requirements as stipulated in the project Plans and Specifications. The team will also review and process all maps and road plans, project data, construction materials samples, and other submittals (Rakos & Dhanraj, 2005).
Successful subcontractors will be selected under the following criteria: full understanding of the project objectives and tasks; competence and past performance in engineering and highway designs, and exhibit success on similar projects.
The bidders must also present a justifiable history of clientele satisfaction; objective, clear and reasonable project approach; practical educational and industrial experience by the key project team lead; creative and ardent skills in presenting relevant information such as, maps, graphics and illustrations; good communication skills, and sufficiency in response to project scope.
Bennatan, E. M. (2000). On time within budget: Software project management practices and techniques. New York: Wiley.
Rakos, J. J., & Dhanraj, K. (2005). The practical guide to project management documentation. Hoboken, N.J: John Wiley.
Vida, K. P. (2012). The project management handbook: A guide to capital improvements. Lanham, Md: Scarecrow Press.
Williams, T. (2010). Construction management: Emerging trends and technologies. Clifton Park, N.Y: Delmar/Cengage Learning.
Zimmermann, A. (2010). Constructing landscape: Materials, techniques, building elements. 1st ed., rev. reprint.