The Weiler Engineering Corporation 6805 ... - KeyWestCity.com

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D. Personnel AssignmentsPersonnel Assignments:Jeff Weiler, P.E.: Principal in ChargeEd Castle, P.E.: Project ManagerDan Saus: Project coordination, construction management, designerSerge Mashtakov, P.E.: Lead engineer, designerLori Farthing: Permitting, Environmental, InspectionsMike Giardullo, P.E.: Design and management supportTim McConaghy, P.E.: Structural designJason Green, CFM: Facilities planning, floodplain management, community outreachTodd Helt: GIS services, construction managementAvailability Chart for Key PersonnelR. Jeff WeilerMichael GiardulloEd CastleSerge MashtakovDan SausTim McConaghy% Available% CommittedTodd HeltJason GreenLori Farthing0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%RFQ #12‐005City of Key West — General Engineering ServicesPage 21
E. Approach & Quality ControlProposed Approach and Quality Control:Office Management Process for Tracking and Maintaining Project DocumentsWEC begins each project with the development of a correspondence log. Included in the log is information onall correspondence coming from the City and individually from any other stakeholders including regulatoryagencies, utility companies, local municipalities, and residents. Information included is the date of the correspondence,a general description of the contents, to whom it was addressed and the form in which it came.Every document received is scanned, digitally archived, and the original is kept on file. Our digital files haveremote offsite backup with double redundancy. Any files received will be routed to the City project managerand are tracked in the correspondence log as well.While WEC employs administrative staff members to organize files in a neat and easy to find manner, it is theresponsibility of our team manager to implement the correspondence log and ensure that all documents aremade available to the City project manager and related project consultants. Unless directed otherwise by theKey West, the project manager will transmit all documents through a single point of contact at the City. Theproject manager will be the point of contact for the consultant team and will ensure that correspondence isrouted quickly to the other team members as necessary.Schedule Monitoring and ControlsWEC understands the necessity to develop a detailed project schedule early on in the design phase and adheresto that schedule throughout. WEC managers are proficient in the use of Microsoft Project and Primaverascheduling software which give numerical and visual representations for project tasks and will identifycritical path items. WEC managers utilize these programs to develop schedules and track progress from thestart to end of projects.In the development of the initial project schedule, our team managerwill work with the City project manager to identify projectmilestones and any schedule requirements of the City Utility Departmentor managing departments. Together we will determineat what stages the City would like to have reviews of project plansand gain an estimate of the review time for the City staff and outsideagency review. WEC will submit preliminary, 30%, 60% and90% plans for review by the City and State Agency, prior to providingfinal construction documents.WEC’s project manager will update the schedule continuously throughout the project to ensure that all milestonesare met in accordance with the timeframe allocated. WEC typically assigns internal “early finish” targetdates so that milestones are met at or before the date shown in the original schedule. This is an effectivetechnique when managing several sub consultants or during CEI services, as everyone is working towards thesame delivery dates. This is an area in which WEC managers excel. Keeping an accurate schedule is imperativeto meeting the design milestones and by incorporating each sub task in schedule development. WEC canmake sure each task has time for completion and that all task groups work together to meet deadlines.Through the use of internal deadlines, WEC will assign additional milestones for team use to ensure that deliverablesare provided on time. For example, prior to a 60% submission as depicted the schedule, WEC will assignan internal deadline for completion, a period for a quality control review, a period for revision and a smallbuffer window prior to submission to the City or SFWMD.RFQ #12‐005City of Key West — General Engineering ServicesPage 22
Page 7 and 8: A. Company ProfileWEC also prioriti
Page 9 and 10: B. Team BiosSERHIY MASHTAKOV, P.E.
Page 11 and 12: C. Experience ‐ CivilCivil Engine
Page 13 and 14: Civil EngineeringSombrero Beach Roa
Page 15 and 16: C. Experience—UtilitiesMr. Giardu
Page 17 and 18: C. Experience—UtilitiesUtility En
Page 19 and 20: C. Experience—UtilitiesUtility En
Page 21 and 22: C. Experience—CoastalCoastal Engi
Page 23: C. Experience—Coastalbrero Beach
Page 27 and 28: E. Approach & Quality ControlWEC wi
Page 29 and 30: F. Required FormsRFQ #12‐005City
Page 35 and 36: LicensesG. LicensesRFQ #12‐005Cit
Page 37 and 38: G. LicensesRFQ #12‐005City of Key
Page 39 and 40: G. LicensesRFQ #12‐005City of Key

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