Const. Management Services

CONSTRUCTION MANAGEMENT SERVICES DFD ENTERPRISES, INC Dan LaManno, Vice President [email protected]

DFD ENTERPRISES, INC DFD ENTERPRISES, INC. can provide senior level professional construction personnel in all aspects of project and construction management. We are a corporation with a network of licensed Architects, Engineers and Contractors.

Our team leads by example! We go the extra mile. Our energy is contagious. Let us show you how professionals are ready to meet our clients needs. We're ready!

EXPERIENCE !!!

PARTNERS ! !!

The principal resume along with a list of references provides evidence that our personnel have successfully carried out on-site responsibilities and have expertise in design, plan review, plan evaluation, constructability reviews, value engineering, scheduling, cost benefit analysis, claims avoidance, construction administration and management.

We believe in partnering! We develop a win/win process for everyone. Clear expectations, target dates, quick fair resolutions and follow-up, follow-up, follow-up. We communicate effectively, are familiar with our role and are sensitive to the important roles of other team members. You'll win with DFD ENTERPRISES, INC.

SCHEDULE MANAGEMENT !!! We have extensive experience in specifying schedules and coordinating contractors for compliance. We use weekly meetings and two week rolling schedules to confirm that the overall Critical Path Schedule, for the project, is accurate. Recovery plans are formulated as work proceeds, not in the last days when it is too late.

THE DFD ENTERPRISES, INC. Winning Formula !!! Our objective is to provide quality professional services to our clients at an affordable price. Many firms market quality of services: We provide it. Our goal is to have repeat clients who feel compelled to recommend our firm based on our performance. RESULTS ! RESULTS ! RESULTS !

GOVERNMENT AGENCY EXPERTISE !!! Our team has successfully executed funding applications, accounting and project management services on numerous projects. We have developed a professional rapport with the building and Safety departments both county l and locally, Fire Marshall, local utility companies and we assist public agencies willingly. We maximize your level of funding with creative solutions and professional tenacity!

We will assemble a Construction Management team that is results oriented. We have proven to numerous owners that the best teams produce the best results. This is accomplished by organizing an experienced senior staff of professionals, and giving them the support and leadership they need to ensure a successful project.

TEAM BUILDING ENTHUSIASM!

People build projects, so first we develop a common mission to meet the Client's goals. As the professional leader of the construction team, DFD ENTERPRISES' objective is to assimilate the members of the team into a cohesive unit whose major objective is completion of the owner's project on time and on budget. To accomplish this, we stress partnering techniques whereby all the parties are in a win/win situation. Our role is a non-adversarial one. We respect and treat all parties to the contract in a professional manner. DESIGN PHASE PROCEDURES DFD ENTERPRISES will draft and facilitate a process for the members of the owner's staff and design team to confirm procedures for communication and documentation of project information. Clear understandings of chain of command as well as confirming Client personnel and local agency contacts are addressed. A responsibility matrix is reviewed to confirm roles of the team. DFD ENTERPRISES issues a design procedures brief to collect the teams goals and objectives for future reference.

Several factors impact cost, and our team helps owner's determine their expectations of the building and budget early. The design team often starts in one direction, and needs to make several course corrections as it develops an understanding of the owner's complex criteria to meet user's needs. Historical cost and building configuration data is used to avoid going too far down a certain building system design to find that it is too costly. We document field verification facilitating site tours by each design discipline and Client technical staff. Our staff is also experienced in serving as liaison with local zoning plan review agencies and walk the tight rope to involve and generate ownership and cooperation while holding firm on issues not under local jurisdictions. We follow the California Environmental Quality Act (CEQA) check lists assisting Clients in filing Notices of Determinations, Exemptions, or select firms to develop Negative Declarations or Environmental Impact Documents. Once the written program is issued, formal approval is facilitated so design does not begin without all issues resolved to address the project's goals.

BUDGET REVIEW SCHEMATIC DESIGN Our estimating staff gathers actual bid data on projects we work on, as well as projects of similar use in other Clients. This historical data is used to guide the Client in establishing realistic budgets that include construction labor and material costs as well as project support costs such as site acquisition, financial consulting, design fees, plan reviews, general conditions, equipment and start up costs. These items are managed with monthly adjustments to scope and cost reported. PROGRAMMING PHASE

Our team attends meetings with the design firm and owner's design advisory committee. Minutes are issued documenting all design decisions. Value engineering, or the process of maximizing function for the least cost, is implemented early and is an on going "process". It is not an "event." The design team must avoid utilizing systems that are known historically to malfunction or exceed cost requirements.

Procedures for assembling the building or "constructability" are also reviewed continuously. Costs are reviewed with all contingencies and escalations identified. When scope and cost issues are resolved, formal approval is received and the team moves on to further design efforts. DESIGN DEVELOPMENT Assumption of cost and scope is confirmed with further engineering and better layouts. This refinement is reflected in cost containment. SERVICES DURING THE PREPARATION OF WORKING DRAWINGS, SPECIFICATIONS AND OTHER CONTRACT DOCUMENTS. Our in-house professionals and consultants (a part of the technical review team), have provided technical and/or design services on numerous projects. They know local design criteria, local codes and practices. It still takes thoroughness, professionalism and experience to generate a quality set of contract documents, even using state-of-the-art CAD generated drawings. The goal through teamwork, is to work toward an ideal set of documents. To facilitate that objective, we review the plans and specifications for completeness and accuracy, and provide a written report on our findings and recommendations for changes and improvements. COST ESTIMATES AND VALUE ENGINEERING Our experienced estimating staff will review the design consultant's cost estimates at each level of submission provided for in the design consultant's agreement, checking quantities and unit prices. Independent estimates may be provided as needed. Additionally we will

provide "Value Engineering" (VE) analysis of systems and products. The VE process is most effective when applied throughout the design process; not just when it appears cost may exceed the budget. The most effective time to beneficially affect the cost of a project is while it is still in the early stages on the drawing board! "CONSTRUCTABILITY" AND "BIDDABILITY" Our experienced field staff will review the bid documents, as they are developing, to determine if the methods and details of construction are suitable for the circumstances, taking into account access to the site, staging areas, availability of specialized tradesmen, equipment or materials, feasible hoisting methods, soil conditions, soil disposal areas, borrow pits, anticipated weather cycles, existing adjacent structures, available services, and a myriad of other considerations. Our estimating staff will review the bid documents prior to the bidding process to ensure that the scope of work is adequately defined, ambiguities are eliminated, and the bid form is uncomplicated. In order to obtain the most competitive bids, the bidders need to focus all their attention on assembling the lowest complete price. They should not be concerned about extraneous breakdowns and unit prices which can be provided after the bid deadline. COMMUNICATING RECOMMENDATIONS MADE DURING THE PRE-CONSTRUCTION PROCESS The comments and recommendations of our review team will be compiled into formal reports.

Additionally, comments or requirements from the user group, can be incorporated into the reports.

active in the various areas of the State of California, which will assist to ensure adequate interest in bidding the work.

Experience indicates the most effective way of insuring that the comments and recommendations are taken into account is to:

PRE-BID MEETINGS

1. Transmit a copy to the design team for review and assimilation. 2. Convene a team meeting (Owner, User, Design Team and CM) to address each item. 3. Document the disposition of each review comment or recommendation (agreed to and incorporated, or rejected). Our technical review team members will be present when these team meetings are held to expand upon their written comments on any issues as needed. We will seek the most cost effective and workable solutions to the questions raised in the review process, acting in the client's best interest. CONSULTANT SELECTION Our people help you select specialists when needed. Our registered professionals, having had prior responsibility for producing contracts, plans and project start-up are familiar with the effort and cost involved. We can assist the owner in selecting the teams, negotiating their agreement and coordinate their services. ADVERTISING FOR BIDS One of our roles would be to contact local prime contractors, subcontractors, vendors and suppliers to solicit their bids. The members of our firm have, over the years, developed an extensive list of contractors and subcontractors

Pre-bid meetings, in addition to allowing the bidders to visit the site and to ask questions, should also be an opportunity to provide a positive impression of the Construction Manger's {CM} role in the process. We will be represented by knowledgeable people provided with well thought out presentations, illustrating security issues, phasing diagrams, etc., suitable for each bid package. Every effort will be made to ensure that the bidders are confident that the management of the project will be handled by experienced and fair people who will make timely, unbiased and reasonable decisions. The competitiveness of the bids will, in part, be based on this perception. REVIEW & ISSUANCE OF ADDENDA The key to successful addenda management is to plan ahead what kinds of addenda will be needed and to schedule their production and issuance realistically. We will review addenda prepared by the consultants to help ensure their timeliness, responsiveness, clarity and relevance. Addenda are frequently prepared under duress because of time pressures resulting from the setting of a bid date. Unless they are well prepared, they may simply generate more confusion, and raise more questions; thus resulting in less competitive bids or future claims. EVALUATION OF BIDS Our estimating staff will evaluate the bids to help identify those which may be

significantly under priced, portending a contractor failure or lack of performance, or overpriced, affecting the owner's budget. We will evaluate any anomalies or qualifications, and make a written recommendation to the owner regarding a contract award. FIELD COORDINATION OF CONSTRUCTION The key to field coordination is communication. Coordinating the activities of several prime contractors and their subs, suppliers of owner furnished equipment, utility companies and their communications with the design consultants can leave no room for surprises. Weekly construction meetings and their widely distributed meeting minutes are a good way to maintain that communication. Settled issues will be recorded, unsettled issues noted, (with the party responsible for taking action shown), and carried forward to successive minutes until resolved. We will prepare two week look ahead excerpts from the overall schedule to distribute at the weekly construction meeting to facilitate planning of activities manpower needs. Our experienced field staff will have a thorough knowledge of the Contract Documents and the interface and scope of the separate bid packages. SCHEDULE DEVELOPMENT, IMPLEMENTATION AND MODIFICATION Development One of the keys to success for completing a project on time is to obtain a baseline schedule from the contractors very early on in the process,

and to carefully coordinate the contractors to ensure progress against that baseline. The baseline schedule, before we accept it, will be scrutinized closely, looking for excessive duration’s (which allow less float to accommodate problems) and for faulty logic. Developing our own baseline schedule for comparison, and to determine if the contractor’s schedule is realistic will do this. PROFESSIONAL CONSTRUCTION MANAGEMENT Implementation From the contractor's submittals, we will know when key materials, products and equipment are required on site, the scheduled start and duration of each major activity of the work and the staffing requirements needed to complete the activities as scheduled. We will also know from our project records the status of the submission/review/approval process for materials, products and equipment, the actual starts of activities and the actual manpower commitments made by the contractors. Our first hand observation and evaluation of project events will provide the information needed to compare actual and projected progress against scheduled progress. As construction managers, we will use this information to identify trends or outright examples of non-performance that, if unchecked, could lead to slipped schedules. It will be our policy to advise the owner of every potential schedule slippage, with ideas for correction, as quickly as we know it. Modification

Slipped schedules are sometime unavoidable, and the early identification of problems allows for recovery plans to be developed to regain lost time. The key is to detect potential slips early and to make frequent but minor adjustments through the course of the work. If more drastic recovery plans are ever needed, we work with contractors and their subcontractors to explore the options available; more labor and/or equipment, better supervision, overtime, revised logic, etc. Sometimes even the contractor's learning curve can be counted on to produce shorter duration’s for repetitive activities. The recovery plan chosen will depend on the severity of the slip and the urgency of the completion date. As the owner's representative, we would explore the options, and their impact on cost, and submit our recommendations for approval. DFD ENTERPRISES has the forms for Pay Applications, Submittals, Proposed Change Orders (PCO's) Processing, Field Instructions, etc. These, coupled with the owner's special forms, provide us, the CM, with what we need to deliver administration services. We recognized the importance of the facet of the work and propose to formulate a Management Information team that will be responsible for processing and delivering the necessary information in a timely manner. The technical staff manages this work but their contributions are technical only; they are not burdened with the day to day data collection, processing and distribution. Our objective is to provide the technical staff with this administrative support in order that they may direct the greatest part of their

available time to doing what they can do best, administer the contract and manage construction. Shop Drawing Processing There will be thousands of transactions associated with the submission, review and approval of shop drawings ( and other required submissions). To help ensure that submittals are processed in a timely manner, we will require that submittals be incorporated into the contractor's overall schedule. Factors to be taken into account are the needed-on-site dates of manufacturing, procurement lead-time. When a realistic and achievable submittals schedule has been agreed upon, the CM must monitor the progress of each submission through the process. It is one thing to advise the contractor that he is two weeks late in making a certain submission and quite another to advise him ahead of time to make his submission by the given date. The management of shop drawings is a time consuming but not difficult assignment. Our logs record the required information and our Management Information Team produces the required management reports and documents.

Status Reporting We recognize the importance of the owner being informed of accurate project costs and construction progress. To this end, we have established state-of-the-art Management Information System (MIS). Information can be assembled in an infinite number of ways and submitted at any frequency.

What must be determined, however, is who needs what, and when do they need it. Summary Schedules Independently provided Summary Schedules are useful in providing an overview of a Bid Package or the entire project. Quickly produced on the project computers, we can show actual vs. scheduled progress, as well as recovery plan options. The Summary Schedules do not replace Master Project Schedules but serve as a convenient format for reporting current status and studying alternatives. Summary Reports Summary Reports present the schedule and cost status of the entire project, including bid package projections, in a quick to read, graphic format. Relationship of schedule, progress and cost bars to each other illustrate the activity of each Bid Package. Numerical data provides specifics for each Bid Package as well as overall project.

2. Concurrent with #1, work with Contractors, and Suppliers to see if delivery can be expedited (overtime, partial shipments, dedicated truck, air freight, etc.). Establish time and cost implications and report to the owner. 3. Look for interim solutions that will keep the job going until the specified item arrives. Temporary windows, rented generators, trucked water, etc., are the kinds of stopgap measures that can sometimes work. If the material cannot be expedited and a delay occurs because of its late delivery, we would then work with the GO and Sub to develop a recovery plan, if possible, to regain lost time. Throughout this process, careful attention will be paid to liability for delay and any costs associated with acceleration or recovery plans will be assessed to the responsible parties. FINANCIAL FORECASTING/REPORTING

Material Expediting

Reporting

Our management systems provide constant oversight of material status. There are times when a supplier is unable to meet its delivery obligations for a material, product or item of equipment. This can happen in spite of well thought out procurement schedules and close monitoring by the CM.

The owner may incur financial obligations from a number of different directions: construction contracts, procurement, the Architect, Project Manager (PM), Architect, Engineer (AK) and Construction Management (CM) fees, special consultants, security services, institutional guarding, utility companies, etc.

When faced with material delays, we will take the following steps. 1. Work with Contractors, and the Architect to determine if an alternate source is available. Establish time and cost implications and report to the owner.

While this information is collected and reported on, we would provide the overall financial summary of the project with one report. The CM's report can be further expanded to cover the payment histories of the AE and CM, similar to the way this information is tracked for

the construction contracts. With this more comprehensive base of financial data in hand, we are now in a position to more accurately forecast overall project costs. Forecasting Accurate forecasting relies upon timely accumulation of accurate cost and progress data as well as the CM's judgment to take into account such factors as weather, quality of contract documents, contractor's strategies, project complexity, and other factors when projecting final costs. EVALUATION, PROCESSING AND RESOLUTION OF CHANGES, REQUEST FOR CHANGE ORDERS, CLARIFICATIONS, DISPUTES AND CLAIMS. We have had significant experience in the management and resolution of changes and claims and have managed this process before. Changes can be initiated by the owner, the architect or by the contractor. We as the CM will evaluate the time and money impact, advise the owner of the potential change and then simultaneously request a proposal from the contractor for time and dollars. We estimate the change as the CM so that when the two are compared, serious negotiations can take place. Normally these changes are agreed to after negotiation. Should there be disputes or claims, we clearly and objectively define the issues and make a recommendation to the owner. 1. Any change, by anybody, is monitored through the system until it becomes a Proposed Change Order/Change Order (PCO/CO) or Claim. We suggest this tracking log

as a comprehensive record of events leading to changes or claims. 2. Within the Log is a Contingency Report showing the contingency balance. The difference between the contingency balance and the pricing column total is printed out as the projected contingency balance. 3. The log itself contains all the information needed in the Monthly Report and via the computer can be transferred to the proper page. If a separate Claims Log is needed, we will print that column, etc. If a Contingency Report for all projects by bid pack is needed, we will also print that. 4. Of importance is the fact that every change has an impact; some in dollars; some in time; and some in both. PROJECT MANAGEMENT SYSTEMS On-site construction management has the responsibility to maintain quality of the, on time, on budget, with the latest technology available. (Gant Chart/Critical Line Construction) DFD ENTERPRISES is familiar with the reporting system required such as: · Procurement · Project Cost Accounting · Cost Status Reports · Tracking Reports · Change Orders Time and Dollars Cost Control DFD ENTERPRISES is using customized Excel software which is used to track costs on a real time basis. The data base is kept current by our chief estimator. Value Engineering

If we see a better more efficient way to do something, we will, with good judgment and sound analysis bring it to the owner's attention. The years of senior level experience within DFD ENTERPRISES provides an extensive base of knowledge. Value Engineering will be an ongoing effort to be effectively utilized to produce a quality facility for least cost and time. Estimates: DFD ENTERPRISES will provide quality estimates at the same time they are presented to the contractor. In this way meaningful negotiations can take place to arrive at the best price for the scope of work involved. Most claims in today's construction market are about "time." It is the most elusive element in the field, which must be defined at the time delays occur. Every effort must be made to resolve change orders for time and money. Schedules must be current and tracked with every construction impact. We are keenly aware of how "time" later becomes cost dollars. Project Reports: Daily Site Reports - provided by field managers and engineers Meetings - All recorded and transcribed as soon as the meeting has concluded,

then issued to all attendees for acknowledgment. DFD ENTERPRISES utilizes current updated versions of all software for communications, accounting and forecasting the project. PROJECT MANUAL FOR LARGE CONSTRUCTION PROJECTS A Project Manual can be written specifically for each project. We propose that it be compiled into two parts. The first will cover the procedures to be used when members of the project team (Owner, PM, AK, CM and SubC's) interface with each other. E.g. when contractors interface with the AK, what specific procedures they must employ when submitting shop drawings. This part of the manual will be distributed to the project team. The second part of the manual is intended for CM in-house use only. It will cover the internal policies and procedures associated with the work at the project site and supplements part one. We see these manuals as working tools, which expand, and change.

The written portions of each manual will cover anything not addressed by the examples. Neither manual will be written until the contents of the Agreements between the Owner and the balance of the project team have been established