Stand and Deliver

STAND & DELIVER

SUMMARY

Summary

This manual is your living document. It is our way of doing profitable and reputable business. Read it, follow it, and improve upon it. We built (and will keep building) this manual to keep us more efficient than our competitors. However, we know we can always do a little better. Be responsible for making it better while enjoying your career with PSCC.

We have put together this manual for one reason: to guide everyone in making their time count for themselves and PSCC. We have a PSCC way of doing things. Most of our steps are “superior processes,” and we are a strong company because of our methods.

The format we follow is outlined below:

Project Process

» Work Acquisition

» Constructing Work (Project and Field Management) with Tracking Process (Accounting and Financial Management)

Forms and Process Maps will be included in each section as appropriate. This amount of information leaves less to interpretation or uncertainty. We know from experience that we can never dictate how something is to be done but we can enforce what and when (in sequence) it will be done.

Our process has been vetted by PSCC and its people. We have created this manual from experience, and if it does what it is supposed to do, it will make our processes:

» Faster

» More Accurate

Thus, our contracting business will be:

» Safer (safest as compared to all peer competitors)

» More profitable than our peers

» Faster in delivering our work

» Better in delivering intangibles to our clients

» Less stressful to you

HOW IT’S UPDATED

PRIMARY RESPONSIBLE PERSON

PRESIDENT’S EXECUTIVE ASSISTANT

SUPERVISOR PRESIDENT

The Why

Ensuring that we are doing things in the most efficient manner possible and providing the most up-to-date information to our teammates ensures that we are all on the same page and rowing in the same direction.

Results Expected

» Increased efficiency

» Everyone is informed

» Increased continuity

» Extreme ownership and accountability

Cardinal Sins

» Not sharing ideas that can bring better efficiency and increased continuity to the team

» Implementing changes that has not been approved by the Executive Team

Forms Needed

As applicable

Data Needed

» Changes that have been approved by the Executive Team

» Updated forms as appropriate Deadline

As determined by the President

schmitt

Steps

1. Receive approved changes from the Executive Team

2. Update any forms in the Petticoat-Schmitt Sharepoint file

3. Ensure that all links/QR codes are correct

4. Send updated/changed manual to Marketing Team

5. Provide the President with updated manual for final review

6. Send to the printers and distribute to the team.

BD PLAYBOOK

» Introduction

» Messaging

» Business Development Process Prequalify with Client

» Business Development Planning

» Business Development Accountability

» Client Strategy & Engagement

» Opportunities

» Project Pursuit

» Association/Organization Involvement & Conferences

Owned By: VP of Business Development

» Marketing

» Marketing Process

» Weekly Estimator’s Meeting

» Review & Study Bid Plans and Documents

» Invitation to Bid - Vendors & Subcontractors

» Quantity Take-Off

» Build Estimate in Heavy Bid

» Final Review of Bid

» Managing Bid Submission with Client

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PLAN TO WIN

Flywheel of Success

Our CORE story

We are a team of employee owners who build life-changing infrastructure while enhancing the lives of our team.

Mission

We build life changing infrastructure!

Purpose

To enhance the lives of our team members and communities we serve.

Vision

To disrupt the construction industry by putting “people first” and engaging and developing people to realize their potential and fulfill their lives.

Values

ACCOUNTABILITY

Put Safety First: It’s our priority!

Plan The Work: Prepare Relentlessly. Communicate Expectations: Clear. Concise. Consistent.

Execute The Plan: Be efficient and effective.

Take Extreme Ownership: Solve problems, no excuses.

CHARACTER

We strive for the highest levels of workmanship, communication, and professionalism to achieve raving fan clients.

We exist because of our skilled craftsman in the field. They are the pistons of our engine.

We dig deeper to get better every day with excellent planning and organization, continuous improvement, and eliminating waste.

We execute with a sense of urgency, a consistent cadence, and a dedicated discipline to our processes.

We share financial information and profits with our team of employee owners.

We have a best-in-class culture because we are a people first company.

We live by the values of Accountability, Character, and Team. It’s more than what’s on the walls; it’s what walks the halls and works in the trenches. It’s “how we A.C.T.”!

We do hard things and we take time to celebrate our accomplishments and enjoy time with our team.

We have big hearts and love to give back to our community and support meaningful causes.

Operate With Integrity: Do the right thing.

Respect Others: Show empathy. Honor Commitments: Follow up.

Be Trustworthy: Do what you say. Practice Humility: No jerks allowed.

TEAM

Share the Vision: Set and meet goals. Develop Individuals: Develop the team. Practice Servant Leadership: Help others succeed.

Use the Genius of the Team: Share knowledge for success.

Be Determined: Do your best for the team.

Win!

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THE PETTICOAT-SCHMITT DIFFERENCE

The Petticoat-Schmitt Difference

At Petticoat-Schmitt, it’s not just about constructing projects. We’re shaping the places people live and work in North Florida and South Georgia. We put our all into public works, water resources, and developing commercial sites, and we stand by our core values – Accountability, Character, and Team.

Our unique, proprietary project planning and delivery program, Elevate 20, is our own way of doing things, designed to get projects done faster and better than you’d expect. We’re all about understanding exactly what our clients need and navigating those complicated government steps. Our scheduling techniques and rigorous data analysis collectively drive significant project performance enhancements, making us quick and smart in solving problems. In the end, we make things easier for our clients.

Our motto is “Dig Deeper.” We’re always pushing the boundaries of what’s possible in construction, trying out new methods, materials, and designs. But it’s not just about the build – we care about doing it right and respecting the environment, using sustainable ways that work with nature.

As an employee-owned company, we all have a personal stake in every project. We build strong relationships, adapt to any challenge, and safety is always first. We’re constantly learning and getting better, never just settling.

In short, we at Petticoat-Schmitt are proud of building not just infrastructure but real, lasting change that people will remember.

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BUSINESS DEVELOPMENT PROCESS

PHASE 1

CLIENT IDENTIFICATION

F Market Research

CLIENT PRIORITIZATION

F (1) Anchor Clients, (2) Growth Client, or (3) Static Clients

F Identify Clients that meet Ideal Client Profile

F Add to CRM

CLIENT MANAGEMENT ASSIGNMENT

F Assign Client Managers

F Assign Client Teams

INFORMATION GATHERING

F Obtain Client Org. Chart

F Obtain Client Contact Data

F Obtain Client Intel

F Add to CRM

MARKETING/BD PLAN

F Determine BD Tactics/Action Items

F Complete Client Capture Plan for Anchor Clients

F Determine Marketing Tactics/Action Items

F Add to CRM

F Identify Collaborators and gather Contact Info

F Add to Client Folders

F Qualify Client

F Determine Collaborator Tactics/Action Items

F Add to CRM and Client Capture Plans

IDENTIFY PROJECT OPPORTUNITIES

F Obtain Client Work Programs/Project Lists

BUILD RELATIONSHIPS

F Develop Trust

F Add Value - i.e. Value Engineering, Budgeting, Education, Analyzing Data

F Ask Questions and Listen Astutely

F Add Projects to Opportunity Spreadsheet

F Share Experiences and Differentiators

F Discuss Project Opportunities, Understand Challenges, Propose Solutions

CONSISTENT COMMUNICATION

F Weekly Opportunity Review

F Monthly BD Meetings

GO/NO-GO

F Monthly Client Capture Plan Check-Ins

F Complete QBO (Quality Bidding Opportunity)

PHASE 2

F Notify Client Team, Executive Team, Pre-Con, and Estimating

F Update Stage in CRM, add Win Probability and Expected Start Date

F Add to Bid Sheet

BID JOB NUMBER ASSIGNED

F See Estimating Process

BID/PROPOSAL

F Gather all Project Details

F Develop Bid/Proposal Strategy

F Notify Client Team, Executive Team, Pre-Con, and Estimating

F Update Stage to Closed in CRM

F Develop Bid/Proposal and Cover Letter

F Submit Bid/Proposal

F Place Bid/Proposal PDF in Client Folder and CRM

F Update Stage in CRM, add Win Probability, Expected Start Date and Update Bid Sheet

INTERVIEW/PRESENTATION

F Develop Interview Strategy and Storyboard

F Interview

F Update Stage in CRM

F

SIGNED CONTRACT OR WRITTEN AUTHORIZATION

F See Elevate 20 Process

PROJECT CLOSE-OUT

F See Project Close-Out Process

F See Project Completion Client Appreciation Program

F Request Feedback

F Gather Project Descriptions, Resumes, Team, Schedule, Costs, Photos, Fees, etc. and input into CRM

F All Steps Must be Completed Prior to Closing Out a Project Number in Accounting

F If a New Client, see New Client Onboarding Process F If the Project is a Marketing-Worthy Project Notify Marketing PROJECT COMPLETE

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BUSINESS DEVELOPMENT PLANNING

Business Development Planning

As Petticoat-Schmitt charts its course towards expansion and revenue acceleration, there’s a pivotal cornerstone that demands our immediate attention: the development of a robust and dynamic Business Development (BD) strategy. In today’s dynamic business environment, where change is constant and competition is fierce, the ability to forge meaningful connections, spot opportunities, and foster sustainable growth has never been more crucial.

In alignment with our steadfast commitment to excellence, Petticoat-Schmitt has meticulously crafted a comprehensive BD Plan. This plan isn’t just another document; it’s a resource meticulously tailored to address our organization’s unique needs and aspirations. It serves as our guiding compass, laying the groundwork for future triumphs by navigating us through the intricacies of BD with clarity and purpose.

BD Plan Template – Clients

BD Plan Template – Marketing Information Background

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BUSINESS DEVELOPMENT ACCOUNTABILITY

Business Development Accountability

As Petticoat-Schmitt continues its journey of expansion and revenue growth, there’s a fundamental element that underpins every stride: accountability in BD. Ensuring accountability in our BD efforts is not merely about chasing leads or sealing deals; it’s about fostering a culture of ownership, transparency, and measurable outcomes. At Petticoat-Schmitt, we recognize that accountability is the linchpin that holds our BD strategy together, driving us towards our goals with clarity and purpose. In this section, we delve into the tools and methodologies designed to instill accountability within our team, empowering us to track progress, evaluate performance, and ultimately, achieve unparalleled success. At Petticoat-Schmitt, every action is deliberate, every outcome is measurable, and success is not just a destination, but a journey guided by accountability.

Meeting Agenda

BD Report

Marketing Matrix

BD

BD

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CLIENT STRATEGY & ENGAGEMENT

Client Strategy & Engagement

As Petticoat-Schmitt expands its horizons and seeks to solidify its position as a leader in the industry, there’s a pivotal aspect that defines our journey: client strategy and engagement. In today’s competitive landscape, where relationships are paramount and client satisfaction is the cornerstone of success, developing a robust client strategy is not just advantageous – it’s imperative. At Petticoat-Schmitt, we understand that effective client engagement goes beyond mere transactions; it’s about cultivating meaningful connections, understanding diverse client personas, and leveraging insights to drive mutually beneficial outcomes. In this section of our manual, we delve into the intricacies of client strategy and engagement, offering a comprehensive toolkit that encompasses everything from SWOT analysis and client personas to relationship development tactics and client care programs. By adopting these methodologies and embracing a client-centric approach, Petticoat-Schmitt is poised to not only meet but exceed client expectations, forging lasting partnerships built on trust, transparency, and unparalleled value.

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CLIENT PERSONA OVERVIEW

Geography

60 to 300 Miles

Target Positions

» Department Heads/Procurement

» Directors

» CEOs

» Utility Directors

Responsibilities

Ensure proper funding and allocation to projects

Needs/Fears/Pain Points

» Speed to market.

» Efficiency.

» Managing multiple consultants.

» Multiple simultaneous projects.

» Navigating complex processes.

» Public opinion & perception.

» Communication issues.

» Proactivity.

Ideal Characteristics

» Established.

» Reputable.

» Professional.

» High integrity.

» Respectful.

» Willingness/ability to build a relationship.

» Quick decisions.

» Sees the value of process (Elevate 20).

» Well funded.

» Willing to pay for quality.

» Willing to negotiate.

» Brings to us before it goes out on the street.

» Have projects that fall within our business model.

» Have projects that can be profitable.

» Pay their bills on time.

» Vision.

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CLIENT PERSONA DEVELOPERS

Geography

Within 70 miles

Target Positions

» Directors

Responsibilities

Expedite approvals, minimize unknowns, identify potential abnormal costs and avoid cost overruns, get product to market as quickly as possible.

Needs/Fears/Pain Points

» Speed to market.

» Efficiency.

» Managing multiple consultants.

» Multiple simultaneous projects.

» Navigating complex processes.

» Public opinion & perception.

» Communication issues.

» Proactivity.

Ideal Characteristics

» Consistent local projects.

» Will take it through construction.

» Selective bidders list.

» Sees the value in integrated services.

» $500k+ projects.

» Diverse portfolio.

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CLIENT PERSONA LARGE HOME BUILDERS

Geography

Within 70 miles

Target Positions

» Facilities Manager

» Directors

Responsibilities

Expedite approvals, minimize unknowns, identify potential abnormal costs and avoid cost overruns, and get product to market as quickly as possible.

Needs/Fears/Pain Points

» Speed to market.

» Efficiency.

» Managing multiple consultants.

» Multiple simultaneous projects.

» Navigating complex processes.

» Public opinion & perception.

» Communication issues.

» Proactivity.

Ideal Characteristics

» Large site.

» Sees the value in integrated services.

» Will entertain design build.

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CLIENT PERSONA CORPORATE CAMPUS

Geography

Within 70 miles

Target Positions

» Facilities Manager

» Directors

Responsibilities

Expedite approvals, minimize unknowns, identify potential abnormal costs and avoid cost overruns, and get product to market as quickly as possible.

Needs/Fears/Pain Points

» Speed to market.

» Efficiency.

» Managing multiple consultants.

» Multiple simultaneous projects.

» Navigating complex processes.

» Public opinion and perception.

» Communication issues.

» Proactivity.

Ideal Characteristics

» Expansion plan.

» Ability to expand.

» Aging infastructure.

» Sees the value in integrated services.

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CLIENT PERSONA MUNICIPALITIES + UTILITIES

Geography

Within 300 miles

Target Positions

» PWD

» APWD

» Engineering Director

» Utility Director

Responsibilities

Expedite approvals, minimize unknowns, identify potential abnormal costs and avoid cost overruns, and get product to market as quickly as possible.

Needs/Fears/Pain Points

» Politicians.

» Public opinion & perception.

» Stakeholder alignement.

» Managing multiple consultants.

» Meeting milestones.

» Environmental disasters.

» Regulatory changes.

» Funding.

» Media.

» Budget.

» Time constraints.

» Operations.

» Workforce.

» Capacity.

» Inadequate design.

» Multiple simultaneous projects.

» Managing the process.

Ideal Characteristics

» Substantial CIP.

» Are not embedded with someone else.

» Local preference favorable to us.

» Relationships and access.

» Favorable decision makers.

» Willingness to alternate delivery methods.

BD PLAYBOOK petticoat schmitt

CLIENT PERSONA GCS/DBS

Geography

Florida & S. Georgia

Target Positions

» BD

» Pre-Construction

» Leader

» Ops Manager

Responsibilities

Implement CIP projects and Council’s plan/vision, protect public interest, and work within allotted schedule and budget.

Needs/Fears/Pain Points

» Politicians.

» Public opinion and perception.

» Stakeholder alignement.

» Managing multiple consultants.

» Meeting milestones.

» Environmental disasters.

» Regulatory changes.

» Funding.

» Media.

» Budget.

» Time constraints.

» Operations.

» Workforce.

» Capacity.

» Inadequate design.

» Multiple simultaneous projects.

» Managing the process.

Ideal Characteristics

» Don’t shop bidders.

» Value the relationship.

» See the value and differentiators as a benefit.

» Does not exercise bidders.

» Does not play bidders.

» Gives plenty of notice.

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CLIENT PERSONA

INDUSTRIAL/MANUFACTURING

Geography

Within 70 miles

Target Positions

» Directors

Responsibilities

Expedite approvals, minimize unknowns, identify potential abnormal costs and avoid cost overruns, and get product to market as quickly as possible.

Needs/Fears/Pain Points

» Speed to market.

» Efficiency.

» Managing multiple consultants.

» Multiple simultaneous projects.

» Navigating complex processes.

» Public opinion and perception.

» Communication issues.

» Proactivity.

Ideal Characteristics

» Selective bidder’s list.

» Sees the value in integrated services.

BD PLAYBOOK petticoat

Global

Elevate 20 - Process, Project Planning

Proven Early Delivery

Client Experience

Sophistication

Legacy Motivated

ESOP

Safety Program

QC Program

NPS

High Client Communication

Workforce Turnover

High Percentage of Newer Employees

Process Compliance Not Enough

Estimating Capacity

Environmental

Regulation Changes

Client Contact Turnover

Environmental

Regulation Changes

Workforce

Economy

Political Landscape

Supply Chain Issues

Relationships T

Site Development

See Global Speed To Market

Dedicated Industrial

Engineer Monitoring & Improving Efficiency

Self Performance

In-House Survey

No Borrow Pit Not Self-Performing Concrete

Lack of Relationships With Many Key Clients Brand Awareness

Industrial/ Manufacturing

Increasing Market Share with Existing Clients

Working with New Clients

RV Parks

LDS Church Rayonier

Interest Rates

Inventory

Economy

Competition

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Public Works T

W S

See Global Clean Job Sites

Community Outreach & Engagement

Don’t Do DOT

Brand Awareness

Don’t Meet Pre-Quals

Company Resume/ Experience

O

Ability To Bid More Healthy Work Programs

Aging Infrastructure Funding/Grants

Geographic Expansion

Alternative Project Delivery

Expand Road Work

Water Resources

S

See Global

Integrated Services

Less Operational Interruption

Individuals Resumes/ Experience

W

See Global Company Resume/ Experience

Brand Awareness

Don’t Meet Pre-Quals

O

Ability To Bid More Healthy Work Programs

Aging Infrastructure Funding/Grants

Geographic Expansion

Alternative Project Delivery

Regime Changes Policy Changes

Regime Changes Policy Changes

T

THE RELATIONSHIP RESOURCE GUIDE

The following are desired behaviors and actions that help move relationships up the ladder. Once we reach the advocacy stage, we must continue the behaviors/ actions in order to keep the relationship from falling down a rung or more.

THE RELATIONSHIP RESOURCE GUIDE

Behaviors

Unaware of who you are

They are aware of your firm. They view your website. They ask others about you. They meet with you.

Encourages you or invites you to submit/propose on their project. Shares private, relevant information with you about their company. Willing to move forward with you or to the next step in their process. Hires you and adds you to their approved roster.

Uses information provided by you as their basis for comparison. May react negatively to schedule/service issues. Not ready to give you the benefit of the doubt.

Recommends future projects for which you would be suited. Gives you repeat business.

Invites you or is open to you selling other services to them.

Engages in personal conversations with you/asks you for advice. Calls you when there is an issue and overlooks minor issues.

Provides you with insights, shares ideas, and collaborates with you.

Defends you.

Calls you when there is an issue and trusts you to solve them.

Provides feedback – both positive and negative. Provides testimonials.

Refers and promotes you to future clients and selection committee.

THE RELATIONSHIP

THE RELATIONSHIP RESOURCE GUIDE

1. Prospect

PROSPECT

• Identify potential clients you would like to work with.

• Start with low-hanging fruit based on relationships.

POSITION

• Develop content using the CSBE Model – Challenge, Solution, Benefit, Evidence.

• Re-purpose content while driving people to your website:

- Personal communication (tip: request a 15 min. meeting to discuss the content).

- E-Blasts/newsletters.

- Speaking (workshops, lunch and learns, industry associations, community orgs, conferences).

- Publications (Eblasts/newsletters, industry associations, community orgs and news).

- Social Media.

- Co-Author with your strategic partners and clientsthis will help extend the reach of your content.

- Under an NDA, call it “confidential project.”

• Find opportunities to connect and partner:

- Discuss projects of interest early including challenges associated with them.

- Serve together in associations/organizations.

1 3 2 4 5

- Make a commitment: information, investment.

• Engage with your clients brands on a regular basis through social media:

- Connect, Follow, Like, Share.

- Tag your strategic partners, collaborators, clients.

QUALIFY

• Confirm they meet our ideal client criteria.

• Confirm future projects of interest (work program, annual report, teaming partners, direct client discussions).

• Confirm they are a good cultural fit. Website, teaming partners, etc.

PRIORITIZE

• Assign priority:

1. Anchor Client: A client whose loss or gain would have significant impact on the firm through revenue or opportunity.

2. Growth Client: A client who meets our ideal client profile, values our firm and we value them but does not rise to critical.

3. Static Clients: Clients for long-term strategy, one-off clients, clients we would be ok losing.

• CRM.

• Master spreadsheets.

• Be sure to add priority and track.

• Track relationship level on ladder with client and contacts.

GATHER INTEL

• Gather client demographic info (client website, annual report, Google, LinkedIn, teaming partners).

• Identify teaming partners - Who do they work with (contractors, architects, geo/cmt, MEP)?

• Identify top 3 potential client pain points (teaming partners).

• Set up Google Alerts on company and main contacts.

• Develop Client Capture Plan if a Priority 1 Anchor Client.

• Identify projects of interest.

THE RELATIONSHIP RESOURCE GUIDE

2. Awareness

POSITION

• Continue to position as experts (see under prospect).

CONNECT

• Mutual connections such as teaming partnersask for introduction.

• Identify what associations/organizations they are involved with and identify who will become involved Priority 2 Clients. identify conferences they attend and add to conference calendar.

• Social Media - follow company.

• Social Media - all firm team members across disciplines connect with all client contacts (be sure to send personal message with invite) and follow and personally invite to follow firm.

• Send initial generic brochure.

• Initial client intro meeting, focus on the client, understand process, goals, needs, preferences, pain points. No one-sided presentations - make it a conversation about them. Visual aids are sometimes needed.

• Share firm general differentiators, all services and passion for working with this client only after talking about them.

• Follow-up with specific quals package.

• Follow-up with hand-written thank you note.

1 4 2 3 5

GAIN PROJECT UNDERSTANDING

• Perform research on projects of interest including site visits to understand potential challenges.

• Talk with potential teaming partners to identify additional project challenges along with client needs.

• Develop project solutions story (benefit vs. feature).

• Meet with client on specific projects to position.

• Follow-up with re-cap, thanks and desire for project.

BUILD RELATIONSHIPS

• Anchor Clients (Priority 1) monthly touch point.

• Growth Clients (Priority 2) quarterly touch point –increase touch point to monthly when project is pending.

• Static Clients (Priority 3) empathize with their struggles and ask how you can help – whatever needs they may have.

• Follow-through!

• See client activity examples.

PURSUE

• Proposal:

- Develop proposal strategy based on client knowledge.

- Showcase differentiators.

- CSBE – Challenge, Solution, Benefit, Evidence.

- Be sure to hold a red-team review.

• Short-list:

- Develop interview strategy based on client knowledge.

- Showcase differentiators based on specific competitors shortlisted.

- Create a conversation versus a presentation.

- Practice, Practice, Practice:

- Stumble through.

- Dry run.

- Dress rehearsal.

• Lost:

- Debrief to improve.

- Thank them and share you are committed to finding the right project to work together.

• Won:

- Debrief to understand differentiators.

- Thank them!

THE RELATIONSHIP RESOURCE GUIDE

3. Trust

ONBOARD

• Send welcome kit to client.

• Complete new client questionnaire.

• Integrate into client feedback program.

• Walk the client through the experience they can expect from you from kick-off to completion including administrative things like accounting.

KICK-OFF

• Plan: Create a Project Management Plan.

• Kick-off meeting - project vision:

- Client critical success factors.

- Budget.

- Schedule.

- Safety Pplan.

- Team roles and responsibilities.

- Client team roles and responsibilities.

- Deliverables/Document control Plan.

- Communications Plan.

- Risk Management Plan.

- Quality Control Plan.

- Out of scope work management.

POSITION

• Continue to position as experts (see under prospect) while positioning for the next project.

ENHANCE CLIENT RELATIONSHIPS

• Continue to build relationships (see under awareness) to build trust – never maintain, always continue to capture

1 2 3 4 5 6

ELEVATED CLIENT EXPERIENCE

• Throughout the project:

- Accessibility: available, especially during a time of crisis.

- Proactiveness: anticipate their needs.

- Communication: weekly progress updates.

- Responsiveness: respond same day with a plan and offer a quick turnaround.

- Follow-through: set clear expectations of what would happen when and deliver on those expectations.

- Attention: your clients project is on the top of your list.

- Recovery: be accountable for problems when they come up and provide solutions.

- Quality: monitor quality on a regular basis and make needed improvements.

- Check-in: check in on a regular basis.

- Feedback: ask for feedback often.

- Document: gather photos/videos/drone footage along with project challenges.

- Be intentional:

- Make them the hero.

- Provide a human touch.

- Demonstrate integrity.

- Show empathy.

- Be consistent in how you deliver information.

- Reduce the client effort.

- Transparency breeds trust – share lessons learned and fix mistakes.

• Project close-out:

- Debrief with client, lessons learned (make necessary changes), challenges solved.

- Gather feedback.

- Send completion thank you card/gift depending on client, level of project participate in ground breaking.

- Update marketing information based on specific project challenges and solutions/benefits - be sure to gather info from teaming partners, request quote from client.

- Participate in grand opening, determine if this is a marketing opportunitiy for a tour.

- Develop case study with client and teaming partners.

- Submit for awards.

DEVELOP PROJECT STORY

• Develop content using the CSBE model – Challenge, Solution, Benefit, Evidence.

• Add to existing content or create new content piece.

• Re-purpose through all channels.

THE RELATIONSHIP RESOURCE GUIDE

4. Loyalty

POSITION

• Continue to position as experts (see under prospect) while positioning for the next project.

ENHANCE CLIENT RELATIONSHIPS

• Continue to build relationships (see under awareness) to build loyalty – show you value them.

ELEVATED CLIENT EXPERIENCE

• Throughout the project (see under trust).

FEEDBACK

• Act on all feedback – good or bad.

IMPROVE

• Collaborate to improve processes and approaches.

5. Advocacy

POSITION

• Continue to position as experts (see under prospect) while positioning for the next project.

ENHANCE CLIENT RELATIONSHIPS

• Continue to build relationships (see under awareness) to build loyalty – show you value them.

ELEVATED CLIENT EXPERIENCE

• Throughout the project (see under trust).

RECOGNIZE

• Show gratitude.

• Celebrate milestones and successes.

INVEST

• Collaborate to innovate.

REQUEST REFERRALS

• Request to share positive feedback (can we use a quote for marketing).

• Request to introduce us to other clients.

• Ask to be a reference with another client.

BD BINGO

50 Activities for Building & Enhancing Client Relationships

Bookend these activities - 5 minutes at the beginning and end of your day! Let’s make it fun and turn it into a competition – BINGO!

Gather client capture plan/battle plan intel

Gather list of potential future projects from a client

Connect and research client contact on LinkedIn

Set up an initial client meet & greet - 30 min and focus on them and understanding process, pain points, and needs

Write a recommendation for a client on LinkedIn

Research the client to find potential connection points and opportunities to connect and help

Send a thank you note or letter to a prospect, client, influencer, or teaming partner

Create a client competitive analysis

Learn something personal about a client contact - i.e. hobby, personal passion, goals FREE

Send a client contact a small gift (if private sector client can accept)

Send a digital brochure or qualifications package or other marketing collateral to a client and ask for a 15 min meeting to discuss

Gather client intel from a teaming partner call

Send something personal to a client contact based on what you learned

Check in on a client for no reason

BD BINGO

50 Activities for Building & Enhancing Client Relationships

Bookend these activities - 5 minutes at the beginning and end of your day! Let’s make it fun and turn it into a competition – BINGO!

Send a client contact an internal article or a white paper and ask for a 15 min meeting to discuss

Conduct a client debrief - win, loss, project close out (lessons learned, wins)

Send a client an external article or something of interest

Set up a client meeting at a conference: coffee, dinner

Invite a client to see you speak at a conference

Update your LinkedIn profile to add: your why- based bio, signature project(s)

Download work program or annual report and identify projects of interest

Site visit to gather project intel - challenges

Ask client questions: pain points, needs, preferences, frustrations, preferred communication methods, what they want in a consultant FREE

Set up a client meeting to discuss potential project challenges after your site visit or understanding

Take informal photography of an ongoing or completed project for marketing and social sharing

Discuss potential work or upcoming projects with a client contact

Share your why with a client

Professional association effortsassociation where clients attend or invite a client to be a speaker or guest

BD BINGO

50 Activities for Building & Enhancing Client Relationships

Bookend these activities - 5 minutes at the beginning and end of your day! Let’s make it fun and turn it into a competition – BINGO!

Set up or attend a virtual networking event

Attended virtual conference/tradeshow where your clients are

Host a project walk through/tour (can be virtual)

Seek client feedback on project performance during the project

Set up a charity event or intiative and partner with a client, teaming partners

Develop a new teaming relationship

Set up a teaming partner meeting

Introduce the client to another service line leader in the firmcross-sell services

Plan and execute a BD event - lunch and learn, workshop (live or virtual - tip: keep it short) FREE

Present at an association meeting or conference - tip: invite your client to speak with you

Contribute to thought leadershiptip: look at your client needs, fears, and pain points to develop articles

Volunteer for a community organization or political organization or gain a sponsorship for a fundraising event and invite a client

Request a client quote

Invite a client or teaming partner to collaborate on thought leadership

BD BINGO

50 Activities for Building & Enhancing Client Relationships

Bookend these activities - 5 minutes at the beginning and end of your day! Let’s make it fun and turn it into a competition – BINGO!

Invite a client or teaming partner to collaborate on thought leadership

Share the firm’s LinkedIn and other social posts on your LinkedIn and other social

Set up an initial client meet & greet30 minuntes focused on them and understanding their process, pain points, and needs

Gather a list of potential future projects from a client

Write a recommendation for a client or teaming partner on LinkedIn

Invite a client or teaming partner to collaborate on a presentation or panel discussion

Present at an association meeting or conference - tip: invite your client to speak with you

Get drone footage and share on LinkedIn and other social

Share clients’ and teaming partners’ LinkedIn and other social posts on your LinkedIn and other social FREE

Send a client contact a small gift (if private sector client can accept)

Connect clients’ and teaming partners’ PR/ Social/Marketing team with ours to offer support for joint comms efforts (brand toolkit, social media collaborations and tracking, press release management)

Work with marketing to develop a campaign

Get video footage and share on LinkedIn and other social

Share your why with a client

PETTICOAT-SCHMITT CLIENT CARE PROGRAM

About Our Client Care Program

CLIENT EXPERIENCE

The Cornerstone of Sustained Business Growth

Client engagement is the art of forging enduring relationships with your clients. It’s a strategic approach that cultivates brand loyalty and awareness and serves as a key driver of revenue and client retention. Astute businesses understand that nurturing existing client relationships is significantly more cost-effective than acquiring new ones — with retention strategies costing merely a fraction compared to new client acquisition.

The likelihood of successful transactions with existing clients is impressively high, standing at 60% - 70%, in stark contrast to the modest 5% - 20% probability when engaging new prospects. By extending the client journey, we bolster engagement and set the stage for repeat business and referrals.

TRUST

The Foundation of Client Relationships

Trust is the bedrock upon which successful business relationships are built. It paves the way for decisive action and creates an environment where open communication flourishes.

When clients trust you, they are more inclined to embrace your solutions and heed your recommendations. When you’re trusted, others have confidence in how you will act and belief you will do the right thing. A high level of trust improves business relationships and negotiation outcomes. This trust fosters a dialogue that delves beyond superficial needs to the core ‘why’ that underpins them.

Loyal clients are the lifeblood of any organization. Their loyalty is not just to the services rendered, but to the relationship cultivated over time. Such clients consistently choose your firm over others, advocate on your behalf, and remain steadfast even when faced with challenges — because they believe in the value you provide. Loyal clients are more likely to:

• Believe there is a relationship that is greater than the services they contract.

• Hang in there even when there may be a problem because the firm has been good to them in the past and addresses issues when they arise.

• Don’t seek out competitors and, when approached by competitors, are not interested or easily swayed.

PETTICOAT-SCHMITT CLIENT CARE PROGRAM

MAXIMIZING BRAND LOYALTY

Turning Clients into Promoters

Leading firms drive promoters and foster brand loyalty by consistently delivering on their brand promises; thus, effectively shifting client allegiance from individual interactions to the brand as a whole. This transformation turns clients into enthusiastic brand ambassadors. The more frequently and successfully a firm collaborates with its clients, the greater the likelihood these clients will recommend and refer others to the brand. This loyalty not only means repeated patronage, but also transforms satisfied clients into powerful advocates, significantly aiding in new client acquisition.

THE RELATIONSHIP LADDER A Model for Client Development

Client development is a progressive journey — a series of earned steps rather than given rights. Each interaction is an opportunity to ascend the ladder of trust and loyalty. Like the game of Chutes and Ladders, every step is deliberate, aimed at achieving a higher level of client satisfaction and engagement. It’s a diligent climb and any misstep can potentially reverse hard-won progress.

Effective touchpoints throughout the client lifecycle should be not only appropriate and relevant, but also genuinely meaningful and authentic. These moments are strategically selected to resonate at particular stages, such as post-award or at key project milestones based on insightful team feedback.

Four Pillars of the Client Care Program

A stellar client care program is structured around four essential stages. Through these stages, we meet and exceed client expectations, transforming satisfied clients into enthusiastic promoters of our brand. This advocacy is invaluable as it exponentially increases with the frequency and quality of our interactions, ultimately driving new business through the most authentic channel — our loyal clients.

1 4 2 3

CLIENT ONBOARDING

Welcoming clients into your business ecosystem and setting the tone for the relationship.

PROJECT EXECUTION

Executing deliverables with excellence, ensuring consistent communication and quality.

PROJECT CLOSE-OUT

Bringing projects to a successful conclusion with a focus on client satisfaction and feedback.

POST-PROJECT EXTENSION

Maintaining engagement beyond the project by fostering ongoing communication and opportunities for future collaborations.

PETTICOAT-SCHMITT CLIENT CARE PROGRAM

1. Client Onboarding

Laying the Foundation for Lasting Relationships

Client onboarding is a vital process for integrating new clients into our business. It involves more than just addressing initial queries; it’s about building a foundation of understanding and trust. This process is distinct from project kick-offs and focuses on establishing a relationship with the client independent of specific projects. A well-executed client onboarding strategy is crucial for any firm, as it shapes the client’s experience and impacts future profitability. The Petticoat Schmitt comprehensive onboarding process unfolds in three key phases:

1. CLIENT WELCOME

Setting the Tone for the Relationship

It’s essential to make clients feel valued and confident in their decision to work with us. Tailoring the welcome process to our client’s specific needs and priorities, whether they’re public or private entities, enhances the personalized experience. Components of the Petticoat Schmitt welcome kit include the following:

• Personalized Welcome Letter: A standardized template is available to customize for each client. The letter includes signatures from CEO, Ryan Schmitt and President, Lauren Atwell. It also must include signatures from the assigned Client Manager. This purpose of this letter is to emphasize our commitment to client satisfaction, share our firm’s core values, and introduce our range of services.

• Team Roster: A team roster template is available containing all team members names, roles, contact information, and personalized bios along with the billing contact information. For each client, we edit this template to include the team roster for that client.

• Branded Gifts: Our client onboarding kit is a branded kit. Items in the kit are selected based on client priority, relationship, and market sector. This kit is hand delivered to the client or client team.

• Welcome Video: A link will be sent to all new clients to our video welcome that incorporates a welcome message with differentiators of Petticoat Schmitt.

2. INTERNAL KICKOFF

Solidifying Team Readiness

The internal kickoff is a critical component of our onboarding program and pivotal not just for client success, but also for our internal alignment. It involves a comprehensive briefing session for everyone who’ll interact with the client, ensuring everyone is thoroughly informed about the client’s background, needs, and expectations. Key steps in the internal kickoff include:

• Team Briefing: All team members gather for a detailed overview of the new client. This includes the client’s business objectives, history, and specific requirements.

• Role Clarification: We clearly define each team member’s responsibilities and accountabilities in relation to the client. This ensures that everyone understands their role in delivering a seamless client experience.

• Resource Allocation: We distribute all necessary materials including notes, assessments, agreements, and other essential documents to your team member.

• Team Alignment: We ensure that every team member has reviewed and understood the information provided by the client (which leads to a unified approach and strategy).

PETTICOAT-SCHMITT CLIENT CARE PROGRAM

1. Client Onboarding,

3. CLIENT KICKOFF

Setting the Stage for Successful Collaboration

The client kickoff is distinct from a project-specific kickoff; it focuses on building a rapport with the client and setting the stage for the entire engagement. This meeting is conducted in person to create a personal connection. Essential elements of the client kickoff include:

• Setting Expectations: We outline clear, realistic expectations for the engagement involving goal setting with actionable steps and regular feedback mechanisms.

• Communication Strategy: We develop a comprehensive communication plan, detailing the main point of contact, communication schedules, and methods. This ensures consistency and effectiveness in all interactions.

• Technology & Tool Integration: We familiarize the client with the technology and tools that will be used throughout the engagement. This includes project management platforms, communication tools, and a resource center with all relevant documentation.

• Data Collection: We gather crucial client information we have not yet gathered during this meeting. This proactive approach, as opposed to a passive questionnaire, can lead to more comprehensive data collection.

• Client Feedback: At this time, inform the client you will send a one question survey each quarter (takes 10 seconds) to ensure that you are offering the highest quality service. Make sure to let them know there is a system in place for following up on this feedback.

Remember, the client kickoff is not just about information exchange; it’s an opportunity to build rapport, clarify any outstanding questions, and jointly define what success looks like in your collaboration. It’s also a chance to add a personal touch, such as noting special dates like work anniversaries or birthdays.

ONBOARDING INTERVIEW QUESTIONS

(tweak depending on the client)

What is your preferred method of communication (email, phone, text)?

How often do you want communication and in what form (weekly report, in-person updates monthly)?

What tools does your team use to communicate?

(Teams, etc.)

If you’re unavailable, who should our point of contact reach out to?

What defines success for you on any project?

What defines success for you in your role?

Who are invoices directed to? And are there any nuances/ preferences with invoicing we should know about?

How can our firm support you outside of the project (in the community for example)?

What are your biggest challenges and how can we support you?

Are there political influences we need to understand?

Is there history that our team should understand?

Are there public concerns we need to understand?

What are your short- and long-term goals as a company?

What metrics do you use to measure results?

What excites you most about working with our firm?

What are the core values of your organization?

Are you active on LinkedIn? (please follow us on LI and we’ll do the same)

Do you have any pet peeves we should be aware of?

In working with other firms like ours, was there anything they did that you really liked and that you would like us to consider?

What does sustainability mean to you and what are your expectations of us regarding sustainability?

Is there anything else you would like us to know?

PETTICOAT-SCHMITT CLIENT CARE PROGRAM

2. Project Execution

Enhancing Client Experience in Project Production

Effective project production extends beyond basic project management; it involves strategic touchpoints throughout the project’s lifecycle to optimize the client experience. These touchpoints are essential for maintaining alignment with client expectations and fostering a strong, ongoing partnership. Key components of an enhanced project production process include:

PROJECT KICK-OFF

This initial stage is crucial to align with the client’s specific objectives and success metrics. It sets the tone for the entire project and ensures that both parties have a clear understanding of the desired outcomes.

SCHEDULED PROJECT MILESTONES

Determine the frequency of these milestones during the onboarding process. Each milestone must include:

• Client Engagement Evaluation: Through our quarterly Net Promoter Score (NPS) survey we can gauge client satisfaction. Responses inform any necessary actions or adjustments (see NPS survey in metrics section).

• Feedback Integration: Incorporate feedback received at each milestone to continually refine and improve the project approach.

PERIODIC COMMUNICATION

Establish a regular schedule for calls or visits with the client, as determined during onboarding. These interactions are opportunities to:

• Assess Project Status: Regularly review the project’s progress and address any issues or changes that may have arisen.

• Strengthen Relationships: Use these interactions to deepen your understanding of the client’s needs and preferences and to build rapport that extends beyond the current project.

• Gather & Implement Feedback: Continuously collect and apply feedback from the client, especially insights from previous projects, to enhance current and future collaborations.

Overall, integrating these touchpoints into your project production process not only ensures a smoother project flow, but also reinforces client trust and satisfaction, laying the groundwork for a lasting business relationship.

PETTICOAT-SCHMITT CLIENT CARE PROGRAM

3. Project Close-Out

Sealing Success with Comprehensive Review & Recognition

Project close-out is an essential phase, marking the culmination of our efforts and setting the stage for future engagement. This phase is not just about wrapping up tasks or sending an invoice; it’s an opportunity to assess, celebrate, and learn from the project experience. Key elements of our project close-out process include:

INTERNAL TEAM FEEDBACK

Gather insights from your team and consultants about the project to identify any issues, successes, and challenges.

CLIENT PROJECT DEBRIEF

Organize a meeting with the client, led by the Client Manager, to thoroughly review the project with the client. This debrief should cover:

• Process Evaluation: Discuss the workflow and methods used throughout the project.

• Results and Outcomes: Assess the project’s success against initial objectives.

• Lessons Learned: Identify key takeaways that can inform future projects.

• Areas for Improvement: Address any challenges encountered and discuss potential solutions.

• Value Added: Highlight the additional benefits brought to the project.

• Future Opportunities: Explore possibilities for ongoing or future collaboration.

COMPLIMENTARY LINE ITEM ON FINAL INVOICE FOR ADDITIONAL SERVICES

Present a $0 line item on their invoice for any extra services provided, illustrating your commitment to value-added service.

CLIENT ENGAGEMENT EVALUATION

Send NPS survey to gauge client satisfaction and gain insights for future improvements (see NPS survey in metrics section).

CLIENT TESTIMONIAL REQUEST

If the relationship permits and the project was successful, ask the client for a testimonial.

SOCIAL MEDIA ENGAGEMENT

Share the project’s success with our marketing consultant so they can share on social media, tagging the client to increase visibility and recognition.

POSITIONING FOR FUTURE THOUGHT LEADERSHIP

If this project was high profile, solved a unique challenge, or is just a great example, let the marketing consultant know. They will interview the Project Team to gather information to develop the project into a case study for developing thought leadership materials, conference abstracts, and webinar or lunch and learn opportunities, as appropriate.

CLIENT GIFTS

Gifts are tailored to the client priority, project scale, and acceptance policies.

• Priority 1 Clients: A gift budget of $100 - $500 approved by firm leadership and sent with a hand-written note by the team.

• Priority 2 Clients: A gift budget of $50 - $250 approved by firm leadership and sent with a hand-written note by the team.

• Gift Examples:

– Branded merchandise or swag.

– Framed photographs of the completed project.

– Floral arrangements for grand openings.

– Donations to a charity of the client’s choice in their name.

– Office treats like a catered breakfast or lunch, an ice cream truck visit, or logo cookies/fruit baskets.

The project close-out phase is crucial for reinforcing client relationships, acknowledging the project’s success, and laying the groundwork for future opportunities. This comprehensive approach ensures a positive final impression and fosters lasting client connections.

PETTICOAT-SCHMITT CLIENT CARE PROGRAM

4. Post-Project Extension

Maintaining Momentum while Enhancing Relationships

The post-project extension phase is crucial for sustaining and deepening client relationships after project completion. This phase focuses on regular engagement, ensuring continuous improvement, and showing appreciation for the client’s business. Key strategies for a successful post-project extension include:

REGULAR IN-PERSON CLIENT VISITS

Schedule visits based on the client’s priority level and project history. These visits are opportunities to strengthen relationships and discuss feedback from current or past projects.

ANNUAL ANNIVERSARY ENGAGEMENT

Conduct an annual review meeting with the client to evaluate the ongoing relationship and performance and incorporate feedback from previous follow-ups to demonstrate responsiveness and continuous improvement. We prepare a tailored response for the client, outlining future plans and conveying appreciation. For Priority 1 Clients, we attempt to do this at their office and provide lunch.

COMMUNITY ENGAGEMENT

Invite our Priority 1 and Priority 2 Clients to join us for Digger Day and the Seamark Mud Run.

HOLIDAY TOUCHPOINTS

Use holidays as an opportunity to reach out to clients with communications and gifts to reinforce top-of-mindness and goodwill. Unlike most firms, we will not use the December holidays as a touchpoint as this time of year tends to get lost in the shuffle. Holidays like Thanksgiving are a great opportunity to show gratitude and Valentine’s Day is a unique opportunity to show our love for our clients. The strategy is determined each year as part of marketing planning.

CONGRATULATORY TOUCHPOINTS

Recognize important client milestones such as anniversaries, birthdays, promotions, awards, or business achievements with personal visits calls, emails, or cards.

INTEREST-BASED TOUCHPOINTS

Share articles, insights, or information that may be relevant or beneficial to the client to demonstrate our ongoing interest and commitment to their success.

PETTICOAT-SCHMITT CLIENT CARE PROGRAM

Enhanced Metrics for Evaluating Client Engagement

To ensure the effectiveness of client engagement strategies, it’s crucial to implement a comprehensive metrics system. This system tracks client responses and engagement levels, enabling timely adjustments to engagement strategies.

CLIENT ENGAGEMENT EVALUATION VIA NPS SURVEY

• Survey Implementation: We use a survey service to set up a one-question NPS survey with an optional comment field where we ask clients to rate on a scale of 0-10 their likelihood of recommending Petticoat Schmitt based on their recent experience.

• Survey Communication: It is critical to inform clients at the start of onboarding that they will receive a one-question survey to ensure satisfactory service. Marketing will collect contact details for sending surveys with automation strategies in place for efficiency.

• Survey Schedule & Response: We send the NPS survey to every active client quarterly and at post-project completion. We will track scores in our CRM with detailed reporting on overall NPS.

NPS SCORE FOLLOW-UP ACTIONS

• Detractors (Score 0-6): Executive leadership follows-up immediately for resolution.

• Passives (Score 7-8): The Client/Project Manager contacts the client to seek improvement suggestions and reports back.

• Promoters (Score 9-10): The Client/Project Manager sends a thank-you card and requests a testimonial.

IMPLEMENTATION OF ENGAGEMENT STRATEGIES FROM THE BD TEAM:

• New Client Onboarding: Coordinate touchpoints for new clients in collaboration with the Project Team.

• Reminders & Record Keeping: Maintain detailed records of client touchpoints and prepare necessary materials along with scheduling upcoming touchpoints systematically.

• Team Communication: Ensure the entire team is informed about approved client touchpoints, selected in collaboration with BD, Marketing, and the Project Team.

• Touchpoint Delivery: Coordinate with the Project Team to identify the most suitable person for delivering each touchpoint.

• Meetings for Client Relationship Evaluation: Conduct meetings as needed to discuss client relationships and strategize future steps.

This comprehensive approach to metrics and implementation ensures a proactive, responsive, and personalized client engagement process which is essential for maintaining high client satisfaction and fostering long-term relationships.

Welcome Letter & Welcome Kit

BD PLAYBOOK petticoat

Client Capture Plan

The Client Capture Plan is a dynamic framework meticulously designed to orchestrate the strategic acquisition and retention of valued clients. Crafted as a versatile tool, it seamlessly integrates data collection, analysis, and implementation, culminating in winning strategies tailored to capture specific clients or prospects, and foster enduring relationships. With a keen focus on understanding client nuances, pain points, and aspirations, this plan serves as a compass guiding us towards providing our clients with the solutions they need to achieve their strategic goals. Leveraging our CRM infrastructure, we document client insights, competitor landscapes, and our distinctive value propositions. Complementing our CRM, an Excel tool facilitates comprehensive data organization, ensuring seamless integration with our strategic processes. For Priority 1 Clients, this plan is the cornerstone of our engagement strategy, with monthly updates ensuring alignment and progress. Even for Priority 2 Clients, we diligently gather insights and set strategic actions quarterly. The Client Capture Plan embodies our dedication to excellence, forging pathways to sustained success in client acquisition and retention endeavors.

Client Capture Plan

BD PLAYBOOK petticoat schmitt

BD PLAYBOOK petticoat schmitt

CLIENT MEETING & DEBRIEF GUIDE

Client engagement at Petticoat Schmitt is a strategic journey starting with the first meeting where active listening informs our grasp of the client’s objectives and challenges. This initial interaction sets the stage to demonstrate how Petticoat Schmitt’s services align with the client’s ambitions, deferring detailed project conversations for later discussions. Trust-building is the focus, ensuring that each communication, from the outset to detailed project dialogues, reinforces our commitment, and showcases our preparedness. Every interaction with Petticoat Schmitt is a step toward strengthening client relationships and affirming our unwavering commitment to their triumphs.

Client Conversations

FIRST CLIENT MEETING

The goal of your first client meeting is to gain as much intel as possible and make a connection; so you should be listening 10 times more than you are speaking. The focus is on the client, NOT YOU! Start by getting to know them and strive to find out something personal (tip – find a mutual connection or check out their LinkedIn to find out a connection point). Next, concentrate on asking questions that help you understand things like how they select their providers and what qualities they look for; what their goals are; and what challenges they are facing. Come prepared with your questions to show you’ve done your due diligence. This meeting gives you a great opportunity to respond with examples of how Petticoat Schmitt can help the client, which helps ensure the focus is still on them. This meeting is not the time to ask about a specific project – at least, not yet. This is about building relationship trust. Be sure to end the meeting with gratitude and a plan for follow-up.

CLIENT MEETING & DEBRIEF GUIDE

Client Conversations, continued

2

PROJECT SPECIFIC CLIENT MEETING

Now that you have met with the client and have started building the relationship, identify a project or several projects you are interested in pursuing. Be transparent with the client that you want to meet to discuss a particular project or projects. If you can meet on the site together, even better. Like the first meeting, always begin on a personal note to warm the conversation. Next, bring up the project/projects and share how much you want to help the client succeed. Show that you have done your due diligence by bringing up any challenges you see in the project/projects (this takes doing a little homework). Next, ask probing questions that get the client to share concerns and challenges. And, most importantly, listen and provide solutions. As said before, always end a meeting with gratitude and a plan for a follow-up. Remind the client again how much you want to work on the project/projects you discussed. Continue to use these tactics in future meetings with your clients.

PROJECT MEETINGS

3 4

Project meetings are a great opportunity to be intentional about future business development. Make it a habit to always ask at least one question at the end of the meeting that allows you to deepen the relationship with the client and gain intel. Some examples include: “is there anything our team can do to better serve you? or “do you have a project coming up that would be a great fit for us?” or “are there any challenges you are currently facing we can help you with?” These kinds of questions help strengthen your partnership and let the client know that you are in it with them for the long-haul, beyond the current project you are working on.

ANNUAL CLIENT APPRECIATION MEETING

Each fall, schedule an annual client appreciation meeting with every client. This meeting not only helps deepen the relationship with your client, but it can also help you better forecast the potential for work in the future. In this meeting the goal is to:

01 Show your appreciation for their partnership.

02 Understand what you and your team can do better to serve them in the future.

03 Identify new challenges they will face in the coming year.

04 Understand what their strategic plan is for the coming year and how can you help them achieve their goals.

05 Identify potential referrals – who do they know they can refer you to?

CLIENT MEETING & DEBRIEF GUIDE

Sample Client Questions

01

What are some of the biggest challenges you face in your role – what keeps you up at night?

02 What are you most excited for the future of your organization?

03 What are some of your favorite projects you have had the opportunity to be a part of?

04 What are the most important qualities you look for in a design or construction firm?

05 How involved in the design process do you like to be?

06 How involved in the process do you like to be? Are you more involved during preconstruction and less so as the project progresses picking back up around commissioning?

07 What members of your organization do you involve in the design or construction process?

08 How do you engage stakeholders and partners during the process?

09 What is your preferred communication during a project – regular calls at what interval, reports, etc.?

10 How do you go about site selection – is this something we can help you with?

11 What strategic goals have you set for next year or the next 3-5 years and how can we help you achieve them?

12 What defines a great client experience for you?

13 What do you believe are some of the key design aspects you look for?

14 Are there any trends you are currently watching, exploring, or excited about?

15 What external factors are leading/forcing trends?

16 Do you have preferences when it comes to materials?

17 What philanthropic programs does your organization support?

18 Do you appreciate a firm that can provide multi-discipline services creating a more integrated experience?

19 Can you explain your selection process?

20 Would you be willing to engage in our charette process with us prior to selection to identify opportunities for a project?

21 What are your short- and long-term goals for development?

22 What delivery method do you prefer?

23 What organizations/associations/conferences do you attend or are involved in?

CLIENT MEETING & DEBRIEF GUIDE

Client Debriefs

Proposal debriefs provide an opportunity for you as a proposal responder to receive feedback on your price and qualifications-based proposal submission as well as ask questions about the process the client used.

The debrief is the final step in the pursuit process and should be conducted for both the wins and losses. The benefit of a debrief for a loss is understanding the client’s requirements better and figuring out how you can strengthen your offering for future proposals. The benefit of a debrief for a win is developing a better understanding your differentiators to use for the client who awarded you the project AND other clients in the future.

As soon as you are notified of a win or a loss, coordinate with your VP of BD to schedule a 15 -30 minute debrief with the client.

FOUR MISTAKES FIRMS MAKE WHEN CONDUCTING DEBRIEFS

01 Letting too much time pass. As time moves on, details on both sides tend to get fuzzy.

02 Not having the right person conduct the debrief. If the person isn’t curious enough, takes negative feedback personally, or is too technical or project-focused, the results won’t be useful.

03 Asking questions that are too general, or not asking enough open-ended or difficult, probing, follow-up questions.

04 Not acting on the feedback the client provides.

CLIENT MEETING & DEBRIEF GUIDE

Loss Pursuit

Before asking any of the questions below, do your best to find the information out on your own, if possible.

BASIC QUESTIONS

01 Who won?

02 How many bids/proposals were received?

03 What was our overall score?

04 If you lost, as our score closer to the top or bottom of all respondents?

05 If you lost, what was the winner’s score?

06 If you lost, did the winner have the lowest price?

07 If you lost, did the winner have a higher score on the technical evaluation factors?

08 What were the most important criteria during the selection process?

09 If you lost, what led to the winning firm’s selection? How did that firm differentiate itself from the competition? What other factors influenced the decision?

PROPOSAL

01 Was our proposal clear?

02 Did our proposal sufficiently answer questions and pressing issues?

03 Was the appearance of our proposal better, worse, or about the same as the competition?

04 Was our proposal easy to navigate and score?

05 Did our proposal contain any content that could have been better substantiated?

06 What differentiated us from the other proposals?

07 How can we improve our proposal?

IF PRICE WAS A MAJOR FACTOR AND YOU LOST

01 Did we score higher or lower than the winner on technical factors?

02 Did we scope the level of effort (number of people/hours) appropriately?

03 Was the skill level of our proposed staffing too high?

04 Did the winner offer staff/hours? By how much?

05 Did the winner offer lower rates for staff?

CLIENT MEETING & DEBRIEF GUIDE

Loss Pursuit, continued

IF YOU SCORED HIGHER ON TECHNICAL FACTORS BUT LOST

01 Did we lose because your higher score on technical drove up the cost?

02 If our price had been the same as the winner, would our proposal have represented the best value?

IF YOU SCORED LOWER ON TECHNICAL FACTORS

01 How did our staffing score?

02 How did our technical understanding and approach score?

03 How did our past performance score?

04 Did we have any compliance issues?

IF THE INCUMBENT WON

01 Did the incumbent score higher on the technical evaluation factors?

02 Did the incumbent score higher on experience?

03 Would a clearer statement that you would retain the incumbent staffing have improved our score?

IF SHORTLISTED

01 If our firm was shortlisted, why? What stood out? What concerns were there, if any?

02 How did our firm perform during the interview process (ask for specifics about each of the presenters and their content and style)? Was the presentation compelling? And, if not, how did it miss the mark? Did the presenters connect with the audience, and if not, why not?

FINAL QUESTION

01 What advice can you offer our firm in pursuing future opportunities with you?

FINAL NOTE

Thank you for taking the time to help us understand how we can do better next time. We plan to continue pursuing projects with you and look forward to working with you. Thank you again for your time.

CLIENT MEETING & DEBRIEF GUIDE

Won Pursuit

Before asking any of the questions below, do your best to find the information out on your own, if available.

BASIC QUESTIONS

01 What led to us winning? How did we differentiate ourselves from the competition? What other factors influenced the decision (if you ask nothing else, ask this question!)?

02 How many bids/ proposals were received?

03 What was our overall score?

04 How close was the 2nd place firm to our score?

05 Did we have the lowest price?

06 Did we have a higher score on the technical evaluation factors?

PROPOSAL

01 Was our proposal clear?

02 Did our proposal sufficiently answer questions and pressing issues?

03 Was the appearance of our proposal better, worse, or about the same as your competition?

04 Was our proposal easy to navigate and score?

05 Did our proposal contain any content that could have been better substantiated?

06 What differentiated us from the other proposals?

07 How could our proposal have been improved?

IF INTERVIEWED

01 How did our firm perform during the interview process (ask for specifics about each of the presenters and their content and style)? Was the presentation compelling? And, if not, how did it miss the mark? Did the presenters connect with the audience, and if not, why not?

FINAL QUESTION

01 What advice can you offer our firm in pursuing future opportunities with you?

FINAL NOTE

Thank you for taking the time to help us understand how we differentiated ourselves. We look forward to working on this project with you. Thank you again for your time. PAGE 52 petticoatschmitt.com

PREQUALIFY WITH CLIENT

DATA NEEDED

01 List of reference letters from previous/current clients.

02 Completed past projects.

03 Current projects underway – “Contracts on Hand.”

04 Surety bonding capacity letter.

05 Insurance certificates – Liability and Worker’s Compensation.

06 Resumes of executives and staff.

07 List of equipment fleet.

08 DART and EMR ratings.

09 Construction licenses from Florida, Georgia, etc.

10 Anything else specifically required by the qualification form?

FORMS NEEDED

01 Client qualification form.

02 Project experience form and/or specific project profile sheets.

STEPS

01 Estimator inquires about a construction project.

02 Client states he/she has a pre-qualification requirement.

03 Preconstruction Coordinator completes client form and/or provides information promptly as required (completely and without any rework).

04 Follow up with a client for receipt and completeness of submittal. Ask about their decisions.

05 Upon approval, ask for plans or publish date of plans, place bid information on the calendar, agenda, and bids results spreadsheet.

06 Receive plans and forward to estimators.

07 Create all required bid files.

08 Update bid calendar.

WHY

Clients are risk adverse and do not want to have a failure on a project. This process keeps fewer bidders competing against us.

PRIMARY

RESPONSIBLE PERSON

Preconstruction Coordinator

SUPERVISOR

Director of Preconstruction Services

DEADLINE

24 hours in advance of the client deadline.

PETTICOAT SCHMITT

PROJECT LISTS & EXPERIENCE LISTS

PREQUALIFY WITH CLIENT, CONT.

AVOID

01 Multiple submissions which are incomplete (frustrating to potential client).

02 Providing inadequate information to potential client.

03 Missing client deadlines.

04 Overstating our qualifications (client hears it, but does not see the proof).

05 Not communicating our truths about project specific experience.

06 Providing incorrect data - project experience sheets not updated.

07 Disclosing confidential financial information when not absolutely required.

BD PLAYBOOK petticoat schmitt

OPPORTUNITIES

Opportunities

As Petticoat Schmitt ventures into new territories and seeks to seize every potential avenue for growth, there’s a crucial aspect that shapes our trajectory: the pursuit of opportunities. Success hinges on the ability to identify and capitalize on promising prospects, having a well-defined process for finding bid opportunities is paramount. At Petticoat Schmitt, we understand that opportunities must be diligently sought out and strategically pursued. In this section of our manual, we provide a comprehensive guide to navigating the maze of bid opportunities, from the initial stages of prospecting to the meticulous documentation of opportunities in our CRM system. Central to this process is the Quality Bid Opportunity (QBO) decision matrix – a powerful tool that enables us to evaluate opportunities with precision and clarity, ensuring that our resources are allocated to pursuits with the highest likelihood of success. By adhering to this structured approach and leveraging the insights gleaned from our QBO decision matrix, Petticoat Schmitt is primed to not only identify lucrative opportunities but to also maximize our chances of securing them.

FINDING BID OPPORTUNITIES

DATA NEEDED

01 List of websites to search and passwords.

02 Acquisition of Bidding Opportunities Procedure.

STEPS

01 Review bid resources/online bid sources:

A. Inquire of subcontractors or vendors.

B. Design professionals.

C. Municipal/contractor websites.

02 Preconstruction Coordinator orders bid documents.

03 Receive documents and run Go/No-Go analysis/QBO.

AVOID

01 Not engaging regularly – no less than twice a week.

02 Not inquiring or pursuing opportunities presented by vendors/suppliers/engineers.

03 Improper evaluation on QBO.

WHY

To find projects to bid (potential work).

PRIMARY RESPONSIBLE PERSON Estimators

SUPERVISOR Director of Preconstruction Services

FREQUENCY Twice a week

ACQUISITION OF BIDDING OPPORTUNITIES PROCEDURE

QBO – QUALITY BID OPPORTUNITY

FORMS NEEDED

01 QBO form.

DATA NEEDED

01 Bid documents.

02 Data from plans, specifications, and experienced colleagues.

STEPS

01 Review the bid documents and plans.

02 Score or rank each item on the QBO form evaluating capacity, experience, and resource availability.

03 Notify the Client Team, Executive Team, Pre-Con, and Estimating of the decision.

04 Update stage in opportunity spreadsheet and if a yes, add win probability and expected start date.

05 Add to bid sheet.

06 The decision is made. If yes, proceed with the estimating, bidding, and pricing process.

07 Disclose the estimated contract value and score to the Preconstruction coordinator.

08 If not, notify the client (public jobs not needed) (optional).

AVOID

01 Not evaluating company capacity, resource availability, or management experience properly.

02 Untimeliness.

03 Faulty information.

04 Over or underscore on the QBO form.

05 Too much client loyalty and not enough critical thinking.

06 Using subjective scoring criteria.

07 Not reporting the score to the Preconstruction Coordinator.

WHY

Focus our time, cost, and value on the best opportunities - not wasting it on poor ones by defining and determining the best job out-of-bid opportunities through soring a job to indicate relative opportunity.

PRIMARY

RESPONSIBLE PERSON Estimators

SUPERVISOR Director of Preconstruction Services

FREQUENCY

Twice a week.

QBO Score Card Template

BD PLAYBOOK petticoat schmitt

Business Development Accountability

As Petticoat Schmitt embarks on the path of project pursuits, there’s a fundamental understanding that winning goes beyond submitting a bid – it’s about crafting a compelling narrative that resonates with our clients and distinguishes us from the competition. In the realm of project pursuits, success hinges on our ability to not only showcase our technical expertise but also articulate our unique value proposition in a way that speaks directly to the needs and aspirations of our clients. In this section of our manual, we unveil a suite of tools and strategies designed to elevate our pursuit game to new heights. From the Pursuit and Interview Strategy tool, which provides a structured approach to crafting winning strategies, to the Price Proposal Cover Letter, where we articulate why Petticoat Schmitt is the best choice even when not the lowest bid, every tool is meticulously designed to position us as the preferred partner for our clients. Additionally, our Client-Centric Qualifications Proposal Cover Letter serves as a testament to our commitment to putting the client at the center of everything we do, showcasing how our qualifications align with their unique needs and vision. By embracing these tools and strategies, Petticoat Schmitt is poised to not only secure projects but also cultivate enduring relationships built on trust, collaboration, and mutual success.

Pursuit & Interview Strategy

Qualifications Proposal Cover Letter Template

Price Proposal Cover Letter

BD PLAYBOOK petticoat schmitt

Association/Organization Involvement & Conferences

As Petticoat Schmitt sets its sights on becoming a trailblazer in the industry, there’s a profound recognition that strategic involvement in business development associations and conferences can significantly propel our trajectory towards leadership. In our industry, where networking and knowledge-sharing are invaluable assets, our commitment to active participation in industry associations and conferences is more crucial than ever.

In this section of our manual, we unveil our tools for a well-crafted strategy for BD association/organizational involvement and conferences that not only outlines the strategic rationale for our involvement, but also delineates a clear roadmap to maximize return on investment and objectives. Our strategy is anchored in the understanding that every association and conference presents a unique opportunity to showcase our expertise, foster meaningful connections, and stay abreast of industry trends.

From the strategic case for involvement, which underscores the tangible benefits of active participation in associations and conferences, to the conference strategy and checklist, which provides a structured approach to optimizing our presence at each event, every aspect of our strategy is geared towards elevating Petticoat Schmitt’s profile as an industry leader.

To ensure seamless execution and accountability, this manual also includes a Conference and Association Tracker that enable us to monitor our involvement, track costs, and identify champions within our organization who will spearhead these efforts.

By embracing a more strategic approach to involvement in associations and conferences, Petticoat Schmitt is poised to not only stand out as an industry leader but also to leverage these platforms as springboards for growth and innovation.

BD PLAYBOOK petticoat schmitt

PROJECT PURSUIT

BD Assoc Org Involvement Strategy Template

Association Tracker

Conference Strategy & Checklist

Conference Tracker

Conference Process

BD PLAYBOOK petticoat

CONFERENCE PROCESS

IDENTIFY

1

Conferences are identified during annual BD planning. For new conferences not identified at that time.

TASKS

• Identify preliminary budget.

• Discuss with the VP of BD.

• Gain approval.

• Forward to accounting for bugeting purposes.

EXECUTE 2 STRATEGIZE

Every conference must have a strategy developed with a budget that is updated annually by BD.

CONFERENCE GOALS

• Whom we want to meet/meet again: clients, prospects, partners, etc.

• Speaking opportunities.

• Conference engagement.

• Booth strategy (if necessary).

• Sponsorship strategy (if necessary).

• Special events.

• Marketing materials.

• Giveaways.

• Social media.

• BD activities.

• Budget.

The administrator handles registration, hotel, and travel. Materials, giveaways, speaking submissions, abstract development, presentation development, boothdetails, and more are developed with the VP of BD and the marketing support team so the attendees reamin focused on connecting with clients.

3

Now it is time to execute our strategy and achieve our goals.

LOGISTICS

The VP of BD or the marketing support team emails the conference lead a few weeks before the conference reminders:

• Goals and strategy.

• Event(s) reservations and details.

• Social media update and needs.

• Booth materials location and/or arrival date.

• Giveaways delivery update.

WHILE AT THE CONFERENCE

• Be present.

• Take notes.

• Check out the debrief list!

• What are our opportunities here in the future?

• Is this the right conference and do we have the right strategy?

Take photos and video clips of sessions, keynotes, and events and gather quotes or insights for social media purposes.

BD PLAYBOOK petticoat

4 FOLLOW-UP

Follow-up is the hardest part of post-conference strategy. Too often, we get back to work and get busy.

FOLLOW-UP TECHNIQUES

• Connect with contacts on LinkedIn.

• Take stamped notecards with you for strategic clients and prospects (“great to see you at...” or “I enjoyed your presentation...”), and mail immediately.

• Send an email requesting a meeting to follow up on what you discussed.

• Follow-up with a connection or some advice (even personal, i.e. your favorite tour company for their big trip) of connecting with clients.

INTERNAL FOLLOW-UP

• Scheudle a debrief.

• Send any photos, video, quotes, insights to the marketing support team.

• Ensure all conference costs are allocated correctly.

DEBRIEF

5

A debrief is a great opportunity to analyze the effectiveness of the conference and conference strategy.

DEBRIEF

• Did we meet our goals?

• Were the right people there?

• What were the big wins?

• Were our strategies sound?

• Did we miss any opportunities?

• What should we do differently next year?

• Should we deepen our involvement in the association and/or conference?

VP of BD or the marketing support team will document the debrief and ensure lessons learned are applied to the next conference.

Update your budget and strategy.

A conference wrap-up is delivered in the monthly leadership meeting.

BD PLAYBOOK petticoat schmitt

BUSINESS DEVELOPMENT & MARKETING

PRIMARY RESPONSIBLE PERSON VP OF BUSINESS DEVELOPMENT

SUPERVISOR

PRESIDENT

Description

A BD process that identifies strategic opportunities well in advance of the invitation to bid or qualify, that is aligned with company goals.

The Why

To ensure profitable success by constructing projects that match experience, capability and capacity.

Expected Outcome

To improve strategy for proactive project pursuits and selection.

Cardinal Sins

» Not actively pursuing action items.

» Not holding the BD meeting regularly.

» Not doing your homework on the client and/or client representative.

» Not using the doer-seller model with engagement of others.

» Untimely action when potential projects are identified.

» Not maintaining the opportunity review report (data base).

» Not being prepared for weekly meeting.

» Not meeting regularly or accomplishing action items .

» Not following the BD process.

Data Needed

» License copies, bonding letter, financials, reference letters, project experience lists, resumes, etc. – all stored in the company’s electronic filing system.

» Research of potential client from websites, periodicals, and speaking to others.

PRIMARY RESPONSIBLE PERSON MARKETING CONSULTANT

SUPERVISOR

PRESIDENT

Description

This marketing strategy is designed to align with and bolster both BD efforts and overall company objectives. By integrating marketing initiatives with the core goals of the business, this approach ensures that every marketing activity contributes directly to growth and success.

The Why

This strategy efficiently aligns marketing efforts with BD and company goals to drive growth and enhance competitive advantage.

Expected Outcome

The strategy aims to accelerate business growth and attract new talent by enhancing our market presence and brand appeal.

Marketing Process

• Create an annual Marketing Plan that integrates the use of all marketing tools to support business and strategic goals including:

• Digital content strategy: website, SEO, and social media.

• Collateral.

• Event marketing.

• Thought leadership.

• Market research.

• Email marketing.

• Targeted marketing campaigns.

• Brand development. Brand Guidelines

BD PLAYBOOK petticoat schmitt

WEEKLY ESTIMATOR’S MEETING

PRIMARY RESPONSIBLE PERSON ESTIMATORS

SUPERVISOR

DIRECTOR OF PRE-CONSTRUCTION SERVICES

Description

To review upcoming, pending and potential bid opportunities.

The Why

To efficiently plan bids, allow proper scheduling of personnel resources and review bid strategy.

Results Expected

» Good information sharing and appropriate decision making about projects to bid.

» A better planned week and improved Estimator utilization.

» A full discussion of strategy, each person’s past (applicable) experience, and potential PSCC synergies.

Cardinal Sins

» Not being prepared for meeting.

» Inaccuracies on the agenda (either estimator not keeping the Pre-Construction Coordinator up to date or errors by the Pre-Construction Coordinator on the form).

» Assignments not being fulfilled by responsible parties.

Forms Needed

» Up-to-date and accurate agenda from the Pre-Construction Coordinator (sample 06.24.19 Agenda-Estimating Meeting).

Data Needed

» Project information from Estimators.

» Company information from Accounting – backlog and billings.

» Updated bid results spreadsheet (agenda has auto-populated cells).

Deadline

Agenda published by meeting time.

Steps

1. Pre-Construction Coordinator creates the meeting agenda:

a. Include active, tentative and no bid projects.

b. Include bid date/time, page turn date, bid review date, delivery method, deliverer, bid budget, QBO number, bid number, tracking data on bid bond, owner/client name, and pre-bid information.

c. Include updated status of old bids.

2. Publish and distribute the agenda.

3. Hold the meeting:

a. Review bid status for the year – actual vs. goal.

b. Review successful bids.

c. Review current backlog.

d. Discuss and define the status of bids on the calendar.

e. Review recently advertised bid opportunities.

f. Review tentative or tracked bid opportunities.

g. Review rejected bid opportunities.

h. Review the status of recently bid projects.

i. Review any staff absences or planned out-of-office dates or side projects that may consume an estimator’s time.

4. Assignments are made for various items requiring action.

Agenda - Estimating Meeting

BD PLAYBOOK petticoat schmitt

REVIEW & STUDY BID PLANS/DOCUMENTS

PRIMARY RESPONSIBLE PERSON ESTIMATORS

SUPERVISOR

DIRECTOR OF PRE-CONSTRUCTION SERVICES

Description

To carefully review and take notes about the scope of work/identify municipal owner standards (which affect product and service choices).

The Why

To get the most accurate estimate possible in a timely fashion. If done well, this may limit embarrassing questions and rework in front of the client.

Results Expected

» Accurate bids with less ambiguity about details by the Estimator.

» Winning!

Cardinal Sins

» Short or hurried study.

» Not attending or being late to pre-bid.

» Not making some personal contact with the client or engineer during the process.

» Not performing a page turn once the project is ready to be studied.

» Not knowing the municipal owner and its specs and standards.

» Not clearly evaluating soil conditions or the water table.

» Not understanding measurement and payment.

» Not identifying strategic advantages or risk exposures appropriately.

» Not asking questions promptly and clearly.

» Not making a site visit with a knowledgeable person to review risks, opportunities, challenges, etc. adequately. Not making a thorough site visit.

» Not investigating/knowing your competition.

» Not knowing schedule expectations.

» Not knowing scope to be performed or details.

Forms Needed

» None

Data Needed

» In bid folder in the company’s electronic filing system.

» THE LIFE OF A BID AT PSCC - Rev Jan 2021

Deadline

» (Pre-Construction Coordinator) Set up bid folder one working day after receipt of plans.

» (Estimator) Full study of plans (page turn) before quantity take-offs.

» Site visit as early as possible, but at least four working days prior to the bid date.

Steps

1. Receive complete set of plans and bid documents:

a. Geotechnical report.

b. Bid form.

c. Job-specific specifications.

d. Plans and CAD files.

e. Contact information of client representative.

f. Addenda.

2. Pre-Construction Coordinator to set up bid folder with documents.

3. Perform a team page turn and preliminary bid scope review.

4. Reach out to client or engineer and introduce yourself as the lead for the bid/project. Develop a personal relationship.

5. Actively study and answer these questions:

a. What are the limits and core of the project scope?

b. What are the methods of measurement and payment for the project?

c. Who is the contact for the client during the bid process?

d. What is the basis of the award?

e. Who is the municipal owner? Whose specs prevail?

BD PLAYBOOK petticoat schmitt

f. What are the soil conditions?

g. Where is the water table?

h. What are our strategic advantages on this bid?

i. What are the project durations? Start/end date?

j. Are there liquidated damages?

k. What are their schedule restrictions?

l. Is there a bid bond required?

m. Is there a bid form provided or do we use our own?

n. Can we include clarifications/exclusions?

o. What are the special insurances?

p. What are the JSEB or DBE goal or requirement on this project?

q. Is there a deadline for asking bid-related questions?

r. Is there a pre-bid meeting?

s. Are there bidder qualifications required?

t. Is there a pre-qualification package required?

u. Is there a schedule required to be submitted at the time of bid?

v. Is a schedule of values required with the bid?

w. How do addendums affect our scope?

x. Do the vendors and subcontractors have the addendums?

y. What are the conditions and/or exclusions to this bid?

z. What are the risks – in priority order – in this bid?

aa. Is this a new client?

ab. Is this a new scope we have not performed before?

ac. Is this a new region or governmental authority we have not worked with before?

6. Site visit – performed with each bid by the Estimator. Any other interested parties can also perform a site visit. Ensure access to the site prior to attempting the site visit:

a. A studious site visit is critical to the project estimate.

b. Pictures are required and shall be downloaded to the file upon return from the site visit (within 24 hrs).

c. Do exploratory digging with post hole diggers to evaluate soil/water table. Check existing ditches for water table information.

d. Drive or walk the furthest extent possible. Note surface water concerns.

e. Evaluate traffic conditions, overhead obstructions, and adjacent travelways. Look for markings of underground utilities.

f. Look for local laydown yard, if needed.

g. Evaluate haul routes for trucks, debris removal, etc.

h. Investigate surroundings that could cause safety hazard.

i. Evaluate potential dewatering discharge points

j. Investigate access/egress points, identify pedestrian access past/through the site.

k. Compare site to plan view. Notate obstructions, critical field items or adjustments needed.

l. You can invite the client/engineer to the site visit, too, if desired to further the relationship.

THE LIFE OF A BID AT PSCC

BD PLAYBOOK petticoat schmitt

INVITATION TO BID – VENDORS & SUBCONTRACTORS

PRIMARY RESPONSIBLE PERSON ESTIMATORS

SUPERVISOR

DIRECTOR OF PRE-CONSTRUCTION SERVICES

Description

Inviting qualified vendors and subcontractors to submit pricing for specific items on projects we are bidding.

The Why

Specialized subcontractors are more expert in the technical aspects of some work. They can do it more efficiently. This early notice allows for a better probability of receiving best prices and more quotations.

Results Expected

» Adequate and abundantly sufficient coverage of all cost areas.

» Price checking of our self-performed productions

» Verification of our quantities and scope.

» Solicit and pursue a minimum of three proposals for each scope of work as often as possible.

Cardinal Sins

» Insufficient scope coverage.

» Not asking at least three vendors or subcontractors for a quote.

» Inadequate research to find all possible subs/ vendors.

» Soliciting subs/vendors according to appropriate geographic area.

» Subcontractors/vendors have not responded and we don’t adequately follow up well prior to the bid.

» Sending invitations to all possible vendors and subcontractors (wearing people out) on every bid even if the scope is not in the subcontractor’s wheelhouse.

» Incomplete/inaccurate list of vendors and subcontractors.

» Soliciting improper equipment manufacturer.

» Not updating Pipeline with addendums and special notices.

Forms Needed

» Pipeline Software (bid room).

Data Needed

» Project information from client or public bid source.

» Information from Estimator listing appropriate vendors and subcontractors.

» Online research for all possible vendors/subs.

» Appropriate sub/vendor contact information for Pipeline.

Deadline

» Minimum of one week prior to bid review.

Steps

1. Estimator determines which vendors and subcontractors should be solicited.

2. Maintain project in Pipeline software (Pre-Construction Coordinator and/or Estimator):

a. Select vendors and subcontractors at direction of Estimator and/or identify new or previously considered subs/vendors.

b. Track bid invitation acceptances and denials.

c. Provide quantities when required.

d. Notify vendors and subcontractors of addendums or changes.

3. Follow up with non-responsive vendors and subcontractors.

BD PLAYBOOK petticoat

QUANTITY TAKE-OFF

PRIMARY RESPONSIBLE PERSON ESTIMATORS

SUPERVISOR

DIRECTOR OF PRE-CONSTRUCTION SERVICES

Description

Determine quantities of all aspects of project scope.

The Why

To correctly estimate quantities of the work scope.

Results Expected

» Clear quantities with which to price.

» Set up job in Heavy Bid correctly.

» Detailed notes in Heavy Bid.

» Sufficient breakdown of scope to match area production analysis needs.

Cardinal Sins

» Math errors from not double checking and running basic tests of take-off math.

» Use of “or equal” products without authorization.

» Not reviewing and understanding the municipal owner’s standards.

» Using the vendor’s quantity count for pricing. We should take it off ourselves (use vendors only as a double check).

» Not incorporating addendum changes.

» Not ensuring proper scale.

» Carelessness, rushing to complete.

Forms Needed

» Agtek Take-Off Sheet.

» Take-Off Sheets in MS Excel.

» Production Sheets, if required (public work).

Data Needed

» Past historical data from similar projects.

» HOW TO DO A PROPER PIPE TAKEOFF

» AGTEK TAKEOFF.

Deadline

» Three business days before bid is due.

Steps

1. Quantities to take off include, but are not limited to:

a. Site clearing, earthwork, and roadway components.

b. Demolition.

c. Concrete.

d. Mechanical.

e. Utilities.

f. Process equipment.

g. Building construction.

h. MOT components.

i. HVAC, plumbing, electrical, and controls (for understanding of scope to compare with subcontractor bids).

j. Any other component to create a complete product.

How To Do a Proper Pipe Takeoff

AGTEK TAKEOFF

BD PLAYBOOK petticoat

BUILD ESTIMATE IN HEAVY BID

PRIMARY RESPONSIBLE PERSON ESTIMATORS

SUPERVISOR

DIRECTOR OF PRE-CONSTRUCTION SERVICES

Description

Create bid item categories and work activities in HCSS Heavy Bid software.

The Why

Use of excellent software helps us organize the bid well and accurately price items of work. Allows us to focus on major risk and opportunity areas of the project.

Results Expected

» A timely well organized and accurate bid, that if won, then allows for quick understanding and clear conveyance of project details to operations.

Cardinal Sins

» Not setting up the estimate to match the bid form.

» Not using “The Estimate Flashlight”.

» Not clarifying/closing gaps in project scope.

» Using child items in lieu of bid items except only where applicable.

» Improper crew composition:

i. Wrong labor.

ii. Wrong rates.

iii. Wrong equipment.

iv. Wrong/blank worker compensation codes.

» Wrong quantities.

» Unaware that the project’s bid form was updated by addendum.

» Incorrect bid items as compared to client bid form.

» Copying from previous bids without reviewing carefully, making adjustments, and not writing notes specific to this job.

» Inadequate or untimely self-review.

Forms Needed

» Project Bid Form from client, if applicable.

» All electronic files from client. Data Needed

» Quantity/material take-offs.

» Sub/vendor quotes.

» Master HB data, library HB data and/or previous similar project HB data.

» Inclusion of site conditions.

» Heavy Bid introduction class.

» Bid pricing.

Deadline

» Prior to bid review.

Heavy Bid Introduction Class

Bid Pricing

BD PLAYBOOK petticoat

15. Bid ready for review by Supervisor. BUILD

Steps

1. Set up estimate information in Heavy Bid New Estimate, including DBE participation, if any.

2. Set up “Bid Items” in conjunction with bid form. Ensure allowances and alternates are properly set up in Heavy Bid as “passthrough” and “package alternates.” Include all required subtotals.

3. Populate “Bid Items” with applicable activities from library.

4. Enter take-off quantities.

5. Modify standard activity data, crew makeup and production rates to fulfill specific requirements of job.

6. Review crew productions and ask experienced Superintendents their thoughts and approaches.

7. Diligent and effective notes/bid strategies recorded throughout.

8. Utilizing quantitative spreadsheets/assemblies in Heavy Bid as needed.

9. Establish quote folders in Heavy Bid.

10. Enter vendor and subcontractor quotes as they are received.

11. Update Heavy Bid with addendums, bid date changes.

12. Check for compliance with JSEB or DBE goals and requirements, if any.

13. Perform final self-review for mistakes, missing items, and overlap.

14. Run “Flashlight” review.

BD PLAYBOOK petticoat schmitt

FINAL REVIEW OF BID

PRIMARY RESPONSIBLE PERSON ESTIMATORS

SUPERVISOR

DIRECTOR OF PRE-CONSTRUCTION

Description

A formal meeting focused on evaluating estimate, reviewing production rates, staffing needs, and general conditions with line-by-line review of all costs. Helps supervisor gain comfort level with which to accurately assess total costs, risk, and opportunity of a project. A “sanity” check.

The Why

To place the most knowledgeable person(s) in a position to use his/her experience in pricing and costing project risk and opportunity.

Results Expected

» Projects priced appropriately with regard to actual cost, risk, and opportunity.

Cardinal Sins

» Rushing, careless review.

» Inadequate review of bid submittal package.

» Not being aware of project time requirements.

» Not disclosing all risks or opportunities.

» Not inviting the correct people to final review.

» Using final review to catch estimator errors.

» Incomplete bid or self-review by estimator.

» Mostly incomplete quote folder.

Forms Needed

» Preliminary Construction Schedule (if needed) or Project Duration.

» Plans and all bid documents.

» Take-Offs.

» Client Bid Form.

Data Needed

» Heavy Bid file.

» Detailed Estimator’s notes.

» Bid closeout instruction.

» Bid review agenda.

Deadline

» One day before bid.

Steps

1. Pre-Construction Coordinator to schedule bid review and invite appropriate parties.

2. Heavy Bid review line by line for project approach and production.

3. Project schedule review and analysis of practicality.

4. Adjustments made or task assignments made for follow up prior to bid.

5. Review Pipeline for coverage of work and product pricing.

6. Discuss final mark-up, market opportunity and pricing strategy.

7. Review of client bid submittal form.

8. Complete bid checklist.

Bid Closeout Instruction

Bid Review Agenda

BD PLAYBOOK petticoat schmitt

MANAGING BID SUBMISSION WITH CLIENT

PRIMARY RESPONSIBLE PERSON ESTIMATORS

SUPERVISOR

DIRECTOR OF PRE-CONSTRUCTION SERVICES

Description

Submitting a price to a client that meets their scope requirement and has appropriate cost and margin to be profitable for PSCC. This is the first step toward client acceptance of bid.

The Why

This is a step that allows us to win work, therefore to build work where profits can be realized.

Results Expected

» Smooth bid submission and, if won, easy transition to estimating hand off meeting.

» Analysis of other bidder’s bid pricing, sub/vendor selection, etc.

Cardinal Sins

» Typos or incorrect information.

» No bid review by a second person.

» Improper pricing.

» Unaware of number or type of bid copies to be submitted (paper, electronic, disc, drive, etc).

» Not re-reading our bid submission for accuracy.

» Not double checking bid submission requirements.

» Not knowing the date, time, and place of bid submission.

» Not leaving for bid delivery in a timely manner.

» Missing or not aware of addendums and/or other required bid forms.

» Not double checking subtotal of Heavy Bid.

» Not gathering and/or including bid documents and reviewing Heavy Bid format at least one day prior to bid.

» Not completing the bid checklist prior to obtaining final signatures.

Forms Needed

» Appropriate bid form.

» Correct bid bond form.

» Insurance certificate, copies of licenses, other required documents.

» JSEB or DBE forms.

Data Needed

» Bid invitation date, time, and place.

» Bid submission details.

» Signatures, seals, and notaries.

» Pricing information.

Deadline

» Bid forms ready for signature to the greatest extent possible one day before bid is due.

» Final bid copying (to the greatest extent possible) two hours prior to bid due time.

Steps

1. Receive approval of bid’s quality, scope, and amount including markup.

2. Balance/price bid items.

3. Pre-Construction Coordinator prepares bid form.

4. Bid checklist is completed by Estimator.

5. Double check bid form by Estimator.

6. Deliver bid per client’s required method.

7. Pre-Construction Coordinator/Estimator saves all quotes from vendors and subcontractors and files them in the Company’s electronic filing system.

8. Insert bid statistics on bid results spreadsheet.

9. Follow up with client (or wait to see results if public bid opening).

10. Broadcast bid results as applicable.

11. On public bids, if deemed reasonable, file for Freedom of Information of all submitted bids when notice of intent to award is issued or 30 calendar days after the bid, whichever comes first, or as per state statute.

ELEVATE20

» Project Team Selection

» Bid Package Hand-off Meeting

» Administrative Commencement of Project

» Setting Final Project Budget

» E20 Presentation Meeting

» Job Buyout – Subcontractors and Vendors

» Create and Submit Project Schedule of Values

» Create TAKT Schedule

» Takt Integrity Checklist

» Update and Maintain CPM Schedule

» Updating a Takt Plan

» Creating a 4-Week Look-ahead

» Create Job Laydown Plan

Owned By: EVP of Operations

» Create and Execute Project Inventory Control Plan

» Identify and Submit Change Orders

» Requesting Equipment From Shop

» Daily Equipment Inspection Sheet

» Internal Weekly Progress Meeting

» Quantity Reporting

» Budget Review Process

» Project Billings & Receivables

» SCRUM

» Planning for Project Close Out

» Partial and Final Lien Waivers

» Post Job Debriefing

» Customer Satisfaction Survey System (NPS)

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PROJECT

TEAM SELECTION

PRIMARY RESPONSIBLE PERSON

PROJECT DIRECTOR

SUPERVISOR

EVP OF OPERATIONS

Description

Formal selection of project personnel to build a recently won project.

The Why

Construction is largely dependent on people due to its production type. A person’s experience and willingness to work hard on the project just won is a critical success factor.

Expected Outcome

Better team chemistry and more alignment between project and named staff on the project.

Cardinal Sins

» Slow decision-making.

» Not taking all factors of how busy someone is into consideration (#of meetings, # of new clients, # of small projects or large projects etc.).

» Not considering personnel’s talents and strengths.

» Not considering physical location of personnel’s current projects.

Forms Needed

» None.

Data Needed

» Current personnel assignments.

» Current sales forecast.

Deadline

One day after project is noticed for award.

Steps

1. Review project start date, duration, and personnel needs.

2. Review all personnel’s location and current workload (consider multiple factors).

3. Review type of work.

4. Review owner/personnel history.

5. Make selection.

6. Team consists of Project Director, Project Manager, Project Engineer, Superintendent, Assistants, and Project Coordinator.

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BID PACKAGE HAND-OFF MEETING

PRIMARY RESPONSIBLE PERSON ESTIMATOR

SUPERVISOR

DIRECTOR OF PRE-CONSTRUCTION SERVICES

Description

After project win, formal transfer of information between estimator and build team.

The Why

This is the start of pre-construction planning if done well and early will help project staff plan and execute project better.

Results Expected

Estimator’s full project information distributed and understood well by field and office staff.

Cardinal Sins

» Untimely handoff meeting (i.e. more than five business days after notice of award).

» Opportunity to meet on Saturday due to everyone’s schedule and not to hold it because it is Saturday.

» Required attendees not in meeting.

» Lack of preparation by Estimator.

» Negative interpersonal atmosphere.

» Not completing action item(s).

» Not disclosing promises made to client, subcontractors, suppliers, etc.

Forms Needed

» Agenda for meeting created by Estimator.

Data Needed

» Plans and specs.

» Bid forms, addendums.

» HCSS file.

» Quotes and sub-bids.

» Material take-offs.

» Production sheets, if applicable.

» Project narrative (by Estimator).

Deadline

» Distribute meeting agenda one day before meeting.

» Five business days after notice of award seek EVP’s direction if contested bid (ours or theirs) or other mitigating factors of project award.

Steps

1. Create project summary (by Estimator).

2. Establish estimating hand-off meeting date and invite Project Team and Estimating Staff:

a. Must attend: Project Manager, Project Engineer, Project Superintendent, Estimator(s), Director of Pre-Construction, Project Director, EVP of Ops, and Survey.

b. Optional attendees: Project Cost Accountant, President, and CEO.

3. Hold bid package hand-off meeting:

a. Distribute bid package – at least one day before meeting – the following information to be printed on 8-1/2” x 11” and organized/ bound by estimator.

i. Project narrative.

ii. HCSS notes (hard copy).

iii. Awarded or proposed subcontractors and vendors.

iv. Basic description and scope of project.

v. Identify long lead items.

vi. Preliminary construction schedule or duration.

vii. Production worksheets, if applicable.

viii. Bid day understandings (promises made).

ix. Copy/scan of all quotes on bid day.

x. Hold a discussion on risks, opportunities, technical details, client profile, etc.

xi. Review in detail main production items in Heavy Bid.

xii. Assign individual responsibility for tasks.

xiii. Operations preliminarily review bid plans.

xiv. Determine survey requirements.

xv. Follow up on actions assigned.

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ADMINISTRATIVE COMMENCEMENT OF PROJECT

PRIMARY RESPONSIBLE PERSON

PROJECT MANAGER

SUPERVISOR

PROJECT DIRECTOR

Description

The administrative (not physical) start of the project. These items are critical to be implemented for the project to be built.

The Why

Without these tasks being executed, the government and other entities can stop work from being started. In other words, without doing these items, our risk in areas such as safety, cost, productivity, and quality increases.

Results Expected

Fast and complete start to a job where we are not forced to work around any item or task.

Cardinal Sins

» Not seeking proof (or inspecting job site) that a) permits are approved, or b) physical items delivered.

» Not double checking to make sure other parties have received the order, subcontract, application, etc.

» Not getting the senior person involved or seeking their advice for complicated situations or difficult personalities.

» Starting work prior to receipt of required permits.

Forms Needed

» PAD Schedule.

» Subcontract Form.

» Purchase Order Form.

Data Needed

Project Information:

» Plans.

» Specifications.

» Letter of Intent.

» Client Contract.

Deadline

Twenty business days after receipt of Contract or Letter of Intent (check for client contract requirements for faster time).

PAD

Schedule

Subcontract Form

Purchase Order Form

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ADMINISTRATIVE COMMENCEMENT OF PROJECT

Steps

1. Set up internal files and folders:

a. Order current CADD files and approved plans.

2. Project Team learns the job.

3. PM develops the budget.

4. Create PAD; purchase, approval, and procurement schedule:

a. Start weekly procurement meetings.

b. 90% bought and 90% approved in the first 90 days.

5. Create TAKT schedule.

6. Expand and utilize risk and opportunity register.

7. Schedule ELEVATE20 meeting.

8. Call for locates, and inspect that they are complete.

9. File Notice of Intent to appropriate authorities.

10. Identify quick start survey needs.

11. File for (or obtain copies of) permits required by contract and law:

a. Environmental.

b. Construction.

c. Others.

12. Follow up with each organization above to assure completeness– seek proof or visit job to see each is done.

13. Order from others (If needed):

a. Job trailer, site sign, etc.

b. Port-o-lets.

c. Dumpster.

d. Pre-Construction photos and videos.

e. Maintenance of traffic (MOT) e.g. electronic message boards, signs, barriers etc.

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SETTING FINAL PROJECT BUDGET

PRIMARY RESPONSIBLE PERSON

PROJECT MANAGER

SUPERVISOR

PROJECT DIRECTOR

Description

It sets the cost expectations for the project. It is the baseline for project’s ultimate cost outcome.

The Why

Without cost discipline (including the ability to project final cost) then profit will be less consistent and losses more consistent.

Expected Outcome

Clear cost descriptions and dollar allocations with which projects are built.

Cardinal Sins

» Not getting input and buy-in from Project Superintendent.

» Too detailed or too general cost codes.

» Budget does not reflect the way to build project (major work items not broken out by varying production or complexity).

» The wrong unit of measure.

» Not complying with standardized format of cost codes.

» Incorrect cost type.

» Not tying original bid amount into final budget amount.

» Budget does not take into consideration the proper GCs and GRs from the TAKT plan.

Forms Needed

» Project Start-Up Form.

» Standardized Cost Code List.

Data Needed

» Project estimate/Heavy Bid file.

» Plans and specifications.

Deadline

Two weeks before mobilization or at least two working days before ELEVATE20 meeting whichever is earlier.

Project Start Up Form

Cost Code “Cheat Sheet”

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SETTING FINAL PROJECT BUDGET

Steps

1. Conform estimate to Heavy Bid budget:

a. Conduct a budget pre-plan meeting with Project Superintendent or incorporate them in the process.

b. Establish cost codes and descriptions (cost code book).

c. Use correct cost type i.e. labor, material, equipment, subcontract, or other.

d. Create cost code “cheat sheet”/cross reference sheet.

2. Budget approved by Project Executive.

3. Complete a project start up form and send to Project Coordinator with text file from Heavy Bid. Project Coordinator sets up budget in Spectrum.

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E20 PRESENTATION MEETING

PRIMARY RESPONSIBLE PERSON

PROJECT MANAGER

SUPERVISOR

PROJECT DIRECTOR

Description

Full information shared with Company leadership and build team, and a directed discussion about the project e.g. people, schedule, cost, risk and opportunity, logistics, technical details, and quality.

The Why

Early “perfect information” is necessary for a fast start and complete finish within budget and schedule. Planning has a high payoff. Use the genius of the whole TEAM.

Expected Outcome

Full understanding of goals and requirements of the project. Some improvement of the plan by engaging leadership.

Cardinal Sins

» Not having the plan ready on time.

» Not having these minimum deliverables for the field plan:

a. TAKT plan.

b. TAKT zone maps.

c. Logistics map.

d. Grading plan.

» Not holding the meeting in a timely manner.

» Not following the agenda i.e. letting meeting go longer than planned.

» Not visiting the project site prior to the meeting.

» Not holding the meeting on a Saturday, if timely meeting cannot be scheduled during the week.

» Required attendees not in meeting.

» Using all digital in a meeting where some people want paper to read.

» Not leveraging technology, visuals, graphics, etc. in E20 meeting.

» Lack of preparation by Project Director, Project

Manager, or Superintendent.

» Only identifying problems, not identifying solutions.

» Not completing action items.

Forms Needed

» Project E20 Pre-Planning Template.

» Meeting Agenda (created by Project Manager)

Data Needed

» Plans and specifications.

» Addendums and alternates.

» Subcontracts and purchase orders.

» Budget.

» Schedule.

» Notes (HCSS and Project Manager).

» Subcontractor and Vendor list with contact information.

Deadline

No less than five days before mobilization.

E20 Presentation Template

E20 Handout

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E20 PRESENTATION MEETING (STEPS)

Steps

1. Project Manager uses the ELEVATE20 preplanning template to create and present the E20 pre-planning meeting.

2. Project Manager facilitates creating Superintendent Book (digital or printed) and distributes.

3. Project Team, PD, and Safety Engineer visit the site before meeting (not Project Coordinator).

4. Coordinate meeting attendee’s schedules and set meeting time.

5. Attendees shall include: Project Team, President, Survey Manager, Safety Engineer, Director of PreConstruction Services, Executive VP, Project Director, Estimator, and VP of Safety & Quality. Optional attendees include CFO, Project Cost Accountant, and CEO.

6. Project Manager to review project-specific areas:

a. Safety concerns and issues.

b. Project summary including key contract provisions.

c. HCSS notes (hard copy).

d. PAD; purchase, approval and procurement schedule.

e. TAKT schedule:

i. Overall duration.

ii. Rain days.

iii. Buffer days.

iv. Production targets.

v. Pre-install activities.

vi. Long-lead procurement.

f. Risk and opportunity register:

i. Project Team should know the risks on the project, how much they may cost, and how it will affect TGP.

ii. Project Team should know the opportunities, how much they may bill, and how it will affect the TGP.

g. Summary of notes and worksheets including bid day understandings:

i. Hold a discussion on risks, opportunities, technical details, client profile, etc.

ii. Create first 4-week planner for start of job.

iii. “Not List” – Discuss things not to do on the project.

iv. Review lessons learned from similar projects or situations in the past.

v. Assign individual responsibility for tasks on the work commencement form.

7. Follow up on task assignments by Project Manager.

Risk & Opportunity Register

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JOB BUYOUT – SUBCONTRACTORS & VENDORS

PRIMARY RESPONSIBLE PERSON

PROJECT MANAGER

SUPERVISOR

PROJECT DIRECTOR

Description

Purchasing of material and selection of subcontractors for a project.

The WHY

Establish a successful financial plan for the project early in the progress of the job. The selection of material and subcontractors who can perform to our standards are critical to the successful progress of the job.

Expected Outcome

Selection of the most economical and qualified vendors and subcontractors.

Cardinal Sins

» Ignoring history with vendor or subcontractor.

» Not reviewing for gaps in subcontractor or vendor scope(s).

» Not defining vendor/subcontractor scope and special conditions (i.e. cut and paste language from previous jobs).

» Referencing or attaching subcontractors or vendors proposal or terms and conditions to our documents.

» Executing a subcontractors or vendors proposal or terms and conditions.

» Not bonding risky subcontractors or large subcontracts (see guidelines for buyout).

» Taking too long for buyout (i.e. waiting for one last quote).

» Not soliciting enough vendors or subcontractors.

» Not attempting to negotiate payment terms and discounts.

» Inadequate review of subcontractor or vendor conditions and exclusions in their proposal.

» Issuing a purchase order when a subcontract is required.

» Not reviewing project with an eye for special conditions.

» Allowing a subcontractor to work onsite without an executed subcontract or COI on file.

» Not verifying all terms and conditions:

a. Not knowing and managing retention amounts i.e. 0, 5% or 10%.

b. Not using unit price or lump sum contract types correctly (the type of subcontract must match our contract with the owner).

c. Not knowing joint check arrangements.

Forms Needed

» Purchase Approval Form.

» Vendor/Subcontractor Comparison Spreadsheet.

» Purchase Order

» Subcontract with General Conditions.

» Special Conditions, if applicable.

» Schedule of Values.

» Procurement Best Practices.

Data Needed

» Vendor quotes.

» Subcontractor bids.

» Project budget.

Deadline

» Buyout before ELEVATE20 meeting for critical path subcontractors and vendors.

» 90% complete in 90 days from issuance of contract from owner.

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JOB BUYOUT – SUBCONTRACTORS & VENDORS

Steps

1. Use the ELEVATE20 PAD schedule to establish and track dates and deliverables.

2. Verify information from Estimating. Re-takeoff select items including but not limited to pipe, fittings, valves, structures.

3. Solicit additional quotations as needed from vendor(s) and subcontractor(s) for sufficient scope coverage (try for a minimum of 3 quotes and more if possible).

4. Compare value and scope versus price of each quote. (steps continued on next page).

5. Make a vendor selection considering past experience.

6. With cash flow in mind, negotiate best possible payment terms and discounts.

7. Refine scope and special conditions, draft schedule of values and fill out purchase approval form, if needed. Approval by project executive based on guidelines. Typical sub-vendor scopes of work by trade:

a. Purchase approval form is required if items are over budget, exceed $25,000 or are capital purchases over $1,000.

8. Project Coordinator drafts purchase orders and subcontracts with documents provided, including but not limited to scope and schedule of values as part of the document(s):

a. Review SC/PO Request Form during this process to make sure all details are covered.

9. PC forwards documents to Project Manager.

10. PM reviews, refines and/or approves.

11. PC sends to vendor(s) and/or subcontractor(s).

12. PC awaits return of signed Purchase Order(s) and Subcontract(s), prompts if needed.

13. PC reviews for W-9 and Certificates of Insurance. All COI with less than required PSCC limits require PX approval.

14. PC reviews and prompts bonding of large subcontractors (currently a $100,000 or more subcontract). The PX must approve all exceptions to this rule.

15. When document is signed and returned to PSCC, PC with PM, review each Purchase Order(s) and subcontract(s) for mark-ups or corrections including careful review of special conditions.

16. PC forwards to PM for signature or renegotiation.

17. PM signs and forwards to PC for filing and processing. PC enters into Spectrum (accounting software):

a. PM is not authorized to sign subcontracts/ POs without PD approval if changes have been made.

18. PC verifies retention amounts.

19. E-Mail signed copy to vendor or subcontractor. Save fully executed copy in the Company’s electronic filing system.

Purchase

Approval Form

Purchase Order

Vendor/Subcontractor Comparison Spreadsheet

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JOB BUYOUT – SUBCONTRACTORS & VENDORS

Subcontract with General Conditions

Special Conditions, if applicable

Schedule of Values

Procurement Best Practices

Typical Sub-Vendor Scopes of Work by Trade

SC/PO Request Form

Scope of Work

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CREATE & SUBMIT PROJECT SCHEDULE OF VALUES

PRIMARY RESPONSIBLE PERSON

PROJECT MANAGER

SUPERVISOR

PROJECT DIRECTOR

Description

Breaking contract value into billing units based on physical progress.

The Why

Cash flow is one of two of large determinants of Return on Investment – a critical financial measure. If done correctly, can preserve or maximize profit.

Expected Outcome

» Timley billings.

» Ease process of billing and not under-bill on project.

» Balance billing and cost (load) to maximize profits as early as possible.

» Goal is to collect profit in the first 90 days of the project.

Cardinal Sins

» Math errors due to lack of using double checks and basic formula errors.

» Poor alignment of revenue versus cost structure (cash flow).

» Waiting until first pay request to submit schedule of values.

» Not billing timely and/or progress billings are not consistent.

» Not enough detail to quantify the work performed.

Forms Needed

» Client form from specs/or create form as needed.

» SOV example.

» Refer to project specifications.

Data Needed

» Client contract.

» Bid documents.

Deadline

No later than 10 business days after the Letter of Intent, Contract Receipt, or Notice to Proceed (contract specifications may require an earlier submittal – double check).

SOV Example

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CREATE & SUBMIT PROJECT SCHEDULE OF VALUES

Steps

1. Research contract and bid documents for client furnished form.

2. Fill in or create form: break down into major categories of work:

a. Type of work:

i. General conditions.

ii. Clearing.

iii. Earthwork (major excavation, site balance, finish dress/fine grade).

iv. Underground (storm drainage, gravity sewer, water distribution, forcemain, reuse distribution, lift station, as may be applicable).

v. Roadway construction (subgrade, base, paving, concrete, striping, signage).

vi. Elevated structures.

vii. Subdivide type by measurable activities.

viii. Linear measure by size.

ix. Square or cubic measure by type or size.

x. Each or lump sum measure.

3. Establish a unit price and extended price for each measurable activity:

a. Double check and compare bid documents and expected costs.

b. Review billing and costing spreadsheet with PD.

4. Submit to client for approval.

5. Once approved, convert it electronically into a billing document (MS Excel document) that is in compliance with the contract.

6. Bill client timely and regularly. Expectation: blling is approved, accepted and entered into Spectrum by the 5th of the following month.

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CREATE TAKT SCHEDULE

PRIMARY RESPONSIBLE PERSON

PROJECT MANAGER

SUPERVISOR

PROJECT DIRECTOR

Description

The Critical Path Method may be a contract requirement for the project. If this is the case, the estimating team will create a high level milestone schedule only. If this is a contract requirement, it will be shown to the owner, but the project will be built from the TAKT Plan. The TAKT Plan determines the course of the project and organizes it into a production system. Incorporates a very valuable step: planning.

The Why

» Makes one learn the project.

» Coordinates all resources.

» Shows future problems.

» Identifies critical flow.

Expected Outcome

» Better coordination of resources.

» Creates road map for Project Team.

Cardinal Sins

» Not getting buy-in from Project Team (include subcontractors and suppliers).

» Not updating or maintaining the project schedule (at a minimum) monthly.

» Not understanding logic ties:

a. Complexity of ties without justification.

» Not having sufficient time and activity increments in schedule format for changes and delays.

» Not producing initial schedule timely.

» Too long of activity duration (he duration of an activity should not be longer than one update cycle and preferably no more than 10 work days).

» Not tying all activities to each other (i.e. predecessor and successor for all activities – it will show the ripple effect of delay).

» Cut and paste.

» Not understanding substantial completion versus final completion (for example: first striping coat of paint versus final striping coat).

» For TAKT planning, not following the TAKT Integrity Checklist.

Forms Needed

» Excel, P6.

Data Needed

» Complete project information.

» Estimated bid productions.

» Input from Superintendent, major subcontractors, and Project Staff.

» Client contract.

» Schedule of Values.

» Completed Storyboard Map.

Deadline

Before mobilization, check client contract for an earlier deadline.

Steps for High Level CPM

1. Gather and review all project information:

a. Regulatory paperwork.

b. Review client contract with focus on schedule requirements (who owns the float? schedule alteration requirements, etc.).

c. Submittals and shop drawings.

d. Long lead items.

e. Areas and phases of work.

f. Crew productions.

g. Team “storyboards” of the project (visual plan done with leadership together – overview of project sequence).

h. General conditions.

i. Milestones/critical project dates to consider and include.

j. Permitting information.

k. Permanent power/temporary power requirements.

l. Startup requirements and durations.

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2. Project schedule creation:

a. Input:

i. Activities (by areas and phases).

ii. Durations.

iii. Sequences (logic ties).

3. Calculate the schedule.

4. Understand critical path.

5. Refine schedule as needed.

6. Determine milestones:

a. Determine time-critical submittals (materials).

b. Determine time-critical subcontracts.

c. Determine owner critical tasks (owner purchased material, notifications, etc.).

7. Review with Superintendent, other Project Staff, and major subcontractors.

8. Draft schedule narrative.

9. Get schedule approved by Project Director.

10. Publish/send to owner for approval (check contract requirements).

11. Follow-up.

Steps for Detailed TAKT

a. Identify your start and end date.

b. Research your drawings.

c. Identify the general flow of the project based on known constraints.

d. Identify preliminary TAKT zones.

e. Identify preliminary TAKT time.

f. Pull plan a typical sequence to start.

g. Create the TAKT sequence.

h. Create the TAKT phase.

i. Identify logistics flow.

j. Optimize the throughput with Little’s Law.

k. Network phases together.

l. Develop work steps.

m. Trigger planning buffers in the system.

n. Add buffers.

o. Create standard work.

p. Identify bottlenecks.

q. Verify with trade partners.

r. Create logistics plan/drawings.

s. Create TAKT zone maps.

t. Perform a risk analysis.

u. Create a basis of schedule.

v. Align procurement.

w. Review in a fresh eyes meeting.

x. Create roadblock tracking maps.

y. Track historical production.

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TAKT INTEGRITY CHECKLIST

Does My TAKT Plan?

1. Meet the following requirements?

a. Visual schedule showing time and space.

b. Shows work, trade, and logistical flow (when, what, where).

c. Scheduled on a rhythm.

d. Have the appropriate buffers.

e. Stabalizes the pace of work with one-processflow & limiting work in process.

f. Reasonable overall project duration.

2. Comply with my TAKT Schedule Health Metrics?

a. The value parametric.

b. The efficiency parametric.

c. The stability parametric.

d. It has trade buy-in.

e. It includes buffers according to the risk analysis .

f. It has the proper percentages of flow.

g. >80% for trade flow.

h. >60% for workflow.

i. It has all ancillary, infrastructure, and support activities included in it.

j. It shows interdependence ties between phases.

k. It shows critical milestones and where they land in the schedule.

l. It blocks out Thanksgiving and Christmas as a buffer week.

m. It shows come-back areas.

n. It shows the impact of weather on the TAKT Plan.

o. It was reviewed in a fresh eyes meeting with a group of peers that will make, when combined, over 100 years of experience in the review of your plan before submitting a GMP.

3. Have a solid?

a. Rhythm.

b. Continuity.

c. Consistency.

d. Overall duration.

4. Obey?

a. Little’s Law.

b. The Law of Bottlenecks.

c. The Law of the Effect of Variation.

d. Kingman’s Formula.

e. Brooks’s Law.

5. Enable you to?

a. Show it on one page?

b. See all three types of flow?

c. Bring materials JIT?

d. Prefabricate on a rhythm?

e. Have trades control geographical areas?

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UPDATE AND MAINTAIN CPM SCHEDULE

PRIMARY RESPONSIBLE PERSON:

PROJECT MANAGER

SUPERVISOR:

PROJECT DIRECTOR

Description:

Keeping the status of the current project process up-todate on a CPM schedule.

The Why:

The CPM schedule is a coordination and communication tool of a construction project which involves a constantly changing work process.

Expected Outcome

» More exacting status of the project where problems and opportunities are clearly shown.

» A clear diary of project history, impacts to duration and logic changes

Cardinal Sins:

» Not saving file to server regularly

» Not updating and publishing at least monthly

» Not using accurate information

» Not telling owner verbally of delay caused by him or her before sending them the CPM

» Changing negative float in resulting schedule rather than finding out why

» Not sharing updated CPM schedule with Field Staff

Forms Needed:

» None (this page)

Data Needed:

» Baseline CPM

» Project Information

a. Activity

i. Progress

ii. Suspensions

iii. Delays

» Changes in project scope

Deadline

» Before the end of each month, or as required by the Client.

Steps

1. Update each activity (Save file to server often)

a. Percentage complete or duration in days remaining

b. If suspended, restart (or if needing to be suspended, then do so)

c. Add change orders – their description, duration etc.

d. Add delays – if attributable to another project party.

e. Add notes to each task if needed

f. Input data date (current date)

g. Calculate the new schedule

h. Update schedule narrative of all changes/ updates

i. Check, review and analyze

j. Seek comments from Project Director, Superintendent, Project Engineer, and other team members.

k. Refine and then, send to appropriate distribution list.

l. Compare to the baseline regularly, IDS and review as needed

m. If schedule adjustments are made and activities are added, a new updated baseline should be generated.

n. If cost loading a CPM schedule, review project costs and update regularly to ensure accurate forecasting for billings and/or earned revenue.

Note: When updating and saving the CPM schedule, a new XER file and PDF file should be saved to the M Drive for each iteration. .

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UPDATE AND MAINTAIN CPM SCHEDULE

PRIMARY RESPONSIBLE PERSON:

PROJECT MANAGER

SUPERVISOR:

PROJECT DIRECTOR

Description:

Keeping the status of the current project process up-todate on a CPM schedule.

The Why:

The CPM schedule is a coordination and communication tool of a construction project which involves a constantly changing work process.

Expected Outcome

» More exacting status of the project where problems and opportunities are clearly shown.

» A clear diary of project history, impacts to duration and logic changes

Cardinal Sins:

» Not saving file to server regularly

» Not updating and publishing at least monthly

» Not using accurate information

» Not telling owner verbally of delay caused by him or her before sending them the CPM

» Changing negative float in resulting schedule rather than finding out why

» Not sharing updated CPM schedule with Field Staff

Forms Needed:

» None (this page)

Data Needed:

» Baseline CPM

» Project Information

a. Activity

i. Progress

ii. Suspensions

iii. Delays

» Changes in project scope

Deadline

» Before the end of each month, or as required by the Client.

Steps

1. Update each activity (Save file to server often)

a. Percentage complete or duration in days remaining

b. If suspended, restart (or if needing to be suspended, then do so)

c. Add change orders – their description, duration etc.

d. Add delays – if attributable to another project party.

e. Add notes to each task if needed

f. Input data date (current date)

g. Calculate the new schedule

h. Update schedule narrative of all changes/ updates

i. Check, review and analyze

j. Seek comments from Project Director, Superintendent, Project Engineer, and other team members.

k. Refine and then, send to appropriate distribution list.

l. Compare to the baseline regularly, IDS and review as needed

m. If schedule adjustments are made and activities are added, a new updated baseline should be generated.

n. If cost loading a CPM schedule, review project costs and update regularly to ensure accurate forecasting for billings and/or earned revenue.

Note: When updating and saving the CPM schedule, a new XER file and PDF file should be saved to the M Drive for each iteration..

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UPDATING A TAKT PLAN

PRIMARY RESPONSIBLE PERSON:

PROJECT MANAGER

SUPERVISOR:

PROJECT DIRECTOR

PERSONS INVOLVED:

PROJECT SUPERINTENDENT, PROJECT MANAGER AND THE SCHEDULER, IF APPLICABLE.

Description:

Updating Takt Plans to reflect current status of the project.

The Why:

The purpose of the schedule update meeting is to enact long-term strategic planning for the Project Team to check, manage, and update the Takt plan, refine Takt sequences from pull plans, and ensure that they have the procurement tracking to the correct dates.

Expected Outcome

» Ability to publish the current version of the project Takt plan.

» Team is able to plan and prepare future work, and communicate it to the trades in the schedule update.

» Reminders for weekly schedule updates are listed below.

Cardinal Sins:

» Not considering these steps before you send out the update:

1. Pre-distribution tasks:

a. Update status of JHA preparation.

b. Update past week’s activities.

c. Review the next six weeks in the schedule from pull plans.

d. Add in owner activities.

e. Add in pre-construction meetings.

f. Review material delivery dates.

g. Format any Time Impact Analyses.

h. Analyze make-ready for next 6 weeks.

i. Plan for 90-day, 120-day, and long-term phase verification.

j. Review and/or enter in planning buffers.

k. Grade contractors for schedule update.

2. Suggested items to distribute:

a. Current Takt plan

b. Current Takt zone maps

c. Current Logistics drawings

d. Provide project updates

e. Contractor grading summary

f. Provide monthly narrative if applicable

g. Insert any new planning from either changes or new design packages or phases

Forms Needed:

» Takt Plan

Data Needed:

» Heavy Job Diaries

» Job Analysis

Deadline

» Weekly

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UPDATING A TAKT PLAN

Steps

1. Identify and discuss any delays and impacts.

2. Update the status of last week’s activities.

3. Update Procurement Alignment. Updating any procurement system is critical. Procurement must be a scientific and artful approach. If we can get the materials on the project site, we can build it. The Project Manager and Superintendent need to be on the same page with all material deliveries and all procurement. This means there might be a need to do the following: flip through the drawings, look at the model, call certain contractors, value-stream map the supply chain, do a field walk in addition to anything else that would allow you and the Project Manager to identify that procurement is coming at the right time.

4. Analyze Bottlenecks.

5. Check Milestone Alignment with current progress.

6. Review the next three to twelve weeks. This review must ensure that everything is being made ready for information, equipment, workers, materials, and safety preparation. This was done directly from the TAKT plan.

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CREATING A 4-WEEK LOOK-AHEAD

PRIMARY RESPONSIBLE PERSON SUPERINTENDENT

SUPERVISOR PROJECT MANAGER

Description

It is, primarily, a detailed planning document (and a schedule) for the short term.

The Why

It enhances execution of project work i.e. it improves safety, productivity, quality, and communication. Planning has a 3:1 payoff.

Expected Outcome

» Better resource utilization and productivity thus, meeting budget and schedule requirements.

» Consistent assurance that the short term schedule aligns with the TAKT Plan.

Cardinal Sins

» Failing to plan is planning to fail.

» Not involving others such as Foreman, subcontractors, Shop, Safety, and Project Engineers.

» Not including equipment places and times (staging).

» Not updating from previous 4-week planner.

» Not insisting on complete information from others i.e. client, Project Engineer.

» Simply scheduling by budget or CPM schedule.

» Not breaking down work activities into small or short duration to properly manage progress.

» Using as a schedule only and not a planner that prompts deeper, more complete thinking.

» Not enough explanation in comments section when necessary (missed milestones, etc.).

Forms Needed

» Four-Week Look-Ahead Form.

Data Needed

» Future material delivery dates.

» Issues Log.

» TAKT Plan.

» Budget.

» Walk job - observations.

» Foreman’s opinion.

» Shop drawings.

Deadline

By noon, Monday to President – looking ahead four weeks.

Steps

1. Review the job progress i.e. weekly meeting notes, walk the site, discuss progress with project manager, etc.

2. List and discuss issues and immediate action items.

3. Create four-week planning document utilizing input from Project Team i.e. Project Manager, Foreman, subcontractors, vendors, etc. and ensure the activities align with the TAKT Plan. Ideally, this will be a filter from the TAKT Plan itself.

4. Project Manager forward to distribution list i.e. President, EVP of Operations, Project Directors, Safety, Foreman, Subs, Surveyor, Shop, etc.

5. Execute plan.

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CREATE JOB LAYDOWN PLAN

PRIMARY RESPONSIBLE PERSON SUPERINTENDENT

SUPERVISOR

PROJECT MANAGER

Description

Setting the project site up physically and logistically well.

The Why

To increase efficiency in terms of time and place of material, processing equipment, offices, etc.

Results Expected

Efficiency – no double handling of material or unnecessary moving of equipment.

Cardinal Sins

» Not using construction site drawing for creating the laydown plan (using a blank piece of paper).

» Not including others – including executives and subcontractors (especially overhead and underground).

» Stacking material to dangerous heights (instead of staging deliveries).

» Blocking access to materials – no access lanes or aisles.

» Blocking active traffic’s line of site.

» Not having proper or adequate security of laydown areas.

» Inventory access in reverse - last material to be used is most accessible and first material used is less accessible (in the back of the stack).

» Not using large signs to designate material in laydown yard.

Forms Needed

» None (this page).

Data Needed

» Plans and specifications.

» TAKT Schedule.

» Size, lengths, and weights of materials.

» Equipment size, footprint, reach, mobility, etc.

» Manufacturer’s storage requirements.

» Purchase Orders.

» List of all vendors.

» Deadline

Ten working days after E20 presentation meeting.

Steps

1. Review plans and specifications especially Site Plan and Utility (underground and overhead) Plan.

2. Review TAKT Plan.

3. Discuss with Project Manager.

4. Review material and (processing) equipment delivery schedule.

5. Review special- and long-term storage requirements of the manufacturer.

6. Discuss with subcontractor his/her needs.

7. Mark up site plan with locations:

a. Place:

i. Largest (production) equipment (e.g. crane or excavator) first, then, ii. first used equipment, iii. most used,

iv. other later staged equipment and then, v. last equipment to be used.

vi. Review sequence staging of equipment from:

vii. first work area to viii. area of most work to ix. area of least work to x. area of last work.

b. Place:

i. The largest amount of material delivered and then,

ii. first material delivered then iii. next largest amount of material in size order, then

iv. last material used.

8. Share and discuss marked-up laydown plan and then make up a new laydown plan.

9. Publish laydown plan on field trailer wall/huddle board.

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CREATE & EXECUTE PROJECT INVENTORY CONTROL PLAN

PRIMARY RESPONSIBLE PERSON

SUPERINTENDENT

SUPERVISOR

PROJECT MANAGER

Description

Keeping track of material deliveries, installations, and returns, as needed.

The Why

Material is approximately 30% or more of the project cost. Eliminating over ordering and damage to onsite inventory, as well as properly pacing project material delivery can save or even make money. The material is the first consideration to scheduling labor. We spend unnecessary money when material assemblies are not complete or are not handled or tracked properly once on the project.

Results Expected

» Less material damage and more cost saved.

» Correct and sufficient material on hand when needed – no crisis orders or scrambling.

» Material delivered with minimal impact on cash flow and in conjunction with billing to the greatest extent possible.

Cardinal Sins

» Stack material high to dangerously high levels.

» Not inspecting carefully material upon delivery and if necessary, not returning it on same truck.

» Ordering materials too early or too late.

» Not coordinating delivery – not checking and rechecking status of delivery.

» Not returning material when it is delivered too early (than promised) and site is not ready to receive it (being too nice and not disciplined).

» Consumables – not tracking and restocking regularly.

» Not updating material control and tracking log.

» Ordering materials without verifying purchase quantity status versus amount previously ordered.

» Improper handling or storage.

» Improper handling of delivery tickets.

Forms Needed

» Project Specific Material Tracking Log.

Data Needed

» Inventory list (i. to be received, ii. currently on site – where?).

» Manufacturer’s storage data.

» Production drawings (shows where material is to be installed).

Deadline

» Plan created 20 working days from estimate handoff meeting.

» Weekly update of inventory, reviewed in team meeting.

» Offloading and storage method of each load of material or equipment determined five working days before delivery.

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Steps

1. Review site laydown plan.

2. Create site specific control plan:

a. What materials to inventory?

b. Release schedule and staging of deliveries to meet TAKT Schedule with logistics and cash flow considerations.

c. Who will inventory?

d. The process of receiving and inspecting material including our purchase order language.

e. The process of updating superintendent and other field staff of what is delivered and where it is stored.

f. Office to share and print out project specific material tracking log and send via email each week to Superintendent.

g. How to inventory: i. Size, footprint, bulkiness, etc. ii. Security.

iii. How to store? (review manufacturer storage requirements. Are Conex boxes required?).

iv. How to bring out of storage and install at task site.

3. Return material process:

a. Our purchase order and subcontract language.

b. Logistics of how to return using what equipment.

c. Dunnage and deposits on storage (e.g. Conex boxes).

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IDENTIFY & SUBMIT CHANGE ORDERS

PRIMARY RESPONSIBLE PERSON

PROJECT MANAGER

SUPERVISOR

PROJECT DIRECTOR

Description

Deviations from the contract documents are cause for information capture and communication to the client in terms of:

» Safety.

» Cost impact.

» Schedule change.

» Quality.

The Why

After the project is costed completely for its initial design (plans and specifications) under a strict set of conditions (contract and regulations), changes to the project design should be captured and communicated to should be to a.) keep good relations with client, and b). protect our profit.

Expeceted Outcome

Accurate job cost, contract management and a client that is well informed.

Cardinal Sins

» Not knowing and living by the “TEN COMMANDMENTS OF CHANGE ORDERS.”

» Before formally submitting a change to the client, not verbally telling the client about the change and let that person know it is coming, so they are not negatively surprised or embarrassed.

» Not knowing project contract, specifications, or plan documents.

» Performing Change Order work without executed Change Order or PD approval.

» Not using fair market price (i.e. using special project pricing at time of bid).

» Not requesting full compensation of all costs.

» Not asking for time and time-related costs.

»

» Not being persistent with written follow-up.

» Not keeping whatever leverage we have to negotiate change compensation.

» Projecting revenue with unapproved change orders included.

» Not identifying “no charge” courtesy items included.

Forms Needed

» PSCC Project Change Form.

» Change Order Log.

Data Needed

» All project change information.

» Estimated time impact (discuss with superintendent, foreman, PD etc.).

» Cost impact – fair market price (not special project pricing used to bid project).

Deadline

Per client contract.

PSCC Change Order Form

Change Order Log

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Are You Stomping Ants? IDENTIFY & SUBMIT CHANGE ORDERS

Steps

1. Receive information on or identify a change of scope.

2. Review contract documents to confirm the change of scope is correct.

3. Log the change or issue in the project file.

4. Verbally and personally communicate change in scope to client.

5. Issue change notification to client per contract specifications (put on notice).

6. Quantify cost of change including the number of days of delay.

7. If change exceeds $10,000, review with project director before proceeding.

8. Proceed with pricing and/or commencing work per contract specifications.

9. Update all applicable logs.

10. Once internally approved, then submit to client.

11. Once Client approves, then receive their written/ signed approval.

12. Project Manager signs.

13. Project Coordinator electronically files on M: drive.

14. Project Manager update status in all applicable logs.

15. Change order and necessary budget changes are made in Spectrum.

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REQUESTING EQUIPMENT FROM SHOP

PRIMARY RESPONSIBLE PERSON

SUPERINTENDENT

SUPERVISOR

PROJECT MANAGER

Description

Requesting and having delivered production equipment for constructing work.

The Why

Equipment is expensive, renting it is more expensive and transporting it only adds to the cost. Efficiently using the equipment fleet through better planning (see 4-week look-ahead) is one way to keep costs productive. We need to make sure we request and deliver equipment right the first time.

Expeceted Outcome

» Smoother request processing.

» Timely equipment delivery.

» Eliminate unnecessary rentals.

» Better equipment utilization.

Cardinal Sins

» Not providing sufficient notice of equipment needs (i.e. less than one week with minor exceptions).

» Not being clear about deadlines or type of equipment needed.

» After requesting equipment, not following up with shop two days before scheduled delivery.

» Holding equipment when not fully utilized.

Forms Needed

» Needs Request Form (HCSS Field Entry --> add form --> Fleet --> Needs Request).

Data Needed

» Four-Week Look-Ahead.

» Input from Foremen.

Deadline

Request five days before needing.

Steps

1. Survey the job to make sure equipment is not on job site well in advance of needing it.

2. Notify Dispatcher by utilizing the Needs Request Form.

3. Provide all details needed for the Shop:

a. Size, type needed or acceptable alternates.

b. Job location and job number.

c. How long do you need it for, including the staging of later activities?

d. When needed – furnish deadline you absolutely need the equipment by. Also, earliest date you can take it.

4. Inspect and accept delivery of equipment and sign Equipment Transfer Sheet Form.

5. Notify Dispatcher when use is no longer needed.

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DAILY EQUIPMENT INSPECTION SHEET

PRIMARY RESPONSIBLE PERSON: OPERATOR

SUPERVISOR FOREMAN

Description

Daily equipment inspection record.

The Why

Keeping equipment productive and early identification of problems. Proper tracking of maintenance for safety concerns.

Cardinal Sins

» Shop not reviewing inspection sheets.

» Using equipment when dangerous to the equipment or to ourselves.

» Self-repair.

Forms Needed

» Daily Equipment Inspection.

» Sheet/E360.

Data Needed

» Daily walk around observation.

» The specific issue with equipment.

» Equipment number, type, etc.

Deadline

» Perform inspection prior to use.

» Turn in Equipment Sheets to Shop each week.

Steps

1. Walk-around equipment:

a. Back up alarm.

b. Brakes.

c. Body/sheet metal.

d. Seatbelt/seat.

e. Fire extinguisher.

f. Horn/warning stickers.

g. Check oil.

h. Inspect for damage.

i. Brakes.

2. Complete inspection sheet and discuss problems with Foremen and Superintendent

3. Send photos/list of problems to shop via cell phone or tablet.

4. Call into office immediately if safety issue, blocks operation, or a major cost item.

5. Superintendent sends inspection list to Equipment Manager.

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INTERNAL WEEKLY PROGRESS MEETING

PRIMARY RESPONSIBLE PERSON:

PROJECT MANAGER

SUPERVISOR:

PROJECT DIRECTOR

Description:

Formalized weekly job site meeting between Project Manager, Superintendent, Foremen, Project Engineer and any applicable subcontractors.

The Why:

Planning has a large payoff.

Results Expected

» Strong project direction determined with options (plan B and C) to keep work efficient and safe.

» Timely and meaningful pre-activity meetings held

» Better coordination of all parties (material, subs, inspections, submittals, etc.)

» Better QC coordination and implementation

» Proactive approach to the project

Cardinal Sins:

» Not having the meeting or “pencil-whipping” the meeting

» Not utilizing the Agenda

» Untimely meetings – not starting or stopping on time

» Not dedicating time for an adequate meeting

» Safety is not the first item discussed and continuously emphasized

» No action plan emerging from the meeting. If no action plan, why did we meet? Was the quality of the meeting poor?

» Including people in the meeting who do not need to know intimate details of the project and its finances, interpersonal issues, complaints, etc.

» Gossiping or not having fact-based discussion

Forms Needed:

» Agenda

Data Needed:

» Up-to-date Heavy Job

» Project logs

» TAKT Plan

» 4-week look ahead schedule

» Correspondence (Client, Subcontractor, the Community etc.)

Deadline

» Weekly

Steps

1. Jobsite determines the best day each week to hold a meeting for the entire project. (Date/time included on 4-week look ahead schedule. Outlook invites distributed as needed)

2. Hold meeting following set agenda

3. Ensure action items are assigned and follow up is performed at the next meeting

Agenda

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QUANTITY REPORTING

PRIMARY RESPONSIBLE PERSON:

SUPERINTENDENT

SUPERVISOR:

PROJECT MANAGER

Description:

Recording project quantities accurately.

The Why:

It is a critical for proper job management

Results Expected

More complete and accurate job management

Cardinal Sins:

» Inadequate, untimely or incomplete review of quantities and cost codes by Superintendent or Project Engineer.

» Not recording proper quantities installed

» Not selecting proper cost codes

» Ignoring error codes

Forms Needed:

» Heavy Job timecard

Data Needed:

» Quantities

» Cost codes

Deadline

» Daily

Steps

1. Foreman enters installed quantities with appropriate cost-codes in Heavy Job daily

2. Superintendent reviews his projects Heavy Job quantities and cost codes daily

3. Once approved, the Superintendent checks the “Reviewed” box on the time cards.

4. Project Engineer reviews and verifies quantities and cost codes, makes changes if required and approves the time time card

5. Timecard ready for payroll processing

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BUDGET REVIEW PROCESS

PRIMARY RESPONSIBLE PERSON:

PROJECT MANAGER

SUPERVISOR:

PROJECT DIRECTOR

ACCOUNTIBILITY:

PCA AND CFO

Description:

A summary review of the Project Financial Statements for accuracy and review of other reports to make certain that direct costs and direct expenses are accurately recorded.

The Why:

A good projected cost to complete is the engine that ensures a health and profitable Construction Company.

Results Expected

Accurate and timely project financial statements for publishing to internal and external users.

Cardinal Sins:

» Not Reviewing all schedules before presenting Projects to CEO, COO, Exec VP

» Leaving questions unanswered

Forms Needed:

» Project Cost Summary

» Job Overview

» Projection work Sheet

» Unapproved Account Payable Schedule by Job

» Account Payable Aging by Job

» Account Receivable Aging by Job

Data Needed:

» Financial information from Financial system

Deadline

» Second Wednesday of Month

Steps/Items to Review

1. Manager’s Summary – to include what is not going well and what risks could come up. “Productive Paranoia”.

2. “Project Cost Summary” & “Job Overview” reports

3. Worksheets & notes

4. Contract amount, change orders and change order log

5. Claims

6. EXPLAIN over/under billings if difference is > 10%

7. Risk & Opportunity Register – Where will the job be written down?

8. Sales & Earned Revenue forecast

9. Procurement, Approval and Delivery (PAD) Schedule

10. Submittal Log & alignment with zones

11. Request For Information (RFI) Log

12. Takt Plan & updates

13. As-builts

14. Accounts Receivable

15. Accounts Payable

PAD Schedule

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PROJECT BILLINGS & RECEIVABLES

PRIMARY RESPONSIBLE PERSON:

PROJECT MANAGER

SUPERVISOR:

PROJECT DIRECTOR

ACCOUNTIBILITY: PCA AND CFO

Description:

Requesting payment for work performed and tracking until payment received.

The Why:

Ensure timely payment for work performed to maintain the financial stability, funding of all team incentive plans, pay vendors and subcontractors and growth of the company. We don’t work for free.

Results Expected

» DSO under to 45 days (faster payments)

» Accurate reflection of company billings and revenue

» Payments applied to pay applications correctly

» Accurate accounts receivable report to understand what we are actually owed

» Maintain financial stability

» Fund all team incentive plans

» Pay vendors and subcontractors and

» Grow the company

Cardinal Sins:

» Running out of Cash

» Borrowing on Line of Credit when DSO is greater than 45 days

» Lack of understanding of the client approval process

» Late pay application

» Not submitting pay request to PC timely (approved or unapproved)

» Not getting billings approved and entered into accounting system by the 5th of the month

» Not providing explanation for bills not entered into accounting system

» Not getting owner approval before pay application invoice entered into accounting system

» Doing work before change order is executed

» Ignoring weekly “AR review and Cash Flow Summary”

» Not following up with owners on outstanding AR aging (past due invoices)

» Thinking it’s Accounting Department’s responsibility to follow up on your AR

» Not billing retainage

» Not ensuring pay application formulas and summary sheets are accurate as they pertain to actual amounts billed

» Improper or inaccurate billing – NOT reconciling the following to make sure they all match: a. pay application to i. owner billing system to ii. accounting system

» Not providing full pay application to PC to enter into accounting system

Forms Needed:

» SAMPLE SOV

» Owner | Client pay application

» Summary Sheets

» Lien Wavers

» Contract documents

» AR | Cash Flow Process Diagram

Data Needed:

» EXAMPLE of Weekly AR & Cash Flow Report

» Weekly job progress walk

» Monthly actual billings vs. forecasted billing

» Billing | Pay application reconciliation

Deadline

» Monthly, or as frequently allowed by Contract

» The 5th of the following month the pay application is due to PC

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PROJECT BILLINGS & RECEIVABLES

Steps/Billngs

1. Understand owner | client contract, related to billing cycle and | or logistics

a. Shorten cycle times – complete work early –improve project close out

b. Increase pace of everything

c. Bill more than once a month, if possible

2. Schedule of Values (SOV) completed in timely manner

3. Bill Change Orders ASAP

4. Ask, “Can retainage be billed?”, negotiate retainage release

5. Submit pay application, including all required documentation, for approval to owner | client - bill retainage if possible

6. Get owner | client final approval

7. PC enters into accounting system with appropriate date

8. Follow up with owner | client to ensure error-free pay application & address any issues within 5 days – any discrepancy from invoice to payment amount will need to be reviewed to determine difference and eliminate errors

Steps/Receivables

1. Ensure Project Coordinator (PC) follows up with owner | client during the first 30 days from the date of the invoice (current)

2. Send reminder 5 days before due date

3. Consistently ask to get paid as early as possible

4. Project Manager should follow up with owner | client for any invoices that are 1-60 days past due

5. Determine if outstanding compliance or production issues are delaying payment and resolve

6. Project Executive should follow up with owner | client for any invoices that are past due beyond 61 days

7. Collect Receivables (payments received)

8. Payments entered into accounting system by Project Cost Accountant (PCA)

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SCRUM

PRIMARY RESPONSIBLE PERSON:

EACH MANAGER

Description:

Daily huddle (process) for short-interval problem-solving. The SCRUM method should be integrated in all business activities.

The Why:

Construction’s constant need (competitors improving continuously) for better productivity, communication and troubleshooting processes.

Results Expected

» Reaching a problem-solving process; faster implementation of a process

Cardinal Sins:

» Insufficient communication; not following up with people

» Rushing the Scrum process

Forms Needed

» SCRUM board or Story Board

Data Needed:

» Task Backlog

» Task Doing

» Task Challenges

Deadline

» Daily

Steps

1. Planning meeting weekly with team

a. Daily priorities

b. Next week’s work (up to 6 weeks into the future)

c. Challenges

d. Divide the tasks, assign duties (actions) and deadlines

2. Do (Execute)

3. Check

a. Review results

b. Analyze what worked, what didn’t

4. Adjust the Plan

5. Reiterate from Step 1.

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PLANNING FOR PROJECT CLOSE OUT

PRIMARY RESPONSIBLE PERSON:

PROJECT MANAGER

SUPERVISOR:

PROJECT DIRECTOR

Description:

Evade the Fade; Preparation/ planning to meet requirements of finalizing a project.

The Why:

If close-out is not done well and fast, costs are high and clients are dissatisfied.

Results Expected

» The smooth process of acceptance of project work. Clients in general, appreciate an orderly and drama free close out.

Cardinal Sins:

» Using the client walk-through as quality control (we should be the quality controllers)

» Not collecting as-built data when available

» Not having as-builts prepared and regularly updated (monthly) from the beginning

» Not properly gathering and filing documents as received

» Not proactively (at mid-point of job schedule) and in writing communicating of all conditions of closeout to subcontractors and suppliers

Forms Needed:

» Start-up process equipment form – used if manufacturer does not have its own form

» Forms required by contract or municipal owners

» Consent of Surety for release of retainage and final payment.

Data Needed:

» Contracts

» Test results

» Lien release

» Schedule of values

Deadline

» O&M manuals acquired – 30 days before equipment delivery

» Planning Closeout – 50 percent project completion

» Monthly as-builts

» Preliminary as-builts – 80 percent project completion

» Final as-builts – 95 percent completion

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PLANNING

Steps

1. Planning session

a. Determine when project closeout planning and closeout EVADE THE FADE (ETF) Meeting should be held during E20 Presentation Meeting, No later than the 70% point in project

b. Schedule the tentative closing date

c. Review owner requirements from contract

d. Compile the documents as they are available, including forms, test results, etc. Submit according to requirements in specified formats

e. Create letter to be sent to subcontractors/ supplier what is expected for Project Closeout i.e. Jobsite Removal Dates, Clean Up Quality, Punch List Timeliness, Final Paperwork etc.

f. Prepare Draft startup plan (if applicable)

g. Create overview startup plan and detailed startup plan

2. Submit as-builts

a. Coordination begins at start of job

b. All as-built data available shall be collected as early as possible by PSCC staff or survey crew and reviewed monthly.

c. At project 50% complete mark, draft as-builts shall be submitted monthly from applicable parties for PM review

d. PM comments and provides revised deadline for corrections

e. PD inspects as-builts as needed

f. Final as-builts submitted to client at roughly the 95% project completion mark

g. PM iterates as-builts with owner and other relevant parties

3. Complete close-out per specs and standards of contract

a. email, online form, or letter

4. O&M manual submission

a. Address O&M manual requirements in every purchase order for process equipment

b. Collect and submit them to client

c. Address any comments until accepted by the client.

5. Create internal punch list

a. Field supervisor walks the job to identify and correct deficiencies

b. Company goal is to have zero punch list items

6. Field supervisor schedules client substantial and final walk-throughs

a. Notify owner, engineer, and CEI (Construction Engineering Inspector) if applicable

7. A separate start-up inspection of process equipment is scheduled by the Superintendent

a. Review contractual requirements regarding process equipment

b. Notifies owner, engineer, the vendors, and process equipment subcontractors, and CEI if applicable

c. Before the official start up, perform a pre-start up (functional testing) with everyone in subbullet 1 above

d. If everything in pre-start-up is ok, schedule official start up

8. Confirm and reconfirm acceptance of all documents by the client

9. Follow up after two days and similarly frequent thereafter

10. Once acceptance is received, bill out final retention.

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PARTIAL AND FINAL LIEN WAIVERS

PRIMARY RESPONSIBLE PERSON:

PROJECT COORDINATOR

SUPERVISOR:

PROJECT MANAGER

Description:

Satisfaction of a legal requirement concerning project rights and responsibilities.

The Why:

If lien law is not followed, company may have to pay subcontractors and suppliers a second time.

Results Expected

Faster payment for all parties

Cardinal Sins:

We pay without a proper lien release

Forms Needed:

» PSCC Partial Lien Release

» PSCC Final Lien Release

Data Needed:

» Proper amounts owed (from accounting)

» Notice to owner – date, company, address, what was furnished, etc.

Deadline

Releases perfected before payment is made

Steps

1. Set up notice to owner log – electronic

2. Enter Notice to Owners as received

3. Review the notice to owner log

4. Send all first-tier subs and suppliers PSCC Lien Release form regardless

a. Generate required lien releases and send electronically

b. Consider sub-subs and sub’s suppliers as potential liens (send them a lien release or provide a compliant release)

5. Prompt subs and suppliers for execution and return to us (multiple times, if needed)

6. Receive executed form – complete in all aspects

7. Forward to other parties, as needed, and file electronically

8. Combine with pay request, if required by owner

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PARTIAL AND FINAL LIEN WAIVERS

PSCC Partial Lien Release

PSCC Final Lien Release

Notice to Owner Log

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POST JOB DEBRIEFING

PRIMARY RESPONSIBLE PERSON:

PROJECT MANAGER

SUPERVISOR:

PROJECT DIRECTOR

Description:

Closing the project in a team setting

The Why:

Lessons learned and provide candid feedback makes the company smarter.

Results Expected

» Identify habits or methods to carry forward to future projects or not repeat

» More learning, standardizing of process and fewer mistakes committed

Cardinal Sins:

» Not identifying the positive and only focusing on the negative

» Those involved in bid and/or building the work not attending – they send their surrogates

» Lack of preparation or homework

» Negative interpersonal atmosphere – making meeting personal and accusatory

» Not completing action item(s) if identified in the debriefing

» Untimely completion of lessons learned form from a known occurrence

Forms Needed:

» Lessons Learned form

Data Needed:

» Project Experience

a. Field and office management debrief

b. Financial Reports

c. Subcontractor Reviews

d. Client Interviews

e. Other objective information Deadline

» Project Team debrief – within 30 days of receipt of retainage

» Company debrief – Discuss with all management personnel at the next Manager’s Meeting

Steps

1. Within 30 days of the receipt of final retainage, the Project Team shall debrief the project and present their Lessons Learned to the Executive Committee and Lead Estimator.

2. Fill out lessons learned form throughout the duration of the project in One Note.

a. Use a) never do, b) stop doing and c) always do methodology to unearth significant efficiencies and inefficiencies

b. Write paragraph after each section to fully explain and place into context the lessons learned

3. Save completed lessons learned form in the job file

4. Discuss in all personnel meetings i.e. monthly PM meeting

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CUSTOMER SATISFACTION SURVEY SYSTEM (NPS)

PRIMARY RESPONSIBLE PERSON:

VP OF BD

Description:

A method to obtain the current pulse of the level of satisfaction our customers have with our firm.

Definitions:

» Promoter – Score of 9 or 10

» Passive – Score of 7 or 8

» Detractor – Score of 0-6

The Why:

There is a direct link between customer satisfaction and how we are viewed/perceived in the marketplace. To maintain current and develop additional private clients, we must excel at satisfying the needs and expectations of our customers.

Results Expected

» Prompt and regular identification of whether or not we are satisfying clients, where they see things going right or wrong.

» Higher level of engagement with client and owner

Cardinal Sins:

» No follow up with client

» Insufficient surveys sent in a year

» Survey sent too often (more than 4 times per year)

Forms Needed:

» None

Data Needed:

» NPS score

» List of projects and client contacts

Deadline

Quarterly

Steps/Obtaining

Scores

1. Customer contact information is received by Project Coordinator from Project Managers as soon as the contract is executed. PM should notify the customer contact that he/she will be receiving a simple one question survey and would appreciate a response.

2. Within AskNicely: Enter customer contact name/ email into “People” tab using the “Add Person” button. Enter a time/date to send or manually send to the customer. Collect information to send to Owners at the Stand and Deliver Pre-Planning Meeting.

3. Customer is emailed a One Question survey “Would you recommend PSCC to a friend or colleague?” with a panel of score selections from 0 (lowest) to 10 (highest). When the customer clicks the score, a second screen pops up to ask for any additional comments. He/She can choose to leave this blank or draft comments.

4. Once the customer submits the survey, a response is generated to PSCC indicating that we have received a response, what the score is and a copy of the comments, if any. The response is currently automated to be sent to all members of the Executive Team.

5. The survey should be submitted to the customer no more than 4 times per year (quarterly). Automatic recurrences of the survey distribution should be set up in AskNicely by the Executive Assistant when the customer is entered initially.

ELEVATE20 petticoat schmitt

CUSTOMER SATISFACTION SURVEY SYSTEM (NPS)

Scoring Follow-Up

1. Survey responses from a client should generate follow up within 24 hours based on score and/or comments left behind. The President shall make personal contact with the responding client, thank him/her for providing a score and follow up as in the examples below. Also, the President will follow up on specific comments given in the survey, if any. A record of the conversation will be distributed to the Executive Team, Safety Dept and Operations Staff (PM/PE/Superintendent).

a. Promoter score:

i. Would you mind sharing what you liked most about the experience or why you found your experience so satisfying? If there’s one way we could improve, what would it be?

b. Passive/Detractor score:

i. Would you mind sharing what we could do to make your experience better? Where did we fail to meet your goals, needs or expectations? How can we improve?

Additional Follow-Up

2. A direct contact (PM or Superintendent or Project Director, et al) with the client shall personally follow up with them as may be needed:

a. Thank them for taking time to complete the survey

b. Thank them for the feedback given to the President

c. Discuss anything causing dissatisfaction and devise an immediate plan to remedy

d. Review what is keeping them satisfied and incorporate into any future plans

Tracking Scores

1. Scores are immediately sent through AskNicely into our Dashboard. Weekly updates of our NPS scores are automated to be distributed to the Executive Team.

2. Scores are transferred into a weekly “Customer Satisfaction” KPI.

Inactivating Clients

1. When a project is completed and the retainage billed for, the last survey is sent to the client, then the client contact is inactivated with the NPS system unless he/ she is the contact on another active project.

Customer Satis Survey

SAFETY, QUALITY, AND EFFICIENCY

» Safety Training

» Efficiency Training

» Safety Compliance

» Efficiency Compliance

» Safety Culture

» Efficiency Culture

Owned By: EVP of Operations

Owned By: VP of Safety, Quality and Efficiency

SAFETY, QUALITY & EFFICIENCY

SAFETY TRAINING

PRIMARY RESPONSIBLE PERSON:

VP OF SAFETY , QUALITY AND EFFICIENCY

SUPERVISOR:

PRESIDENT

Description:

Educating PSCC personnel in safety procedures, roles, and hazards of the workplace.

The Why:

A trained and educated team is empowered to make better decisions, resulting in less accidents. Fewer accidents (low frequency) carries a direct impact to the cost of doing business.

Results Expected

» A workforce educated to perform at a standard that meets or exceeds PSCC & OSHA standards

» A workforce that performs duties in a manner that is accident and incident free

» All employees go home to their families safely at the end of each work day

» Safety accountability for each other & the PSCC team

Cardinal Sins:

» Allowing an employee to work without proper training

» Allowing an employee to work in an unsafe manner

» Ignoring a safety violation or procedure

» Failure to comply with PSCC policy and regulatory guidelines

» Not training in response to increased near misses in a particular area

Data Needed:

» New hire list each week

» Designation of employment – Supervisor/Hourly

» Training record for each employee

» Industry and regulatory information on changes and trends

» A vibrant near miss program

Deadline

» New Hires: Before work is started

» Existing Employees – Retraining and Recertification:

• Recertification:

» Safety Certification (NHO) - Annually

» CPR & First Aid – 2 yr

» Confined Space – 2 yr

» Competent Person – 2 yr

» MOT Certifification – 4 yr

» Retraining – As needed

Steps

1. Ensure that all new hire employees attend orientation and safety training

2. Provide annual follow up for safety training and related certification

3. Training for specific tasks to be provided as needed for all employees and supervisors

4. Retraining as needed to re-enforce standards

5. Ensure safety materials are updated as needed

6. Record all employee training

7. Train in response to near miss occurrences as needed

SAFETY, QUALITY & EFFICIENCY

EFFICIENCY TRAINING

PRIMARY RESPONSIBLE PERSON: PROCESS ENGINEER

SUPERVISOR:

VICE PRESIDENT OF SAFETY, QUALITY, & EFFICIENCY

Description:

Educating PSCC personnel in Efficiency procedures, roles, and lean method implementation through new hire orientation training and continuous on-the-job training.

The Why:

A trained and educated team is empowered to follow through with PSCC systems put in place to minimize operational waste throughout the project lifecycle. Reducing/minimizing operational waste directly impacts the cost of doing business.

Results Expected

» A workforce educated to operate under the structure of lean construction principles defined by PSCC and the Lean Construction Institute

» A workforce that performs duties in a manner that optimizes flow, increases generated value, and reduces waste as they go

» Lean process accountability for each other & the PSCC team

Cardinal Sins:

» Allowing an employee to work without proper lean coaching

» Allowing an employee to work outside of the established lean principles

» Ignoring lean coaching opportunities

» Failure to comply with PSCC policy and regulatory guidelines

Data Needed:

» New hire list each week

» Designation of employment – Supervisor/Hourly

» Training record for each employee

» Industry and regulatory information on changes and trends

» A robust 5S program with accountability assessments

Deadline

» New Hires: Before work is started

» Existing Employees – Retraining and Recertification:

• Recertification:

» Safety Certification (NHO) - Annually

» CPR & First Aid – 2 yr

» Confined Space – 2 yr

» Competent Person – 2 yr

» MOT Certifification – 4 yr

» Retraining – As needed

Steps

1. Ensure that all new hire employees attend orientation and integrated lean training

2. Provide annual follow-up for lean training and related qualification

3. Training for specific tasks to be provided as needed for all employees and supervisors

4. Retraining as needed to re-enforce standards

5. Ensure lean resource materials are provided and updated as needed

6. Record all employee training

7. Train in response to lean principle knowledge gaps as needed

SAFETY, QUALITY & EFFICIENCY

SAFETY COMPLIANCE

PRIMARY RESPONSIBLE PERSON:

VP OF SAFETY , QUALITY AND EFFICIENCY

SUPERVISOR:

PRESIDENT

Description:

Ensuring safety compliance with PSCC and industry standards.

The Why:

A safe workforce and safe jobsites will positively impact our cost of doing business, as well as the lives of our employees.

Results Expected

» A workforce educated to perform at a standard that meets or exceeds OSHA standards.

» A workforce that performs duties in a manner that is accident and incident free

» All employees go home to their families safely at the end of each work day

» Safe jobsites including subcontractors, vendors and public safety

» A workforce that holds themselves and each other accountable

Cardinal Sins:

» Allowing an employee to work without proper training

» Allowing an employee to work in an unsafe manner

» Ignoring a safety violation or procedure

» Failure to comply with PSCC policy and regulatory guidelines

» Ignoring subcontractor policy violations

» Failure to determine root cause analysis of accidents and incidents

» Failure to observe and manage according to leading indicators regarding safety (Job briefings, near misses, safety audits)

Data Needed:

» MSDS Website

» Safety Audit Program used by HRH

» Near Miss and Safety Information Database

» OSHA 29 CFR-1926

» PSCC Rule Book

» PSCC subcontractor jobsite safety rules

» Shift change protocol

» Night Injury Reporting

Deadline

As needed

Shift Change Protocol

SAFETY, QUALITY & EFFICIENCY

SAFETY COMPLIANCE

Steps

1. Ensure that all employees are trained in compliance standards (See Safety Training)

2. Ensure that all employees receive proper PPE

3. Supervisors are issued safety materials necessary for effective implementation

4. Regulatory changes are monitored, updated and communicated as needed

5. Coordinate third-party safety inspections of PSCC jobsites

6. Conduct internal safety inspections, observations and audits of PSCC jobsites

7. Ensure that all supervisors record near misses, incidents and accidents

8. Retain records of inspections, observations, and near misses to track trends and look for opportunities to proactively train

9. Ensure MSDS database is updated and personnel understand where to obtain information

10. Provide annual follow up for safety training and related certification

11. Ensure subcontractor compliance with PSCC standards

12. Conduct accident or incident investigations (IRC) as needed to identify root cause

a. Address root cause issues and update/ modify standards as needed to prevent future occurrence.

13. Lead Safety Committee

14. Establish and track safety Key Performance Indicators (KPI’s)

Night Injury Reporting

LCI 5S Course Assessment

Scorecard Template

SAFETY, QUALITY & EFFICIENCY

EFFICIENCY COMPLIANCE

PRIMARY RESPONSIBLE PERSON: PROCESS ENGINEER

SUPERVISOR:

VICE PRESIDENT OF SAFETY, QUALITY, & EFFICIENCY

Description:

Ensuring compliance with the lean systems and protocols of PSCC and industry standards.

The Why:

A workforce operating under standard operating procedures to create a consistent, high-workflow environment will positively impact our safety, quality, scheduling, and overall cost of doing business.

Results Expected

» A workforce educated to perform at a standard that meets or exceeds PSCC standards.

» A workforce that performs duties in an organized manner

» 5S scores jobsites and laydown yards achieving > 85% (including subcontractors).

» A workforce that holds themselves and each other accountable

Cardinal Sins:

» Not possessing a Lean Champion within the Project Team

» Allowing an employee to undermine the lean systems in place

» Failure to comply with PSCC policy and regulatory guidelines

» Ignoring subcontractor policy violations

» Failure to determine root cause analysis of defects and system breakdowns

» Failure to observe and manage according to leading indicators regarding competency of lean knowledge

Data Needed:

» 5S Audit forms

» Value Stream Map Database

Deadline

As needed

Steps

1. Ensure that all employees are trained in compliance standards (See Efficiency Training)

2. Ensure that all employees receive proper compliance guidelines and resources

3. Supervisors are issued tools necessary for effective lean implementation

4. Regulatory changes are monitored, updated, and communicated as needed

5. Coordinate peer-to-peer 5S assessments/site walks of PSCC jobsites

6. Conduct internal 5S inspections, observations, and audits of PSCC jobsites

7. Ensure that all supervisors record 5S peer-to-peer assessments, time study lessons learned, and value stream mapping

8. Retain records of inspections, value stream processes, and efficiency KPIs to track trends and look for opportunities to train proactively

9. Provide annual follow-up for lean training and related qualification

10. Ensure subcontractor compliance with PSCC standards

11. Conduct efficiency investigations (ERC) as needed to identify the root cause of insufficient throughput of a job or crew.

12. Address root cause issues and update/modify standards as needed to prevent future occurrence.

13. Lead Lean Committee

14. Establish and track Efficiency Key Performance Indicators (KPI’s)

SAFETY, QUALITY & EFFICIENCY

SAFETY CULTURE

PRIMARY RESPONSIBLE PERSON:

VP OF SAFETY , QUALITY AND EFFICIENCY

SUPERVISOR:

PRESIDENT

Description:

Promote Safety Culture from orientation through all construction activities.

The Why:

Ensuring that the safety culture and business acumen in PSCC remains focused on doing the right things, the right way, consistently.

Results Expected

» A workforce that consistently receives the message of safety as a priority

» A workforce educated to perform at a level that exceeds peer standard.

» A workforce that performs duties in a manner that is accident and incident free

» All employees go home to their families safely at the end of each work day

» Positive reinforcement over punitive actions

» Inspirational safety leadership

» A workforce that holds themselves and each other accountable.

Cardinal Sins:

» Allowing an employee to work without proper training

» Allowing an employee to work in an unsafe manner

» Ignoring a safety violation or procedure

» Failure to comply with PSCC policy and regulatory guidelines

» Neglecting to regularly communicate safety culture

» Creating a negative approach to safety by putting punitive measures ahead of positive safety leadership

Data Needed:

» New hire list each week

» Designation of employment – Supervisor/Hourly

» Training record for each employee

» Industry and regulatory information on changes and trends

Deadline

» Weekly

• LIFELINE

• Social media

• New Hire Orientations

» Monthly

• Video update to field

» As needed

• Safety Stand Downs

• Special safety focus

• Recognition

• Reward

Steps

1. Ensure that all new hire employees attend orientation

2. Provide annual follow up for re-orientation

3. Retraining as needed to re-enforce standards

4. Follow up with personal contact and face to face dialogue.

5. Conduct audits to ensure that standards are being maintained.

6. Record all employee training

7. Communicate, Educate & Motivate

8. Publish a weekly update of safety information (LIFELINE)

SAFETY, QUALITY & EFFICIENCY

EFFICIENCY CULTURE

PRIMARY RESPONSIBLE PERSON: PROCESS ENGINEER

SUPERVISOR:

VICE PRESIDENT OF SAFETY, QUALITY, & EFFICIENCY

Description:

Promote a Lean Construction Culture within the PSCC workforce, beginning at day-1 orientation, throughout all phases of a construction project lifecycle.

The Why:

Ensuring that the safety culture and business acumen in PSCC remains focused on doing the right things, the right way, consistently.

Results Expected

» A workforce that consistently receives the message of standardization and optimizing workflow

» A workforce educated to perform at a level that exceeds peer standards

» All employees understand the “why” of continuous improvement and maintain buy-in

» Positive reinforcement over punitive actions

» Inspirational lean leadership

» A workforce that holds themselves and each other accountable

Cardinal Sins:

» Allowing a Project Team to operate without a lean champion

» Allowing a Lean Champion to be involved in the project without demonstrated competency

» Ignoring a lean discrepancy; not applying corrective action

» Failure to comply with PSCC policy and regulatory guidelines

» Neglecting to communicate Lean Construction Culture regularly

» Creating a negative approach to lean construction by putting punitive measures ahead of positive lean leadership

Data Needed:

» New hire list each week

» Designation of employment – Supervisor/Hourly

» Training record for each employee

» Lessons learned log

Deadline

» Weekly

• Social media

• New Hire Orientations

» Monthly

• Video update to field

» As needed

• Recognition

• Reward

Steps

1. Ensure that all new hire employees attend orientation

2. Provide annual follow-up for re-orientation

3. Retraining as needed to re-enforce standards

4. Follow up with personal contact and face-to-face dialogue

5. Conduct audits to ensure that standards are being maintained

6. Record all employee training

7. Communicate, Educate, Improve, & Motivate

8. Share weekly lean lessons learned experienced in the field on the Friday morning daily field huddle, as well as on Beekeeper

» Training

» Standards & Expectations

» FAQ

» Supporting Documents

QUALITY ASSURANCE & CONTROL

TRAINING, STANDARDS, AND EXPECTATIONS

PRIMARY RESPONSIBLE PERSON:

VP OF SAFETY, QUALITY, AND EFFICIENCY

SUPERVISOR:

PRESIDENT

Description:

Educating PSCC personnel in quality standards, roles, and expectations of everyone involved in the culture of quality.

The Why:

A trained, bought-in team follows a standardized process that reduces the variance of how we put work in place. A reduced variance not only reduces waste, it presents the opportunity for recording and measuring adherence to the process, which allows the ability to identify deficiencies, which leads to coaching and developing new systems to reduce the impact of rework to 0.

Results Expected

» A team that puts work in place in a standard format which eliminates rework from faulty install and non-conformance.

» A team that provides feedback on the process which allows everyone to learn and improve.

» Reducing waste of every kind, allowing for a timelier delivery of product, improved production rates while eliminating rework.

» Accountability and Integrity of everyone involved in the effort to learn from mistakes, grow the culture, and reduce future rework.

Cardinal Sins:

» Allowing teams to operate without clearly understanding their role in the Quality Process

» Failure to comply with the Quality Process

» Ignoring/Covering Up a quality defect or nonconformance

Data Needed:

» Definable Feature of Work Checklists

» Pre-Activity Meetings (Agenda Forms)

» Site Specific Quality Control Plan

» Quality Control Audits

» Photos of Work

» Foreman Quality Briefings

» Foreman & Superintendent Quality Inspections

» Rework Root Cause Analysis

Deadline

Continuous Effort

Steps

1. Ensure that all new hire employees attend orientation

2. Educate employees on their role and expectations in the Quality Process

a. Reference the PSCC Quality Control Manual for details

3. Message and train everyone related to new topics and processes as they are introduced

QUALITY ASSURANCE & CONTROL

TRAINING, STANDARDS, AND EXPECTATIONS

Steps

1. Ensure that all new hire employees attend orientation

2. Educate employees on their role and expectations in the Quality Process

a. Reference the PSCC Quality Control Manual for details

3. Message and train everyone related to new topics and processes as they are introduced

4. Educate all personnel on their role in the Quality Process

a. Project Manager

i. Establishes and Commits to the Quality Standards and processes for their jobs

ii. Creates a Project Specific Quality Control Plan, complete with a list of Definable Features of Work

a. Present the Project Specific Quality Control Plan at the Stand & Deliver meeting for the project.

iii. Schedules and Holds Pre-Activity Meetings with all involved parties prior to the start of a Definable Feature of Work as listed in the Project Specific Quality Control Plan

a. Invites to attendees of Pre-Activity Meetings are to be sent no less than one week prior to the meeting

iv. Control quality at the source, stopping work if necessary to correct a nonconformance

b. Superintendent

i. Establishes a culture of Quality on the site

ii. Ensures crews are installing Definable Features of Work in the standard format as defined in the Quality Control Checklist Book

a. Performs and submits weekly QC Inspections of crews during the installation/completion of a Definable Feature of Work

iii. Works closely with the Project Manager in identifying and scheduling of Pre-Activity Meetings

iv. Control quality at the source, stopping work if necessary to correct a nonconformance

c. Foreman

i. Adheres to the culture of Quality on the site

ii. Installs and performs standard work as defined in the Quality Control Checklist Book

iii. Holds briefings with their crew that regularly discusses quality standards for the work to be put in place

iv. Performs inspections on their work as their crew performs Definable Features of Work

v. Submits photos of work completed

vi. Utilizes the PSCC Level Workbook to eliminate any errors that may occur while shooting grades

vii. Control quality at the source, stopping work if necessary to correct a nonconformance

d. Crew Members

i. Follow the Quality Process and look for opportunities for improvements

ii. Control quality at the source, stopping work if necessary to correct a nonconformance

5. Develop new standards for Definable Features of Work and continually improve the process

QUALITY ASSURANCE & CONTROL

What am I responsible for delivering?

» Project Manager/Project Engineer

• Complete and Sign Project Specific Quality Control Plan

• Schedule and Hold Pre-Activity Meetings with all involved parties for each Definable Features of Work listed in the Project Specific Quality Control Plan

» Superintendent

• Complete and Submit a Quality Control Inspection (found in HCSS Inspections) on a crew performing a Definable Feature of Work once per week.

• Assist in scheduling and holding Pre-Activity Meetings with all involved parties for all Definable Features of Work listed in the Project Specific Quality Control Plan

» Foreman

• Hold and Document a Quality Briefing when working on a Definable Feature of Work

• Complete and Submit a Quality Control Inspection (found in HCSS Inspections) any time the crew is performing a Definable Feature of Work

• Take and Submit photos of work completed to HeavyJob

• Utilize the PSCC Level Workbook

Where do I find a document/form?

» Project Specific Quality Control Plan

» Quality Control Manual

» Quality Control Checklists

» Pre-Activity Agenda

» HCSS Quality Inspection

• HeavyJob > Inspections > Add Inspection > All Forms > Select Applicable Inspection

» HCSS Quality Briefing

• HeavyJob > Meetings > Add Meeting > Type –Quality > Select Applicable Briefing

Pre-Activity Agenda

Project Specific Quality Control Plan

Quality Control Manual

Quality Control Checklists

QUALITY ASSURANCE & CONTROL

HCSS Quality Inspection Path

» HeavyJob > Inspections > Add Inspection > All Forms > Select Applicable Inspection

HCSS Quality Briefing Path

» HeavyJob > Meetings > Add Meeting > Type – Quality > Select Applicable Briefing

CONSTRUCTION EQUIPMENT/FLEET

» Dispatch of Equipment, Tools and Materials

» Dispatch of PSCC Dump Trucks

» Repair and Maintenance of Equipment

» Monthly Fleet Review

» Fleet Asset Management

Owned By: Fleet Manager

CONSTRUCTION EQUIPMENT/FLEET

DISPATCH OF EQUIPMENT, TOOLS AND MATERIALS

PRIMARY RESPONSIBLE PERSON: FLEET DISPATCHER

SUPERVISOR: FLEET MANAGER

Description:

Procurement and delivery of Equipment, Tools and Materials in a timely manner to fulfill the needs of the jobsites allowing them to safely and efficiently complete their current projects.

The Why:

Cost of equipment is approximately 20% of total cost to company, and its use produces most of our revenue. Inability to deliver Equipment, Tools and Materials can cause work stoppages. Equipment left on jobsites after it is no longer needed increases costs.

Results Expected

» Equipment Utilization Percentage to be higher than competitors

» Smoother request processing

» Timely equipment delivery

» Eliminate unnecessary rentals

» Timely entry of rental equipment numbers for proper job costing

Cardinal Sins:

» Not providing needed items by specified deadline.

» Not picking up rental equipment or tools in a timely manner, resulting in greater cost for the jobsite.

» Inadequate or inefficient coordination between shop and field for pick-up and delivery

» Allowing the shop to be used as a material warehouse

Forms Needed:

» Needs Request Form

Data Needed:

» Input from Project Manager, Project Engineer, Superintendent, Foremen

» Information from HCSS Dispatcher and Telematics programs

Deadline

5 days, and making every effort as specified by person requesting Equipment, Tools, and Materials.

CONSTRUCTION EQUIPMENT/FLEET

DISPATCH OF EQUIPMENT, TOOLS AND MATERIALS

Steps

1. Receive needs requested by Email or thru HCSS from:

a. Project Manager

b. Superintendent

c. Project Engineer

d. Foreman

2. Ensure all details of the Jobsites needs are known.

a. For Equipment:

i. Size, Type needed or acceptable alternatives.

ii. Any special requirements (I.E. Grading bucket, Thumb, Sandplate, Etc.)

iii. How Long is the Equipment required?

iv. When is it needed. Provide specific deadline you absolutely need the equipment by. Also provide earliest date you can take it.

v. Job Location, Job Number and Specific area on the job the machine needs to be dropped off.

b. For Tools or Materials:

i. Full description of tool or material needed.

ii. Size, Quantity, or Type.

iii. If material is something other than common supplies, then it needs to be ordered by jobsite and shop can coordinate pickup and delivery by our company vehicles.

iv. When is it needed, provide specific deadline you absolutely need the tool or material. Also provide earliest date you can take it.

v. Job Location, Job Number and Specific area on the job the Tools or materials needs to be dropped off.

vi. Dispatcher checks other jobs for possible equipment that meets needs.

vii. If rental is necessary, check with rental companies for availability. If the equipment is an RPO candidate, ensure appropriate rental company is selected.

viii. Assign rental equipment an equipment number in Spectrum prior to receipt along with all other equipment specs available (year/make/model/etc.)

ix. Set up delivery of Equipment, Tool, or Material by priority.

x. Set up pickup of Equipment, Tool or Material after it is no longer needed.

CONSTRUCTION EQUIPMENT/FLEET

DISPATCH OF PSCC DUMP TRUCKS

PRIMARY RESPONSIBLE PERSON: FLEET DISPATCHER

SUPERVISOR: FLEET MANAGER

Description:

Scheduling and dispatching of Hourly dump trucks in a timely manner to fulfill the needs of the jobsites allowing them to safely and efficiently complete their current projects.

The Why:

Inability to move material can cause work stoppages and cause equipment to be idle and not revenue producing.

Results Expected

» Truck Utilization Percentage to be higher than competitors

» Smoother request processing

» Timely Truck Scheduling

» Eliminate unnecessary Subs

» Timely entry of Hauling Hours

Cardinal Sins:

» Not providing needed items by specified deadline.

» Inadequate or inefficient coordination between shop and field

» Under utilizing PSCC Dump Trucks

Forms Needed:

» Needs Request Form

Data Needed:

» Input from Project Manager, Project Engineer, Superintendent

» Information from HCSS Dispatcher and Telematics programs

Deadline

24 hrs, and making every effort as specified by person requesting Trucks.

PSCC Dump Truck Video

CONSTRUCTION EQUIPMENT/FLEET

Steps

1. Field requests dump truck from Equipment Dispatcher by needs requests. Required information for Dump Truck:

a. Delivery date is 24 hours advanced notice.

b. Job location

c. Activity cost code

d. Est. completion date

2. Confirmation Email sent to Project Manager, Superintendent, and Project Engineer.

3. Dump Truck will be dispatched.

4. Upon entering the job site, the driver will contact the Superintendent and confirm the activity cost code and if they will be working on multiple activity codes that day.

5. Upon completion of any activity the dump truck driver will enter the hauling hours into the HCSS Field Entry - Materials & Subs, Exhibit A and Video

a. Note there may be multiple activities that may be coded a day, the driver should confirm with superintendent or foreman when a location changes.

b. Note that the code 11-399 on the driver’s timecard is not to be used for hauling hours. Only the material and sub entry require the actual activity that is being worked on.

6. Superintendents are responsible for reviewing the sub and material code to confirm the activity cost code is correct and notes are entered with load count

a. Driver will enter the following information:

i. Choose Dump number.

ii. Choose the cost code given by the superintendent.

iii. Enter hours worked in both Received and Installed

iv. Enter number of Loads

v. Enter notes related to that activity.

vi. See Example below.

DISPATCH OF PSCC DUMP TRUCKS

CONSTRUCTION EQUIPMENT/FLEET

REPAIR AND MAINTENANCE OF EQUIPMENT

PRIMARY RESPONSIBLE PERSON: EQUIPMENT MANAGER

SUPERVISOR: FLEET MANAGER

Description:

Periodic (at times, emergency) attention to equipment to keep it safe and productive.

The Why:

Cost of equipment is approximately 20% of total cost to company, and its use produces most of our revenue.

Results Expected

» Equipment Uptime Percentage to be higher possible to established benchmark

» Efficient life of the machine is maximized

Cardinal Sins:

» Hiding the need for repair – especially if it affects the safe operation of the equipment, etc.

» Arguing that maintenance is not needed based on experience or opinion rather than hours and facts

» Shop not evaluating all repair needs and addressing each before sending back to project

» Not reviewing inspection sheets on a weekly basis

» Inadequate coordination with the field

» Not following recommended maintenance schedule

Forms Needed:

» Inspection Form

» Work Order

Data Needed:

» Hours of equipment

» Model, serial number, type etc. of equipment needing repair or maintenance

» Maintenance schedule

Deadline

» Per manufacturer’s recommended schedule of maintenance or as indicated by Fleet Manager

» Repair affecting safety requires immediate “stop use” and notification to Shop.

» Notification of repair needed affecting operational efficiency only – by end of day

Steps

1. Receive needs request by Email or thru HCSS programs from:

a. Project Manager

b. Superintendent

c. Project Engineer

d. Foreman

e. Vehicle inspection sheet

f. Heavy Job software by hours used

g. E360 Software

2. Equipment Manager contacts Superintendent and determines if field repair or equipment needs shop time

3. If pick up, then Equipment Manager arranges logistics with Dispatcher.

a. Equipment is picked up and brought to shop

4. Initial inspection by technician and Inspection Form is filled out

5. Turn in Inspection Form to Equipment Manager

6. Technician generates Work Order

7. Equipment Manager assesses time and parts needed – communicates to Superintendent

8. Execute repair or maintenance

a. That will cause the minimum impact on job production

b. Plan for equipment use on same job or another job

9. When finished, equipment is sent to where it is needed

CONSTRUCTION EQUIPMENT/FLEET

MONTHLY FLEET REVIEW

PRIMARY RESPONSIBLE PERSON: FLEET MANAGER

SUPERVISOR:

PRESIDENT

Description:

Discussion and action planning of fleet (excavators, trucks, etc.) logistics, repair, maintenance, and acquisition.

The Why:

Maximize fleet efficiency and asset protection

Results Expected

Better communication and planning (less negative surprises and crises)

Cardinal Sins:

» Not engaging in discussion

a. Not coming prepared – doing homework in meeting

b. Not completing 100% of the action items

Forms Needed:

» Agenda Form

Data Needed:

» Previous action plan

» Input from participants before meeting

Deadline

Agenda published one business day before the meeting.

Steps

1. Create Equipment review agenda

2. Review and Discuss:

a. Equipment cost for previous months

b. Dispatching and Utilization

c. Maintenance/repair issues

d. RPOs and possible purchases

3. Action plan created

4. Follow-up on action plan at next meeting

Agenda Form

CONSTRUCTION EQUIPMENT/FLEET

EQUIPMENT ACQUISITION AND MANAGEMENT

PRIMARY RESPONSIBLE PERSON: FLEET MANAGER

SUPERVISOR: COO

Description:

Process of acquisition, depreciation, and disposal of Equipment

The Why:

Providing the correct equipment to our teams the key to the success of the company and demonstrates a people first culture. Planning for acquisition, depreciation, and disposal creates a positive cash position and unit cost of work.

Cardinal Sins:

» Not assigning equipment number

» Failure to get approval on purchase of new equipment

» Not properly identifying equipment before placing in service

» Not confirming insurance is in place before placing into service

» Not canceling insurance when equipment is disposed of.

» Purchasing equipment that is not needed

Forms Needed:

» Purchase Order for Capital Asset form - paper or electronic form available on company file system

Data Needed:

» Invoice or quote

» Asset information

» Financing information Deadline

» Set up in all systems within 24 hours of asset arrival

» Deletion from all systems within 48 hours of disposal of asset

» Numbering and Decaling Asset within 2 weeks

» GPS monitoring installation and monitoring is established within 2 weeks of service.

CONSTRUCTION EQUIPMENT/FLEET

FIXED ASSET MANAGEMENT

Steps

1. On an annual basis (October) a Capex budget is required to be completed and approved by COO, VP of Operations and CFO.

2. Equipment is reviewed on a weekly basis to identify if additional equipment needs to be purchased or old equipment is disposed or sold

3. Potential Purchases are reviewed to see if the need is short term or long-term and discussed with Department heads and COO

a. Purchase Approval form is completed if equipment is over $1,000.

b. Approval is completed by COO

c. Equipment is purchased and invoice received.

d. Equipment number assigned and file set up by Fleet Coordinator (FC)

e. Equipment properly decaled and numbered

f. Accounting Manager is notified that file is set up by FC

g. Accounting Manager is responsible for:

i. Equipment reported to Insurance

ii. If financed, terms and GL account set up

iii. Asset details are entered into Accounting system

a. If asset is less than 5,000 it is expensed and entered in Equipment Control Module

b. If greater than 5,000 it is Capitalized and enter in to Equipment Control and Fixed Asset module

iv. Capitalized Assets are depreciated based on Useful life

h. All equipment assigned an number are to be maintained in Equipment Control in Spectrum and costs associated will be identified.

i. Transmit new equipment to Heavy Job, E360, Dispatcher

j. Identify if equipment requires GPS tracking and schedule installation.

4. Disposal of equipment is approved by COO

a. If sold, title and bill of sales is to be issued and signed by CFO

b. If scrapped or repurposed, then approval is to be given by CFO

c. The Accounting Manager is to be provided all documentation.

d. Equipment is retired and disposed in the inactivated in all software.

TEAM DEVELOPMENT

» Recruiting and Hiring

» On-Boarding - Hourly Team Members

» On-Boarding - Agenda for Office Team Members and Foreman/Superintendents

» On-Boarding - Office Team Members and Foreman/ Superintendents

» Applicant Tracking System Hygiene

» Office Personnel Action Form Process - Compensation and/or Title Change

» Field Personnel Action Form Process- Compensation and/or Title Change

» Request for Field Personnel Needs Process

Owned By: Director of Team Development

TEAM DEVELOPMENT petticoat

RECRUITING AND HIRING

PRIMARY RESPONSIBLE PERSON: TALENT ACQUISITION SPECIALIST (TAS)

SUPERVISOR:

DIRECTOR OF TEAM DEVELOPMENTT

Description:

Fulfilling the tactical objectives of PSCC through hiring and retaining team members by following a defined recruiting and hiring process.

The Why:

The construction industry’s landscape is rapidly evolving, with technological advancements and innovative techniques, reshaping how projects are executed, with additional threats to a diminishing workforce. Amidst this transformation, the role of human capital cannot be understated. By implementing an MVPA-driven hiring approach, we are strategically positioning PSCC to thrive in the face of these challenges and capitalize on new opportunities.

Results Expected

Smoother administration and onboarding of all team members.

Cardinal Sins:

» Promising a job to someone without conducting a background screening or drug test.

» Anyone outside of Team Development and/or the Executive Team promising a job, giving a job assignment or in any way disregarding the hiring process.

» Overcommitting position or compensation to team members

» Not validating reliable transportation

» Not reviewing ACT or meeting ACT criteria

» Asking prohibited questions during an interview or phone screening

Forms Needed:

» Agenda Form

Data Needed:

» Job opening/hiring data

a. Job Description

b. Compensation to be offered to candidate

Deadline

Orientation is every Tuesday and Wednesday.

Illegal Interview Questions

TEAM DEVELOPMENT

RECRUITING AND HIRING

Steps

1. The Executive Team Member or Utility Operation Manager informs the Team Development department of hiring needs. If information comes from a member of PSCC Management, an Executive Team Member must approve.

2. TAS posts positions on the applicant tracking system and all external sites such as universities, online career sites, newspapers, company websites, recruiting agencies, social media, and local partners.

3. Applicant workflows remain up to date from start to finish.

4. All applications are to be reviewed within four business hours of receipt.

5. All qualified applicants will be followed up with for three (3) consecutive business days when unable to be reached the first time. (Text, email, phone call)

6. Accepted applications are to be reached out to for a phone screen. This includes a phone call, email, and text message. If they answer the phone, confirm it’s okay to complete the phone screen at that time. If not, schedule the call within 48 hours.

7. If the phone screen is a successful Position Fit, complete the Culture Fit phone screen while on the call.

8. If the candidate has a successful Culture Fit phone screen, while on the phone with you, the candidate is then emailed a Culture Index (CI) to complete.

9. All Position and Culture Fit phone screens are saved to Datto and then uploaded to Clear Company as soon as they are completed.

10. Once the CI is complete, the Culture Index is uploaded into Clear Company then:

a. For field, below a Foreman: the candidate is scheduled for a field interview/test with the designated Manager. The Talent Acquisition Specialist will send a calendar invite to those on the Operation Interviewers Sheet. The invite will include the candidate’s resume, phone screen, CI, and job description.

b. For office, shop, Field Foremen, and Field Supers: the candidate’s resume, phone screen, CI, and percentage match are sent to the Hiring Manager to determine if they would like to interview the candidate.

i. If the Hiring Manager would like to interview the candidate, the Talent Acquisition Specialist will schedule the in-person or video interview.

ii. If the candidate requires travel accommodation for the interview, the Talent Acquisition Specialist will work with the Office Manager to get the accommodation set up.

11. After the interview with the Hiring Manager, the Manager will contact the Talent Acquisition Specialist to

a. For field, below a Foreman: provide feedback and what the skill level is.

b. For office, shop, Field Foremen, and field Supers: provide feedback, and preferred next steps.

12. If a verbal offer is the next step, the Talent Acquisition Specialist is to contact the candidate to provide the verbal offer following the Compensation Worksheet (for field) or the information provided by the Hiring Manager (office or shop).

13. If an offer letter is needed, information is communicated to the Team Development Manager via Team Chat for onboarding to start.

14. The Team Development Manager will create the offer letter and send it to the candidate.

15. If the candidate accepts the offer, the following prehire contingencies must be completed and favorable:

a. Background check, drug test, and employment reference check

b. If a vehicle is offered – the Team Development Manager will check the Motor Vehicle Report.

16. If pre-hire contingencies are favorable:

a. Start date and orientation are scheduled.

TEAM DEVELOPMENT petticoat schmitt

ON-BOARDING - HOURLY TEAM MEMBERS

PRIMARY RESPONSIBLE PERSON: TEAM DEVELOPMENT MANAGER

SUPERVISOR:

DIRECTOR OF TEAM DEVELOPMENT

Description:

The process of introducing new team members to their jobs, coworkers, and the organization so they have the resources necessary to successfully produce the desired organizational outputs.

The Why:

Implementing a consistent onboarding process streamlines team member integration, ensuring quicker acclimatization, reducing training costs, and increasing productivity. By providing a structured and uniform experience, PSCC can foster a strong foundation for team member engagement and long-term success, ultimately driving organizational growth and innovation.

Results Expected

» Lower turnover

» Better engagement of team members with the potential of earning a management position

Cardinal Sins:

» Not conducting a background investigation or drug screening before the hire date

» Not conducting a field test/interview for all potential new field team members

» Not attending orientation before the first day of fieldwork

Forms Needed:

» Field team members assignment

» 2, 4, 12 check-ins

Data Needed:

» Feedback from new hire surveys

» Feedback from 2, 4, and 12 completed forms

Deadline

» 90-day progress review with Supervisor to determine if the right person is in the right seat.

» PPE, fringe benefits, etc. – the first day of work.

» Team Development will take a picture of the new hire at NHO.

Steps

1. The Team Development Manager sends new hire paperwork to the new hire via an online system.

2. Team Development sends a group email to the Executive team and NHO Coordinators announcing new team members attending orientation.

3. The new team member will start on Tuesday, with orientation being day one.

4. Training and Development Manager works with Hiring Manager to assign a buddy for onboarding.

a. Ryan sends a welcome note to the new hire

5. Tour team member(s) around facility.

6. Team Development to introduce new team members to as many people as appropriate.

7. Remind all team members to welcome and include new hires in company activities.

8. New team members complete a new hire survey to evaluate the hiring process and orientation material. Feedback is then provided to the leadership.

9. Benefit enrollment is scheduled on the first of the month following 60 days of employment.

10. The Hiring Manager monitors team members’ progress in the first 90 days.

11. Team Development conducts a check-in with new team members at 2 weeks, 4 weeks, and 12 weeks of employment.

12. Team members graduate from Green Hardhat to White Hardhat after 6 months of employment.

TEAM DEVELOPMENT petticoat

ON-BOARDING - AGENDA FOR OFFICE TEAM MEMBERS AND FOREMAN/SUPERINTENDENTS

PRIMARY RESPONSIBLE PERSON: TEAM DEVELOPMENT MANAGER

SUPERVISOR:

DIRECTOR OF TEAM DEVELOPMENT

Description:

An onboarding agenda for all Foremen, Superintendents, and office personnel covers various aspects of their introduction to the company, its culture, policies, procedures, and their specific roles within the company.

The Why:

Onboarding agendas play a critical role in helping the new team members transition smoothly into their roles, align with the company’s goals and values, and become productive members of the team. They are an investment in the success of both the individual and the organization.

Results Expected

» First impressions matter- new team members should feel valued from day one

» Faster Integration

» Reduced turnover

» Clear expectations

Cardinal Sins:

» Not conducting a background investigation or drug screening before the hire date

» Not conducting a field test/interview for all potential new field team members

» Not attending orientation before the first day of fieldwork

Forms Needed:

» Field team members assignment

» 2, 4, 12 check-ins

Data Needed:

» Name, position, and start date of new team member

» Hiring Manager’s information

» A buddy should be assigned

Deadline

» The hiring manager is to provide feedback on the template agenda within 2 business days.

» Agenda is to be added to all participants’ calendars no later than 5 days before the team member’s first day of employment.

TEAM DEVELOPMENT

ON-BOARDING - AGENDA FOR OFFICE TEAM MEMBERS AND FOREMAN/SUPERINTENDENTS

Steps

1. The candidate has accepted the offer submitted by the Team Development Manager and is provided with a potential start date.

2. The Team Development Manager will connect with the Utility Operations Manager if the new team member is a foreman or superintendent to receive a mentor assignment.

3. The Team Development Manager will create an onboarding template to present to the hiring manager for adjustments and/or approvals for office personnel.

4. The Team Development Manager will ensure the new office team member is assigned a “buddy”.

5. Once steps three and four have been completed, the Team Development Manager will develop an agenda outlining the first two weeks of employment.

6. After the agenda is developed and completed, the Team Development Manager will send out calendar invites to required and optional participants involved in the onboarding process.

7. Optional participants will only be involved in the onboarding process if the required attendee is out unexpectedly or on vacation.

8. Once steps six and seven have been completed, the Team Development Manager will send out an email to all participants involved with the attached agenda and checklist.

9. Once the new team member begins on day 1 of orientation no revisions will be made to the onboarding agenda.

TEAM DEVELOPMENT petticoat schmitt

ON-BOARDING - OFFICE TEAM MEMBERS AND FOREMAN/SUPERINTENDENTS

PRIMARY RESPONSIBLE PERSON: TEAM DEVELOPMENT MANAGER

SUPERVISOR: DIRECTOR OF TEAM DEVELOPMENT

Description:

The process of introducing new team members to their jobs, coworkers, and the organization so they have the resources necessary to successfully produce the desired organizational outputs.

The Why:

Implementing a consistent onboarding process streamlines team member integration, ensuring quicker acclimatization, reducing training costs, and increasing productivity. By providing a structured and uniform experience, PSCC can foster a strong foundation for team member engagement and long-term success, ultimately driving organizational growth and innovation.

Results Expected

Less turnover of first-year team members

Cardinal Sins:

» Not conducting a background investigation or drug screening before the hire date.

» Not creating or following new team members’ agenda for the first two weeks.

» Not attending orientation before the first day of work.

Forms Needed:

» First two weeks’ Agenda

» 2, 4, 12 check-ins

Data Needed:

» First two weeks’ schedule of events from the Team Development Manager

» Feedback from new hire surveys

» Feedback from 2, 4, and 12 completed forms

Deadline

» First two weeks’ agenda – The Team Development Manager will send it out 5 days before the team member’s hire date.

» 90-day progress review by the Hiring Manager to determine the right person and right seat.

» PPE, fringe benefits, etc. – the first day of work.

» Team Development will take a picture of the new hire at NHO

TEAM DEVELOPMENT

ON-BOARDING - OFFICE TEAM MEMBERS AND FOREMAN/SUPERINTENDENTS

Steps

1. The Team Development Manager will send new hire paperwork via an online system.

2. The Team Development Manager collaborates with the Hiring Manager to create an agenda for team member’s first two weeks’ activities.

3. The new team member starts on Tuesday, with orientation being day one.

4. Execute onboarding checklist – The Team Development Manager ensures that all parties comply with their duties.

5. Team Development sends a group email to the Executive team and NHO Coordinators announcing new team members attending orientation.

6. Visual aid was established at the entryway announcing new team members.

7. Constant communication with new hires by Team Development.

8. Ryan sends a welcome note to the new hire.

9. Tour team member(s) around facility.

10. Team Development introduces new team members to as many people as appropriate.

11. Remind all team members to welcome and include new hires in company activities.

12. New team members complete a new hire survey to evaluate the hiring process and orientation material. Feedback is then provided to the leadership.

13. Benefit enrollment period is scheduled for the first of the month following 60 days of employment.

14. The Hiring Manager monitors team members’ progress in the first 90 days.

15. Team Development conducts a check-in with new team members at 2 weeks, 4 weeks, and 12 weeks of employment.

16. Team members graduate from Green Hardhat to White Hardhat after 6 months of employment.

TEAM DEVELOPMENT petticoat

APPLICANT TRACKING SYSTEM HYGIENE

PRIMARY RESPONSIBLE PERSON:

TALENT ACQUISITION SPECIALIST

SUPERVISOR:

DIRECTOR OF TEAM DEVELOPMENT

Description:

Keeping the Applicant Tracking System (ATS) clean and manageable ensures that the talent acquisition team can review all incoming applicants within four (4) business hours of the application being received.

The Why:

All applicants deserve a great experience. This requires the talent acquisition team to be quick and thorough in our replies to all incoming applicants. This ensures that all applicants are being moved forward through the recruiting process quickly and timely.

Results Expected

Smoother administration and on-boarding of Salaried office employees.

Cardinal Sins:

» Leaving requisitions open that do not have any open positions

» Posting jobs that do not follow the policy

» Not processing applicants on time

» Not keeping pipelines clean and up-to-date

Data Needed:

» Current open requisitions Deadline

» Review all candidates within 4 business hours

» Reach out to the candidate for 3 consecutive business days

» Requisitions should not be open for more than 30 days

Steps

1. Only currently active requisitions are open.

2. Applicant outreach requires all applicants to be reviewed within 4 business hours.

3. All qualified applicants will be followed up with for three (3) consecutive business days when unable to be reached the first time. (Text, email, phone call)

4. Detailed notes and communication details are kept in the candidate’s ATS file.

5. All applicants are dispositioned if they are not moving forward. (Include detailed notes on the reason for the decision)

6. Applicant workflows remain up to date from start to finish.

7. Next steps are documented for each applicant through every stage of the process.

8. Requisitions are closed and reopened no later than 30 days after initial posting. (assess applicant volume after 2 weeks of posting, if low volume, reassess title, content, and application questions and repost the ad)

TEAM DEVELOPMENT

OFFICE PERSONNEL ACTION FORM PROCESSCOMPENSATION AND/OR TITLE CHANGE

PRIMARY RESPONSIBLE PERSON: TEAM DEVELOPMENT MANAGER

SUPERVISOR: DIRECTOR OF TEAM DEVELOPMENT

Description:

The Personnel Action Form (PAF) process is integral to maintaining accurate and up-to-date team member records, facilitating company changes, and ensuring that adjustments align with established policies and procedures. Effective communication and documentation during each process step contribute to a streamlined and transparent personnel management system.

The Why:

PSCC approaches compensation and title changes with careful consideration, ensuring fairness, transparency, and alignment with both the team member’s and company objectives.

Results Expected

» Compensation aligned with performance

» Ensuring fairness of compensation

» Timely process of PAF

Cardinal Sins:

» Committing to a title change or compensation adjustment before securing the necessary approval

Data Needed:

» Personnel Action Form Deadline

» PAF submitted to Team Development at least one business day before the effective date

Steps

1. The manager identifies a team member who has earned a compensation change and/or a title change.

2. The manager completes a PAF. The originator of the PAF then signs it and attaches additional documentation to back up the “why”.

3. The PAF, if approved, is then signed by the manager’s supervisor.

4. The manager will submit all PAFs to the Team Development department.

5. The Team Development department will scan the PAF into the personnel file and submit it to payroll for processing.

TEAM DEVELOPMENT

FIELD PERSONNEL ACTION FORM PROCESSCOMPENSATION AND/OR TITLE CHANGE

PRIMARY RESPONSIBLE PERSON: TEAM DEVELOPMENT MANAGER

SUPERVISOR: DIRECTOR OF TEAM DEVELOPMENT

Description:

The Personnel Action Form (PAF) process is integral to maintaining accurate and up-to-date team member records, facilitating company changes, and ensuring that adjustments align with established policies and procedures. Effective communication and documentation during each step of the process contribute to a streamlined and transparent personnel management system.

The Why:

PSCC approaches compensation and title changes with careful consideration, ensuring fairness, transparency, and alignment with both the team members and company objectives.

Results Expected

» Compensation aligned with performance

» Ensuring fairness of compensation

» Timely process of PAF

Cardinal Sins:

» Committing to a title change or compensation adjustment before securing the necessary approval

Data Needed:

» Performance Action Form

» Certification Status

» Skill Level

Deadline

» PAF submitted to Team Development before the effective date

Steps

1. The Superintendent and/or Foreman identify a team member who has earned a compensation change and/or a title change.

2. The Foreman will ensure that the team member is certified in the current role and new role, and appropriate skill level if applicable.

3. The Utility Operations Manager is then notified, and the above information is verified. All certification signoffs require the Utility Operations Manager’s signature.

4. The Utility Operations Manager then notifies the Team Development Manager to initiate a PAF.

5. The Team Development Manager will complete a PAF form and gather the appropriate checklist for the skill set and/or certification booklet.

6. The information is then provided to the Utility Operations Manager for signature before presenting it to the Executive Vice President of Operations for final approval.

7. If the Executive Vice President of Operations provides feedback that is needed before approving or denying the PAF, the Utility Operations Manager will notify all parties included to ensure everyone is updated.

8. If the Executive Vice President of Operations approves the PAF, it is then given to the Team Development Manager, scanned into the personnel file, and submitted to payroll for processing.

TEAM DEVELOPMENT

REQUEST FOR FIELD PERSONNEL NEEDS PROCESS

PRIMARY RESPONSIBLE PERSON: TEAM DEVELOPMENT MANAGER

SUPERVISOR:

DIRECTOR OF TEAM DEVELOPMENT

Description:

Informing the Team Development team about every request for additional field personnel.

The Why:

The established process ensures that the Team Development team actively seeks candidates who align with the specific requirements of PSCC.

Results Expected

» Provide a better experience for applicants and hiring managers.

» Provide more control and less stress for the internal team.

» Decisions are made quickly, and applicants are processed faster.

Cardinal Sins:

» Leaving requisitions open that do not have any open positions

» Posting jobs that do not follow the policy

Data Needed:

» Current and upcoming needs

» Job Description, if not already on file

Deadline

» End of the business day upon the Utility Operations Manager receiving the notification

Steps

1. Superintendents and Foremen are responsible for maintaining an up-to-date Crew Roster.

2. Upon receiving a resignation, terminating a team member, or otherwise identifying a need for an additional team member, the foreman or superintendent will contact:

a. For Pipe crews – the Utility Operations Manager

b. For other crews – the Project Director assigned to their current project.

i. Once the Project Director is notified, they will then notify the Utility Operations Manager.

3. The Utility Operations Manager will communicate the need to the Team Development Manager.

4. Once the additional team member is identified, has been interviewed, and accepts the opportunity with PSCC, the pending hire is then placed on the Crew Roster to the right of the current team by Team Development.

5. The Utility Operations Manager will verify with the Team Development Manager exactly what project they will need during the weekly crew meeting.

STRATEGIC BUSINESS & ADMINISTRATIVE PROCESSES

PRIMARY RESPONSIBLE PERSON: PAYROLL ADMINISTRATOR

SUPERVISOR:

ACCOUNTING MANAGER

Description:

Accurately compensating PSCC team members and ensure the monetary compensation of a team member is consistently repeated weekly.

The Why:

We are a people first company and ensuring proper compensation and correct benefit deductions is a bed rock of employee value. When done consistently it creates trust in our team members because we do what we commit to do every week.

Results Expected

» Error-free payroll process

» On-time payroll

» Team members are confident they will be paid correctly and consistently

Cardinal Sins:

» Not adhering to payroll deadlines

» Employee not requesting time-off in Paycor

» Supervisor not approving time-off in Paycor

» Foreman not designating vacation time for employee in Heavy Job

» Not turning in Personnel Action Form (PAF) for employee changes

» Not receiving employee deduction changes from Team Development

» Not having reviewed and approved timecards on time

» Invalid Job/Phase cost codes

» Not communicating effectively with all departments

Software needed:

» Spectrum - https://petticoatschmitt.dexterchaney. com/index.jsp

» Heavy Job

» Paycor - https://hcm.paycor.com/authentication/ Signin?Logout=1

Data Needed:

» Office timecard – Office Pre-Timecard Template

» Shop timecard – Payroll Export - E360

» Field timecard – Heavy Job (HcssAcct file)

» Balance spectrum and Paycor – Balance Report

Deadline

» Office timecard approved by 8 am Monday each week

» Shop E360 export file available by 8am Monday each week

» Foreman/Superintendent daily Heavy Job entries by 8:00 pm

» Superintendent approval of daily heavy job entries by 10:00 am next day

» Expense Reimbursements submitted by Friday prior to payroll week

» Rate changes, benefit changes or adjustments and new elections submitted by Thursday prior to payroll week

» Incentives, bonuses, etc. submitted by Thursday prior to payroll week

» Payroll posting/deposit by Wednesday before 3:00 PM via Paycor (or before noon)

STRATEGIC BUSINESS & ADMINISTRATIVE PROCESSES

Steps:

1. Spectrum Viewpoint process:

2. Complete Pre-Payroll for Office, Shop and Field

3. Process:

4. Office Payroll

5. Shop Payroll

6. Field Payroll

7. Upload payroll from Spectrum to Paycor

8. Balance Spectrum and Paycor

9. Submit Payroll to Paycor for Processing

Miscellaneous Payroll Processing:

1. Manual checks 2. Safety Checks 3. Void Checks

STRATEGIC BUSINESS

& ADMINISTRATIVE PROCESSES

Payroll Flow Chart PAYROLL

Paycor

Payroll Instructions

IT SECTION petticoat schmitt

INFORMATION TECHNOLOGY

PRIMARY RESPONSIBLE PERSON: IT MANAGER

SUPERVISOR:

CFO

Description:

The IT department is responsible for the technological backbone of a company, ensuring that its systems are secure, efficient, and aligned with business objectives. Its role is increasingly vital in today’s digital business landscape, as technology continues to drive innovation and productivity.

The Why:

The IT department is essential for a company due to its compelling business reasons, including safeguarding data integrity, optimizing operational efficiency, and strategically leveraging technology for competitive advantage.

Results Expected:

Leverage Technology to continually improve efficiency and drive innovation. Maintain a secure environment in which the system is safe and secure.

Cardinal Sins:

» Not ensuring that all systems are available at all times.

» Not following up on implemented technology to ensure proper use

» Not training on upgrades and new technology

» Onboarding all employees to ensure their success

» Neglecting User Training and Support

» Insufficient Backups and Disaster Recovery

» Lack of Documentation

Forms Needed:

» IT Equipment Request Form

Data Needed:

» Only where it’s applicable Deadline

» Weekly, Quarterly, Annual

Steps:

1. Assessment and Planning: The IT department begins by assessing the company’s technological needs and goals. Collaborating with other departments to understand their requirements and align technology initiatives with the overall business strategy. This step involves budget planning and the development of IT roadmaps.

2. Infrastructure Setup and Maintenance: Once the strategy is in place, the IT team is responsible for setting up and maintaining the necessary technological infrastructure. This includes configuring and securing networks, servers, and hardware components to ensure they operate efficiently and securely.

3. Software Implementation and Support: IT professionals install and configure software applications required by different departments. We provide ongoing support to ensure employees have access to the tools they need and resolve any software-related issues that may arise.

4. Security and Compliance: Data security is paramount. The IT department implements robust security measures, including firewalls, encryption, and access controls, to protect company data from cyber threats. We also monitor compliance with relevant regulations and standards to avoid legal issues.

5. Monitoring, Maintenance, and Innovation: The IT department continually monitors the performance of technology systems, applying updates and performing maintenance to prevent downtime. We also stay updated on emerging technologies and assess how we can be strategically integrated to improve efficiency, innovation, and competitive advantage within the company.

IT SECTION petticoat schmitt

6. Vendor Selection: Solicit bids and proposals from selected vendors. Choose vendors based on costeffectiveness, reliability, and their ability to meet project requirements.

7. Infrastructure Upgrades: Implement necessary hardware and software upgrades, including project management software, communication tools, and data analytics solutions. Ensure a smooth transition by migrating data and processes with minimal disruption to ongoing construction projects. Conduct thorough testing to identify and address any issues.

8. Training and Documentation: Provide training to Petticoat-Schmitt teams on how to use the upgraded systems and iPads to field Personnel. Create comprehensive documentation for construction processes and technology utilization.

9. Post-Implementation Support: Provide ongoing support and troubleshooting for Petticoat-Schmitt teams using the upgraded systems. Continuously monitor emerging construction technology trends to keep our infrastructure cutting-edge.

ACCOUNTING

» Subcontractor Payment

» Accounts Payable – Suppliers / Vendors

» Fixed Asset Management

» Accounts Receivable Management

» Project Work in Progress

» Review of Financial Statements

» Project Close-out

ACCOUNTING petticoat schmitt

SUBCONTRACTOR PAYMENT

PRIMARY RESPONSIBLE PERSON: ACCOUNTING MANAGER

SUPERVISOR: CFO

Description:

Processing and paying subcontractors

The Why:

Maintaining a good subcontractor relationship by paying our subcontractors as agreed. Paying them on time helps keep our costs lower than competitors and solidifies our relationship..

Results Expected

» Predictable payment to Subcontractors.

» Known liabilities to subcontractors

Cardinal Sins:

» Neglecting to verify the accuracy of subcontractor invoices, including amounts and job numbers

» Not puting invoices into the accounting system upon receipt

» Overlooking checks for duplicate invoices, progress payment requests, and payments

» Neglecting to get proper and prompt releases, or improperly filing releases

» Releasing subcontractor payments without valid and up-to-date subcontractor insurance

» Releasing subcontractor payments without signed subcontract

Forms Needed:

» PSCC Payment Application

Data Needed:

» Executed subcontract and attachments

» Subcontractor invoice

» Lien release from Subcontractor

Deadline

» Project Manager approval of Subcontractor invoice the Thursday after receipt

» Checks sent to Subcontractors per terms

Steps:

1. The accounts payable department receives subcontract invoices via email, accountspayable@ petticoatschmitt.com, or via physical mail

2. Subcontracts are listed in the job file drive. The invoice should be compared to the POs and Subcontracts.

3. Once determined to be a subcontract the invoice is sent to the proper Project Coordinator (PC).

4. The PC reviews invoices for duplication, overcharge, correct scope of work, and other errors. They then enter into Spectrum and begin processing.

5. The PC will create internal billing, invoice number, and routes the invoice to the Project Team.

6. Once payment from the client or project owner is received, we make payment to subcontractor per subcontract terms.

7. On a weekly basis Accounts Payable sends a list of all open items to the PCs for them to select subcontracts to pay.

8. Once AP receives subcontract selections from PCs, print checks as directed.

a. Check: In Spectrum, checks are chosen via the “Payment Processing” option in the site map. Chosen invoices selected. Total payment and check numbers are verified and then checks are printed. Accounts Payable provides President and CFO with unsigned checks and digital check register.

b. Once checks are signed, AP copies and delivers copied checks to proper PCs.

c. Checks are held until the PC directs that the release has been filed and the check may be mailed or if the check is provided special handling.

ACCOUNTING petticoat schmitt

ACCOUNTS PAYABLE – SUPPLIERS / VENDORS

PRIMARY RESPONSIBLE PERSON:

AP SPECIALIST

SUPERVISOR: ACCOUNTING MANAGER

Description:

Managing accurate payment of vendor (nonsubcontractor) invoices.

The Why:

Maintaining a good vendor relationship by paying our vendors as agreed. Paying them on time helps keep our costs lower than competitors and solidifies our relationship.

Results

Expected

Efficient and exact invoice processing and payment. This snowballs to more discounts, better relationships and pricing with vendors, and increased leverage when issues arise.

Cardinal Sins:

» The Project Manager does not review invoice exceptions when asked.

» Lack of backup documentation.

» Incorrect purchase orders or failure by the Project Coordinator or Project Manager to rectify them within a payment cycle (30 days) or more.

» Short paying

» Not verifying invoice accuracy

» Releasing payment without a W-9 on file

Forms Needed:

» W-9 or equivalent. (This is sent to PCs to be entered into Spectrum)

Data Needed:

» Purchase order number, quantities, and prices.

» Delivery tickets.

» Supplier or service provider invoice

» Approval and direction from Project Manager

Deadline

» Accounting: Three business days from receipt to PM distribution.

» Project Manager: Approval of invoice the Thursday after receipt.e

Steps:

1. Vendors submit invoices to accounts payable department.

2. Each A/P clerk will review the invoice and match up with purchase order and delivery ticket.

3. Once matched and approved (no discrepancies), input into Accounting Software

a. All invoices are routed to Project Manager or Project Coordinator, to be reviewed and approved

4. Once approved by Project Manager, the invoice is re-routed to Accounting to be posted into Accounting system

5. Invoices are reviewed and approved by Accounting, once all discrepancies are corrected

6. Payment is processed to Vendor, Supplier, etc. per payment terms or agreements. Accounting Manager approves and releases for payment.

7. President reviews payments and signs checks

a. Payments mailed or handled for payment

b. Accounting Manager sends “Positive Pay” list to Bank showing check number issued, pay amount, date and payee for checks to be cleared by bank.

Accounts Payable Process

ACCOUNTING petticoat schmitt

ACCOUNTS PAYABLE – SUPPLIERS / VENDORS

Steps:

1. The accounts payable department receives invoices via email, accountspayable@petticoatschmitt.com, or via physical mail.

2. An AP Specialist will review the invoice and match materials, quantities, and prices with purchase order and delivery ticket (received from field).

a. If quantities do not match the ticket, the invoice is routed in Spectrum to the Project Team where quantities are verified, and the invoice is approved. The invoice can also be rejected and sent to the vendor to be revised.

b. If materials do not match the invoice is routed to the Project Team in Spectrum, additional materials should be entered as a Field PO or change order to existing PO

c. If prices do not match the AP Specialist will reach out to the vendor via email with the signed P.O. and have a revised invoice or credit memo sent for the pricing difference. If issues occur, they are to be escalated to the Project Team.

3. If matched, with no discrepancies, the invoice gets applied to PO in Spectrum and sent to the Project Team for approval.

a. If the material was ordered but does not match the PO or PO not provided, the invoice is routed in Spectrum to the Project Coordinator for confirmation, cost coding, and then sent to the rest of the Project Team for approval.

4. Once approved by the Project Team, the invoice is routed to the Accounting Manager for final confirmation. If error free, the invoice is approved and ready to be paid. If there are errors the Accounting Manager leaves routing notes and rejects them to the Project Manager.

5. Payment is then processed to Vendor per payment terms and agreements. A list of open invoices is sent to PCs to select payments required by subcontractors then an AP Specialist selects vendor payments by invoice, calculates discounts on applicable invoices, and sends to the Accounting

6. Manager.

7. Once approved by the Accounting Manager, payment is scheduled. Payments are made in one of the following ways:

a. Check: In Spectrum, checks are chosen via the “Payment Processing” option in the site map. Chosen invoices selected. Total payment and discount amounts, as well as check numbers, are verified and then checks are printed.

b. Credit Card: Like checks, these invoices are selected and simply paid via vendor portal, phone, or email (Beard Equipment, United Rental, Synergy Rental). Once these payments are made and receipts received, payment is processed in Spectrum. By selecting “Credit Card Payment” in the site map a credit card, check number, and invoice number can be selected. Check numbers are decided by the sequence in the “Manual Checks” log on the M drive.

c. ACH: Any ACH transfers needed must be done by the CFO. An AP Specialist provides the CFO with the vendor’s name, banking details, and invoice details, ensuring no errors. Once payment is made and AP Specialist will use Spectrums “Manual Check” function to complete payment. The check number is sequential and based on the “Manual Checks” log on the M drive. The vendor’s information will be input on the log ensuring the manual check matches invoices paid, date, and amount.

ACCOUNTING petticoat schmitt

FIXED ASSET MANAGEMENT

PRIMARY RESPONSIBLE PERSON: ACCOUNTING MANAGER

SUPERVISOR

CFO

Description:

Process of acquisition, depreciation, and disposal of fixed assets.

The Why:

Providing the correct furniture and office equipment to our teams the key to the success of the company and demonstrates a people first culture. Planning for acquisition, depreciation, and disposal creates a positive cash position and unit cost of work.

Cardinal Sins:

» Not assigning asset number

» Failure to get approval on purchase of new equipment

» Not properly identifying assets before placing in service

» Purchasing assets not needed

Forms Needed:

» Purchase Order for Capital Asset form - paper or electronic form available on the company’s electronic filing system.

Data Needed:

» Invoice or quote

» Asset information

» Financing information

Deadline

» Set up in all systems within 24 hours of asset arrival

» Deletion from all systems within 48 hours of disposal of asset

» Numbering and Decaling Asset within 2 weeks

» GPS monitoring installation and monitoring is established within 2 weeks of service.

ACCOUNTING petticoat

FIXED ASSET MANAGEMENT

Steps:

1. On an annual basis (October) a budget is required to be completed and approved by and CFO.

2. All Executive department are responsible for submitting Office and Computer Budget for the year.

3. Executive admin will coordinate with the accounting manager to esure that any office-related capital expenses are budgeted.

4. IT manager is responsible for developing the computer budget amd submitting to Accounintg Manager.

5. Review Office and computer needs on a weekly basis to identify if equipment need to be purchased or old equipment is disposed or sold

6. Potential Purchases are reviewed to see if short term or long-term and discussed with Department heads and CFO

a. Purchase Approval form is completed if assets is over $1,000.

b. .Approval is completed by CFO

c. Asset is Purchased and invoice received.

d. Asset number is assigned.

e. Asset file set up

f. Asset properly numbered

g. If financed, terms and GL account set up

h. Asset details are entered into Accounting system

i. If asset is less than 5,000 it is expensed

ii. If greater than 5,000 it is Capitalized and enter Fixed Asset module

i. Capitalized Assets are depreciated based on Useful life

j. All assets assigned an Asset number are to be maintained in appropriate department and costs associated will be identified.

7. Disposal of Assets are to be approved by CFO

a. If sold, title and bill of sales is to be issued and signed by CFO

b. If scrapped or repurposed, then approval is to be given by CFO

c. Accounting is to be provided all documentation

d. Asset is retired and accounted for in accounting system and inactivated in all software.

ACCOUNTING petticoat schmitt

ACCOUNTS RECEIVABLE MANAGEMENT

PRIMARY RESPONSIBLE PERSON: ACCOUNTING MANAGER

SUPERVISOR:

CFO

Description:

The information gathering and disbursement of Accounts Receivable information to Executive Management.

The Why:

Our continuing monitoring of Accounts Receivable helps us to manage cash flow proactively.

Results Expected:

» Faster payments

» Lower receivables over 45 days

Cardinal Sins:

» Lack of understanding of the client approval process

» Late pay application

» Improper or Inaccurate billing

» Not submitting pay request to PC timely (approved or unapproved)

Forms Needed:

» Owner pay application

Data Needed:

» Schedule of values

» Weekly job progress walk

Deadline

» Monthly, or as frequently allowed by Contract

» The 5th of the following month the pay application is due to PC

Best Practices: <<Cash Flow Strategy Review Template.docx>>

Steps:

1. PM provides pay request applications as submitted to client to Project Coordinator

2. Project Coordinator enters in data from pay request application into Accounting System

a. Balance YTD billing and retainage to actual Pay application

3. Accounting Produces weekly AR report of outstanding invoices and retainage

4. VP and Project Managers are to review and follow up with client

a. All overdue AR should be addressed on a weekly basis

b. Any outstanding balances will be reviewed in the Weekly Ops meeting.

c. All invoices over 60 days should be addressed in next Weekly Ops meeting

d. Determine if outstanding compliance or production issues are delaying payment and resolve

5. Payment that is received should be applied and deposited the same day.

a. Any discrepancy from invoice to payment amount will need to be reviewed to determine difference and eliminate errors

ACCOUNTING petticoat schmitt

PROJECT WORK IN PROGRESS

PRIMARY RESPONSIBLE PERSON:

PROJECT MANAGER

SUPERVISOR:

PROJECT DIRECTOR

Description:

Determine on a company level the performance of each project based on current contract and estimated costs to complete the project.

The Why:

To identify the overall profitability, monitor cash flow and determine where we are in the construction progress.

WIP tells you if jobs are over- or under-billed and cash positive or negative, and warn when we are headed over budget.

Results Expected:

Accurate ‘estimated cost to complete’ determination to correctly calculate revenue earned, liabilities and assets.

Cardinal Sins:

» Billings not entered timely or late

» Budget for cost-to-complete is untimely or inaccurate

Forms Needed:

» Monthly budget reports

» Monthly Financial Schedules

Data Needed:

» Financial information – job cost, monthly billing, etc.

» Monthly budget report -How To Guide

Deadline

» 3rd week of the month during Monthly Budget review meeting

Steps:

1. Complete monthly budget reviews

a. Review job cost report for cost current cost for every project

b. Calculate the cost to complete and revenue at completion

c. Enter projections and present at Budget review meeting

2. Project earned revenue based on cost report

3. Accounting calculates Over/Under Billing Amount

a. PM determines causes for billing over and under

How-To Guide

ACCOUNTING petticoat

REVIEW OF FINANCIAL STATEMENTS

PRIMARY RESPONSIBLE PERSON: CFO

SUPERVISOR: PRESIDENT

Description:

A summary review of the Financial Statements for accuracy and review of other reports to make certain that revenue (client billings) and expenses (direct costs and overhead expenses) are accurately recorded.

The Why:

These are the core documents that are used to review the financial health of the company.

Results Expected:

Accurate and timely financial statements for publishing to internal and external users.

Cardinal Sins:

» Not Reviewing all schedules before presenting Financials to Executive Team

» Leaving questions unanswered

Forms Needed:

» Schedules – WIP, Forecasts, etc.

» Financials Statements – Income Statement, Balance Sheet, and Cash Flow

Data Needed:

» Financial information from Financial system

Deadline

» 4th Monday of month

Steps:

1. Review of budgets, revenue projections, previous month’s costs, etc. for account accuracy looking for significant variances

2. Review of WIP

3. Review Income statement

4. Review Balance Sheet

5. Review Cash Flow

6. Review additional reports – A/R, WIP report, Ratios Report, Sales Forecast, Detailed GL Reports

7. Identify large variances and investigate for reasons

8. Correct for inaccuracies

9. Approved or corrected reports are published

ACCOUNTING petticoat schmitt

PROJECT CLOSE-OUT

PRIMARY RESPONSIBLE PERSON: PCA

SUPERVISOR: CFO

Description:

The process to determine if a Project is complete and can be closed out of Work-in Process.

The Why:

This process allows jobs to have final administrative review and ensure there are no additional cost or missed billings.

Results Expected:

A diligent focus on the Active jobs and ensure no additional write downs happen after a job is complete.

Cardinal Sins:

» Closing a job that is still active or has cost outstanding.

» Assuming that a job is closed without review

Forms Needed:

» Schedules – WIP, WIP Analysis, Forecasts, AP and AR Reports, Job Cost Projection Summary, Committed Cost Recon, Job Over view, etc.

Data Needed:

» Financial information from Financial system

Deadline

» 2 Weeks after Budget Review, before next budget review

Steps:

1. PM to provide final job cost projections to compart to Actuals. If difference research to determine if job is not closed or adjustments are to be made.

2. AR and AP are run to ensure all AR is Collected and AP is paid, including retainage.

3. Review committed costs on POs and Subs

4. Incentives are reviewed and booked to jobs.

5. Final job overview is printed, reviewed and filed. Contract amount matched billing and actual cost match projected. PM is to sign off on this report.

6. Job is marked as inactive and move to bottom of WIP for completed jobs.

7. All completed jobs are maintained on the WIP in the year they are completed.

8. It the beginning of next year all completed jobs for the prior year are removed.

SURVEY

» Procedures

» Project Setup

» Project Control

» Typical Abbreviations

» As-Built / Record Survey

» Machine Control

» Drone Operations

» Process

» Survey Notes

» Standards

» Data Management

» Records & Documentation

Owned By: Survey Manager

SURVEY petticoat schmitt

PROCEDURES

PRIMARY RESPONSIBLE PERSON: SURVEY MANAGER

SUPERVISOR:

EVP OF OPERATIONS

Description:

Educating PSCC personnel in survey procedures and roles of the workplace.

The Why:

Ensuring that PSCC survey work product and flow is consistent in delivery, to improve efficiency and quality while maximizing resources to support PSCC projects.

Results Expected:

» A workforce that is operating safely and effectively.

» A workforce educated to perform at a level that meets or exceeds PSCC standards.

» A workforce that can support and enhance team capability.

» A group that is efficient and through.

» A group that is flexible and productive.

Cardinal Sins:

» Allowing an employee to work without proper training

» Allowing an employee to work in an unsafe manner

» Failure to comply with PSCC procedures and guidelines

» Not training in response to changing technology and standards

Data Needed:

» Employee assessment and capability review

» Designation of employment – Supervisor/Hourly

» Training record for each employee

» Industry and regulatory information on changes and trends

Steps:

1. Ensure that all survey personnel are properly trained and knowledgeable in PSCC survey procedures.

2. Continuous training and review of performance of survey group.

3. Provide current technology to improve efficiency and work quality.

4. Ensure that all safety rules and regulations are foremost in daily operations.

5. Encourage survey group to engage in production and establishing goals and metrics.

SURVEY petticoat schmitt

PROJECT SETUP

PRIMARY RESPONSIBLE PERSON:

SURVEY LEAD

SUPERVISOR:

EVP OF OPERATIONS

Description:

Survey Lead will provide a packet of information to the Crew Lead assigned to the project. As a minimum, the packet shall contain a project folder, field book, hard copy plans and a project check list indicating the project scope and needs. The Crew Lead shall review and acknowledge the following list of items before starting work. All items not clarified shall be discussed at a Survey kickoff meeting.

The Why:

Ensuring that PSCC survey work product and flow is consistent in delivery, to improve efficiency, quality while maximizing resources to support PSCC projects.

Results Expected:

» A workforce educated to perform at a level that meets or exceeds PSCC standards.

» A well-established network to construct the project from.

» Establish project control to support construction operations.

» Establish knowledge of the project.

Cardinal Sins:

» Failure to comply with PSCC procedures and guidelines.

» Not training in response to changing technology and standards.

Data Needed:

» Project Plans and Specifications.

» Boundary and topographic survey from project surveyor, or surveying company.

» Regulatory information of local governmental agency

Deadline

Project schedule and, or PM.

Steps:

1. Gather information

a. Location

b. Plans

c. Assigned and numbered field book (specific to each project)

d. Data collector files

i. Control coordinates from plans or EOR provided data

ii. Both Horizontal and Vertical

iii. Alignments - Horizontal and vertical (if available)

e. Correct year Standards and Specifications (if applicable)

i. All Crew Leads should have available, either in paper or PDF format in the project folder or their tablet, copies of JEA standards, DOT and, or Local Regulatory Agency standards and specifications (be sure that the correct year is being used on DOT projects) and the ADA standards for sidewalks and handicap ramps as they may apply to the project

f. Field folder issued by the office. This should contain the following,

i. Completed to date new project checklist

ii. PSCC employee contact list

iii. Control coordinate point list (see front of assigned field book)

iv. Blank forms i.e.

a. GPS obstruction log

b. Storm structure sheets

g. Any current RFI’s

(Continued on next page)

SURVEY petticoat schmitt

PROJECT SETUP

It is understood that not all items may be available at the time of starting a project. This could be due to a delay in CAD files and plans from the EOR or the “stand and deliver” meeting has not been completed. In the case of missing items, the Survey Lead should be notified of what items are missing and shall be provided as soon as possible. Based on Survey kickoff review with Survey Lead and assigned team, the following procedure should be followed unless otherwise directed. This process is based on establishment of a new project requiring PSCC to recover, verify and establish the required control to provide construction layout and as-built/record survey services.

2. Arrival to site

a. Complete visual inspection from the vehicle looking for any safety hazards.

b. Complete a safety review and identify all hazards and discuss options for avoidance, record this information in the project field book or your daily report in HCSS.

c. Recon Control.

i. Horizontal and vertical.

d. Verify datum used and referenced in the plans.

i. Utilizing GPS Virtual Reference Station (VRS), complete a quick observation on found control points, if appropriate, to verify plan datum.

3. Begin checks

a. Closed Traverse of recovered control points (prefer clock-wise traverse).

b. Provide double turn ties to all recovered boundary corners from closed traverse.

c. Level loop/ set TBM’s (Do not post until Loop closure has been checked and verified).

d. Boundary and level loop closure computations to check closure.

e. Verify cross sections (if applicable).

f. If no cross sections available verify design topo elevations as directed by Survey Lead.

4. Establish control

a. Once all existing control, either provided or found, has been verified, you may begin setting, checking and establishing control to the outside of the project. This is to be used to bring control back in to the work area if interior control is destroyed and for GPS site calibration. This work should be reviewed with Survey Lead and team.

5. Machine control

a. Begin RTK site calibration (if applicable/ Please refer to GPS procedures)

b. Set machine control verification points (if applicable).

SURVEY petticoat schmitt

PROJECT CONTROL

PRIMARY RESPONSIBLE PERSON: CREW LEAD

SUPERVISOR:

SURVEY MANAGER

Description:

Project control can be developed internally or acquired from the plans and data provided. In establishing the control to be used during construction of the project, PSCC survey will recover existing and, or place new control utilizing the following procedures.

The Why:

Ensuring that PSCC survey work product and flow is consistent in delivery, to improve efficiency, quality while maximizing resources to support PSCC projects.

Results Expected:

» Providing a consistent work product.

» Providing a more accurate data set.

» Providing documentation of results.

» Providing repeatability in measurements.

» A workforce educated to perform at a level that meets or exceeds PSCC standards.

Cardinal Sins:

» Failure to comply with PSCC survey procedures and guidelines.

» Not training in response to changing technology and standards.

Data Needed:

» Project Plans and Specifications.

» NGS Visibility Obstruction Diagram.

» Preliminary data calculations of property corners and, or plan control.

Deadline

As directed by the project schedule and, or PM.

Steps:

1. Conventional & Robotic Total Station

Using the Instrument

a. All set up’s will begin with the set, sight and check method. Checks are to be stored in the designated point range (Refer to Point ranges in field book).

i. Record of set up’s to be kept in the field book for that day, each set up will be noted what that set up was used for, point number ranges, etc. (See note keeping procedures)

b. 2 sets will be turned for redundancy if a closed-loop traverse is not being completed. Single turns will be accepted for a closed traverse loop. Use the traverse key when traversing to ensure that traverse points are stored properly in the RAW file.

c. When setting traverse points to be used for GNSS site calibration be sure that care is taken in placement. Be sure to take canopy, potential multipath issues, horizon and urban canyons in to account.

i. Fill out a GPS Obstruction log to be turned in at the end of the day with field notes.

d. When work is completed before the Instrument is broken down a check shot shall be stored in the designated point range and horizontal and vertical errors noted in the field notes

2. Static, RTK & VRS GPS

Using GPS. Not all projects will have conditions optimal for GPS. The Survey Lead and Crew Lead shall consider the conditions and provide a plan to determine the effectiveness of utilizing GPS on a project by project basis.

a. If conditions are optimal and GPS will be utilized proper training on the equipment beyond HRMS and VRMS understanding must be completed by Survey Lead.

(Continued on next page)

b. If control points are being set for use of the instrument 3 points must be set and 2 sessions must be taken on those points as a minimum.

i. Use the visibility obstruction log and GPS observation log for each session.

ii. Both sessions will have a minimum of 180 VALID epochs (VRS).

iii. Must be a minimum of 4 hours between sessions to allow for satellite geometry change.

iv. After comparing the two stored points, an averaged point will be created.

a. Should the values exceed 0.05’ horizontal and 0.06’ vertical, a third set of observations shall be completed.

b. This should be reviewed with Survey Lead before proceeding.

c. It is the preferred practice that all GNSS calibration points are included in the closed, adjusted and verified control traverse. If set after the initial traverse they must be tied to the original traverse. Should the GNSS calibration points fall outside the project limits and beyond a reasonable distance for inclusion in the closed traverse, the procedure in Section 2(f) shall be followed.

i. Use the provided GPS Obstruction log (made during the traverse) make any annotations necessary to the log.

ii. Use a GPS station Observation log for the calibration sessions.

iii. A minimum of 180 VALID epochs must be obtained (VRS).

d. Site calibration, upon completion, must be checked to 2 interior control points not included in site calibration, these will be stored in the appropriate point range and noted in the field book.

e. Before utilizing GPS for construction layout calibration checks must be made daily, site calibration checks will include 1 interior control point upon initialization and 1 before breaking down, not using the same point twice. These

checks should be recorded in the appropriate point range as well as in the field books daily notes.

f. Should the GNSS calibration points fall outside the project limits where inclusion in the closed traverse is not practicable, a series of GPS observations shall be completed utilizing the processed as stated in Section 2(b).

i. A minimum of three observations of 180 epochs on each point shall be completed.

a. Should the mean difference between observations exceed 0.05’ horizontal and 0.06’ vertical, a fourth observation shall be completed.

b. This should be reviewed with Survey Lead before proceeding.

3. Auto & Electronic Levels

Differential Leveling

a. Begin by setting up field book for level runs using the standard note keeping methodology as described in the Survey Notes section.

b. All control loops are to utilize a closed-loop method, or using a 3 wire method when a single line, or termination run is done, noting the stadia.

c. Single wire will be permitted on transfers as long as a check to a third established vertical benchmark is noted.

d. Loops to be balanced in the office and a spreadsheet of elevations to be posted will be submitted to the Crew Lead and project Superintendent.

e. TBM’s set shall be set on permanent features i.e. Nails, Concrete scribe, RR spike, etc.

f. Any TBM set in a vertical surface ex. Power pole or tree, shall be driven at a slight downward angle so the shank cannot be used on accident.

(Continued on next page)

SURVEY petticoat schmitt

4. Control Information

Control markers

a. All horizontal control points shall utilize a 1/2” iron rod with a “PSCC” identification cap, or a mag nail with a “PSCC” identification disc.

b. All control will be marked with either paint or flagging in blue and florescent green to easily identify and differentiate PSCC control on site.

c. All horizontal control, once balanced, will have Northing and Easting posted on the stakes.

d. Horizontal control and TBM’s that have each had their elevations balanced will have the elevations posted on them for ease of use by PSCC construction.

i. The adjusted and balanced information will be made available only after the data has been reviewed and approved by the Survey Lead.

No site layout shall be started until all found and, or established control has been reviewed and approved by Survey Lead. An updated control file with adjusted, or confirmed data points will be provided by Survey Lead for use to complete construction layout and as-built/record surveys as outlined in the respective procedures section.

SURVEY petticoat schmitt

TYPICAL ABBREVIATIONS

PRIMARY RESPONSIBLE PERSON: CREW

LEAD

SUPERVISOR:

SURVEY MANAGER

Description:

PSCC Survey Group will complete data preparation in the office for construction stakeout in all cases. The offsets will be determined by the Survey Lead based on a standard practice unless the PM requests an adjustment due to project specific needs.

The Why:

Ensuring that PSCC survey work product and flow is consistent in delivery, to improve efficiency, quality while maximizing resources to support PSCC projects.

Results Expected:

» Providing a consistent work product.

» Providing a more accurate layout.

» Providing documentation of results.

» Better communications of expectations with PSCC construction teams.

Cardinal Sins:

» Failure to comply with PSCC survey procedures and guidelines.

» Not training in response to changing technology and standards.

» Providing inconsistent information to PSCC construction teams.

» Not checking work product to verify results.

Data Needed:

» Project Plans and Specifications.

» Adjusted and reviewed project control data.

» Calculations of proposed improvements including data point file and worksheets.

Deadline

As directed by the project schedule and, or PM..

Steps:

1. Offset requirements

a. Determine project requirements with PSCC Superintendent.

b. Review site limitations to verify if PSCC standards will require modification.

c. Discuss with PSCC Superintendent layout needs and staking to be provided.

d. Review staking offsets with PSCC Superintendent.

The standard offsets will be as follows:

i. Concrete curb = 3 foot offset to back of curb with top of curb (TOC) elevation.

ii. Edge of pavement = 3 foot offset to edge of pavement with edge of pavement (E/P) elevation.

iii. Building structure = 10 feet to outside building corner or structure corner.

iv. Sanitary or Storm manholes = 15 & 30 foot offset in-line to center of manhole with cut to lowest invert from top of hub & tac.

v. Catch basin (surface inlet) = 15 & 30 foot offset in-line to center of basin with cut to lowest invert from top of hub & tac.

vi. Catch basin (curb inlet) = 15 foot offset each direction from center of basin in-line at face of curb with cut to lowest invert from top of hub & tac.

vii. Pressure pipe = 10 foot offset from centerline of pipe with cut/fill to proposed finish grade.

viii. Yard drains & shallow structures = 10 & 20 foot offsets in-line with cut to lowest invert from top of hub & tac.

ix. Grading when machine control is not utilized shall be staked at the point of proposed grade as shown on the plans with cut//fill marked on the face of stake with notation of either finish grade, or subgrade.

x. Grading building pads = 5 foot offset to pad corner with cut/fill to finished floor of proposed structure.

2. As staked

a. All points laid out by PSCC survey crews will be kept in digital format and noted as staked.

b. Once the point is staked collect the coordinates of that point.

c. The point number will be recorded utilizing the hundred thousand mythology as noted in the Standards section.

d. This will be a record of the layout being performed.

e. A cut sheets will be provided of the staked improvements.

i. Crew Lead will generate cut sheets based on field staked data.

ii. Cut sheets will be review by Crew Lead and Instrument person, or Crew Lead and Survey Lead prior to posting.

iii. Cut sheets will be posted to the project folder on the HSCC system.

3. Stormwater System

a. Use storm drain structure shop drawing sheets for reference to properly locate and stake the structures.

i. The information on this sheet used in conjunction with as staked data, field notes for points staked and level notes will paint a more accurate picture for as built time.

b. All drainage structures laid out by PSCC must have a TBM within 400’ of the structure, transfer a TBM if necessary.

c. All stormwater manholes shall be staked and referenced to the centerline of the structure.

i. Stake centerline with single lath and mark the point number and label structure number.

ii. Stake two reference offsets with hub and tack, one at 15 feet and second at 30 feet.

a. Mark structure number on each lath and layout point number.

b. Mark cut/fill to lowest invert from top of hub on the 30 foot offset.

d. All catch basins, or outfall control structures should be staked to center of box, or depending on size, based on direction from the project Superintendent.

i. Staking shall follow the same process as noted for stormwater manholes.

e. All curb inlets shall be staked with reference to the center point of the curb box at face of curb.

i. Stake centerline of inlet at face of curb with single lath and mark the layout point number and label structure number.

ii. Stake two reference offsets with hub and tack at 15 feet in-line with the face of curb, or in a radius, perpendicular to the radial line of the inlet.

a. Mark structure number on each lath and layout point number.

b. Mark cut/fill to lowest invert from top of hub on the 30 foot offset point.

f. On DOT jobs drainage structures, boxes, end walls, u shaped end walls and mitered ends are given station and offset to the DOT reference point. Use the standards to determine the actual center locations.

i. r locations.

ii. Be sure to communicate with the Superintendent doing the work to ensure proper understanding of what is being given versus needs.

4. Sanitary Gravity System

a. Use storm drain structure shop drawing sheets for reference to properly locate and stake the structures.

i. The information on this sheet used in conjunction with as staked data, field notes for points staked and level notes will paint a more accurate picture for as built time.

TYPICAL ABBREVIATIONS

b. All drainage structures laid out by PSCC must have a TBM within 400’ of the structure, transfer a TBM if necessary.

c. All sanitary sewer manholes shall be staked and referenced to the centerline of the structure.

i. Stake centerline with single lath and mark the layout point number and label structure number.

ii. Stake two reference offsets with hub and tack, one at 15 feet and second at 30 feet.

a. Mark structure number on each lath and layout point number.

b. Mark cut/fill to lowest invert from top of hub on the 30 foot offset.

d. Sanitary sewer service laterals shall be staked at the right of way line at the end of the lateral, or with a 10 foot offset.

i. If an offset stake is set, the lath shall be clearly marked with direction to the end of the lateral pipe.

5. Pressure Pipe Systems

a. Stake all horizontal fittings, valves, fire hydrant and, or change in direction and 100 foot intervals along the pipeline.

i. Staking placement shall be a 10 foot offset, unless site conditions require a change.

ii. Mainline pipe shall be staked with a single lath with a cut/fill to finished grade.

iii. Mainline and horizontal fittings shall be staked with a hub and tac and a lath at the offset point.

a. Mark lath with the layout point number and cut/fill to finished grade.

iv. Fire hydrants shall be staked at the offset point with hub and tack.

a. Mark lath with layout point number and cut/fill to finish grade from top of hub.

6. Color coding stakes

a. Every stake will be of a different color depending on its purpose. Coding is as follows:

i. Blue & Flo Green = PSCC Control

ii. Orange Glo = Property corner/line or Silt Fence

iii. Pink Glo = Centerline, Curb & Edge Pvmt Offset

iv. Blue = Potable Waterline and Fire Line Offset

v. Purple = Reclaim Waterline Offset

vi. Red = Power/Light Poles & Right of way

vii. Yellow = Storm Water Structure Offset/ Pond TOB & BTM/Ditches/Other Drainage Features

viii. Flo green = Building Pads & Grading Features Offset

ix. White = Sidewalk

x. White + any color noted above = Actual Structure or Feature

This color scheme shall be the standard for all PSCC projects, should a project require feature staking for an improvement not included above a project specific color scheme will be issued to the PSCC Team.

7. Construction & Typical Engineering Abbreviations

a. Every layout stake will have a series of abbreviated notations to provide information to the construction crews. This is different than a typical set of coding abbreviations for gathering topographic or as-built/record data.

Typical Abbreviations as follows:

» AC = Acre

» B/C = Back of Curb

» BFP = Back Flow Preventer

» BLDG = Building

» BM = Benchmark

» BOT= Bottom

» BOB = Bottom of Bank

» BRK = Break Point

» B/W = Back of Walk

» CB = Catch Basin

» CL = Centerline

» CMP = Corrugated Metal Pipe

» CONC = Concrete

» CONN. = Connection

» C.O. = Clean out

» DBL. = Double

» D.E. = Drainage Easement

» DIP = Ductile Iron Pipe

» E = East

» E/P = Edge of Pavement

» EL = Elevation

» ERCP = Elliptical Reinforced Concrete Pipe

» ESMT = Easement

» EXT’G = Existing

» F.F. = Finished Floor

» FH = Fire Hydrant

» F.L. = Flow Line

» FM = Force Main

» FV Flushing Valve

» GV = Gate Valve

» HDPE = High Density Polyethylene

» HDWL = Headwall

» HWL = High Water Line

» INV. = Invert

» LF = Lineal Foot

» MES = Mitered End Section

» MH = Manhole

» MIN = Minimum

» N = North

» N.T.S. = Not to Scale

» NWL = Normal Water Level

» O/S = Offset

» PL = Property Line

» PC = Point of Curvature

» PCC = Point of Compound Curve

» PT = Point of Tangency

» PI = Point of Intersection

» PVI = Point of Vertical Intersection

» PVC = Point of Vertical Curve

» PVT = Point of Vertical Tangency

» PRC = Point of Reverse Curvature

» PVMT = Pavement

» PGL = Profile Grade Line

» PVC = Polyvinyl Chloride Pipe

» RCP = Reinforced Concrete Pipe

» R = Radius

» R.P. = Radius Point

» R/W = Right of Way, or ROW

» RED = Reducer

» RWM = Reuse Watermain

» S = South

» SAN = Sanitary

» SF = Silt Fence

» SL = Slope

» S.P. = Sample Point

» SHT = Sheet

» STA = Station

» STM = Storm

» SWMF = Storm Water Management Facility

» SWR = Sewer

» TOB = Top of Bank

» TOC = Top of Cur

» TYP. = Typical

» V.C. = Vertical Curb

» W = West

» WM = Watermain

» YD = Yard Drain

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AS-BUILT/RECORD SURVEY

PRIMARY RESPONSIBLE PERSON: CREW LEAD

SUPERVISOR: SURVEY MANAGER

Description:

As-built/Record surveys shall be completed in accordance with regulations established in the Florida Standards of Practice for Professional Surveyors and the local governmental agency. The requirements will vary greatly dependent on the regulatory agency and will require that all information regarding as-built/record survey requirements be included in the project setup and fully discussed at the Project Stand & Deliver meeting.

The Why::

Ensuring that PSCC survey work product and flow is consistent in delivery, to improve efficiency, quality while maximizing resources to support PSCC projects.

Results Expected:

» Providing a consistent work product.

» Providing a more accurate record plan.

» Providing documentation of constructed improvements.

» Better communications of expectations with PSCC construction teams.

Cardinal Sins:

» Failure to comply with PSCC survey procedures and guidelines.

» Not training in response to changing technology and standards.

» Providing inconsistent information to regulatory agency.

» Not checking work product to verify results.

Data Needed:

» Project Plans and Specifications.

» Adjusted and reviewed project control data.

» Calculations of proposed improvements including data point file and worksheets.

Deadline

As directed by the project schedule and, or PM.

Steps:

1. As Built Preparation

a. Project Superintendent shall verify that all items to be included in the as-built/record documents are fully constructed and at final elevation before requesting any field work.

b. Once verification is complete the four week look ahead shall be updated to include scheduled time for performance of as-built/ record survey items by the Survey Team.

i. The items shall be broken down into the following categories that apply to the project:

a. Sanitary sewer system (including sanitary service laterals, gravity & pressure pipes),

b. Water main and fire lines (including water services),

c. Reuse and irrigation (including reuse/irrigation services),

d. Storm water system (including ponds, pipes and structures),

e. Grading and pavement (including curb, edge pavement, sidewalk, concrete slabs, drainage swales and building pads)

c. The field survey effort will be scheduled accordingly based on the four week look ahead and other production priorities. Once the Survey Team is scheduled the following process and approximate timeline will be needed before submission to the regulatory agency can take place.

i. Regulatory requirements to be reviewed by the assigned survey crew and survey lead.

ii. The current set of plans are to be reviewed and priorities established with project manager as to the Client expectations and completion schedule.

iii. Depending on the regulatory agency the collection of field locations may require adjustments to the schedule since certain items may require more time and documentation for submission and approvals.

iv. Once priorities are established the following items should be collected and reviewed prior to placement of pavement, or finished surface:

a. Gravity sanitary sewer inverts and manhole centers (confirm slope & grade),

b. Water main piping and fixtures (confirm cover & separation),

c. Pressure piping and fixtures (confirm cover & separation),

d. Storm water inverts and structure centers (confirm slope & grade),

e. Pond bottoms and embankments (confirm volume & TOB/slope compliance).

2. As Built Field data

a. Verify that the project folder has the regulatory requirements before starting any field work.

b. Crew Lead to review the requirements and verify with Survey Lead.

c. Field work shall be completed utilizing instrumentation suitable to the level of accuracy required.

i. Sanitary, Storm and gravity structures shall be located horizontally with total station from established control and auto level for vertical.

ii. Pressure pipe and non-gravity systems can utilize GPS with sufficient checks to project control.

d. Whenever available take the time to collect as built information during layout site visits.

e. Every effort possible should be made to complete pond as built BEFORE the pumps are turned off and it fills with water.

i. Please note* Safety is our number one priority, because it looks dry does not mean it is. TREAD CAREFULLY!! Do not put yourself or your crew members in harm’s way!!

f. If storm or gravity sewer inverts cannot be obtained before the top goes on an inclinometer shall be used to obtain lean angle on the rod, or utilize a pipe mic.

g. Pressure pipe as built data is to be collected shortly after or during installation, we want to minimize the time that stand pipes are waiting on location.

h. Follow standards for various as built, be sure key points are being located in accordance with the regulatory requirements.

i. Keep a one and done mentality!

3. As Built Records

a. Survey Crew Lead shall provide the field located data and structure notes as outline in the data management section for Office review.

b. Office staff shall review the collected data and information and compare this with the plans for any possible errors in field work.

c. Once the collected data is reviewed an upload file is created for use in creating the digital drawing file.

d. The collected data will be uploaded into the project CAD files from the EOR.

i. The EOR CAD files shall be utilized for generating the as-built/record drawings, unless digital cad files are not available.

ii. If digital cad files from the design plans are not available the regulatory agency should be contacted to discuss options for generating as-built drawings.

» (Continued on next page)

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AS-BUILT/RECORD SURVEY

e. Once the CAD files have been drafted to reflect the as-built/record information in accordance with the requirements, a copy is produced for review by the project Superintendent and Survey Lead.

i. PDF copies shall be emailed to the PM and Superintendent for review and comment.

f. Comments should be returned to Survey Lead to review and have any revisions made.

g. Final copies will be prepared and submitted for review to the regulatory agency for review and comment.

h. Any comments will be addressed and final signed and sealed hard copies provide for project close out.

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MACHINE CONTROL

PRIMARY RESPONSIBLE PERSON: CREW LEAD

SUPERVISOR:

SURVEY MANAGER

Description:

Machine control, or automated grading and construction, requires a multiphase processing and setup to provide an accurate and reliable system. The following procedure is primarily for mass earthwork on PSCC projects to minimize survey layout and improve project production and efficiency.

The Why:

Ensuring that PSCC GPS machine control units provide accurate data to the field for great savings to the company and on the survey team. To ensure that mass grading is done accurately with little to no survey time required to complete.

Results Expected:

» Providing a consistent work product.

» Providing a more effective workflow.

» Providing documentation of results.

Cardinal Sins:

» Failure to comply with PSCC survey procedures and guidelines.

» Not training in response to changing technology and standards.

» Providing inconsistent information to PSCC construction teams.

» Not checking work product to verify results.

Data Needed:

» Project Plans and Specifications.

» Adjusted and reviewed machine control data.

» Modeling files and dxf linework files.

Deadline

As directed by the project schedule and, or PM.

Steps:

1. Base and Rover packages for the automated equipment are to be issued to the site

Superintendent who will be responsible for the daily use of the equipment until returned to the Survey Group. The recipient of the Base/ Rover package must initial and date the sign out sheet (See Example 7.1), this person responsible for the contents of the package.

a. Recipient is to go over the supplied inventory sheet, once possession is transferred so is liability of lost or broken parts.

2. These are to be turned in and inventoried immediately upon completion of machine control operations of the project. Any missing or broken pieces noted upon receiving package back from site will be charged to the respective job for replacement.

3. Survey Lead and, or Sr. Survey Tech shall review and check the model file for generating the data files to be utilized in the calibration process.

4. Survey Lead and, or the assigned Crew Lead will upload the required machine control data files on to a thumb drive.

5. Before field work can commence the Survey Lead shall confirm with the PM that the machine control dozer is on-site with an available operator and the base pole is set up with the appropriate security.

6. Setting the base pole

a. A permanent base pole will be set on every job using machine control.

b. The location should observe all of the rules of setting a GNSS point.

i. Be aware of location in reference to the project, if at all possible put it where it will not have to be moved.

c. Survey Lead and, or Crew Lead will provide a suitable location for the base location.

d. This location will be checked utilizing the VRS system to insure that sufficient signal and data can be acquired.

7. Site Calibration

a. Survey Group will be responsible for establishing the calibration file for the project.

b. Previously established control via total station and, or GPS will be reviewed and checked by Survey Lead.

c. Use the appropriate forms i.e. Observation log, field notes.

d. Site calibration is to be performed using the Topcon Hyper V antennas and one of the Topcon FC controllers.

i. Once calibration is completed download the .DC file from the controller to the thumb drive.

8. Machine control files

a. Will be uploaded to a thumb drive and issued by the office.

b. When uploading to a Machine or Data collector (Topcon FC 500/5000) any old files will be transferred to the thumb drive and removed from the machine and or FC 500/5000.

i. This is to ensure no mix up can happen in the machine i.e. using the wrong file on accident.

c. Thumb drive is to be turned back in to the office for download of old files and wiping.

9. Loading the machine

a. Take thumb drive that has the .DC file from the controller, this contains the site calibration.

i. Your thumb drive should also contain the .LN3 and the .TN3 files for the project.

a. These files are for line-work (.LN3) and surface (.TN3)

b. Plug thumb drive in to USB port in the machines control unit.

i. Tap the Topcon symbol

a. Menu

b. File

c. Layers

d. Import

e. Thumb drive will show up as E: or D:

ii. Import both the line-work and surface files following the workflow above.

c. Now set the surface to active.

i. Topcon symbol

a. Menu

b. File

c. Active surfaces

d. Set new surface

10. Field verifications and checks

a. Prior to commencing work the following shall be completed

i. Utilizing the rover, check the left and right sides of the dozer blade making note of northing, easting and elevation.

ii. Compare the results of the blade checks with the machine values.

iii. Move the machine to a different location and repeat the check procedure.

b. Once dozer checks are complete establish a point, or location for daily machine checks on a hard stable surface.

i. This location shall be stored and recorded in the notes.

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DRONE OPERATIONS

PRIMARY RESPONSIBLE PERSON:

CERTIFIED FAA CREW LEAD

SUPERVISOR:

SURVEY MANAGER

Description:

It is recommended that a pre and post aerial record be completed on PSCC projects. This can be an important record of pre-construction conditions and post construction improvements. The following is an outline of recommended procedures for completing the acquisition. It should be noted that the methodology may differ depending on conditions and some restrictions.

The Why:

Ensuring that PSCC site development is a great improvement to the life changing infrastructure that we build. We want to ensure every project we are involved with is directly impacted in a positive view.

Results Expected:

» Providing a more accurate project record of pre and post conditions.

» Providing a record of existing conditions and topographic data.

Cardinal Sins:

» Failure to comply with PSCC survey procedures and guidelines.

» Not training in response to changing technology and standards.

» Not completing the required preflight forms.

Data Needed:

» Completed preflight checklist.

» Completed mission plan in project file.

» Adjusted and reviewed project control data on targets.

Deadline

As directed by the project schedule and, or PM.

Steps:

1. Drone operators MUST be trained and licensed through the FAA certification process.

a. A signed copy of the PSCC liability waiver must be on record at the office.

b. A checklist for Drone flight must be filled out prior to each flight.

c. An approved mission plan must be on file prior to flight.

2. Not all sites are drone applicable.

a. A field visit will be completed to determine if the project is compatible for drone usage.

3. Prepping the site for flight

a. If horizontal and vertical data is going to be acquired,

i. Aerial targets will need to be set prior to planned flight.

ii. Targets will need to be set in GPS compatible areas, or conventional locations will need to be made.

iii. Each target is to be redundantly located via GPS. (See GPS operations section)

b. If no geometric data is planned, then a basic flight will be done and photos and, or videos will be placed on the Survey server at completion under the appropriate project folder.

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PROCESS

PRIMARY RESPONSIBLE PERSON: SURVEY MANAGER

SUPERVISOR:

EVP OF OPERATIONS

Description:

Educating PSCC personnel in survey processes and standards.

The Why:

Ensuring that PSCC survey work product and flow is consistent in delivery, to improve efficiency, quality while maximizing resources to support PSCC projects.

Results Expected:

» A workforce that is operating consistently.

» A workforce educated to perform at a standard that meets or exceeds PSCC standards.

» A workforce that can support and enhance team capability.

» A group that is efficient and thorough.

Cardinal Sins:

» Allowing an employee to work without proper training

» Failure to comply with PSCC policy and regulatory guidelines

» Not training in response to changing processes and standards

Data Needed:

» Training record for each employee

» Industry and regulatory information on changes and trends

Steps:

1. Ensure that all survey personnel are trained and utilizing the standard processes.

2. Continuous training and review of standards.

3. Update mythology and standards improve efficiency and work quality.

4. Ensure that all processes and standards are fully utilized consistently.

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SURVEY NOTES

Field Book & Note Keeping :

Survey Manager shall assign a field book to each project to be specifically kept in the project folder and shall only contain notes for the assigned project. This is to maintain a continuous flow of information on the project regardless of the assigned, or current Crew Lead.

All entries and notation shall be consistent across the PSCC survey group. A standard set of notation format, information and abbreviations shall be utilized unless otherwise discussed and recorded in the front of the assigned field book as clarification. The following sample pages shall be utilized for General, Control, Level, As-Built/Record and GPS survey work efforts. Some procedures may require other forms in addition to the field notes. Keep in mind, the only legal record of your work is the field notes, either hard copy, or electronic, they must be complete and concise.

PROPER KEEPING OF FIELD NOTES INCLUDES BUT IS NOT LIMITED TO:

» A properly indexed and numbered field book.

» Project name and number

• This will be provided on the index page of the field book.

» Field book number

• A PSCC consecutive number will be assigned for each field book by Survey Lead and placed in an electronic index.

» Page number in upper right-hand corner.

• A page is consisting of a left and right page as a single page.

• All pages shall be numbered with the PSCC book number-page number; i.e. 10-25 (i.e. book number 10, page 25)

» Crew initials.

» Date.

» Description of task.

» Weather.

» North arrow on all sketches.

NUMBERING INDEX:

» To avoid duplication of numbers the following should be completed on a daily basis as part of note keeping.

• All numbers utilized during a crew day shall be listed in the front of the project field book on the index page.

• A range of numbers can be listed by using a hyphen, otherwise numbering shall be separated by a comma.

• This method is for field generated point numbers.

NOTES ARE TO BE TAKEN FOR EVERY TASK:

» For instrument related tasks set up is to be recorded along with distance error and check point.

» For leveling a standard format must be followed as noted below for either closed loop, single wire, or open ended, one direction, three wire level run:

• The left hand page of the field book shall have the following format starting from left to right,

» First column - Station or Instrument (Sta)

» Second column - Back Sight (BS)

» Third column - BS Median (if running three wire otherwise blank)

» Fourth column - Height of Instrument (HI)

» Fifth column - Fore Sight (FS)

» Sixth column - FS Median (if running three wire, otherwise blank)

» Seventh column - Calculated elevation (EL)

» Eighth column - Benchmark or Reference Station Elevation (RE)

• The right hand page is for description of the station or reference point and should include the PSCC point identifier.

» The PSCC point identifier shall be used for all points elevated by the level run.

» This shall include primary and secondary benchmarks and all temporary turning points.

» Once a primary BM or TBM is elevated and assigned this identifier it shall retain this assigned identifier throughout all leveling operations.

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SURVEY NOTES

» For as-built/record survey all items located shall be recorded and all structures sketched with related depth measurement, sizes and type of structures.

» Field notes are to be scanned and turned in everyday to be added to job file on the survey server.

» If photos are taken this shall be noted in the field book and downloaded with the daily data files.

AS BUILT NOTES SHALL BE KEPT FOR ALL DATA RECORDED FOR THE PURPOSE OF GENERATING A RECORD AND, OR AS-BUILT SURVEY:

» Pressure pipe

• Maintain a written record of collection method i.e. Instrument or GPS.

• If collection is acquired with the Instrument, follow note keeping procedures for noting set up’s.

• If using GPS follow note taking procedures for noting dilution of precision, PDOP.

• Note shot numbers with descriptions.

• Show separation on any crossing utilities.

» Gravity pipe i.e. Storm water or Gravity sewer

• Maintain a written record of collection method.

• Follow note keeping procedures for noting set up’s and leveling work.

• Note shot number that correlates to structure number.

• Draw structure with pipes.

• Label pipes based on cardinal direction.

• Include pipe sizes and pipe types.

• Show separation on any crossing utilities.

» All as built notes

• Include data collector download file and point range.

• Include all sketches and photos in daily downloads.

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STANDARDS

Point Ranges:

Specific point ranges will be used to keep files neat and consistent

THE RANGES FOR EACH JOB SHALL BE USED AS FOLLOWS:

» 1-499: Primary control-office & machine control

• 1-99 Calculated Search Points

• 100-199:200-299:300-399 GPS observation points for site control

» Each first observed point shall be consecutive ie: 101, 102, 103, etc.

» Each second observed point shall be concurrent with the first observation ie: 101 will be 201.

» Each third observed point shall be concurrent with the first and second observation ie: 101, 102 will be 301.

• 400-499 GPS adjusted (averaged) points for site control

» The adjusted points shall be concurrent with the observed points ie: 101,201,301 shall be 401.

• If an existing data file is being incorporated with the project as received from the client/EOR and conflicts exist, a discussion with Survey Lead, or Sr. Survey Technician to find an appropriate number group to utilize.

» 500-899: Field established control

• 500-699 Primary control with fixed horizontal and vertical data.

• 700-899 Secondary points with only one primary data set, ie: horizontal with no vertical, or vertical with horizontal data as a reference to location.

» Example - Project TBM in a vertical surface would not be occupied for an accurate location, but can be located with GPS, or total station for a horizontal reference location.

» 900-999: Check points (to be re-used)

» 1,000-1,499: Calc’d-Boundary/Baseline/Right of Way

» 1,500-4,999: Field Data-boundary, topo & existing features

» 5,000-19,999: Calc’d Construction layout

• 5,000 to 5,499 Silt Fence

• 5,500 to 5,999 Storm Water Features & Structures

• 6,000 to 6,999 Potable & Fire Water Mains

• 7,000 to 7,999 Sanitary Sewer & Force Main

• 8,000 to 9,999 Roadway Improvements ie: curb, sidewalk, curb ramps etc.

• 10,000 to 19,999 Other Utilities & Misc.

» 20,000-29,999: As built collection-Grading/Ponds/ Drainage/Storm Structures

» 30,000-39,999: As built collection-Utilities

» 40,000-49,999: As built collection-Roadway/ Pavement

» 50,000-59,999: As built collection-Miscellaneous

» (Structures/Pvmt Markings/Signals/Etc.)

» 60,000-64,999 Field Adjusted Layout Points

» 65,000-99,999: Points to be assigned as needed

» 100,000-500,000: As staked points (layout # plus 100k, 200k, etc)

COLOR CODING LAYOUT:

» Every layout point will be of a different color depending on its purpose

» Coding is as follows

• Blue & Flo Green = PSCC Control

• Flo Orange = Property corner/line or Silt Fence

• Flo Pink = Centerline, Curb & Edge Pavement Offset

• Blue = Potable Waterline and Fire Lines Offset

• Purple = Reclaim Waterline Offset

• Red = Power/Light Poles & Right of way

• Yellow = Storm Water Structure Offset/Ponds/ Ditches/Other Drainage Features

• Green = Wastewater/Sanitary Improvements/ Force Main Offset

• Flo Green = Building Pads & Grading Feature Offset

• White = Sidewalk

• White & Color Noted Above = Actual Structure or Feature

STANDARDS

ABBREVIATIONS & CODING LIST

Specific abbreviations and coding shall be utilized to provide consistent notations during field and mapping procedures for existing conditions and, or as-built/record surveys. Construction layout will have a separate set of abbreviations as noted in the Construction Layout section.

The abbreviations and coding labels shall be used on each job as follows:

Boundary Evidence Locations (Corners) (Types)

» FCM = FOUND CONCRETE MONUMENT

» FDH = FOUND DRILLL HOLE

» FIP = FOUND IRON PIPE

» FIR = FOUND IRON ROD/PIN

» FNBC = FOUND NAIL & BOTTLE CAP

» FNC = FOUND NAIL CUT

» FND = FOUND NAIL & DISC

» FPCP = FOUND PCP NAIL & DISC

» FPIP = FOUND PINICHED IRON PIPE

» FPK = FOUND PK NAIL

» FRRS = FOUND RIAL ROAD SPIKE

» FXC = FOUND X CUT

(STATE SIZE AND IDENTIFICATION IN FILED NOTES)

Boundary Evidence Locations (Fences) (Types)

» CL = CHAIN LINK

» LF = FENCE LINE

» PK = PICKETT

» LFC = FENCE CORNER

» WD = WOOD

» LFE = FENCE END

» W = WIRE

» LFGP = FENCE GATE POST

» CW = CONCERTE WALL

» BW = BARBED WIRE

Boundary Established Locations (Search or Set Locations)

» BDYPN = BOUDARY CALCED POINT NUMBER

» LOTPN = LOT CORNER CALCED POINT NUMBER

» RWPN = R/W CALCED POINT NUMBER

» SECPN = SECTION CORNER CALCED POINT NUMBER

» CLPN = CENTERLINE CALCED POINT NUMBER

Building Location

» BCOR = BUILDING - CORNER

» BW = BUILDING – WALL LINE

» BS = BUILDING - SHED

» BCS = BUILDING – CONCRETE SLAB

» BSW = BUILDING - SIDEWALK

» BWD = BUILDING – WOOD DECK

» BOH = BUILDING – OVERHANG

» BSGN = BUILDING – SIGN

» BFF = BUILDING – FINISHED FLOOR ELEVATION

» BMB = BUILDING – MAILBOX

» BCOL = BUILDING – COLUMN

» BBOL = BUILDING – BOLLARD

Data Collection Notes

» 0SET = SET ZERO IN GUN AND COLLECT BACKSIGHT

» CKO = CHECK SHOT TO BACKSIGHT

» CKCP? = CHECK SHOT TO EXISTING POINT (Example: CKCP652)

» CKBM? = CHECK BENCH MARK (Example: CKBM-REFENCE # )

» PID = PHOTO ID POINT

Tree Locations

» TAHOLLY = TREE – AMERICAN HOLLY

» TBCHERRY = TREE – BLACK CHERRY

» TBGUM = TREE – BLACK GUM

» TBO = TREE – BURR OAK

» TCAM = TREE – CAMPHOR

» TCM = TREE – CREPE MYRTLE

» TCYP = TREE – CYPRESS

» TELM = TREE – ELM

» TGBAY = TREE – GORDONIA BAY

» THICK = TREE – HICKORY

» THL = TREE – HEDGE LINE

» TLAO = TREE – LAUREL OAK

» TLBP = TREE – LOBLOLLY PINE

» TLINE = TREE – TREE LINE

» TLIO = TREE – LIVE OAK

STANDARDS

» TLLP = TREE – LONG LEAF PINE

» TPEC = TREE – PECAN

» TPLANT = TREE – EDGE LANDSCAPE PLANTER

» TRBAY = TREE – RED BAY

» TRBIRCH = TREE – RIVER BIRCH

» TRC = TREE – RED CEDAR

» TRMAPLE = TREE – RED MAPLE

» TSBMAG = TREE – SWEET BAY MAGNOLIA

» TSGUM = TREE – SWEET GUM

» TSHOLLY = TREE – SAVANNAH HOLLY

» TSMAG = TREE – SOUTHERN MAGNOLIA

» TSPALM = TREE – SABLE PALM

» TSYC = TREE – SYCAMORE

» TWOA = TREE – WATER OAK

» TWIO = TREE – WILLOW OAK

» TXX = TREE – UNKNOWN

» TLBB = TREE – LOBLOLLY BAY

EXAPMPLES: NOTE: ALL TREES HAVING MORE THAN ONE MAJOR LIMB OF 5” DBH OR GREATER AT BREAST HIGHTH SHALL BE LOCATED AS (TO 12” 13” 6”)

ALL TREES WITH ONLY ONE TRUNK OR MAJOR LIMB SHALL BE LOCATED AS (TO 12). NO MORE THAN ONE TREE SHALL BE LOCATED WITH ANY GINVE SHOT.

DESCRIPTIONS SHALL BE ENTERED IN THE FOLLOWING FORMAT:

TP 12 (TYPE) (SPACE) (SIZE)

OR IF MULTI LIMBED: TO 12”13”6 (TYPE) (SPACE) (SIZES WITH “ “(FOOTMARK/FOOTMARK) USED AS A SEPARATOR)

Water Line & Service Locations

» WM = WATER – EXPOSED MAIN

» WMM = WATER – WATER MAIN WARNING SIGN

» WMPM = WATER – WATER MAIN PAINT MARK

» WFH = WATER – FIRE HYDRANT

» WV = WATER – VALVE

» WMTR = WATER – METER

» WSP = WATER – SPRINKLER HEAD

» WSPV = WATER – SPRINKLER CONTROL VALVE

» WBFP = WATER – BACKFLOW PREVENTOR

» WRWL = WATER – RECLAIMED WATER LINE (EXPOSED)

» WRWV = WATER – RECLAIMED WATER VALVE

» WRWM = WATER – RECLAIMED WATER METER

» WRWPM = WATER – RECLAIMED WATER PAINT MARK

» WMW = WATER – MONITORING WELL

» WWELL = WATER – WELL

» WFDC = WATER – FIRE DEPARTMENT CONNECTION

» WHB = WATER – HOSE BIBB (SPIGOT)

» WMH = WATER – MANHOLE

» WBO = WATER – BLOW OFF

» WRMH = WATER – RECLAIMED WATER MANHOLE

» WSO = WATER – SHUTOFF VALVE

Pavement Locations

» PDW? = PAVEMENT – DRIVEWAY

• A = ASPH C = CONCRETE D = DIRT G = GRAVEL

» PE = PAVEMENT – EDGE

» PCL = PAVEMENT – CENTERLINE

» PFL = PAVEMENT – FLOW LINE

» PLL = PAVEMENT – LANE LINE

» PS = PAVEMENT – SPOT SHOT

» PGR = PAVEMENT – GUARD RAIL

» PGB = PAVEMENT – GRADE BREAK

» PBOC? = PAVEMENT – BACK OF CURB – TYPE –EXAMPLE: PBOCA

» PFOC? = PAVEMENT – FACE OF CURB – TYPE –EXAMPLE: PFOCF

» SEE CURB TYPE DETAIL

» A = 1.5’ STD. CURB & GUTTER E = 1.5’ MEDIAN

CURB & GUTTTER

» B = 2’ STD. CURB & GUTTER F = STD. TYPE “F” FDOT C&G

» C = 1.5’ MIAMI CURB & GUTTER

» D = 0.5’ STD. BARRIER CURB

Ground Locations

» GS = GROUND – SOPT GRADE (GROUND SHOT)

SURVEY petticoat schmitt

STANDARDS

» GB = GROUND – GRADE BREAK

Jurisdictional Locations

» JD? = JURISDICATIONAL POINT (ADD FLAGGED IDENTIFICATION NUMBER)

» JDL = PROBABLE JURISDICATIONAL POINT

Drainage Locations (Structures)

» DW = DRAINAGE – WEIR ELEVATION

» DHW = DRAINAGE – HEADWALL (TOP ONLY)

» DWW = DRAINAGE – HEADWALL WING WALL

» DCF = DRAINAGE – CONCRETE FLUME

» DPF = DRAINAGE – PAVED FLUME

» DCST = DRAINAGE – CONTROL STRUCTURE

» DNH = DRAINAGE – STORM MANHOLE

» DERCP = DRAINAGE – ELLIPTICAL REINFORCED CONCRETE PIPE (INVERT)

» DECMP = DRAINAGE – ELLIPTICAL CORRUGATED METAL PIPE (INVERT)

» DRCP = DRAINAGE – REINFORCED CONCRETE PIPE –RCP (INVERT)

» DCMP = DRAINAFLARED END SECTIONGE –CORRUGATED METAL PIPE - CMP (INVERT)

» DCPP = DRAINAGE – CORRUGATED PLASTIC PIPE –HDPE (INVERT)

» DPVC = DRAINAGE – POLY VINYL CHLORIDE PIPEPVC (INVERT)

» DDIP = DRAINAGE - DUCTILE IRON PIPE – DI (INVERT)

» DMES = DRAINAGE – MITERED END SECTION (INVERT)

» DMESC = DRAINAGE – MITERED END SECTION CORNER

» DFES = DRAINAGE – FLARED END SECTION (INVERT)

» DGI = DRAINAGE – CATCH BASIN (INLET GRATE)

» DGIC = DRAINAGE – GRATE INLET CORNER

(USED ONLY TO MAP IRREGULAR INLETS OR LARGE-SCALE MAPPING)

» DRIM = DRAINAGE – RIM OF MANHOLE ON INLET TYPES 1-4 FOR MEASURE DOWN

» DCB = DRAINAGE – CATCH BASIN (USED TO GET ADDITIONAL SHOTS ON IRREGULAR CATCH BASINS)

» DCB? = DRAINAGE – CATCH BASIN-CURB INLET –TYPE-EXAPMLE: DCBA

A = FDOT TYPE 1 E = FODT TYPE 5

B = FDOT TYPE 2 F = FODT TYPE 6

C = FODT TYPE 3 G = FODT TYPE 7 (MEDIAN)

D = FODT TYPE 4

J = OTHER TYPE (DRAW DETAIL)

» DRW = DRAINAGE – RETAINING WALL (TOP FACE)

» DCO = DRAINAGE – CLEAN OUT

Drainage Locations (Ground)

» DTOB = DRAINAGE – TOP OF BANK

» DTOE = DRAINAGE – TOE OF SLOPE

» DCL = DRAINAGE – CENTERLINE OF DITCH

» DWE = DRAINAGE – WATERS EDGE

» DWEL = DRAINAGE – WATER ELEVATION

» DBOP = DRAINAGE – BOTTOM OF POND

» DGB = DRAINAGE – GRADE BREAK

Utility Locations

» UPLP = UTILITY – COMBINATION – POWER/PHONE/ LIGHT POLE

» UPP = UTILITY – POWER/PHONE POLE

» ULP = UTILITY – LIGHT POLE

» UMP = UTILITY – METER POLE

» UTSP = UTILITY – TRAFFIC SIGNAL POLE

» UTSB = UTLITY – TRAFFIC SINGAL BOX

» UTS = UTLITY – TRAFFIC SIGN

» UGW = UTILITY – GUY WIRE

» UVB = UTILITY – VIDEO BOX (CABLE TV)

» UVM = UTILITY – BURIED CABLE TV WARNING SIGN

» UVPM = UTILITY – BURIED CABLE TV [AINTED MARK

» UETB = UTILITY – ELECTRIC BOX (TRANSFORMER)

» UEM = UTILITY – BURIED ELECTRIC CABLE WARNING SIGN

» UEPM = UTILITY – BURIED ELECTRIC CABLE PAINTED MARK

» UEMTR = UTILITY – ELECTRIC METER

SURVEY petticoat schmitt

STANDARDS

» UTB = UTILITY – TELEPHONE BOX

» UTM = UTILITY- BURIED TELEPHONE CABLE WARNING SIGN

» UTPM = UTILITY – BURIED TELEPHONE CABLE PAINTED MARK

» UFOM = UTILITY – BURIED FIBER OPTIC CABLE ROUTE WARNING SIGN

» UFOPM = UTILITY- BURIED FIBER OPTIC CABLE PAINTED MARK

» UGL = UTILITY – GAS LINE

» UGV = UTILITY – GAS VALVE

» UGLM = UTILITY – BURIED GAS LINE WARNING SIGN

» UGMTR = UTILITY – GAS METER

» UOHL = UTILITY – OVERHEAD LINES (USED TO SHOW DIRECTION)

» UGP = UTILITY – GUY POLE

» UGLPM = UTILITY – BURIED GAS LINE PAINTED MARK

» UHH = UTILITY – HAND HOLD

» UEB = UTILITY – ELECTRIC BOX (OTHER THAN TRANSFORMERS)

» UEMH = UTILITY – ELECTRIC MANHOLE

» UTMH = UTILITY – TELEPHONE MANHOLE

» UPMU = UTILITY – UTILITY PAINT MARK (UNKNOW UTILITY)

Sanitary Sewer Locations

» SPM = SANITARY – PAINT MARK

» SMH = SANITARY – MANHOLE

» SLS = SANITARY – LIFT STATION

» SCO = SANITARY – CLEAN OUT

» SV = SANITARY – VALVE

» SFMPM = SANITARY – FORCE MAIN PAINT MARK

» SFMM = SANITARY – FORCE MAIN MARKER

SURVEY petticoat schmitt

DATA MANAGEMENT

DIGITAL FILE MANAGEMENT OFFICE

Survey dedicated server, the following file/folder structure will be utilized.

Base will be the PSCC Project #

This will help keep survey files directly correlated with the PSCC project file structure.

SAMPLE: 19127 Reserve at Eagle Harbor Phase 2 would be “19127”

The survey file will be broken down in the following sub folder system;

“Admin” - this will have any administrative documents, agreements, time tracking, project contact information, etc.

“Survey Records” – this will be the location for documents from client, research, other consultant’s/surveyors, etc., Official record documents that would include plats, plans/ as-built from others.

“Recvd” – All documents received will be filed here with a specific date and description to properly identify the contents;

SAMPLE: “2019-08-09 Survey CAD Files from XYZ Surveyors”

“Sent” – All documents sent will be filed here with a specific date and description to properly identify the contents;

SAMPLE: “2019-08-09 Survey As-built to XYZ Client”

(Both of these folders are important to help track all documents and files in and out of PSCC.)

“Survey Field Data” – This folder will contain all the field generated data files and the upload data for office operations. This is strictly for the use of office personnel to upload and download data files that are job specific. This information will be copied to/from the “Field Data Management” folder located under the Secondary level survey folder as described in the “Records & Documentation” section. Folder break down as follows;

» “Upload” – this will contain all office generated, or other data files from outside PSCC for upload to

the “Field Data Management” folder structure as described in the “Records & Documentation” section, including any sketch or layout documents. All items will be filed in a folder with a date and description.

SAMPLE: “2019-08-09 Constr Layout Pnts San”

» “Download” – this will contain all field generated data files and field book copies. All items will be filed in a folder with a date and description.

SAMPLE: “2019-08-09 Constr Layout Chks on Roadway”

» As part of the data management for field work, field notes that correspond to the downloaded data will be scanned via email to the respective Crew Lead to file with the daily job files. This will allow for the survey manager to review daily notes and place them in the digital files system for processing, or record information.

“CD3” – All CAD drawings will be placed in this folder and under the sub folders noted below;

» “Data” – All survey data and, or data received, will be placed in this folder in a date specific folder and the source in the description. This will allow the use of data without corrupting the original data files that are downloaded into the Survey Field Operations folder. (This function is critical, we do not want to use any original field generated data file to avoid corrupting the file and possibly loosing valuable information).

» “Survey Base” – this will include any topographic and/or boundary drawing files from either the client or design consultant.

» “Design” – this will include all design drawing files pertaining to site civil, structures, buildings, pipe works, etc. This folder can be further subdivided depending on the complexity of the project.

» “Constr” – this will contain all drawings generated for construction layout support, computation, data points, etc.

» “Record” – this will contain all the drawings for the production and completion of preparing construction as-built/record surveys.

“Submission” – All documents prepared for submission, either to clients or agencies, will be placed in this folder under a date and description folder.

SURVEY petticoat schmitt

DATA MANAGEMENT

SAMPLE: “2019-08-09 Survey Record Survey to JEA”

“Archive” – All final documents, CAD files, etc., will be archived when files are delivered to ether clients or agencies, will be placed in this folder under a date and description folder.

SAMPLE: “2019-08-09 As-built CAD to XYZ Agency”

“Temp Plot” – This folder is for office use in preparing documents either for review, preliminary submissions, worksheets, or other document of a temporary nature, will be placed in this folder under a date and description folder.

SAMPLE: “2019-08-09 XYZ Storm Layout Worksheets”

NOTE: When using the year, month, day notation for the folders, please make sure you include the dash/hyphen between each value and PLEASE make sure to use the correct dates. Please make sure to include two digits for the month and day, ie: june 3rd, 2020 would be 2020-06-03. This is designed to maintain a correlation by chronological date to better search and locate information.

DIGITAL FILE MANAGEMENT FIELD OPERATIONS:

The flowing file/folder structure is for data management to protect and provide a continuing archive and backup of data utilized and generated in the field operations. All project specific data uploads and downloads will be done in the file system structure outlined previously. This area is for monthly backups of each data collector to insure that any loss of data or digital “accident” is a re coverable event.

This system is simple. It requires that all data collectors be backed up into the respective folder under a monthly date.

EXAMPLE: DATA COLLECTOR #1 –

» Folder - “2019-08 Monthly Backup XX” – indicate with initials in place of “XX” of the person completing the backup.

This process will allow access to data that could be lost or files damaged/corrupted during field operations. This will create redundancy in record keeping in case a daily project

download is not completed, or missed. All folders that are more than six months old will be archived and removed from the system.

All information placed on the new Survey Server will be accessible from local systems and the Cloud. This will allow for ease of access to data and information while maintaining survey data.

SURVEY petticoat schmitt

RECORDS & DOCUMENTATION

RECORDS & DOCUMENTATION

Structure and Base will be the PSCC Project #

This will help keep survey files directly correlated with the PSCC project file structure.

SAMPLE: 19127 Reserve at Eagle Harbor Phase 2 would be “19127”

The survey file will be broken down in the following sub folder system;

Project #

» “Admin” – this will have any administrative documents, agreements, time tracking, project contact information, etc.

» “Survey Records” – this will be the location for documents from client, research, other consultant’s/ surveyors, etc., Official record documents that would include plats, plans/as-built from others.

» “Recvd” – All documents received will be filed here with a specific date and description to properly identify the contents;

SAMPLE: “2019-08-09 Survey CAD Files from XYZ Surveyors”

GLOSSARY petticoat schmitt

ACT/Accountability, Character and Team

Our core values, How we ACT!

Accountability Chart

The Accountability Chart is an EOS tool we use to illustrate the right structure for PSCC. It clarifies roles and responsibilities of everyone in the organization. It establishes clear ownership and accountability for everything that must get done at PSCC.

Cheat Sheet

Cost code cheat sheet, every job should have a simplified, self explanatory, easy to read set of cost codes broken down with some descriptors to make the selection of the appropriate cost code elementary.

ELEVATE20/ELEVATE20 Project Delivery System (PDS)

PSCC project delivery system, this is how we build our projects.

EOS/Entrepreneurial Operating System

EOS is PSCC’s operating system. It’s how we organize all of our human energy. It’s how we meet, solve problems, plan, prioritize, follow process, communicate, measure, structure, clarify roles, lead and manage.

ETF/Evade The Fade

At 70% completion, Build Team presents their business plan to complete the project without fade in fee to the executive team. Demonstrate the Build Team’s understanding, knowledge, planning, approach, schedule, logistics, Risk and Opportunities to complete the project successfully.

E20/Elevate20 Presentation Meeting

The Build Team presents their business plan to build the project to the Executive Team.This demonstrates the Build Team’s understanding, knowledge, planning, approach, schedule, logistics, Risk and Opportunities.

FBA/Followed By All

EOS term, are our processes being followed by all?

GAP/Growth Accelerator Program

A 3 year personal and professional development program designed to help employees achieve their personal goals.

GWC/Get it? Want it? Have the Capacity for it?

To determine if each person at PSCC is in the right seat, evaluate against the seat’s roles and responsibilities using 3 criteria, GWC. Do they “get” the job? Do they ”want” the job? Do they have the capacity to do the job?

IDS/Identify, Discuss and Solve

The meat of the L10 meeting, this is where the magic happens. We solve all our key issues by applying the IDS method.

IRC/Incident Review Committee

PSCC has a review committee that meets to determine root causes of incidents that occur, safety, equipment damage and rework. The purpose is to identify underlying causes and make continuous improvements.

ITM/Internal Team Meeting

Weekly build team meeting for every project, standardized agenda to coordinate safety, equipment, procurement, RFI’s, Production, schedule/Takt/4 week, submittals, Change orders and hot topics.

GLOSSARY petticoat schmitt

LMA/Leadership, Management and Accountability

One of our roles as leaders is providing LMA, leadership, management, and accountability. There are 5 Leadership,and 5 management practices we should be evaluating ourselves against for improvement. Refer to the EOS toolbox.

KPI/Key Performance Indicators

KPI’s are critical (key) quantifiable indicators of progress towards an intended result. AKA Keep People Informed.

L10/Level 10 Meeting

Leadership and department meetings designed to be a time-management tool, to save time by helping the right hand know what the left hand is doing, avoiding the train wrecks and bottlenecks that slow things down. Identify issues, discuss them and solve them as a team. Take place on the same day, same time each week.

MPVA/Mission, Purpose, Vision

What we do, Why we exist, Where are we going

NHO/New Hire Orientation

Every new PSCC teammate and new promoted teammate goes thru orientation tolearn about the history and values of PSCC and basic safety requirements of our company.

NPS/Net Promoter Score

Process used to obtain the current pulse of the level of satisfaction our customers have with our firm.

PAD/Purchase, Approval and Delivery Schedule

Excel spreadsheet, listing all the required purchase and procurement requirements of the project, including when needed on the project, lead times, required submittals.

OPUR/One Person Ultimately Responsible

The one person assigned or taking responsibility to get an action itemcompleted, a risk mitigated, or an opportunity captured.

PD

Project Director

PSCC, PS

Petticoat-Schmitt Civil Contractors

QBO/Quality Bidding Opportunity

Project Bid selection scorecard used to objectively qualify a project to bid or not bid.

Rocks

What is Most Important Right Now? The term “Rocks” comes from a simple concept made popular by Stephen Covey.

What are the 1 to 3 most important things you can do this quarter to make a difference for the company or yourself.

SAD/Stand And Deliver

Petticoat-Schmitt’s way of doing profitable and reputable business. A living document that houses the superior processes that makes Petticoat-Schmitt a strong company.

SCRUM

SCRUM is a lightweight framework that helps people, teams, and organizations generate value through adaptive solutions to problems. What do we have to accomplish as a team? It becomes the back log, daily huddles determine who’s working on what, and if you finish early you can go to the backlog board.

GLOSSARY petticoat schmitt

TAKT

German word for rhythm, THE PSCC Project Schedule. It is an excel schedule/plan that details the course of the project and organizes it into a production system.

10th Man

If nine individuals in a group of ten receive the same info and agree on a resolution, it’s the responsibility of the tenth to protest, highlight all potential issues with that resolution, and argue the case for unlikelier scenarios – even if they’re on the same page as the other nine.

2/4/12 LAUNCH

Employee-led onboarding program designed to support employees in joining our culture, doing their job, and winning in the role.