STATEMENT OF QUALIFICATIONS INDUSTRY DEMANDS

Our experts assist you in bringing challenging projects online, on time, and under budget within extremely aggressive time frames.

PROJECTS & $ PROGRAMS ENGINEERING & CONSTRUCTION 100b MANAGED

Engineering and construction clients face an At PMA, we manage the entire program and construction increasingly dynamic environment driven by process – from pre-design through project delivery and closeout. Our services make projects more efficient, globalization, increased project complexity, and a controlling costs, schedules, and work scope without rising call from customers for faster and less costly compromising quality. Serving a variety of public and performance. Today’s engineering and construction private owners in a wide range of industries on construction projects require the professional discipline to deal with projects worldwide, we blend diverse expertise and designing, planning, construction, management, and knowledge to facilitate projects and mitigate construction risk. Whether you’re an owner, contractor, attorney, surety delivery for a successful outcome. or other construction professional, we can assist you in achieving project success, from the start to finish.

2 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com FIRM OVERVIEW

WHAT WE DO

PROGRAM, PROJECT & CONSTRUCTION MANAGEMENT SERVICES

PMA is unparalleled in providing services for projects in the engineering »» Program & Project Management and construction industry. We base our success on many factors, including Owner’s Representative extensive experience in program management; a real-world understanding Cost & Schedule Management from numerous construction projects in multiple industries; specific Project Delivery Consulting Model Contract Documents knowledge of the design/construction process; particular attention to Project Reviews & Audits detail; and outstanding professional care and due diligence in performing »» Construction Consulting services. Construction Management Scheduling Our skill in managing complex details of day-to-day construction and our in- Cost Estimating depth knowledge of cost and scheduling enable us to provide expert services Contract Administration when serious issues arise. We integrate this expertise with keen insight to Change Order Management achieve customer-stated project goals and to mitigate risk. Whether you are an Constructability Review owner, design consultant, contractor, attorney, insurer, or other industry service »» Construction Claims provider, our goal is to provide you with the assistance and level of service you Claims Management require. & Avoidance Expert Claims Analysis »» Project Controls Seattle Cost & Schedule Control Earned Value Management Value Engineering Boston Ann Arbor Detroit New York »» Project Risk Management San Francisco Chicago Newark Denver Risk Analysis Cost & Schedule Los Angeles »» Project Management Systems Phoenix Building Information Modelling Primavera Implementation & Training Orlando Houston Tampa NetPoint & GPM PMA Offices Miami Interactive Planning »» Green Building Oversight

3 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com PMA Credentials

PMP 54 LEED AP 23

ENV SP 1 PMI-SP 1 FIRM PMI-ACP 1 DEE 1 166 PE 23 CVS-Life 1 Licenses & Certifications OVERVIEW CCP 1 AVS 1 AC 1 CCE 2 MCP 2 LEED AP BD+C 2 JD 2 MCPPO 19 CGC 2 RMP 3 CCM 3 PSP 5 EIT 9 LEED GA 3 CSL 4 WHOEVP 3 WE ARE

PMP Project Management Professional CGC Certified General Contractor LEED AP Leadership in Energy & Environmental JD Juris Doctor PMADesign is an Accredited international Professional program,LEED AP BD+Cproject,LEED and AP Building construction Design + Construction PRIMARY INDUSTRIES PE Professional Engineer MCP Microsoft Certified Professional MCPPOmanagementMassachusetts Certified consulting Public firm foundedCCE in Certified1971. Chief Engineer Purchasing Official Program AC Associate Constructor »» Buildings EIT Engineer in Training Since its inception, PMA has been providingAVS Associate the Value construction Specialist PSP PMI Scheduling Professional CCP Certified Construction Professional »» Education CSLindustryConstruction with Supervisor experience, License commitment,CVS-Life andCertified proven Value Specialist results »» Environmental CCM Certified Construction Manager DEE Diplomate Environmental Engineer EVPto facilitateEarned Value Professionalsuccessful completionPMI-ACP of our clients’PMI Agile Certified projects. Practitioner We »» Healthcare LEED GAprovideLEED Green expert Associate services for constructionPMI-SP projectsPMI Scheduling worldwide. Professional RMP Risk Management Professional ENV SP Envision Sustainability Professional »» Hospitality & Recreation »» Life Sciences »» Power & Energy »» Transportation »» Water & Wastewater 166 / 15 / +200 Licenses & Offices Employees Certifications

BOSTON OFFICE NEW ENGLAND 60 AREA Project Management NEW YORK & Professionals NEWARK OFFICES 44+ GREATER with schedule 40 NEW YORK risk expertise Project Management AREA Professioanls

4 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com OUR LEADERSHIP

WHO WE ARE

GUI PONCE DE LEON phd, pe, pmp, leed ap CHIEF EXECUTIVE OFFICER | Years of Experience: 46 | Years at PMA: 46

Dr. Ponce de Leon is recognized as one of our nation’s foremost planning and scheduling subject matter experts. His broad professional experience includes executive and senior roles as investor’s developer, program manager, construction manager, and EPC contractor planner/scheduler. Dr. Ponce de Leon has continually pioneered innovations in project management throughout his 40-year career. He has written widely on the use of CPM in construction contracts as well as on schedule, delay, and acceleration analysis. His recent work with the Graphical Path Method™ (GPM®) is revolutionizing planning and scheduling at a level not seen since the advent of critical path methods.

DON FREDLUND JR. pmp GARY JENTZEN jd, pe, leed ap CHIEF OPERATIONS OFFICER CHIEF OPERATIONS OFFICER Years of Experience: 43 Years of Experience: 39 Years at PMA: 31 Years at PMA: 30

Mr. Fredlund has extensive experience in project and Mr. Jentzen has extensive experience in construction construction management on many different types and project management on major projects nationwide of construction projects valued up to $5 billion. Types ranging in value up to $14 billion. His experience includes of projects include heavy industrial, manufacturing, managing contractors and subcontractors; cost and process, petrochemical, power, infrastructure, water schedule control; contract and subcontract administration; and wastewater, architectural, and environmental. contract drafting; project procedures; claims avoidance He has significant expertise in all aspects of project programs, procedures, and reviews; field engineering and construction during all phases, including preplanning inspection; monitoring project progress; project audits; and programming, specifications drafting and contract construction and project management; and project document development, claims and changes avoidance closeout. He has particular expertise in changes and claims reviews, cost and schedule administration and control, analysis; in large, complex claims and changes resolution; scope and change control, claims and disputes evaluation, and in complex negotiations and dispute resolution (i.e., expert analysis, and testimony. arbitration, mediation, and dispute review boards).

pmaconsultants.com | PMA Consultants, LLC Statement of Qualifications | 5 OUR LEADERSHIP

BRUCE STEPHAN jd, pe, pmp ROBERT SANDERS EXECUTIVE DIRECTOR EXECUTIVE DIRECTOR Years of Experience: 35 Years of Experience: 36 Years at PMA: 24 Years at PMA: 30

Mr. Stephan is a nationally recognized licensed civil Mr. Sanders has extensive experience in program, project, engineer and attorney with more than 34 years of and contract management for major architectural, experience on complex medium, large, and mega institutional, infrastructure, power, water/wastewater, engineering/construction projects. Mr. Stephan started and environmental projects with a cumulative value his professional career as an engineer working for a small of more than $8 billion. His experience has centered on water agency in New York and has held progressively project controls and cost management, change order responsible positions in the design and construction analysis and management, and claims administration. He of water, transportation, and power infrastructure has facilitated and participated in a number of strategic industries. His distinguished career includes public planning workshops and value engineering sessions. He service, general contracting, and consulting nationally is an effective program manager who utilizes a variety and internationally. As a program manager, he has of project delivery approaches including traditional managed multiple projects as part of a larger program, design-bid-build; design-build; and at-risk program positioning systems, procedures, and reporting tools in management. Mr. Sanders also has significant experience place to ensure consistency. developing, presenting, and reviewing CPM schedules and project costs, evaluating contractor cost/schedule performance, and reviewing scope changes for cost and schedule impacts.

JOHN SHERIDAN leed ap EXECUTIVE DIRECTOR Years of Experience: 39 Years at PMA: 27

Mr. Sheridan is experienced in project and contract management for major architectural, transportation, airport, process, infrastructure, water/wastewater, and power projects with a cumulative value of more than $25 billion. He is currently involved with schedule and cost management and analysis on several large, complex architectural and engineering construction projects with contract values up to $400 million. He has expertise in scheduling; change order and claims management and avoidance; claims analysis and expert testimony; and document control and project management systems, including several design-build projects. He has provided training to owners, designers, and builders in all aspects of project management; lectured at universities; and published articles on project management and control.

6 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com MBE Certified in NEW JERSEY & NEW YORK CITY

PMA’s Vision: To be an innovative, trusted, professional project management firm that provides exceptional value to our clients.

PMA is an international construction consulting firm and to clients in numerous market sectors nationwide. PMA’s a recognized leader in program, project, and construction Mid-Atlantic region, comprised of approximately 50 management. Founded in 1971 by Dr. Gui Ponce de Leon, professionals, has seen significant growth stemming from CEO and Owner, we have grown to 200 employees providing the successful completion of various project types. a wide range of program and project management services

SERVICE EXPERTISE

Capital Planning • Project Management • Risk Management • Project Controls • Value Engineering • Cost Management/Cost Estimating • Schedule Risk Analysis • Virtual Design and Construction

CENTRAL ARTERY PATH WTC MTA SECOND LAGUARDIA AIRPORT & TUNNEL TRANSPORTATION HUB AVENUE SUBWAY CENTRAL TERMINAL

OUR TOP TRANSPORTATION CLIENTS

99 Amtrak 99 Federal Highway Administration 99 Los Angeles Port Authority 99 NYC Metropolitan 99 Boston Logan International 99 Florida Dept. of Transportation 99 MA Bay Transportation Authority Transportation Authority 9 99 Chicago O’Hare International 99 Greater Orlando 99 Massachusetts Highway 9 Oakland Port Authority 9 99 Chicago Transit Authority Aviation Authority Department 9 Port Authority of New 9 9 York and New Jersey 99 Denver International 9 John F. Kennedy International 9 Massport 9 9 99 San Francisco International 99 Detroit Metro International 9 LA Bay Transportation Authority 9 New York City Transit 9 9 99 Toronto Transit Commission 99 Dallas/Fort Worth International 9 Long Beach Port Authority 9 New Hampshire Dept. of Transportation

MID-ATLANTIC CERTIFIED EXPERTS Our corporate philosophy is based on developing sustained, long-term relationships with our clients. From concept to completion, PMA can provide you with experts who are capable of helping your firm’s decision makers execute your vision. PMA’s experts, dedicated to their fields, have maintained their competitive edge by keeping up with the latest technology and acquiring various industry-related certifications.

7 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com AWARDS & TESTIMONIALS

RANKED IN THE TOP 50 Program management firms and construction management-for-fee firms in the U.S. by WHAT OUR Engineering News-Record since 2000. CLIENTS SAY As one the top U.S. pure PM & CM-for-fee firms, PMA focuses on being the best at what we do. “The front end planning efforts put forth by PMA has helped AWARDS SINCE 2012 our projects to come in on schedule and under budget.” 2015 — CMAA New England Chapter New Construction Project of the Year Award (under $200M) RAY DONATO 2014 — Harleston Parker Medal Director of New Construction (formerly) 2014 — Boston Society of Architects Honor Award for Design Excellence University of Chicago Medical Center

2014 — Boston Society of Architects K-12 Facilities Design Honor Award 2013 — CMAA New England Chapter Project Achievement Award “PMA is steadfast and proven. 2013 — CMAA New England Chapter Program Management of the Year Award The Department has had a 2013 — ENR Award of Merit in Higher Edu/Research Category Best Projects Award long working relationship 2013 — Boston Business Journal Design Category Best Green Practices Award with PMA Consultants for

2013 — AGC of MA Award of Merit Build New England Award well over 20 years.”

2012 — Western Council of Construction Consumers Innovation Solution Award ANDRÉ LOWE pe 2012 — CMAA Northern California Project of the Year ($50M-$100M) General Manager (formerly) 2012 — Innovation Award Western Council of Construction Consumers DWSD Capital Management Group

8 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com PMA EXPERIENCE

OUR CLIENTS

99 Amtrak 99 LA County Metro 99 San Francisco Public Transportation Authority Utilities Commission 99 Arizona Dept. of Transportation 99 Marathon Petroleum Company 99 Silicon Valley Clean 99 BP Water Authority 99 Marriott International, Inc. 99 City of Phoenix WSD 99 Shire 99 Massachusetts Bay 99 Detroit Water & Sewerage Transporation Authority 99 Southwest Airlines Department 99 MedImmune 99 Southern California Edison 99 Downtown Design Partnership 99 NYC Department of 99 State of New York 99 East Bay Municipal Environmental Protection Dormitory Authority Utilities District 99 NYC Department of 99 Unites States Western 99 Florida Department Design & Construction District of Texas of Transportation 99 NYC Metropolitan 99 USDOT Federal Transit 99 GlaxoSmithKline Transportation Authority Administration 9 9 Hoffmann-La Roche 99 Public Service Enterprise Group 99 Wyeth Pharmaceuticals 99 Johnson & Johnson 99 Port Authority of New York & New Jersey

PANYNJ CAPITAL IMPROVEMENT (ON-CALL) New York, NY $750m

PMA implemented and facilitated combined risk/project planning sessions in order to develop project plans and schedules in support of the Agency’s project risk management process. PMA introduced and implemented PMO’s Project Risk Assessment process and techniques, and has facilitated project risk analysis on more than 70 projects, ranging from $2 million to $1 billion, with a cumulative total of over $2.5 billion. PMA’s risk project portfolio includes PATH (rail), ports, aviation and tunnels and bridges.

WORLD TRADE CENTER TRANSPORTATION HUB New York, NY $2b

As part of this feasibility effort, PMA was brought in to perform formal cost and schedule risk assessments for this high profile project. PMA’s scope includes analyzing the latest estimate and schedule, facilitating a formal ranging session, analyzing the information collected from the formal ranging session, gathering Port Authority historic schedule and cost success ratio, inputting the schedule data into Primavera Monte Carlo, meeting with DDP to discuss the results and fine tuning the risk analysis.

9 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com PMA EXPERIENCE

PUBLIC SERVICE ELECTRIC & GAS COMPANY Newark, NJ $1b

PMA was retained by PSE&G to help establish a world-class project controls office (PCO). PMA is prioritizing the levels of project controls to apply to the complete delivery, projects, and construction portfolio through implementation of a centralized PCO that will meet stakeholder expectations for individual and aggregate portfolio project performance. PMA is also integrating cost, schedule, and administrative data into one P6 software platform.

J&J RECOMMENDING PROGRAM SCHEDULE ESP New Brunswick, NJ

Johnson & Johnson’s Enterprise Facilities Management Group was reengineering its business processes to align with corporate global initiatives. The group developed a multiyear design and implementation schedule with complex interdependencies between various business groups. PMA was asked to review the schedule for the overall program and provide a schedule risk assessment. PMA conducted a schedule risk workshop and applied Monte-Carlo analyses to recommend schedule contingencies for the program.

LOS ANGELES METRO CRENSHAW/LAX Los Angeles, CA $2.1b

PMA first analyzed the 10,551-activity Primavera P6 schedule and identified known impacts that were not in the schedule, demonstrating that eight months of time contingency were in danger of being consumed at less than 15% construction completion. PMA then worked with the teams to update a risk register, which was used in a facilitated, collaborative risk workshop. PMA consolidated the schedule to an approximately 200-activity schedule risk model using PMA’s proprietary software, NetPoint, using its superior ability to run “what -if” scenarios. PMA then modeled risks in OPRA to determine probable completion dates and facilitated a workshop to brainstorm how best to mitigate delays to meet the revenue service date. PMA also created a risk assessment report that summarized its findings and made recommendations to help improve the probability of project success.

BP WHITING REFINERY MODERNIZATION Whiting, IN $3b

The Whiting Refinery Modernization project involves the expansion and modernization of the facility to increase the capacity of the refinery and decrease environmental emissions. PMA performed a schedule risk analysis for the project, starting with the individual sub- projects and developing an integrated model that addressed both resource and cash flow constraints. The original analysis was updated at various stages of the project development. The analysis identified some key interface issues that assisted project planning.

10 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com Newtown Creek Water Pollution Control Plant Brooklyn, NY

OWNER SERVICES

NEW YORK CITY DEPARTMENT OF Scheduling • Schedule Risk Analysis • Schedule Analysis ENVIRONMENTAL PROTECTION

PROJECT DESCRIPTION PMA ROLE

This $3 billion program involves the expansion and upgrade As part of this assignment, PMA interviewed the project of an existing 350 mgd wastewater treatment plant to meet team, visited the site, and performed an intensive review of federally mandated secondary treatment effluent criteria. the relevant documentation, including contract documents, Upgrades included extensive piping installation, digesters, schedules, and cost estimates. PMA’s findings and centrifuges, a polymer distribution system, sedimentation recommendations were documented in a detailed report. and aeration tanks, odor control, new control systems, and PMA was asked to identify any fatal flaws in the overall support facilities. The program involves hundreds of prime program schedule and to make recommendations where construction contracts and oversight by a multiconsultant improvements were possible. PMA also performed construction management team. analyses to determine if the interfacing contracts supported the schedule of the key contract as well as the potential impact of labor availability on the schedule. PMA verified the technical correctness of the schedule logic and determined whether the duration of key activities on the critical path were realistic.

11 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com Photo Credit: Grimshaw Architects

Croton Water Treatment Plant New York, NY

OWNER SERVICES

NEW YORK CITY DEPARTMENT OF Building Information Modeling (BIM) • Cost Management / ENVIRONMENTAL PROTECTION Cost Estimating • Scheduling

PROJECT DESCRIPTION All work is being performed with very stringent community environmental and quality of life requirements and This $3 billion construction project is a 290-mgd facility for commitments to provide Bronx-based jobs and purchases the New York City’s Department of Environmental Protection on the project. As part of the quality of life requirements, an Croton Water Filtration Plant in Van Cortlandt Park in the extremely aggressive emission control program is required Bronx to treat New York City’s Croton water supply. The for all off-road construction equipment and trucks hauling plant is being constructed below-grade under an existing soil, rock, and concrete. In addition, a chemical storage golf course and includes 16 construction contracts. The first building and material and personnel entry building contract, with a construction cost of $128 million, involves will be constructed on the north end of the site above excavation of the treatment plant footprint, including an ground. Upon completion of the water treatment plant extensive rock blasting program for removing 900,000 CY construction, a reinforced concrete roof will be constructed of rock and 250,000 CY of soil. The second contract, with over the entire excavated area and a new golf course will a construction cost of $212 million, includes construction be built as part of the restoration work. (TBM and drill-and-blast tunnels) of a new 800’ raw water tunnel and two new 4,000’ treated water tunnels. The raw water tunnel conveys untreated water from the New Croton PMA ROLE Aqueduct to the new water treatment plant. Two treated PMA developed schedules for three alternative sites: water tunnels will be constructed to connect the plant to Mosholu, Eastview, and Harlem River. PMA reviewed the existing water distribution system. The treatment plant all project documentation, including design drawings, is being done under six contracts, with a total construction specifications, estimates and preliminary schedules, cost of $1.7 billion, and includes the construction of a environmental impact statements, the consent decree, 420,000 SF water treatment plant/office building complex and other miscellaneous documents. in the excavated area. The treatment plant/office building, a four-level reinforced concrete structure, contains all water PMA met with the project team and collaboratively treatment process elements (pump, filter, chemical rooms, determined duration and schedule logic. PMA configured and wet wells for raw and treated water), administrative Primavera P3 activity and project codes to allow offices, conference room, lockers and shops, process summarization of the schedule to various levels while laboratory, maintenance and storage facilities, electrical still showing interfaces between several contracts on the substation and distribution rooms, HVAC and boiler rooms, project site. PMA also provided 4D BIM services. and a treated water pumping station.

12 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com Paerdegat Basin CSO Brooklyn, NY

OWNER SERVICES

NEW YORK CITY DEPARTMENT OF Scheduling ENVIRONMENTAL PROTECTION

PROJECT DESCRIPTION PMA ROLE

Paerdegat Basin is a channel that connects to Jamaica PMA was part of the construction management team Bay on the southern end of Brooklyn, New York. The responsible for providing services to the New York City waterway is polluted due to the overflow location of a Department of Environmental Protection. Specifically, combined sewer system at the basin’s northern end. The PMA performed scheduling and schedule analysis. area’s sanitary sewer discharge, both from residential and industrial sources, is carried through the same system as the storm water. To address and mitigate this situation, the New York City Department of Environmental Protection (NYCDEP) planned construction of a CSO facility at that location to prevent million of gallons of combined sewer overflows during heavy rain from discharging into the Paerdegat Basin.

The Paerdegat Basin CSO Facility consists of four tanks with a retention capability of 30 million gallons of sewer overflow and another 20 million gallons in connecting sewers. The facility is the largest of four CSO retention tanks built in New York City. Since 2002, the NYCDEP has spent approximately $1.6 billion to upgrade wastewater treatment plants and reduce combined sewer overflows.

13 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com Gowanus Facility Upgrade Brooklyn, NY

OWNER SERVICES

NEW YORK CITY DEPARTMENT OF Claims Consulting • Scheduling ENVIRONMENTAL PROTECTION

PROJECT DESCRIPTION PMA ROLE

The Gowanus Facilities Upgrade project work scope PMA is part of the construction management team includes upgrading the flushing tunnel system and the providing scheduling and claims services to the New wastewater pumping station from 201 Douglass Street, York City Department of Environmental Protection on south of Butler Street and northwest of the head of the this project. Specifically, PMA provides comments on the Gowanus Canal in Brooklyn, New York. The upgrade will contractor’s baseline schedule and schedule updates, improve the capacity, function, efficiency, and reliability of prepares monthly progress reports, and forecasts the Gowanus Canal flushing tunnel system and wastewater completion dates. PMA also participates in monthly pumping station and will improve the water quality in the progress meetings and prepares findings to develop Gowanus Canal now and in the future. mitigation strategies to ameliorate construction claims delays. Also included in the project are improvements at other associated sites.

14 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com Croton Falls Pumping Station New York, NY

OWNER SERVICES

NEW YORK CITY DEPARTMENT OF Schedule Analysis • Scheduling ENVIRONMENTAL PROTECTION

PROJECT DESCRIPTION PMA ROLE

The Cross River and Croton Falls Pumping Stations direct PMA provided scheduling and scheduling analysis water from the Croton Watershed to the Delaware services. PMA staff reviewed baseline schedules, provided Aqueduct to prevent drought conditions in New York City monthly schedule analyses and reports, and led monthly when the Delaware Watershed water level is low. Because CPM meetings. pumping station capacities are no longer sufficient to meet the increased demand of New York City and Westchester County, NYCDEP has decided to build a new pumping station within the vicinity of the existing pumping station at Croton Falls.

The new Croton Falls Pumping Station will have a capacity of 180 mgd. Program scope includes construction of a new pump station, an 84”-diameter valve chamber, an 84”-diameter steel suction header, a venturi chamber, a 60”-diameter steel force main, associated site and electrical work, and demolition of the existing pumping station.

15 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com Cat-Del UV Disinfection Facility Westchester, NY

OWNER SERVICES

NEW YORK CITY DEPARTMENT OF Building Information Modeling (BIM) • ENVIRONMENTAL PROTECTION Schedule Risk Analysis • Scheduling

PROJECT DESCRIPTION milestones were met. PMA prepared a more detailed schedule at 30%, 60%, and 90% design stages. PMA This $1.4 billion project involves the construction of an also participated in a risk assessment of the schedule to ultraviolet (UV) treatment plant capable of disinfecting determine the probability of success. a maximum flow of 2,020 mgd with an average flow of 1,310 mgd. The UV facility includes a main disinfection Services also included supporting the team at the final building; two forebay structures; 144” raw- and treated- design stage to select contract dates and to negotiate water conduits; and an electrical generator building. The new dates with regulators to build in project float for construction work was awarded to more than five prime schedule contingency. PMA assisted the Department contractors. of Environmental Protection in responding to a $400 million bid overrun and in making decisions related to bid packaging. PMA ROLE PMA continues to provide support to the construction PMA developed a preliminary construction schedule for management team on an as-needed basis. various stages of design to ensure state EPA-mandated

16 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com SFPUC San Joaquin Region Transmission System San Francisco, CA

OWNER SERVICES

SAN FRANCISCO PUBLIC Construction Management • Cost Estimating • Schedule UTILITY COMMISSION management • Change Order Resolution • Claims analysis & Resolution • DRB presentation • Document Control • Subconsultant Management

PROJECT DESCRIPTION PMA ROLE

The San Francisco Public Utilities Commission (SFPUC) Project Management successfully performed a $4.5 billion program to rehabilitate PMA scope involved both regional and project oversight and improve reliability of the Hetch Hetchy water supply of preconstruction and construction phase activities. system that serves 2.5M customers. PMA was awarded a To keep our client informed of status and performance, $28M prime contract to serve as construction manager for PMA staff utilized almost all modules of Oracle Primavera six construction projects within the San Joaquin Region Contract Manager (OPCM) and fully utilized Oracle valued at more than $200 million. These projects included Primavera P6 for cost, schedule, and resource tracking. We the CMAA award winning design-build new Tesla UV Water served on a Program-wide committee that helped design Treatment Facility contract ($87.5M); two new 78” diameter and configure a centrally accessible P6 database with all steel pipelines totaling about 16-miles long ($100M), and contractor’s progress schedules for almost 85 projects. several large crossover facilities. Much of the work was time PMA also recommended and championed the use of sensitive and involved major shutdowns of the existing OPCM’s Trends module and Cost Worksheet to ensure a water supply system. vigorous cost forecast system with excellent transparency.

We also tracked the status of our $28M CM budget monthly using a cost- and resource-loaded Primavera P6 schedule, which CM budget, actual and forecast hours and dates for

17 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com each person on the CM team. PMA prepared task order were empowered to develop solutions that minimized requests for each active project and submitted change safety and security risks, and any potential impacts to water requests with justifications for any revisions to our subtask delivery, quality, scope, and schedule. Through this process, budgets. We also prepared 4 weekly and 1 monthly project design-related issues were dealt with quickly, solutions report, a monthly regional report for CM services, and were provided that reduced the time of implementation, quarterly project reviews for WSIP executive management. and necessary project documentation was expedited. PMA emphasized stakeholder coordination so the contractor Design Management could focus on coordinating the actual construction effort. For the design-build contract, PMA participated in 30%, PMA also participated in regular partnering sessions, DRB 65%, 95%, and 100% design reviews and developed a updates, and provided community outreach services spreadsheet for each that documented all comments communication, traffic management coordination, and and back-and-forth responses leading to an ultimate environmental and safety awareness training. resolution. The team highlighted changes to the design criteria and entered the changes into the issues module Testing, Commissioning & Start-up of the Contract Manager information system (CMIS) to PMA led startup and testing meetings, performed provide early warning of potential cost and schedule inspections, and prepared punch lists during this phase. implications. PMA processed all RFIs and submittals and Though not involved in commissioning, the team worked facilitated timely responses while tracking them in the with operations to ensure that the design, changes, and CMIS. PMA performed constructability reviews, prepared start-up considered their needs. preliminary construction schedules, and responded to construction-related questions posed by the design team. Risk Management PMA facilitated risk workshops with the contractors to Construction Management develop an initial risk register. Each risk was quantified with PMA performed the full range of construction management best, worst, and likely costs and schedule impact. As part services for each contract. The team prepared CM, QA, of the overall reporting process, PMA updated the registers and safety plans for each active contract. PMA scope monthly to reflect the addition or avoidance of risks. These included providing project construction managers, field were then rolled up across all projects to determine the contract administrators, document control specialists, cost top ten risks for the region that PMA managed. schedule specialists, lead QA and discipline QA inspectors, environmental compliance and inspection specialists, Claims and office engineers. This staff reviewed and commented PMA completed six major projects totaling almost $200 on contractor schedules and progress payment requests; million dollars without having any claims go to formal performed environmental and QA inspections; coordinated dispute resolution, despite major shutdowns of an material testing; analyzed, negotiated, and processed operating system and several large and controversial change orders; prepared formal risk registers and updated change orders involving acceleration, time extensions, them monthly; participated in partnering, risk, and DRB extended overheads, and other complex pricing issues. workshops; chaired meetings and prepared minutes; Only a handful of issues moved up the internal program- prepared daily reports; processed RFIs and submittals, etc. wide dispute resolution ladder and one went to an internal DRB. This success is attributed to our extensive knowledge Integration of construction contracting; good working relations with As the construction manager, PMA integrated the design the owner, engineers, and contractors; participation in teams, construction teams, utilities, and the various owner a meaningful partnering and DRB process; and vigorous stakeholders. Working groups were established to deal with enforcement of program-wide procedures. problems and issues as they occurred, and these groups

18 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com BENEFITS OF RISK ANALYSIS

PMA believes that a large portion of the value that a »» Increases chances for project success client derives from a project risk analysis comes from »» Improves team communication »» Helps to set realistic target the interaction between the project team members and »» Substantiates cost estimate and project schedule stakeholders to define the risks, along with a common »» Exposes hidden and buried contingencies understanding that is developed during those meetings. »» Facilitates knowledge-based risk taking Too often, projects are under such pressure to progress »» Seen that risk and opportunities go hand-in-hand »» Enables objective comparison of alternate approaches the work that communication and coordination »» Provides forum for stakeholder voices between various groups is lacking. Conducting a risk »» Allocates risks to best-suited ‘owner’ or teammate analysis helps bring the team together to discuss the »» Team becomes “risk and opportunity aware” plans and concerns in an open forum. »» Focuses on critical issues; helps avoid “noise” »» Aligns contingency to specific risks SIX-STEP PROCESS 1 2 3 4 5 6

REVIEW IDENTIFY MODEL RANGE SIMULATE SUMMARIZE

PMA has conducted risk analyses on more than 150 projects in more than 20 countries around the world, ranging from under $10 million to over $1 billion. OUR SERVICES

RISK MANAGEMENT

OUR TRACK RECORD ENVIRONMENTS

PMA has been performing cost and schedule risk assessments for more »» Water and Wastewater than 20 years across diverse industries that include transportation, »» Infrastructure infrastructure, oil and gas, power, petrochemicals, pharmaceuticals, and »» Transportation manufacturing. Our risk services are further strengthened by a robust »» Buildings and diverse project portfolio in project and construction management »» Public & Private and cost and schedule controls. Our thorough approach to risk analysis »» New & Existing Facilities produces high-quality assessments, maximizing the value added for our »» Oil & Gas clients. »» Onshore & Offshore »» Refineries & Petrochem PMA has conducted risk assessments on more than 150 projects in more »» Power Generation than 20 countries around the world, ranging from under $10 million to »» Alternative Energy over $10 billion. These risk assessments cover the gamut and include the »» Manufacturing following: »» Biomed & Pharmaceutical »» All project phases, early development through construction

»» New construction to renovation of existing facilities

»» Public/government agencies and private corporations

»» Various EPC contracting forms (e.g., fixed price, unit rate, cost reimbursable)

»» Variety of locations: onshore, offshore; remote; revamp

20 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com MITIGATING RISK

IDENTIFYING & MANAGING RISK PMA provides project risk analysis that –

PMA’s Risk Practice is an integral part of its overall strategy 1. Meets or exceed industry standards. of integrated project delivery. Scope planning, change 2. Is consistent with the client’s risk management management, cost/schedule planning and risk management vision and processes. are integrated processes that interact with each other constantly as a project evolves from planning, into design and 3. Offers scalability of risk process and resources finally into construction and beneficial use. Successful delivery appropriate to project size and complexity. of business value from a project requires that all majority 4. Offers a transparent risk process and work product project stakeholders be involved from the initial phases of to foster project team ownership. project initiation and planning. 5. Offers a standardized process and documentation It is critical to develop cost, schedule and risk management to facilitate transfer or sharing of risk management plans in support of the project plan. Ensuring that risks responsibilities with project teams. inherent to the scope, cost and schedule of the project plan are documented sets the foundation for future risk monitoring 6. Effectively capitalizes on available institutional and mitigation strategies. As the project experiences changes, knowledge and long term relationships with a baseline risk assessment, similar to cost and schedule multiple project stakeholders. baselines, can also be updated including closing risks that are 7. Offers appropriate adequate depth and breadth of mitigated or eliminated due to project progress or changes project risk analysis and subject matter experience and identifying new risks and their impact on the project. and expertise. Risk management is a critical component of the integrated project delivery methodology, of equal value as scope, cost and schedule management, in ensuring the business value of a project is successfully achieved.

21 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com YOUR TRUSTED ADVISOR

PMA CORE SERVICES

PROGRAM & PROJECT MANAGEMENT Schedule Management PMA is recognized as one of the nation’s foremost planning PMA develops overall integrated master programs for and scheduling subject matter experts. We’ve pioneered managing budgets, expenditures, and schedules. PMA numerous project scheduling innovations in planning, has extensive experience developing and implementing scheduling, delay, and acceleration analyses. We have program and project management and control systems patented a methodology for planning and scheduling on major public and private projects. We understand the (called Graphical Path Method/GPM), along with patented critical need for a comprehensive program that controls software that facilitates GPM (NetPoint), and we have scope and cost and that maintains the schedule on your published books such as the Guide to the Forensic Scheduling program and projects. Body of Knowledge and Core Traits of a Reliable Schedule.

CONSTRUCTION CONSULTING We are experts in developing, evaluating, and maintaining Construction Management design and construction schedules. Using primarily Oracle’s Primavera Portfolio Management®, Microsoft Project, and PMA’s comprehensive construction management NetPoint for planning capital projects, we develop initial consulting services are designed to provide the best schedules during the design phase that reflect project results for your project. Our experts possess decades duration and that plan critical project activities. During of engineering and construction experience and apply construction, we create schedules to monitor construction this knowledge to everyday challenges that owners, activities, and we analyze changed conditions and delays contractors, engineers, and architects face. We tailor and evaluate their impact on project completion. Post every team to fit your specific project needs, and we owe construction, we use schedules to facilitate project closeout our success to detail-oriented staff who know how to and to analyze claims when necessary. critically analyze schedules, submittals, change orders, payment applications, claims, and time impacts. We follow Cost Estimating Army Corps inspection protocols to avoid surprises when While most construction manager, engineer, and architecture construction starts, and we assign OSHA-certified people firms provide detailed cost information on a monthly basis, we who are proactive about safety. We are fearless advocates feel that it’s critical to develop standardized, owner-centric cost for strict compliance with the contract documents, while reports that summarize critical cost data relevant to the owner. maintaining a collaborative team approach to achieve your specific project goals. Most importantly, we bring Our standardized project-level reports track cost trends transparency to all aspects of our work. and variances on a level that is meaningful to the overall completion of the project.

22 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com PMA performs detailed cost estimate reviews at various has maintained this leadership by actively participating stages of design. When preparing an estimate, PMA in trade organizations—such as Project Management develops strategies that maximize bid benefits through Institute (PMI) and AACE International—that advance bid alternatives. We also review and evaluate capital knowledge of project controls; and by supporting staff and operating cost saving measures using our extensive efforts to secure appropriate credentials (e.g., PMI Project knowledge and experience to provide additional benefits Management Professional certification). to the owner and to design elements that satisfy both usage and aesthetic needs and that trim costs. Value Engineering Value engineering (VE) improves value without CONSTRUCTION CLAIMS sacrificing quality or function by assembling a cross section of professionals who analyze project plans and When construction disputes or delays occur, the parties requirements. VE relies heavily on team building, effective involved recognize that a great deal is at stake. Identifying communication, and efficient decision making to reach competent construction experts to resolve those creative solutions. disputes makes a significant difference in your outcome. Our experts have a wealth of experience in identifying, PMA has been providing VE services since 1995. During that analyzing, preparing, and presenting claims and disputes time, we have implemented more than $1.6 billion in cost on construction and engineering projects. PMA’s distinct improvements for a variety of clients. By working together, edge over other construction claims experts is a result of our our VE teams often arrive at unique approaches to specific expertise and experience in managing more than $100 billion design elements that satisfy the owner’s project vision in actual construction projects and programs. Our hands- and that save on project cost. on experience on real-life projects has consistently proven PROJECT RISK MANAGEMENT invaluable to clients who ask us for expert advice or when providing after-the-fact analyses of disputes and claims. An effective project management plan maximizes value within established cost and time allowances. While PROJECT CONTROLS typical components of project management—scope management, change management, cost/schedule Project complexity, organization maturity, team experience, controls—are effective individually, a continuous, cost, project importance, and other factors determine the integrated risk management process is essential for level of control needed. Excessive control can cause project successful project execution. costs to spiral upward and divert resources from more PMA risk management specialists identify and evaluate important tasks. Lax control can lead to delays, errors, political project risks, manage risk registers, facilitate and develop repercussions, and lower-than-expected project quality. qualitative risk assessments, conduct quantitative risk Project controls is a PMA core competency, and our firm is analyses, and develop risk mitigation strategies and an established leader in cost and schedule controls. PMA plans in conjunction with project stakeholders. We then

23 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com integrate those assessments into robust, quantitative cost Primavera Solutions Provider and schedule risk analyses and monitor and mitigate any PMA is a certified provider for Primavera training and risks accordingly before an issue occurs. implementation, and our continuous use of Primavera integrated and complementary systems (Primavera Project PROJECT MANAGEMENT SYSTEMS Management®; Primavera on the Web®); Contract Manager®; Building Information Modeling P3® and P6®; and PrimeContract® keeps our staff up to date on cutting-edge advances in project management tools Building information modeling (BIM) provides a platform and approaches. for creating and exchanging digital representations of the project and a multitude of data as well. PMA has been Our approach to implementing Primavera products is instrumental in helping owners and project teams utilize founded on staff who have performed similar tasks in BIM during a project and after project completion as a the field for many years, who are skilled at evaluating the facilities management tool. PMA helps author contracts and effectiveness of existing systems, and who incorporate the execution plans as well as oversees the implementation of customer’s standard practices, minimizing user learning BIM from design to coordination to facilities management. curve inefficiencies and ensuring continuity in reporting PMA has become an industry leader in setting the bar for and in controlling ongoing projects. using BIM to provide facilities management, including linking intelligent models to databases.

Interactive Planning PMA leverages the power of GPM and NetPoint to facilitate collaborative planning through an entirely unique process. NetPoint’s highly visual nature allows project teams to plan and schedule a project together, in real-time, without duplicating effort; the outcome is a mutually-agreed-upon project plan. Because NetPoint presents the resulting schedule visually, the schedule can be clearly understood by the entire project team and effectively communicated to other stakeholders. PMA staff are experts in the use of GPM and NetPoint, as well as in the art of workshop facilitation; we put these skills to use when planning complex projects.

24 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com AMAZING SERVICE

With PMA on your team, you work with experts who are deeply committed to meeting your needs and to creating a long-term relationship built on successfully completed assignments, reciprocal growth, knowledge sharing, and mutual trust.

At PMA Consultants, program management is our passion. Our services make projects more efficient Leadership has an average of and control costs, schedules, and work scope without 24 years of experience at PMA. compromising quality. Our capabilities combine our expertise and experience in planning and engineering. CLIENT VALUE

PMA was founded on innovation in project controls, and »» Outstanding collection of professionals that same creative, problem-solving spirit continues today. »» Breadth of experience in claims We are unwavering in our efforts to improve planning and management and resolution scheduling methods using GPM and NetPoint; advance the practice of forensic schedule analysis; and leverage »» Expert analysis and testimony BIM, integrative project delivery, and green building to capitalize on the synergistic value that these strategies »» Excellence in applying program, project, and construction management knowledge collectively provide. »» Outstanding track record of PMA has the requisite expertise, staff, and approach to successful assignments meet or exceed all of your construction challenges. We have successfully performed many such assignments to »» Ability to handle challenging and the satisfaction of our clients, who return repeatedly to complex issues and situations and engage our services. After considering these factors, we provide successful outcomes are confident that you will find PMA as the company of choice to assist you with your construction needs.

25 | Statement of Qualifications PMA Consultants, LLC | pmaconsultants.com [email protected] Andrew Chattaway 917.843.7251 One Riverfront Plaza Managing Director 1037 Raymond Boulevard, Suite 1410 Newark, NJ 07102

Dr. Gui Ponce de Leon Bruce Stephan Chief Executive Officer Executive Director [email protected] [email protected] 734.418.7900 917.842.1970

Gary Jentzen John Sheridan Chief Operations Officer Executive Director [email protected] [email protected] 781.519.1059 781.519.1061

Don Fredlund Robert Sanders Chief Operations Officer Executive Director [email protected] [email protected] 480.719.1362 313.681.5128