strategic project management toolbox...
TRANSCRIPT
Worksheet Description
Project Management Toolbox
Parsons Brinckerhoff ‐ Strategic Consulting Services
TABLE OF CONTENTS
Last Revision: 01/07/2013
TOC
Worksheet Description
Guidance PM Helpful Guidance, Resources & Training
Proj Team Strategic Consulting Teams Supporting the Project Lifecycle
Lifecycle Project Lifecycle Processes & Procedures for Project Managers
A1 S l ti P f SCS O ti E tit (PBASI PBI)
PURSUIT PHASE (A)
TOC
A1 Selection Process for SCS Operating Entity (PBASI vs. PBI)
A2 MS201‐01A(SC) ‐ Go/No Go Evaluation for SC Pursuits
A3 MS201‐02(SC) ‐ Opportunity Budget Request (MC Completes)
A4 RMIS ‐ Risk Management Information System Inputs
A5 BVA ‐ Subconsultant Best Value Assessment
TOC
A6 EM205‐01(SC) ‐ Sustainable Project Worksheet
A7 ‐ $ Guide Budgeting Guidance
A7a ‐ Cost + Public Client Cost‐Plus Budget ‐ Strategic Consulting Template
A7b ‐ Comm Public or Private Client Commercial Rate Budget ‐ Strategic Consulting Template
A7c ‐ Fed Federal / National Academy of Sciences Budget ‐ Strategic Consulting Template
TOC
B1 PD201‐01(SC) ‐ Agreement Reservation Form
B2 PD201‐05(SC) ‐ Request to Work without Funding
B3 PD201‐07(SC) ‐ Project Management Plan
B4 SC Quality Control/Quality Assurance Plan
PROJECT STARTUP PHASE (B)
TOC
B5 Staff Startup Memo
C1 SC Data Query Tool & Project Financials
C2 PD205‐02(SC) ‐ SC Quarterly Project/PM Evaluation
PROJECT CLOSEOUT (D)
PROJECT DELIVERY (C)
TOC
D1 PD204‐03(SC) ‐ Client Feedback Form
For the latest Strategic Consulting PM Toolbox, go to the SC Tool Kit folder via:– Balfour Beatty 360 Portal– Point cursor to “My World” at top of the website– Select “OpCos” under Working with Clients
UPDATES TO THIS FORM
PROJECT CLOSEOUT (D)
TOC
– Select OpCos under Working with Clients– Select “Strategic Consulting” on right side – Select “SC Tool Kit” on left side under Libraries– Select “PM Toolbox” in folder list
or copy and paste this hyperlink:https://home360.balfourbeatty.com/pb/unitedstates/clients/BU/Transportation/StrategicConsulting/SC%20Tool%20Kit/PM%20Toolbox
TOC
Parsons Brinckerhoff Confidential 1/8/2013 TOC
Sheet 1
PM Helpful Guidance, Resources & Training PARSONS BRINCKERHOFFSTRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
The below guidance, resources and training have been extracted from the PB Project Delivery Basic Training, Cafés, and prior Strategic Consulting PM training.
Our Growth & Success: Dependent on Client Success
•What do clients need to succeed?
–Well thought out approach to a project or problem including clearly defined scope, schedule and budget to solve efficiently/effectively
–Commitment to deliver high quality work product on schedule and on/under budget – no second chances
–Anticipating/appreciating client needs: “Walking in their shoes”
–Continuous, open & transparent stakeholder communications
–Team‐oriented style that blends various perspectives into “win‐win” solutions wherever possible
–Confronting challenges and problems with a solution‐oriented mindset
–Safely completed effort that is environmentally sound
PM Actions to Ensure Client Success Profile of a Top Performing Project Manager
•Know the client •Owns all steps of project delivery from pursuit to closeout
•Take charge of project delivery •Meets PM requirements including review/approval/signature authority guidance
•Be responsible for all outcomes •Supports and holds team members accountable
•Regularly read/understand the contract •Achieves successful project outcomes
•Anticipate & manage change: it will occur – include contingency in your budget –Delivery of high quality product that scope required
•Don’t start work without a contract/modification –On or ahead of schedule
•Never compromise quality or integrity – rework if required –On or under budget
•Ensure the safety of project personnel (zero harm) –On or over the margin target
L d th t I i l b itt d diti l
Guidance
•Lead the team: groom successors –Invoices always submitted expeditiously
•Carefully select subconsultants/partners •Client feedback consistently meets/exceeds expectations
•Look for and raise red flags •Uses the PB project management tools to ensure compliance
•Document, document, document
•Ensure project is meeting scope on budget and on schedule
•Invoice on monthly/regular basis
•Be environmental stewards
•Seek client feedback regularly
•Not sure what to do: Ask for help
PM Resources on Balfour Beatty/PB 360 Intranet
US Business Management System (BMS)
Go to Balfour Beatty 360 Portal: Select "My World", "BMS"or via link:
US Project Delivery
Go to 360 Portal: Select "My World", "Project Delivery" under Working at Parsons Brinckerhoffor via link:
US Proj Mgmt and Development Committee (PMADC) ‐ PM Certification/Training Materials
From US Project Delivery: On left hand side, select "PMADC"or via link:
https://home360.balfourbeatty.com/pb/unitedstates/BMS/Pages/Default.aspx
https://home360.balfourbeatty.com/pb/unitedstates/WorkingatPB/ProjectDelivery/Pages/Default.aspx
https://home360.balfourbeatty.com/pb/corp/workingatpb/CDP/PMADC/Pages/default.aspx
Guidance
Parsons Brinckerhoff Confidential Page 1 of 2 Guidance
Sheet 2
PM Helpful Guidance, Resources & Training PARSONS BRINCKERHOFFSTRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013Guidance
PM Training Available on PB UniversityNote: Lists per PB Project Manager certification guidelines ‐ see US PMADC site noted above.
The following courses are available on PB University:
Strategic Consulting Course: Project Management for Strategic Consulting Project Managers [PB‐SCS‐PM‐100]
PB Americas Project Manager Level Courses ‐ For reference: PM candidates must complete eight (8) of the training modules, one from each topic/competency
5. Quality
6. Risk
https://learning.syntrio.com/PBWORLD/login.asp
7. Client Relations
PBU Catalog Course Title (Current)
MANAGING PROJECTS WITHIN ORGANIZATIONS [proj_05_a01_bs_enus]
PROJECT REQUIREMENTS AND DEFINING SCOPE [proj_07_a01_bs_enus]
MONITORING AND CONTROLLING PROJECT SCOPE [proj_07_a03_bs_enus]
DEFINING AND SEQUENCING PROJECT ACTIVITIES [proj_08_a01_bs_enus] DEVELOPING AND CONTROLLING THE PROJECT SCHEDULE [proj_08_a03_bs_enus]
ESTIMATING AND BUDGETING PROJECT COSTS [proj_09_a01_bs_enus]
CONTROLLING COSTS [proj_09_a02_bs_enus]
PROJECT QUALITY PLANNING [proj_10_a01_bs_enus]
Topic/Competency
1. Introduction to Project
Management
2. Scope
3. Schedule
4. Budget
RISK MANAGEMENT PLANNING [proj_13_a01_bs_enus]
PERFORMING RISK ANALYSIS [proj_13_a02_bs_enus]
MASTERING NEGOTIATION [comm_08_a07_bs_enus]
TEAM FACILITATION & DECISION MAKING [TEAM8112]
PLANNING AND IDENTIFYING PROJECT RISK [PROJ0591] ANALYZING PROJECT RISK [PROJ0592]
MASTER NEGOTIATOR [COMM0507]
TEAM FACILITATION & DECISION MAKING [TEAM8112] (no change)
Prior PBU Catalog Course Title (equivalent to current course but no longer offered)
INTRO TO PROJECT MANAGEMENT (PROJ0511)
PLANNING PROJECT SCOPE [PROJ0531] CONTROLLING PROJECT SCOPE [PROJ0532]
ELEMENTS OF PROJECT TIME MANAGEMENT [PROJ0541]
PROJECT SCHEDULING [PROJ0542]
ESTIMATING ACTIVITY COSTS [PROJ0551]
BUDGETING AND CONTROLLING COSTS [PROJ0552]
PLANNING FOR QUALITY [PROJ0561]
Senior Project Manager Level Courses (in addition to above) ‐ For reference: SPM candidates must complete seven (7) of the training modules, one from each topic/competency.
8. Leadership Skills LEADERSHIP DEVELOPMENT FOR TECHNICAL PROFESSIONALS [MGMT0124]
PLANNING PROJECT HUMAN RESOURCES [proj_11_a01_bs_enus]
TEAM LEADERSHIP[HMM‐Team‐Lead
DIFFICULT INTERACTIONS [HMM‐Dif‐Interact)
Prior PBU Catalog Course Title (equivalent to current course but no longer offered)
LEADERSHIP DEVELOPMENT FOR TECHNICAL PROFESSIONALS [MGMT0124]
ELEMENTS FOR PROJECT HUMAN RESOURCE MANAGEMENT [PROJ0571]
TEAM LEADERSHIP[HMM‐29]
DIFFICULT INTERACTIONS [HMM‐30]
Leading and Motivating [HMM‐24]
Feedback Essentials [HMM‐26]
Implementing Project Human Resource Management [PROJ0572]
Communications Planning and Information Distribution [PROJ0581]
3. Communications Processes For Managing Project Communications [proj_12_a02_bs_enus]
Communicating Effectively with Project Stakeholders Simulation [PROJ012A]
Performance Reporting and Stakeholder Management [PROJ0582]
7. Mentoring Mentoring Effectively [mgmt_10_a01_bs_enus]
Achieving Success: The Help of a Mentor [mgmt_10_a05_bs_enus]
Effective Mentoring [MGMT0251]
Achieving Success: with the Help of a Mentor [MGMT0255]
4. Advanced Risk
Management
Risk Response, Monitor, and Control [proj_13_a03_bs_enus] Responding to and Controlling Project Risk [PROJ0593]
5. Policy and Ethics The Role of Ethics in Project Management [proj_15_a01_bs_enus]
Core PMI® Values and Ethical Standards [proj_15_a02_bs_enus]
Ethics and Professional Knowledge [PROJ0041]
Stakeholder Interests and Cultural Diversity [PROJ0042]
6. Pursuit Management PB CRM Pursuit Management Workshop [MK‐00102]
PB Presentation Training [ED‐00031]
PB CRM Pursuit Management Workshop [MK‐00102] (no change)
PB Presentation Training [ED‐00031] (no change)
Topic/Competency PBU Catalog Course Title (Current)
1.Teamwork
2. Client Relations Stakeholders and the Communication Management Plan [proj_12_a01_bs_enus]
Leading and Motivating [HMM‐Leading)
Feedback Essentials [HMM‐Feedback)
Managing Project Human Resources [proj_11_a02_bs_enus]
Parsons Brinckerhoff Confidential Page 2 of 2 Guidance
Sheet 3
Strategic Consulting Teams Supporting the Project Lifecycle PARSONS BRINCKERHOFFSTRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
Note: For names of individuals currently in the below positions, please refer to the Strategic Consulting Services & Team Leaders organizational chart.
‐ similar to Regional Business Manager (RBM) in BMS.
‐ similar to Local Project Ops Mgr (LPOM) in BMS.
‐ similar to Area Manager (AM) in BMS.
Responsible for monitoring project progress, client satisfaction, and assurance project management plan is being followed.Principle in Charge (PIC)
Strategic Consulting Management Team
National Director (ND)
Project Finance Manager (PFM) Asst. Operations Manager (AOM)
Operations Director (OD)
Strategic Consulting Project Delivery Team
Business Line Director (BLD)
Service Area Manager (SAM)
Regional Director (RD)Business Development Manager (BDM)
Marketing Coordinator (MC)
Project Manager (PM) Responsible for overall delivery of project scope schedule budget quality assurance and day to day management of team Ensures compliance with project procedures Ensures on going
Proj Team
Responsible for delivery of task scope on‐schedule, and on or under budget. Also responsible for quality control/assurance.
Responsible for understanding the scope, schedule and budget allocations for efforts and meeting/exceeding expectations. Double checks work to ensure high quality.
PURSUIT (A) PROJECT STARTUP (B) PROJECT DELIVERY (C) PROJECT CLOSEOUT (D)
Marketing Coordinator (MC)1 Notify MC of add'l work
Contract Administrator (CA)2 CA for mods/new tasks
Project Accountant (PA)3
Roles: 1MC ‐ Assigned by Business Development Mgr. 2CA ‐ Assigned by Project Finance Manager 3PA ‐ Assigned by Project Finance Manager 4Biller ‐ Assigned by Project Finance Manager ‐ Manages overall pursuit process ‐ Manages contract / insurance/ subcontract ‐ Manages overall project financials incl. ‐ Generates monthly bills (directly managed ‐ Alerted when work added to contract formation incl. coordination with legal day‐to‐day project budget/billing oversight by Project Accountant)
IMPORTANT: The PM (or
delegated Deputy PM) is
responsible for proactively
working with the Project
Pursuit & Administration
Team throughout the project
lifecyle.
PA ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐>
Biller4 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐>
PA ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐>
Project Manager (PM)
(or Project Director)
Task Manager
Project Staff
This role is not required, but available for a PM to support them. Can be official (per contract documents) or unofficial (for internal management
purposes). The PM can delegate authority as appropriate, but the PM is ultimately responsible.
Deputy Project Manager (DPM)
(or Project Manager)
Responsible for overall delivery of project scope, schedule, budget, quality assurance and day‐to‐day management of team. Ensures compliance with project procedures. Ensures on‐going
communication with client, monthly monitoring of project performance, reports issues/problems in a timely way to management.
Strategic Consulting Project Pursuit & Administration Team
Proj Team
Parsons Brinckerhoff Confidential Page 1 of 1 Proj Team
Sheet 4
PB Strategic Consulting (SC) Services Last Revision: 01/07/2013Project Lifecycle Processes & Procedures for Project Managers LifecycleNOTE : The Project Manager (PM) Owns This File
PHASE PURSUIT (A) PROJECT STARTUP (B) PROJECT DELIVERY (C) PROJECT CLOSEOUT (D)
KEY PARTICIPANTS Project Manager (PM): Drive Process & Ensure Success Project Manager (PM): Drive Process & Ensure Compliance Project Manager (PM): Responsible for All Delivery Steps Project Manager (PM): Completion of Final StepsMarketing Coord (MC): Manage Deliverable Development Contract Administrator (CA): Manage Startup Process Project Accountant (PA): Project Financial Performance & Project Accountant (PA): Internal Close‐out DocsService Area Mgr (SAM), Bus. Line Director (BLD) ‐ Review Project Accountant (PA): Startup Project Accounting System Oversee Billing Process
KEY CONSIDERATIONS Know thy client: critical to win ‐ don't just chase RFPs Clearly organize and develop project systems/structure Focus on scope/schedule/budget ‐ do not stray Spend the time to closeout properly ‐ makes life easierBudget: Include contingency (5‐10%) & Project Accountant hours Proper planning/setup will lead to easier delivery Document changes & get client OK before starting Developing marketing materials while fresh in memory
Project Team Member Summary (click here)Lifecycle
Budget: Include contingency (5‐10%) & Project Accountant hours Proper planning/setup will lead to easier delivery Document changes & get client OK before starting Developing marketing materials while fresh in memory
STEPS IN PROCESS 1A) PM sends Bus. Dev. Mgr. (BDM) RFP/Q/Opportunity with copy 1) PM completes agreement reservation Form B1 and 1) PM: Always monitor work relative to approved scope 1) PM: Complete final deliverables & document(Check box when to appropriate BLD and Regional Director (RD) sends to Proj. Finance Mgr (PFM) to assign CA & PA ‐ No scope creep & ensure est. to complete sufficient transmission to client complete) 1B) BDM or RD consult with Area Manager within 2) If working before contract, PM completes Form B2 ‐ Watch schedule (e.g. client delays in responding) 2) PM: Receive final payments including retention
appropriate geography to ID any red flags in proceeding and submit to National Director (ND) for approval ‐ Watch subcontractor performance 3) PM: Close out subcontracts including subcontractor2) BDM assigns MC for go/no go 3) If developing contract or subcontract from scratch, 2) PM: Review financial system reports monthly (Form C1) evaluations (PA to manage process)3) Go/no go Form A2 completed by Proj Mgr (PM) PM to contact CA for the appropriate template ‐ Agreement snapshot reports 4) PM: Consolidate paper & electronic files for archiving4) Go/no go reviewed per SC delegation of authority (below) 4) CA submits final budget to pricing if not prev. approved ‐ Account Receivable & unbilled cost reports ‐ Clearly identify final work product5) Go/no go approved per SC delegation of authority 5) CA submits contract to legal for review by posting on PS2 3) PM: Work with PA ‐ Develop & submit monthly invoices 5) PM: Obtain client feedback on overall performance6) MC t k ti b d t / PM i t (F A3) O d b it t d l t d t i 4) PM F ll t ti l t f i i i F D1
Lifecycle
6) MC sets up marketing budget w/ PM input (Form A3) ‐ Once approved, submit to delegated manager to sign 4) PM: Follow up to ensure timely payment of invoices via Form D17) Marketing budget approved by SAM/BLD per delegation of auth. 6) CA requests insurance certificates via Lockton Co., LLC 5) PM with PA: Update cost to complete as appropriate 6) PM: Submit project cut sheets, noteworthy client 8) MC sets up ProjectSolve geography site ‐‐‐‐> CA hands off to Project Accountant (PA) 6) CA with PM: Submit proposed contract mods/task feedback and related materials to marketing team 9) MC establishes proposal plan 7) PA completes/submits funding/margin approval forms orders to legal and pricing for review as appropriate for future quals10) PM completes the following forms for MC to upload 8) PM requests public project email folder from IT ‐ PA will work w/ CA to follow steps per Project Startup 7) PA completes project closeout process/approvals ‐ Risk Mgmt (RMIS) Form A4 & BVA (Sub. Selection) Form A5 ‐ Send email to [email protected] requesting (Phase B) Steps 3‐5 & will notify MC upon completion 8) PM with PA: Completed Project Closeout form ‐ Sustainable Project Worksheet Form A6 a public Outlook folder (provide Project # and Title) 7) PM: If doing work before mod/task order, complete emailed to Asst. Operations Manager11) Proposal development/review per proposal plan (step 9) 9) PM sets up proj folder begin. w/ proj # in office server Form B2 and submit to Nat'l Director for approval ‐ Budget development per SC Budgeting Guidance (Form A7) 10) PM updates RMIS (Form A4) as required 8) PM: All project work submited to the client must follow ‐ Technical pink/red team, corporate pricing review 11) PM sets up a Project Management Plan (Form B3) the SC Quality Control/Quality Assurance Plan (Form B4)
Lifecycle
p / , p p g ) p j g ( ) Q y /Q y ( ) ‐ Legal ‐ Legal level 1‐3 issues to Operations Director (OD) ‐ including quality control/assurance plan (Form B4) 9) PM: Participate in a quarterly project review with12) SC review/approval/signature per delegation & submit 12) PM sends start‐up memo via email to staff (Form B5) management via Form C2 to ensure all steps followed
SC DELEGATION OF Recommended/Reviewed By: SAMs < $200k, BLD > $200k Contract Signing: Contract Modifications:AUTHORITY Approved By: Regional Director (RD) < $750k < $750k and on‐calls: Bus. Line Director or Regional Dir. < $750k and on‐calls: Bus. Line Director or Regional Dir.
National Director (ND) > $750k > $750k: National Director > $750k: National Director
KEY DOCUMENTS A1 B1 C1 D1A2 B2 C2
If Liability Limit > 1x fee, National Director approval required
Selection Process for SCS Operating Entity (PBASI vs. PBI)MS201‐01A(SC) ‐ Go/No Go Evaluation for SC Pursuits
PD201‐01(SC) ‐ Agreement Reservation FormPD201‐05(SC) ‐ Request to Work without Funding
PD204‐03(SC) ‐ Client Feedback FormLD202‐02 ‐ Subconsultant Evaluation (by PA) ‐ Not Incl
SC Data Query Tool & Project FinancialsPD205‐02(SC) ‐ SC Quarterly Project/PM Evaluation
Lifecycle
A2 B2 C2A3 B3A4 B4A5 B5A6A7
Cost Plus (a) Commercial (b) Federal (c)
NATIONAL REVIEWS Reps & Certs ‐ Lloyd Graham/Xaviera Moorer Legal Review ‐ See Legal Matrix Below Pricing Review ‐ Marc Graham (East), Keleigh Thomas (Central), Dave Rolewicz (West)
MS201‐02(SC) ‐ Opportunity Budget Request (MC Completes)RMIS ‐ Risk Management Information System InputsBVA ‐ Subconsultant Best Value AssessmentEM205‐01(SC) ‐ Sustainable Project Worksheet
Budget Templates:
MS201‐01A(SC) ‐ Go/No Go Evaluation for SC Pursuits
Note: CA has payment, tax ID and other related details
PD201‐05(SC) ‐ Request to Work without FundingPD201‐07(SC) ‐ Project Management PlanSC Quality Control/Quality Assurance PlanStaff Startup Memo
Budgeting Guidance
LD202‐02 ‐ Subconsultant Evaluation (by PA) ‐ Not Incl.PD207‐01 ‐ Project Closeout (by PA) ‐ Not Included
PD201‐09 ‐ Agreement Funding (by PA) ‐ Not Included
PD205‐02(SC) ‐ SC Quarterly Project/PM Evaluation
Lifecycle
LEGAL REVIEWS Northeast Mid Atlantic South Central West PBASI(all phases) Prime Contracts: June Kibe / Cecilia Pinson Prime Contracts: Dan McBride Prime Contracts: Dan McBride Prime Contracts: Kimone Harrison Prime Contracts: Kris Jacobsen Prime Contracts: Hillary Jassey
Subcontracts: Carl Hessick Subcontracts: Cecilia Pinson Subcontracts: Michele Voss Subcontracts: Michele Voss Subcontracts: Suzanne Underwood
DOCUMENT MGMT RFP, Proposal, Budget, Contract, Task Orders, Modifications, Legal/Cost Reviews: Stored on Regional ProjectSolve Sites (Setup by MC and after pursuit phase, managed by CA and PA)
All Other Marketing Docs: Stored by BD Team on Mktg Drive All Other Project Documents: Stored on Identified Network Drive (Jobs folder as identified in PMP)
Lifecycle
Parsons Brinckerhoff Confidential 1/8/2013 Lifecycle
Sheet 5
Selection Process for SCS Operating Entity (PBASI vs. PBI) PARSONS BRINCKERHOFFPURSUIT PHASE A1 ‐ STRATEGIC CONSULTING SERVICES Published: 2/14/2012
Clients: Public or private clients where the work product will impact public/municipal securitiesMuncipal Security Parameters: Structure, timing, terms and similar matters concerning financial products or issuesTypical Services: Financial planning/funding options analysis resulting in final decision to issue or defease municipal
securities (including Private Activity Bonds), cash management, managing or investing proceeds,feasibility studies for financial products or issuance of securities beyond engineering aspects of the project
YES
FINANCIAL ADVISORY SERVICES (DODD FRANK
COMPLIANCE)
Parsons Brinckerhoff Advisory Services,
Inc. (PBASI)Co. 42, Cost Center 4205
‐ Typical processes for internal cost ‐ Typical processes for internal cost center efforts should be followed. center efforts should be followed (No change from previous practice)‐ Maintain all records associated with the pursuit
‐ If PBASI is registered to work ‐ Typical processes for internal cost center efforts should be followed. with client: PBASI can contract directly (No change from previous practice)‐ PBASI can also subcontract under Co. 2. via simplifed
*
Projects/Task Orders for Strategic Consulting Services
GUIDING QUESTION
Will the consulting advice provided result in or have a direct impact
on the issuance or performance of municipal securities?
If YES or not clear, recommendation reviewed/approved by Dave Earley, Mark Briggs and/or Legal
NO (Majority of the Time)
OPER
ATING CO.
ALL OTHER STRATEGIC CONSULTING SERVICES
Parsons Brinckerhoff, Inc. (PB)
Co. 2, Cost Center 9135 (East) & 9137 (West)
RAL PROCED
URES
MKTG
CONTR
ACT
A1
Parsons Brinckerhoff Confidential Page 1 of 1 A1
intercompany agreement*
‐ Co. 2 personnel providing technical/ ‐ Typical processes for internal cost center efforts should be followed. engineering services to PBASI can (No change from previous practice) cross charge without subcontract*‐ PBASI overhead rates are same as Co. 2** ‐ per Corporate Finance
GEN
ERA C
COST
Parsons Brinckerhoff Confidential Page 1 of 1 A1Parsons Brinckerhoff Confidential Page 1 of 1 A1
Sheet 6
MS201‐01A(SC) ‐ Go/No Go Evaluation for SC Pursuits PARSONS BRINCKERHOFFPURSUIT PHASE A2 ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
Is this Project associated with or funded, in whole or in part, by the IDB Group? (Inter‐American Development Bank, Inter‐American Investment Corp.,
or the Multilateral Investment Fund.) If yes, please contact the SC Director of Operations who will contact [email protected].
Directions: Please complete this “Go/No Go” Form (fill out yellow sections and select drop downs in pink) and explain your answers to all questions as thoroughly as possible. (SC ‐ Strategic Consulting) Type of Input Required: Direct Input via drop down
Date of Form Completion 01/01/1900 Prepared By:
OPPORTUNITY SUMMARYOpportunity / Project NameProject LocationClient NameOwner Name (if different from client)
BRIEF SUMMARY OF PROJECT & PB'S PROPOSED ROLE (SCOPE) RELATIVE TO THE PROJECT
KEY DATES
Date RFQ/P Posted 01/01/1900Qualifications Due 01/01/1900Proposal Due 01/01/1900Interview Date 01/01/1900Selection Date 01/01/1900Project Start Date 01/01/1900Project Complete Date 01/01/1901 PB Role (select from drop down)
Pursuit Lead (select from drop down)KEY PURSUIT TEAM (Last Name, First) Financial Terms (select from drop down)Proposed Project Manager <Last Name, First>PB Area Mgr/Client Relationship Mgr <Last Name, First> EXPECTED CONTRACT LABOR DIRECTS TOTAL % of TotalSC Business Line Director (BLD) <Last Name, First> PB Strategic Consult. $0 $0 $0 #DIV/0!SC Service Area Manager (SAM) <Last Name, First> $0 $0 $0 #DIV/0!Key SC Technical Project Lead #1 <Last Name, First> $0 $0 $0 #DIV/0!Key SC Technical Project Lead #2 <Last Name, First> $0 $0 $0 #DIV/0!Key Geography Tech Project Lead <Last Name First> $0 $0 $0
PB GeographyMinority Bus. Subs
TotalOther Subs
<Insert Here>
<State or Province><City>
KEY STATISTICS
PB STATUTORY ENTITY
SC Statutory Entity (click
here for details on
which entity to select)
<Will the consulting advice provided result in or have a
direct impact on the issuance or performance of
municipal securities? If yes, select PBASI. If no, select
PBI.>
<Project Name>
<Insert Here if Different from Client ‐ Ultimate Owner (e.g. DOT)><Insert Here>
<Insert Here>
<Country>
A2
Key Geography Tech Project Lead <Last Name, First> $0 $0 $0
RATING THIS OPPORTUNITY ‐ Check the appropriate rating from 1 (low) to 5 (high)
1. PB’s existing relationship with this client (are we considered a trusted advisor?)
2. This client’s knowledge of our ability to deliver this specific service
3. Strength of our quals to deliver high quality service based on previous successful work
4. A local PB project manager who has successfully delivered a similar project before
POSITIONING
Where did the lead come from?Has this been reviewed with the PB Area Manager or Client Relationship Mgr Listed Above? (select from drop down)Have we introduced our PM to the client as our designated PM for this opportunity? (select from drop down)
What opportunities will PB be precluded from pursuing if we win this job?Probability of the project proceeding 0% Probability that we win the work 0%
STAFFINGHave key support staff & their managers been informed?Are there roles for other Service Line staff?
TEAMING & COMPETITIONWho are our potential teaming partners/subs incl MBE?What services will they be providing?Who are the competitors likely to be?
FINANCIAL/RISKAre the fees commensurate with the scope?What are risks associated with scope, schedule, budget delivery?
ADDITIONAL COMMENTS
TO BE PROVIDED BY MANAGEMENT / BD TEAM (VIA E‐MAIL TO PM/BD TEAM ‐ PM/BD TEAM TO KEEP ON FILE):
AREA MANAGER (GEOGRAPHY) APPROVAL:
RECOMMENDED (SAM<$200k, BLD>$200k): DECISION (E. Roecks < $750k, D. Earley > $750k):
Projectsolve Site for BD Files (to be provided by BD team ‐ provide full web address): BD MARKETING COORD (BD team):BD OPPORTUNITY NUMBER:
Total
<Insert Here>
<Last Name, First>
<Insert Here>
<Insert Here>
<Insert Here><Insert Here>
<Insert Here>
<Insert Here>
<Insert Here>
<Insert Here>
<Insert Here>
<Last Name, First>
Once Form is Complete ‐ Send a copy of this excel file to BLD, SAM, E. Roecks, N. Finnegan, R. Howell
A2
1 - Low 2 3 4 5 - High
1 - Low 2 3 4 5 - High
1 - Low 2 3 4 5 - High
1 - Low 2 3 4 5 - High
Parsons Brinckerhoff Confidential Page 1 of 1 A2
Sheet 7
MS201‐02(SC) ‐ Opportunity Budget Request (MC Completes) PARSONS BRINCKERHOFFPURSUIT PHASE A3 ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
Type of Input Required: Direct Input via drop down
Opportunity Number: 0 Active PB Project #: <If applicable> Reason for Request
Opportunity Name: Opportunity Type Non‐Strategic
Scope & PB's Role:
SC Statutory Entity:
Client/Customer: Pursuit Status LEAD
Owner: PB Role 0
Project Location <City> <State or Province> <Country> Task Order Contract?
Sole Source
Competitors: Geographical Region
Market Area Market Sector
Phase of Service MANAGEMENT CONSULTING PPP RFP Date 1/1/1900
District STRATEGIC CONSULTING Delivery Method NO RFP Submittal Due Date 1/1/1900
Balfour Beatty Coord.? NO Owning Cost Center Expected Decision Date 1/1/19000
Est. Start Date 1/1/1900 Service Line Duration (Months) 12
CLASSIFICATION TYPEAmericas Service Line/Strategic Consulting
<Insert Here>
<Will the consulting advice provided result in or have a direct impact on the issuance or performance of municipal securities? If
<Insert Here>
<Insert Here if Different from Client ‐ Ultimate Owner (e.g. DOT)>
<Insert Here>
THIS FORM TO BE COMPLETED BY MARKETING COORDINATOR WHEN A PURSUIT EFFORT WILL TAKE MORE THAN 24 STAFF HOURS.
GPR CAN BE USED WHEN UNDER 24 HOURS.
<Project Name>
A3
EARNED CONTRACT VALUE (ECV)Project Proceeding 0% Pursuit/Project Manager <Last Name, First>
Total Contract Value $0 Win Probability 0% Proposal Manager <Last Name, First>PB Labor Share $0 Principal‐in‐Charge <Last Name, First>PB Directs Share $0 Project Admin Manager Bramhall, Anessa
Subconsultant Share $0 Current Year 0 SC Business Line Director <Last Name, First>Anticipated PB % Profit 0 Next Year 0 SC Service Area Manager <Last Name, First>
Subsequent Years 100% Marketing Mgr/Coord Finnegan, Nellie
BUDGET REQUEST BREAKDOWN (Please include independent contractors budget using Rates provided by D. Earley ‐ e.g. Downey, Kienitz, Meyer)
Cost Center Task #/Name LABORS HRS LABOR $ EXPENSE $ TOTAL COST $0 1.PS ‐ Pre‐Submittal 0 $0 $0 $00 2.QU ‐ Quals 0 $0 $0 $00 3.TP ‐ Tech Proposal 0 $0 $0 $00 4.CP ‐ Cost Proposal 0 $0 $0 $00 5.IN ‐ Interview 0 $0 $0 $00 6.CN ‐ Cont. Negotiate 0 $0 $0 $0
PROJECT TOTAL 0 $0 $0 $0Pursuit Budget / Expected PB Labor Share #DIV/0!
PURSUIT BUDGET APPROVALS ‐ TO BE COMPLETED BY MANAGEMENT TEAM
Reviewed by: <Name> <Date> (SAM for total contract value <$200k, BLD>$200k):
Approved by: <Name> <Date> (E. Roecks for Total Contract Value < $750k, D. Earley > $750k)
Once Approved ‐ Copy: BLD, SAM, E. Roecks, N. Finnegan, R. Howell, Marketing Coordinator
PROBABILITY KEY PURSUIT MEMBERS (Last Name, First Name)Professional Services Contracts
FY SPREAD OF FUNDING (Must Total to 100%)
A3
Parsons Brinckerhoff Confidential Page 1 of 1 A3
Sheet 8
RMIS ‐ Risk Management Information System Inputs PARSONS BRINCKERHOFFPURSUIT PHASE A4 ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
Project Name: BD Opportunity #: PB Project/Agreement #: <Insert here>
Type of Input Required: Direct Input via drop down
Answer Automated Next Step(s) Based on Answer
1. Scope & Delivery
1.1
1.2
1.3
1.4
1.5
1.6
2. Commercial
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
3. Legal (Answers should be provided by PB legal upon review of RFP or similar contract documents)
3.1
3.2
3.3
Will PB’s Scope of work include Construction/Operations & Maintenance or Program Management “At Risk” or Construction Management “At Risk”?
<Project Name> 0
Instructions: Answer quesitons 1.1 through 3.7 with yes/no responses. For those with a yes response, note the required next step(s). If all answers are no, there will likely be some risk on your project and you are required to enter at least three
risks in the risks & mitigation strategies section on the bottom half of this page. You cannot have more than 3 "Unknown" answers in sections 1‐3.
KEY PROJECT RISK QUESTIONS
Is the project located in a country/territory with a Corruption Perceptions Index (CPI) rank appearing below the 35th country position according to the Transparency
International list (i.e. countries listed 36th, 37th, 38th…72nd…126th…etc.)? See * below for website hyperlink.
Will this be the PB’s or the Project Manager’s first time managing a project of this Size/Scope?
Will this be PB’s or the Project Manager’s first contract with this Client/Teaming Partner/Major Subcontractor within the last three (3) years?
Will this be PB’s or the Project Manager’s first time working in this Market Sector, or will this involve First‐time use of a New Technology/Process?
Will greater than 50% of PB’s scope be Subcontracted out to Others?
Is there any other significant Scope and Delivery Risk that could have a major impact on the project?
Is there a potential that the Client will not be able to make payments (e.g. Client/Owner lacks sufficient assets or funding)?
Is there a potential that a Teaming Partner or Subcontractor will not be able to Perform their Work?
Is the form of payment Fixed Price, Guaranteed Maximum Price or Cost Reimbursable with a “Not to Exceed” amount?
Will PB be taking an Ownership or Operating Interest in the project?
Will the Project Location put PB employees at Extraordinary Risk (e.g. politically unstable region or nation)?
Is there significant Foreign Exchange Exposure, Inflation Exposure or Limitations on Repatriating Funds?
Is there strong Political, Commercial or other Opposition to the project?
Is there any other significant Commercial Risk that could have a major impact on the project?
Will the contract Limitation of Liability be Uncapped or, if Capped they Exceed $20 Million?
Will PB be liable for Indirect or Consequential Damages?
Will Liquidated Damages be Uncapped or, if Capped they Exceed 15% of PB’s Contract Value?
A4
3.4
3.5
3.6
3.7
* ‐ For the Corrupt Perceptions Index (CPI) List ‐ see this website: http://cpi.transparency.org/cpi2011/results/#CountryResults # of Unknown Responses 0 0
SPECIFIC DELIVERY RISKS & MITIGATION STRATEGIES
Category Risk Explanation (if required) Mitigation Strategy (incl. assigned mgr if not PM)
Section A ‐ Scope/Delivery Risks
Drop
Down<Fill in here>
Drop
Down<Fill in here>
Other <Fill in here>
Section B ‐ Commercial Risks & Mitigation Strategies
Drop
Down<Fill in here>
Drop
Down<Fill in here>
Other <Fill in here>
Section C ‐ Legal Risks & Mitigation Strategies
Drop
Down<Fill in here>
Drop
Down<Fill in here>
Other <Fill in here>
ONCE COMPLETE PLEASE SEND A COPY OF THIS EXCEL FILE TO THE MARKETING COORDINATOR TO BE UPLOADED INTO THE RMIS SYSTEM AND COPY R HOWELL RMIS System is Located: http://rmis onepb net/
<Fill in here>
q g pp pp y
Is a specific Warranty or a Collateral Warranty required?
Will PB assume the Liability of Others for Design and/or Performance outside of the PB Prime/Subcontractor/JV chain?
Will scope require PB employees/PB partners to be contractually responsible for site safety or require them to work overseas or work on a constr. site?
Is there any other significant Legal Risk that could have a major impact on the project?
<Fill in here>
<Fill in here> <Fill in here>
<Fill in here>
<Fill in here>
<Fill in here> <Fill in here>
<Fill in here> <Fill in here>
<Fill in here>
<Fill in here>
ONCE COMPLETE, PLEASE SEND A COPY OF THIS EXCEL FILE TO THE MARKETING COORDINATOR TO BE UPLOADED INTO THE RMIS SYSTEM AND COPY R. HOWELL RMIS System is Located: http://rmis.onepb.net/
Sheet 9
BVA ‐ Subconsultant Best Value Assessment PARSONS BRINCKERHOFFPURSUIT PHASE A5 ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
Project Name: BD Opportunity #:
Project Scope:
INSTRUCTIONS: PLEASE COMPLETE THIS FORM AS COMPLETELY AS POSSIBLE. IF THE SUBCONTRACTOR IS A SPECIALITY SUB IN WHICH THERE IS NO OTHER FIRM THAT CAN BE COMPARED, INDICATE SOLE SOURCE BELOWAND PROVIDE & EXPLANATION. IF MORE THAN ONE SUBCONTRACTOR IS REQUIRED (e.g. one Traffic & Revenue sub and one regional economic firm), FILL OUT THIS FORM FOR EACH FIRM (simply copy the excel tab).IF THERE IS MORE THAN ONE SUBCONSULTANT ROLE ON YOUR PROJECT. RIGHT CLICK ON THE TAB "BVA", SELECT MOVE OR COPY, CHECK CREATE A COPY, AND PLACE IT NEXT TO CURRENT BVA TAB.
Introductory Questions (confirmed with BVA manager Earl Hulmes 10/5/2012): Type of Input Required: Direct Input via drop down
BASED ON THE ANSWERS TO QUESTIONS 1 & 2: Please fill out the balance of this form.
3) What is the primary role of this subcontractor?
BASED ON THE ANSWERS TO QUESTION 4: Please compare three firms in the table below, note selected firm and document why chosen ‐ e.g. high score
NOTE: Subconsultants not in the Subconsultant Procurement & Management System (SPMS) must register via the Subcontractor PreQualification Portal https://spq.pbworld.com/spq/Login.aspx
Name and Rank 3 Firms: Weight must add to 100 and Firm Ratings Range from 1 (Low) to 6 (High) for Each Weighting Item
Rating Score Rating Score Rating Score Rating Score Rating Score
Technical 0 0 0 0 0 0
Technical Approach 0 0 0 0 0 0
Inno ation 0 0 0 0 0 0
<Text>
<Project Name> 0
<Insert Here>
1) Are the desired subconsultants individual independent consultants (IC) only? If yes, the balance of this BVA form does not need to be completed. If no, please complete the balance of this form
2) Is the subcontractor role under $25,000 for the project? If yes, the balance of this BVA form does not need to be completed, but they will still need to register via the SPQ portal if PB wins the contract
4) Are the subcontractor requirements such that only one firm is available to provide the necessary services? In other words, there are no other firms that can provide similar services?
(via drop down) (via drop down) (via drop down) (manual) (manual)
<Sub Name Here>Criteria Weight
<Sub Name Here>
A5
Innovation 0 0 0 0 0 0
Value Engineering 0 0 0 0 0 0
Understanding of RFP Requirements 0 0 0 0 0 0
Technical Resources 0 0 0 0 0 0
Technical RiskAssessment 0 0 0 0 0 0
Quality Control 0 0 0 0 0 0
Experience 0 0 0 0 0 0
Experience on similar work‐ Industrywide 0 0 0 0 0 0
Expertise in the discipline 0 0 0 0 0 0
Experience on similar work‐ PB 0 0 0 0 0 0
Compliant Systems 0 0 0 0 0 0
GAAP Accounting System 0 0 0 0 0 0
Cost Estimating System 0 0 0 0 0 0
FAR Compliance 0 0 0 0 0 0
Schedule 0 0 0 0 0 0
Financial Capability 0 0 0 0 0 0
Quality 0 0 0 0 0 0
Cost 0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
Totals 0 0 0 0 0 0
Sole Source: (must be 100) NO NO YES NO NO <‐‐ Select w/ High Score
Explanation for Selection
or Sole Source:
ONCE COMPLETE, SEND A COPY OF THIS EXCEL FILE TO THE MARKETING COORD. TO BE UPLOADED INTO THE BVA SYSTEM & COPY R. HOWELL BVA Portal: http://ennycpor08/spq/Default.aspx
<Other Criteria>
<Other Criteria>
<Other Criteria>
<Other Criteria>
<Text>
Sheet 10
EM205‐01(SC) ‐ Sustainable Project Worksheet PARSONS BRINCKERHOFFPURSUIT PHASE A6 ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
Directions: Please review this form and modify the answers or add as appropriate. Type of Input Required: Direct Input via drop down
OPPORTUNITY SUMMARYOpportunity / Project NameOpportunity Number
BRIEF SUMMARY OF PROJECT & PB'S PROPOSED ROLE (SCOPE) RELATIVE TO THE PROJECT
LIST ENVIRONMENTAL ASPECTS IMPACTED BY THIS PROJECT AND RELATED STRATEGIES TO MITIGATE IMPACTS
ENVIRONMENTAL ASPECT STRATEGY TO PROMOTE BENEFICIAL ASPECTS OR MITIGATE IMPACTSProduction of WasteProduction of WasteEnergy UseEnergy UseTransportation Production of Waste
Once Complete ‐ Submit a copy of this Excel file to Marketing Coordinator
<Project Name>
Organize a video/teleconference instead of travelingArchive files electronically
<Insert Here>
Use recycled paper and green office suppliesReduce paper usage via double sided printingReduce consumption of energy by avoiding printing documents wherever possibleUse scan to e‐mail capabilities to reduce sending documents via mail/FedEx
0
A6
Parsons Brinckerhoff Confidential Page 1 of 1 A6
Sheet 11
Budgeting Guidance PARSONS BRINCKERHOFFPURSUIT PHASE A7 ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
SC Budget Development Requirements
0) PMs can use cost budget templates A7a, b or c attached to this workbook or another cost budget template that appropriately covers the following:a) Cost Based‐Projects: Appropriate overhead rate is used (see selection table on tab A7a)
b) Cost Escalation to reflect annual salary increases is included at 3.5% per year per the calculation methodology noted in tabs A7a, b or c
c) Labor Budget is included for the Project Accountant per the "Items to Include in Labor Hours" in tabs A7a, b or c
d) Management reserve/contingency budget of 5% to 10% is included per the "Items to Include in Labor Hours" in tabs A7a, b or c
1) SC staff rates should be obtained from the SC marketing team
2) Non‐SC staff labor rates can be obtained from Americas pricing leads as noted in tabs A7a, b or c
3) Cost proposals must be reviewed by the Americas pricing leads in Excel format for consistency with client/PB policies & quantitative accuracy.
4) Cost proposals must be reviewed by SAMs < $200k, BLDs > $200k for budget adequacy relative to technical scope.
Overview on Budget DevelopmentExtracted from PB Project Delivery Basic Training: Section 5 ‐ Project Work Plan
REVENUE BUDGET COST BUDGET
Revenue budget is equal to the authorized client contract amount Cost budget is equal to the anticipated cost to complete the scope of services
Reimbursable by the client through billings Actual costs incurred for the project (billable or non‐billable)At project completion, equal to total collected amount PM’s cost at completion estimate
At project completion equal to total costs incurred on project
Revenue Budget ‐ Cost Budget = Margin (Profit)
A7
At project completion, equal to total costs incurred on project
REVENUE VERSUS COST BUDGET
BUDGET DEVELOPMENT BY CONTRACT TYPEExtracted from PB Project Delivery Basic Training: Section 3 ‐ Project Start‐Up and Contracts
Cost‐Based Rates = Hours x [Raw Labor + Overhead + Profit] (see tab A7a for Public Clients Except Fed Research, see tab A7c for Fed Research)– Owner cost not fixed – Contractor cost responsibility minimized – Variations exist
– Typical public sector profit = 10% except Federal research = 7% or other % per client guidance
Commercial/Fixed/All‐Inclusive Rate = Hours x Fixed Rate by Classification (see tab A7b)– Agreed to criteria for assigning categories (by tech speciality or SC A/C/P classifications) – Benefits contractor to use lower end people within category
– Some clients will reimburse direct expenses at cost, other clients may require that the labor rate build in direct expenses
Lump Sum/Fixed Price (can use A7b as a basis to calculate)– Low risk to owner – Contractor holds cost responsibility – Scope must be well defined
Based on PM’s cost at completionDoes not include margin Calculated based on actual raw pay ratesCalculated based on raw bill rates or limited to contracted position rates and salary caps
Does not include nonbillable costs
May include client controlled contingency
O/H allowance based on contracted rate
Includes PM’s estimated nonbillable costs Includes PM’s estimated contingency as part of estimated cost at completion – based on contract
requirements and project risk
O/H allowance based on contracted rate
Based on contract value Includes contracted margin
REVENUE BUDGET COST BUDGET
A7
Parsons Brinckerhoff Confidential Page 1 of 2 A7 ‐ $ Guide
Sheet 12
Budgeting Guidance PARSONS BRINCKERHOFFPURSUIT PHASE A7 ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
A7
Overview on Budget UpdatesExtracted from PB Project Delivery Basic Training: Section 5 ‐ Project Work Plan
REGULAR REVIEW OF COST BUDGET RELATIVE TO BASE CONTRACT
Cost budget adjustment
– Cost budgets should be reviewed each period and updated as appropriate
– PM’s revised cost at completion estimate
Updated cost budget = actual costs to date + PM's estimated cost to complete the project = PM total estimated cost at completion
Updates coordinated with Project Accountant
CONTRACT MODIFICATIONS
–If funding amount is added, removed or reallocated, the revenue budget will need to be updated
–If the mod requires the PM to provide a revised estimate of cost at completion or reallocation of estimate among tasks, the cost budget will need to be updated
–Pre‐approval is required to perform out‐of‐scope work in advance of a contract mod
Complete PD201‐05 (Form B2) and submit for approval.
Cost budget should be adjusted to reflect PM’s estimated cost at completion that includes the cost to complete the work
–Updates coordinated with Project Accountant
CHANGES THAT COULD OCCUR THAT IMPACT COST AT COMPLETION ESTIMATE
POTENTIAL CHANGE RESULTPOTENTIAL CHANGE RESULT
Overrun or unrealistic budget from outset Margin erosion (we lose profit or take a loss)
Pending modification Temporary margin erosion if commencing prior to client ok (need Form B2 first)
Change in personnel more expensive than original plan If client will not pay: Margin erosion (check first)
Overhead adjustment If client will not pay: Margin erosion (check first)
Not accounted for in the cost budget that established the margin goal (escalation or non‐
billable costs such as travel costs exceeding maximum reimbursable amt.)Margin erosion
Parsons Brinckerhoff Confidential Page 2 of 2 A7 ‐ $ Guide
Sheet 13
Public Client Cost‐Plus Budget ‐ Strategic Consulting Template PARSONS BRINCKERHOFFPURSUIT PHASE A7a Cost + ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
Directions: Complete the yellow shaded sections or pink drop downs as required. Submit the appropriate portions as required. Do not include the margin calculations (Columns U ‐ Z)
Notes:1) SC staff labor rates can be obtained from the marketing team.
2) Non‐SC staff labor rates can be obtained from the Americas pricing leads:
Marc Graham (East)
Keleigh Thomas (Central)
Dave Rolewicz (West)
3) Cost proposals must be reviewed by the Americas pricing leads in Excel format for consistency with client/PB policies & quantitative accuracy.
4) Cost proposals must be reviewed by SAMs < $200k, BLDs > $200k for budget adequacy relative to technical scope.
SELECT THE APPROPRIATE OVERHEAD RATE (only select 1 and default is typically FAR Projected)
Select with
"1"Overhead
Facilities
Cost of
Capital
(FCC)
1 158.0% 0.2% Typically used on most projects as public clients receive Federal Funds Only updated by SCS Dir. of Operations
0 FAR Projected w/o FCC 158.0% Some clients do not allow Facilities Cost of Capital
0 163.9% Use when client and project are not recipients of Federal Funds
0 158.7% 0.2% At times requested by public client that receives Federal Funds
0 FAR Audited w/o FCC 158.7% Some clients do not allow Facilities Cost of Capital
0 162.8% Rarely requested by clients that do not receive Federal Funds
0 0.0% 0.0% To be provided per RFP, pricing review team, or area manager as required
ESCALATION CALCULATOR ‐ USED FOR PROJECTS THAT EXTEND BEYOND THE NEXT MERIT INCREASE
Start Date 1/1/1900 from MS201‐01A(SC)
Overhead Options
FAR Projected (2012)
Non‐FAR Projected (2012)
FAR Audited (2011)
Local/State/Client Cap
Non‐FAR Audited (2011)
Notes
A7a
End Date 1/1/1901 from MS201‐01A(SC)Contact Term (months) 12
Raise Date 8/1/2013 (First Anniversary)% of Raise 3.5%
136312
= 0.0000
Escalation Rate for Direct Labor = 0.00%
FEE ASSUMPTIONS
Fee for PB Labor Services 10.0% (Typically 10%. If less than 8%, requires approval from D. Earley , E. Roecks or K. Krauss)
PB Markup for Sub Costs 0.0% (Typically 0% ‐ Subs are a direct pass through.)
ITEMS TO INCLUDE IN LABOR HOURS
Project Accountant Budget
Include budget for a Project Accountant to perform the following functions: Project Setup, Contract Administration, Project Analysis and Controls/Support, Development of Subcontracts
‐ Template includes a position at $35/hour and minimum hours should be 4 hours for startup plus 1 hour/month for the duration of active work (if a large job, increase accordingly or if a number of subs)
Management Reserve
Include an additional 5% (minimum) to 10% (ideal) to more (if risky) of hours as "management reserve". In other words, whatever technical staff/subs are telling you they need, include an additional 5%‐10% in the budget.
‐ Once approved, give the technical team their budgets without the management reserve.
ESCALATION PER YEAR
1/1/1900 ‐ ‐ ‐
= 113.5833
‐ 8/1/2013 ‐
A7a
Parsons Brinckerhoff Confidential 1/7/2013 A7a ‐ Cost + ‐ Page 1
Sheet 14
PROJECT STAFF RATE SHEET
Project:
(a) (b) (c) (d) (e) (f) (g)
Additive 0.00% 158.0% 0.2% 10.0%
Current
Direct Labor
Rate per
Hour
Escalated
Direct Labor
Rate
(a) x
additive
Overhead
(excl Cost of
Cap.)
(b) x
additive
Facilities
Cost of
Capital
(b) x
additive
Total
Burdened
Cost
(b+c+d)
Fee
(excl. Cost
of Cap)
(b+c) x
additive
Total Billing
Rates
(e + f)
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$35.00 $35.00 $55.30 $0.07 $90.37 $9.03 $99.40
Note: Rates from subcontractor assume escalation and fee built in. (a) (b) Note: Rates from subcontractor assume escalation and fee built in. (a) (b)
Additive 0.0% Additive 0.0%
Subcont.
Total Rate
H
PB Markup
(a) x
dditi
Total Billing
Rates
( + b)
Subcont.
Total Rate
H
PB Markup
(a) x
dditi
Total Billing
Rates
( + b)
<Project Name>
TO BE NAMED
Project Role
<Role>
<Role>
<Role>
<Role>
<Role>
<Role>
<Role>
<Role>
<Role>
Project Accountant
<Name 4>
<Name 5>
<Name 6>
<Name 7>
<Name 8>
<Name 9>
Name
<Name 1>
<Name 2>
<Name 3>
Project RoleName Project Role Name
Parsons Brinckerhoff
<Subconsultant A> <Subconsultant C>
per Hour additive (a + b) per Hour additive (a + b)
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Note: Rates from subcontractor assume escalation and fee built in. (a) (b) Note: Rates from subcontractor assume escalation and fee built in. (a) (b)
Additive 0.0% Additive 0.0%
Subcont.
Total Rate
per Hour
PB Markup
(a) x
additive
Total Billing
Rates
(a + b)
Subcont.
Total Rate
per Hour
PB Markup
(a) x
additive
Total Billing
Rates
(a + b)
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00
<Role>
<Role>
<Name B‐3> <Role>
Name Project Role
<Name B‐1> <Role>
<Name B‐2> <Role>
<Name A‐2> <Role>
<Name A‐3> <Role>
<Name A‐1> <Role>
<Role>
Project Role
<Role>
<Role>
<Role>
<Subconsultant B> <Subconsultant D>
<Name D‐3>
<Name D‐2>
<Name D‐1>
Name
<Name C‐3>
<Name C‐2>
<Name C‐1>
Parsons Brinckerhoff Confidential 1/7/2013 A7a ‐ Cost + ‐ Page 2
Sheet 15
PROJECT BUDGET ESTIMATE
Project:
LABOR
1 2 3 4 5 6 7 8 9 10
Billing Rate
per Hour
<Task
Name>
<Task
Name>
<Task
Name>
<Task
Name>
<Task
Name>
<Task
Name>
<Task
Name>
<Task
Name>
<Task
Name>
<Task
Name>
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$99.40 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Subtotal Labor Budget $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Subtotal Labor Budget $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Subtotal Labor Budget $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
<Project Name>
Name Project Role
<Name 1> <Role>
TO BE NAMED Project Accountant
Parsons Brinckerhoff
<Name 7> <Role>
<Name 8> <Role>
<Name 9> <Role>
<Name 2> <Role>
<Name 6> <Role>
<Name 3> <Role>
<Name 4> <Role>
<Name 5> <Role>
<Subconsultant B><Name B‐1> <Role>
<Name B‐2> <Role>
<Name A‐3> <Role>
<Subconsultant A><Name A‐1> <Role>
<Name A‐2> <Role>
<Name B‐3> <Role>
Total Hours Labor Budget
Task Hours
Subtotal Labor Budget $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Subtotal Labor Budget $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Subtotal Labor Budget $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Total Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Labor Budget $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Total Labor $0.00
DIRECT EXPENSESParsons Brinckerhoff <Subconsultant A> <Subconsultant B> <Subconsultant C> <Subconsultant D>
Unit Frequency Unit Cost Subtotal Frequency Unit Cost Subtotal Frequency Unit Cost Subtotal Frequency Unit Cost Subtotal Frequency Unit Cost SubtotalAirfare trips 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 $0.00
Hotel nights 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 $0.00
Per Diem nights 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 $0.00
Taxi/Transit nights 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 $0.00
Parking nights 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 $0.00
Data Purchases $0.00 Data Purchases $0.00 Data Purchases $0.00 Data Purchases $0.00 Data Purchases $0.00 $0.00
Printing/FedEx/Other $0.00 Printing/FedEx/Other $0.00 Printing/FedEx/Other $0.00 Printing/FedEx/Other $0.00 Printing/FedEx/Other $0.00 $0.00
Subtotal Directs $0.00 Subtotal Directs $0.00 Subtotal Directs $0.00 Subtotal Directs $0.00 Subtotal Directs $0.00 Total Direct $0.00
TOTAL BUDGET Subtotal Labor (from above) $0.00 Subtotal Labor $0.00 Subtotal Labor $0.00 Subtotal Labor $0.00 Subtotal Labor $0.00 Total Labor $0.00
Total by Firm $0.00 Total by Firm $0.00 Total by Firm $0.00 Total by Firm $0.00 Total by Firm $0.00 Grand Total $0.00
<Name C‐3> <Role>
<Subconsultant C><Name C‐1> <Role>
<Name C‐2> <Role>
<Name D‐3> <Role>
<Subconsultant D><Name D‐1> <Role>
<Name D‐2> <Role>
Total Direct Exp.
Budget
Parsons Brinckerhoff Confidential 1/7/2013 A7a ‐ Cost + ‐ Page 3
Sheet 16
Public or Private Client Commercial Rate Budget ‐ Strategic Consulting Template PARSONS BRINCKERHOFFPURSUIT PHASE A7b Comm ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
Directions: Complete the yellow shaded sections or pink drop downs as required. Submit the appropriate portions as required. Do not include the margin calculations (Columns U ‐ Z)
Notes:1) SC staff commercial and direct labor rates can be obtained from the marketing team. Discounted rates for lower risk/public/preferred clients. Full rates for all others.2) Non‐SC staff direct labor rates can be obtained from the Americas pricing leads. Equivalent comm. rates provided by marketing team per manner SC rates are determined.
Marc Graham (East)Keleigh Thomas (Central)Dave Rolewicz (West)
3) Cost proposals must be reviewed by the Americas pricing leads in Excel format for consistency with client/PB policies & quantitative accuracy.4) Cost proposals must be reviewed by SAMs < $200k, BLDs > $200k for budget adequacy relative to technical scope.
OVERHEAD RATE ‐ FOR COST BUDGET AND MARGIN ANALYSIS ONLY
Selected Overhead
Facilities
Cost of
Capital
(FCC)
1 158.0% 0.2% Generally consistent with organizational cost structure
ESCALATION CALCULATOR ‐ USED FOR PROJECTS THAT EXTEND BEYOND THE NEXT MERIT INCREASE
Start Date 1/1/1900 from MS201‐01A(SC)End Date 1/1/1901 from MS201‐01A(SC)
Contact Term (months) 12 Raise Date 8/1/2013 (First Anniversary)% of Raise 3.5%
‐ ‐
Overhead Basis Notes
FAR Projected (2012)
ESCALATION PER YEAR
1/1/1900 ‐ 8/1/2013 ‐ ‐
A7b
136312
= 0.0000
Escalation Rate for Direct Labor = 0.00%
FEE ASSUMPTIONS
Commercial Rate Structure (Discounted or Full commercial rates ‐ more typical to see discounted for public clients, regular clients, etc.)
PB Markup for Sub Costs 0.0% (Typically 0% ‐ Subs are a direct pass through.)
ITEMS TO INCLUDE IN LABOR HOURS
Project Accountant BudgetInclude budget for a Project Accountant to perform the following functions: Project Setup, Contract Administration, Project Analysis and Controls/Support, Development of Subcontracts ‐ Template includes a position at $35/hour and minimum hours should be 4 hours for startup plus 1 hour/month for the duration of active work (if a large job, increase accordingly or if a number of subs)
Management ReserveInclude an additional 5% (minimum) to 10% (ideal) to more (if risky) of hours as "management reserve". In other words, whatever technical staff/subs are telling you they need, include an additional 5%‐10% in the budget.
‐ Once approved, give the technical team their budgets without the management reserve.
= 113.5833
A7b
Parsons Brinckerhoff Confidential 1/7/2013 A7b ‐ Comm ‐ Page 1
Sheet 17
PROJECT STAFF RATE SHEET (DO NOT SHOW THIS RATE BUILDUP DETAIL TO CLIENT FOR COMMERCIAL RATE JOBS)
Project:
(a) (b) (c) (d) (e) (f) (g) (h)
Additive 0.00% 158.0% 0.2% 0 0.00%
Current
Direct
Labor Rate
per Hour
Escalated
Direct
Labor Rate
(a) x
additive
Overhead
(excl Cost of
Cap.)
(b) x
additive
Facilities
Cost of
Capital
(b) x
additive
Total
Burdened
Cost
(b+c+d)
Current
Commercial
Rate per
Hour
Escalated
Commercial
Rate
(f) x
(1+additive)
Comm. Rate
per Hour
Rounded Up
to Nearest
$5$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$35.00 $35.00 $55.30 $0.07 $90.37 $95.00 $95.00 $95.00
Note: Rates from subcontractor assume escalation and fee built in. (a) (b) Note: Rates from subcontractor assume escalation and fee built in. (a) (b)
Additive 0.0% Additive 0.0%
Subcont.
Total Rate
per Hour
PB Markup
(a) x
additive
Total Billing
Rates
(a + b)
Subcont.
Total Rate
per Hour
PB Markup
(a) x
additive
Total Billing
Rates
(a + b)
Name Project Role Name Project Role
<Name 9> <Role>
TO BE NAMED Project Accountant
<Subconsultant A> <Subconsultant C>
<Name 6> <Role>
<Name 7> <Role>
<Name 8> <Role>
<Name 3> <Role>
<Name 4> <Role>
<Name 5> <Role>
Parsons Brinckerhoff
Name Project Role
<Name 1> <Role>
<Name 2> <Role>
<Project Name>
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Note: Rates from subcontractor assume escalation and fee built in. (a) (b) Note: Rates from subcontractor assume escalation and fee built in. (a) (b)
Additive 0.0% Additive 0.0%
Subcont.
Total Rate
per Hour
PB Markup
(a) x
additive
Total Billing
Rates
(a + b)
Subcont.
Total Rate
per Hour
PB Markup
(a) x
additive
Total Billing
Rates
(a + b)
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00<Name B‐3> <Role> <Name D‐3> <Role>
<Name B‐1> <Role> <Name D‐1> <Role>
<Name B‐2> <Role> <Name D‐2> <Role>
<Subconsultant B> <Subconsultant D>
Name Project Role Name Project Role
<Name A‐2> <Role> <Name C‐2> <Role>
<Name A‐3> <Role> <Name C‐3> <Role>
<Name A‐1> <Role> <Name C‐1> <Role>
Parsons Brinckerhoff Confidential 1/7/2013 A7b ‐ Comm ‐ Page 2
Sheet 18
PROJECT BUDGET ESTIMATE
Project:
LABOR
1 2 3 4 5 6 7 8 9 10
Billing Rate
per Hour
<Task
Name>
<Task
Name>
<Task
Name>
<Task
Name><Task Name>
<Task
Name><Task Name> <Task Name>
<Task
Name>
<Task
Name>
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$95.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Subtotal Labor Budget $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Subtotal Labor Budget $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Subtotal Labor Budget $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
<Name B‐1> <Role>
<Name B‐2> <Role>
<Name B‐3> <Role>
<Name A‐2> <Role>
<Name A‐3> <Role>
<Subconsultant B>
TO BE NAMED Project Accountant
<Subconsultant A><Name A‐1> <Role>
<Name 7> <Role>
<Name 8> <Role>
<Name 9> <Role>
<Name 4> <Role>
<Name 5> <Role>
<Name 6> <Role>
<Name 1> <Role>
<Name 2> <Role>
<Name 3> <Role>
Total Hours Labor BudgetName Project Role
Parsons Brinckerhoff
<Project Name>
Task Hours
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Subtotal Labor Budget $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00
Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Subtotal Labor Budget $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Total Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Labor Budget $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Total Labor $0.00
DIRECT EXPENSESParsons Brinckerhoff <Subconsultant A> <Subconsultant B> <Subconsultant C> <Subconsultant D>
Unit Frequency Unit Cost Subtotal Frequency Unit Cost Subtotal Frequency Unit Cost Subtotal Frequency Unit Cost Subtotal Frequency Unit Cost SubtotalAirfare trips 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 $0.00Hotel nights 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 $0.00Per Diem nights 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 $0.00Taxi/Transit nights 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 $0.00Parking nights 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 0 $0.00 $0.00 $0.00
Data Purchases $0.00 Data Purchases $0.00 Data Purchases $0.00 Data Purchases $0.00 Data Purchases $0.00 $0.00Printing/FedEx/Other $0.00 Printing/FedEx/Other $0.00 Printing/FedEx/Other $0.00 Printing/FedEx/Other $0.00 Printing/FedEx/Other $0.00 $0.00
Subtotal Directs $0.00 Subtotal Directs $0.00 Subtotal Directs $0.00 Subtotal Directs $0.00 Subtotal Directs $0.00 Total Direct $0.00
TOTAL BUDGET Subtotal Labor (from above) $0.00 Subtotal Labor $0.00 Subtotal Labor $0.00 Subtotal Labor $0.00 Subtotal Labor $0.00 Total Labor $0.00
Total by Firm $0.00 Total by Firm $0.00 Total by Firm $0.00 Total by Firm $0.00 Total by Firm $0.00 Grand Total $0.00
Total Direct
Exp. Budget
<Name D‐2> <Role>
<Name D‐3> <Role>
<Name C‐3> <Role>
<Subconsultant D><Name D‐1> <Role>
<Subconsultant C><Name C‐1> <Role>
<Name C‐2> <Role>
Parsons Brinckerhoff Confidential 1/7/2013 A7b ‐ Comm ‐ Page 3
Sheet 19
Federal / National Academy of Sciences Budget ‐ Strategic Consulting Template PARSONS BRINCKERHOFFPURSUIT PHASE A7c Fed ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
Directions: Complete the yellow shaded sections or pink drop downs as required. Submit the appropriate portions as required. Do not include the margin calculations.
Notes: STANDALONE BUDGET TEMPLATE:1) SC staff labor rates can be obtained from the marketing team. As an alternative, PMs can use the attached2) Non‐SC staff labor rates can be obtained from the Americas pricing lead: template which has multiple tabs for ease
Marc Graham (East) of use/management. Directions to left3) Cost proposals must be reviewed by the Americas pricing leads in Excel format for consistency with client/PB policies & quantitative accuracy. still apply.4) Cost proposals must be reviewed by SAMs < $200k, BLDs > $200k for budget adequacy relative to technical scope.
OVERHEAD RATE ‐ FOR COST BUDGET AND MARGIN ANALYSIS ONLY
Selected Overhead ‐
Fringe
Overhead ‐
Except
Fringe &
FCC
Facilities Cost of
Capital (FCC)Notes
1 34.0% 124.0% 0.2% Follows NAS requirements Only updated by SCS Dir. of Operations
FEE ASSUMPTIONS
Fee for PB Labor Services and Subs 7.0% (7% = NAS maximum)
ESCALATION CALCULATOR ‐ USED FOR PROJECTS THAT EXTEND BEYOND THE NEXT MERIT INCREASE
Start Date 1/1/1900 from MS201‐01A(SC)End Date 1/1/1901 from MS201‐01A(SC)
Contact Term (months) 12 Raise Date 8/1/2013 (First Anniversary)% of Raise 3.5%
ESCALATION PER YEAR
136312
= 0.0000
Escalation Rate for Direct Labor = 0.00%
ITEMS TO INCLUDE IN LABOR HOURS
Project Accountant BudgetInclude budget for a Project Accountant to perform the following functions: Project Setup, Contract Administration, Project Analysis and Controls/Support, Development of Subcontracts ‐ Template includes a position at $35/hour and minimum hours should be 4 hours for startup plus 1 hour/month for the duration of active work (if a large job, increase accordingly or if a number of subs)
Management ReserveInclude an additional 5% (minimum) to 10% (ideal) to more (if risky) of hours as "management reserve". In other words, whatever technical staff/subs are telling you they need, include an additional 5%‐10% in the budget.
‐ Once approved, give the technical team their budgets without the management reserve.
‐‐ ‐1/1/1900
Overhead Basis
FAR Projected (2012)
‐ 8/1/2013 ‐ ‐
= 113.5833
A7c
Federal Budget Template.xlsx
PROJECT STAFF RATE SHEET
Project:
Parsons Brinckerhoff
(a) (e) (f) (h)
Additive 0.2%
P‐Grade
Current Direct
Labor Rate per
Hour
Facilities
Cost of
Capital
(b) x
additive
Total Burdened
Cost
(b+c+d+e)
Total
Billing
Rates
(f + g)
$0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00
$35.00 $0.07 $90.37 $96.69
SUBCONSULTANT FIRM NAMES (RATES & HOURS GO BELOW)
Subconsultant 1:Subconsultant 2:Subconsultant 3:Subconsultant 4:
<Project Name>
(b)0.00%
Escalated Direct
Labor Rate
(a) x additive
(g)
$11.90
<Name 11>
<Name 6> <Role>
<Name 7> <Role>
<Name 8> <Role>
<Name 3> <Role>
<Name 4> <Role>
<Name 5> <Role>
$0.00
$0.00 $0.00
$0.00
$0.00
<Name 9> <Role>
TO BE NAMED Project Accountant
$0.00
$35.00
Name Project Role
<Name 1> <Role>
<Name 2> <Role>
<Name 10> <Role> $0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
<Role>
$6.32
$0.00
7.0%
Fee
(excl. Cost of Cap)
(b+c+d) x additive
$0.00
$0.00
$0.00
$0.00$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$43.40
34.0%
Overhead Fringe
(excl Cost of Cap.)
(b) x additive
$0.00
$0.00
$0.00
$0.00
$0.00 $0.00
$0.00
$0.00
$0.00
$0.00
$0.00
(c)
$0.00
$0.00
$0.00
$0.00
$0.00
(d)124.0%
Overhead
(excl Cost of Cap.)
(b) x additive
$0.00 $0.00
<Name 12> <Role> $0.00 $0.00 $0.00
$0.00 $0.00 $0.00
<Name 13> <Role> $0.00 $0.00 $0.00 $0.00
<Sub 1 Name Here><Sub 2 Name Here><Sub 3 Name Here><Sub 4 Name Here>
<Name 14> <Role> $0.00
A7c
Federal Budget Template.xlsx
Parsons Brinckerhoff Confidential 1/7/2013 A7c ‐ Fed ‐ Page 1
Sheet 20
PARSONS BRINCKERHOFF DETAILED BUDGET + SUBCONSULTANT ROLL‐UP
Salaries and Wages (Prime)
Name Role in Study
Direct
Hourly Rate Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost
<Name 1> <Role> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ <Name 2> <Role> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ <Name 3> <Role> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ <Name 4> <Role> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ <Name 5> <Role> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ <Name 6> <Role> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ <Name 7> <Role> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ <Name 8> <Role> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ <Name 9> <Role> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ <Name 10> <Role> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ <Name 11> <Role> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ <Name 12> <Role> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ <Name 13> <Role> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ <Name 14> <Role> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ TO BE NAMED Project Accountant 35.00$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$
Subtotal ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$
Borrowed Personnel (2)
Entity Name 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Entity Name 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Consultants (2)
Entity Name 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Entity Name 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subcontracts (2)
<Sub 1 Name Here> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ <Sub 2 Name Here> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ <Sub 3 Name Here> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ <Sub 4 Name Here> ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Capital Equipment (Prime)
Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Materials and Services (Prime)
Prime Contract Budget Detail: <Project Name>
Entity Name: Parsons Brinckerhoff, Inc.
Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7 Task 8 Task 9 Task 10 Total
Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Communications and Shipping (Prime)
Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Travel
Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Employee Benefit Plan & Payroll Taxes (Prime) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
General Overhead (Prime) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Facilities Cost of Capital (FCC) (Prime) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Fixed Fee (Prime) (3) Rate: 7.00% ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
GRAND TOTAL PROJECT ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Notes: ( 1 ) Total hours divided by 174 hours/month divided by contract months.( 2 ) Use Figures to provide detail for borrowed personnel, consultants, and subcontractors.( 3 ) Maximum fee of 7%, exclusive of fixed fees for subcontractors.
* This form for prime contract only.
FY2012 Projected Rates FAR GSO
Fringe Benefits (Direct Labor) 34.00%
General Overhead Expenses 124.00%
Facilities Cost of Capital (FCC) 0.20%
Total Allowable Overhead (incl FCC) 158.20%
VERIFICATION CHECK: (Do Not Print)
Hours: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Direct Labor: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Fringe Benefits: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
General Overhead: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
FCC: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Labor Related: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
LABOR‐RELATED SUBCON A ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
SUBCON B ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
SUBCON C ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
SUBCON D ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
TOTAL LABOR‐RELATED SUBCON COSTS: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Parsons Brinckerhoff Confidential 1/7/2013 A7c ‐ Fed ‐ Page 2
Sheet 21
SUBCONSULANT 1 DETAILED BUDGET
Salaries and Wages
Name Role in Study
Loaded
Hourly
Rate** Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost
‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$
Subtotal ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$
Capital Equipment
Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Materials and Services
Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Communications and Shipping
Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Travel
Trip 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Trip 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Trip 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
TOTAL (Salaries & Wages plus Expenses) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
* Use this form for borrowed personnel, consultants, and subcontractors, one form per entity.** I l di di i di d fi d f ( 7%)
Task 3 Task 4 Task 5 Task 6 Task 7 Task 8 Task 9 Task 10 Total
Subconsultant Budget Detail: <Project Name>
Entity Name: <Sub 1 Name Here>
Task 1 Task 2
** Including direct costs, indirect costs, and fixed fee (up to 7%).
VERIFICATION CHECK: (Do Not Print)
Hours: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Labor $: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Expense $: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
‐
Parsons Brinckerhoff Confidential 1/7/2013 A7c ‐ Fed ‐ Page 3
Sheet 22
SUBCONSULANT 2 DETAILED BUDGET
Salaries and Wages
Name Role in Study
Loaded
Hourly
Rate** Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost
‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$
Subtotal ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$
Capital Equipment
Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Materials and Services
Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Communications and Shipping
Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Travel
Trip 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Trip 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Trip 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
TOTAL (Salaries & Wages plus Expenses) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
* Use this form for borrowed personnel, consultants, and subcontractors, one form per entity.** I l di di i di d fi d f ( 7%)
Task 9 Task 10 TotalTask 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7 Task 8
Subconsultant Budget Detail: <Project Name>
Entity Name: <Sub 2 Name Here>
** Including direct costs, indirect costs, and fixed fee (up to 7%).
VERIFICATION CHECK: (Do Not Print)
Hours: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Labor $: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Expense $: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
‐
Parsons Brinckerhoff Confidential 1/7/2013 A7c ‐ Fed ‐ Page 4
Sheet 23
SUBCONSULANT 3 DETAILED BUDGET
Salaries and Wages
Name Role in Study
Loaded
Hourly
Rate** Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost
‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$
Subtotal ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$
Capital Equipment
Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Materials and Services
Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Communications and Shipping
Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Travel
Trip 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Trip 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Trip 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
TOTAL (Salaries & Wages plus Expenses) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
* Use this form for borrowed personnel, consultants, and subcontractors, one form per entity.** I l di di i di d fi d f ( 7%)
Task 10 Total
Subconsultant Budget Detail: <Project Name>
Entity Name: <Sub 3 Name Here>
Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7 Task 8 Task 9
** Including direct costs, indirect costs, and fixed fee (up to 7%).
VERIFICATION CHECK: (Do Not Print)
Hours: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Labor $: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Expense $: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
‐
Parsons Brinckerhoff Confidential 1/7/2013 A7c ‐ Fed ‐ Page 5
Sheet 24
SUBCONSULANT 4 DETAILED BUDGET
Salaries and Wages
Name Role in Study
Loaded
Hourly
Rate** Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost Hours Cost
‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$
Subtotal ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$
Capital Equipment
Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Materials and Services
Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Communications and Shipping
Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Travel
Trip 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Trip 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Trip 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
TOTAL (Salaries & Wages plus Expenses) ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
* Use this form for borrowed personnel, consultants, and subcontractors, one form per entity.** I l di di i di d fi d f ( 7%)
Task 9 Task 10 Total
Subconsultant Budget Detail: <Project Name>
Entity Name: <Sub 4 Name Here>
Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7 Task 8
** Including direct costs, indirect costs, and fixed fee (up to 7%).
VERIFICATION CHECK: (Do Not Print)
Hours: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Labor $: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Expense $: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
‐
Parsons Brinckerhoff Confidential 1/7/2013 A7c ‐ Fed ‐ Page 6
Sheet 25
TOTAL HOURS SUMMARY
Names of Principal Staff
MembersRole in Study
Pct. Time
Over
Contract
Period*
Total
Parsons Brinckerhoff, Inc.
<Name 1> <Role> 0.00% ‐
<Name 2> <Role> 0.00% ‐
<Name 3> <Role> 0.00% ‐
<Name 4> <Role> 0.00% ‐
<Name 5> <Role> 0.00% ‐
<Name 6> <Role> 0.00% ‐
<Name 7> <Role> 0.00% ‐
<Name 8> <Role> 0.00% ‐
<Name 9> <Role> 0.00% ‐
<Name 10> <Role> 0.00% ‐
<Name 11> <Role> 0.00% ‐
<Name 12> <Role> 0.00% ‐
<Name 13> <Role> 0.00% ‐
<Name 14> <Role> 0.00% ‐
TO BE NAMED Project Accountant 0.00% ‐
Subcon A
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
Subcon B
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0 00% ‐
0
0
0
Task 1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Task 2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Task 3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Task 4
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Task 5
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Task 6
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Task 7
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Task 8
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Task 9
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
<Project Name>
Summary of Hours by Task
Task 10
0
0
0
0 0 0.00% ‐
0 0 0.00% ‐
Subcon C
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
Subcon D
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
0 0 0.00% ‐
‐
* Total hours divided by 174 hours/month divided by contract months
Total Duration (mos) 12
GRAND TOTAL
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Parsons Brinckerhoff Confidential 1/7/2013 A7c ‐ Fed ‐ Page 7
Sheet 26
PD201‐01(SC) ‐ Agreement Reservation Form PARSONS BRINCKERHOFFPROJECT STARTUP PHASE B1 ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
Directions: Please complete this form (fill out yellow sections and select drop downs in pink). Once complete, email to Anessa Bramhall. Type of Input Required: Direct Input via drop down
RESERVATION REFERENCE DATA:
Requested By: <Last Name, First> Agreement No.: 0(to be provided by PA Mgr)
Date Submitted: <Date Here>Proposal/BD Opportunity No.: 0
PROJECT INFORMATION (All data from MS201‐01A)
Project Name: <Project Name> Project Start Date: 1/1/1900
Customer Name: <Insert Here>
Customer Location: <City>, <State or Province>
STRATEGIC CONSULTING ENTITY, COST CENTER & TEAM
Statutory Entity: <Will the consulting advice provided result in or have a dire Cost Center: (MS201‐01A)
Project Mgr: <Last Name, First> (MS201‐01A)
PM Location: <City, State> Contract Admin: Milan, Kristin (to be provided by PA Mgr)
PA Manager: Bramhall, Anessa Project Accountant: Martinez, Audrey (to be provided by PA Mgr)
B1
Mgr of Projects Krauss, Kurt Principle in Charge: <Last Name, First>
CONTRACT TYPE
Contract Type:
If Contract Type is Other, please explain:
JOINT VENTURE
Joint Venture Agreement: If Yes, specify, JV Lead:
Ultimate Client: <Insert Here if Different from Client ‐ Ultimate Owner (e.g. DOT)> (MS201‐01A)
CONTRACT VALUE SPECIAL CONTRACT PROVISIONS
Budget Template Used Cost Plus Provisional Overhead Rate:
Est. PB Labor, Overhead & Fee $0 If Yes, rate adjusted:
Est. PB Expenses $0 If Other, Please Explain:
Est. Subcontractor Value $0 Bill Rate / Salary Capped:
‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐
Est. Total Contract Value $0 Retainage Withheld:
If Other, Please Explain:O/H Rate: 158.2%
ONCE COMPLETE, EMAIL A COPY OF EXCEL FILE TO ANESSA BRAMHALL & COPY RAI HOWELL/CHRISTINE FREEMAN
<Name>
<Explanation>
B1
Parsons Brinckerhoff Confidential Page 1 of 1 B1
Sheet 27
PD201‐05(SC) ‐ Request to Work without Funding PARSONS BRINCKERHOFFPROJECT STARTUP PHASE B2 ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
Directions: Please complete this form (fill out yellow sections and select drop downs in pink). Once form is drafted, send to Dave Earley for approval, followed by the team below. Type of Input Required: Direct Input
PROJECT INFORMATION (All data from MS201‐01A unless noted otherwise)
Project Name: <Project Name> Project Start Date: 1/1/1900
Project Mgr: <Last Name, First> Project Accountant: Agreement No.: 0(from PD201‐09(SC))
Customer Name: <Insert Here>
Customer Location: <City>, <State or Province>
ADDITIONAL WORK INFORMATION
Additional work requested by:
Request was made via:
Brief description of work:
EFFECT ON PARSONS BRINCKERHOFF WORK
Scope, schedule, budget impact:
Amt. PB accrues in unbilled costs
Why does this need to happen?
What if this request is denied?
Martinez, Audrey
<What is the impact of not proceeding and/or why don't we want to wait for a signed mod/contract>
<What are the impacts?>
<Will additional scope be covered, what is schedule for negotiating/executing contract/mod, and what is the budget
impact based on schedule?>
<What is the total cost we will incur until we get a signed contract/mod?>
<Client or contact name>
<e‐mail, verbal, etc.>
<Description here>
B2
Major contract issues unresolved?
Anticipated mod/contract signed
Client commitment to approve
Proof client will pay these costs
Subcontractor exposure
IMPORTANT ‐ IF THIS WILL RESULT IN UNRECOVERABLE COSTS
PURSUIT BUDGET APPROVALS ‐ TO BE COMPLETED BY MANAGEMENT TEAM
Prepared By: <Date>
Approved by: (Dave Earley)
<If yes, describe total cost above the original cost budget and the unrecoverable costs including a total estimate of
unrecoverable costs along with any backup necessary to properly explain.>
Will this work exceed original project
cost budget and result in
unrecoverable costs?
<When is this excpected to occur?>
<Has client committed to accelerate process?>
<Documentation from client that costs incured without a mod will be honored ‐ ex. Limited NTP>
<Are we asking subs to work without the prime agreement being signed? If so, what is financial exposure?>
ONCE COMPLETE & APPROVED, EMAIL A COPY OF EXCEL FILE TO PROJECT ACCOUNTANT, ANESSA BRAMHALL & RAI HOWELL
<Describe any significant contract issues>
<Name>
B2
Parsons Brinckerhoff Confidential Page 1 of 1 B2
Sheet 28
PD201‐07(SC) ‐ Project Management Plan PARSONS BRINCKERHOFFPROJECT STARTUP PHASE B3 ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
Directions: Please complete this form (fill out yellow sections). Once form is drafted, follow distribution instructions.
Agreement NameAgreement No.Project LocationClient Name
Client Contact Name PhoneTitle FaxAddress E‐mail
Server Locations with Key Data: PS2 Site with Contract, Scope, Budget: Office Server Location for Project Files:
Project Team PICPM PABLD CA Milan, Kristin
Project Schedule Project Start Date: Project End Date:
Project Budget/Bills Total Contract Value: Client bills will be sent every 4 weeks.
Scope, Budget, and Schedule ControlPer PD 201 & PD 202 X Other Procedures:
Control of Calculations, Drawings, Specifications, and other Contract DocumentsPer PD 206 or X Other Procedures:
Project FilesX Project email will be copied via Outlook Public Folders project folder (setup by IT) under "Americas Projects"X Working electronic files are kept in the project folder on each office's file server (per IT 201 and 202).
‐ Two primary folders: "MGMT" for Mgmt (incl. copy of contract, scope, budget, invoices) and "TECH" for work productWorking electronic files are kept in the ProjectSolve project folder (per PD 201).
X Original signed PMP shall be kep in project files with the Project Accountant (PA)
Risk Management (see PD 203 for process)
SC Project Lifecycle Processes & Procedures for Project Managers
1/1/1900 1/1/1901
$0
SC Project Lifecycle Processes & Procedures for Project Managers
<Last Name, First>Martinez, Audrey
<Insert hyperlink here>
<Client Contact Name><Client Title><Client Address 1><Client Address 2>
<Phone><Fax><E‐mail>
<Last Name, First><Last Name, First>
<Project Name>0<City>, <State or Province><Insert Here>
0
B3
g ( p )X Risk assessment filed in RMIS Program Risk assessment attached as Appendix
Safety Management (see SA 204 for process)X No Project Safety Plan required SA 204‐01, "Project Safety Plan" attached as Appendix
Quality Management (see PD 202 for process)X Per Strategic Consulting Quality Control / Quality Assuance (QC/QA) Requirements
Per PD 201, PD 205, and PD 206 Per Client‐Specified Quality Procedure as Appendix
Financial ControlX Contract executed and maintained in project files with Project Accountant
Contract date: or Notice to Proceed Received:
Working without contract approval date (PD 201‐05, Request for Additional Work, form in file)
Contract Type Cost Plus
Overhead Type and RateOverhead Rate: Markup on Direct Expenses at
Caps (if applicable)X None Salary Rates per OH Rate at %
Non‐reimbursable Expenses: or X No
Retainage: Yes at or X No
Billing format (select all that apply): Client Specific Format X PB Invoice Client Voucher
Submitted by:Project Manager Date
PMP APPROVALS ‐ TO BE COMPLETED BY MANAGEMENT ONLY
Reviewed by:Principal in Charge Date
Approved by:Business Line Director Date
ONCE COMPLETE & APPROVED, EMAIL COPY OF EXCEL FILE TO PROJECT ACCOUNTANT & RAI HOWELL
0%
<Name> <Date>
Yes: Items and Rates:
1/1/1900
158.20% 0%
1/1/1900
B3
Parsons Brinckerhoff Confidential Page 1 of 1 B3
Sheet 29
SC Quality Control/Quality Assurance Plan PARSONS BRINCKERHOFFPROJECT STARTUP PHASE B4 ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
Directions: Upon QC/QA plan completion, PM/Task Manager forwards the completed plan to the
Service Area Manager responsible for that technical area of work to ensure appropriate staff are
identified and level of effort is reasonable to perform the reviews. In cases where the project is large
( $100 000) h i ll l f d h l h B i Li Di
Detailed Guidance:
B4
PB Strategic QA QC Procedure.docx
QC/QA Plan Date:
Project #: Project Manager:
Project Name:
Brief Description of Work Product(s) to Be Developed:
(over $100,000) or technically complex, forward the plan to the Business Line Director.
0
<Project Name>
<Last Name, First>
1/1/1900
B4
PB Strategic QA QC Procedure.docx
Brief Description of Work Product(s) to Be Developed:
<Memoranda/report>
<Excel‐based financial model>
<Other quantitative analysis including computer simulations/modeling (e.g. PRISM)>
<Other deliverables>
Quality Control Personnel: <Name 1> <Name 2>
B4
PB Strategic QA QC Procedure.docx
Quality Assurance Personnel:
Quality Control Plan at Startup:
Activity Start:
Review Scope/Approach with QC/QA Staff: 0 hours budgeted
Deliverable Required: E‐mail or similar acknowledgement / approval of approach
<Name 1> <Name 2>
1/1/1900
B4
PB Strategic QA QC Procedure.docx
Deliverable Required: E mail or similar acknowledgement / approval of approach
Quality Control Plan at 50% / Initial Model Findings Stage:
Activity Start:
Required QC Team Activity: Review analysis, models, documents as appropriate
Quality Control Team Review/Comment: 0 hours budgeted
1/1/1900
B4
PB Strategic QA QC Procedure.docx
Deliverable Required:
Notes : QA Personnel Copied on QC Deliverable and Resolution of Comments
Comments Not Resolved to be Escalated to Project Manager
Quality Control Plan at 100% / Final Model Findings Stage:
Activity Start:
<Text Here ‐ examples: Word track changes/Excel model change log, etc.>
1/1/1900
B4
PB Strategic QA QC Procedure.docx
Required QC Team Activity: Review analysis, models, documents as appropriate
Quality Control Team Review/Comment: 0 hours budgeted
Deliverable Required:
Notes : QA Personnel Copied on QC Deliverable and Resolution of Comments
Comments Not Resolved to be Escalated to Project Manager
<Text Here ‐ examples: Word track changes/Excel model change log, etc.>
B4
PB Strategic QA QC Procedure.docx
Comments Not Resolved to be Escalated to Project Manager
Quality Assurance Review:
Deliverable Required: QA personnel certifies above processes were followed prior to
release of client ready material.
ONCE COMPLETE, EMAIL COPY OF EXCEL FILE TO RAI HOWELL
B4
PB Strategic QA QC Procedure.docx
Parsons Brinckerhoff Confidential Page 1 of 1 B4Parsons Brinckerhoff Confidential Page 1 of 1 B4
Sheet 30
Staff Startup Memo PARSONS BRINCKERHOFFPROJECT STARTUP PHASE B5 ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
Directions: Complete this form (yellow shaded cells), pdf and e‐mail to project staff, copy Rai Howell.
PARSONS BRINCKERHOFFTo: Project Staff
B5
From: <Name>, Project Manager
Date: 11/23/2012
RE: Staff Startup Memo ‐ Project: <Project Name>
You are receiving this because you are one of the named staff to potentially participate on the above project.
B5
You are receiving this because you are one of the named staff to potentially participate on the above project.Please file this for current and future reference.
The following basic project procedures need to be followed in addition to other standard PB requirements.
Time and Expense Charges:
The agreement and currently active project number is 0
The following tasks are open to charges. Questions about charges should be directed to me.
B5
Project: Task #:<incl letter> <Task #><incl letter> <Task #><incl letter> <Task #><incl letter> <Task #><incl letter> <Task #>
Project Files:
Task Name: Task Description:
<Task Name> <Task Description Here><Task Name> <Task Description Here><Task Name> <Task Description Here>
<Task Name> <Task Description Here><Task Name> <Task Description Here>
B5
Project Files:
The project files will reside on the office server in this office:
The project folder will be located at: <\\SERVER\JOBS\ETC> ‐ Give specific network address.
<City, State>
You may work on files remotely, but work‐in‐progess and completed files need to be parked back on the project file office server
daily to ensure that they are properly backed up and to maintain version control. If working from outside of a PB office where this
will not be convenient, please leave a "README.TXT" note in the project file folder where you have files "checked out".
B5
The project folder will be located at: <\\SERVER\JOBS\ETC> ‐ Give specific network address.
Technical work will be filed in the subfolder called “TECH” and in further subfolder by task, e.g. Task 1. To save time, if you are working outside the project office server location, you may want to map a driveletter or create a shortcut to it on your computer.
Project E‐mail:
We have a project email folder within Outlook's public folders that serves as a common repository for project‐related email. Please
copy or move any client correspondence as well as significant internal email to this folder where all project team members can
B5
Note that the email address for this folder is: [email protected]
From Outlook's folder list, go to "All Public Folders", choose "Americas Projects (Email)", select the appropriate range of project
numbers, then select the project # as noted above. Right click on this subfolder and select "Add to Favorites". This will put it in your
"Favorites" folder which will allow you to drag and drop emails to the project folder.
copy or move any client correspondence as well as significant internal email to this folder where all project team members can
access this information. The idea is to have a central place to file this stuff so that individuals do not need to keep separate email
folders (unless they so choose).
B5
Note that the email address for this folder is: [email protected]
This email address allows you to directly copy the project email box on outgoing mail. I would suggest adding this to your contacts to make it easy to cc: or forward email to the project email box in this manner.
If you have any questions, please don't hesitate to contact me.
B5
Parsons Brinckerhoff Confidential Page 1 of 1 B5
Sheet 31
SC Data Query Tool & Project Financials PARSONS BRINCKERHOFFPROJECT DELIVERY PHASE C1 ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
To Access the PBIS Data Query Tool: Primary: http://ennycapp02.corp.pbwan.net:7778/pbisdq/or try: http://pbis.pbworldnet.com/ & click on Data Query Tool on left
Detailed guidance on how to use the tool & definitions attached (see right side).
Detailed Guidance:
C1
Data Query Tool Intro.pdf
PBIS Definitions.pdf
BASIC FINANCIAL TRACKER
Total RevenueTotal
Burdened
Cost
Margin on
Labor
Current Contract Amount* ‐$ (see at Compl in Agreement Level Summary)
Actual per PBIS** ‐$ (see ITD in Agreement Level Summary)
$ $ $
Budget Status
C1
Data Query Tool Intro.pdf
PBIS Definitions.pdf
Remaining Budget ‐$ ‐$ ‐$
as a % of current contract amt. #DIV/0! #DIV/0! #DIV/0! Is the % remaining reasonable given work remaining? If not, work with PA to develop new cost budget.
TotalsBilled to Date (see Billed in Agreement Level Summary)Collected to Date (see Collected in Agreement Level Summary)
Outstanding Invoices $0 If over 30 days, please follow up with client on a regular (weekly) basis.
Client Billings
C1
Data Query Tool Intro.pdf
PBIS Definitions.pdf
KEY ITEMS TO MANAGE REGULARLY
Day‐to‐day Management:1) Set expectations with project team in advance ‐ including advising the # of hours budgeted as well as scope, schedule & budget for overall effort.2) Deliver only the scope contracted for ‐ watch for scope creep.3) When contract changes identified (e.g. added scope), do not start work until approved by client or approved by management (see tab 2 for form PD201‐05(SC)).
Financial Management:
C1
Data Query Tool Intro.pdf
PBIS Definitions.pdf
Financial Management:0) Review tab "A7 ‐ $ Guide" ‐ Budget Guidance regarding reviewing/updating cost to complete every period1) Monitor Inception to Date (ITD) costs and revenue recognized relative to budget. Evaluate if remaining cost budget is adequate relative to remaining project needs to deliver the client products. Especially monitor subcontractor performance to ensure work product deliver is commensurate with billings.2) Evaluate financials at a minimum on a monthly basis and make sure the subconsultants get their invoices in on a monthly basis and prior to PB's internal deadline to submit invoices to client.3) Work with your Project Accountant to get invoices out on a monthly basis. Any unbilled costs over 28 days will be flagged in the system.
C1
Data Query Tool Intro.pdf
PBIS Definitions.pdf
y gg y4) Monitor client processing/payment of invoices to ensure timely payment (follow up on any aged receivable over 30 days)5) Once paid, ensure subconsultant bills that were attached to the paid invoice are paid.
Margin Erosion:1) If the cost budget needs to be changed (e.g. there is more work to do than originally planned) and we cannot bill the additional time, then it will result in lost profit or margin erosion.2) If this is necessary, it is imperative to work with your Project Accountant and notify management that margin erosion will be occuring. The sooner this is identified, the greater chance we can recover from the issue.
C1
Data Query Tool Intro.pdf
PBIS Definitions.pdf
PROJECTS THAT ARE FLAGGED FOR FINANCIAL ISSUESExtracted from PB Project Delivery Basic Training: Section 7 ‐ Project Reviews
BUDGET/FINANCIAL ISSUE FLAGGED AS ISSUEBudget resulting in a loss (Cost Budget > Revenue Budget) Anytime Variance between revenue model & PBIS budget Anytime Single period margin erosion > $10K or > 10%Fiscal year margin erosion > $50K or > 20%
C1
Data Query Tool Intro.pdf
PBIS Definitions.pdf
Fiscal year margin erosion > $50K or > 20% Burdened unbilled cost (has not been billed yet) > 28 days or > $20K Delinquent accounts receivable (has not been paid yet) > 70 days or > $50K
DETAILED FINANCIAL TRACKER (see below embedded excel file)
1) Go to Data Query "Expenditure Items" & download all expenses via excel. Copy into excel ‐ "Expend Detail" tab. 2) Pivot table tab is tied to detail. Run pivot table. Then relate to tasks and/or overall budget via the yellow tabs.
C1
Data Query Tool Intro.pdf
PBIS Definitions.pdf
Budget and Expenditure Trackin
Parsons Brinckerhoff Confidential Page 1 of 1 C1Parsons Brinckerhoff Confidential Page 1 of 1 C1
Sheet 32
PD205‐02(SC) ‐ SC Quarterly Project/PM Evaluation PARSONS BRINCKERHOFFPROJECT DELIVERY PHASE C2 ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
Directions:
Type of Input Required: Direct Input via drop down
Project #: 0
This form should be completed each quarter during the life of the project and emailed to the identified reviewer for comment. Reviewer shall respond within 1 week with
written comments ‐ PM shall copy/paste into form below. Once complete, PM will pdf completed form to all key managers identified below.
C2
Parsons Brinckerhoff Confidential Page 1 of 1 C2
Project #: 0Project Name: <Project Name>
Project Start Date: 1/1/1900End of First Quarter of Project: 3/30/1900
Project Manager (PM): <Last Name, First>Principle in Charge (PIC): <Last Name, First>
Business Line Director (BLD): <Last Name, First> Service Area Manager (SAM): <Last Name, First>
A t O ti M R i H ll Asst. Operations Mgr: Rai Howell
Mgmt Review by: <BLD, SAM or PIC>(BLD, SAM or PIC)
PROJECT MANAGER SELF‐EVALUATION (see below for rating # selection criteria):
Quarter: 1 2 3 4 5 6 7 8Performance Measurement: Ending: 3/30/1900 6/30/1900 9/30/1900 12/31/1900 3/31/1901 6/30/1901 9/30/1901 12/31/1901 Avg. Rating 1) Scope, Schedule, Budget Established & Updated #DIV/0! 1) Scope, Schedule, Budget Established & Updated #DIV/0! 2) Project Mgmt Plan ‐ Form B3 ‐ Complete #DIV/0! 3) RMIS ‐ Form A4 ‐ Complete and Updated #DIV/0! 4) SC QA/QC Plan Complete and Implemented #DIV/0! 5) Project Financials/Cost Budget Up to Date #DIV/0! 6) Project Margin Consistent with Margin Goal #DIV/0! 7) Timely Invoices & Collection (Cash Flow) #DIV/0! 8) Client Relationship/BD Status #DIV/0!
Average Rating: #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
QUARTERLY COMMENTS:
EndingQuarter 1 3/30/1900
Quarter 2 6/30/1900
Quarter 3 9/30/1900
Quarter 4 12/31/1900
Quarter 5 3/31/1901
Quarter 6 6/30/1901
Q t 7 9/30/1901
Management Review Comments:PM Comments on Ratings / Other Observations
Quarter 7 9/30/1901
Quarter 8 12/31/1901
Performance Evaluation Rating Criteria5 ‐ Exceptional: Very Strong in All Areas, Exceeds Expectations4 ‐ Superior: Strong in All Areas, Meets Expections3 ‐ Solid: Meets Expectations But Room for Improvement2 ‐ Needs Improvement: Definite Need to Improve in At Least 1 Key Area1 ‐ Unsatisfactory: Critical Performance Gaps, Significant Improvement Required1 Unsatisfactory: Critical Performance Gaps, Significant Improvement Required
ONCE COMPLETE & APPROVED EACH QUARTER, PDF THIS PAGE & EMAIL TO MANAGERS LIST ABOVE & RAI HOWELL
Parsons Brinckerhoff Confidential Page 1 of 1 C2Parsons Brinckerhoff Confidential Page 1 of 1 C2
Sheet 33
PD204‐03(SC) ‐ Client Feedback Form PARSONS BRINCKERHOFFPROJECT CLOSEOUT PHASE D1 ‐ STRATEGIC CONSULTING SERVICES Last Revision: 01/07/2013
Directions:
This form should be completed at the end of the project. The individual conducting the verbal interview should fill in the
below summary of the conversation with the client. Once complete, PM will pdf completed form to all key managers
identified below.
D1
Type of Input Required:
Client Feedback Guidelines
∙ Listen Carefully ∙ Establish Follow‐Up∙ Identify Required Improvements ∙ Share Feedback with Project Team and Management
Project Name/Number:
Client/Organization:
identified below.via drop downDirect Input
0 ‐ <Project Name>
<Insert Here>
D1
Client Contact (Name/Title):
PB Contact (Name/Title):
Date of Contact: Type: Face to Face Telephone Written
Was Feedback: Solicited Unsolicited
Summary of Client Feedback
1) What did they value most about PB's work?
D1
2) What could PB have done better?
3) Were there any particular problems with PB's work or team?
D1
4) Any other highlights (or lowlights) from the past year?
5) How would you rate PB's performance in terms of "Being Focused on Your Needs"?:
Ratings: 1 Worst 2 Very Poor 3 Poor 4 Barely Acceptable 5 Acceptable 6 Average 7 Good 8 Very Good 9 Excellent 10 Extraordinary
D1
Ratings: 1‐Worst, 2‐Very Poor, 3‐Poor, 4‐Barely Acceptable, 5‐Acceptable, 6‐Average, 7‐Good, 8‐Very Good, 9‐Excellent, 10‐Extraordinary
6) How would you compare PB's Overall Performance to the overall performance
of other firms you retain for similar infrastructure consulting services?
Ratings: A ‐ Among the Best, B ‐ Better than Most, C ‐ About the Same as Others, D ‐ Below the Norm, N/A ‐ Not Applicable
Proposed Corrective Action(s) for Negative Feedback or Unsatisfactory Rating:
D1
Is Follow‐Up Contact Required? No Yes
Prepared by:
Verified by BLD:
Follow‐Up (If Required)
Follow Up Completed? No Yes
Date:
If Yes Date:
If Yes, Date:
Date:
D1
Follow‐Up Completed? No Yes
Client Satisfied? No Yes
ONCE COMPLETE & APPROVED, EMAIL EXCEL FILE TO PROJECT ACCOUNTANT & RAI HOWELL
If Yes, Date:
D1
Parsons Brinckerhoff Confidential Page 1 of 1 D1Parsons Brinckerhoff Confidential Page 1 of 1 D1
Sheet 34