Transparency | Leadership | Collaboration Who is Group PMX?

We are a client, not project, driven company. Our relationship with our

clients is of upmost importance.

Specialized in delivering program management, project management,

construction management and business consultant

services.

A 45 person certified MBE management consulting company

founded in 2010.

Building, Transportation, Industrial and Environmental

Sectors.

1

Transparency | Leadership | Collaboration

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FEDE

RAL

Airports & Aviation

Transportation

Buildings

Industrial Power

Environmental Water / Wastewater

Highways & Bridges

Transit

BusinessConsulting

CM Neutralsm

SchedulingCO Order Mgmt.

Estimating

Document ControlBudgeting

Cost ControlClaims

Claims AvoidanceRisk Mitigation

BIMLEED

Business Solutions

Higher Education/ Research / Labs

HospitalityHealthcare /

Research / Labs

Cultural/SportsArts

Education K-12Corp./CommercialRetail

Mining/Oil & GasPipelines

BioPharm

Project / Program / Construction Management Services

Recovery / Resiliency / Infrastructure

Geothermal/Solar/Wind

Market Sector Implementation

Transparency | Leadership | Collaboration

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HR Business Partner Accounting ManagerBhavya Makker Devi Somai

Recruiting/Branding Accounting Assist Dolores Christofidis TBD

Business Development Government Affairs Michael Jones Bill Christofidis

Marketing/Proposals/Social MediaTBD

PresidentFarid Cardozo

CEO Michael Giaramita

Director of ProgramsJoseph Mannino

Senior Project ManagerThomas Kassebaum

Nick HaralambidisBill Holy

Karen MartinezErin O’Neill

Zach Sawyer

Project/Construction ManagerBill ChristofidisMichael KimuraJonathan Suss

Julie YunMarcus Caamano

James TozziShella Cadet-Thompson

Associate Project ManagerSalih Can Gazioglu

Elise LontosNikhil Thakur

Atay AtesAvik Banerji

Erim BekliyenAshok TummalaZaira D’Angelo

Joseph Pinckney

Director, Business ConsultingSimon James

Unifier Integration / SchedulingH. Eddie Cardozo

Unifier SupportJonathan Kuehn

Cost Auditing Lendita Hoxha

Teresa Zaccagno

Cost ManagementGeorgiana Stavrolakes

BIM / Risk /SchedulingAdis Sehic

Somanna ChendgappaSanjog GangwalTeresa Casay

Douglas Bakal do NascimentoAremu Rasaq

Federico Pasana

Document Control/AdminKimberly Madera

Business Consulting Services Project / Program / Const. MgmtPrincipals

Corporate

Group PMX Team Resources

Transparency | Leadership | Collaboration

Simon JamesDirector, Business Consulting

BIMA. Sehic

RiskA. Sehic

Business Solutions

H. Cardozo

Cost Control/Change

Order Mgmt.S. James

EstimatingS. James

SchedulingA. Sehic

PM SoftwareImplementation

ConfigurationH. Cardozo

Auditing ServicesL. Hoxha

TSA Reimbursement

T. Zaccagno

Support ServicesH. PascualK. Madera

Available Talent PoolCost

EngineerG. Stavrolakes

Scheduling/Risk/ BIMSomanna Chendgappa

Sanjog GangwalTeresa Casay

Douglas Bakal do NascimentoAremu Rasaq

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The Business Consulting Group

Transparency | Leadership | Collaboration

Program Management

Owner’s Representative / Project Management• Representing the Owner’s Best Interest• Managing the entire Project Team• Working with all stake holders to a successful completion• Managing Scope, Schedule, Budget and delivering a project that works

• Project Management to the power of X, or PMx

• Understanding the relationships between multiple projects / multiple stakeholders• Getting the best value – Economies of scale through standardization of program elements• Managing Program Level Budget & Schedule (including project interfaces)

Construction Management• Working with Designers to ensure constructability • Developing and implementing bid strategies to get best value (cost, schedule & life cycle)• Organizing, planning / scheduling, mobilizing, and directing trade subcontractors (equipment,

material, and personnel) to execute each project• Management of quality, cost, time and scope

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Group PMX Services

Transparency | Leadership | Collaboration What does a Group PMX Project Manager do?

• Represent client’s best interests throughout project life cycle

• Develop a Project Management Plan• Develop a Project Risk Mgmt. Plan• Manage consultant selection process• Negotiate consultant contracts• Develop project feasibility package – scope,

schedule and budget• Assist in identifying, managing and obtaining

all regulatory approvals.• Manage, review & comment on programming

& functional requirements• Review final documentation & program

requirements• Oversee development of all estimates • Determine Technical Requirements (i.e. IT

rooms, backup power, security, all MEP equipment, etc.)

• Provide all PM & Technical Expertise to Support Project Planning expectations throughout entire life cycle - end user

• Manager stakeholder and client , design & construction, and Operations

PROJECT PLANNING/DEFINITION

Managing the Build Environment

• Manage, review & comment on A/E Design Development process and document completeness

• Obtain final approvals from end-users / Operations, including MEP Layout

• Provide Input on constructability methods & materials• Coordinate Information between end-users & team

members• Attend & chair all meetings/prepare minutes of

meetings• Verify Code Compliance• Coordinate the development of comprehensive cost

estimates, as required, for each design phase • Manage Value Engineering efforts and investigate

viable alternates• Final review of Bid Documents• Update budget, schedule and cash flow through out

Design Process • Prepare/coordinate commissioning plan with

Operations & Engineering teams• Assist in procurement of long lead items• Develop permit strategy and manage permits• Identify and manage decants

DESIGN

• Develop CM/GC procurement strategy • Issue, review & qualify proposals - prepare detailed

bid analysis• Interview CM/GC and rank• Negotiate Contract with CM/GC• Assist in the development of site logistics plan/ensure

completeness • Manage, mediate & resolve all project related issues

& conflicts• Attend & chair all meetings/prepare minutes of

meetings• Manage submittal processes• Review and process contractor & vendor payments• Manage/update schedule, budget, anticipated cost

report & cash flow weekly – notify owner of variances• Review/negotiate potential change order requests,

manage claims • Coordinate shutdowns with Ops.• Issue Monthly Reports• Commence Commissioning• Schedule / coordinate controlled inspections, DOB• Monitor safety • Develop non-conformance reports

CONSTRUCTION

• Pre-qualify Moving Firms• Prepare RFP for Move Services• Solicit, Receive & Review Proposals• Identify, manage & coordinate all move-in

requirements – FF&E, major equipment, furniture• Coordinate w/IT & Other In-house Service Providers• Complete Commissioning & ensure equipment

operation and training to assume operation of the MEP syst.

• Manage punch list process and ensure timely completion

• Manage contract close-out, start-up and compliance with all warranties, guaranties, O&M manuals, as-builts

• Final budget reconciliation.• Ensure all regulatory requirements and approvals

are obtained.• Post Occupancy Evaluation• Project Lessons Learned• Develop & Issue Final Project Reports• Schedule all fire safety and staff training

OCCUPANCY & CLOSEOUT

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Group PMX Services

Transparency | Leadership | Collaboration

Group PMX – Where we Begin

Transparency Efficiency

Streamline Consistency

Schedule Process

Risk Cost

Smart Aspects Value Aspects

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Transparency | Leadership | Collaboration

Deploys the top advocate teams to manage your Capital Build

Leverage expertise to lead business practices

This innovative approach results in savings on changes to cost and schedule

Group PMX’s Strengths

Effective Change Order

Management

Managed Team Work

and Relationships

Scheduling Best

Practices

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Transparency | Leadership | Collaboration

Your third party powerhouse to assure smooth jobs where everyone is held accountable for their piece.

This allow you to keep ahead of the project – not behind it.

Establish and build a

schedule that is

achievable

Deliver a managing tool

- not just a report

Schedule with Subs

Creates an audit trail for both

sides and allows on agreed best

practices

Reduces back and

forth churn

Delivers savings back

to the project

Best Practice Scheduling Results

Group PMX’s Approach

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Transparency | Leadership | Collaboration

Complicated Projects

Substantial Infrastructure

Upgrades

Ground Up Construction

Construction in Restrictive Environment

Intricate Façade Projects

What are your Peer’s

Doing10

What We Do Best

Transparency | Leadership | Collaboration

Governance Champions To Build with great degree of

confidence, faster and cheaper

To help people get out of their own way

to do a better job

Creating direct dialog between situations

and neutralizing conflicts

Holding everyone accountable for

their jobs

Creates a healthy, positive, safe and

motivating atmosphere

Structured Decision Making

Schedule Management

Budget Forecasting

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Transparency | Leadership | Collaboration

Executive Committee

Decision Makers

Steering Committee

Senior End UserSenior Finance

Project Sponsor

Core Team

Project TeamDirector / Project ManagerArchitect/Engineer/Façade

Specialty ConsultantsConstruction Manager

Working GroupsOperationsReal Estate

IT/AV/SecurityLegal, Procurement

Stakeholders

Internal Stakeholders

Planning, Risk ManagementDisability Services,

Environmental Stewardship

External Stakeholders

CommunityRegulatory

Project Sponsor

Governance Champions

At the outset of the Project we can establish:

Types of Committees including Decision Makers & Stakeholders

Roles and Responsibilities of each Committee

Meeting and Reporting Frequency

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Transparency | Leadership | Collaboration

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Planning, and then Scheduling the project on paper first - Understanding the time, resources (design, material, people, equipment, funding, etc.) and logic/sequencing

Development of Schedule Baseline to measure project performance.

Know how to “Drive” the project to completion by removing obstacles & mitigating delays

Timely and open reporting resulting in accountability and greater transparency

Schedule and Cost Forecasting – plan resources with greater efficiency

Risk Analysis – provides an objective view of required contingencies and an analysis of the effectiveness of proposed risk response plan

Group PMX Services

Transparency | Leadership | Collaboration

Productivity Rate Dashboard Analysis

Cash Flow

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Group PMX Services - SchedulingServices: Developing schedules Updating schedules Analyzing schedules Monitoring schedules Customized reports Cost Loading Schedule Delay Analysis Schedule acceleration What-if scenarios

Software: Primavera Microsoft Project Acumen Fuse

Transparency | Leadership | Collaboration

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Sample RegisterEstablish the Context Objectives Stakeholders Key Elements

Identify and Name the Risks What can happen? How can it happen?

Quantify the Risks Probability of the next risk Impact

Risk Response Transfer the risk Mitigate the risk Avoid the risk Accept the risk

Risk Control Monitor the risk

Group PMX Services – Project Risk Assessment

Transparency | Leadership | Collaboration

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Establish change control policy Set the rules for negotiations Is the change compensable Complete pricing – all scope is

covered Best bidding/negotiation

strategies to achieve price/budget, scope, schedule, and quality expectations

Knowledgeable staff to assist Real Estate Professionals with objective cost estimating

Transparency and integrity of the entire process

Group PMX Services – Cost Control

Transparency | Leadership | Collaboration

NEWARK LIBERTY INTERNATIONAL AIRPORTJOHN F. KENNEDY INTERNATIONAL AIRPORT - NY

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Group PMX Aviation Project Experience

Transparency | Leadership | Collaboration

Project Includes:• Installation of new in-line baggage

screening systems in both Terminals• Construction of a sterile connector joining

Terminals C and D• Reconfiguration of the airfield to

accommodate the Delta fleet• Replacement of jet bridges• Expansion of the security check points in

both Terminals C and D• Redesign of the Terminal D Sky Club• Renovation of Terminal C Sky Club• Reconfiguration of Terminal C and D

Holdrooms to improve passenger flow, including the replacement of all lighting and installation of Zoeftig seating

• Replacement of HVAC System in both Terminals C and D

• Replacement of Terminal C Roof

• Replacement/refurbishment of Elevators and Escalators in Terminals C and D

• Refurbishment of restrooms throughout• Upgrading of PA System and IT

Infrastructure and Fire Alarm Systems

Project highlights Include: • $305 Million Dollar Renovation Program• Development of the Program Budget

comprising of Approx. 51 individual projects

• Processing of $60 million dollars in TSA reimbursement invoices

• Review and negotiation of $67 million dollars in change orders netting 17% in savings to the client

Project Included:• Staged demolition of facilities within

existing Terminals ‘8’ and ‘9’• Construction of new concourses with

36 jet gates• A complete new terminal, including a

federal inspection station• New roadway system surrounding

new terminal.• New expanded retail and support

space.

Project highlights Include: • $1.3 Billion New Terminal Building.• Maintained Operations during

Construction.• Maintained Program continuity

during several major devastating events (9/11, AA plane crash just off JFK Airport)

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Group PMX Aviation Project ExperienceDelta Air Lines – Terminal C/D Redevelopment / Optimization Programs at LaGuardia Airport, Program Controls, Flushing, NY

American Airlines – Terminal 8/9 at JFK Airport *Program Management, Queens, NY

* denotes projects completed with other firms

Transparency | Leadership | Collaboration

Over the next eight years, Delta Air Lines is undertaking a Project that will involve the reconstruction of their Terminals at LaGuardia Airport. Group PMX, working directly for Delta Air Lines, provides project management and program controls services, including cost and change order management.

Project highlights Include:

• Take down in stages Existing Terminal C and D and associated Concourses• Construct a new Head-House• Construct a new Frontage Roadway (along with some interim temporary roadways)• Construct four new Concourses (G through D) that will gate 38 aircraft positions• Construct a Connector Bridge linking the Delta Terminal to the new Central Terminal

Building• Extend the existing East Garage to the West and South• Construct on the east side of the site a new two-level garage that will serve as a

“Hold” for Taxis and FHV’s (For Hire Vehicles)• Re-locate Port Authority Guard Post 2 to the south-east side of the future

Concourse A and run the PAVSR (Port Authority Vehicle Service Road along the east side of Concourse A

Group PMX Aviation Project Experience

19

Delta Air Lines – Airfield Reconfiguration Project at LaGuardia AirportProgram Controls, Flushing, NY

Transparency | Leadership | Collaboration

The PANYNJ as part of a Public-Private Partnership (P3) to replace the Central Terminal Building at LaGuardia Airport (LGA) is in the process of replacing an aging facility with a state-of-the-art terminal facility, one that reflects and celebrates LaGuardia’s importance as New York City’s airport, a key hub for domestic air travel.

As part of the LGA Redevelopment Program, PANYNJ is also studying other projects including, but not limited to, Terminal C/D Redevelopment (by PANYNJ’s airline partners), landside roadway and bridge network improvements, new parking

garages, and the possible development of an Airtrain system connecting LGA to the Willets Point station in Queens, NY.

As part of this initiative, the PANYNJ solicited expert project management services on an “as needed” basis. Jacobs and a team of sub consultants was selected. Group PMX, working as part of the this Program Management Team, provides program controls services, including scheduling and document control.

Mr. Giaramita was brought in to this $350 million design/build airport monorail project as requested by the PANYNJ, when the project was approximately 70% complete, to assist in putting this project back on track. The project was more than one year behind schedule and $150 million over budget. He assumed the role as Assistant Site Manager for the design/build Team. He managed various problem areas on this automated people mover project; directed engineering, procurement, management and field construction forces to meet project goals, managed

the automated train control hardware/ software subcontractor, and directed scheduling effort to complete this project on the completion date.

* project completed with other firms 20

Group PMX Aviation Project ExperienceLaGuardia Airport RedevelopmentProgram Management, Flushing, NY

Newark Airport Monorail *

Project Management, Newark, NJ

Transparency | Leadership | Collaboration

The current space at the includes 2.1 million square feet and 840,000 square feet of exhibition space. Although, a major renovation of the existing facilities was completed in 2014 including a new façade, a new green roof, a 26% energy use reduction and state of the art operations upgrades; the owner, ESD and the Operating Corporation, with the passing of a recent legislature, embarked on a new program to enhance the Jacob K. Javits Convention Center into one of the ten largest convention centers in the United States.

In order to execute this new initiative, the NYS EDC and the CCDC have formed a team of consultants to provide Program Management services.

Project highlights Include: • A 480,000 square feet four level on site marshalling facility, including 27 new

loading docks;• 92,000 square feet of new prime exhibit space;• 107,000 square feet of new state-of-the-art meeting room and ballroom space;• 113,000 square feet of pre-function space;• Roof terrace accommodating 1,500 people for outdoor events;• Expanded green roof area, and• Minimum LEED Silver Certification

Group PMX, working as part of the this Program Management Team, provides program controls services, including scheduling and document control.

Group PMX Public Sector Project Experience

21

NYS EDC – Jacob K. Javits Convention Center Expansion Project New York, NY

Transparency | Leadership | Collaboration

The NYC Build It Back Program provides assistance to NYC property owners whoseproperties were damaged by Hurricane Sandy.

The scope of work for this contract includes construction management, scoping anddesign services, and constructions for the rehabilitation, elevation and reconstruction ofdetached, semi-detached and fully attached, one to four family homes, and commonspaces and individual units in one to four family buildings in Borough of Queens, NY.The contract scope includes:.• Construction management services• Scoping and design services• Rehabilitation of 100 detached, semi-detached and fully attached, one to four family

houses• Elevation of 600 detached, semi-detached and fully attached, one to four family

houses• Re-construction of 20 detached, semi-detached and fully attached, one to four

family housesThe AECOM / Tishman team serves as Construction Manager for this project. As asub-consultant, Group PMX provides scheduling (master schedule and updating).

Group PMX Public Sector Project Experience

22

The NYC EDC with funding from FEMA has selected the team of STV/Group PMXto serve as the Program Manager for all the resiliency work at the following fourNYC HHC Hospitals:• Metropolitan Hospital• Coler Hospital• Bellevue Hospital• Coney Island Hospital

The scope of work for this contract includes Program Management and relatedservices including, but not limited to Project Site Documentation, including monthlyreporting and overall document control, Master Budget & Schedule monitoring andreporting, Health & Safety Oversight, Quality Assurance & Quality Control,Oversight and Sequencing Plan Oversight, IT Solution Development and supportand Commissioning. As a sub-consultant, Group PMX provides services on variousaspects of the project and acts as Deputy Program Manager

Project highlights Include: • $ 1.7 Billion Dollar

Resiliency Program• Scope includes MEP

Infrastructure, Vertical Transportation and Emergency Systems.

Project highlights Include: • $ 282 Million Dollar Recovery Program• Development of the program baseline

schedule for 720 homes• Development of the master schedule• Weekly schedule updates• Development of “what-if scenario” (4

scenarios resulting into developing over 2800 schedules)

NYC DDC – SANDY RELIEF BUILT IT BACK PROGRAMDesign/Build Team, Queens, New York, NY

NYC EDC – HHC - FEMAHospital Resilience Program Management, New York, NY

Transparency | Leadership | Collaboration

* denotes projects completed with other firms

Group PMX Corporate Experience

23

Michael Giaramita was retained byL’Oreal to provide Owner’sRepresentative services at for its newHeadquarters Building located inBerkeley Heights, NJ.

The project involved the completion ofthe 200,000 square feet core and shelland build out of 160,000 square feet (fourfloors) of open plan, high density officespace.

Completed in 2009, this new LEED GoldCertified administrative headquartersproject was completed on time and $3million under the approved budget. Theproject also involved the relocation ofapproximately 600 personnel fromseveral office locations in the tri-statearea including New York City and Clark,NJ.

Serving as an extension of staff toGoldman Sachs Department of FacilitiesManagement, Mr. Giaramita served asPrincipal in Charge providing overalladministrative and management of theProgram team on multiple projects.Services provided included designmanagement, budgeting and estimating,project/program/constructionmanagement, FF&E procurement,accounting, scheduling, cost control, andthe management of change orders andgeneral conditions.Originally retained to manage the designand construction of a 22 story, 535,000square feet, total gut interior renovation.The project which involved fivephases/moves was delivered ahead oftime and under budget. Also providedsimilar services for multiple projectsincluding a 26,000 square foot trainingfacility constructed in three months;project cost was $20 million. In addition,prepared policies/- procedures and CPMschedules for all GS projects andcollateral moves.

Project Highlights:• Over $500 million of constructed project

management.• Instituted change order management

practices firm wide.• Saved millions of dollars on change order

negotiations.

Project Highlights:• Completed on time working with the

Developer and their CM.• Negotiated with CM and FF&E vendor and

realized savings of over $3 million. • Successfully procured furniture at 79.5% off

list. * denotes projects completed with other firms

L’Oreal USA Headquarters*

Berkley Heights, New JerseyGoldman Sachs *New York, New York

Transparency | Leadership | Collaboration

* denotes projects completed with other firms

Group PMX Corporate Experience

24

Group PMX was retained by Cushman &Wakefield as extension of staff to provideproject management services for theimplementation of a 20,000 GSF tenantfitout of the top three commercial floors at2 Park Avenue.

This project will provide new office spacefor multiple tenants and is to be designedand built out within eight months. GroupPMX developed a project execution planto provide the owner with option forimplementing the project, as well ascritical path schedule.

In addition, prior to the start of the designphase, Group PMX provided pre-designservices which helped the client todevelop a program, schedule, budget andapproach to zoning and landmarksconstraints and to set up projectgovernance with all stake holdersincluding the building owner.

Project Highlights:• Project Budget: Confidential• Building Logistics constraints• Working in a Landmarked Building• Zoning and Logistics Constraints

Cushman & Wakefield2 Park Avenue, New York, New York

Weidlinger Associates Inc.*New York, NYCompleted in 2012, this project includedthe fit out construction of 70,000 S.F. intwo floors with an inter-floor stair case,new private offices, an executiveboardroom, elevator lobbies, BIMcoordination room, lunch room, serverroom, and open office stations.

Citigroup *New York, NYCompleted in 2010, this project includedthe patch and match and phasing ofmultiple floors, incorporating upgrades toHVAC systems, IT closets, pantries,conference rooms, and offices. Theproject included upgrades to aestheticfinishes including paint, carpet, installationof new ceiling tiles, and spraying of ceilingtiles.

Willis *New York, NYCompleted in 2007. Willis consolidated200,000 S.F. of their operations to OneWorld Financial Center. The projectincluded work in a portion of the third floor,the entire sixth and seventh floors with aninternal staircase, and a security station onthe main lobby. The scope of the projectincluded offices, an oval shaped executiveboard room, corporate and executivedining rooms with a full size kitchen,conference rooms, server rooms, coretoilet rooms and pantry area for each floor.

Other Projects *New York, NY• 20 Pine St.; 38-story conversion to residential

condominiums and retail • 500 W. 23rd St.; 13-story new construction

(rental and retail)• 15 Broad St.; 41-story conversion from offices

to condominiums and retail• 129 Lafayette St.; 12-story conversion from

commercial to condominiums and retail• Catalpa YMCA; 2 story church renovation to

community use space• American Foundation for Suicide Prevention,

Silverstein Properties, 120 Wall St.; Fit-Out • CB Richard Ellis, 32 Old Slip; Interior Fit-Out• CLS Bank International, 32 Old Slip; Fit-Out• Legg Mason, 55 Water St.; Interior Fit-Out • Susquehanna International Group (SIG), 140

Broadway; Interior Fit-Out • Scripps Network Interactive, 75 Ninth Ave.;

Interior Fit-Out • The Nielson Company, 770 Broadway; Fit-Out• PNC Bank, 340 Madison Ave.; Interior Fit-Out

Transparency | Leadership | Collaboration

o Medical and Graduate Education Building (new building)

o Irving Cancer Research Center (new building)

o CUMC Neurosurgery Spine Center Renovation

o Neurological Imaging Facility

o Breast Screening Facility

o Vivarium Facility, including BSL-3 level

o Hammer - New Chiller Plant

o Hammer - Teaching & Learning Facility

o CUMC Cyclotron Decommissioning

o Haven Towers Code Compliance

o Academic & Research Building (new building)

o Unifier Implementation

o Ambulatory Care Center Expansion

o Modular Trauma Center

o Update of all BMS for entire Hospital Campus

o 650 Madison Ave ENT Suite Endoscopy Suite Neurology Suite Dermatology Suite Dental Clinic Renovation Nuclear Cardiology Suite General Practice Suite

o 1790 Broadway Genl. Practice

o 3050 Corlear General Practice

o Columbia Doctors Strategic Facilities Master Plan

o 1290 Ave of the Americas -650 Madison Ave Practice Relocation

o 880 Third Ave Expansion –ENT, Derm &Ophthalmology

o One Pondfield Road –General Surgery

o 1790 Broadway, 13th Floor –Center For Women’s Reproductive Care

o 590 Fifth Ave Radiology

o Unifier Implementationo Scheduling

Implementationo Facility Practice Projectso Zuckerman Research Ctr.

Phase II: Core and Shell G and C4 Fit-out C2 Vivarium Fit-out Floors 4, 5, 6 Fit-out Floors 7, 8 cGMP Lab

o ICUo ERPR 7th Flooro Neurology Expansiono Radiation Reading

Room & Ultrasound Renovation

o Visiting Nurse Serviceso Compliance Officeo Chelsea HIV Clinico M-3 Conference Roomo Unifier Supporto Program Wide Scheduling Implementationo NYP West Bone Marrow Transplant Unit (18 beds) New OR Suite (2 OR’s) Pediatric Ophthalmology Clinic PACU Renovations Med/Surgery Patient Room Renovation Bone Marrow Transplants Decants P 1 Bone Marrow Transplants Decants P2 Neurological Institute IT Upgrade Black Building Morgue Renovation Neurological Office Space Renovation Neurosurgery Spine Center Renovation Radiology Office Relocation Repurpose Cardiology Dept. Automated & Manual Lab Renovation Emergency Department Expansion

Group PMX Project/Program Experience - Healthcare & Research

o Northwest Corner Science Building

o Institute for Data Sciences Renovations

o Pupin Hall Electrical/ Mechanical Building Upgrade

o Chandler Hall Laboratory Renovations

o Organizational Studies/PMo Beekman Towero Belfer Research Building -

BioMedical Research Facility

o Biosafety Level 3 Laboratoryo Lutheran New Impatient Building o $2 Billion EDC/HHC FEMA renovations to

Coney Island, Coler, Bellevue and Metropolitan Hospitals

o Goldwater Hospital Relocation* denotes projects completed with other firms

*

*

*

*

o MS West New Operating Room Platform

o St Lukes Energy Plant

Transparency | Leadership | Collaboration Group PMX Research Project Experience

26

Group PMX served as the Owner Representative for this new five-story, $105M -125,000 gross square-feet, state-of-the-art science and education center located inthe heart of Mineola, NY.

The building will include areas for community outreach and administrative functions,a 320 seat auditorium, and meeting & study rooms; a clinical skills and medicalsimulation center; clinical spaces for programs serving different patient populations;expansion areas for future bench research, providing wet laboratory space,laboratory support functions, and administrative areas; and a space for clinical /translational research with an open gathering area near the circulation stair which,was designed to encourage interdisciplinary communication and collaboration.

Group PMX served as a Project Director ofthe Columbia University’s Capital ProjectManagement Department for this new$154M, 107,000 gross square-feetMedical & Graduate Education Building.The building is planned to have (15) fifteenfloors above grade plus one floor belowgrade.

The new building will be the core of theMedical and Graduate education programsand a learning / social / gathering space forstudent life. The cascading glass façadewill act as a campus and neighborhoodbeacon. The program for the buildingincludes a 300-person auditorium, state-of-the-art assembly and classroom spaces,administrative functions, anatomylaboratory and a medical simulation /clinical skills center.

Group PMX provided general project &project controls oversight through allphases of the project.

New Research & Academic CenterWinthrop University Hospital, Mineola, NY

Vagelos Education CenterColumbia University Medical Center, New York, NY

Transparency | Leadership | Collaboration Group PMX Research Project Experience

27

As Project Director, Mr. FaridCardozo, provided OwnerRepresentative services for this new$145M - 340,000 gross square-feet,state-of-the-art research center.

The project included (13) thirteenfloors above grade (a lobby andseven laboratory floors, two animalcare floors and three mechanicalfloors) plus (3) three levels of belowgrade parking. The first floor houses abreast screening facility for theexamination, diagnosis and educationof nearly 17,000 low income patients /year. The animal care floors(Vivarium) included BSL2 and BSL3areas as well as quarantine,behavioral suites and animal holdingareas equipped with automaticwatering systems and a state of theart environmental control system thatallows the users to monitor andcontrol every aspect of each room’senvironment, including light patterns,humidity and temperature.

The Zuckerman Research Centeris a multi-phase project. Phase IIis an eight story buildingconstructed following thedemolition of the KetteringResearch Laboratory. Phase IIhouses a 350 seat auditorium onthe first floor, three levels of drylab space and two floorsdedicated to a cGMP lab. Twolevels of Vivarium spaceencompassing the entire buildingfootprint, are below grade, withinterstitial space above eachhousing mechanical, electricaland plumbing support. Vivariumspace includes large and smallanimal holding rooms, animaloperating rooms, a dedicatedsuite built to BSL 3 standards, aquarantine suite, aquatics roomsand supporting cage wash, feedand bed storage and distribution.The total project cost isapproximately $700 million..

Irving Cancer Research Center *

Columbia University Medical Center, New York, NYZuckerman Research Center – Phase II *

Memorial-Sloan Kettering Cancer Center, New York, NY

Transparency | Leadership | Collaboration

* denotes projects completed with other firms

Group PMX Higher Education Project Experience

28

As Director of Programs for the ColumbiaUniversity Facilities Office of CapitalProject Management on the MorningsideCampus, Mr. Mannino was the projectleader for the design and construction ofthe Northwest Corner Buildings

The Northwest Corner Building was thefirst Columbia University project thatpursued LEED Certification andimplemented Building InformationModeling (BIM) on the MorningsideCampus. (NWC) houses faculty offices,classrooms, and research facilities for thedisciplines of chemistry, biology,engineering and physics.

The building is a 200,000 GSF, 14 story,mixed use building with state of the artresearch facilities, integrated mediacenter, classrooms and public spaces.

Construction Budget of $200M andcompleted in December 2010

The $30M, 75,000 GSF Center forIntegrated Teaching and Learning(CITL) will create a new combinedcenter for the school of Theatre Arts, theschool of Film & Media Studies, andrelated arts programs.

Portions of the new Center for IntegratedTechnology Learning will occupyexisting space under an exterior plaza,previously used for storage andreceiving.

The Center will include black boxtheatres, screening rooms, performancestudios, production and editing studios,film classrooms, and faculty andadministrative space. The new facilitywill provide a new entry pavilion andgathering space, designed to connectthe public arrival experience up throughthe plaza to the heart of the campus.

In conjunction with Hill International,Group PMX was retained to provideconstruction management services forthe State University Construction Fund.

Northwest Corner Building *

Columbia University – Morningside Campus, New York, NYThe Center for Integrated Teaching & LearningSUNY Purchase College, Purchase, NY

Transparency | Leadership | Collaboration

University of ConnecticutWeb Based Project Management SystemOracle/ Unifier Implementation 10 Year Program - $2B

• to increase the UCONN team’s ability to make informed decisions and include the review and evaluation of all workflows, WBS, cost reporting, development of executive dashboards, scheduling, data integration, streamlining the processes to reduce entry of information, data integrity validation and other items.

• retained Gilbane Building Company and Sub consultant Group PMX to serve as their Implementation Manager to assess the overall Primavera Unifier Platform, recommend enhancements and manage the proposed implementation process.

• Group PMX, working in conjunction with the UCONN Implementation Team performed a comprehensive Gap Analysis between the existing systems and the proposed configuration utilizing Oracle’s Primavera Unifier system capabilities.

Group PMX Higher Education Project Experience

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Shell StructureProject IntakeProject InformationCost Manager

WBS StructureCost Sheet Column Structure

Document Manager

VendorsBuildingsMemorandum of UnderstandingPurchase OrdersChange Orders / PCOInvoices

Schedule ManagerReporting DashboardsConstruction Engineer Daily ReportUCFM Violations Pre-qualification Request

Elements of the Gap Analysis

Transparency | Leadership | Collaboration

• House Team Expertise• We Understand Program Management• We are available to begin immediately• New York based Firm• A RESPONSIVE CORPORATE CULTURE

Why Consider Group PMX

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Transparency | Leadership | Collaboration

We commit to our core values and adhere to our keys to success as follows:• We are a client, not project, driven company• Our approach to delivering services will provide

transparency to the entire process• We work collaboratively across all vendors, providing a

team that serves the clients’ and their project’s interests and not the self-interests of the individual parties involved

• We listen and learn from our clients (staff, processes, etc.) and projects and bring this knowledge for added value to our delivery on every successive assignment

• We are Trusted Advisors

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In Closing