strategic project management toolbox...

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


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


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>


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>


Section C ‐ Legal Risks & Mitigation Strategies

Drop

Down<Fill in here>

Drop

Down<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>

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)

Criteria Weight



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


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



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>


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 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐


$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐


<Project Name>

Name Project Role

<Name 1> <Role>

TO BE NAMED Project Accountant


<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


$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐


$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐


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


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


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


ESCALATION PER YEAR

1/1/1900 ‐ 8/1/2013 ‐ ‐

A7b

136312

= 0.0000


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.)


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.


= 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



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>


<Subconsultant A> <Subconsultant C>

<Name 6> <Role>

<Name 7> <Role>

<Name 8> <Role>

<Name 3> <Role>

<Name 4> <Role>

<Name 5> <Role>


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



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>




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 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐


$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐


$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐


<Name B‐1> <Role>

<Name B‐2> <Role>

<Name B‐3> <Role>

<Name A‐2> <Role>

<Name A‐3> <Role>

<Subconsultant B>


<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


<Project Name>

Task Hours

$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐


$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

$0.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $0.00

Subtotal Hours ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐


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>


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)


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



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.


‐‐ ‐1/1/1900

Overhead Basis


‐ 8/1/2013 ‐ ‐

= 113.5833

A7c

Federal Budget Template.xlsx

PROJECT STAFF RATE SHEET

Project:


(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>


$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



<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)

 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

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: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐


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: 

Task 1 Task 2

** Including direct costs, indirect costs, and fixed fee (up to 7%).


Hours: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Labor $: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Expense $: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐


Sheet 22


Salaries and Wages

Name Role in Study

Loaded

Hourly


‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$

Subtotal ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$

Capital Equipment

Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$


Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$


Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Travel

Trip 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Trip 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Trip 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$



Task 9 Task 10 TotalTask 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7 Task 8





Hours: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Labor $: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Expense $: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐


Sheet 23


Salaries and Wages

Name Role in Study

Loaded

Hourly


‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$

Subtotal ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$

Capital Equipment

Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$


Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$


Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Travel

Trip 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Trip 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Trip 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$



Task 10 Total



Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7 Task 8 Task 9



Hours: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Labor $: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Expense $: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐


Sheet 24


Salaries and Wages

Name Role in Study

Loaded

Hourly


‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐ ‐$

Subtotal ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$ ‐ ‐$

Capital Equipment

Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$


Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$


Item 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Item 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Travel

Trip 1 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Trip 2 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Trip 3 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Subtotal ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$



Task 9 Task 10 Total



Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7 Task 8



Hours: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Labor $: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Expense $: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Variance: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐


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


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


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


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


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


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


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


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


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


<Text Here ‐ examples: Word track changes/Excel model change log, etc.>

B4



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


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


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



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



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



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



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



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



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



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:


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