Goal No. 1
Implement and complete the scope of work approved by the West Contra Costa County Unified School District Board of Education within scope, schedule and budget in relationship to the established and approved baseline at the end of the Schematic Design Phase. The baseline schedule is the key benchmark by where the remaining project is measure against. All workmanship and processes will be of a high quality level that is continually improving. All work shall be completed within the context of "good human relations."

Make all key stakeholders and Team Members aware of the scope, schedule and budget compliance criteria. If any parameter on the triangle is impacted, all other parameters are impacted.

Objectives

Key Stakeholders and Project Team Communication: Continually clarify, report on and communicate the scope, schedule, budget and quality compliance criteria. If any parameter on the triangle is impacted, all other parameters are impacted. All data regarding schedule, budget, scope and quality will be monitored centrally by the Bond Program Control Manager. The Bond Management Team will also engage in occasional field visits to monitor scope, budget, schedule and quality compliance.

Scope Compliance: Maintain the scope as established at the schematic baseline. Improper interpretation of the scope can dramatically impact the schedule and budget. There will be pressure on various Project Teams to change the scope of work to include items that may seem desirable. The bottom line is that each Project Team does not have the authority to change scope without the Bond Program Manager's and District Administration's approval.

Budget Compliance: The Project Team's goal will be to stay on or below budget for each project. Each Project Team will endeavor to maintain the "Project Budget" with a range of (+) 5% of the project budget, excluding contingency. Just as importantly, status will be reported on a monthly basis. All proposed revisions from the baseline schedule will require justification. No revisions are approved without the Bond Program Manager's and District Management's approval.

Schedule Compliance: The objective is to always be on schedule (in relationship to the established baseline after the schematic design phase). Even though the ultimate goal is to always be on schedule, variables out of the Team's control may delay the schedule. Items such as weather, plan check delays, and unforeseen field conditions will cause the Team to revise the schedule. Part of proper scheduling lies with how schedule expectations are managed and reported. All schedules should be realistic and with proper verification from all key stakeholders. All Project Teams will be monitored for schedule compliance, particularly after the schedule baseline has been established after the Schematic Design Phase is complete. Other benchmark points for each project schedule will be identified at the end of the Design Development Phase, the Construction Document Phase, the Agency Approval Phase, and at specific points during the Construction Phase. Each of these benchmarks will require specific schedule checks and reporting to assure compliance. All revisions from the baseline schedule will require justification. No revisions are approved without the Bond Program Manager's and District Management's approval.

Quality Compliance: Assure that the established level of facilities and process quality (established and approved by District Management at the end of the Schematic Design Phase) is maintained throughout the implementation of the Program across all campuses. The key measurement of quality is adherence to key quality criteria established by the Master Architect. The Bond Program Management Team will also establish key process criteria and procedures that will be monitored at all of the benchmark phases identified above. It is imperative that the same criteria for quality be applied the same way on each campus to avoid potential equity disputes. As a strategy to assist in the area of quality management, all "Centers of Excellence" and "Lessons Learned" data will be collected into a central database to allow teams to share experiences and learn from each other.

Good Human Relations Compliance: Treat all key stakeholders and Team Members with respect and always seek "win-win" solutions in disputes. Those Project Teams that have mastered "Good Human Relations" skills encounter fewer disputes and are usually more productive than other teams. Conflicts between individuals (and in some cases, companies) can result in poor use of resources and time. Therefore, information sharing, cooperation, and proper negotiation behaviors will be given high importance in individual and company performance evaluations. The client (School District Management and Key Stakeholders) and Bond Program Management Team will coordinate efforts in this evaluation effort.

Goal No. 2
Identify and implement an Electronic Program/Project Collaboration Tool that is flexible and "user friendly."

Objectives

The system utilized must be very easy to access and utilize. All key stakeholders must have access to data when it is desired. The system will be a requirement of participation in the Program (no exceptions).

The system must be a platform with open architecture for a variety of software and applications. This flexibility will enable the further integration and seamless approach to project implementation desired by the District and the Program Management Team. It promotes the concept of one Facilities Management Team working to serve its clients.

Utilize the system to promote continuous learning and communication. The system will be utilized to track and report on all aspects of the Program and various District functions. The data will be posted to promote sharing of project data "Centers of Excellence Ideas" and "Lessons Learned Data."

Set the system up to track Asset Management. All key facilities data should be accumulated and tracked by the system as the central District Asset Management database. This data collection will assist the District and the Program Management Team in decision-making and analysis with real time and up-to-date information. It also promotes consistent and more accurate use of facilities data in reports.