Common use of Project Management Clause in Contracts

Project Management. The Contractor shall update the Program Management Plan (PMP) developed and approved under Task Area A, to provide the means to oversee the evaluations associated with each task and manage the interrelationships among the evaluations. The Contractor shall attend a project kick-off meeting in the Washington, DC area within 10 business days of award, and present the proposed approach at the kick-off meeting. Based on discussions at the kick-off meeting, the Contractor shall develop a PMP that guides the execution of tasks identified in this PWS, per the current Project Management Body of Knowledge (PMBOK) guidance1. The PMP shall explain the roles and responsibilities of all key individuals within the program/project team. At a minimum, the PMP shall contain the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, and Risk Management Plan. The Contractor shall submit the Draft PMP within 10 business days of the kick-off meeting for review by the Task Order Contracting Officer’s Representative (TOCOR). The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the TOCOR’s comments. The Contractor shall also prepare a detailed project schedule, in Microsoft Project, that lists all planned tasks and milestones for the project. All activities shall have their predecessors and successors clearly identified, to enable the calculation of a critical path for the project. The detailed project schedule shall reflect a work breakdown structure (WBS) consisting of at least three levels. The first Draft Project Schedule shall be submitted along with the Draft PMP. The Contractor shall update the Project Schedule based on feedback received from the TOCOR. The Project Schedule shall be updated monthly. The Contractor shall also attend team meetings or teleconferences as requested by the TOCOR. The Contractor shall be prepared to report on progress, schedule, scope issues, budget, and results of tasks at team meetings. The Contractor shall prepare team meeting summaries, which will, at a minimum, track the status of action items.

Project Management. The purpose of this task is for the Contractor shall update the Program Management Plan (PMP) developed and approved under Task Area A, to provide the means to oversee the evaluations associated with each task and manage the interrelationships among the evaluationsproject management of all tasks described in this PWS. The Contractor shall attend a project kick-off meeting in the Washington, DC area or conduct a teleconference/webinar within 10 business days of award, and present the proposed approach at the kick-kick- off meeting. Based on discussions at The Contractor’s Task Order Lead (TOL) shall attend the kick-off meetingmeeting to discuss project goals, the objectives, critical milestones, and timeline. The Contractor shall develop be responsible for making the arrangements and all costs associated with the webinar, and for preparing/distributing electronic copies of material to the Task Order Contracting Officer’s Representative (COR) to support the meeting discussions. The Contractor shall provide a PMP that guides Program Management Plan (PMP) to guide the execution of tasks identified in this PWS, per PWS in accordance with the current Project Management Body of Knowledge (PMBOK) PMBOK guidance1. The PMP shall explain the roles and responsibilities of all key individuals within the program/project team. At a minimum, the PMP shall contain the following: Scope Management Plan, Cost Cost/Price Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, Plan and Risk Management Plan. The Contractor shall submit the Draft PMP within 10 business days of the kick-off meeting for review by to the Task Order Contracting Officer’s Representative (TOCOR)COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the TOCORCOR’s comments. The PMP shall be consistent with the task order and all exhibits. The PMP shall not be construed to override or change the requirement or exhibits of this task order. The controlling document for the requirement shall be the task order, its exhibits, and any modifications issued. The Contractor shall also prepare a detailed project schedule, in Microsoft Project, that lists all planned tasks and milestones for the project. All activities shall have their predecessors and successors clearly identified, to enable the calculation of a critical path for the project. The detailed project schedule shall reflect a work breakdown structure (WBS) consisting of at least three levels. The first Draft Project Schedule shall be submitted along with the Draft PMP. The Contractor shall update the Project Schedule based on feedback received from the TOCORCOR. The Project Schedule shall be updated monthlymonthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the TOCORCOR. The Contractor shall be prepared to report on progress, schedule, scope issues, budget, and results of tasks at team meetings. The Contractor shall prepare team meeting summaries, which will, at a minimum, track the status of action items. 1 Project Management Institute (PMI). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fifth Edition, 2013. The Contractor shall provide monthly status reports to the COR prepared in accordance with the overriding requirements of the ID/IQ Contract. These reports shall cover the work progress of all tasks described in this scope of work. In addition, the reports shall include the following items: • A one (1) page summary of the overall progress ▪ Total budget and remaining budget ▪ Major accomplishments ▪ Near-term milestones ▪ Variances from the current work plan, including planned corrective actions • A one (1) page summary of the Contractor’s view of the cost, schedule and technical performance status of the overall task. The Contractor shall use R, Y, G indicators shown below to indicate the status.

Project Management. Project management shall be an ongoing task throughout the duration of the Project. The Contractor Provider shall update provide a Project Management Institute (PMI) certified Project Management Professional® Project Manager who will have overall responsibility for the Program successful delivery of the Providers services and solution. The Provider shall manage all Provider and subcontractor tasks and activities and the integration and coordination of Provider, subcontractor and Department resources, tasks and activities in accordance with the approved Project Management Plan (PMP) ), which will be developed and approved under Task Area A, to provide by the means to oversee the evaluations associated with each task and manage the interrelationships among the evaluationsDepartment’s Project Management Office. The Contractor Provider shall attend a actively manage Provider and subcontractor performance and be responsible for meeting contract requirements. The Provider’s project kick-off meeting management approach shall be in the Washington, DC area within 10 business days of award, and present the proposed approach at the kick-off meeting. Based on discussions at the kick-off meeting, the Contractor shall develop a PMP that guides the execution of tasks identified in this PWS, per the current compliance with PMI’s Project Management Body of Knowledge (PMBOK) guidance1standards for project management. The Provider will plan for and manage the risks associated with their coordination with, and dependency on, NSRC tasks and activities to allow sufficient lead time to work with this shared resource center. The Provider’s Project Manager shall maintain regular communications with the Department’s project management staff and the IV&V Provider’s Project Manager. The Department will develop and maintain the PMP. The Provider will provide input and updates to the PMP and will be responsible for adhering to the processes and guidelines established by the PMP. The PMP shall explain embody the project management responsibilities in Sections 8.1.1 and 8.1.2 of this SOW and will clearly define and govern the project management processes and Provider and Department project management roles and responsibilities relative to the following PMBOK project management knowledge areas: Integration Management Scope Management Time Management Cost Management Quality Management Communications Management Human Resource Management Risk Management Procurement Management The PMP will be at a sufficient level of detail to provide clarity into the upcoming tasks and activities, allow the Department to accurately understand the status of the Project, and be responsive to the requests of the Florida Legislature for a complete view of the Project. The PMP will include fully-loaded resource schedules and the entire life cycle of the Project. The Department will establish a SharePoint document repository for Project documentation and deliverables. The Provider shall use this repository to access, store, post, and reference Project documents and deliverables for the duration of the contract. The following sections define the responsibilities of the Provider and the Department. General Provider Project Management Responsibilities Provide input and updates to the PMP. Manage and direct Provider and subcontractor staff to execute the PMP and develop Project deliverables. Create and maintain a fully resource-loaded and leveled Microsoft (MS) Project schedule for all DDI activities as input to the Integrated Master Schedule. This project schedule must show all Provider, subcontractor, Department, NSRC and any other identified dependent resources, tasks and activities required for the delivery of the new system components, including but not limited to the type of Department and Partner resources required requirements elaboration, testing and deliverable reviews. Manage the Project in accordance with the Integrated Master Schedule. Revise the Project schedule and all other applicable project management materials as authorized through the change control process. Prepare and submit weekly Project status reports. Participate in weekly Project status meetings. Participate in Executive Steering Committee meetings. Prepare and distribute the minutes of all key individuals meetings led by the Provider within two business bays. Facilitate Project-related meetings as agreed necessary to fulfill contract responsibilities. Identify risks, issues, and opportunities and participate in risk and issue meetings. Identify any scope issues and participate in scope management meetings. Require adherence to the programproject management standards and guidelines as established in cooperation with the Department. Require deliverables that conform to Department standards provided in Section 11 of this SOW. Establish communication procedures with input of all Project participants and stakeholders. Prepare formal reports and presentations. Participate and cooperate in Project audits, reviews, and IV&V activities. Provide Project documents and formal deliverables to the Department’s project management team for review according to the approved PMP. Access and post documents and deliverables to the Project SharePoint site. Provide a detailed schedule of all requirements validation and JAD sessions that will require DCF participation. The schedule must consist of information sufficient for the Department to determine what resources need to attend. General Department Project Management Responsibilities Develop and maintain the PMP. Provide PMO preferred templates and tools. Work with the Provider to develop or approve project management administrative templates. Coordinate external reporting processes. Define reporting structures between various participants in the Project (Project governance). Monitor the availability and participation of Department and Partner staff. Facilitate the timely resolution of issues. Provide timely review and approval of Project deliverables. Review and, if appropriate, approve the resolution of escalated risks, issues, and opportunities. Review and, if appropriate, approve schedule updates and other changes to the PMP. Manage the integrated change control process. Review and approve Project status reports. Negotiate changes of scope when and if new regulations or requirements require revised or additional functionality. Coordinate with stakeholders to prepare for the implementation of the new system. Coordinate with the IV&V Provider to evaluate and incorporate report recommendations into the Project plans. Support the Provider by providing information needed to satisfy internal Department inquiries or reviews in a timely manner. Provide a SharePoint repository for Project documents and deliverables. Phase Gate Reviews The Provider’s Project schedule shall reflect the SDLC Phase Gates for each Project phase that provide formal go/project teamno go check points between the Department and the Provider. These formal checkpoints will use the acceptance criteria included in each Deliverable Expectations Document (DED) that has been approved by the Department. At a minimumthe Department’s discretion, the PMP shall contain Phase Gate review process may include a mutual discussion concerning any open medium or high impact issues documented as part of the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, and Risk Management PlanPlan as the basis for this review. The Contractor shall submit the Draft PMP within 10 business days purpose of the kick-off phase gate review meeting will be for review by the Task Order Contracting Officer’s Representative (TOCOR). The Contractor shall revise the PMP based on feedback received a comprehensive Project health status check and submit a Final PMP within 10 business days of receiving the TOCOR’s comments. The Contractor shall also prepare a detailed project schedule, in Microsoft Project, that lists all planned tasks and milestones for the project. All activities shall have their predecessors and successors clearly identified, to enable the calculation Department to determine whether to authorize any pending payments associated with the Phase Gate for work performed in the prior phase and for discussion and confirmation regarding whether the Provider should proceed with further Project work. Deliverable approval shall occur pursuant to the agreed-upon provisions of a critical path the DED and the terms of this SOW and any deviation in work performed pursuant to these standards may occur at the risk of the Provider. If the Provider continues Project work without written authorization of the Department it will be done at the risk of the Provider. The Department shall not unreasonably withhold approval for additional Project work for additional Phases. The Department agrees and acknowledges that prompt review and approval of any Phase Gate is necessary for the projectProject to remain on the agreed-upon Project Schedule. The detailed project schedule shall reflect a work breakdown structure (WBS) consisting Phase Gate will be approved based upon confirmation that each deliverable has been approved and accepted by the Department pursuant to the acceptance criteria for each deliverable. To the degree that any Deliverable was not approved subject to the acceptance criteria prior to the Phase Gate, resolution of at least three levels. The first Draft Project Schedule shall any outstanding issues will be submitted along with managed through the Draft Issue Management Plan and the Integrated Change Control Plan as defined in the PMP. The Contractor shall update following sections define the Project Schedule responsibilities of the Provider and the Department associated with Phase Gate activities. Provider Phase Gate Review Responsibilities Support phase gate activities. Participate in “Lessons Learned” reviews at the end of each phase, based upon the mutually agreed upon project schedule. Department Phase Gate Review Responsibilities Support phase gate activities. Review and comment on feedback received from deliverables submitted for phase gate reviews. Confirm existence and completion of phase gate tasks and acceptance of Phase Gate deliverables. Authorize/deny the TOCORProvider to pass the gate and proceed with the next phase of work. The Project Schedule shall be updated monthly. The Contractor shall also attend team meetings or teleconferences as requested by Participate in Lessons Learned reviews at the TOCOR. The Contractor shall be prepared to report on progressend of each phase, based upon the mutually agreed upon project schedule, scope issues, budget, and results of tasks at team meetings. The Contractor shall prepare team meeting summaries, which will, at a minimum, track the status of action items.

Project Management. The Contractor VENDOR shall update the Program Management Plan (PMP) developed and approved under Task Area A, be responsible for all activities necessary to provide the means to oversee the evaluations associated with each task and effectively manage the interrelationships among the evaluationsBroward County RTMC. The Contractor shall attend services to be provided by the VENDOR can be divided into major task groups as follows: 5.9.1 The VENDOR will provide a Project Manager which graduated from an accredited four-year college or university with a degree in an Engineering discipline or a Masters of Business Administration. The Project Manager will have a minimum of five (5) years related project kick-off meeting management experience or ten (10) years experience in a RTMC or similar operations facility. 5.9.2 The VENDOR’S Project Manager or agreed upon designee will meet on a weekly basis with the WashingtonDEPARTMENT’S Project Manager to review and discuss tasks completed during the previous period, DC area within 10 business days of award, and present the proposed approach at the kick-off meeting. Based on discussions at the kick-off meeting, the Contractor shall develop a PMP that guides the execution of tasks identified in this PWS, per task assignments for the current Project Management Body of Knowledge (PMBOK) guidance1period and one-month “look ahead” schedule. The PMP VENDOR shall explain the roles and responsibilities of all key individuals provide summary minutes within the program/project team. At a minimum, the PMP shall contain the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, and Risk Management Plan. The Contractor shall submit the Draft PMP within 10 business three (3) working days of the kick-off after each meeting for review and approval by the Task Order Contracting Officer’s Representative DEPARTMENT. 5.9.3 The VENDOR’S Project Manager shall be responsible for notifying the DEPARTMENT and/or the DEPARTMENT’S Project Manager (TOCOR)or his / her designee) of any and all emergencies and problems regarding operations or maintenance. 5.9.4 The VENDOR’S Project Manager shall be available to meet with the DEPARTMENT’S Project Manager (or his/her designee) at a mutually convenient time for both parties during regular business hours to discuss work requirements prior to the VENDOR assuming the responsibilities of this CONTRACT / AGREEMENT. The Contractor This time spent shall revise not be billable to the PMP based on feedback received and submit DEPARTMENT. 5.9.5 If during the term of this CONTRACT / AGREEMENT, a Final PMP within 10 new Project Manager is to be employed by the VENDOR to meet the provisions of the VENDOR’S Project Manager, the individual shall be available to meet with the DEPARTMENT’S Project Manager (or his/her designee) at a mutually convenient time for both parties during regular business days hours to discuss work requirements prior to the VENDOR’S new Project Manager assuming the responsibilities of receiving this CONTRACT / AGREEMENT. This time spent shall not be billable to the TOCOR’s comments. The Contractor shall also prepare a detailed project schedule, in Microsoft Project, that lists DEPARTMENT. 5.9.6 Project management consists of all planned tasks and milestones work necessary to provide for the projectgeneral management, public outreach, oversight, quality control and administration of all contract activities and support personnel. All In general, the project management activities shall have their predecessors and successors clearly identified, to enable the calculation of a critical path for the project. The detailed project schedule shall reflect a work breakdown structure (WBS) consisting of at least three levels. The first Draft Project Schedule shall be submitted along with the Draft PMP. The Contractor shall update the Project Schedule based on feedback received from the TOCOR. The Project Schedule shall be updated monthly. The Contractor shall also attend team meetings or teleconferences as requested by the TOCOR. The Contractor shall be prepared to report on progress, schedule, scope issues, budget, and results of tasks at team meetings. The Contractor shall prepare team meeting summaries, which will, at a minimum, track the status of action items.include:

Project Management. The Contractor Engineer shall update provide continued project management and oversight of identified studies and coordinate all technical issues with the Program State’s Contract Manager (CM). The Engineer’s responsibility shall also include the development of a Project Management Plan (PMP) developed that will delineate project management, administration, and coordination for identified studies. The Engineer shall also prepare and maintain a master project schedule. The schedule will be reviewed and approved under Task Area Aby the State. This schedule will indicate Tasks and Sub-tasks with critical dates, to provide the means to oversee the evaluations associated with each task milestones, deliverables, and manage the interrelationships among the evaluationsState reviews. The Contractor project management plan will also further define the details of work to be accomplished in each work authorization, and will be negotiated with the State. The Engineer shall attend submit a written progress report to the State monthly indicating the actual work accomplished during the month, scheduled work to be accomplished for that month, and the estimated work to be accomplished for the coming month. The Engineer shall meet with the designated State project kick-off manager on a monthly basis for progress tracking purposes unless prior agreement is made with State not to hold a meeting in any given month. The Engineer shall submit minutes of the Washington, DC area meeting summarizing the events of the meeting within 10 business seven calendar days of award, and present the proposed approach at the kick-off after each meeting. Based on discussions at The Engineer shall invoice in accordance with the kick-off meeting, rate schedule and function codes authorized in the Contractor shall develop a PMP that guides work authorizations and any associated supplemental to the execution of tasks identified in this PWS, per the current Project Management Body of Knowledge (PMBOK) guidance1work authorizations. The PMP Engineer shall explain the roles and responsibilities of all key individuals within the program/project team. At a minimum, the PMP shall contain the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, and Risk Management Plan. The Contractor shall submit the Draft PMP within 10 business days of the kick-off meeting for review by the Task Order Contracting Officer’s Representative also provide coordination activities with any technical advisory committee (TOCORTAC). The Contractor Engineer shall revise develop and distribute a Quality Assurance/Quality Control (QA/QC) Plan to document a quality control program and specific procedures to be used within its organization and by the PMP based on feedback received sub-consultants and submit sub-providers. This document will be a Final PMP within 10 business days "living" document that will describe the scope of receiving services, identify the TOCOR’s comments. The Contractor shall also prepare a detailed project scheduletask and sub-task responsibilities of team members, in Microsoft Projectand define the formats for all memos, that lists all planned tasks reports, graphics, mapping, and milestones for the project. All activities shall have their predecessors and successors clearly identified, to enable the calculation of a critical path other operational procedures for the project. The detailed project schedule Engineer shall reflect review all work to assure that the work is in accordance with State requirements and that the work is completed in a timely and efficient manner. To this end, the Engineer shall provide to the State, upon request, a copy of the quality control "review copy" of the major work breakdown structure (WBS) consisting of at least three levels. The first Draft Project Schedule shall be submitted along with product submittals showing the Draft PMP. The Contractor shall update the Project Schedule based on feedback received from the TOCOR. The Project Schedule shall be updated monthly. The Contractor shall also attend team meetings or teleconferences as requested by the TOCOR. The Contractor shall be prepared to report on progresscomments, schedule, scope issues, budgetcorrections, and results of tasks at team meetingschanges made prior to delivering it to the State for review. The Contractor shall prepare team meeting summaries, which will, at a minimum, track the status of action items.DocuSign Envelope ID: E21413E8-D200-42C9-96F5-820DB10B14A5 Contract No. 50-6IDP5005 PS Contract No. 4978 Supplemental Agreement No. 1

Project Management. The Contractor shall update the Program Management Plan (PMP) developed will provide a full annual project plan with major milestones defined for tracking against scope and approved under Task Area Aschedule no later than July 30, 2013. This project plan is subject to provide the means to oversee the evaluations associated with each task and manage the interrelationships among the evaluations. The Contractor shall attend a project kick-off meeting in the Washington, DC area within 10 business days of award, and present the proposed approach at the kick-off meeting. Based on discussions at the kick-off meeting, the Contractor shall develop a PMP that guides the execution of tasks identified in this PWS, per the current Project Management Body of Knowledge (PMBOK) guidance1. The PMP shall explain the roles and responsibilities of all key individuals within the program/project team. At a minimum, the PMP shall contain the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, and Risk Management Plan. The Contractor shall submit the Draft PMP within 10 business days of the kick-off meeting for review approval by the Task Order Contracting Officer’s Representative (TOCOR). The Contractor shall revise the PMP based on feedback received State and submit a Final PMP within 10 business days of receiving the TOCOR’s comments. The Contractor shall also prepare a detailed project schedule, in Microsoft Project, that lists all planned tasks and milestones for the project. All activities shall have their predecessors and successors clearly identified, will require input from State resources assigned to enable the calculation of a critical path for the project. The detailed project schedule shall reflect a Contractor will provide biweekly status reports substantiating the status and progress of the work breakdown structure (WBS) consisting until final completion of at least three levelsdeliverables. The first Draft Project Schedule shall A telephone call from the Contractor to the State will follow to review the progress report, which will then be submitted along followed up with the Draft PMPwritten resolution of any issues identified. The Contractor will inform the State Project Manager in writing of any substantive issues when encountered within three (3) business days. The progress report will be written in Microsoft Word, and a link to the file, along with any additional attachments, such as a ▇▇▇▇▇ chart, shall update be emailed to the Project Schedule based on feedback received State PM and shall contain the following information: • E-mail subject line: SOW Requesting Agency name, IT service category name; reporting period, and “Progress Report”; • Work accomplished during the frequency period; • Deliverable progress as a percentage of completion; • Problem areas, including scope creep or deviation from the TOCORwork plan; • Planned activities for the next reporting period; • ▇▇▇▇▇ chart updated from the original to show actual progress; as applicable, explanations for variances and plan for completion on schedule; • An accounting report for the current reporting period and a cumulative summary of the totals for both the current and previous reporting periods. The Project Schedule shall be updated monthlyaccounting report will include amounts invoiced to date and paid to date and a forecast of remaining budget and expenditures. The Contractor shall also attend team meetings or teleconferences as requested by Contractor’s point of contact for issue escalation from the TOCORState will be the Vice President of Applied Information Management. The State will assign a State Project Manager to oversee the coordination of tasks and advise the Contractor shall of acceptance of deliverables. The Blueprint Data Management/Analyst will serve in this capacity. State resources will be prepared to report on progress, schedule, scope issues, budgetsought out and staffed as required, and results of tasks at team meetingsmay impact the current schedule if not readily available. The success of this project is contingent upon both the State and the Contractor shall prepare team meeting summariesreasonably performing their respective responsibilities and completing their deliverables as assigned. The State Project Manager for this contract will: • Ensure requirements are collected and documented; • Ensure contractor deliverables are signed off by business; • Track defects and turnaround times so that any necessary escalation may occur, which willand penalties are substantiated and invoked; • Validate and approve contractor invoices submitted; • Track issues and risks and escalate as needed; • Track changes (Change Control) and State Communications required (Change Management); • Host periodic stakeholder meetings, at a minimumand publish stakeholder status reports. The Contractor, track in collaboration with the status of action itemsState Project Manager and State staff, will review for final acceptance each deliverable after date completed.

Project Management. Please describe how the project will be managed to ensure that objectives and deliverables will be achieved on time and on budget. Please describe how different organisations/staff will interact to deliver the desired outcomes. We have an accredited ISO 9001 Quality Management System. We have developed an intranet tool to support our QMS. ▇▇▇▇▇▇▇ ▇▇▇▇▇▇ of ▇▇▇▇▇▇▇▇▇▇▇ ▇▇▇▇▇▇ Ltd would act as the prime contractor and project manager. He would liaise with the FSA and the Royal Agricultural University. A schedule of meetings will be agreed with the FSA at which key projects decisions would be taken. Task specifications will define the work to be completed by the Royal Agricultural University, who would act as subcontractors to ▇▇▇▇▇▇▇▇▇▇▇ ▇▇▇▇▇▇ Ltd. The Contractor shall update project manager will help specify the Program Management Plan (PMP) developed method, brief the project team, attend meetings, review final outputs and approved under Task Area A, to provide direct the means to oversee the evaluations associated with each task and manage the interrelationships among the evaluationscritical review. The Contractor shall attend project manager will:  Handle all day to day liaison with the FSA Manager and supervise the project on a day to day basis;  Develop a project kick-off meeting quality plan, specifying aims, required deliverables, staffing, key milestones and checks;  Identify all critical information, documents, tasks and deliverables that require formal review and version control;  Carry out interim quality reviews once month, covering progress against schedule and adequacy of work, and carry out internal reviews of reports and any other critical outputs;  Review client comment and feedback on interim deliverables with validation of final deliverables. Key measures include:  Managing the project according to a project plan, list of key deliverables and milestones;  Identifying controlled items for formal quality control;  Providing copies of interview proformas, workshop topic guides and interim reports/guidance for review and approval by the FSA. We would liaise with the FSA throughout the work to ensure we have a clear understanding of project issues, requirement outcomes and constraints, while carrying out internal QA processes and project planning. We understand that the FSA will wish to:  Be assured that the review of current practice is representative and accurate;  Be assured that the research is robust and that the team has the resources and effective supervision to deliver the work to schedule;  Be alerted to any emerging results that may be contentious;  Have the opportunity to review and comment on the draft report and guidance prior to its finalisation;  Have sight of results before they are published. We have outlined below how we would work with the FSA to ensure they have confidence in the Washingtonanalysis process, DC area within 10 business days are kept informed of awardprogress and issues, have foresight of results and present have the proposed approach opportunity to direct the project at the kick-off meetingkey points. Based on discussions at the kick-off meetingIn addition to implementing a series of formal management arrangements, the Contractor shall we would aim to develop a PMP close working relationship with the FSA. We recognise that guides this work is intended to inform FSA policy and resourcing. Our approach will include:  Actively listening to FSA, eliciting and elaborating their views, checking that we have correctly understood these views and using this to guide our work. This will be achieved in part by adopting a proactive and positive approach when communicating with FSA, adopting an attitude of problem sharing with FSA and formal actions such as meeting minutes and tabulating agreed actions and decisions.  Providing foresight of results – so that FSA can review our analysis and reporting in good time and that the execution report offers ‘no surprises’. We would also wish to ensure that FSA has full opportunity to check our work and influence the direction of tasks identified our work at critical points in this PWS, per the current programme. This will be achieved by scheduling review points at key decision points in the work and seeking definitive feedback from the FSA on how to proceed to the next stage of work. We will present FSA with drafts of analysis and the report for review. We would suggest full meetings at: 1. Project Management Body start up; 2. On completion of Knowledge (PMBOK) guidance1each stage of work; and 3. The PMP shall explain the roles and responsibilities of all key individuals within the program/project team. At a minimum, the PMP shall contain the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, and Risk Management Plan. The Contractor shall submit the Draft PMP within 10 business days On completion of the kick-off meeting for review by draft report. We will provide monthly emailed updates from the Task Order Contracting Officer’s Representative (TOCOR)Project Manager to the FSA manager. The Contractor shall revise the PMP based on feedback received These would cover:  Progress per task;  Any problems encountered;  Issues needing discussion; and submit  Progress against budget and schedule. As a Final PMP within 10 business days matter of receiving the TOCOR’s comments. The Contractor shall also prepare a detailed project schedule, in Microsoft Project, that lists all planned tasks and milestones for the project. All activities shall have their predecessors and successors clearly identified, to enable the calculation of a critical path for the project. The detailed project schedule shall reflect a work breakdown structure (WBS) consisting of at least three levels. The first Draft Project Schedule shall be submitted along course we would liaise with the Draft PMP. The Contractor shall update the Project Schedule based client project manager via telephone on feedback received from the TOCOR. The Project Schedule shall be updated monthly. The Contractor shall also attend team meetings or teleconferences an ‘as requested by the TOCOR. The Contractor shall be prepared to report on progress, schedule, scope issues, budget, and results of tasks at team meetings. The Contractor shall prepare team meeting summaries, which will, at a minimum, track the status of action itemsneeds’ basis.

Project Management. The Contractor This Agreement will be managed at 2 levels: * A project manager appointed by each Party * A joint steering committee 3.2.1 Each Party shall update designate a project manager (whose name shall be provided to the Program Management Plan other in writing) who shall be responsible for the tasks allocated to such Party and who will be the contact person for such Party (PMP) developed and approved under Task Area A, to provide hereinafter the means to oversee the evaluations associated with each task and manage the interrelationships among the evaluations"Manager(s)"). The Contractor shall attend two Managers are therefore expected to have frequent interactions and to work together on the following: * Prepare, initiate and monitor the activities which have been decided upon, * Update the work plan and progress monitor, * Define rules to manage jointly developed documentation, * Prepare and submit to the Steering Committee information needed for its decisions * Attempt to resolve problems The Managers report jointly to the steering committee. They meet on a project kickregular basis and submit a quarterly progress report to the steering committee, describing tasks that have been completed, that are in progress or are scheduled to start. This progress report includes an up-off meeting to-date planning of all contract tasks, progress and cost benchmarks, a list of documents to be produced and corresponding timetable. The progress report outlines difficulties of any nature that may have arisen and includes proposals submitted to the decision of the committee. 3.2.2 The Steering Committee consists of an equal number of representatives of each Party (whose names are provided to the other Party in writing) as follows: * One permanent representative appointed by each Party * The two Managers as described in paragraph 3.2.1 above * An expert staff member selected by each Party on a temporary or permanent basis. The Steering Committee is presided by the Washington, DC area within 10 business days of award, and present the proposed approach at the kick-off meetingHelion representative. Based on discussions at the kick-off meeting, the Contractor shall develop a PMP that guides All decisions are made jointly. The Steering Committee's role is to supervise the execution of tasks identified in this PWSAgreement and: * Decide the action and development plan consistent with Project goals and approved budgets, per * To determine and commit the current resources needed to execute the plan, the President having authority to request that the Parties make such resources available when needed * To oversee project planning and progress, * To monitor expenses and decide, if necessary, a budget increase, * To attempt to resolve all problems regarding technical or financial issues, timing, intellectual property and others * To decide to re-orient the Project Management Body if necessary, * To reach an amicable settlement of Knowledge (PMBOK) guidance1conflicts that could not have been resolved by the Managers. The PMP shall explain Steering Committee meets on a quarterly basis or at any time at the roles request of a Manager. It reviews the progress reports, guides the Managers, sets priorities and responsibilities of all key individuals within deadlines. It approves the program/project teamoverall planning. At a minimumMinutes are kept for each meeting, the PMP shall contain the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, and Risk Management Plan. The Contractor shall submit the Draft PMP within 10 business days of the kick-off meeting for review which are signed by the Task Order Contracting Officer’s Representative (TOCOR). The Contractor shall revise the PMP based on feedback received members and submit a Final PMP within 10 business days of receiving the TOCOR’s comments. The Contractor shall also prepare a detailed project schedule, in Microsoft Project, that lists all planned tasks and milestones for the project. All activities shall have their predecessors and successors clearly identified, submitted to enable the calculation of a critical path for the project. The detailed project schedule shall reflect a work breakdown structure (WBS) consisting of at least three levels. The first Draft Project Schedule shall be submitted along with the Draft PMP. The Contractor shall update the Project Schedule based on feedback received from the TOCOR. The Project Schedule shall be updated monthly. The Contractor shall also attend team meetings or teleconferences as requested by the TOCOR. The Contractor shall be prepared to report on progress, schedule, scope issues, budget, and results of tasks at team meetings. The Contractor shall prepare team meeting summaries, which will, at a minimum, track the status of action itemseach Party management.

Project Management. The Contractor CONSULTANT shall update be responsible for detailed management of the Program Management Plan (PMP) developed work, including managing its subconsultants, and approved under Task Area Ashall keep OC SAN apprised of the status of the work. The CONSULTANT shall conduct monthly project management meetings with OC SAN. These meetings shall be attended by ▇▇ ▇▇▇’s Project Manager and the CONSULTANT’s Project Manager at a mutually agreeable time. The purpose of the meetings shall be to review the CONSULTANT’s Project Manager’s progress report and the status of the SOW, budget, and any issues which may affect completion of the work. Meetings should be arranged so that the progress report can be submitted three days before each meeting. The CONSULTANT shall prepare and submit monthly invoices to provide OC SAN no later than the means to oversee second Wednesday of the evaluations associated with following month. The invoices shall document the hours and billing rate for each person that works on the project for each task and manage the interrelationships among the evaluations. The Contractor shall attend a project kick-off meeting in the Washington, DC area within 10 business days of award, and present the proposed approach at the kick-off meeting. Based on discussions at the kick-off meeting, the Contractor shall develop a PMP that guides the execution of tasks identified in this PWS, per the current Project Management Body of Knowledge (PMBOK) guidance1. The PMP shall explain the roles and responsibilities of all key individuals within the program/project team. At a minimum, the PMP shall contain the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, and Risk Management Plan. The Contractor shall submit the Draft PMP within 10 business days of the kick-off meeting for review by the Task Order Contracting Officer’s Representative (TOCOR). The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the TOCOR’s comments. The Contractor shall also prepare a detailed project schedule, in Microsoft Project, that lists all planned tasks and milestones for the project. All activities shall have their predecessors and successors clearly identified, to enable the calculation of a critical path for the project. The detailed project schedule shall reflect a work breakdown structure (WBS) consisting ). Overhead, profit, and any direct costs shall also be shown for each task. As part of at least three levels. the summary section of the invoice, the CONSULTANT shall also include the following information: • Budget • Current billing period invoicing • Previous billing period “total invoiced to date” • Budget amount remaining • Current billing period “total percent invoice to date” • Current billing period “total percent completed to date” The first Draft Project Schedule monthly progress report shall be submitted along with the Draft PMPinvoice as part of the monthly request for payment. The Contractor monthly progress report shall update include the Project Schedule following: • Work completed in the billing period • Outstanding project issues • Status and issues impacting project scope and budget • Percent complete, tabulated based on feedback received from listed Part V. Quantitative Assumptions • Cost to complete, tabulated on a per task basis (ETC only needed when requested. Not monthly) • Overall project budget, tabulated on a per task basis • Travel and site visit summary • Log documenting work completed to date on requests for information (RFIs), submittal reviews, Master Document Index (MDI), and change order preparation • Log identifying and determining status of project risks • Out of scope items log The CONSULTANT shall also provide the TOCORpercent budget spent for each of OC SAN’s WBS cost codes (i.e. by work package and phase). OC SAN will provide a list of cost codes by phase to the CONSULTANT. The Project Schedule shall be updated monthly. The Contractor CONSULTANT shall also attend team meetings or teleconferences as requested by provide a summary of progress and expenditures to date. OC SAN will provide a sample invoice structure to the TOCOR. The Contractor shall be prepared CONSULTANT after the issuance of the Notice to report on progress, schedule, scope issues, budget, and results of tasks at team meetings. The Contractor shall prepare team meeting summaries, which will, at a minimum, track the status of action itemsProceed (NTP) for this SOW.

Project Management. The Contractor shall update the Program Management Plan (PMPa) developed and approved under Task Area A, to provide the means to oversee the evaluations associated with each task and manage the interrelationships among the evaluations. The Contractor shall attend a project kick-off meeting Each party will designate in the WashingtonWork Schedule at least one individual to serve as its Project Manager. Both parties may from time to time replace their Project Managers, DC area within 10 business days of award, and present provided such replacement does not delay the proposed approach at the kick-off meeting. Based on discussions at the kick-off meeting, the Contractor shall develop a PMP that guides the execution of tasks identified in this PWS, per the current Project Management Body of Knowledge (PMBOK) guidance1. The PMP shall explain the roles and responsibilities of all key individuals within the program/project team. At a minimum, the PMP shall contain the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, and Risk Management Plan. The Contractor shall submit the Draft PMP within 10 business days completion of the kick-off meeting for review by the Task Order Contracting Officer’s Representative (TOCOR). The Contractor shall revise the PMP based on feedback received Project and submit a Final PMP within 10 business days of receiving the TOCOR’s comments. The Contractor shall also prepare a detailed project schedule, in Microsoft Project, provided that lists all planned tasks and milestones for the project. All activities shall have their predecessors and successors clearly identified, to enable the calculation of a critical path for the project. The detailed project schedule shall reflect a work breakdown structure (WBS) consisting of at least three levels. The first Draft each new Project Schedule Manager shall be submitted along with subject to the Draft PMPreasonable approval of the other party. The Contractor shall update If CTS's Project Manager is unable to perform his or her duties for any reason, CTS will use its best efforts to replace the Project Schedule based on feedback received from the TOCORManager within 5 business days. The Project Schedule Managers will manage the Project and be the primary contacts for notices and communications hereunder. CTS will deliver periodic status reports to CUSTOMER's Project Manager as more specifically set out in the Work Schedule, identifying, among other things, material issues that have been resolved or are to be resolved, along with a projected date of resolution. On a mutually agreed upon time and schedule, until final acceptance as defined in the Work Schedule, the Project Managers, and other appropriate personnel, will meet regularly to discuss the progress of the Project and any outstanding issues to resolve, and make reasonable efforts to resolve any problems in performing the Project. b) Either party, through its Project Manager, may propose changes to the Work Schedule, which shall be updated monthlysubject to agreement of the other party. The Contractor shall also attend team meetings or teleconferences as With respect to any change requested by CUSTOMER, CTS will notify CUSTOMER's Project Manager in writing no later than 10 days after the TOCORchange request is submitted, how the change would impact the Project, including but not limited to changes in CTS or CUSTOMER staffing requirements or other resources, effects on the quality or nature of the Deliverables, effects on the Project schedule, adjustments to CTS's professional charges, or any other effects on the Work Schedule. The Contractor If CUSTOMER, in its sole discretion, authorizes the change and if the change is accepted by CTS, the change shall be prepared implemented; provided that CTS shall use its best efforts to report on progress, schedule, scope issues, budget, and results accept any changes so authorized by CUSTOMER that relate to acceleration or deceleration of tasks at team meetingsthe time schedule of the Project. The Contractor shall prepare team meeting summaries, which will, at a minimum, track the status of action items.COGNIZANT [LOGO] TECHNOLOGY SOLUTIONS A Cognizant Company --------------------------------------------------------------------------------

Project Management. The Contractor shall update Project management will be an extremely important component of this project as coordination will be needed with this project’s selected ATCS-ATMS system vendor(s) as well as Town staff and consultants. At the Program Management Plan (PMP) developed and approved under Task Area Ainitiation of the project, to provide the means to oversee the evaluations associated with each task and manage the interrelationships among the evaluations. The Contractor shall attend Iteris Team will lead a project kick-off meeting in with the Washington, DC area within 10 business days Town and other project stakeholders. Through Iteris’ current work as the systems engineer on the IDEA portion of award, and present the proposed approach at the kick-off meeting. Based on discussions at the kick-off meeting, the Contractor shall develop a PMP that guides the execution of tasks identified in this PWS, per the current Project Management Body of Knowledge (PMBOK) guidance1. The PMP shall explain the roles and responsibilities of all key individuals within the program/project team, ▇▇. At ▇▇▇▇▇▇▇ ▇▇▇▇▇, our PM, has already built a minimum, strong relationship with the PMP shall contain Town’s staff that will have a positive contribution to engaging the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, and Risk Management Plan. The Contractor shall submit the Draft PMP within 10 business days of the kick-off meeting for review by the Task Order Contracting Officer’s Representative (TOCOR). The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the TOCOR’s comments. The Contractor shall also prepare a detailed project schedule, in Microsoft Project, that lists all planned tasks and milestones for the project. All activities shall have their predecessors and successors clearly identified, to enable the calculation of a critical path for Town throughout the project. The detailed goal of this meeting will be to establish communications protocol, review the scope of services, project schedule shall reflect a work breakdown structure (WBS) consisting of at least three levels. The first Draft Project Schedule shall be submitted along with the Draft PMP. The Contractor shall update the Project Schedule based on feedback received from the TOCOR. The Project Schedule shall be updated monthly. The Contractor shall also attend team meetings or teleconferences as requested by the TOCOR. The Contractor shall be prepared to report on progressstaff, goals and expectations, approach, methodology, schedule, scope and any other items the Town and its project partners would like to discuss. Iteris will hold weekly meetings with the Town’s Project Manager to provide updates on project progress and to discuss and resolve any project issues. Throughout the project, budgetIteris will continue to also coordinate with the Town for various project elements such as design reviews and permitting. Iteris will organize and lead any necessary project meetings with the Town and any or all project partners to discuss and resolve issues in order to keep and maintain forward progress on this project. Iteris will provide project management activities throughout the duration of this project. Iteris will prepare and distribute meeting agendas prior to each meeting and meeting minutes summarizing outcomes and any action items for each meeting, provide monthly invoices and progress reports to Town staff, and results create and maintain a project schedule. Iteris understands that the Town staff have other jobs to perform outside of this project, and want to be as efficient as possible with their time. Thus, project management techniques will be modified to meet the Town’s needs. Essential to the success of this project is the development and adherence to a project schedule that identifies tasks at team meetingsand subtasks, deliverables, and milestones. The Contractor shall prepare team schedule must be realistic and include appropriate review times for deliverables, not just by the Town, but by the project partners as well. The project schedule is the foundation for planning the work and working the plan. Iteris’ proposed project schedule will complete the design portion of the project within four (4) months from the Notice to Proceed (NTP). We believe strongly that Iteris’ Team can meet this schedule without risk to the Town based on our current work on the IDEA project. • Meeting agendas • Draft and Final meeting summariesminutes with action item logs SCOPE OF SERVICES • Design schedule (Baseline within 5 days of NTP, which will, with updates provided monthly at a minimum) • ATCS-ATMS System Vendor discussion notes • Monthly invoices and progress reports Subtask A2. Communications Design The installation of an Ethernet-based communications system is needed to both support the ATMS, track ATCS and ATSPM system elements deployed throughout this program and serve as the status foundation for all future ITS related initiatives going forward. As shown in Figure 2, the Town has a number of action itemssolid building blocks in place and will use this project to fill in the missing pieces.

Project Management. The Contractor shall update Task List Shuttle Theradex A. Be responsible for the Program day-to-day Project Management of this study in close collaboration with the Project Management personnel at Shuttle. Theradex Oncology will provide Shuttle a primary contact (Project Manager) to coordinate all aspects of this study. Project management responsibilities include, but are not limited to: ○ Maintaining regular contact with Shuttle and functioning as the primary contact between the two companies. ○ Providing day-to-day direction to the Theradex Oncology Project Team and resolving project issues among team members, functional line managers, and other personnel when necessary. ○ Coordinating communications within the entire Project Team. All contact with Shuttle will be documented and filed in the project electronic Trial Master File. ○ Updating Shuttle on an ongoing basis and offering solutions to any project-related issues, via regular teleconferences. ○ Report to Shuttle immediately when delays of milestones and deliverables occur or are foreseen, including a proposed action plan to resolve issues and to ensure compliance with milestones and deliverables. B. Prepare the Project Management Plan. Theradex Oncology will prepare the Project Management Plan (PMP) developed according to Theradex Oncology SOPs. Shuttle will review and approved under Task Area A, approve the Plan. Completion of the Project Management Plan is expected prior to provide the means first Site Initiation Visit. Theradex Oncology assumes two reviews from S▇▇▇▇▇ of the document. C. Prepare the study Communication Plan. Theradex Oncology will prepare the Communication Plan according to oversee Theradex Oncology SOPs. Shuttle will review and approve the evaluations associated with each task Plan. Completion of the Communication Plan is expected during the first month of the contract. Theradex Oncology assumes two reviews from Shuttle of the document. D. Prepare the eTMF Plan. Theradex Oncology will prepare the eTMF Plan according to Theradex Oncology SOP. Theradex Oncology assumes two Shuttle reviews of the document. E. Prepare the study Monitoring Plan. Theradex Oncology will prepare the plan according to Theradex Oncology SOPs. Shuttle will review and manage approve the interrelationships among Plan. Theradex Oncology assumes two Shuttle reviews of the evaluationsdocument. Completion of the Monitoring Plan is expected prior to the first routine monitoring visit. F. Prepare the study Risk Assessment Plan. Theradex Oncology will prepare the Risk Assessment Plan according to Theradex Oncology SOPs. Shuttle will review and approve the Plan. Completion of the Risk Assessment Plan is expected prior to the first site activated. Theradex Oncology assumes two Shuttle reviews of the document. Work Order #3: Phase 2 IPdR Glioblastoma study 30 July 2024 G. Prepare the Medical Plan. Theradex Oncology will prepare the Medical Plan according to Theradex Oncology’s SOPs. Shuttle will review and approve the Plan. Completion of the Medical Plan is expected to be finalized prior to the first Site Initiation Visit. Theradex Oncology assumes two Shuttle reviews of the document. H. Prepare the study Safety Management Plan. Theradex Oncology will prepare the Safety Management Plan according to Theradex Oncology SOPs. Shuttle will review and approve the plan. The Contractor shall attend Safety Management Plan will be finalized prior to the first SIV. Theradex Oncology assumes two Shuttle reviews of the document. I. Prepare Lab/PK manual. The Lab/PK manual describes the sample collection, handling and logistics for the study. The Lab/PK manual should be finalized prior to the first site initiation visit. Theradex Oncology assumes two reviews of the Lab/PK manual. J. Create and maintain the eTMF in Veeva Vault for Shuttle. Veeva Vault is a tool which provides access to documents posted by Theradex Oncology such as PDFs of the monitoring visit reports, telephone communication logs, meeting minutes, and IRB records, documents from 3rd Party Vendors, etc. The Theradex Oncology project staff will utilize Veeva Vault to rapidly disseminate project specific information to all study team members. Shuttle will have access to the eTMF. Theradex Oncology has assumed that a total of 3,032 final archived documents will be uploaded to the eTMF. In case the number of documents goes beyond 3,032; Shuttle and Theradex Oncology will need to revise the cost for the eTMF. Theradex to continually monitor document uploads, track against anticipated archive number, and provide to Shuttle advanced projections of the anticipated number to give advanced warning of exceeding these projections. Details will be provided in the eTMF Plan. TMF provision/archival is anticipated to occur within two months of completion of the final CSR. Work Order #3: Phase 2 IPdR Glioblastoma study 30 July 2024 K. Conduct a kick-off meeting in the Washington, DC area within 10 business days with representatives of award, and present the proposed approach Shuttle at the kick-off meeting. Based on discussions at beginning of the kick-off meeting, the Contractor shall develop a PMP that guides the execution of tasks identified in this PWS, per the current Project Management Body of Knowledge (PMBOK) guidance1project. The PMP shall explain purpose of this meeting will be to discuss the following: ○ Primary points of contact within each company ○ Review the roles and responsibilities of all key individuals within team members ○ Review the program/project team. At a minimumstudy procedures, the PMP shall contain the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Planprotocol, and important study endpoints ○ Reiterate reporting requirements ○ Review the Communication Plan ○ Review the project timelines and scope of work ○ Review the Risk Management PlanPlan and escalation plans ○ Clarify any other ad hoc issues The Theradex Oncology Project Manager will lead the presentations to the group regarding Theradex Oncology’s responsibilities. The Contractor shall submit project team members attending the Draft PMP within 10 business days of meeting will be the kick-off meeting for review by the Task Order Contracting Officer’s Representative (TOCORProject Manager, Project Coordinator, CRA(s). The Contractor shall revise the PMP based on feedback received , Medical Monitor, Safety Coordinator, Data Analyst, and submit a Final PMP within 10 business days of receiving the TOCOR’s comments. The Contractor shall also prepare a detailed project schedule, in Microsoft Project, that lists all planned tasks and milestones Document Specialist personnel as appropriate for the project. All activities shall have their predecessors Estimated Meeting attendees 9 Meeting frequency Once Meeting duration 4 hours L. Theradex Oncology and successors clearly identifiedrepresentatives of Shuttle (including external vendors) will meet, to enable via teleconference, for trial logistic and operations meetings during the calculation of a critical path study. Theradex Oncology participants will include the Project Manager for each meeting. Other study team members such as Data Management and CRA(s) will join regularly as appropriate for the project. The detailed project schedule shall reflect a work breakdown structure (WBS) consisting It is anticipated that the Medical Monitor will join half the scheduled calls. Topics to be discussed during the teleconferences include, but are not limited to; status of at least three levels. The first Draft Project Schedule shall be submitted along with the Draft PMP. The Contractor shall update the Project Schedule based on feedback received from the TOCOR. The Project Schedule shall be updated monthly. The Contractor shall also attend team meetings or teleconferences as requested by the TOCOR. The Contractor shall be prepared to report on progresssite activation, schedulepatient recruitment and enrollment, scope issuesmonitoring visits and data completion status, budgetdrug distribution, and results of tasks at site management problems and solutions. Teleconference attendees (on average) 2-3 Teleconference frequency Monthly Meeting duration 1 hour Work Order #3: Phase 2 IPdR Glioblastoma study 30 July 2024 M. Theradex Oncology will conduct regular internal project team meetings. The Contractor shall prepare These meetings should include representatives from each functional group, as needed, depending on the issues and the stage of the project. Team members 8 Meeting communication frequency Monthly Time allotted 1 hour N. Update the trial status on the Theradex Oncology CTMS. Shuttle will have 24/7 access to the CTMS. For budgeting purposes, it is assumed that Theradex Oncology’s standard information from the CTMS will be provided. O. Theradex Oncology will conduct Investigator Site Safety Call with Shuttle and the representatives from the study sites (Principal Investigator, Sub-Investigator, etc.). Theradex Oncology participants will include the Medical Monitor and the Clinical Operations team. Topics to be discussed will include, but not be limited to the patient safety, patient recruitment and potential patient(s). Team members 2-3 Meeting communication frequency Every 2 weeks Time allotted 0.5 hours P. Theradex Oncology will conduct Protocol Deviation Meetings with Shuttle. Theradex Oncology participants will include the Clinical Operations team. Topics to be discussed will include, but not be limited to the protocol deviations and their impact on the overall study conduct. Team members 2-3 Meeting communication frequency Quarterly Time allotted 1 hour Work Order #3: Phase 2 IPdR Glioblastoma study 30 July 2024 Q. Theradex Oncology will conduct periodic Risk Review Meetings with Shuttle. Theradex Oncology participants will include the Clinical Operations team. Topics to be discussed will include, but not be limited to the study risks, mitigations and actions. Team members 3-4 Meeting communication frequency Quarterly Time allotted 1 hour R. Theradex Oncology will conduct Quarterly Budget Review Meetings with Shuttle. Theradex Oncology participants may/will include the Executive Management team meeting summaries(optional), which willthe Project Manager, at a minimumand the Business Operations team. Topics to be discussed will include, track but not be limited to: the status of action items.study budget (actuals vs contracted costs), Investigator fees and budget forecast. Team members 2-3 Meeting communication frequency Quarterly Time allotted 0.5 hours S. Theradex Oncology will conduct periodic Steering Committee meetings. Theradex Oncology participants will include the Executive Management team, the Project Manager, and the Business Operations team. Topics to be discussed will include, but not be limited to: study timeline, patient accrual, site performance, patient data status, and study budget. Team members 3 Meeting communication frequency Yearly Time allotted 0.5 hours Work Order #3: Phase 2 IPdR Glioblastoma study 30 July 2024 Team members 4 Meeting communication frequency Every 6 months Time allotted 0.25 hours

Project Management. The Contractor shall update This task is an extension of the Program Project Management Plan (PMP) developed and approved under Progress Meetings task from Phase I. Task Area A, to provide the means to oversee the evaluations associated with each task and 11.1: Project Management CONSULTANT will manage the interrelationships among project by tracking the evaluationsschedule, budget and value of the products produced. The Contractor shall attend a CONSULTANT will also manage the sub-consultant project kickteam, the project workflow, and coordination between the COUNTY and CONSULTANT team. CONSULTANT will work with the COUNTY in making critical project decisions to keep the project progressing on-off meeting schedule. Monthly project invoices will be prepared for the COUNTY which will highlight work performed for that invoice period, anticipated work to be performed in the Washington, DC area within 10 business days of awardnext invoice period, and present a list of critical issues and decisions required. Task 11.2: Progress Meetings CONSULTANT Project Manager and appropriate staff will meet with the proposed approach at the kick-off meeting. Based on discussions at the kick-off meeting, the Contractor shall develop a PMP that guides the execution of tasks identified in COUNTY Project Manager to manage and deliver this PWS, per the current Project Management Body of Knowledge (PMBOK) guidance1. The PMP shall explain the roles and responsibilities of all key individuals within the program/project team. At a minimum, the PMP shall contain the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, and Risk Management Plan. The Contractor shall submit the Draft PMP within 10 business days of the kick-off meeting for review by the Task Order Contracting Officer’s Representative (TOCOR). The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the TOCOR’s comments. The Contractor shall also prepare a detailed project schedule, in Microsoft Project, that lists all planned tasks and milestones for the project. All activities shall have their predecessors and successors clearly identified, Team meetings will be scheduled via telephone to enable keep the calculation COUNTY informed of a critical path for the project. The detailed project schedule shall reflect a work breakdown structure (WBS) consisting of at least three levels. The first Draft Project Schedule shall be submitted along with the Draft PMP. The Contractor shall update the Project Schedule based on feedback received from the TOCOR. The Project Schedule shall be updated monthly. The Contractor shall also attend team meetings or teleconferences as requested by the TOCOR. The Contractor shall be prepared to report on progress, schedule, scope issues, budget, and results of tasks at team meetings. The Contractor shall prepare team meeting summaries, which will, at a minimum, track the status of action itemsthe project and to gain timely decisions from the COUNTY. For purposes of the scope, 6 conference calls are assumed for this phase. • Monthly Progress Reports with Issues Log • Regularly Updated Project Schedule • Six (6) Conference Calls including Meeting Agendas and Notes Task 12.1: Regulatory Agency Permitting Assistance The COUNTY will prepare all permit applications for the project including permits from the Army Corps, CDFW, and RWQCB. A habitat mitigation and monitoring plan will be developed by the COUNTY that includes mitigation requirements from the NES, BA and IS/MND. The COUNTY will also prepare the post-construction Stormwater control and treatment package for the RWQCB permit. CONSULTANT will review the permits for consistency with engineering design, assist County with their development of the HMMP. Task 13.1: Right-of-Way Assessment The COUNTY will perform required right-of-way tasks including but not limited to preparation of right-of-way exhibits, appraisal maps, plats and legals, appraisals, and acquisition services. CONSULTANT will review the COUNTY’s right-of-way exhibits and appraisal maps and assess if sufficient right-of-way is being temporarily and/or permanently acquired for temporary construction access as well as permanent improvements. Task 14.1: Structures Design Check Upon completion of the 65% submittal and after NEPA certification, CONSULTANT will perform an independent design check of the 65% bridge plans in conformance with usual Caltrans bridge design procedures. A bridge engineer will develop their own calculations, computer runs, etc., to check the bridge layout and structural integrity. A plan set is marked indicating approved items and those that may require modification. The checker and designer then will work jointly to resolve discrepancies. The needed plan changes will then revised resulting in the Checked Details. • Independent check calculations and comments • Comment resolution verification Task 15.1: Final Foundation Report and Engineering Analysis Once COUNTY comments on the Draft Foundation Report have been received and the structures design check has been performed, CONSULTANT will incorporate the necessary revisions into the design and Final Foundation Report. • Final Foundation Report • Final Log of Test Borings Task 16.1: 95% Structures Plans CONSULTANT will develop the bridge design to the 95% level and resolve any outstanding design issues from the 65% design and independent structures design check. Additional notes and details will be added as necessary to clarify the design. Also, the plans will be updated to reflect any changes in the roadway design.

Project Management. Project management shall be an ongoing task throughout the duration of the Project. The Contractor Provider shall update provide a Project Management Institute (PMI) certified Project Management Professional® Project Manager who will have overall responsibility for the Program successful delivery of the Providers services and solution. The Provider shall manage all Provider and subcontractor tasks and activities and the integration and coordination of Provider, subcontractor and Department resources, tasks and activities in accordance with the approved Project Management Plan (PMP) ), which will be developed and approved under Task Area A, to provide by the means to oversee the evaluations associated with each task and manage the interrelationships among the evaluationsDepartment’s Project Management Office. The Contractor Provider shall attend a actively manage Provider and subcontractor performance and be responsible for meeting contract requirements. The Provider’s project kick-off meeting management approach shall be in the Washington, DC area within 10 business days of award, and present the proposed approach at the kick-off meeting. Based on discussions at the kick-off meeting, the Contractor shall develop a PMP that guides the execution of tasks identified in this PWS, per the current compliance with PMI’s Project Management Body of Knowledge (PMBOK) guidance1standards for project management. The Provider will plan for and manage the risks associated with their coordination with, and dependency on, NSRC tasks and activities to allow sufficient lead time to work with this shared resource center. The Provider’s Project Manager shall maintain regular communications with the Department’s project management staff and the IV&V Provider’s Project Manager. The Department will develop and maintain the PMP. The Provider will provide input and updates to the PMP and will be responsible for adhering to the processes and guidelines established by the PMP. The PMP shall explain embody the project management responsibilities in Sections 8.1.1 and 8.1.2 of this SOW and will clearly define and govern the project management processes and Provider and Department project management roles and responsibilities relative to the following PMBOK project management knowledge areas: Integration Management Scope Management Time Management Cost Management Quality Management Communications Management Human Resource Management Risk Management Procurement Management The PMP will be at a sufficient level of detail to provide clarity into the upcoming tasks and activities, allow the Department to accurately understand the status of the Project, and be responsive to the requests of the Florida Legislature for a complete view of the Project. The PMP will include fully-loaded resource schedules and the entire life cycle of the Project. The Department will establish a SharePoint document repository for Project documentation and deliverables. The Provider shall use this repository to access, store, post, and reference Project documents and deliverables for the duration of the contract. The following sections define the responsibilities of the Provider and the Department. General Provider Project Management Responsibilities Provide input and updates to the PMP. Manage and direct Provider and subcontractor staff to execute the PMP and develop Project deliverables. Create and maintain a fully resource-loaded and leveled Microsoft (MS) Project schedule for all DDI activities as input to the Integrated Master Schedule. This project schedule must show all Provider, subcontractor, Department, NSRC and any other identified dependent resources, tasks and activities required for the delivery of the new system components, including but not limited to the type of Department and Partner resources required requirements elaboration, testing and deliverable reviews. Manage the Project in accordance with the Integrated Master Schedule. Revise the Project schedule and all other applicable project management materials as authorized through the change control process. Prepare and submit weekly Project status reports. Participate in weekly Project status meetings. Participate in Executive Steering Committee meetings. Prepare and distribute the minutes of all key individuals meetings led by the Provider within two business bays. Facilitate Project-related meetings as agreed necessary to fulfill contract responsibilities. Identify risks, issues, and opportunities and participate in risk and issue meetings. Identify any scope issues and participate in scope management meetings. Require adherence to the programproject management standards and guidelines as established in cooperation with the Department. Require deliverables that conform to Department standards provided in Section 11 of this SOW. Establish communication procedures with input of all Project participants and stakeholders. Prepare formal reports and presentations. Participate and cooperate in Project audits, reviews, and IV&V activities. Provide Project documents and formal deliverables to the Department’s project management team for review according to the approved PMP. Access and post documents and deliverables to the Project SharePoint site. Provide a detailed schedule of all requirements validation and JAD sessions that will require DCF participation. The schedule must consist of information sufficient for the Department to determine what resources need to attend. General Department Project Management Responsibilities Develop and maintain the PMP. Provide PMO preferred templates and tools. Work with the Provider to develop or approve project management administrative templates. Coordinate external reporting processes. Define reporting structures between various participants in the Project (Project governance). Monitor the availability and participation of Department and Partner staff. Facilitate the timely resolution of issues. Provide timely review and approval of Project deliverables. Review and, if appropriate, approve the resolution of escalated risks, issues, and opportunities. Review and, if appropriate, approve schedule updates and other changes to the PMP. Manage the integrated change control process. Review and approve Project status reports. Negotiate changes of scope when and if new regulations or requirements require revised or additional functionality. Coordinate with stakeholders to prepare for the implementation of the new system. Coordinate with the IV&V Provider to evaluate and incorporate report recommendations into the Project plans. Support the Provider by providing information needed to satisfy internal Department inquiries or reviews in a timely manner. Provide a SharePoint repository for Project documents and deliverables. Phase Gate Reviews The Provider’s Project schedule shall reflect the SDLC Phase Gates for each Project phase that provide formal go/project teamno go check points between the Department and the Provider. These formal checkpoints will use the acceptance criteria included in each Deliverable Expectations Document (DED) that has been approved by the Department. At a minimumthe Department’s discretion, the PMP shall contain Phase Gate review process may include a mutual discussion concerning any open medium or high impact issues documented as part of the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, and Risk Management PlanPlan as the basis for this review. The Contractor shall submit the Draft PMP within 10 business days purpose of the kick-off phase gate review meeting will be for review by the Task Order Contracting Officer’s Representative (TOCOR). The Contractor shall revise the PMP based on feedback received a comprehensive Project health status check and submit a Final PMP within 10 business days of receiving the TOCOR’s comments. The Contractor shall also prepare a detailed project schedule, in Microsoft Project, that lists all planned tasks and milestones for the project. All activities shall have their predecessors and successors clearly identified, to enable the calculation Department to determine whether to authorize any pending payments for associated with the Phase Gate for work performed in the prior phase and for discussion and confirmation regarding whether the Provider should proceed with further Project work. Deliverable approval shall occur pursuant to the agreed-upon provisions of a critical path the DED and the terms of this SOW and any deviation in work performed pursuant to these standards may occur at the risk of the Provider. If the Provider continues Project work without written authorization of the Department it will be done at the risk of the Provider. The Department shall not unreasonably withhold approval for additional Project work for additional Phases. The Department agrees and acknowledges that prompt review and approval of any Phase Gate is necessary for the projectProject to remain on the agreed-upon Project Schedule. The detailed project schedule shall reflect a work breakdown structure (WBS) consisting Phase Gate will be approved based upon confirmation that each deliverable has been approved and accepted by the Department pursuant to the acceptance criteria for each deliverable. To the degree that any Deliverable was not approved subject to the acceptance criteria prior to the Phase Gate, resolution of at least three levels. The first Draft Project Schedule shall any outstanding issues will be submitted along with managed through the Draft Issue Management Plan and the Integrated Change Control Plan as defined in the PMP. The Contractor shall update following sections define the Project Schedule responsibilities of the Provider and the Department associated with Phase Gate activities. Provider Phase Gate Review Responsibilities Support phase gate activities. Participate in “Lessons Learned” reviews at the end of each phase, based upon the mutually agreed upon project schedule. Department Phase Gate Review Responsibilities Support phase gate activities. Review and comment on feedback received from deliverables submitted for phase gate reviews. Confirm existence and completion of phase gate tasks and acceptance of Phase Gate deliverables. Authorize/deny the TOCORProvider to pass the gate and proceed with the next phase of work. The Project Schedule shall be updated monthly. The Contractor shall also attend team meetings or teleconferences as requested by Participate in Lessons Learned reviews at the TOCOR. The Contractor shall be prepared to report on progressend of each phase, based upon the mutually agreed upon project schedule, scope issues, budget, and results of tasks at team meetings. The Contractor shall prepare team meeting summaries, which will, at a minimum, track the status of action items.

Project Management. The Contractor Consultant shall update provide management of the Program Management Plan (PMP) developed and approved under Task Area A, project to provide help ensure timely delivery of services in accordance with the means to oversee the evaluations associated with each task and manage the interrelationships among the evaluationsContract. The Contractor shall attend This includes maintaining a project kick-off schedule, scheduling and convening project meetings, meeting in summaries and timely transmittal of project deliverables. Project management scope and fee shall be distributed across project work tasks based on the Washingtonanticipated level of effort necessary to ensure timely delivery of the project. DWSD expects that appropriate quality assurance and quality control measures are included as part of project delivery. Throughout the project Applied Science, DC area within 10 business days of award, and present Inc (ASI) will conduct meetings including the proposed approach at the kick-off meeting. Based on discussions at the kick-initial kick off meeting, the Contractor shall develop a PMP that guides the execution of tasks identified in this PWSprepare invoices, per the current Project Management Body of Knowledge (PMBOK) guidance1. The PMP shall explain the roles and responsibilities of all key individuals within the program/project team. At a minimum, the PMP shall contain the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plantrack spending, and Risk Management Plan. The Contractor shall submit monitor the Draft PMP within 10 business days of the kick-off meeting for review by the Task Order Contracting Officer’s Representative (TOCOR). The Contractor shall revise the PMP based on feedback received schedule and submit a Final PMP within 10 business days of receiving the TOCOR’s comments. The Contractor shall also prepare a detailed project schedule, in Microsoft Project, that lists all planned tasks and milestones budget for the project. All activities shall have their predecessors ASI will coordinate all task work for each bi-weekly progress meeting, prepare a progress report and successors clearly identified, to enable will update the calculation of a critical path for the project. The detailed project schedule shall reflect a work breakdown structure (WBS) consisting of at least three levelsand budget. The first Draft Project Schedule shall be submitted along with the Draft PMP. The Contractor shall update the Project Schedule based on feedback received from the TOCOR. The Project Schedule shall be updated monthly. The Contractor shall also attend team meetings or teleconferences as requested by the TOCOR. The Contractor shall A monthly look-ahead schedule and budget will be prepared to report on progress, schedule, scope issues, budgetensure the schedule is maintained and budgets are not exceeded. Monthly invoices will be prepared, and results spending will be tracked against the project budget. All services provided and documents produced under this contract will be reviewed following ASI’s quality assurance/quality control (QA/QC) practices. These practices ensure that work products are accurate and have been reviewed by senior members of tasks at team meetingsASI relative to issues such as completeness, accuracy, and quality. ASI will present the project management plan to steer this project from start to finish. The Contractor meeting will include the management plan, communication log, QA/QC plan, and the project schedule. Prior to detailed study work, the consultant shall amass a digital library of project files to help ensure that work can advance in a linear and efficient manner. ASI has completed numerous projects for DWSD and GLWA over the last 40 years. As a result, ASI has collected a vast amount of utility information on the neighborhoods in the ▇▇▇▇▇▇▇ and Meldrum Districts. The ▇▇▇▇▇▇▇ District has been the focus of several study level projects to address untreated CSO discharges that ASI has completed over the years. Under the GLWA WWMP Project, ASI identified the ▇▇▇▇▇▇▇ District as a potential sewer separation candidate and selected it as a proof of-concept location. Paving plans and as-built drawings for the stormwater and combined sewers provided by DWSD were used to size proposed sanitary and stormwater sewers, identified bulkhead locations and developed a cost estimate for the overall project. Docusign Envelope ID: F8DF9BBC-E7CA-4757-85C8-B6789DFF3B91 At the onset of the project, ASI will review the utility information already at hand for the ▇▇▇▇▇▇▇ and Meldrum Districts. ASI will then develop a list of missing information and prepare team meeting summariesrequests for DWSD and GLWA. ASI shall request relevant information from DWSD and GLWA for the sewer system within and around (as necessary) the project area. Requested information should generally include sewer section maps, which willas-built sewer profiles, at a minimumstudies and models (DWSD and GLWA). ASI shall also request telemetry data (pump run time, track wet well depths, flow, etc) for the status of action items▇▇▇▇▇▇▇ pump station as well as CSO discharge data for B003 through B006 and area rain gage data. For the ▇▇▇▇▇▇▇ drainage area, the consultant shall also request CSO discharge data and area rain gage data.

Project Management. Project management shall be an ongoing task throughout the duration of the Project. The Contractor Provider shall update provide a Project Management Institute (PMI) certified Project Management Professional® Project Manager who will have overall responsibility for the Program successful delivery of the Providers services and solution. The Provider shall manage all Provider and subcontractor tasks and activities and the integration and coordination of Provider, subcontractor and Department resources, tasks and activities in accordance with the approved Project Management Plan (PMP) ), which will be developed and approved under Task Area A, to provide by the means to oversee the evaluations associated with each task and manage the interrelationships among the evaluationsDepartment’s Project Management Office. The Contractor Provider shall attend a actively manage Provider and subcontractor performance and be responsible for meeting contract requirements. The Provider’s project kick-off meeting management approach shall be in the Washington, DC area within 10 business days of award, and present the proposed approach at the kick-off meeting. Based on discussions at the kick-off meeting, the Contractor shall develop a PMP that guides the execution of tasks identified in this PWS, per the current compliance with PMI’s Project Management Body of Knowledge (PMBOK) guidance1standards for project management. The Provider will plan for and manage the risks associated with their coordination with, and dependency on, NSRC tasks and activities to allow sufficient lead time to work with this shared resource center. The Provider’s Project Manager shall maintain regular communications with the Department’s project management staff and the IV&V Provider’s Project Manager. The Department will develop and maintain the PMP. The Provider will provide input and updates to the PMP and will be responsible for adhering to the processes and guidelines established by the PMP. The PMP shall explain embody the project management responsibilities in Sections 8.1.1 and 8.1.2 of this SOW and will clearly define and govern the project management processes and Provider and Department project management roles and responsibilities relative to the following PMBOK project management knowledge areas: Integration Management Scope Management Time Management Cost Management Quality Management Communications Management Human Resource Management Risk Management Procurement Management The PMP will be at a sufficient level of detail to provide clarity into the upcoming tasks and activities, allow the Department to accurately understand the status of the Project, and be responsive to the requests of the Florida Legislature for a complete view of the Project. The PMP will include fully-loaded resource schedules and the entire life cycle of the Project. The Department will establish a SharePoint document repository for Project documentation and deliverables. The Provider shall use this repository to access, store, post, and reference Project documents and deliverables for the duration of the contract. The following sections define the responsibilities of the Provider and the Department. General Provider Project Management Responsibilities Provide input and updates to the PMP. Manage and direct Provider and subcontractor staff to execute the PMP and develop Project deliverables. Create and maintain a fully resource-loaded and leveled Microsoft (MS) Project schedule for all DDI activities as input to the Integrated Master Schedule. This project schedule must show all Provider, subcontractor, Department, NSRC and any other identified dependent resources, tasks and activities required for the delivery of the new system components, including but not limited to the type of Department and Partner resources required requirements elaboration, testing and deliverable reviews. Manage the Project in accordance with the Integrated Master Schedule. Revise the Project schedule and all other applicable project management materials as authorized through the change control process. Prepare and submit weekly Project status reports. Participate in weekly Project status meetings. Participate in Executive Steering Committee meetings. Prepare and distribute the minutes of all key individuals meetings led by the Provider within two business bays. Facilitate Project-related meetings as agreed necessary to fulfill contract responsibilities. Identify risks, issues, and opportunities and participate in risk and issue meetings. Identify any scope issues and participate in scope management meetings. Require adherence to the programproject management standards and guidelines as established in cooperation with the Department. Require deliverables that conform to Department standards provided in Section 11 of this SOW. Establish communication procedures with input of all Project participants and stakeholders. Prepare formal reports and presentations. Participate and cooperate in Project audits, reviews, and IV&V activities. Provide Project documents and formal deliverables to the Department’s project management team for review according to the approved PMP. Access and post documents and deliverables to the Project SharePoint site. Provide a detailed schedule of all requirements validation and JAD sessions that will require DCF participation. The schedule must consist of information sufficient for the Department to determine what resources need to attend. General Department Project Management Responsibilities Develop and maintain the PMP. Provide PMO preferred templates and tools. Work with the Provider to develop or approve project management administrative templates. Coordinate external reporting processes. Define reporting structures between various participants in the Project (Project governance). Monitor the availability and participation of Department and Partner staff. Facilitate the timely resolution of issues. Provide timely review and approval of Project deliverables. Review and, if appropriate, approve the resolution of escalated risks, issues, and opportunities. Review and, if appropriate, approve schedule updates and other changes to the PMP. Manage the integrated change control process. Review and approve Project status reports. Negotiate changes of scope when and if new regulations or requirements require revised or additional functionality. Coordinate with stakeholders to prepare for the implementation of the new system. Coordinate with the IV&V Provider to evaluate and incorporate report recommendations into the Project plans. Support the Provider by providing information needed to satisfy internal Department inquiries or reviews in a timely manner. Provide a SharePoint repository for Project documents and deliverables. Phase Gate Reviews The Provider’s Project schedule shall reflect the SDLC Phase Gates for each Project phase that provide formal go/project teamno go check points between the Department and the Provider. These formal checkpoints will use the acceptance criteria included in each Deliverable Expectations Document (DED) that has been approved by the Department. At a minimumthe Department’s discretion, the PMP shall contain Phase Gate review process may include a mutual discussion concerning any open medium or high impact issues documented as part of the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, and Risk Management PlanPlan as the basis for this review. The Contractor shall submit the Draft PMP within 10 business days purpose of the kick-off phase gate review meeting will be for review by the Task Order Contracting Officer’s Representative (TOCOR). The Contractor shall revise the PMP based on feedback received a comprehensive Project health status check and submit a Final PMP within 10 business days of receiving the TOCOR’s comments. The Contractor shall also prepare a detailed project schedule, in Microsoft Project, that lists all planned tasks and milestones for the project. All activities shall have their predecessors and successors clearly identified, to enable the calculation Department to determine whether to authorize any pending payments for work performed in the prior phase and for discussion and confirmation regarding whether the Provider should proceed with further Project work. Deliverable approval shall occur pursuant to the agreed-upon provisions of a critical path the DED and the terms of this SOW and any deviation in work performed pursuant to these standards may occur at the risk of the Provider. If the Provider continues Project work without written authorization of the Department it will be done at the risk of the Provider. The Department shall not unreasonably withhold approval for additional Project work for additional Phases. The Department agrees and acknowledges that prompt review and approval of any Phase Gate is necessary for the projectProject to remain on the agreed-upon Project Schedule. The detailed project schedule shall reflect a work breakdown structure (WBS) consisting Phase Gate will be approved based upon confirmation that each deliverable has been approved and accepted by the Department pursuant to the acceptance criteria for each deliverable. To the degree that any Deliverable was not approved subject to the acceptance criteria prior to the Phase Gate, resolution of at least three levels. The first Draft Project Schedule shall any outstanding issues will be submitted along with managed through the Draft Issue Management Plan and the Integrated Change Control Plan as defined in the PMP. The Contractor shall update following sections define the Project Schedule responsibilities of the Provider and the Department associated with Phase Gate activities. Provider Phase Gate Review Responsibilities Support phase gate activities. Participate in “Lessons Learned” reviews at the end of each phase, based upon the mutually agreed upon project schedule. Department Phase Gate Review Responsibilities Support phase gate activities. Review and comment on feedback received from deliverables submitted for phase gate reviews. Confirm existence and completion of phase gate tasks and acceptance of Phase Gate deliverables. Authorize/deny the TOCORProvider to pass the gate and proceed with the next phase of work. The Project Schedule shall be updated monthly. The Contractor shall also attend team meetings or teleconferences as requested by Participate in Lessons Learned reviews at the TOCOR. The Contractor shall be prepared to report on progressend of each phase, based upon the mutually agreed upon project schedule, scope issues, budget, and results of tasks at team meetings. The Contractor shall prepare team meeting summaries, which will, at a minimum, track the status of action items.

Project Management. The Contractor shall update a. Client Progress Meetings will be anticipated for the Program Management Plan approximate duration of the schedule (PMP) developed and approved under Task Area Atotal of 4 meetings anticipated). It is anticipated that all meetings will be held at the Public Works Department of the City of Brentwood, to provide the means to oversee the evaluations associated with each task and manage the interrelationships among the evaluationsMO. Progress meetings will be scheduled for 2 hours in duration. The Contractor shall attend a project kick-off CONSULTANT will prepare meeting in minutes and distribute to all attendees. b. Internal Team Meetings will be held as needed to ensure each team member (prime and subconsultant team members alike) are operating under the Washington, DC area within 10 business days of award, same directions and present following the proposed approach at the kick-off meeting. Based on discussions at the kick-off meeting, the Contractor shall develop a PMP that guides the execution of tasks identified in this PWS, per the current Project Management Body of Knowledge (PMBOK) guidance1. The PMP shall explain the roles and responsibilities of all key individuals within the program/project team. At a minimum, the PMP shall contain the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, and Risk Management Plan. The Contractor shall submit the Draft PMP within 10 business days of the kick-off meeting for review by the Task Order Contracting Officer’s Representative (TOCOR). The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the TOCOR’s comments. The Contractor shall also prepare a detailed project schedule, in Microsoft Project, that lists all planned tasks and milestones same guidance for the project. c. Client Council Meetings are anticipated to be held to review the developed designs of this contract. All activities shall have their predecessors and successors clearly identified, to enable The CONSULTANT will attend one (1) City Council Meeting at the calculation request of a critical path the CLIENT. d. Invoices will be prepared monthly for the projectduration of the project (assume 30 invoices). e. Geotechnical Report will be prepared by a subconsultant. The detailed project schedule shall reflect report will document the course of the investigation, the field exploration and laboratory programs, and will present the boring logs, laboratory test data, and a work breakdown structure (WBS) consisting description of at least three levelsthe subsurface conditions encountered. The first Draft Project Schedule shall report will provide geotechnical conclusions and recommendations for the design and construction of the project specifically focused on the tunnel crossing. Recommendations will be submitted along given for a bearing capacity for foundation or wall design, and geotechnical design parameters will be provided for the foundation soils and the retained materials. The report will also provide a settlement estimate as well as a global stability analysis for the new retaining walls. The CONSULTANT will coordinate work with the Draft PMP. The Contractor shall update subconsultant, review the Project Schedule based on feedback received from the TOCOR. The Project Schedule shall be updated monthly. The Contractor shall also attend team meetings or teleconferences as requested by the TOCOR. The Contractor shall be prepared to report on progress, schedule, scope issues, budgetreport, and results incorporate the findings into the design of tasks the tunnel and retaining walls. f. Quality Control Plan - CONSULTANT will establish review and checking procedures for the project deliverables. This includes designated responsibility for implementation of the Plan. Quality Assurance (or the process of executing the established Quality Control procedures) will be included in each individual task items and will be completed at team meetingsappropriate points in time for that specific task. The Contractor shall prepare team meeting summariesHowever, which willfor major deliverables that require assembling data from many different tasks, at a minimum, track an additional review will be completed. It is anticipated that these reviews will be completed prior to submittal of the status of action items.following deliverables: 1) Preliminary Plans 2) Right-of-Way Plans 3) Final PS&E

Project Management. The Contractor shall update the Program Management Plan (PMP) developed and approved under Task Area A, purpose of this task is to provide the means to oversee overall management of the evaluations associated with each task and manage the interrelationships among the evaluationscontract. The Contractor shall attend a project kick-off meeting in the Washington, DC area within 10 business days of awardA/E will set up Project files, and present overall coordination and contact with the proposed approach at Project Team Members (PTM), HCTRA, and the kick-off meeting. Based on discussions at PMC will be maintained. A. Provide general coordination with the kick-off meeting, PTMs and the Contractor shall develop a PMP that guides the execution of tasks identified in this PWS, per the current Project Management Body of Knowledge (PMBOK) guidance1PMC concerning administrative and technical issues. B. Quality Assurance/Quality Control Plan 1. The PMP A/E shall explain submit their Quality Assurance / Quality Control (QA/QC) Plan to document the roles and responsibilities of all key individuals within the A/E’s quality control program/project team. At a minimum, the PMP shall contain the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, and Risk Management Plan. The Contractor A/E shall conduct Quality Control procedures under respective work tasks and sub-tasks. 2. The A/E shall submit the Draft PMP within 10 business days QA/QC check print with each PS&E submittal. C. Prepare and submit monthly progress reports and invoices to HCTRA through the PMC for review and approval. The invoices will include the progress report, invoice, and schedule, and will be confirmed by the PMC based on in-progress deliverables received. The A/E’s written progress report shall describe activities performed during the reporting period by scope task; activities planned for the following period, problems encountered, and actions taken to remedy them, a list of meetings attended, a list of deliverables submitted in the reporting period, a list outstanding issues that need resolution, overall status including a physical percent complete, and a financial percent complete by scope task, and estimated completion dates for the work. D. Invoices are to be submitted on a monthly basis. The A/E will prepare each invoice in the format provided by the PMC. When directed by the PMC and/or HCTRA, the A/E shall modify the information and/or format. Hard copies of the kick-off meeting for review by invoice shall be delivered to the Task Order Contracting Officer’s Representative (TOCOR)PMC and/or emailed. The Contractor shall revise the PMP based on feedback received For contracts with Time and submit a Final PMP within 10 business days of receiving the TOCOR’s comments. The Contractor shall also prepare a detailed project scheduleMaterials and/or contingency work, in Microsoft Project, that lists all planned tasks and milestones for the project. All activities shall have their predecessors and successors clearly identified, to enable the calculation of a critical path for the project. The detailed project schedule shall reflect a work breakdown structure (WBS) consisting of at least three levels. The first Draft Project Schedule certified timesheets shall be submitted along with the Draft PMP. invoice. E. The Contractor shall update A/E will be responsible for internal documentation and administration of the Project Schedule based on feedback received from the TOCOR. files. F. The Project Schedule shall be updated monthly. The Contractor shall also attend team meetings or teleconferences A/E will provide Bid Phase Services as requested by the TOCOR. The Contractor shall be prepared to report on progress, schedule, scope issues, budget, described in Meetings and results of tasks at team meetings. The Contractor shall prepare team meeting summaries, which will, at a minimum, track the status of action itemsConferences.

Project Management. The Contractor shall update ENGINEER’s project management activities will include task leadership and direction, telephone and written communication, project meetings, project status reports, project schedule and updates, and personnel and data management among other general project management activities. Any delays to the Program Management Plan (PMP) developed project schedule will be in writing to the PMC for review and approved approval. Specific tasks under Task Area Athis item include: a. The ENGINEER will attend the project kickoff meeting with a proposed schedule for task sequence and completion b. The ENGINEER’s Project Manager will attend weekly Progress Meetings for the duration of the study, as needed, whether in person or by conference call. Any meeting notes will be submitted to the PMC after the meeting and the ENGINEER will review meeting minutes as directed by the PMC. c. The ENGINEER’s Project Manager and lead hydrologist will attend up to 15 Consultant Team Meetings and 15 monthly coordination meetings, as needed. Any meeting notes will be submitted to the PMC after the meeting and the ENGINEER will review meeting minutes as directed by the PMC. d. The ENGINEER will participate in up to three public meetings with Arlington and PMC to discuss the goals and objectives of the study with the citizens of Arlington, Fort Worth, Pantego, and Dalworthington Gardens e. The ENGINEER will provide to the means PMC project information and/or exhibits regarding mapping of watersheds and sub‐basins that may be needed for meetings and/or for the Open House f. The ENGINEER will fully document all relevant hardware, software, file structures, and data formats used during the project. File structures and data formats will be provided to oversee the evaluations associated ENGINEER by the PMC. g. The ENGINEER will coordinate with each task and manage hydraulic modeling consultants performing hydraulic analyses as part of the interrelationships among Rush Creek study, as needed or requested by the evaluationsPMC, for the duration of the project. h. The ENGINEER will provide monthly progress reports to be incorporated into PMC overall project progress report. The Contractor report will include narrative status reports, schedule and cost updates, an evaluation of project constraints and issues that may affect project costs, and shall attend be submitted to PMC within two weeks of month‐end accounting cutoff dates. i. The ENGINEER will prepare data and technical analysis for monthly PMC review at monthly progress meetings. j. The ENGINEER will work jointly with the PMC to develop a Work Breakdown Structure and a project kick-off meeting in the Washingtonschedule using Primavera scheduling software (PMC will use Primavera version 6.2, DC area within 10 business days of award, and present the proposed approach at the kick-off meeting. Based on discussions at the kick-off meeting, the Contractor shall develop a PMP that guides the execution of tasks identified in this PWS, per the current Project Management Body of Knowledge (PMBOK) guidance1. The PMP shall explain the roles and responsibilities of all key individuals within the program/project team. At a minimum, the PMP shall contain the following: Scope Management Plan, Cost Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Management Plan, and Risk Management Plan. The Contractor shall submit the Draft PMP within 10 business days of the kick-off meeting for review by the Task Order Contracting Officer’s Representative (TOCOREnterprise edition). The Contractor shall revise ENGINEER will update the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the TOCOR’s commentsschedule monthly. The Contractor shall also prepare a detailed level of detail will be sufficient to enable the PMC to determine that the project schedule, in Microsoft Project, that lists all planned tasks and milestones for the project. All activities shall have their predecessors and successors clearly identifiedhas been adequately planned, to enable coordination with other Rush Creek Watershed Study consultants, and to facilitate the calculation determination of the real progress as the work is performed. k. The ENGINEER will invoice monthly in a critical path for format determined jointly with the projectPMC. l. Project documentation, submittals, and other coordination will occur through a SharePoint site established by the PMC. The detailed project schedule shall reflect a work breakdown structure (WBS) consisting ENGINEER will become familiar with and will use this tool.  Documentation o Summary of at least three levels. The first Draft Tasks o Project Schedule shall be submitted along with the Draft PMP. The Contractor shall update the Project Schedule based on feedback received from the TOCOR. The Project Schedule shall be updated monthly. The Contractor shall also attend team meetings or teleconferences as requested by the TOCOR. The Contractor shall be prepared to report on progresso Support Data – Relevant meeting notes and email correspondence, schedule, scope issues, budgetproject status updates, and results of tasks at team meetings. The Contractor shall prepare team meeting summaries, which will, at a minimum, track the status of action items/follow‐up for ENGINEER.