Common use of Project Management Clause in Contracts

Project Management. The purpose of this task is for the Contractor to provide project 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- off meeting. The Contractor’s Task Order Lead (TOL) shall attend the kick-off meeting to discuss project goals, objectives, critical milestones, and timeline. The Contractor shall 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 Program Management Plan (PMP) to guide the execution of tasks identified in this PWS in accordance with the current 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/Price 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 to the COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’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 COR. The Project Schedule shall be updated monthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the COR. 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. The purpose of this task is for Contractor shall update the Contractor Program Management Plan (PMP) developed and approved under Task Area A, to provide project management of all tasks described in this PWSthe 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 or conduct a teleconference/webinar within 10 business days of award, and present the proposed approach at the kick- kick-off meeting. The Contractor’s Task Order Lead (TOL) shall attend Based on discussions at the kick-off meeting to discuss project goalsmeeting, objectives, critical milestones, and timeline. The the Contractor shall 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 develop a Program Management Plan (PMP) to guide PMP that guides the execution of tasks identified in this PWS in accordance with PWS, per the current PMBOK 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/Price Cost 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 to by the CORTask 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 CORTOCOR’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 CORTOCOR. The Project Schedule shall be updated monthly along with the monthly progress reportmonthly. The Contractor shall also attend team meetings or teleconferences as requested by the CORTOCOR. 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. The purpose Project management shall be an ongoing task throughout the duration of this task is for the Contractor to provide project management of all tasks described in this PWSProject. 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- off meeting. The Contractor’s Task Order Lead (TOL) shall attend the kick-off meeting to discuss project goals, objectives, critical milestones, and timeline. The Contractor shall 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 Provider shall provide a Program Management Plan (PMP) to guide the execution of tasks identified in this PWS in accordance with the current 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/Price 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 to the COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’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 COR. The Project Schedule shall be updated monthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the COR. 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) certified Project Management Professional® Project Manager who will have overall responsibility for the 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 by the Department’s Project Management Office. A Guide to the The Provider shall actively manage Provider and subcontractor performance and be responsible for meeting contract requirements. The Provider’s project management approach shall be in compliance with PMI’s Project Management Body of Knowledge (PMBOK® Guide)—Fifth Edition, 2013) standards for project management. The Contractor 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 monthly status reports input and updates to the COR prepared PMP and will be responsible for adhering to the processes and guidelines established by the PMP. The PMP shall 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 overriding 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 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 project 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 IDnew 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/IQ Contractno go check points between the Department and the Provider. These reports formal checkpoints will use the acceptance criteria included in each Deliverable Expectations Document (DED) that has been approved by the Department. At the Department’s discretion, the Phase Gate review process may include a mutual discussion concerning any open medium or high impact issues documented as part of the Risk Management Plan as the basis for this review. The purpose of the phase gate review meeting will be for a comprehensive Project health status check and to enable the 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 cover occur pursuant to the agreed-upon provisions of the DED and the terms of this SOW and any deviation in work progress performed pursuant to these standards may occur at the risk of all 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 Project to remain on the agreed-upon Project Schedule. The 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 any outstanding issues will be managed through the Issue Management Plan and the Integrated Change Control Plan as defined in the PMP. The following sections define the 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 deliverables submitted for phase gate reviews. Confirm existence and completion of phase gate tasks described in this scope and acceptance of Phase Gate deliverables. Authorize/deny the Provider to pass the gate and proceed with the next phase of work. In additionParticipate in Lessons Learned reviews at the end of each phase, based upon 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 statusmutually agreed upon project schedule.

Project Management. The purpose of this task is for the Contractor to Consultant shall provide project management of all tasks described in this PWS. The Contractor shall attend a the project kick-off meeting in the Washington, DC area or conduct a teleconference/webinar within 10 business days to help ensure timely delivery of award, and present the proposed approach at the kick- off meeting. The Contractor’s Task Order Lead (TOL) shall attend the kick-off meeting to discuss project goals, objectives, critical milestones, and timeline. The Contractor shall 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 Program Management Plan (PMP) to guide the execution of tasks identified in this PWS services in accordance with the current PMBOK guidance1Contract. The PMP shall explain the roles and responsibilities of all key individuals within the program/project team. At This includes maintaining a minimum, the PMP shall contain the following: Scope Management Plan, Cost/Price 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 to the COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’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 Projectscheduling and convening project meetings, meeting summaries and timely transmittal of project deliverables. Project management scope and fee shall be distributed across project work tasks based on the anticipated level of effort necessary to ensure timely delivery of the project. DWSD expects that lists all planned tasks appropriate quality assurance and milestones quality control measures are included as part of project delivery. Throughout the project Applied Science, Inc (ASI) will conduct meetings including the initial kick off meeting, prepare invoices, track spending, and monitor the schedule and 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 COR. The Project Schedule shall be updated A monthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the COR. The Contractor shall 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 minimum, track the status of action items. 1 Project Management Institute studies and models (PMIDWSD and GLWA). A Guide to ASI shall also request telemetry data (pump run time, wet well depths, flow, etc) for the Project Management Body of Knowledge (PMBOK® Guide)—Fifth Edition, 2013▇▇▇▇▇▇▇ pump station as well as CSO discharge data for B003 through B006 and area rain gage data. The Contractor shall provide monthly status reports to For 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▇▇▇▇▇▇▇ drainage area, the reports consultant shall include the following items: • A one (1) page summary of the overall progress ▪ Total budget also request CSO discharge data 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 statusarea rain gage data.

Project Management. The purpose Project management shall be an ongoing task throughout the duration of this task is for the Contractor to provide project management of all tasks described in this PWSProject. 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- off meeting. The Contractor’s Task Order Lead (TOL) shall attend the kick-off meeting to discuss project goals, objectives, critical milestones, and timeline. The Contractor shall 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 Provider shall provide a Program Management Plan (PMP) to guide the execution of tasks identified in this PWS in accordance with the current 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/Price 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 to the COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’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 COR. The Project Schedule shall be updated monthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the COR. 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) certified Project Management Professional® Project Manager who will have overall responsibility for the 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 by the Department’s Project Management Office. A Guide to the The Provider shall actively manage Provider and subcontractor performance and be responsible for meeting contract requirements. The Provider’s project management approach shall be in compliance with PMI’s Project Management Body of Knowledge (PMBOK® Guide)—Fifth Edition, 2013) standards for project management. The Contractor 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 monthly status reports input and updates to the COR prepared PMP and will be responsible for adhering to the processes and guidelines established by the PMP. The PMP shall 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 overriding 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 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 project 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 IDnew 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/IQ Contractno go check points between the Department and the Provider. These reports formal checkpoints will use the acceptance criteria included in each Deliverable Expectations Document (DED) that has been approved by the Department. At the Department’s discretion, the Phase Gate review process may include a mutual discussion concerning any open medium or high impact issues documented as part of the Risk Management Plan as the basis for this review. The purpose of the phase gate review meeting will be for a comprehensive Project health status check and to enable the 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 cover occur pursuant to the agreed-upon provisions of the DED and the terms of this SOW and any deviation in work progress performed pursuant to these standards may occur at the risk of all 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 Project to remain on the agreed-upon Project Schedule. The 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 any outstanding issues will be managed through the Issue Management Plan and the Integrated Change Control Plan as defined in the PMP. The following sections define the 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 deliverables submitted for phase gate reviews. Confirm existence and completion of phase gate tasks described in this scope and acceptance of Phase Gate deliverables. Authorize/deny the Provider to pass the gate and proceed with the next phase of work. In additionParticipate in Lessons Learned reviews at the end of each phase, based upon 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 statusmutually agreed upon project schedule.

Project Management. The purpose of 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 project schedule will be in writing to the PMC for review and approval. Specific tasks under this item include: a. The ENGINEER will attend the project kickoff meeting with a proposed schedule for task is sequence and completion b. The ENGINEER’s Project Manager will attend weekly Progress Meetings for the Contractor duration of the study, as needed, whether in person or by conference call. Any meeting notes will be submitted to provide project management 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 all tasks described in this PWS. The Contractor shall attend a project kick-off meeting in the Washingtonstudy with the citizens of Arlington, DC area or conduct a teleconference/webinar within 10 business days of awardFort Worth, Pantego, and present Dalworthington Gardens e. The ENGINEER will provide to the proposed approach at PMC project information and/or exhibits regarding mapping of watersheds and sub‐basins that may be needed for meetings and/or for the kick- off meeting. Open House f. The Contractor’s Task Order Lead (TOL) shall attend the kick-off meeting to discuss project goalsENGINEER will fully document all relevant hardware, objectivessoftware, critical milestonesfile structures, and timeline. The Contractor shall 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 Program Management Plan (PMP) to guide the execution of tasks identified in this PWS in accordance with the current 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/Price 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 to the COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’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 data formats used during the project. All activities shall have their predecessors File structures and successors clearly identifieddata formats will be provided to the ENGINEER by the PMC. g. The ENGINEER will coordinate with hydraulic modeling consultants performing hydraulic analyses as part of the Rush Creek study, to enable as needed or requested by the calculation of a critical path PMC, for the duration of the project. . h. The detailed ENGINEER will provide monthly progress reports to be incorporated into PMC overall 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 COR. The Project Schedule shall be updated monthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the COR. 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 will include narrative 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 costreports, schedule and cost updates, an evaluation of project constraints and issues that may affect project costs, and shall be submitted to PMC within two weeks of month‐end accounting cutoff dates. i. The ENGINEER will prepare data and technical performance status 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 schedule using Primavera scheduling software (PMC will use Primavera version 6.2, Enterprise edition). The ENGINEER will update the schedule monthly. The level of detail will be sufficient to enable the PMC to determine that the project has been adequately planned, to enable coordination with other Rush Creek Watershed Study consultants, and to facilitate the determination of the overall taskreal progress as the work is performed. k. The ENGINEER will invoice monthly in a format determined jointly with the PMC. l. Project documentation, submittals, and other coordination will occur through a SharePoint site established by the PMC. The Contractor shall ENGINEER will become familiar with and will use Rthis tool.  Documentation o Summary of Tasks o Project Schedule o Support Data – Relevant meeting notes and email correspondence, Yproject status updates, G indicators shown below to indicate the statusand action items/follow‐up for ENGINEER.

Project Management. The purpose of this task is for the Contractor to provide project management of all tasks described in this PWS. The Contractor shall attend a project kick-off meeting a) 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 or conduct a teleconference/webinar within 10 business days provided such replacement does not delay the completion of award, the Project and present the proposed approach at the kick- off meeting. The Contractor’s Task Order Lead (TOL) shall attend the kick-off meeting to discuss project goals, objectives, critical milestones, and timeline. The Contractor provided that each new Project Manager shall be responsible for making the arrangements and all costs associated with the webinar, and for preparing/distributing electronic copies of material subject to the Task Order Contracting Officer’s Representative (COR) to support the meeting discussions. The Contractor shall provide a Program Management Plan (PMP) to guide the execution of tasks identified in this PWS in accordance with the current 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/Price 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 reasonable approval of the kick-off meeting other party. If CTS's Project Manager is unable to perform his or her duties for review any reason, CTS will use its best efforts to the COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’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 replace the Project Schedule based on feedback received from the CORManager within 5 business days. The Project Schedule shall be updated monthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the COR. 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 Managers will manage the Project Management Body of Knowledge (PMBOK® Guide)—Fifth Edition, 2013and be the primary contacts for notices and communications hereunder. The Contractor shall provide monthly CTS will deliver periodic status reports to CUSTOMER's Project Manager as more specifically set out in the COR prepared 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 accordance with the overriding requirements Work Schedule, the Project Managers, and other appropriate personnel, will meet regularly to discuss the progress of the ID/IQ ContractProject 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 subject to agreement of the other party. These reports shall cover With respect to any change requested by CUSTOMER, CTS will notify CUSTOMER's Project Manager in writing no later than 10 days after the work progress change 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 all tasks described the Deliverables, effects on the Project schedule, adjustments to CTS's professional charges, or any other effects on the Work Schedule. If CUSTOMER, in this scope of work. In additionits sole discretion, authorizes the change and if the change is accepted by CTS, the reports change shall include the following items: • A one (1) page summary be implemented; provided that CTS shall use its best efforts to accept any changes so authorized by CUSTOMER that relate to acceleration or deceleration 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 time schedule of the Contractor’s view of the cost, schedule and technical performance status of the overall taskProject. The Contractor shall use R, Y, G indicators shown below to indicate the status.COGNIZANT [LOGO] TECHNOLOGY SOLUTIONS A Cognizant Company --------------------------------------------------------------------------------

Project Management. The purpose Project management shall be an ongoing task throughout the duration of this task is for the Contractor to provide project management of all tasks described in this PWSProject. 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- off meeting. The Contractor’s Task Order Lead (TOL) shall attend the kick-off meeting to discuss project goals, objectives, critical milestones, and timeline. The Contractor shall 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 Provider shall provide a Program Management Plan (PMP) to guide the execution of tasks identified in this PWS in accordance with the current 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/Price 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 to the COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’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 COR. The Project Schedule shall be updated monthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the COR. 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) certified Project Management Professional® Project Manager who will have overall responsibility for the 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 by the Department’s Project Management Office. A Guide to the The Provider shall actively manage Provider and subcontractor performance and be responsible for meeting contract requirements. The Provider’s project management approach shall be in compliance with PMI’s Project Management Body of Knowledge (PMBOK® Guide)—Fifth Edition, 2013) standards for project management. The Contractor 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 monthly status reports input and updates to the COR prepared PMP and will be responsible for adhering to the processes and guidelines established by the PMP. The PMP shall 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 overriding 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 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 project 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 IDnew 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/IQ Contractno go check points between the Department and the Provider. These reports formal checkpoints will use the acceptance criteria included in each Deliverable Expectations Document (DED) that has been approved by the Department. At the Department’s discretion, the Phase Gate review process may include a mutual discussion concerning any open medium or high impact issues documented as part of the Risk Management Plan as the basis for this review. The purpose of the phase gate review meeting will be for a comprehensive Project health status check and to enable the 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 cover occur pursuant to the agreed-upon provisions of the DED and the terms of this SOW and any deviation in work progress performed pursuant to these standards may occur at the risk of all 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 Project to remain on the agreed-upon Project Schedule. The 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 any outstanding issues will be managed through the Issue Management Plan and the Integrated Change Control Plan as defined in the PMP. The following sections define the 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 deliverables submitted for phase gate reviews. Confirm existence and completion of phase gate tasks described in this scope and acceptance of Phase Gate deliverables. Authorize/deny the Provider to pass the gate and proceed with the next phase of work. In additionParticipate in Lessons Learned reviews at the end of each phase, based upon 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 statusmutually agreed upon project schedule.

Project Management. The purpose of this This task is an extension of the Project Management and Progress Meetings task from Phase I. Task 11.1: Project Management CONSULTANT will manage the project by tracking the schedule, budget and value of the products produced. CONSULTANT will also manage the sub-consultant project team, 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-schedule. Monthly project invoices will be prepared for the Contractor COUNTY which will highlight work performed for that invoice period, anticipated work to provide project management of all tasks described in this PWS. The Contractor shall attend a project kick-off meeting be performed in the Washington, DC area or conduct a teleconference/webinar within 10 business days of awardnext invoice period, and present the proposed approach at the kick- off meetinga list of critical issues and decisions required. The Contractor’s Task Order Lead (TOL) shall attend the kick-off meeting to discuss project goals, objectives, critical milestones, 11.2: Progress Meetings CONSULTANT Project Manager and timeline. The Contractor shall be responsible for making the arrangements and all costs associated appropriate staff will meet with the webinar, COUNTY Project Manager to manage 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 Program Management Plan (PMP) to guide the execution of tasks identified in deliver this PWS in accordance with the current 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/Price 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 to the COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’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, 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 COR. The Project Schedule shall be updated monthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the COR. 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 the 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 Management Institute Schedule • Six (PMI)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 Guide 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 Project Management Body of Knowledge (PMBOK® Guide)—Fifth Edition, 201395% level and resolve any outstanding design issues from the 65% design and independent structures design check. The Contractor shall provide monthly status reports Additional notes and details will be added as necessary to clarify the COR prepared in accordance with the overriding requirements of the ID/IQ Contractdesign. These reports shall cover the work progress of all tasks described in this scope of work. In additionAlso, the reports shall include plans will be updated to reflect any changes in 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 statusroadway design.

Project Management. The purpose Project management will be an extremely important component of this task is for 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 Contractor to provide project management initiation of all tasks described in this PWS. The Contractor shall attend the project, the Iteris Team will lead 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- off meeting. The Contractor’s Task Order Lead (TOL) shall attend the kick-off meeting to discuss project goals, objectives, critical milestones, and timeline. The Contractor shall be responsible for making the arrangements and all costs associated with the webinarTown and other project stakeholders. Through Iteris’ current work as the systems engineer on the IDEA portion of the program, 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 ▇▇▇▇▇▇▇ ▇▇▇▇▇, our PM, has already built a Program Management Plan (PMP) to guide the execution of tasks identified in this PWS in accordance strong relationship with the current PMBOK guidance1. The PMP shall explain Town’s staff that will have a positive contribution to engaging 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/Price 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 to the COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’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 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 COR. The Project Schedule shall be updated monthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the COR. 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 of action items. 1 Project Management Institute (PMI)foundation for all future ITS related initiatives going forward. 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 As shown 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 additionFigure 2, the reports shall include Town has a number of solid building blocks in place and will use this project to fill in 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 statusmissing pieces.

Project Management. The purpose of this task is for the Contractor to provide project 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- off meeting. The Contractor’s Task Order Lead (TOL) shall attend the kick-off meeting to discuss project goals, objectives, critical milestones, and timeline. The Contractor CONSULTANT shall be responsible for making detailed management of the arrangements and all costs associated with the webinarwork, including managing its subconsultants, and for preparing/distributing electronic copies shall keep OC SAN apprised of material to the Task Order Contracting Officer’s Representative (COR) to support status of the meeting discussionswork. The Contractor CONSULTANT shall provide 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 Program Management Plan (PMP) to guide the execution of tasks identified in this PWS in accordance with the current PMBOK guidance1mutually agreeable time. 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/Price 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 purpose of the kick-off meeting for review to the COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’s comments. The PMP meetings shall be consistent with to review the task order CONSULTANT’s Project Manager’s progress report and all exhibits. The PMP shall not be construed to override or change the requirement or exhibits status of this task order. The controlling document for the requirement shall be the task orderSOW, its exhibitsbudget, and any modifications issuedissues 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 Contractor CONSULTANT shall also prepare a detailed project schedule, in Microsoft Project, that lists all planned tasks and milestones for submit monthly invoices to OC SAN no later than the project. All activities shall have their predecessors and successors clearly identified, to enable second Wednesday of the calculation of a critical path for the projectfollowing month. The detailed invoices shall document the hours and billing rate for each person that works on the project schedule shall reflect a for each task in the 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 shall update the Project Schedule based on feedback received from the COR. The Project Schedule shall be updated monthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the COR. 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 itemsfollowing: • A one Work completed in the billing period • Outstanding project issues • Status and issues impacting project scope and budget • Percent complete, tabulated based on listed Part V. Quantitative Assumptions • Cost to complete, tabulated on a per task basis (1ETC only needed when requested. Not monthly) page • 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 percent 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 CONSULTANT shall also provide a summary of progress and expenditures to date. OC SAN will provide a sample invoice structure to the overall progress ▪ Total budget and remaining budget ▪ Major accomplishments ▪ Near-term milestones ▪ Variances from CONSULTANT after the current work plan, including planned corrective actions • A one (1) page summary issuance 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 Notice to indicate the statusProceed (NTP) for this SOW.

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 purpose of this task is for project manager will help specify the Contractor to provide method, brief the project management of all tasks described in this PWSteam, attend meetings, review final outputs and direct the critical 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 or conduct are kept informed of progress and issues, have foresight of results and have the opportunity to direct the project at key points. In addition to implementing a teleconference/webinar within 10 business days series of awardformal management arrangements, and present the proposed approach at the kick- off meeting. The Contractor’s Task Order Lead (TOL) shall attend the kick-off meeting we would aim to discuss project goals, objectives, critical milestones, and timeline. The Contractor shall be responsible for making the arrangements and all costs associated develop a close working relationship with the webinarFSA. We recognise that this work is intended to inform FSA policy and resourcing. Our approach will include:  Actively listening to FSA, eliciting and for preparing/distributing electronic copies 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 material 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 report offers ‘no surprises’. We would also wish to ensure that FSA has full opportunity to check our work and influence the direction of our work at critical points in the 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 Task Order Contracting Officer’s Representative (COR) to support the meeting discussions. The Contractor shall provide a Program Management Plan (PMP) to guide the execution of tasks identified in this PWS in accordance with the current 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/Price 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 to the COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’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 COR. The Project Schedule shall be updated monthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the COR. 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 next stage of work. In addition, We will present FSA with drafts of analysis and the reports shall include the following itemsreport for review. We would suggest full meetings at: • A one (1) page summary . Project start up; 2. On completion of each stage of work; and 3. On completion of the overall progress ▪ Total draft report. We will provide monthly emailed updates from the Project Manager to the FSA manager. These would cover:  Progress per task;  Any problems encountered;  Issues needing discussion; and  Progress against budget and remaining budget ▪ Major accomplishments ▪ Near-term milestones ▪ Variances from schedule. As a matter of course we would liaise with 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 statusclient project manager via telephone on an ‘as needs’ basis.

Project Management. Task List Shuttle Theradex A. Be responsible for the 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 according to Theradex Oncology SOPs. Shuttle will review and approve the Plan. Completion of the Project Management Plan is expected prior to the 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 Theradex Oncology SOPs. Shuttle will review and approve the 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 approve the Plan. Theradex Oncology assumes two Shuttle reviews of the document. 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 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 with representatives of Shuttle at the beginning of the project. The purpose of this task is for the Contractor to provide project 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- off meeting. The Contractor’s Task Order Lead (TOL) shall attend the kick-off meeting will be to discuss project goals, objectives, critical milestones, and timeline. The Contractor shall be responsible for making the arrangements and all costs associated with the webinar, and for preparing/distributing electronic copies following: ○ Primary points of material to the Task Order Contracting Officer’s Representative (COR) to support the meeting discussions. The Contractor shall provide a Program Management Plan (PMP) to guide the execution of tasks identified in this PWS in accordance with the current PMBOK guidance1. The PMP shall explain contact within each company ○ Review the roles and responsibilities of all key individuals within team members ○ Review the program/study procedures, protocol, and important study endpoints ○ Reiterate reporting requirements ○ Review the Communication Plan ○ Review the project team. At a minimum, timelines and scope of work ○ Review the PMP shall contain the following: Scope Management Plan, Cost/Price Management Plan, Communications Management Plan, Quality Management Plan, Human Resources Risk Management Plan and Risk Management Planescalation 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 the kick-off meeting for review to the COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’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 will be the task orderProject Manager, its exhibitsProject Coordinator, CRA(s), Medical Monitor, Safety Coordinator, Data Analyst, and any modifications issued. 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 COR. The Project Schedule shall be updated monthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the COR. 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 team meeting summariesThese meetings should include representatives from each functional group, which willas needed, at a minimumdepending 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, track it is assumed that Theradex Oncology’s standard information from the status of action itemsCTMS will be provided. 1 Project Management Institute O. Theradex Oncology will conduct Investigator Site Safety Call with Shuttle and the representatives from the study sites (PMIPrincipal Investigator, Sub-Investigator, etc.). A Guide 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 Project Management Body of Knowledge (PMBOK® Guide)—Fifth Editionpatient safety, 2013patient recruitment and potential patient(s). The Contractor shall provide monthly status reports 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 COR prepared in accordance 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 overriding requirements of Clinical Operations team. Topics to be discussed will include, but not be limited to the IDstudy 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/IQ Contract. These reports shall cover will include the work progress of all tasks described in this scope of work. In additionExecutive Management team (optional), the reports shall Project Manager, and the Business Operations team. Topics to be discussed will include, but not be limited to: the 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 following itemsExecutive Management team, the Project Manager, and the Business Operations team. Topics to be discussed will include, but not be limited to: • A one (1) page summary of the overall progress ▪ Total budget study timeline, patient accrual, site performance, patient data status, 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 taskstudy budget. The Contractor shall use R, Y, G indicators shown below to indicate the status.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 purpose of this task is a. Client Progress Meetings will be anticipated for the Contractor to provide project management approximate duration of the schedule (total of 4 meetings anticipated). It is anticipated that all tasks described meetings will be held at the Public Works Department of the City of Brentwood, MO. Progress meetings will be scheduled for 2 hours in this PWSduration. 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 or conduct a teleconference/webinar within 10 business days of award, same directions and present following the proposed approach at the kick- off meeting. The Contractor’s Task Order Lead (TOL) shall attend the kick-off meeting to discuss project goals, objectives, critical milestones, and timeline. The Contractor shall 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 Program Management Plan (PMP) to guide the execution of tasks identified in this PWS in accordance with the current 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/Price 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 to the COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’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 same guidance for the project. All activities shall have their predecessors and successors clearly identified, . c. Client Council Meetings are anticipated to enable be held to review the calculation developed designs of a critical path for the projectthis contract. 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 COR. The Project Schedule shall be updated monthly along with the monthly progress report. The Contractor shall also CONSULTANT will attend team meetings or teleconferences as requested by the COR. 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 City Council Meeting at the request of the overall progress ▪ Total budget CLIENT. d. Invoices will be prepared monthly for the duration of the project (assume 30 invoices). e. Geotechnical Report will be prepared by a subconsultant. The report will document the course of the investigation, the field exploration and remaining budget ▪ Major accomplishments ▪ Near-term milestones ▪ Variances laboratory programs, and will present the boring logs, laboratory test data, and a description of the subsurface conditions encountered. The report will provide geotechnical conclusions and recommendations for the design and construction of the project specifically focused on the tunnel crossing. Recommendations will be 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 subconsultant, review the report, and incorporate the findings into the design of 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 appropriate points in time for that specific task. However, for major deliverables that require assembling data from many different tasks, an additional review will be completed. It is anticipated that these reviews will be completed prior to submittal of the current work plan, including planned corrective actions • A one (following deliverables: 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.Preliminary Plans 2) Right-of-Way Plans 3) Final PS&E

Project Management. The purpose of this task is for the Contractor to provide project 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- off meeting. The Contractor’s Task Order Lead (TOL) shall attend the kick-off meeting to discuss project goals, objectives, critical milestones, and timeline. The Contractor VENDOR shall be responsible for making all activities necessary to effectively manage the arrangements and all costs associated Broward County RTMC. The 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 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 webinarDEPARTMENT’S Project Manager to review and discuss tasks completed during the previous period, task assignments for the current period and for preparing/distributing electronic copies of material to the Task Order Contracting Officer’s Representative (COR) to support the meeting discussionsone-month “look ahead” schedule. The Contractor VENDOR shall provide a Program Management Plan summary minutes within three (PMP3) to guide the execution of tasks identified in this PWS in accordance with the current 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/Price 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 working days of the kick-off after each meeting for review and approval by the DEPARTMENT. 5.9.3 The VENDOR’S Project Manager shall be responsible for notifying the DEPARTMENT and/or the DEPARTMENT’S Project Manager (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 CORVENDOR assuming the responsibilities of this CONTRACT / AGREEMENT. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’s comments. The PMP shall be consistent with the task order and all exhibits. The PMP This time spent shall not be construed billable to override or change the requirement or exhibits DEPARTMENT. 5.9.5 If during the term of this task orderCONTRACT / AGREEMENT, a 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 hours to discuss work requirements prior to the VENDOR’S new Project Manager assuming the responsibilities of this CONTRACT / AGREEMENT. The controlling document This time spent shall not be billable to the DEPARTMENT. 5.9.6 Project management consists of all work necessary to provide for the requirement shall be the task ordergeneral management, its exhibitspublic outreach, oversight, quality control 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 COR. The Project Schedule shall be updated monthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the COR. 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 administration of all tasks described in this scope of workcontract activities and support personnel. In additiongeneral, 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 activities include:

Project Management. The purpose of this task is for the Contractor to Engineer shall provide continued project management and oversight of identified studies and coordinate all tasks described in this PWStechnical issues with the State’s Contract Manager (CM). The Contractor Engineer’s responsibility shall attend also include the development of 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- off meeting. The Contractor’s Task Order Lead (TOL) shall attend the kick-off meeting to discuss project goals, objectives, critical milestones, and timeline. The Contractor shall 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 Program Project Management Plan (PMP) 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 by the State. This schedule will indicate Tasks and Sub-tasks with critical dates, milestones, deliverables, and State reviews. The project management plan will also further define the details of work to guide be accomplished in each work authorization, and will be negotiated with the execution State. The Engineer shall 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 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 tasks identified in this PWS the meeting summarizing the events of the meeting within seven calendar days after each meeting. The Engineer shall invoice in accordance with the current PMBOK guidance1rate schedule and function codes authorized in the work authorizations and any associated supplemental to the work authorizations. The PMP Engineer shall explain also provide coordination activities with any technical advisory committee (TAC). The Engineer shall 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 roles sub-consultants and sub-providers. This document will be a "living" document that will describe the scope of services, identify the task and sub-task responsibilities of all key individuals within the program/project team. At a minimum, the PMP shall contain the following: Scope Management Plan, Cost/Price 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 to the COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’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 exhibitsteam members, and any modifications issued. The Contractor shall also prepare a detailed project scheduledefine the formats for all memos, in Microsoft Projectreports, that lists all planned tasks 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 a review all work breakdown structure (WBS) consisting of at least three levels. The first Draft Project Schedule shall be submitted along with to assure that the Draft PMP. The Contractor shall update the Project Schedule based on feedback received from the COR. The Project Schedule shall be updated monthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the COR. 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 work is in accordance with State requirements and that the overriding requirements 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 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 quality control "review copy" of the overall progress ▪ Total budget major work product submittals showing the comments, corrections, and remaining budget ▪ Major accomplishments ▪ Nearchanges made prior to delivering it to the State for review. DocuSign Envelope ID: E21413E8-term milestones ▪ Variances from the current work plan, including planned corrective actions • A one (D200-42C9-96F5-820DB10B14A5 Contract No. 50-6IDP5005 PS Contract No. 4978 Supplemental Agreement No. 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. The purpose Contractor will provide a full annual project plan with major milestones defined for tracking against scope and schedule no later than July 30, 2013. This project plan is subject to approval by the State and will require input from State resources assigned to the project. The Contractor will provide biweekly status reports substantiating the status and progress of this task is for the work until final completion of deliverables. A telephone call from the Contractor to provide project management the State will follow to review the progress report, which will then be followed up with the written resolution of all tasks described in this PWSany issues identified. The Contractor shall attend a project kick-off meeting will inform the State Project Manager in the Washington, DC area or conduct a teleconference/webinar writing of any substantive issues when encountered within 10 three (3) business days of awarddays. The progress report will be written in Microsoft Word, and present a link to the proposed approach at file, along with any additional attachments, such as a ▇▇▇▇▇ chart, shall be emailed to the kick- off meetingState 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 work 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 accounting report will include amounts invoiced to date and paid to date and a forecast of remaining budget and expenditures. The Contractor’s Task Order Lead (TOL) shall attend point of contact for issue escalation from the kick-off meeting State will be the Vice President of Applied Information Management. The State will assign a State Project Manager to discuss project goals, objectives, critical milestonesoversee the coordination of tasks and advise the Contractor of acceptance of deliverables. The Blueprint Data Management/Analyst will serve in this capacity. State resources will be sought out and staffed as required, and timelinemay impact the current schedule if not readily available. The success of this project is contingent upon both the State and the Contractor shall be responsible reasonably performing their respective responsibilities and completing their deliverables as assigned. The State Project Manager for making the arrangements this contract will: • Ensure requirements are collected and all costs associated documented; • Ensure contractor deliverables are signed off by business; • Track defects and turnaround times so that any necessary escalation may occur, and 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, and publish stakeholder status reports. The Contractor, in collaboration with the webinarState Project Manager and State staff, and will review 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 Program Management Plan (PMP) to guide the execution of tasks identified in this PWS in accordance with the current 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/Price 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 to the COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’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 COR. The Project Schedule shall be updated monthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the COR. 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 itemsfinal acceptance each deliverable after date completed. 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. The purpose of this task is to provide the overall management of the contract. The A/E will set up Project files, and overall coordination and contact with the Project Team Members (PTM), HCTRA, and the PMC will be maintained. A. Provide general coordination with the PTMs and the PMC concerning administrative and technical issues. B. Quality Assurance/Quality Control Plan 1. The A/E shall submit their Quality Assurance / Quality Control (QA/QC) Plan to document the A/E’s quality control program. The A/E shall conduct Quality Control procedures under respective work tasks and sub-tasks. 2. The A/E shall submit the 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 Contractor following period, problems encountered, and actions taken to provide project management remedy them, a list of all tasks described meetings attended, a list of deliverables submitted in this PWSthe 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 Contractor shall attend a project kick-off meeting A/E will prepare each invoice in the Washingtonformat provided by the PMC. When directed by the PMC and/or HCTRA, DC area or conduct a teleconferencethe A/webinar within 10 business days E shall modify the information and/or format. Hard copies of awardthe invoice shall be delivered to the PMC and/or emailed. For contracts with Time and Materials and/or contingency work, and present certified timesheets shall be submitted with the proposed approach at the kick- off meeting. invoice. E. The Contractor’s Task Order Lead (TOL) shall attend the kick-off meeting to discuss project goals, objectives, critical milestones, and timeline. The Contractor shall A/E will be responsible for making the arrangements internal documentation 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 Program Management Plan (PMP) to guide the execution of tasks identified in this PWS in accordance with the current 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/Price 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 administration of the kick-off meeting for review to the COR. The Contractor shall revise the PMP based on feedback received and submit a Final PMP within 10 business days of receiving the COR’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 COR. The Project Schedule shall be updated monthly along with the monthly progress report. The Contractor shall also attend team meetings or teleconferences as requested by the COR. 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 itemsfiles. 1 Project Management Institute (PMI). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fifth Edition, 2013. F. The Contractor shall A/E will 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 Bid Phase Services as 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 Meetings 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 statusConferences.