|
![[Under Construction]](images/undercon.gif)
| |
Covers a wide range of industries and our
projects span over several geographic areas.
Boston
Harbor Cleanup Program
Project control services on several projects within the program,
including Secondary Treatment Facilities, O&M Training and a 10-mile
tunnel, the world's largest, under the Atlantic Ocean.
LIRR Capital Improvements Program
Program management support services including scheduling, cost control
and systems support to the LIRR Capital Improvements Program for over 6
years. The program was over $2 billion and included many complex
projects, several over $200 million.
SEPTA Railworks Project
As part of the Construction Management team led by O'Brien-Kreitzberg,
we were responsible for cost and schedule control on a $250 million
improvements program in Pennsylvania.
Brooklyn Bus Maintenance Facility
Construction management support for a $35 million first class facility
involving multiple contractors in Brooklyn, NY. The new facility will
include a compressed natural gas fueling station for nearly one third of
the depot's bus fleet.
Boston, JFK and Newark Airports
Project management support services for multi-billion dollar
programs in development, design and construction phases of major
airports such as Logan International Boston (including Terminal Area
Project Coordination and International Gateway Project), JFK
International New York, Newark International Newark and T. F. Green
Warwick, Rl.
Project Management Academy
Conducted several project management training programs in
conjunction with the City of San Diego for over 100 project managers
involved in the Capital Improvements Program, working closely with the
City. Also conducted similar sessions for the San Diego Consortium and
the Long Island Railroad for their management staff. |
 |
|
Central Artery/Tunnel
Program, Boston |
|
 |
|
Boston Logan
International Airport |
|
 |
|
Freshkills Landfill, New
York |
|
 |
|
NYC DOT Bus Maintenance
and Storage Facility,
Brrooklyn |
ö
Program Support Consultants
$2 Billion
The Long Island Rail Road, as
part of the MTA, has embarked on a series of five-year capital
improvement programs. The first program started in 1982 at a time when
the public transportation system of New York City was facing collapse.
Initial improvements targeted restoring aging and long neglected
infrastructure to a state of good repair.
|
 |
MCSS provided program and
project control related services to the Capital Program Management
department of the LIRR from 1985 to 1992 for their multi-billion dollar
capital improvement program. MCSS’ personnel were assigned to the
project managers of the LIRR under the direction of the chief engineer
responsible for the entire Capital Improvement Program. During this
seven year period, MCSS provided a wide range of program management and
control related services to the LIRR including:
- Evaluated the overall program/project control system and made
recommendations for modifications that were needed for a reliable
reporting and control of numerous entities responsible for carrying
out the program.
- Developed and prepared various levels of program and project
schedules with varying degrees of details suitable for appropriate
levels of management. Also, prepared program level summary schedules
that were used for presentations to the MTA and to the office of the
Governor of NY State for funding purposes.
- Designed customized progress reports in a format that was simple
to understand and provided an overview of the various projects
within the overall capital program.
- Provided personnel to carry out specific project control related
functions on various projects within the program. In this capacity
our personnel worked closely with the assigned project managers of
the LIRR as an integral part of their team.
- Evaluated the schedules and progress reports that were submitted
by various contractors and provided the necessary feedback to the
LIRR regarding the content, suitability and evaluation of the
claimed progress in the progress report.
- Assisted the financial management group in performing budget and
cost control related functions for various projects as well as the
overall capital program.
|
|
Port Authority of NY & NJ
ö
Program/Project Control Support
During the last seven years, MCSS has provided program/project
control services and information technology related services to the
Engineering Department of the Port Authority under separate call-in
agreements. |
 |
| MCSS has been involved in the scheduling
related effort on various projects and in the evaluation as well as the
implementation of Primavera Enterprise (P3e), the selected enterprise
software for project control. In addition to the scheduling related
effort, MCSS has had extensive involvement in the implementation and
training of Expedition, the contract management system produced by
Primavera. MCSS personnel have been assigned to the PATH, as well as to
the Port Commerce. |
|
New Jersey Transit ~ $864
Million
ö
Southern NJ Light Rail Transit System
The Southern New Jersey Light Rail Transit System (SNJLRTS)
is a design, build, operate and maintain project. It is the first
shared-track diesel rail system in the United States covering 34 miles
including 20 stations of which three are park-n-ride facilities. |
 |
| MCSS was responsible for reviewing
and approving the baseline project schedule submittals provided by the
project contractors (Bechtel/Bombardier); verifying and tracking
budgeted cost allocations and progress payments for all engineering and
construction activities; conducting project schedule review meetings;
providing status to the project manager and preparing responses
regarding work progress, schedule delays, monthly status reports, and
utility conflict/coordination |
|
MTA/LIRR
$4 Billion
ö East Side Access
The East Side Access project will provide direct access to the east side
of Manhattan for commuters from Suffolk, Nassau, and Queens counties
thereby relieving congestion in Penn Station, which is the terminus for
the Long Island Rail Road as well as New Jersey Transit and Amtrak.
Access will be provided to Grand Central Terminal via the existing lower
level of the 63rd Street Tunnel beneath the East River and a
continuation of the tunnel under Park Avenue to Grand Central Terminal. |
 |
| MCSS is providing project control
services to the Program Management team on the complex $4 billion East
Side Access Project for the Metropolitan Transportation Authority (MTA).
MCSS is providing several types of services relating to the program and
project control functions. These services have included program/project
scheduling, implementation of Expedition, development and implementation
of the Electronic Document Management System (EDMS), and customizing
Microsoft Access for developing special reports. In addition to the
project control related effort, MCSS has also been involved in providing
systems support services to insure that the program management related
software is functioning smoothly. |
|
New York City
Transit
ö IQ Scheduling Support Services
MCSS is currently
providing project control and scheduling support services to NYCT on
their multibillion-dollar Capital Improvement Program. We have been
awarded three consecutive contracts as a prime contractor for
program/project control related services, including scheduling and
contract management. |
 |
|
MCSS staff
is working closely with the NYCT’s assigned project managers in several
program areas including System Expansion, Signals & Systems, Structures,
Elevators & Escalators, Stations Rehabilitation, and Line Equipment. We
are currently working directly for NYCT on some of their largest and
most complex projects including Communication Based Train Control System
(CBTC) for hardware and software development and implementation,
Automatic Train Supervision System (ATS), the Sonet/ATM Communication
Network project, and the Public Address and Communication Interface
System (PA/CIS).
Our staff is responsible for reviewing and approving
resource loaded baseline schedules, performing schedule analyses,
preparing monthly schedule updates, performing schedule impact analyses
due to delays and additional work orders, and preparing monthly status
reports. The reports, submitted to various levels of management,
identify critical issues that may impact the schedule and suggest
mitigation plans for schedule recovery. Our staff also participates in
progress payment verification, job progress meetings with contractors,
and coordination meetings with contractors, utility companies, and other
city agencies. We are also responsible for preparing schedules for
in-house design and construction projects and for developing
construction durations for projects in design. |
|
![[Company Logo Image]](images/LOGO.jpg){kind=logo}
