REQUEST FOR PROPOSAL

Crystalline Solutions
Bakalli, Burim
Embar, Maya
Kidd, Michael
McBride, Sean

Illinois Institute of Technology: Ice Rink Proposal

Prepared: April 16, 2011

Proprietary and Confidential

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TABLE OF CONTENTS
TABLE OF CONTENTS............................................................................................................................. 2
1.0 INTRODUCTION AND BACKGROUND................................................................................. 3
1.1 Purpose of the Request for Proposal...........................................................................................3
2.0 ADMINISTRATIVE 2.1 technical ....................................................................................... 4
2.2 due dates ...............................................................................................................................................4
3.0 GUIDELINES FOR PROPOSAL PREPARATION ................................................................................. 5
3.1 schedule of events..............................................................................................................................5
3.2 milestones .............................................................................................................................................5
3.3 proposal submission ..........................................................................................................................6
4.0 DETAILED RESPONSE REQUIREMENTS .......................................................................................... 7
4.1 executive summary............................................................................................................................7
4.2 scope, approach, and methodology .............................................................................................8
4.3 project management approach .....................................................................................................9
4.4 deliverables...........................................................................................................................................9
4.5 detailed and itemized pricing.......................................................................................................10
4.6 appendix: references.......................................................................................................................11
4.7 appendix: project team staffing..................................................................................................12
4.8 appendix: company overview ......................................................................................................12
4.8 appendix: work breakdown structure/network diagram ..................................................12
5.0 EVALUATION FACTORS FOR AWARD ............................................................................... 16
5.1 criteria ..................................................................................................................................................16
6.0 STATEMENT OF WORK AND DELIVERABLES.................................................................... 17
6.1 requirements ......................................................................................................................................17
7.0 BUDGET PROPOSAL ......................................................................................................... 18
8.0 EXECUTIVE SUMMARY REPORT ....................................................................................... 21
9.0 RISK MANAGEMENT PLAN ............................................................................................... 22
9.1 introduction ........................................................................................................................................22
9.1.1 purpose of the risk management plan ................................................................................................... 22
9.2 risk management procedure.........................................................................................................22
9.2.1 process............................................................................................................................................................... 22
9.2.2 risk identification........................................................................................................................................... 22
9.2.3 project risks ..................................................................................................................................................... 22
9.3 risk analysis ........................................................................................................................................29
9.3.1 qualitative risk analysis............................................................................................................................... 29
9.3.2 probability ........................................................................................................................................................ 29
9.3.3 Impact ............................................................................................................................................................... 29
9.3.4 specific risk analyses.......................................................................................................................29
9.3.4 risk response planning................................................................................................................................. 29
9.3.5 risk monitoring, controlling, and reporting.......................................................................................... 30
9.3.6 tools and practices ........................................................................................................................................ 30

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1.0 INTRODUCTION AND BACKGROUND

1.1 Purpose of the Request for Proposal

Crystalline Solutions (CS) is a provider.

CS has been requested to design and implement an Ice Arena at the Illinois Institute of Technology Main Campus located at
3300 S. Federal, Chicago, IL 60606.

CS will be
● designing the arena
● detailing designing
● securing implementation
● facilitating security and specifications

Crystalline Solutions is interested in creating a Design that will allow it to:

● Create a Business Model and Proposal to Design and Build an Ice Arena at the Illinois Institute of Technology.
● Facilitate Risk Management and Budget Concerns for the proposed location.
● Maintain Design Standards in compliance with IIT’s current schematic.

These activities are part of Crystalline Solutions’ ongoing risk management program and are focused on identifying the risk
level Crystalline Solutions is currently exposed to so that an appropriate set of responses to those threats can be
developed...

Crystalline Solutions is seeking to identify and select an outside independent organization to perform the activities listed
above. The remainder of this document provides additional information that will allow a service provider to understand the
scope of the effort and develop a proposal in the format desired by Crystalline Solutions.

Crystalline Solutions will utilize the following:

● An available space for development at Illinois Institute of Technology

● Ad-hoc office space for utilization by Project Team
● IIT Public Safety Staff
● Students at IIT, giving internship opportunity
● Rent available meeting room spaces periodically
● Water sources in the area
● Construction Contractors
● IIT Parking Lots
● Staffing
● Electricity
● Port-A-Potty Rental Services
● IIT Facilities

Two Year Water Rental Electric Security Contractors

Contract
Monthly Fees $1,000.00 $4,000.00 $4,000.00 $2,000.00 $9,000.00
One Time Fees $0.00 $4,000.00 $0.00 $0.00 $0.00

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2.0 ADMINISTRATIVE

2.1 technical

Technical contact

Any questions concerning technical specifications or Statement of Work (SOW) requirements must be directed to:

Name Crystalline Solutions

Address 100 Forest Pl. Suite P03

Oak Park, IL 60301

Phone 708-628-0546

FAX 708-628-2350

Email technical@[Link]

Contractual Contact

Any questions regarding contractual terms and conditions or proposal format must be directed to:

Name Crystalline Solutions

Address 100 Forest Pl. Suite P03

Oak Park, IL 60301

Phone 708-628-0555

FAX 708-628-2426

Email legal@[Link]

2.2 due dates

A written confirmation of the Vendor’s intent to respond to this RFP is required by 4/30/2011.

All proposals are due by 9:00 AM. Any proposal received at the designated location after the required time and date specified
for receipt shall be considered late and non-responsive. Any late proposals will not be evaluated for award.

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3.0 GUIDELINES FOR PROPOSAL PREPARATION

3.1 schedule of events

Each of the events below will have a minimum of one week in between each event.
The decisions may not take up to one week but it gives the Project Team time to review and update as appropriate.

Event Date

1. RFP Distribution to Vendors 4/16/2011

2. Written Confirmation of Vendors with Bid Intention 4/30/2011

3. Questions from Vendors about scope or approach due 4/30/2011

4. Responses to Vendors about scope or approach due 5/4/2011

5. Proposal Due Date 5/21/2011

6. Target Date for Review of Proposals 6/4/2011

7. Final Vendor Selection Discussion(s)--Week of 6/11/2011

8. Anticipated decision and selection of Vendor(s) 6/18/2011

9. Anticipated commencement date of work 6/20/2011

3.2 milestones

Event Date

1. Meet with Project Team 2/3/2011 – 2/6/2011

2. Assign Project Manager 2/10/2011

3. Draft Proposal 2/21/2011

4. Determine Budget 3/1/2011

5. Design Ice Arena 3/10/2011-3/13/2011

6. Meet with Architects 3/22/2011

7. Determine Subcontractors 3/28/2011

8. Estimate Materials 4/8/2011

9. Finalize Request For Proposal 4/13/2011

10. Submit Request For Proposal 4/15/2011

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3.3 proposal submission

Award of the contract resulting from this RFP will be based upon the most responsive Vendor whose offer will be the most
advantageous to Crystalline Solutions in terms of cost, functionality and other factors as specified elsewhere in this RFP.

Crystalline Solutions reserves the right to:

● Reject any or all offers and discontinue this RFP process without obligation or liability to any potential Vendor
● Accept other than the lowest priced offer
● Award a contract on the basis of initial offers received, without discussions or requests for best and final offers,
● Award more than one contract.

Vendor's proposal shall be submitted in several parts as set forth below. The Vendor will confine its submission to those matters
sufficient to define its proposal, and to provide an adequate basis for Crystalline Solutions evaluation of the Vendor’s
proposal.

In order to address the needs of this procurement, Crystalline Solutions encourages Vendors to work cooperatively in
presenting integrated solutions. Vendor team arrangements may be desirable to enable the companies involved to complement
each other's unique capabilities, while offering the best combination of performance, cost, and delivery for the Penetration Test
being provided under this RFP. Crystalline Solutions will recognize the integrity and validity of Vendor team arrangements
provided that:

1. The arrangements are identified and relationships are fully disclosed, and
2. A prime Vendor is designated which will be fully responsible for all contract performance.

Vendor’s proposal in response to this RFP will be incorporated into the final agreement between Crystalline Solutions and the
selected Vendor(s). The submitted proposals are suggested to include each of the following sections:

1. Executive Summary

2. Scopes, Approach, and Methodology

3. Project Management Approach

4. Deliverables

5. Detailed and Itemized Pricing

6. Appendix: References

7. Appendix: Project Team Staffing

8. Appendix: Company Overview

The detailed requirements for each of the above-mentioned sections are outlined on the following pages.

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4.0 DETAILED RESPONSE REQUIREMENTS

4.1 executive summary

Crystalline Solutions proposes to build an ice rink located at the Illinois Institute of Technology Campus. The preferred location
of this ice rink would be at Morton Park located in the center of the campus. Having an ice rink located at the heart of IIT will
bring marginal profit to the school.

Morton Park is one of the least utilized spaces on the IIT campus, being utilized as little as 5 – 10 times a year on average.
Little to no complaints should be made as to the location of the ice rink because of the lack of usage. It is also located in an
area that is out of the Academic building’s walking paths, therefore creating little to no inconvenience to students while being
constructed.

Having an ice rink at the center of IIT will also bring awareness of the schools presents to people in the Chicago land area.
Many people are not aware of the presents of IIT because there little need to go to the campus unless a student. Raising the
awareness of perspective freshman can increase the enrollment of the school.

Because the ice arena will be located at a park location at IIT, IIT will not be held liable for any accidents or problems that
could happen. Illinois Institute of Technology requires a food waiver to distribute food on its campus, but because the arena will
be located at a park location, a food waiver will not be necessary. This relieves IIT of any liability with food problems that could
arise.

A rise in enrollment will bring revenue to the school, permitting endless possibilities of improvement for the school.

Crystalline Solutions proposes to utilize the parking lots of IIT. Utilization of IIT security known as public safety on top of hired
security will make up the security team for this project. The project manager of Crystalline Solutions is to act as the Lea zone
between the company and the school.

The project management office will be located on campus so the University has easy access to Crystalline Solutions.

The project should take approximately 24 months and a budget of $17,259,883.00 will be utilized to achieve a successful
project.

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4.2 scope, approach, and methodology

This section will act as the Statement of Work (SOW) to be used as a guideline by the consultants.

WORK ASSIGNMENT START END

Meet with Project Team Mon 2/7/11 Wed 2/9/11

determine and define project tasks Mon 2/7/11 Tue 2/8/11

allocate resources/create WBS Wed 2/9/11 Wed 2/9/11

Assign Project Manager Sat 2/12/11 Sat 2/19/11

have PM determine deliverables Sat 2/12/11 Tue 2/15/11

have PM organize Team and confirm Project Plan Thu 2/17/11 Sat 2/19/11

Draft Proposal Tue 2/22/11 Mon 2/28/11

formalize proposal Tue 2/22/11 Tue 2/22/11

meet with IIT Sports Management to determine Vision and Specifications Mon 2/28/11 Mon 2/28/11

Determine Budget Thu 3/3/11 Sun 3/6/11

coordinate with Budget Specialist Thu 3/3/11 Thu 3/3/11

integrate Accounting Team for Budget Management Sun 3/6/11 Sun 3/6/11

Design Ice Arena Mon 3/14/11 Sun 3/20/11

organize Design Team (and integrate with existing IIT Building Design Theme) Mon 3/14/11 Sun 3/20/11

Meet with Architects Tue 3/22/11 Thu 3/24/11

draft blueprints Tue 3/22/11 Thu 3/24/11

Determine Subcontractors Tue 3/29/11 Wed 4/6/11

establish Vendors Tue 3/29/11 Fri 4/1/11

establish specifications of Vendors (to be enumerated in Section 6.0 of this RFP) Mon 4/4/11 Mon 4/4/11

establish Vendor contracts and incorporate into Business Model Tue 4/5/11 Tue 4/5/11

designate Vendor Liaison Tue 4/5/11 Tue 4/5/11

create Timeline and finalize Status Dates Wed 4/6/11 Wed 4/6/11

Estimate Materials Mon 4/11/11 Tue 4/12/11

determine costs and material breakdown Mon 4/11/11 Mon 4/11/11

pre-order materials from assigned vendors Tue 4/12/11 Tue 4/12/11

Finalize Request For Proposal Thu 4/14/11 Thu 4/14/11

meet with Project Team Thu 4/14/11 Thu 4/14/11

Submit Request For Proposal Sat 4/16/11 Sat 4/16/11

deliver RFP to Client after final analysis Sat 4/16/11 Sat 4/16/11

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4.3 project management approach

The project will be managed with a Matrix type organization. Project teams are needed for a relatively short period of time and
will gel relatively quickly to produce the results needed within a 24 month period. There will be less of a hierarchy, and more of
a project-focused. Different department heads will be assigned to specialized groups assigned by the project manager.

Researchers will report to the research manager; the research manager has the authority to micromanage the specified
department. The Production department will have to report to the production manager, who has the authority to micromanage
the specified department. The Sales department will report to the sales representative, who has the authority to micromanage
the specified department. The Finance department will report to the financial adviser, who has the authority to micromanage
the specified department in a way they feel necessary.

Several operations managers will be selected, leaving them to deal directly with producing and maintaining the saleable
products or services of Crystalline Solutions.

A balanced matrix organization will be used as seen fit and will be molded to the needs of the project.

Project Manager

Michael Kidd

Finance Manager Risk Manager Subcontractors Scope Manager

Manager Maya Embar
Sean McBride Burim Bakalli

Finance Management Risk Management Staff Subcontractor

Management Staff
Sean McBride

4.4 deliverables

Crystalline solutions will be delivering:

¾ Blue Prints - To be completed by unspecified vendor

¾ IIT Space Request Form - Obtained by External Reservations Department located in the McCormick
Tribune Campus Center for proposal of space.
¾ A list of subcontractors - A detailed list of subcontractor contact information and role they play in the
project success.
¾ Risk Management Plan - Detailed action plans that will be used to mitigate and rid of any problems that
could arise.

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4.5 detailed and itemized pricing

Phase Name Estimated Price Running Total

1 Project Planning Phase $901,976.60 $901,976.60

2 Site Preparation Phase $131,859.60 $1,033,836.20

3 Construction Phase $14,182,093.60 $15,215,929.80

4 Equipment Installation Phase $1,771,976.60 $16,987,906.40

5 Site Finishing Phase $271,976.60 $17,259,883.00

Earned Value Analysis

Planned Value
20000000
18000000
16000000
14000000
Project Cost

12000000
10000000
8000000
6000000
4000000
2000000
0
0 5 10 15 20 25 30
Project Duration (Months)

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4.6 appendix: references

The following are references for the duration of this Project:

Legal
Contact Name: Jonathan March
Title Attorney
Address 3325 S. Wentworth Ave.
Chicago, IL 60616
Primary Phone Number: 773-421-7071
Cell Phone Number: 773-888-7890
Contact if any questions or problems arise that have to do with legality of Crystalline Solution actions.

IIT External Reservations Department

Contact Name: London Hilton
Title Events Coordinator
Address 3241 S. State Street
Chicago, IL 60616
Primary Phone Number: 773-567-73076
Cell Phone Number: 773-789-7890
Contact for any questions on dealing with altercations of Morton Park as well as the use of other IIT facilities for meeting spaces
if needed.

Ice Rinks Corporation

Contact Name: Tonya Kerrigan
Title Senior Architect
Address 3325 S. Prairie Ave.
Chicago, IL 60616
Primary Phone Number: 973-567-73076
Cell Phone Number: 954-789-7890
Contact if any questions arise dealing with the blue prints of the ice rink.

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4.7 appendix: project team staffing

TEAM MEMBER TITLE ROLE

Michael Kidd Project Manager Coordinate Project
Sean McBride Financial Specialist Create/Define Budget and Expenses
Burim Bakalli Risk Management Specialist Develop Risk Management Plan
Maya Embar Scope Management Specialist Develop Project Scope/Milestones/Vendor Specifications

4.8 appendix: company overview

The Table below will contain the following information:

● Official registered name (Corporate, D.B.A., Partnership, etc.), Dun & Bradstreet Number, Primary and secondary SIC
numbers, address, main telephone number, toll-free numbers, and facsimile numbers.
● Key contact name, title, address (if different from above address), direct telephone and fax numbers.
● Person authorized to contractually bind the organization for any proposal against this RFP.
● Brief history, including year established and number of years your company has been offering Information Security
Testing.

CRYSTALLINE SOLUTIONS
Primary Contact: Michael Kidd
Title: Project Manager
Primary Phone Number: 954-612-7963
Availability: On Call 24/7
Crystalline Solutions has been providing its services of construction since 1964, awarded for its exceptional quality of work.
Crystalline Solutions guarantees results expected as well as great client satisfaction.

4.8 appendix: work breakdown structure/network diagram

The following pages contain the WBS, Gannt Chart and network Diagram for Crystalline Solutions.

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 WORK BREAKDOWN STRUCTURE (WBS)

ID Task Name Duration Start Finish Predecessors Resource Names Feb 6, '11 Feb 13, '11 Feb 20
T F S S M T W T F S S M T W T F S S
1 Meet with Project Team 3 days Thu 2/3/11 Sat 2/5/11 2/5
2 determine and define project tasks 2 days Sun 2/6/11 Mon 2/7/11 1
3 allocate resources/create WBS 1 day Wed 2/9/11 Wed 2/9/11 2
4 Assign Project Manager 0 days Thu 2/3/11 Thu 2/3/11 2/3
5 have PM determine deliverables 4 days Thu 2/3/11 Sun 2/6/11 4
6 have PM organize Team and confirm Project Plan 3 days Thu 2/17/11 Sat 2/19/11 5
7 Draft Proposal 0 days Thu 2/3/11 Thu 2/3/11 2/3
8 formalize proposal 1 day Thu 2/3/11 Thu 2/3/11 7
9 meet with IIT Sports Management to determine Vision and Specifications 1 day Mon 2/28/11 Mon 2/28/11 8
10 Determine Budget 0 days Thu 2/3/11 Thu 2/3/11 2/3
11 coordinate with Budget Specialist 1 day Thu 2/3/11 Thu 2/3/11 10
12 integrate Accounting Team for Budget Management 1 day Sun 3/6/11 Sun 3/6/11 11
13 Design Ice Arena 0 days Thu 2/3/11 Thu 2/3/11 2/3
14 organize Design Team (and integrate with existing IIT Building Design Theme) 7 days Mon 3/14/11 Sun 3/20/11 13
15 Meet with Architects 0 days Thu 2/3/11 Thu 2/3/11 2/3
16 draft blueprints 3 days Tue 3/22/11 Thu 3/24/11 15
17 Determine Subcontractors 0 days Thu 2/3/11 Thu 2/3/11 2/3
18 establish Vendors 4 days Thu 2/3/11 Sun 2/6/11 17
19 Vendor specifications to be enumerated in Section 6.0 1 day Mon 2/7/11 Mon 2/7/11 18
20 establish Vendor contracts and incorporate into Business Model 1 day Tue 2/8/11 Tue 2/8/11 19
21 designate Vendor Liaison 1 day Wed 2/9/11 Wed 2/9/11 20
22 create Timeline and finalize Status Dates 1 day Wed 4/6/11 Wed 4/6/11 21
23 Estimate Materials 0 days Thu 2/3/11 Thu 2/3/11 2/3
24 determine costs and material breakdown 1 day Thu 2/3/11 Thu 2/3/11 23
25 pre-order materials from assigned vendors 1 day Tue 4/12/11 Tue 4/12/11 24
26 Finalize Request For Proposal 0 days Thu 2/3/11 Thu 2/3/11 2/3
27 meet with Project Team 1 day Thu 4/14/11 Thu 4/14/11 26
28 Submit Request For Proposal 0 days Thu 2/3/11 Thu 2/3/11 2/3
29 deliver RFP to Client after final analysis 1 day? Sat 4/16/11 Sat 4/16/11 28

Project: CrystallineSolutions Task Progress Summary External Tasks Deadline

Date: Fri 4/15/11 Split Milestone Project Summary External Milestone

Page 1
 WORK BREAKDOWN STRUCTURE (WBS)

20, '11 Feb 27, '11 Mar 6, '11 Mar 13, '11 Mar
14 20, '11 Mar 27, '11 Apr 3, '11 Apr 10, '11
M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S

Project: CrystallineSolutions Task Progress Summary External Tasks Deadline

Date: Fri 4/15/11 Split Milestone Project Summary External Milestone

Page 2
 NETWORK DIAGRAM

determine and define project allocate resources/create WB

Meet with Project Team
Start: 2/6/11 ID: 2 Start: 2/9/11 ID: 3
Milestone Date: Thu 2/3/11 Finish: 2/7/11 Dur: 2 days Finish: 2/9/11 Dur: 1 day
ID: 1 Res: Res:

have PM determine deliverab have PM organize Team and

Assign Project Manager
Start: 2/3/11 ID: 5 Start: 2/17/11 ID: 6
Milestone Date: Thu 2/3/11 Finish: 2/6/11 Dur: 4 days Finish: 2/19/11 Dur: 3 days
ID: 4 Res: Res:

formalize proposal meet with IIT Sports Managem

Draft Proposal
Start: 2/3/11 ID: 8 Start: 2/28/11 ID: 9
Milestone Date: Thu 2/3/11 Finish: 2/3/11 Dur: 1 day Finish: 2/28/11 Dur: 1 day
ID: 7 Res: Res:

coordinate with Budget Spec integrate Accounting Team fo

Determine Budget
Start: 2/3/11 ID: 11 Start: 3/6/11 ID: 12
Milestone Date: Thu 2/3/11 Finish: 2/3/11 Dur: 1 day Finish: 3/6/11 Dur: 1 day
ID: 10 Res: Res:

organize Design Team (and in

Design Ice Arena
Start: 3/14/11 ID: 14
Milestone Date: Thu 2/3/11 Finish: 3/20/11 Dur: 7 days
ID: 13 Res:

draft blueprints
Meet with Architects
Start: 3/22/11 ID: 16
Milestone Date: Thu 2/3/11 Finish: 3/24/11 Dur: 3 days
ID: 15 Res:

establish Vendors Vendor specifications to be e establish Vendor contracts a designate Vendor Liaison create Timeline and finalize S
Determine Subcontractors
Start: 2/3/11 ID: 18 Start: 2/7/11 ID: 19 Start: 2/8/11 ID: 20 Start: 2/9/11 ID: 21 Start: 4/6/11 ID: 22
Milestone Date: Thu 2/3/11 Finish: 2/6/11 Dur: 4 days Finish: 2/7/11 Dur: 1 day Finish: 2/8/11 Dur: 1 day Finish: 2/9/11 Dur: 1 day Finish: 4/6/11 Dur: 1 day
ID: 17 Res: Res: Res: Res: Res:

determine costs and materia pre-order materials from assi

Estimate Materials
Start: 2/3/11 ID: 24 Start: 4/12/11 ID: 25
Milestone Date: Thu 2/3/11 Finish: 2/3/11 Dur: 1 day Finish: 4/12/11 Dur: 1 day
ID: 23 Res: Res:

Finalize Request For meet with Project Team

Proposal Start: 4/14/11 ID: 27
Milestone Date: Thu 2/3/11 Finish: 4/14/11 Dur: 1 day
ID: 26 Res:

Submit Request For deliver RFP to Client after fin

Proposal Start: 4/16/11 ID: 29
Milestone Date: Thu 2/3/11 Finish: 4/16/11 Dur: 1 day?
ID: 28 Res:

ITM 471 - TEAM F

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5.0 EVALUATION FACTORS FOR AWARD

5.1 criteria

Any award to be made pursuant to this RFP will be based upon the proposal with appropriate consideration given to operational,
technical, cost, and management requirements. Evaluation of offers will be based upon the Vendor’s responsiveness to the RFP
and the total price quoted for all items covered by the RFP.

The following elements will be the primary considerations in evaluating all submitted proposals and in the selection of a Vendor
or Vendors:

1. Completion of all required responses in the correct format.

2. The extent to which Vendor’s proposed solution fulfills Crystalline Solutions’ stated requirements as set out in this RFP.

3. An assessment of the Vendor’s ability to deliver the indicated service in accordance with the specifications set out in this
RFP.

4. The Vendor’s stability, experiences and record of past performance in delivering such services.

5. Availability of sufficient high quality Vendor personnel with the required skills and experience for the specific approach
proposed.

6. Vendor’s acceptance of Crystalline Solutions’ contractual terms and conditions, if applicable.

7. Overall cost of Vendor’s proposal.

Crystalline Solutions may, at their discretion and without explanation to the prospective Vendors, at any time choose to
discontinue this RFP without obligation to such prospective Vendors.

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6.0 STATEMENT OF WORK AND DELIVERABLES

Crystalline Solutions requires the following deliverables in relation to Vendor Subcontracting:

6.1 requirements

Crystalline Solutions must supply the vendor with information that will allow the vendor to scope the level of effort required
to complete the work.

Information provided such as the following would be appropriate:

1. Conduct Safety / Environmental Analysis of Site

2. Drop off Construction Trailer / Port-A-Potties
3. Add Safety Signs and Construction Barriers
4. Conduct Demolition
5. Construct Earthworks
6. Lay Plumbing / Sewage / Electricity / Telecoms / Gas
7. Inspections
8. Lay Foundation
9. Build Dome Scaffolding
10. Build Dome Cover
11. Install Dome Windows
12. Build Exterior Walls
13. Weatherproof exterior of building
14. Finish Exterior Stairways, ramps, safety features
15. Inspections
16. Install Interior Walls
17. Run wiring / plumbing through interior walls
18. Finish interior bathrooms
19. Install Elevator
20. Elevator Inspection
21. Install Refrigeration Unit
22. Install Ventilator
23. Install Dehumidifier
24. Install Ice Pad
25. Install Stands
26. Install Dasher Board
27. Install Score Board
28. Install Jumbotron
29. Final Inspections
30. Interior Clean-Up, Painting, etc.
31. Exterior Landscaping
32. Removal of Construction Trailer Porta-Potties

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7.0 BUDGET PROPOSAL

Note: The 300, 400, and 500 level costs are local industry-standard estimates provided with line-item costs for
Budgetary Planning and Risk Management Purposes. These expenses will be superseded by vendor contracts
once these are finalized.

100 Site Costs

Line Description Cost Percentage

110 Safety Costs (including signage) $100,000.00

120 Construction Trailer Rental $5,383.00

130 Port-A-Potty Rental & Service $4,500.00

Total Design and Project Management Costs $109,883.00 0.64%

200 Utilities

Line Description Cost Percentage

210 Electricity $100,000.00

220 Water $30,000.00

230 Telecoms for Construction Trailer $5,000.00

Total Design and Project Management Costs $135,000.00 0.78%

300 Expected Budget for Contractor

Line Description Cost Percentage

310 Earth Works $175,000.00

320 Foundation (including ice pad) $500,000.00

330 Dome Structural Support $5,000,000.00

340 Dome Covering $5,000,000.00

350 Dome Weatherproofing $50,000.00

360 Internal Walls $750,000.00

370 Fittings $500,000.00

390 Other Construction Works $25,000.00

Expected Budget for Contractor $12,000,000.00 69.43%

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7.0 BUDGET PROPOSAL (continued)

400 Expected Budget for Internal Mechanical and Electrical Vendor

Line Description Cost Percentage

410 Sewage and Plumbing $500,000.00

420 Heating $250,000.00

430 Ventilation and Dehumidification $450,000.00

440 Electrical Wiring $400,000.00

450 Telecommunications Infrastructure $35,000.00

460 Elevators $100,000.00

470 Refrigeration Unit $250,000.00

480 Building Automation $100,000.00

490 Other Mechanical and Electrical Works $50,000.00

Expected Budget for Internal Mechanical and Electrical Vendor $2,135,000.00 12.41%

500 Expected Budget for Site Finishing Vendor

Line Description Cost Percentage

510 Yard Works $100,000.00

520 Yard Finishing $100,000.00

530 External Construction Works $40,000.00

540 External Mechanical and Electrical Works $10,000.00

550 External Fittings $0.00

590 Other External Works $0.00

Expected Budget for Site Finishing Vendor $250,000.00 1.45%

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 20

7.0 BUDGET PROPOSAL (continued)

600 Equipment Costs

Line Description Cost Percentage

610 Ice Resurfacer $1,000,000.00

620 Dasher Board $100,000.00

630 Score Board $100,000.00

640 Jumbotron $500,000.00

690 Other Equipment $50,000.00

Total Equipment Costs $1,750,000.00 10.17%

700 Design and Project Management Costs

Line Description Cost Percentage

710 Project Supervisor $150,000.00

720 Project Preliminary Costs $30,000.00

730 Architectural Design and Engineering $500,000.00

740 Inspection Fees $50,000.00

750 Insurance $150,000.00

760 Financing $0.00

790 Other Project Costs $0.00

Total Design and Project Management Costs $880,000.00 5.11%

900 Total Project Costs

Line Description Cost Percentage

100 Site Costs $109,883.00 0.64%

200 Utilities $135,000.00 0.78%

300 Estimated Contractor Expenses $12,000,000.00 69.43%

400 Estimated Internal Mechanical and Electrical Vendor Expenses $2,135,000.00 12.41%

500 Estimated Site Finishing Vendor Expenses $250,000.00 1.45%

600 Equipment $1,750,000.00 10.17%

700 Design and Project Management $880,000.00 5.11%

Total Project Costs $17,259,883.00

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 21

8.0 EXECUTIVE SUMMARY REPORT

Crystalline Solutions is a provider that proposes to build an ice arena in Morton Park at Illinois Institute of Technology.
Resources utilized by the company will be determined by the project managers. The project plan completed by the project team
has been confirmed by the project manager. The project team consists of four members; the scope management Specialist
Maya, Risk management specialist Burim, Finance specialist Sean, and the project manager Michael.

Crystalline Solutions creates its own blue prints that will be delivered to the client. Known for its elaborate architecture designs,
Crystalline Solutions will bring finesse to the campus. Subcontractors will be utilized for the completion of this project.
Architectural, Mechanical, and Electrical subcontractors will be utilized from the most well known companies in the Chicago land
area.

To insure that nothing goes wrong during and after the lifecycle of the project, Crystalline Solutions has implemented a detailed
risk management plan to manage the risk taken by the company. A high level of security will be on site, insuring the safety of
the students.

We also bring students an opportunity to achieve hands on experience in the work force. Having an ice rink at the center of IIT
will also bring awareness of the schools presents to people in the Chicago land area. Raising the awareness of perspective
freshman can increase the enrollment of the school. A rise in enrollment will bring revenue to the school, permitting endless
possibilities of improvement for the school.

The project will take up to 24 months with a budget of $17,259,883.00. The costs are itemized throughout this document, as
well as a schedule for beginning the process of this project. There is ample time to finish this project with a quality of excellence
that Crystalline Solutions assures.

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9.0 RISK MANAGEMENT PLAN

The following pages will detail Crystalline Solutions Risk Management Plan.

9.1 introduction
Crystalline Solutions has contracted to design custom-built financial planning software for its Client Illinois Institute of
Technology in Chicago.
The ice rink at IIT campus will provide an arena to be used for hockey. This arena will be used for IIT team as well as be rented
or leased to community and others on times when IIT hockey team is off season.
9.1.1 purpose of the risk management plan
This Risk Management Plan defines how risks associated with the Crystalline Solutions project will be identified, analyzed, and
managed. It outlines how risk management activities will be performed, recorded, and monitored throughout the lifecycle of the
project.
This Risk Management Plan was created by Burim Bakalli, Risk Management Expert in the Planning Phase and will be monitored
and updated throughout the project.

The intended audience of this document is the project team, project sponsor and management.

9.2 risk management procedure

9.2.1 process
The Project Team shall be identified as the following:
o Michael Kidd – Project Manager
o Sean McBride – Financial Specialist
o Maya Embar – Scope Management Specialist
o Burim Bakalli – Risk Management specialist

The project manager working with the project team and project sponsors will ensure that risks are actively identified, analyzed,
and managed throughout the life of the project. Risks will be identified as early as possible in the project so as to minimize
their impact. The steps for accomplishing this are outlined in the following sections. Burim Bakalli will serve as the Risk
Manager for this project.

Should it become necessary for outsourced personnel to be contracted in order to meet Project Deadlines, each individual
department will be in charge of hiring said consultants for the duration of the project, and managing them in accordance with
Crystalline Solutions standards.

9.2.2 risk identification

Risk identification will involve the project team, appropriate stakeholders, and will include an evaluation of environmental
factors, organizational culture and the project management plan including the project scope. Careful attention will be given to
the project deliverables, assumptions, constraints, WBS, cost/effort estimates, resource plan, and other key project documents.
A Risk Management Log will be generated and updated as needed and will be stored electronically in the project library located
at Crystalline Solutions HQ.
9.2.3 project risks
The following Risks have been identified for the Crystalline Solutions:
• Material not coming in time
• Sub-Contractors
• Zoning Permit
• Team members quitting
• Design Not Feasible
• Standards not met

These Risks will be detailed on the following pages, showing Cost-Benefit, Risk Contingencies, Mitigations, Approaches and
Triggers.

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 [Link] project risk : MATERIAL

Risk Title: Materials

Risk Description: Building material not coming in time
Concern:
To properly build the ice rink, the best material must come in just in time to build the ice rink on schedule as
predicted. When material is not coming on time, time is lost and possibility on pushing the finish date.

Consequences:
If the material does not arrive on construction site on time, teams will be sitting on idle mode and it would
push the end date of the project.

Triggers: Material missing from site / phone call about delays

2011(CY) 2012 2013 TOTALS

Costs Cost Benefit Analysis

1 Salary $ 260,000.00 $ 120,000.00 $ - Total PV Benefits $ 594,000.00
Total PV Costs $ 377,600.00
NET BENEFIT $ 216,400.00

Total Costs (Future Value) $ 260,000.00 $ 120,000.00 $ -

Total Costs (Present Value) $ 260,000.00 $ 117,600.00 $ - $ 377,600.00

Benefits
1 ROI (Revenue i.e. Rental, lease) $ 300,000.00 $ 300,000.00 $ -

Total Benefits (Future Value) $ 300,000.00 $ 300,000.00 $ - $ 600,000.00

Total Benefits (Present Value) $ 300,000.00 $ 294,000.00 $ - $ 594,000.00

Present Value Discount Rate 2%

Date Identified: 07/01/11 Impact to Critical Path: Yes No
Probability of Risk: 25 (%) Impact to Project: 3 (1=low, 5=high)
Impact Start Date: 08/15/11 Impact End Date: 08/22/13
Responsible Person:
Program Area:
Affected Project Phase: Construction

Risk Areas: Cost: $377,600.00 allocated for being able to hold any delays or even trying to
expedite the delivery process or finding a new vendor.
Schedule: It will affect the schedule in a way that it could delay the finishing time as
well as impact the critical path.
Performance: The performance of the workers would be affected as they would be idle for
the time while the material is not delivered.
Other:
Risk Control: Internal, External, or Internal & External
Current Status: Candidate Risk
Recommended Mitigations: Accept and Mitigate:
Make sure the material is on time or being schedules to be delivered on time on continuous bases based on
building phases.
Recommended Contingencies: Hire sub-contractors to help with monitoring of material stock. Have the material delivered in advance
instead of just-in-time delivery.
NET BENEFIT $ 216,400.00

Plan:

The Materials are not controlled by the Project Management team, especially their arrival. Even though good reputation stands
with the material providers, material stock and on time delivery will be confirmed by the Project manager 2 weeks before the
completion of milestones during the construction phase of the Ice Rink. This will be monitored through the EVA graph as well
as the Scheduled Performed Index (SPI).
Because the benefits are higher than the risk, hiring a logistics specialist as a sub-contractor for monitoring the logistics of the
material is feasible. When mitigation plan is put into effect, a Logistics specialist will be hired with a $120 thousand dollar
contract for the remaining of the project.

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 [Link] project risk : SUB-CONTRACTORS

Risk Title: Sub-Contractors

Risk Description Sub-Contractors for completing works
Concern:
Sub-contractors missing deadlines.

Consequences:
eliverables not met and building completion delayed.
Triggers:
More than 2 critical and/or 25 major defects detected during second pass of system test.

2011(CY) 2012 2013 TOTALS

Costs Cost Benefit Analysis

1 Sub-Contractors $ 200,000.00 $ 200,000.00 $ - Total PV Benefits $ 594,000.00
$ - $ - $ - Total PV Costs $ 396,000.00
$ - $ - $ - NET BENEFIT $ 198,000.00

Total Costs (Future Value) $ 200,000.00 $ 200,000.00 $ - $ 400,000.00

Total Costs (Present Value) $ 200,000.00 $ 196,000.00 $ - $ 396,000.00

Benefits
1 ROI (Revenue i.e. Rental, lease) $ 300,000.00 $ 300,000.00 $ -

Total Benefits (Future Value) $ 300,000.00 $ 300,000.00 $ - $ 600,000.00

Total Benefits (Present Value) $ 300,000.00 $ 294,000.00 $ - $ 594,000.00

Present Value Discount Rate 2%

Date Identified: 07/01/11 Impact to Critical Path: Yes No
Probability of Risk: 40 (%) Impact to Project: 3 (1=low, 5=high)
Impact Start Date: 08/15/11 Impact End Date: 08/22/13
Responsible Person:
Program Area:
Affected Project Phase: Implementation

Risk Areas: Cost: $396,000.00 allocated for Sub-Contractors and associated costs needed to
complete the work on time
Schedule: Follow milestones as measuring metrics to know the status of the work
from sub-contractors.
Performance:
Other:
Risk Control: Internal, External, or Internal & External
Current Status: Candidate Risk
Recommended Mitigations: Transfer:
This is the best subcontractor for the job and we will trust them to deliver work on time. Crystalline
Solutions has worked reliably with this Vendor on other Projects. Also, Crystalline Solutions will require all
sub-contractors to submit Status reports periodically to monitor system success.
Recommended Contingencies: Assign an engineer as liaison with the subcontractor to effective monitor their progress as well as keep on
check the completion of milestones.
NET BENEFIT $ 198,000.00

Plan:

Over a course of 2 years, the project would have a benefit of $198 thousand dollars. Our sub contractors have a good
reputation and the chances of their work being delayed due to their inefficiencies are low. Their productivity will be monitored
through the milestones as well as the EVA graph and the SPI as well as the Earned value. If earned value and SPI is below
10% of that of the PV, the contingency plan will be performed. If a milestone is missed by a week, the contingency plan will
also be on action.

An engineer will be hired to monitor the progress of the project on ground. This will ensure the proper progress of the work
and that it is being done on time. The impact could be significant but progress is still being done.

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 [Link] project risk : ZONING PERMITS

Risk Title: Zoning Permits

Risk Description: Zoning Permits not adequate
Concern:
Zoning permits asked would not be adequate and other level of permit must be purchased.
Consequences:
May delay the work from being completed on time.
Triggers:
Denial or complains about work being completed on area.

2011(CY) 2012 2013 TOTALS

Costs Cost Benefit Analysis

1 New zoning permit $ 100,000.00 $ - $ - Total PV Benefits $ 300,000.00
$ - $ - Total PV Costs $ 100,000.00
$ - $ - NET BENEFIT $ 200,000.00

Total Costs (Future Value) $ 100,000.00 $ - $ - $ 100,000.00

Total Costs (Present Value) $ 100,000.00 $ - $ - $ 100,000.00

Benefits
1 ROI (Revenue i.e. Rental, lease) $ 300,000.00 $ - $ -

Total Benefits (Future Value) $ 300,000.00 $ - $ - $ 300,000.00

Total Benefits (Present Value) $ 300,000.00 $ - $ - $ 300,000.00

Present Value Discount Rate 2%

Date Identified: 07/01/11 Impact to Critical Path: Yes No
Probability of Risk: 10 (%) Impact to Project: 5 (1=low, 5=high)
Impact Start Date: 08/15/11 Impact End Date: 08/22/13
Responsible Person: Project Manager
Program Area:
Affected Project Phase: Design / Implementation
Risk Areas: Cost: $100,000.00 allocated for licenses and zoning permits and all one time
costs in regards to abiding to local laws
Schedule: This would affect the schedule in minimal sense if caught taken care of
on time.
Performance:
Other:
Risk Control: Internal, External, or Internal & External
Current Status: Candidate Risk
Recommended Mitigations: Mitigate:
Have the appropriate staff obtain the adequate zoning permit to continue work..
Recommended Contingencies: Make sure the proper zoning permit is obtained to have work be completed in line with local laws and zoning
laws. .
NET BENEFIT $200,000.00

Plan:

Zoning permits are obtained by the city and the district. Proper zoning permits must be obtained to perform work on site.
Upon start of the project, if zoning permit is not awarded within a month, a new zoning permit must be applied for.

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 [Link] project risk : TEAM MEMBERS

Risk Title: Team members quitting

Risk Description: Team member quits from team
Concern:
Team member may quit from team.
Consequences:
Work load waiting to be completed
Triggers:
Team member not responding, not cooperating.

2011(CY) 2012 2013 TOTALS

Costs Cost Benefit Analysis

1 Salary $ 200,000.00 $ - $ - Total PV Benefits $ 300,000.00
$ - $ - Total PV Costs $ 200,000.00
$ - $ - NET BENEFIT $ 100,000.00

Total Costs (Future Value) $ 200,000.00 $ - $ - $ 200,000.00

Total Costs (Present Value) $ 200,000.00 $ - $ - $ 200,000.00

Benefits
1 ROI (Revenue i.e. Rental, lease) $ 300,000.00

Total Benefits (Future Value) $ 300,000.00 $ - $ - $ 300,000.00

Total Benefits (Present Value) $ 300,000.00 $ - $ - $ 300,000.00

Present Value Discount Rate 2%

Date Identified: 07/01/11 Impact to Critical Path: Yes No
Probability of Risk: 15 (%) Impact to Project: 4 (1=low, 5=high)
Impact Start Date: 08/15/11 Impact End Date: 08/22/13
Responsible Person: Project Manager
Program Area:
Affected Project Phase: All phases
Risk Areas: Cost: $200,000.00 allocated for potential shortage on staff and project
management team.
Schedule: Delays the time spent on project management aspect, as well as
prolonged hours for the workers taking the load.
Performance: Performance may be affected.
Other:
Risk Control: Internal, External, or Internal & External
Current Status: Candidate Risk
Recommended Mitigations: Mitigate:
Develop a plan where in case of team member quitting how to distribute the workload among other team
members.
Recommended Contingencies: Have a list of all duties each team member has to ensure that no task is left out if such event happens.
NET BENEFIT $ 100,000.00

Plan:

When team member does not respond within a week or submits a resignation letter, the mitigation recommendation will be on
full action.

Contingency plan is executed which will give other team members more duties as well as increase pay.

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 [Link] project risk : DESIGN NOT FEASIBLE

Risk Title: Design not feasible

Risk Description: The design and project was rejected/change of scope.
Concern: The selection board may see this design and project as being too expensive and not fitting the style of IIT.
The project may have a change of scope

Consequences: Lose the entire project. Change of scope due to its large aspect
Triggers: Project not defined well. Board suggests changes.

2011(CY) 2012 2013 TOTALS

Costs Cost Benefit Analysis

1 2nd Design Committee $ 100,000.00 $ - $ - Total PV Benefits $ 300,000.00
$ - $ - Total PV Costs $ 100,000.00
$ - $ - NET BENEFIT $ 200,000.00

Total Costs (Future Value) $ 100,000.00 $ - $ - $ 100,000.00

Total Costs (Present Value) $ 100,000.00 $ - $ - $ 100,000.00

Benefits
1 ROI (Revenue i.e. Rental, lease) $ 300,000.00

Total Benefits (Future Value) $ 300,000.00 $ - $ - $ 300,000.00

Total Benefits (Present Value) $ 300,000.00 $ - $ - $ 300,000.00

Present Value Discount Rate 2%

Date Identified: 07/01/11 Impact to Critical Path: Yes No
Probability of Risk: 70 (%) Impact to Project: 5 (1=low, 5=high)
Impact Start Date: 08/15/11 Impact End Date: 08/22/13
Responsible Person:
Program Area:
Affected Project Phase: Design
Risk Areas: Cost: $100,000.00 allocated a second design or change of scope for the project
to be successful
Schedule: Will increase the time spent on project management phase longer.
Performance:
Other:
Risk Control: Internal, External, or Internal & External
Current Status: Candidate Risk
Recommended Mitigations: Mitigate:
Have a well defined scope with the most up to date and feasible designs and features of the arena so it can
lower the chances of being rejected
Recommended Contingencies: Hold meeting with IIT and architects to ensure design is appropriate and feasible.

NET BENEFIT $ 200,000.00

Plan:

The request for proposal is submitted. When the board decides to change scope and the scope is very much more different
than those submitted. If the scope needs to change by more than 25% of the design submitted, the contingency and
mitigation plan.

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 [Link] project risks : STANDARDS

Risk Title: Standards

Risk Description: Standards not met
Concern: Standards not met in accordance to city standards. Could delay the opening day of the arena

Consequences: Delay the finish day of the project.

Triggers: Inspection finds parts of project not meeting standards

2011(CY) 2012 2013 TOTALS

Costs Cost Benefit Analysis

1 2nd Design Committee $ 250,000.00 $ - $ - Total PV Benefits $ 300,000.00
$ - $ - Total PV Costs $ 250,000.00
$ - $ - NET BENEFIT $ 50,000.00

Total Costs (Future Value) $ 250,000.00 $ - $ - $ 250,000.00

Total Costs (Present Value) $ 250,000.00 $ - $ - $ 250,000.00

Benefits
1 ROI (Revenue i.e. Rental, lease) $ 300,000.00

Total Benefits (Future Value) $ 300,000.00 $ - $ - $ 300,000.00

Total Benefits (Present Value) $ 300,000.00 $ - $ - $ 300,000.00

Present Value Discount Rate 2%

Date Identified: 07/01/11 Impact to Critical Path: Yes No
Probability of Risk: 30 (%) Impact to Project: 4 (1=low, 5=high)
Impact Start Date: 08/15/11 Impact End Date: 08/22/13
Responsible Person:
Program Area:
Affected Project Phase: Construction/Design
Risk Areas: Cost: $250,000.00 allocated for standards controls, and bringing works to
current standards required by city.
Schedule: Standards must be checked before works begin.
Performance: Performance may be affected if standards not correct.
Other:
Risk Control: Internal, External, or Internal & External
Current Status: Candidate Risk
Recommended Mitigations: Transfer & Mitigate:
The sub-contracting teams will have to make all necessary changes to come up to standard. Tests
throughout the project will be performed to check on standards of the building.
Recommended Contingencies: Team will monitor any changes to standards which the district releases. Monitor building process as well.

NET BENEFIT $ 50,000.00

Plan:

Standards are a high importance to having a safe and in accordance to local laws. Even though our contractors are always up
to date with standards and there is no doubt they will build and install everything in accordance with the standards.

If an inspection does not pass during the milestones, the mitigation and contingency plan for standards will be enforced which
involves more rigorous monitoring and more frequent inspection.

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9.3 risk analysis
All risks identified will be assessed to identify the range of possible project outcomes. Qualification will be used to determine
which risks are the top risks to pursue and respond to and which risks can be ignored.
9.3.1 qualitative risk analysis

The probability and impact of occurrence for each identified risk will be assessed by the project manager, with input from the
project team using the following approach:

9.3.2 probability

• High: Greater than 70% probability of occurrence

• Medium: Between 30% and 70% probability of occurrence
• Low: Below 30% probability of occurrence

1. Materials
2. Sub-Contractors
3. Zoning Permits
4. Team Member quitting
5. Design not feasible
6. Standards

9.3.3 Impact

• High: Risk that has the potential to greatly impact project cost, project schedule or H 6 5

Impact
performance M 1 2
• Medium: Risk that has the potential to slightly impact project cost, project schedule or L 3 4
performance L M H
• Low: Risk that has relatively little impact on cost, schedule or performance Probability
Risks that fall within the RED and YELLOW zones will have risk response planning which may include both risk mitigation and a
risk contingency plan.

9.3.4 specific risk analyses

Analysis of risk events have been prioritized using the qualitative risk analysis process and their affect on project activities will
be estimated, a numerical rating applied to each risk based on this analysis, and documented in Sections 2.31 to 2.35 of the
risk management plan.

1 Design not feasible

2 Sub-Contractors
3 Team Member quitting
4 Standards not met
5 Material
6 Zoning Permits

9.3.4 risk response planning

Each major risk (those falling in the Red & Yellow zones) will be assigned to a project team member for monitoring purposes to
ensure that the risk will not “fall through the cracks”.

For each risk, one of the following approaches will be selected to address it:

• Avoid: Eliminate the threat by eliminating the cause

• Mitigate: Identify ways to reduce the probability or the impact of the risk
• Accept: Nothing will be done
• Transfer: Make another party responsible for the risk (buy insurance, outsourcing, etc.)

For each risk that will be mitigated, the project team will identify ways to prevent the risk from occurring or reduce its impact or
probability of occurring. This may include prototyping, adding tasks to the project schedule, adding resources, etc.

For each risk that is to be mitigated or that is accepted, a course of action will be outlined for the event that the risk does
materialize in order to minimize its impact.

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9.3.5 risk monitoring, controlling, and reporting

The level of risk on this project will be tracked, monitored and reported throughout the project lifecycle.

A “Top 5 Risk List” will be maintained by the project team and will be reported as a component of the project status reporting
process for this project.

All project change requests will be analyzed for their possible impact to the project risks. Management will be notified of
important changes to risk status as a component to the Executive Project Status Report.

9.3.6 tools and practices

A Risk Log will be maintained by the project manager and will be reviewed as a standing agenda item for project team
meetings.

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 31

Crystalline Solutions Risk Exposure

$450,000.00

$400,000.00

$350,000.00

$300,000.00

$250,000.00

$200,000.00

$150,000.00

$100,000.00

$50,000.00

$-
0% 10% 20% 30% 40% 50% 60% 70% 80%

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