As a member of various preconstruction teams over the past 14+ years I have become diligent at breaking down large scale projects into their basic bid packages. Due to this experience, any project no matter what the scale or complexity, is with-in my ability to understand and define the overall 'scope of work', contract limits, phasing and determine long lead packages and direct purchase systems/components.Early in my career two projects I was fortunate to take part in, were the renovation of the United Nations and construction of the Path Station, at the World Trade Center. Both projects were multi-year and multi-contract joint ventures, which required effort by large teams of people focused on identifying scope, scheduling, understanding phasing, defining and tracking alternates, risk mitigation and all other various tasks to successfully manage and complete.United Nations CMP - The UN renovations included documents produced by three different design teams and included the unusual scope of refurbishing historical room finishes. The designers used a system of codes and a matrix (sim. to finish schedule) to define types of refurbishment and restoration scope. It was necessary to update the budgets multiple times and track all the changes for each building as the architects refined their own understanding of the scope of work and budget. The entire project is in a state of evolution, which makes a monumental task to track costs, with efficiency.Path Station - More than just a high profile project, the Path Station is impressive for the many levels of inter-connection with adjacent on-going projects, the multiple agencies responsible for oversight and a complicated phasing scheme which alternately closes some portions of the active Path rail system. Any restrictions caused by the adjacent projects, black-out dates set forth by the Port Authority, contract limits, project schedule and site access needed to be understood and disseminated to the sub community.