Progress Management Sample Clauses

Progress Management. (a) AV defines the progress management processes and HAPSMobile reviews them. Mutually agreed changes on the format of such progress reports can be made. (b) A PMO member participates in the PMO meeting once a month or as needed and the Project operational meeting once a week or as needed. HAPSMobile and AV will provide and input accurate data in a timely manner. (c) AV and HAPSMobile will undertake the following activities in cooperation: i. Collection of progress information ii. Preparing progress materials iii. Participating in progress meeting
Sample 1
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Progress Management. During the course of the project, ENGINEER will manage the day-to-day progress of the project. The ENGINEER will track the scope, schedule, and budget regularly. The ENGINEER will perform the following sub-tasks. 121. Documentation – Develop document management protocols for processing and documenting design drawings, calculations, OWNER decisions, and communication.
Sample 1
Progress Management. During the course of the project, ENGINEER will manage the day-to-day progress of the project. The ENGINEER will track the scope, schedule, and budget regularly. The ENGINEER will perform the following sub-tasks. 0000 Xxxxxxx Xxxxx Road, Suite 400 | Fort Worth, Texas 76109 | TBPE Firm #20783 xxxxxxxxxxxxxxxxxxxxx.xxx
Sample 1
Progress Management. The ENGINEER will monitor the overall progress of Phase 3 services including tracking the scope, schedule, and budget regularly. The ENGINEER will perform the following sub-tasks.
Sample 1
Progress Management. Utilize the agreed upon electronic document control system to file and manage all correspondence, submittals, shop drawings, permits, costs and other schedule sensitive issues. Should a conflict be identified in the field, identify the conflict and provide recommendations t Discuss with RCTC all changes anticipated by the CM team. Coordinate with the designer of mitigate said conflict. ecord and RCTC before issuing a change order. Assist with the management of, and communication with, third parties along the alignment, including SCRRA, BNSF, property owners, and outside agencies including the Cities of Perris and Riverside, Riverside County, March Air Force Base, and Xxxxxx Valley. Include the various utility companies that have facilities and/or infrastructure adjacent to or xxxxxxx the alignment. Work with the contractor with the goal of obtaining an approved baseline schedule early in the project. This baseline schedule will provide a platform fro which progress and impacts can be measured throughout construction. The CPM schedule monthly updates to the b seline schedule will be reviewed within the timeframes allotted in the contract specifications. Work with the contractor and our staff to identify opportunities to recover the slippage in schedule. Develop a list of required submittals, including shop drawings, from the contract documents and project specifications, and require the contractor to do the same. The two lists will be compared against each other to verify that both parties are in agreement as to the submittal requi ements. These will all be managed within the electronic document control system, which will allow generation of reports indicating outstanding submittals and contract documents that require processing. Verify that the contractor includes activities and durations for submittal review and approval for all significant submittals. The activities will be required to be included on the schedule for all significant procurements, especially long-lead items such as grade crossing panels and equipment, communication, and station electrical components. Work with RCTC and the EOR to determine which submittals will be reviewed by which party. Provide RCTC with a Monthly Project Status Report for the project as a whole. Meet with RCTC’s Project Manager to agree on the items to be included in this report. Information will include progress reports for ajor elements of the Project, engineering and contract administration issues, costs expended ve...
Sample 1
Progress Management. 8.3.1 To facilitate the expeditious fulfilment of the respective obligations of the Parties, and to ensure good communication between the Parties and between the Lead Party and the Client, the Parties shall convene and attend progress meetings whenever so required by any Party on 5 (five) Business Days written notice to the other Party. 8.3.2 Such notice shall specify the place, the day (a Business Day), the hour of the meeting and the business to be transacted at such meeting. Delivery by way of electronic mail or by fax transmission shall be acceptable. 8.3.3 At any progress meeting, any matter that the Parties may deem expedient may be raised. Unless agreed otherwise between the Parties, such meetings will be chaired by the Lead Party. 8.3.4 In the event that the Parties are unable to amicably resolve any particular matter raised at a progress or other meeting, then either Party shall be entitled to declare that a dispute exists and that shall be dealt with in accordance with clause of this Agreement.
Sample 1

Related to Progress Management

  • Access Management The Engineer shall coordinate and evaluate access management within the project limits in accordance with the latest State Access Management Manual or as directed by the State.

  • Virus Management DST shall maintain a malware protection program designed to deter malware infections, detect the presence of malware within DST environment.

  • Construction Management Plan Contractor shall prepare and furnish to the Owner a thorough and complete plan for the management of the Project from issuance of the Proceed Order through the issuance of the Design Professional's Certificate of Material Completion. Such plan shall include, without limitation, an estimate of the manpower requirements for each trade and the anticipated availability of such manpower, a schedule prepared using the critical path method that will amplify and support the schedule required in Article 2.1.5 below, and the Submittal Schedule as required in Article 2.2.3. The Contractor shall include in his plan the names and resumés of the Project Superintendent, Project Manager and the person in charge of Safety.

  • Project Management Plan Developer is responsible for all quality assurance and quality control activities necessary to manage the Work, including the Utility Adjustment Work. Developer shall undertake all aspects of quality assurance and quality control for the Project and Work in accordance with the approved Project Management Plan and

  • Patch Management All workstations, laptops and other systems that process and/or 20 store PHI COUNTY discloses to CONTRACTOR or CONTRACTOR creates, receives, maintains, or 21 transmits on behalf of COUNTY must have critical security patches applied, with system reboot if 22 necessary. There must be a documented patch management process which determines installation 23 timeframe based on risk assessment and vendor recommendations. At a maximum, all applicable 24 patches must be installed within thirty (30) calendar or business days of vendor release. Applications 25 and systems that cannot be patched due to operational reasons must have compensatory controls 26 implemented to minimize risk, where possible.

  • Staffing There shall be a clinician employed by the outside contractor for EAP Services who will be on-site a minimum of 20 hours a week. The clinician shall report directly to the outside contractor, Peer Assistance Oversight Committee and the MIF liaison. There shall be three full-time Peer Assistants reporting to the outside contractor.

  • Construction Management Services a. A-E may be required to review and recommend approval of submittals, shop drawings, Request for Information (RFI) and/or calculations for temporary structures such as trench shoring, false work and other temporary structural forms. b. A-E may be required to review and advise the County Representative on the overall project schedule, including staging and completion dates, duration, milestones, and interfaces. Immediately notify Representative if the proposed work schedule does not conform to the contract documents, including the plans, specifications, and permits or that may require special inspection or testing, or work stoppage. c. Review on a monthly basis the project schedule and/or Critical Path Method (CPM) schedule submitted by the Construction Contractor. Make recommendations concerning the Construction Contractor’s adherence thereto. Recommend possible solutions to scheduling problems so as to complete the project on time, within budget, and in accordance with the contract drawings and specifications. d. Review scope of work and identify potential contract change orders. Prepare independent cost estimates for any changes resulting from design revisions or change in field conditions. Prepare and recommend for approval all contract change orders. e. Evaluate the merit of any potential claims or requests for equitable adjustment submitted by the Construction Contractor. Prepare analysis of potential claims include recommendations regarding settlement of the claims. f. Assist County staff in project related issues with other Agencies, or departments, engineering and material testing support firms, CEQA consultants, utilities agencies, etc. g. Assist in community outreach meetings and media relations h. Review for acceptance/approval of Storm Water Pollution Prevention Plan (SWPPP) in accordance with the general Permit of Discharges of Storm Water Associated with Construction Activity (Construction General Permit, including dewatering/diversion plans per the State’s DeMinimus Permit).

  • Construction Management Landlord or its Affiliate or agent shall supervise the Work, make disbursements required to be made to the contractor, and act as a liaison between the contractor and Tenant and coordinate the relationship between the Work, the Building and the Building’s Systems. In consideration for Landlord’s construction supervision services, Tenant shall pay to Landlord a construction supervision fee equal to three percent (3%) of Tenant’s Costs specified in Section 7.

  • Service Management Effective support of in-scope services is a result of maintaining consistent service levels. The following sections provide relevant details on service availability, monitoring of in-scope services and related components.

  • Clinical Management for Behavioral Health Services (CMBHS) System 1. request access to CMBHS via the CMBHS Helpline at (000) 000-0000. 2. use the CMBHS time frames specified by System Agency. 3. use System Agency-specified functionality of the CMBHS in its entirety. 4. submit all bills and reports to System Agency through the CMBHS, unless otherwise instructed.

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