Project Communications. Unless direct communication has been specifically authorized, the Design Professional and Contractor shall communicate through the Program Manager. Communications by and with the Design Professional’s Design Consultants shall be through the Design Professional.
Project Communications. The Participant will obtain the LDC’s prior written approval for all Project Communications in advance of publication or release thereof. Such approval will be deemed to be granted if the LDC has not objected to the Project Communication within 10 Business Days of receipt by the LDC of the proposed Project Communication.
Project Communications. 14.25.1 All communications concerning the performance of the Work or the Project will be provided to the designated Project Manager and Contractor’s Representative set forth in Article 1 of the Agreement. City may change the designated Project Manager and, subject to Section 4.4.20 of these General Conditions, Contractor may change Contractor Representative, by written notice to the other.
Project Communications. The Participant shall obtain the IESO's prior written approval to all Project Communications in advance of publication or release thereof. Such approval shall be deemed to be granted if the IESO has not objected to the Project Communication within 10 Business Days of receipt by the IESO of the proposed Project Communication.
Project Communications. The Project will have multiple types of communication directed both internally and externally. These communications will be organized and managed by the Project Office, mainly via WP4 (“Communications”). Centralizing the organization of meetings will help spread information between parts of the project that do not naturally collaborate, as well as record the activities for reporting. Externally, communications will fall into two main categories: official communications with the Commission and general communications to the community (research or general public). Commission communications will be defined in the contract, and include regular reports and updates, including annual period reviews. The period reviews will include descriptions of activities as well as financial reporting. Non-Commission communications will be pursued both in an organized manner via known channels as well as opportunistically. The community has fostered a small but growing list of contacts in the general press; scientific and research communication paths are well known and will be used. The project will be accessible for interested parties by a web site with internal communications shielded from the public. Internally, the project communications will be organized around a set of recurring events. The most obvious are the period reviews. The entire project will be mobilized to produce the required documentation for the reviews including input from the Board via the Board Meetings held prior to the report's submission. Besides the reviews, all-hands meetings and smaller WP-centric or small-group focused meetings will be planned. These will be held off-cycle to ensure that additional communications occur throughout the project period. The Project Office is planning for several larger meetings in which a majority of the project partners will participate: - Kick-off Meeting - Board Meeting (annual) - Network Lightpath Technology Meeting - End of project Science and Technology Meeting We expect that several of these meetings can be co-located to ensure increased attendance. Some of these meetings may also be converted to telecons or vidconfs if it is determined that they will be equally productive that way. In addition to the larger person-to-person meetings, the WPs will have regular communications via telecons, vidconfs and mailing lists. The Project Office will not insist on the reporting of the actions of every meeting, instead it will urge that smaller meetings be tracked and announ...
Project Communications. Absent an emergency, Buyer shall notify Seller at least three (3) months prior to the commencement of construction about any project that will impact rights-of-way within the Service Area. Absent an emergency, Seller shall notify Buyer at least three (3) months prior to the commencement of construction about any road improvement project where Buyer owns or operates water utility facilities.
Project Communications. Anchor QEA will schedule and attend via teleconference a project kickoff meeting to discuss tasks, expectations, roles, and the schedule. Attendees at this meeting will include the Anchor QEA project management team, GLO, members of the Texas TIG, and any other agency staff the Texas TIG deems necessary. Through the GLO, Anchor QEA will coordinate to schedule bi-weekly teleconferences with members of the Texas TIG to support project coordination and maximize efficient development of deliverables. At the discretion of the GLO, Anchor QEA will include subject matter experts and members of the Texas TIG at bi-weekly meetings, as needed.
Project Communications. Contractor will utilize Heron to report work progress and communicate project updates to the City’s Project Manager. Examples of specific reportable items include: formal project communications, project documentation, and other required reports.
Project Communications. Effective communication is a critical success factor for any project in order to ensure tight deadlines are met and the projects is completed within the determined schedule and proposed budget. The objective of a communication strategy is to reduce anxiety, enlist support and inspire confidence. Regular status meetings between day-to-day project management and team leads should be established in order to ensure the project proceeds according to plan. The proposed project communication strategy defines in detail all communication points required during the course of the project to ensure CivicLive’s ability to meet deadlines. This strategy may evolve through the duration of the project and its milestones as communication needs change. During the initial planning sessions, additions to and omissions from this communication plan should be discussed and agreed upon by both CivicLive and the City of Torrance. This will be done in conjunction with key project staff. The following information should be clarified or gathered and tabulated at that time: all stakeholders information the project teams need and from whom identification of who needs / wants information from the project team how, to whom, how often and who will communicate with the various stakeholders format of deliverables Communication Processes Scheduled reviews of work in progress will be managed and communicated through the CivicLive Project Manager. The following chart provides a basis from which to build the communication plan: To Whom What How From Stakeholder Type of Communication Method of Communication Initiator Project Team Issues that require escalation to Project Management Agenda item on next Project Management meeting As Required Project Team Urgent issues Email or telephone call to Project Management team As Required Project Team Status updates Status Reports, Action Log, updated Project Plan and Meeting Agenda sent by email a day in advance, prior to meetings CivicLive Project Team Status meeting communication documents Updated Action Log, Meeting Minutes and Project Plan will be sent out the by the end of meeting day CivicLive The City of Torrance | Website Redesign Project Proposal Quality Control Plan Please find below at a high-level outline a summary of our implementation processes that ensure quality control. Over the years CivicLive has been recognized by its clients for its timely, well managed and transparent implementations. This is due to the operation procedures ...
Project Communications. Meetings and Progress Reports Weekly Design and Construction Status Meetings: Contractor will hold a status meeting/conference call each week with Owner, at an agreed upon time and place, for the duration of the project. The purpose of the meetings will be to:
