Project Controls. The Professional shall manage Project integration, scope, schedule, cost, quality, staff resources, sub-consultants, communications, risk analysis and management, and procurements as NBU directs, including, but not limited to, the following:
1.5.1. assigning a senior advisor to oversee quality assurance;
1.5.2. developing cost estimates using recent bid tabs from similar projects or vendor prices;
1.5.3. using Microsoft Project or similar to manage the schedule; and
1.5.4. coordinating communication with sub consultants through emails and meetings.
Project Controls. Details provided to Buyer Three (3) months before Commercial Operation Date
Project Controls. The Professional shall manage the project integration, scope, schedule, cost, quality, staff resources, communications, risk analysis, and oversight.
Project Controls. A. Purpose The Project Controls group shall be responsible for: 1. Administering the Earned Value Management system 2. Managing the change control process 3. Maintaining the program cost and schedule baseline 4. Ensuring accuracy of financial reporting 5. Maintaining compliance with Xxxxxxxx-Xxxxx requirements
B. Composition Project Controls shall be provided through a service contract with USEC Inc. and supplemented with non-USEC personnel from one or more of the Other Participants that have resources with project controls expertise and experience consistent with the attached chart.
Project Controls. Every environmental/engineering firm who performs any Work shall prepare periodic written progress reports in a format jointly developed by the PC and OR for the specific tasks and projects they are contracted to perform. Each environmental/ engineering firm shall also be available to confer with the PC and the OR as the PC and the OR determine is necessary, about the Work.
Project Controls. Manage contract Addendum
Project Controls. Submit Submit – this will validate the project and if valid, enter the project into the approval workflow. Each project can be submitted individually for approval, or collectively for a County using the “Change Status for RMA Projects” and “Change Status for RMA Project Work, Budget Data & Supervision Budget Data Project(s) links on the MPM Main Screen.
Project Controls. We will prepare and maintain a project schedule to track the progress of milestones identified in Section II.B of the RFP. Our preliminary schedule (included in this proposal) can be used as a starting point for a baseline schedule. Furthermore, we will closely monitor the project budget—using periodic Earned Value Assessments—with respect to individual tasks and specifically itemized expenses, such as subconsultants and other reimbursable items. In the event of budget or schedule concerns, or critical path items fall behind more than two weeks, we will prepare a schedule update and recovery plan, if warranted.
Project Controls. 2.3.1 The Consultant shall be responsible for controlling the time and cost of the Project. The Consultant shall closely monitor the progress of works, cash flow requirements, etc. in accordance with the requirements of programs license and documents associated with complying with such requirements.
2.3.2 The Client/CCB is using Primavera system enterprise-level scheduling tool, Primavera P6. The Consultant shall use Primavera P6 for all planning and scheduling needs and advise the Contractors to use the same application.
2.3.3 Within 07 days of receipt of the Contractors’ updated work programs (every month), the Consultant shall review and analyze the same and forward it to the Client/CCB. The Consultant shall also provide Comments / recommendations to the Client/CCB for recovery against any delays or lags in the planned progress of the Project. After consultation with the Client/CCB, the Consultant shall follow up with the Contractors for compliance with such recovery schedules.
2.3.4 The Consultant shall be responsible for review, evaluation scrutiny and analysis of the Contractors' Extension of Time Claims (using Primavera P6) and submit their detailed recommendations to the Client/CCB duly supported by cogent justifications.
2.3.5 The Consultant shall review the Project Execution Plan (PEP), to be prepared by the General Contractor for the Project detailed methodologies and project control systems.
Project Controls. 8.2.1 Change Management and Risk Management are essential elements that will be managed using standard NHS procedures and systems and will include: • All Risks and Changes to be logged and allocated unique reference numbers for audit and tracking purposes; • Description and reasons; • Owner and Manager identified; • Dates recorded; • Risk assessment; • Cost and benefit assessment; • Sign off.
8.2.2 Change Requests and identified Risks will be monitored and escalated at every project team meeting, where appropriate, by the core Project Team to the Project Board for endorsement and ongoing management. The Project Board will ensure that all NHS Boards receive regular reports, including formal notification of highlighted risks and exception reports, where appropriate, for decision making. Each significant stage of the project will be subject to Board approval.
