Project Management Structure. Partners agree that each Maximum project will be secured either by Maximum's Project Management Services Division or one of Maximum's subsidiaries (hereafter referred to as "Maximum").
Project Management Structure. 1.5.2 This Section of the revised DA 2012 also sets out the project management structure which remains as presented in the January 2010 revised DA, which the Council has put in place in order that the LDP process is managed throughout and political ownership is taken of the Plan. The management and political structure set out in this revised 2012 DA is further detailed in this Section. How consultation responses will be assessed
Project Management Structure. 5.1 The Steering Committee The Parties shall set up a Steering Committee composed of one representative from each of them. Said Committee shall be chaired by the Coordinator. Each representative shall have one vote.
Project Management Structure. DiDIY is a multidisciplinary venture where interactions between partners with different profiles and backgrounds will take place intensively along the Project. This requires a robust organizational configuration, a well-established management structure and a careful coordination. The management structure has been mainly designed to: • effectively facilitate and manage the interaction of the different groups in the Project; • successfully integrate different backgrounds from academic and industrial environments; • ensure that the generated data along the Project is quality controlled and effectively exploited. The management structure, including the key roles presented in the following Figure, seeks to assure that information flows in a coordinated way and decisions are taken to ensure timely execution of project goals. The general purposes of the above structure are the progress control of each WP, the coordination of the different Project activities and the implementation of quality control mechanisms. In addition, Project management will cover administrative, financial and exploitation aspects.
Project Management Structure. FAO will establish a Project Management Unit (PMU) nested in the Ministry of Environment which will provide regular reports and performance updates to the MoE. The PMU will be responsible for overall planning and coordination, developing annual work plans and budgets, day- to-day project management, provide technical backstopping, financial management and undertake procurement functions, project reporting and documentation. The PMU will be led by a Chief Technical Adviser (CTA) who will have overall responsibility for management and supervision of PMU staff and consultants on technical, administrative and operational aspects including procurement and financial management, Monitoring and Evaluation. Technical specialists such as a Water Engineer Specialist, an Agronomist and Climate Adaptation Specialist, Social Inclusion and Gender Specialist, Environment and Social Safeguards Specialist will support project the execution of the various component activities. The CTA will be supported by focal points/liaison officers from the MoE, MWI and MoA who will ensure that Government agencies provide the key staff and support required. The project will competitively select private sector firms for construction, civil society organizations for community mobilization and behaviour change and service providers for organizing events, capacity building and citizen engagement and communication campaigns. The selection of the firms will follow standard UN procurement processes in order to ensure the most efficient, cost-effective methods for the purchase of all goods and services under the project. 89. The three co-financing Ministries and UNDP will execute the activities that they have identified as part of the contribution to the project. The responsibility of each of the EEs in project execution is described in the section below. Grievance redress mechanisms will ensure that all beneficiaries have a mechanism through a hotline or through e-mail for direct contact with NCCC, FAO or GCF. A quick review of the responsibilities assigned to different partners for each of the components and sub-components is given below; Figure 2: Project Organizational Structure 90. Component 1: Climate resilient water systems for enhanced water security has three outputs for which FAO and UNDP will assume very specific responsibility. A water infrastructure specialist based at the PMU in the MoE will take overall responsibility for planning and coordinating the activities in the component. F...
Project Management Structure. Figure 1: The management structure of the CompBioMed2 project The General Assembly is the highest level of management and the board for strategic direction of the project. It consists of one representative per Partner in the consortium. The General Assembly is the only body within the project that decides on contractual issues, including the budget, timescales, deliverables, and reallocation of effort. Decisions are taken by a majority vote, each member of the General Assembly having one vote. The General Assembly will meet face-to-face every year, and more frequently by teleconference if required. The day-to-day management of CompBioMed2 is delegated by the General Assembly to the Executive Board. The Executive Board ensures efficient daily management of CompBioMed2, timely delivery of the project’s deliverables and realization of its overall research objectives and milestones. It also ensures the operation of the communication lines inside and outside the Project’s remit. The Executive Board consists of the Project Manager, the Technical Manager, and the Application Manager. The Project Manager, situated at UCL, will handle all consortium day-to- day management issues. The Executive Board is responsible for quality assurance of all deliverables of the project and will implement all required procedures. The Project Coordinator (Xxxx. Xxxxx Xxxxxxx, UCL, the Coordinating Partner) will ensure that the project plan is executed in fulfillment of the contract with the European Commission. The Project Coordinator will coordinate research and innovation activities, monitor progress, coordinate reporting to the European Commission, and act as a link between the CompBioMed2 project, the External Expert Advisory Board and other related projects, initiatives and commercial bodies. All decisions that are made by the Executive Board will be executed by the Project Coordinator, who can in turn delegate this to the appropriate manager or Work Package Leader. The Project Manager (Xx Xxxxx Xxxxxx, UCL) will interface with the European Commission and assist the Project Coordinator in all administrative, legal and financial matters to ensure that the project program, milestones, and timescales are carried out efficiently. The Project Manager will control the quality assurance procedures, identify bottlenecks and control the risks in implementation. The Project Manager, in collaboration with the Executive Board, will ensure that all Intellectual Property Rights used or gener...
Project Management Structure. IRCAM as prime contractor is responsible for the overall project management but will ensure that users and artists are involved in each phase of the project. IRCAM will nominate a Project Manager who will act both as the focal point for all activities in the project, and as the primary interface between the project and the Commission. The Project Manager’s responsibilities are as follows: ? controlling but facilitating the information flow among partners through regular contact with the partners to ensure that the project program, milestones and time scales are maintained and deviations resolved and recorded with change control ? to interface with the Commission for all matters associated with the project and maintaining relationships between the EC and the partners ? to lead the project and hold regular Technical Progress Meetings with the Technical Managers ? to hold Aministrative Committee Meetings (ACM) with Administrative Managers, where deviations from the project cannot be resolved in regular Project Management Committee meetings. ? to co-ordinate the preparation and distribution of all major reports ? to maintain accurate records of costs, resources and time scales for the project and to produce and circulate agreed minutes of each meeting. In order to monitor the project, each Partner will produce a brief report (in a standard Excel form) and deliver it to the project manager by the end of each month. Partners will meet every six months for formal reviews. Each WP and sub WP leader will be responsible for the following: ? plan the detailed technical work of the WP ? ensure that project timetables are maintained, and flag any discrepancies immediately to the Project Manager ? initiate corrective action for project deviations, if any ? consolidate partner information and prepare short monthly reports for submission to the Project Manager ? ensure the objectives and milestones of the whole WP, and of the detailed activities within the WP, are achieved ? ensure deliverables are available on time. Project Management Committee A Project Management Committee ( PMC) set up by the partners will come under the overall control of the Project Manager and will handle all questions related to the project execution : coordination and information exchange between partners, technical and scientific coordination between WP. The PMC may also meet at the coordinator’s initiative in order to find appropriate solutions to problems and conflicts which may occur during t...
Project Management Structure. Provide a general explanation and chart which specifies project leadership and reporting responsibilities; and interface the team with City project management and team personnel. If use of subcontractors is proposed, identify their placement in the primary management structure, and provide internal management description for each subcontractor.
Project Management Structure. The Board has established a project organisation structure to oversee the implementation of the Acute Services Strategy, including this project. (Appendix A). The Acute Services Programme Board will be responsible for the implementation of the Strategy. The Programme Board consists of the Chief Executive, Divisional Managers, Finance Director, Executive Medical and Nursing Directors, Partnership Representation and a Senior Civil Servant. A Project Director has been appointed who has Executive responsibility for the Implementation Plan. The SGH Project Executive Group has been established to ensure that all the governanc e and project milestones are achieved. The Project Team includes a range of staff from clinical, operational, planning, facilities, finance and estates areas. The Project Team is led by the Project Director and is supported by legal, financial and technic al advisors. The Project Team is also supported by local site based Clinical Reference Groups who will influence service redesign for the new hospital and NHSGG. The project will be subject to regular review as part of the Government’s Gateway process with key milestone reviews at 4 or 5 stages throughout the projects lifecycle prior to coming into operation. In parallel with these, the project will also undergo 3 key stage reviews by an external auditing body. The team will be expected to fully participate in these reviews
Project Management Structure. The General Assembly is the highest level of management and the board for strategic direction of the project. It consists of one representative per Partner in the consortium. The General Assembly is the only body within the project that decides on contractual issues, including the budget, timescales, deliverables, and reallocation of effort. Decisions are taken by a majority vote, each member of the General Assembly having one vote. The General Assembly will meet face-to-face every year, and more frequently by teleconference if required. The day-to-day management of CompBioMed is delegated by the General Assembly to the Executive Board. The Executive Board ensures efficient daily management of CompBioMed, timely delivery of the project’s deliverables and realization of its overall research objectives and milestones. It also ensures the operation of the communication lines inside and outside the Project’s remit. The Executive Board consists of the Project Manager, the Technical Manager, and the Application Manager. UCL will appoint the Project Manager who will handle all consortium day-to-day management issues. The Executive Board is responsible for quality assurance of all deliverables of the project, and will implement all required procedures. The Project Coordinator (Xxxx. Xxxxx Xxxxxxx, UCL, the Coordinating Partner) will ensure that the project plan is executed in fulfillment of the contract with the European Commission. The Project Coordinator will coordinate research and innovation activities, monitor progress, coordinate reporting to the European Commission, and act as a link between the CompBioMed project, the Innovation Advisory Board and other related projects, initiatives and commercial bodies. All decisions that are made by the Executive Board will be executed by the Project Coordinator, who can in turn delegate this to the appropriate manager or Work Package Leader. The Project Manager (appointed by UCL) will interface with the European Commission and assist the Project Coordinator in all administrative, legal and financial matters to ensure that the project program, milestones, and timescales are carried out efficiently. The Project Manager will control the quality assurance procedures, identify bottlenecks and control the risks in implementation. The Project Manager, in collaboration with the Executive Board, will ensure that all Intellectual Property Rights used or generated by the project are managed in accordance with the Consortium Agree...
