Project Planning and Management. Vendor will follow a sensible approach to target dates. Vendor will agree on the specific project scope, approach, client participation, and work effort estimates by prioritized activity, deliverable, and resource before committing to target dates. Vendor will use walkthroughs, governance meetings, and other artifact reviews to facilitate not only progress against plan but quality in its results. Vendor’s project planning and management approach provides the County with the low-risk path to success with the ATS re-platform initiative.
Project Planning and Management. Project planning and event management process are critical to track time- sensitive events that if not properly executed may compromise compliance with State mandates in processing of AV ballots. A comprehensive and detailed plan shall be developed by Contractor and delivered to RR/CC for each election. This plan shall be known as the Project Plan. Contractor shall prepare and deliver the Project Plan with attachments as defined in the following subtasks, no later than 48 days prior to an election (E-48). RR/CC shall review and approve the Project Plan no later than 34 days prior to an election (E-34). Thereafter, RR/CC will monitor and oversee Contractor’s and RR/CC’s progress on the project based on the approved Project Plan, the Agreement, this Statement of Work, and Amendments to the Agreement. The Project Plan shall incorporate all Contractor Tasks and Subtasks and RR/CC Subtasks as well as schedules and resources needed to complete such Tasks and Subtasks listed in the Agreement, SOW, and any amendments to the Agreement. Project Plan shall also include dependencies between tasks. Contractor shall prepare the Project Plan using RR/CC standard software as defined in this Statement of Work. The Project Plan shall include the following.
1. A List of Contractor staff who will be assigned to provide onsite support for the following areas: a) Operations b) Administrative and c) Technical. Include a short description of duties and responsibilities for each staff member.
2. A list of Contractor tasks and subtasks required to successfully support the operation. Start and end dates and responsibility assignments shall be included. At a minimum, all of the tasks and subtasks in the Agreement, SOW, and Amendments to the Agreement shall be included in the list.
3. A list of Tasks and Subtasks that are to be executed by the RR/CC as determined by Contractor and after review and approval by RR/CC’s Project Director.
4. If applicable, a list of sub-contractors that will be used by Contractor (including address, phone number, and main contact person) and a short description of services that shall be provided.
5. RR/CC shall provide Contractor with a list of RR/CC Project Team members, including names, telephone numbers, and email addresses of RR/CC Staff responsible for overseeing and approving Tasks, Subtasks and Deliverables along with their roles, and responsibilities.
6. Contractor shall provide to RR/CC with a list of Project Team members, including names, teleph...
Project Planning and Management. The State Project manager will partner with the Contractor Project manager to align the desired Project outcomes, producing key results related to the critical business needs of the State. The State Project manager assists the Contractor Project manager by managing State team member responsibilities as necessary for success in the overall implementation process; however, Contractor leads the Contractor team members and the overall implementation process. This partnership depends upon the State Project manager leading by directing, coaching, and facilitating State team resources. Usually having a background in resource evaluation and staffing, change management, and team building, the State Project manager monitors the progress and completion of Project milestones towards achieving the Project completion date and helps resolve any surprises or concerns that may arise during the implementation. Should the level of required Project Management Services increase, or should there be an extension to the Project duration, additional service can be purchased through the Contractor standard Change Order Process.
Project Planning and Management. Under the direction of the County Project Director, Contractor shall apply requisite technical and management skills and techniques to assure satisfactory, timely completion of project milestones, and establish a project control and reporting system which will provide routine and realistic assessments of the project progress through the completion of Phase I Pilot Installation, including the applicable warranty period, against the approved Project Control Document's milestones and detailed work plan.
SUBTASK 1.1 Develop Project Plan and Project Control Document Contractor shall prepare a Project Plan, the primary component of which shall be the Project Control Document (PCD). The contents of the Project Plan shall include the following: ♦ Introduction: Summarizes the Project Plan; a review of the shared vision for the project relationship, the strategic goal(s) of the implementation effort, and how Contractor will contribute to meet County’s operational objectives; ♦ Executive Summary: Provides a high level overview of the main features and goals of the Project Plan;
Project Planning and Management. Personally undertake and/or delegate all senior administrative responsibilities pertaining to day-to-day project planning and management at QLT, in accordance with policies established from time to time by the President of the Company (the EXHIBIT 10.80 "PRESIDENT") and by the Board of Directors of the Company (the "BOARD").
Project Planning and Management. 1. Once the nature and term of the land use right for the Project Land are determined in accordance with the relevant policies, Party B shall not change the use of the land so determined and all the construction plans shall satisfy the planning requirements and shall be submitted to Party A’s relevant department for examination, approval and record keeping.
2. Party A shall permit Party B to recruit, through a bidding process, qualified construction teams for the Project according to the relevant rules; provided, that such construction teams shall be subject to the quality and safety supervision by the relevant authorities.
3. Before commencing construction of the Project, Part B shall pass the environmental impact assessment and safety production assessment. Upon completion of the Project, it shall pass the relevant inspection, and shall be subject to environmental and safety inspection and surveillance. Party B shall assume all responsibility with respect to any environmental and safety issues.
Project Planning and Management. New Employee Orientation will consist of sixty-two (62) hours of customized orientation to familiarize the new employee with both security operations and medical operations. New employee orientation will be reviewed and coordinated with the County prior to start-up. Note that thirty-eight (38) hours of this orientation will be security orientation and training. If your proposal includes a new employee orientation in excess of sixty- two (62) hours your proposal must note this as an exception. Any and all orientation expense in excess of the proposed program will be borne by the Vendor and deducted from the monthly management fee. In other words, hiring an employee that takes 3-weeks to complete orientation will not be at County expense. Existing Staff Orientation consists of an abbreviated orientation you intend to give to medical staff retained from the current Vendor. All Orientation costs must be considered and included in your Start-up costs. Recruitment costs for start-up should be listed as a separate start-up expense. A time keeping system for the medical division is at the discretion of the Vendor. If a time keeping system is proposed, include the installation and cost as a start-up cost. If a time keeping system is installed, all staff will comply with Vendor time keeping policy and procedures and swipe in and out timely on each shift. Early and/or late swipes without pre-approved over time authorization will not be reimbursed by the County. Vendors will be required to submit a copy of their time keeping reports and/or complete a weekly staffing report to the County. Vendor will conduct an area salary survey of all positions listed in the staffing matrix. The Vendor is responsible to ensure qualified and sufficient staff are recruited and retained to staff in accordance with the staffing matrix and at the proposed price. Wage variances greater than eight (8%) of proposed hourly wages by position will be borne by the Vendor, which includes the entire variance. If the overall LPN hourly wage is greater than 8% of the proposed hourly wage, the entire variation in wage will be borne by the Vendor. This is a liquidated amount to encourage responsible wage quotations. Vendors must be able to provide a comprehensive and detailed implementation plan which will address the key factors associated with a transition from the current provider to the services required in this RFP.
Project Planning and Management prepare an execution plan from start on site to practical completion, detailing all key contractor deliverables. The execution plan should address: overall project programme and strategy meetings structure, purpose and meetings schedule risk management additional services statutory approvals advise on the provision and layout of site facilities, adopt the Project Delivery Programme and manage through to practical completion ensure key project documentation is prepared and agreed with the Client Project team ensure regular updates on key project documentation Outputs Due by The project programme with clearly identified critical path, lead times and key milestones. TBC Reports to the Client Project team, highlighting progress, achievements, critical issues and proposals for managing them TBC attend pre-start meetings attend weekly progress meetings during the surveying phases where appropriate to the project, identify and set up other interim reviews Outputs Due by Issue of agendas As required Recording and issue of meeting minutes As required CDM will not apply to these works however the standards of legislative Health & Safety are to be applied throughout all works. In consultation with the Client Project team, identify, take ownership, mitigate and report on project risks prior to contract award Take ownership of the construction project risk register and follow up risk owners As part of weekly team meetings facilitate risk management review The Contractors proposal is redacted under Freedom of Information. The contract cost for the first survey requirement is for the XXX XX xxxxxxxx xx Xxxxxxxx Xxxxxx, Xxxxxx was £35,620 plus VAT. The works included are to locate and describe, as far as reasonably practicable, all ACM’s in the premises in the areas of the project as described elsewhere in this briefing document. The survey is to be fully intrusive and involve destructive inspection as necessary to all areas with temporary making good. PROCUREMENT 1. Definitions and Interpretation 2 2. Provision of Services 2
Project Planning and Management. (a) Both P&G and JMS shall each appoint one Project Manager as a single point of contact on each side to communicate and coordinate between the two parties and shall provide each other with the name and contact information of their respective Project Manager on or promptly after the date of this Agreement. Either Party may change its designated Project Manager upon prior written notice to the other Party.
(b) After Closing, P&G shall further develop a master separation plan addressing timing, physical interfaces, compatibility, separation, standards and other details to execute and implement each of the Separation Projects in order to minimize the impact and disruptions to the JMS's and P&G's operations and processes. P&G and JMS agree that the Separation Projects relating to the compressed air and power and sewer shall be prioritized in the master separation plan. P&G shall then share such master separation plan with JMS's Project Manager, who shall have the opportunity to provide P&G with input regarding such separation plan, which input shall be reasonably considered by P&G but shall not be binding upon P&G. Notwithstanding the foregoing, P&G and JMS shall reasonably agree (both acting in good faith) on mutually acceptable terms, which shall not materially interfere with the cost-effectiveness or timing provided for in P&G's master separation plan, regarding, (i) the routing of lines over and across JMS's land, (ii) the location of the compressor that shall be located on JMS's land,(iii) any component of the Separation Projects that relate to or affect the structural components of JMS's Plant, and (iv) any component of the Separation Projects that relate to or affect the roof of JMS's Plant. JMS may provide P&G with reasonable suggestions regarding scheduling of the execution of those projects listed on the master separation plan and impacting the work processes at the JMS's Plant and P&G shall cooperate with JMS in good faith to incorporate such suggestions, provided that such suggestions do not interfere with P&G's general timing or costs pursuant to its master separation plan.
(c) Notwithstanding the foregoing, P&G and JMS shall mutually agree on the specific dates and times of the execution of any components of the Separation Projects that shall require any portion of JMS's Plant to be inoperable. P&G, JMS and their authorized representatives and designated Project Managers, shall then mutually cooperate in good faith and collaborate to coordinate t...
Project Planning and Management. (65%)
1.1 Contributes to the formation of the Project Management Office (PMO) and in the development of a NMHS-wide project management governance framework to achieve best-practice project outcomes.
1.2 Provides NMHS projects with high-quality project management resources and support services to enable internal stakeholders to deliver effectively on projects.
1.3 Assists in the development of a NMHS-wide project management governance framework to achieve best practice project outcomes.
1.4 Contributes to and implements strategies that positively impact project efficiencies and facilitates an approach towards project management governance that achieves best practice outcomes.
1.5 Develops comprehensive project management documentation and templates including communication plans to ensure the effectiveness of NMHS strategic projects.
1.6 Assists in the development of comprehensive reporting and evaluation frameworks and tools to enable reporting on budget and outcomes, delivery against project aims and deliverables, and impacts on time, scope, costs and benefits.
1.7 Maintains responsibility for the coordination of the PMO reporting schedule, maintaining the project database and projects risk register.
