Project Schedule Management Clause Samples

Project Schedule Management. 1.1.1. In coordination with the Judicial Council Project Manager (PM), prepare critical path method (CPM) schedules, schedule variance reports, cost and resource loading schedules, and regular schedule updates. 1.1.2. Assist with pre-bid preparation and review of contract documents and suggest modifications to the contract language to align with the Judicial Council (JC) scheduling standards and project requirements. 1.1.3. Review and evaluate contractors’ baseline project schedule to verify that the full scope of construction work is included and properly sequenced adequately with the contract documents and construction best practices, that adequate time is provided for the performance of construction activities, and that the submittal meets the scheduling specification requirements. Identify areas of concern and provide detailed analysis reports to the Judicial Council. 1.1.4. Review contractors’ projects CPM schedule monthly updates, evaluate progress or changes in progress based on previously submitted schedules, identify areas of concern to the Judicial Council and provide detailed analysis reports. 1.1.5. Check contractors’ submitted schedules for conformance with Construction Contract Documents about activity sequencing, logic, milestones, constraints, etc., per the contract documents and construction best practices as applicable and appropriate; check for proper preparation and accuracy of the contractors’ schedules. 1.1.6. In coordination with the Judicial Council PM, ensure that each schedule update incorporates all current information, including progress. Work-in-progress and work completed shall be shown with actual start and finish dates for each activity. Actual start and finish dates shall be updated, and logic should match actual work sequences. 1.1.7. Provide Judicial Council a Draft and Final Memorandum summarizing comments, findings, conclusions, and recommendations on how the PM should respond to the Contractor’s submitted schedule documents, including recommending acceptance or rejection by the Judicial Council. 1.1.8. Attend project meetings with Judicial Council, architects, and contractors to review and discuss CPM schedule updates monthly until the projects achieve Final Completion and provide meeting minutes regarding the discussed schedule. 1.1.9. Upon receipt of the contractors’ submitted schedules, the Scheduling Consultant shall commence their review. The turn-around time for the Consultant’s work shall be consistent with the ...

Project Schedule Management. 9.6.1 Following the Effective Date, the Project Schedule shall be updated at least monthly to reflect progress. The Level 3 versions of the Project Schedule shall be consistent with the Level 2 version at all times. Owners shall be responsible for management and maintenance of the Level 1 and Level 2 versions of the Project Schedule, including data inputs and schedule modifications, and at Owners’ election may utilize a separate contractor to provide such services. 9.6.2 Contractor shall be responsible for management and maintenance of the Level 3 version of the Project Schedule with respect to the Work, and any more detailed working-level schedules. Contractor may revise activities, activity durations and sequences in the Level 3 version as such activities pertain to the Work, as needed to reflect its current construction plans and expectations without the consent of Owners, so long as such revisions do not affect the Level 2 Project Schedule. Owners shall have responsibility for the management and maintenance of the Level 3 Project Schedule as it pertains to Owner E&P Activities, and Contractor shall not revise any activity, activity durations or sequences in the Level 3 schedule that are outside of its scope of Work.

Project Schedule Management. ▇▇▇▇▇’▇ project manager(s) will initially work collaboratively with the City’s project manager(s) to create a high-level overall project schedule representing Phase 1 and Phase 2 and to create the detailed project schedule for Phase 1. Subsequent Phase-specific project schedules shall be completed at least sixty (60) calendar days prior to the start of activities for the associated Phase. Once each project schedule is approved by the City, ▇▇▇▇▇’▇ project manager(s) will edit and update as necessary as part of regularly scheduled project management meetings with the City’s project manager(s). At these project management meetings, the Tyler project manager(s) for each Phase of the Project will be present to ensure that all project manager(s) are aware of developments of the Project. If a proposed change to the project schedule requires Work Package activities to be rescheduled, Tyler and City project managers will evaluate the impact, communicate the change to the appropriate project teams and stakeholders, and prepare a no-cost change form documenting the change (as necessary). Project schedules will be developed and managed using Microsoft Project. The project schedule will contain, at a minimum, the following information: • Project activities and tasks for both ▇▇▇▇▇ and the City • Dates of activities and tasks • Task ownership and critical tasks • Assignment of specific resources to project tasks • Holidays recognized by the City • Control points for Stages and Project Acceptance