Work Approach Sample Clauses

Work Approach. The project design work will be carried out using a phased design delivery approach to provide a logical and progressive completion of the design work. The phases, as described below, will be carried out sequentially. Each phase of design will include a specific list of work products and deliverables, which are identified in the individual sections. Design review workshops will be conducted with the City personnel, key individuals from the Xxxxxx project team and others as needed; the design review workshops will be conducted at critical design milestones as identified in the following section. Scope Description The following proposed design services are included:
Sample 1
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Work Approach. Describe the overall approach that the team proposes to use to successfully carry out work under the Agreement. Specifically address the following: • Overall approach for meeting goals and objectives of this RFP; • Approach for Task 2 Strategic Capital Planning, including but not limited to long-range planning and successful delivery of a rolling 10-year CIP and the integration of asset management principles; • Approach for Task 3 Program Delivery, including but not limited to performance metrics, risk management, Operations coordination, and cost estimating; • Approach for Task 4 Project Technical Support, including but not limited to project planning support, Alternative Water Supply projects planning support, project-specific technical expertise, and independent technical review; • Approach for coordinating/managing all work activities, including coordination and communication with Staff, to meet project milestones and deliverable due dates; • Approach to integrating environmental justice and diversity, equity and inclusion (DEI), with infrastructure capital program delivery services provided under this contract (these efforts should not discriminate against nor grant preferential treatment on the basis of race, sex, color, ethnicity, or national origin); • Team organization, approach for integration of PMC and Staff, and proposed internal (including City departments) reporting relationships; • Processes/measures for controlling cost and schedule, tracking delivery/performance, and maximizing quality (Quality Assurance/Quality Control (QA/QC)); and • Location where the work is to be managed and location where each component of the work is to be performed.
Sample 1
Work Approach. Describe the overall approach that the team proposes to use to successfully carry out work under the Agreement. Specifically address the following: • Overall approach for meeting goals and objectives of this RFP; • Approach for coordinating/managing all work activities, including coordination and communication with SFPUC staff, to meet project milestones and deliverable due dates; • Processes/measures for controlling cost and schedule, tracking delivery/performance, and maximizing quality (quality assurance/quality control); • Approach for monitoring expended labor hours and tracking various factors affecting task costs; include description (frequency, days after timesheet submittal) of project manager’s access to reports on staff labors hours and other cost items; • Processes for internal and external notification and resolution of technical conflicts and cost/schedule variances; • Understanding of potential project/task issues and constraints, and approach to managing project-specific challenges to complete tasks on schedule and within budget; • Approach and procedures for contending with the public in adversarial or difficult situations; • Team organization, availability of individuals identified in the proposal, and proposed internal (within Contractor’s team) and external (including City departments) reporting relationships; and • Location where the work is to be managed and location where each component of the work is to be performed.
Sample 1
Work Approach. ‌ Proposer must describe the work approach its team proposes to use to provide the requested SEP Program Construction Management (CM) Services in conformance with the CM Plan (Appendix B) to successfully carry out this scope of services, including:  Approach to providing overall SEP program-level CM oversight and supervision to ensure that project CM teams, which include CCM teams, are conforming to the SFPUC’s goals and requirements in accordance with the CM Plan, Safety Approach, and CM Procedures; and  Approach to ensuring Program CM standardization, conformity, and consistency throughout the duration of SEP project construction; and  Approach to supporting the SSIP Deputy Director for Construction to provide SEP program-level oversight and management of CM activities including, but not limited to: progress, cost, and schedule controls; auditing and reporting functions; construction administration services and construction contracts management; construction risk management; construction safety; project interface coordination; shutdown schedule coordination; review and analysis of construction changes and claims; environmental compliance services and assistance in coordinating with regulatory agencies; public outreach and communications; startup and commissioning; and closeout; and  Approach to implementing and managing the CM Plan, Safety Approach, CM Procedures, and current project CM staffing plans and budgets, related contingencies, and escalation factors; and  Approach to using the SFPUC’s Construction Management Information System (CMIS) to provide quality assurance (QA) on CMIS utilization by project CM teams in order to oversee program-level construction activities and develop construction status/progress reports for the SEP; and  Approach to providing program-wide construction QA, including construction QA oversight of the individual SEP project CM teams; and  Approach to reviewing existing project quality control (QC) procedures, providing recommendations for improvement, and ensuring that all CM QC procedures are in place and are consistently being followed by the project CM teams; and  Approach to identifying program-level trends and potential problems and to developing recovery plans; approach to setting program priorities to ensure early identification and avoidance of future potential problems; and approach to identifying and recommending revisions to policies and procedures required to successfully manage the SEP Program; and  Ap...
Sample 1
Work Approach. NTT DATA will use various tools and technologies to accomplish the goals for this project initiative. The approach to complete the voucher file update task is outlined below in the Technical Approach section.
Sample 1
Work Approach. Describe the overall project approach that your team proposes to use to successfully carry out this project, including but not limited to the following:  Overall approach for meeting goals and objectives of this RFP;  Approach for coordinating/managing work activities;  Processes/measures for controlling cost and schedule, tracking delivery/performance and maximizing QA/QC;  Approach for monitoring expended labor hours and tracking various factors affecting project costs. Include description (frequency, days after timesheet submittal) of project manager’s access to reports on staff labors hours and other cost items;  Proposed processes for internal and external notification and resolution of technical conflicts and cost/schedule variances;  Approach to providing special expertise for the various services requested in this RFP;  Team organization, availability of individuals identified in the proposal, and proposed internal (within consulting team) and external (including SFPUC and other City Departments) reporting relationships; and  Location where the work is to be managed.  Capabilities and process for producing high quality graphics and documents.
Sample 1

Related to Work Approach

  • Project Approach € Project schedules and budgets are reviewed by the Project Manager on a weekly basis during our company-wide Project Managers Meeting using project status reports generated by our control software (Deltek Vision). Progress is compared to the schedule and budget to ensure adequate resources are available and that necessary coordination is occurring. Costs are reported real time, with actual labor based on time sheet entry and actual expense costs based on invoices. The reporting system can be customized to track specific tasks or efforts in multiple categories, making it flexible enough to adapt to any project specific requirements. We hold regular project coordination meetings to facilitate communication and information transfer among the design team. These meetings are held weekly and are supplemented with e-mail communication, as well as telephone conversations. We hold monthly project status meetings with your project manager to update project status, discuss priorities, and receive direction from City staff. This provides an opportunity for communication and information to flow openly between the City and the design team. These meetings are supplemented by communications that will occur via e-mail and telephone. We conduct meetings with other agencies and stakeholders impacted by the work as needed. E-mail and telephone communication work well for quick questions or minor issues, but we have found that the most effective means of communication with other agencies and stakeholders is the “old-fashioned” face- to-face mexxxxx. Xxbble’s record of providing quality civil engineering services to our clients reflects our ability to manage multiple projects effectively and efficiently. Our philosophy is that each project is personally overseen by one of our principal officers, thereby providing immediate attention to all project aspects (i.e. negotiations, communications, schedule, budgets).

  • Outside Work All work necessary to the assembling, installation, erection, operation, maintenance, repair, control, in- spection and supervision of all electrical apparatus, devices, wires, cables, supports, insulators, conduc- tors, ducts and raceways when part of distributing systems outside of buildings, railroads and outside the directly related railroad property and yards. In- stalling and maintaining the catenary and trolley work on railroad property, and bonding of rails. All underground ducts and cables when they are in- stalled by and are part of the system of a distrib- uting company, except in power stations during new construction, including ducts and cables to adjacent switch racks or substations. All outdoor substations and electrical connections up to and including the setting of transformers and the connecting of the secondary buses thereto. Outside work to include renewable electrical energy sources such as solar photovoltaic, geothermal, wind, biomass, wave, etc., and other distributed en- ergy installations such as fuel cells, microturbines, etc.

  • Alternative Work Schedule An alternate forty (40) hour work schedule (other than five (5) uniform and consecutive eight (8) hour days in a seven (7) day period), or for hospital personnel an eighty (80) hour workweek in a fourteen (14) day period and other mutually agreed upon schedules that comply with applicable federal and state law. Employee work schedules normally include two (2) consecutive days off.

  • Site Work An expansion of the Connecting Transmission Owner’s Boonville Station is required to accommodate the CTOIFs. The southern corner of the fence line will be expanded out by approximately 3,200 square feet. The Connecting Transmission Owner already owns the property required for the expansion. Approximately 120 feet of the existing fencing will need to be removed and approximately 150 feet of new fencing added.

  • Project Plans The Contractor: must carry out the Contractor's Activities in accordance with, and otherwise implement, the Project Plans; and for the purposes of subparagraph (i), must: prepare Project Plans based, where applicable, on the draft Project Plans lodged by the Contractor in its tender for the Contractor's Activities, and otherwise in accordance with the requirements of the Contract and submit them to the Contract Administrator so as to ensure that there is no delay or disruption to the Contractor's Activities and in any event no later than the number of days specified in the Contract Particulars after the Award Date for each Project Plan; not commence any of the Contractor's Activities to which any Project Plan applies, unless the Contract Administrator has had the number of days specified in the Contract Particulars for each Project Plan to review the Project Plan and has not rejected the Project Plan; if any Project Plan is rejected, submit an amended Project Plan to the Contract Administrator; in any event, finalise each Project Plan so as to ensure that there is no delay or disruption to the Contractor's Activities and in any event in accordance with the requirements of the Contract to the satisfaction of the Contract Administrator; after each Project Plan has been finalised: regularly review, update and amend each Project Plan in accordance with the process set out in each Project Plan (and otherwise at least on each anniversary of the Award Date); update or amend a Project Plan on request of the Contract Administrator; and continue to correct any defects in or omissions from a Project Plan (whether identified by the Contract Administrator or the Contractor), and submit an updated or amended Project Plan to the Contract Administrator, after which: the Contractor must continue to comply with the requirements of the then current Project Plan until the process in subparagraph (ii) has been completed in respect of the updated or amended Project Plan; and subsubparagraphs B - E will apply (to the extent applicable); and document and maintain detailed records of all: reviews, updates, amendments and submissions of each Project Plan; audits or other monitoring of each Project Plan; and training and awareness programs and communications provided to Contractor and subcontractor personnel in respect of each Project Plan (including each updated or amended Project Plan). The Contractor will not be relieved from compliance with any of its obligations under the Contract or otherwise at law or in equity as a result of: the implementation of, and compliance with, the requirements of any Project Plan; any direction by the Contract Administrator concerning a Project Plan or the Contractor's compliance or non-compliance with a Project Plan; any audit or other monitoring by the Contract Administrator or anyone else acting on behalf of the Commonwealth of the Contractor's compliance with a Project Plan; or any failure by the Contract Administrator, or anyone else acting on behalf of the Commonwealth, to detect any defect in or omission from a Project Plan including where any such failure arises from any negligence on the part of the Contract Administrator or other person.

  • Employee Workload ‌ The Employer shall ensure that an employee’s workload is not unsafe as a result of employee absence(s). Employees may refer safety related workload concerns to the Occupational Health and Safety Committee for investigation under Article 22.3 (Occupational Health and Safety Committee).

  • General Approach The parties will strive to achieve on-going performance improvement. They will follow a proactive, collaborative and responsive approach to performance management and improvement. Either party may request a meeting at any time. The parties will use their best efforts to meet as soon as possible following a request.

  • WORK ACCESS ‌ Union Staff Representatives, Local Union Officers, Executive Board Members, and Local Union Stewards, who are members of this Unit, shall have access to the facilities of the departments, offices, or bureaus represented in this MOU during working hours for the purpose of assisting employees covered under this MOU in the presenting of grievances when Union assistance is requested by the grievant(s) or when investigating matters arising out of the application of the provisions of this MOU. The Union representative shall request authorization for such visit by contacting the designated Management representative of the head of the department, office, or bureau. In the event immediate access cannot be authorized, the designated Management representative shall inform the Union representative as to the earliest time when access can be granted. Union shall give annually to all heads of departments represented in this MOU and the City Administrative Officer a written list of its Union Staff Representatives, Local Union Officers, Executive Board Members and Local Union Grievance Representatives which list shall be kept current by Union. This Article shall not be construed as a limitation on the power of the head of a department, office, or bureau to restrict access to areas designated as security or confidential.

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