Project Planning and Management Sample Clauses
The Project Planning and Management clause establishes the requirements and procedures for organizing, scheduling, and overseeing the execution of a project. It typically outlines the responsibilities of each party in developing project plans, setting timelines, allocating resources, and monitoring progress against agreed milestones. By clearly defining these processes, the clause ensures that all parties are aligned on expectations and deliverables, reducing the risk of misunderstandings and helping to keep the project on track.
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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. 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. 1.1 Prepare for and conduct a project initiation meeting. Upon conducting independent background research to familiarize ourselves with the County and its current environment, we will conduct a project initiation meeting with the County’s project team to: • Introduce key team members • Clarify project scope, goals, and objectives • Identify known project constraints • Establish timelines and tasks, as appropriate • Identify project milestones and expectations for the organizational assessment process We will discuss our approach for managing communications between BerryDunn and the County, as well as our approach to scope, risk, and resource management. We will also discuss stakeholders and/or stakeholder groups to include in the assessment process, as well as the best methods by which to engage them. These discussions will help us develop the Project Work Plan outlined in Task 1.2.
1.2 Develop a Project Work Plan and Schedule. Based on the information gathered from our project initiation meeting, as well as from those details enclosed in this statement of work, we will develop a Project Work Plan and Schedule, which will outline the tasks and timelines for the review process. The Project Work Plan and Schedule will also include agreed-upon procedures between BerryDunn and the County related to project control, including quality management and deliverable submission/acceptance management. After providing draft versions of these materials in advance, we will facilitate a work session with the County’s project team during a regularly scheduled Biweekly Project Status Meeting to review the drafts and solicit feedback. This virtual meeting will introduce the County’s project team to our document review process and provide an opportunity for the County to share input on a critical step in the process. We will incorporate the County’s feedback and finalize the documentation before distributing it in final form.
Deliverable 1. Project Work Plan and Schedule
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 ▇▇▇ ▇▇ ▇▇▇▇▇▇▇▇ ▇▇ ▇▇▇▇▇▇▇▇ ▇▇▇▇▇▇, ▇▇▇▇▇▇ 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. UC shall provide a qualified Project Manager who will be primarily responsible for developing a project plan, managing project resources and coordinating activities to ensure the successful and timely completion of the project. The Project Manager will serve as the primary point of contact for the UC Project Team and will provide status reports at least once a week to the designated SOS staff from project commencement until completion of the project.
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. 1.1 Plans, coordinates, manages and implements projects and programs to meet project goals and timelines.
1.2 Provides high level support in the development of detailed project management documentation for the WNS Relocation Project; develops and manages detailed project implementation plans including comprehensive risk analyses.
1.3 Develops business cases, project plans, implementation strategies, tools, processes and systems for the management of the project.
1.4 Provides advice, guidance, direction and support to the project teams; facilitates teamwork and positive participation by project team members and staff involved with the project.
1.5 Plans, schedules and allocates work for project teams and facilitates problem solving among team members and stakeholders.
1.6 Coordinates and updates project databases and registers.
1.7 Researches and prepares reports, briefings, presentations, submissions, Ministerial correspondence and responses to parliamentary questions.
1.8 Facilitates organising and/or conducting project meetings including all required meeting documentation.
1.9 Participates in budget management; monitors project budgets and reports to Project Manager WNS Relocation on performance against budget.
1.10 Analyses and develops contract specifications / briefs, assists in formulating procurements of contracted services, coordinating the tender process; oversees the work of contractors/consultants and monitors and reports on contract performance.
1.11 Develops and maintains reporting standards, monitors performance against the project plan and presents project status reports to the Project Manager and Project Director WNS Relocation as required.
1.12 Monitors trends, developments and issues which may impact the project.
1.13 Develops, contributes to and implements quality improvement strategies for the project; applies continuous improvement to services, systems and work practices.
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. Thien Farm Management, Inc. intends to meet with each of the various City Landowner representatives to determine the ownership goals for each property. Once the goals are established, Thien Farm Management, Inc. will develop a specific Farm Management plan for each property. City representatives will be updated as the Farm Management plan is implemented with written reports. Any changes to the Farm Management Plan will be approved by the City Representatives before and changes are made.
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.