Scheduling and management Clause Samples

The Scheduling and Management clause defines how project timelines and organizational responsibilities are established and maintained throughout the course of an agreement. It typically outlines procedures for setting schedules, coordinating tasks, and managing changes or delays, often requiring regular progress updates or meetings between parties. This clause ensures that all parties are aligned on deadlines and expectations, helping to prevent misunderstandings and keep the project on track.
Scheduling and management. Innomotics is not responsible for Customer scheduling, planning, project management, or any resulting delay or cost.
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Scheduling and management. A full maintenance plan will be established as part of the existing Outage / Maintenance Plan currently operated by the Maintenance and Engineering Department. Further a 3-monthly inspection must be conducted by the contractor. This will be audited by a representative of the Surface Maintenance Department. Following each inspection the contractor is to provide the employer with a detailed report outlining specific concerns that require a decision to be taken before remedial work is undertaken also planned work for the months following the inspection. Apart from the rates provided in the Activity Schedule; the Contractor is expected to provide a Fixed Price to manage Cape Town International Airport’s Vegetation Management Strategy taking into account the size of the infrastructure and the rate of frequency at which maintenance is to take place. The quantities provided are as a guide for pricing due to the Airport’s changing environment. Before actual works take place the contractor will be required to verify the actual areas.
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Scheduling and management. Active communication action will start at the beginning of the project and will continue during its entire life. To prepare the communication at the right time, a calendar of important moment and step of the project as well as events and attendance has been created ad will be updated collaboratively with the consortium. After the end of the project, the website will be maintained as a static webpage. A specific brochure will be prepared at the end of the project to support the consortium members in continuing the promotion of their results and the common results of EMPOWER after the end of the project.
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Scheduling and management. Active communication action will start at the beginning of the project and will continue during its entire life. To prepare the communication at the right time, a calendar of important moment and step of the project as well as events and attendance has been created ad will be updated collaboratively with the consortium. After the end of the project, the website will be maintained as a static webpage. A specific brochure will be prepared at the end of the project to support the consortium members in continuing the promotion of their results and the common results of EMPOWER after the end of the project. The major activities scheduled for the project duration are summarized in Table 11: Table 11: Communication scheduling Logo The logo has been designed and will be used in all documents and publications of the project M1 Completed Website The online presence of EMPOWER M6 Almost Completed LinkedIn Account A LinkedIn Account has been created for engaging various stakeholders in project-based discussions M2 Completed EMPOWER deliverable template Template for the project deliverables created M3 Completed EMPOWER presentation template Template to be used for the project presentations created M5 Completed Project brochure – initial version Designing of a brochure for promoting the project in various events M5 To be started Press Releases Press Releases produced accompanied by the logo in printable resolution and 1-2 characteristic project photos M5 – M48 Ongoing Publications A significant number of publications are expected both in conferences and in journals M5 – M48 Continuous Events’ participation Participation to events (i.e. conferences, workshops, trade fairs& exhibitions) in order to raise awareness about EMPOWER and disseminate the project’s results M1 – M48 Continuous Workshop organization Organization of workshop(s) First M9 - M24 Second M25 – M48 Pending Mailing lists and e-Bulletin Diffusing project news, achievements, and events, in the form of an electronic email bulletin M5 – M48 Continuous Infographics Creating infographics depicting the project’s concepts (during the first year of the project) and results (during the more advanced project’s phase when strong results are already available) M5 – M48 Ongoing, first infographic (draft) created Images Producing and collecting images from the project’s events and meetings to be used for project dissemination/communication M1 – M48 Continuous Videos Producing of video(s) presenting the work done in the p...
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Related to Scheduling and management

  • NETWORK MAINTENANCE AND MANAGEMENT 38.1 The Parties will work cooperatively to implement this Agreement. The Parties will exchange appropriate information (for example, maintenance contact numbers, network information, information required to comply with law enforcement and other security agencies of the government, escalation processes, etc.) to achieve this desired result. 38.2 Each Party will administer its network to ensure acceptable service levels to all users of its network services. Service levels are generally considered acceptable only when End Users are able to establish connections with little or no delay encountered in the network. Each Party will provide a twenty four (24)-hour contact number for Network Traffic Management issues to the other’s surveillance management center. 38.3 Each Party maintains the right to implement protective network traffic management controls, such as “cancel to”, “call gapping” or seven (7)-digit and ten (10)-digit code gaps, to selectively cancel the completion of traffic over its network, including traffic destined for the other Party’s network, when required to protect the public-switched network from congestion as a result of occurrences such as facility failures, switch congestion or failure or focused overload. Each Party shall immediately notify the other Party of any protective control action planned or executed. 38.4 Where the capability exists, originating or terminating traffic reroutes may be implemented by either Party to temporarily relieve network congestion due to facility failures or abnormal calling patterns. Reroutes shall not be used to circumvent normal trunk servicing. Expansive controls shall be used only when mutually agreed to by the Parties. 38.5 The Parties shall cooperate and share pre-planning information regarding cross-network call-ins expected to generate large or focused temporary increases in call volumes to prevent or mitigate the impact of these events on the public-switched network, including any disruption or loss of service to the other Party’s End Users. Facsimile (FAX) numbers must be exchanged by the Parties to facilitate event notifications for planned mass calling events. 38.6 Neither Party shall use any Interconnection Service provided under this Agreement or any other service related thereto or used in combination therewith in any manner that interferes with or impairs service over any facilities of AT&T-21STATE, its affiliated companies or other connecting telecommunications carriers, prevents any carrier from using its Telecommunications Service, impairs the quality or the privacy of Telecommunications Service to other carriers or to either Party’s End Users, causes hazards to either Party’s personnel or the public, damage to either Party’s or any connecting carrier’s facilities or equipment, including any malfunction of ordering or billing systems or equipment. Upon such occurrence either Party may discontinue or refuse service, but only for so long as the other Party is violating this provision. Upon any such violation, either Party shall provide the other Party notice of the violation at the earliest practicable time. 38.7 AT&T TENNESSEE hereby commits to provide Disaster Recovery to CLEC according to the plan below. 38.7.1 AT&T TENNESSEE Disaster Recovery Plan 38.7.2 In the unlikely event of a disaster occurring that affects AT&T TENNESSEE’s long-term ability to deliver traffic to a CLEC, general procedures have been developed by AT&T TENNESSEE to hasten the recovery process in accordance with the Telecommunications Service Priority (TSP) Program established by the FCC to identify and prioritize telecommunication services that support national security or emergency preparedness (NS/EP) missions. A description of the TSP Program as it may be amended from time to time is available on AT&T TENNESSEE’s Wholesale – Southeast Region Web site. Since each location is different and could be affected by an assortment of potential problems, a detailed recovery plan is impractical. However, in the process of reviewing recovery activities for specific locations, some basic procedures emerge that appear to be common in most cases. 38.7.3 These general procedures should apply to any disaster that affects the delivery of traffic for an extended time period. Each CLEC will be given the same consideration during an outage, and service will be restored as quickly as possible. AT&T TENNESSEE reserves the right to make changes to these procedures as improvements become available or as business conditions dictate. 38.7.4 This plan will cover the basic recovery procedures that would apply to every CLEC.

  • Workload Management 11.1 The parties to this Agreement acknowledge that employees and management have a responsibility to maintain a balanced workload and recognise the adverse affects that excessive workloads may have on employee/s and the quality of resident/client care. 11.2 To ensure that employee concerns involving excessive workloads are effectively dealt with by Management the following procedures should be applied: (a) Step 1: In the first instance, employee/s should discuss the issue with their immediate supervisor and, where appropriate, explore solutions. (b) Step 2: If a solution cannot be identified and implemented, the matter should be referred to an appropriate senior manager for further discussion. (c) Step 3: If a solution still cannot be identified and implemented, the matter should be referred to the Facility Manager for further discussion. (d) Step 4: The outcome of the discussions at each level and any proposed solutions should be recorded in writing and fed back to the effected employees. 11.3 Workload management must be an agenda item at staff meetings on at least a quarterly basis. Items in relation to workloads must be recorded in the minutes of the staff meeting, as well as actions to be taken to resolve the workloads issue/s. Resolution of workload issues should be based on the following criteria including but not limited to: (a) Clinical assessment of residents’ needs; (b) The demand of the environment such as facility layout; (c) Statutory obligation, (including, but not limited to, work health and safety legislation); (d) The requirements of nurse regulatory legislation; (e) Reasonable workloads (such as roster arrangements); (f) Accreditation standards; and (g) Budgetary considerations. 11.4 If the issue is still unresolved, the employee/s may advance the matter through Clause 9 Dispute Resolution Procedure. Arbitration of workload management issues may only occur by agreement of the employer and the employee representative, which may include the union/s.

  • Quality Management Grantee will: 1. comply with quality management requirements as directed by the System Agency. 2. develop and implement a Quality Management Plan (QMP) that conforms with 25 TAC § 448.504 and make the QMP available to System Agency upon request. The QMP must be developed no later than the end of the first quarter of the Contract term. 3. update and revise the QMP each biennium or sooner, if necessary. ▇▇▇▇▇▇▇’s governing body will review and approve the initial QMP, within the first quarter of the Contract term, and each updated and revised QMP thereafter. The QMP must describe ▇▇▇▇▇▇▇’s methods to measure, assess, and improve - i. Implementation of evidence-based practices, programs and research-based approaches to service delivery; ii. Client/participant satisfaction with the services provided by ▇▇▇▇▇▇▇; iii. Service capacity and access to services; iv. Client/participant continuum of care; and v. Accuracy of data reported to the state. 4. participate in continuous quality improvement (CQI) activities as defined and scheduled by the state including, but not limited to data verification, performing self-reviews; submitting self-review results and supporting documentation for the state’s desk reviews; and participating in the state’s onsite or desk reviews. 5. submit plan of improvement or corrective action plan and supporting documentation as requested by System Agency. 6. participate in and actively pursue CQI activities that support performance and outcomes improvement. 7. respond to consultation recommendations by System Agency, which may include, but are not limited to the following: i. Staff training; ii. Self-monitoring activities guided by System Agency, including use of quality management tools to self-identify compliance issues; and iii. Monitoring of performance reports in the System Agency electronic clinical management system.