Design Coordination Meetings and Review Sample Clauses

Design Coordination Meetings and Review. Utilizing its own review and matters discussed at Design Coordination Meetings, Design-Builder shall continously review the Program and construction documents in accordance with the schedule as they are being prepared and are made available by the Program Manager until the Construction Document Change Order is approved. The principle objectives of the construction document review process are the recommending of alternative solutions whenever such matters affect cost, construction feasibility or schedule without the Design-Builder, however, assuming any of the Program Manager's responsibilities for design. The Design-Builder should consider life-cycle costs, value engineering analyses and other studies to recommend changes or modifications thereof that will reduce the cost of the Project without reducing quality, or will expedite its completion, or that, in the judgment of the Design-Builder, may otherwise be in the best interest of the Owner. As the Construction Documents progress to completion, the Design-Builder is the principle Project Team member positioned to identify conflicts, omissions, or constructability issues in the documents.
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Design Coordination Meetings and Review. Utilizing its own review and matters discussed at Design Coordination Meetings, CM/GC shall continuously review the Program and construction documents in accordance with the schedule as they are being prepared and are made available by the Design Professional until the Construction Document Change Order is approved. (See also Article 2.2.2.) The principle objectives of the construction document review process are the recommending of alternative solutions whenever such matters affect cost, construction feasibility or schedule without the CM/GC, however, assuming any of the Design Professional's responsibilities for design. The CM/GC should consider life-cycle costs, value engineering analyses and other studies to recommend changes or modifications thereof that will reduce the cost of the Project without reducing quality, or will expedite its completion, or that, in the judgment of the CM/GC, may otherwise be in the best interest of the Owner. As the Construction Documents progress to completion, the CM/GC is the principle Project Team member positioned to identify conflicts, omissions, or constructability issues in the documents.
Design Coordination Meetings and Review. Utilizing its own review and matters discussed at Design Coordination Meetings, CMR shall appropriately review the Program and Construction Documents at reasonable intervals agreed to by the Board, Design Professional, and CMR, in accordance with the schedule as they are being prepared and are made available by the Design Professional until the Construction Document Change Order (100% documents) is approved. (See also Section 2.2.2.) The principle objectives of the construction document review process are the recommending of alternative solutions whenever such matters affect cost, construction feasibility or schedule without the CMR, however, assuming any of the Design Professional's responsibilities for design. The CMR should consider life-cycle costs, value engineering analyses and other studies to recommend changes or modifications thereof that will reduce the cost of the Project without reducing quality, or will expedite its completion, or that, in the judgment of the CMR, may otherwise be in the best interest of the Board. As the Construction Documents progress to completion, the CMR is the principle Project Team member positioned to identify conflicts, omissions, or constructability issues in the documents.

Related to Design Coordination Meetings and Review

  • Technical Advisory Committee (TAC The goal of this subtask is to create an advisory committee for this Agreement. The TAC should be composed of diverse professionals. The composition will vary depending on interest, availability, and need. TAC members will serve at the CAM’s discretion. The purpose of the TAC is to: • Provide guidance in project direction. The guidance may include scope and methodologies, timing, and coordination with other projects. The guidance may be based on: o Technical area expertise; o Knowledge of market applications; or o Linkages between the agreement work and other past, present, or future projects (both public and private sectors) that TAC members are aware of in a particular area. • Review products and provide recommendations for needed product adjustments, refinements, or enhancements. • Evaluate the tangible benefits of the project to the state of California, and provide recommendations as needed to enhance the benefits. • Provide recommendations regarding information dissemination, market pathways, or commercialization strategies relevant to the project products. The TAC may be composed of qualified professionals spanning the following types of disciplines: • Researchers knowledgeable about the project subject matter; • Members of trades that will apply the results of the project (e.g., designers, engineers, architects, contractors, and trade representatives); • Public interest market transformation implementers; • Product developers relevant to the project; • U.S. Department of Energy research managers, or experts from other federal or state agencies relevant to the project; • Public interest environmental groups; • Utility representatives; • Air district staff; and • Members of relevant technical society committees. The Recipient shall: • Prepare a List of Potential TAC Members that includes the names, companies, physical and electronic addresses, and phone numbers of potential members. The list will be discussed at the Kick-off meeting, and a schedule for recruiting members and holding the first TAC meeting will be developed. • Recruit TAC members. Ensure that each individual understands member obligations and the TAC meeting schedule developed in subtask 1.11. • Prepare a List of TAC Members once all TAC members have committed to serving on the TAC. • Submit Documentation of TAC Member Commitment (such as Letters of Acceptance) from each TAC member. Products: • List of Potential TAC Members • List of TAC Members • Documentation of TAC Member Commitment

  • Professional Meetings Employees should be encouraged to and may, with the approval of the supervisor, attend professional meetings, conferences, and activities. Subject to the availability of funds, the employee's expenses in connection with such meetings, conferences, or activities shall be reimbursed in accordance with the applicable provisions of State law and university rules.

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