Ongoing Project Management Sample Clauses
The Ongoing Project Management clause outlines the responsibilities and procedures for managing a project throughout its duration. It typically specifies the roles of each party in monitoring progress, reporting milestones, and addressing issues as they arise, such as requiring regular status meetings or progress reports. This clause ensures that both parties remain aligned on project objectives and timelines, helping to prevent misunderstandings and facilitating timely resolution of any challenges that may occur during the project.
Ongoing Project Management. 1. Mail sorting, date stamping, and imaging will be completed simultaneously at a designated County location(s).
2. Contractor will identify any issues and follow-up and escalate as necessary to ensure completion of task on time and on budget.
3. Contractor will immediately notify onsite County supervisor of any delays in meeting the 24 hour processing expectation.
Ongoing Project Management. Monitor project scope, budget, and schedule on an ongoing basis. Communicate regularly between project partners (C/CAG, MTC, and consultant team) – known as the Project Management team. Task Deliverable
Ongoing Project Management. General management of ongoing maintenance and management tasks and progress will be required annually. It is expected that this task will require approximately two hours each year.
Ongoing Project Management. The TSW team will manage the project throughout the process, ensuring the Comprehensive Plan Amendment progresses on time and on budget. Monthly invoices and progress reports will be provided to the City/CID in a timely manner.
Ongoing Project Management. HR&A will conduct a regular status meeting with the client every three weeks virtually. HR&A will prepare meeting agendas in advance. In these meetings, HR&A will review progress, discuss outstanding issues, and identify next steps and ongoing responsibilities. HR&A’s workplan and schedule will guide this effort, and HR&A will maintain regular intra-team communication to ensure coordination and collaboration across work streams.
Ongoing Project Management. The Consultant will provide project management tasks continuously during this engagement. This includes providing Project Status Summary reports on the timeframe agreed upon in the Agreement, and maintaining a current Project Plan. Draft and deliver Project Status Summary reports to the Client Project Manager on a weekly, monthly or quarterly basis based on this Agreement.
Ongoing Project Management. ▇▇▇▇ will host a virtual kickoff meeting with County staff and key members of the consultant team to confirm project scope, schedule, roles, and communication protocols. Prior to this session, ▇▇▇▇ will send the County a draft project schedule and list of requests for all relevant background information necessary for the project (including adopted plans, GIS data and maps, and other relevant documents). During the kickoff, we will clarify key project objectives and questions, introduce core team members, refine the schedule, and confirm communication protocols. We will also discuss outreach goals and key stakeholders to help develop an initial framework for community engagement. Following the kickoff meeting, ▇▇▇▇ will refine and maintain a master project schedule with major milestones clearly defined throughout the process. We will assist County staff in developing a more detailed engagement plan to ensure diverse and meaningful input is incorporated early and often into the Plan. The County will lead the public participation process throughout with targeted support from the ▇▇▇▇ team (see below). ▇▇▇▇ will also organize an ongoing coordination meeting on a bi-weekly or monthly schedule between relevant members of the consultant team and County staff (assumes up to 30 meetings across approximately 14 months). We anticipate these meetings will start out as bi-weekly and be adjusted as needed.
Ongoing Project Management. The RFC Project Team is well-versed in the critical elements of this project, including utility rate development, benefit assessments, and industry best management practices with water related operations. The RFC project management team will stress communication, teamwork, objectivity, and accountability for meeting project objectives and will include general administrative duties, including client correspondence, billing, project documentation, and administration of the study control plan. This task provides for consistent and competent project management to ensure that all deadlines and objectives are met in a timely and efficient manner as requested under Section IV within the RFP. This task also includes ongoing project management. Management responsibilities include general administrative duties such as client correspondence, billing, project documentation, and administration of the study control plan. Meeting(s)/Conference(s): Two (2) meetings. One (1) kick-off meeting with Agency staff to discuss overall priorities, objectives, framework, and schedule, and one (1) meeting with major stakeholders / property owners. Deliverable(s): Data Request List, presentation materials, meeting minutes, and history of existing assessments to be provided in Technical Memorandum. TASK 2.1 – DEVELOP NEW ASSESSMENT METHODOLOGY RFC will develop a new assessment methodology to allocate the Agency’s CSIP, SVRP, and water delivery service charges. The new methodology will take a fresh look at the improvements and services funded through the assessments and the benefits conferred on property from the improvements and services. Our analysis and assessment methodology will be based on industry standards and will comply with the special benefit provisions of Proposition 218, including: • A description of the charge and the method by which it will be imposed. • A compilation of the amount of the charge proposed for each parcel subject to the charge. • A statement of the methodology and rationale followed in determining the degree of benefit conferred by the services/facilities for which the charge is made. • A list of assessor parcels upon which the charge is to be imposed. • The amount of the charge for each of the affected assessor parcels. The results of the analysis will be presented to the Agency. The parcel database will be able to show the total assessment levy for each property under the existing methodology versus the proposed methodology. Meeting(s)/Conference(s): On...
Ongoing Project Management. Project Planning; Project Communication; Status Reporting; Resource Scheduling; Resource Management; Risk Management; Issue Management • Assign a Project Manager to act as the single point of contact to PowerSchool for coordination of Customer resources and execution of this SOW. Assign additional technical and business stakeholders as required to complete the work and validate the solution. • Provide access to research and accountability department to ensure that data metrics are reported according to OPI expected business rules and to provide quality assurance. • Provide access to webmaster, website administrator or other technical stakeholders to validate the solution and provide quality assurance where needed. • Provide access to communications department for content metrics and validation. • Provide source data files for non-Essentials data in format provided by PowerSchool for aggregation and loading. • Assist with validation of Essentials and Non-Essentials source system data and dashboard metrics. • Provide branding colors and assets for site. • Provide site image files and / or reference URL to district-hosted images. • Assist with final system QA and provide final system acceptance for go-live.
Ongoing Project Management. ▇▇▇▇▇▇▇ EMC believes in a proactive and collaborative approach to project execution. Frequent communication, proactive information sharing, rapid identification of resources, and analysis of strengths, weaknesses, opportunities, and threats to project execution are all techniques employed by our project and contract managers. We believe in establishing an effective working relationship with all partners critical to the success of the recovery effort. Local, state, and federal stakeholders are critical to the success of recovery – including both recovery planning and execution of recovery operations. Our team will facilitate a transparent link between our professionals and the key stakeholders by conducting regular meetings and providing written reports. ▇▇▇▇▇▇▇ EMC professionals will also represent the client at key meetings with state, and federal stakeholders, as directed by the client’s leadership. Meeting with these stakeholders from the onset of the contract will allow us to develop a common understanding of key issues, avoid conflict, and establish processes that will be implemented for the duration of the recovery effort. Administrative Controls To control cost, manage scope, and support quality control specific to recovery projects, ▇▇▇▇▇▇▇ EMC’s project management team develops a plan to support every recovery client. This plan will contain expectations of ▇▇▇▇▇▇▇ EMC personnel, definitions of success, logistics, and project controls in accordance with the requirements established by the scope of work and the federal funding managed by our team. Most importantly, the plan will document our process for time tracking to control costs and, to the highest degree, make sure we track our costs for reimbursement by federal agencies, including FEMA. This plan is always customized to the needs of the client. Florida PA, ▇▇▇▇▇, and Grants Manager are critical on- line tools used for tracking and monitoring each applicant’s declared disaster. ▇▇▇▇▇▇▇ EMC will advise on or manage each of these development tools in their entirety if desired by the client.