Project Management Challenges Clause Samples

Project Management Challenges. The complexity of any system connected to long-term digital preservation is a key project management challenge, also in PREFORMA, to ensure that the resulting software is effective, efficient, usable, scalable, portable and reliable. The work performed by suppliers in the Collaborative Project part (WP5, WP6, WP7) is therefore monitored by technical experts from memory institutions (task leaders) as well as digital preservation researchers from the scientific partners (work package leaders). In particular, the supplier design specifications (D5.1 and D5.2) will be jointly reviewed by T2.5 Evaluation Strategy and Assessment. A second challenge is to visibly ensure external acceptance and a widespread use of the outcomes of the project. This is the responsibility of the Coordination and Support Action part (mainly WP3, WP4). Early visible external acceptance will ensure supplier interest in the tender (WP2), and wide visible external acceptance in the later stages will boost membership in the sustainable network (WP3). Therefore, the project will strongly disseminate the tender and project results from the very start until the final conference (WP4). To monitor the congruence of the execution of these outreach activities a Communication Coordinator will be appointed, that is also the WP4 Dissemination and Communication leader. The project is expected to coordinate high-quality research (see section 1.3), both within PREFORMA academic partners, but also by facilitating strong scientific publications and establishing links with external research groups. To ensure scientific coherence and quality, a Scientific Coordinator will be appointed, that is also the WP7 Scientific Testing leader. Managing the consortium and its multi-disciplinary partners, spanning multiple countries, is also a challenge, especially when it, on top of that, has to deal with a number of suppliers. To guarantee an adequate management of these challenges, the Project Manager, the Scientific Coordinator and the Communication Coordinator constitute a coordination team handling day-to-day management. The proper execution of the tender procedure, the selection of the suppliers and the assessment of the results of the work procured will be a special challenge due to the fact that PREFORMA uses the PCP instrument where the CP part of the project is executed as a subcontract and not directly by the partners.
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Related to Project Management Challenges

  • Project Management Project Management Institute (PMI) certified project manager executing any or all of the following: • Development of Project Charter • Development of project plan and schedule • Coordination and scheduling of project activities across customer and functional areas • Consultation on operational and infrastructure requirements, standards and configurations • Facilitate project status meetings • Timely project status reporting • Address project issues with functional areas and management • Escalation of significant issues to customers and executive management • Manage project scope and deliverable requirements • Document changes to project scope and schedule • Facilitate and document project closeout

  • Project Management and Coordination The Engineer shall coordinate all subconsultant activity to include quality of and consistency of work and administration of the invoices and monthly progress reports. The Engineer shall coordinate with necessary local entities.

  • Project Management Plan Developer is responsible for all quality assurance and quality control activities necessary to manage the Work, including the Utility Adjustment Work. Developer shall undertake all aspects of quality assurance and quality control for the Project and Work in accordance with the approved Project Management Plan and

  • Program Management 1.1.01 Implement and operate an Immunization Program as a Responsible Entity 1.1.02 Identify at least one individual to act as the program contact in the following areas: 1. Immunization Program Manager;

  • Problem Solving Employees and supervisors are encouraged to attempt to resolve on an informal basis, at the earliest opportunity, a problem that could lead to a grievance. If the matter is not resolved by informal discussion, or a problem-solving meeting does not occur, it may be settled in accordance with the grievance procedure. Unless mutually agreed between the Employer and the Union problem-solving discussions shall not extend the deadlines for filing a grievance. The Union ▇▇▇▇▇▇▇ or in their absence, the Local Union President, or Area ▇▇▇▇▇▇▇, or Chief ▇▇▇▇▇▇▇, either with the employee or alone, shall present to the appropriate supervisor a written request for a meeting. If the supervisor agrees to a problem- solving meeting, this meeting shall be held within fourteen (14) calendar days of receipt of the request. The supervisor, employee, Union ▇▇▇▇▇▇▇, and up to one (1) other management person shall attempt to resolve the problem through direct and forthright communication. If another member of management is present that person will not be hearing the grievance at Step Two, should it progress to that Step. The employee, the Union ▇▇▇▇▇▇▇ or in their absence, the Local Union President, or Area ▇▇▇▇▇▇▇, or Chief ▇▇▇▇▇▇▇, may participate in problem-solving activities on paid time, in accordance with Article 31, Union Rights, Section 1H.