Project Risks. Change Management is critical to the success of any deployment. Customer must identify a change management leader early in the Project to ensure that communication and education relating to the Service is provided. • Participation of Customer business process owners, subject matter experts and business analysts is vital to the success of the Service deployment. Customer must identify individuals from each geographic area, country, and/or business unit who possess the correct business knowledge, process knowledge and/or industry knowledge to participate on the Project team. • Timely decision making is critical to the progress and ultimate success of the deployment. When a decision cannot be made through consensus, the Project management team must escalate the decision through Workday’s Engagement Manager and Customer’s Executive Sponsor to avoid impacts to timeline and costs. • Many Project delays can be attributed to Customer’s challenges in cleaning and converting its data to load into the Service. Customer must prioritize this activity to avoid impacts to timeline and costs.
Project Risks. 2.4.1. Aspects of this project that should be considered risks include the following:
Project Risks. I understand that participation in the Project involves risks that Yale cannot eliminate, including, among others, risk of property damage, illness, bodily injury, permanent disability, and death. [list other risks specific to Project, e.g., transportation involved, use of equipment, etc.] Assumption of Risk. I voluntarily take responsibility for all risks of participating in the Project. Release. I release Yale from all legal and financial responsibility for any harm that I, or my property might suffer as a result of my participation, even if the harm is caused by Yale’s negligence.
Project Risks a) A major recurrence of the coronavirus disease (COVID-19) among Veterans Home Residents, GLO and VLB staff and the public which will require full reenactment of social distancing and isolation measures may significantly affect the ability to enact the advisor’s recommendations.
Project Risks. Risks for the SANs Project are minimal due to the use of industry standard hardware and software for the SANs project. The SANs project will not encounter any customized hardware or software during its installation and implementation.
Project Risks. The Conceptual Project Financing Plan shall contain a discussion of the risk transfer proposed in the Programmatic Term Sheet as it relates to the SH 161. Proposers are encouraged to address at least the following categories of risk: • Toll revenues • Financing • Competing Facilities • Existing Improvements • Third party construction • Site conditions • Hazardous materials • Utility Relocations • Technology Enhancements • Insurance (Design and Construction) • Insurance (O&M) • Compensation Events • Relief Events
Project Risks. A security assessment can potentially identify issues that due to their nature need to be addressed before deployment of the subject. Parties are aware that this may impact project timelines.
Project Risks. (a) Unless otherwise provided in this deed including, without limiting clause 26.1(b), the Developer accepts all risks in connection with the Project, including as to:
Project Risks. The timely completion of the Project is dependent on many external factors, including, amongst others, satisfactory performance by building contractors appointed and obtaining the relevant approvals from the authorities. There can be no assurance that there will not be any delays in the completion of the Project. Any delay in the completion of the Project may adversely affect the business of the JVCo and its financial condition, results of operations and prospects. Although the management of S P Setia would monitor the project schedules intensively to minimize any delay in completion of the Project, there is no assurance that the external factors may not delay the completion of the Project.
