Project Structure. Vendor will use a comprehensive project plan with tasks, estimated work effort by task, critical path relationships among tasks, start and finish dates, and related deliverables. The project resource view will show the assigned person for each task. The project structure will show the relationship of the team members to accomplish the County’s overall mission. Key Personnel Vendor has selected Xxx XxXxxxxxx, a highly qualified and experienced Project Manager, to manage this project. Xxx will be supported by two outstanding technical leaders also named as Key Personnel – Xxxx Xxxxxxxx as Vendor’s Lead Architect, and Xxxxxx Kolhapure as Vendor’s Testing Lead – based on their relevant experience and qualifications for this project. Vendor provide full resumes for these critical resources in Table 12 summarizes their key qualifications and experience.
Project Structure. Section 6.1: Context As can be seen from the diagram below, the history of civil aviation reform over the last thirty years has been one of a progressive separation of traditional aviation related functions and responsibilities: First, from Central Government Ministries and Departments of Transport, into ‘integrated’ Civil Aviation Authorities, which retained both the ’regulation’ and ‘direct operation’ of airport and ATC services funded from central Treasury payments and receipts. This was followed by the separation of regulation from direct service provision, with the creation of ‘separate' Airport Authorities embodying continued ATC responsibilities and corporatized airports retained under Government control and funded on State budgets. This separation has continued with the further separation of direct airport services into commercial structured entities such as airport concessions, funded not by Government but by private finance.
Project Structure. In order to realize the main goal and the related sub-goals of OSCAR, it is necessary to have (1) detailed understanding of the level of awareness and acceptance of open science in AAT research,
Project Structure. The Parties will jointly agree on a suitable structure for the PV Systems at each Facility which incorporates reasonable tax-efficiency, suitable risk management and appropriate governance to the financial benefit of both Parties.
Project Structure. Project Board NHS Highland Project Board monitors progress providing the necessary steer to resolve issues which cannot be resolved at Project Team level, as well as approving key project documents such as Business Cases. The Board will also be responsible for approving key project documents such as Business Cases, Compensation Events (variations) and key stage reviews. Membership of the Project Board is shown in Table 6.7 as follows: Name Role Organisation / Group Xxxxxx Xxxxxxx Senior Responsible Officer/ Chief Officer for Community Services (Chair/Sponsor) NHS Highland Xxxx Xxxxxx Director of Estates (Deputy Chair) NHS Highland Xxxxxxxxx Xxxxxx Director of Acute Services NHS Highland Xxxx Xxxxxx Medical Director NHS Highland Xxxxx Xxxxx Associate Director of Nursing NHS Highland Xxxxx Xxxxxx Director of Finance NHS Highland Xxxxxx Xxxxxxxxx Head of Mental Health NHS Highland Xxxxxxxx Xxxxxxx Head of Community Services NHS Highland Xxxxxxx Xxxxxxxxx Staff Representative NHS Highland Xxxxxx X’Xxxxx Xxx-Xxxxxxxxx Board Member NHS Highland Figure 6-7: Project Board The Project Board will be accountable for the delivery of the project through: • Ensure the project direction meets with the overall strategic direction of NHS Highland. • Agreeing the scope and supervising development and delivery of the project. • Approval of key project documents, in particular the business case and briefing documentation. • Assuring the project remains within the framework of the overall strategy, scope, timescale, and budget. • Assuring business continuity during project implementation. • Assuring appropriate communication and engagement with stakeholders. • Resolve issues escalated by the Project Team. • Advising Project Team of any developments external to the project which need to be considered. Project Team The project team sits below the Project Board and is responsible for delivering the project on a day-to-day basis. This includes, developing the business case in accordance with the Scottish Capital Investment Group (SCIM) Guidance, developing the design, managing risks, developing the costs, constructing the facility, commissioning the facility, and successfully handing the facility over to NHS Highland at completion. Involvement and participation will continue throughout the planning phases and project leads will attend the various subgroup meetings as appropriate. Membership of the Project Team is shown in Table 6.8 as follows: Name Role Organisation / Group Xx XxX...
Project Structure. In order to realize the main goal and the related sub-goals, XXXXX will achieve the following Objec- tives and measurable results: Achieving the main goal of OSCAR requires (1) detailed understanding of knowledge and acceptance of Open Science in AAT research, (2) development of adapted imple- mentation approaches and (3) their validation. While these three objectives provide tools and prac- tical information to implement Open Science in AAT research projects it is also necessary to raise the motivation to implement Open Science within the AAT research community. Objective (4) ad- dresses the latter. Objective 1 à WP2, WP3: An assessment of the development of Open Science in European AAT projects since the beginning of FP7, i.e. FP7 and Horizon 2020, considering also the AAT related JTIs Clean Sky and SESAR. To some extent projects which relate at least partly with “core AAT” will be considered. The assessment will be based on o a statistical analysis of estimated 1000 collaborative research respectively CSA projects. It shall reveal factors facilitating respectively hampering the acceptance of Open Science approaches; o an intense consultation phase with researchers and administrative / legal staff from IND, REC, HES to gather comprehensive first-hand experience about awareness of Open Science as such, per- ceived benefits and drawbacks of the idea and potentially concrete examples. Objective 2 à WP4: Objective 2 is a practically usable guidance for participants in AAT pro- jects. It will be developed taking up the outcome of objective 1 and considering both legal frameworks and the need for an Open Science Code of Conduct.
Project Structure. The Project structure is designed to allow regular interchange and exchange between staff of the different institutions, both formally and informally. This will lead to shared ownership of the overall research process and inter-country learning. All Beneficiaries in the “Equity-LA II” Project will be coordinated by Xxxxx Xxxxxxx, and contribute to its work. For further information about the Work Packages see Annex I of the Grant Agreement.
Project Structure. In order to realize the main goal and the related sub-goals of XXXXX, we need to have (1) detailed understanding of the level of awareness and acceptance of open science in AAT research, (2) to develop and adapt implementation approaches for open science and (3) to evaluate those approaches. While these three objectives provide tools and practical information to implement open science in AAT research projects it is also necessary to raise the motivation to implement open science within the AAT research community. Objective 1, WP2, WP3: An assessment of the development of open science in European AAT projects since the beginning of FP7, i.e. FP7 and Horizon 2020, considering also the AAT related JTIs Clean Sky and SESAR. To some extent, projects, which relate at least partly with core AAT research, have been considered. The assessment shall have been based on: o a statistical analysis of estimated 1500+ collaborative research respectively CSA projects. It should have revealed factors facilitating respectively hampering the acceptance of open science approaches; o an intense consultation phase with researchers and administrative or legal staff from industry (IND) including SME, research organisations (REC), universities and academia research (HES) to gather comprehensive first-hand experience about awareness of open science as such, perceived benefits and drawbacks of the idea and potentially concrete examples. o However, during the implementation of OSCAR legal constraints prevented accessing the needed EU eCORDA database, thus the statistical analysis had to be replaced by other means in order to identify suitable target projects. Objective 2, WP4: Objective 2 is to develop an open science code of conduct that is tailored to the needs of the European AAT research landscape. This includes analysing current legal constraints and opportunities as well as implementation approaches of open science into the European AAT research landscape. Objective 3, WP5: Objective 3 is to test the (interim) results in the course of WP4, to finalise recommendations targeting legal aspects and to validate the related open science code of conduct by simulating the application of the code of conduct in pilot project cases. Objective 4, WP6: Objectives 1 to 3 will contribute to increase of the implementation of open science in the European AAT research landscape. However, to achieve the ambitious goal of XXXXX, the acceptance of the idea as such, as well as open science code of co...
Project Structure. The Development is divided into two components, the “Residential Improvements” to be completed as the “Residential Development” be located on the 000 Xxxx 0xx Xxxxxx property and the airspace over the adjacent public street, and the “Garage Improvements” to be completed as the “Garage Development” located on the 000 Xxxx 0xx Xxxxxx property. These improvements will be constructed concurrently and together make up the Development, as approved and entitled by the City.
Project Structure. The project is structured in four segments: I. Co-ordination and Functional Activities
