zilongwang/ReadingBank huggingface dataset:
Identifier Work Package or Budget Category Cost PHASE 1 As per the Contract 12-430-P612-14533. $150,000 PHASE 2 As per the Contract TBD $155,000 Totals $305,000 The Organizational Structure (OS) is a hierarchical configuration defining levels of program management and may identify all project personnel. The OS should be simple and straightforward. Include role names and people’s names. Consider identifying the core project team by shading their respective boxes on the chart. On complex projects, consider using a second OS to identify core project team. The OS can also be used for management reporting. List the team members, their role, responsibility and functional manager. Make sure to include a comprehensive listing including those from the organization managing the project, business members involved to ensure business objectives are met and the vendor members that may have a specific role. Business Owner Ensure all resources necessary for project success are provided by the appropriate Division. Ensure timely review of all documents. Jason Montoya Pipeline Safety Division IT PM Internal and external status reports, including budget updates. Nanda Kumar All
analysis activities. Event driven: When new requirements are added, existing requirements are changed, etc minutes are stored in the project repository. Process Inputs: To discuss the forms and the process of the inspection flow. Meeting attendees: Compliance Officer, Pipeline supervisor and Bureau chief. Emails exchanged confirming the process initiations, operator information and the total forms. Email/ Word document March 6th Compliance Officer and Developer. Process Management Steering Committee To address the accomplishments and results of the project with the Bureau. These meetings address commitments, plans, risks, status of activities and significant issues for the project, as well as how the project fits into the current business environment and the communication of the results of measurement and analysis activities. Meeting Attendees Bureau Chief, Pipeline Safety, Pipeline Inspectors, Compliance Officer IT team, CIO (IT) and DOIT representative Meeting minutes are stored in the project repository. In person/ Web link for the published mock up screens. April 4th Developers IT team and CIO (IT) will meet weekly to review the current status of the project and progress, review risks, identify and resolve issues, and plan project activities. An agenda will be prepared and minutes of each status meeting will be maintained in the project archive.
Introduction This PMP describes the project management processes that <name of project team/entity managing the project > will follow during execution of the <project name> project. The project’s processes will align with plans and processes of the Project Management Accountability System (PMAS) Guide New processes will be defined for any management areas not covered by the PMAS Guide. This PMP will govern the management practices across the life of the project. As those practices evolve, this document will be updated to reflect the changes. Sections 1.1 – 1.4 may be able to reference the Business Requirements Document (BRD), Project Charter, and/or Integrated Project Team (IPT) Charter for their content. Project Overview Provide an executive summary of the project objectives, the product to be delivered, major work activities, major work products, major milestones, required resources, and master high-level schedules and budget requirements. Scope Statements See project charter. Provide information on where it is located Goals and Objectives See project charter. Stakeholders and Key Personnel See project charter. Project Organization See project charter. Acquisition Process Refer the reader to the project’s Acquisition Plan or say there is no acquisition for the project. Monitoring and Control Mechanisms This project follows standard monitoring and control processes as defined in ProPath for risk management, requirements traceability, and operational readiness. If non-standard and/or additional monitoring and control mechanisms are used, include that information. Systems Security Plans and Requirements System security plans and requirements will be developed as part of the project’s planning phase.
Post Details Post Job Title: Project Manager CP6-7 Reports to Job Title: Head of Strategic Planning Function: Transition Projects Location: 134 Edmund Street Birmingham Location: Birmingham Grade: PM2D Safety Status: Non-safety critical 1.0 Purpose of the Job Responsible for all project planning for CP6 and CP7 significant schemes, working within the Strategic Planning Unit as part of the Transition & Projects Directorate. Required to support the Head of Strategic Planning (HOSP) and Transition & Projects Director (T&PD) by being a West Midlands Trains customer champion at industry planning forums and workshops. Responsible for a small team planning advance significant event service changes and scheme impacts. 2.0 Key Accountabilities 2.1 Ensure that CP6 and CP7 significant schemes are identified and advance plans are in place to ensure minimum disruption for WMT customers. 2.2 Ensuring that WMT is represented at any planning forum that deals with significant schemes and that the agreed service patterns and impact on WMT customers meet wider WMT and Abellio business objectives and are a “strategic fit” with Industry strategy. 2.3 Supporting the Head of Strategic Planning with regular updates and reporting on schemes. 2.4 Convening industry meetings where appropriate for any WMT-sponsored schemes such as train service changes. 2.5 Drive a collaborative working culture within WMT and NR businesses through development and delivery of scheme plans that deliver defined industry and customer benefits, plus reducing costs 2.6 Produce regular, accurate reports for the WMTL Board, Exec team, Business Review Group, Programme Board and Alliance Board when agreed or requested. 2.7 Ensure WMT workshops are held regularly to ensure full two-way communication takes place with relevant members of the WMT team 2.8 Specific responsibilities for the existing and expected major schemes including depot works, New St re-signalling, East-West Railway, WCML renewals and any enhancement schemes. 2.9 Manage and develop the Event and Scheme PM members of staff and supervise their workload and targets. 3.0 Role dimensions Financial Staff Direct: Management of major scheme and events costs to WMT Indirect: Assessment of revenue impacts Direct management of two staff posts
A feasibility study was prepared and after careful review, PennDOT selected Option 1A for an oval roundabout with a single circulating travel lane. Build Option 1 Build Option 1A Build Option 2 Build Option 3 Build Option 4 (Initiated by CAC Members) Preferred Design Alternative and Traffic Simulation Results in improved traffic flow, particularly during the peak periods. Slight oval shape was selected based on public input as having a more desirable and aesthetic appeal. Based on the design, the traffic flow is very similar to the circular roundabout option. Addresses concerns at the closely spaced intersection with Machell Avenue Exiting motorists at Machell Avenue will be restricted to right-out only. Motorists wishing to turn left onto Memorial Highway (SR 0415) must turn right and travel through the roundabout to make a U-turn. The intersection design is pedestrian-friendly. Sidewalks and crosswalks are provided throughout. Crossing widths are great reduced to a single travel lane at all locations with pedestrian refuges provided on each approach with the roundabout’s splitter islands, enabling pedestrians to cross one direction of traffic at a time. Dallas Intersection Traffic Simulation (VISSIM software) Description: Traffic simulation (using VISSIM software) was completed to illustrate the future 2030 design year weekday afternoon peak hour operating conditions for the Dallas five-leg roundabout. Several video clips of the simulation are linked below. In order to prepare the traffic simulation, existing traffic data was collected during the weekday afternoon peak period. This traffic data was then projected into the future to the year 2030, so the traffic simulation illustrates more traffic than under current conditions. Additionally, due to the improved pedestrian connectivity, the number of pedestrians illustrated in the simulation is also much greater than observed today. The Dallas five-leg intersection roundabout design elements, as well as Machell Avenue and adjacent accesses, were incorporated into the traffic simulation. The existing bus stop along PA
Nervous System Project Marking Rubric Aspect 1 2 3 Communication of Scientific Ideas Information is very confusing or very difficult to follow. Information is conveyed to the reader with some effort to understand or follow. Information is clear, easy to follow and to read. A professional product. Cause/Symptoms of disease OR Description of the drug in general Inaccurate or more than two major cause/symptom or description are missing Accurate but one or two major cause/symptom or description are missing Accurate and complete description/information Diagnosis of disease OR effects of the drug on the body Inaccurate or more than two major pieces missing Accurate but one or two major pieces of diagnosis or bodily effects are missing Accurate and complete description/information Treatment of the disease OR effects of the drug on the Nervous System Inaccurate or more than two major aspects missing Accurate but one or two major aspects of treatment or of effects on the nervous system are missing Accurate and complete description/information Prognosis of the disease OR Long term effects of the drug Inaccurate or more than two major aspects missing Accurate but one or two major aspects or prognosis or long term effects are missing Accurate and complete description/information Supporting diagrams and images Diagrams and images appear unrelated to the content and do not add to understanding by the reader Diagrams and images complement the research content and add to understanding by the reader Total /17 Comments: Note: If an aspect is missing, a score of zero will be given for that aspect.
Project Site Characteristics: Please note these characteristics may result in exclusions from Programmatic Consultation ATS Presence (attach additional info, such as correspondence if confirmed by an agency): Likely Unknown but potentially Highly Unlikely Confirmed by USFWS/DMR/IFW/MaineDOT Data Comments: Project area is accessible to ATS, no data available Downstream barrier Eggs Alevin Parr Smolt Adult (check only if expected, address in comment box) Spawning Habitat Presence: Yes (If yes, refer to BO for additional requirements/exclusions) & AMMs 12, 13 No Mapped Date: Comments: On-site survey Date: Holding Pools Presence: Yes (If yes, refer to BO for additional requirements/exclusions) & AMMs 12, 13 No On-site survey Date: Comments: DMR Coordination Date: Clay Substrate Present: Yes No Early Coordination with USFWS: Yes No Site Visit Date: Comments: Monthly Meeting Date: Email Correspondence Date: Will the project result in beneficial impacts? Yes No Number of modeled upstream Habitat Units restored (or upstream miles to next barrier if no modeled habitat) with stream crossing replacement or removal: Comments: Other benefits: Action Area Extent Comment:
10 8.5 7 5 Historical Content/ Focus (2X) Assignment seamlessly integrates historically accurate details w/ compelling evidence from at least two sources; shows exceptional understanding of the individual featured Assignment integrates historically accurate details & evidence from at least two sources; shows proficient understanding of the individual selected Assignment integration of historical details is inconsistent OR, displays an inconsistent understanding of the individual Assignment makes no attempt to include historically accurate details; reflects minimal understanding of the individual Point of View Author’s POV is positive, convincing and contains compelling tone of voice Author’s POV is convincing and contains a positive tone of voice Author’s POV and tone is unclear to the reader Author’s POV and tone is negative Writing Style/ Conventions reads fluently; sentence structure and word choice enhance meaning; sophisticated command of the conventions (grammar, punctuation, spelling, capitalization) of standard written English; virtually error free reads fluently; sentence structure and word choice are clear and appropriate; proficient command of the conventions (grammar, punctuation, spelling, capitalization) of standard written English; errors, if any, do not distract reader does not read smoothly; or ; awkward, trite or informal word choice -- weak command of the conventions (grammar, punctuation, spelling, capitalization) of standard written English; errors may distract reader does not read smoothly; consistently poor word choice or usage ; or, little or no command of conventions (grammar, punctuation, spelling) capitalization of standard written English; errors distract reader Guidelines and Format Assignment is constructed in superior and skillful fashion and meets all guidelines exceptionally (well-executed summary of event/life; creative, neat and organized layout; 2 or more internal citations). Assignment is constructed in a satisfactory fashion and meets all required guidelines (summary of life; creative, neat and organized layout; 2 or more internal citations). Assignment is constructed with minimal creativity, neatness, & craftsmanship -- Assignment is missing internal citations Overall construction of assignment reflects poor planning, research, and/or effort. AND Assignment is missing internal citations. Synthesizing Sources – The Death of Two Great Botanic Innovators Obituary or Eulogy Piece Rubric Final grade= _______/ 50 points = Obituary or Eulogy Assignment
Watford FC’s Community Sports & Education Trust Job Description Job Title National Citizen Service (NCS) Project Officer Date Prepared 15/12/17 Job Holder Grade Staff Reports to National Citizen Service (NCS) Project Manager Salary £18,000 - £24,000 Direct reports Sessional staff & Volunteers Location Vicarage Road Stadium Job Purpose Watford FC’s Community Sports and Education Trust is seeking to recruit a full time Project Officer whose role will be to help coordinate and implement the Trust’s NCS programme. This post presents an exciting opportunity for a dynamic and hard-working individual to join our team, based at Watford FC’s Vicarage Road Stadium. This role will primarily be responsible for the day-to-day running and delivery of the programme. The Officer will work closely with the National Citizen Service (NCS) Project Manager to develop strong and meaningful relationships with a range of stakeholders including schools and young people in order to deliver positive outcomes for participants. The post holder will also be expected to support delivery of other learning and skills based programmes such as Premier League Enterprise. In addition, the successful person will also work closely with Trust staff on developing and running new projects, activities and events, as and when appropriate. The Officer will be expected to contribute to the further development of the Trust’s work, whilst ensuring the quality and professionalism which is synonymous with the Trust. Key Result Areas Principle Accountabilities National Citizen Service (NCS) To help plan, organise and run aspects of the NCS delivery. To drive sign up rates as well as plan and deliver ‘keeping warm’ activities in order to achieve high ‘turn up’ rates. To provide exciting and challenging activities for young people throughout the programme. To ensure that all young people have a positive experience. To help support with a range of partners such as local volunteer centres and community groups through social action projects to maximise the impact of the programme. To market and promote NCS within a variety of community settings. Provide opportunities for participants to reflect and evaluate their experience and capture this evidence via reports, case studies and testimonies. Attend relevant training and review events as and when required. Ensure that the Health and Safety, Safeguarding and other relevant policies are implemented and adhered to throughout the programme
(k)(3) Products which have mechanically operated controls or keys shall comply with the following: If key repeat is supported, the delay before repeat shall be adjustable to at least 2 seconds. Key repeat rate shall be adjustable to 2 seconds per character. Not Applicable (k)(4) Products which have mechanically operated controls or keys shall comply with the following: The status of all locking or toggle controls or keys shall be visually discernible, and discernible either through touch or sound. Not Applicable Section 1194.24 Video and Multi-Media Products Criteria Supporting Feature Remarks and Explanations a) All analog television displays 13 inches and larger, and computer equipment that includes analog television receiver or display circuitry, shall be equipped with caption decoder circuitry which appropriately receives, decodes, and displays closed captions from broadcast, cable, videotape, and DVD signals. As soon as practicable, but not later than July 1, 2002, widescreen digital television (DTV) displays measuring at least 7.8 inches vertically, DTV sets with conventional displays measuring at least 13 inches vertically, and stand-alone DTV tuners, whether or not they are marketed with display screens, and computer equipment that includes DTV receiver or display circuitry, shall be equipped with caption decoder circuitry which appropriately receives, decodes, and displays closed captions from broadcast, cable, videotape, and DVD signals. (b) Television tuners, including tuner cards for use in computers, shall be equipped with secondary audio program playback circuitry. (c) All training and informational video and multimedia productions which support the agency's mission, regardless of format, that contain speech or other audio information necessary for the comprehension of the content, shall be open or closed captioned. Not Applicable
UEB member or senior manager Project Lead The person ultimately responsible for the successful Project Manager Project Board Members Project Team members Summary of Risks You should include a section on key risks (those that are likely to have a medium/high probability and impact). These will be updated regularly during the life of the project, usually in a separate risk register. A risk is an uncertain event that, should it occur, will have an effect on the achievement of objectives. If you are considering different approaches, fill out a risk table for each option. No. Risk Comments 1 Eg Data for analysis not available in the required format What is the risk of NOT proceeding with the project? <Enter text here …> Costs Indicative costs (if any) for the project. This could include spend on additional resources, external suppliers or systems. <Enter text here …> Project Interfaces and Dependencies This covers the known interfaces and dependencies relating to the project such as the activities of other projects, teams or organisations. Dependencies may be: incoming (where this project is dependent on something happening elsewhere) outgoing (where another project is dependent on a task/milestone here).
Online Learning Coordinator leaving in Year 1 Unlikely Major HIGH Provide a fulfilling and interesting work environment and culture that will help ensure ongoing satisfaction in the position. Provide opportunities for professional enhancement. Ensure all methods and processes are documented. Dean T&L To project Sponsor Technical support being available to staff is poor and inadequate resulting in user dissatisfaction. Possible Major HIGH Work with LMS support to ensure adequate support is being offered Mike Williams Ongoing Review as part of Risk Mgt. Report to Dean S&E Poor communication between project stakeholders Possible Major HIGH Examine reasons for poor communication. Clarify needs and expectations of each stakeholder concerned. Identify other channels for open and effective communication. Mike Williams Graham McMahon Ongoing Weekly to PM Review as part of Risk Mgt. Report to Dean S&E Online Learning Coordinator leaving in Year 2 Possible Major HIGH Identify reasons for dissatisfaction and attempt to mitigate Ensure all methods and processes are documented. Dean T&L To project Sponsor
Project Manager leaving in Year 1 Rare Major MOD Identify reasons for dissatisfaction and attempt to mitigate Ensure all methods and processes are documented. Dean T&L To project Sponsor Unclear roles and responsibilities for staff working on the project Possible Minor MOD Review original PDs to ensure that current roles are consistent with original PD. Communicate clearly the expected roles and responsibilities for staff working on the project. Dean T&L Project Manager To project Sponsor To Dean T&L Project Manager leaving in year 2 Unlikely Minor LOW Identify reasons for dissatisfaction and attempt to mitigate Ensure all methods and processes are documented. Dean T&L To project Sponsor
The Coordinating Future Care Register (South Hampshire) and Gold Register (North Hampshire) no longer exist. Both were rolled out to provide an electronic Palliative Care Co-ordination System (ePaCCS) across Hampshire. Neither was well used over their 2-3 year lifespans. Each required users to login, re-enter clinical data, already recorded elsewhere, and relied upon acute services accessing the registers to see if information was available for a particular patient; which was generally blank! This project has developed identical templates with 4 short sections for the two main Hampshire GP clinical IT systems (SystmONE and EMISWeb). The templates support: Gold Standard Framework meetings; recording of a patient’s Future Care Planning or End of Life choices and Avoiding Unplanned Admissions (AUA) information. With patient consent, coded information and attached freetext will automatically transfer to a patient’s National Summary Care Record (SCR) where it can then be accessed by acute care services as required. Templates were rolled out via the LMC to Hampshire November 2016 and to East Berkshire practices, as part of a £300k LCS, April 2017. The template, instructions for use and other supporting materials are all available free for general practices. The template; is fully coded (CTV3, READ2 & by April 2018 SNOMED CT) supporting automatic data extraction of new or updated data to the SCR, with patient consent. coded data also uploads to the Hampshire Health Record or Berkshire C. Which allows extensive data & activity reporting across Hampshire. removes the need to re-enter clinic data to achieve ePaCCS requirements. supports production of a GSF Register report, showing all practice GSF patients, which services they are receiving and their prognostic stage. See Fig 1. As we will be losing MiQuest in 2018-19 with the arrival of SNOMED CT, practice reports are being developed that will run within EMIS and S1. supports production of printed Future Care Plans, if a patient wants this. removes the need to fax or NHSmail details of poorly patients to ambulance, hospice, community and OOH services. NHS England Harnessing Technology funding (£63k awarded) April 2017 Future Planning Version 2 released. Including frailty codes to support the new July 2017 GP contract May 2017
Initially by increased uptake of SCR viewing via smartcards Later by SCR view in HHR Gain patient access to data via other system or develop Future Planning App Opportunities to present to SCAS staff sought Autumn 2016 onwards Opportunities for poster presentation of project and activity sought. Autumn 2016 onwards Version 2 release –as inclusion set changes are released April 2017 GP identifiable monthly report rolled out to CCGs. Where part of LES payments and practices agreeable; consent gained in advance. April 2017 Version 3 SNOMED CT coded template – as EMIS and TPP switch to SNOMED Late 2017 but before April 2018 Offer templates to surrounding counties. ONGOING Engage with LDR plans to ensure Future Planning Template information is maintained and surfaced clinically through appropriate interoperability mechanisms. ONGOING Out of Hours Service not progressing with Adastra access to SCR viewer Funding for CSU report, or not, needs finalising with CCGs (DT Board?) and CSU Acute Trusts rollout smartcards No funding for this project to date other than staff time, Eastleigh rooms and biscuits
taking accountability of the effectiveness of the management system; ensuring that the Quality Policy and quality objectives are established for the management system and are compatible with the strategic direction and the context of the organization; ensuring that the quality policy is communicated, understoodand applied within theorganization; ensuring the integration of the management system requirements into the organization’s other business processes, as deemed appropriate (see note); promoting awareness of the process approach; ensuring that the resources needed for the management system are available; communicating the importance of effective quality management and of conforming to the management system requirements; ensuring that the management system achieves its intended results; engaging, directing and supporting persons to contributeto the effectivenessof the management system; promoting continual improvement; supporting other relevant management roles to demonstrate their leadership as it applies to theirareas of responsibility. Note: “business processes” such as accounting, employee benefits management and legal activities are out of scope of the QMS. 5.2 Customer Focus [Senior Management Team Name] of [Short Client Name] adopts a customer-first approach which ensures that customer needs and expectations are determined, converted into requirements and are met with the aim of enhancing customer satisfaction. This is accomplished by assuring: customer and applicable statutory and regulatory requirements are determined, understood and consistently met; the risks and opportunities that can affect conformity of products and services and the ability to enhance customer satisfaction are determined and addressed; the focus on enhancing customer satisfaction is maintained. 5.3 Quality Policy [Senior Management Team Name] has developed theQuality Policy, defined in section 3.0 above, that governs day-to-day operations to ensure quality. The Quality Policy is released as a standalone document as well, and is communicated and implemented throughout the organization. 5.4 Organizational Roles Responsibilities &Authorities [Senior Management Team Name]has assigned responsibilities and authorities for all relevant roles in the company. These are communicated through the combination of the[Org Chart Title]and [Position Description Title]s.
project progress to stakeholders] stakeholders] [Sponsor meeting] [Face-to-face discussion with sponsor on progress] [quarterly] [name] [Include project director] Documentation Describe how project documentation and artifacts will be disseminated, stored, accessed and archived and who will have update capabilities. [Project documentation will be maintained in...] For Project Management Office Use Only Proposal Approval [Date] Review Date [Date] Project Manager [Name], Computing & Communication Services
Project Partner's declaration about double funding Double funding occurs where the same expenditures are funded twice through the use of public funds. I, hereby declare that the organization governed by me is: not applying for other funds in the form of grant for the same activities, that is described within the current application submitted under 1st Call for Proposals for Interreg IPA Cross-border Cooperation Programme Croatia- Bosnia and Herzegovina – Montenegro 2014-2020; not receiving other funds in the form of grant for the same activities, that is described within the current application submitted under 1st Call for Proposals for Interreg IPA Cross-border Cooperation Programme Croatia- Bosnia and Herzegovina – Montenegro 2014-2020; not generating revenue from the same activities, that is described within the current application submitted under call for proposals for Interreg IPA Cross-border Cooperation Programme Croatia- Bosnia and Herzegovina – Montenegro 2014-2020. In case during the implementation phase the Operation generates revenue, detailed, timely, adequate and traceable information concerning the generated revenues shall be kept. Project Partner's De minimis Self-Declaration Please complete this declaration of previous State aid received under the De Minimis rule. I declare that, the institution I represent and all other entities belonging to the same company group as my institution have not received any contribution falling under the de minimis Regulation during the previous three fiscal years (this being the current fiscal year and the previous two fiscal years); the institution I represent and all other entities belonging to the same company group as my institution have received the following contribution(s) falling under the de minimis Regulation during the previous three fiscal years (this being the current fiscal year and the previous two fiscal years): Fiscal Year Institution providing the de minimis aid Beneficiary (as defined in Regulation) Amount of the contribution in EUR Date of granting
Project Initiation Request Project Name: Date: CRQ# Brief Description of the proposed project: Strategic Alignment: (for the requesting division) LRPP Action Plan Statute LBR Describe Strategic Alignment: DIS Team Composition (Select only those teams where more than 20 hours of participation is expected during life of project/activity.) Admin Services Distributed Infra FLAIR Customer Support Enterprise Apps Mainframe Database Admin Facilities OSBS Small Project Mid-Size Project Large Project Team Size (FTEs) 1- 4 5-8 8+ How long is the project expected to last? ≤ 6 months 6 – 18 months months How much timeframe variance can be tolerated? Flexible schedule with flexible deadlines Schedule can undergo minor variations, but deadlines are firm Deadline is fixed and cannot be changed; schedule has no room for flexibility What dictates the timeframe? How complex is the solution? Department has experience in developing/implementing a similar solution Department does not have experience in developing/implementing a similar solution Solution is unclear and difficult to achieve Note: Phase 3 is unclear at this time. What is the level of strategic importance? Internal interest only Some direct business impact and/or relates to a low priority initiative in the Department’s LRPP Affects core Agency service delivery and/or directly relates to key initiatives in the Department’s LRPP What is the level of business impact? Impacts only the requesting division (and DIS -- for ongoing support) Impacts more than one division Impacts the entire Department, more than one department, or external customers Estimate of the project's total cost < $100K $100K - $500K Notes: cost is unclear at this time; determined during discovery. $500K+ FY(s) for project funding Who will fund project? Dependencies and Projects No major dependencies or inter-related projects Some major dependencies or projects but considered low-risk Major, high-risk dependencies or inter-related projects What are the alternatives to undertaking this project? What are the effects of not undertaking the project? What type of technology is needed? Uses technology consistent with DFS standards Uses technology that isn't consistent with DFS standards Don't know
Lighting is a mix of T-12s with magnetic ballasts and newer T-8 fluorescents Project Description: The retrofit project proposed consists of a comprehensive building automation of the primary HVAC systems for the property, as well as converting the existing pumps and air handling units to variable speed systems. Lighting retrofit and controls. EPA Portfolio Manager Pre / Post: Pre-retrofit Energy Usage Index: 89 kBTU/sf Energystar Score: 71 Projected Post-retrofit Energy Usage Index: 64 kBTU/sf Energystar Score: 88 ECM Descriptions Measure Description Status Fuel Type Saved Energy Saved in kWh Energy Saved in kW Energy Saved in mmBTUs Annual Dollars Saved Bids Simple Payback Period (yrs) Energy Management System and AEM R Elec, MMBTU 243,281 -3 3,745 $147,238 $434,871 2.95 Floor Isolation Dampers R Elec, MMBTU 460,133 57 420 $58,087 $417,580 7.2 Variable Frequency Drives R Elec 225,113 -11 480 $63,640 $232,900 3.66 High Efficiency Motors R Elec 19,388 0 48 $3,600 $58,398 16.5 Total Project Cost: $1,487,690
Individual ECM Financial Analysis Measure Energy Saved (Electricity) Energy Saved (NG) Bid/Cost Average Annual Savings Lifetime Savings Simple Payback (years) Energy Management System and AEM 243,281 3,745 $434,871 $147,238 $2,326,360 3.0 Floor Isolation Dampers 460,133 420 $417,580 $58,087 $917,775 7.2 Variable Frequency Drives 225,113 480 $232,900 $63,640 $1,005,512 3.7 High Efficiency Motors 19,388 48 $58,398 $3,600 $56,880 16.2 Cash Flow Analysis Initial Yearly Savings: $204,818 Average Yearly Savings: $281,746 Energy Cost Escalation Estimate: 4% Year 1 2 3 4 5 6 7 Cash Flow $938,931 $213,352 $222,242 $231,502 $241,148 $251,196 $261,662 Year (cont.) 8 9 10 11 12 13 14 15 Cash Flow $272,565 $283,468 $302,850 $317,993 $333,135 $348,278 $363,420 $378,563 Bid / Estimating Process:
What you need before you start: Agreement to proceed with the review and evaluation from the Project Sponsor or Steering Committee. Endorsed document establishing the scope of the review – what is to be included and what is not included (this may be in the Project Business Plan) Access to the relevant project records, which may include: major project management plans such as the Business Case, Project Business Plan etc.; Steering Committee minutes; Project Team minutes; Project budget – actual versus expected; Project plan/schedule – actual versus expected; Risk Register; and Issues Register. Knowledge and understanding of the Tasmanian Government Project Management Guidelines. Also advisable: Any of the following optional documents – Strategic Information Systems Plan, Project Proposal, Business Case, Process Review Report or Feasibility Study. Awareness of the environmental factors that affected the project such as political, industrial, legislative, technical, financial, social, cultural and security/privacy. Corporate/Business Plan for the Department/Business Unit. Departmental Project Management Guidelines. What you will have when you are finished: A complete Project Phase Review Report ready to be given due consideration by the Project Sponsor and/or Project Steering Committee. How to use this template: The template contains sections which are either optional or can be developed at a number of levels of detail depending upon individual need. All documents developed based on this template should include an appropriate acknowledgement. A number of different text styles have been used within the template, as follows: Text in blue italics is intended to provide a guide as to the kind of information that can be included in a section and to what types of projects it might be applicable. It should be deleted from the final document . Text in normal font is intended as examples. Text enclosed in <angle brackets> is intended to be replaced by whatever it is describing. This document has been formatted for duplex printing. If you intend to print single sided, you may need to delete some page breaks. Where to Get Additional Help Project Management tools and resources that can assist you through each step in your project are available at Checklist Have you remembered to remove: The versioning statement from the front cover of your document? This guide and checklist from the front of your document? All blue italic instructional text and <prescriptive text enclosed in angle brackets> within the template?
Office Automation tools Logical and Physical Designs/Models Document Project Methodology Project Manager Business and Project Teams; Use Case and Office Automation tools Work Breakdown Structure Document Project Methodology Project Manager Business and Project Teams; Use Case and Office Automation tools User Interface Prototype User Interface Guidelines Project Sponsor Business and Project Teams; Integrated Development Environment Application Database and Files Project Methodology Project Sponsor Business and Project Team; Database Management System Testing Plan Document Project Methodology Project Manager Business and Project Teams, Office Automation Testing Results Document Testing Plan Project Manager Business and Project Teams; Office Automation Change Management and Implementation Plan Document Project Methodology Project Manager Business and Project Teams; Office Automation Training Program User Documentation, Training and Workdesk Procedures Project Methodology Project Sponsor and Manager HR Department and Business and Project Teams; Office Automation Final Report and Presentation Document Project Methodology Project Sponsor Business and Project Teams; Office Automation Project Evaluations and Lessons Learned Document Project Methodology Project Sponsor and Manager Business and Project Teams; Knowledge Management System
Request Description: Justification/Reason: Possible Alternatives: Impacts Alternative 1 Alternative 2 Alternative 3 Scope Schedule Resources Required Cost Recommendation: Authorized By Date ______________________________ ______________________________ Scope Change Request Log Request Number Request Title Date Requestor Priority (L, M, H) Authority to Approve Request Expected Response Time Approved (Yes or No)
Plastic Bag Cadmium metal, granular 2 - 25g = 50g Peter Proctor/Eric Wisegarver Gloves Plastic Bag Broom/dustpan Copper (II) Sulfate Anhydrous 2 - 5g = 10g Peter Proctor/Eric Wisegarver Gloves Plastic Bag Broom/dustpan Dodecyl Sodium Salt solution, 15% 2 - 30ml = 60ml Peter Proctor/Eric Wisegarver Gloves Absorbant (kitty litter) Plastic Bag Broom/dustpan Glutaraldehyde Peter Proctor/Eric Wisegarver Hydrazine hemisulfate salt 6 - 6.4g = 38.4g Peter Proctor/Eric Wisegarver Gloves Plastic Bag Broom/dustpan Hydrochloric acid 32-38% solution 6 - 500ml = 3000ml Peter Proctor/Eric Wisegarver Gloves Plastic Bag Broom/dustpan Acid neutralizer Absorbant (kitty litter) Imidazole 7 - 13.6g = 95.2g Peter Proctor/Eric Wisegarver Gloves Plastic Bag Broom/dustpan L(+)-Ascorbic acid 6 - 17.6g = 105.6g Peter Proctor/Eric Wisegarver Gloves Plastic Bag Broom/dustpan N-(1-Naphthyl)ethylenediamine dihydrochloride monomethanolate 12 - 1g = 12g Peter Proctor/Eric Wisegarver Gloves
Plastic Bag Broom/dustpan Oxalic acid dihydrate 15 - 50g = 750g Peter Proctor/Eric Wisegarver Gloves Plastic Bag Broom/dustpan Phenol Liquid 2 - 25ml = 50ml Peter Proctor/Eric Wisegarver Gloves Absorbant (kitty litter) Plastic Bag Broom/dustpan Potassium Nitrate 4 - 5g = 20g Peter Proctor/Eric Wisegarver Gloves Plastic Bag Broom/dustpan Potassium phosphate monobasic 4 - 0.5g = 2g Peter Proctor/Eric Wisegarver Gloves Plastic Bag Broom/dustpan Sodium citrate dihydrate 7 - 280g = 1960 Peter Proctor/Eric Wisegarver Gloves Plastic Bag Broom/dustpan Sodium Hydroxide, 10N 8 - 30ml = 240ml Peter Proctor/Eric Wisegarver Gloves Plastic Bag Broom/dustpan Base neutralizer Absorbant (kitty litter) Sodium Nitrite 6 - 0.3g = 1.8g Peter Proctor/Eric Wisegarver Gloves Plastic Bag Broom/dustpan Sodium Nitroferricyanide Diyhydrate 6 - 0.5g = 3g Peter Proctor/Eric Wisegarver Gloves Plastic Bag Broom/dustpan Sodium hexafluorosilicate 6 - 0.5g = Peter Gloves
3g Proctor/Eric Wisegarver Plastic Bag Broom/dustpan Sulfanilamide 12 - 10g = 120g Peter Proctor/Eric Wisegarver Gloves Plastic Bag Broom/dustpan Sulfuric acid 90-98% 6 - 500ml = 3000ml Peter Proctor/Eric Wisegarver Gloves Plastic Bag Broom/dustpan Acid neutralizer Absorbant (kitty litter) 3M Manganese chloride 2 - 500ml = 1000ml Peter Proctor/Eric Wisegarver Gloves On board Plastic Bag Broom/dustpan Absorbant (kitty litter) 4M Sodium iodide/8M Sodium hydroxide 2 - 500ml = 1000ml Peter Proctor/Eric Wisegarver Gloves On board Plastic Bag Broom/dustpan Base neutralizer Absorbant (kitty litter) 5M Sulfuric acid 2 - 500ml = 1000ml Peter Proctor/Eric Wisegarver Gloves On board Plastic Bag Broom/dustpan Acid neutralizer Absorbant (kitty litter) 0.16M Sodium thiosulfate 2 - 500ml = 1000ml Peter Proctor/Eric Wisegarver Gloves On board Plastic Bag Broom/dustpan Absorbant (kitty litter) 0.0016M Potassium iodate 2 - 500ml = 1000ml Peter Proctor/Eric Gloves On board
Class/School/Community Presentations Presentation PROJECT OVERVIEW Entry event to launch inquiry, engage students Culminating Event to celebrate the project outcomes Mini-Lessons to support the project outcomes Product or Performance Knowledge and Skills Student Need to complete the product/performance Support plan (lessons, materials, activities)– provided by teacher, other teacher, experts, mentors, or community Assessment Plan Formative Assessments (During Project) quizzes/tests/journal/drafts/sketches/notes/checklists/concept maps/practice presentations/prototypes: other:____________________________________ Summative Assessments (End of Project) product(s) or performance(s) rubrics/peer-evaluation/self-evaluation/written product rubric/oral presentation rubric/formal test/essay test: other__________________________ Other Resources Needed On-site people, facilities, equipment, materials, community resources: Reflection Individual, Group, and/or Whole Class Journal/learning log/whole class discussion/survey/focus group/panel discussion
Project Planning Worksheet Theme: Problem Statement: (Summarize) Team Work Location: Team Name: Duration: (mm/yy) through (mm/yy) Total Months: Team Members Team Leader Team Info Alt. Team Leader Sponsor(s): Team Member 1 Team Member 2 Team Member 3 Team Member 4 Team Member 5 Team Member 6 Meetings # Date Time Att. % # Date Time Att. % # Date Time Att. % # Date Time Att. % 1 9 17 25 2 10 18 26 3 11 19 27 4 12 20 28 5 13 21 29 6 14 22 30 7 15 23 31 8 16 24 32 Outline of Activities STEP Comments / Exceptions = Proposed = Actual 20__ 20____ J F M A M J J A S O N D J F M Define Measure Analyze Improve Control
Project Schedule Insert MS Project schedule here. Definitions and Acronyms Project Team – Includes the assigned CDHS OITS and OBHH staff, and other resources that may be deemed necessary and are assigned to work together on this project. For example: CMS – Centers for Medicare and Medicaid Services CDHS – Colorado Department of Human Services OITS – Office of Information Technology Services OBHH – Office of Behavioral Health and Housing MHS – Mental Health Services Change Request Form Insert change request form here. Project Status Report Insert status report from here.
World History Group Project Presentation Grading Rubric Names___________________________________________ Date___________________ Hour: ____________________________________ Criteria 4 3 2 1 Score 1. Your ability to maintain your presence in presenting your topic Completely clear and orderly presentation. Mostly clear and orderly in all parts. Clear in some parts but not overall. Unclear and disorganized throughout. 2. Participation in presentation Excellent explanation of topic Many good facts and definitions were given with only minor gaps Some decent descriptions but little supporting facts given. Few or no real definitions or explanations given. 3. How effectively/convincingly you speak Very persuasive arguments to explain your topic/chapter/section Many good arguments given with only minor problems Some decent arguments, but little research to support it Few or no real arguments given 4. Presenting facts and information: Used excellent researched facts Many good facts Had some problems coming up with facts Was unable to give any facts Total Score _____/16 :
Informing my Action Plan Professional engagement activities and the reSolve Protocol Protocol element What How For myself With colleagues at my school With other colleagues (through cluster, sector or local association) Purposeful Mathematical purpose and potential Professional Learning Module Review online version to reflect on what I have tried and learnt since I did it previously Convince them it is a priority Run the Professional Learning Module on school closure (2 hours needed) Offer a 4-6 pm session through my association (or two webinars?) Challenge and access Selecting and displaying student work samples Set up and regularly refresh a display space in my classroom; make sure every student has something displayed at least once per term Set up and maintain a ‘maths showcase pinup board’ in the staffroom Page for this material on the school’s website/intranet Invite staff from cluster or feeder primary schools/destination secondary schools to visit, view and discuss the showcase
Protocol element What How For myself With colleagues at my school With other colleagues (through cluster, sector or local association) Knowledge building Peer observation and discussion Invite a colleague to watch a lesson and provide feedback Convince colleagues and admin to support a focussed peer observation program for term x Invite teacher(s) from cluster or feeder primary schools/destination secondary schools to observe in classrooms of one or two volunteers; have joint staff meeting at the end General Analyse tasks against Protocol Use a reSolve task at least once a month to deepen my knowledge and understanding Offer an after-school PD session to analyse a reSolve task(s) against the Protocol and discuss Offer to run session(s)/a day on tasks for sector as means for promoting engagement with reSolve and what it promotes
PROJECT CRITERIA RANKINGS (A) (B) (C) (D) (E) (F) (G) (H) Project Titles (Theme) Project Costs ($) Annual Benefits ($) ROI Ratio Need To Improve (Gap) Impact On Customer Impact On Business Sum Of Ranks Overall Project Ranking RATING SCALE (Columns D, E and F): 5 = Extreme; 4 = High; 3 = Moderate; 2 = Somewhat; 1 = Little or None
8 22/05/17 Collecting images to use as primary resources and test different formal elements for experimentation. Photography, sketchpad, PC, graphics tablet 9 05/06/17 Carrying on with different experimentation with environments and perspective. sketchpad, PC, graphics tablet 10 12/06/17 Carrying out my final idea using all previous work gathered to produce my final piece PC, graphics tablet 11 19/06/17 I will be finishing off the project with an evaluation throughout the year and how it has led to my current project. PC Table - Project Action Plan and Timetable CHAPTER 1 Introduction This project portfolio is a report of my Extended Project for my second-year UAL Extended Diploma in Creative Media Games pathway. The project is a three-part concept piece about a dystopian future where technology has excelled with
1.2 1.3 etc.. Output 2: Activities linked to Output 2 2.1 2.2 2.3 etc.. Output 3: Activities linked to Output 3 3.1 3.2 3.3 Etc.. ADD MORE LINES AS NEEDED Sustainability How will the project ensure benefits are sustained once the project funding ends? Risks What are the key risks in implementing this project and how are you going to manage them Risk Impact Low/ Medium/ High L/M/H Management How will the risk be managed and monitored, what are the mitigating actions, and who is the risk owner Escalation Point At what stage will the management of this risk need to be escalated
Signed: ……………………………………………… Position: ………………………………………………… Date: ……………………………………………… PART B: (to be completed by Causeway Coast and Glens PCSP) Signed: ……………………………………………………… Date: ……………………
Timeline March Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1/3 2/3 3/3 4/3 5/3 6/3 7/3 8/3 9/3 10/3 11/3 12/3 13/3 Visit classroom – meet & greet 14/3 15/3 16/3 17/3 18/3 Complete/Fine tune assignment 19/3 Assignment 1 due 20/3 Visit classroom 21/3 22/3 23/3 24/3 25/3 26/3 27/3 Visit classroom 28/3 29/3 30/3 31/3 EDN3154 Prac
April Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1/4 EDN3154 Prac 2/4 EDN3154 Prac ¾ EDN3154 Prac 4/4 EDN3154 Prac 5/4 6/4 7/4 EDN3154 Prac 8/4 EDN3154 Prac 9/4 EDN3154 Prac 10/4 EDN3154 Prac 11/4 EDN3154 Prac 12/4 13/4 School holidays 14/4 15/4 16/4 17/4 18/4 19/4 20/4 School holidays 21/4 22/4 23/4 24/4 25/4 26/4 27/4 28/4 29/4 30/4