zilongwang/ReadingBank huggingface dataset:
SAFETY MANAGEMENT SYSTEM ASSESSMENT AND MITIGATION Assessment and Mitigation of: System- Pre Mitigation Post Mitigation Sub System Hazards Likelihood Severity Risk Level Mitigation Likelihood Severity Risk Level EXAMPLE: Environment Conflicting Airspace Environment Occasional Critical Serious Local agency must provide orientation and “situational awareness” overview to SEAT pilots on Special Use Airspace, MTR, TFR, ect. Assure that dispatch and aviation personnel are trained. In dispatch procedures for SUA. Use aerial supervision when AV. Remote Critical Medium Final Assessment Value: Prepared By: Date:
A. We will consider additional drivers based on market demand. The driver must allow us to control where files are published or renaming of PDFs, if not, it is unlikely we will support the driver. Q. Is the Print Setup information stored in NPC or Revit? A. It is saved with the Revit Model. You must save the model to save the set up information. Q. Why don’t I see the entire page set up list that I see in Revit? A. It shows only the setups that are valid for the selected PDF driver. Q. Are setups tied to PDF drivers? A. No they are not tied to drivers, but the setup is available only if it is valid for the selected driver. Q. Does Synchronize and Add Revisions work the same way as Add Revision from Files task in NPC? A. No, they do not work the same in 11.0. The Synchronize and Add Revisions in Revit checks the existing values of Revision number, date and state before making any changes. Add Revisions from Files increments the revision if the file has been modified. Q. What parameters are compared between Revit and NPC before updating the revision information? A. The revision number, date and state are checked before update any revision information in NPC. Q. If a Revit sheet has no revision, where is the corresponding PDF stored in NPC? A. A new revision 00 is added in NPC corresponding to no revision in Revit and the file is linked to this revision. Q. Does the Revision and Revision Date columns on the “Synch and Add Revisions” dialog show the information from Revit? A. Not always, it shows the values of the source parameter. So if the revision information is mapped from Newforma to Revit, it will show the values coming from NPC. Q. What rights does a user need when using this feature with EDMS? A. The user publishing from Revit will need Read and Create rights at the file and folder level on the EDMS to support Newforma’s ability to create folders and files per publish. Q. What happens when a Revit sheet name contain invalid characters such as / and * that are supported in Revit but not in the file system?
Project Charter: e-Procurement Team Vision: The three systems (CSU-CCC-UC) seek to combine their size, resources, and talents in order to develop and implement a strategy of collaborative and coordinated purchasing that will redefine the marketplace and measurably lower costs. Identify current and immediate opportunities for joint purchasing; Assess constraints and opportunities impacting cooperative procurement; Find a means for assessing and sharing information to coordinate purchasing. Mission: Identify e-procurement catalog installations that could be shared. Mission Objectives: By April 30, 2015, identify and determine feasibility of leveraging systems. Values and Principles: Consider the greater good. Ask what if? How come? Demonstrate good stewardship. Act as one, speak as one. Visibility: Maintain detailed notes for each meeting/conference call that will enable others to follow the group’s progression. Utilize a shared working environment, such as SharePoint or Google Groups, to maintain meeting notes and documents for accuracy and visibility. Committed Resources: Two in-person meetings per year Two phone check-ins per month Participants: Leadership: John Guion () – CSU Sacramento Cynthia Moore () – Santa Monica College Project Team: Melody Kojima () – CSU Chancellor’s Office Joe Andreu () – UC Los Angeles Kathleen Prunty () – CSU Pomona Ty Haubrich () – UC Los Angeles Erin Riley () – UC Office of the President Michael Pruitt () – CSU Fullerton Project Management Support/Admin: Michael P. Redmond () – CSU Chancellor’s Office Eric Andersson () – CSU Chancellor’s Office
(From – To) Hours Developer First Name, Last Name dd-mmm-yy to dd-mmm-yy 25 Business Analyst First Name, Last Name dd-mmm-yy to dd-mmm-yy 36 Trainer First Name, Last Name dd-mmm-yy to dd-mmm-yy 43 Technical Advisor First Name, Last Name dd-mmm-yy to dd-mmm-yy 18 Constraints and Dependencies Constraints Itemize all the known restrictions or limitations placed on the project. Examples of constraints are Selected package must be windows-based. Solution must be in place and operational by year end. Dependencies Itemize all known dependencies for the project. Dependencies are those factors which the project depends on for successful delivery of the solution. If dependencies are noted they need to be managed as risks to the project and included in the risk management plan Examples of dependencies are The project may have a dependency on another project’s solution delivery. The solution may be dependent on a particular software. The project may be dependent on the availability of some specialized labor resources. Cost to Complete the Project (One-time Cost) The following table provides an estimate of the cost to complete the project. Provide descriptive detail if appropriate. Use the table below to provide an estimate of the cost to complete the project. Text is sample only and needs to be replaced with costs specific to your project. Add/remove rows as required. Resource Type Expenditure Total Project Costs Labour Item Cost Hardware Item Cost Software Item Cost Contracted Services Item Cost Travel, Training & Other Expenses Item Cost Contingency (usually 10% of above project costs) Item Cost Cost to Complete (includes project cost plus contingency) $Total Cost
The budget of $665,500.00 will be used to fund the Implementation Phase Deployment Phase Close Phases Stakeholders should be a mix of agency management and end users who are impacted positively or negatively by the project. Mary herrera Project Sponsor SOS Secretary of state Don Francisco Trujillo business owner sos deputy secretary Manuel vildasol project manager sos Office administator Pilot Counties – Lea, Taos and Valencia Poll-Workers Precinct Officials End users County Officials County Clerks Poll Workers Precinct Officials
New Project Citizen Framework (Level 1 and Level 2 books) Note: This framework is designed for new teachers and can be adjusted and modified as needed to meet the needs of your classroom demographics. It serves as a guide to aid in building the foundation of knowledge necessary to facilitate the Project Citizen program and prepare the students for the Project Citizen competition. This project can be used simultaneously with We The People and/or Mock Trial frameworks for more experienced teachers Week Activity/Lesson Directions/Suggestions/Resources Background/ Review 1-3 Background/ Review Branches of government/ Structure of government (1-2 days) Evaluating the Constitution (2 days) Federalism (1-2 days) Citizenship and Citizens improving government (1-2 days) Note: To access lessons from the Florida Law Related Education Association (FLREA), teachers will have to request a password and wait 24-48 for authorization. Once authorization is granted, teachers will receive information via email. Activity Rule of Law Branches of government and law making (use either lessons provided below) (to be used with Branches of government powerpoint) (to be used with Branches of government handout Evaluating the Constitution Federalism Law Studies Lesson 9 - Federal systems FLREA Federalism powerpoint Citizenship and responsibilities FLREA Unit Civic Participation
Document baseline changes. Document lessons learned. Document actual budget against final approved cost baseline. Update criteria used for budget estimates if needed, to improve future project estimates. Compile final budget report justify differences between planned and actual budgets. Document lessons learned. Document relevant financial information for support team after handover. Document quality control results. Update project documents to reflect changes made as part of the quality control and assurance processes. Inform stakeholders as needed of quality assurance results. Update lessons learned. Inform project resources of formal closure and next assignments. Determine extent of continuing support to be provided by project team after handover, and create support request processes if needed. Discuss performance with project team members, noting exceptional performance or opportunities for improvement. Document lessons learned. Prepare final project performance report(s) for key stakeholders. Determine schedule for full transition to operations. Turnover project documentation to operations team after handover. Verify all risks and issues are closed, with appropriate documentation. Communicate final results of all risks and issues to appropriate owners and stakeholders. Update project documentation and organizational documentation. Update lessons learned. Verify all procurement documents reflect the final disposition of their contracts. Notify any relevant legal entities of project closure. Create documents as needed for transition to operations. Role Name Signature Date Executive Sponsor
Progress Monitoring Calendar Month Performance Target(s) Interim Measures (metrics and comparison points and reports) Questions to guide analysis Action Step(s) Implementation Benchmark (metrics, and comparison points and reports) Questions to guide analysis Who will monitor progress? When? When will SAC/DAC members be involved? August September October November December
Person Specification: Project Co-ordinator Essential Knowledge and experience 5 years’ experience of the following: Working in an influencing role within the women’s sector Managing projects effectively Finance and resource management Project Co-ordination Representation and influencing policy and practice Strategic planning Working with government, decision-makers and agencies Knowledge and experience of conducting research Knowledge of the workings of regional, national, European and international political institutions, mechanisms and processes A demonstrable knowledge of gender equality and broader women’s issues on a North-South and East-West basis Skills & Competencies Policy expertise and excellent analysis & research skills An ability to forge and maintain relationships across a broad range of sectors, institutions and stakeholders, and operate at the highest level to influence change Excellent written, verbal and interpersonal communication skills Proven ability to self-manage, with excellent planning, organisational and deadline management skills Excellent ICT skills, including understanding of social media Other requirements Commitment to NIWEP’s ethos and values Willingness and ability to work flexible hours as reasonably required
Is some kind of flow control device needed or required as a part of the project? Is the project connected to other utilities systems? Do disturbances impact other entities? WECC staff posts the list of projects and notifies the PCC, TEPPC, and TSS. The waiver is granted unless a letter from a WECC member opposing the waiver is received within 30 days. Any WECC member(s) that believes the project should not be granted a waiver must submit a letter to the PCC chair with a copy to the project sponsor and WECC staff within 30 calendar days of the posting of the list. The letter must outline the reason(s) for not granting the waiver and include a request that the project proceeds with the Project Coordination Process. WECC staff posts the letter opposing the waiver and notifies the PCC, TEPPC, and TSS. The PCC chair determines if the waiver will be granted within 20 calendar days of posting the letter opposing the waiver. If the project sponsor is also the PCC chair, such determination will be made by the PCC vice chair. Procedures The following procedures cover requirements for reporting project status and technical studies. The purpose of these project progress and study reports is to encourage early communication of plans and to maintain flexibility for changes during the period of advanced planning. These reports should contain enough meaningful data to stimulate constructive discussion with the intent to share information and experience with WECC members. Progress Reports Initial Progress Report Soon after a project is made public, the project sponsor or Interconnecting Utility shall submit, in electronic form if possible, the Initial Progress Report to the WECC Technical staff and to TSS members. The content of the Initial Progress Report will depend on the design status of the system upgrade, addition, or project, but at a minimum should include: A brief physical description of the project, including points of interconnection, equipment capacities and voltages, and expected ratings. The planned operating date. The project status, including where the project is situated in the planning process and a tentative schedule for completion.
1 Managing general CCS Projects Assisting drafting Terms of Reference Assisting procurement process and contracts Evaluating bids received Co-ordinating payments process Conducting inception and progress meetings Evaluating project progress reports Co-ordinate and manage project payments Final Report acceptance process Reports containing information pertaining to CCS in SA CCS decision making from an informed position Technical: Appropriate degree (BSc Economics Science Engineering) Project management (Diploma) Project management of locally and internationally funded projects Management of local and international workshops and conferences Identifying and exploring possible funding streams for projects (and putting together of proposals). Organising project progress meetings and presenting project financial status to stakeholders. Financial management of projects, budgeting and project expenditure reporting External Reporting Excellent knowledge of MS Word, Excel, PowerPoint, Outlook Excellent communications skills Minimum 5 years’ experience in a research environment Event planning and management skills Establishing and fostering communication channels with stakeholders Behavioural: Excellent communicator Cross cultural understanding and willingness to work in an extremely diverse business. Problem management and problem solving Attention to detail 2 Managing the CCS Bursary Programme Co-ordinate bursary topics and call for applications Increased pool of persons qualified in CCS – for SACCCS and industry
Tips: In order to keep the customer's information confidential, some information has been hidden. Subject: [XXX] Daily Report 2018.08.17 Dear XXX, Wish you a good day! Happy to work with you again. Following is my daily work report for our project. Please take a look and make your comments.  Summary It seems Twitter does not support XXX now (The way needs you to click Authorize button). Update it to use XXX which is the same with Twitter Alert History. Now you do not need to click Authorize Button (Already removed). You need to fill in the settings if you change to another twitter account (I have already configured for you with your twitterXXX )  Today Tasks  Assignee  Type ES->AI ->AO  Status  Comment Set up environment & debug errors Harris Debugging 2 -> 2 -> 2 Done Update Expired Subscription module – Use single user oath instead of XXX Harris New Feature 3 -> 3 -> 3 Done Install & deploy Expired Subscription to 1.00.30 Harris Deploy & Testing 0.5 -> 0.5 -> 0.5 Done *ES -> AI -> AO (h.)=Estimated Time -> Actually Input（Time Spent） -> Actually Output (Hour)  Next Workday task 1 （4h） task 2 （4h） Please do not hesitate to let me know if you have any question. Best regards,
5. Perform Initial Risk Assessment Secondary Evaluation Factors 6. Staff Experience/Availability (MnDOT) 7.Level of Oversight and Control 8. Competition and Contractor Experience + + Most appropriate delivery method + Appropriate delivery method – Least appropriate delivery method X Fatal Flaw (discontinue evaluation of this method) NA Factor not applicable or not relevant to the selection
Regulatory Professionals, Surveyors and Certifiers 1 Energy Compliance in the National Construction Code National Construction Code Compliance for Industry - Energy Efficiency Performance Requirements and Approvals Process (Verification (NatHERS/BASIX) or Deemed to Satisfy) 2 As Designed versus As Built Understanding the Impact on Building Performance (and Contracts) of Off-Plan Changes and Substitutions 3 Energy Efficient Design Principles Solar-Passive and Integrated Design - Planning, Construction and Operation for Regulators, Designers and Builders - Version A 4 Energy Efficient Design Principles Solar-Passive and Integrated Design - Planning, Construction and Operation for Trades - Version B (Abbreviated) 5 Systems Thinking in Residential Buildings Integrated Systems Thinking - Relationships Between Design, Build & Technology (PV, Energy Storage, Appliances etc.) 6 Impact of Supply Chain Management on NCC Compliance and Sustainability 7 Role of Building Seal in Energy Efficiency Building Physics & Thermal Envelope for Regulators, Designers and Builders - Version A 8 Role of Building Seal in Energy Efficiency Healthy and Energy Efficient Building Seal for Trades - Version B (Abbreviated) 9 Post-Build Thermal Envelope Testing, Measurement and Repair 10 Developing the Market Promoting energy efficient and high performing homes to clients. Communicating life-style, health, affordability and whole-of-life energy and cost savings to the residential market. 11 Understanding Specifications and Performance Building Product, Technology and Appliance Performance and Selection for Designers, Builders and Trades 12 Retrofitting Existing Homes
Pros and Cons 5 Conclusion Preferred choice Which option is the preferred choice and why? Eg is the preferred choice best value for money? Does it meet most criteria of prospective funders? How is it sustainable? Cost breakdown and funders Element of project: Cost £ Funder: grant scheme Target grant request £ Project development Capital project costs\ How project fits funders' criteria Funder List each prospective funder you will be approaching and briefly summarise how the project will deliver their published priorities, plus feedback you may have received from consultation with any funder (not all will do this). For a list of funding sources you can refer to our website . Remember that our own grants may also be eligible 6 Action plan Immediate actions Any immediate actions required to safeguard the building, such as erecting scaffolding, clearing gutters, providing temporary roof repairs Strategy for achieving preferred use How are you going to progress the project? Eg Next steps to develop proposals, timetable for approaching funders. Strategy for other circumstances Is there another route if the preferred option proves unviable or otherwise impossible to carry out? 7 Appendices This section might include: a list of all those who have been consulted other information pertinent to the project that further makes the case for its viability additional details relating to costings or project descriptions any other supplementary information to provide supporting details
4.2:-_DTMF decoder 8870 Features • Low Power Consumption • Adjustable Acquisition and Release Times • Central Office Quality and Performance • Power-down and Inhibit Modes (-02 only) • Inexpensive 3.58 MHz Time Base • Single 5 Volt Power Supply • Dial Suppression Applications • Telephone switch equipment
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A Plan to Measure Key Data identifies both the data needed to monitor the progress of your project’s impact and the tracking of process initiatives that have been implemented and align with the network’s strategic objectives. Selecting process and outcome data while identifying specific and defined measurements is critical to an Evaluation Plan; this also includes considering when to collect the data and who is responsible. Add additional rows to this table as needed. See Project Evaluation Plan Sample for an illustration of this section. Strategic Objectives What When Who Output or Outcome Measure Description Target Measure Definition Data Collection Method Data Collection Frequency Person Responsible for Data Gathering Project Goal 1: Project Goal 2:
Engineering Design I/II - Capstone Design Project Guidance End of Term Status Rubric Team: _______________________________ Reviewer:______________________________________ Topic Unsatisfactory Below Expectations Meets Expectations Possible Awarded Overall Progress No progress Behind schedule but moving forward On track for completion 50 Documentation Archive Not addressed Included but insufficiently organized or detailed Archived in an organized fashion that is available to both mentor and studnet 20 Procurement Status Not included Not all purchases identified or paperwork complete Purchases identified and paperwork complete for anything to be bought during the break 10 Follow-on Course Plan Not provided Provided 5 Equipment and Materials Storage Not addressed Addressed but not sufficiently organized or secure Appropriate location for materiel identified and utilized 5 Workspace Not addressed Given as not yet determined Workspace has been set aside which will be available when the student returns 5 Contact Information Not included Only USNA e-mail address and/or phone number given Mid has provided contact information that will work for the duration of the break 5 Comments (Use back if necessary): Total Score (out of 100) ______
Understand and use the project management standards used by the project Maintain the project documentation in line with the project quality plan. Working Group XX Terms of Reference The Project Working Group is a group of individuals with appropriate and complementary professional, technical or specialist skills that, under the direction of the project manager, are responsible for carrying out the work detailed in the project plan. The Project Working Group is collectively responsible for: Assisting the Project Manager to deliver the projects objectives Within their technical expertise carrying out the elements of the project they are tasked with Ensure all Project Issues are properly reported to the Project Manager Advising the Project Manager if any risks arise that likely to affect delivery of the projects objectives and to be part of the risk reduction process Advise on priorities for development both in terms of what functional areas should be addressed and, if resource-limitations dictate, on how simple or complex solutions should be Ensure that overall project goals are met - eg. time, budget, business requirements Communicate information about the project to the organisation(s) and stakeholder groups as necessary Resolve (where possible) any conflicts escalated by the project team, user or supplier and escalate to Project Board if necessary Input into and approve the end of project report and the lessons learned report. Individual Roles and Responsibilities Project Executive Sponsor The Executive is ultimately responsible for the project, supported by the Senior User and Senior Supplier. The Executive’s role is to ensure that the project is focused throughout its lifecycle on achieving its objectives and delivering a product that will achieve the forecast benefits. The Executive has to ensure that the project gives value for money, ensuring a cost-conscious approach to the project, balancing the demands of business, user and supplier. Throughout the project, the Executive ‘owns’ the business case. Customer / User The customer / user is responsible for specifying the needs of those who will use the final product(s), for user liaison with the project team and for monitoring that the solution will meet those needs within the constraints of the business case in terms of quality, functionality and ease of use. The role represents the interests of all those who will use the final product(s) of the project, those for whom the product will achieve an objective or those who will use the product to deliver benefits. The senior user role commits user resources and monitors products against requirements. If necessary, more than one person may be required to represent the users.
allocating resources to manage OMAO data and Programs are encouraged to do the same for their Project data. Data Classifications: Under Development OMAO Data Program Data Responsibilities: Under Development VII. Meetings, Vessel Familiarization, and Project Evaluations Pre-Project Meeting: The Chief Scientist and Commanding Officer will conduct a meeting of pertinent members of the scientific party and ship’s crew to discuss required equipment, planned operations, concerns, and establish mitigation strategies for all concerns. This meeting shall be conducted before the beginning of the project with sufficient time to allow for preparation of the ship and project personnel. The ship’s Operations Officer usually is delegated to assist the Chief Scientist in arranging this meeting. Vessel Familiarization Meeting: The Commanding Officer is responsible for ensuring scientific personnel are familiarized with applicable sections of the standing orders and vessel protocols, e.g., meals, watches, etiquette, drills, etc. A vessel familiarization meeting shall be conducted in the first 24 hours of the project’s start and is normally presented by the ship’s Operations Officer. Post-Project Meeting: The Commanding Officer is responsible for conducted a meeting no earlier than 24 hrs before or 7 days after the completion of a project to discuss the overall success and short comings of the project. Concerns regarding safety, efficiency, and suggestions for future improvements shall be discussed and mitigations for future projects will be documented for future use. This meeting shall be attended by the ship’s officers, applicable crew, the Chief Scientist, and members of the scientific party and is normally arranged by the Operations Officer and Chief Scientist. Project Evaluation Report Within seven days of the completion of the project, a Customer Satisfaction Survey is to be completed by the Chief Scientist. The form is available at http://www.omao.noaa.gov/fleeteval.html and provides a “Submit” button at the end of the form. Submitted form data is deposited into a spreadsheet used by OMAO management to analyze the information. Though the complete form is not shared with the ships’, specific concerns and praises are followed up on while not divulging the identity of the evaluator. VIII. Miscellaneous A. Meals and Berthing
I. Overview A. Brief Summary and Project Period B. Days at Sea (DAS) Of the _Z_ DAS scheduled for this project, _Y_ DAS are funded by an OMAO allocation, _X_ DAS are funded by a Line Office Allocation, _W_ DAS are Program Funded, and _V_DAS are Other Agency funded. This project is estimated to exhibit a ____ Operational Tempo. Z = W+X+Y+V Total DAS = Z (inclusive of departure and arrival days) OMAO Allocated DAS = Y, OMAO allocated DAS using OMAO operational funds Line Office Allocated DAS = X, Line Office (OAR, NMFS, NOS, NESDIS, NWS) allocated DAS using OMAO operational funds Program Funded Days (PFD) = W, One or more of the NOAA line offices are directly funding these DAS Other Agency Funded DAS = V, Non-NOAA funded Funded DAS: The total DAS for the project shall be stated and how each DAS is funded shall be documented according to the funding allocation as dictated in NOAA’s Prioritization, Allocation, and Scheduling System (PASS). Descriptions above which fund 0 DAS can be deleted from the Project Instruction. Please call Chief of Operations for Marine Operations Center-Atlantic, Pacific, or Pacific Islands (as applicable) for additional guidance. Transit DAS to the Project’s ports are to be included. If multiple port stops are involved, periods between ports shall be referred to as “legs” and addressed throughout this document as Leg 1, Leg 2, Leg 3, etc. Sailing days in which no scientific operations are conducted or data collected can be referred to as “Transit(s)”. Operational Tempo Rate (Low, Medium or High) is used for budgetary projections and ship staffing levels and will be completed by the ship or MOC A/P/PI. C. Operating Area (include optional map/figure showing op area) D. Summary of Objectives E. Participating Institutions F. Personnel/Science Party: name, title, gender, affiliation, and nationality
A. Brief Summary and Project Period B. Days at Sea (DAS) Of the _Z_ DAS scheduled for this project, _Y_ DAS are funded by an OMAO allocation, _X_ DAS are funded by a Line Office Allocation, _W_ DAS are Program Funded, and _V_DAS are Other Agency funded. This project is estimated to exhibit a ____ Operational Tempo. Z = W+X+Y+V Total DAS = Z (inclusive of departure and arrival days) OMAO Allocated DAS = Y, OMAO allocated DAS using OMAO operational funds Line Office Allocated DAS = X, Line Office (OAR, NMFS, NOS, NESDIS, NWS) allocated DAS using OMAO operational funds Program Funded Days (PFD) = W, One or more of the NOAA line offices are directly funding these DAS Other Agency Funded DAS = V, Non-NOAA funded Funded DAS: The total DAS for the project shall be stated and how each DAS is funded shall be documented according to the funding allocation as dictated in NOAA’s Prioritization, Allocation, and Scheduling System (PASS). Descriptions above which fund 0 DAS can be deleted from the Project Instruction. Please call Chief of Operations for Marine Operations Center-Atlantic, Pacific, or Pacific Islands (as applicable) for additional guidance. Transit DAS to the Project’s ports are to be included. If multiple port stops are involved, periods between ports shall be referred to as “legs” and addressed throughout this document as Leg 1, Leg 2, Leg 3, etc. Sailing days in which no scientific operations are conducted or data collected can be referred to as “Transit(s)”. Operational Tempo Rate (Low, Medium or High) is used for budgetary projections and ship staffing levels and will be completed by the ship or MOC A/P/PI. C. Operating Area (include optional map/figure showing op area) D. Summary of Objectives E. Participating Institutions F. Personnel/Science Party: name, title, gender, affiliation, and nationality Sort the completed table by name (in WORD: Click in the table, select Tab “Layout”, select “Sort” (upper right), select “Date Aboard” and ensure “has header row” is checked . Name (Last, First) Title Date Date Gender Affiliation Nationality
Performance Smooth Surface PSAS 𝜇m <0.1 Group Decision Prototype Size Diameter PSAS Diameter in inches 14 PSAS Prototype Weight Less Than Previous Model PSAS % of Weight from Previous Model 50< PSAS Prototype Installation Ease of Assembly PSAS Low Skill PSAS Prototype Simulations PSAS Documented 0 Missing Documents PSAS Report New Module Design PSAS Documented 0 Missing Documents PSAS Report Manufacturing Process PSAS Documented 0 Missing Documents PSAS Report Testing Perform All Necessary Tests Project Team Max Stress, Shear Stress, Temperature Profile, Heat Flux 100% verified Group Decision Testing Table A.1: High Priority product design specifications MEDIUM PRIORITY Criteria Requirement Customer Metrics Target Target basis Verification Quantity At least 2 PSAS Number 2 PSAS Prototype Material Reasonable Prices Self $ Inexpensive Budget Design Aluminum Rings PSAS yes/no yes PSAS Design PDS PSU Deadline 1 Report PSU Report Progress Report PSU Deadline 1 Report PSU Report
You will receive a response e-mail from e-Builder regarding the status of your submission. If submission succeeds, the e-mail message subject line will read: “FYI - *Project/Contract Request Submission – Project Request – Was Processed.” If submission failed, it will read: “FYI - *Project/Contract Request Submission - Project Request - Process Failed.” See sample below (note the red-band indicating that processing was stopped). Review the comments provided regarding why it failed, make the necessary corrections and re-send the form & other attachments via email. : Contact Donna Sutliff at if you need assistance. The Project Intake Manager or Jessica Brewster will reach out to the Requestor/Point of Contact listed for additional information as needed. The designated Project Manager and Finance Manager will be notified when the project has been created in e-Builder. Stand-alone contracts that will be managed via e-Builder will also be set up as projects to allow invoicing via the e-Builder system.
Technical knowledge in the areas of civil construction, building and community development projects, including contract administration and supervision. High level skill in community consultation. Well developed written and verbal communication skills. Ability to work as part of a team and work with community groups. Relevant post secondary qualification, preferably a tertiary qualification in Civil Engineering. Project management experience would be an advantage. Current Australian Drivers Licence. ---END--- Applying for a position with Hindmarsh Shire Council This guide has been designed to assist you in applying for a position with the Hindmarsh Shire Council. It will provide you with some tips and ideas for ensuring that your application and your interview are high quality and relevant. How to Apply The primary function of an application is to provide sufficient information about your education, work history and experiences to allow the Selection Panel to decide whether you should be interviewed for the positions. Applicants should prepare the following information: A covering letter A separate attachment addressing the Key Selection Criteria A current resume Addressing the Key Selection Criteria Applicants are required to address the Key Selection Criteria referred to in the Position Description (PD). Selection Criteria are used in the PD to describe the skills, knowledge, qualities, abilities, experience and qualifications needed to successful undertake the role. Addressing the Key Selection Criteria should be written as a separate document and submitted together with your resume and brief covering letter. Do: Read the Position Description. Note the closing date for applications (late applications will not be considered).
PMP(PID) Final R C C Resource planning - for Delivery Final R Business Requirements Final R C Non-Functional Requirements Final R C C C Solution Design Final C C R C Effort Estimates Final R C C C C Delivery Schedule Final R C C C C Project Costs Final R Delivery Approach Final R C C C C C Supplier's specific requirements document Final R Security Review Draft R C C Delivery System Architecture Final C R C Requirements Trace Final R C C Functional Spec (Use Cases, process re-engineering, Activity diagrams, data mapping, etc.) Final R Integration Document Final R C C Integration tech spec Final R C Reporting Document Final R C C C Configuration document Final R C Test Master Plan Final C C C R Test Cases Final C C R Test Data Final C C C R Defect Mgt Final R Coded Components Final R R Org Change plan Final C C R C Org Change Material Final C R C Implementation plan Final R C C C C Transition Plan Final R C C C C Training Material Final C R C Training Final C R C C Security Review Final R C C Closure Close Document Final R
The following table summarises the System Development Life Cycle (SDLC) to be used for infrastructure implementation projects. The table lists the major deliverables and who is responsible for them and who contributes to their creation. SDLC - Infrastructure PM Business Reps Technical / BAU Solution Arch Third Party Supplier Stage Deliverable Pre-Project Approval Project Request (if non-Building and Property projects) Final C R Start Up PMP(Project Brief) Final R C Resource planning - for Start Up and Initiation Phases Final R Business Analysis Plan Final R Business Requirements Draft R C Non-Functional Requirements Draft R C C C Solution Design Draft C R Effort Estimates Draft R C C C Delivery Schedule Draft R C C C Project Costs Draft R Security Review Draft R C C Initiation PMP(PID) Final R C Resource planning - for Delivery Final R Business Requirements and Requirements Trace Final R C Non-Functional Requirements Final R C C C Solution Design Final C R C Effort Estimates Final R C C C Delivery Schedule Final R C C C Project Costs Final R Delivery Approach Final R C C C Supplier's specific requirements document Final R Security Review Draft R C C Delivery Solution Architecture Final C R C Requirements Trace Final R C Test Master Plan Final R C C Test Cases Final R C Test Data Final R C C Defect Mgt Final R
Project Management Mentorship Objectives, Learning Activities, Evidence and Due Dates Objective Learning Activity Evidence Due Date Students will gain a deeper understanding of project management (PM) through observing real world managers. Students will work with their mentors and their mentor’s organization to observe and take part in PM activities. Each student will keep a journal of PM activities and concepts covered while working with their mentor and mentor’s organization. Weekly – entered in personal journal Students will refine their personal PM style through hands on experience and feedback. Student teams will be given PM related activities to accomplish by their mentor. Student teams will summarize their PM activities/progress as well as any observations or lessons learned. Weekly – by e-mail to Mentor and a copy posted to D2L for faculty review. Students will receive constructive feedback which will allow them to change and adapt to the situation. Mentors will provide constructive feedback that will enable the student team/group to know how to proceed in the coming week. Weekly – by e-mail, verbal, etc. - Mentor’s choice Mentors will provide an end of semester evaluation for each student. End of Semester - by e-mail to each student and a copy sent to the faculty. Mentors will develop their own personal PM processes as well as their student’s PM skill level. Interacting with students while working on PM tasks. Through reflection and introspection, mentors will be able to develop and improve their own PM processes as well as be able to assess others PM skill level. Weekly and again at the end of the semester. Please provide a brief description or summary of the project work below: CVTC is transitioning to the Canvas learning management system. The project planning has begun and will continue throughout the Spring 2018 semester. Completion of the project is currently scheduled for Fall 2019. This project will include elements of configuration, testing, training, documentation, feedback and system improvements, and communication to the various stakeholders
Communication Tool Description Frequency Author(s) Recipient(s) Location Approved? Status Reports Summarize progress of the project and upcoming activities, including reporting budget and schedule variance Project Manager Sponsor, team lead, project team SharePoint No Minutes Written record of a meeting See meeting table above Facilitator or designee Meeting attendees and other interested parties SharePoint Yes Quality Management Perform Quality Assurance Following are the quality assurance processes for this project: Integrated change control – verifies that any changes to quality during the project are discussed and approved by the appropriate person Monitoring schedule and cost variance – ensures oversight of the project schedule and cost in relation to the project baseline to provide visibility to any potential project schedule or cost issues Definition of deliverable acceptance criteria and/or expectations – verifies that the deliverables are of an acceptable quality and meet the customer’s expectations Acceptance management – verifies that the deliverables are of acceptable quality and that they meet the established project requirements Peer review of project management documents – provides documents associated with management of this project (e.g., business case, project charter, and this project management plan) a review by the ITD project management office for clarity and implementations of previous lessons learned Following are the quality assurance processes for the product produced by this project: Add or remove as necessary. Web design walkthroughs with ITD’s software architect and web design team – verifies compliance with the design specifications and web design quality Prototype walkthroughs – screen shots are shown to the appropriate user group to confirm that the requirements were understood and the system designed correctly Usability testing (before development) – provides further validation that the requirements were understood and the system designed correctly (while no databases are in place, this is used to walk users through the application and determine if requirements need to be clarified or changed before the design is complete)
Effectively and professionally represents Goodwill in meetings with Government and/or other personnel as needed. Comments: Points:_______ Accurately maintains and generates necessary records required by the contract as well as those required by Goodwill. Ensures time studies of personnel are conducted in accordance with NISH and DOL guidelines. Comments: Points:_______ Manages the project and all personnel in a cost efficient and effective manner while developing a spirit of team work among staff and peers. Comments: Points:______ Ability to effectively communicate both orally and in writing as needed to lead the work force and provide appropriate guidance and supervision to individuals with disabilities. Comments: Points:_______
We need to keep children safe so our selection process, which includes rigorous background checks, reflects our commitment to the protection of children from abuse. Health and Safety The role holder is required to carry out the duties in accordance with SCI Health and Safety policies and procedures. JD written by: Date: JD agreed by: Date: Updated By: Date: Evaluated: Date:
Secondment opportunity until end October 2017 - Band 7 Project Manager, Single Hospital Service Programme Expression of Interest Section 1 – Your Details Full Name Current Job Title Band Contracted Hours NHS Start Date Start Date with Trust Section 2 – Qualification, Experience, Knowledge, Skills Please provide as much information as possible against each of the following areas referring to the Person Specification for the post you are expressing an interest and attach an up to date CV. Qualifications Experience Knowledge and Skills Additional information to support your Expression of Interest: Signature ………………………………………………. Date ………………………….
Competency Identified by Knowledge and Experience A relevant degree or equivalent qualification Knowledge and experience of clinical trials activity at a or local delivery level. Application/Interview Application/Interview Experience of applying project management methods and principles. Experience of implementing new systems and undertaking process improvement work. Application/Interview Application/Interview Is a professional with proven experience in a specialised area of work. Application/Interview Has proven management experience. Application/Interview Can demonstrate the ability to effectively manage health and safety issues across a range of functions within the job specification. Takes personal responsibility for leading by Application/Interview
To monitor customer satisfaction with the service provided and agree corrective/preventative actions with the Service Delivery Manager as required Managing client relationships through the project life cycle ensuring expectations are managed whilst protecting and enhancing the company’s reputation. Ensuring the business meets its contractual requirements to its clients and maintains a customer advocacy rating of excellent. Delivering operational excellence through a right first time approach whilst maintaining high productivity, efficiency and effectiveness. Ensuring revenue and billing opportunities are maximised, resources utilisation is optimised, without compromising quality standards. Ensure that a healthy and safe working environment is prevalent at all times, in line with the BMS and external accreditations. Promote a secure environment to safeguard both TerraQuest and its clients data and interests in the line with the BMS and external security accreditations. To maintain current and accurate management information from which regularly report at agreed intervals on a project by project basis : Project Progress and Plan Financial Performance Financial Forecasting Resource Utilisation and Forecasting Risk and Issue Management with identification of risks, challenges, and corrective action plans Quality Information and Physical Security To undertake project closure activities including documenting Lessons Learned and Action Recommendations. Working with the business development team to maintain client relationships beyond the project lifecycle to achieve the highest level of repeat business. Supporting the creation and development of business opportunities and new initiatives to meet current and future business needs, including pre-sales support as required. To undertake any other tasks and duties within the scope and grade of the post. Key Skills, Experience and Qualifications Skills and Experience Be educated to degree level or similar Minimum of 2 years’ experience in a project management role in a similar business environment Ability to influence, develop, and empower project team members to achieve objectives with a team approach. Ability to monitor and control project budgets for all project team activities. Ability to manage a large and wider ranging project case load at one time. Proven ability to motivate and lead teams. Good oral and written communication skills. Have a good understanding of geography, land law and estate management. Be computer literate Be able to work to strict deadlines and within a team environment Education The successful candidate should have one of the following: Bachelor’s degree or equivalent relevant to business Project Management qualification Reports to Service Delivery Manager
INDIAN INSTITUTE OF SPICES RESEARCH KOZHIKODE-673012, KERALA. MONITORING OF RESEARCH PROJECTS BASED ON RPP II Project No. and Title: Starting year: Monitoring Year: PI: : Co-Pls: SI. No. (1) Indicator (2) Output (Monitorable targets) (3) Targets achieved (No. & %) (4) Score (5) Constraints to meet targets (6) Action suggested (7) 1. Laboratory experiments / Field trials / Demonstrations No. planned: No. achieved: % achieved: 2. Data collection / Documentation No. of registers planned to maintain: No. maintained: % achieved: 3. Publications: Research Papers, Reports, Manuals, Working / Concept Papers, Popular Articles, Books Edited, Book Chapters, Extension Bulletins No. and type planned: No. published: % achieved: 4. Process, Product, Produce, Technology, Technique, Software developed / refined No. planned: No. developed: % achieved: 5. Questions answered based on RPP I No. planned to answer: No. answered: % achieved: 6. Trainings / Demonstrations organized No. planned: No. organized: % achieved: 7. Training attended No. planned: No. attended: % achieved: 8. Workshops, Seminars, Symposia, Conferences (related to the project) attended No. planned: No. attended: % achieved: Columns 1–4 & 6 are to be filled in by the PI; Sl. No. 4 need not be filled-in in Social Sciences projects; Sl. No. 6 is to be filled-in only in Social Sciences projects (Signature of PI) Score:
Proposal Title (Long Title): Short Title (15 characters max.): Date: Overview/Summary Spell out the acronyms when first used, and provide brief description of them if they are technical terms. *U.S. DoD Lead: *Foreign Partner and Lead(s): *Warfighter Challenge: *Objective: *One-Liner: *Project Description:
Program Interfaces: Transition Manager: Organization: *Foreign Partner Transition Plan: Long-Term Vision: What are the ultimate goals to make this an established capability for the U.S.? Include any plans to establish this technology/capability including goals to engage in additional efforts to mature the products or involvement with additional partners. Acronym Appendix Add the acronyms used in the table below.