Teletypewriter/text telephone

Public internet station

Public telephone

Public telephone with a shelfette

Public telephone with access to high-speed internet connection

Require project managers to perform resource levelling in their schedules to automatically take into account availability and dependencies tor key resources.

Revisit assignments on a weekly basis to manually level resources thereby limiting burn-out and preventing underutilization

Optimize integration of the component projects by working with the project managers to align resource skill sets and availability to the program

Improve communications between the project managers to gain efficiencies in resource assignments

Resistive loop

Ground loop

Capacitive loop

Inductive loop

Conductive loop

Fill ratio

Familiarity with the routes and spaces (proper record keeping)

Cable composition

Not able to determine the working capacity versus spare cable capacity

Cost analysis of the value of capex and capex models

cost projections.

B OSHA specifications

client requirements

equipment availability

Define the key performance indicators (KPIs) for the program's outcome

Invite the key stakeholder to review the program charter and the program objectives

Provide additional program performance reports to the key stakeholder

Maintain the benefits register and provide it to the key stakeholder

Maintain aim (3.28 ft) clearance between equipment and plumbing fixtures such as mop sinks

Plumbing piping not related to the support of the space should not pass through the space.

Relative humidity snail be maintained at 40% ± 5%.

Close proximity to water service is desired so consider locating the ER in the pipe chase.

Request tor permits

As-built

Shop Drawings

Product Data

Punch List

One RU of management panel for each RU of cable patch panel plus one additional RU of cable management

Two RU of cable management panel for each RU of patch panel

Three RU of cable management panel for each RU of patch panel

Two RUs of management panel for each RU of cable patch panel plus two additional RUs of cable management

Allow the component project manager to delegate risk management responsibilities

Assign the resolution of project-level risks to the component project manager

Include risk escalation policies and procedures in the risk response plan

Increase flexibility with risks that require a risk response

Note stakeholder communication needs in the program charter and document their expectations in the benefits sustainment plan

Note stakeholder communication needs in the communications management plan and document their expectations in the benefits management plan

Meet with the stakeholder to ensure stakeholder communication needs are documented in the communications management plan and that their expectations of benefits are documented in the benefits management plan

Meet with the stakeholder to ensure stakeholder communication needs are documented in the communications management plan and that their expectations of benefits are documented in the benefits sustainment plan

Discuss design concerns with inspectors. AHJs, and other stakeholders.

Verify that the overall physical security design complies with the owner expectations.

Assist in the resolution of unforeseen conditions, change orders RFIs and changes to the project's critical path.

Ensure the construction materials are stored properly and protected from theft.

Coordinate electrical supply so it is available in advance of the starting of contractor work.

203 mm (8 in)

305 mm (12 in)

406 mm (16 in)

508 mm (20 in)

Transfer a percentage of known risks

Establish a contingency reserve

Avoid known critical project threats.

Perform a final review of project scope

Review and update the detailed stakeholder list

Review and update the stakeholder engagement plan

Execute the component project's communications management plan

Update the risk register.

construction foreman

legal counsel

stakeholders

technical consultant

Plans for tracking and communicating risks associated with the program

Plans for conducting program quality assurance and control on a regular basis

Plans for program schedule control to meet the shorter timeline

Plans for defining metrics and key performance indicators (KPIs), and procedures to measure benefits

Reduction in program quality

Degradation of program communications

Reduction in program risk

Slow down in program implementation

Bonding to structural steel

Locations requiring monthly maintenance

Connections made to the TBB

Cable to cable connections

Document the results to share with the program governance board

Facilitate another test market sampling

Contact the R&D department for product testing results

Review the program management information system (PMIS) for lessons learned

Assign project managers and resources

Classify the program's benefits

Identify the program sponsor and program stakeholders

Develop the program business case

Program status dashboard

Program management plan

Program performance report

Program management information system (PMIS)

Oversee the sequence of the work and ensure that the job proceeds as anticipated in accordance with the project execution schedule

Synchronizes the daily activities of all trades through daily or weekly meetings (depending on project size, complexity, or criticality) with individual trade PMs. Fore people, supervisors and designers as necessary

Holds two critical meetings to begin the project and allow all parties to introduce themselves

The first meeting usually is conducted with the owner and design team, and the second meeting is with the field personnel and subcontractors

lf specific questions arise regarding coordination of the installation with structural, architectural, and site conditions and work between trades, submit RFIs to the GC with appropriate documentation to demonstrate the concern along with the proposed installation.

Estimate to complete

Estimate at completion

Original cost baseline

Cost performance index

Determine budgetary constraints related to the project managers' salaries

Request performance feedback from the project managers' line managers

Evaluate the project managers' skills and match them to the needs of the projects

Interview each project manager to determine their career aspirations

Update the program management, benefits management and risk management plans, and modify priorities and inter dependencies

Meet with stakeholders, and modify the program roadmap to comply with the new regulations and ensure strategic alignment

Obtain stakeholder approval to stop or postpone programs that fail to comply with the new regulations, and modify the program roadmap

Review resource capacity and capability, program priorities, and inter dependencies, and create a change request to modify the program roadmap to ensure strategic alignment

Finalize the business case and market analysis with the cote program team and present the findings to the chief executive officer for approval

Work with the core program team to conduct a market analysis and make the decision based on the best return on investment

Arrange a meeting with both sponsors and the steering committee to present the market analysis and work through the conflict

Engage the program stakeholders present the market analysis and findings to facilitate the decision on the best option

Execute the transition plan and Include Knowledge transfer to transition Alpha support to operations

Keep the Alpha program open until support is no longer required, then execute program closure

Adjust Alpha's exit criteria to ensure its support is included in the Beta program

Document the program closure procedure to ensure that resources are released from Alpha to develop Beta

Negotiate with the CEO in an attempt to avoid the audit.

De-scope the capabilities of the system to not allow access from abroad

Accept the risk of the audit and continue the program as planned

Assess the impact of the audit and potential remediation on the program

Reassess the project manager's credentials

Assign a different project manager

Review the skill requirements of the project.

Apply the competence assessment techniques to resolve the issue

Ethernet network communications

unified communications.

mesh communications services

converged communications

unified fabric architecture

Billable hours charged to the program, non-billable hours charged to the program, quantity of defects per full-time equivalent (FTE)

Absenteeism rate staff turnover quantity of defects, total hours worked average number of FTEs

Amount of hours spent on rework of software coding retesting, and on non-rework activities

Absenteeism rate staff turnover and leave liability

Benefits sustainment plan

Benefits register

Benefits management plan

Benefits transition plan

Lessons learned, successes and failures, and financial and performance assessments

Final updates to the benefits register, successes and failures, and resource disposition

Financial and performance assessments, successes and failures, and reason(s) for program closure

Knowledge transition, successes and failures, and reason(s) for program closure

coordinating with the job site supervisors

issuing an RFI to the General/Prime Contractor

texting or calling the General/Prime Contractor

issuing a Change Order

Rework the stakeholder engagement plan to foster better relationships with the affected stakeholder groups

Review the stakeholder register to determine the ability of the affected stakeholder group(s) to affect program outcomes

Assess the risk of sustained negative media coverage

Discuss the issues with the governance board to determine next steps

2

4

6

8

2

5

7

10

20

Meet with the program management office (PMO) lo review critical program success factors.

Meet with the component project managers to reallocate resources within the program

Meet with the program stakeholders to determine if a reduction in program scope is acceptable

Meet with the component project managers to perform risk analysis

Create a program strategy to obtain the required funding from the portfolio decision team

Develop and foster relationships with stakeholders to improve communication

Conduct stakeholder interviews to address their concerns and expectations

Identify a list of projects, and then assign them suitable project managers