Project manager meaning

This checklist outlines the essential documents needed at the principal stages of the project lifecycle: Project set up Project planning Project delivery Project closure It can be used alongside Checklist: Project management: key roles and governance—checklist. Project set up A project is regarded as ‘set up’ when a requirement or change has been identified. Permission to commence is provided via a mandate from a suitable senior figure in the organisation, usually the budget-holder who will finance the project. Project mandate the initial business case/justification for the project the purpose of the project how the outputs will be used the budget timescales for the work At this point a management team is formed, often as a project board or steering group, with a lead executive or sponsor appointed. A project manager and/or project support may also be named to handle day-to-day preparation of project documents. Project planning ...

What rehabilitation involves Rehabilitation is a broad umbrella term. At its best, it draws on a multidisciplinary model, with a team of therapists recruited and overseen by a case manager. The case manager co-ordinates and project-manages the input, monitors progress, and intervenes to secure the strongest possible outcome. Both therapeutic input and case management are fundamentally people-centred. However far AI progresses in the short, medium and long term future, it is hard to imagine a moment when either role could be automated completely, or even in part. Even so, AI can reduce administrative burdens and enable those involved to maximise contact time with people who need support. Harnessing data and AI If we consider the information typically available for each individual patient—previous treatments, medicines and test results—it is easy to see how this could be complemented by data on their demographics, medical history, family background, and the advances in technology built into our watches and phones, etc. While these sources of information are sometimes used during patient...

Restructuring & Insolvency weekly highlights—30 May 2024 In this issue: Key R&I law developments Insolvency litigation Document review Corporate insolvency processes Personal insolvency Restructuring Directors and insolvency Daily and weekly news alerts New content Latest Q&A Key R&I law developments Insolvency (Amendment) Regulations 2024 SI 2024/722: These Regulations modify the Insolvency Regulations 1994, SI 1994/2507, raising the hourly remuneration payable to the official receiver and their officers for specified services while the official receiver serves as interim receiver, provisional liquidator, liquidator or trustee. They take effect on 9 January 2025. See: LNB News 29/05/2024 34. New regulations complete commencement of REUL(RR)A 2023 The Retained EU Law (Revocation and Reform) Act 2023 (Commencement No 2 and Saving Provisions) Regulations 2024, SI 2024/714, commence section 6 of the Retained EU Law (Revocation and Reform) Act 2023 (REUL(RR)A 2023) on 1 October 2024. That section revises section 6 of the European Union (Withdrawal)...

In this issue: Electricity and gas market regulation and licensing Networks and network connections Renewable energy Capacity Market, balancing services and energy system flexibility Oil and gas Property and construction issues in the energy sector Air emissions, efficiency, and climate change International energy LexTalk®Energy: a Lexis®Nexis community Daily and weekly news alerts New and updated content Dates for your diary Trackers Electricity and gas market regulation and licensing Ofgem launches consultation on energy code manager selection process Ofgem has opened a consultation on its proposed method for appointing code managers within the new energy code governance framework created by the Energy Act 2023. It also invites feedback on a three-phase appointment process—covering an eligibility check, a licensing evaluation, and an implementation and assurance regime—as set out in the Code Manager Selection Regulations 2024, SI 2024/1081. Ofgem is seeking views on whether appointments should be competitive or non-competitive. It also confirms...

This practice note addresses the 2nd Edition of the Burgundy Book, released in 2013, with particular emphasis on its role as a target cost form. In line with all IChemE agreements, the Burgundy Book contains thorough requirements for testing at completion and for commissioning, making it especially well suited to process engineering sectors such as nuclear, water, petrochemicals, and food. The suite adopts an almost entirely uniform structure across clauses, presentation and schedules. Departure from the standard drafting occurs only where needed to set out the mechanism delivering the risk/reward regime—in this instance, remuneration on a target cost footing. See also Practice Notes: IChemE Conditions 5th Edition—‘Red Book’ and IChemE Conditions ‘Green Book’ 4th Edition. Nature of Target Cost Contracts Target cost denotes that the contractor receives payment of the ‘actual cost’ it incurs (as defined), akin to a reimbursable arrangement but constrained by an agreed target cost. Where the actual cost surpasses the target, any additional sum payable to the contractor is reduced—often to nil. If the...

Programmes and projects sit at the heart of business operations. Though closely connected, there are important distinctions that in-house lawyers should understand. In this Practice Note we will cover the: differences between programme and project management purpose of programme and project management definition of a project and a programme, and how project managers can work productively with programme managers For further reading on project management, see the subtopic: Project management, in particular the Practice Notes: A guide to project management—An introduction to project management, the key parameters and the key players in projects, Project management: Project lifecycle and set-up, and Tips for in-house lawyers participating in or leading projects. The differences between programme and project management Think of programmes and projects as an orchestra performing a symphony. Projects are the individual sections—strings, percussion, wind, etc. Each section can be treated as a distinct ‘project’: part of the overall performance yet separate in its own right. Each section also has...

This Practice Note considers the principal participants in real estate finance where property is being developed. It does not address the lender or other finance parties (see Practice Note: The finance parties) Borrower The borrower will commonly be acquiring the site for development, or may already own it. In construction documentation, the borrower is typically identified as the employer, client or developer SPV or trading entity? In real estate finance, the borrower is often a special purpose vehicle (SPV), also referred to as a special purpose company (SPC). The borrower entity is created or bought ‘off the shelf’ solely for the proposed deal (ie acquiring, holding, developing and operating the property). Where an SPV is used, the borrower’s activities—and therefore its assets and liabilities—are confined to matters linked to that transaction...

The Architect shall: General responsibilities (Stages 0–7) Lead Consultant: advise on scopes, guide specialists, integrate and co‑ordinate design, chair design meetings with minutes, manage Client–Design Team communication, collate stage reports. Act as or liaise with the Principal Designer under CDM 2015 and Building Regulations 2010; manage Client instructions; agree deliverables; design to budget; brief on duties; liaise with the BIM Manager. Stage 0: advise on risks, finance and feedback; visit site; assist with Design Team appointments; Stage 0 report. Stage 1: feasibility; arrange/collate surveys; develop the strategic brief into the Project Brief (sustainability, quality, spatial needs); set procurement, programme and PEP; align budget; Stage 1 report. Stage 2: concept and outline proposals aligned to cost plan and strategies; cost advice; compliance route and pre‑application planning; Stage 2 report. Stage 3: spatial co‑ordination; planning applications/consents, revisions and conditions; select materials/methods; value engineering; tender support; Stage 3 report. Stage 4: technical design, specifications and packages; building regulations submissions; ERs, Construction Phase Plan; Stage...

This approval form sets out the grounds on which the project described in your [ data protection impact assessment (DPIA) OR privacy impact assessment (PIA) ] has been approved, alongside the data protection compliance steps you must implement. The final [ DPIA OR PIA ] is attached and contains full particulars of the guidance summarised below—please review both documents carefully before implementing your project. If you need any additional details or assistance, please contact [ insert relevant point of contact, eg your organisation’s data protection officer (DPO) or data protection manager (DPM) ]...

Please confirm this privacy impact assessment (PIA) is adequate for your requirements. You might need to undertake a full data protection impact assessment (DPIA)—see [ insert link to your organisation’s DPIA screening questions ] 1 Background information Project title [ insert a name for the project ] PIA date [ insert the date the PIA is being completed ] Name and email address of the person accountable for the project and completing this PIA [ insert the name and email address of the person completing the PIA, eg the project manager ] 2 Describe the project Outline the data-sharing project/activity and its intended purpose [ insert a general description of the project, eg what you hope to achieve by sharing personal data and why. You may wish to refer to or link other documents, such as a project proposal ] Could you meet your project objectives without disclosing personal data? ☐ Yes—if so, you should not...