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I ,,, � i � 'ff ' ✓ , � ,» I jr, t � r 1 Ir I <br /> Section 'No 4 <br /> Revision No 0 <br /> ' Date , September 5 , 1991 <br /> Page, 2 of 6 <br /> r <br /> I I <br /> 14 2 1 Principal-in-Charge„ `I i <br /> ,On every project, a' Principal 'of the—firm fs'directly {involved as- the <br /> j r <br /> primary executive contact with the client, y The PIC is responsible for <br /> insuring that' contract, obligations are met+ and' that necessary resources are <br /> I I <br /> available' for completion of these obligations The PIC is ultimately <br /> 1 <br /> responsible ' for the health,' and safety,' quality control, and overall <br /> A <br /> performance of the project , team The PIC is 'an officer ' of the firm, <br /> registered'-,with the_appropriate discipline_in the state in which the,work was <br /> performed, and signs all proposals, major correspondence, reports, and <br /> 1 <br /> contracts relating to the -work <br /> , <br /> 4 2 2 Project Manager ' <br /> 1The 'day-to-day_ efforts+and budget expenditures'of the project' team.,are _ 1 <br /> coordinated by the project manager in--- cooperation with the cfient's -.- <br /> representative Briefly, the PM has the -responsibility to monitor and <br /> I , <br /> control the project scope, schedule, and costs and to advise the PIC and <br /> ' r <br /> client where changes in the scope and (or) budget may occur The PM prepares <br /> I <br /> progress- and status IreporItslas necessary, conducts project progress reviews <br /> i <br /> and as'sists ' tlie client "las' 1 needed Requests for additional resources to <br /> complete the work are made by the PM to the PIC The PM is usually the main <br /> technical representative of The MARK Group and, the client during meetings <br /> 1 I <br /> with regulatory agencies <br /> , <br /> , I <br /> 4-2 <br /> I <br /> ,1 <br />