Management structure and procedures. Given that this support action is a small project, relying on partners with a proven track record of collaboration in GridTalk, a lightweight management structure will be adopted based on the highly successful structure put in place for GridTalk. This will ensure that the manpower involved can focus on achieving the project deliverables effectively, while maintaining adequate checks for transparency and accountability between the partners through the role of the Project Management Board. The project management of e-ScienceTalk will be organised with the following structure (see figure below): • A Project Management Board, representing all partners and chaired by an elected representative, to be appointed each year. • A Project Manager, with overall project responsibility for the project. • Work Package Leaders, responsible for coordinating the activity of each individual WP and reporting to the Project Manager.
Management structure and procedures. Organisational structure and decision-making The coordination scheme presented below describes the communication flow within the consortium, the distribution of rights and responsibilities, and contains the following elements: General Assembly (GA): The general assembly consists of one representative of each participating laboratory/institution. The GA will insure the feedback to the community at large and monitor the overall progress of IDEAAL. The GA (each member having one vote) approves the working plan, matters relevant to the overall budget, changes in the structure of the project (including the involvement of new partners or the withdrawal of participants), changes in the consortium agreement, and final termination of the project. The GA will elect its chairperson in the first meeting. Ordinary meetings are planned every six months. Extraordinary meetings can be called upon request of the coordinator, of 1/3 of the members or by any member in case of an emergency situation. Project Coordinator/Managing Institution: The coordinator is the sole contact person with the European Commission; this person has the full responsibility for all scientific and administrative coordination of the entire project. The chosen coordinator will be assisted by the managing institution (GANIL) and is the head of the management group. Management Group: To help the coordinator, the management group includes a deputy coordinator, a financial officer and an administrative assistant based at GANIL. GANIL will handle all financial transactions and accounting as well as all organisational matters related to the Project. The management group also includes the Work Package Leaders for a close monitoring of work package progress. The Management Group will report to the General Assembly at each of its meetings. Why the organisational structure and decision-making mechanisms are appropriate to the complexity and scale of the project The organisational structure and decision mechanisms of IDEAAL favour the involvement of all persons of the project through their corresponding decision body. With regular meetings and daily contact with the management group, an up-to-date overview of the project progress and a rapid decision-making process will be possible. Innovation management in the management structure and work plan The innovation management will be performed through the dedicated work package 4 (Innovation and Industries) for the entire IDEAAL project. It was described...
Management structure and procedures. The project management will ensure the best coordination of the project activities in accordance with planned times, objectives, roles and resources. The management structure and procedures aim: • to allow efficient decision making; • to ensure communication flow between participants and to European Commission; • to guarantee communication flow between I-KAM2EU activities and SME2EU activities; • to ensure the achievement of the target number of companies to serve; • to resolve any conflict that might arise within the project; • to ensure that the project is developed in accordance with the EC rules. Because of the relative simplicity of the project and its strict connection with the activities of EEN- SME2EU consortium, I-KAM2EU has a simplified management organisation that provides for the establishment of: • a Steering Committee • a Project manager European Commission The figure below summarizes the I-KAM2EU decision-making hierarchy Project Manager SME2EU project Steering Committee WP2 leader WP1 leader The internal communication flow is a few more complex: starting from the above schema, it has all those lines with double arrows, and the bidirectional interactions between work package leaders. The Steering Committee is in charge of the strategic management of the project and can be compared to the general assembly. It is the highest level of decision making within the project since it is the main consultative and coordination tool to address and discuss the operative and administrative issues of the project. In this function, the SC is in general responsible for the overall direction of the project, for taking major strategic decisions concerning the project and for the project implementation. SC will consist of one senior EEN representative from each consortium member. The Project Manager chairs SC meetings. Decisions by the Steering Committee are immediately enforceable. It shall meet at least twice a year in the context of the SME2EU meetings and/or interacting by mail, skype and/or teleconference. Extraordinary meetings are possible whenever the progress of the project demands such meetings to ensure achieving objectives. In particular, the SC is responsible for: • reviewing of the overall project’s progress; • making possible changes and adjustments in work packages, timelines, target distribution and budget allocations. The Steering Committee will be the organ in which to find consensus over the choice of SMEs to be selected within “Enhance inno...
Management structure and procedures. The organization structure of the proposal Consortium comprises the following main bodies, see figure: - Governing Board is the uppermost decision-making and arbitration body of the Consortium. Each partner has one voting representative to the Governing Board. The Chairperson will be elected during the Kick-off Meeting which will take place at the latest one month after the start of the project. The coordinator will not stand for election of the chair person. - Executive Committee, as the supervisory body for the project execution will have the responsibilities for implementing the general policy and strategic orientations decided on by the Governing Board, for establishing the Project Deliverables for the Commission, and for preparing progress reports of the Project for the Commission and the Governing Board. The Executive committee will guarantee the integration of the activities and the coordination of the technical activities. It is composed of the Work Package leaders plus the project Coordinator, who chairs this committee. It may invite international experts to its meetings as appropriate, in particular from IAEA, XXXX and XXX depending on the topics on the agenda. - The Coordinator manages the project, chairs the Executive Committee, and reports to the Governing Board. He also liaises with the European Commission. - Training: The Executive committee will directly follow the progress and quality of the training activities organized by WP6.
Management structure and procedures. AALTO is the Project coordinator and the formal point with the Project Officer for all contractual matters. AALTO also provides the technical project manager. The Department of Communications and Networking in AALTO has taken part in many European research projects, including the ad- hoc networking projects MobileMAN, WIDENS and XXXXXXX. AALTO performs those co-ordination tasks defined in Art. II.2.3, which must be done by the Coor- dinator listed as follows. • maintain the consortium agreement • administer the Community financial contribution regarding its allocation between beneficiaries and activities, in accordance with this grant agreement and the decisions taken by the consortium. The coordinator shall ensure that all the appropriate payments are made to the other beneficiaries without unjustified delay; • keep the records and financial accounts making it possible to determine at any time what portion of the Community financial contribution has been paid to each beneficiary for the purposes of the project; • inform the Commission of the distribution of the Community financial contribution and the date of transfers to the beneficiaries, when required by this grant agreement or by the Commission; • review the reports from the project to verify consistency with the project tasks before transmitting them to the Commission; • monitor the compliance by beneficiaries with their obligations under this grant agreement. Bear- ing in mind that the technical leadership is also performed by AALTO that will operate the project office, assisting AALTO for the day-to-day Consortium Management of the project. This includes the management tasks defined in Art. II.16.5 (but excluding those defined in Art. II.2.3, above, which must be performed by the Coordinator). • the overall legal, ethical, financial and administrative management including, for each of the be- neficiaries, the obtaining of the certificates on the financial statements and on the methodology and costs relating to financial audits and technical reviews, • implementation of competitive calls by the consortium for the participation of new beneficiaries, where required by Xxxxx X of the grant agreement, • any other management activities foreseen by the annexes, such as dealing with the meetings (General Assembly, Plenary, WP Leaders, Project Reviews) by preparing the agendas, writing the minutes, leading the administrative parts, ensuring an open flow of information within the project, for example: inform...
Management structure and procedures. An effective project management system is crucial for the successful implementation of the EQUAL4EUROPE project. The proposed management system provides for effective and agile decision-making, communication and effective administrative and technical control of the project. It ensures that the project will result in the expected outcome according to its objectives and the programme’s outlines and all work packages (WPs) will jointly work according to their dependencies. To this end, each partner has a clear role in the project and in each WP and task, while at the same time respecting the resource allocation plan and the predefined time schedule. • The Project Coordinator • The Project Manager • Executive Steering Group • Work Package Leaders - Consortium Partners • Advisory Board
Management structure and procedures. B 2.1.1: Objectives and organisation Coordinator WP0
Management structure and procedures. Drawing on an extensive experience with European projects, the ENVISAGE partners are very aware of the vital importance of a clear coordination and management structure for the success of a European research project. The management of the project is crucial to the timely achievement of our goals, milestones, and our deliverables, as well as to their quality. For this reason, we have reserved a work package for management (WP6) and we define a Project Quality Plan during the initial phase of the project. The objective of the management structure and procedures is to deliver an efficient, flexible, and proactive project management with a clear distribution of responsibilities that is transparent to all partners. Because most partners have extensive experience with management in European projects, our approach has been to reuse this experience and introduce a management structure which is as lightweight and simple as possible for this STREP. In general, the management structure has been chosen to effectively handle all the aspects of the project, and in particular to ensure a smooth coordination of the involved organizations and an effective resolution of conflicts. In addition, the management has to assess the progress of the work packages and the quality of the expected results. There will be a specific emphasis on rigorous quality management throughout the project, as detailed in the Project Quality Plan. There will also be revisions of the allocated resources if needed. We describe the composition, responsibilities, means, and assessment measures of the management structure and procedures in the following sections. The consortium will formally agree on this management framework as part of the Consortium Agreement (CA), signed by all partners. The basic principles of the CA are already agreed upon, based on the DESCA (xxx.xxxxx-xx0.xx) reference consortium agreement of the Seventh Framework Programme (FP7). The information flow among the different work packages and managerial structures will be a priority of the management. At the onset of the project, several measures will be taken to avoid any potential communication bottlenecks, as detailed in Task 6.1 of WP6.
Management structure and procedures. In the following, we describe the organisation, management and decision making structures of the project. The overall management structure of the project is depicted in the next figure.
Management structure and procedures. Management structure Internal communication Financial management Coordination of the training program, announcement of vacancies and appointment of ESR/ERs
