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. Project management structure for e-ScienceTalk
Management structure and procedures. Organisational structure and decision-making Coordination bodies 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 proje...
Management structure and procedures. The SKA Preparatory Phase Project is different from previous EC-funded astronomy projects in that, for the first time, the scientists and funding agencies will be working together to further a global project. The management of such an project, coupled with the broad range of activities to be undertaken, presents significant challenges and will require strong and active leadership to ensure a smooth and efficient process. Co-ordination The Science and Technology Facilities Council is the lead partner in PrepSKA and will receive and distribute EC-funding to the other partners as appropriate. STFC has agreed to delegate the day-to-day co-ordination of PrepSKA to Xxxx. Xxxxxx Xxxxxxx, Head of Astronomy and Astrophysics and Director of Jodrell Bank Observatory at the University of Manchester. Prof. Xxxxxxx Xxxxxxx, General-Director of ASTRON in the Netherlands, will be the Deputy Co- ordinator. The PrepSKA Co-ordinator will devote ~25% of his time to the project; he will be supported by the PrepSKA Management Team (PMT). The Co-ordinator will be a member of the PrepSKA Board (see below) but not its Chairman. The principal responsibilities of the Co-ordinator are as follows: − To monitor all activities and ensure that each is following the plan laid down by the WP leaders and approved by the Board; − To ensure that the project web-site is kept up to date and that all documents emerging from project activities are available under version control; − To ensure that WP leaders provide all reports and documentation on a timely basis to the Board and to the EC as appropriate; − To be responsible for and to monitor all financial matters pertaining to the project; − To report any and all activities to the Board; − To act as the representative on PrepSKA activities to the funding agencies and national governments. The Deputy Co-ordinator will support the Co-ordinator in activities when and where appropriate, he will stand in at events and meetings for the Co-ordinator if the latter is absent; he will assist the Co-ordinator in preparing reports and documents if required. The Co-ordinator will be supported by a Project Management Team (PMT: see yellow area in Figure 2). The PMT will have two components, one will be the administrative support team centred at the UMAN, the other will be the Work Package Secretariat. The role of the Project Manager (0.5 FTE at UMAN) will be to support all partners in ensuring an effective administrative and reporting structure, to assist the...
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 EEN 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. Steering Committee (SC) 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 s...
Management structure and procedures. The HATS partners are very aware of the attention that must be paid to coordination and management issues for an Integrated Project, because of the high level of resource engagement, the technical challenges of the project, the handling of sensitive IP issues, and the large number of organizations with different backgrounds in the consortium. The Scientific Coordinator will take care of the scientific and technological management of the HATS project, the Administrative and Financial Coordinator will take care of the various day-to-day operational management and administration tasks. A highly experienced management team has been identified to ensure the overall coordination of the project, and will be integrated into a project office, which shall support the Scientific Coordinator and the Administrative and Financial Coordinator. To support the scientific and administrative management of the project and to super- vise the implementation of all HATS activities, two boards will be established, that will be responsible for governance of the project: • The Steering Committee (SC) will be responsible for the overall scientific and techno- logical coordination. It will be composed of the work package leaders. • The General Assembly (GA) will be the highest decision and strategy making body of HATS. It will be composed of representatives of all partners involved. In addition, the project management will receive feedback on strategic and technical issues from an End User Panel (EUP). Finally, Work Package Leaders and Task Leaders have been appointed to assist the Scientific Coordinator in the day-to-day management of the project. A graphical overview of the management structure is depicted in Fig. B.8. The composition, objectives, tasks, means and assessment measures of these structures and roles are described below. They will be defined in full detail in the Consortium Agreement together with the detailed decision procedures. 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, in particular by adopting collaborative tools, dedicated internal communication web pages, and newsletters.
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 management structure comprises the following key roles: • 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 Management objectives within EO-MINERS are: ♦ To coordinate the scientific and technical activities of the project at the consortium level; ♦ To ensure the smooth day to day running of the project: ♦ To provide timely and efficient financial and administrative co-ordination of the pro- ject; ♦ To provide decision making, quality control and conflict resolution mechanisms to support the project’s consortium and its evolution; ♦ To facilitate exchange of information in between partners; ♦ To support implementation of changes in the activities and in the consortium. Coordinator WP0 EU DG RESEARCH The principles of project management, including IPR issues and decision making procedure, has been agreed by the EO-MINERS partners to implement all issues not covered by the Grant Agreement and indispensable to make the project operational and viable. These prin- ciples will be formalised in the Consortium Agreement (CA) drafted by the Coordinator. All partners will sign the final CA prior to the signature of the Grant Agreement. The proposed management structure will allow decisions to be taken in a structurally coherent manner, while avoiding the potentially biased view of a single coordinating institution (Figure 2-1). The structure makes decisions transparent as it assures information flow bottom-up as well as top-down.
Management structure and procedures. B.2.1.1 Overall approach to management In order to guarantee the successful implementation of all GALAXY project goals, we will apply the following management methodology: • Generation of a consortium agreement, that will define the access to and ownership of existing and future intellectual property used in the project, as soon as possible. • Clear identification of all objectives, specifications, deliverables, and milestones. • Generation of special plans for all objectives, specifications, deliverables, and milestones. • Monitoring of project progress and establishing check/review points to prevent time delays and cost overruns. • Efficient and periodic exchange of communication and ideas among the project partners, including technical status and quarterly project meetings. • Initiation of appropriate corrective measures, whenever and wherever needed, and careful observation of high risk activities. • Getting the formal confirmation from all project partners to fundamental documents at the different stages of the project preparation and execution.
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.
