Project Management Structure. Partners agree that each Maximum project will be secured either by Maximum's Project Management Services Division or one of Maximum's subsidiaries (hereafter referred to as "Maximum").
Project Management Structure. The role of the Ministry of Counter Narcotics is overall coordination, monitoring and evaluation of ongoing counter narcotics projects as well as identification and development of counter narcotics proposed projects. The MCN is also responsible for the development of NDCS, implementation plans, policies and guidelines and to put these forward to the Cabinet Sub Committee on Counter Narcotics for endorsement. The Ministry of Finance is the executing entity of the Trust Fund and has a central role in facilitating the approval and inclusion of CNTF funded projects in the Budget; both through the annual budget process and during the Mid-Year review. An external Monitoring Agent (MA) within the Special Disbursements Unit is focusing on the procedures for procurement and disbursement contracts before these are signed as well as monitoring, reporting and accounting of finances through the Trust Fund. The Line Ministries are the partners of the Trust Fund and is working closely with MCN to identify, develop and propose counter narcotics related projects within their mandated for funding. The LM’s are responsible for the implementation of the individual projects funded through the Trust Fund. This may include sub contracting project implementation to other partners. The UNDP Country Office for Afghanistan administers the fund in accordance with UNDP Financial Regulations and Rules. UNDP’s role as administrator is the coordination and management of funds e.g. follow up on released allocations; and taking action on reports from the Ministry of Counter Narcotics and the Ministry of Finance. Moreover, UNDP supports the Afghan Government in resource mobilization for the Trust Fund and ensure that the necessary staff is available at its Country Office to manage the CNTF. UNDP Country Office is also responsible for the coordination of the overall UNDP support to the Trust Fund, the channeling and follow-up of requests, and liaison with relevant partner institutions and stakeholders. The Country Office is responsible for the monitoring of expenditures, review of quarterly work plans and reports, and follow-up of recommendations of monitoring missions. The overall roles of the Cabinet Sub Committee on Counter Narcotics under the chairmanship of the Minister of MCN and with members from the line ministries is to act as the Afghan Government body responsible for the development of the Counter Narcotics Strategy and Implementation Plans; to act as the Afghan Government’s decis...
Project Management Structure. DiDIY is a multidisciplinary venture where interactions between partners with different profiles and backgrounds will take place intensively along the Project. This requires a robust organizational configuration, a well-established management structure and a careful coordination. The management structure has been mainly designed to: • effectively facilitate and manage the interaction of the different groups in the Project; • successfully integrate different backgrounds from academic and industrial environments; • ensure that the generated data along the Project is quality controlled and effectively exploited. The management structure, including the key roles presented in the following Figure, seeks to assure that information flows in a coordinated way and decisions are taken to ensure timely execution of project goals. The general purposes of the above structure are the progress control of each WP, the coordination of the different Project activities and the implementation of quality control mechanisms. In addition, Project management will cover administrative, financial and exploitation aspects.
Project Management Structure. 5.1 The Steering Committee The Parties shall set up a Steering Committee composed of one representative from each of them. Said Committee shall be chaired by the Coordinator. Each representative shall have one vote.
Project Management Structure. The Project Group has discussed a number of possible models for managing this research. A Company would be formed to employ a Project Manager and five Keepers. Monitoring ecologists would be seconded into the Project from GCT and RSPB.. The following membership of committees/groups is proposed, as shown in Figure 5:- Partnership Committee: The Committee provides the strategic direction for the work. It would comprise Chief Executive/Director level representation from Buccleuch Estates, SNH, GCT, RSPB and NE as funders. It might also include the Chair of Scotland's Moorland Forum. Project Board: The Board manages the work, and comprises funding partners (Buccleuch Estates, SNH, GCT, NE, RSPB). Management of the Board should rotate every three years and initially shall be chaired by SNH. The Project Board shall meet quarterly to consider quarterly reports from the Project Manager and annual reports from the Scientific and Technical Advisory Group. The Project Board shall review progress after 3 years, noting the progress in meeting the five criteria devised to assess success. Scientific and Technical Advisory Group (STAG): This group advises on all scientific and technical matters, notably the results of the monitoring of the grouse moor, habitat and other management. It would be drawn from Project Board members with some additional organisations represented, one of whom might be chair.
Project Management Structure. The Technical Director (TD) coordinates technical aspects across all activities (i.e., software development, VRE development, infrastructure development and outreach where relevant), surveying to ensure that the project managers provide the proper level of support to all work packages. The engagement of the Technical Director in multiple heterogeneous technical activities makes him the best person to provide detailed resource allocation and scheduling, while monitoring the time schedule and the timing of related activities. Therefore, the Technical Director becomes a close advisor to the Project Director who employs a high-level approach to the supervision of the project across activities. In particular the TD coordinates on a day-to-day basis the progress of the technical work under the Technical Board following up decisions made by Consortium Bodies insofar as they affect the Activity Areas; communicates any plans, deliverables, documents and information connected with the Technical Board between its members and, if relevant, to the Project Management Board; submits the implementation plan of the Activity Areas to the Project Management Board for review and proposing an update of the Consortium Plan; advises the Coordinator of any discrepancy with the Consortium Plan, including any delay in delivery. The role of Technical Director is assigned to Xxxxxxxx Xxxxxx of CNR. The Outreach, gCube Software, VRE development, and Infrastructure Managers have the following general responsibilities: • To be informed on the status of the work packages within his/her area; • To support the TD in coordinating relationships across development areas; • To advise the PMB on strategic decisions related to his/her activity area; • To contribute to the tasks of the Technical Board. Specifically, the Outreach Manager devises D4Science-II outreach strategy, while coordinating and supervising the work performed in the fields of Communication, Dissemination and Training. The role of Outreach Manager is assigned to Xxxxxxxx Xxxxxx of FAO. The gCube Software Manager is responsible for gathering the requirements of the D4Science-II knowledge ecosystem, and the subsequent implementation of interoperable solutions. He must investigate and promote the usage of standards supporting several parts of the gCube system, from low-level communication protocols and encoding schemes, to data models to classification systems. Furthermore, the gCube Software Manager will contribute to the impleme...
Project Management Structure. Figure 1: The management structure of the CompBioMed2 project The General Assembly is the highest level of management and the board for strategic direction of the project. It consists of one representative per Partner in the consortium. The General Assembly is the only body within the project that decides on contractual issues, including the budget, timescales, deliverables, and reallocation of effort. Decisions are taken by a majority vote, each member of the General Assembly having one vote. The General Assembly will meet face-to-face every year, and more frequently by teleconference if required. The day-to-day management of CompBioMed2 is delegated by the General Assembly to the Executive Board. The Executive Board ensures efficient daily management of CompBioMed2, timely delivery of the project’s deliverables and realization of its overall research objectives and milestones. It also ensures the operation of the communication lines inside and outside the Project’s remit. The Executive Board consists of the Project Manager, the Technical Manager, and the Application Manager. The Project Manager, situated at UCL, will handle all consortium day-to- day management issues. The Executive Board is responsible for quality assurance of all deliverables of the project and will implement all required procedures. The Project Coordinator (Xxxx. Xxxxx Xxxxxxx, UCL, the Coordinating Partner) will ensure that the project plan is executed in fulfillment of the contract with the European Commission. The Project Coordinator will coordinate research and innovation activities, monitor progress, coordinate reporting to the European Commission, and act as a link between the CompBioMed2 project, the External Expert Advisory Board and other related projects, initiatives and commercial bodies. All decisions that are made by the Executive Board will be executed by the Project Coordinator, who can in turn delegate this to the appropriate manager or Work Package Leader. The Project Manager (Xx Xxxxx Xxxxxx, UCL) will interface with the European Commission and assist the Project Coordinator in all administrative, legal and financial matters to ensure that the project program, milestones, and timescales are carried out efficiently. The Project Manager will control the quality assurance procedures, identify bottlenecks and control the risks in implementation. The Project Manager, in collaboration with the Executive Board, will ensure that all Intellectual Property Rights used or gener...
Project Management Structure. The General Assembly is the highest level of management and the board for strategic direction of the project. It consists of one representative per Partner in the consortium. The General Assembly is the only body within the project that decides on contractual issues, including the budget, timescales, deliverables, and reallocation of effort. Decisions are taken by a majority vote, each member of the General Assembly having one vote. The General Assembly will meet face-to-face every year, and more frequently by teleconference if required. The day-to-day management of CompBioMed is delegated by the General Assembly to the Executive Board. The Executive Board ensures efficient daily management of CompBioMed, timely delivery of the project’s deliverables and realization of its overall research objectives and milestones. It also ensures the operation of the communication lines inside and outside the Project’s remit. The Executive Board consists of the Project Manager, the Technical Manager, and the Application Manager. UCL will appoint the Project Manager who will handle all consortium day-to-day management issues. The Executive Board is responsible for quality assurance of all deliverables of the project, and will implement all required procedures. The Project Coordinator (Xxxx. Xxxxx Xxxxxxx, UCL, the Coordinating Partner) will ensure that the project plan is executed in fulfillment of the contract with the European Commission. The Project Coordinator will coordinate research and innovation activities, monitor progress, coordinate reporting to the European Commission, and act as a link between the CompBioMed project, the Innovation Advisory Board and other related projects, initiatives and commercial bodies. All decisions that are made by the Executive Board will be executed by the Project Coordinator, who can in turn delegate this to the appropriate manager or Work Package Leader. The Project Manager (appointed by UCL) will interface with the European Commission and assist the Project Coordinator in all administrative, legal and financial matters to ensure that the project program, milestones, and timescales are carried out efficiently. The Project Manager will control the quality assurance procedures, identify bottlenecks and control the risks in implementation. The Project Manager, in collaboration with the Executive Board, will ensure that all Intellectual Property Rights used or generated by the project are managed in accordance with the Consortium Agree...
Project Management Structure. The Board has established a project organisation structure to oversee the implementation of the Acute Services Strategy, including this project. (Appendix A). The Acute Services Programme Board will be responsible for the implementation of the Strategy. The Programme Board consists of the Chief Executive, Divisional Managers, Finance Director, Executive Medical and Nursing Directors, Partnership Representation and a Senior Civil Servant. A Project Director has been appointed who has Executive responsibility for the Implementation Plan. The SGH Project Executive Group has been established to ensure that all the governanc e and project milestones are achieved. The Project Team includes a range of staff from clinical, operational, planning, facilities, finance and estates areas. The Project Team is led by the Project Director and is supported by legal, financial and technic al advisors. The Project Team is also supported by local site based Clinical Reference Groups who will influence service redesign for the new hospital and NHSGG. The project will be subject to regular review as part of the Government’s Gateway process with key milestone reviews at 4 or 5 stages throughout the projects lifecycle prior to coming into operation. In parallel with these, the project will also undergo 3 key stage reviews by an external auditing body. The team will be expected to fully participate in these reviews
Project Management Structure. IRCAM as prime contractor is responsible for the overall project management but will ensure that users and artists are involved in each phase of the project. IRCAM will nominate a Project Manager who will act both as the focal point for all activities in the project, and as the primary interface between the project and the Commission. The Project Manager’s responsibilities are as follows: ? controlling but facilitating the information flow among partners through regular contact with the partners to ensure that the project program, milestones and time scales are maintained and deviations resolved and recorded with change control ? to interface with the Commission for all matters associated with the project and maintaining relationships between the EC and the partners ? to lead the project and hold regular Technical Progress Meetings with the Technical Managers ? to hold Aministrative Committee Meetings (ACM) with Administrative Managers, where deviations from the project cannot be resolved in regular Project Management Committee meetings. ? to co-ordinate the preparation and distribution of all major reports ? to maintain accurate records of costs, resources and time scales for the project and to produce and circulate agreed minutes of each meeting. In order to monitor the project, each Partner will produce a brief report (in a standard Excel form) and deliver it to the project manager by the end of each month. Partners will meet every six months for formal reviews. Each WP and sub WP leader will be responsible for the following: ? plan the detailed technical work of the WP ? ensure that project timetables are maintained, and flag any discrepancies immediately to the Project Manager ? initiate corrective action for project deviations, if any ? consolidate partner information and prepare short monthly reports for submission to the Project Manager ? ensure the objectives and milestones of the whole WP, and of the detailed activities within the WP, are achieved ? ensure deliverables are available on time. Project Management Committee A Project Management Committee ( PMC) set up by the partners will come under the overall control of the Project Manager and will handle all questions related to the project execution : coordination and information exchange between partners, technical and scientific coordination between WP. The PMC may also meet at the coordinator’s initiative in order to find appropriate solutions to problems and conflicts which may occur during t...
