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 NFFA-Design Study involves 5 European legal entities at its submission stage, and is organised in four technical work packages plus one management work package. The number of partner institutions is expected to increase as the awareness of NFFA and a specific call will be done as a task of management. The management structure is very simple and flexible as needed for a Design Study. The Work Package leaders and/or one representative per each participant institution/country will form the Co-ordination Board that is the executive body of NFFA and will deliver the design study. The need of maximum openness and reach of all possible stakeholders of NFFA is addressed by the Forum that will operate with open workshops, but also with a continuous interface via the NFFA portal (web operated) that will collect inputs from the whole scientific community and make public the continuous update of the progress of the work packages. The Co-ordination Board will seek independent advice on technical (mostly legal) aspects connected to the feasibility of NFFA by nominating an advisory board, as a consulting/advisory body. The Co-ordination Board consists of one delegate per partner and is chaired by Xxxxxxx Xxxxx. It is the final decision making body. A partner is an institution which commits resources to the design study, i.e. the institutions signing the proposal as well as any other institutions joining in the first year of execution of the Design Study. The board names the coordinator, the work package co-ordinators, evaluates and accepts new partner institutions, and appoints the advisory committee. The board receives advice by the Forum. The board is the executive body of the design study. The Co-ordination Board: • It decides major changes in the implementation plan including e.g. the re-distribution of the budget. • It can delegate specific responsibilities to the Project Co-ordinator. • It nominates the members of the Scientific Panel • It decides the schedule of meetings and communicates it along with the program to all participants and stakeholders. The Forum is an open discussion forum about the work packages, the ongoing work and the outcome that includes all the stakeholders, observers and external contributors. The Scientific Panel will be made of representative users from European laboratories, representative officers from the relevant international nanoscience lab systems (US, Canada, Japan,…), and at least one representative of industry who will contri...
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. 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. The EVINCI-study management structure consists of three decision-making bodies: - the Project Co-ordinator (P1-CNR). The Institute of Clinical Physiology, National Research Council (CNR) will be represented by Xx. Xxxxxx Xxxxxx, who acts as project Co-ordinator; Xx. Xxxxxx will be assisted by Xx. Xxxxxxx Xxxxx, who acts as Senior Project Manager and an administrative team. The EVINCI-study administrative headquarters will be located at the Institute of Clinical Physiology, National Research Council (ICP-CNR) (P1-CNR). - the General Assembly (GA) composed by 21 active persons, being the Principal Investigators (PIs), or representatives designed by the PIs, of the 21 active partners of the EVINCI-study programme (P1-CNR, P2–U. Turku, P3–UZH; P4–LUMC, P6– IR-HSCSP, P7-NIC, P8-RBHT, P9-APHP, P10-UniGe, P11-SERMAS, P12-UniNA, P13-HUVHEBRON, P14-ESC, P15-INF, P16-CFC, P17-FGM, P18-KRITUM, P19-QMUL, P20-AOUC, P21-Ospedale Versilia, P22-
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. The management structures have been designed to balance strategic and operational efficiency. The organizational structure is made of a Governing Board gathering the 13 members of the consortium (for all strategic decisions) supported by the management support team. The scientific deployment of the project will be coordinated by a specific body: the Facility Coordination Board. The selection of projects will be operated by a Project Review Board that will also advise the Governing Board about strategic issues.
Management structure and procedures. The consortium at present consists of 10 participating teams from 7 countries with 92 staff scientists and postdocs and 80 ESRs, co-ordinated by UREG. 18 additional ESRs and 4 ERs will be recruited as part of this grant and supervised, secondments and internships arranged and training needs discussed between the participants and the Industry Partners. 7 Schools, Workshops and Conferences will be organised as well as several administrative meetings and research visits. The scientific progress of the work of the 8 Working Groups needs to be co-ordinated and monitored as well as the progress of the Fellows in their training. The management structure is as follows. The network is governed by the Supervisory Board (SB) with members representing each of the par- ticipating teams and the associated partners, chaired by the Network Coordinator. The representatives of the beneficiaries on the SB will monitor the distribution of the funds among the teams, supervise the funding status periodically and provide the information required for the consortium’s financial reports. The SB as a whole will refine the skills requirements for the recruited researchers taking into account the needs of both the industrial and academic sectors and ensuring an adequate exploitation of complementarities and synergies among the network partners. The SB will discuss emerging trans- sectoral and trans-national secondment or internship opportunities. It will also establish active and continuous communication and exchange of best practice among the participants. The SB will meet twice per year and teleconference whenever necessary. The Research Board (RB) consists of representatives of the teams convening each of the 8 working groups of Table 1. The RB will meet in quarterly intervals, to discuss and monitor the development and to suggest improvements. It will create E-mail lists for all Working Groups and put status reports on WG activities as well as information on workshops, meetings and courses, including transparencies of presentations, onto the network’s website. The website will contain links to articles published by network members and information about the location of codes, configurations and propagators. The SB will appoint 8 members of the Training Board (TB). Two additional members will be elected by the Network Fellows. The appointed members of the TB should include two (but at least one) industry representatives and at least one member with a high degree of familiarity with ...
Management structure and procedures. The management structure is designed to secure implementation the overall project objectives in an efficient way. The structure includes Activity Leaders, a Project Director, an Operations Director and a Network Manager. The interests of resource and service providers will be taken into account through Committees with representation from the resource providers and the BalticGrid-II project. The individuals selected for leading project positions are holding similar positions in the ongoing BalticGrid project and have extensive experience from international collaborative projects, and in delivering high quality services, support and training, or development of open standards. The management structure includes both vertical and horizontal functions to assure effective execution and effective coordination across the breadth of activities encompassed in an e-infrastructure project. The BalticGrid project will be managed through an Executive Board (EB), a Project Management Board (PMB), a Project Director (PD), an Operations Director (OD - also acting as deputy PD), a Network Manager (NM), and through Activity Leaders. The PD will be assisted by a part time Financial Administrator. A part-time administrative assistant will assist the Boards, the Directors, the NM, and the Activity Leaders. European Commission External Project Management Board OD SA1 SA2 NM SA3 NA2 NA3 NA4 JR0A Project Office Executive Board Project Director Executive Board (EB) The Executive Board (EB) will consist of one representative per partner, and the Project Director. The EB members will elect the EB chair through a simple majority vote. The EB is responsible for approving major changes in project plans, including changing partner budgets as may be required to realise project plans and objectives. The consortium agreement will specify clear conditions by which responsibility and corresponding EU funding will be re-assigned to other partners in case of persistent failure to meet delivery schedules. The EB will monitor the project status through monthly teleconferences with in-person meetings every six months with the first meeting held within one month of project approval by the Commission. The meetings will rotate among participating countries. The EB may request revised project plans from the Project Director should a status review or external events warrant such a request. The Project Management Board (PMB) The Project Management Board consists of the PD (chair), the Operations Director...
