Difference between revisions of "7.2.1 Work Package 1 - Management"

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−
Project management aims at ensuring that project objectives are adequately achieved, on time and within the costs estimated, ensuring that decision-making is effective, and ensuring that effective communication among partners and with the Agency is ensured and project progress reports and cost statements are provided timely and accurately.
+
Project management aims at ensuring that project objectives are adequately achieved, on time and within the costs estimated. It also allows effective decision-making and smooth communication among partners and with the Agency: It assures that project progress reports and cost statements are provided timely and accurately.
 +
This action includes all activities undertaken by the beneficiaries for the management of the project (administrative, technical and financial aspects) and for meeting the reporting and accountability obligations. The objective is to have the full control of project activities, to intervene promptly in order to give the EACI the certainty of a sound management of contractual issues and to give clear indications to project staff about management rules.
 +
An appropriate project managament grants that:
 +
*all the projects activities are properly coordinated with appropriate levels of legal, contractual, ethical, financial and administrative management of the consortium;
 +
*proper operational project management is provided throughout the project;
 +
*the project’s work is completed within the expected timescales, resources and quality levels;
 +
*appropriate reporting to the European Commission is undertaken.
 +
An experienced management team from FUNITG has been identified for the project’s management.
 +
The management structure is presented in the following Management Chart.
 +
 
 +
[[File:RinnovateManagementChart_1a.png]]
  
 
==='''b) Description of the tasks:''''' ''===
 
==='''b) Description of the tasks:''''' ''===
  
 +
WP1 is organised in several taskS and subtasks:
 +
 +
====1.1. Coordination of Consortium====
 +
The Project Manager will be responsible for the day-to-day management of the project and its operational execution and coordinate all project activities. The experience of the designate Project Manager - Juan Sobreira of FUNITG - is documented by his previous experiences with management of projects at national and international level.
 +
The Project Manager will implement the agreed strategies, oversee the choice of techniques, and supervise the monitoring of the results.
 +
The Project Manager will undertake all contacts and exchanges with the EACI and act as the consortium’s designated representative in this respect.
 +
The Project Manager will work closely with the project’s partners and oversee the technical and quality management functions to ensure that the Rinnovate objectives are achieved.
 +
 +
'''1.1.1 Provision of internal democracy tools (communication, consultation and reporting)'''
 +
 +
The main electronic coordination tool in the project will be a web based workspace service (a private area of Rinnovate web site). This is an electronic service that provides project management, archiving and distribution functions to the subscribed users.
 +
This Workspace will be used for all internal information exchange, document management and reporting. In addition, the workspace will also be employed for information exchange and dissemination in the different activities and necessary to reinforce trans-national cooperation.
 +
A specific Workspace will be available for the Interest Group. The project management function will also be responsible for advising and preparing simple guidelines for the project participants so that they understand how to keep track of project costs, which costs are eligible, how they should be documented and reported, and what budget has been assigned to them.
 +
 +
'''1.1.2 Kick-off meeting'''
 +
 +
The Kick-off meeting will be organised in A Coruna in M2.
  
−
1.1.- Coordination of Consortium
+
FUNITG will be in charge of the organisation of the Kick-off meeting; INEGA and APPLUS will contribute to the event.  
 +
The Kick off meeting will publicly state the beginning of the project; outline the project goals as well as the individual roles and responsibilities of team members; clarify the expectations of all parties and create a commitment by all those who influence the project’s outcome.
 +
It will be an opportunitites to consolidate the Rinnovate common vision, to known each other better (even if most of the partner regularly collaborate in their respective countries). In this occasion a team building session will be organised to favour multual understanding.
  
−
1.1.1-Provision of internal democracy tools (communication, consultation and reporting)
 
  
−
1.1.2-Kick-off meeting
+
'''1.1.3 Project meetings'''
  
−
1.1.3-Project meetings
+
Existing telecommunications and information technology, such as email, and Internet services, will be routinely employed in order to optimise the level of resources needed for the project and thus maximise the resources available for the technical work. The web based workspace will be used for all administrative information management.
 +
However, and very importantly, appropriate face-to-face communication among partners at all levels of the project’s structure will be employed throughout the project to ensure a common understanding of the work required to attain the project’s objectives. This will take the form of meetings such as scheduled Project Steering Committee meetings. Steering Committee meetings (limited presence meetings and regular web-meetings) will be the crucial coordination moments, while still maintaining ongoing collaboration and cooperation through the project Website.
 +
The planned number of meetings is 5. Meeting dates are M6, M12 (Face2Face, IT), M18, M24 (Face2Face, PT), M29.
 +
The Rinnovate Partners commit themselves to do their best to reduce the project carbon footprint and the Steering Committee meetings have been scheduled, whenever possible, to coincide with other undertakings, in order to avoid multiple transits .When more than an event is to take place contiguously, an appropriate amount of days has been scheduled to ensure each event is allotted sufficient time.
 +
Team Leaders will be more closely involved in web-conferences or in short informal meetings.
  
−
1.1.4-Advisory board consultations
+
'''1.1.4 Advisory board consultations'''
  
 +
During the preparation of the Rinnovate proposal, the partnership invested a considerable amount of time in carrying out consultations with and facilitating involvement of the relevant stakeholders. Many organisations have expressed their interest in following up the work of the consortium, suggesting strategies, and sharing their knowledge and experience. Advisory Boards will be open to stakeholders who would like to participate actively and provides a forum for collaboration and formulation of strategies throughout the project. Participants to country specific Interest Groups will be invited to participate to the meetings of the Steering Committee but also to informal “side-meetings” that the partners should decide to organise during project' activities.
 +
The consortium will use the group also as a vehicle to engage other relevant stakeholders and for disseminating results.
 +
The Rinnovate project also provides for the appointment of 1 advisory Communication Committee composed by the Team Leaders, which oversees the communication and awareness activities and dialogues with Interest Groups of key stakeholders.
  
−
1.2-Keeping relations with EACI
+
====1.2 Keeping relations with EACI====
 +
The formal periodic project reporting periods for are those prescribed by EACI provisions.
 +
Along with the Interim Report and Final Report, the Project Management activities includes also the preparation of a Progress Report and a Publishable result-oriented report.
 +
Project Information Sheets and Slides will be prepared to keep EACI informed of the activities progress.
  
−
1.2.1-Brussels training session
+
'''1.2.1-Brussels training session'''
  
−
1.2.2-Meeting to present results to EACI
+
The Project Manager will attend, at the very beginning of the action, a training session organised by the EACI in Brussels.
  
 +
'''1.2.2-Meeting to present results to EACI'''
  
−
1.3-Monitoring and evaluation
+
At the end of the action a meeting will be organised to present the results to the EACI.
  
−
1.3.1-Planning of monitoring and evaluation activities
 
  
−
1.3.2-Monitoring and feedback
+
====1.3 Monitoring and evaluation====
 +
This task includes all the activities to continuously check project activities against the project objectives in order to keep tight control of Rinnovate project scope, by being vigilant about change, and implementing a change management process if needed.
 +
Specific monitoring actions will address web analytic services.
  
−
1.3.3-Evaluation and reporting
+
The main objectives of the task are to ensure that the project meets its objectives within budget and scheduled timescales, and that administrative and financial obligations are duly accomplished.
  
 +
'''1.3.1 Planning of monitoring and evaluation activities'''
  
−
1.4-Risk management
+
The partnership will firstly define a Monitoring Plan with indicators and sources of verification that will delineate the monitoring framework (what, when, who, how).
 +
The key issues that guide monitoring are relevance, effectiveness, efficiency, impact and sustainability of actions.
  
−
1.4.1-Set up of contingency plan
+
'''1.3.2 Monitoring and feedback'''
  
−
1.4.2-Maintain preparedness
+
Project development will be monitored at two level: progress against Rinnovate plan on day-to-day basis and technical monitoring project review meetings to verify general progress against overall plan and financial considerations. The monitoring will be conducted by the Project Manager and other technical resources who collaborate in the activity.
 +
Any method used must be technically and financially feasible, sufficiently accurate, consistent, and not prone to distortions: options should be listed and their advantages and disadvantages assessed.
 +
A careful planning of the organization of monitoring activities (including areas of responsibility and authority) will ensure that everyone works together for a smoothly run project.
 +
Project accomplishments in relation to defined target within the action duration will be monitored and evaluated with specific attention
 +
Progress of the project work will be monitored against the milestones and the objectives defined in the Monitoring Plan.
 +
The Monitoring plan will include for each object of monitoring a specific description of the reason for measuring that given fact, or product, or result associating them to the relevant interests of stakeholders/participants. For each monitoring item, methods  used will be described along with their references. Moreover, timing (how often each data collected and when), responsibilities (who is responsible for making sure the monitoring happens), threshold for compliance, and data restitution formats will be included. During project implementation, the Monitoring plan will provide the use of measures to review and evaluate the project, in order to ensure that keeps on track. At the end of the Project, the Monitoring plan will include an evaluation and reflection step in order to gather the most important lessons learned.
  
 +
'''1.3.3 Evaluation and reporting'''
  
−
1.5-Daily management
+
A section of the Monitoring Plan will be devoted to develop a Quality Framework that will be the reference point for the quality procedures for the whole project, defining a set of procedures to be used and, the reporting mechanisms. Quality Control is managed first at a activity level by team leaders reporting to the Project Manager and the Steering Committee.
  
−
1.5.1-Operations management
+
Monitor and evaluation reports consists of periodical filling in of sections of the Monitoring plan.
  
−
1.5.2-Administrative management
+
====1.4  Risk management====
 +
During this task a risk management process to formalize the way that risks are identified, assessed and mitigated (quantifying potential impact on the project and taking immediate action to minimize the likelihood of it occurring) will be also implemented. The objective is to prepare partners to react promptly following a coordinated strategy.
 +
In the early stages of the Project, the Partners will develop a Contingency plan to devise remediation actions in case unexpected situations or severe divergence from Rinnovate assumptions and planning should emerge. The objective is to prepare partners to react promptly following a coordinated strategy. The Partnership will share the main steps of the Contingency plan with the main stakeholders’ representatives and key actors to gain their support and understanding. Without acceptance from these people, any plan will at best encounter limited success. The following statements result from the preliminary joint work done by partners about risk analysis, contingency planning and assignments.
 +
 
 +
'''1.4.1  Set up of contingency plan'''
 +
 
 +
A contingency plan will be prepared to devise remediation actions in case of unexpected situations or severe divergence from assumptions and planning.
 +
A risk management process will be implemented by the Rinnovate Project Manager. The projects progress will be monitored against a set of identified risks and reported to the Steering Committee. The risk plan will be revised and updated as part of monitoring activity to determine if the results comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.
 +
To prepare the contingency plan the partners will follow an escalation process starting from the development of the contingency planning policy statement, the activation of a preventive risk analysis to identify and prioritize critical path and components, the identification of preventive controls or measures to control the effects of project disruptions and to reduce contingency life cycle costs, the development of recovery strategies to ensure that the disrupted actions should be recovered quickly and effectively, the definition and lay out of the Contingency plan with detailed guidance and procedures for restoring the activities, the preparation of the personnel involved and the plan maintenance, including a living document that is updated regularly.
 +
 
 +
'''1.4.2 Maintain preparedness'''
 +
 
 +
The Rinnovate partnership already identified assumptions, expected constraints and some of the risks related to the project actions; other specific risks and solutions will be assessed in the early stage (executive planning) of project implementation; risk monitoring and assessment will then continue as part of project management responsibilities.
 +
Critical dependencies are already determined, critical planning assumptions are made, but responsibilities are not yet defined in detail and key issues as trigger parameters and prioritization have been only partially defined but not thoroughly discussed.
 +
 
 +
====1.5 Daily management====
 +
Sound project management and accountability will be achieved by means of management guidelines designed following the PMBOK(4th ed.) of the Project Management Institute. All Project Management activities will use an integrated approach that allows to bring together the advantages of the Agile method with the more classic PM techniques.
 +
At the various levels in the project structure, appropriate technical and coordination activities will ensure that the project runs smoothly, making certain that the goals are clearly defined and understood, that the activity and tasky assignments represent a sensible division of the work and include the necessary expertise to fulfill the objectives, that responsibilities are clearly assigned, and that there are clear lines of communication among the participants.
 +
 
 +
'''1.5.1 Operations management'''
 +
 
 +
Each partner will designate team leader (or responsible) who will be in staff to the Project Manager and will oversee the work related the WP. Each activity is articulated into a set of tasks. The team leader organises the WP on the tasks and appoint an Activity leader who is in charge of producing project deliverables, for delivery to the Project Manager.
 +
The Project Manager reports to (and participates in) the Steering Committee, which in turn supervises, controls and expresses its opinion on all aspects of project management, monitoring the achievement of objectives. The Steering Committee is composed by a representative for each partner and is involved with recommendations regarding the adherence to the plan and the partners’ responsibility as to the proper execution of the assigned activity. The Steering Committee will meet on a regular basis. Five project meeting (see 1.1.3) are foresee (also by web meeting) during the project life.
 +
 
 +
'''1.5.2 Administrative management'''
 +
 
 +
The Rinnovate Financial Manager who is responsible for the sound financial management of the Project, leads the groups of financial officers who are in charge of handling each partner’s financial management. The Financial manager keeps direct contact with the Project Manager and participates in the Steering Committee.
 +
The Project Financial Manager, a specialist from the coordinating partner. The Financial Manager is the accountant for the coordinating partner and will be responsible for the financial administration of the project, including ensuring proper completion and consolidation of the Financial Statements and their timely submission to the Commission..
  
 
=='''IIa. Outputs of this work package (apart from deliverables):'''==
 
=='''IIa. Outputs of this work package (apart from deliverables):'''==
Line 68: Line 143:
 
* 1 internal communication platform
 
* 1 internal communication platform
 
* 6 Project Meetings - 1kick-off (ES); 5 coordination meetings: 2 in presence (IT,PT), 3 on-line
 
* 6 Project Meetings - 1kick-off (ES); 5 coordination meetings: 2 in presence (IT,PT), 3 on-line
−
* accountable and transparent financial management;
 
 
* accountable and transparent financial management;
 
* accountable and transparent financial management;
 
* on schedule delivery of project outputs;
 
* on schedule delivery of project outputs;
Line 79: Line 153:
 
* D1.1 Internal communication and information distribution plan  
 
* D1.1 Internal communication and information distribution plan  
 
* D1.2 Semestral Advisory Board Reports
 
* D1.2 Semestral Advisory Board Reports
−
* D1.3: Progress Report to EACI (PR)
+
* D1.3: Monitoring Plan (with web analytics service)
−
* D1.4: Interim Report to EACI (IR)
+
* D1.4: Contingency Plan
 
* D1.5: Publishable Result-Oriented Report
 
* D1.5: Publishable Result-Oriented Report
−
* D1.6: Final Report to EACI (FR)
+
* Progress Report to EACI (PR)
−
* D1.7: Monitoring Plan (with analytics service)
+
* Interim Report to EACI (IR)
−
* D1.8: Contingency Plan
+
* Final Report to EACI (FR)
  
 
=='''III. Distribution of tasks of each partner in this work package (Award criterion 5):'''==
 
=='''III. Distribution of tasks of each partner in this work package (Award criterion 5):'''==
Line 96: Line 170:
 
|-
 
|-
 
| FUNITG
 
| FUNITG
−
| Coordination of Consortium; Set-up and maintenace of internal democracy tools; Organisation of Kick Off Meeting in A Coruna (ES); Keeping relations with EACI aand participation in EACI Training Session and result oriented session; Set up of Monitoring and Contingency Plan; Lead Advisory Board; Daily management and administrative management
+
| Coordination of Consortium; Set-up and maintenace of internal democracy tools; Organisation of Kick Off Meeting in A Coruna (ES); Keeping relations with EACI and participation in EACI Training Session and result oriented session; Set up of Monitoring and Contingency Plan; Lead Steering Committee; Daily management and administrative management
 
| T1.1; T1.2; T1.3; T1.4; T1.5
 
| T1.1; T1.2; T1.3; T1.4; T1.5
  
Line 123: Line 197:
 
| Participation in the operation management and in the project meetings (in presence and distance conferences); organisation of 2nd Project Meeting in Ancona (IT) , Participation in advisory board consultation, monitoring and feedback, evaluation and reporting
 
| Participation in the operation management and in the project meetings (in presence and distance conferences); organisation of 2nd Project Meeting in Ancona (IT) , Participation in advisory board consultation, monitoring and feedback, evaluation and reporting
 
| T1.1; T1.3; T1.5
 
| T1.1; T1.3; T1.5
 +
|-
 +
| CST
 +
| Participation in the operation management and in the project meetings (in presence and distance conferences); Participation in advisory board consultations, monitoring and feedback, evaluation and reporting
 +
| T1.1; T1.3; T1.5
 +
  
 
|}
 
|}
Line 131: Line 210:
  
 
* Kick-off meeting: DinnerMeeting for 15 participants (€ 600,00); 2 Interpreters (ES-IT-PT) (€ 600,00)
 
* Kick-off meeting: DinnerMeeting for 15 participants (€ 600,00); 2 Interpreters (ES-IT-PT) (€ 600,00)
−
* Administrative management: BankGuarantee for first pre-financing >€ 100.000 ( € 10.000,00, lump sum); AuditCost (€ 5.000,00, lump sum)
+
* Administrative management: BankGuarantee for first pre-financing >€ 100.000 ( € 2.000,00, lump sum); AuditCost (€ 5.000,00, lump sum)
  
 
=='''Major subcontracts:'''==
 
=='''Major subcontracts:'''==

Latest revision as of 15:27, 10 May 2011

Rinnovate_Index

N° of work package: 1 Management
Duration in months: 30 Fundación Instituto Tecnológico de Galicia (FUNITG)


I. Description of the work:[edit]

a) Overview of the Work package:[edit]

Project management aims at ensuring that project objectives are adequately achieved, on time and within the costs estimated. It also allows effective decision-making and smooth communication among partners and with the Agency: It assures that project progress reports and cost statements are provided timely and accurately. This action includes all activities undertaken by the beneficiaries for the management of the project (administrative, technical and financial aspects) and for meeting the reporting and accountability obligations. The objective is to have the full control of project activities, to intervene promptly in order to give the EACI the certainty of a sound management of contractual issues and to give clear indications to project staff about management rules. An appropriate project managament grants that:

  • all the projects activities are properly coordinated with appropriate levels of legal, contractual, ethical, financial and administrative management of the consortium;
  • proper operational project management is provided throughout the project;
  • the project’s work is completed within the expected timescales, resources and quality levels;
  • appropriate reporting to the European Commission is undertaken.

An experienced management team from FUNITG has been identified for the project’s management. The management structure is presented in the following Management Chart.

File:RinnovateManagementChart 1a.png

b) Description of the tasks: [edit]

WP1 is organised in several taskS and subtasks:

1.1. Coordination of Consortium[edit]

The Project Manager will be responsible for the day-to-day management of the project and its operational execution and coordinate all project activities. The experience of the designate Project Manager - Juan Sobreira of FUNITG - is documented by his previous experiences with management of projects at national and international level. The Project Manager will implement the agreed strategies, oversee the choice of techniques, and supervise the monitoring of the results. The Project Manager will undertake all contacts and exchanges with the EACI and act as the consortium’s designated representative in this respect. The Project Manager will work closely with the project’s partners and oversee the technical and quality management functions to ensure that the Rinnovate objectives are achieved.

1.1.1 Provision of internal democracy tools (communication, consultation and reporting)

The main electronic coordination tool in the project will be a web based workspace service (a private area of Rinnovate web site). This is an electronic service that provides project management, archiving and distribution functions to the subscribed users. This Workspace will be used for all internal information exchange, document management and reporting. In addition, the workspace will also be employed for information exchange and dissemination in the different activities and necessary to reinforce trans-national cooperation. A specific Workspace will be available for the Interest Group. The project management function will also be responsible for advising and preparing simple guidelines for the project participants so that they understand how to keep track of project costs, which costs are eligible, how they should be documented and reported, and what budget has been assigned to them.

1.1.2 Kick-off meeting

The Kick-off meeting will be organised in A Coruna in M2.

FUNITG will be in charge of the organisation of the Kick-off meeting; INEGA and APPLUS will contribute to the event. The Kick off meeting will publicly state the beginning of the project; outline the project goals as well as the individual roles and responsibilities of team members; clarify the expectations of all parties and create a commitment by all those who influence the project’s outcome. It will be an opportunitites to consolidate the Rinnovate common vision, to known each other better (even if most of the partner regularly collaborate in their respective countries). In this occasion a team building session will be organised to favour multual understanding.


1.1.3 Project meetings

Existing telecommunications and information technology, such as email, and Internet services, will be routinely employed in order to optimise the level of resources needed for the project and thus maximise the resources available for the technical work. The web based workspace will be used for all administrative information management. However, and very importantly, appropriate face-to-face communication among partners at all levels of the project’s structure will be employed throughout the project to ensure a common understanding of the work required to attain the project’s objectives. This will take the form of meetings such as scheduled Project Steering Committee meetings. Steering Committee meetings (limited presence meetings and regular web-meetings) will be the crucial coordination moments, while still maintaining ongoing collaboration and cooperation through the project Website. The planned number of meetings is 5. Meeting dates are M6, M12 (Face2Face, IT), M18, M24 (Face2Face, PT), M29. The Rinnovate Partners commit themselves to do their best to reduce the project carbon footprint and the Steering Committee meetings have been scheduled, whenever possible, to coincide with other undertakings, in order to avoid multiple transits .When more than an event is to take place contiguously, an appropriate amount of days has been scheduled to ensure each event is allotted sufficient time. Team Leaders will be more closely involved in web-conferences or in short informal meetings.

1.1.4 Advisory board consultations

During the preparation of the Rinnovate proposal, the partnership invested a considerable amount of time in carrying out consultations with and facilitating involvement of the relevant stakeholders. Many organisations have expressed their interest in following up the work of the consortium, suggesting strategies, and sharing their knowledge and experience. Advisory Boards will be open to stakeholders who would like to participate actively and provides a forum for collaboration and formulation of strategies throughout the project. Participants to country specific Interest Groups will be invited to participate to the meetings of the Steering Committee but also to informal “side-meetings” that the partners should decide to organise during project' activities. The consortium will use the group also as a vehicle to engage other relevant stakeholders and for disseminating results. The Rinnovate project also provides for the appointment of 1 advisory Communication Committee composed by the Team Leaders, which oversees the communication and awareness activities and dialogues with Interest Groups of key stakeholders.

1.2 Keeping relations with EACI[edit]

The formal periodic project reporting periods for are those prescribed by EACI provisions. Along with the Interim Report and Final Report, the Project Management activities includes also the preparation of a Progress Report and a Publishable result-oriented report. Project Information Sheets and Slides will be prepared to keep EACI informed of the activities progress.

1.2.1-Brussels training session

The Project Manager will attend, at the very beginning of the action, a training session organised by the EACI in Brussels.

1.2.2-Meeting to present results to EACI

At the end of the action a meeting will be organised to present the results to the EACI.


1.3 Monitoring and evaluation[edit]

This task includes all the activities to continuously check project activities against the project objectives in order to keep tight control of Rinnovate project scope, by being vigilant about change, and implementing a change management process if needed. Specific monitoring actions will address web analytic services.

The main objectives of the task are to ensure that the project meets its objectives within budget and scheduled timescales, and that administrative and financial obligations are duly accomplished.

1.3.1 Planning of monitoring and evaluation activities

The partnership will firstly define a Monitoring Plan with indicators and sources of verification that will delineate the monitoring framework (what, when, who, how). The key issues that guide monitoring are relevance, effectiveness, efficiency, impact and sustainability of actions.

1.3.2 Monitoring and feedback

Project development will be monitored at two level: progress against Rinnovate plan on day-to-day basis and technical monitoring project review meetings to verify general progress against overall plan and financial considerations. The monitoring will be conducted by the Project Manager and other technical resources who collaborate in the activity. Any method used must be technically and financially feasible, sufficiently accurate, consistent, and not prone to distortions: options should be listed and their advantages and disadvantages assessed. A careful planning of the organization of monitoring activities (including areas of responsibility and authority) will ensure that everyone works together for a smoothly run project. Project accomplishments in relation to defined target within the action duration will be monitored and evaluated with specific attention Progress of the project work will be monitored against the milestones and the objectives defined in the Monitoring Plan. The Monitoring plan will include for each object of monitoring a specific description of the reason for measuring that given fact, or product, or result associating them to the relevant interests of stakeholders/participants. For each monitoring item, methods used will be described along with their references. Moreover, timing (how often each data collected and when), responsibilities (who is responsible for making sure the monitoring happens), threshold for compliance, and data restitution formats will be included. During project implementation, the Monitoring plan will provide the use of measures to review and evaluate the project, in order to ensure that keeps on track. At the end of the Project, the Monitoring plan will include an evaluation and reflection step in order to gather the most important lessons learned.

1.3.3 Evaluation and reporting

A section of the Monitoring Plan will be devoted to develop a Quality Framework that will be the reference point for the quality procedures for the whole project, defining a set of procedures to be used and, the reporting mechanisms. Quality Control is managed first at a activity level by team leaders reporting to the Project Manager and the Steering Committee.

Monitor and evaluation reports consists of periodical filling in of sections of the Monitoring plan.

1.4 Risk management[edit]

During this task a risk management process to formalize the way that risks are identified, assessed and mitigated (quantifying potential impact on the project and taking immediate action to minimize the likelihood of it occurring) will be also implemented. The objective is to prepare partners to react promptly following a coordinated strategy. In the early stages of the Project, the Partners will develop a Contingency plan to devise remediation actions in case unexpected situations or severe divergence from Rinnovate assumptions and planning should emerge. The objective is to prepare partners to react promptly following a coordinated strategy. The Partnership will share the main steps of the Contingency plan with the main stakeholders’ representatives and key actors to gain their support and understanding. Without acceptance from these people, any plan will at best encounter limited success. The following statements result from the preliminary joint work done by partners about risk analysis, contingency planning and assignments.

1.4.1 Set up of contingency plan

A contingency plan will be prepared to devise remediation actions in case of unexpected situations or severe divergence from assumptions and planning. A risk management process will be implemented by the Rinnovate Project Manager. The projects progress will be monitored against a set of identified risks and reported to the Steering Committee. The risk plan will be revised and updated as part of monitoring activity to determine if the results comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance. To prepare the contingency plan the partners will follow an escalation process starting from the development of the contingency planning policy statement, the activation of a preventive risk analysis to identify and prioritize critical path and components, the identification of preventive controls or measures to control the effects of project disruptions and to reduce contingency life cycle costs, the development of recovery strategies to ensure that the disrupted actions should be recovered quickly and effectively, the definition and lay out of the Contingency plan with detailed guidance and procedures for restoring the activities, the preparation of the personnel involved and the plan maintenance, including a living document that is updated regularly.

1.4.2 Maintain preparedness

The Rinnovate partnership already identified assumptions, expected constraints and some of the risks related to the project actions; other specific risks and solutions will be assessed in the early stage (executive planning) of project implementation; risk monitoring and assessment will then continue as part of project management responsibilities. Critical dependencies are already determined, critical planning assumptions are made, but responsibilities are not yet defined in detail and key issues as trigger parameters and prioritization have been only partially defined but not thoroughly discussed.

1.5 Daily management[edit]

Sound project management and accountability will be achieved by means of management guidelines designed following the PMBOK(4th ed.) of the Project Management Institute. All Project Management activities will use an integrated approach that allows to bring together the advantages of the Agile method with the more classic PM techniques. At the various levels in the project structure, appropriate technical and coordination activities will ensure that the project runs smoothly, making certain that the goals are clearly defined and understood, that the activity and tasky assignments represent a sensible division of the work and include the necessary expertise to fulfill the objectives, that responsibilities are clearly assigned, and that there are clear lines of communication among the participants.

1.5.1 Operations management

Each partner will designate team leader (or responsible) who will be in staff to the Project Manager and will oversee the work related the WP. Each activity is articulated into a set of tasks. The team leader organises the WP on the tasks and appoint an Activity leader who is in charge of producing project deliverables, for delivery to the Project Manager. The Project Manager reports to (and participates in) the Steering Committee, which in turn supervises, controls and expresses its opinion on all aspects of project management, monitoring the achievement of objectives. The Steering Committee is composed by a representative for each partner and is involved with recommendations regarding the adherence to the plan and the partners’ responsibility as to the proper execution of the assigned activity. The Steering Committee will meet on a regular basis. Five project meeting (see 1.1.3) are foresee (also by web meeting) during the project life.

1.5.2 Administrative management

The Rinnovate Financial Manager who is responsible for the sound financial management of the Project, leads the groups of financial officers who are in charge of handling each partner’s financial management. The Financial manager keeps direct contact with the Project Manager and participates in the Steering Committee. The Project Financial Manager, a specialist from the coordinating partner. The Financial Manager is the accountant for the coordinating partner and will be responsible for the financial administration of the project, including ensuring proper completion and consolidation of the Financial Statements and their timely submission to the Commission..

IIa. Outputs of this work package (apart from deliverables):[edit]

  • organisational setup of the consortium and project;
  • 1 internal communication platform
  • 6 Project Meetings - 1kick-off (ES); 5 coordination meetings: 2 in presence (IT,PT), 3 on-line
  • accountable and transparent financial management;
  • on schedule delivery of project outputs;
  • teambuilding and lasting co-operation among partners;
  • clear and satisfactory communication with the Agency;
  • administrative and project closure in full compliance with contract requirements

IIb. Deliverable of this work package: [edit]

  • D1.1 Internal communication and information distribution plan
  • D1.2 Semestral Advisory Board Reports
  • D1.3: Monitoring Plan (with web analytics service)
  • D1.4: Contingency Plan
  • D1.5: Publishable Result-Oriented Report
  • Progress Report to EACI (PR)
  • Interim Report to EACI (IR)
  • Final Report to EACI (FR)

III. Distribution of tasks of each partner in this work package (Award criterion 5):[edit]

Partner Task(s) for this partner organisation Related to Task N°
FUNITG Coordination of Consortium; Set-up and maintenace of internal democracy tools; Organisation of Kick Off Meeting in A Coruna (ES); Keeping relations with EACI and participation in EACI Training Session and result oriented session; Set up of Monitoring and Contingency Plan; Lead Steering Committee; Daily management and administrative management T1.1; T1.2; T1.3; T1.4; T1.5
INEGA Participation in the operation management and in the project meetings (in presence and distance conferences); co-organisation of Kick Off Meeting in A Coruna (ES), Participation in advisory board consultations, monitoring and feedback, evaluation and reporting T1.1; T1.3; T1.5
INEGI Participation in the operation management and in the project meetings (in presence and distance conferences); organisation of 4th F2F Project Meeting in Oporto (PT), Participation in advisory board consultations, monitoring and feedback, evaluation and reporting T1.1; T1.3; T1.5
TRECON Participation in the operation management and in the project meetings (in presence and distance conferences); co-organisation of 2nd Project Meeting in Ancona (IT) , Participation in advisory board consultation, monitoring and feedback, evaluation and reporting T1.1; T1.3; T1.5
APPLUS Participation in the operation management and in the project meetings (in presence and distance conferences); co-organisation of Kick Off Meeting in A Coruna (ES), Participation in advisory board consultations, monitoring and feedback, evaluation and reporting T1.1; T1.3; T1.5
CNAMAR Participation in the operation management and in the project meetings (in presence and distance conferences); organisation of 2nd Project Meeting in Ancona (IT) , Participation in advisory board consultation, monitoring and feedback, evaluation and reporting T1.1; T1.3; T1.5
CST Participation in the operation management and in the project meetings (in presence and distance conferences); Participation in advisory board consultations, monitoring and feedback, evaluation and reporting T1.1; T1.3; T1.5


Major other specific costs:[edit]

[List major other specific cost – if any - by task and describe them shortly]

  • Kick-off meeting: DinnerMeeting for 15 participants (€ 600,00); 2 Interpreters (ES-IT-PT) (€ 600,00)
  • Administrative management: BankGuarantee for first pre-financing >€ 100.000 ( € 2.000,00, lump sum); AuditCost (€ 5.000,00, lump sum)

Major subcontracts:[edit]

[List major subcontracts and shortly describe the tasks covered]

WP 1 do not foresee subontractors.

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