Role of Coordinator

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Role of Coordinator
EC Funded RD Projects
in
Coordinating and Managing Projects
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PHASES OF AN EU PROJECT

• Preparatory Phase - Before the Start
• Initial Phase - Getting Going
• Development Phase - Keeping Going
• Final Phase - Finishing Off

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ACTORS OF AN EU PROJECT

• European Commission
• Project Manager
• Coordinating Partner/Coordinator
• Partners

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CHARACTERISTICS OF EU PROJECTS
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PREPARATORY PHASE
BEFORE THE START
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TIME TABLE

• Months 0-6
• Months 6-12
  
  Months 12- 42
  Months 42-...

Form Consortium
Develop Proposal
Evaluation
Contract Negotiation
Consortium Agreement
Contract
Work
Application and Exploitation
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CHOOSING PARTNERS

• Requirements
• motivation of partners
• awareness of being engaged in a long-term
  relationship
• good understanding of capabilities objectives
  of potential partners
• thinking of business scenarios
• definition of priorities at the beginning
• checking commitment
• establishment of clear ownership of IPR

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ROLE OF COORDINATOR

• providing interface between Commission and
  partners
• acting as distribution point for transferring
• - cost statements
• - deliverable reports
• - progress reports
• - requests for contract changes
• - cost statement reports
• - review reports
• - payment

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A COORDINATOR SHOULD HAVE

• ability to provide effective, reliable
  administrative support
• willingness to appoint a suitably qualified
  manager for the project
• strong motivation to complete the project
  successfully
• strong motivation for exploitation and end-use
  for results
• appropriate operating culture and background
  skills for leadership

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FORMAL REPORTING PROCESS
EC

• Progress
• Review
• Reports Reports
• Deliverables Cost
• Statement Reports
• Cost
• Statements Payments
• Contractual Contract
• Alterations
• Agreements

Coordinator
Partners
Associate Partners
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ROLES OF PROJECT MANAGER

• coordinating the work (especially the interaction
  between Workpackages)
• controlling the work
• resolving conflicts between participants
• presenting the project to the Commission

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A GOOD PROJECT MANAGER IS

• diplomatic
• open to different cultures
• good communicator in English
• equipped with leadership qualifications
• tolerant of bureaucracy
• politically perceptive
• prepared to be tough
• respected by line management

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INITIAL PHASE
GETTING GOING
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A PROPOSAL COVERS

• main development phases
• milestones and deliverables
• Workplan
• project schedule
• formal structures for decision making and
  conflict resolution

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PROJECT PLAN

• divide work (clear ownership and exploitation
  rights)
• specify deliverables (what, by whom, to whom and
  at what date)
• decide on test procedures and demonstrations
• define intermediate milestones

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PROJECT ADMINISTRATION

• reporting procedures
• lists for distribution of reports
• contact technical contractual matters
• standard document layout, format, numbering and
  filing system
• other electronic exchange (eg. database,
  spreadsheet, e-mail, project management)
• document maintenance and control
• guidelines for external presentations and
  publications

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KICK-OFF MEETING

• formal start to project
• discussion of all aspects of project
• - how it is to be run
• - what is expected of each partner
• - what milestone goals are to be achieved
• - technical standards
• inspires confidence and enthusiasm in project
• generates momentum to move things forward
• includes social activity and a technical workshop

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DEVELOPMENT PHASE
KEEPING GOING
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MEETINGS

• Purpose
• eliminate distance and language barriers
• facilitate face-to-face contacts (rather than
  electronic communication)
• consider various factors like
• - culture
• - purpose
• - effectiveness
• These meetings must be arranged in close time
  periods

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GOLDEN RULES FOR MEETINGS

• plan meeting dates well in advance to ensure
  availability
• ensure an agreed agenda
• check understanding and agreement
• note down who was present, what was discussed and
  what was agreed
• try to minimize risks of participants arriving
  late

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EC MONITORING

• direct assistance from Project Officers

• contacts with Commission are for
• - submission of deliverables and progress
  reports
• - handling cost statements and payments
• - liaison concerning reviews and distribution of
  review reports

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PROGRESS REPORTS

• periodic (every 6 or 12 months)
• mainly include
• - resource allocation
• - expenses
• - general environmental information
• - relations with other projects

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• PERIODIC PROGRESS REPORT
• executive summary
• progress
• - results
• - deviations from plan
• - resources employed
• - modifications to Workplan
• - next milestone goals/ actions
• organisational changes
• exploitation plan
• update on worldwide state-of-the-art
• contacts with other projects, public
  presentations

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COST STATEMENTS and PAYMENTS

• - payments by Commission with cost statements
• - include major expenses about ongoing project
• - deadlines strictly observed

Examination and approval of expenses can
delay the payment
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PROJECT PREVIEWS
EXTERNAL VIEWERS

• can review project progress (if necessary)
• prepare periodic reports about project

• REPORTS
• show results
• demonstrate progress of project
• support management

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PROJECT MANAGEMENT
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ROLE OF PROJECT COORDINATOR

• ensures success and reaching objectives
• should be aware of changes in partners
• - positions
• - desires
• - contributions
• - motivation

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MANAGING CONFLICTS
potential problems

• partners work may lack focus
• they may refuse to provide background IPR
• results may not be robust or reliable
• there may be a lack of dedication to project
  goals

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HANDLING CONFLICTS

• confront issues as early as possible
• focus first on agreements and common ground
• use one-to-one discussion
• be fair and non judgemental

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FINAL PHASE
FINISHING OFF
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SHOWCASE FOR RESULTS

• should be presented in right way
• project coordinator must arrange
• - a suitable presentation place
• - a creative demonstrator

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COMPLETING FORMALITIES

• preparation of all paper job submitted to EC to
  end up
• final payments of partners
• writing of a final letter (by project manager)

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Lets celebrate with a good dinner !

• keep in mind
• this partnership may serve as a chance to work
  together on other projects
• it may initiate a beginning rather than an end to
  an international partnership.

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CONCLUSION

• EC funded RD Projects are
• multi-national and multi-cultural
• collaborative
• built on a long-term relationship within a
  variety of rules and procedures

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• Thank you...
• Office of EU Affairs-METU
• December 2003