Role of Coordinator

1

Role of Coordinator
EC Funded RD Projects
in
Coordinating and Managing Projects
2
PHASES OF AN EU PROJECT

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

3
ACTORS OF AN EU PROJECT

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

4
CHARACTERISTICS OF EU PROJECTS
REQUIREMENT CONSEQUENCE
Collaborative projects Non-hierarchical management structure Unequal dependence on results Trans organizational claims to IPR Many objectives to be reconciled
Multi-site activity Project team is distributed
EC monitoring Control must be made transparent to third party
Technical innovation High technical risk Pre-competitive, but measurement of success is industrial benefit and social impact
Organization and cultural diversity Different operating styles Communication in a foreign policy
5
PREPARATORY PHASE
BEFORE THE START
6
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
7
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

8
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

9
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

10
FORMAL REPORTING PROCESS
EC

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

Coordinator
Partners
Associate Partners
11
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

12
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

13
INITIAL PHASE
GETTING GOING
14
A PROPOSAL COVERS

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

15
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

16
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

17
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

18
DEVELOPMENT PHASE
KEEPING GOING
19
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

20
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

21
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

22
PROGRESS REPORTS

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

23

• 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

24
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
25
PROJECT PREVIEWS
EXTERNAL VIEWERS

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

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

26
PROJECT MANAGEMENT
PROBLEM ACTION
Failure to deliver Reminder of contractual obligations Use milestone demonstrations
Poor quality of deliverables Use reviews, milestone demonstration PMC action ( including withholding payments)
Low project input Discuss priorities with internal management Reallocate budgets Change partner
Failure to achieve goals within budget Check early warning signs Reallocate budgets Lower aspirations Motivate management to invest more
Inappropriate use of funding Raise matter with management and at PMC
27
ROLE OF PROJECT COORDINATOR

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

28
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

29
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

30
FINAL PHASE
FINISHING OFF
31
SHOWCASE FOR RESULTS

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

32
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)

33
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.

34
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

35

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