Project Internal Management

The project is structured in such a way that makes Project Management functions clear and verifiable. The project workplan has been structured so that dependencies between workpackages are clear, and monitoring the project's progress through the definition of milestones based on these dependencies is facilitated as a result. Each workpackage identifies a well-specified and coherent set of tasks and deliverables.

Management Structure
The management team for the project is made up of the Project Manager, plus representatives from each participant who constitute the Project Management Board (PMB), and Workpackage leaders (WP leaders) who constitute the Research Advisory Board (RMB). A participant may include in the RMB a member of their team that plays a technically management role. This management structure is depicted in the Management Scheme.

The project is structured in such a way that makes Project Management functions clear and verifiable. The project workplan has been structured so that dependencies between workpackages are clear, and monitoring the project's progress through the definition of milestones based on these dependencies is facilitated as a result. Each workpackage identifies a well-specified and coherent set of tasks and deliverables.

The functions of PMB and RMB are as follows:

The advantage of having the management of the project separate from the research aspects is that it allows rapid decision making on both operational and technical issues, while maintaining the required mechanism for consensus management on project strategy and of other decisions relating to the consortium as a whole.

Quality Assurance mechanisms
For quality assurance and ensuring that participants' goals and interests are respected throughout the project, consensus in decision-making is extremely important. The existing collaborations and mutual respect between participants will be invaluable in ensuring constructive dynamics within the project. However, as the project tackles research issues that are open-ended, there is always the risk for disagreement. This risk will be managed by an agreed mechanism for decision-making where consensus proves to be difficult. The PMB will consider the issues in such situations and decide on the best course of action for the project. The PMB will take into account any recommendations from RMB, as it retains the final decision regarding policy and direction of the project.

Operational decisions will be the responsibility of Workpackage leaders and co-ordinated through the RMB. Administrative issues will be dealt with through the Project Manager. In the final recommendation, a Consortium Agreement will be used to resolve any differences.

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