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.
Next:
Management Scheme
Back to: Project Partners And
Management Menu
|