PROJECT MANAGMENT

 

WP. 7.1 Overview and Objectives of the Work Package
Describe the specific objectives of the action that will be achieved through this Work Package

WP7 will ensure that the proper controls and processes are in place for the day-to-day management of the project, via a PMO (Project Management Office), specifically established at the Coordinator premises. Via a hierarchical approach to decision-making that encompasses also the stakeholders, WP7 will manage the Consortium, coordinate partners within it and establish and maintain the coordination of the Consortium with the EASME. In particular, WP7 will: 1) facilitate communication and integration between partners and between project governance bodies (General Assembly, Steering Committee, Advisory Board); 2) monitor progress, project finances and completion of deliverables and achievement of milestones; 3) handle routine administration and financial matters; 4) resolve any eventual problem or disputes within the Consortium; 5) represent the project in scientific and management events in tight conjunction with WP6 (Dissemination and Communication). 

WP.7.2 Description of the Work Package
 These objectives will be pursued during the entire life project (Month 1-36) through the following 8 tasks.

AFRIMED presents a strategy of hierarchical management. The management of the project will be based to a high degree on the responsibility of the WP co-leaders, and on efficient, structured, but also flexible communication among partners and stakeholders. Given the multidisciplinary of the consortium as well as the interconnections and interdependence of the WPs, each partner has been assigned to lead a WP, in some case more than one. This approach has been previously tested in other EU projects (DEVOTES and MERCES) with positive feedbacks in term of a better and more timely exchange of information among WPs allowing the coordinator to have continuous feedbacks from the whole partnership. Control of resources, accounting, monitoring of progress and scientific quality will be achieved through the streamlined management structure outlined below, to ensure good progress towards the aims of the project and timely reports to the Commission. Due to the nature and the aims of the project, intense communication with the stakeholders, local community and end-users is needed. This will be an important task for the coordinator and all WP co-leaders, and, in particular of WPs5 and 6 to stimulate the engagement of a wide array of stakeholders from industry, administrations, and the general public. The management of the project will be ensured by the coordinator (UNIVPM) and by a Steering Committee, composed by the WP co-leaders. In this regard, it is worth mentioning that, given the complexity of each work package and the multiple interconnections among work packages, each WP will be led by two co-leaders with equal and shared roles. This will allow a more efficient management of each Work Package and will facilitate coordination within the enlarged Steering Committee. To ensure the complex, culturally heterogeneous and large partnership of AFRIMED to work jointly and to achieve timely and efficiently all the deliverables and expected outcomes of the project, the following management structure has been designed:

1) the coordinator (Prof. Roberto Danovaro has a 20-years’ experience in the participation to EU funded projects during MAST, FPIII, FPIV, FPV, FPVI, FPVII, H2020 and has a very long experience in the coordination of heterogeneous, multidisciplinary national and international research teams and partnerships);

2) the Project Management Office to assist the Coordinator through the establishment at UNIVPM premises of a Scientific Project Manager (with proven communication skills) and an Administrative Project Manager (with good administration experience) in order to assist the Coordinator;

3) the Steering Committee to support the monitoring of the activities to achieve the objectives of the project;  

4) an Advisory Board to monitor and adjust/implement the scientific objectives of the project.

Moreover, the Steering Committee and the Project Management Office will ensure project development in accordance with the management plan in case of conflicts between partners or between the coordinator and partners. In case of unresolved conflicts among partners both bodies will be in charge of managing and provide timely resolution of eventual conflicts. In case of unresolved conflicts between one of the partners and the coordinator, the Steering Committee will, upon agreement by the partner(s) involved and the coordinator, select an internal group consisting of at least three consortium members, excluding the involved ones, for final decisions in disputes.

The three management bodies, all led by the Coordinator, will work either autonomously or jointly to achieve their specific tasks (see below) and to ensure the success of the project. They will meet with the General Assembly (at least one representative per AFRIMED partner) once each year at the annual meeting.

The Project Management Office will:

i) take care of the administrative aspects of the project management (also acting as a bridge between the administrative contacts of AFRIMED partners and EU officers);

ii) ensure and facilitate the timely and efficient communication among partners (via their principal scientific contacts) and between partners and the Coordinator;

iii) centralise and manage all activities related with scientific and financial reporting. The PMO will modulate the needs and requests between/from the AFRIMED partnership and the EU, and to react promptly to any operational or administrative issues raised.

The PMO will ensure that all outcomes of the project comply with the obligations of the beneficiaries under the Grant Agreement.