Management structure and procedures Clause Samples

Management structure and procedures.  Organisational structure and decision-making The coordination scheme presented below describes the communication flow within the consortium, the distribution of rights and responsibilities, and contains the following elements:  General Assembly (GA): The general assembly consists of one representative of each participating laboratory/institution. The GA will insure the feedback to the community at large and monitor the overall progress of IDEAAL. The GA (each member having one vote) approves the working plan, matters relevant to the overall budget, changes in the structure of the project (including the involvement of new partners or the withdrawal of participants), changes in the consortium agreement, and final termination of the project. The GA will elect its chairperson in the first meeting. Ordinary meetings are planned every six months. Extraordinary meetings can be called upon request of the coordinator, of 1/3 of the members or by any member in case of an emergency situation.  Project Coordinator/Managing Institution: The coordinator is the sole contact person with the European Commission; this person has the full responsibility for all scientific and administrative coordination of the entire project. The chosen coordinator will be assisted by the managing institution (GANIL) and is the head of the management group.  Management Group: To help the coordinator, the management group includes a deputy coordinator, a financial officer and an administrative assistant based at GANIL. GANIL will handle all financial transactions and accounting as well as all organisational matters related to the Project. The management group also includes the Work Package Leaders for a close monitoring of work package progress. The Management Group will report to the General Assembly at each of its meetings.  Why the organisational structure and decision-making mechanisms are appropriate to the complexity and scale of the project The organisational structure and decision mechanisms of IDEAAL favour the involvement of all persons of the project through their corresponding decision body. With regular meetings and daily contact with the management group, an up-to-date overview of the project progress and a rapid decision-making process will be possible.  Innovation management in the management structure and work plan The innovation management will be performed through the dedicated work package 4 (Innovation and Industries) for the entire IDEAAL project. It was described...

Management structure and procedures. The project management will ensure the best coordination of the project activities in accordance with planned times, objectives, roles and resources. The management structure and procedures aim: • to allow efficient decision making; • to ensure communication flow between participants and to European Commission; • to guarantee communication flow between I-KAM2EU activities and SME2EU activities; • to ensure the achievement of the target number of companies to serve; • to resolve any conflict that might arise within the project; • to ensure that the project is developed in accordance with the EC rules. Because of the relative simplicity of the project and its strict connection with the activities of EEN- SME2EU consortium, I-KAM2EU has a simplified management organisation that provides for the establishment of: • a Steering Committee • a Project manager European Commission The figure below summarizes the I-KAM2EU decision-making hierarchy Project Manager SME2EU project Steering Committee WP2 leader WP1 leader The internal communication flow is a few more complex: starting from the above schema, it has all those lines with double arrows, and the bidirectional interactions between work package leaders. The Steering Committee is in charge of the strategic management of the project and can be compared to the general assembly. It is the highest level of decision making within the project since it is the main consultative and coordination tool to address and discuss the operative and administrative issues of the project. In this function, the SC is in general responsible for the overall direction of the project, for taking major strategic decisions concerning the project and for the project implementation. SC will consist of one senior EEN representative from each consortium member. The Project Manager chairs SC meetings. Decisions by the Steering Committee are immediately enforceable. It shall meet at least twice a year in the context of the SME2EU meetings and/or interacting by mail, skype and/or teleconference. Extraordinary meetings are possible whenever the progress of the project demands such meetings to ensure achieving objectives. In particular, the SC is responsible for: • reviewing of the overall project’s progress; • making possible changes and adjustments in work packages, timelines, target distribution and budget allocations. The Steering Committee will be the organ in which to find consensus over the choice of SMEs to be selected within “Enhance inno...

Management structure and procedures. The SKA Preparatory Phase Project is different from previous EC-funded astronomy projects in that, for the first time, the scientists and funding agencies will be working together to further a global project. The management of such an project, coupled with the broad range of activities to be undertaken, presents significant challenges and will require strong and active leadership to ensure a smooth and efficient process. The Science and Technology Facilities Council is the lead partner in PrepSKA and will receive and distribute EC-funding to the other partners as appropriate. STFC has agreed to delegate the day-to-day co-ordination of PrepSKA to ▇▇▇▇. ▇▇▇▇▇▇ ▇▇▇▇▇▇▇, Head of Astronomy and Astrophysics and Director of Jodrell Bank Observatory at the University of Manchester. Prof. ▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇, General-Director of ASTRON in the Netherlands, will be the Deputy Co- ordinator. The PrepSKA Co-ordinator will devote ~25% of his time to the project; he will be supported by the PrepSKA Management Team (PMT). The Co-ordinator will be a member of the PrepSKA Board (see below) but not its Chairman. The principal responsibilities of the Co-ordinator are as follows: − To monitor all activities and ensure that each is following the plan laid down by the WP leaders and approved by the Board; − To ensure that the project web-site is kept up to date and that all documents emerging from project activities are available under version control; − To ensure that WP leaders provide all reports and documentation on a timely basis to the Board and to the EC as appropriate; − To be responsible for and to monitor all financial matters pertaining to the project; − To report any and all activities to the Board; − To act as the representative on PrepSKA activities to the funding agencies and national governments. The Deputy Co-ordinator will support the Co-ordinator in activities when and where appropriate, he will stand in at events and meetings for the Co-ordinator if the latter is absent; he will assist the Co-ordinator in preparing reports and documents if required. The Co-ordinator will be supported by a Project Management Team (PMT: see yellow area in Figure 2). The PMT will have two components, one will be the administrative support team centred at the UMAN, the other will be the Work Package Secretariat. The role of the Project Manager (0.5 FTE at UMAN) will be to support all partners in ensuring an effective administrative and reporting structure, to assist the Co-ordinator ...

Management structure and procedures. The management structure will provide the mechanism for the MOLTO team to reach their full synergistic potential of achievement through integrative activities, collaboration and shared expertise. It will also provide leadership and direction in science and will establish and nourish collaborative work enabling each research group to perform its tasks. With a strong, simple, and flexible management, MOLTO will be greater than the sum of its parts. The management’s structure is shown in Figure 4. Figure 4: The management structure of MOLTO. The Coordinator is the same as Site Leader 1.

Management structure and procedures. The HEADSpAcE project involves 15 partners from Europe, South America and the US that have a long history of successful collaboration. This past history, demonstrated by the successful conduct of multiple studies, the organization of joint international meetings, the generation of substantial joint funding and publication of over 40 common scientific articles9-50, demonstrates that this is a cohesive, extremely functional and highly successful team. HEADSpAcE is however a multi-faceted project and we will ensure its success by applying a clear and transparent management approach for the structure and organization of its activities and responsibilities. An organizational structure (Figure 13) with management procedures and decision-making mechanisms that are suitable for the scale of the project will be implemented to ensure the smooth implementation of HEADSpAcE. The General Assembly shall handle strategic and impact related decision-making. An Executive Board including WP leaders will be in charge of implementing the decisions. Management of the project will be a separate WorkPackage (WorkPackage 9), including a Management Support Team (MST), and will bring together the organizational, administrative and communication activities necessary to ensure the smooth progress and completion of the project.

Management structure and procedures. Management structure Internal communication Financial management Coordination of the training program, announcement of vacancies and appointment of ESR/ERs

Management structure and procedures. Organisational structure and decision-making

Management structure and procedures. The management structure of the NOPTILUS project has been organized to separate scientific management from administrative tasks, with a double objective of a) strong scientific management and b) effective interactions between WPs.

Management structure and procedures. The project management structure will provide a solid and consistent foundation and an efficient interface for the consortium partners. It will be based on ‘good practice’ for an efficient central management and project governing structures and will be supported by existing information technologies for handling the information flow, knowledge management and logistic support for meetings and conferences. The general project management includes activities related to administrative issues including the financial management, the controlling of the implementation of the work packages, quality assurance, the moderation of the general decision-making process and communication with and reporting to the European Commission.