Project Manager

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Transcript Project Manager

Project procedures
1
Issues addressed
Overall project structure
Project roles
• Project Manager
• Scientific Co-ordinator
• WP leaders
• Partners
Internal project committees
• General Assembly
• Management Committee
External advisory groups
Project procedures
• Preparation of deliverables
• Quality control
• Communication process
• Meetings
• Reporting
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Overall project structure
GENERAL ASSEMBLY
Authorised representatives of all partners
Management Committee
Franco Malerba; Nicoletta Corrocher (UB) Yannis
Caloghirou, Nicholas Vonortas, Aimilia Protogerou
(NTUA), Maria Legal, Soumi Papadopoulou (PLANET),
Maureen McKelvey (IMIT), Slavo Radosevic (UC)L
Project Manager
Scientific
Co-ordinator
Maria Legal
(PLANET)
Franco Malerba
(UB)
Work-package Leaders
Project Partners
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Project Roles
Project Manager
Scientific Co-ordinator
WP leaders
Partners
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Project Manager (PM): role and
responsibilities
Contact point of project co-ordinator for all project
partners
Sole contact point vis a vis the European
Commission for all issues
• All requests by the EC for the project (or
concerning specific partners) will be
directed via the project manager
• All requests by partners related to
contractual issues should be performed
via the project manager
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Project Manager (PM): role and
responsibilities cont’d
Overall co-ordination of project execution in terms of contractual &
administrative issues i.e.
• Monitors compliance of partners with their obligations under the Grant
Agreement (GA; contract) and consortium agreement (CA)
• Oversees the implementation of amendments to the GA or CA (if/when
required)
• Reviews that deliverables are consistent with the Description of Work
• Monitors the day-to-day implementation of project work plan (in
consultation with Scientific Co-ordinator)
• Submits deliverables according to timeplan
• Aims to ensure smooth inter-partner co-operation
• Organizes project meetings and reviews (develops agendas, minutes
and action plans)
• Identifies key risks to the project and counter-measures
• Disseminates key project results to EC policy-makers
Financial management of project in close collaboration with the appointed
financial manager :
• Submission of financial statements (prepared by partners)
• Receipt of EU financial contributions and distribution among project
partners in accordance with Annex I
• Informing the Commission on the distribution of funds to partners
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Scientific Co-ordinator (SC): role &
responsibilities
Co-ordinator of the scientific / research activities of the project:
• Ensures that scientific objectives of the project are met
• Ensures the high quality of project results according to DoW
Consults the Scientific Coordination Committee on key scientific issues e.g. technical
implementation risks etc.
Key responsibilities:
• Monitoring of scientific progress through the development of technical
work-plans per semester (in collaboration with work-package leaders)
• Identification of synergies between work-packages and relevant actions
• Monitoring the activities of work-package leaders
• Final quality control of all technical project deliverables
• Synchronization and integration of results achieved at project level
• Reporting of scientific progress to Project Manager and Scientific
Coordination Committee
• Scientific organisation of workshops and final project conference
(foreseen in WP8)
• Disseminates key project results to EC policy-makers
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Work-package Leaders: Roles &
Responsibilities
Work-package Leaders shall co-ordinate the implementation of
activities in their respective work-package. Responsibilities
include:
• Develop WP-specific action-plans (per trimester) determining
required actions/inputs from involved partners in order to produce
intermediate results and deliverables
• Monitor closely (on a day-to-day basis) implementation of actionplans
• Co-ordinate the communication (e.g. by email, concalls,
meetings) between partners involved in the work-package.
• Consult the Scientific Co-ordinator on key scientific issues,
potential risks and deviations from plan (in cc: always also the
Project Manager)
• Monitor WP progress and report to the Scientific Co-ordinator and
Project Manager (e.g. in Progress Reports).
• Integrate all inputs and edit draft and final deliverables prior to
forwarding to the Scientific Co-ordinator and Project Manager
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Partners: Role &
Responsibilities
All project partners are required to carry out the project jointly and severally
vis a vis the European Commision taking all necessary actions to ensure
the project is carried out in accordance with the contract (Grant Agreement).
Each partner should:
• Carry out the work to be performed as identified in the Description
of Work (Annex I)
• Ensure that tasks assigned are correctly and timely performed i.e.
deliver requested inputs on time and at the expected quality.
• Document its activities in 6-monthly interim reports
• Inform promptly the Project Manager any change in its legal
name, address, name of legal representative and any change
with regard to its legal / organizational status
• Inform the Project Manager on any event, potential risk/problem
which may affect the implementation of the project
• Take part in project meetings and review meetings (with the EC)
• Disseminate the projects’ results to the research community and
public
• Abide to fundamental ethical principles and avoid any conflicts of
interest
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Partners: Role & Responsibilities
(cont’d)
Each partner has identified a key contact person who is
the principle person of contact for the organisation in
terms of the:
• scientific, contractual and in some cases financial
issues (if a separate financial contact person does not
exist).
The Scientific Co-ordinator and the Project Manager shall
communicate with the contact person at a first instance for
specific issues pertaining to the partner.
List of contact details for all partners is maintained by
Project Coordinator
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Internal project committees
General Assembly
Management Committee
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General Assembly
The General Assembly consists of one authorized
representative per partner (and optional deputy) .
The Assembly is in charge of managing all high-level
decisions related to the Grant Agreement (contract) and
Consortium Agreement e.g.
• Amendments to the terms of the Grant Agreement or
Consortium Agreement
• Decisions on accession of new partners or termination
of existing partner’s participation
• Re-allocation of project budget among work packages
or budget transfers among partners
• Decisions on significant changes in work-packages
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General Assembly: decision-making
mechanisms
High-level decisions require unanimity by all partners. If
unanimity is not achieved, a General Assembly can be
called again within 30 days where a decision can be taken
by a majority of 75% of votes
Other issues require a simple majority of two-thirds.
The Assembly is called and chaired by the Project
Manager when deemed necessary or requested by a
partner.
For urgent or minor decisions, decisions can be taken via
teleconference meetings followed by written consent (sent
by fax to the Project Manager).
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Management Committee
The Management Committee (MC) will monitor the overall
progress of the project. It will:
• Achievement of scheduled milestones and project
objectives
• Identify risks/problems and appropriate measures
• Oversee the process of external refereeing of key
project deliverables by the external advisory groups
• Review Progress Reports and Periodic Reports
• Dissemination and exploitation of project results
The MC will be chaired by the Scientific Co-ordinator and
Project Manager and will meet every 6 months or when
needed.
Members will interact also via conference calls and
electronic mail.
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Project Procedures
Preparation of deliverables
Quality control
Knowledge management
Communication process
Meetings
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Procedure for preparation of
deliverables
All deliverables should use the standard TEMPLATE for deliverables (to be
used also for outlines and drafts)
WP leader should develop an initial structure (proposal) of the deliverable and
indicative distribution of sections among partners
Once the structure and allocation is agreed among partners involved, the WP
leader will monitor the smooth collection of all inputs.
• if internal WP meetings / workshops are needed, these shall be
organised by the WP leader in a location convenient to all partners, in
consultation with the Scientific Coordinator and Project Manager
Each deliverable shall be integrated, finalized and edited by the WP Leader.
Subsequently, the WP Leader shall forward it to the Scientific Co-ordinator
(cc: Project Manager) at least 3 weeks prior to the deadline who will initiate
the process for internal or external review as appropriate (see next slides).
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Classification of review level for
deliverables
All deliverables shall be reviewed internally by another
partner with relevant know-how e.g. WP leader of another
WP: mainly drafts and deliverables that are not critical or
“parts” of subsequent reports
The Scientific Co-ordinator and the Project Manager will
develop a list with review level classification for all
deliverables, which shall be made known to all project
partners
• This list will indicate apart from the review level also
the names of internal (within the project) or external
reviewers.
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Internal review of deliverables
(quality control)
Deliverables that require internal review shall be
reviewed by the designated internal reviewers
(project partner with relevant know-how)
• at least 3 weeks prior to deadline submission
and returned back to the WP leader at least 10
days prior to the deadline.
The WP leader should send the final version of
deliverables 3 days prior to deadline (to the
Project Manager and Scientific Coordinator).
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Knowledge Management and
document repository
All deliverables and other background material shall be
made available to project partners via a web-based tool
WP Leaders will have the ability to upload documents to
the repository (with a username & password)
The Project Manager will ensure that all final versions of
deliverables (as submitted to the EC) are uploaded
Moreover, all major reports and research results will be
made publicly available through the project website (to be
monitored by the Scientific Co-ordinator)
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Communication via the project
mailing list
Every project should use two emailing lists:
1. A technical project mailing list to be used by
persons who are involved in the
scientific/technical implementation of the
project are included
2. A project mailing list to be used by partners
when they wish to address an issue affecting
all project partners. The Project Manager and
Scientific Coordinator shall use this mailing list
for issues pertaining to all partners (e.g.
preparation of plenary meetings, distribution of
minutes etc.)
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Bilateral, intra-WP electronic
communication
WP leaders are responsible for co-ordinating
intra-WP communication means. (Via “informal”
mailing lists per work-package).
In order to ensure the smooth co-operation and
development of “communication history”, ALL
bilateral, intra-WP and other email
communications should have the Project
Manager copied in cc, even on apparently minor
issues;
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Communication via conference
calls
Telephone conference calls can be organised
among project partners (e.g. among workpackage partners, members of the Scientific
Coordination Committee).
Brief minutes should be distributed by the WP
leader (or other designated person) via email to:
• the affected partners and
• the Scientific Coordinator
• and Project Manager
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Project meetings and Reviews
Plenary project meetings (involving all partners) will be organised
approximately every 6 months at a different location
It is important that all partners are present at plenary meetings, even
if they do not have an active role in the given period.
The Project Manager shall distribute:
• the agenda at least 2 weeks prior to meetings
• minutes & action plan within 10 days after meetings
Other meetings e.g. intra-WP workshops can be organised if
considered necessary.
THIS WILL BE CLARIFIED WITH THE Project Officer: Annual
reviews may be be held for the evaluation of the project’ progress by
the EC
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Reporting
PERIODIC REPORTS will be submitted to the
Commission at the end of each reporting period (usually
every 12 months)
Detailed presentation on preparation of financial
statements (to be included in periodic reports) follows in
part 2 of the presentation on “Financial Management”.
In order to monitor the progress of the project, 6-monthly
interim progress reports shall be prepared:
• All partners are required to record their activities
and effort (in person-months) per work-package
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Project Management Manual
The roles and procedures shall be documented in
an easy-to-use project management manual
(internal document), that is being prepared by
project manager.
The descriptions are in line with the:
• provisions of the Grant Agreement (Annex II –
General Conditions)
• Consortium Agreement
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Financial Management
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Issues addressed
Financial Issues
• Payment mechanisms
• Guarantee Fund
• Financial Statements
• Eligible – Non eligible expenses
• Important Notes
• Certificates
• Reporting Requirements
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Payment Mechanisms (1)
Pre financing shall be paid to the coordinator within 45 days following
the date of entry into force of the grant agreement
5% of total Community Funding paid as a contribution to the
Guarantee Fund
Interim Payments
• Corresponding to the costs accepted for the period
• Payments until 10% retention is reached
Final Payment
• Including reimbursement of the 5% contribution from the
guarantee fund
• Taking into account the declaration of receipts at participant
level
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Payment mechanisms (2)
Commission has 105 days to evaluate and execute the
corresponding payment
• No tacit approval of reports
• EC will pay interests on late payment
After reception of reports the Commission may
• Approve the reports and deliverables, in whole or
in part or make the approval subject to certain
conditions
• Reject giving justification, if appropriate start the
procedure for termination
• Suspend the time limit requesting revision /
completion
• Suspend the payment
Bank Account Details Form to be distributed in order to be
completed by each partner
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Guarantee Fund: Principles (1)
No financial collective responsibility like FP6
Instead Establishment of a participants Guarantee fund in
order to cover risks
The Fund belongs collectively to all beneficiaries of grant
agreements under the FP7
The Fund is managed by the Commission on behalf of the
beneficiaries and is kept in the European Investment Bank
(EIB)
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Guarantee Fund: Principles (2)
All beneficiaries contribute to the Fund to insure against
financial losses of the project funded under FP7
The contribution equals to 5% of the EC financial
contribution to each project and it is disbursed when the
pre-financing is paid
Financial interest generated by the Fund will serve to
cover financial risk
The amount contributed to the Fund will be reimbursed at
the end of the action
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Financial Issues: Preparation of
Financial Statements
The financial statement (form C) is a report that has to be
completed by each contractor, presenting his costs for the
reporting period, in a standard form.
Costs shall fulfill some initial conditions :
• be necessary for the project
• be incurred during the duration of the project
• exclude any profit margin
All costs must be reported in EUR. Accounts in currencies
other than EUR shall be reported on the basis of
exchange rate that would have applied either:
• On the date that actual costs were incurred or
• On the basis of the rate applicable on the 1st day of the
month following the end of the reporting period.
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Financial Issues: Eligible
expenses
The eligible costs of the project are:
• Actual, economic and necessary for the
implementation of the project
• In accordance with the usual accounting principles of
the contractor
• Incurred during the duration of the project
• Recorded in the accounts of the contractor
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Financial Issues: Non eligible
costs
The non eligible costs of the project are:
• Any identifiable indirect taxes, including VAT or duties
• Interest owed
• Provisions for possible future losses or charges
• Exchange losses
• Costs declared, incurred or reimbursed in respect of
another Community project
• Costs related to return on capital
• Debt and debt service charges
• Excessive or reckless expenditure
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Financial Issues: Important
Notes (1)
Timesheets
• Timesheets should be kept for all people charged to
the project
• The person in charge of the work designated by the
contractor should certify the timesheets
• Certified time sheets must include the person’s identity
and its time spent on the project (the project needs to
be identified by acronym and contract number)
• Productive hours must be calculated according to the
contractor’s normal practices
• Contractors may use a standard model for time sheets
• Planet may provide you with template for timesheets, if
required
Receipts of all costs shall be kept by each contractor
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Financial Issues: Important
Notes (2)
Personnel. Persons included under personnel
costs
• Must be directly hired
• Work on the sole technical supervision and
responsibility of the beneficiary
• Be remunerated in accordance with the
normal practices of the beneficiary
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Financial Issues: Important
Notes (3)
No cost reporting model (FC,FCF, AC) – though different
ways of claiming indirect costs
Indirect cost models:
• For all beneficiaries:
• Either actual overhead or simplified method
• Flat rate of 20% of direct costs minus
subcontracting
• Non profit Public Bodies, Secondary and Higher
Education establishments, Research
Organizations and SMEs unable to identify real
indirect costs per project, option flat rate of 60%
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Financial Issues: Important
notes (4)
The reimbursement rates in FP7 projects are:
Maximum
reimbursement
rates of eligible
costs
Research and
technological
development
Demonstration
Activities
Management
of the
consortium
activities
Other activities
Network of
excellence
50% or 75%
-
100%
100%
Collaborative
project
50% or 75%
50%
100%
100%
-
-
100%
100%
Coordination
and support
action
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Certificates: types of
certificates
Certificate on the financial statement (CFS – Form D)
Certificate on the methodology for personnel and indirect
costs (CoM - Form E)
Certificate on the methodology for average personnel
costs if average system applied by the beneficiary
(CoMAv – Form E)
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Certificates: Who delivers
them?
Beneficiaries have free choice of external auditor
External auditors must be Independent and Qualified
Competent public officer (research organisation,
public bodies, higher education establishments)
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Certificates: Periodicity of the
submission
Certificate on the Financial Statements (CFS
• Requested EC contribution (cumulative) less
than 375.000 Euros:
• No CFS to be submitted (not even at the
end of the project)
• Requested EC contribution (cumulative) equal
of more than 375.000 Euros:
• Certificate on the Financial Statements
has to be submitted:
- CFS every time equal or exceeding 375.000
- If Certificate on the Methodology (CoM)
accepted by the Commission: no interim CFS
but only at the end of the project
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