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Project Management

Project Management. Lead Partner Seminar 13 October 2008, R i ga. Birut ė Markevi č i ū t ė Joint Technical Secretariat Birute. M arkeviciute @latlit.eu. Project start and end date. Project start date: when first costs incurred and/or date indicated in the Subsidy Contract

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Project Management

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  1. Project Management Lead Partner Seminar 13October 2008, Riga Birutė Markevičiūtė Joint Technical Secretariat Birute.Markeviciute@latlit.eu

  2. Projectstart and end date • Project start date: • when first costs incurred and/or • date indicated in the Subsidy Contract • earliest – day after JMSC decision (17 September 2008) • Project end date: • project start date + project duration in Application Form; • set in Subsidy Contract. 2

  3. Basic principles of cooperation • Joint development; • Joint implementation; • Joint staffing; • Joint financing. 3

  4. Lead Partner Principle • LP solely bears the overall financial and legal responsibility for the Project (see full list in Subsidy Contract and PM, 7.1.1) • In practice, it means LP is responsible for: • signing Subsidy Contract; • representing Project; • setting effective management and financial control system; • ensuring that EU, Programme and national rules are followed; • coordination of activities with Project Partners; • achievement of quality Project outputs and results; • observance of spending plan; • reporting of Project progress via Progress Reports; • requesting payments and distributing to Project Partners; • ensuring audit trail on each Project Partner level. 4

  5. Project Partners • Project Partners are responsible to implement their part of • Project, and in particular they shall: • Assume responsibility in the event of any irregularity; • Repay the LP any amounts unduly paid; • Responsible for information and communication measures; • Keep available all documents related to the Project. 5

  6. Operational Project Management • LP should appoint: • Project Coordinator: overall project implementation, coordination of different activities within Work Packages; • Financial Manager: overall financial control of the project. • Requirements: • good knowledge of English and previous experience; • ability to work as a “uniting force” for a partnership; • clear coordination system between LP and external manager. • Project Partners: • Local coordinators at institution. 6

  7. Decision Making • Project (LP) should establish procedures for decision-making and coordination. • Structures: • Strategic level (e.g. Steering Group); • Working level (e.g. working group, advisory group). • Mechanisms: • Regular communication; • Meetings; • Rules of Procedure; • Delegation of representatives from each PP; • Protocols. • Note: clear, not complicated structures. 7

  8. Monitoring and Evaluation • Monitoring and evaluation system should be established (LP): • Application Form = Project results • Quality of management and co-ordination: • efficiency of procedures and resources; • progress towards achievement of the Projectgoals; • time plan; • financial plan and costs effectiveness. • Quality of project outputs and results: • Who sets quality criteria; • Who is responsible to monitor the quality; • What are constraints/ risk factors. • Source: Evaluation sheets; indicators; Interviews; Procedures; Reports; External evaluation; Technical specifications (procurement). 8

  9. Monitoring and Evaluation • Remember! • Some hints: • to plan the monitoring and reporting tasks and costs in the AF and Partnership Agreement; • to set a proper monitoring system early enough; • to make it clear to every PP in terms of tasks, deadlines, etc; • to keep discipline among the PPs to report timely. 9

  10. Partnership Agreement Subsidy Contract Application Form Lead Partner Managing Authority Partner Declarations Partnership Agreement Project Partner Project Partner Project Partner 10

  11. Partnership Agreement • As a minimum requirement the issues stipulated (see full list in Subsidy Contract and PM,4.4.4) should include: • 1 • PPs tasks and responsibilities; • payment procedures; • decision making; • reporting obligations and deadlines; • communication between PPs; • solving of disputes; • project changes; • ownership of the project outputs and results; • arrangements for audit trail. • 2 • Annex: table indicating responsibility for project activities per PPs and budget breakdown per Work Packages/ Budget Lines for each PP. • Model shall be available on the website www.latlit.eu 11

  12. Information to the JTS • Project (LP) should inform JTS: • on major Project events not later than 2 weeks before event (add info to the web page); • on changes of the Project Coordinator, Financial Manager or LP contact person immediately (via email; Progress Reports). • Recommended: to send copy of project information and publicity materials as soon as available to JTS! 12

  13. Project Finalization • Results should be: • Freely accessible to general public; • Further disseminated; • Durable: no substantial changes within 5 years: • The project must not undergo any substantial change: affecting its nature or its implementation conditions or giving to a firm or a public body an undue advantage; and resulting either from change in the nature of ownership of an item of infrastructure or the cessation of a productive activity. Not fulfilling these conditions can imply a recovery of the funds unduly paid. • How, when and by whom outputs and results produced by the project will be used after the project has ended? • How they will be maintained? 13

  14. Project Finalization • Durability of contacts: • LP should indicate contact person at leastfor 6 months after Project end; • LP should inform on changes of contact person for 5 years after Project end. 14

  15. Project Finalization • LP and PPs should retain Project documents at least until 31 December 2021(see full list in Subsidy Contract and PM,10.7) such as, e.g.: • Application Form; • Subsidy Contract, Partnership Agreement; • Project correspondence (financial and contractual); • Progress Reports and Partner Reports; • list of declared expenditure and supporting documentation; • proof of payment for each invoice; • public procurement documents and contracts; • proofs for delivery of services and goods: studies, brochures, newsletters, minutes of meetings, signed participant lists, travel tickets, etc.; • record of assets, physical availability of equipment purchased in the context of the project. 15

  16. Lessons Learned: • Start as fast as possible: projects usually delay; • Ensure sufficient human resources; • Good Project Manager and Financial Manager – part of project success; • Efficient communication with PPs; • Clear division of activities and budget between PPs; • Realistic time planning (e.g. public procurement procedures); • In line with what is written in the Application Form; • Reporting takes more time than planned; • Contact JTS for advise 16

  17. More information • www.latlit.eu • Other useful links: • National authorities • www.vrm.ltwww.esbendradarbiavimas.lt www.interreg.lt • www.raplm.gov.lv • Project management tools: • www.eu.baltic.net, ‘Projects’, ‘Management Toolkit’ • INTERACT guidelines: www.interact-eu.net. 17

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