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How to set up and manage a successful transnational project

How to set up and manage a successful transnational project. Apostolos Bizakis Transportation Engineer Hellenic Institute of Transport. Setting up a transnational project. Get Feedback from users & experts. Conceive a basic idea/concept – fit into priority. Identify type

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How to set up and manage a successful transnational project

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  1. How to set up and manage a successful transnational project Apostolos Bizakis Transportation Engineer Hellenic Institute of Transport

  2. Setting up a transnational project Get Feedback from users & experts Conceive a basic idea/concept – fit into priority Identify type and context of partnership Executive summary Contact people /explain the idea /contact list Identify a core group for proposal writing Develop your idea/ Breakdown in to WPs /tasks/activities Assign specific items to your contributors FIND AN ACRONYM! Compile all data in the form of the official AF Submit your proposal on time!! Prepare a financial layout Negotiate on who is doing what for how much Get all co-fin Statements (original copies)

  3. Example assignment - “CO-TRAFFIC” Steps 1 & 2 : basic concept Background:Traffic control/management systems are widely implemented throughout EU, already have reached a level of maturity What is missing in the field: • Lack of integration between traffic management systems for TEN and neighboring national networks (urban/interurban/regional) • Lack of integration between conventional road networks and sea-motorways • Lack of cross-national co-operation and traffic data exchange concerning cross-national movements • Clear assignment of responsibilities (wide array of authorities involved in decision making)

  4. Steps 1 &2: basic concept / ex. summary Central objectives: • Identification of the SoA – Good & Bad practices • Definition of actors/roles/responsibilities • Definition of required technologies and content • Integrated system architecture • Data exchange requirements • Mapping of integrated processes by actor Type/context of partnership:Traffic control/management systems are widely implemented throughout EU, already have reached a level of maturity

  5. Steps 1 &2: basic concept / ex. summary Expected outcomes: • Building up a co-operation framework providing: • Integrated system architecture • Homogenous Data exchange models • Generic organisational model • Deployment model and identification of pre-requisites and barriers Level 1: At regional/national level Level 2: At cross-national level Type/context of partnership:Traffic control/management systems are widely implemented throughout EU, already have reached a level of maturity

  6. Step 3, 4 & 5: feedback/partnership/contacts Executives/experts addressed: Egnatia Motorway authority Port of Igoumenitsa TTS Italy Telespazio (satellite com/ITS service provider) Autostrade – Italy (private highway operator) Transport consultants in Austria and Romania More partners are needed in the field of: Highway operators/port authorities, regional transport authorities, telematics system providers originated in CADSES

  7. Step 7: Developing the idea

  8. Step 9: Building up the Financial layout GANNT Chart Table 10.1 (Distribution of funding between partners): This should be filled in first place under the condition that all partners have made a decision on their National contribution Table 10.3 (Brkdwn by expenditure categories) Personnel (incl. overhead costs) – proportion of the total budget (55-65%) Cross check should be made on efforts vs. budget required by PP/WP/task level

  9. Step 9: Building up the Financial layout

  10. Step 9: Building up the Financial layout (MMs)

  11. Step 9: Building up the Financial layout (in €)

  12. GANNT chart Table 10.2 Table 10.3 Input we receive by the PPs TABLE 10.4 MM allocation Step 9: Building up the Financial layout

  13. Step 9: Input required from your partners

  14. Step 10: TITLE/ACRONYM FULL TITLE: “CO-OPERATIVE, CROSS-NATIONAL TRAFFIC MANAGEMENT” ACRONYM: CO - TRAFFIC PRIORITY: Sustainable transport systems and access to information society

  15. Monitoring/implementing a project Quality assurance system Administrative management Technical management

  16. Setting up a monitoring scheme Quality assurance EU Project Administrator Transnational Steering Committee (Consortium partners) Supporting partners Project Manager Project Quality Assurance Manager Policy level Project Technical Committee (WP leaders) Technical level WP2 technical team WP3technical team WP4technical team WP5technical team WP6technical team External Experts

  17. The role of the Steering Committee - 1 Members: Chairman: The project co-ordinator Members: One duly authorised representative from each PP Right to attend the meetings and make proposals: Guest speakers from public authorities after prior approval by the Chairman Meetings: At least twice a year Voting policy: One vote per representative

  18. Decision making process LEAD PARTNER Transnational Steering Committee IMONODE TECHNICAL TEAM PUBLIC DOMAIN The role of the Steering Committee - 2 Reach consensus

  19. Administrative management Basic responsibilities Official representation of the project consortium to the JTS/MA Collection of National certifications of Expenditures Preparation of Cost statement claims (toward the MA) Preparation of Activity reports (toward JTS) Organisation of events (dissemination/technical meetings etc) Preparation/distribution of agendas – minutes Preparation of the Consortium Agreement between the partners

  20. Consortium Agreement ToC Contract definitions Purpose and duration Roles and responsibilities (Adm. And tech. Project managers) Responsibilities of each party (towards the co-ordinators/to each other) Cost claims and payments Confidentiality rules Liability towards each other/the EU/towards third party (i.e. subcontractors) Settlement of disputes Technical plan of the project (who is doing what)

  21. Technical management Basic responsibilities Build up the necessary synergies and adequate technical plan for the implementation of the project. Define clear content of work Tracking and tracing inconsistencies between planned activities and performed activities Work in & out the consortium to allow matching between the project partners’ needs/expectations/type of work/experience in transnational projects/competences/type of entity Readiness in developing Contingency Plans in case problems occur (i.e disputes between partners)

  22. Quality assurance management ToC: • Generic information (subsidy contract/project outlook/official language) • Organisational structure (roles/responsibilities) • Project management req’s (logistics and communication standards/instructions for writing deliverables/confidentiality rules/IPR rules etc) • Annexes (peer review forms/financial procedures/official documents JC/CA)

  23. The key to success (!) Follow the rules of JTS and the MA (or the MA and the JTS) in project reporting Respect the deadlines (Be prepared well in advance to avoid possible mistakes and problems) Keep track of all your activities (agendas/minutes for project meetings, list of participants with signatures, financial control at all levels, always check coherence between cost claims and work performed in each stage of the project) Comprehend the difference between a Subsidy contract and a Service contract

  24. Thank you for your attention www.certh.gr

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