2. Project
Manage-
ment
Standards
Various formal guidelines exist for Project
Management
This presentation follows the Project Management
Body of Knowledge (PMBOK) spec, maintained by
the PMI (Project Management Institute) -
https://www.pmi.org/pmbok-guide-standards
Currently at Fifth Edition, probably the most known
and widespread PM spec
Also standardized as ISO 21500:2012, Guidance on
Project Management
PMBOK splits all project management tasks
(processes) into ten “Knowledge Areas”
6. Integration
Management
in EU projects
(1/3)
Project Charter: It’s a very brief summary of the
key facts and objective of the project. Usually
covered by what is already written in the proposal.
Yet every project should:
Have a clear and short mission statement (2-3
sentences max.)
Be well justified under a clear business case– or
societal benefit (or both)
A Project Management Plan is essential and needs
to be negotiated with –and distributed to- the
project team from the very beginning of the
project, so that all partners are aware of how the
day-to-day activities of the project are managed.
Many projects include it in their deliverables list.
Don’t hesitate to update the management plan in the
course of the project if deemed necessary!
7. Integration
Management
in EU projects
(2/3)
Direct and Manage: An EU project leader is a
“Project Coordinator” (PC) – usually a weaker term
compared to “Project Manager”, having less
authority over the project team. Still, the PC is
responsible in front of the EC.
Monitoring and Controlling needs to be tight, but
not excessive. Management/reporting overhead
needs to be kept to the minimum necessary.
Regular plenary progress meetings as well as action
item lists are “must have” tools.
Always prepare meetings with well-defined agenda,
purpose, objective and time frame – and deliver the
minutes afterwards!
Request brief periodic reports from the partners (but
not too detailed)
An Issue Log might be handy to record all problems
encountered during the project.
8. Integration
Management
in EU projects
(3/3)
Integrated Change Control: Scope changes must
be documented, unanimously decided upon and
clearly justified to the EC.
Especially for engineering projects, a configuration
management (CM) tool might be handy in this
direction, so that all partners share the same vision
of the system under development.
A more lightweight alternative is a change log.
• Project Closure: a phase whose importance is often
neglected. Needs to follow well-defined steps, with
the participation of all partners.
Formally notify all partners about all steps during
project closure (final reporting, payment etc.) Don’t
leave anything “hanging”!
Let everybody know (including your organization!)
when the EC has formally closed the project and
dispatched the last payment.
(Important!) Keep record of lessons learnt for future
use. Tidy up your internal project documentation in
order to be archived.
11. Scope
Management
in EU projects
(1/3)
Scope planning should be normally included in the
proposal (definition of how requirements will be
collected and how scope will be defined)
Requirements collection is an essential activity in
all projects.
It is advisable to identify in the proposal how
requirements will be collected, identifying target
groups as well as methods (focus groups, interviews,
questionnaires, surveys etc.)
Pay attention to personal data aspects when
collecting requirements!
In addition, since the proposal also includes a quite
detailed definition of the project scope, it is
mandatory to have identified key requirements in
advance, otherwise the project won’t be relevant.
Don’t try to build a project concept without any
requirements in hand!
12. Scope
Management
in EU projects
(2/3)
Scope Definition is an element of the proposal –
and expected to be further refined in the project.
Make sure the project has a clear and focused scope.
Break the overall scope into discrete tangible
results-deliverables (verifiable results) and set
acceptance criteria for them.This is a critical task, to
which all partners should participate.
Don’t be afraid to clearly state what is excluded
from the project (out of scope).
Identify constraints and assumptions.
The project WBS is also an element of the
proposal.TheWBS elements (Work Packages) can
correspond either to project phases, to project
results, or both.
Make sure all work is covered and nothing is left
out! (“100 percent rule”)
Avoid overlaps betweenWPs
Directly associate project milestones (control points)
withWPs.
Don’t be afraid to re-scope activities during the
project if they are no longer relevant. (Much better
than doing useless work, which will be also criticized
during the reviews!)
13. Scope
Management
in EU projects
(3/3)
ScopeValidation: It is about making sure that the
project deliverables meet all the acceptance
criteria.This should be done first internally, before
submitting the deliverables to the EU.
Define formal acceptance criteria and test
plans/test cases for each project outcome.
Always refer to the requirements and how they are
fulfilled.
Scope Control: it is about monitoring the scope of
the project and making changes if necessary.
Once more, don’t be afraid to propose changes, if
they are needed. Be ready to present a credible
justification (to the consortium and to the EC)
Be careful of “scope creep”=uncontrolled expansion
of scope, which happens very often. Not all “good
ideas” need to be included in the project scope; keep it
focused!
16. Time
Management
in EU projects
(1/2)
• The proposal needs to include the project
schedule, normally in the form of a Gantt chart.
Most projects follow the “waterfall” approach, i.e.
organizing the project into sequential phases.
However, it is common to include, where appropriate
a couple, or more, iterations between
specifications/design and implementation (agile-
like) in order to deliver coherent and relevant results.
When planning:
Have in mind the dependencies between activities
(i.e. a task needs to finish before another one starts)
Take into account the available resources!You
would like a task being completed e.g. in 3 months,
but is it feasible? Discuss in detail with the partners.
Take into account risks which may delay some tasks.
Leave some float to accommodate delays.
Keep the overlapping of dependent activities (“fast
tracking”) to the minimum, to avoid extra risks and
loss of focus.
Include the milestones in the Gantt at the end of the
respectiveWP (in separate rows).
17. Time
Management
in EU projects
(2/2)
Controlling the schedule is about monitoring the
status of the project activities to make sure that the
schedule is respected (and propose changes if
necessary)
It is essential to have several control points
(informal milestones) during eachWP and task,
carefully placed in time, in order to be able to track
the progress. Ask the activity (WP/task) leader to do
this exercise.
Be aware – at any time – of the actual “velocity”
of the work! Do NOT wait until the end of the
WP/task to see how much work was done!
Identify and closely monitor “critical” activities, i.e.
tasks whose delay may have a big impact on the work
plan.
If necessary, in case of delays, fast-track (overlap)
following activities, or ask the partners to assign more
resources.
20. Cost
Management
in EU Projects
(1/2)
Cost estimation and budget definition should
follow a bottom-up approach.
Although it is not required for the proposal, it makes
sense to estimate the cost at task level (and also at
WP level) and discuss with the partners how
realistic this estimation is. Does the respective
deliverable(s) worth this amount of money?
For the costs apart from the human resources
(equipment etc.), ask the partners for a breakdown,
even when this is not officially required by the EC
rules.
Compare with the budget of similar activities from
past projects
21. Cost
Management
in EU Projects
(2/2)
Controlling costs is of course up to each partner,
since each partner is individually responsible for
producing valid cost claims. BUT – the Project
Coordinator should always be aware of the big
picture!!
Ask periodically (e.g. every three or six months) from
the partners an estimation of the costs spent. Do
NOT wait until the first review!
Always compare costs spent with costs planned. Be
ready to promptly justify any deviations.
Correlate the costs spent with the work done. If
necessary, ask for a justification.
Propose budget transfers between tasks, if
necessary.
Make sure there is enough budget left to complete
the work! Budget overruns are almost never covered
by the EC.
24. Quality
Management
in EU Projects
(1/2)
Quality planning can be a part of the project
management plan. It is about identifying key
quality requirements and processes for the project
and its deliverables.
Define a comprehensive review/inspection
procedure for each deliverable
Deliver specific templates for deliverables,
presentations etc.
Remember that quality is not only about the reports,
but also other types of deliverables – prototypes,
software, demonstrators etc.
Make sure that the “cost of conformance” (=extra
effort to assure quality, reviews, inspections etc) is
less that the “cost of nonconformance” (=rejected
deliverables, rework, delays etc.) .
25. Quality
Management
in EU Projects
(2/2)
Quality assurance is about auditing the project
processes – while Quality Control is about
inspecting the deliverables.
Inherit best practices from past projects.
If applicable, arrange quality audits (from entities
external to the project team)
Follow a formal internal review process for each
deliverable (by a specific assigned partner)
Identify the possible causes of poor quality in the
team (Low resources? Lack of competence? Lack of
time? Inadequate engagement?).Take appropriate
actions.
Don’t hesitate to update quality processes even
during the course of the project, if needed.
28. Human
Resource
Management
in EU Projects
(1/3)
Planning: Roles and responsibilities should be
clearly identified from the start of the project (part
of the project management plan)
Identify and nameWork Package andTask leaders
(individuals, not just organisations) as well as
delegates to project committees
Make sure everyone is aware of their role and
responsibilities!
29. Human
Resource
Management
in EU Projects
(2/3)
Team acquisition: in EU projects, usually it is the
partners which allocate personnel to the project.
However, don’t hesitate to explicitly request the
involvement of specific persons, who you may
already know and whose competences are considered
critical of the project.
Identify –and react to- partners who have not
allocated enough personnel to carry out the tasks
assigned.
Team development is about improving
competencies, interaction and overall team
environment. Here, the interpersonal skills (“soft
skills”) play a critical role.
Use open and effective communication.Carefully
listen to what others have to say. Be transparent.
Don’t underestimate team building opportunities
(social events, travelling together etc.)
30. Human
Resource
Management
in EU Projects
(3/3)
Team management is about tracking
performance, providing feedback and resolving
issues.
Take into account (and respect!) geographical,
ethnic, cultural aspects – particularly important for
multi-national project teams! – as well as
organizational uniqueness.
Respect and always encourage all team members,
even underperforming ones.
Be ready to resolve conflicts and address them in
private using a direct, collaborative approach. Resort
to formal procedures only if absolutely needed.
Always act in a professional and ethical manner –
and request the same from all members of the project
team.
Remember to recognize and (if possible) award
team members with good performance. Don’t forget
to say “thank you”!
The ProjectCoordinator should be the “father” of the
project. Not distant, yet also not too intrusive. Be
there for everyone – be a good leader!
33. Communication
Managementin
EU projects(1/2)
In EU projects, the term “communication” –with
audiences outside the project team- usually refers to
both pure communication (exchanging information
about the project per se) and dissemination
(promoting the project results)
A communication (and dissemination) plan should
be present in every project, prepared early enough.
Identify stakeholders/target audiences and
communication channels.
Specify the information to be exchanged.
Clearly identify responsibilities and roles.
Communication within the project team is usually
neglected!A good intra-project communication plan
should be also be included, commonly as a part of the
project management plan.
Plan communication means and channels (meetings,
telcos etc.).
Establish an internal repository for exchanging
information among the project team
Maintain a contacts database with names, e-mails,
phone nos. etc.
Always treat internal project information as
confidential!
34. Communication
Managementin
EU projects(2/2)
Communications Management is about creating,
collecting and distributing information.
The ability to communicate effectively and
efficiently is among the top skills of project
management. A PC is expected to spend most of
his/her time communicating!
A competent PC listens; questions; manages
expectations; persuades; motivates; coaches;
negotiates; resolves conflicts; summarises and
recaps.
Identify the preferred communication channel for
each stakeholder/team member (e-mail, phone etc.)
and use it.
Always be concise and clear. Ask for an
acknowledgement, to make sure the message was
received.
Keep meetings short, focused and with a clear
agenda.
Always document feedback from the
communications activities, especially from
stakeholders outside the project team.
Remember that communication has been identified
as one of the single biggest reasons for project
success or failure!
37. Risk
Management
in EU Projects
(1/3)
There exists absolutely no project without risks.
The same holds for R&D projects. Lack of risk
management indicates poor project coordination.
“Risk” is usually a negative term, however, formally,
it may also point to unforeseen opportunities
(positive side).
A brief risk management plan is to be included in
the proposal, along with a first identification of
risks.The plan will describe how risks will be
managed within the project.
Closely work with the partners to identify as many
project-specific risks and include them in the
proposal.This shows that you have a clear picture of
the project scope and approach, as well as a deep
knowledge of the technical areas.
It may be advisable to take into account these risks
when preparing project schedule and budget. (i.e.
add some time/cost reserves)
38. Risk
Management
in EU Projects
(2/3)
Identification of risks starts with the proposal and
occurs any time throughout the project.
Keep track of any risk which arises, as soon as you
notice it!
Encourage the project team to identify risks at any
time and plan the response to them.
Apart from the project team, external stakeholders
(incl. advisory groups) may assist in identifying risks.
You may also want to have a look at similar projects.
Quantification of risks includes identification of
their probability as well as impact (e.g. in a 3- or 5-
level scale)
Pay particular attention to risks with both high
probability and impact.
39. Risk
Management
in EU Projects
(3/3)
The formal tool for keeping track of risks is the Risk
Register.This normally includes:
Description of the risks
Risk impact
Risk probability
WBS element (WP/Task) affected
Current status
Mitigation plan (what to do to minimize either the
probability or impact of the risk)
Contingency plan (what to do if the risk
materializes)
Risk owner (partner responsible to manage this
risk)
Risks must be controlled and the Risk Register
needs to be updated at minimum at predefined
intervals (e.g. during plenary meetings)
42. Procurement
Management
in EU projects
In EU projects, procurements are usually managed
by the partners individually, rather than centrally.
However, planning is necessary, at least for critical
equipment or services needed by the project.
Identify early enough, plan and schedule critical
procurements for the project! Avoid problems in the
project schedule caused by procurement delays.
Discover project needs which cannot be covered by
the consortium. Conduct a “make-or-buy” analysis
where appropriate.
Have in mind that procurement procedures might
take long for certain partners (e.g. public bodies,
which may require a formal bidding process).Also
take into account long lead times for certain
products/services.
Encourage partners to perform a thorough market
research and look for the best value for money.
Inappropriate procurements may be challenged
during the EC review. Also, make sure the items
purchased are appropriate for the project and also
aligned with the state-of-the-art.
45. Stakeholder
Management
in EU Projects
(1/2)
Stakeholder identification – a “stakeholder” is
someone (individual, group or organization) who is
influenced by the project and/or has any interest in
the project.
Internal stakeholders: project team members (yes,
they are also stakeholders!!)
External stakeholders: project officer, evaluators,
potential customers/ end users, affiliates, advisors,
human participants, other projects etc.
Work closely with the partners to identify external
stakeholders which might influence (positively or
negative) the project.This is particularly important for
large ambitious projects, which include large-scale
evaluations or demo campaigns, involving a lot of
personnel.
Select the strategy to follow for each stakeholder:
“Monitor”, “Keep Informed” , “KeepSatisfied” or
“ManageClosely”
In complex projects, it might be relevant also to have
a Stakeholder Register.
The project officer is probably the most important
stakeholder to be managed!
46. Stakeholder
Management
in EU Projects
(2/2)
Managing Stakeholders is about communicating
and working with them to meet their needs and
expectations.The aim is to increase support and
minimize resistance.
Communicate, communicate, communicate!
Interact with key stakeholders as closely as possible.
Make them clearly understand the project goals and
benefits.
Listen to their expectations.
Understand (and address) their concerns.
The above are of utmost importance for the project
officer and the evaluators!Work closely with the PO
from the beginning of the project. Make him/her a
part of the project and know what he/she expects
from it.
