Instructions
This chapter asks you to describe the organisational structure and the decision-making of the project. The more partners you have, the more important it is that decisions made are fair to all partners and all partners have a say in the decision making process. Therefore you should also explain why the procedures you set out are relevant to the size and complexity of the project.
You must include a figure/graph that describes the decision making processes.
Important thing to include is the innovation management. Describe how effective innovation management will be addressed in the management structure and work plan. Refer to an innovation manager, and the processes put in place to ensure that IPR issues are handled with due dilligence. Include a reference to the Work Package where Innovation Management is done.
As a definition: Innovation management is a process which requires an understanding of both market and technical problems, with a goal of successfully implementing appropriate creative ideas. A new or improved product, service or process is its typical output. It also allows a consortium to respond to an external or internal opportunity or threat.
In this chapter also include the Risk Table and Milestones table that are handled in separate articles.
Example
This is a longer example that handles all the separate points (bolded) a consortium management process requires.
The management structure of WIDGET is designed to be effective and flexible with respect to management issues arising from the technical, scientific and exploitation goals of the project.
The highest decision-making body in the project will be General Assembly, comprised of one voting representative from each of the partners in the Consortium and chaired by the Coordinator, and meeting biannually.
Additional meetings or video conferences will be held as necessary. The role of General Assembly, as well as all other Consortium Bodies, will be described in more detail in the Consortium Agreement. The General Assembly will be responsible for:
- Management of the Consortium Agreement
- Proposals for changes in the Annex 1 of Grant agreement (to be agreed by EC)
- Management of changes or conflicts related to the budget and financial allocation to partners
- Management of changes or conflicts related to the project activities, including IPR
- Evolution of the Consortium (Entry of a new Party to the Consortium and the conditions of accession; Withdrawal of a Party from the Consortium and the modalities); Identification of a Defaulting Party; Corrective measures; Termination of its participation; Proposal for a change of the Coordinator; Suspension of all or part of the Project; and Termination of the project)
Project Coordinator (PC) shall be the intermediary between the Parties and the EC and shall perform all the actions defined in Grant Agreement and the tasks described in the Consortium Agreement. The coordinator is responsible for the overall project coordination, including:
- Acting as an intermediary for all communications between EC and partners
- Monitoring that the action is implemented according to the action rules
- Ensuring that all deliverable and milestones are achieved in a timely fashion.
- The coordination of actors and activities involved in the project
- Active Communication with partner and stakeholders involved.
- The overall administrative and financial management of the project.
- Overseeing the technical implementation of the project.
- Coordination with stakeholders and partner for the successful completion of tasks
Work Package Leaders (WPL) will be responsible for the scientific and technical coordination of their respective WP, including the coordination of the workflow between their WP and the others. They will arrange for the timely execution and submission of the deliverables to assure the attainment of the goals of each WP. WPLs will meet or have teleconferences every second month and when necessary.
Monitoring Project Progress, Quality and Reporting: The WPLs will monitor the status and quality of the deliverables and milestones of their respective work packages. They will report to the PC regularly (at least on a 6-monthly basis) and on the occasion of the regular GA meetings. In turn, the PC will be responsible for the elaboration, quality, assessment and submission of reports and will make sure that the partners are informed about the requirements of the European Commission. The consortium foresees one (1) organization meeting at the beginning of the project, and a General Assembly at every six months, having seven (7) Consortium-wide meetings planned. Extraordinary meetings will be called when necessary.
Internal communication: The main management tools to control the progress of the project according to the plan are meetings, teleconference calls, continuous e-mail communication between partners, as well as an intranet for storing documents and sharing information.
Decision Making: The detailed rules for decision making and conflict resolution will be laid down in the Consortium Agreement. This will include the rights and responsibilities of the different consortium bodies, the voting rules and the scope of the consortium bodies’ decision-making power. The basic decision-making mechanism in this project can be summarized as follows. Each Consortium Body shall not deliberate and decide validly unless two-thirds (2/3) of its Members are present or represented (quorum). If the quorum is not reached, the chairperson of the Consortium Body shall convene another ordinary meeting within 15 calendar days. If in this meeting the quorum is not reached once more, the chairperson shall convene an extraordinary meeting which shall be entitled to decide even if less than the quorum of Members are present or represented.
Each Member of a Consortium Body present or represented in the meeting shall have one vote (defaulting Parties may not vote). Decisions shall be taken by a majority of two-thirds (2/3) of the votes cast. A Member which can show that its own work, time for performance, costs, liabilities, intellectual property rights or other legitimate interests would be severely affected by a decision of a Consortium Body may exercise a veto with respect to the corresponding decision or relevant part of the decision. When the decision is foreseen on the original agenda, a Member may veto such a decision during the meeting only. When a decision has been taken on a new item added to the agenda before or during the meeting, a Member may veto such decision during the meeting and within 15 calendar days after the draft minutes of the meeting are sent.
Risk management: The potential technical risks arising in the project are described in detail in the risk table 3.2b. To avoid any potential risks to cause delays in the project deliverables a careful risk management needs to be maintained. All technical risks will be monitored by the WP leaders, who will inform PC as soon as they become aware of any risk realizing or any new risks appearing. PC will oversee the following of risk contingency plan and the plan is updated to reflect the change after risk – a follow up review on the risks and mitigation methods utilised will be done at each GA meeting.
Conflict Resolution: Conflicts will be resolved at the lowest level possible, and preferably amicably. If an agreement cannot be reached at a WP level, then the Project Coordinator will mediate. If that is not satisfactory, then the General Assembly will take a decision, and if necessary will ask for the authorization of the EC representative. Procedures on conflict resolution will be included in the Consortium Agreement to be signed by the partners before the start of the project.
Ensuring openness: The agenda of meeting will be distributed in advance to all partners, and the minutes will be distributed to them promptly afterwards. All partners of the Project have the right to raise issues for the consideration of the GA or Consortium body meetings, joining the discussion in person if the matter is of a serious or complex nature.
Consortium Agreement: The Consortium Agreement will be based on the new DESCA 2020 model contract. It will cover all legal aspects of the consortium, including stipulations regarding IPR. A draft version will be prepared by the Coordinator upon selection of the project proposal and presented to all partners for revision by the legal departments. Upon negotiation, the Consortium Agreement needs to be signed by all partners before EC Grant Agreement contract comes into force.
Innovation Management and Innovation manager (IM): Innovation potential of WIDGET project results are continuously assessed throughout the project according to the innovation management plan developed in Task 6.2. This plan bases on the initially identified list of innovation potential, presented in Chapter 1. It is foreseen that the project will develop at minimum six (6) new innovations related to IoT, manufacturing processes, and . This list is updated by the innovation manager in case new results emerge, or listed results prove unfeasible during development and testing. Assigned innovation manager is responsible for the innovation management to ensure that all identified results are evaluated for possible protection and commercialization by the innovating partner. The responsibilities of Innovation Manager also include:
- Understand the market needs and opportunities
- Be responsible for the overall strategic approach
- Continually monitor the market, IP and technology landscapes
- Steer the development plan of the project to meet the project objectives and market needs
- Ensure the project’s foundations and management processes and structures for innovation are working efficiently. This includes the oversight that intellectual rights of the artists are respected
The partners will review all new process technologies developed by them, basing on their internal innovation management processes. The results are assessed by their suitability for patent filing or other ways for IPR protection. Any novel ideas related to the project work and results will be reported to the Innovation Manager who will, together with the responsible innovators, find out about the needs and possibilities for IP protection and further exploitation of those to allow for full commercialization of results. The ideas to be protected and exploited will then be discussed during the next General Assembly meeting, and the General Assembly will make the final decisions on the related activities. Innovation manager, together with the Coordinator, will also act as arbitrator of consortium-internal disputes. The arbitration methods and IP rights will be fully laid out before the project work starts in the Consortium Agreement that will base on the DESCA model and fair, reasonable, and non-discriminatory (FRAND) terms for exploitation of project results and royalty-free for implementation of the project.