This project has received funding from Horizon 2020, European Union’s Framework Programme for Research and Innovation, under grant agreement No. 653355 Deliverable D1.1 Project Management Manual Work Package 1 - Project Management FORENSOR Project Grant Agreement No. 653355 Call H2020-FCT-2014-2015 “Fight against Crime and terrorism” Topic FCT-05-2014 “Law enforcement capabilities topic 1: Develop novel monitoring systems and miniaturised sensors that improve Law Enforcement Agencies' evidence- gathering abilities” Start date of the project: 1 September 2015 Duration of the project: 36 months
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This project has received funding from Horizon 2020, European Union’s
Framework Programme for Research and Innovation, under grant agreement
No. 653355
Deliverable D1.1 Project Management Manual
Work Package 1 - Project Management
FORENSOR Project
Grant Agreement No. 653355
Call H2020-FCT-2014-2015 “Fight against Crime and terrorism”
8 ALMAVIVA - THE ITALIAN INNOVATION COMPANY SPA ALMAVIVA IT
9 VISIONWARE-SISTEMAS DE INFORMACAO SA VISIONWARE PT
10 VALENCIA LOCAL POLICE PLV ES
11 POLÍCIA JUDICIÁRIA (MINISTÉRIO DA JUSTIÇA) MJ PT
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Document Information
Project short name and number FORENSOR (653355)
Work package WP1
Number D1.1
Title Project Management Manual
Responsible beneficiary JCP
Involved beneficiaries JCP, CERTH, SYN
Type1 R
Dissemination level2 PU
Contractual date of delivery 30.09.2015
Last update 30.09.2015
1 Types. R: Document, report (excluding the periodic and final reports); DEM: Demonstrator, pilot, prototype, plan designs; DEC: Websites, patents filing, press & media actions, videos, etc.; OTHER: Software, technical diagram, etc. 2 Dissemination levels. PU: Public, fully open, e.g. web; CO: Confidential, restricted under conditions set out in Model Grant Agreement; CI: Classified, information as referred to in Commission Decision 2001/844/EC.
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Document History
Version Date Status Authors,
Reviewers Description
v 0.1 11.09.2015 Draft JCP-C Initial version, definition of a structure
v 0.2 18.09.2015 Draft JCP-C Sections 2 and 4 created
v 0.3 23.09.2015 Draft JCP-C Section 3 and 5 created
v 0.4 25.09.2015 Draft JCP-C Sections 4 and 7 created
Clear hierarchy is introduced for fulfilling the project goals:
The General Assembly, being ultimate decision body of the project, approves project
budget and general annual objectives; it is chaired by the Project Coordinator. All GA
members and their contact details are mentioned in Annex I.
The Project Steering Committee (PSC) establishes the main lines of the project; it is
chaired by the Project Coordinator. All PSC members and their contact details are
mentioned in Annex I.
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The Project Management Committee is the executive body of the project (under the
guidance of the Project Steering Committee); it is chaired by the Project Technical
Leader. PMC is composed of the Coordinator, WP1 leader, the seven technical (WP2-
WP8) WP Leaders, Quality Manager, IPR Manager, Risks Manager, Business
Development Manager and Security Officer (see section 2.1.3)
The WP technical groups ensure day-to-day WP work; each group is chaired by the
respective WP Leader. List of WP leaders and their contact details can be found in Annex
I.
2.1.3 Main management roles
Particular persons are responsible for administrative, financial, technical, business-related,
ethical, IPR, quality and risk management aspects. Sub-chapters below are describing people
responsible for those aspects – Consortium Partners are expected to communicate to those
people in case of issues in mentioned aspects.
2.1.3.1 Project Coordinator
The Project Coordinator is Dr. Petros Daras (CERTH). His major tasks are:
Financial coordination of the project and distribution of EC’s payments to partners,
Chairing the General Assembly,
Chairing the PSC,
Confirmation and approval of periodic reports for the Commission,
Representative of consortium to events.
All questions of administrative, organizational or financial matter should be addressed to Project Coordinator and Project Office (see 2.1.3.3).
2.1.3.2 Project Technical Manager
Project Technical Manager is Dr. Petros Daras (CERTH). Project Technical Manager has the
following responsibilities:
Supervision of the overall technical progress of the project,
Chair of External Advisory Board,
Technical relationship and coordination with other relevant R&D projects,
Consolidation of the technical reports,
Follow-up and coordination of all technical work-packages,
Project Technical Manager should be normally involved in ongoing technical discussions and should be informed on deviations from plan or any project technical risks.
2.1.3.3 Project Office
Project Office acts as daily project management instrument and support to Project Coordinator in administrative, reporting, organizational and managerial activities (excl. financial). Project Office representative is Roman Kaurson (JCP-C).
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2.1.3.4 Business Development Manager (BDM)
The obligation of BDM is to coordinate the work related to business aspects and market
proximity. Business Development Manager will ensure proper outputs during product/process
conceptualizations at project milestones, follow up on market analysis and development of
business models/monetization schemes, and report to GA. FORENSOR BDM is Stefania Di Serio
(Almaviva).
2.1.3.5 Project Security Officer and Security Advisory Board
FORENSOR Security Officer is Mr. Lazaros Gymnopoulos (CERTH). His major task is to follow the
information and knowledge generated from FORENSOR project and to warn the Project
Coordinator and the Steering Committee on appearance of sensitive information that might be
subject to limitations in dissemination. This assumes review of the deliverables, publications,
and other dissemination material, ensuring that no sensitive information will be disclosed.
Security Officer chairs the Security Advisory Board, which members are:
Prof. Paul De Hert (VUB)
Mr Ángel Albendín (PLV)
Carlos Farinha (PJP)
João Carreira (PJP)
The major roles of the Security Advisory Board will be to contribute to the definition of the data
management plan (D1.4) and to the monitoring of FORENSOR security challenges. Moreover,
they will have to review the deliverables, publications, and other dissemination material,
ensuring that no sensitive information will be disclosed. The Security Advisory Board will take
particular care in assessing the sensitivity of the following deliverables before any publication:
D1.4; D3.1; D6.2; D6.5; D7.5; D8.3; D8.4.
2.1.3.6 Ethical Manager
FORENSOR has included expert on fundamental rights, legal and ethical aspects into its
Consortium and will pay full attention to all and any arising legal, ethical and societal aspects
regarding development, installation and use of FORENSOR sensors by LEA. The Ethical Manager
is Dariusz Kloza (VUB).
2.1.3.7 IPR Manager
FORENSOR IPR Manager is Dr Giulio Ulrini (STM). IPR Manager assesses all IPR relevant
information that was brought in the project or was developed within the project. IPR Manager
gives recommendations to the GA on the handling of the assessed IPR issues. In his tasks, the
IPR Manager may request the assistance of experts with IPR background recruited from the
consortium partners.
2.1.3.8 Quality manager and Risk Manager
Quality manager is Dr Nicholas Vretos (CERTH) and project risk manager is Roman Kaurson (JCP-
C). Those two roles are extensively described in Deliverable D1.2 [2], where main principles of
quality management are described.
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2.1.4 Conflict resolution
Hierarchy described in 2.1.2 should be followed for resolutions of potential problems:
When a conflict occurs in a WP technical group, WP leader seeks for the consensus to solve the problem. If the problem cannot be solved it is escalated to the Project Management Committee: the WPL prepares a description of the problem and its possible solutions.
If consensus cannot be reached within the PMC, the Technical Project Manager escalates it to the Steering Committee, using the same process as described above.
If the problem cannot be solved by consensus, the steering committee escalates it to GA and a vote occurs, requiring a simple majority. Extraordinary GA meetings can be organized.
Figure 2 – Conflict resolution principle in FORENSOR
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3. INFORMATION AND DOCUMENTATION MANAGEMENT
3.1 Document repository At the time of writing this deliverable (September 2015) fully secured document repository,
solely dedicated to FORENSOR, is being set up by the Partner PLV. All necessary documentation
is currently stored in the Dropbox-like cloud platform, until fully customized and functional
solution is launched.
3.2 Mailing lists Two mailing lists are organized for handling administrative and technical questions arising in the
4.1 Creation of Detailed Task Workplan (DTW) Every starting task begins with producing a Detailed Task Workplan (DTW) – internal document,
intended to decrease a risk of different understanding of task by involved partner. DTW
template should contain at least following chapters:
Partners MM allocation;
Objectives and description of task;
Identification of sub-tasks;
Risks and/or issues;
Requests for contribution;
Contribution of this task to the deliverable(s) it feeds;
Table of Contents (at least initial) of this deliverable.
Task leader is responsible for producing DTW and distribution of it among Partners. The
template of DTW can be found in Annex II.
4.2 Producing a deliverable 4.2.1 Initial table of contents
It is important to define at least initial table of contents for deliverable as early as possible.
Table of contents for deliverable should be included in the DTW described above.
4.2.2 Timeline for deliverable production, deliverable review, approval and
submission Detailed timeline of deliverable production, along with series of deadlines is described in the
section “Deliverables Review and Approval Procedure” of Deliverable D1.2. Here the typical
schedule with respective deadlines is reminded.
Table 1: Deliverables review and approval procedure.
Step When3 Who What
#1 42 (6
weeks) Document
Editor
Submits Table of Contents (ToC), sections contents in bullet form with brief explanation, and writing allocation (who is writing each section) for the deliverable.
#2 39 WPL, PTM, PSC, PMC
Provide comments/ feedback.
#3 21 (3
weeks) Document
Editor Submits final draft of the deliverable (to the Quality Manager, PSC, and PMC).
#4 20 Quality
Manager Sends final draft of the deliverable to the Internal Reviewers.
#5 14 (2
weeks) Internal
Reviewers Provide comments/ feedback.
#6 7 (1
week) Document
Editor Submits final version of the deliverable (to the Project Coordinator).
3 This column shows the days before the contractual delivery date.
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#7 1 Project
Coordinator Approves and uploads the deliverable to the EC services.
4.3 Reporting an issue, a risk or a problem Once discovered and issue, a risk or a problem of technical nature, every Partner should
immediately inform the Project Technical Manager the Project Coordinator, and the Risk
Manager (see 2.1.3) in written form. The report should contain at least following points:
Description of the problem;
Description of the proposed solution;
Estimated impact:
o Impact on technical performance;
o Impact on project schedule;
o Impact on project budget;
o Impact on work of other partners.
For all non-technical issues, Coordinator and Project Office shall be informed.
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5. MEETINGS
5.1 Physical meetings Both internal and external meetings are possible during timeline of the project. For planning of
travels and accommodation, usual contractual conditions and principles of economy shall be
applied.
5.1.1 Internal meetings
The partners agree to meet 2 to 3 days every 3-4 months in joint consortium meetings (plenary
meetings) or special technical workshops (e.g. use cases, integration, test, or solving special
issues), whereas more frequent meetings can be organized in the beginning of the project, when
a degree of uncertainty in technical questions and end-users (LEAs) exists. P2P meeting between
partners working on particular topic are possible as well (subject of Coordinator approval).
Whenever the project coordinator considers that there is a crisis situation that cannot be solved
with off-line (email communications) or Phone calls, he may call for an extraordinary meeting.
During plenary meetings, meetings of the various bodies might take place but at minimum WP
Technical Groups meetings should take place.
5.1.2 External meetings
Several types of external meetings could be organized as well, e.g.:
Project dissemination events;
Meeting with External Advisory Board.
Furthermore, Project periodic meetings shall be organized in the end of each period and after
project end. Normally, at least WP Leaders shall attend review meetings, however general rule is
that during review meeting Consortium shall be able to answer all questions related to work
performed during considered period. Thus, Coordinator may call for specific Partner to attend
the review meeting.
5.2 Phone conferences (internal) Phone conferences can be organized any time. Partners shall send their requests for
organization of phone conference to Project Office.
GA meetings are usually organized via phone. A GA meeting shall be organized at least once a
year, or upon request.
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6. REPORTING
6.1 Internal reporting It is of internal use and should help to detect early issues.
Every partner introduces by the end of the quarter the PM resources spent and a short description of work achieved, using template distributed by the Project Office. It should describe the technical and management project work done and effective time spent on the project.
It also contains a short table in which the partners should mention any potential risks that could come up during the project work. The table should be updated each time a new risk arises or an old risk has been solved.
It is due at least 2 weeks after the beginning of the next quarter.
Technical part of periodic report shall be submitted in the end of each period – during 60 days after formal end of each period. WP Leaders are responsible for producing periodic report, with the contributions of Task Leaders where necessary. The report is organized and compiled by Project Office using EC template; the Coordinator shall review, sign and submit the periodic report to the EC.
6.2.1.2 Financial reporting Financial reporting is the sole responsibility of each Partner and shall be done during 60 days after the formal end of each period. Financial reporting in the end of each period shall be done via NEF functionality of the Participant Portal4 of EC.
6.2.2 Final report
In addition to the periodic report, the consortium shall submit a final report to the Commission within 60 days after the end of the project. The report shall comprise:
a final publishable summary report covering results, conclusions and socio-economic impact of the project;
a report covering the wider societal implications of the project, including gender equality actions, ethical issues, efforts to involve other actors and spread awareness as well as the plan for the use and dissemination of foreground.
6.2.3 Yearly reports
In addition to the contractual periodic and final reports, the Coordinator will submit to the Commission supplementary yearly reports.
The yearly Report should be limited to 3 sections:
The key results achieved by the project during the past year. WPL is responsible for writing that section;
The activity performed by partners (responsibility of each Partner) – internal report precedes that;
Report on the spending of resources (financial expenditures and manpower spending).
7. IPR PROTECTION AND DISSEMINATION The Data Management Plan (D1.4) due M3 will incorporate all rules and guidelines concerning
the management of IPR, both background and foreground. Below are few main principles, which
should be stated in the early beginning of the project.
7.1 Main principles of IPR protection
7.1.1 Access Rights to Background and Foreground IP
In order to ensure smooth execution of the project, the project partners agree to grant royalty-free access to Background and Foreground IP for the execution of the project. Therefore, all project partners have determined in CA [1] any Background IP they are willing to submit to the project within the CA before the project has started.
7.1.2 IP Ownership
Foreground IP shall be owned by the project partner carrying out the work leading to such. If
any Foreground IP is created jointly by at least two project partners and it is not possible to
distinguish between the contributions of each of the project partners, such work will be jointly
owned by the contributing project partners. The same shall apply if, in the course of carrying out
work on the project, an invention is made having two or more parties contributing to it, and it is
not possible to separate the individual contributions. Any such joint inventions and all related
patent applications and patents shall be jointly owned by the contributing parties. Further
details concerning the exposure to jointly owned Foreground IP, joint inventions and joint
patent applications are addressed in the CA.
7.2 Dissemination of project results and security clearance FORENSOR consortium endeavours to offer open access to its scientific results reported in
publications. However, due to FORENSOR nature as security project, no information will be
published before a Security Clearance is granted by the Project Coordinator, project security
specialists and PO.
7.3 Main dissemination principles Apart from security clearance, following rules should be applied:
When the expenses related to dissemination (e.g. travelling to conference to present a
paper) are claimed during FORENSOR cost claims, the project has to be officially
mentioned and this has to be proven by official documentation/contribution;
The conference/presentation/contribution documentation has to be uploaded on the
FORENSOR repository;
When the event takes place outside the EC, permission from the Project Officer has to