Applying formal Project Management processes to EU-funded R&D projects
- 1. Applyingformal ProjectManagement processes toEU-funded R&Dprojects Dr. Georgios Gardikis, PhD, PMP, SMIEEE R&D Manager, Space Hellas S.A.
- 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”
- 4. Integration Management is about coordinating all project management and execution activities and processes
- 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.
- 9. Scope Management is about making sure that the project includes all the activities required (and only these) in order to fulfil its objectives.
- 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!
- 14. Time Management includes all the tasks necessary to manage the timely completion of the project.
- 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.
- 18. Cost Management is about planning, estimating and controlling costs so that the project can be completed with the approved budget.
- 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.
- 22. Quality management includes the definition of policies, objectives and responsibilities so that the project will satisfy the needs for which it was undertaken.
- 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.
- 26. Human Resource Management includes the processes that organize, manage and lead the project team.
- 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!
- 31. Communications Management aims to ensure the timely and appropriate collection, distribution and monitoring of project-related information.
- 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!
- 35. Risk Management includes the identification, analysis and response planning of project risks.
- 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)
- 40. Procurement Management includes the tasks for acquiring products and services from outside the project team.
- 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.
- 43. Stakeholder Management includes processes required to identify stakeholders, engage them in the project and manage their expectations as well their impact.
- 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.