ceitec_PPT_podklad_uvod logo+napis_cz OPVaVpI_loga-eu_pos_H partner_logo_2 PREFEKT & CEITEC PhD school Preparing International Grant Applications I. •Zlatuše Novotná, Veronika Mikitová, Renata Padrtová, Ladislav Čoček, Zdenka Žampachová, Daria Kucharova •Grant Office CEITEC MU •Brno, 15th April 2016 CEITEC_logo_pos ‹#› Content §Project Management – Introduction §Proposal structure and evaluation criteria §1 – Excellence §Aim and objectives §Background and significance §Preliminary studies §Research design §2 – Impact §3 – Implementation §Work plan §Project management §Budget §Running the Project on Day-to-Day Basis ZNo: short intro to H2020 – myths about international projects bureaucracy – comparison to MEYS – NF, SF, changes confirmed by e-mail, justifying scientific results and excellence, not every 2CZK in expenses, technological and scientific challenges, not bureaucratic ones / 1 slide CEITEC_logo_pos ‹#› Scientific Career Path •16 CEITEC_logo_pos ‹#› Project management – Introduction • Jakub CEITEC_logo_pos ‹#› What is a Project? D:\Obrázky\Project management\soap making.jpg ZNo CEITEC_logo_pos ‹#› §…a temporary endeavour undertaken to create a unique product, service or result. §Temporary = it has a defined beginning and end in time, and therefore defined scope and resources. §Unique = a planned piece of work that has a specific purpose (such as to find information or to make something new) §Project vs. Operations § Project is… CEITEC_logo_pos ‹#› Project Management is… §… the application of knowledge, skills and techniques to execute projects effectively and efficiently. §Projects must be expertly managed to deliver on-time, on-budget results § § ZNo Project definition A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources. And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. So a project team often includes people who don’t usually work together – sometimes from different organizations and across multiple geographies. The development of software for an improved business process, the construction of a building or bridge, the relief effort after a natural disaster, the expansion of sales into a new geographic market — all are projects. And all must be expertly managed to deliver the on-time, on-budget results, learning and integration that organizations need. Project management, then, is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It’s a strategic competency for organizations, enabling them to tie project results to business goals — and thus, better compete in their markets. Answering the question using strategies of: the institution, the Research Programme and the Research Group, your career development plan having an idea: why, what, when, for how much …; 5 key questions; strategy of centre, group; relation to European strategy / 1 slide; JZe CEITEC_logo_pos ‹#› Project Manager is… §… the person assigned by the performing organization to lead the team that is responsible for achieving project objectives § §Knowledge §Performance §Personal approach CEITEC_logo_pos ‹#› Reasons to start a project §Market demand §Strategic opportunity /business need §Social need §Environmental considerations §Customer request §Technological advantage §Legal requirement §… What about in academia and R&D? § ZNo Project definition A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources. And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. So a project team often includes people who don’t usually work together – sometimes from different organizations and across multiple geographies. The development of software for an improved business process, the construction of a building or bridge, the relief effort after a natural disaster, the expansion of sales into a new geographic market — all are projects. And all must be expertly managed to deliver the on-time, on-budget results, learning and integration that organizations need. Project management, then, is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It’s a strategic competency for organizations, enabling them to tie project results to business goals — and thus, better compete in their markets. Answering the question using strategies of: the institution, the Research Programme and the Research Group, your career development plan having an idea: why, what, when, for how much …; 5 key questions; strategy of centre, group; relation to European strategy / 1 slide; JZe CEITEC_logo_pos ‹#› 7 Project constraints §Budget §Scope §Schedule §Quality §Resources §Risk §Customer satisfaction (?) http://www.pdu4pm.com/pmpblog/wp-content/uploads/2013/06/you-need-a-project-manager.png CEITEC_logo_pos ‹#› Triple constraint 1.Add time 2.Limit scope 3.Put more money COST (budget) •Priorities? CEITEC_logo_pos ‹#› Time management §Understand the importance of basic project planning §Develop scheduling skills § Learn how to use several basic tools: §WBS (Work breakdown structure) §Resource allocation §Gantt charts CEITEC_logo_pos ‹#› • •Projects have finite duration. • • Managing a project requires awareness of 2 time frames: 1.The amount of effort a task will take (in time), e.g., 3 hours to write a report or 2 hours to cook lunch 2.The time span over which the activity will occur, e.g., the report will be done within a week, dinner will be ready at 6 o´clock •Time management principles • •„Time is terrible resource to waste. And it is the most valuable resource in a project.“ • CEITEC_logo_pos ‹#› Project team §Dedicated §Part-time §Project team §Project sponsor §Project management team §Project manager §User or customer representatives §Subcontractors and suppliers §Partners Project team Project management team Project Manager Stakeholders CEITEC_logo_pos ‹#› Project Stakeholders §… are people/organizations influenced or involved in the project. §Key points §Who they are? §What interests they have? §How shall we deal with this? Stakeholders CEITEC_logo_pos ‹#› Sponsor role §… is customer (= grant provider) or member of senior management §Provides financial resources for the project §Appoints Project Manager §Gathers support for the project, protects project §Determines priorities §Approves changes §Accepts deliverables CEITEC_logo_pos ‹#› Project Manager role §Leads the team and is responsible for achieving project objectives §Helps write the project / the grant proposal §Influences project team and atmosphere §Manages interactions with key stakeholders §Leads planning the project §Manages project team §Monitors project work and proposes changes §Performs closing activities §Is proactive, has authority and accountability CEITEC_logo_pos ‹#› Project team role §Project team completes the work of the project §Helps identify requirements, constraints and assumptions §Participates in activity planning and provides estimates §Does the work according to plan §Participates in meetings §Raises change request CEITEC_logo_pos ‹#› Proposal Structure and Evaluation Criteria • Jakub CEITEC_logo_pos ‹#› Schránka 01 Horizon 2020 CEITEC_logo_pos ‹#› Eligibility check §To be considered admissible, a proposal must be: §submitted in the Electronic Submission System before the deadline given in the call conditions; §readable, accessible and printable. §Incomplete proposals may be considered inadmissible. This includes the requested administrative data, the proposal description, and any supporting documents specified in the call. CEITEC_logo_pos ‹#› Evaluation – Process §Forms of evaluation – remote or in-situ (in Brussels). In situ usually takes a week without the opportunity to contact the applicants, this usually covers both individual evaluation and consensus meeting; remote evaluation is usually individual, with consensus meeting later on in Brussels; sometimes, a hearing/interview is part of the evaluation (typically ERC) §Evaluation process – starts with a briefing from EC (call objectives, work programme, call text, interpretation of evaluation criteria; „calibrating“ evaluators to minimize the risk of inconsistent evaluation) §Individual part – at least 3 evaluator individually reviewing the same project, completing Individual Assessment Report (IAR), verbal and numerical scoring for each criterion §Consensus meeting – all the 3 evaluators meet together and discuss the project jointly (ca. 0,5-1 h); the goal is to find consensus on verbal and numerical scoring of the project (not average, but consensus); in the end, one of the evaluators writes common position – Evaluation Summary Report (ESR) §Moderator = EC representative – takes care of administration (appointing projects, gathering IAR), moderation of consensus meeting, control of evaluation quality (corelation between numerical scores and verbal comments), aims for consistency of „calibration“ of the three evaluators CEITEC_logo_pos ‹#› Evaluation – Criteria Criteria may slightly vary according to type of action. Excellence (50%) The following aspects will be taken into account, to the extent that the proposed work corresponds to the topic description in the work programme. Impact (30%) The extent to which the outputs of the project should contribute at the European and/or International level to: Quality and efficiency of the implementation (20%) The following aspects will be taken into account: Clarity and pertinence of the objectives; Credibility of the proposed approach; Soundness of the concept, including trans-disciplinary considerations, where relevant; Extent that proposed work is ambitious, has innovation potential, and is beyond the state of the art (e.g. groundbreaking objectives, novel concepts and approaches). The expected impacts listed in the work programme under the relevant topic; Enhancing innovation capacity and integration of new knowledge; Strengthening the competitiveness and growth of companies by developing innovations meeting the needs of European and global markets; and, where relevant, by delivering such innovations to the markets; Any other environmental and socially important impacts (not already covered above); Effectiveness of the proposed measures to exploit and disseminate the project results (including management of IPR), to communicate the project, and to manage research data where relevant. Coherence and effectiveness of the work plan, including appropriateness of the allocation of tasks and resources; Complementarity of the participants within the consortium (when relevant); Appropriateness of the management structures and procedures, including risk and innovation management. CEITEC_logo_pos ‹#› Evaluation – Criteria §Criteria are general, interpretation may vary according to call (it is, however, possible, to deduce the interpretation from the call text – e.g. what impact is desirable) §There are usually thresholds for the criteria (proposals not passing the threshold may not be financed) – usually 3 out of 5 for individual criteria and 10 out of 15 for the sum of scores; the criteria often have differing weights (excellence or impact the highest, according to focus on innovation) §Marie Skłodowska-Curie Actions and ERC have slightly different evaluation procedure For each criterion, your proposal will be given scores of 0 to 5 (half marks are possible), as follows: 0 The proposal fails to address the criterion or cannot be assessed due to missing or incomplete information (unless the result of an ‘obvious clerical error’) 1 — Poor The criterion is inadequately addressed or there are serious inherent weaknesses 2 — Fair The proposal addresses the criterion well but with a number of shortcomings 3 — Good The proposal addresses the criterion well but with a number of shortcomings 4 — Very good The proposal addresses the criterion very well but with a small number of shortcomings 5 — Excellent The proposal successfully addresses all relevant aspects of the criterion; any shortcomings are minor CEITEC_logo_pos ‹#› Evaluation – interpretation of criteria §Proper interpretation of evaluation criteria is the key to success! §Excellence §Originality of the idea, progress in state-of-the-art, ambition of the defined goals, work plan and its quality (logic behind the work packages) §Impact §Dissemination of results, use of results (expected impact is always specified in the text of call/work programme), impact beyond the project participants (involvement of industry/users, extension towards other countries, …) §Implementation §Management – governing structure of the project, quality of project participants and team as a whole (complementary expertise), budget (reasonably – no need to be over-modest, the key is reasoning, explanation) CEITEC_logo_pos ‹#› Proposal Structure §1 – Excellence (Scientific part) §Aim and objectives §Background and significance §Preliminary studies §Research design §2 – Impact §3 – Implementation §Work plan §Project management §Budget § CEITEC_logo_pos ‹#› 1 – Excellence (Scientific Part) • Zlata/Verča CEITEC_logo_pos ‹#› Scientific Part – Tips §Make it short and simple = transmitting your message to others. §How does it fit into the existing knowledge base? §Write on target. §Don´t make your hypothesis radical (cure of cancer…). Your hypothesis is a step up. Knowledge tends to be incremental! §Address why it is a good question. §What need does it fill for the granting agency? CEITEC_logo_pos ‹#› •29 a. Aim and objectives §Specific and concrete §Realistic and supported with your expertise §Clearly and briefly described §Justified §Quantified §Well timed and in line with defined project outcomes – linkage of objective with Project Plan (work packages) §In line with the call, i.e. with what the funding agency expects § § § § § First 1-2 pages must attract evaluator´s interest! § CEITEC_logo_pos ‹#› •30 b. Background and significance §Sketch the background leading to the proposed grant, get straight to the point §Focus and evaluate the current knowledge leading to the hypothesis §Identify the gaps in current knowledge that your hypothesis is intended to fill §State the „impact“ relevance of the proposed work §Relate this section to the aim §Include your work here showing your expertise and credibility § § § Key point where your experience and credibility § should be shown. § CEITEC_logo_pos ‹#› •31 c. Preliminary studies §Important is to have some studies performed that support your hypothesis. Not studies that have nothing to do with the hypothesis! §Crucial point to establish experience and credibility. §References can be noted here if they are DIRECTLY relevant to the hypothesis. §Think about your potential Intellectual Property (IP). Can you turn your research into a revenue stream??? § § Without asking yourself the question about IP you can lose a lot. § § CEITEC_logo_pos ‹#› •32 d. Research design 1/2 §Must correspond with the Aim and Objectives section – nothing more, nothing more complicated. §Describe the research and procedures you will use §How the data will be collected, analysed and interpreted? §If introducing new methodology describe how it will be better than the „old“ methods §Discuss potential difficulties and risks/obstacles /limitations and how they will be overcome. § (Contingency plan is often completely missing!) CEITEC_logo_pos ‹#› •33 d. Research design 2/2 §Give a sequence and timetable for the work §Describe work packages, outcomes, milestones … § Work Plan §Hazard/ dangers for personnel and how they will be overcome §Statistics that will be used §Do you need collaborators, subcontractors,…? If so document their expertise and describe their function and relation to the aim. §Ethical issues: animal and human experiments, supporting documentation accompanying the proposal. § § The golden rule is KISS – keep it simple and stupid J! § § § § CEITEC_logo_pos ‹#› •34 Example of general project design CEITEC_logo_pos ‹#› Background study on existing projects §Cordis webpages, web databases, e.g. http://www.healthcompetence.eu § CEITEC_logo_pos ‹#› •36 Consultation with the grant provider §Is your topic the right one? §What is expected from the grant provider? §Does your proposal correspond to the call description? §Do you understand the call correctly? §Information days and seminars, e-mail, phone calls, meeting in Brussels, … § § § §Consultation with the grant provider idealy before call official opening => smaller competition! CEITEC_logo_pos ‹#› 2 – Impact • Jakub CEITEC_logo_pos ‹#› Impact – what is it? §The key is answering the following questions: §The scientific/societal impacts of the results §What will be the results of the project? §What / Who are the results for – target group? §What differences they can bring about / why are the results needed? § § § § § CEITEC_logo_pos ‹#› Impact throughout the project proposal Achieving IMPACT (through re-definition of the state-of-the-.art) Finding knowledge, i.e. closing the gaps Knowing and understanding the state-of-the-art Seeing the gaps of knowledge Well-defined project aims Scientific knowledge, methodology, infrastructure, etc… Good implementation plan (good PM knowledge) JZe: We have mentioned the impact earlier as an important aspect of the project proposal and of your efforts in general…. Tady zatím nový náčrtek, komentář k tomu ještě doplním, grafiku upravím. Podstatné je předat to, že vše začíná už jejich znalostí vědy. Pokud dokážou najím mezery a způsob, jak je zacelit, tak mají o čem psát v impaktu, nemusí nic poracně vymýšlet. Zárˇoveň budou mít dobře definované cíle CEITEC_logo_pos ‹#› Impact in H2020 – evaluation § §IMPACT is one of 3 (up to 6) evaluation criteria §The role of IMPACT has increased in H2020 §„Writing“ the IMPACT must be more elaborate than it used to be in FP7 §The weight of the criteria in the collaborative H2020 projects: §SCIENCE (50%, 3/5) §IMPACT(30%, 3/5) §IMPLEMENTATION (20%, 3/5) JZe: We have mentioned the impact earlier as an important aspect of the project proposal and of your efforts in general. The impact is actualy one of the three criteria your proposal will be assessed against. It used to be the least important criterion, with the smallest weight. However, from now on, with our entering the H2020, the Impact has become the second most important criterion its weight being 30%!. There are diffeent weights in MCSA and FET. Where the impact counts%, while the science is 25-30% and 60% , respectively. / table from ncRNApain; contexts of impact / JZe will prepare slides new focus in the world of funded research: the significance of research impact – What is the project good for, what it brings in long term? (first row of logical framework matrix) always refer to expected impact in topic description use the EU terminology (quote from the Work Programme and other EU documents) impact should be included in abstract the more the scientist writes, the better CEITEC_logo_pos ‹#› Impact in example of H2020 call §SC1-PM-04–2016: Networking and optimising the use of population and patient cohorts at EU level §Specific Challenge: Population cohorts are invaluable resources to obtain detailed description of individual biological variations in connection with a variety of environmental, pathogenic, occupational, societal, and lifestyle determinants that influence the onset and evolution of diseases. Europe currently has some of the most valuable population and patient cohorts, including well annotated clinical trial cohorts. However, the lack of integration of these cohorts hampers the optimal exploitation of these resources, essential to underpin and facilitate the development of stratified and personalised medicine9. §Scope: Proposals should aim at maximizing the exploitation of cohorts by bringing together national and/or European cohorts with common scientific interests (e.g. across diseases, children, mothers, elderly, birth, gender, etc.), and by taking advantage of new technologies (e.g. ICT, social platforms, etc.) and new type of data (e.g. geographical, genetic, eHealth records, etc.). Based on those cohorts using a comprehensive integration strategy to facilitate hypothesis-driven research, data sharing, harmonisation and analysis, proposals should provide expanded resources and knowledge on health and disease determinants, onset and course of diseases (including aspects of co-morbidity and/or co-infections), clinical, public health and socio-economic research. Synergies with relevant existing European infrastructures and additional collaborations with relevant international initiatives are encouraged. Proposals should also engage with relevant international/national/regional authorities to ensure that findings are implemented and translated into health policy. §The Commission considers that proposals requesting a contribution from the EU of between EUR 8 and 10 million would allow this specific challenge to be addressed appropriately. Nonetheless, this does not preclude submission and selection of proposals requesting other amounts. §Expected Impact: Expected impacts include one of or a combination of the following point(s): 1.Make major conceptual, methodological and analytical contributions towards integrative cohorts and their efficient exploitation. 2.Contribute to providing novel information on health maintenance, onset and course of diseases, or population stratification, with a view to tailor diagnosis or to optimise prevention and treatment. 3.Provide the evidence base for the development of policy strategies for prevention, early diagnosis, therapies, health economics as well as addressing health inequalities. Wherever relevant, evidence for economic evaluation of interventions should also be included. 4.Optimise the use of population cohorts in defining/improving clinical practice and public health policy. JZe: We have mentioned the impact earlier as an important aspect of the project proposal and of your efforts in general. The impact is actualy one of the three criteria your proposal will be assessed against. It used to be the least important criterion, with the smallest weight. However, from now on, with our entering the H2020, the Impact has become the second most important criterion its weight being 30%!. There are diffeent weights in MCSA and FET. Where the impact counts%, while the science is 25-30% and 60% , respectively. / table from ncRNApain; contexts of impact / JZe will prepare slides new focus in the world of funded research: the significance of research impact – What is the project good for, what it brings in long term? (first row of logical framework matrix) always refer to expected impact in topic description use the EU terminology (quote from the Work Programme and other EU documents) impact should be included in abstract the more the scientist writes, the better CEITEC_logo_pos ‹#› Impact in H2020 – how to approach it §Consider Impact at the very beginning §Consults relevant EU and H2020 policies and documents (GO CEITEC MU) – Work Programmes, Europe2020… §Consider different dimensions of Impact §Identify and exercise your influence on the Impact JZe: / table from ncRNApain; contexts of impact / JZe will prepare slides new focus in the world of funded research: the significance of research impact – What is the project good for, what it brings in long term? (first row of logical framework matrix) always refer to expected impact in topic description use the EU terminology (quote from the Work Programme and other EU documents) impact should be included in abstract the more the scientist writes, the better CEITEC_logo_pos ‹#› Basic dimensions of IMPACT §Stakeholders §(your) scientific community (all levels of it) §Society you (might) live in and its institutions §Your funder, i.e. the aims of the grant scheme/programme §Time – immediate or short-term or long-term impact §Control / Influence § JZe: CEITEC_logo_pos ‹#› Examples – Impact JZe: / table from ncRNApain; contexts of impact / JZe will prepare slides new focus in the world of funded research: the significance of research impact – What is the project good for, what it brings in long term? (first row of logical framework matrix) always refer to expected impact in topic description use the EU terminology (quote from the Work Programme and other EU documents) impact should be included in abstract the more the scientist writes, the better CEITEC_logo_pos ‹#› Impact – measures to maximize it §Good dissemination and exploitation plan §Open Access – mandatory in H2020 §Open Data – voluntary, but we should join! §Insitituional repositories §ZENODO repository – supported by the EU, own webspace, both paper (including „ferey“ literature“ and connected data (http://zenodo.org/) § § § CEITEC_logo_pos ‹#› Example: Dissemination – communication target groups § § JZe: / table from ncRNApain; contexts of impact / JZe will prepare slides new focus in the world of funded research: the significance of research impact – What is the project good for, what it brings in long term? (first row of logical framework matrix) always refer to expected impact in topic description use the EU terminology (quote from the Work Programme and other EU documents) impact should be included in abstract the more the scientist writes, the better CEITEC_logo_pos ‹#› Example of impact scheme CEITEC_logo_pos ‹#› 3 – Implementation • Laďa CEITEC_logo_pos ‹#› Project Planning Techniques and Tools Initiation Planning & design Logical Framework Project Charter (acceptance criteria) Basic Timeframe Top-down budget estimate Appointment of management Stakeholder Analysis First assessment Quality management plan Work Breakdown Structure (WBS) List of activities Optimization of plans + definition of reserves Dependency between activities Estimates of activity duration Gantt, network analyses, critical path Estimates of costs, incl. human resources Budgeting (BOTTOM-UP) Cash-flow plan Organization Breakdown Structure (OBS) Communication strategy Communication plan, document. matrice Responsibility matrix (RACI) Estimates of resources (H)R balancing bar chart Risk analysis (RIPRAN) Risk monitoring Ukázka toho, jak složitě to lze dělat. CEITEC_logo_pos ‹#› Work Plan • Verča CEITEC_logo_pos ‹#› Project Charter Project team and stakeholders Background and motivation http://www.damondelillo.com/wp-content/uploads/2013/08/question_mark.jpg Output of the INITIATION process: Project Charter = document issued by the Project Initiator (or Project Sponsor) that formally authorizes the existence of the Project. It contains description of objectives and high-level requirements and risks. Project charter can be used to describe the project intention to potential partners (ideally after having signed the NDA) or consult the Project with the grant provider, i.e. the European Commission. CEITEC_logo_pos ‹#› Work Breakdown Structure (WBS) §WBS is a hierarchical decomposition of the total work scope on the project §Developed in planning stage (based on logical framework) §No pre-defined number of levels (usually 3-4) §Responsibility for each box can be allocated to a single person §The lowest level – Work Package §Work Package is an output, not an activity LČO The optimal tool to prepare a Work Plan well suited for EU project is the Work Breakdown Structure (WBS) diagram. The top usually based on LFM – the Aim of the project and the Work Packages below – in this stage, you need to include all the work (outputs) needed to successfully deliver the Aim. So, this is the phase where you will be adding Management and Dissemination, the support work packages. WBS is a brainstorming exercise, the core project team should gather to discuss how to breakdown the work packages into tasks, eventually go into even lower levels. The point is to be able to monitor the project progress and delivery based on the unit in WBS, therefore, it is advisable to only list activities if they can be monitored using a specific outcome – deliverable. Also, a specific person should be responsible for each of the WBS units. work Package (WP) – set of activities needed to reach a specific objective task – a specific activity for which a specific individual (partner) is responsible risks generation – what can happen with each WP CEITEC_logo_pos ‹#› Work Breakdown Structure (WBS) CEITEC_logo_pos ‹#› Work Breakdown Structure (WBS) CEITEC_logo_pos ‹#› Work packages §Work package is a set of activities required to produce a major project output (i.e. a tangible result, deliverable). It is characterized by effort and time and may cover a single task or several related tasks. § Work package No Work package title Type of activity Lead participant No Lead participant short name Person-months Start month End month WP1 Setting and activating the scene SUPP 1 JIC 9.50 1 6 WP2 State-of-Play directory and analysis SUPP 5 CBM 36.50 1 12 WP3 Mentoring and mutual learning SUPP 4 AREA 39.75 6 24 WP4 Joint Action Plan towards integration SUPP 2 MU 40.00 21 36 WP5 Dissemination & Information management SUPP 4 AREA 22.25 1 36 WP6 Project coordination and assessment MGT 1 JIC 13.50 1 36 TOTAL 161.50 effort time A workpackage is a set of activities required to produce a major project output. It is characterized by time and effort and a single person/partner is responsible for its delivery on time, with the expected costs, and in sufficient quality. CEITEC_logo_pos ‹#› Work package collaborative H2020 project Workpackage number 1 Start date or starting event Month Workpackage title Participant number Short name of participant Person/months per participant Start month End month Objectives 1. Description of work Task 1.1: Task 1.2 Deliverables: D1.1 D1.2 Milestones: M1.1 M1.2 CEITEC_logo_pos ‹#› Work packages - Example C:\DATA\Projekty\H2020\Twinning\SB\Graphics\Wps5.png Randomness has established itself as a vital building block of information processing and represents an integral ingredient for practically any aspect in the field of information processing and technology. The principal objective of this project is to establish and evaluate the role played by randomness in quantum information processing. address the main difficulties that arise through the use of randomness, in particular the following: •the use of randomness as a theoretical tool to prove existence and properties of information processing applications; •the design of novel quantum information processing applications that exploit randomness; •the design and analysis of applications that work with real-world (that is, non-uniform) randomness; •the construction of design techniques that produce high-quality randomness, both from a computational and adversarial perspective; and, finally, •the use of randomness to analyze and improve the physical processes necessary for the design quantum communication and computation devices. •The consortium (composed of 8 research teams) aims to unite the forces of EU expertise in computer science, physics and mathematics to undertake a comprehensive study of randomness and quantum information within their research portfolio. CEITEC_logo_pos ‹#› Work package - Example WP1 RNA dynamics WP2 Protein-RNA interactions WP3 Novel tools Research training Network-wide activities WP4 Training events WP5 Dissemination & Exploitation WP6 Management CEITEC_logo_pos ‹#› PERT chart §Pert chart is a network diagrame which represents interdependencies between and among work packages LČo: PERT Chart depicts relations and interdependencies between work packages. Make a nice picture. CEITEC_logo_pos ‹#› •Another example of a PERT chart CEITEC_logo_pos ‹#› Deliverable §Deliverable is a tangible or intangible result of the project to be delivered and accepted by the customer / grant provider §Deliverable differs from milestone: milestone is a measurement of progress towards an output whereas the deliverable is the result of the process §Examples: report, document, server upgrade, functional design, prototype, web portal, knowledge base, publication, business plan, kick-off meeting minutes… všichni navrhnou příklady , LČo přednáší CEITEC_logo_pos ‹#› Example: List of Deliverables Deliverable (number) Deliverable name Work package number Short name of lead participant Type Dissemination level Delivery date D1.1 Mid-term report on expert visits 1 CEITEC R PU M18 D1.2 Final report on expert visits 1 CEITEC R PU M36 D2.1 Training plan 2 UJF R PU M6 D2.2 Career development plans of jointly supervised PhD students 2 UJF R CO M9 D2.3 Mid-term training report 2 UJF R PU M18 D2.4 Final training report 2 UJF R PU M36 D3.1 Secondment plan 3 UEA R PU M6 D3.2 Mid-term secondment report 3 UEA R PU M18 D3.3 Final secondment report 3 UEA R PU M36 D4.1 Management knowledge transfer report 4 CEITEC R PU M21 D5.1 Annual report on strategic events Year 1 5 CEITEC R PU M12 D5.2 Annual report on strategic events Year 2 5 CEITEC R PU M24 D5.3 Annual report on strategic events Year 3 5 CEITEC R PU M36 D6.1 Communication, dissemination, and exploitation plan 6 UNIVIE R PU M6 D6.2 Mid-term communication, dissemination, and exploitation report 6 UNIVIE R PU M18 D6.3 Final communication, dissemination, and exploitation report 6 UNIVIE R PU M36 D7.1 List of CEITEC MU publications for the last 3 years 7 CEITEC R PU M3 D7.2 Periodic report 7 CEITEC R PU M18 D7.3 Final report 7 CEITEC R PU M36 [1] R: Document, report; DEC: Websites, patents filing, market studies, press & media actions, videos, etc.; OTHER: Software, technical diagram, etc. 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. CEITEC_logo_pos ‹#› Milestone §Milestone is a measurement of progress towards an output. It is a decision point and control gate within the work plan §Milestones are decisions influencing further progress of the project § § § key outcomes of the projects (needed for success/continuation) or decision points (result that enables us to determine what to focus on afterwards) e.g. we characterized 3 nanomaterial structures in an analytical work package, the next work package focuses on production scale-up of the one with most desirable qualities – this is a milestone, because the next work package cannot proceed without the decision being taken CEITEC_logo_pos ‹#› List of Milestones CEITEC_logo_pos ‹#› Template and example: List of Milestones CEITEC_logo_pos ‹#› Milestones - example CEITEC_logo_pos ‹#› GANTT Chart – tasks and milestones §Gantt chart is a graphical presentation of Project schedule. It describes timing of tasks and milestones. Months 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 WP1 Simulations T1.1 D T1.2 D T1.3 D WP2 T2.1 D T2.2. D T2.3 D T2.4 D WP3 T3.1 D T3.2 D T3.3 D WP4 T4.1 D T4.2 D T4.3 D T4.4 D T4.5 D WP5 T5.1 D T5.2 D WP6 T6.1 D T6.2 D T6.3 S W W S WP7 T7.1 D D D T7.2 C C C C C C C C M1 M3 M5 M2 M4 CEITEC_logo_pos ‹#› Gantt chart Macintosh HD:Users:q001zt:Desktop:Horizon 2020:APERIM:Stage 2:APERIM-GANTT.pdf CEITEC_logo_pos ‹#› GANTT Chart - examples CEITEC_logo_pos ‹#› Gantt Chart Example 70 CEITEC_logo_pos ‹#› Project management • Verča CEITEC_logo_pos ‹#› Time management principles time start goal How we think projects evolves… time start goal What the reality demonstrates Q: Is time like a sail boat or a motor boat? A: It´s more like a sail boat shifting in the wind CEITEC_logo_pos ‹#› Scheduling What do you manage? §You DO NOT manage time §You DO manage your commitments How to manage your commitments? §Have list of tasks / activities §Have list of deliverables §Have list of milestones §Have risks analysed §Sequence activities considering logical relationships among them §Estimate activities duration and add risk reserves § CEITEC_logo_pos ‹#› Planning – HR Management Plan §Roles and responsibilities §Role §Authority §Responsibility §Competency §Human Resource Plan §Project organization chart §RACI matrix PM WP Leader Task Leader WP Leader … TL TL … Work package Brno team Prague team Vienna team Sample preparation A R R Sample analyses A R C Conference organization I I A,R R – responsible A – accountable C – consulted I – informed CEITEC_logo_pos ‹#› Example CEITEC_logo_pos ‹#› Responsibility Matrix (RACI) Mom Dad Son Daughter Dinner implemented A R R R 1. Resources purchased A R - I 2. Soup cooked A R I R 3. Main course cooked A - I R 3.1 Meat roasted R A C R 3.2 Sauce prepared R A C R 3.3 Side dish cooked R A - - 4. Desert delivered C R I A 5. Dinner served A - R R R – Responsible A – Accountable (also approver or final approving authority) C – Consulted (sometimes counsel) I – Informed CEITEC_logo_pos ‹#› Acquiring & Developing Project Team §Pre-assignment §Negotiation with §Key project team members, §other project teams, §external subjects, partners, contractors, suppliers,… § based on multiple criteria like §availability, cost, experience, ability, knowledge, skills, attitude, international factors,… §Considering virtual teams CEITEC_logo_pos ‹#› Budget • Verča CEITEC_logo_pos ‹#› Preliminary issues to be considered §ELIGIBILITY §Are you eligible? Make sure your research can be funded by the funder in the extent you expect §Funder can be supporting only: §Certain kinds of research (basic, applied, …) §…or fields of sciences §…or defined target groups (experienced researchers, woman, (new) EU-member countries researchers, …) §Specified types of organizations (SMEs, NGOs, …) §APPROPRIATENESS §Is your research in line with funder’s intention? §Are the expected impacts of your research of any interest to the funder? Jze Make sure your research CAN be funded by the funder at all -The point one referes to the seemingly obvious things – identification of approapriate grant scheme. The funder may not be funding particular filed of scientific research, or supports only specific kinds of research (basic, applied, translational .- clinical studies, development, etc.), specified types of organisations, or researchers of certain gender, age, or nationality, located in specific „geopolitical“ areas, etc. CEITEC_logo_pos ‹#› Practical issues to be considered §RESEARCH COSTS (RC) – the costs you need to implement your project §Are your estimated research costs (RC) within what the funder can provide? §What is the structure of your RC? §Are all of the RC categories eligible fundable/eligible for funding? §Do you need to budget indirect costs (overheads) and if so, are these eligible costs? §Are there any other limitations regarding eligibility of the RC? Jze Make sure your research CAN be funded by the funder at all -The point one referes to the seemingly obvious things – identification of approapriate grant scheme. The funder may not be funding particular filed of scientific research, or supports only specific kinds of research (basic, applied, translational .- clinical studies, development, etc.), specified types of organisations, or researchers of certain gender, age, or nationality, located in specific „geopolitical“ areas, etc. CEITEC_logo_pos ‹#› §Direct x Indirect costs §Direct costs are specific costs directly linked to the performance of the project and which can therefore be directly booked to it (= accountancy) §Any cost declared by a beneficiary as a direct cost of the action must be justified by supporting evidence (showing the link to the action) •Planning the budget Just remember the direct costs are the money you need to budget to cover your research activities. CONFUSED? C:\Users\Zeman\Documents\Projekty\2015\PhD SCHOOL\Podklady\Budgeting\Confused_Squirrel_by_Moonus.jpg CEITEC_logo_pos ‹#› §Indirect costs are costs not identifiable as specific costs directly linked to the performance of the project §In practice, they are costs whose attribution to the specific project / action cannot be or has not been measured directly, but only by means of cost drivers or a proxy, which apportion the total indirect costs (overheads) among the different activities § •Planning the budget Just remember the indirect costs are the costs related to „utility bills“ of your institution are a percentage of the direct cost CONFUSED? C:\Users\Zeman\Documents\Projekty\2015\PhD SCHOOL\Podklady\Budgeting\Confused_Squirrel_by_Moonus.jpg CEITEC_logo_pos ‹#› §Personnel costs – often a major part of the budget §Non-personnel cost §Equipment, facilities §Services §Travelling costs §Other direct cost §Materials, consumables §Special categories such as inflation allowance or contingency reserve •Planning the budget •COMMON BUDGET CATEGORIES • CEITEC_logo_pos ‹#› §Personnel costs = costs of the work on the projects §You must figure out WHO you need to achieve your research objectives - composition of your team §You must make a good estimate of how much effort you need to complete research activities (and defined tasks and work packages) §You should calculate the effort as FTEs (full-time equivalents) or person-months •Planning the budget •PERSONNEL COSTS • CEITEC_logo_pos ‹#› §AN EXAMPLE: §Working on a project ALL the time means working full-time = 1 FTE = 12 PMs/year §Then you need to match the effort with the team positions •Planning the budget •PERSONNEL COSTS • CEITEC_logo_pos ‹#› §Different pay rates for different positions §The ranges of pay rates usually defined and there is a salary cap §Multiply the number of PMs for individual positions with the pay rates for the positions and make a sum of it = personnel budget § •Planning the budget •PERSONNEL COSTS • C:\Users\Zeman\Documents\Projekty\2015\PhD SCHOOL\Podklady\Budgeting\Confused_Squirrel_by_Moonus.jpg Consults your CEITEC dedicated project manager and Personal Deparment CONFUSED? CEITEC_logo_pos ‹#› •87 Budget – tips §Make it realistic (this helps your credibility) §Justify the personnel and their time incl. experts and subcontracting to be paid (services) §Justify your time, justify everything. Be not too modest, count with reserves (EUR/CZ exchange rates... §Consider risks, such as changes in prices in time §Don´t be afraid of giving details – the budget is indicative. It cannot be increased, but costs can be shifted during negotiation. § § § § Big budget is nothing wrong if properly justified. CEITEC_logo_pos ‹#› A Slovakian researcher from Masaryk university applies for a collaborative project with US laboratory for 2 years. His project team consists of himself (FTE 0.2) and 2 PhD students (FTE 0.5 each). One student will visit US laboratory during 1st year and the other one in 2nd year, each for 3 weeks. They plan to use MRI Core Facility for 150hours of imaging (1h/74EUR). They do not need major investments into equipment, apart from two computers (2 x 1481 EUR) and one SW licence (2222 EUR). Costs of US partner are eligible and both institutions will sign an grant agreement with provider. They will disseminate results in 2 joint publications and on 2 international conferences and a one-day workshop at the MU (attendance expected: 50 persons). Project allows 20% indirect costs. 1) 1) •Budget – another example CEITEC_logo_pos ‹#› Running the Project on Day-to-Day Basis – Monitoring, reporting and control, Project closing • Verča CEITEC_logo_pos ‹#› Day-to-day project management §Implementing §Monitoring and controlling the progress §Reporting §Change management §Communication http://upload.wikimedia.org/wikipedia/commons/thumb/7/7a/PDCA_Cycle.svg/2000px-PDCA_Cycle.svg.png CEITEC_logo_pos ‹#› Implementing §During project implementation refer to: §Scope – Work plan §Time schedule – Gantt chart §Resources §Budget §Intermediate outcomes – Deliverables, Milestones §Risks § §Team (roles and responsibilities) CEITEC_logo_pos ‹#› Monitoring §Regular collection and analyses of relevant information about the project implementation §Comparison actual vs. planned performance §Well structured projects are easier to monitor • •Key questions for monitoring: • 1.Do I have enough and appropriate resources? 2.Am I running in time on schedule? •Start and end dates for each activity •Dates when milestones are reached 3.Scope – quality of achieved progress CEITEC_logo_pos ‹#› §Effective analysis of the project (Progress Report or Final Report) which usually includes: oFinancial and scientific part oObjectives that have been achieved, work completed during the period, evaluation of progress, changes requested and approved oFuture plan, key steps and dates §Include illustrations, charts and tables §Hand your report on time http://thumbs.dreamstime.com/x/too-much-paperwork-19481503.jpg •Reporting CEITEC_logo_pos ‹#› §Record of the amount of a researcher's time spent on the project •Timesheets CEITEC_logo_pos ‹#› Change is possible if: 1)you justify the reasons – outline benefits 2)it is well communicated – good communication is important in overcoming resistance to change 3)you ask for it in time – do not imply the change until the funder approves it. Plan ahead, change approval may take even weeks. §Minor change – e.g. duration of one activity, minor financial changes §Major change – e.g. project aim, duration of project, big shifts in cost categories etc. http://www.jobcluster.com/blog/wp-content/uploads/2014/02/Time-for-change-the-job.jpg Change management CEITEC_logo_pos ‹#› §Good communication is essential to wellbeing of any project §Personal communication §E-mails §Publications §Website §Presentations §Project meetings §Communication plan – clearly assign key roles, responsibilities, their importance and preferred way of communication – Communication CEITEC_logo_pos ‹#› §Unwillingness to communicate bad news §Not asking for help when it's needed §Poor communication channels §Lack of honest communication http://www.colorluna.com/wp-content/uploads/2014/04/Ostrich-Buried-His-Head-in-the-Ground-Coloring- Page.jpg •Communication – common failings CEITEC_logo_pos ‹#› Closing a project §A process of finalizing all activities across the project and to formally complete the project or phase. §Review all information (especially deliverables) to make sure that work is completed and objectives have been met §Actions to transfer project outcomes to next phase §Collect records, audit of success or failures, gather lessons learned and archive project information §Give recognition and reward to the team CEITEC_logo_pos ‹#› Sources of information §Jan Doležal, Pavel Máchal, Branislav Lacko a kol. - Projektový management podle IPMA, 2. aktualizované a doplněné vydání §Roland Gareis: Happy Projects §Orr Alan: Advanced project management, §Rita Mulcahy, PMP, et al. – PMP® Exam Preparation, 8th edition §Patzak G&Rattay G (2004): Projektmanagement - 4. Auflage Linde Verlag Wien §Verzuh Eric (1999): The fast forward MBA in project management – John Wiley&Sons Inc. §Young Trevor (2004): The handbook of project management §Terri Morrison, Wayne Barker Stephen, Cole Rob (2009): Projektový management pro praxi; Co nejlepší projektoví manažeři vědí, říkají a dělají ceitec_PPT_podklad_uvod logo+napis_cz OPVaVpI_loga-eu_pos_H partner_logo_2 Thank you for your attention