Project Manager

1 Skills
1.1 Additional skills for European Funded Projects
According to PMI's (Project Management Institution) defnitions,the following skills are not explicitl re!uired " PMI, howe#er, $uropean funded projects re!uire in addition further skills in order to address the specifcities of $uropean %unded Projects (see "efore, &o'fnancing from $uropean (nion funds, $uropean Partnership, $uropean Impact, %ocus on Inno#ation, &omplex ownership of project outcomes)

1.1.1 Networking skills

An e*ecti#e project manager of $uropean funded projects should know how to esta"lish good network and channels for cooperation in order to in#ol#e competent partners in the consortium as well as ad#ance e*ecti#e project dissemination

1.1.2 Good Writing skills

+eing in#ol#ed in a $uropean funded project re!uires good writing skills for addressing e,cientl hea# reporting re!uirements to the co'funding authorit )

1.1.3 Understanding jargon language

$uropean (nion "odies, including the $uropean &ommission as well as funding authorities use special terminolog that all projects managers should "e familiar) e)g) Project promoter, benefciaries, lump sum, valorisation, Multilateral Projects, Thematic Networks, Accompanying measures, Transversal Actions, informal education, non formal education, small cooperation projects, !rundtvig projects, "eonardo Projects, #rasmus projects, $omenius projects, %escription of &ork, Technical Anne', foreground knowledge, Pre e'isting knowledge, (ntegrated Projects, Market )alidation, etc*

1.1.4 Language skills

A european funded project re!uires the in#ol#ement of partners from other $uropean countries) All the partners should decide on the language to use for cooperating as well as communicating with the co'funding authorit ) -ormall , this language is $nglish and sometimes %rench "ut there are times also that other language ma "e used within the partnership or "etween the coordinator and the co'funding authorit e)g) the local language) In an case, the project manager should "e competent in the working language "ut also if competent in the partners' languages, it is a "ig asset that facilitates cooperation, since sometimes some partners in $uropean funded projects are not competent with the working language)

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1.1.5

uro!ean "dentit#

A project manager of $uropean funded project should "e aware of the $uropean decision making processes, the european priorities, the needs of the european citi3ens as well as the dissemination channels for promoting project outcomes at a european le#el)

1.1.$ %a&iliarisation wit' legal issues

Project managers of $uropean funded projects should "e full familiar with the legal clauses of an contract signed) 4here are specifcities that the should "e full familiar with, especiall concerning fnancial issues, penalties and sanctions that the need to address accordingl in a proacti#e manner)

1.1.( "P) Manage&ent

-ormall , outcomes from $uropean funded projects are the result of a joint e*ort from the partnership) 4his fact makes the indi#idual allocation of ownership of project results for each partner, a #er challenging task that re!uires good Intellectual Propert 1ights (IP1) management on "ehalf of the project manager

1.1.* +o&!etent wit' +olla,orati-e .ools

A $uropean funded project normall is implemented with man partner organisations coming from all o#er $urope and sometimes e#en from third countries) 4herefore, it is of paramount importance for the project manager to master and appl I&4 "ased colla"orati#e tools that will facilitate cooperation and e*ecti#e communication "etween partners located across all o#er $urope) 4here are such tools that are #er e*ecti#e and also free to use) e)g) sk pe, coursesites, google apps (calendar, docs, sites, forms, gmail, googlegroups), doodle, toggl, 1emem"er the Milk, e#ernote, etc)

1.2 Core Skills 1.2.1 Sensiti-it#

/uccessful project manager should "e a"le to sense con5ict #er earl and confront it "efore it escalates into interdepartmental and intradepartmental warfare)

1.2.2 Leaders'i! /e'a-ior

2eadership in#ol#es interpersonal 6communication skills, i)e)7 A clear #ision and communicating this #ision,

/trong team'"uilding skills " listening to and leading our team Positi#e expectations for performance and outcomes 8eeping commitments and e*ecti#e communication channels for di*erent t pes of personnel and partners

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1.2.3 .ec'nical Skills01nowledge on Project2s Scienti3c 4rea

4o ha#e a reasona"le understanding of the "ase technologies on which the project rests, to "e a"le to explain project technolog to senior management, and must "e a"le to interpret the technical needs and wants of the client6end users, as well as of the co'funding authorit to the project team)

1.2.4 4 sail,oat ca!tain

/ailing accordingl to external weather conditions

1.2.5 5rganisational skills

2 )ole0)es!onsi,ilities
4hese roles are defned as part of the knowledge areas of PMI (Project Management Institute) and within 9A !uide to the Project Management +ody of ,nowledge PM+-, !uide.9) 4he ha#e "een customised accordingl in the context of managing $uropean funded projects) 4hese roles or knowledge areas are interdependent and in some cases the integrated one within the other "ut the pro#ide a good o#erlook of the Project Manager's responsi"ilities)

2.1 Project Integration Management

to ensure that the #arious elements of the project are properl coordinated)

2.1.1 Project Plan de-elo!&ent

Integrating and coordinating all project plans to create a consistent, coherent document) 4his document can "e the proposal prepared for re!uesting funding from the $uropean (nion)

2.1.2 Project Plan

6ecution

&arr ing out the project plan " performing the acti#it included therein) 4his responsi"ilit is applica"le as soon as the project is appro#ed and the agreement on the co'fnancial support is signed and the project is executed according to the project plan

2.1.3 "ntegrated +'ange +ontrol

&oordinating changes across the entire project) A project is like a li#ing organisation that changescontinuousl through its project lifec cle) 4herefore, changes are una#oida"le "ut the consortium should alwa s seek the appro#al of those changes from the co'funding authorit and in some cases, contract amendments ma "e needed also)

2.2 Project scope Management

to ensure that the project includes all the work re!uired and onl# the work re!uired, to complete the project successfull )

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2.2.1 "nitiation7 sco!e

Authorising the project upon appro#al and signature " the co'funding authorit , or

2.2.2 Sco!e Planning

:e#eloping a written scope statement as the "asis for future project decisions) 4hese written scope in $uropean %unded Projects is "ased mainl on the o"jecti#es promised at the proposal as well as on the priorities of the funding programme )

2.2.3 Sco!e 8e3nition

/u"di#iding the major project results into smaller, more managea"le and measura"le components, i)e) deli#era"les)

2.2.4 Sco!e 9eri3cation

%ormalising acceptance of the project scope, i)e) produced project deli#era"les " the customer or the sponsor (in our case sponsor is the co'funding authorit )) It re!uires re-iewing deli-era,les and work results " the co' funding authorit to ensure that all were completed correctl and satisfactoril ) If the project is terminated earl , the scope #erifcation process should esta"lish and document the le#el and extent of completion) -ote that sco!e -eri3cation di*ers from :ualit# control (see "elow) in that it is primaril concerned with the acceptance of the work results while !ualit control is primaril concerned with the correctness fo the work results)

2.2.5 Sco!e +'ange +ontrol

&ontrolling changes to project scope (project deli#era"les)) A scope change is an modifcation to the agreed'upon project scope as defned " the appro#ed project plan) /cope changes often re!uire adjustments to cost, time, !ualit , or other project o"jecti#es)

2.3 Project

ime Management

to ensure timel completion of the project)

2.3.1 4cti-it# de3nition

Identif ing the specifc acti#ities or workpackages that must "e performed to produce the #arious project deli#era"les) 4he are identifed in the project proposal or in case it is appro#ed to the ;ork :escription64echnical Annex to the project)

2.3.2 4cti-it# Se:uencing

http766www)"righthu")com6o,ce6project'management6articles6<=>??)aspx Identif ing and documenting interacti#it dependencies) i)e) which output of one acti#it or workpackage is used as input in another acti#it or workpackage) Acti#ities must "e se!uenced accuratel to support later de#elopment of a realistic and achie#a"le schedule) /e!uencing can "e . -/% &0+$1A22 A&&$//, /upplementar -otes to mindmaps

performed through software also free) &heck the relati#e links for more info on that)

2.3.3 4cti-it# 8uration esti&ating

$stimating the num"er of work periods or time window that will "e needed to complete indi#idual acti#ities or workpackages) 4he inputs for the estimates of duration t picall originate from the person or group on the project team who is most familiar with the nature of a specifc acti#it )

2.3.4 Sc'edule de-elo!&ent

Anal sing acti#it or workpackage se!uences, acti#it or workpackage durations, and resource re!uirements to create the project workplan) It means determining start and fnish dates for project acti#ities or workpackages " considering also dead dates (e)g) weekends or pu"lic holida s))

2.3.5 Sc'edule +ontrol

&ontrolling changes to the project work plan) (t is important to highlight that normally in #uropean funded projects, no changes are allowed in the workplan unless they are well justifed and approved by the co funding authority also* @utputs from /chedule &ontrol are schedule updates, correcti#e actions and lessons learned)

2.! Project Cost Management

to ensure that the project is completed within the appro#ed "udget)

2.4.1 )esource Planning

:etermining w'at resources (people, e!uipment, materials, tra#elling, su"contracting and other costs) and w'at :uantities of each should "e used to perform project acti#ities or workpackages) 4his process takes place at the Project Planning P'ase and it must "e closel coordinated with cost estimates process "elow)

2.4.2 +ost esti&ating

:e#eloping ana!!ro6i&ation ;esti&ate< o= t'e costs of the resources needed to complete project acti#ities or workpackages)

2.4.3 +ost /udgeting

Allocating the o#erall cost estimates to indi#idual acti#ities or work packages to esta"lish a cost "aseline for measuring project fnancial performance) 4his is a to! >down a!!roac' "ut often a ,otto&>u! a!!roac' can also "e applied where estimates to indi#idual acti#ites or workpackages deri#e the o#erall cost estimates)

2.4.4 +ost +ontrol

&ontrolling changes to the project "udget) &ost &ontrol includes7 Monitoring cost performance to detect and understand #ariances from . -/% &0+$1A22 A&&$//, /upplementar -otes to mindmaps

plan

$nsuring that all appropriate changes are recorded accuratel in the cost "udget Pre#enting incorrect, inappropriate, or unauthorised changes from "eing included in the cost "udget Informing groups in#ol#ed of authorised changes

2." Project #ualit$ Management

to ensure that the project will satisf the needs for which it was undertaken6funded)

2.5.1 ?ualit# Planning

Identif ing which !ualit standards are rele#ant to the project and determining how to to satisf them) It is one of the ke facilitating processes during project planning and a signifcant factor for a winning proposal to recei#e a grant)

2.5.2 ?ualit# 4ssurance

$#aluating o#erall project performance on a regular "asis to pro#ide confdence that the project will satisf the rele#ant !ualit standards

2.5.3 ?ualit# +ontrol

Monitoring specifc project results to determine if the compl with rele#ant !ualit standards and identif ing wa s to eliminate causes of unsatisfactor performance) Project results include "oth product results, such as deli#era"les, and project management results, such as cost and schedule performance)

2.% Project &uman 'esource Management

to make the most e*ecti#e use of the people in#ol#ed with the project

2.$.1 5rgani@ational Planning

Identif ing, documenting, and assigning project roles, responsi"ilities, and reporting relationships to indi#iduals, groups or partners within a $uropean funded project)

2.$.2 StaA 4c:uisition

Aetting the human resources needed assigned to and working on the project) In most en#ironments, the 9"est9 resources ma not "e a#aila"le, and the project management team must take care to ensure that the a#aila"le resources will meet project re!uirements)

2.$.3 .ea& 8e-elo!&ent

http766wilderdom)com6games64eam+uilding$xercises;e"sites)html :e#eloping indi#idual, group and partner competencies to enhance project . -/% &0+$1A22 A&&$//, /upplementar -otes to mindmaps

performance) It is hea#il "ased on 4eam'"uilding acti#ities that can "e specifcall organised from a f#e ' ten minute agenda item at e#er face'to' face meeting with the other partners) 4here is a su"stantial "od of Internet resources on team "uilding)

2.( Project Communications Management

to ensure timel and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information)

2.(.1 +o&&unications Planning

:etermining the information and communcations needs of the stakeholders7 who needs what information, when the will need it, and how it will "e gi#en to them)

2.(.2 "n=or&ation 8istri,ution

Making needed information a#aila"le to project stakeholders in a timel manner) It includes implementing the communications management plan, as well as responding to unexpected re!uests for information)

2.(.3 Per=or&ance re!orting

&ollecting and disseminating performance information to pro#ide stakeholders with information a"out how resources are "eing used to achie#e project o"jecti#es) 4his includes status reporting (descri"ing where the projects now stands, e)g) status related to schedule and "udget metrics), progress reporting (descri"ing what the project team has accomplished), and forecasting on scope, schedule, cost, and !ualit )

2.(.4 4d&inistrati-e +losure

Aenerating, gathering, and disseminating information to formalise a phase or project completion) 4he project or phase, after either its o"jecti#es or "eing terminated for other reasons, re!uires closure) collecting project records,

ensuring that the re5ect fnal specifcations anal sing project success, e*ecti#eness, and lessons learned, and archi#ing such information for future use)

2.) Project 'isk Management

identif ing, anal 3ing, and responding to project risk)

2.*.1 )isk Manage&ent Planning

:eciding how to approach and plan the risk management acti#ities for a project and document them in the 1isk Management Plan) 4he )isk Manage&ent Plan descri"es how risk identifcation, !ualitati#e and !uantitati#e anal sis, response planning, monitoring, and control will "e structured and performed . -/% &0+$1A22 A&&$//, /upplementar -otes to mindmaps

during the project life c cle) 4he risk management plan does not address responses to indi#idual risks, since this is accomplished in the )isk )es!onse Plan (see "elow))

2.*.2 )isk "denti3cation

:etermining which risks might a*ect the project and documenting their characteristics) A risk is an uncertain e#ent or condition that, if it occurs, has a positi#e or negati#e e*ect on a project o"jecti#e)

2.*.3 )isk 4nal#sis

Performing an anal sis of risks and conditions to prioriti3e their e*ects on project o"jecti#es)Most projects can use risk anal sis techni!ues to determine which risks are important enough to manage) 0ou should e#aluate each risk and designate each risk as high, medium, or low, depending on two criteria''the se#erit of impact and the pro"a"ilit of the e#ent occurring) Bere are the steps in#ol#ed in this techni!ue7

Identif the se#erit of the impact to the project in terms of high, medium, and low) $stimate the pro"a"ilit of the risk occurring in terms of high, medium, and low)

4he following "ullet points show one wa that ou can appl !ualitati#e risk anal sis)

Bigh negati#e impact to project 6 Bighl likel to occur '' 'ig' risk Bigh negati#e impact to project 6 Medium likel to occur '' 'ig' risk Bigh negati#e impact to project 6 -ot likel to occur '' &ediu&0low risk Medium negati#e impact to project 6 Bighl likel to occur '' &ediu& risk Medium negati#e impact to project 6 Medium likel to occur '' &ediu&0low risk Medium negati#e impact to project 6 -ot likel to occur '' low risk 2ow negati#e impact to project 6 Bighl likel to occur '' low risk 2ow negati#e impact to project 6 Medium likel to occur '' low risk 2ow negati#e impact to project 6 -ot likel to occur ' low risk

@nce the risks are categori3ed, ou would want to "uild a )isk )es!onse Plan for all high risks) 4he medium'le#el risks can "e e#aluated indi#iduall to see if ou should manage the risks or ignore them) 0ou can ignore the low'le#el risks)

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2.*.4 )isk )es!onse Planning

:e#eloping procedures and techni!ues to enhance opportunities and reduce threats to the project's o"jecti#es) It includes the identifcation and assignment of indi#iduals or partners to take responsi"ilit for each agreed risk response, specifc actions to implement the chosen response strateg , "udget and times for responses) All these should "e documented in therisk response plan (sometimes called the risk register) )

2.*.5 )isk Monitoring and +ontrol

8eeping track of the identifedrisks, monitoring residual(remaining) risks, identif ing new risks, executing risk reduction plans, and e#aluating their e*ecti#eness throughout the project life c cle) 4he purpose of this process is to determine if7 1isk 1esponses ha#e "een implemented as planned)

1isk response actions are as e*ecti#e as expected, or if new responses should "e de#eloped) Project assumptions are still #alid) 1isk exposure has changed from its prior state, with anal sis of trends) A risk trigger has occured Proper policies and procedures are followed -ew risks ha#e occurred or arisen

2.* Project Procurement Management

to ac!uire goods and ser#ices from outside the performing organisation or consortium)

2.B.1 Procure&ent Planning

It is the process of identif ing which project needs can "e "est met " procuring products or ser#ices outside the project organisation and should "e accomplished during the scope defnition e*ort) It in#ol#es consideration of whether to procure, how to procure, what to procure, how much to procure, and when to procure) 4his process will produce a procurement management plan that should descri"e how the remaining procurement processes (from solicitation planning through contract closeout) will "e managed) e)g) ;hat t pes of contracts will "e used

If independent estimates will "e needed as e#aluation6selection criteria, who will prepare them and whenC If standardised procurement documents are needed, where can the "e foundC Bow will multiple pro#iders "e managedC

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2.B.2 Solicitation Planning

:ocumenting product re!uirements and identif ing potential sources) Procurement documents are used to solicit (ask) proposals from prospecti#e sellers) 4he terms bid and /uotation are generall used when the main selection decision will "e "ased on price, while the term proposal0o1er or tender are generall used when other considerations, such as technical skills or technical approach, are important) Bowe#er, the terms are often interchangea"le) &ommon names for di*erent t pes of procurement documents include7 (nvitation for +id (I%+), 2e/uest for Proposal (1%P), 2e/uest for 3uotation (1%D), (nvitation for Negotiation, and $ontractor (nitial 2esponse)

2.B.3 Solicitation
@"taining !uotations, "ids, !uotations, o*ers, or proposals from prospecti#e sellers)

2.B.4 Source Selection

&hoosing from among potential sellers6pro#iders) It in#ol#es the receipt of "ids or o*ers and the application of the e#aluation criteria to select a pro#ider) 4his process produces a signed contract that o"liges the pro#ider to pro#ide the specifed product or ser#ice and the procurer ("u er) to "u it) &ontracts ma "e called, among other names, an agreement, a subcontract, a purchase order, a memorandum of understanding)

2.B.5 +ontract ad&inistration

It is the process of ensuring that the seller's performance meets contractual re!uirements)

2.B.$ +ontract closeout

&ompletion and settlement of the contract, including resolution of an open items) It in#ol#es "oth product(including ser#ice) #erifcation (;as all work completed correctl and satisfactoril C) and administrati#e closeout (updating of records to re5ect fnal results and archi#ing of such information for future use))

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