Deliverable No.7.1. Project Handbook comprehensive of a Quality Management Plan

Transcription

1 Deliverable No.7.1 Project Handbook comprehensive of a Quality Management Plan Proposal/Contract no.: Project full title: Integrated System for Transport Infrastructures surveillance and Monitoring by Electromagnetic Sensing Project Acronym: ISTIMES Start date of project: July 1, 2009 Duration: 36 month Project website: (in progress) Organization name of lead beneficiary of this Consorzio TeRN deliverable Work package contributing to the deliverable WP 7 Contractual Date of Delivery Month 3 Actual Date of Delivery Month 3 (September, 30, 2009) Nature R Version 1.1 FP7-ICT-SEC Page 1 of 30

2 CHANGE LOG Reason for change Issue Revision Date Proposal no FP7-ICT-SEC Page 2 of 30

3 INDEX 1 Introduction 4 2 Project Governance Roles and responsibilities of project bodies Meeting Procedures Representation in meetings Meetings Format of meeting Agenda Format of meeting minutes Persons Allocation Risk Management Conflict resolution 23 3 Activity Reporting Types of reports 24 4 Deliverables Management Review Process Naming Templates Monitoring Tracking system for actions Deliverables overview 27 FP7-ICT-SEC Page 3 of 30

4 1 Introduction This Handbook contains information that concerns the proper day-to-day running of the ISTIMES project, and aims at promoting quality assurance. Quality assurance (QA) in ISTIMES is not a onetime activity, but is fully integrated into the project structure and procedures. The following QA aspects are covered in this Handbook and are concerned with: - Responsibilities of all those involved in project activities; - Regular internal and external monitoring and reporting procedures; - Deliverable review and submission procedures; - External project review procedure; - Overall project evaluation; - Risk assessment and management. Where necessary, this Handbook makes reference to the relevant project s documents such as Grant Agreement and Annexes including Description of Work (DoW) and Consortium Agreement (CA). When ambiguity of interpretation among these documents arises, this Handbook takes a subordinate role. Therefore, priority is given to the documents in the following order: 1. Grant Agreement and Annexes, including the DoW (highest priority); 2. Commission rules, e.g. as contained in Guidance Notes; 3. Project Management Board decisions 4. Consortium Agreement 5. Handbook (lowest priority) Questions and suggestions for improvement of the present Handbook can be sent to the ISTIMES Management team at the address: istimes@tern.it. If necessary, the Project Management Board can decide on removing and adding parts and in general modifying the Handbook. FP7-ICT-SEC Page 4 of 30

5 2 Project Governance This section describes the project governing bodies that have in charge all the project management activities and the procedures/recommendations aiming to the correct implementation of the management activities concerned with the Work Package 7 (Management) of the ISTIMES project. These procedures and recommendations include the rules to manage the organization and the execution of the meetings; the actions recommended to identify and manage risks; the rules to manage and resolve internal conflicts among partners. 2.1 Consortium management structure The management of the ISTIMES consortium is governed by the Consortium Agreement (CA) signed by the partners on March The scheme of the management structure is shown in the following figure. Figure 1. The Management structure of ISTIMES project 2.2 Roles and responsibilities of project bodies The roles and responsibilities of the Management Structure were defined in detail in the section 6 of the CA and finalised during the Kick Off Meeting hold on 15 th July, The following table (tab ) reports the description of any governing body as well as its role and responsibilities. In addition, the institution/company and/or person having in charge the responsibility is identified. FP7-ICT-SEC Page 5 of 30

6 Table Roles and responsibility of project bodies Organism Acr. Description Roles and responsabilities Who are? - monitoring compliance by the Parties with their obligations; - keeping the address list of members and other contact persons updated and available; - collecting, reviewing and submitting information on the progress of the Project, the Project Reports and other deliverables (including financial statements and related certifications); - address the Project Reports and deliverables to the European Commission, after prior validation by the PMB; Coordinator - - transmitting documents and Coordinator is the legal entity acting as the intermediary information connected with the Project, between the Parties and the European Commission. in including copies of Accession addition to its responsibilities as a Party, the Coordinator documents and changes of contact performs the tasks assigned to it as described in the Grant information to and between any Parties Agreement and this Consortium Agreement. concerned ; - organising PMB and SC meetings, take, distribute and obtain approval of the minutes and follow-up its decisions; - administering the Community financial contribution and fulfilling the financial tasks described in Article 7.3 of C.A. - providing, upon request, the Parties with official copies or originals of documents which are in the sole possession of the Coordinator when such copies or originals are necessary for the Parties to present claims. TERN Consortium Project Manager PM Project Manager is appointed by the Coordinator. PM is the representative of the Coordinator in PMB with voting rights and acts as secretary of PMB. The PM PM organizes the PMB meetings, proposes decisions and prepares the agenda of the PMB according to C.A. FP7-ICT-SEC Page 6 of 30 Prof. Vincenzo Cuomo

7 Project Management Board PMB implements day-to-day the decisions of the Project Management Board. Project Management Board is the ultimate decisionmaking body of the Consortium. PMB is composed of one representative for each partner (Annex.n.4 of C.A.). The partners can identify a delegate by signed written communication to the PM. PMB is chaired by an elected chairperson to be appointed annually. PM is responsible for the proper execution and implementation of the decisions of the PMB. PM coordinates the effective and efficient implementation of the Project, to assess the compliance of the Project with the Annex I of the Grant Agreement and, if necessary, propose corrective actions of the project to the PMB. PM coordinates and monitors the content and timing of press releases and joint main publications by the Consortium or proposed by the European Commission in respect of the procedures of the Grant Agreement Article II In case of withdrawal by the Coordinator prepare proposals for submission to the PMB, concerning the possible appointment of a new Coordinator The PMB acts on its own initiative to formulate proposals and take decisions in accordance with the procedures set out herein. PMB can take decisions about the following matter: - Content, finances and intellectual property rights - Proposals for changes of the terms of the signed Grant Agreement; the proposed changes must be agreed by the European Commission and/or complying with the Consortium Agreement - Changes to the Annex I of the Grant Agreement including major changes in work, termination, creation, or reallocation of tasks, and the re-allocation of Consortium Budget among the Parties Partner TeRN ED DPC EMPA LCPC ULUN D Tel Aviv Un. TDE NEO PMB Prof. Vincenzo Cuomo Dr. Stefano Beco and Fabrizio Pacini (as deputy) Prof. Mauro Dolce Dr. Johannes Hugenschmidt Dr. Hélène Jacquot-Guimbal or Dr. Remi Pochat Dr. Nilsson Per Goran or dr. Fagerholm Per Anders Dr. Pais Lea or dr. Amit Streit Dr. Pietro Della Vecchia or Dr. Dana Gabriela Teodorescu Dr. Peter Kaspersen FP7-ICT-SEC Page 7 of 30

8 Project Manager Support Team Scientific/Technical Coordinator Project Administrator PMST STC PA The Project Manager Support Team (PMST) is appointed by the Coordinator and has the task to give a support to the activities in charge of the PM and the Coordinator.. Scientific and technical coordinator is a member of the PMST and is appointed by the PM. STC works closely day-to-day with the Project Manager in a scientifictechnical role. Project Administrator is a member of the PMST and is appointed by the PM. PA works day-to-day with the Project Manager in an administrative role. - Changes stated in art of CA PMST gives a support to the PM and the Coordinator in order to implement the decisions of the PMB as well as the dayto-day management of the Project. PMST is coordinated by the Project Administrator (PA) for the administrative matters and by the Scientific/Technical Coordinator (STC) for the scientific management of the project. If necessary, PMST can be assisted by qualified persons, including internal and external experts in dealing with the administrative, legal, and financial and IPR matters. STC, on behalf of the PM, coordinates the activities in order to perform the interaction with the Workpackage Group Leaders. STC gives a help to the work package managers in generating the scientific and technical part of the progress reports. STC helps Project administrator in the organization of the scientific-technical part of the annual project meetings. The Scientific Coordinator helps PM and PA to prepare the EU external review of the project. PA supports the work package managers in generating quarterly progress reports. PA helps in organizing the annual project meetings. PA and PM exploit the outcomes of these meetings and the progress reports as input to the EU external review of the project. PA has the responsibility of inform partners about administrative aspects by the European Commission. PA has to manage and transfer the EU funding Dr. Francesco Soldovieri Dr. Monica Proto FP7-ICT-SEC Page 8 of 30

9 Workpackage Managers WPM Each work package is under the responsibility of a single partner that designates a Work package Manager. between partners. WPM has the responsibility of ensuring suitable contacts between the partners involved in the work package and that the activities comply with the timetable of the project. WPM is responsible for the management of the production of the specific work package deliverables. WP Resp. WPM WP1 EMPA Dr. Johannes Hugenschmidt WP2 TERN Dr. Stefano Nativi WP3 ED Dr. Mario Leggio WP4 LCPC Dr. Jean Dumoulin WP5 TERN Dr. Romeo Bernini WP6 DPC Dr. Mario Nicoletti WP7 TERN Prof. Vincenzo Cuomo Working Group Committee WGC Working Group Committee consists of one representative of each Partner having a task within homogeneous groups of Work Packages. The Workpackage Group Leader chairs all meetings of the WG Committee. Each WG Committee manages the respective WG, in particular with regard to: - the timely delivery of reports and WG results to the PM and the Coordinator - formulate an implementation plan for the activities within the WG; this may entail the proposal of changes of the Annex I of the Grant Agreement to the PMB - make proposals to the PMB for the admission of new Parties to the Grant Agreement and to the Consortium Agreement necessary for the implementation of the activities; - alert the PM and the Coordinator in case of delay in the performance of the involved WGs or in case of WGC Sensor technical System Architectur e & Service technical End-Users Homogeneous WP WP4 and WP5 WP2 and WP3 WP1 and WP6 FP7-ICT-SEC Page 9 of 30

10 Work Package Group Leader breach of responsibilities of any Party under said WGs; - analyse and give a detailed documentation, at the request of the PMB, of a presumed breach of responsibilities of a Party under the WG and prepare a proposal of remedies to the PM - decide about any exchange of tasks and related budgets between the Parties in a WG but with the constraint that such an exchange has no impact beyond the scope of the WG and on the WG budget - coordinate overall activities?? WGL Workpackage Group Leader is the chairman of the WGC. WGL guarantees the coordination between homogeneous groups of work packages, coordinates the related WGC and reports to the PM. The WGL has the following functions: - communicating any plans, deliverables, documents and information between the WPM and the STC and, if relevant, to the PM; - communicating and requiring approval of any exchange of tasks and related budgets for the WG to the PMB; - coordinating on a day-to-day basis the progress of the technical work under the WG; - following up decisions made by Consortium Bodies insofar as they affect the WG; - advising the Coordinator of any discrepancy with the Annex I of the Grant Agreement, including any delay in delivery.. WGL Sensor technical group leader System Architecture & Service technical group leader End-Users Group leader Person Dr. Louis-Marie Cottineau (LCPC) Dr. Mario Leggio (ED) Dr. Mario Nicoletti FP7-ICT-SEC Page 10 of 30

11 Steering Committee SC Steering Committee is made up of well-recognized international experts appointed by the PMB to promote key actions for the dissemination of the results and to identify critical points and procedures in project work. Also PM and STC are member of the STC. Core Group (TO BE FILLED IN) CG In the ISTIMES KOM of 15 th July 2009 the creation of a Core Group was decided in the in the Framework of the activities of WP1. Each partner designates a person who make part to the Core Group. In the framework of each WP the WPM individuates the responsible for each task. SC can give an advice in order to: - identify the key actions of the project; - identify the critical points of the project; evaluating the results; - stimulate the cooperation between the partners; - a meeting of SC may be held before the PMB meetings. Core group ahs the task to set-up a questionnaire to be provided to the endusers community. Each core group member has the task to contact and visit at least two end users. PM Prof. V. Cuomo STC Dr. F. Soldovieri External ESA/ES? internati onal RIN OGC? expert End User Actor? Partner Person TERN Prof. Felice Ponzo LCPC Dr. F. Bourquin EMPA Johannes Hugenschmidt DPC Claudio Moroni ED Mario Leggio NEO Jon Kristian Hagene TEL AVIV Prof. Lev Eppelbaum ULUND Sven Nordebo TDE Pietro della Vecchia WP Title WPM Tasks Responsible 1 USERS REQUIREMENTS Dr. J.Hugenschmidt 2 SYSTEM ARCHITECTURE DESIGN Dr. S. Nativi Task 1.1 Expert group setup Task 1.2 Application domain user requirements Task 1.3 Use cases definition Task 1.4 Existing analysis Task2.1 Business View Task 2.2 Information View Task 2.3 Computational View Johannes Hugenschmidt Johannes Hugenschmidt Dr. Hyunwook Kim Dr. Hyunwook Kim Dr. Paolo Mazzetti Stefano Nativi Lorenzo Bigagli FP7-ICT-SEC Page 11 of 30

12 Task 2.4: Engineering View Lorenzo Bigagli Task 2.5 Technology View Lorenzo Bigagli Task 2.6 Security View Paolo Mazzetti Task 3.1 Component design for implementation Dr. Stefano Nativi 3 SYSTEM ARCHITECTURE DEVELOPMENT Dr. M. Leggio Task 3.2 Component development & test Task 3.3 Components integration test Dr. Mario Leggio Dr. Mario Leggio Task 3.4 Overall system deployment and test Dr. Stefano Nativi Task 4.1 Synthetic Aperture Radar Dr. G. Fornaro Task 4.2 Hyperspectral spectroscopy Dr. S. Pignatti Task 4.3 Fiber Optic Sensors Dr. R. Bernini Task 4.4 Electrical Resistivity Tomography Dr. Frederic Taillade 4 SENSOR TECHNOLOGIES Dr. J. Dumulin Task 4.5 Ground Penetrating Radar Dr. J. Hugenschmidt Task 4.6 Infrared Thermography Dr. F. Bourquin and J. Dumulin Task 4.7 Ground-based systems for displacement monitoring Dr. NEO, Angela Perrone Task4.8 Sensing techniques integration and correlation of Dr. L. Eppelbaum electromagnetic properties Task 4.9 EM Sensors synergy and validation Dr. Marion Bost and dr. E. Rizzo Task 5.1 Integration and case study validation for a highway bridge Dr. J. Hugenschmidt 5 SYSTEM IMPLEMENTATION Dr. R. Bernini Task 5.2 Integration and case study validation for a railway tunnel Task 5.3 System Integration Dr. M.Bavusi Dr. R. Bernini 6 DISSEMINATION AND EXPLOITATION Dr. M.Nicoletti Task 6.1 Preliminary actions Dr. J. Hugenschmidt FP7-ICT-SEC Page 12 of 30

13 7 MANAGEMENT Prof. V. Cuomo Task 6.2 Updating and maintenance of our dedicated web site Task 6.3 Dissemination Task 6.4 Use and commercial exploitation Task 7.1: Overall Project management Task 7.2: Intellectual Property Dr. A. Donvito Dr. F. Soldovieri Dr. C. Coretti Dr. M. Proto Dr. M. Proto FP7-ICT-SEC Page 13 of 30

14 2.3 Meeting Procedures The procedures described in this section apply to all meetings of the Project Governing Bodies. Meetings of each Project Governing Body can be held by summit in a location identified by the Chairperson, can be a teleconference or can be organized by exploiting any other available telecommunication means Representation in meetings Any member of the Project governing body: - should be present or represented at any meeting of such the Project Management Board; - may appoint a substitute to attend and vote at any meeting; The participation has to be cooperative and aimed at meeting the needs of the project. The meetings of the Project Governing Bodies (PGB) can be Ordinary or Extraordinary and are convened by the chairperson of the PGB that shall give notice in writing of a meeting and prepare and send the primary agenda to each member of that PGB as soon as possible and within the minimum number of days preceding the meeting reported in the Meeting Procedures Table. Any agenda item requiring a decision by the members of a Project Governing Body must be identified as such on the agenda. Any member of a Project Governing Body may add an item to the primary agenda by written notification to all of the other members of that Project Governing Body within the minimum number of days preceding the meeting reported in the Meeting Procedures Table. However, during a meeting the members of a Project Governing Body present or represented can unanimously agree to add a new item to the primary agenda. Any expert or qualified person may be invited by the Chairperson to attend the meetings with a role of advisor providing in the general interest of the Project and related to the items in agenda. The requests of participation of third Parties to the PMB meeting has to be communicated to each PMB member, as soon as possible and within the time limit set in Article of the CA for the notice of a meeting Meetings The PMB meetings will be organised by the Project Manager and/or the WGLs with the representative from the hosting organisation. This will include preparing a pre-agenda and a postreport including the meeting minutes in a pre-normalised form, for comments and approval of the attendants. The meeting procedures are reported in table Table Meeting Procedures Kind of meetings Frequency Notice (days preceding the meeting Sending of Agenda (days preceding the meeting Adding agenda items (days preceding the meeting FP7-ICT-SEC Page 14 of 30

15 Regular PMB Meetings (Milestone M7.x) Extraordinary PMB Meetings PMB meetings concerning with Dissemination & Exploitation WG Committees meetings Steering Committee meetings At least every 6 months Note: at month 18 th and 36 th the PMB meeting agenda shall include the review of periodic and final report respectively. At any time upon request of the Chairperson or at least 1/3 of the members of PMB At any time upon request of one PMB member and approval of the majority of PMB members At any time upon request of the WGL or the majority of the involved WP managers. At any time upon request of one SC member and approval of the majority of SC members 30 days preceding the meeting 15 days 7 days 15 days 15 days 7 days 30 days 15 days 7 days 30 days 15 days 7 days 30 days 15 days 10 days Pre-review Meetings Immediately before each review 20 days 15 days 7 days Format of meeting Agenda A template of the Meeting agenda is reported in the following concise scheme and will be made available in the reserved area of the ISTIMES website. In each Agenda, the following information shall be filled in: Project reference Date Location Version draft number Contact personnel for logistic and scientific organization Date Table Format of meeting Agenda Item on Agenda Speakers Time Registration Session Number (ex. Session 1): NAME OF THE SESSION (Chairperson: N. Surname) FP7-ICT-SEC Page 15 of 30

16 Title of the presentation N. Surname Conclusions Format of meeting minutes The minutes generally have to contain this list of chapter: 1- Cover reporting ISTIMES reference (title of the project, reference number, FP7 activity) and all information identifying the meeting (location, date) and the draft version; 2- List of attendances 3- Session name with the description of the activities for each session 4- List of actions including what each partner is expected to do, who has the responsibility to the action, which partners are involved ad the timing; 5- Summary and conclusions 6- The Agenda 2.4 Persons Allocation The identification of the persons and their contact information are of vital importance in a geographically distributed workforce. Moreover, the European Commission in the Grant Agreement developed for the Seventh Framework Programme specifically requests that the Commission be informed of the human resources allocated to the project in a managerial role. For this reason, it has been produced a Human Resource Allocation document that is available on the project web site. It will be maintained up-to-date and will be used by the partners as an official source of information together with the other communication means developed by the project, such as the mailing lists, the issue tracker and the common shared workspace. 2.5 Risk Management The analysis of the Work Packages to be carried out for ISTIMES allows the identification of some main risks potentially jeopardising the achievement of project goals, both related to technical and managerial issues. Risk management will be continued and enforced during the project duration by creating a risk analysis dossier as described in the following below. This dossier is intended to evolve along with the project and to be updated at regular intervals (at least every six months). The Work Packages will be carried out in accordance with state-of-the-art methodologies for risk identification and evaluation, and a method for risk control. Each risk can be quantified as follows: Likelihood of occurrence, on the following scale: 1) Very unlikely (0, 10%) 2) Unlikely (10, 30%) 3) Possible (30, 50%) 4) Likely (50, 70%) 5) Very likely (70, 90%). Impact on the project (just because a given risk event occurs does not mean that it will necessarily prove detrimental to development): FP7-ICT-SEC Page 16 of 30

17 1) Low (<20%) 2) Medium (20, 40%) 3) High (40, 70%) 4) Critical (70, 100%) This formalized approach to risk assessment will yield important benefits for project management since it is possible to estimate the delay and/or additional expenses the risk event may incur and thus propose mitigation procedures aimed at limiting adverse impact of risk events on the project s development timeline. Thus, for the purposes of risk assessment, each Work Package is and will be required to identify and describe the risks that may affect development within that Work Package and present it to the PMB and to the Project Manager in the form of tables, as described below. Upon reception of contributions from all Work Packages, the project management can then issue a risk analysis dossier, evaluating the overall risk to the project and undertaking appropriate mitigation strategies, if necessary. Furthermore, in order to mitigate the risk of the deliverable delay for all WPs, the PMB 1 has established a timetable with internal deadlines of the WP outputs. The internal deadlines are timed in dates set before the closure of the official delivery date. The risk events, their impact and the mitigation strategies are represented in the following table: A. Risk event Description of the event a brief statement of the risk B. Likelihood Probability of the occurrence of the event C. Impact Description of impact due to the occurrence of the risk event the loss, that could result if the risk event occurred and it s quantification D. Mitigation strategy Actions planned in order to avoid the risk event E. Responsible person Person responsible for the mitigation strategy on the appropriate level (from the Project Manager to a Work Package Manager) The following table reports the major risks identified for ISTIMES in terms of their likelihood, impact and mitigation strategy. This table will be completely detailed at project Kick-Off to minimise the risks and impacts of risks during the project and updated whenever needed. 1 The internal deadlines were established during the Kick-off Meeting of ISTIMES project and updated during the WP and WG Meetings. FP7-ICT-SEC Page 17 of 30

18 Table Summary of identified risks WP Risk Likelihood Impact Mitigation Strategy Responsible Person WP2 System architecture design WP3 System architecture Development WP4 Sensors Technologies Software components for implementing ISTIMES system first release will be delayed Failure of scientific targets: one or more remote sensing techniques couldn t satisfy the scientific target Unlikely Medium WP3 will start at M9 with the component design, while the first release of ISTIMES is at M20 and it is already foreseen that WP3 will start developing the most clearly defined component (i.e. components based on stable specifications and standards) and will proceed with the others as they are defined by the WP2 progress. In any case, according to above timings, it would be possible to identify the less specified components and to assess alternative composition of first release in terms of provided functionality, possibly working together with other close WPs (e.g. WP2). Unlikely Medium The pursuing of the single scientific objectives has not particularly critical aspects. In many cases, they will be concerned with the extension and adaptation of advanced approaches already at a good state of development. In the case that scientific targets can not be met by single partner, other partners have an expertise sufficient to provide a help. The high number of sensing techniques guarantees the achievement of target, even if one or more of than fail. Work Package Group Leader assisted by WP2 and WP3 Managers Work Package Group Leader assisted by WP4 Manager FP7-ICT-SEC Page 18 of 30

19 WP4 Sensors Technologies Failure of the experiments on controlled site: logistic and technological features of the test sites could limit the carrying out of one or more sensing techniques. Very Unlikely Medium The partners have the full availability of the test-sites for the experiments in controlled conditions. The only possible cause of failure could be concerned with the difficulty in the installation of the sensors (essentially Optic fiber sensors). This difficulty will be faced by posing attention to the modalities of installation of the sensors from the first months of the project and will benefit of the full knowledge of the features of the testsites. Work Package Group Leader assisted by WP4 Manager FP7-ICT-SEC Page 19 of 30

20 WP5 System Implementation Authorities are unwilling to cooperate Very Unlikely Medium There are several possible approaches for the prevention of this problem. The two most important strategies are certainly networking and a high quality project. As far as networking is concerned, the situation is that the partners and the government organizations (Empa and authorities responsible for the bridge, TERN, DPC and the authorities responsible for the tunnel) have been cooperating for a long time within the framework of several research projects. Thus, the network is well established. As far as the high quality of the project is concerned, the label EU-funded will certainly help to demonstrate the quality of the project. Another important aspect is the creation of a win-win situation. As user requirements are identified in WP1 and constitute from then on the base of the project, the case study will deliver information that is relevant to the authorities. Project Manager assisted by Work Package Group Leader and WP5 Manager FP7-ICT-SEC Page 20 of 30

21 WP5 System Implementation WP5 System Implementation Authorities are willing but unable to cooperate Destruction of monitoring system by vandalism or by accident Very Unlikely Medium We see two main approaches to avoid this problem. First, the project has to be fine tuned to be userfriendly. This can be achieved by a good preparation of the communication between project and authorities and by minimizing the effort required by the authorities. Second, the project has to be considered highpriority from the authorities point of view. To achieve this, the project has to be supported by the authorities upper management. Therefore, the contact between project and authorities will be initiated via the upper management. The required contacts are existing. Unlikely Medium The system design has to take into account the possibility of vandalism and destruction by accident. A redundancy of the monitoring and measurement instrumentation will be ensured. Project Manager assisted by Work Package Group Leader Project Manager assisted by Work Package Group Leader FP7-ICT-SEC Page 21 of 30

22 WP6 Dissemination and Exploitation WP7 Management Non acceptance by the end users, meaning that there will be results, but end users will not be willing to apply them Respecting the planning and meeting the deadlines Very Unlikely Medium Many of the current activities have rarely been accepted by the end users so far. Nevertheless, the main reasons are known to the consortium and can be found mainly in the facts of non critical mass, much too small approaches to the complex subject and the difficulty to explain the complexity of the undertaking. To avoid this the consortium has decided to put a strong effort into demonstrations, training and standards. This should allow to widely disseminating the methodology amongst clients and potential users. Unlikely High The risk is reduced by the expertise of the partners (technical skills and management experience) that will permit anticipating planning drifts. Shortage of resources Unlikely Medium A detailed risk assessment and monitoring during the project will minimise this problem. Also, all partners are prepared to temporarily commit more resources to the project, if needed. Work Package Group Leader assisted by WP6 Manager Project Manager Project Manager FP7-ICT-SEC Page 22 of 30

23 2.6 Conflict resolution Effective conflict resolution begins with an understanding of the individual and collective management roles. As a general rule, project management will aim at a consensus building, promoting mediation over voting in order to ensure a maximum degree of cooperation within the consortium. In case of conflict between two or more parties, the PMB can play the role and assume the authority of arbitrator if accepted unanimously by all parties involved in conflict about a specific matter. The parties requiring the arbitration of the PMB for the resolution of a conflict commit oneself to accept and carry out the PMB decision. In case one of the parties involved in the conflict doesn't intend to use the PMB arbitration, the conflict will be solved according to the Grant Agreement provisions. All disputes arising out of or in connection with the Consortium Agreement, which cannot be solved inside the ISTIMES Consortium, shall be finally settled under the Rules of Arbitration of the International Chamber of Commerce by one or more arbitrators appointed in accordance with the said Rules. The place of arbitration shall be Brussels if not otherwise agreed by the conflicting Parties. The award of the arbitration will be final and binding upon the Parties. 3 Activity Reporting Activity reporting assists project management, and the European Commission, to monitor project progress, achievements and difficulties encountered. During the course of the project, activity reporting will be conducted in three forms: - Quarterly Reports prepared every three months by in the framework of Work Package 7 (Management); - Middle Report prepared in the framework of Work Package 7 (Management) by the Coordinator with the support of all partners to be submitted to EC; - Final Report prepared in the framework of Work Package 7 (Management) by the Coordinator with the support of all partners to be submitted to EC; - Report on the Distribution of the Community financial contribution prepared by the Coordinator after receipt of the final payment. It is possible that partners will be requested to participate in other types of reporting throughout the project and after its completion. Examples of additional types of obligations include responding to: questionnaires for socio-economic reporting, implementation of gender actions, and impact on science and society; evaluation and monitoring exercises; contribution to standardisation; etc. Reporting requirements are based on Commission regulations as contained in the Grant Agreement, but there are also project-specific aspects. This section describes the various types of reports, the description of them, details of who compiles them and how (procedures) and the timing. FP7-ICT-SEC Page 23 of 30

24 3.1 Types of reports Type Description Procedures Timing Quarterly Progress Reports Middle Report Quarterly Reports (QR) are prepared by WP7 Manager with the support of PMST, collecting information from the WG Leaders and are used for internal monitoring and to give updated information to the EU Project Officer on progress of the project. The collected data have to contain: a) tasks started and finished b) general progress (overall status, results, risks, etc.) c) next steps in the acivities d) activities at WP level. The QRs represent the Deliverable D7.4.x The consortium shall submit a periodic report to the Commission within 60 days after the end of the reporting period (See Grant Agreement II.4). The reporting shall comprise: a) an overview, including a publishable summary, of the progress of work towards the objectives of the project, including achievements and attainment of any milestones and deliverables identified in Annex I. This report should include the differences between work expected to be carried out in accordance with Annex I and that actually carried out, b) an explanation of the use of the resources, and c) a financial statement, from each beneficiary together with a summary financial report consolidating the claimed Community contribution of all the beneficiaries in an aggregate form, based on the information provided in Form C (Annex VI) by each beneficiary. The WP7 Manager together with the PMST sends out the data collection template by or online form to the WG Leaders at the end of the three-month project period. The WG Leaders collect the required information from the WPMs and returns the completed form to the PMST not later than 1 week after closure of the three-month period. WP7 Manager will send the QRs to the EU Project Officer not later than 30 (thirty) days after the end of the three-month period. The PM with the support of PA and the STC, coordinates the report redaction. The draft reports will be reviewed at a meeting of the PMB no later than two weeks after closure of the 18-month reporting period. The PMB discusses reports during its regular meeting, modifies or amends them, if necessary, and accepts the final version for submission to the Commission. Depending on the outcome of that meeting, the drafts will be adjusted first, or may be sent directly to the PM with a recommendation for their approval. The final periodic report shall be distributed to all parties at least two weeks not later than five weeks after closure of the 18-month reporting period. The approved reports will be submitted to the Commission by the PM no later than 60 days after closure of the 18-month reporting period. every 3 months month 18 FP7-ICT-SEC Page 24 of 30

25 Final Report Report on the Distribution of the Community financial contribution The consortium shall submit a final report to the Commission within 60 days after the end of the project (See Grant Agreement II.4). The report shall comprise: a) a final publishable summary report covering results, conclusions and socioeconomic impact of the project. b) 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 The coordinator shall submit a report on the distribution of the Community financial contribution between beneficiaries. The same procedure of the periodic report at 18 month is applied to the final report. The Coordinator shall provide all partner with a report on the distribution of the Community financial contribution between beneficiaries. month days after receipt of the final payment 4 Deliverables Management Deliverables are one of the more important channels to communicate with the European Commission. As a consequence the management of such documents is an important task within the Quality Assurance activity. This section describes the process identified to review the project deliverables, the naming convention, the templates for such documents and how the deliverables behaviour are monitored. 4.1 Review Process All deliverables prepared by the ISTIMES consortium, before being submitted to the European Commission, must undergo an official review. This review process applies to both types of deliverables defined in project description of work: Report and Other. The review process is organized in 3 main phases: - Work-package internal review - Reviewer official review - PMB review and approval These three phases are further organized in 9 different tasks: 1. The PM together with the STC selects the deliverable reviewer (or asks one WP/Partner to assign one) FP7-ICT-SEC Page 25 of 30

26 2. The WPM sends the first draft of the deliverable to the reviewer (this task is only mandatory for deliverables of type Report ) 3. The reviewer sends its comments to the draft to the WPM and in copy to the STC (this task is only mandatory for deliverables of type Report ) 4. The WPM after applying the review comments sends the deliverable for official review to the reviewer 5. The reviewer checks if all comments have been applied and sends the deliverable to the STC together with a declaration approving the deliverable 6. The STC sends the deliverable to the PM 7. The PM approves the deliverable and sends it to the EC Task number Internal deadlines Who Task 1 1 st of the deliverable month PM Select the reviewer 2 7 th of the deliverable month WPM Sends the draft to the reviewer th 21 th of the deliverable month WPM/Reviewer in copy to the STC The interactions between the WPM and the reviewer 3-4 are aimed at the achievement of a agreed version of the deliverable 5 22 th of the deliverable month Reviewer Sends the deliverable to the STC 6 27 th of the deliverable month STC sends the deliverable to the PM 7 30 th of the deliverable month PM Approves the deliverable and sends it to the EC If the one of the above dates corresponds to a holiday, the deadline is postponed to the morning of the first working day after the deadline. 4.2 Naming Each deliverable must be associated with one unique document identifier to ensure effective version control. The deliverable identifier must be used in the deliverable filename. The deliverable identifier for the working versions of the deliverable must be: <deliverable identifier>_<revision>_<partner>.doc The deliverable identifier for the final version of the deliverable must be: ISTIMES_<deliverable identifier>_m<deliverable due month>.<extension> Examples: D7.4.x_rev1-TERN.pdf ISTIMES_D7.4.x_m3.pdf 4.3 Templates The deliverable templates will be available on the ISTIMES dedicated web site. The layout and content of the reports shall conform to the instructions and guidance notes established by the Commission. FP7-ICT-SEC Page 26 of 30

27 4.4 Monitoring The status of the deliverables is monitored by the PMST and will be visible by all parties. 4.5 Tracking system for actions On the basis of the monitoring status, a check between the deliverable expected to do and the real outcome shall be performed by the STC Deliverables overview The table below shows the deliverables list as in section B of the Description of Work. Del. Deliverable name WP no. Lead no. 2 beneficiary Estimated indicative personmonths Nature 3 Dissemi nation level 4 Delivery date 5 D1.1 Users-case Description 1 EMPA 10 R PU 6 D1.2 Overall description of used methodologies and end-user experience D2.1 System Architecture document first release D2.2 System Architecture document final release D3.1 Software package for implementation ISTIMES system first release D3.2 Software package documentation first release D3.3 Software package for implementation ISTIMES system final release D3.4 Software package documentation final release 1 DPC 11 R PU 9 2 TERN 28 R PP 18 2 TERN 14 R PP 24 3 ED 50 O PP 24 3 ED 10 R PP 24 3 ED 13 O PP 30 3 ED 2 R PP Deliverable numbers in order of delivery dates. Please use the numbering convention <WP number>.<number of deliverable within that WP>. For example, deliverable 4.2 would be the second deliverable from work package 4. Please indicate the nature of the deliverable using one of the following codes: R = Report, P = Prototype, D = Demonstrator, O = Other Please indicate the dissemination level using one of the following codes: PU = Public PP = Restricted to other programme participants (including the Commission Services). RE = Restricted to a group specified by the consortium (including the Commission Services). CO = Confidential, only for members of the consortium (including the Commission Services). CL restricted = Classified with the mention of the classification level restricted Restreint UE (see annex 6) CL confidential = Classified with the mention of the classification level confidential Confidential UE (see annex 6) CL secret = Classified with the mention of the classification level secret Secret UE (see annex 6) Measured in months from the project start date (month 1). FP7-ICT-SEC Page 27 of 30

28 D4.1 Intermediate analysis of the experimental and theoretical aspects underlying the state-ofthe-art application of the proposed EM technologies for the global vision of the infrastructure (SAR, Hyperspectral sensors, Fiber Optics) 4 TERN 12 R PP 12 D4.2 Intermediate analysis of the experimental and theoretical aspects underlying the state-ofthe-art application of the proposed EM technologies for the local vision of the infrastructure (ERT, GPR, GBSAR, Camera, Infrared Termography), Sensing techniques D4.3 integration and correlation D4.4 Controlled experiments carried out to compare the skills of the different EM technologies at two test sites Complete analysis of D4.5 the experimental and theoretical aspects underlying the state-ofthe-art application of the proposed integrated EM technologies for the infrastructure monitoring. D5.1 Description of the structure [ ] on the highway bridge D5.2 Description of the structure [ ] on the railway tunnel Installation phase of the D5.3 ground-based sensors for the highway bridge 4 TERN 46 R PP 12 4 TEL 10 R PP 12 AVIV 4 LCPC 45,5 R PP 21 4 LCPC 38,5 R PP 24 5 EMPA 11 R PP 15 5 TERN 9 R PP 15 5 EMPA 4 R PP 18 D5.4 Installation phase of the ground-based sensors for the railway tunnel D5.5 Algorithms to be used for (near real-time) monitoring of the highway bridge 5 TERN 3,5 R PP 18 5 TERN 2 O PP 18 D5.6 Algorithms to be used for 5 TERN 2 O PP 18 FP7-ICT-SEC Page 28 of 30

29 (near real-time) monitoring of the railway tunnel D5.7 Diagnostic results for the highway bridge during the monitoring period D5.8 Diagnostic results for the railway tunnel during the monitoring period System Integration, report D5.9 D5.10 Critical analysis of the effectiveness of the ISTIMES proposal in the two test cases 5 EMPA 3,5 R PU 27 5 TERN 3 R PU 27 5 TERN 8,5 R PU 33 5 DPC 13,5 R PU 36 D6.1 Contacts database 6 EMPA 2 R PU 6 D6.2 Web site updating and maintenance program 6 TERN 1 R PU 6 D6.3 Dissemination plan 6 TERN 3 R PU 9 D6.4 Interim dissemination report listing all activities with measures of success 6 TERN 3 R PP 18 D6.5 Exploitation plan 6 DPC 8 R PU 18 D6.6 Final dissemination report listing all activities with measures of success D7.1 Project Handbook, comprehensive of a Quality Management Plan D7.2 Detailed implementation plan D7.3 Project final report, with gender issues report appended D7.4.x D7.5.x Half-yearly Reports to be collated at the end of each quarter Annual Reports to be produced annually on the anniversary of the project start date. 6 DPC 6 R PU 36 7 TERN 1 R PU 3 7 TERN 3 R PU 6 7 TERN 4 R PU 36 7 TERN 9 R PU Each quarter 7 TERN 9 R PU Annual Reports On the anniversary of the project FP7-ICT-SEC Page 29 of 30

30 Appendix 1: List of acronyms cited in the Handbook Q.A. DOW CA WP PM PMB PMST STC PA WPM WGC WGL SC CG PGB QR EC Quality Assurance Description of Work Consortium Agreement Work Package Project Manager Project Management Board Project Manager Support Team Scientific/Technical Coordinator Project Administrator Workpackage Managers Working Group Committee Work Package Group Leader Steering Committee Core Group Project Governing Bodies Quarterly Report European Commission FP7-ICT-SEC Page 30 of 30