project implementation monika balode joint technical secretariat monika.balode@latlit.eu lead...

Project Implementation

Monika BalodeJoint Technical SecretariatMonika.Balode@latlit.eu

Lead Partner Seminar 16 October 2009, Šiauliai

Presentation Content

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Cooperation. Legal Background

Project Management Structure

Start up and Detailed Work Plan

Monitoring

Project Changes and Quality

Internal Communication

Legal background

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Regulation EC 1080/2060:

Lead Partner Principle

4 cooperation criteria

Lead Partner Principle

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PROGRAMME

PPPP PP

PP

PP – implementation of activities, quality of outputs.

LP – overall project coordination, administration, project

expenditure in line with activities listed in the application

LPPP

1 country

2 country

Cooperation Criteria

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Joint development

Joint implementation

Joint staffing

Joint financing

Cooperation it is a requirement, not a luxury!

Management Structure

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Strategic level (e.g. Steering Group);

Working level (e.g. working group).

STRATEGIC LEVEL

Steering group composition:

political and administration level representatives, social partners, other regional actors.

Steering group role:

strategic coordination, evaluation and decision making in the project (ensure visibility of the project results and durability).

Assess: is Steering Group needed in smaller partnership project?

Management Structure

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WORKING LEVEL

The LP:

Project Coordinator: project coordination, control of quality and deadlines.

Financial Manager: financial control of the project.

Requirements:

Good knowledge of English and previous experience; “Uniting force” for a partnership; Knowledge of the programme and other legal

requirements.

PPs:

Local project coordinator, financial manager.

Effective partnership - success!

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Team work! Joint Working culture

Kick of meeting: Introduction of project partners; Clarification of project objectives; Work methodology; Time Frame; Communication plan.

Joint rules: How fast do you answer to your team members e-mails? How do you proceed with deadlines? ......

Paper with contacts of all representatives of the partners involved:name, surname, position, telephone, e-mail.

Effective partnership- success!

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Recommendations for the partner meetings:

Timely and appropriate practical details about meeting;

Good woorking atmosphere;

Not too long duration;

Partners’ input and exchange of information;

Documentation afterwards – minutes.

Detailed work plan

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According situation, but at least for each project meeting

What and when happens; Tasks; Deadlines.

GANNT CHART?

Benefit – clear: Responsibilities of partners; Necessary resources; Deadlines; Objectives; Bases for monitoring and quality control.

Monitoring

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Application Form = Project results

Programme level6 months Reporting Periods, Project visits

Project LevelEvery 3 months? Constantly?

Monitoring

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LP responsibilities:

• Costs according plan and rules;• Outputs achieved and comply with content and quality requirements;• Audit trail;• Management of changes;• Identification of missing information and provision of it.

PPs responsibilities:

• Implementation of tasks in partner level in line with requirements;• Report to the LP about progress;• Information exchange;• Eligibility of costs.

Monitoring

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How to avoid problems:

Spend on activities indicated in the application;

Get written approval from the programme for everything else;

If doubt – do not do it;

Keep audit trail;

The same standards for all partnership.

Information to the JTS

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Compulsory information to JTS:

On major Project events not later than 2 weeks before event (add info to the web page);

On changes of the Project Coordinator, Financial Manager or LP contact person immediately (via email; Progress Reports);

Calendar for the planned construction/renovation works: start date, location and deadlines for the submission and payment of works.

Recommended: copy of project publicity materials to JTS as soon as produced.

Quality Management

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!!! Do not focus only in meeeting the written requirements for the main outputs.

Sources to quality definition: Programme;

Beneficiaries.

Process for ensuring that all project activities are effective and efficient with respect to the objective, schedule and budget of the project.

Project Changes

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No matter how good the plan is there always will be some deviation during implementation

!!! Inform LP/Programme

NO: new activities, removal of approved activities.YES: small deviations.

Project Communication

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Good communication – all partners involved, concrete, clear and timely information!

Lessons Learned:

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• Start as fast as possible: projects usually delay;

• Ensure sufficient human resources;

• Good project manager and financial manager – part of project

success;

• Efficient communication within Project;

• Clear division of activities and budget between PPs;

• Realistic time planning (e.g. public procurement procedures);

• In line with what is written in the Application Form;

• Reporting takes more time than planned.

Contact JTS for advise!

More information

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www.latlit.euOther useful links:

National authorities www.vrm.lt

www.esbendradarbiavimas.lt www.interreg.lt

www.raplm.gov.lv

Project management tools: www.eu.baltic.net, ‘Projects’, ‘Management Toolkit’ INTERACT guidelines: www.interact-eu.net.