medguide d5.1 project quality control plan - final - 30...

D5.1 Page1of13 FINAL

MedGUIDE ICT Integrated System for Coordinated Polypharmacy Management in Elders with Dementia

D5.1 Project quality control plan

Projectacronym: MedGUIDEAALJPprojectnumber: AAL2016-052

DeliverableId: D5.1DeliverableName: Projectqualitycontrolplan

Status: FinalDisseminationLevel: Public

Duedateofdeliverable: M3Actualsubmissiondate: April30,2017

Author(s): LisaSeravalle,MartijnVastenburgLeadpartnerforthisdeliverable: ConnectedCareServicesb.v.

Contributingpartners:

Projectpartially fundedbyAAL Joint programmeand “ZonMW” (NL), “TheResearchCouncil ofNorway” (NO), “FederalDepartmentofEconomicAffairs,EducationandResearch/StateSecretariatforEducation,ResearchandInnovation(SERI)”(CH),“UnitateaExecutivapentruFinantareaInvatamantuluiSuperior,aCercetarii,DezvoltariisiInovarii(UEFISCDI)”(RO)and“ResearchPromotionFoundation”(CY)undertheGrantAgreementnumberAAL-2016-052.


VERSIONHISTORYVersion Authors Date Description0.1 LisaSeravalle,MartijnVastenburg(CCARE) 23-04-2017 Firstfulldraft,

distributedtoallpartnersforinput

0.2 MartijnVastenburg(CCARE) 28-04-2017 Finaldraft,readyforreview

0.3 IonutAnghel,TudorCioara(TUC),RittaHellman(KARDE) 28-04-2017 TUC&KARDEreviewedversion

1.0 LisaSeravalle,MartijnVastenburg(CCARE) 30-04-2017 Finalversion


TABLEOFCONTENTS1 Executivesummary........................................................................................................................4

2 Projectmanagementstructure......................................................................................................5

2.1 Generalstructure...................................................................................................................5

2.2 Rolesandresponsibilitiesofeachones..................................................................................5

3 Continuousmonitoringandimprovementofprojectprocesses...................................................8

3.1 Resolutionofproblemsandconflicts.....................................................................................8

4 RiskContingencyPlan....................................................................................................................9

5 Qualityassuranceplan.................................................................................................................11

5.1 Definitionofminimalqualitystandardsfordeliverables.....................................................11

5.2 Qualityassuranceprocess....................................................................................................11

6 Peerreviewprocessandcommunication....................................................................................12

6.1 Peerreviewprocess.............................................................................................................12

6.2 Tools,methodsandtechniquestocommunicate................................................................12

Annex1:Overviewofdeliverables.......................................................................................................13


1 Executivesummary

Theprojectqualitycontrolplandocumentpresentsanoverviewoftheprojectmanagementstructure,describing the roles and responsibilities of the consortium bodies – all in accordance with theConsortium Agreement. The document also establishes the foundations for the quality assuranceprocess by describing the procedures for continuous improvement of project processes, riskcontingencyandpeerreviewofprojectdeliverables.Toensurethequalityofprojectdeliverables,thedocumentprovidesabaselineforthequalityexpectations.

Annex1presentsthelistofdeliverables,includingthepartnerresponsibleforeachdeliverable,thelistofreviewersforeachdeliverable,andtheplanneddeliverydate.

Acronymsusedinthisdeliverable

CCARE ConnectedCareServicesB.V

HU-UAS StichtingHogeschoolUtrecht/UtrechtUniversityofAppliedSiences

IVM StichtingInstituutvoorVerantwoordMedicijngebruik

MAT AgeCare(Cyprus)LTD–MateriaGroup

KARDE KardeAS

VIGS VigisenseSA

TUC TechnicalUniversityofCluj-Napoca


2 Projectmanagementstructure

2.1 Generalstructure

TheMedGUIDEprojectmanagementstructureisshowninfigure1below.

Figure1:MedGuideprojectmanagementstructure(includingbodies).

2.2 Rolesandresponsibilitiesofeachones

TheCoordinator,dr.MartijnVastenburgfromCCARE,istheintermediarybetweenthepartnersandtheAAL2JPCMU,andisresponsiblefor:

• Overall legal, contractual, ethical, financial and administrative management of theconsortium.

• Monitoring compliance by the partners with their obligations and the implementation ofcorrectivedecisions.

• Collecting, reviewing to verify consistency and submitting reports and other deliverables(includingfinancialstatementsandrelatedcertifications)totheAAL2JPCMU.

• AdministeringthecommunityfinancialcontributionandfulfillingthefinancialtasksdescribedinArticle7.3-GeneralconditionsofEUGrantcontracts-.

• Providing,uponrequest,thepartnerswithofficialcopiesororiginalsofdocumentswhichareinthesolepossessionofthecoordinatorwhensuchcopiesororiginalsarenecessaryforthePartiestopresentclaims.

• Preparing,updatingandmanagingtheconsortiumagreementbetweenthepartners.


TheScientificandTechnicalManager,dr.TudorCioarafromTUC,isresponsibleforensuringthattheconductionoftheworkwillfollowtheplan.Maintasksare:

• Coordinationoftheoverallscientificandtechnicaloperationalactivitiesoftheproject.• Ensuringthehighscientificandtechnicalqualityofreportsanddeliverablessubmittedtothe

AAL2JPCMU.• Consortiumlevelcoordinationofknowledgemanagementandinnovation-relatedactivities.• Reportingandmonitoringoftheprogressofworkpackagescoveringscientificandtechnical

issuestotheSteeringCommitteeandtheCoordinator.• Ensurethetranslationofscientific,technical,practicalrequirementsintotechnicalsolutions.

The Impact Manager, dr. Martijn Vastenburg from CCARE, leads the general dissemination andexploitationactionsofMedGUIDE,inordertomaximizetheexploitationpotentialsforprojectresults.Specifictasksare:

• Meet regularly with representative of each partner to define, coordinate and update acollaborativeexploitationanddisseminationplan. Identificationof conferences,magazinesandjournalsfordissemination.

• Coordinationofdisseminationactivitieslikeabrochureortheprojectwebsite.• IPRdefinitionanddatamaintenanceandharmonizationoftheprojects’policies.• Evaluationandcoordinationoftheeffortrequiredtodevelopmarketableproducts.• Releaseofabusinessplancoveringoneormorepreferredmodelsconcerningthepartnership

intheexploitation,theorganization,theroyalties,themarketestimatesandrisks.• Market analysis, key stakeholders and commercialization channels identification for

successfulmarketoutcomesofprojectresults.Planningofexploitationstrategiesand jointinitiatives.

TheEthicsManager,pof.dr.HeliantheKortfromHU-UAS,monitorsprojectethicsandisresponsiblefor:

• Defining the project's daily ethical guidelines (code of conduct) to be followed by allresearchersandpractitionersparticipatingintheproject.

• Supervising the process of applying for ethical approvals from national ethics boards andcommittees,according toeachparticipatingcountry's researchethical regime,appropriateandnecessaryfortheproject'stopic.

• Supervising the process of making all necessary self-declarations and the like, in eachparticipatingcountryvis-a-visnationalrulesandregulationsfordatasecurityarrangementsandthatofhandlingperson(-al)/sensitivedata,andprivacy.

TheSteeringCommittee(SC)iscomposedofonerepresentativeforeachprojectpartner.ChairedbytheCoordinator,theSCaddressesallstrategicissuesandisresponsiblefordecisionmaking.TheSChasperiodicmeetingstoreviewtheprojectprogress,achievementofdeliverablesandmilestones,review resource planning and results and resolution of any issues. The Scientific and TechnicalManager,ImpactManagerandEthicsManagerarepartoftheSC.TheSCisresponsiblefor:

• Checking/ensuringthattheprogressoftheworkmeetstheprojectfunctionalrequirements.• Supporting theCoordinator inpreparingmeetingswith theAAL2 JPCMUand inpreparing

relateddataanddeliverables.• Monitoringtheeffectiveandefficientimplementationoftheproject.


• Collectinginformationatleastevery6monthsontheprogressoftheprojectandexaminingit to assess the compliance with the consortium plan and, if necessary, proposingmodifications.

• PreparingthecontentandtimingofpressreleasesandjointpublicationsbytheconsortiumorproposedbytheEUCommissioninrespectoftheproceduresoftheEC-GAArticleII30.3.

TheAdvisoryBoard (AB) is aboardwithadirect link to theMedGUIDEmanagement teamand isrecruited from accessibility research platforms and initiatives, as well as from dementia eldersassociations and representatives. The advisory board is consulted at each critical step within theproject,intechnicalaspectsandinissueswherecommercialexploitationandstandardizationoftheproject results are addressed. The committee will remain actively involved during the life of theproject,asakeyholderbetweentheprojectandend-users.It isplannedtohaveindustrypartnersfrom the targeted application domains (potential early adopters) to promote exploitation andcommercialization.

ALegal,EthicalandSecurityCommitteeisformed,chairedbyadesignatedprojectEthicsManager,whowillworkwiththeprojectSteeringCommitteetoensurethatallnecessarylocalethicalapprovalsareobtained.Oneoftheaimsofthiscommitteewillbetoensurethatresearchers'interactionswithend-usersareethicalandthatbestpracticesethicalmanagementhasbeenapplied.


3 Continuousmonitoringandimprovementofprojectprocesses

Thetechnical,ethicsandimpactmanagerswillmonitortheMedGUIDEproceduresandoutcomesonaregularbasisalongwiththeWPleaders,takinganyaction(ifneeded)onthemoment.Whenissuesscaleuporajointeffortmustbedonebytheconsortium,thesteeringcommitteeisthebodywherethecontingencyactionswillbedecided.

Informalskypemeetingsregardingongoingactivitiesintheworkplanhavebeenalsoarranged,aboutevery6weeksinordertokeepallconsortiumpartnersup-to-datewithongoingprojectactivities,andtomakesureallpartnersareinvolvedintheday-to-daycollaborativeprojectwork.

Aphysicalplenarymeetingwilltakeplacetwiceayear,wherealltheworkdonewillbepresented,andfutureplanswillbediscussed.Inparticular,theplenarymeetingwillbeusedtotrackthestatus,progressandqualityofalltheprocesses,andtodiscussandalignthedirectionofupcomingactivities.

Minuteswill bemadeof all steering committeemeetings andplenarymeetings. Theminuteswillsummarizetheinformationdiscussed,andwillhighlightthedecisionstakentoimprovethequalityoftheproject,alongwithanspecificlistofactionspoints,responsibleanddeadlines.TheCoordinatorwillcirculatetheminutesofsteeringcommitteemeetingsandplenarymeetingstotheconsortiumtobeapprovedbyallpartnersandwillmonitorthecompletionofallsuggestedactionpoints.

3.1 Resolutionofproblemsandconflicts

The consortium recognises that the resolution of problems and conflicts must be handledsystematically. Identification of any conflicts which arise in the project is the responsibility of allprojectparticipants.AnysignsofdisagreementbetweenprojectparticipantsshouldbenotifiedtotheWP Leader. If theWP leader is unable to resolve the conflict the Scientific, Technical and ImpactManagers(asappropriate)arenotified,to instigatetheconflictresolutionprocedure,escalatingtohigherlevelsonlyifnecessary(seeFigurebelow).Inparticular:

(1) Thenotifiedmanager should separately contact all parties involvedeither inpersonorbytelephone,toidentifythedifferentviewpoints.Itisimportantnottouseemail:thatmediumveryoftenleadstoarapidescalationofdisagreements.Basedonaclarificationofviewpoints,thenotifiedmanagershouldtrytoproposeasolution.Ifasolutionisachieved,itshouldberecordedinashortreport;ifnot,nodocumentsshouldbeproduced,andtheproblemshouldbeescalated.

(2) If step1 fails, thematter shouldbe takenupby theprojectmanagementboard (steeringcommittee).Atthislevel,allworkshouldbeinwriting.Ifnecessary,partnerrepresentativeswill be required to vote on the issue. The steering committee will take the final conflictresolutiondecisionwhichwillbecommunicatedtotheinvolvedparties.

Figure2:MedGuideConflictresolutionworkflow.


4 RiskContingencyPlan

RiskmanagementintheMedGUIDEprojectwillbeenactedthroughaniterativecycleof:(i)Identifyingrisks,(ii)Analysingrisks,(iii)Managingrisksand(iv)Monitoringrisks.TheconsortiumhasapproachedtheriskmanagementbycarefullydefiningWPstructuresandtaskstoclearlyindicateresponsibilitiesandidentifythepotentialrisks.Milestonesanddeliverablesweresetupcarefullytomonitor,identifyandanalyserisks, includingthosewhichmayariseduringtheprojectlifetime.Additionally,theriskmanagementprocesswillbecontinuouslymonitoredandsupportedbythisprojectqualitycontroldocumentthroughoutthewholeproject;updatestotherisktablebelowwillbeincludedinperiodicprogress reports whenever relevant. Preliminary risk analysis was performed and the followingpotentialrisksweredetected:

Risk WPs ContingencyPlan/MitigationactionsTechnologicalandimplementationrisks

MedGUIDEservicesarenotavailableorinterfacingproblemsaredetected

WPs1-3 Define interfaces,checkconsistencyand lowcouplingofsystemarchitectureinWP1.Adoptindependentservicestesting methods and integration guidelines in WP3.Verification of interfaces. Teleconferences and face tofacemeetings.

Understandingphasedoesnotprovideresultsindesiredqualitylevelorcompleteness.

WPs1,4 High-levelengagementofendusers.Employmentofusercentricdesignmethodology.Allcategoriesofuserwillbecontinuous involved.KARDE, IVMandMATwill increasethe opportunities for user feedback, informal validationandevaluationcyclesinnextdevelopmentphases.

Poly-pharmacymanagementtechniquesnoteffective

WP2 Involvingpartnersprovidingdementiaandpolypharmacyknowledge in innovationdevelopment.Organize regularmeetingswithtechnicalpartnerstotrackprogressagainstmilestones,andtoassuresuccessfulknowledgetransfer.

MedGUIDEmonitoringinfrastructuredoesn’tprovideexpecteddata

WPs2,3 Focus on off-the-shelf sensors and wearable devices.Wheresensorsaretobeinstalledaspartoftheprojectatimelinefortheiractivationanddeliveryofdatashouldbeestablished.

Shortageofresourcesand/orchangeofpersonnel

WP5 Makebindingagreementsontheavailabilityonresources.Keepclosecontactwithallpartners.Earlycommunicationofbudgetandpersonnelproblems.Ifnecessary,redefinegoalsandresponsibilities.

Lackofcommunicationamongthepartners

WP5 Keepclosecontactwithallpartnersbyorganizingregularteleconferences, virtualmeetings, plenary and technicalmeetingsatdifferentpartners’sites.

Incompatibilitywithplatformsthatarelikelytobeusedbyendusers.

WPs1-5 Thesoftwaremodulesaredesignedtobeusedonmultipleplatforms. To avoid incompatibility, manual codeoptimizationisminimized;compilercapabilitiesareusedinstead. Testing of required 3rd party libraries forcompatibility/supportbeforeselectionforproject.

Theprototypedoesnotmatchend-userrequirementsandbusinessmodels

WPs2-4 Involveend-usersanddomainexpertsinthedefinitionofrequirementsandexploitationplans.Earlyfeedbackfrompilotingevaluation.Revisionofprojectrequirementswithend-users. Revision of suitable business models withcommunityandend-users.

Poorengagementofend-usersinpilots

WP3 Secure a high number of end-users since the proposalphase.Conductpilotsinsevendifferentsites.Engageend-user (elders, doctors, etc.) through specific enablement,empowerment and education actions carried outcontinuously.


Fieldtrialsdeploymentandsuccessindicatorsassessmentproblems

WP3 Engage3end-userpartnerorganizationintheproject.Inextreme case in which some integration issues areidentifiedclosetotheendoftheproject,eitherashiftofemphasisorreducedfunctionalitymaybeconsidered.AllICTcomponentswillbeinitiallytestedin-labenvironmentsandthenin2trialsinend-userhomes.

Disseminationnoteffective WP4 Dedicate enough resources to dissemination.Dissemination planning. Monitor and evaluate thedisseminationresults.

CommercializationandmarketuptakerisksNewlegislativebarriersreduceMedGUIDEviability

WP4 Caregivers’representativesanduserrelatedpartnerswillprovide a continuous link to legislative bodies to beinformedatanearlystageaboutanybarriers.

MedGUIDEfailstoproducetargetedimprovementsinqualityoflifeofelderswithdementia

WPs1-5 The exploitation and business plans show significantopportunityforcostsavingsandalsotheconsortiumhastherightexpertiseandexperiencetodeliverthis.Employ a user centric design approach. System will bepilot in home environment of elders to obtain relevantfeedbackonusability,effectivenessandscalability.

MedGUIDEsystemdonotachievetherequestedmaturityformarketuptake

WPs1-5 Develop the system reference implementations on thebasisoflowerleveltechnologies.Theconsortiumwillseekfor new standardization by contacting other potentialmarketorpartnersand/orindustrialdevelopers.

MedGUIDEpricingstrategydoesn’tcorrelatewithbrandandtechnologyposition

WP4 Initialbusinessplanandpriceestimationwasconducted.Estimated costs of MedGUIDE will be continuouslyrevised. Conduct cost benefit analysis for MedGUIDEfeatures.DefineMedGUIDEsuiteswith lessfunctionalityand lower price. Use penetration pricing for attractingcustomersandgainingmarketshare.

Lackofstandards,privacyandsecurityconcerns

WPs2,3 MedGUIDE will use standards in the area of cloudcomputingandalsoplanstobeacontributortostandards.Greater involvement of partners with connection withstandardcommittee/bodies.Buildaroundethicspoliciesdefinedinsection3.4.

NewproductsandtechnologiesmayemergemakingMedGUIDEoutdated

WPs1-4 Continuous evaluation of dementia care andpolypharmacyproductsandtechnologiesavailableonthemarket.Actiontoincorporatenewemergedtechnologyinthe MedGUIDE product. Change/adaptation ofspecificationtheaddressnewtechnologies.


5 Qualityassuranceplan

The purpose of this Quality Assurance Plan (QAP) is to control the quality of all deliverables(documents and software) that must be submitted to the AAL CMU. The plan describes theexpectationswhichhavetobemetinordertoensurethequalityofthedeliverables.

TheScientificandTechnicalManagerisresponsibleforthequalitycontrolprocess.AllparticipantsinMedGUIDEprojectarecommittingtoperformtheworktoahighstandard.

TheQAPisintendedtobeusedbytheauthorsofthedeliverable,bytheappointedreviewersandbytheScientificandTechnicalManager.Foreachdeliverable,aresponsiblepartnerhasbeenassigned(seeAnnex1).Thispartnerwillmakesuretheready-for-reviewversionofthedocumentispresentedtotheinternalreviewersintime.ThelistofinternalreviewersisalsoshowninAnnex1.TheinternalreviewwillbeperformedbyprojectCoordinatorandtwocompetentpartnersforeachdeliverable.

5.1 Definitionofminimalqualitystandardsfordeliverables

TheMedGUIDEdeliverablesshouldmeetthequalitiesspecifiedbelow:

(1) Eachdeliverableshouldmeetprofessionalstandards.(2) EachdeliverableshouldmeettheexpectationsassetoutintheCA.(3) EachdeliverableshouldbehandedoveratthetimespecifiedinAnnex1.

5.2 Qualityassuranceprocess

Thequalityassuranceprocessfordeliverablesconsistsofqualitychecksattwolevels:

(1) InternalreviewingofeachdeliverablebytheCoordinatorandtwoappointedpartners.(2) Internalmonitoringofthereviewprocessduringplenarymeetings.

TheScientificandTechnicalManagercanproposeimprovementstotheprocessatanytimeduringtheproject.


6 Peerreviewprocessandcommunication

6.1 Peerreviewprocess

To ensure the quality of deliverables, as described in chapter 5, apeer review process has beenestablished.Twopartnersnotinvolvedaskeycontributorstothedeliverableshavebeenappointedasreviewers,takingintoaccountthenumberofreviewsperpartnerandtiming(toavoidoverloadingpartner).ThelistofreviewersperdeliverablecanbefoundinAnnex1.

Forwrittendeliverablesthefollowingprocedurehasbeenstablished:

• 14 daysbefore due date: lead contributing partner sends final draft to Coordinator andappointedreviewpartners

• 7daysbeforeduedate:feedbackfromCoordinatorinternalreviewersprovidedtotheleadcontributingpartner

• 2daysbeforeduedate:feedbackfromreviewersandCoordinatorhasbeenincorportated;thedocumentissentbyleadcontributingpartnertoreviewersandCoordinatorforapproval

• SubmissiontoCMUintimebytheCoordinator

Partners shall use the deliverable template as provided by the Coordinator for deliverables andpresentations.Templatesandalldraftandfinalversionsofthedocumentswillbesharedwiththeconsortiumusingtheprojectclouddrive.

6.2 Tools,methodsandtechniquestocommunicate

Document properties are shown on the title page and/or the header/footer of the document.Propertiesshallbeupdatedtoreflectthedocumentstatusduringdocumentcreation.

ThefirstpageofthedocumentincludesLogosofMedGUIDEproject,AALJPprojectnumber,projectacronym,projectfulltitle,documentnameandotherdocumentproperties:

• Projectacronym• Projectnumber• DeliverableId• DeliverableName• Status• DisseminationLevel• Duedateofthedeliverable• Actualsubmissiondate• Organizationnameofleadpartnerresponsibleforthisdeliverable• Author(s)• Contributingpartners


Annex1:OverviewofdeliverablesID Title Responsible

partnerType Diss

levelDue

monthReviewer

1Reviewer

2D1.1 1stversionofend-userrequirementsand

specificationHU-UAS R PU 4 MAT CCARE

D1.2 1stversionofMedGUIDEsystemarchitecture,userinterfacesandservicesdesign

KARDE&CCARE

R PU 10 HU-UAS VIGS

D1.3 FinalversionofMedGUIDEsystemarchitecture,userinterfaceandservicesdesign–improvedbasedonfirsttrialsresults

KARDE R PU 14 IVM TUC

D2.1 Socialnetwork-basedmonitoringandinformationsharingservice–1strelease

CCARE R/P CO 12 KARDE IVM

D2.2 ActivityandPolypharmacyMonitoringService–1strelease

KARDE R/P CO 12 CCARE HU-UAS

D2.3 BigDataAssessmentService–1strelease VIGS R/P CO 12 MAT KARDED2.4 DementiaCareandPolypharmacyManagement

Service–1streleaseTUC R/P CO 12 VIGS HU-UAS

D2.5 Polypharmacymanagementknowledgebase TUC R/P CO 12 IVM CCARED2.6 Socialnetwork-basedmonitoringandinformation

sharingservice–2streleaseCCARE R/P CO 22 MAT VIGS

D2.7 ActivityandPolypharmacyMonitoringService–2ndrelease

CCARE R/P CO 22 TUC HU-UAS

D2.8 BigDataAssessmentService–2ndrelease VIGS R/P CO 22 MAT CCARED2.9 DementiaCareandPolypharmacyManagement

Service–2ndreleaseTUC R/P CO 22 HU-UAS KARDE

D2.10 Refinedpolypharmacymanagementknowledgebase TUC R/P CO 22 CCARE HU-UASD2.11 Socialnetwork-basedmonitoringandinformation

sharingserviceCCARE R/P CO 28 VIGS MAT

D2.12 ActivityandPolypharmacyMonitoringService–finalrelease

CCARE R/P CO 28 TUC HU-UAS

D2.13 BigDataAssessmentService–finalrelease VIGS R/P CO 28 MAT CCARED2.14 DementiaCareandPolypharmacyManagement

Service–finalreleaseTUC R/P CO 28 CCARE MAT

D2.15 Finalpolypharmacymanagementknowledgebase TUC R/P CO 28 KARDE MATD3.1 MedGUIDEWizardofOz1stevaluationincontrolled

environmentKARDE DEM PU 12 IVM CCARE

D3.2 MedGUIDEsystemprototype–1strelease VIGS P CO 16 TUC KARDED3.3 MedGUIDEsystemprototypeevaluationin

controlledenvironmentIVM DEM CO 18 MAT HU-UAS

D3.4 FieldTrialevaluationfeedbackreport–1strelease HU-UAS R/DEM CO 20 KARDE CCARED3.5 MedGUIDEsystemprototype–2ndrelease VIGS P CO 22 TUC CCARED3.6 Evaluationfeedbackreport–2ndrelease MAT R/DEM CO 26 HU-UAS IVMD3.7 FinalreleaseoftheMedGUIDEsystemprototypeand

evaluationreportMAT R/P CO 30 CCARE KARDE

D4.1 MedGUIDEwebsite CCARE OTHER PU 3 VIGS IVMD4.2 Disseminationplan TUC R PU 12 HU-UAS KARDED4.3 Intermediatebusinessplan/model CCARE R CO 15 VIGS IVMD4.4 Exploitationplan KARDE R CO 15 VIGS TUCD4.5 Finalbusinessplan/model CCARE R CO 30 KARDE VIGSD5.0 CodeofConduct HU-UAS R CO 6 CCARE IVMD5.1 ProjectQualityControlPlan CCARE R CO 3 TUC KARDED5.2 FirstYearReport CCARE R CO 12 KARDE TUCD5.3 Mid-termreviewquestionnaire CCARE R CO 15 KARDE VIGSD5.4 SecondYearReport CCARE R CO 24 HU-UAS MATD5.5 FinalReport CCARE R CO 30 VIGS TUC

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