Schedule and structure the project
1. Prepare a work plan 2. The useful instruments 1. Prepare a work plan Before drafting the appl ication form , it is useful to start schedul ing activities and make a schematic and visual presentation of the project. This work plan shall contain the broad outlines and the articulation between the various scheduled activities and shall fix a timetable to implement them. Here, you will mention the discounted results, the missions and responsibilities of partners. This prese ntation shall be highl y appreciated by the eval uators who will quickl y understand your work organisation for the complete planned period. But the workplan is more than a presentation, as the project is implemented, it shall become an internal monitoring tool for the project's progress. The European projects often add to the current activities and run for a l im ited period. The project actors must perform their tasks within the determined deadlines and have a limited budget. To overcome these constraints, the project leader shall base his monitoring on this work plan (or progress plan, execution plan). The work pl an of the appl icant shall be fine tuned to exactl y structure the various tasks based on an expiry date (time-based framework), persons in-charge, resources and budget at the tim e of starting the project after sel ection by the Comm ission. Through this, it shall be possible to systematically note the actions performed, results produced at each step and simplify the deviations in relation to the deadlines fixed by the work plan. 2. The useful instruments The work plan is built in 3 stages:  1. Project breakdown into tasks and sub-tasks The tasks (or activities) are associated with project objectives that you have defined from the beginning. The work plan shall give a list of tasks with specific names. Each task shall represent a val ue of efforts to be provided (day/person) and the means. Each task and sub-task is connected to a responsibility, assigned to a person or a team. Thus, all partners are named and are aware of their role in the project. Each task must have a result (or deliverable). The list of tasks and sub-tasks are then gathered by group or category of activities (work batches, workpackages) to easily

Materials adapted from Eurofunding Guide by Welcomeurope

EU ACCESS ‘EU PROJECT MANAGEMENT AND LEADERSHIP PROGRAM’ identify them (the "training" batch. It describes the different Materials adapted from Eurofunding Guide by Welcomeurope . vaccines. the "rese arch" batch. Estimation of the time required You must l ink the work pl an and its tasks to a tim etabl e and define the duration of each task.  2. whether or not intermediary. etc. the "distribution" batch). Some programmes. such as the FP7 that is aimed at productio n of concrete research results such as prototypes. software systems. A tool that is used a lot is the "Gantt diagram". we advise you to restrict the num ber of del iverabl es and increase the num ber of results. These work batches often m ark a significant progress in the project (sequential approach) and are therefore linked to a result. go further in the logic of Workpackages and differentiate the expected results from deliverables. The latter are seen as contractual results that the team is obliged to deliver to the Commission. The payment of a part of the grant shall be dependent on producing those deliverables.

A standard management chart A matrix of responsibilities View a Gantt diagram htto://www. The estimation about the number of work days or hours needed to perform each task must be based on detailed calculations since these costs often constitute the highest budget heading. As and when the expenses are incurred.htm View a Pert diagram Materials adapted from Eurofunding Guide by Welcomeurope . they shall automatically be written to the side of the planned costs. the tasks and sub-tasks in the Y-coordinate. task scheduling shall integrate the "costs" data.  3. In the operating work plan. Their starting and ending points must be clearly shown. m ake sure that they are real istic in terms of the activity to be performed. This shall later simplify the preparation of financial reports. Budgetary planning Lastly.m indtools. This plan should not give fixed dates but shoul d mention "month 1 or trimester 1". we c an ide n ti fy poss i bl e inconsistencies between the duration of a task and its cost. These project re-orientation decision moments are strategic for each project m an ag e r i n r e l at i o n t o th e t i m e an d h u m an r e s o u r c e s av a i l abl e at e ac h k e y 03.EU ACCESS ‘EU PROJECT MANAGEMENT AND LEADERSHIP PROGRAM’ tasks sequentially subdivided into units based on the time that they should take. The contributions normally required for activities are the following:  Finances  Individuals  Equipment  Services  Transport When you determine the contributions needed. Th e s e milestones are very important for motivating the team as they measure the progress made by the team. The milestones are the time to reflect on the project orientation. They mark th e v ar i o u s p h a s e s o f t h e p r o j e c t an d s h o u l d be d e f i n e d i n ad v an c e . it is possible to give the main "milestones" of the project. In a table such as this one. It is important to follow the task sub-division to keep a balance between the human resources costs per partner and i ts im pl icatio n in the dur ation. We advise that you plan for sufficient time to avoid requesting for am endments to the contract to extend the project duration. the "budgeted costs" additional column can be coupled with an "actual costs" col umn. You shall calculate the cost or contribution of each task and sub-task. A Gantt diagram presents the time scale in the X-coordinate (often in months) and the list of workpackages. W hil e schedul ing.  Other work plan templates are possible: Step by step project progress timetable.

Resul t TOTAL Materials adapted from Eurofunding Guide by Welcomeurope . List of work batches required by FP7 No.criticaltools. very often sequential .EU ACCESS ‘EU PROJECT MANAGEMENT AND LEADERSHIP PROGRAM’ http://www. the required presentation shall be a project that presents work batches. Work batch Heading Work batch (WP) Manager Work batch Units Date Days/p Start erson Date End In case of FP7 research projects. displ ayed using a Gantt or Pert diagram.

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