2. INCOME PROJECT TEMPUS SCM MEDA Examining Management Processes HR, Communications, Cost, and Scope

3. INCOME PROJECT TEMPUS SCM MEDA

4. INCOME PROJECT TEMPUS SCM MEDA

5. INCOME PROJECT TEMPUS SCM MEDA HR and Team Management Case Example: IPR Helpdesk Project (Contract Nº IPS-2001-40004)

6. INCOME PROJECT TEMPUS SCM MEDA HR Management Getting the right person, in the right place, at the right time and for the right purpose After this procedure, we have the complicated process of coordinating, leading and directing this person One person is part of a team

7. INCOME PROJECT TEMPUS SCM MEDA Make-up of the Team at IPR Helpdesk Onsite: Legal experts Translators Editors Secretaries Events / news writers Computer backup Project Manager Offsite: Legal experts Translators Web designers and maintainers Dissemination Team Coordinator in Brussels

8. INCOME PROJECT TEMPUS SCM MEDA Structure of the Team Decentralised structure – aimed at close relationship with the end user Divided into technical ‘cells’ or workgroups Cells are: Management Legal Public Relations Information and Communications Technology Administrative

9. INCOME PROJECT TEMPUS SCM MEDA Organigrama EUROPEAN COMMISSION PROJECT DIRECTORLEGAL COORDINATOR ITPRADMINLEGAL SUPPORT STAFF AND WORKGROUPS

10. INCOME PROJECT TEMPUS SCM MEDA Reporting and Responsibility Lines Technical cells diffuse the pyramidal structure of reporting and responsability, through use of workpackage or cell coordinators Project Coordinator and Manager Workpackage Coordinators Technical Cell Staff Reporting Line Reponsibility Line

11. INCOME PROJECT TEMPUS SCM MEDA Reporting Processes Each workgroup has to send periodic reports to the overall coordinator detailing progress, problems and ideas Every 9 months (or in the case that something is urgent, sporadically) Internally, informal reporting is carried out (meetings, discussions) between cell staff and coordinators, and between coordinators and project managers Offsite, have to present overall coordinator with reports

12. INCOME PROJECT TEMPUS SCM MEDA Reporting Processes (II) Project Coordinator and Manager have to send periodic reports (?) to the Project Officer at the European Commission Information on administrative issues, feedback, financial issues, and changes to project plan or activities

13. INCOME PROJECT TEMPUS SCM MEDA Selection and Recruitment Process (Onsite) Grant contracts – usually internally recruited Profile is created with necessary and desirable requirements Public offer published on Announcement Board in University and UA website Then a recruitment tribunal holds decisions ‘Motive for Recruitment’ must be presented to Vice-rector for Investigation when person is chosen – they must approve it

14. INCOME PROJECT TEMPUS SCM MEDA Selection and Recruitment Process Fixed Place Contracts “Servicio de Selección y Formación” create profile according to our needs (required and desirable) Public offer: website and notice board Selection process includes exam, tests, and a personal interview The tribunal includes the director of the project, secretary, representatives, and syndicates

15. INCOME PROJECT TEMPUS SCM MEDA Recruitment and Selection Most recruitment was carried out internally – in-house employees Advantages: employee’s skills are known, costs are less, motivational issues, employee has familiarity with procedures, rules, custom and culture Offsite, this method was also the most used

16. INCOME PROJECT TEMPUS SCM MEDA Appraisal and Reward Schemes Most staff have temporary grant contracts Have to sit an evaluation on a tri- monthly basis Evaluated by Project Manager, using information provided by workpackage Staff also given questionnaires about their tasks, duty, and time usage

17. INCOME PROJECT TEMPUS SCM MEDA Appraisal and Rewards Rewards follow appraisals Rewards are in line with the results and work carried out Monetary and non-monetary Collaboration payments, pay rises, etc Responsibility, praise, training, social benefits

18. INCOME PROJECT TEMPUS SCM MEDA Training of Employees Training is usually a reward Is also provided through a detection of training needs Courses and conferences in Spain and abroad Training must be of direct benefit to the IPR Helpdesk Project

19. INCOME PROJECT TEMPUS SCM MEDA Decision Making Structures Decisions must not accumulate at the top of the hierarchy Workpackage coordinators are responsible for day-to-day running decisions Project Manager makes large decisions and, where necessary, consults with the Commission who have the ‘final word’

20. INCOME PROJECT TEMPUS SCM MEDA Decision Making Structures Information comes from down-up approach Decisions are made according to information Orders come from up-down approach Decisions can come directly from the Commission without information prior to decision-making Both offsite and onsite staff are involved in decision making

21. INCOME PROJECT TEMPUS SCM MEDA Specific Example: IT Workgroup Recruitment: Internal to the University Initally 6 people selected Project Manager was also in charge of this workgroup, so decisions were all at the top of the hierarchy Onsite and offsite staff, caused coordination problems

22. INCOME PROJECT TEMPUS SCM MEDA Specific Example : IT Workgroup Appraisals and reporting were initially set at 9 monthly intervals Appraisal led to training rewards: for example, a website positioning course held in Barcelona Other reward schemes: collaboration payments for initial setup processes, and praise from management, plus social benefits

23. INCOME PROJECT TEMPUS SCM MEDA Specific Example: IT Workgroup Decision came top-down from the Commission that there were too many human resources spent on this workgroup after the initial set-up period Decision was made to reduce to three workers The need for a workgroup spokesperson was detected, and one was selected (natural selection) from the existing employees Greater coordination and efficiency created

24. INCOME PROJECT TEMPUS SCM MEDA Input – Output summary ACTIONINPUTTOOLSOUTPUT Organisational Planning: acquire and assign resources -Reporting lines -Availability of resources -Staff required -Recruitment processes Payroll, Established human reources structures, negotiation Assignment of roles and responsibility, staff management plan, organigrama Project Team Development -Assignment of roles and responsibilities -Project plan -Progress reports -Internal Feedback Team building activitiy, reward and appraisal systems, training Improvement in performance