We All are Europe - AESAEC

Exercise
How do you think these structures can influence project management approaches, particularly from
the promoter’s point of view How do rights, duties, responsibilities, risks etc. change Can these
structures influence the management styles Why
The following table may be useful to help discuss this difficult issue:
Level of …
… responsibility the promoter has
towards the EC
… responsibility the promoter has
towards the partners
… pressure the EU can put directly on
the promoter
… pressure the EU can put directly on
the partners
… pressure the promoter can put
directly on the partners
… opportunities for partners to protect
their own interests towards the
promoter
Sandwich
low
high
1 – 2 – 3 – 4 – 5 – 6 – 7
low
high
1 – 2 – 3 – 4 – 5 – 6 – 7
low
high
1 – 2 – 3 – 4 – 5 – 6 – 7
low
high
1 – 2 – 3 – 4 – 5 – 6 – 7
low
high
1 – 2 – 3 – 4 – 5 – 6 – 7
low
high
1 – 2 – 3 – 4 – 5 – 6 – 7
Primus inter
pares
low
high
1 – 2 – 3 – 4 – 5 – 6 - 7
low
high
1 – 2 – 3 – 4 – 5 – 6 - 7
low
high
1 – 2 – 3 – 4 – 5 – 6 - 7
low
high
1 – 2 – 3 – 4 – 5 – 6 - 7
low
high
1 – 2 – 3 – 4 – 5 – 6 - 7
low
high
1 – 2 – 3 – 4 – 5 – 6 - 7
One for all
low
high
1 – 2 – 3 – 4 – 5 – 6 - 7
low
high
1 – 2 – 3 – 4 – 5 – 6 - 7
low
high
1 – 2 – 3 – 4 – 5 – 6 - 7
low
high
1 – 2 – 3 – 4 – 5 – 6 - 7
low
high
1 – 2 – 3 – 4 – 5 – 6 - 7
low
high
1 – 2 – 3 – 4 – 5 – 6 - 7
7.1.4. Hints and preconditions before starting a project
Listen / Read / Discuss
Although some main project management frameworks (legal responsibilities, financial procedures,
administration and documentation of expenses etc.) are settled by written contracts, their influence
on a successful project implementation must not be overestimated.
Quite often, unwritten laws and regulations are the real determiners of successful communication,
information flow, development work, social interaction and good partnership. Many of them are
based on so called soft skills, social and intercultural awareness and intelligence, experience or
personal dispositions, which are difficult to acquire intentionally. However we would like to take
this opportunity to give you some general hints and to raise some basic considerations before you
start your project work.
Make sure you know all the relevant legal frameworks and regulations (contractual settings,
budget, financial procedures, reporting etc.) of the programme that is funding the project –
the EC as well as your partners will expect and appreciate your knowledge of these issues!
Make early contact with your personal project officer (who is responsible for your project
from the funder’s side) in order to introduce yourself and to discuss relevant issues about your project.
Do not be afraid, as usually these persons are very kind and helpful and their main interest is
to ensure a successful and uncomplicated project implementation. Since you are both pulling on the
same end of the rope you should work as a team.
Establish an efficient and reliable technical communication structure within your partnership
(by email, telephone, skype, project group meetings etc.). All partners should have access to
these instruments and should be able to use them! Please consider also the strengths and weaknesses
of each of these instruments – and try to control them proactively (e.g. emails are great to
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