D1.1 Project administrative toolset...Reporting Period 1: from M01 to M12 (01/05/2018 –...

H2020-DS-08-2017: SMOOTH

Project No. 786741

Start date of project: 01-05-2018

Duration: 30 months

Revision: 02

Date: 31-07-2018

D1.1 Project administrative toolset

SMOOTH Deliverable 1.1

31/07/2018 Revision:0.2 Project Nº: 786741

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Document Information

Document Name: Deliverable 1.1 Project Administrative toolset

WP: 1

Revision: 02

Revision Date: 31.07.2018

Author: Rosa Araujo

Dissemination Level

Project co-funded by the EC within the H2020 Programme

PU Public X

PP Restricted to other programme participants (including the Commission Services)

RE Restricted to a group specified by the consortium (including the Commission Services)

CO Confidential, only for members of the consortium (including the Commission Services)

(Tick the corresponding dissemination level of the deliverable according to Annex I).

Approvals

Name Entity Date Visa

Author Rosa Araujo Eurecat 31/07/2018

Document history

Revision Date Modification

Version 1 17/07/2018 V1

Version 2 31/07/2018 V2

Executive summary

It is a practical handbook with detailed instructions and templates for the edition of the

different deliverables and compliance with the reporting obligations. It contains

documentation and communication standards in order to enable good communication

within the consortium, use of the management structure, procedures, tasks and

responsibilities at all levels of the project execution, including the project identity.



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Index

1.- Introduction .......................................................................................................... 5

2.- SMOOTH contractual framework ........................................................................ 5

2.1.- Grant Agreement .................................................................................................... 5 2.2.- Consortium Agreement ........................................................................................... 6

3.- Project key data ................................................................................................... 7

3.1.- Roles and responsibilities ....................................................................................... 8

4.- Information Management................................................................................... 12

4.1.- Internal communication ........................................................................................ 12 4.2.- Means of communication ...................................................................................... 12

4.2.1.- Recommendations for good communication ............................................ 13

5.- Documentation ................................................................................................... 13

5.1.- Shared Workspace: REDMINE ............................................................................ 13 5.1.1.- Redmine modules for SMOOTH ............................................................... 14 5.1.2.- User management in Redmine for SMOOTH ........................................... 15 5.1.3.- Recommendations for good use of the shared workspace ...................... 15

5.2.- File naming and versioning ................................................................................... 16 5.3.- SMOOTH templates and corporate image ........................................................... 16

6.- Reporting: Planning and monitoring ................................................................ 17

6.1.- Reporting in WP Leader Group ............................................................................ 18 6.2.- Reporting in WP Leader Group ............................................................................ 19 6.3.- Report to EC ......................................................................................................... 19

6.3.1.- Written reports requested ......................................................................... 19 6.3.2.- Project reviews ......................................................................................... 20 6.3.3.- Schedule for EC report delivery ................................................................ 20 6.3.4.- Schedule for EC report delivery ................................................................ 21

6.4.- Report to EC ......................................................................................................... 21

7.- Financial management ...................................................................................... 21

7.1.- The SMOOTH Budget .......................................................................................... 22 7.2.- Cost eligibility ........................................................................................................ 23

7.2.1.- Direct Costs .............................................................................................. 23 Personnel costs ...................................................................................................... 23 Travel and subsistence ........................................................................................... 25 Equipment costs: depreciation costs of equipment, infrastructure or other assets 25 Other direct costs .................................................................................................... 26 Ineligible costs ........................................................................................................ 26

Indirect cost model ............................................................................................................... 26 7.3.- Payments by the Commission .............................................................................. 27

Pre-financing ........................................................................................................... 27 Interim payment ...................................................................................................... 27 Final payment ......................................................................................................... 28

8.- Meeting Schedule of SMOOTH .......................................................................... 28



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9.- List of acronyms ............................................................................................... 30



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1.- Introduction

This Project Management Handbook represents the principal guideline for communication and

documentation, including information such as templates and procedures for reporting as well as

the introduction to and explanation of the tools and channels to be used, exchange of data and

archiving of information of intern, restricted or public circulation in a structured and correct

manner.

This Handbook is COMPLEMENTARY to the Grant Agreement and to the Consortium Agreement;

giving practical details on the implementation of these agreements and instructions for handling

the daily execution.

The Handbook does NOT REPEAT the complete provisions, rules and instructions already provided

in those legally binding documents. Only fragments are included in the Handbook where deemed

useful to improve understanding of the context or purpose.

Every project team member shall thoroughly review these documents to ensure the compliance of

contractual obligations.

In case of apparent or real inconsistencies between these documents, the following order of

precedence will be applied:

1. Grant Agreement and its annexes

2. Consortium Agreement

3. Project Administrative toolset [present document]

2.- SMOOTH contractual framework

Projects funded under the Horizon 2020 program typically have the following contractual

documents:

• EC Grant Agreement (GA)

• Consortium Agreement (CA)

The SMOOTHs partners have concluded these agreements, both available at the SMOOTH

document repository in Redmine.

2.1.- Grant Agreement

The GA is a contract between the EUROPEAN COMMISSION (EC) and the SMOOTH partners. The EC

signed the Contract with the Project Coordinator. All other project partners signed the “Accession

Form A” with the Project Coordinator.

The Grant Agreement was signed electronically by all partners following the new provisions and

procedures implemented in H2020. All partners may access to the signed GA through the Research

Participant Portal (My projects>SMOOTH –Manage project).

The Grant Agreement is composed of several documents. Please note that the GA core contract

and Annex 1 to 3 contain legally binding provisions, terms and conditions for the project



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implementation. Annex IV to VI contain models for procedures (i.e., financial reporting, audit

certificates, etc.):

• Grant Agreement (core contract): (pages 1 to 132). The contract text is standardised and

includes regulations about project duration, starting date, scientific and economic reporting, legal

rights to results, etc. it also contains information about the eligibility of project costs.

• Annex 1: Description of the Action. (pages 133 to 274) Contains the work plan of the

project (Objectives, WPs, deliverables, etc.).

• Annex 2: Estimated budget for the Action (pages 276 to 278). Details on the estimated

budget of the project.

• Annex 3: Accession of beneficiaries to the Grant Agreement. (pages 279 to 289) Document

by which current partners have formally acceded to the SMOOTH consortium and the funding. It

contains the electronic signature of each of the partners.

• Annex 4: Model for the financial statements. (page 290) All costs information will be

consolidated in this form configuration. The Project Coordination will provide the necessary

financial statement templates (see below ¡Error! No se encuentra el origen de la referencia.)

• Annex 5: Model for the certificate of financial statements (CFS). (pages 291 to 316) Model

for the three documents that build up the CFS. CFS must be submitted for each beneficiary (and

linked third party) that requests total of EUR 325 000 or more as reimbursement of actual costs and

unit costs calculated according to its usual cost accounting practices.

• Annex 6: Model for the certificate on the methodology for Unit Cost (COMUC). (pages 317

to 332) Model for partners willing to obtain the COMUC. This is a voluntary certification that only

applies when a partner wishes to declare direct personnel costs as unit costs.

The EC has made available an AGA – Annotated Model Grant Agreement, which contains

elucidation notes that might be helpful for clarifying the meaning and implications of GA provisions.

SMOOTH partners may contact the coordination and/or management team in case or doubts about

the GA.

2.2.- Consortium Agreement

The Consortium Agreement (CA) is a contract that partners conclude amongst themselves in order

to implement the project. The CA agreement allows the partners to determine with detail the

administrative and management provisions necessary to carry out their project. Within this

agreement, partners also outline the rights and responsibilities of each member of the consortium.

This agreement cannot contradict or negate the rules established by the GA or the Rules for

Participation in H2020 projects.

The SMOOTH CA is based on DESCA model for H2020 and adapted to suit the project characteristics.

All partners have signed the CA (April 2018), and have received a full set of hardcopies signed by

the partners subscribing the CA.

SMOOTH partners may contact the coordination and/or management team in case or doubts about

the CA.

http://ec.europa.eu/research/participants/data/ref/h2020/grants_manual/amga/h2020-amga_en.pdf



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3.- Project key data

Project full title GDPR Compliance Cloud Platform for Micro Enterprises

Project acronym SMOOTH

EC reference number 786741

Start date – End date 01/05/2018 – 31/10/2020

Reporting periods Reporting Period 1: from M01 to M12 (01/05/2018 – 30/04/2019)

Reporting Period 2: from M13 to M30 (01/05/2019 – 31/10/2020)

Total costs € 3.367.837,50

EC Department/Unit Horizon 2020, Digital Security Focus Area, Innovation Action (IA)

Unit

Uni

Original call H2020-DS-2016-2017

SMOOTH key data information

SMOOTH is a balanced consortium composed by twelve partners that combine the following areas

of expertise, providing a solid ground to maximise the achievements the pursued objectives. Taking

into account the target users of the SMOOTH platform, the consortium includes all relevant

stakeholders:

Two Data Protection Agencies: AEPD (Spain) and DVI (Latvia), responsible for applying the

GDPR in their respectively countries.

Role: To certify the reliability of SMOOTH platform to verify GDPR compliance

One law research University: KUL, with deep knowledge in GDPR

Role: To define GDPR elements

Representatives of European micro-enterprises: ESBA, FBOX

Role: To guarantee that SMOOTH platform aligns to small business requirements, to recruit

MSMEs (Micro, Small and Medium-sized Enterprises) to participate in the different pilots

and to disseminate the project results.

Technological partners: EUT (innovation centre), UC3M and IMDEA (research institutions),

LSTECH (SME), NAVER and NEC (large enterprises)

Role: Thanks to its experience text mining, machine learning web and mobile app auditing

to develop innovative algorithms and software, they will integrate the new algorithms and

software into the platform.

Exploitation partners: AEPD, DVI, LSTECH

Role: Partners with high exploitation capacity under well-defined business models such as

a public free service and as a commercial service for MSMEs.

Standarization expert: UNE



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Role: To search for standardisation opportunities of the SMOOTH platform, methodology

and embedded technologies.

Participant

nº Participant organisation name

Participant short

name Country

1

FUNDACIÓ EURECAT EUT Spain

2 AGENCIA ESPAÑOLA DE PROTECCIÓN DE DATOS AEPD Spain

3 KATHOLIEKE UNIVERSITEIT LEUVEN KUL Belgium

4 NAVER FRANCE NAVER France

5 NEC LABORATORIES EUROPE GMBH NEC Germany

6 UNIVERSIDAD CARLOS III DE MADRID UC3M Spain

7 FUNDACIÓN IMDEA NETWORKS IMDEA Spain

8 ASOCIACIÓN ESPAÑOLA DE NORMALIZACIÓN UNE Spain

9 FUNDINGBOX ACCELERATOR SP ZOO FBOX Poland

10 EUROPEAN SMALL BUSINESS ALLIANCE OF SMALL AND

MEDIUM INDEPENDENT ENTERPRISES ESBA Belgium

11 DATU VALSTS INSPEKCIJA DVI Latvia

12 LSTECH ESPANA, SL LSTECH Spain

SMOOTH consortium members

Project Coordinator Technical Coordinator

Rosa Araujo Tel: +34 93 238 14 00 Email: [email protected]

Ángel Cuevas Tel.: +34 91 624 62 35 Email: [email protected]

Coordinator’s contact data

3.1.- Roles and responsibilities

The consortium bodies and roles with responsibility additional to the obligations and rights of any

consortium member/beneficiary are thoroughly described in the Consortium Agreement (CA). The

responsibilities, members, scope of action and functioning shall be consulted in the CA. This is in

particular important for proposing decisions and decision making. The compliance of the rules



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settled in the Consortium Agreement is necessary for a fair and transparent management and the

best and most participatory mean to achieve the project’s objectives successfully.

The Consortium Agreement sets the framework of action and responsibility for:

Project Supervising Group (= General Assembly) (GA) (PSG)

Work Package Leader (WPL)

Coordinator

Project Board (PB)

The General Assembly (GA) is the only factual decision-making body of the project. It can discuss

and decide issues upon its own initiative or upon request of any partner. In practice the PB and the

Coordinator have a critical role in proposing issues to the Assembly, preparing options for decisions

and checking viability of proposals. For example, the PB reports to it on progress and planning of

work, detected risks and opportunities which require high-level response to ensure project

development or increase exploitation prospects.

The most common, but not exclusive, items on the agenda of the Assembly will be:

● Control the project implementation, progress, medium and long-term planning, resources status,

confirmation of milestones, any necessary decision to ensure the achievement of the project

objectives, innovation and exploitability of results, propose amendments of the Grant Agreement

when necessary;

● Assess reported risks and opportunities of high impact and priority to decide on response/action,

with a particular consideration to assuring achievement, innovation, exploitation and IPR

protection of results;

● Oversee the involvement in cluster activities with projects, stakeholders, thematic experts,

associated partners or advisors in particular WPs or tasks throughout the project;

nomination/approval of such external collaborators;

● Handle any consortium issue such as withdrawal, accession, changes of partners; assessment and

decision in case of substantial breach of obligations by a partner, and any further aspect such as

need for modification of task assignment, budget and EC funding.

The Project Board (PB) unites all WP Leaders and reports to the GA. When appropriate, a particular

partner, task leader or team member shall be invited to the Board eventually to add additional

expertise, point of view or resolution of a particular situation.

The Board comes together regularly every four months, while its frequency can vary maximum ± 1

month if needed. It works together to guarantee seamless development and reasonable reaction

capacity to detected risks/opportunities.

The ELSA Manager, Data Protection Officer, Data, Communication and Exploitation Managers, have

a prominent role in the Board due to their cross-project responsibility for exploitation, innovation

and IPR management. When appropriate, a particular partner, task leader Member shall be invited

eventually to add additional expertise, point of view or resolution of a particular situation. The

Board comes together regularly every three months, while its frequency can vary maximum ± 1



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month if needed. It works together to guarantee seamless development and reasonable reaction

capacity to detected risks/opportunities.

The classic innovation management approach of iterative evaluation and assessment of

ideas/results is the baseline of the Board’s dynamics: implement - review - assess - focus on the

most promising option(s) - adjust and plan - implement - review. Accordingly, the Board surveys the

technical progress of work and ensures the integration, coherence and match of the results

delivered by the project, including responsibilities such as:

(i) set the quality assurance criteria, reviewers and schedules taking into consideration the

objectives, complexity and particular requirements of the project work and oversee

revision processes and outcomes;

(ii) precise and assess the milestones to confirm their accomplishment;

(iii) plan jointly the work inside and across WPs by phases – until next Board meeting,

deliverables due, milestone, review;

(iv) discuss and select methodologies of work, options and proposals for development,

inform about internal or external novelties to be taken into consideration;

(v) External Advisory Board management;

(vi) identify and propose external experts or stakeholders intended to be involved;

(vii) review and assessment of the Risk Register, analyse and propose action plan on

materialized or imminent risks, deviations and emerged opportunities;

(viii) ratify decisions of the General Assembly and requirements of the EC (e.g. after review);

(ix) promote exchange of information, joint work and demo-sessions, smooth transition of

knowledge, use of common communication and documentation tools.

The project Coordination embraces the scientific and technical as well as the administrative

management, reflected also in WP1 structure and tasks. No subcontracting or separation of the

coordination assignment is considered; in a consortium of the given size and the ambitious work

plan the Coordination system planned secures the most efficient and seamless management.

The role of the Coordinator is defined in the Rules for Participation and the Grant Agreement.

Beyond that s/he must ensure the best possible implementation and results and encourage team

work. S/he closely follows the project progress, interacts to ensure consistency across work and

documents delivered, promotes knowledge exchange and joint work. Consequently, the tasks of

WP1 concentrate on operations, quality assurance, and risk and opportunity management.

The project Coordinator takes care of all administrative, financial and legal affairs, communication

and reporting to the EC, collection and consolidation of reports, contractual issues of the Grant and

Consortium Agreements, organisation of meetings, setup of the communication and shared

workspace environment.

The External Advisory Board (EAB) will be formed from representatives of these categories and

independent experts. The EAB will be established in the first 6 months of the project and will meet



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once or twice during the duration of the project, in on-line or face-to-face meetings. The objectives

of the EAB are to monitor the project and provide input with respect to stakeholder requirements,

compliance with the EU regulation, societal and users’ priorities, and socio-economic impacts. The

EAB members will be requested to sign a Non-Disclosure Agreement to ensure open

communication. All materials and data shared with the EAB will first be cleared by the consortium.

The EAB is a consultative body without direct decision faculty that strongly influences the progress

of the project. It will contribute to the attainment high quality project outcomes that are aligned

with society’s needs, values and expectations; hence, maximizing impact and outcomes uptake.

The EAB will contribute upon request of the Project Board whenever the project approaches

planned milestones, to revise the work done (mainly deliverables, and publications) and to provide

their critical insight. The EAB will be invited to attend project’s specific meetings or events. Any

formal arrangement (letters of commitment, confidentiality agreements, travel and allowance for

meetings and events) shall be managed by the Project Coordinator.

The following organisation chart summarized the main responsibilities of each consortium body

and its relations between them:

Figure 1. Organization chart

Consult the CA for full information about the objective and responsibility of these Consortium

Bodies and associated procedures (e.g. meetings, voting, etc.).

Generally, this document refers to “member” or partner as the entity taking part in the project.

However, this shall always be understood as the individual team member. The personal interaction,

stability of work team, competence and daily involvement in the project of these individuals is

utmost important for a successful project.



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In case of a person leaving the project team, the partner shall take provisions for seamless

continuity and compliance of work and inform in due time the affected partners (e.g. collaborators

in the same WP, co-authors of deliverables…) as well as the Coordinator.

4.- Information Management

4.1.- Internal communication

The Coordinator maintains contact to all partners and stays in permanent close contact to the PSG

and WPLG. It is also the sole responsible for maintaining the contact to the Project Officer and the

EC and for communicating relevant issues to the corresponding beneficiaries.

In case of doubt about who to contact, just approach the Coordinator.

A project contact directory will be available at the wiki section in Redmine (Wiki > Who is who) and

it will contain details of all the people involved in the Project. Each item, organized by institution,

contains the name of the person, email address and function. Every user must update their contact

information in this section as soon as any modification appears.

Based on this information as by project set-up, the Coordinator has created the following emails

lists:

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

Any change of contacts shall be notified immediately to the Coordinator. Any removal of a recipient

must come with a substitute contact, even if it is temporary.

All mails about the project shall start in the subject-line with [SMOOTH] followed by a meaningful

description of the subject.

4.2.- Means of communication

For specific communications by email, it is recommendable that the email accounts of the recipients

accept the acknowledgement of receipt. Please verify this possibility.

For virtual meetings and telephone conferences, EURECAT provides a “Gotomeeting” number and

indicates the precise instructions to connect before the meeting.

mailto:[email protected]













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Minutes for each virtual meeting held will be kept in SMOOTH document repository, Redmine.

4.2.1.- Recommendations for good communication

DISCUSSIONS shall not be hold by flooding mailboxes and “cc’ing” numerous addressees. The

shared workspace provides wikis and forums, which are the optimal environment for such

discussions and debates and provides moreover the benefit of good traceability.

Attach to mails only the least necessary documents. It is much more efficient to include in the mails

the links to the document stored in the shared workspace instead of overloading mails and

mailboxes.

Agreements achieved in oral conversation shall be documented by a summarizing mail to the

respective persons.

Remember that in some situations a phone call can be more efficient and resolving than a series of

e-mails.

5.- Documentation

5.1.- Shared Workspace: REDMINE

Because of the proven good experience, EURECAT provides the shared workspace on Redmine - a

flexible project management tool that allows the management of several projects using the same

interface. Projects can be organized using a hierarchical structure (project-subprojects and tasks-

subtasks). There are different modules that can be used, enabled or disabled just as needed for the

projects and handling can be made even easier by selecting plug-ins that adjust the appearance and

functionalities of the platform to the project’s need or the user’s preference.

For SMOOTH, the Coordinator has already pre-filled the workspace with a structure that already

reflects SMOOTH’s project structure, documents and meetings to be done and has selected the

modules and features most useful and needed for SMOOTH:



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Figure 2. Redmine screenshot of DMSF section

5.1.1.- Redmine modules for SMOOTH

Activity This section allows the user to review the activity in the project. All changes made in any part of the project are notified here. If anyone change the status of a task, publish a new, upload a new file, etc., a new activity appears in the section. All events are ordered by date, being the newest event the first one in the list.

Issues List

The list of issues offers the opportunity to see and filter all issues defined in the project. There are several trackers depending on the project configuration. The most used ones are Task, Deliverable, Milestone and Documentation. In the issues List the user can apply several filters and ordering preferences. The queries defined by the user can be saved for next uses.

Gantt chart

The Gantt chart allows users to see in a temporarily way all issues of the project. The user can see the evolution of the project taking into account the evolution of each task. Each task has a colour to indicate whether it evolves as it has been planned or not. It also allows filtering the issues represented and modifying the temporal scale.

Calendar This section shows in a calendar view when the issues starting or finishing on a month. It is useful when tasks are not longer than a week.

News The news section let the users to publish interesting news related with the project. Each user is able to publish a new, and the other users will be notified by email about it.

Wiki The wiki allows the users of the tool to create/modify content in a collaborative way. It can be used to share knowledge between partners. For instance, it could be useful



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to define the team and contact information of the team involved, to share links about relevant information of the project, to define a user manual for the project, the rules to work with the tool, etc.

Forums It is the appropriate section to place a conversation between all users interested in. Redmine allows the creation of a forum per each project. Furthermore, for each forum the users can create several topics and reply them. It could be useful to define a topic for each work package.

DMSF It stands for Document Management System Features. It is a plugin of Redmine for document management. This tool lets the user organize the documentation of the project in folders and control all versions of each file. Files can be easily uploaded dragging the file in the web page. The files can be locked to avoid any modification by other users. The users can follow changes of specific folders of documentation and be notified of any new file version.

My Page My Page is a customizable page where the user can define some widgets to show relevant information of the project. There are widgets to show the tasks assigned to the user, the tasks the user have been reported, the latest news, etc.

My account

In this section the user can configure their personal information as the email where the notifications have to be sent and the language of the tool. Here the user can also configure when Redmine has to send email notifications about changes.

Redmine modules

5.1.2.- User management in Redmine for SMOOTH

Redmine users can be assigned different roles with different degrees of permissions. All users in

SMOOTH project have been granted access to the shared workspace with a profile that permits

them to consult and edit the wiki section. In addition, they can also view and modify documents in

the DMSF.

At any moment and depending on the necessities, a user can be created or deleted by the

Coordinator just by informing the Coordinator by email.

SMOOTH’s shared workspace is a PRIVATE ZONE. A secure and confidential use of user credentials

is vital to ensure that information stays save and correct. Instead of passing on your user credentials

to colleagues, request a specific user for such colleague. In case you lose or forget your password,

inform immediately the Coordinator and your password will be modified. You will receive a new

one.

5.1.3.- Recommendations for good use of the shared workspace

All agendas, material for meetings, assistant lists, and minutes are to be documented and collected

in the corresponding archive.

Working documents can be saved locally but the document shall be marked in Redmine that it is

UNDER REVISION and by whom, to avoid overlap or incoherence of versions.



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As regards deliverables, final versions must be online. The person responsible for its elaboration

will upload the word version in the corresponding folder in the DMSF section. Once the document

is available, the Coordinator must be informed and the Coordinator will create a pdf document to

be sent to the Commission (submitted version). However, if the document is public and represent

a valuable outcome of the project, it will be made available in the project public website to promote

the results dissemination.

Set notifications by e-mail accordingly to ensure that you work on the latest versions and are

informed about activities relevant for your work package or particular job.

5.2.- File naming and versioning

For the naming and versioning of SMOOTH documents, if not otherwise specified, use the following

format:

Name_of_the_file.vNº.docx / .pdf / .xlsx

It is suggested to choose a clear and descriptive document name and use it coherently through all

versions of the same document. It is NOT necessary to add the date or hour in the filename as it is

registered and visible anyway at the document repository.

REMEMBER to complete the “version log” inside each document according to the file name.

Example: For a document with the title: Dissemination action plan (v2.3) the file name would be:

Dissemination_action_plan_v2.3.docx.

Deliverables: the use of the following convention is compulsory DNº_TitlevX.doc, with n and x

numbers (e.g.: D2.1_Requirements definition_v1.2.docx, D2.1 Requirements definition FINAL)

5.3.- SMOOTH templates and corporate image

Templates facilitate a lot the job of structuring and laying out documents. They unify information

and guide the authors in the production of a document. They are key element of SMOOTH’s

corporate image for internal as well as external communication.

Project templates will be found in the Logos and Templates subsection of Redmine wiki.

When deemed necessary, the coordinator shall include new templates or update these current

ones to ensure that they are applicable, practical and easy to use:

Document Type Description

Deliverable Word Includes all the identifiers required by the EC, document

structure, layout of headings and tables, etc.

Agenda for meeting Word General outline that shall fit all meeting purposes.

Minutes of meeting Word Structures the minutes, based on the agenda elements, to

facilitate the minute taker the job and provide complete

and relevant minutes.

Presentation PowerPoint With the corporate layout embedded in different slide

styles for coherent and professional presentations that



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allow to focus on the content and not to hassle with

layouts.

New risk form Excel Used by any team member to identify and describe a new

risk or opportunity to be commented and assessed at the

WPLG.

Dissemination report Word Recapitulates the main aspects of a dissemination event,

its results and assessment of aspect.

Press/TV report Word Recapitulates the main aspects of a TV/press

dissemination activity, its results and assessment of

aspect.

Bank account sheet Word Form to notify the Coordinator the bank details for

transfer of EC funding.

List of available templates

In case of doubt about the use of a template, proposal of improvements or new templates of the

application of the corporate style specified in particular in the templates “Deliverable”, “Simple

document” and “Presentation”, just contact the Coordinator.

6.- Reporting: Planning and monitoring

Reporting shall be understood as the monitoring of ongoing work, demonstration and

documentation of work and achievements done but it also must include the planning of next steps

in respect to work, objectives, exploitation and managerial aspects.

Reporting needs to contrast the achievements against the objectives and assess them in the

project’s overall context as well as against the Key Performance Indicators. For an effective work

such wrap-up must go hand in hand with the foresight and next steps towards the fulfilment of the

objectives and expectations of the partners.

The SMOOTH project work plan is detailed at the Description of the Action (DoA), which is the

Technical Annex to the Grant Agreement.

All Work packages, tasks, deliverables and resources to be spent during the project are defined in

the DoA. Progress of the project will be monitored and assessed by the timely and budget wise

achievement of milestones, deliverables and reports.

WP

No. WP Title

Lead

No.

Short

Name

Person-

Months

Start

Month

End

month

WP1 Management (MGT) 1 EUT 26 1 30

WP2 Requirements, entry questionnaire and

interactive handbook (REQ)

3 KUL 53 1 24

WP3 Analysis of informative documents on

data protection and privacy

(SMOOTEXT)

4 NAVER 49 1 24



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WP4 Analysis of data repositories

(SMOODATA)

5 NEC 50 1 24

WP5 Analysis of websites and mobile apps

(SMONLINE)

6 UC3M 52 1 24

WP6 SMOOTH cloud platform (PLAT) 1 EUT 66 1 27

WP7 Demonstration, piloting and market

validation (PILOT)

9 FBA 47 7 30

WP8 Exploitation, Dissemination and

Communication (COM)

12

LSTECH

58 1 30

WP9 Ethical,legal,social&data management

aspects (ETH)

3 KUL 35 1 30

Total PMs Total

PMs 436

List of work packages

6.1.- Reporting in WP Leader Group

The Coordinator invites to the meeting by email to the distribution list of the WP Leaders, together

with the agenda outline.

Each meeting will have a structured agenda which will be based in the following points, and

modified according to the concrete WPLG meeting requirements:

Reporting on progress towards objectives, deliverables, KPIs and work done.

Assessment and verification of milestones.

Blocking issues, deviations and proposals for response. Risk management.

Priorities, work plan and objectives until the next WPLG meeting.

Other relevant issues (periodic reporting, review, PSG meeting, major events, etc.)

Each WP Leader reports on his/her particular WP, taking into consideration the relevance of the

information for project as a whole, key aspects for the overall objectives and aspects for

collaboration among WPs.

The time dedicated to the individual elements of the agenda will be determined upon the current

priority or urgency.

Each WP Leader has to confirm at least 7 days before the meeting the name of the assistant(s).

Written reports, deliverables, working documents, presentations, etc. shall be made available on

the Shared Workspace at least 3 days before.

The minutes are produced by the chair (if not otherwise agreed) and distributed not later than a

week after the meeting to the distribution list of the WP Leaders. It is responsibility of the WPL to



Page 19 of 30

inform his/her WP team members of his and other partner organisations about the relevant parts

of the minutes and provide material from the meeting if appropriate/necessary.

6.2.- Reporting in WP Leader Group

The PSG, as it is a strategic and the only decision making body of the consortium, underlies formal

rules of invitation and sending of the agenda, presentation and representation of members, voting

rules and quorum, minutes and veto procedures.

They are thoroughly described in the Consortium Agreement.

Though the Coordinator runs the main preparation of PSG meetings, the content will be strongly

determined by the reports, milestones, findings and proposals for decisions of the WP Leaders or

individual requests of a partner.

The PSG meetings shall take place before starting EC-reporting or an EC-review, to allow the

partners to discuss define and decide upon any issue that shall be advanced to the EC for their

information or their approval (e.g. changes in budgets, tasks, objectives, methodology, partners).

In particular, the EC-Reviews are important to prepare potentially necessary project changes and

get technical feedback or even agreement on such modifications by the Officer and Reviewers.

The invitation with the original agenda will be sent by the Coordinator in due time to the

distribution list which is based on the members of the PSG identified in the Consortium Agreement

for that purpose; or an updated list maintained by the Coordinator if a partner formally notified a

change of its representative.

6.3.- Report to EC

6.3.1.- Written reports requested

Period-basis reports on both technical and financial aspects must be sent to the EC within 60 days

following the end of each reporting period. As this is the ultimate deadline for the submission of

the overall, complete and compiled information about the project and the individual inputs, the

PRACTICAL deadline has to start right at the end of the period and must be finished at least several

days prior that stipulated deadline. The following reports are requested:

Periodic technical report RP1, RP2: explanation of the work carried out, overview of the

progress, publishable summary, answers to the questionnaire (covering issues related to

the action implementation and the economic and societal impact), plan for the exploitation

and dissemination of the results.

Periodic financial report1 RP1, RP2: individual financial statements, explanation of the use

of resources, periodic summary financial statement including the request for interim

payment.

Final technical report: publishable summary, overview of the results and their exploitation

and dissemination, conclusions of the action and the socio-economic impact of the action.

1 As established in art. 20.6 of the GA, financial statements must be drafted in Euro. Beneficiaries with accounting established in a

currency other than the euro must convert costs incurred in another currency into euro at the average of the daily exchange rates

published in the C series of the Official Journal of the European Union, calculated over the corresponding reporting period.



Page 20 of 30

Final financial report: final summary financial statement including the request for payment

of the balance and certificate on the financial statement, if needed (if any partner is

requesting a total contribution of ≥EUR 325.000, no CFS is required).

6.3.2.- Project reviews

The annual review conducted by the EC with the support of external reviewers is a contractual

obligation and follows the submission and analysis of the delivered reports on the project period

and eventually the final reports.

The assessment is based on the reading and evaluation of all deliverables produced in the period,

the technical and financial report of the period/final reports submitted, and a personal meeting

with the Officer, the expert reviewers and the project team.

The Coordinator will make any necessary arrangement with the Project Officer about date, venue

and agenda of the Review. Before the evaluation meeting, the Coordinator will inform the

partners about how the process will be carried out and the main aspects to be prepared for the

meeting with the Commission and the experts. This may include technical aspects raised from the

Officer/experts comments, financial and administrative issues, and comments on the content of

any particular deliverable.

6.3.3.- Schedule for EC report delivery

The completion of reports is aligned with 12-month reporting periods and the reports have to be

submitted electronically no later than 60 days after the end of each period.

St

e

p

Action Responsib

le Date P1 Date P2 Date P3

1

Coordinator informs all beneficiaries about requirements and obligations for the upcoming report, suggests a report generation work plan and provides templates.

Coordinator 30/04/19 30/04/20 30/10/20

2 All beneficiaries and WPL provide the requested input to the Coordinator.

Beneficiaries

& WPL 15/05/19 15/05/20 15/11/20

3

The Coordinator sets up the draft report sent to the PSG for check and approval (not later than 3 weeks before deadline).

Coordinator 05/06/19 05/06/20 05/12/20

4 The PSG delivers its comments (not later than 2 weeks before deadline).

PSG 15/06/19 15/06/20

15/12/20



Page 21 of 30

St

e

p

Action Responsib

le Date P1 Date P2 Date P3

5

The Coordinator informs to whom it may concern about necessary changes, generates the final version and submits the reports including all complementary forms and material to the EC (on deadline).

Coordinator 30/06/19 30/06/20 30/12/20

Timing for the periodic reports to the EC

6.3.4.- Schedule for EC report delivery

All participants are asked for high quality input ON TIME as requested by the Coordinator

and already advanced in the previous schedule.

Avoid copy/paste from deliverables as the purposes of deliverables and reports on work

done are quite different. Remember that the Officer as well as the experts read and assess

all deliverables produced in the period AND the periodic report.

The periodic and final reports shall be self-standing documents which demonstrate the

achievements and work done and compare them against the commandment and objectives

of the Grant Agreement and its Annexes.

6.4.- Report to EC

For dissemination activities with the objective of promoting the project to third parties, in

conferences, workshops, fairs, etc. a mechanism for reporting and impact measurement is

necessary. In order to trace all dissemination activities (organisation of workshops, participation in

conferences, TV and press appearance), and record their impact, the templates “Dissemination

Report” and “Press/TV report” shall be delivered after each action to the Dissemination-WP Leader.

The template compiles information about expectation/purpose of assistance, development of the

event, benefit for the project, target audience reached, input and feedback gained for the project,

contacts made, further action and follow-up of contacts after the event.

7.- Financial management

Projects funded under the H2020 observe certain financial rules. Typically, the European

Commission grants funding by applying a reimbursement rates model applied to the total eligible

costs of the project. The eligible costs of the project build up the project budget, and it is composed

of direct costs and indirect costs.

Direct costs are all those eligible costs which can be attributed directly to the project and

are identified by the beneficiaries as such, in accordance with its accounting principles and its usual

internal rules. Here a non- exhaustive list of possible direct costs: personnel (both permanent and

temporary), travel and subsistence, equipment, consumable, subcontracting.



Page 22 of 30

Indirect costs are all those eligible costs which cannot be identified by the beneficiaries as

being directly attributed to the project, but which can be identified and justified by its accounting

system as being incurred in direct relationship with the eligible direct costs attributed to the project.

Indirect costs, also called overheads, are all the structural and support costs of an administrative,

technical and logistical nature which are cross-cutting for the operation of the beneficiaries’ body’s

various activities and cannot therefore be attributed in full to the project. H2020 establishes a

universal 25% flat rate over total direct costs (except subcontracting) for calculating the indirect

costs of the project.

The European Commission’s reimbursement oft costs cannot exceed the upper funding limit. The

different upper funding limits depend on the type of beneficiary (see table below).

Type of beneficiary Non-profit Profit

Research and Innovation Action (RIA) 100% 100%

Innovation actions (IA) 100% 70%

Coordination & support actions (CSA) 100% 100%

7.1.- The SMOOTH Budget

Any deviation on the costs will have to be informed to the Coordinator and, depending on the

amounts or concepts, explicit agreement from the Project Officer will have to be sought.

The estimated budget breakdown of the project may be adjusted by transfers of amounts between

beneficiaries or between budget categories (or both). This does not require an amendment

according to Article 55, if the action is implemented as described in Annex 1.

The beneficiaries may not however add costs relating to subcontracts not provided for in Annex 1,

unless such additional subcontracts are approved in accordance with Article 13.

SMOOTH budget

Beneficiary Personnel Subcontracting Travel Other Total direct costs Indirect Costs Total EC Contribution

EUT 369.600,00 € - € 25.000,00 € 11.000,00 € 405.600,00 € 101.400,00 € 507.000,00 € 507.000,00 €

AEPD 115.000,00 € - € 15.000,00 € - € 130.000,00 € 32.500,00 € 162.500,00 € 162.500,00 €

KUL 217.600,00 € - € 15.000,00 € - € 232.600,00 € 58.150,00 € 290.750,00 € 290.750,00 €

NAVER 346.500,00 € 7.500,00 € 20.000,00 € - € 374.000,00 € 91.625,00 € 465.625,00 € 325.937,50 €

NEC 330.570,00 € - € 20.000,00 € - € 350.570,00 € 87.642,50 € 438.212,50 € 306.748,75 €

UC3M 324.000,00 € - € 25.000,00 € 5.000,00 € 354.000,00 € 88.500,00 € 442.500,00 € 442.500,00 €

IMDEA 150.000,00 € - € 15.000,00 € - € 165.000,00 € 41.250,00 € 206.250,00 € 206.250,00 €

UNE 42.000,00 € - € 12.000,00 € 3.000,00 € 57.000,00 € 14.250,00 € 71.250,00 € 71.250,00 €

FBA 110.000,00 € - € 15.000,00 € - € 125.000,00 € 31.250,00 € 156.250,00 € 156.250,00 €

ESBA 142.500,00 € - € 15.000,00 € - € 157.500,00 € 39.375,00 € 196.875,00 € 196.875,00 €

DVI 34.500,00 € - € 15.000,00 € - € 49.500,00 € 12.375,00 € 61.875,00 € 61.875,00 €

LSTECH 270.000,00 € - € 25.000,00 € - € 295.000,00 € 73.750,00 € 368.750,00 € 258.125,00 €

Total 2.452.270 € 7.500 € 217.000 € 19.000,00 € 2.695.770 € 672.068 € 3.367.838 € 2.986.061 €



Page 23 of 30

SMOOTH table of effort

7.2.- Cost eligibility

In order to be considered for reimbursement, costs incurred by the beneficiaries in the course of

the project must satisfy the eligibility criteria laid down in the GA.

In order to be eligible, costs must be:

Actually incurred (actual costs). That means that they must be real and not estimated,

budgeted or imputed. Where actual costs are not available at the time of establishment of the

certificate on the financial statements, the closest possible estimate can be declared as actual if this

is in conformity with the accounting principles of the beneficiary. This must be mentioned in the

financial statement.

Incurred by the beneficiary. That means that supporting documents proving the payment

of the costs by the beneficiaries must be kept for all costs and for up to five years after the end of

the project.

Incurred during the duration of the project, with the exception of costs incurred in relation

to final reports as well as certificates on the financial statements which may be incurred during the

period of up to 60 days after the end of the project (or the date of termination whichever is earlier)

Determined according to the usual accounting and management principles and practices

of the beneficiary identifiable and verifiable. That means that beneficiaries cannot create specific

accounting principles for H2020 projects.

Used for the sole purpose of achieving the objectives of the project and its expected

results, in a manner consistent with the principles of economy, efficiency and effectiveness

recorded in the accounts of the beneficiary

The eligible costs are either direct or indirect.

In the following sections, brief explanations of the relevant cost items in the SMOOTH project are

commented in an indicative way. For further information on the eligible and ineligible cots please

check the SMOOTH Grant Agreement (Article 6- Eligible and ineligible costs). You may also check

the Annotated Model Grant Agreement, with elucidation notes for further details and clarifications.

7.2.1.- Direct Costs

Personnel costs

Participant short

nameWP1 WP2 WP3 WP4 WP5 WP6 WP7 WP8 WP9 TOTAL

EUT 8 4 14 19 0 18 12 5 4 84

AEPD 1 5 0 0 0 2 4 6 5 23

KUL 1 11 2 2 2 2 0 3 9 32

NAVER 1 1 31 0 0 4 2 4 2 45

NEC 1 1 0 27 4 4 2 4 2 45

UC3M 8 8 0 0 25 5 2 4 2 54

IMDEA 1 1 0 0 13 3 2 4 1 25

UNE 1 1 0 0 0 1 0 9 0 12

FBA 1 4 1 1 0 2 7 3 1 20

ESBA 1 4 1 1 0 1 6 4 1 19

DVI 1 5 0 0 0 2 4 6 5 23

LSTECH 1 8 0 0 8 22 6 6 3 54

26 53 49 50 52 66 47 58 35 436

http://ec.europa.eu/research/participants/data/ref/h2020/grants_manual/amga/h2020-amga_en.pdf



Page 24 of 30

Personnel costs are eligible if they are related to personnel working for the beneficiary under an

employment contract (or equivalent appointing act) and assigned to the action. They must be

limited to salaries (including during parental leave), social security contributions, taxes and other

costs included in the remuneration, if they arise from national law or the employment contract (or

equivalent appointing act).

Staff of the project must:

be directly hired by the beneficiary in accordance with its national legislation,

work under the sole technical supervision and responsibility of the latter, and

be remunerated in accordance with the normal practices of the beneficiary.

Costs related to parental leave for persons who are directly carrying out the project are eligible

costs, in proportion to the time dedicated to the project, provided that they are mandatory under

national law.

Based on “actually incurred” rule, only the hours actually worked on the project can be charged.

Working time to be charged must therefore be recorded throughout the duration of the project by

any reasonable means. The complete time recording system should enable reconciliation of total

hours in cases where personnel work on several projects during the same period. You may use your

own institution’s timesheets provided they are giving sufficient information.

Additional remuneration

As a general rule, payment of bonuses that are not an employer's obligation arising from the

national regulation relating to labour law or even from the employment contract and that are within

its discretion may not be considered as part of normal remuneration, even though identified as a

payment on the payroll, and their eligibility may be questioned (in particular with respect to the

criterion of necessity for carrying out the project).

However, H2020 allows non-profit legal entities declare as personnel costs additional

remuneration for personnel assigned to the action (including payments on the basis of

supplementary contracts regardless of their nature), if:

(a) it is part of the beneficiary’s usual remuneration practices and is paid in a consistent manner

whenever the same kind of work or expertise is required;

(b) the criteria used to calculate the supplementary payments are objective and generally applied

by the beneficiary, regardless of the source of funding used.

The limit of this additional payment is 8.000 €, if the person works full time exclusively to the

project.

Consultants

Partners can charge to the project the hours of consultants - costs for natural persons working

under a direct contract- in an H2020 project, if the following cumulative criteria are fulfilled:

(a) the person works under the beneficiary’s instructions and, unless otherwise agreed with the

beneficiary, on the beneficiary’s premises;

(b) the result of the work carried out belongs to the beneficiary, and



Page 25 of 30

(c) the costs are not significantly different from those for personnel performing similar tasks under

an employment contract with the beneficiary.

Costs of personnel seconded by a third party against payment. Third parties and their

contributions are set out in the Annex 1 (DoA). However, as stated in Art. 11, the Commission may

approve in-kind contributions not set out in Annex 1 (DoA) without amendment (see Article 55), if:

they are specifically justified in the periodic technical report and

their use does not entail changes to the Agreement which would call into question the

decision awarding the grant or breach the principle of equal treatment of applicants.

Costs owners of beneficiaries that are small and medium-sized enterprises (‘SME owners’) who are

working on the action and who do not receive a salary are eligible personnel costs, if they

correspond to the amount per unit set out in Annex 2 multiplied by the number of actual hours

worked on the action.

Travel and subsistence

This budget category covers travel costs and related subsistence allowances (including all related

duties, taxes and charges that the beneficiary has paid, if including them is part of the usual

practices for travel (e.g. non-deductible VAT; see Article 6.5)). Travel and subsistence costs may

relate to the personnel of the beneficiaries as well as to external experts that participate in the

action on an ad hoc basis (e.g. attending specific meetings), if the experts’ participation is envisaged

in Annex 1. In this case, the beneficiary may reimburse the experts or handle the travel

arrangements itself (and be invoiced directly). There is no distinction between travelling in or

outside of Europe.

Again, eligibility conditions are:

Travel costs must be declared as actual costs, incurred during the project lifetime (against

receipts, or usual per diem amount paid by the beneficiary)

The travel must be necessary for the action (e.g. to present a paper explaining the results

of a conference)

Be in line with the beneficiary’s usual practices on travel.

Equipment costs: depreciation costs of equipment, infrastructure or other assets

Depreciation costs of equipment are eligible if:

Are declared as actual costs, incurred during the project lifetime, are necessary for the

action and linked to it.

Have been purchased in accordance with Article 10.1.1 of the Grant Agreement.

Be written off in accordance with the beneficiary’s usual accounting practices and with

international accounting standards.

The depreciable amount (purchase price) of an asset must be allocated on a systematic

basis over its useful life (i.e. the period during which the asset is expected to be usable).

Depreciated equipment costs cannot exceed the equipment’s purchase price.

Depreciation cannot be spread over a period longer than the equipment’s useful life.



Page 26 of 30

Note that common office equipment (ie. computers, laptops and software) will be problematic and

may be rejected.

Other direct costs

This budget category covers any goods and services that were purchased for the action (or

contributed in-kind against payment), including:

Costs for consumables and supplies (e.g. Raw materials, scientific publications needed for

the action, etc.)

Dissemination costs (including open access during the action) and conference fees for

presenting project-related research

Costs related to intellectual property rights (IPR) (including costs to protect the results or

royalties paid for access rights needed to implement the action)

Costs for certificates on financial statements (CFS) and certificates on methodology (unless

unnecessary, for instance because the EU contribution is less than EUR 325.000) or the certificate

was submitted not for the final report but before).

Translation costs (if translation is necessary for the action’s implementation, is justified,

etc)

Ineligible costs

Article 6.5 of the Grant Agreement list the ineligible costs of the project:

(a) Costs that do not comply with the conditions set out above (Article 6.1 to 6.4), in particular:

Costs related to return on capital;

Debt and debt service charges;

Provisions for future losses or debts;

Interest owed;

Doubtful debts;

Currency exchange losses;

Bank costs charged by the beneficiary’s bank for transfers from the Commission;

Excessive or reckless expenditure;

Deductible VAT;

Costs incurred during suspension of the implementation of the action (see Article 49);

(b) costs declared under another EU or Euratom grant (including grants awarded by a Member State

and financed by the EU or Euratom budget and grants awarded by bodies other than the

Commission for the purpose of implementing the EU or Euratom budget); in particular, indirect

costs if the beneficiary is already receiving an operating grant financed by the EU or Euratom budget

in the same period.

Remember that the EC can audit partners any time during the project and project is auditable

up to 2 years after final payment, but documents should be kept for 5 years. Keep safe all

documents (tickets, invoices, timesheets)!

Indirect cost model



Page 27 of 30

H2020 established a universal flat-rate of 25% of eligible direct costs, excluding:

Costs of subcontracting

Costs of in-kind contributions provided by third parties which are not used on the

beneficiary’s premises

The financial statement template will auto-calculate the amount of indirect costs for each party.

7.3.- Payments by the Commission

The contract specifies a maximum EC contribution to the project. According to the GA, the maximum EC contribution to be received by the SMOOTH project is 2.986.061 €.

The EC issues the payments to the Project Co-ordinator. The Project Co-ordinator is responsible for receiving and ensuring the distribution of the community financial contribution in accordance with the provisions in the GA and the CA. All partners have provided their bank account information.

Whenever changes regarding this bank account information occur on the partner’s side the Project Co-ordinator has to be informed immediately and the concerned partner must fill out, stamp and sign the bank account form and send it back to the Project Co-ordinator. The template for the bank account form is available at Redmine.

By a system of periodic advance payments (pre-financing) a permanent positive cash flow is guaranteed, giving great financial certainty to the consortium.

Since the SMOOTH has two reporting period, the project will have three payment processes: the pre-financing, the interim payment and the final payment.

Pre-financing

At the beginning of the project, the EC issues a first payment (pre-financing) to ensure the necessary cash flow for carrying out project activities.

Partners should consider that the pre-financing remains the property of the Union until the final payment. If, at the time of Final payment, the total amount already paid would prove to be higher than the EC contribution accepted2, the Commission has the right to recover the difference.

The first pre-financing for the first period is transmitted to the Project Co-ordinator within 30 days of entry into force of the GA. The project coordinator is in the obligation to the pre-financing among project partners that have signed the Annex 3 -Accession forms within 45 days.

SMOOTH’s pre-financing was distributed on June 2018, upon receipt of all partners’ bank account information. Further payments are based on the approval of periodic reports.

Interim payment

Payment is subject to the approval of the periodic report to be done at month 14 and concerns the period M1-M12.

2 The EC Contribution accepted will be the sum of the accepted Financial Statements that we are required to

submit to the commission within 60 days following the end of each reporting period. These should detail all

the costs that have been incurred during that period.



Page 28 of 30

The amount due as interim payment is calculated by the Agency in the following steps:

1- Application of the reimbursement rates: applied to the eligible costs declared by the beneficiaries and approved by the Agency for the concerned reporting period. 2- Limit to 90% of the maximum grant amount: The total amount of pre-financing and interim payments must not exceed 90% of the maximum grant amount. The maximum amount for the interim payment will be calculated as follows: {90% of the maximum grant amount (see Article 5.1) minus {pre-financing and previous interim payments}}.

Final payment

At the end the project (M30), a Periodic report and Financial Statements have to be delivered to the European Commission. If the Periodic Report and the Financial Statement are accepted by the Commission, the final payment will follow. Provided of partners meet their budgets and the EC accepts the costs presented, the final payment will match up the maximum EC contribution plus the amount retained for the of Guarantee fund (Article 5.1).

8.- Meeting Schedule of SMOOTH

In order to monitor and coordinate the implementation of the action, the following types of project

meeting are foreseen in the DoA:

Kick-off It unites the WPLG and PSG to set detailed work plan for the first period of the project; hosted by the coordinator.

Telco meetings

Called by the Coordinator, to be scheduled every 2 weeks when possible, to monitor the progress of each work package and ensure the coordination of the efficient implementation of the project, coherence with the work plan, to manage the delivery dates and to be informed about other activities.

WP Team

meeting and

work sessions

Called in by the WP Leader whenever deemed necessary for efficiency of work and assurance of results; mostly phone/video conferences.

WPLG meetings

Preferably every four months; mostly phone/video and personal meetings when possible, and desirable in conjunction with another event; called in and chaired by the Coordinator. The meetings shall coincide with the due date of milestones.

EC Reviews Two project reviews are foreseen and will be called in by the EC Project Officer, supported by the Coordinator for documentation, organisation and logistics.

SMOOTH project meetings

The precise date and times of the meeting will be agreed for each meeting through a “doodle” or

in meetings beforehand to ensure maximum assistance.

Practical aspects of meetings:

Attendance list with the names of the actual participants is produced by the chair.



Page 29 of 30

All information related to a meeting must be in the corresponding folder on the shared workspace;

if someone brings a new/revised version of a presentation to the meeting – he must upload it to

the workspace immediately and at the latest after the journey.

In meetings which require travel, accommodation and subsistence, each partner shall be

responsible for its own costs. “Invitation by the host”, due to potential limitations in eligibility shall

be offered only upon discretion of the host organisation.

Host organisations of the meeting shall facilitate travel arrangements for partners with helpful hints

such as maps, arrival descriptions, practical hints, hotels nearby, etc. The host shall take the

arrangements for lunch and coffee breaks that allow a smooth and efficient organisation of the

meeting. Any type of cost sharing of a meeting organisation must be agreed with the affected

partners BEFORE the meeting.

Agendas shall be organized in a way which allows best possible logistics and travel connections.

BE ON TIME. Respect start and end time of a meeting and the assigned time slot for your

contribution.



Page 30 of 30

9.- List of acronyms

AB Advisory Board

CA Consortium Agreement

CFS Certificate on Financial Statements

DMSF Document Management System Features

DoA Description of Action (Annex 1 of the GA)

EC European Commission

EU European Union

GA Grant Agreement

IPR Intellectual Property Rights

KPI Key Performance Indicator

MSMEs Micro, Small and Medium-sized Enterprises

PSG Project Supervising Group (=General Assembly)

RP Reporting Period

WP Work Package

WPL Work Package Leader

WPLG Work Package Leader Group

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