INCOME PROJECTTEMPUS SCM MEDA

 

 

Examining Management Processes

HR, Communications, Cost, and Scope

INCOME PROJECTTEMPUS SCM MEDA

 

 

INCOME PROJECTTEMPUS SCM MEDA

 

 

INCOME PROJECTTEMPUS SCM MEDA

 

 

HR and Team Management

Case Example: IPR Helpdesk Project

(Contract Nº IPS-2001-40004)

INCOME PROJECTTEMPUS 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

INCOME PROJECTTEMPUS 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

INCOME PROJECTTEMPUS SCM MEDA

 

 

Structure of the Team

Decentralised structure – aimed at close relationship with the end userDivided into technical ‘cells’ or workgroupsCells are:

ManagementLegalPublic RelationsInformation and Communications TechnologyAdministrative

INCOME PROJECTTEMPUS SCM MEDA

 

 

OrganigramaEUROPEAN COMMISSION

PROJECT DIRECTOR LEGAL COORDINATOR

IT PR ADMINLEGAL

SUPPORT STAFF AND WORKGROUPS

INCOME PROJECTTEMPUS 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

INCOME PROJECTTEMPUS SCM MEDA

 

 

Reporting ProcessesEach workgroup has to send periodic reports to the overall coordinator detailing progress, problems and ideasEvery 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 managersOffsite, have to present overall coordinator with reports

INCOME PROJECTTEMPUS 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

INCOME PROJECTTEMPUS SCM MEDA

 

 

Selection and Recruitment Process (Onsite)

Grant contracts – usually internally recruitedProfile is created with necessary and desirable requirementsPublic offer published on Announcement Board in University and UA websiteThen a recruitment tribunal holds decisions‘Motive for Recruitment’ must be presented to Vice-rector for Investigation when person is chosen – they must approve it

INCOME PROJECTTEMPUS 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 boardSelection process includes exam, tests, and a personal interviewThe tribunal includes the director of the project, secretary, representatives, and syndicates

INCOME PROJECTTEMPUS SCM MEDA

 

 

Recruitment and Selection

Most recruitment was carried out internally – in-house employeesAdvantages: employee’s skills are known, costs are less, motivational issues, employee has familiarity with procedures, rules, custom and cultureOffsite, this method was also the most used

INCOME PROJECTTEMPUS SCM MEDA

 

 

Appraisal and Reward Schemes

Most staff have temporary grant contractsHave to sit an evaluation on a tri-monthly basisEvaluated by Project Manager, using information provided by workpackage Staff also given questionnaires about their tasks, duty, and time usage

INCOME PROJECTTEMPUS 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

INCOME PROJECTTEMPUS 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

INCOME PROJECTTEMPUS SCM MEDA

 

 

Decision Making Structures

Decisions must not accumulate at the top of the hierarchyWorkpackage coordinators are responsible for day-to-day running decisionsProject Manager makes large decisions and, where necessary, consults with the Commission who have the ‘final word’

INCOME PROJECTTEMPUS 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

INCOME PROJECTTEMPUS 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

INCOME PROJECTTEMPUS 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

INCOME PROJECTTEMPUS 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

INCOME PROJECTTEMPUS SCM MEDA

 

 

Input – Output summaryACTION INPUT TOOLS OUTPUT

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