Page 40 - ipma italy journal_vol 1_02.2015

IPMA ITALY Journal of Applied Project Management
keep confidential and the information
are bonded to IPR (Intellectual
Property Rights) against competitors.
The Project Manager must monitor
and control all the communications
and the publications relative to the
project in order to respect all the IPR
regulations established within the
consortium. The IPR protection
constitutes a consistent part of the
“Agreements” signed by the
Company at the beginning of the
project both toward the Commission
(Grant Agreement) and toward the
Consortium (Consortium Agreement).
On these bases some of the standard
Program Management
methodologies are not applicable or
must be tailored on the Agreements
above.
3. Project Management
Methodologies for EC
projects
In what follows the most useful
capacities in industrial framework, of
EC Project Managers are reminded.
Through the description of the project
phases from its creation to its routine
management, the project manager
reference capacities are evidenced.
3.1. Project Preparation:
proposal submission and
Negotiation
As reported above, the final outcome
of the project and the objective of
each member of the Consortium
could not be the same. In the initial
phase of the proposal preparation is
Volume 1 no. 2 (July 2015)
crucial to carefully individuate the
possible partners who, even if could
not be interested in carry on a project
with specific directions, are however
interested in developing part of the
results. This approach guarantees the
correct development of the activities.
The Proposal/Project Manager will be
the sponsor of:
 the project results toward the
EC,
 the single parts developed by
the partners towards the whole
consortium,
 his/her Company affiliates
interests in the project towards
the consortium and EC.
The choice of the leader of the
proposal/project is usually
recommended by EC itself: in some
cases it is explicitly requested that the
leader of the project is within a
European Small and Medium
Enterprises (SME). The leadership skill
of the Proposal/Project Manager is
fundamental in building up a
Consortium focalized and highly
motivated in the project’s scope. This
approach impacts on the quality of
proposal, on the chances to be
funded and on the project routine
management, preventing possible
conflicts in the Consortium.
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