Page 45 - ipma italy journal_vol 1_02.2015

IPMA ITALY Journal of Applied Project Management
Volume 1 no. 2 (July 2015)
and whatever concerning the
project. The leadership of the
Coordinator strongly impacts on the
motivation of the single partner and
of the persons involved in the
activities allowing a better exchange
among the consortium creating a
positive loop of self-motivation that
improves the capabilities of the team
and facilitates the project manager
work. It is recommendable to insert in
the development of the project some
useful meetings of the Consortium
that can increase the technical
exchange, the team work and the
personal interaction among the
Partners. Moreover the involvement of
each Partner for their own skills in the
coordination activities are welcome
and contribute to create relationship
that can pose the basis also for future
cooperation in other frameworks.
The EC projects are innovation’s and
research’s oriented then it could
happen that at the beginning of the
activities some partners haven’t the
clear vision of the final results to
achieve; indeed in some cases the
research can lead to different results
and the initial scope of the project
could be lost or settled aside: in these strongly reduced or even stopped.
circumstances the Project Manager
must establish the clear guidelines
and individuate short term achievable
results, clear and measurable for
every partner, in order to perform the
overall activities in the best way.
Concerning the costs and the
financial management of the activity,
the Project Manager is responsible for
the calculation of project’s costs, can
interfaces his/her Company entities
that can support for the extraction of
the eligible costs but he/she must
interface with the partners in support
their costs declaration. In particular
regarding the costs calculation of
partner it is not a rare case in which
the coordinator supports the partner
suggesting the costs justification to
maximize the contribution. The Earned
Value management methodology
(figure 5) is applicable with restriction,
due to the fact that the nature of the
project and the funding mechanism
don’t allow the standard application.
The predictable final contribution is
not under the project manager
control because depends on the
other partners, on the research
activity and many variables should be
taken into account.
Figure 5
Concerning the Company internal
management, due to the low priority
of the research projects some
predictions are possible, but the
application of rules and concepts
must be continuously revised: usually
the internal funding dedicated to
Research and Development is yearly
revised and in some cases specific
lines are stopped for strategy reason.
In these cases the activity must be
However, out of these extreme
Company’s decisions, the Project
Manager must be aware of the
internal revision process and must
support the Proposal Manager during
the identification of the activities and
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