D8.1 Quality Assurance plan Deliverables/D8_1.pdfThis project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement

This project has received funding from the European

Union’s Horizon 2020 research and innovation

programme under grant agreement No 768619

D8.1 Quality Assurance plan

The RESPOND Consortium 2017

Integrated Demand REsponse

SOlution Towards Energy

POsitive NeighbourhooDs

WP 8: Project management

T8.1: Project administration & Quality assurance

Ref. Ares(2018)1737696 - 29/03/2018

WP8 Project management

D.8.1 Quality Assurance Plan

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PROJECT ACRONYM RESPOND

DOCUMENT D8.1 Quality Assurance Plan

TYPE (DISTRIBUTION LEVEL) ☐ Public

☐ Confidential

☐ Restricted

DELIVERY DUE DATE 31/03/2018

DATE OF DELIVERY 27/03/2018

STATUS AND VERSION v1.0 - Final

DELIVERABLE RESPONSIBLE FEN

AUTHOR (S) Antonio Colino, Rodrigo López, Agustina Yara

(FEN)

OFFICIAL REVIEWER(S) NA



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DOCUMENT HISTORY

ISSUE DATE CONTENT AND CHANGES

v0.1 26/02/2018 First version

v0.2 22/03/2018 Reviewed version

v1.0 27/03/2018 Final version



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EXECUTIVE SUMMARY

This report constitutes Deliverable 8.1: RESPOND Quality Assurance Plan. The report has been

prepared by FENÍE ENERGÍA SA, the Consortium member responsible for WP8 - Project

management.

This document contains the actions that the Project Coordinator is performing to ensure the progress

of the project, the accomplishment of the tasks, guarantying a high-level quality, and finally the

achievement of the main goals of the project.

The Quality Assurance Plan report focuses on the explanation of the main objectives, organization

and structural levels, as well as administrative, financial, risk management procedures, also tools

and measures implemented for a fluid development of the project.



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TABLE OF CONTENTS

1. Introduction 11

2. Quality assurance Plan 13

2.1 Objectives 13

2.2 Tasks 13

2.2.1 Task 8.1 Project administration & Quality assurance 14

2.2.2 Task 8.2 Project management and EC reporting 14

2.3 Gantt Chart 15

2.4 Deliverables 16

2.4.1 Deliverables’ reviewers methodology 17

2.5 Milestones 18

2.6 Reviews 19

3 RESPOND Consortium 19

3.1 Management Structure 21

3.1.1 Project management team 22

3.1.2 Steering Committee (SC) 22

3.1.3 WP Leaders (WPL) 23

3.1.4 User Engagement Leader (UEL) 23

3.1.5 Pilot Case Coordinator (PCC) 23

3.1.6 External Advisory Board (EAB) 24

3.2 Management procedures and objectives 24

4 Administrative management tools 25

4.1 Document sharing infrastructure 25

4.2 To do’s 26

4.3 Partner Pictures Directory 27

4.4 Distribution Mail List 28

4.5 Long-term calendar 29



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4.6 Meetings 29

4.6.1 Call Conference meeting 32

4.6.2 Face to face meeting 32

4.6.3 Steering Committee meeting 33

4.6.4 Project management team meeting 33

4.7 Remote meeting Infrastructure 34

5 Financial management 35

6 Risk assessment 35

6.1 Risk register & risk management 37

6.2 GDPR 37

7. Conclusions 39



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LIST OF FIGURES

Figure 1 - RESPOND Work Packages graphic scheme 11

Figure 2 - WPs Tasks interactions graphic scheme 13

Figure 3: Gantt Chart 16

Figure 4 - RESPOND Consortium 20

Figure 5 - Management Structure for RESPOND Governance 21

Figure 6 - Screenshot of Google Drive Platform 26

Figure 7 - Screenshot of TO DO’s List 27

Figure 8 - Screenshot of Partner’s Pictures Directory 28

Figure 9 - Distribution Mail List 28

Figure 10 - Long-Term Calendar 29

Figure 11 - Legend for Long-Term Calendar 29

Figure 12 - Screenshot of Adobe Connect Platform 34

Figure 13 - Screenshot of Risk Register 37

Figure 14 - Authorization of personal data document 38



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LIST OF TABLES

Table 1: Deliverables List 16

Table 2: Tasks Reviewers Proposal 18

Table 3: Milestones List 18

Table 4: Tentative Schedule of Project Reviews 19

Table 5: External Advisory Board List 24

Table 6: Critical Risks and Mitigation Actions 36

file://///192.168.2.17/CopiaActual/compartidos/Datos%20Comunes/FENIE%20ENERGÍA/26%20Proyectos%20Europeos/RESPOND/WPs/WP8/T8.1/D8.1_v0.2.docx%23_Toc509386005



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ABBREVIATIONS AND ACRONYMS AAU AALBORG UNIVERSITET

ALBOA ALMEN BOLIGORGANISATION AARHUS

ARAN COMHARCHUMANN FUINNIMH OILEAIN ARANN TEORANTA

AURA AURA RADGIVNING AS

DEV DEVELCO PRODUCTS AS

DEXMA DEXMA SENSORS SL

DOW Deliverable of Work

e.g. exempli gratia = for example

EAB External Advisory Board

EASME Executive Agency for Small and Medium-sized Enterprises

EC European Commission

EM Exploitation Manager

ENE ENERGOMONITOR S.R.O

FEN FENIE ENERGIA SA

IMP INSTITUT MIHAJLO PUPIN

M Month

MS Milestone

NUIG NATIONAL UNIVERSITY OF IRELAND, GALWAY

PC Project Coordinator

PCC Pilot case Coordinator

PMT Project Management Team

RESPOND Integrated Demand REsponse SOlution Towards Energy POsitive NeighbourhooDs

RV Review

ST Steering Committee

TEK FUNDACION TEKNIKER

TL Technical Leaders



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UEL User Engagement Leader

WP Work Package

WPL Work package Leader



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1. INTRODUCTION

The purpose of this document is to describe the Quality Assurance Plan that Feníe Energía SA

as the Coordinator of RESPOND Project is performing to guarantee an administrative, financial

& risk management and also a scientific & technology management of the project.

The project has a duration of 36 months. The work plan has been designed to achieve the goals

set, therefore in order to accomplish the target objectives it has been organized into three phases:

1) Phase I: Project set up and early deployment

2) Phase II: RESPOND platform integration and advancement

3) Phase III: Project validation and replication

These project phases encompass in total eight Work Packages (WP).

Figure 1 - RESPOND Work Packages graphic scheme



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The Phase I of the project consists of two WPs:

• WP1 Pilot site characterization

• WP2 Use Case Deployment and follow-up

In the Phase II of the project there are three WPs:

• WP3 User Engagement process

• WP4 ICT enabled cooperative demand respond model

• WP5 System Integration and Interoperability

The Phase III of the project comprises three WPs:

• WP6 Validation and Replication of Project Results

• WP7 Dissemination and Exploitation Activities

• WP8 Project Management

Specifically, with regard to WP8, which is the work package that concerns us in this deliverable, the integration of project management, risk management and quality assurance in one work package guarantees the coherent coordination among the tasks of RESPOND work plan.

The aims of the Quality Assurance Plan are:

• Coordinate all activities related to the project management: administrative, financial,

technical, communication and risk

• Guarantee the quality assurance of deliverables (e.g. reports, software, experimental

results, guidelines)



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2. QUALITY ASSURANCE PLAN

2.1 OBJECTIVES

The main objectives of WP8 “Project management are:

• To guarantee that the coordination and work between interacting Partners and the

European Commission proceeds smoothly, with efficient administrative, financial and

contractual management

• To ensure that the decision-making processes and quality assurance procedures specific

to the RESPOND project are established and followed

• To establish and to conduct effective knowledge management

Specific objectives of this WP are the following:

• Administrative, risk & financial management

• Scientific & technology management

2.2 TASKS

To achieve the objectives set for WP8, we have created two tasks that contribute to the work plan

accomplishment. Through these tasks, there is a constant supervision of the rest of the packages

tasks, also both tasks from WP8 enhance continuous and fluid interactions among the eight

packages (WP1, WP2, WP3, WP4, WP5, WP6, WP7, WP8). This interaction between tasks

fosters cooperation and takes into consideration the fundamental aspects of the various

disciplines involved in RESPOND project.

Figure 2 - WPs Tasks interactions graphic scheme



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2.2.1 TASK 8.1 PROJECT ADMINISTRATION & QUALITY ASSURANCE

Task 8.1 covers the entire duration of the project (M1-M36). The task leader is FEN and the rest of partners are participants involved in the task: AAU, ALBOA, AURA, ARAN, DEXMA, DEV, ENE, IMP, NUIG, TEK. The task sets the basis for the project management. According to the Grant Agreement, its Annexes and the Consortium Agreement, the intent is to facilitate and promote the use of a performance-based management. Within this framework, the following actions has been defined:

• Criteria for assigning individual accountability (authority and responsibilities), financial requirements, meeting and reporting requirements, conflict resolution, risks handling procedures, the project website and dissemination guidelines

• Mechanism whereby the partners can follow an agreed process for all major management activities and the execution of the project

• Guidance to consortium members for defining the initial versions, reviewing or updating any output in the progress of work, with a common format of project delivery

This task has produced this Deliverable D8.1, as a resource within the project, with the main purpose to keep under version control all the procedures which are open to revision as the project progresses. Further on at each project review updated versions of D8.1 may be submitted.

2.2.2 TASK 8.2 PROJECT MANAGEMENT AND EC REPORTING

This task runs along the project duration (M1-M36). The task leader is FEN and the rest of partners constitute involved participants: TEK, ALBOA, AURA, AAU, NUIG, ARAN, IMP, DEV, ENE, DEXMA. The following actions have been taken:

• Handling of project correspondence and day-to-day requests from partners and external bodies.

• Implementing and maintaining the project infrastructure: the internal platform for information exchange and email lists.

• Implementing and maintaining a project-specific database for reporting and controlling, including the adaptation of the structure after changes in the work plan and the Consortium.

• Preparing, executing and post-processing the major project meetings (tasks: agendas, invitations, location of meeting places, organization of rooms and equipment, preparation and distribution of materials, minutes and action lists).

• Designing and maintaining specific templates for collecting input to the required EC documents.



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• Checking the dissemination and exploitation plan versus the EC’s requirements.

• Preparing and post-processing of EC reviews from the consortium-side including support in the implementation of recommendations from the EC and reviewers.

• Handling of legal issues, IPR issues and maintenance of the consortium agreement, if necessary.

• Preparing and executing internal and project level quality assurance measures. Role of participants: FEN: As the project coordinator, will conduct the tasks described above requesting the necessary information and inputs from all the consortium members in order to ensure the proper achievement of the management WP objectives.

ALL MEMBERS: Collaborate with the project coordinator supplying the requested information.

2.3 GANTT CHART

A Gantt Chart has been designed to have an overview of the WPs, the tasks developed for each work package, the duration of the tasks during the project and the relation between tasks, milestones and demo activities (WP1, WP2, WP6). The WPs coincide more or less with yearly reporting periods, with inevitable overlapping activities (which extend from one phase to another) necessary to ensure smooth transition among project WPs and related tasks.



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Figure 3: Gantt Chart

2.4 DELIVERABLES

A list of Deliverables has been created for the entire duration of the project. Each Deliverable is linked to a WP number and also linked to a task. The purpose of the deliverable documents is to explain the progress achieved in the task execution process. The documents are associated to a lead beneficiary partner, also they are classificated by type, by dissemination level and they have a report due date.

Table 1 - Deliverables List



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2.4.1 DELIVERABLES’ REVIEWERS METHODOLOGY

For each Deliverable there is a reviewer that has been pre-assigned at the first stage of the

project, for this reason a list of tasks reviewers has been created.

The reviewer is a partner member of the RESPOND Consortium and its function is to check the

document and provide any feedback that may help to ensure its quality value before the reporting

process to the EC.

In addition, from the early stage of first draft versions to the later stage of final versions, all

deliverables are shared among all partner members with the aim of being accepted unanimously

before they are reported, as the Consortium believe that all kind of contributions are enriching,

will bear fruits and strengthen the structure deployed for the execution of the aims of the project.

REVIEWER

WP1 Pilot site characterization

T1.1 Operation scenarios and technical characterization of pilot sites TEK

T1.2 Demand response programmes PUP

T1.3 Interoperability issues at pilot level ENE

T1.4 Demand response actions discovery for each pilot DEXMA

WP2 Use Case Deployment and follow-up

T2.1 System architecture design DEV

T2.2 Seamless integration of RESPOND technology tiers TEK

T2.3 Design of the Initial deployment plan NUIG

T2.4 Early deployment at pilot sites ALBOA

T2.5 Demand Response platform deployment PUP

WP3 User engagement process

T3.1 Criteria and framework for participant recruitment AURA

T3.2 User engagement approach DEXMA

T3.3 Detailing the user context and improvements of user interaction NUIG

T3.4 Smart mobile client and personal energy performance assistant design ARAN

WP4 ICT enabled cooperative demand response model

T4.1 Semantic information model ENE

T4.2

Integration of demand response with supply/demand side management TEK

T4.3 Optimal energy dispatching at household and neighbourhood level AURA

T4.4 Energy production and demand forecasting FEN

T4.5 Data analytics and optimized control DEV

WP5 System Integration and Interoperability

T5.1 Home automation interoperability interfaces AAU

T5.2 Smart grid connectivity PUP

T5.3 RESPOND middleware development DEXMA

T5.4 Integration with desktop dashboard and smart mobile client AAU



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T5.5 Data protection and security measures FEN

WP6 Validation and Replication of Project Results

T6.1 Validation methodology and acceptance criteria AURA

T6.2 Validation analysis and reporting AAU

T6.3 Qualitative evaluation of user experiences and recommendations ALBOA

T6.4 Replication plan development NUIG

T6.5 Impact assessment, lessons learnt and recommendations AURA

WP7 Dissemination and Exploitation Activities

T7.1 Dissemination and communication strategy ALBOA

T7.2 Products, services and supporting business model definition TEK

T7.3 Data life cycle management PUP

T7.4 Best practice exchanges and methodology workshops ARAN

T7.5 Exploitation strategy to other households and buildings AAU

T7.6 Contribution to EASME dissemination activities N/A


T8.1 Project administration & Quality assurance N/A

T8.2 Project management and EC reporting N/A Table 2 - Tasks Reviewers Proposal

2.5 MILESTONES

A schedule of relevant Milestones has been foreseen. Each of the five Milestones scheduled has

a number (MS1, MS2, MS3, MS4 and MS5) and a title, also they are linked to a WP number and

have a lead beneficiary partner, a due date and finally a mean of verification.

Table 3 - Milestones List



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2.6 REVIEWS

In the proposal phase of the project two reviews were scheduled: RV1 (in M21) and RV2 (in M36).

In addition, two pre-reviews have been also scheduled in the Consortium long-term calendar

proposal. The pre-review periods coincide with F2F meetings that have been planned and they

will take place approximately a month before the reviews.

Table 4 - Tentative Schedule of Project Reviews

3 RESPOND CONSORTIUM

The RESPOND Consortium is composed of eleven partners from five countries (Denmark, Spain, Ireland, Serbia and Czech Republic). Besides, there are three use case pilots (in Spain, Denmark and Ireland). The climatic and socio-economic diversity between those three regions guarantees that the outcomes of the project could be replicated across the entire Europe.

The partners who constitute the RESPOND Consortium are the following:

➢ Members representing the Pilot Sites:

• Almen Boligorganisation Aarhus (ALBOA)

• Comharchumann Fuinnimh Oileain Arann Teoranta (ARAN)

• Feníe Energía SA (FEN)

➢ Members representing the Energy Providers, that are together with household’s

occupants, the other stakeholders that will take profit of the RESPOND:

• Feníe Energía SA (FEN)

• AURA Radgivning AS (AURA)

➢ Members that are Technology Providers:

• Dexma Sensors SL (DEXMA)



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• Develco Products AS (DEV)

• Energomonitor SRO (ENE)

➢ Members that represent our Academia Partners:

• National University of Ireland Galway (NUIG)

• IK4-Tekniker (TEK)

• Institute Mihajlo Pupin (IMP)

Figure 4 - RESPOND Consortium



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3.1 MANAGEMENT STRUCTURE

Figure 5 - Management Structure for RESPOND Governance

The Management Structure for RESPOND Consortium has been articulated in two organization levels:

• An Operational level:

The operational level of the management is constituted by the Project Management Team (PMT): led by the Project Coordinator (PC) and also composed by the Technical Leaders (TL) and the Exploitation Manager (EM).

• A Strategy level:

The strategy level is represented by the Steering Committee (SC): composed by one

representative per partner and is chaired by the Project Coordinator.

The Project Management is composed by two different bodies that will assure the correct orientation of the project to the expected results and that will be supported by:

• Work Packages Leaders (WPL)

• User Engagement Leader (UEL)

• Pilot Case Coordinator (PCC)

• External Advisory Board (EAB)



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3.1.1 PROJECT MANAGEMENT TEAM

The PMT members are:

• Project Coordinator (PC): FEN

• Technical Leaders (TL): TEK &IMP

• Exploitation manager (EM): DEXMA The PMT is responsible for the on-time preparation and delivery of the specified Deliverables, and for the monitoring and recording of progress in line with specified project milestones. The PMT works in close cooperation with the individual WP leaders. Summarizing, PMT’s main role is ensuring the correct execution of the technical work, oriented to the achievement of the exploitation of the proposed results and with a clear focus in the innovation management. This objective implies, among others, the following tasks leadership:

• Preparing and sending on schedule all the due duties foreseen by the Contract.

• Coordinating the technical activities. Last decisions in this field will be taken by the PC.

• Managing the legal, ethical, financial and administrative tasks.

• Overseeing the promotion of the gender equality in the project.

• Compiling costs statements and audit certificates from each of the participants.

• Maintaining all the consortium agreements.

• Control of the results generated to the project and analysis of the IPR measures.

• Market and technology watch and innovation management.

• Preparation of the exploitation plans.

3.1.2 STEERING COMMITTEE (SC)

The Steering Committee is the last decision-making body. SC is in charge of the last decisions in different subjects, as listed below on a non-exclusive basis:

• Proposals for changes to Annex I of the EC-GA to be agreed by the Consortium and/or European Commission (i.e.: Project’s budget re-allocation, creation, use, management and



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release of Joint Funds, Changes to the Consortium Plan - including the Consortium Budget)

• Entry of a new Party to the Consortium and approval of the settlement on the conditions of the accession of such a new Party

• Withdrawal of a Party from the Consortium and the approval of the settlement on the conditions of the withdrawal

• Declaration of a Party to be a Defaulting Party and remedies to be performed

• Termination of a Defaulting Party’s in the Consortium and measures relating thereto

• Proposal to the European Commission for a change of the Coordinator, suspension of all or part of the Project or termination of the Project and the Consortium Agreement

• Other (The Consortium Agreement, to be signed before the projects starts execution, will set up the precise regulations)

3.1.3 WP LEADERS (WPL)

WPL coordinate the work within individual tasks. The WPL is responsible for the control and quality of the deliverables associated to each WP. Moreover, they coordinate partner’s interaction within the WP and tasks and call technical meetings as required. Project progress will be critically reviewed at each milestone point. They must maintain the SC and PMT properly informed about the technical progress of the report and support PC in overall technical coordination of the project.

3.1.4 USER ENGAGEMENT LEADER (UEL)

AAU as User Engagement Leader (UEL) works towards the engagement of end consumers and their involvement in demand reduction activities. RESPOND intends to influence consumer energy consumption habits and steer their behavior towards a more energy efficient lifestyle.

3.1.5 PILOT CASE COORDINATOR (PCC)

The end users involved in this RESPOND project host the validation scenarios. The validation activities will be developed in Spain, Ireland and Denmark. DEXMA supports them being in charge of the coordination of the scenario mainly from a logistic approach; i.e. scheduling the different interventions of the other partners, the setup of the components etc.



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3.1.6 EXTERNAL ADVISORY BOARD (EAB)

In addition, the support of the External Advisory Board (EAB) will guide the Consortium, as they will ensure objective decisions of the Steering Committee and will support for flawless result exploitation at the end of the project. The existence of the EAB increases the Pan-European concept of this project and provides desirable feedback from other closely related to European or national activities in DR solutions and thus provide synergy with European R&D and industrialization. Key people from relevant stakeholders (including energy providers, technology suppliers, and municipality representatives) have been invited to join this External Advisory Board (EAB), since they already showed their large interest in this project and submitted a Letter of Support (attached as an annex). Currently the RESPOND Project EAB are the following in the list:

Table 5 - External Advisory Board List

The members of the EAB are neither legally bound by any contract between participants (Consortium Agreement), nor by the Grant Agreement (EC). The EAB members have signed a Non-Disclosure Agreement before the first EAB meeting; nevertheless, any project details provided to EAB will be diligently reviewed by the exploitation manager (WP7) with the aim of avoiding any sensitive data distribution.

3.2 MANAGEMENT PROCEDURES AND OBJECTIVES

The consortium will assure the appropriate project execution according to the implementation of the Work Packages and the achievement of the final goal by:

• taking profit of an important background and experience in this kind of international and collaborative public funded projects of the involved entities

Name and last name Company/Organization Position Country

Jonathan Sandham (M) ESB Networks (energy provider) Smart Networks Manager Ireland

Jeanette Thogersen (F) AffaldVarme Aarhus (district heat provider) Group leader for Central Heating department Denmark

Christian von Scholten (M) NorthQApS (smart home provider) Chief Executive Officer Denmark

Isabelle Kocher (F) Engie services (energy producer and service provider) Chief Executive Officer Slovakia

Bettina Frantes (F) SonnenplatzGroßschönau (residential municipality) Leader of research department Austria

Milos Banjac, Prof, PhD (M) Ministry of Mining and Energy of the Republic of Serbia (Public body) Assistant Minister Serbia

MiloradGrcic ElektroprivredaSrbije (national energy DSO) Director general Serbia

Bianca Barth German Association of Energy Market Innovators (BNE) EU Policy Director Germany

Frauke Thies Smart Energy Demand Coalition (SEDC) Executive Director Belgium

EXTERNAL ADVISORY BOARD



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• implementing an efficient, agile and practical governance structure to ensure day-to-day work according to the plan from one side and good communication and decisions mechanisms from another to avoid bottle necks and time-waste

The objective of the Management Structure is to get an easy adaptable management procedure capable of providing a flexible and practical day to day implementation.

4 ADMINISTRATIVE MANAGEMENT TOOLS

The simple management structure designed makes easier and more efficient the communication flows, however this choice it is supported by an effective work flow organization. With this aim the following means have been set up by PC form the very beginning:

• A clear and exhaustive description of the responsibilities for PMT (PC, EM, TL), SC, WPL and PCC

• Appropriate means for communication and exchange of information

• A Consortium Agreement was signed before the project started, and the Quality Assurance Plan (Deliverable 8.1, M6) compiles these coordination means and become the critical principles for project execution operative

• Meetings and a tentative for these meetings calendar

4.1 DOCUMENT SHARING INFRASTRUCTURE

The RESPOND Consortium is currently using Google Drive platform as document sharing infrastructure for the project. It is a cloud storage service, it has the advantage that it is an inexpensive cloud backup solution, the members of RESPOND Consortium can access easily into the platform with a Gmail account and it allows to upload, organize and share files.



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Figure 6 - Screenshot of Google Drive Platform

4.2 TO DO’S

FEN as the PC has created a TO DOS’s list with the purpose of having a concrete register of the

main next steps that has to be taken for the achievement of the tasks.

This tool has an excel format, it is located in the Google Drive platform so it has an easy access

in case of any consultation by the Consortium members and the procedure that is has been

carried out to maintain it updated is the following:

At the end of every remote call conference held every 15 days approximately the PC, on the

bases of the decisions taken during the meeting, adds to the list actions that have to be performed

and also updates the status of the current actions opened in previous meetings. In addition, a

responsible is assigned, together with a due date and the WP & Task in which the action is framed.

The tool results useful from an organizational point of view, as well as to not miss any deadline

established.



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Figure 7 - Screenshot of TO DO’s List

4.3 PARTNER PICTURES DIRECTORY

A Partner Pictures Directory has been created and is located in the project Google Drive Platform.

Each member of RESPOND Consortium is identified by his name, picture and email address and

the Directory is updated and available for consultation at any time.



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Figure 8 - Screenshot of Partner’s Pictures Directory

4.4 DISTRIBUTION MAIL LIST

A general Distribution Mail List has been created to facilitate the communication among the

Consortium partners. The address is [email protected]. Other specific lists may

be created at the time the need arises.

Figure 9 - Distribution Mail List

mailto:[email protected]



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4.5 LONG-TERM CALENDAR

A proposal for a long-term calendar for the entire duration of the project (M1-M36) was presented

to all partners during the first Pilot Site F2F Meeting and it has been approved by the Consortium

by unanimity. In this tentative of three years calendar we have set the following meetings:

• Call Conference

• F2F

• Steering Committee

• Project Management Team

• Other events

• Reviews

• External Advisory Board

Figure 10 - Long-Term Calendar

Figure 11 - Legend for Long-Term Calendar

4.6 MEETINGS

The general modus operandi of the Consortium has the following characteristics:

• is based on an open debate approach

• democratic decision takings

L M X J V S D L M X J V S D L M X J V S D L M X J V S D L M X J V S D L M X J V S D L M X J V S D L M X J V S D L M X J V S D L M X J V S D L M X J V S D L M X J V S D

1 2 3 4 5 6 7 1 2 3 4 1 2 3 4 1 1 2 3 4 5 6 1 2 3 1 1 2 3 4 5 1 2 1 2 3 4 5 6 7 1 2 3 4 1 2

8 9 10 11 12 13 14 5 6 7 8 9 10 11 5 6 7 8 9 10 11 2 3 4 5 6 7 8 7 8 9 10 11 12 13 8 9 10 2 3 4 5 6 7 8 6 7 8 9 10 11 12 3 4 5 6 7 8 9 8 9 10 11 12 13 14 5 9 10 11 3 4 5 6 7 8 9

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30 31 30 30 31


1 1 2 3 4 5 1 2 1 1 2 3 4 5 1 2 3 1 2 3 4 5 6 7 1 2 3 4 5 1 2 1 2 3 4 5 6 1 2 3 4 1 1 2 3 4 5 6

6 7 8 9 10 11 12 3 4 5 6 7 8 9 2 3 4 5 6 7 8 6 7 8 9 10 11 12 4 5 6 7 8 9 10 8 9 10 11 12 13 14 6 7 8 9 10 11 12 3 4 5 6 7 8 9 7 8 9 10 11 12 13 5 6 7 8 9 10 11 2 3 4 5 6 7 8 7 8 9 10 11 12 13

13 14 15 16 17 18 19 10 11 12 13 14 15 16 9 10 11 12 13 14 15 13 14 15 16 17 18 19 11 12 13 14 15 16 17 15 16 17 18 19 20 21 13 14 15 16 17 18 19 10 11 12 13 14 15 16 14 15 16 17 18 19 20 12 13 14 15 16 17 18 9 10 11 12 13 14 15 14 15 16 17 18 19 20

20 21 22 23 24 25 26 17 18 19 20 21 22 23 16 17 18 19 20 21 22 20 21 22 23 24 25 26 18 19 20 21 22 23 24 22 23 24 25 26 27 28 20 21 22 23 24 25 26 17 18 19 20 21 22 23 21 22 23 24 25 26 27 19 20 21 22 23 24 25 16 17 18 19 20 21 22 21 22 23 24 25 26 27

27 28 29 30 31 24 25 26 27 28 29 30 23 24 25 26 27 28 29 27 28 29 30 25 26 27 28 29 30 31 29 30 27 28 29 30 31 24 25 26 27 28 29 30 28 29 30 26 27 28 29 30 31 23 24 25 26 27 28 29 28 29 30 31

30 31 31 30

diciembre

enero febrero marzo abril mayo junio julio agosto septiembre octubre noviembre diciembre

julio agosto septiembre octubre noviembrejunio

enero febrero marzo abril mayo junio noviembre

IoT Bilbao

enero febrero marzo abril mayo

SCE Bcn

diciembre

EUW Vie

julio agosto septiembre octubre

Meetings Colour Who When Notice

Call Conference

F2F

Steering Committe All partners Once a year 45 calendar days

Project Management Team PC+EM+TL Twice a year 14 calendar days

Other events

Reviews

External Advisory Board

Milestones

Review period



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• pragmatic approach focusing on realistic objectives

• opened to further reviews

With the purpose of performing in this direction different kinds of meetings have been planned. In the proposal document at least seven face-to-face general meetings were planned: - Three during the first year (a Kick off Meeting; a Technical Meeting; and a Technical Meeting and Steering Board Meeting). - Two during the second year (a Technical Meeting; and a Technical Meeting and Steering Board Meeting). - Two during the third year (a Technical Meeting; and a Technical Meeting, Steering Board and Closure Meeting).

We have created a tentative calendar for those Meetings. In addition, the Consortium will hold two Reviews with the EC, we will coordinate these revisions (from paragraph 2.6) with F2F Meetings in order to obtain more interaction with the European Commission.

During the first six months of RESPOND project the Consortium has held the following meetings:

• Kick off Meeting in Brussels in M1 (October 2017)

• Technical Meeting in Barcelona in M3 (December 2017)

• F2F Technical Meeting & Pilot Site Visit in Denmark, Aarhus in M4 (January 2017)

• Call Conference Meetings approximately every 15 days According to the long-term calendar the following meetings will be held during the next months of the first year (October 2017 - September 2018) of the project:

• First Project Management Team Meeting in M8 (16 May 2018), probably through a remote meeting call conference

• F2F Technical Meeting & visit to the Irish Pilot in Aran Island during M8 (May 2018)

• Steering Committee in M8 (23 or 24 May 2018), taking advantage of the meeting in Ireland where all partners members that has to be represented in this meeting will be present

• Second Project Management Team Meeting in M12 (19 September 2018), probably through a remote meeting call conference

• The Consortium will continue holding remote Call Conferences Meetings approximately every 15 days

• Other events: IoT (Internet of Things) Bilbao 4-7 June 2018



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During the second year (October 2018 – September 2019) of the project the following meetings have been scheduled:

• F2F Technical Meeting & visit to the Spanish Pilot in Madrid, during M13 (October 2018)

• F2F Technical Meeting in Spain, Eibar, in M16 (January 2019)

• First Project Management Team Meeting in M16 (16 January 2019), probably through a remote meeting call conference

The following meetings scheduled for May and June 2019 are indicative, in a later state the Consortium will consider to mix the meetings and adjust the dates with the purpose of obtain the most fruitful result:

• F2F Technical Meeting in Serbia, Belgrade, in M20 (May 2019)

• Second Project Management Team Meeting in M20 (8th of May 2019), probably through a remote meeting call conference

• Steering Committee in M20 (15 or 16 May 2019), taking advantage of the meeting in Belgrade where all partners members that has to be represented in this meeting will be present

• External Advisory Board Meeting: during the fourth week of May 2019, before the first Review, to use this meeting as a pre-review. Each consortium partner will visit a different EAB, taking into account the following three parameters: the geographical situation, topic and the already existing relationship between partners and EAB

• Review: in M21, during the fourth week of June 2019 that will be coordinated with a F2F Meeting

• Other events: EUW (European Utility Week) in Vienna 6-8 November 2018 and SCE (Smart City Expo World Congress) in Barcelona 13-15 November 2018

• Call Conferences Meetings approximately every 15 days During the third year (October 2019 – September 2020) of the project the following meetings have been scheduled:

• F2F Technical Meeting in Spain, Barcelona, in M25 (October 2019)

The locations of rest of the last year’s meetings will be defined in a later state, but the plan remains similar to the previous two years plan:



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• Three F2F Meetings

• At least two Project management Team Meetings

• At least one Steering Committee Meeting

• One External Advisory Board Meeting as pre-review

• Review: in M38, during the fifth week of November 2020, when the project has already been concluded

4.6.1 CALL CONFERENCE MEETING

Call Conference Meetings are held every 15 days approximately, usually on Fridays at 10:00 CET, using the project’s platform for virtual meetings, Adobe Connect. At least one representative of each partner has to be connected. The agenda is shared with all members of Consortium by the PC during the week at issue, any member of Consortium can add new points to the agenda proposed by the PC before the meeting is held or during the meeting. After the meeting the PC sends the minutes by email to all members of Consortium, who have 15 days to approve them. Routinely, in the next Call Conference Meeting, the first point in the agenda will be “Approval of agenda and approval of the minutes from the last Call Conference”. As stipulated, the minute taker is always a member of the PC team. The purpose of these meetings is to maintain close contact and also to follow the development of the tasks. In addition, all kind of issues, as technical and organizational matters, updates, decision makings are discussed.

4.6.2 FACE TO FACE MEETING

Face to face (F2F) Meetings have the purpose of developing fruitful sessions of work and building a cohesive work team, besides improving knowledge in the different disciplines involved in the project. There are different kinds of F2F Meetings:

• General Meetings: the locations for the meetings have been thought in order to visit the three pilot sites during the first year. In the sessions technical aspects are discussed as well as organizational, management and governance aspects

• Technical Meetings: are required in intermediate periods between general meetings, involves only technical partners participating in current tasks



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The agenda is shared with all members of Consortium by the PC approximately a week before the meeting is held and has to be accepted by all members of the Consortium. The host partner works in close collaboration with the PC choosing locations, preparing the rooms and the material for the meetings, giving tips to the attendees, organizing the transport and the accommodation. At least one representative of each partner team has to assist to the general meetings, in the case of technical meetings at least one representative per partner involved in the current tasks in question. After the F2F meeting, the PC sends the minutes by email to all members of Consortium, who have 15 days to approve them and routinely, in the next Call Conference Meeting, the first point in the agenda will be “Approval of agenda and approval of the minutes from the F2F Meeting”. As stipulated, the minute taker is always a member of the PC team.

4.6.3 STEERING COMMITTEE MEETING

As stipulated in the Grant Agreement, the Steering Committee constitutes the ultimate decision-

making body of the consortium, is composed by at least one member of each involved project

partner FEN, IMP, TEK, DEXMA, AURA, AAU, ENE, NUIG, DEV, ALBOA, ARAN.

The SC has to meet at least once a year with 45 calendar days previous notice of the date of the

meeting. The Consortium has agreed to hold this annual meeting taking advantage of the F2F

Meeting in Aran Islands, May 2018 (first year), F2F Meeting in Belgrade, May 2019 (second year)

and F2F Meeting to be defined in 2020 (third year).

4.6.4 PROJECT MANAGEMENT TEAM MEETING

As stipulated in the Grant Agreement, the Project Management Team, composed by the PC: FEN,

EM: DEXMA and TL: IMP & TEK has to meet at least twice a year with 14 calendar days previous

notice of the date of the meeting.

The consortium members have agreed on holding this meetings via remote, using the project’s

platform for virtual meetings, Adobe Connect, furthermore they have been scheduled in the long-

term calendar for the 36 months of project. The dates chosen to hold this kind of meetings have

been strategically selected taking into account the milestones scheduled.



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4.7 REMOTE MEETING INFRASTRUCTURE

The Consortium is using Adobe Connect platform to hold Remote Call Conference Meetings. It is

a tool that FEN uses for their internal training, therefore it doesn’t suppose any cost for the project.

Each member of the Consortium has a username and a password to access to the platform and

it is available for calls, video conferences, chats. It has the possibility of sharing screens and the

sound quality accomplish with the standards. PC shared a user manual with all Consortium

members providing instructions for using the tool. (Attached in Annex I.)

Figure 12 - Screenshot of Adobe Connect Platform



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5 FINANCIAL MANAGEMENT

To monitor the economic progress of the Project an internal Cost Follow Up management control

tool is used. Every partner has to fulfil an internal Cost Follow Up document every 6 months and

sent it to the Coordinator following a model provided. There is one document for each of the

eleven beneficiaries.

In the document the following aspects will be included:

• Introduction

• Tasks carried out

• Progress towards objectives

• Significant results

• Deviation from Deliverables of Work (DOW)

• Use of resources

• Corrective actions

6 RISK ASSESSMENT

In the proposal phase of the project the following main critical risks related to the project were

listed:

• Management risks

• Functional risks

• Technical risks

• Visibility risks

• Business risks



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Table 6: Critical Risks and Mitigation Actions



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6.1 RISK REGISTER & RISK MANAGEMENT

FEN as the PC has created a Risk Register with the purpose of monitoring the main potential

risks and the response action performed to avoid it.

The Risk Register has an excel format, it is located in the Google Drive. The procedure that is

has been carried out to maintain it updated is the following:

After a potential risk is identified, the Risk Register is updated and finally a response action is

implemented with the consensus of the Consortium members, usually during a meeting. The excel

contains fields for the following concepts:

• description of the risk

• potential impact: low, medium or high

• responsible

• response action taken to avoid it

• status

Currently, as shown in the figure 13 there are two examples of risks in the project, both had been

taken into account and resolutive actions have been performed. The response actions taken are:

• iOS application development to guarantee the compatibility with the users engaged

devices

• Irish pilot team strengthening to ensure the engagement process

Figure 13 - Screenshot of Risk Register

6.2 GDPR

The Regulation (EU) 2016/679 which enters into force on the 25th of May 2018 has been taken

into account for the impact that might have in the project, especially regarding the engagement

process.



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The Consortium had legal advice about the regulation and has create a template “Authorization of personal data”. Each trial participant needs to sign this document. In addition, all Consortium members should sign another document to share the data. The procedure that the Consortium has agreed to perform is the following: as one member of the Consortium, Institut Mijalo Pupin (IMP) is from Serbia (country which is not part of the European Union agreements) there is international personal data transfer. FEN, as PC, will be the responsible of the personal data collection and will transfer the data to Serbia (also to the other partners within the EU)

Figure 14 - Authorization of personal data document



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7. CONCLUSIONS

During the first phase of the project (M1 - M6) the Consortium has built a cohesive work team.

Overall the stablished objectives have been achieved, as the tasks scheduled have been

developed on time and the unforeseen challenges that have emerged have been sorted out

through effective measures.

The general overview of the progress of the WPs’ tasks scheduled in the RESPOND Gantt Chart

has a positive balance:

The first Milestone (MS1) “Pilots Characterization” from WP1 which had the aim of having a

complete pilot characterization of the three pilot sites has been conclude within the period of the

first six months. So, the work for the next Milestone (MS2) “First Deployment”, from WP2 which

has the aim of having the first deployment devices installed in the M12, has already been started.

The Demo activities from WP1 and WP2 are also in progress.

Besides, the list of Deliverables programmed in the plan for M6 have been done and reported:

D1.1 “Pilot technical characterization and operation scenarios”: FEN working in close

collaboration with the pilot sites and the other technical and academic partners have concluded

the work from T1.1.

D1.2 “Demand respond programs overview”: NUIG have concluded the work from T1.2.

D1.3 “RESPOND strategy to support interoperability”: IMP working in close collaboration with

the pilot sites and the other technical partners have concluded the work from T1.3.

Regarding the dissemination and communication plan, aside from the web page, a video for

dissemination activities is in making process and the work for the project participation in events

and fairs is moving forward as well.

D7.1 “Dissemination and communication plan”: DEXMA has set up the strategy plan from

T7.1.

D7.2 “RESPOND dissemination and project website (Final)”: DEXMA started running the

website in M3 and is working in the progress of the task T7.1.

D8.1 “Quality Assurance Plan”: FEN has started up the quality assurance plan from T8.1 and T8.2.

Regarding the management structure for RESPOND Consortium, the constituted bodies have

been assuring an appropriate project execution taking profit of their important background and

experience and implementing an efficient and practical governance structure to guarantee day-

to-day work according to the plan and also good communication and decisions mechanisms.

The administrative management tools that the RESPOND Consortium have been using comply

with the requirements of the plan.



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The project is continuously adapting to obtain a final result in the real world that accomplish with

actual technology completed and qualified through tests and demonstrations (TRL 8), therefore

as the project progresses updates of the plan will be performed and reported.



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REFERENCES

RESPOND DOCUMENTS

[1] Consortium Agreement, version 1.5, 2017-09-22

[2] Grant Agreement number: 768619 — RESPOND — H2020-EE-2016-2017/H2020-EE-2017-

PPP



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Annex I. ADOBE CONNECT TUTORIAL

RESPOND ADOBE CONNECT

STEP 1: Browse to: http://comunidad.fenieenergia.es

STEP 2: Log in using your credentials

STEP 3: Select RESPOND group

STEP 4: Select VideoChats

RESPOND

Your name (lowercase)

RESPOND (capital letters)

http://comunidad.fenieenergia.es/



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STEP 5: Access to Adobe Connect

VideoChats

May be necessary to update Adobe Flash player. Click the link for it.



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STEP 6: Wait a few seconds until one of the following screens appear.

This message will be shown if the call host is not available yet. Keep waiting please.



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Documents

D8.1 Quality Assurance plan Deliverables/D8_1.pdfThis project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement