GraDAna Leader: Petanux (former Improving Innovation and ...gradana.csd.auth.gr/wp-content/uploads/2018/08/WP5_D.5.1_PMH_v2.1.pdfGraDAna Project Management Handbook Version 2.1 Page

Title:

Project Management Handbook

Version : 2.0

Date : 09/08/2018

Authors:

Dr. Mahdi Bohlouli (PNX former

ZC)

With equal contribution from all

orther partners

Leader: Petanux (former

Zettacomputics)

The GraDAna Consortium consists of:

Aristotle University of Thessaloniki (Coordinator)

Vienna University of Technology, University of Bonn, Petanux GmbH, Web2learn

University of Tabriz, Shiraz University, Shahid Bahonar University of Kerman, Imam Khomeini

International University, IAU of Qazvin, Institute for Advanced Studies in Basic Sciences

Status: Confidentiality:

[

[

[

X

]

]

]

Draft

To be reviewed

Final / Released

[

[

[

X

]

]

]

Public

Restricted

Confidential

- Intended for public use

- Intended for Promes consortium only

- Intended for individual partner only

GraDAna Improving Innovation and Entrepreneurship

Competences of Iranian Higher Education Graduates

through Data Analytics

GraDAna Project Management Handbook Version 2.1

Page 2 of 26

Deliverable ID:

Title:


Copyright GrADana Consortium


Page 3 of 26

CHANGE LOG

Vers. Date Author Description

1.0 31/11/2017 Mahdi Bohlouli First draft release

2.0 19/05/2017 Mahdi Bohlouli Completed version

2.1 09/08/2018 Nikolaos Mittas Revision after Interim Report


Page 4 of 26

Table of Contents

1. GRADANA SCOPE ............................................................................................................ 7 1.1 Booklet Structure ............................................................................................................. 7 1.2 Objectives........................................................................................................................ 7 1.3 Project Meetings .............................................................................................................. 9 1.4 Project Deliverables .......................................................... Error! Bookmark not defined. 1.5 Project Organizational Chart .......................................................................................... 11

2. PROJECT DELIVERABLES ............................................................................................. 14 2.1 Work Package 1: ........................................................................................................... 14

2.1.1 Kick-off meeting and first round of results on gap identification ................................ 14 2.1.2 Report on gap identification related to HE-enterprise needs in the field of data analytics. 15 2.1.3 First course development round (“hackathon”) ......................................................... 15

2.2 Work Package 2: ........................................................................................................... 16 2.2.1 Action plan for the development and delivery of modules ........................................ 16 2.2.2 Courses as part of formal curricula in Iranian HEIs .................................................. 17 2.2.3 Winter School in Bonn ............................................................................................. 18 2.2.4 2nd course development meeting in Thessaloniki in 2017 ....................................... 18 2.2.5 Staff Mobility hosted by AUTH (Thessaloniki) .......................................................... 19 2.2.6 Student Mobility hosted by UB (Bonn) ..................................................................... 20 2.2.7 Winter School in Vienna ........................................................................................... 20 2.2.8 Staff Training in Vienna ............................................................................................ 21 2.2.9 Staff Training in Bonn .............................................................................................. 21

2.3 Work Package 3: Quality Assurance.............................................................................. 22 2.3.1 Quality assurance framework including quality control benchmarks and peer assessment mechanisms ....................................................................................................... 22 2.3.2 Innovation audit (No 1 and 2) ................................................................................... 22

2.4 Workpackage 4: Dissemination and exploitation of results, sustainability measures and Intellectual Property Rights (IPR) management ......................................................................... 23

2.4.1 Exploitation plan ...................................................................................................... 23 2.4.2 Project Website and Newsletters ............................................................................. 24 2.4.3 Scientific Dissemination Workshop .......................................................................... 24 2.4.4 Sustainability plan and monitoring of sustainability success ..................................... 24 2.4.5 Entrepreneurship workshop in Kerman (Iran) ........................................................... 24

2.5 Workpackage 5: Project Management ........................................................................... 25 2.5.1 Project Management Handbook ............................................................................... 25 2.5.2 Project Communication and Collaboration Tools ...................................................... 25 2.5.3 Financial Monitoring Report ..................................................................................... 25 2.5.4 Final Project Report ................................................................................................. 25


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List of Tables

Table 1: Revision history table ............................................................................................................ 6 Table 3: Project Reports ....................................................................................................................... 8 Table 4: Project Meetings .................................................................................................................... 9 Table 5: Project Deliverables ............................................................. Error! Bookmark not defined. Table 28: Sub-tasks of Kick-off meeting in Thessaloniki ................................................................. 14 Table 28: Sub-tasks of Gap identification report ............................................................................... 15 Table 29: Sub-tasks of First course development round (“hackathon”) ............................................ 16 Table 30: Sub-tasks of Action Plan.................................................................................................... 17 Table 31: Sub-tasks of Courses .......................................................................................................... 17 Table 32: Subtasks of Winter School ................................................................................................. 18


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Revision History

As the document changes the following table will be updated. The table tracks all changes and always shows the latest version of this document.

Table 1: Revision history table

Name Date Changes / Description Version

Mahdi Bohlouli

(PNX former ZC)

30/11/17 • First draft is released V1.0

Mahdi Bohlouli

(PNX former ZC)

19.05.2018 • Completed version released V2.0


Page 7 of 26

1. GRADANA Scope

1.1 Booklet Structure

This document details all partners’ tasks for the project life time. The tasks are extracted

based on the descriptions of project deliverables and expected results in the proposal of

the GraDAna project. The leader of each deliverable has broken down the tasks and

assigned to the responsible partner(s). The first chapter describes the GRADANA

objectives, timeline, organizational chart and a summary of expected result. Afterwards, in

the second chapter, the project deliverables are presented. Each chapter has different

sections with a short introduction in the corresponding output and then each task is

defined in a sub-section including description of the task and related sub-tasks as well as

the table of related expected result(s). In case of necessity a table of additional result(s) is

added. This document will be used as a basis of the project management tool. The booklet

will be updated regularly refers to the monitoring of the progress and status of the tasks.

1.2 Objectives

The project objective is to elevate Data Analytics (DA) in HE studies in Iran and to reduce

HE-enterprise gap in this regard. The ultimate goal is to improve entrepreneurship

competences of Iranian graduates in order to meet emerging requirements of local and

global market in DA domain.

Recent rapid advances in CS, especially in data-related technologies and fast data

processing algorithms, along with the data-based applications and success stories in

business have created new trends in IT labor market worldwide. Competencies of

computer scientists related to DA have been globally recognized as a major qualification

that can boost their employability and open new ways for a successful career. It is not a

coincidence that “Statistical Analysis and Data Mining” ranked 1st in “25 hottest skill of

2014”. Similarly, other data-related skills are also among the best e.g. the statistical

language R ranked 6 among the 10 most popular languages in 2015. Data overload and

demand for skillful data specialists is now very crucial to all industrial scales as next

generation analytics and data integration poses new challenges. Align with these global

trends, Iranian job market also quests for highly qualified data analysts. According to

Iranian Data Mining and Data Science Association, data analytics has moved to the top of

the list of Iranian job market.


Page 8 of 26

GraDAna focuses on elevating needed DA skills of Iranian graduates according to the

latest international trends with the aim of increasing their competitiveness in national and

international job markets. To this aim, first by considering the state-of-the-art in DA,

specifically towards technologies related to the storage, management, analysis and

decision making, the gap between HE trainings and the job market requirements will be

identified. The gap will then be filled by co-designing training modules which consider

latest theoretical and practical advancement in the field, needs of the job market and

international standards. The GraDAna goals are consistent with the Iranian national policy

in eradication of graduate unemployment especially in CS/IT domains. Moreover, with the

removal of sanctions against Iran there are more opportunities for Iranian HEIs and IT

sectors to cooperate with the EU first class HEIs and IT companies. This has been often

highlighted by national policy makers in EU as well as Iranian high officials. It also

coincides with the general EU policy in expanding its relations with Iran after the sanctions.

GraDAna will therefore increase industry-academia cooperation between EU and Iran.

GraDAna provides collaboration potential between EU and Iran first class HEIs and private

sectors. In particular, European HEIs will co-design DA modules with their Iranian partner

after detailed investigation of the Iranian job market. GraDAna will 1) improve the

entrepreneurship and employability of graduates by elevating their DA skills, 2) enhance

competences of Iranian HEIs by involving them, together with EU partners, in staff mobility

and market-oriented co-creation of DA modules and 3) boost EU-Iran cooperation in HE,

IT and private sector.

During GraDAna litetime, following reporting periods apply.

Table 2: Project Reports

Report

Date Available

M12 Yearly Report

15.10.17

Official Interim Report to EC

15.12.17

M24 Yearly Report

15.10.18

15.12.18


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Official Final Report

1.3 Project Meetings

Table 3: Project Meetings

Meeting Date

Location

CBHE Project coordinators meeting

25.01.17 Brussels

Project Preparation Meeting

14.06.17 Bonn

M12 Project Annual Meeting

11.09.17 Thessaloniki

Project Material Hackathon

12.09.17 Thessaloniki

Project annual report meeting

30.11.17 Vienna

Project second year planning meeting

01.12.17 Vienna

Winter School review meeting

04.05.18 Qazvin

Summer School planning and material

hackathon meeting 05.05.18 Qazvin

Industry-academia dissemination and

exploitation workshop 06.05.18 Tehran

Project Closure meeting 30.09.2018 Thessaloniki


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1.4 Project Deliverables and Plan

WORKPLAN for project year 1 ☒

Activities Total duration

(number of

weeks) M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12

Ref.nr/

Sub-ref nr

Title

WP1/ 1.1 Kick-off meeting and first round of results on gap identification 12 X x x=

WP3/ 3.1 Quality assurance framework 4 = =

WP5/ 5.1 Project handbook 2 = =

WP5/ 5.2 Project Communication and Collaboration Tool 2 = =

WP1/ 1.2 Report on gap identification related to HE-enterprise needs in the field of data

analytics 16

x= x= x=

WP4/ 4.2 Project website and newsletters in 2 languages (see also year 2) 6 x= x=

WP1/ 1.3 First course development course (“hackathon”) in Vienna (the event lasts 3 days and the total period for preparation, delivery and assessment of the event are

also counted)

6 x= x=

WP2/ 2.1 Plan for the co-development of modules 6 x= x= x=

WP2/ 2.2 Courses as part of formal curricula in Iranian HEIs (see also Year 2) 4 x= x=

WP1/2.3 Summer school in Iran (4 days event and associated activities, cf. 1.3) 6 x= x=

WP1/2.4 Course development meeting Thessaloniki (4 days event and associated

activities, cf. 1.3) 6

x= x=

WP1/2.5 Staff mobility hosted by AUTH (7 days event & associated activities, cf. 1.3) 6 x= x=

WP1/2.6 Student mobility hosted by UB (4 days event & associated activities, 6 x= x=

WP4/ 4.1 Exploitation plan x= x=

WP3/ 3.2 Innovation audit No 1 6 x= x=


Page 12 of 26

WORKPLAN for project year 2 ☒

Activities Total duration (number of weeks)

M13 M14 M15 M16 M17 M18 M19 M20 M21 M22 M23 M24

Ref.nr/ Sub-ref nr

Title

WP4/ 4.5 Entrepreneurship Workshop in Kerman (4 days event and associated activities, cf. 1.3 above)

6 x= x=

WP1/ 2.8 Winter school in Vienna (4 days event and associated activities, cf. 1.3 above) 6 x= x=

WP1/ 2.9 Staff training in Vienna (7 days event and associated activities, cf. 1.3 above) 6 x= x=

WP4/ 4.3 Scientific dissemination in Iran 4 x= x=

WP4/ 4.4 Sustainability plan and monitoring of sustainability success 8 x= x=

WP1/ 2.10 Staff training in Bonn (7 days event and associated activities, cf. 1.3 above) 6 x= x=

WP2/ 2.1 Courses as part of formal curricula in Iranian HEIs (see also Year 2) 18 (16 in y2, 4 in y1)

x= x= x= x= x= x=x x= x=

WP3/ 3.2 Innovation audit No 2 6 x= x=

WP4/ 4.2 Project website and newsletters in 2 languages 6w. in 2 years

x= x= x=

WP5/ 5.2 Financial Monitoring Report 8 x= x=

WP5/ 5.3 Final project report 8 x= x=


Page 13 of 26

1.5 Project Organizational Chart

The first version of the GRADANA organizational chart is shown in following Figure. In case of any changes in project members, the chart will be

updated.

Organizational Chart of the project (30.10.2017)

2. Project Deliverables

2.1 Work Package 1:

2.1.1 Kick-off meeting and first round of results on gap identification

D.1.1 serves to gather all partners face-to-face for the first time and to sets the basis for

this demanding trans-national project. The meeting will take place in Thessaloniki. The

composition of the 21 participants to the meeting are 9 EU and 12 IR staff members.

The management team will have the opportunity to brief partners on administrative, legal,

financial and organisational aspects of the project and W2L as QA leader will set the basis

for QA framework (D.3.1).

In addition, this deliverable serves to showcase first results of the gap identification task,

which will be pursued for 2 more months, plus approximately one month for reviewing,

editing and translation in two languages. The survey will aim at identifying the academia as

well as the enterprise perspectives to the problems at university-enterprise cooperation in

entrepreneurship and employability of graduates regarding the field of data analytics.

It will consider the state-of-the-art development in the field and the latest demands of the

job market and industry.

The outcomes of this deliverable will be used to adapt the contents for the proposed

modules and deliver them.

Table 4: Sub-tasks of Kick-off meeting in Thessaloniki

No. Task Leader Contribution Due Date Release Date Comment

01 Agenda

preparation

and

sharing

with

partners

AUTH PNX (former

ZC)

30.11.2016

02 Coordinatio

n and

logistics of

the kick-off

meeting

AUTH PNX (former

ZC)

10.12.2016

03 Releasing

the

meeting

MoM

AUTH All partners 20.12.2016


Deliverable ID: D.5.1

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Version : 1.0 Date : 30/11/2017

Status : Completed Confid : Confidential

Copyright GraDAna Consortium

2.1.2 Report on gap identification related to HE-enterprise needs in the field of data analytics.

This report showcases results of D.1.1 and will be publicly shared. It will be available in

two languages. The report will be the stepping stone for WP2 and will be largely promoted

in across Iranian and European HEIs and enterprises as well as policy makers in the

Iranian HE sector.

Table 5: Sub-tasks of Gap identification report


01 Design

Questionna

ire to

collect IR

academia

and

industry

feedback

PNX

(former

ZC)

All partners 01.02.2017

02 Distribute

and collect

IR

feedback

through

filled

questionna

ires

PNX

(former

ZC)

All partners 10.02.2017

03 Analysis of

filled

reports

released

by IR

partners

W2L All partners 15.02.2017

04 Release of

the Gap

identificatio

n report

AUTH All partners 28.02.2017

2.1.3 First course development round (“hackathon”)

A course development meeting (or “hackathon”) is foreseen in Vienna in 2017 and is a

pilot event of WP2. HEI staff from Iran and EU partners will join to co-elaborate content of



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modules for the summer and winter schools plus regular courses at Iranian HEIs.

Business stakeholders from the local context will be invited for input on course

development objectives and directions.

The composition of the 21 participants to the meeting are 7EU and 14 IR staff members

The whole content development framework will naturally result from D.1.2, the report on

gaps identification. The aim is to have a clear picture and a common understanding of the

analysis results, their interpretation and consequences in order to design the required

steps in adapting the contents of the proposed modules.

Table 6: Sub-tasks of First course development round (“hackathon”)


01 Course

material

and outline

overview

UBONN All partners 01.02.2017

02 Course

materials

approval

and

analysis


03 Report on

improveme

nt

potentials


2.2 Work Package 2:

2.2.1 Action plan for the development and delivery of modules

A plan will be mutually agreed among all university and business partners of GraDAna

regarding processes and outcomes linked to the types of modules that will be developed

and offered, in line with the gap identification report (D.1.2).

The partners involved, the integration into mainstream curricula, the time plan for each

module, the event to which it will be offered, the quality assurance mechanisms that will be



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set prior to their development, will all be detailed in this plan.

The plan will be drafted prior to the kick-off meeting, will be agreed on during this event,

and will be finalized on M05.

Table 7: Sub-tasks of Action Plan


01 Action Plan

draft


02 Action Plan

adjustment

to partner

needs in

the

Material

preparation


03 Adopting

the action

plan to

winter

school plan

in Bonn


2.2.2 Courses as part of formal curricula in Iranian HEIs

According to D. 2.1 Iranian HEIs will define the courses that will be delivered as new

modules, or improvements of existing modules adjusted/enriched through collaboration

with GraDAna university and business partners. The courses will be implemented in the

Iranian HEI curricula and will assessed internally (on the level of the institution) and

externally (by GraDAna partners).

Table 8: Sub-tasks of Courses


01 Course

Outline

Preparation

UB All EU Partners 01.08.17

02 Course UB All EU Partners 01.01.18



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material

and content

preparation

03 Sharing

course

materials

with School

participants

and IR

partners


04 Adopting

the course

materials to

IR needs

and

improving

them


2.2.3 Winter School in Bonn

2 staff members and 4 students of all GraDAna partners (except of business partners who

join with staff only) attend this summer school in Shiraz, Iran, summer 2017. It will be

organized by SU which will host a total 26 staff (8 EU + 18 IR) and 38 students (5 EU+ 35

IR).

Representatives of the Iranian business sector will join either as speakers or participants,

as a means to enable contacts with graduates (future placements) and also the HE-

business collaboration that GraDAna enhances, through contacts with HEI staff in Iran and

Europe. The event will last five days.

A report on this event will be produced pointing to the added value that this event

produced according to the quality indicators set in D.2.1.

Table 9: Subtasks of Winter School

Task Responsible Contribution Comment

2.2.4 2nd course development meeting in Thessaloniki in 2017

As in D.1.3, a course development meeting (or “hackathon”) is foreseen in Thessaloniki.



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This event is the opportunity for intensive course co-development between Iranian and EU

peers (development is understood in a broad sense: involving, creation of new modules,

adaptation/adjustment of existing ones in line with D.1.2)

For these purposes, AUTH will host 28 staff (7 EU + 21 IR).

HEI staff from Iran and EU partners will join to co-elaborate content of modules for the

training opportunities for students and staff from M12 onwards.

Business stakeholders from Thessaloniki will be invited for input on course development

objectives and directions.

This activity follows strictly D.2.1, the content development plan and is built on D.1.2, the

report on gaps identification. The aim is to have a clear picture and a common

understanding of the analysis results, their interpretation and consequences in order to

design the required steps in creating/adapting the contents of the proposed modules.



2.2.5 Staff Mobility hosted by AUTH (Thessaloniki)

Following D.2.1, Iranian partners will have the opportunity to spend 5 working days at

AUTH which will host 21 staff members from Iran. This mobility serves the following

purposes:

Attending specialized courses on data analytics and related technologies in order to

get in touch with classroom teaching methodologies of data analytics.

Co-lecture courses on data analytics and related technologies.

Exchange with business stakeholders in the area of data analytics in Thessaloniki

Exchange with AUTH peers on learning and teaching methodologies and

approaches in data analytics.

Exchange with AUTH students (Greeks and foreign students, Erasmus students) on



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their perceptions of studies, curricula, employability and career perspectives, thus

get a grasp of students’ opinions on the matter.



2.2.6 Student Mobility hosted by UB (Bonn)

Students and staff members of each Iranian HEI will attend a 4 days mobility opportunity in

Bonn. UB will host 25 staff (4 EU + 21 IR) and 40 students (5 EU + 35 IR).

Students will be able to attend specialized courses on data technologies in order to

get in touch with ways data analytics courses are taught in Germany.

Exchange with UB peers on learning/teaching methodologies and approaches in

data analytics.

Exchange with UB students (Germans and foreign students, Erasmus students) on


cross-fertilize approaches.

The success of the event will be assessed in a report that takes into consideration D.2.1

quality indicators.

2.2.7 Winter School in Vienna

Staff and students of all GraDAna partners (except of business partners who join with staff

only) attend this winter school in Vienna. For these purposes TUW will host 28 staff (7 EU

+ 21 IR) and 43 students (8 EU + 35 IR)

Representatives of the Austrian business sector will join either as speakers or participants,

as a means to enable contacts with graduates (future placements) and also the HE-

business collaboration that GraDAna enhances, through contacts with HEI staff of the

project. The event will last four days.



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2.2.8 Staff Training in Vienna

Following D.2.1, Iranian partners (21 staff members in total) will benefit from a staff

mobility organized by TUW which has the following objectives:



Co-lecture courses on data technologies.

Exchange with TUW peers on learning and teaching methodologies and

approaches in data analytics.

Exchange with TUW students (Austrians and foreign students, Erasmus students)

on their perceptions of studies, curricula, employability and career perspectives,

thus cross-fertilize their approach from a student point of view.



2.2.9 Staff Training in Bonn

Following D.2.1, Iranian partners will have the opportunity to spend 5 working days at UB.

UB will host 21 Iranian staff members. This event has the following objectives:



Co-lecture courses on data technologies.

Exchange with UB peers on learning/teaching methodologies and approaches in

data analytics.

Exchange with UB students (Germans and foreign students, Erasmus students) on


cross-fertilize their approach from a student point of view.




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2.3 Work Package 3: Quality Assurance

2.3.1 Quality assurance framework including quality control benchmarks and peer assessment mechanisms

The Quality assurance framework details and expands the commonly agreed objectives

(cf. Logical Framework Matrix, LFM). The LFM will be reviewed and if necessary adapted

according to the project progress and to emerging needs and variations in the project

context.

The framework will provide a detailed task distribution regarding fulfilment of quality

benchmarks (cf. the LFM) to project partners. This will be part of the overall quality

assurance framework, therefore a draft will circulate at project start and will be finalized at

the kick-off meeting.

More precisely, this document will display the matching of every project task to a partner

other than the one responsible of the activity, who will act as peer evaluator. This matching

exercise will be done on the level of project deliverables (not only project WPs).

Adequate peer assessment tools will be provided by the WP3 leader who also ensures

that peer assessment mechanism 1) run according to the schedule and the agreed

timeframe and 2) are effectively taken into consideration leading to improved project

outcomes.

2.3.2 Innovation audit (No 1 and 2)

The innovation audit will be the mechanism that will offer a global picture of progress, as it

will compile achievements done at two stages of the project (M12 and M23) but more

importantly it will serve to assess the added value in terms of innovation.

To achieve this, the audit will focus on the conceptual level of the project work by

identifying strengths, weaknesses and unused innovation potential of the project,

especially to the project’s wider objective of impact on the socio-economic level of Iran.



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This quality assurance mechanism will let the consortium know what is working well in

terms of innovation, what inhibits innovation and quality in the project practices and

procedures and whether penetration to the socioeconomic context is operationalized (and

how).

Business and industry partners will be invited to express their opinion on project outcomes

and results during and at the end of the project, as they will be solicited for the innovation

audits. The input of the business sector will be instrumental regarding the degree of

fulfillment of the project objectives related to to real job market needs of graduates in data

technologies. Input by business stakeholders, both associated partners and not, serves as

quality mechanism that will allow the project to rethink its direction/s and make necessary

changes to align the project outcomes towards fostering the HE‐business link.

The first innovation audit will be delivered on M12, namely well before the end of the

project, as a means to identify and more importantly carry out changes and adaptations

that may be needed to reach a more innovative potential.

2.4 Workpackage 4: Dissemination and exploitation of results, sustainability measures and Intellectual Property Rights (IPR) management

2.4.1 Exploitation plan

This is the detailed exploitation report geared around collecting information and for

producing complete information material for deciding priorities and determining actions. An

Exploitation Plan will be delivered at the end of the project explaining how the results will

be exploited and disseminated.

PNX (former ZC) will represent the interest of all partners and will be responsible for the

Intellectual Property Rights (IPR), and will invite all partners to decide on the type of

access that is linked to each deliverable. As general rule, the project adopts an open

licensing approach, as partners are advocates of open research and open science. Some

content will be released as Open Educational Resources (OER) which allow free and



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without restriction access to the outcomes, results.

2.4.2 Project Website and Newsletters

The project website will be the main promotion channel for project outcomes and results. It

will be offered in two languages, English and Persian, and will be regularly updated.

2.4.3 Scientific Dissemination Workshop

This workshop will disseminate GraDAna project results to the wider scientific and

technical community in Iran. It is considered to co-locate this workshop as cost free event

with one of the international conferences or exhibitions hosted in Iran.

2.4.4 Sustainability plan and monitoring of sustainability success

GraDAna team invests a lot on sustainability, by carefully planning levels of sustainable

intervention. This is showcased in Section G.3.

The model presented in Section G.3 will be elaborated in the form of a sustainability plan

for action. More importantly, a monitoring mechanism to assess effectiveness of the

sustainability actions will be set, and results regarding the success of sustainable

development will be reported.

2.4.5 Entrepreneurship workshop in Kerman (Iran)

A special event that considerably strengthens the link between Iranian HEIs and the

business sector and paves the way to the modernization of Iranian HEI, is the

Entrepreneurship Workshop in Kerman, Iran.

SBUK is the organizer and will host 17 participants (11 EU + 6 IR).

A set of business and industry stakeholders will join this event along with EU and Iranian

GraDAna partners. This activity addresses needs expressed in D.1.2.



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2.5 Workpackage 5: Project Management

2.5.1 Project Management Handbook

Project Management Handbook will provide a manual for all important project procedures

and will take as reference manual for the contract and consortium agreement as well as

contractual deliverables and define templates, methods and procedures for successful

delivery.

It will be finalized after the kick-off meeting in Tehran.

2.5.2 Project Communication and Collaboration Tools

This deliverable will provide technical infrastructure (e.g. project server, email and file

management software) and define common and proper communication and cooperation

tools for improved and efficient team work between partners. These collaboration tools will

be used for the online meetings between partners as well.

2.5.3 Financial Monitoring Report

The financial report will summarize the project management from the financial viewpoint at

the end of the project. It contains an overview of the financial activities carried out during

the project time. It will be confidential between project members and EC.

A financial audit will be carried out prior to the finalization of the report.

2.5.4 Final Project Report

The final project report will summarize the project management from the administrative

viewpoint at the end of the project. It contains an overview of the activities carried out

during the project lifetime, describes the progress in relation to the project objectives, the

progress towards the milestones and deliverables set for the project, and any problems

encountered and corrective actions taken. Since this relates to internal affairs of the

project, all annual reports are confidential.



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Documents

GraDAna Leader: Petanux (former Improving Innovation and ...gradana.csd.auth.gr/wp-content/uploads/2018/08/WP5_D.5.1_PMH_v2.1.pdfGraDAna Project Management Handbook Version 2.1 Page