Industrial deployment of system engineering methods providing high dependability and productivity


About Deploy Project


Workpackage 12/13 Management Workpackages

As coordinator, Newcastle is proposing as lightweight a management structure as can be reasonably expected given the size and complexity of DEPLOY. Broadly there are 4 levels of management, a General assembly with 1 representative from each partner with authority to sign their institution up to project changes, a Project Board, chaired by Martyn Thomas, who will take a strategic view of the management of DEPLOY, a Project Management Office at Newcastle, charged with day-to-day project management and a workpackage layer responsible for a technical work within the workpackages.

Full details of the Management structure and operation and of the duties and responsibilities of those at each level of management are available in section B.2.

All interactions between partners not covered in the DEPLOY contract with EU will be governed by a Consortium Agreement, production of which will be driven by Newcastle from one of the EU approved templates readily available. This document will be discussed with and accepted and signed by all partners prior to the commencement of DEPLOY.

The management work in DEPLOY is defined within 2 major work packages.

WP12 on Consortium Management incorporates the following tasks.

  • T12.1 on Project Infrastructure will ensure that adequate mechanisms for communication and dissemination are available as soon as required.
  • T12.2 on General Project Management covers the activities of the Newcastle Project Management Office who will be responsible for day-to day management of DEPLOY, and policy provision for IP and risk management.
  • T12.3 on Project Board Operation deals with strategic issues and will define project direction. Responsibility for this WP will be subcontracted to Martyn Thomas of MTAL limited in order to give an independent perspective to such decisions.

WP13 on Assessment and Quality control will police the project as a whole to ensure high quality work within it and attempt to benchmark outputs for internal review and aims at monitoring project at the following two levels:

  • assessment of the fulfilment of the project results with respect to its industrial deployment objectives. This self-monitoring task is essential in order to mitigate risks, in particular, those related to satisfying real industrial needs in a five-year period. The assessment will address the various dimensions of industrial deployment: training, pilot and reuse study, sector specific challenges and assessment of tool adequacy. This will allow the management to detect unfitted work and react according to its risk management strategy. It will also help identify uncovered new challenges to be addressed in the latter part of the project. Note that the activities related to industrial development will be directly supported by the measurement WP.
  • assessment of the quality of task results with respect to the quality criteria specified prior to starting the tasks and writing deliverables. This will be performed by internal cross-reviews.

WP13 is structured as two tasks: T13.1 on project assessment and T13.2 on Quality control. T13.1 will include assessment addressing various dimensions of industrial deployment, whereas T13.2 will conduct the quality control driven by the Project Management Office.

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