The Project management will be assured by the following relevant roles:
and by the following Project Bodies:
|Project Management||Requirement Analysis||Transformation||Metadata||Interfaces||Distribution||Testing and Validation||Information Dissemination and Exploitation|
|Prof. Andrea Asperti||Prof. Herman Geuvers||Claudio Sacerdoti Coen||PD. Dr. Erica Melis||Loic Pottier||Dr. Michael Kohlhase||Prof. Herman Geuvers||Prof. Bernd Wegner|
Chaired by Prof. Andrea Asperti
Chaired by Prof. Bernd Wegner
Decisions is normally taken by seeking consensus. However, after a reasonable amount of time has been allowed to illustrate and defend of conflicting positions, in order to avoid deadlock in project operational progress, the approval of two-third majority of the partners is sufficient. If the decision being taken is unacceptable to partners found in the minority positions, the resolution of the conflict will be elevated to each partner's higher executive level. If no resolution is possible, than the standard ``red flag'' procedure will be used, as a last resort. Either the PCC or the Project Manager can initiate the conflict resolution procedure.
Information flow within the Project is ensured by exchange of internal technical papers, notification of relevant new publications technologies or standards, and reports from external meetings. All technical documentation generated by the project should be exchangeable in electronic format, according to a set of guidelines agreed at project start-up. The project Manager enforces adherence to these guidelines. Only strictly formal correspondence is exchanged by ordinary mail and telefax. Urgent correspondence over e-mail is sent with a request for explicit acknowledgement.
The Coordinating Partner is responsible to prepare and maintain a Web page of the project and a CVS repository (also available via Web). The CVS repository is meant to keep the trace of the overall progress of the Project, and it is used by the PCC to monitor the state of advancement of the work. Each partner periodically submit reports to the prime contractor, listing all technical contributions, publications, meeting attendance and other information which may help in understanding the provided effort and cost figures.
The Project has established a high quality Web site for internal and external communications. It has been operational as from one month of the commencement date and will be maintained during the project duration. The ``members only'' area includes e.g. all private deliverables, progress and management reports, and cost statements. The open area includes the project presentation as defined in Appendix 2 of the ``Guidelines for Contract Preparation'' document, all public deliverables, and any relevant information suggested by the Project Exploitation Board.
For all deliverables, the following review procedure is adopted: release by the Work-Package Leader, two-week review period for comments by the PCC, two-week amendment period to incorporate PCC recommendations, one-week balloting period for approval by the PCC.
Matters related to Confidentiality and IPR handling have been defined in the ``Consortium Agreement''. As regards literature papers originated from work in the Project, there are two categories of papers:
Concerning possible contributions to Standards, they are directly submitted by project members.