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ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 1 of 24
DELIVERABLE
D8.3 – Project charter
Project Acronym: ESPRESSO
Grant Agreement number: 691720
Project Title: systEmic Standardisation apPRoach to Empower Smart citieS
and cOmmunities
Revision:
Authors: Irene Facchin (TRILOGIS)
Project co-funded by the the Horizon 2020 Framework Programme of the European Union
Dissemination Level
P Public X
C Confidential, only for members of the consortium and the Commission Services
Ref. Ares(2016)502234 - 29/01/2016
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 2 of 24
1. Revision history and statement of originality
1.1. Revision history
Re
v
Date Author Organizatio
n
Description
0.1 15/01/16 Irene Facchin TRILOGIS First version of document
1.2. Statement of originality
This deliverable contains original unpublished work except where clearly indicated
otherwise. Acknowledgement of previously published material and of the work of
others has been made through appropriate citation, quotation or both.
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 3 of 24
2. List of references
Number Full Reference
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 4 of 24
3. Table of Acronyms
Acronym Description
AA Administrative and Financial Assistant
AB Advisory Board
CEN European Committee for Standardisation
CENELEC European Committee for Electrotechnical Standardisation
D Deliverables
DAGs Directed Acyclic Graphs
DTDs Decision-Tree Diagrams
ETSI European Telecommunications Standards Institute
GA General Assembly
M Month
MS Milestones
OM Operational Manager
PC Project coordinator
PMI Project Management Institute
PMIBOK PMI Body of Knowledge
QRM Quality and Risk Manager
SmaCStak Smart City Stakeholder Network
TB Technical Board
TL Task leaders
WPL Work Package leaders
WPs Work Packages
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 5 of 24
4. Executive Abstract
The goal of the project charter is to illustrate the operational rules and associated roles required by the different managerial and operational activities planned for the
whole project duration. This document is designed as a set of practical guidelines to
help define workflows and rules that the partner will have to follow throughout the
project’s activities, to ensure the highest quality standards are met and to strengthen
the project management.
The document lists the procedures required for a well organised execution of
the project, to maximise cooperation of partners, and to clearly define responsibilities
among the beneficiaries of the project. Furthermore, the document clearly specifies
the quality, administrative and communication procedures to be followed, during the
execution of the project, by the partner to ensure full control of its development, from
both a financial and technical standpoint.
This report complements the provisions of the Grant Agreement and its annexes
as well as the Consortium Agreement, in that it clearly defines a number of practical
guidelines and rules essential for the day-to-day management of the project.
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 6 of 24
5. Table of Content
1. Revision history and statement of originality ........................................................................... 2
1.1. Revision history ..................................................................................................................... 2
1.2. Statement of originality ......................................................................................................... 2
2. List of references ...................................................................................................................... 3
3. Table of Acronyms .................................................................................................................... 4
4. Executive Abstract .................................................................................................................... 5
5. Table of Content ....................................................................................................................... 6
6. Table of Figures ........................................................................................................................ 8
7. Table of Tables ......................................................................................................................... 8
8. Project execution ..................................................................................................................... 9
8.1. Project work plan .................................................................................................................. 9
8.2. Work Packages and Work Package leaders .......................................................................... 11
8.3. Planned Milestones ............................................................................................................. 12
8.4. Planned Deliverables ........................................................................................................... 12
8.5. Tasks: quality procedures .................................................................................................... 15
8.6. Deliverables: quality procedures ......................................................................................... 15
8.7. Progress assessment ............................................................................................................ 15
8.8. Regular reporting ................................................................................................................ 16
8.9. Schedule of meetings .......................................................................................................... 16
9. Organization and responsibilities ........................................................................................... 17
9.1. Management structure ........................................................................................................ 17
9.1.1. Project coordinator (PC) ................................................................................................... 17
9.1.2. Administrative and Financial Assistant (AA)...................................................................... 17
9.1.3. Quality and Risk Manager (QRM)...................................................................................... 17
9.1.4. Operational Manager (OM) .............................................................................................. 17
9.1.5. Work Package Leaders (WPL) ............................................................................................ 17
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 7 of 24
9.1.6. Task Leaders (TL) .............................................................................................................. 18
9.2. Other Committees and Boards ............................................................................................ 20
9.2.1. Technical Board (TB) ......................................................................................................... 20
9.2.2. General Assembly (GA) ..................................................................................................... 21
9.2.3. Advisory Board (AB) .......................................................................................................... 21
9.2.4. Liaison to the SSCC-CG ...................................................................................................... 22
9.3. Risk management ................................................................................................................ 22
10. Publication guidelines ........................................................................................................... 24
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 8 of 24
6. Table of Figures
Figure 1. ESPRESSO Management structure. .................................................................................................... 9 Figure 2. Gantt chart. ....................................................................................................................................... 10
7. Table of Tables
Table 1. Work Package table. .......................................................................................................................... 11 Table 2. Milestones table. ............................................................................................................................... 12 Table 3. Deliverables table. ............................................................................................................................. 12 Table 4. WP Leaders table. .............................................................................................................................. 17 Table 5. Task Leaders table. ............................................................................................................................ 18 Table 6. Critical risks for implementation. ...................................................................................................... 23
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 9 of 24
8. Project execution
A robust, expert management structure is in place, as illustrated in Figure 1. The complexity of ESPRESSO has required a very well defined management structure.
OGCE, as coordinator of the project, will have ultimate responsibility for the project
management activities and will be supported by TRILOGIS for operational
management activities. Operational, quality, and risk management will be deployed
following the guidelines of PMI (Project Management Institute) and the PMIBOK (PMI Body of Knowledge). These activities will also leverage on ISO 9001 procedures in
place at TRILOGIS, for which it is certified.
A robust, expert management structure is in place, as follows.
8.1. Project work plan
ESPRESSO will be executed in eight work packages (WP). WP1 Smart City
Ecosystem addresses the “Who?” aspect. It forms a network of stakeholders and
experts, installs a Smart City coordination group and facilitates communication
Figure 1. ESPRESSO Management structure.
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 10 of 24
between project participants and external stakeholders such as cities, standardisation
organizations, or projects, e.g. SCC-1 Triangulum or Grow Smarter.
WP2 Smart City Interoperability Context addresses the “What?” aspect.
Partners from the network built in WP1 define the scope of the project by analysing
sectorial systems, defining use cases and test scenarios, build a conceptual standardized interoperability framework, evaluate the current standards landscape
including gap analysis, and design pilots, which will be used to run test scenarios with
the project partner cities to make practical experiences with the currently available set
of standards and technologies.
By doing this, WP2 represents the basis for WP3 Smart City standards streamlining, which will run a cross-SDO harmonization study on standards defined
in WP2 to understand the overlaps between standards produced by the various SDOs;
compares them with strategic programs available for European standardisation bodies
CEN, CENELEC, and ETSI to describe the missing bits and pieces; and identifies
priorities for future standardization activities. It further develops guidance and recommendations for standardisation bodies on how to fast-track standard
developments. WP3 uses results from WP4 tasks as reference for prioritization
suggestions.
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 11 of 24
Figure 2. Gantt chart.
WP4 Development of Smart City Information Framework uses the technical baseline developed in WP2 and works on the technical goals of ESPRESSO,
such as shared vocabularies to ensure consistent semantics, a reference architecture
that takes suggestions developed by various SDOs into account, a Smart City
indicator and information platform that allows Smart City to compare their key
performance indicators with other cities (considering for instance recent standard ISO
37120 Sustainable development of communities – indicators for city services and quality of life [24]), and best practices and constraints for future certification
programs. WP4 also runs a series of pilots that have been designed in WP2 to gather
practical experiences in terms of standards applicability and usability in the ESPRESSO
early adopter cities.
WP5 Smart City business framework pursues the economic side of Smart City to ensure economically sustainable and viable standards based solutions for
Smart City and communities. For this reason and based on the technical baseline from
WP4, ESPRESSO’s WP5 develops a strategic growth map, analyses and evaluates
existing and emerging economic, financial, and procurement models, and executes a
number of market opening actions. A set of training material completes the ESPRESSO business kit.
M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13 M14 M15 M16 M17 M18 M19 M20 M21 M22 M23 M24
WP1 SmartCityEcosystem(coordination)
T.1.1 IdentificationofSmartCitystakeholdersandinnovationzones(clusters) D1.1
T.1.2 Creationofalarge"SmaRtCityStakeholder”(SmaCStak)network D1.2 D1.2 D1.2
T.1.3 CommunicationbetweenstakeholdersofSyRaCuSe D1.3 D1.3 D1.3 D1.3
WP2 SmartCityInteroperabilityScope(support)
T.2.1 Definitionofsectorialsystems D2.1 D2.1
notes T.2.2 Definitionofreferencecasestudies,datatransfer,standardisationrequirements D2.2
T.2.3 DefinitionofaConceptuAlStandardSInterOPErabilityfrAmework(CASSIOPEiA)forsmartcities D2.3
T.2.4 Cross-SDOsGAPandSWOTanalysis D2.4
T.2.5 Designoftestbeds(includingcross-cityexamples)forinteroperabilityexperiments D2.5
WP3 Smartcitystandardsstreamlining(coordination)
T.3.1 Cross-SDOsanalysisonharmonisationofsmartcitystandards(crossSDOsTCsharmonisationeffort) D3.1
T.3.2
Coordinateddevelopmentofhigh-levelcross-domainstandardisationrequirementsbasedonstrategic
programmefromCEN-CENELEC-ETSISmartCitycoordination D3.2
T.3.3 DefinitionofSDOsprioritiesandalignedroadmapofSDOsandassociatedmembership D3.3
T.3.4 Identificationoffast-trackstandardisationprocedures D3.4
WP4 DevelopmentofSmartcityinformationframework(support)
T.4.1 Definitionofsharedvocabularies D4.1
T.4.2 Definitionofsmartcityreferencearchitecture D4.2 D4.2
T.4.3 Definitionofasmartcityinformationandindicatorplatform D4.3
T.4.4 Definitionsmartcitycertificationmechanism D4.4 D4.4
T.4.5 InteroperabilityexperimentsPILOTACTIVITIES?? D4.5
WP5 Smartcitybusinessframework(support)
T.5.1 Smartcitydomainstrategicgrowthmap D5.1
T.5.2
Identificationofeconomical,financing(incl.crowdfunding)andprocurementmodelsincludingPublicPrivate
partnerships D5.2
T.5.3 Promotionofmarketopeningactions D5.3 D5.3 D5.3 D5.3
T.5.4
Creationofacross-SDOssinglepointofaccesstotrainingmaterial(documentsandstructuredcourses)on
smartcitystandards D5.4 D5.4 D5.4 D5.4
WP6 Assessmentoftheimpactoftheactionproposed(support)
T.6.1 Pre-normativeanalysisandassessmentoflegalandadministrativeimpact D6.1
T.6.2 Assessmentofsocialandorganisationalimpactoftheactionsproposed D6.2
T.6.3 Assessmentofeconomicandbusinessimpactoftheactionsproposed D6.3
WP7 Disseminationofresults(coordination)
T.7.1 Disseminationandopenness D7.1 D7.1 D7.1 D7.1
T.7.2 BuildingawarenessamongcitizensandRTD,localgovernment,andindustrycommunitiesD7.2 D7.2 D7.3 D7.2 D7.3
T.7.3 Developmentofastandardisationroadmap D7.3
WP8 Projectcoordination
T.8.1 Projectcoordinationandfinancialmanagement D8.1 D8.1
T.8.2 Qualityandriskmanagement D8.2
T.8.3 Operationalanddatamanagement D8.3 D8.3 D8.3
T.8.4 Innovationmanagement D8.4 D8.4
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 12 of 24
Both WP4 and WP5 results feed into the impact analysis WP6 Assessment of
the impact of the action proposed, which analyses the impact of the technical
solutions discussed and evaluated by ESPRESSO in terms of their legal and
administrative impact, societal impact, and economic impact. The results from all
work packages are used in WP7, dissemination.
WP7 Dissemination of results takes care of dissemination activities, events,
development and publication of best practices and the creation of awareness within
Smart City communities, industry, public administration, and the research community.
The project management is organized in WP8 Project coordination, which
includes the entire project coordination, the quality and risk management, the operational data management and innovation management.
8.2. Work Packages and Work Package leaders
ESPRESSO is articulated into the following 8 Work Packages, whose coordinating
partners are detailed in the following table.
Table 1. Work Package table.
WP Work Package Title WP leader (beneficiary)
WP 1 Smart City Ecosystem Mario Conci (HIT)
WP 2 Smart City Interoperability Context Juan Bareño (ATOS)
WP 3 Smart City standards streamlining René Lindner (DIN)
WP 4 Development of Smart City Information Framework Bart De Lathouwer (OGCE)
WP 5 Smart City business framework Richard Woodling (OS)
WP 6 Assessment of the impact of the action proposed Giovanna Galasso (PWC)
WP 7 Dissemination of results Jan-Philipp Exner (UNIKL)
WP8 Project coordination Bart De Lathouwer (OGCE)
8.3. Planned Milestones
The following milestones have been identified within the project.
Table 2. Milestones table.
Milestone N° Milestone name WP number Delivery date
MS1 Project kick-off meeting All M01
MS2 Project website operational WP7 M01
MS3 First stakeholder workshop WP1, WP2 M03
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 13 of 24
MS4 SmaCStak coordination group started WP2 M02
MS5 Second stakeholder workshop WP1, WP2 M06
MS6 Project progress meeting All M08
MS7 Project progress meeting All M16
MS8 Final project meeting All M24
8.4. Planned Deliverables
The table below lists all the deliverables planned (in order of delivery date) within the work plan.
Table 3. Deliverables table.
Deliverable No (i)
Deliverable name WP
No.
Nature
(ii)
Dissemination
level (iii)
Delivery date
D1.2 Capacity building plan and actions
report V1 1 R CO M01
D7.1 Dissemination plan V1 7 R PU M01
D7.5 Media pack, Website, Web2.0 channels V1
7 DEC PU M01
D8.3 Project charter 8 R PU M01
D2.1 The scope of Smart City standardisation V1
2 R PU M03
D8.7 Innovation report V1 8 R PU M04
D2.3 The scope of Smart City use cases 2 R PU M05
D1.5 Report on capacity building actions V1
1 R PU M06
D2.4 Details of CASSIOPEiA 2 R PU M06
D4.4 Smart City indicator platform 4 DEC PU M06
D5.3 Report on market opening actions
V1 5 R PU M06
D5.7 Smart city one-stop-portal V1 5 DEC PU M06
D8.4 Data Management Plan (DMP) V1 8 R PU M06
D4.1 Shared vocabularies for Smart City 4 R PU M07
D4.2 Smart City reference architecture 4 R PU M07
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 14 of 24
Deliverable No (i)
Deliverable name WP
No.
Nature
(ii)
Dissemination
level (iii)
Delivery date
report
D5.1 Smart city domain strategic growth map
5 R PU M07
D7.2 Dissemination plan V2 7 R PU M07
D1.1 The Atlas of Smart City and
Standards 1
Websites,
patents PU M08
D2.6 Interoperability Pilot deployment & test plan
2 R PU M08
D4.3 Products and best practices for Smart City implementations
4 R PU M08
D2.5 Gap & SWOT analysis 2 R PU M09
D5.2 Future trends in economic, financing and procurement models
5 R PU M09
D1.6 Report on capacity building actions
V2 1 R PU M12
D3.1 Cross-SDOs analysis on harmonisation of Smart City
standards report
3 R PU M12
D4.5 Overview of existing certification
programs 4 R PU M12
D5.4 Report on market opening actions V2
5 R PU M12
D5.8 Smart city one-stop-portal V2 5 DEC PU M12
D7.6 Media pack, Website, Web2.0 channels V2
7 DEC PU M12
D8.1 Project report V1 8 R PU M12
D1.3 Capacity building plan and actions report V2
1 R CO M13
D7.3 Dissemination plan V3 7 R PU M13
D3.2 Standardisation harmonization and
development priorities report 3 R PU M14
D8.5 Data Management Plan (DMP) V2 8 R PU M14
D4.6 Boundary constraints and best
practices for certification programs 4 R PU M15
D2.2 The scope of Smart City standardisation V2
2 R PU M16
D3.3 Coordinated development of high- 3 R PU M16
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 15 of 24
Deliverable No (i)
Deliverable name WP
No.
Nature
(ii)
Dissemination
level (iii)
Delivery date
level crossdomain standardisation requirements report
D8.7 Innovation report V2 8 R PU M16
D1.7 Report on capacity building actions V3
1 R PU M18
D5.5 Report on market opening actions
V3 5 R PU M18
D5.9 Smart city one-stop-portal V3 5 DEC PU M18
D6.1 Report on legal and administrative impacts
6 R PU M18
D3.4 Recommendations for fast-track standardisation procedures report
3 R PU M19
D7.4 Dissemination plan V4 7 R PU M19
D7.7 Media pack, Website, Web2.0 channels V3
7 DEC PU M23
D1.4 Capacity building plan and actions
report V3 1 R CO M24
D1.8 Report on capacity building actions V4
1 R PU M24
D4.7 Smart City 1 pilot activity report 4 R PU M24
D4.8 Smart City 2 pilot activity report 4 R PU M24
D5.6 Report on market opening actions V4
5 R PU M24
D5.10 Smart city one-stop-portal V4 5 DEC PU M24
D6.2 Report on societal impacts 6 R PU M24
D6.3 Report on business impacts 6 R PU M24
D8.2 Project report V2 8 R PU M24
D8.6 Data Management Plan (DMP) V3 8 R PU M24
8.5. Tasks: quality procedures
At the beginning of each task, each task leader will define a more detailed timeline
with a set of interim deadlines for increasingly complete version of deliverables and
reference indicators. The resulting (detailed) work programme will be agreed upon by
the participants and loaded within the platform used for project management, which will be used for constant activity tracking.
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 16 of 24
8.6. Deliverables: quality procedures
All the deliverables must be edited according to the templates edited by the Co-
ordinator and made available to the Consortium. Each deliverable will have to be
released internally a few days before to allow partners to review it. In particular, for
each task, the QRM will ensure quality checking before the document (or accompanying report in case of deliverables which are not a report) will be officially
released and forwarded to the Commission.
The responsibility for releasing the task will be upon the task leader in charge for the
corresponding task. The task leader will have to allow reasonable time for the PC and
the QRM to assess and comment the deliverables, and for the subsequent editing of
the final document to be sent to the PO. If deemed necessary by the task leader, or by other partners, members of the Advisory Board (AB) may be called for further
comments or review of the deliverable.
8.7. Progress assessment
The Project Coordinator (PC), jointly with the Quality and Risk Manager (QRM) and
with the corresponding WP Leaders (WPL) and Task Leaders (TL), will be in charge of
estimating the degree of completion of each tasks within the various Work Packages (WPs). The estimation of such effort will be included in the Annual Reports.
8.8. Regular reporting
The PC will enforce regular telco meetings for internal use and in order to organise the
work to follow. The PC will also enforce submission of yearly reports for official use to
the European Commission.
8.9. Schedule of meetings
An approximately 6-month schedule will be followed for general meetings in person of
all the partners. Whenever possible, these meetings will be complemented by other initiatives, including visit of pilot premises, technical workshops, etc. in order to
maximise effectiveness and minimise travel costs.
Whenever possible web-based virtual meetings will be organized to reduce travel
costs and to ensure frequent communications between different stakeholders of the
project. Further technical meeting may be organised whenever required, typically involving a limited number of beneficiaries.
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 17 of 24
9. Organization and responsibilities
9.1. Management structure
9.1.1. Project coordinator (PC)
OGCE is responsible for the overall project management activities, including financial
management, as well as for maintaining regular communication with the Commission.
The management activities will be under the responsibility of the Project Coordinator
who will be Dr Bart De Lathouwer.
The PC will be assisted by an Administrative Assistant (AA) who will be Ms. Athina
Trakas (OGCE), a Quality and Risk Manager (QRM) who will be Ms. Irene Facchin
(TRILOGIS), and by a Technical Manager (TM) who will be Mr Leonardo Plotegher
(Trilogis).
9.1.2. Administrative and Financial Assistant (AA)
The AA, Ms. Athina Trakas (OGCE), will will work in close cooperation with the
Coordinator periodically monitoring expenses of Each Partner.
9.1.3. Quality and Risk Manager (QRM)
The QRM, Ms. Irene Facchin (TRILOGIS), will be responsible for monitoring and
assessment of the project's quality. The QRM will report to the OM.
9.1.4. Operational Manager (OM)
The OM, Dr. Giuseppe Conti (TRILOGIS), who has several years’ experience in
management roles within large EC-funded projects, will work in close cooperation with the Coordinator and will be in charge of overall operational activities including
coordination of testbed activities.
9.1.5. Work Package Leaders (WPL)
The leader of each WP will be in charge of coordinating activities of their WP by using
detailed planning to meet through definition of fine grained plans, intermediate
delivery dates and allow monitoring of the activities of the WP. In case of any issue
the WPLs report to the PC, QRM or OM, depending on the nature of the issue.
Work Packages Leaders within the ESPRESSO project are:
Table 4. WP Leaders table.
WP
number
WP leader name E-mail Beneficiary
1 Smart City Ecosystem Mario Conci mario.conci@trentinoinnovation.eu
HIT
2 Smart City Interoperability Context
Juan Bareño juan.bareno@atos.net
ATOS
3 Smart City standards streamlining
René Lindner rene.lindner@din.de
DIN
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 18 of 24
WP number
WP leader name E-mail Beneficiary
4 Development of Smart City Information Framework
Bart De Lathouwer bdelathouwer@opengeospatial.org
OGCE
5 Smart City business framework
Richard Woodling Richard.Woodling@os.uk
OS
6 Assessment of the impact of the action proposed
Giovanna Galasso giovanna.galasso@it.pwc.com
PWC
7 Dissemination of results Jan-Philipp Exner
exner@rhrk.uni-kl.de
UNIKL
8 Project coordination Bart De Lathouwer bdelathouwer@opengeospatial.org
OGCE
9.1.6. Task Leaders (TL)
WPLs will be further supported by Task leaders (TLs), who will be responsible for the
activities of their specific tasks. It will be their responsibility to ensure that the highest
quality is met when releasing deliverables, to identify possible risks, and to reporting them to the corresponding WPLs.
Task Leaders within the ESPRESSO project are:
Table 5. Task Leaders table.
Task number
Task name Task leader name Beneficiary
T.1.1 Identification of Smart City stakeholders and innovation zones (clusters)
Bart De Lathouwer bdelathouwer@opengeospatial.org
OGCE
T.1.2 Creation of a large “Smart City
Stakeholder” (SmaCStak) network
Mario Conci
mario.conci@trentinoinnovation.eu
HIT
T.1.3 Communication between stakeholders of SmaCStak
Jan-Philipp Exner exner@rhrk.uni-kl.de
UNIKL
T.2.1 Definition of sectorial systems Juan Bareño juan.bareno@atos.net
ATOS
T.2.2 Definition of reference case studies,
data transfer, standardisation requirements
Sabina Dimitriu
sabina.dimitriu@urbasofia.eu
ISOCARP
T.2.3 Definition of a ConceptuAl StandardS InterOPErability frAmework (CASSIOPEiA) for Smart City
Peter Parslow peter.parslow@os.uk
OS
T.2.4 Cross-SDOs GAP and SWOT analysis Peter Parslow
peter.parslow@os.uk
OS
T.2.5 Design of testbeds (including cross-city examples) for interoperability experiments
Giuseppe Conti giuseppe.conti@trilogis.it
TRILOGIS
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 19 of 24
Task number
Task name Task leader name Beneficiary
T.3.1 Cross-SDOs analysis on harmonisation of Smart City standards (cross SDOs
TCs harmonisation effort)
Bart De Lathouwer bdelathouwer@opengeospatial.org
OGCE
T.3.2 Coordinated development of high-level cross-domain standardisation requirements based on strategic
programme from CEN-CENELEC-ETSI Smart City coordination
René Lindner rene.lindner@din.de
DIN
T.3.3 Definition of SDOs priorities and aligned roadmap of SDOs and associated
membership
René Lindner rene.lindner@din.de
DIN
T.3.4 Identification of fast-track
standardisation procedures
Bart De Lathouwer
bdelathouwer@opengeospatial.org
OGCE
T.4.1 Definition of shared vocabularies Esther Minguela LOC
T.4.2 Definition of Smart City reference architecture
Bart De Lathouwer bdelathouwer@opengeospatial.org
OGCE
T.4.3 Definition of a Smart City information and indicator platform
Sabina Dimitriu sabina.dimitriu@urbasofia.eu
ISOCARP
T.4.4 Definition of Smart City certification
mechanism
Kym Watson
kym.watson@iosb.fraunhofer.de
FRAUNHOFER
T.4.5 Pilot activities Irene Facchin irene.facchin@trilogis.it
TRILOGIS
T.5.1 Smart City domain strategic growth map Rhoswen Hoath Rhoswen.Hoath@os.uk
OS
T.5.2 Identification of economic, financing (incl. crowd-funding) and procurement
models including Public Private partnerships
Rhoswen Hoath Rhoswen.Hoath@os.uk
OS
T.5.3 Promotion of market opening actions Mario Conci mario.conci@trentinoinnovation.eu
HIT
T.5.4 Creation of a cross-SDOs single point of access for training material (documents
and structures courses) on Smart City standards
Jan-Philipp Exner exner@rhrk.uni-kl.de
UNIKL
T.6.1 Pre-normative analysis and assessment of legal and administrative impact
Mario Conci mario.conci@trentinoinnovation.eu
HIT
T.6.2 Assessment of social and organisational
impact of the actions proposed
David Brunelleschi
david.brunelleschi@it.pwc.com
PWC
T.6.3 Assessment of economic and business impact of the actions proposed
David Brunelleschi david.brunelleschi@it.pwc.com
PWC
T.7.1 Dissemination and openness Jan-Philipp Exner exner@rhrk.uni-kl.de
UNIKL
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 20 of 24
Task number
Task name Task leader name Beneficiary
T.7.2 Building awareness among citizens and the RTD, local government, and industry communities
Jan-Philipp Exner exner@rhrk.uni-kl.de
UNIKL
T.7.3 Development of a standardisation roadmap
René Lindner rene.lindner@din.de
DIN
T.8.1 Project coordination and financial
management
Bart De Lathouwer
bdelathouwer@opengeospatial.org
OGCE
T.8.2 Quality and risk management Irene Facchin irene.facchin@trilogis.it
TRILOGIS
T.8.3 Operational and data management Giuseppe Conti giuseppe.conti@trilogis.it
TRILOGIS
T.8.4 Innovation management Bart De Lathouwer bdelathouwer@opengeospatial.org
OGCE
9.2. Other Committees and Boards
The management structure will eventually be complemented by the following boards.
9.2.1. Technical Board (TB)
The TB is constituted by the Work Package Leaders (WPLs) and chaired by the PC.
Its members in ESPRESSO are:
Organisation Reference Person E-mail
HIT Mario Conci mario.conci@trentinoinnovation.eu
ATOS Juan Bareño juan.bareno@atos.net
DIN René Lindner rene.lindner@din.de
OGCE Bart De Lathouwer bdelathouwer@opengeospatial.org
OS Richard Woodling Richard.Woodling@os.uk
PWC Giovanna Galasso giovanna.galasso@it.pwc.com
UNIKL Jan-Philipp Exner exner@rhrk.uni-kl.de
OGCE Bart De Lathouwer bdelathouwer@opengeospatial.org
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 21 of 24
9.2.2. General Assembly (GA)
The GA, which has been officially appointed during the kick-off meeting (Bruxelles – 12-13 January, 2016), will be constituted by one representative per beneficiary who
will be appointed so to represent their organization and be authorized to commit their
organisation in choices that may be made regarding the project. The GA will be the
ultimate decision-making body at the management level with regard to issues dealing
with coordination of the different projects, and key issues that may require, e.g. changes to deliverables etc.
The members of the ESPRESSO General Assembly are:
Organisation Reference Person E-mail
OGCE Bart De Lathouver bdelathouwer@opengeospatial.org
TRILOGIS Giuseppe Conti giuseppe.conti@trilogis.it
DIN Joachim Lonien joachim.lonien@din.de
HIT Andrea Guarise andrea.guarise@trentinoinnovation.eu
PWC Giovanna Galasso giovanna.galasso@it.pwc.com
ISOCARP Pietro Elisei dr.pietro.elisei@gmail.com
OS Miranda Sharp Miranda.Sharp@os.uk
FRAUNHOFER Eva Klien eva.klien@igd.fraunhofer.de
LOCALIDATA Esther Minguela eminguela@localidata.com
VCS Claus Nagel cnagel@virtualcitysystems.de
UNIKL Jan-Philipp Exner exner@rhrk.uni-kl.de
IBS René Toennison rene@ibs.ee
ROTT Jane Hermans-van Ree jm.hermansvanree@rotterdam.nl
BRE Paul Oakley oakleyp@bre.co.uk
ETSI Hermann Brand hermann.brand@etsi.org
ATOS Juan Bareño juan.bareno@atos.net
9.2.3. Advisory Board (AB)
The AB will be made of high-level experts (from industry, standardization industry,
academia etc.) who will provide suggestions and recommendations on the activities of the project at strategic level.
The AB will meet either physically or virtually.
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 22 of 24
9.2.4. Liaison to the SSCC-CG
The Liaison to the SSCC-CG, i.e. CEN-CENELEC-ETSI Smart and Sustainable Cities and Communities Coordination Group to ensure support and engagement in the activities
of the project.
9.3. Risk management
The QRM will be in charge of risk management. As in the case of the quality
management plan, the risk plan in ESPRESSO has been envisaged following the
recommendations by the Project Management Body of Knowledge (PMBOK®). The plan provides a "system" approach to the project risk management through a process
that begins with the preparation of the risk plan, which defines the methodology, and
it continues throughout the project lifecycle through constant monitoring, detection,
evaluation (qualitative and quantitative) and documentation of risk factors, the
identification of any mitigating action, and the subsequent monitoring of residual risks until their complete resolution is achieved or the project activities are concluded. The
QRM will be in charge of:
Illustrating potential risks, together with their date, classification and impact
assessment (features, cost, time).
Perform a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis.
Detailing causes / effects of each risks element also with support of dedicated flow charts, Ishikawa or influence diagrams, Directed Acyclic Graphs (DAGs) or
Decision-Tree Diagrams (DTDs).
Recommending possible allocation of human resources for any mitigating action
(preventive or remedial).
The QRM will ensure setting up a Risk Register (RR or simply "register") accessible via the web. The register will be configured on the project server and
will ensure complete traceability of the processes of risk management through a
log. For each new event created by the QRM, the register will automatically
send an email to the PC containing all information relating to the ticket. The PC
may decide, after hearing the QRM, to undertake the necessary actions to mitigate both preventive (to minimize the possibility of the occurrence of an
event) and corrective (in order to minimize the effect of a risk that has already
occurred).
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 23 of 24
Table 6. Critical risks for implementation.
Description of risk WPs Proposed risk-mitigation measures
Project management risks
Underperformance of a
project partner
All A solid project management is foreseen, with a close monitor of all partners’ activities, allowing the detection
of any delays early on. Furthermore, the partners are carefully selected, they have successfully participated in EU research and CSA projects in the past delivering all
assigned work. The tasks are also well distributed to allow for a balanced workload.
Loss of key staff or delays in recruitment
All This may lead to delays to the delivery of individual components. It's difficult to mitigate against many of these aspects, but on many occasions the issues can be
anticipated. A process exists for adjusting plans as needed in case of serious issues.
Availability of the project website after the end of the project
WP7 All material will be incorporated into the websites of OGCE. As the coordinator of the project, there is an
interest to use all material produced by ESPRESSO. The OGCE website is operational since 1994. Funding for future operation is secured.
Dissemination and exploitation risks
Limited dissemination All A dedicated WP is planned for dissemination/exploitation
in order to maximize the project impact and the update
of ESPRESSO. A Dissemination Strategy Plan (DSP) will be developed early on in order to coordinate and monitor the dissemination activities, and re-design them
if needed. A wide range of dissemination products is foreseen in order to address all user communities. Furthermore, the early
involvement of the users through consultation events, interactive workshops, etc., as well as the creation of SmaCStak will build awareness and strengthen ownership of the products. Finally, partners of the
consortium have long-lasting relationships with networks of end-users, which will facilitate the dissemination process.
Uptake of ESPRESSO
recommendations by SDOs not guaranteed
WP3,
WP7
The involvement of a number of SDOs as consortium
partners ensures tight interaction with SDOs from on the beginning. All standardisation optimization activities will be executed by the SDOs to avoid any conflicts of
interest.
Other risks
Stakeholders have inaccurate
expectations
WP1,
WP2
Early engagement with stakeholders and the user
community through tasks in WP2 should ensure expectations are managed and met.
ESPRESSO
systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities
Co-funded by
GA 691720 the Horizon 2020 Framework Programme
of the European Union
D8.3 – Project charter
File: D8.3 Project charter.docx Page: 24 of 24
10. Publication guidelines
Additional information can be found on the official “Guidelines on Open Access to Scientific Publications and Research Data in Horizon 2020” [1].
Any use of the EU emblem within publications must follow the official guidelines [2].
These guidelines include instructions regarding the obligation prescribed by the
contract to publicly acknowledge the support received from the European Union.
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