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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


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

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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This deliverable contains original unpublished work except where clearly indicated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.

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2. List of references

Number Full Reference

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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

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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.

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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

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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

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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

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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.

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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.

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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

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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

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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

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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


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



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


D3.2 Standardisation harmonization and

development priorities report 3 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

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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


1 R PU M18

D5.5 Report on market opening actions

V3 5 R 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



7 DEC PU M23

D1.4 Capacity building plan and actions

report V3 1 R CO M24


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


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


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.

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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.

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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 [email protected]

HIT

2 Smart City Interoperability Context

Juan Bareño [email protected]

ATOS

3 Smart City standards streamlining

René Lindner [email protected]

DIN

mailto:[email protected]



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WP number

WP leader name E-mail Beneficiary

4 Development of Smart City Information Framework

Bart De Lathouwer [email protected]

OGCE

5 Smart City business framework

Richard Woodling [email protected]

OS

6 Assessment of the impact of the action proposed

Giovanna Galasso [email protected]

PWC

7 Dissemination of results Jan-Philipp Exner

[email protected]

UNIKL

8 Project coordination Bart De Lathouwer [email protected]

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)


OGCE

T.1.2 Creation of a large “Smart City

Stakeholder” (SmaCStak) network

Mario Conci

[email protected]

HIT

T.1.3 Communication between stakeholders of SmaCStak

Jan-Philipp Exner [email protected]

UNIKL

T.2.1 Definition of sectorial systems Juan Bareño [email protected]

ATOS

T.2.2 Definition of reference case studies,

data transfer, standardisation requirements

Sabina Dimitriu

[email protected]

ISOCARP

T.2.3 Definition of a ConceptuAl StandardS InterOPErability frAmework (CASSIOPEiA) for Smart City

Peter Parslow [email protected]

OS

T.2.4 Cross-SDOs GAP and SWOT analysis Peter Parslow

[email protected]

OS

T.2.5 Design of testbeds (including cross-city examples) for interoperability experiments

Giuseppe Conti [email protected]

TRILOGIS














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Task number


T.3.1 Cross-SDOs analysis on harmonisation of Smart City standards (cross SDOs

TCs harmonisation effort)


OGCE

T.3.2 Coordinated development of high-level cross-domain standardisation requirements based on strategic

programme from CEN-CENELEC-ETSI Smart City coordination


DIN

T.3.3 Definition of SDOs priorities and aligned roadmap of SDOs and associated

membership


DIN

T.3.4 Identification of fast-track

standardisation procedures

Bart De Lathouwer

[email protected]

OGCE

T.4.1 Definition of shared vocabularies Esther Minguela LOC

T.4.2 Definition of Smart City reference architecture


OGCE

T.4.3 Definition of a Smart City information and indicator platform

Sabina Dimitriu [email protected]

ISOCARP

T.4.4 Definition of Smart City certification

mechanism

Kym Watson

[email protected]

FRAUNHOFER

T.4.5 Pilot activities Irene Facchin [email protected]

TRILOGIS

T.5.1 Smart City domain strategic growth map Rhoswen Hoath [email protected]

OS

T.5.2 Identification of economic, financing (incl. crowd-funding) and procurement

models including Public Private partnerships

Rhoswen Hoath [email protected]

OS

T.5.3 Promotion of market opening actions Mario Conci [email protected]

HIT

T.5.4 Creation of a cross-SDOs single point of access for training material (documents

and structures courses) on Smart City standards


UNIKL

T.6.1 Pre-normative analysis and assessment of legal and administrative impact

Mario Conci [email protected]

HIT

T.6.2 Assessment of social and organisational

impact of the actions proposed

David Brunelleschi

[email protected]

PWC

T.6.3 Assessment of economic and business impact of the actions proposed

David Brunelleschi [email protected]

PWC

T.7.1 Dissemination and openness Jan-Philipp Exner [email protected]

UNIKL

















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Task number


T.7.2 Building awareness among citizens and the RTD, local government, and industry communities


UNIKL

T.7.3 Development of a standardisation roadmap


DIN

T.8.1 Project coordination and financial

management

Bart De Lathouwer

[email protected]

OGCE

T.8.2 Quality and risk management Irene Facchin [email protected]

TRILOGIS

T.8.3 Operational and data management Giuseppe Conti [email protected]

TRILOGIS

T.8.4 Innovation management Bart De Lathouwer [email protected]

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 [email protected]

ATOS Juan Bareño [email protected]

DIN René Lindner [email protected]

OGCE Bart De Lathouwer [email protected]

OS Richard Woodling [email protected]

PWC Giovanna Galasso [email protected]

UNIKL Jan-Philipp Exner [email protected]

OGCE Bart De Lathouwer [email protected]















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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 [email protected]

TRILOGIS Giuseppe Conti [email protected]

DIN Joachim Lonien [email protected]

HIT Andrea Guarise [email protected]

PWC Giovanna Galasso [email protected]

ISOCARP Pietro Elisei [email protected]

OS Miranda Sharp [email protected]

FRAUNHOFER Eva Klien [email protected]

LOCALIDATA Esther Minguela [email protected]

VCS Claus Nagel [email protected]

UNIKL Jan-Philipp Exner [email protected]

IBS René Toennison [email protected]

ROTT Jane Hermans-van Ree [email protected]

BRE Paul Oakley [email protected]

ETSI Hermann Brand [email protected]

ATOS Juan Bareño [email protected]

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.

















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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


Co-funded by





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


Co-funded by





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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