WP 1. ABCD management

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WP members - DH, UNSA, UPT, UACS, BMU, UoM, BAU, BOUS, UKIM, BAU, ICK, VERLAB

The framework of the management of the ABCD project takes into account the relatively short period of time to launch broad and sustainable processes.  The transformation of the layers of operations of the member organisations, especially in the involved HEIs, needs parallel attention to agile operations to complete practical measures, and launch institutional change processes supporting long-term impact on how the HEIs are entrepreneurial and innovative. 

The leadership is based on shared responsibilities both in the design phase and in implementing the undertaken measures effectively. Although transparent leadership will be ensured by a strong Steering Committee (SC), composed of representatives of each consortium member, the SC will be responsible for the quality management issues as well. The member organisations will have further distributed responsibilities for the following areas: project management, professional leadership, financing, quality and reporting, and internal and external communication.  

The use of the design thinking/service design method will be the key tool for the management of the project as well. Several agile principles and technics will ensure the accountable pace of progress. 

The lead is at METU, the lead organisation of the consortium. METU, as a rapidly developing, internationalised, entrepreneurial private university, has demonstrated its capacity in managing complex development programmes, and sophisticated HE pedagogy approaches (myBRAND), providing outstanding added value for a diverse student population in the fields of business and applied art. The leader of the work package is experienced in the use of the HEInnovate-related tools, familiar with the entrepreneurial agenda, and ready to invent adaptive solutions to meet the expectations of EIT and the call, the member HEIs, with a special focus on students interested in deep tech-related entrepreneurship, and the actors of local/regional eco-system. 

Tasks:

T 1.1. Detailed needs analysis (May 2023)

T 1.2. Translating IVAP to project portfolio (May -June 2023)

T 1.3. Systemic composition of the activities interlinking the three layers of actions  (entrepreneurship (1), entrepreneurship and deep tech (2), the HEI and the ties with the knowledge triangle (K3), the EIT KICs and the local eco-system (3)) (May -June 2023)

T 1.4. Specialization of members and ensuring synergies (tailoring tasks and developing competencies related to synergy) (July-August 2023)

T 1.5. Students as partners in agile rituals (providing students with meaningful partnership in each phase of the design and implementation of the tasks) (August-September 2023)

T 1.6. Operating the Steering Committee for Monitoring and Fast-feedback mechanisms (May-November 2023) (Follow up comes in the second phase) 

D 1.1. Needs analysis (May 2023) 

D 1.2. Needs-based IVAP, organised the related sub-projects into a project portfolio (June 2023)

D 1.3. A detailed project definition document for each project component (June 2023)

D 1.4. Task-competence map matrix, gap analysis (July 2023)

D 1.5. Recruitment and training plan of the contributing students as partners (July 2023)

D 1.6. Steering Committee agendas, proposals, and minutes (continuously across Phase 1 and Phase 2)

Risk 1.1. Changes in the project team 

Risk 1.2. Delay of implementation

Milestones:

M 1.1 Kick off (May 2023)

M 1.2 Project portfolio of the needs-based IVAP (June 2023)

M 1.3 Regular Steering Committee meetings with settled monitoring practice, including students as partners (August 2023)

M 1.3 Report on the management practices and quality of the operations, report of Phase one (November 2023)

M 1.4 Kick Off of the second phase, Adjusted (for improvement) project management (January 2023)

M 1.5 Closing report of the second phase (June 2023)

The distinction between phase 1 and phase 2:

During Phase 1 T 1.1, T 1.2, T 2.3 and T 1.4 will be completely finished.

T 1.5, T 1.6.  will continue during phase 2 until the final report.

Contribution to the respective KPIs:

1. At least 3 project staff and 5 students trained per each project partner– Total 6 HEI x 3 = 18 HEI staffs and 6 HEI x 5=30 students

Phase 1: 1 May 2023 – 30 November 2023 

Stop-Go decision period: 1 December 2023 – 15 January 2024 

Phase 2: 15 January 2024 – 31 July 2024