Σ! 3187 CELTIC Projects Kick Off Information A EUREKA Cluster Dedicated to Communication...

Σ! 3187

CELTIC ProjectsKick Off Information

A EUREKA Cluster Dedicated to Communication Techniques, Systems and

Services

The Main ObjectivesThe Main Objectives

• Increase R&D effort to a high level to stay ahead in a worldwide competition

– Maintain and develop the strengths of the European telecommunications industry both from the manufacturer and the operator side

• Complement existing national and European R&D programmes, FP6/IST and Eureka

• Use existing instruments to set up projects as quickly as possible

Operation PrinciplesOperation Principles• CELTIC is an Endorsed Organisation in EUREKA• Support for projects and Public Authorities (PA’s)

– Regular reports to Core Group and PA’s– Control of coherence to programme and project description– CELTIC assists projects in

• Definition Project Cooperation Agreement• Handling of Kick-off meetings• Dissemination of results (publications, conferences, etc)• Provision of a CELTIC Handbook

• Small Management burden: administration as low as possible– Fees to cover operational costs for organising CELTIC:– Project partners pay annual fee of 1500 € per (yearly) person-year

• Universities are exempted and partners from new EU countries pay 500€.– Invoice is sent twice a year.– Modifications should be indicated via Project Change Requests

CELTIC Core Group

Chair V- Chair

CELTIC Support Group

Chair

CELTIC Office

Director

Ad-hoc Committees

Public Authorities

CELTIC – Organisational Structure

Role of CELTIC CoreGroup (1/2)Role of CELTIC CoreGroup (1/2)

• Programme strategy and Coherence• Presentation of the Programme to the PA’s• Interface and influence with the PA’s for all issues related

to the CELTIC Programme• Decision on tasks and guidelines for the CELTIC Support

Group (e.g. for Project selection and Partner search)• Definition and updating of guidelines for the structure and

organisation of the Programme; the admission and control of rules for Programme and Project management

• Selection of Projects, assisted by the CELTIC Support Group’s recommendations

• Execution and overall management of the Programme

Role of CELTIC CoreGroup (2/2)Role of CELTIC CoreGroup (2/2)

• Approval of the budget for the CELTIC Organisation• Financial Audit of the CELTIC Organisation• Decision on projects in individual cases,

– such as potential conflict of interest between Partners or participation in a project of a non-European company. Such companies may be allowed to participate as CELTIC Participants with the same rights and duties as other European CELTIC Participants (except for participation in the Executive bodies of the programme, see Art. III), if they have demonstrated:

• the existence of substantial R&D activities in Europe• the existence of decision power in Europe for the further

implementation of research results into commercial products• the added-value of their contribution to the project consortium the

approval of the budget for the CELTIC Organisation• the financial audit of the CELTIC Organisation

It is the first R&D programme with a strong participation from major European telecommunications

manufacturers and operators

Manufacturers

Operators Research Institute

CELTIC Core GroupCELTIC Core Group

CELTIC Office StructureCELTIC Office Structure

Director

Programme Co-ordinator

AdministrationWeb Projects

Luitgard HauerHeike van Beek

Ellen Tallas

Heinz Brüggemann

• Overall responsibility for Office• Interface toward Core Group• Support for PAs

-------- Assistant --------• Coordination of projects• Monitoring of progress• Support for projectsPeter Herrmann

• Accounting• Administration support• Proposal registration• Website management• Public Relations (Milon Gupta)

Role of the CELTIC Office 1/2


• General administration of the Programme

• Admission and control of the rules for participation to the

Programme

• Interface for all Partners in the Programme, organisation of a

Programme database

• Monitoring of Projects, assisted by the Support Group, under

CELTIC Core Group responsibility

• Organisation of reporting and reviewing activities at Project and

Programme levels (Technical Reports, handling of Change

Requests, Project Reviews, Programme Review,…)



• Information and Communication to the Partners

• Communication to the outside and Interface with the PA’s on

general funding issues, following instructions of the CELTIC Core

Group

• Support and assistance to all other executive bodies in the

organisation

• Accounting and billing of Participation fees in accordance with

Article VII hereof

• Payment of Office costs, Office personnel according to the

budget plan

CELTIC Project Set-UpCELTIC Project Set-Up

CELTIC label approved

CF signed(before FPP submission)

Funding negotiations

Project set-up

Public AuthoritiesEach project

participant

Participation agreed Decision

No participationProject Description(revised and extended FPP)

DoAsigned

Consortium(discuss/ agree)

Project Consortium Agreement

PCAsigned Project Change Requests

CELTIC Office(for approval)

Project Kick-off

PDSigned and approvedby all partners

PCA PCR minutes




Project set-up


participant



DoAsigned





Project Kick-off


PCA PCR




Project set-up


participant



DoAsigned





Project Kick-off


PCA PCR minutes

Kick OffKick Off

Requirements for Kick Off

• Sufficient Progress of the negotiations with the PA’s.

• All Partner have sent the confirmation Letter

• Update the FPP which is transformed into the PD “Project Description”. Madeira: PD needed; Status of PCA and DoA ?

• Project Cooperation Agreement and Declaration of acceptance is agreed (and signed) in the consortium.

• Feed back: what services would you like to have.

• Minutes of Kick Off meeting to the CELTIC Office

Project Information and PublicationProject Information and PublicationProject Web Pages and leaflet– General project information shall be published on the CELTIC

Project Web site using a common template.

– Project management is responsible that this Website is up-to-date.

– The Project Intranet allows online reporting in the project database.

– Access to the project database through Login to the Project Domain.

– The project is free to create a project-owned Web site. CELTIC offers, to host the Project Web site (see Handbook chapter 9.4).

– Each project shall produce a two to four page leaflet, informing about the project. They are intended for a broader dissemination.

– Before publication the CELTIC Office has to approve the leaflet. It may also suggest or request some modifications.

CELTIC Project Web PagesCELTIC Project Web Pages

Project Management StructureProject Management Structure

Project Coordinator

Technical Coordinator(optional)

Celtic-Organisation(Office/ CG)

WP Leader 1

Task leader 1.1Task team 1.1


Task leader 1.nTask team 1.n

WP Leader n

Task leader n.1Task team n.1


Task leader n.nTask team n.n

RepresentativePartner 1

Project Coordination Committee(recommended)Advisory/ Support

Board/ Committee(s)(optional)

Technical Commitee(optional)


Project Coordinator

Technical Coordinator(optional)

Celtic-Organisation(Office/ CG)

WP Leader 1



Task leader 1.nTask team 1.n

WP Leader n



Task leader n.nTask team n.n



Project Coordination Committee(recommended)Advisory/ Support

Board/ Committee(s)(optional)

Technical Commitee(optional)



Assessment and ReportingAssessment and Reporting

Project Participant (contact person)

WPLWP Leaders

PCOProject Coordinator

CELTICOffice

Web-basedProject Reporting

System

CELTIC

1

2

3

4

5

6Request to submit WS report

Online submission of WS report

Notification of submission

Approval ofreport (optional)

Report from WPL

Report from PCO

Project database

Project Participant (contact person)

WPLWP Leaders

PCOProject Coordinator

CELTICOffice

Web-basedProject Reporting

System

CELTIC

1

2

3

4

5

6Request to submit WS report

Online submission of WS report

Notification of submission

Approval ofreport (optional)

Report from WPL

Report from PCO

Project database

Monitoring and Assessment (1/2)Monitoring and Assessment (1/2)• Quarterly Project Report (Quarterly Online

Submission)– Each project participant (company) is requested to produce a

quarterly work summary report.

– The project coordinator compiles from all received work summaries (WS) of each participant a consolidated quarterly report.

– The QR should summarise the effort spent by each participant for the different work packages.

– The QR should indicate all deliverables or other achievement during the reported quarter.

– Very important are statements about variations from plan.

Monitoring and Assessment (2/2)Monitoring and Assessment (2/2)• Annual Project Report

– The annual report is a consolidated report based on the quarterly reports and the current overall situation.

– The annual report is prepared by the coordinator, approved by the project consortium.

– It is submitted to the CELTIC Office within 1 month after the end of the year.

• Midterm Assessment– A mid-term review can always be carried out but will, more regularly, be

considered for projects running more than 2 years.

– A decision on a mid-term review can be taken, if a project appears to be behind its planned progress or with the quality of some of its contributions.

– Check: If problems occur and if the project goes still in the right direction.

– There might be a go/no go decision to continue the project.

Changes from Project PlanChanges from Project Plan

• Project plan is defined in Project Description (FPP in the

preparation phase)

• In case of significant changes from plan:

A Project Change Request must be issued, this is the case:

• If new budgets and work allocations are decided

• If a partner steps out or comes in

• If significant modifications of the objectives, timing, and planned

results occur

– Major changes must be approved by CELTIC.

– If fees are affected a calculation will be done for the following

invoice but will not modify the invoice from previous period.

Closure of ProjectsClosure of Projects

• The conclusion of the technical work is reached including the final Deliverables

• A Final Report will be produced• A final project accounting will be established• Publications and other dissemination

activities will be carried out• Recommendations for further activities will be

defined

Website: www.celtic-initiative.org

Webside foreach Project:• Public part• Confidential

part (extended Website)

• project management

(to be implemented)

http://www.celtic-initiative.org/



Results Call 1Results Call 1Call 1 submission phase ended on 28 November 2003• 43 proposals received• Nearly all FPP’s were based on earlier Project Ideas• 31 reviewers in 5 expert groups carried out 129 reviews• 30 proposals were granted a CELTIC label• Resulting total budget of labelled proposals is 207 M€

– 76.5 M€ in 2004

• Starting Phase ongoing with first Project Kick-Off’s – 7 Projects started before June 30 2004.– 5 Projects started in July 2004– 9 Projects starting before end October (According to PCR’s)– 3 Projects starting in January 2005 (According to PCR’s) – 6 Projects Cancelled

Call 1 statistics: Types of Participants

Call 1 statistics: Types of Participants

Type of Participants

48.3%

20.4%

23.8%

7.5%

Industry SME Academia Research Institutes

Call 1 statistics: Distribution across objectives

Call 1 statistics: Distribution across objectives

Main CELTIC Domains addressed

19.1%

13.8%

9.6%10.6%12.8%

14.9%

5.3%6.4% 7.4%

Service & Applications

Managem. Of Services & NW

Multimedia

CPE/N & Terminals

Broadband Acces Network

Mobile & Wireless Network

Broadband Transport NW

Components

Security

Σ! 3187 CELTIC Projects Kick Off Information A EUREKA Cluster Dedicated to Communication...

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