Erasmus+ Programme – Collaborative Partnership

Project reference No: 579960-EPP-1-2016-2-IT-SPO-SCP

PROJECT MANAGEMENT PLAN

Deliverable Form

Project Reference No. 579960-EPP-1-2016-2-IT-SPO-SCP

Document Title Deliverable D0.1: Project Management plan

Relevant Workpackage: WP0 - MANAGEMENT AND COORDINATION OF THE PROJECT

Nature: Report

Dissemination Level: Restricted to a group specified by the consortium (including the Commission Services) and the EUC

Document version: 0.1

Date: 20/01/2017

Authors: Stefano Armenia (SYDIC); Alessandro Pompei(SYDIC)

Document description: In this document will be reported the dissemination strategy implemented

Table of Contents

List of Figures ...................................................................................................................................... 4

List of Tables ........................................................................................................................................ 4

List of Terms and Acronyms ................................................................................................................ 4

Introduction .......................................................................................................................................... 5

1. Project Description ....................................................................................................................... 5

1.1. Project Summary ................................................................................................................... 5

1.2. Project Charter ....................................................................................................................... 6

1.2.1. Contractual Information ................................................................................................. 6

1.2.2. Responsibility................................................................................................................. 6

1.2.3. Authority ........................................................................................................................ 6

1.3. Project Organization .............................................................................................................. 6

1.3.1. Work Breakdown Structure ............................................................................................ 6

1.3.2. Project Schedule ........................................................................................................... 11

1.3.3. Project Deliverables ..................................................................................................... 11

1.3.4. Project Milestones ........................................................................................................ 11

2. Project Consortium .................................................................................................................... 12

2.1. Consortium Organization .................................................................................................... 12

2.2. Organization Breakdown Structure ..................................................................................... 15

2.2.1. Project Manager ........................................................................................................... 16

2.2.2. Deputy Project Manager .............................................................................................. 16

2.2.3. Assistant Project Manager ........................................................................................... 17

2.2.4. Dissemination Manager ............................................................................................... 17

2.2.5. Quality Manager .......................................................................................................... 17

2.2.6. Work Package Leaders ................................................................................................. 17

2.2.7. Project Strategy Committee ......................................................................................... 18

3. Project Management Methods, Processes and Tools ................................................................. 18

3.1. Project Planning .................................................................................................................. 19

3.2. Project Control .................................................................................................................... 19

3.3. Project Documentation Management .................................................................................. 20

3.3.1. Project Documentation Archive Management ............................................................. 20

3.3.2. Documents Distribution ............................................................................................... 20

3.4. Monitoring, Reporting, Reviews, Audit and Control Methods ........................................... 21

3.4.1. Action Item List ........................................................................................................... 21

3.4.2. Project Management Reviews (PMR) .......................................................................... 21

3.4.3. Progress Reporting ....................................................................................................... 22

3.4.4. Meeting Minutes .......................................................................................................... 22

4. Communication & Dissemination Plan ...................................................................................... 22

5. Exploitation of Results ............................................................................................................... 23

6. Quality Management .................................................................................................................. 23

7. Communication and Conflicts ................................................................................................... 24

APPENDIX A: PROJECT MASTER SCHEDULE .......................................................................... 27

APPENDIX B: MILESTONES ......................................................................................................... 29

APPENDIX C: WORK BREAKDOWN STRUCTURE ................................................................... 30

APPENDIX D: DELIVERABLES .................................................................................................... 31

List of Figures FIGURE 1 PROJECT ORGANIZATION BREAKDOWN STRUCTURE ..................................................................... 16 FIGURE 2 PROJECT MASTER SCHEDULE PT.1 ........................................................................................................ 27 FIGURE 3 PROJECT MASTER SCHEDULE PT.2 ........................................................................................................ 28 FIGURE 4 PROJECT MASTER SCHEDULE PT.3 ........................................................................................................ 28 FIGURE 5 BRISWA WORK BREAKDOWN STRUCTURE ......................................................................................... 30

List of Tables TABLE 1 COOPERATION TOOLS AND METHODS 25 TABLE 2 BRISWA MILESTONES 29 TABLE 3 BRISWA DELIVERABLES 31

List of Terms and Acronyms

Acronym Description

BRISWA Ball Rolls In the Same Way for All

EAB Expert Advisory Board

EC European Commission

EMB Exploitation Management Board

EUC End User Committee

IT Information Technology

GMB Group Model Building

PMP Project Management Plan

PMR Project Management Review

PSC Project Strategy Committee

SD System Dynamics

WBS Work Breakdown Structure

WP Work Package

WPL Work Package Leader

Introduction Sports were added as EU competence in the Lisbon Treaty (2009) and the need was established to

adopt a pan-European approach to tackle issues that are a threat to sports, such as discrimination and

racism. Steps were taken to that direction and famous anti-racism campaigns in football helped to

significantly decrease racism inside stadia.

However, the success of such campaigns is lately in dispute. There are voices stating that these types

of actions, while successful in decreasing overt facets of racism, they have failed to tackle its deeper

roots. Thus, the White Paper on Sports and similar European reports (such as “Racism, ethnic

discrimination and exclusion of migrants and minorities in sports, 2010”) have stressed the need to

take more actions, since the phenomenon of racism remains a disturbing problem, alas expressed in

different forms:

- Black, Asian and Minority Ethnic (MABE) groups’ attendance to football games is not

representative of the country populations.

- Episodes of racist nature appear among football players not only in elite championships, but

also in the games of U21 national teams. These episodes demonstrate in a shameful way how

racism affects European citizens and especially the youth, contrary to the efforts of the

European Union to educate towards a European integration

- Institutional racism manifested in the administrative levels of football clubs and organizations

as “[…] attitudes and behaviours, which amounts to discrimination through unwitting

prejudice, ignorance, thoughtlessness and racist stereotyping which disadvantage minority

ethnic people”

The above mentioned problems show the covert forms of racism and discrimination, which are still

prevalent, equally dangerous, but harder to detect and isolate. In this context, the European Union

suggests the exchange of good practices among member states, actions to include all citizens in

football regardless of age, gender, race, religion, and beliefs and finally, the development of new tools

that will prevent an emergence of racism in football in dangerous levels.

1. Project Description

1.1. Project Summary The BRISWA (Ball Rolls In the Same Way for All) project is co-financed under the E+ programme

(Project Reference: 579960-EPP-1-2016-2-IT-SPO-SCP) with the aim at re-examining racism and

discrimination in football, define it in a more concise way and promote a more thorough approach

against it. More specifically, to achieve this the project will try to:

a) Understand the current situation in Europe and identify the main drivers that give rise to and

help spread racist phenomena

b) Assess through mathematical modelling and simulation how these drivers interact with each

other, how racism is spread through society and sports and finally, design, develop and test

potential countermeasures in a consequence-free environment

c) Implement such policies and countermeasures starting from young people and football

academies

d) Establish and educate a new fundamental figure in football clubs that will have the important

role of identifying such issues within the clubs and ultimately put in place preventive and

mitigation measures

e) Disseminate the spirit of equality and anti-racism throughout Europe, with the organization

of workshops/seminars and sporting events.

The results of the analysis, the workshops, the simulation models and the policy recommendations

from the online platform will be collected and harmonized in a final report called “The Handbook

of Racism in football”. The handbook will serve as a framework on what racism is, how it manifest

in football (recent trends), how decision-makers have approached it (best and failed practices) and

how they could approach it in the future (policy recommendations).

1.2. Project Charter

1.2.1. Contractual Information

The project’s grant has been awarded by the Education, Audiovisual and Culture Executive Agency

within Erasmus+ Programme: Support for Collaborative Partnerships in the field of Sport.

The project reference number is: 579960-EPP-1-2016-2-IT-SPO-SCP

The Grant Agreement n°: 2016 – 3060/001 - 001 has been signed by the Coordinator on 16/11/2016,

and by the Agency on 25/11/2016.

1.2.2. Responsibility

SYDIC, as the Coordinator, shall bear responsibility for supplying all documents and information to

the agency which may be required under the Agreement, except where provided otherwise in the

Agreement; where information is required from the other beneficiaries, the coordinator shall bear

responsibility for obtaining and verifying this information before passing it on to the Agency. The

Coordinator shall bear responsibility for providing all the necessary documents in the event of checks

and audits initiated before the payment of the balance. The Coordinator shall also monitor that the

Action is implemented in accordance with the Agreement.

1.2.3. Authority

SYDIC, as the Coordinator, is the intermediary for all communications between the beneficiaries and

the Agency.

1.3. Project Organization

1.3.1. Work Breakdown Structure

The BRISWA strategic approach brings together in a consistent view the logical elements of the

proposal. The BRISWA project WBS is reported in Appendix C.

The project will last 18 months and the activities that will formulate and conclude the project fall

under the following work packages (WP):

WP0- MANAGEMENT AND COORDINATION OF THE PROJECT

The objective of this package is to support the project and the project consortium in succeeding its

goals through strong coordination, continuous monitoring, assessment and reporting. It will last

throughout the lifetime of the project. The main activities of WP0 are:

• Activity 0.1 Coordination of the project: This activity covers the Project Management

activities including costs and schedule control, monitoring of other activities, steering

committee meetings, project procedures, project reporting, coordination with the Project

Officer and formal reviews. D0.3 - 6-month progress report; D0.4 - 12-month progress report

• Activity 0.2 Kick-off meeting: The main objectives of the meeting were to sharing main points

of attention and project mission, presenting institutional partners, sharing project documents

(Gantt chart, Budget), explanation on how justify the project costs, showing activities. D0.2 -

Report of the kick-off meeting

• Activity 0.3 Setting up Project Strategy Committee (PSC): The committee will be constituted

by a key person per partner and will provide support and guidance to the Project Manager

(PM) for all activities. The PSC will also be responsible of the internal and constitutional

communication and will be the point of contact for each stakeholder involved in the project

(partial output conveyed into this PMP, D0.1 - Project Management plan)

• Activity 0.4 Planning of the project logistics: It includes the strategy that will be followed

throughout the project along with the planning in terms of facilities, participants, their roles

and staff coordination. Furthermore, it will lay the structure of the dissemination plan and the

organization of the international workshops (partial output conveyed into this PMP, D0.1 -

Project Management plan)

• Activity 0.5 Realization of the project’s final conference: The final Conference of the project

will be held on the 30th of June 2018 in Rome, Italy. During the event the BRISWA

consortium will present the results, the current trends and the policy recommendations, along

with a roadmap of future challenges. Relevant stakeholders and representatives of all

organizations and end-users will be invited. Finally, the participants of the Final Conference

and the BRISWA consortium will provide the foundations for the sustainability of the project

and ensure that the BRISWA framework can remain relevant after the project’s lifetime.

Output of this activity will be partially conveyed into the Final Report as well as in the

organization of the Final Conference in Rome (June 2018). D0.5 - Final project report.

WP1- RACISM IN EUROPE: ANALYSIS AND RESULTS

The objective of this Work Package is to analyse the literature in parallel with past cases, when racism

was manifested in football games. From the study, indicators will be drawn that will offer insights on

what are the circumstances and conditions that cause racism to be created and expressed in football

events. The WP is scheduled to last from month 2 until month 11. To accomplish the package

objective, the following activities are scheduled:

• Activity 1.1 Studying of the Literature and past cases: The specific objectives of this Activity

are to study the literature as well as past and current cases with the purpose of identifying

those common indicators that cause racism to be created and expressed. The consortium,

starting from the White Paper on Sports and similar European reports (such as “Racism, ethnic

discrimination and exclusion of migrants and minorities in sports, 2010”), will create an

innovative knowledge base necessary to analyze how intolerance and discrimination in

football have manifested and dealt with in European states and championships. In parallel, to

increase the insights on the appearance of racism in football, a study will be conducted that

will search for relevant data on the football games themselves. More specifically, the effort

will be focused on studying the “human geography” of spectators, to investigate whether

color, culture, religion or ethnic origin play a role inside the field. The study will be expanded

to football players and referees (fights among players or discriminations of referees) and

finally investigate the extent to which racial discriminations of employment in society have

penetrated the practices of football clubs and organizations. The activity is scheduled to last

for 2 months (month 2 and 3). D1.1 - Report on the literature and the studying of the past

cases

• Activity 1.2 Database Construction: The objective of this activity is twofold: a) to collect

inside a repository (which will be accessible to the end-users and the public through the

BRISWA online platform) of the collected knowledge and documents of Activity 3 and b) The

knowledge database in parallel to the knowledge of the experts will provide the framework

for the development of the survey/questionnaire that will be used to investigate the current

status of racism in football. The activity is scheduled to last for months 4 and 5 of the project.

• Activity 1.3 Development and spread of the survey/questionnaire to the end-users: The

inclusion of citizens and football enthusiasts is not just an end for the BRISWA project, but

also a mean to understand racism. Thus, it is important to comprehend their opinions and

experiences as fans. In that spirit, anonymous surveys will be developed and distributed to

football fans and officials alike, with the purpose of analysing the current status in Europe.

This activity is grouped in several sub-activities, as each partner will disseminate and spread

the survey/questionnaire across their countries and respective networks. The development of

the survey is scheduled for month 4 of the project. D1.2 - Survey/Questionnaire

• Activity 1.4 Collection and Analysis of the Results: The activity aims at providing insights

into the current trends of racism in football, as experienced by fans, enthusiasts and

professionals. The collection and analysis of the results will: a) demonstrate how racism is

manifested and experienced across different countries and whether these manifestations and

experiences resemble those of the past and b) provide indicators that will facilitate the

simulation model development. D1.3 - Report on the analysis of the results

WP2- DEVELOPMENT OF SIMULATION MODEL AND POLICY RECOMMENDATION

The objective of the package is to develop a simulation model that will allow for experimentation in

a consequence-free environment. The activities of the Work Package are the following:

• Activity 2.1 Development of simulation tool: The data, trends and indicators obtained thus far

from the project will be used to create simulation models with the methodology of System

Dynamics. The simulation tool brings innovation to the process of effective decision-making

by addressing the needs of gaining better insights into complex phenomena and arriving at

successful decisions/policies by eliminating possible bottlenecks, resistance effects and

unintended consequences. The activity will last for 4 months (months 11 to 15). D2.1 - The

simulation model.

• Activity 2.2 Policy experimentation and recommendation: The simulation tool can offer

insights into the complex phenomenon of racism in football. Moreover, the simulation model

offers the opportunity to design, develop and test (potential) policies and strategies to fight

racism in a consequence-free environment. The policy testing will offer insights on a) how an

intervention can affect the complexity of racism and where in the system counter-intuitive

effects could cancel the policies, b) which of the policies that will be tested offer the most

beneficial arrays of results and c) the online tool could facilitate decision-makers the

opportunity to better justify and explain to others the choice of a specific policy. The activity

will last for two months (months 14 and 15) and is an integral part of the modelling process.

• Activity 2.3 Online simulation platform: The online platform will host the simulation model

in a user-friendly manner, so as to be accessible by non-experts and the general public and

will be hosted on the BRISWA website. The activity will last for 4 months (months 11 to 15).

• Activity 2.4 Development of Handbook of Racism in football: The results of the analysis, the

simulation models and the policy recommendations from the online platform will be collected

and harmonized in a final report called “The Handbook of Racism in football”. The handbook

will serve as a framework in what racism is, how it is manifested in football (recent trends),

how decision-makers have approached it (best and failed practices) and how they could

approach it in the future (policy recommendation). The handbook could be used in parallel

with the online platform as complementary material to educate the general public on the

dangers that racism could inflict on football and how it could be dealt with. However, the

main audience could be the policy makers at the European or national level. The handbook

could offer concentrated knowledge into the trends of discrimination and racism, its facets,

the best and worst practices that has been used against it and how it could be approached more

successfully in the future. Finally, the handbook could be used as education material for

football academies and schools. The activity is scheduled to last for 2 months (months 15 and

16). D2.2 - The Handbook of Racism in football

WP3- TRAINING COURSE

The objective of this Work Package is to create the basis and the material for a training course on

racism in football. The duration of the WP is for 6 months (months 1 and 2 and months 14 to 17). The

activities of the package are:

• Activity 3.1 Expert Advisory Board (EAB) setup: The EAB will constitute by persons

identified by each partner and associate partner. The experts will chair the workshops and

support the editing of the proceedings, and all the improvements necessary to optimize the

effectiveness of the project. Furthermore, the EAB will serve as the committee to establish

the necessary material and structure of the course. The activity will last for months 1 and 2.

• Activity 3.2 End-User Committee (EUC) setup: The consortium along with the PSC will

identify the key End-Users who will be the target audience of the Handbook, the simulation

tool and the training course. The activity will last for months 1 and 2.

• Activity 3.3 Training course for end-users and volunteers: The course will be organized by

with the aim of training representatives from football clubs and associations on the

phenomenon of racism in football. The course will last for 4 months and will begin on month

14.

WP4- INTERNATIONAL WORKSHOPS

The workshops are the communication tools of the BRISWA project’s results and objectives to the

outside world. Each partner country will host an international workshop with the purpose of

disseminating the message of BRISWA as widely as possible. For that reason, the work package is

divided to sub-activities, each of which is the organization of one meeting to a different partner

country.

• Activity 4.1 Workshop in Rome, Italy;

• Activity 4.2 Workshop in Sofia, Bulgaria;

• Activity 4.3 Workshop in Budapest, Hungary;

• Activity 4.4 Workshop in Thessaloniki, Greece;

• Activity 4.5 Workshop in Bucharest, Romania;

• Activity 4.6 Workshop in Belgrade, Serbia.

WP5- DISSEMINATION AND COMMUNICATION

The package aims to disseminate the objective and results of the BRISWA project and will culminate

in the friendly games between young and MEBA teams. The package will last for the entire lifetime

of the project. The activities of the package are:

• Activity 5.1 Dissemination and Communication Action Plan definition: this activity will

generate the Dissemination Plan of the project, in which guidelines and practices are defined

and explained for an effective project dissemination and communication. D5.1 -

Dissemination and communication plan.

• Activity 5.2 Development of BRISWA online presence and management: The objective of the

activity is to generate a continuous flow of knowledge and information sharing towards all

the relevant stakeholders, through the setting up of an Online BRISWA Platform. In particular,

the Platform will provide a private are containing the information relevant to the project’s

objectives, activities and daily news from the project’s social media accounts. The consortium

will ensure the creation of a web portal of the project which will provide accessibility to the

project’s information and results (for example by allowing the download of the workshops’

proceedings). With the help of the experts a format will be designed that will be both user-

friendly and effective in reaching all the relevant stakeholders. The Platform will be hosted

and operated by the Applicant. Finally, social media accounts will be created and updated

daily with the purpose of ensuring maximum visibility to the project.

• Activity 5.3 Deployment of dissemination campaign and material: The activity will occur for

the entire project’s lifetime and result in actions for the dissemination of BRISWA message

among collective through the presence during sport events and on the social media as

explained in the Dissemination Plan. D5.2 - Production and dissemination of material

• Activity 5.4 Identification of clubs and MABE communities for friendly games: The

identification of the young football clubs and the MABE communities that will be represented

in the friendly games will occur in the month before the games themselves.

• Activity 5.5 Organization of friendly games: The culmination of the BRISWA anti-racism

campaign is the organization of friendly games before official championship games in the

partners’ countries. The teams that will play will consist of young and MEBA players and the

games will provide the opportunity to promote sports values, ethics and fairplay as an

indistinguishable part of football. The activity is divided into sub-activities as each partner

will host a friendly game in their country.

WP6- QUALITY MANAGEMENT AND PROJECT SUSTAINABILITY

From our perspective, the management of the project relies on an efficient and well-structured project

organization. Of particular importance are the distribution of responsibilities and the flow of

information, both for controlling and report. A clear conflict management is required to ensure fast

and acceptable conflict resolution while reducing the risks of escalations of disputes. A thorough

assessment and analysis of potential risks is also important to prepare cover-up actions if necessary.

The project organization is designed to meet the objectives of all its stakeholders as well as the

European Standards for research.

• Activity 6.1 Quality management: Continuous activities will last for the entire project lifetime

to ensure that the results and reports are of the highest quality.

1.3.2. Project Schedule

The Project Master Schedule (provided into a GANTT format) defines the timing and duration of

each activity as well as the associated milestones that must be met to ensure a timely implementation

of the project. The Project Master Schedule, prepared in accordance with the Work Breakdown

Structure (WBS), details all planned activities and specifies the date, place and responsibility of each

task.

The BRISWA project GANTT is reported in Appendix A.

1.3.3. Project Deliverables

During the project, Work Packages and activities will generate some Deliverables, which will be part

of official project documents. Deliverables associated to each WP activity were reported in the

previous sections. A detailed list of Deliverables, organized by WP, follows.

The main deliverables of WP0 are:

• D0.1: Project Management plan;

• D0.2: Report of the kick-off meeting;

• D0.3: 6-month progress report;

• D0.4: 12-month progress report;

• D0.5: Final project report.

The deliverables of the WP1 are:

• D1.1: Report on the literature and the studying of the past cases;

• D1.2: Survey/Questionnaire: The developed survey will also be made available in the

project’s database;

• D1.3: Report on the analysis of the results: The analysis and explanation of the collected

information.

The deliverables of the WP2 are:

• D2.1: The simulation model

• D2.2: The Handbook of Racism in football

The deliverables of the WP5 are:

• D5.1: Dissemination and communication plan: It will be released on month 2 of the project

and will provide the basis for the dissemination strategy for the entire project’s lifetime

• D5.2: Production and dissemination of material: It will occur regularly and the material will

be uploaded in the online platform.

The deliverable of the WP6 is:

• D6.1: The quality control plan

1.3.4. Project Milestones

In order to achieve such challenging objectives in terms of Project Activities and Deliverables, a wide

number of milestones has been planned.

The milestones of the entire project are presented below in chronological order:

• MS1 Kick-off meeting (month 1)

• MS2 Release of the online BRISWA platform (month 2)

• MS3 Workshop in Belgrade, Serbia (month 3)

• MS4 Friendly game in Italy (month 3)

• MS5 Publication of the Knowledge Repository (month 5)

• MS6 Friendly game in Serbia (month 5)

• MS7 Workshop in Sofia, Bulgary (month 6)

• MS8 Workshop in Budapest, Hungary (month 9)

• MS9 Friendly game in Hungary (month 10)

• MS10 Workshop in Thessaloniki, Greece (month 12)

• MS11 Friendly game in Romania (month 12)

• MS12 Beginning of the training course (month 14)

• MS13 Release of the online simulation tool (month 15)

• MS14 Workshop in Bucharest, Romania (month 15)

• MS15 Friendly game in Bulgaria (month 15)

• MS16 Final Project Conference (month 18)

2. Project Consortium

2.1. Consortium Organization The project consortium consists of the following associations:

COORDINATOR

System Dynamics Italian Chapter, Italy

The Italian Chapter of the System Dynamics Society (named as “Chapter” in the following) has been

founded with the idea of being an Italian branch of the international System Dynamic Society (named

as “Society”, in the following), with the goal of supporting all the activities carried out by the Society

for the dissemination and promotion of the system thinking approach and the system dynamics

methodology at a national level.

SYDIC team leader and BRISWA Project Manager, Stefano Armenia

Stefano Armenia is member of the System Dynamics International Society (SDS) since 2002,

President of SYDIC (the Italian Network of the SDS) since 2011 and member of the SDS Policy

Council since 2014.

He is a Research Fellow in the Analysis of Dynamical Systems at DIAG Sapienza, the Department

of Computer, Control and Business Engineering “Antonio Ruberti”, “Sapienza” University of Rome.

He has a degree in Computer Engineering, Industrial Automation & Control Systems, a Ph.D. in

Business Engineering and a Master in Management and Business Administration.

Since 2014 he is also the IT & Communication Officer of the European Academy of Management.

He has been the coordinator of the CRISADMIN Project (HOME/2011/CIPS/AG/4000002116) and

the ATTACS project (HOME/2013/CIPS/AG/4000005083).

His research interests deal with the analysis of complex systems dynamics in many fields: logistics

and transportation, finance, technological innovation, policy modeling and assessment of impacts of

innovation and new technologies on organizational processes. Since is affiliation moment as a

Research Fellow at Sapienza, he has developed a specific focus on food systems analysis, by

publishing several works on this topic and by organizing a Conference on Urban Food Systems with

the technical support of FAO (www.systemdynamics.it/workshop2015). He is also currently co-editor

in chief of the Kybernetes Journal (Emerald-Insights) as well as guest editor in several other scientific

journals in the field of agribusiness and system dynamics (Agriculture, AGSY, IJASS, IJMABS). He

also holds the course on Modelling & Simulation for the Business Engineering undergraduate

students at DIAG Sapienza.

Educational background

Graduation in Computer Engineering (Robotics and Automation) Dept. of Computer Science and

Systems, Faculty of Engineering, University of Rome “La Sapienza“.

Master in “Business Engineering and Administration” Dept. of Business Engineering and

Management, Faculty of Engineering, University of Rome “Tor Vergata”.

PhD in Business Engineering and Management (December 2004) Dept. of Business Engineering and

Management, Faculty of Engineering, University of Rome “Tor Vergata”.

PARTNERS

University of Macedonia, Greece

The University of Macedonia was established in its current form in 1990 and is located in

Thessaloniki, in Northern Greece. It is a State University under the responsibility of the Ministry of

Education. It is a dynamic institution with four faculties consisting of eight undergraduate academic

departments covering thirty graduate programs (Master Degrees) in disciplines with a high demand

in the labour market.

University of Macedonia team leader/WP1 Leader, Jason Papathanasiou

Jason Papathanasiou is an Assistant Professor at the Department of Business Administration,

University of Macedonia, Greece. He holds a PhD in Operational Research and Informatics and a

degree in Physics from the Aristotle University of Thessaloniki. He has worked for a number of years

at various institutes and has organized and participated in a number of international scientific

conferences and workshops. He has published papers in international scientific peer referred journals

like the Environmental Monitoring and Assessment, Regional Studies, European Journal of

Operational Research, PNAS and has participated in many research projects in FP6, FP7, Interreg

and COST; he served also as a member of the TDP Panel of COST and currently serves at the

coordination board of the EURO Working Group of Decision Support Systems. His research interests

include Decision Support Systems, Operational Research, Statistics and data gathering and

Multicriteria Decision Making.

Educational background

Ph.D. Thesis, Department of Mathematics, Physics and Computational Sciences, Faculty of

Engineering, Aristotle University of Thessaloniki, Greece. (November 2005).

Bachelor Degree in Physics, Physics Department, Faculty of Sciences, Aristotle University of

Thessaloniki, Greece. (July 2000).

Academy Football Club, Italy

The Academy was founded on 2014 in its current form and it is located in Rome (Italy). It is an

academy that aims at teaching football and sports values to children and young players. Its vision is

to develop athletes that will set the example for the sport at a European level and at the same time act

as role models for the society.

Academy F.C. communication manager, Ekaterina Zakharova

Ekaterina Zakharova (Russia – 1988) is a communications manager of Academy Football Club and

supervises social sphere projects and European projects on behalf of Academy Football Club. She

worked as secretary at Russian Language School in Rome. She works as freelance translator (English,

Italian, Russian) since 2013.

Educational background

She has her degree in Foreign Languages and Literature at University of Bologna (2013).

Youth Football Tournament doo, Serbia

YFTD is an organization that include: organizing tournaments, preparation of sports law in

cooperation with the FSS, correspondence between the state institutions and of sports activities,

support clubs (Fc Crvena Zvezda, Fc Partizan and others) in international sports competitions,

organization of international visits and scheduling matches, organizing seminars, help young players

in their careers.

Youth Football Tournament doo team leader, Edvard Marković

2013 – current employment Youth Football Tournament doo, Subotica, Serbia. Owner and manager.

2007 – 2012 Fair Gaming Corporation, games of chance – entertainment, Subotica, Kikinda, Vrbas,

Senta, Serbia. Owner and manager.

2005 – 2007 M club night club, Subotica, Serbia. Owner and manager.

2000 – 2006 SUR Sport Plus (2004-2006) and SUTR Gift Shop LA & New York (2000-2004),

Subotica, Backa Topola, Palic, Serbia. Owner and manager.

1998 – 2000 Tas Casino – Belgrade, Olimpik Casino – Novi Sad, Barcelona – Subotica,

Forma - Stara Pazova, Serbia. Area manager and daily operations coordinator.

1997 – 1997 John Heidt Corporation, Los Angeles, USA. Operations coordinator.

Educational background

American Intercontinental University, Los Angeles, USA

Bachelor of Business Administration (1997)

Bulgarian Sport for All Association, Bulgary

The Bulgarian Sport For All Association includes activities: large-scale promotion of the healthy

lifestyle through the regular practice of physical exercise and sport, strengthening of the

organizational structure of the sport for all movement in the country, coordination of the activities in

the field of sport for all among the various units within the structure of Bulgarian sport, the

municipalities and other non-governmental organizations related to people’s health, establishment of

lasting contacts with the Directorate for Scientific and Medical Insurance to MPES for joint projects

on the problems of the healthy lifestyle and the place and role of physical exercise and the practice

of sport in it, as well as the running of joint events and campaigns, seeking to find a solution to the

issue of funding the activities within the field of sport for all not only by the state, but also through

sponsorships.

Youth Football Tournament doo team leader, Koleva-Ivanova Dessislava

Actually, General Secretary – Projects National Sports Academy “Vassil Levski” – Sofia

2013 – 2014 project in Preparatory Actions ARISTO.

2012 – 2014 European Qualification Framework II “Safer Europe by higher qualified lifeguards.

2012 – 2014 Master in sport coaching science Master programme for sport specialists for high level

sport.

2012 – 2014 TESS The English Speaking Sportsworld A multimedia e-learning tool to improve your

skills in Technical English.

2010 – 2012 PARTES – Partnership for teaching English for sport specialists.

2009 – 2011 “Masters in Health Rehabilitation through Physical Exercise – HARPE”.

2008 – 2010 “Training and coaching in top level sport – rugby and volleyball”.

Educational background

Ph.D. – Creating and researching a system for implementing European educational experience at

Bulgarian education.

Master Degree – Sport Journalistic at NSA “Vassil Levski”

Bachelor Degree - Physical Education teacher/ Coaching (volleyball) at NSA “Vassil Levski”

Debreceni Honved Sport Egyesulet, Hungary

DHSE is the Hungarian partner one of the biggest European youth football tournament organisator.

(Eurosportring.com) In 13 different countries can feel the spirit of the international youth football

tournament. Besides Hungarian tournament organization it is also involved in arranging events in

Italy, in Romania, and in Serbia.

Debreceni Honved Sport Egyesulet team leader, Gabor Hegedüs

from 2005- International Coach Traning Symposium /Italy – Hungary.

2000-05 Coach Traning Symposium UEFA „B”, UEFA „A”.

1996-07 Coordinator of the physical preparation an organization select programs of the national

juvenile teams Hungarian Football Federation (MLSZ).

1995-02 Teacher of soccer and training and technical manager of the Coach Center: Intenational

Coach Traning Symposium Debrecen.

1995-98 Teacher a Coach Education Centre Departmant of Physical Education University, Budapest.

1994-98 Teacher at Regional Coach Education Centre, Debrecen.

1980-97 Professor at Teacher -Training College, Debrecen.

Educational background

Degree on UEFA YOUTH „ A ” Licence / New UEFA Licence.

Degree on UEFA „ PRO ” Licence / New UEFA Licence.

Degree on UEFA „ A ” Licence / New UEFA Licence.

Degree on UEFA „B” Licence / New UEFA Licence.

Professional Football coach Degree at Universiti Subjects.

Physical EducationTeacher Degree at Physical Education Universiti subjects.

Associatia Club Sportiv COLTEA 1920 Brasov, Roumania

COLTEA 1920 BRASOV had the biggest sporting performance from all the sport clubs from

Romania and today the history goes on while in this moment COLTEA still holds the largest sports

performance in Brasov. The club was re-founded in 2015 by a young sports fan who wanted to bring

back in Brasov the spirit of sports performance.

Today CS COLTEA 1920 BRASOV has 3 sports sections and more than 300 members. Between these

three sections, football is leading the ranking with 12 teams and 280 members, athletics department

with 15 members and swimming department with 12 members, coming with many illusions in this

project for the community of Brasov sport area.

The administrative department of CS 1920 COLTEA Brasov has presently five qualified employees

who possess the ability to develop a strong structure in the near future.

Associatia Club Sportiv COLTEA 1920 Brasov team leader, Ciprian Jurubescu

2015 president CS Coltea 1920 Brasov.

2009 - 2015 president ACS Tampa Brasov.

2013 administrator SC Wieholding Job Romania.

2011 - 2014 media manager, communication manager and sport director ASC Corona Brasov.

Educational Background

Degree in International economical relations between companies. George Baritiu University in

Brasov.

2.2. Organization Breakdown Structure

The OBS is the organization tree of all entities that will perform the work. Each work-package

described in the WBS will be allocated to a single owner, who will be identified with its name and

activity in the consortium.

Figure 1 Project Organization Breakdown Structure

2.2.1. Project Manager

The Project Manager (PM) -Dr. Eng. Stefano Armenia- will be responsible for the proper application

of the procedures and will monitor the carrying out of activities. The PM will assume responsibility

for:

• planning the overall project execution and administering project resources according with the

project Description of Work (DoW);

• monitoring project execution and initiating appropriate corrective actions;

• representing the project towards the European Commission or other bodies and assuming

responsible for the project formal communication;

• promoting project visibility and dissemination of project results in the relevant national and

international forums;

• communicating with the Work Package Leaders to ensure correct execution;

• informing the Project Strategy Committee on the overall progress and making suggestions for

major needed changes or actions;

The Project Manager is in charge of the WP0 and supervises all Work Packages activities. In addition,

the PM will be responsible for the communication management, being in charge for ensuring effective

communication flows within the project partners and between the consortium and the European

Commission. On the basis of a proper information distribution and reporting, the PM will maintain

the relationship with the European Commission in order to provide the EC Project Officer with the

whole set of administrative, financial and technical documents requested. The PM will collect,

monitor and integrate financial and administrative data for submission to the European Commission

including reports and project deliverables. Furthermore, the PM will be the contact person for the

project with the European Commission as regards the preparation of the dissemination strategy and

its execution.

2.2.2. Deputy Project Manager

Deputy project manager (DPM) -Dr. Camillo Carlini- should be able to work with the project manager

closely to ensure the smooth running of the project.

The DPM will assume responsibility for:

• Intermediate between the project partners and the Project Manager

• Assist in all needs to the Project Manager

Project Manager

Dissemination Manager

Quality Manager

WP Leaders

Deputy Project Manager

Assistant PM

• Prepare all Submission of deliverables and project interface to the Commission.

• Check project progress against planned schedule (including budget, manpower).

• Preparation of Agenda, minutes and chairman to Project Management Board meetings as well

as the General Assembly Meetings.

• Collection and preparation of management and financial periodic reports.

• Keep track and send reminders in order to get the milestones and deliverables done.

• IPR management.

• Conflict resolutions.

• Intranet supervision.

2.2.3. Assistant Project Manager

The Assistant Project Manager (APM) –Dr. Alessandro Pompei- is responsible for assisting Project

Managers and/or Superintendents in coordinating the activities of a project to ensure cost, schedule,

document control and quality standards are met.

• Assist the Project Manager to provide a professional Project Management service internally

and externally;

• Chair and minute team meetings;

• Support the Project Manager in successful project delivery;

• Contribute to the evolution of the project’s documentation and methods;

• Develop skills and knowledge to progress towards Project Manager;

• Contribute, or otherwise assist, as required.

2.2.4. Dissemination Manager

The Dissemination Manager (DM) -Mr. Santo Iannò- will be responsible for the coordination of

dissemination and promotion activities throughout the project in cooperation with the Project

Manager. He/she is in charge of WP5. The Dissemination Manager will deal with the following

aspects of the project:

• drafting and updating the Dissemination Plan (D5.1);

• allocating effort and coordinating the dissemination activities for the project;

• organizing and chairing dissemination events, e.g. workshops, conferences;

• reporting on dissemination to the Project Manager

2.2.5. Quality Manager

The Quality Manager (QM) -Dr. Riccardo Onori- is responsible for the implementation of the quality

procedures determined in the Project Management Plan (WP6) and the verification of the project

results. His/her main responsibilities are:

• development of the “Quality Management” section of the Project Management Plan;

• monitoring of the implementation of the quality procedures along the project duration;

• review of the project deliverables;

• initiation of actions, reporting to the Project Manager, when needed.

A particular attention will be paid to the quality assurance and quality control management, in order

to provide the criteria and the procedures required to ensure the quality of deliverables and of the

overall outputs of the project. The observance of these criteria by the involved staff will be

continuously monitored and corrective actions will be employed in case of deviation.

2.2.6. Work Package Leaders

Each WP will be led by a WP Leader (WPL) identified at the beginning of the project.

WP Leaders are listed above:

• WP0: SYDIC

• WP1: UOM

• WP2: SYDIC

• WP3: SYDIC

• WP4: BSFA

• WP5: AFC

• WP6: SYDIC

The WP leader will report to the PM on the progress and on-going activities of the WP. In their role

WP leaders will be also responsible for the deliverables of each WP and they will have therefore to

co-ordinate the work of all other staff involved and ensure that the deliverables are produced on time

and according to the project’s management plan. So, the management process will be conducted at

two levels; the local and the overall project management.

At local level each WP leader will be responsible for the local management of its time and resources

ensuring a proper support to the PM. Decisions will normally be taken by the responsible team

members based on the work to be performed.

In case there is a dispute between two or more team members, a conflict management procedure must

be followed, communicating the issue to the WP Leader and in case it is not resolved by him to the

Project Manager.

The main operational tools in support of the PM activity will be the restricted area of the Online

Platform which will be used by the WP leaders to communicate and exchange documents and

knowledge.

2.2.7. Project Strategy Committee

The Project Strategy Committee (PSC) is the main decision body of the Project, and is constituted by

team leaders of each partner.

The Project Strategy Committee is in charge of all formal decisions regarding:

• overall direction of the project;

• amendments to the description of work and effort allocation;

• specific contractual issues with the EC;

• policies for promotion and exploitation of results;

• the project risk management processes;

• financial planning and control and other administrative arrangements.

The PSC utilises the project resources in order to collect the appropriate data for the evaluation of

each major decision and action, in order to ensure that the project will unfold as it is stated and

planned. In specific cases, the Project Strategy Committee may invite external experts related to the

project to assist the decision-making process in cases requiring specific technical expertise.

3. Project Management Methods, Processes and Tools

3.1. Project Planning The Work Breakdown Structure (WBS) (reported in Appendix C) and the Project Schedule (reported

in Appendix A) are created using MS Power Point and MS Project software 2016; both of these items,

together, provide a WBS that can support cost estimates at the task/element level and that may allow

to track performance at the WBS level over time.

3.2. Project Control This section describes the tools and methods that the Project Management will use to follow the

project development; the following activities will all be carried out by or under the control of the

Project Management Team, and will be shared with the other project partners as needed.

The Project Control is conducted by performing the following steps:

1. Definition of the Project Planning activities and milestones;

2. Assignment of the responsibilities;

3. Definition of costs;

4. Scheduling of activities;

5. Definition of the interfaces among the activities;

6. Monitoring of the progress;

7. Control of the costs;

8. Management of the program and costs variance.

The Project Planning begins by establishing a Work Breakdown Structure (WBS). The WBS

correlates directly with contractual items, and defines all project tasks to be developed, in terms of

activity or item to be delivered and provides framework for cost and scheduling planning.

The Project Manager subsequently derives, from this WBS, a series of Work Packages, each assigned

to the responsible partner. The Work Packages, as detailed in par. 1.3.1, present a definition of the

work to be performed, the planned schedule, the inputs, the outputs and deliverables.

The WBS and the Deliverables Plan will allow monitoring and tracing the Project as well as the

overall scheduling of the work, highlighting dependencies and permitting the prevention of delays,

increasing the efforts in critical areas, thus reducing any critical paths.

After the WBS definition, the Project Management defines a GANTT for the project (see Appendix

A) that represents the activities to be performed over time and the allocated resources. This tool

provides means to forecast resource needs distributed in time, permitting a resources optimisation

and activities scheduling, cost evaluation and, when updated with the work progress, highlights the

variations from the baseline project.

At the contract start, the Project Manager with the help of the other key-roles involved in the project

reviews the schedule in terms of:

1. Contractual milestones;

2. Coordination constraints;

3. Progress meetings;

4. Calendar (holidays);

5. Progress payment dates

This overall schedule is the base to produce the project scheduling activities that are established with

an interaction from top-down and bottom-up from the Project Manager and specialists.

The work scheduling and cost forecasts contribute to form the project development baseline, that

allow the Project Manager to monitor the project progress and costs, highlighting the deviations in

schedule and budget by performing a trend analysis and deciding what corrective actions are to be

taken.

The tools hereby explained define the work, the schedule and the responsibilities; each responsible

activity has to provide its contribution to the project in time with the required performance and quality.

In a long and complex project, involving several elements for a long period, if a strong control is not

used, there could be a high possibility of deviations in schedule and cost.

For this reason, the following control activities will be performed as normal, frequent and scheduled

ones:

1. Progress meetings and reports;

2. Technical meetings;

3. Review meetings;

4. Informal communications.

The management structure will make extensive use of the following tools and instruments in order to

facilitate the coordination of such a complex project:

• MS‐Project, for time planning and monitoring tasks, issues and deliverables;

• MS-Excel for Budget, timesheets and financial reporting

• MS-Word and MS-PowerPoint for reporting and presentations

• E‐mail and other means of communication, for the arrangement of training sessions and visits

to research centres;

• Google Drive Document repository, allowing access to all documents produced by the

consortium.

• Skype-calls, in cases a prompt intervention is required;

3.3. Project Documentation Management BRISWA Project documentation includes: contractual files, project management documents and

technical documentation. Project management documents are related with the management activities

(Project Plan, Project Control, etc.). Technical documentation governs the development, verification

and validation of the simulation model. The Project Manager has the responsibility of the project

documentation management.

3.3.1. Project Documentation Archive Management

Documentation worded within the BRISWA Project is recorded in a digital version. Digital

documents are archived within the BRISWA Google Drive archive at the URL BRISWA Project. All

WP Leaders are allowed to access the documents published on that site.

3.3.2. Documents Distribution

During the BRISWA Project, formal exchange of information between the project partners will take

place using the following means:

• E-mail;

• Ordinary mail (only when needed)

For the e-mail communications, the Project Management Team will create a shared mailing list e-

mail address for the BRISWA Project (briswaproject@googlegroups.com), which will be shared with

all project partners. An e-mail sent to the above-mentioned address will be automatically forwarded

to every project partner, and stored in the e-mail archive.

The use of the mailing list will be the preferred method of everyday communication via e-mail for

the consortium partners.

During the project, each drawn up document (like Deliverables, Reports, Minutes and public

documents) will be firstly sent to all Consortium via e-mail and then uploaded on BRISWA Google

Drive archive in order to be revised and refined by all the partners.

Once reviewing process is completed, public documents and Deliverables will be uploaded on official

BRISWA web site and documents relating to management process will be sent to Commission

uploading them on its web site.

3.4. Monitoring, Reporting, Reviews, Audit and Control

Methods One of the major tools for controlling the project effective implementation will be to hold periodic

project management reviews. The objective of the reporting and review activity is to allow the

collection, integration and transmission of information needed for managing and monitoring all

partners’ activities. Monitoring and Progress Control will be achieved by use of Progress Review

Meetings, Progress Reporting and Informal Meetings.

During the project, an Action Item List will be periodically draw up by the Coordinator in order to

monitor the opening and closure of scheduled actions. This Action Item List will be part of current

Progress Report which will be discuss by Consortium during scheduled Project Management Review

for that period. The outcomes of Project Management Review will result in an updating of Progress

Report and these updates will be reported in the Meeting Minute of the performed review. The minute

will be issued within 3 days from the meeting.

3.4.1. Action Item List

The Action Item List contains a summary of all the action items that come up during the life of the

project. This list is used to keep track of the action items and ensure that they are completed in the

future by the agreed upon due date. Action Item List will include the following:

• Tracking number of action;

• Action description;

• Owner;

• Date assigned/Due date;

• Status/Notes

3.4.2. Project Management Reviews (PMR)

Project Management Reviews (PMRs), often also referred to as “Progress Meetings”, will be held

every three months with conference calls, or by means of physical meetings, as from time to time

agreed, with the participation of all partners’ representatives, in particular the Project Strategy

Committee will be present. The outputs of each review are summarized on a report indicating eventual

actions to be performed by a determinate figure. The Project Strategy Committee will review the

monthly progress report, program progress, schedule, milestones, etc.

The objective of the Reviews is to monitor and control the project by ensuring that the objectives for

time, cost, risks and deliverables as defined by the various plans, budgets and contingencies are

respected. The reviews will address program difficulties, solutions, co-ordination requirements and

possible open issues. Other stakeholders will be asked to participate, if deemed necessary.

3.4.3. Progress Reporting

SYDIC will periodically (every three month) draw up a progress report on the progress status and

issues currently relevant to the project. The report (prepared by the Deputy Project Manager) shall

include but not limited to the following sections:

• Highlights, status, work objective for current three months;

• Work forecast for the next three months;

• Review Open Points status;

• Deviations from original schedules, their cause and corrective actions taken to overcome the

problems.

3.4.4. Meeting Minutes

All the meetings will be recorded and the relevant minutes will be prepared, distributed and stored.

Every action agreed during the progress meetings will be recorded, reviewed, agreed and signed by

the consortium.

• The meeting minute shall include but not limited to the following sections:

• Meeting participants;

• Arguments scheduled and emerged during the meeting;

• Report about issues and problems;

• List of open actions and closed actions;

SYDIC will be responsible for producing, distributing and storing the meeting minutes following the

discussion on the three months Progress Report. The meeting minutes will be issued within 3 days

from the meeting.

4. Communication & Dissemination Plan The objectives of the Dissemination activities, for which a WP is established, are to ensure the proper

dissemination of the project’s results in order to reach the widest possible audience in terms of

relevant stakeholders in Europe and to make them aware of the project’s achievements so that the

largest possible community will take advantage of them.

The results of the BRISWA project will be communicated and disseminated on different levels:

• nationally by each partner, emphasising the learning experiences gained as part of the project

and the future actions to be taken as a follow-up to the project;

• on a European and international level through the international partners (included the

associated partners) of the project.

Due to the particular field of interest of Sport, addressing a large sport sector, an even larger Academic

research sector and all the population as consumers, dissemination plays an even more important role.

Therefore, the project results will be disseminated through a number of channels, such as publications

and reports as described below, according to a properly designed dissemination plan. The consortium

believes that research is complete only when it is well communicated. Therefore, with the cooperation

of all partners, the BRISWA consortium aim at distributing the knowledge generated by the project

to a series of target groups (e.g. Football Club, Academia, policy makers, young people, Federation,

fans) outside the project’s consortium.

More concretely, and in order to ensure that the awareness of the project’s results reach the widest

possible audience thus giving the project maximum visibility, at the initial stage of the project a

structured dissemination plan, for more details refers to D5.1 – Dissemination and Communication

Plan.

5. Exploitation of Results One of the most important dimensions of an Integrated Project is the exploitation of its results. In

fact, the investments, which will be deployed by both the European Commission and the BRISWA

partnership during the project’s lifetime, will be so significant that only a sound exploitation strategy

ensuring a reasonable level of Return on Investments would justify them. Therefore, a particular care

will be put in the elaboration of a credible business plan which must be agreed upon by all partners.

On this basis the following steps will be taken:

• Carrying out a detailed market analysis in the involved countries and overall analysis in

the other EU Countries;

• On the basis of this analysis, drafting of the BRISWA Business plan detailing the

exploitation strategy;

• Discussion of the Draft Business Plan, agreement among the Partners and its finalisation;

• Validation of the marketing strategy depicted in the Draft Business Plan, refinement and

feedback;

• Elaboration of a final business plan to be adopted by the industrial partners as the main

driver to the exploitation of results.

• In parallel with the above, preparation of marketing materials to be used by all consortium

members (evolution of the dissemination materials);

An Exploitation Management Board (EMB) will be set up when the first concrete results will start to

become available, and it will be responsible for driving the above mentioned process, for monitoring

its implementation and for taking corrective actions where necessary.

• The survey collection and the white papers that will be published, will be made available for

all – through the knowledge repository- with the aim of creating create a shared knowledge

database on racism in football and how it can be dealt with

• All workshops and events will be available for free streaming on the official BRISWA

Platform.

6. Quality Management

The management aims at ensuring that the envisaged activities will be carried out effectively,

pursuing the project’s objectives according to the time schedule, budget and the quality standards

established. The Applicant will be responsible for all typical reporting and financial management

activities required by the EC. The applicant is also responsible for all communication and

management of all partners within the project consortium. The main project management activities

aim at the:

• creation and maintenance of an appropriate framework, linking together all project

components

• maintaining communications with the Commission;

• co-ordination at consortium level of the technical activities of the project;

• co-ordination of the General Assembly with the Project Strategy Committee (PSC), the End

User Committee (EUC) and the Expert Advisory Board (EAB)

• overall legal, contractual, ethical, financial and administrative management of the consortium;

• preparing, updating and managing the consortium agreement between the participants;

The project management structure is mainly based on the Project Strategy Committee, the End User

Committee and the expert Advisory Board.

The Project Strategy Committee (PSC) will be comprised by one management representative from

each partner. These could be supported by technical representatives whenever necessary. The PSC

will coordinate and manage those items, which affect the contractual terms fixed at the outset of the

project or which involve changes in project orientation. The Committee will be empowered to make

decisions affecting the budget and the objectives of the project. It will monitor the correct operation

of the project and will take actions upon received technical proposals. The PSC will meet typically

every three months and more frequently in case of situations requesting specific and immediate

actions. The Expert Advisory Board (EAB) will be coordinated at a project management level by the

PSC in a General Assembly, which will be organized in occasion of the PSC meetings. The End User

Committee make possible the implementation of some actions identified in the project activities like

the friendly game before the official match of national football competition.

As an additional measure the project management will maintain an “issue” database, which will keep

track of any issues, and describe the solutions and lessons learned. The project will apply a number

of quality assurance principles.

The main objectives of quality assurance are:

• to provide the project with methods, standards and procedures to be used as they appear to

correlate to a specific request to the project;

• to assist and advise the project team in its effort to produce results of the utmost quality;

• to prepare and to exercise controls in order to take a permanent and critical view of the project;

• to measure the progress and quality of findings in comparison with the agreed upon objectives.

The above noted objectives will be pursued for all project activities (project management, meetings,

etc.) and deliverables (documentation, prototypes, etc.). Notably, the Quality Assurance process will

involve written statements for the identification of roles and persons responsible for implementation.

The responsibilities of all partners and personnel involved will be declared in a document and the

appropriate internal monitoring systems established. The internal monitoring system will involve

specified in-house checks for each activity performed. A system will be also devised for rectifying

technical deviations, with specific tasks to be performed by the consortium or each partner.

To assure the quality of the project deliverables, specific quality control procedures will be applied

to the reporting activities. These procedures will consist in monitoring the compliance of the

deliverables and official documentation produced by the BRISWA partners during the project

activities to the criteria established in the project management framework. The documents have to

comply with criteria concerning indexing, structure and paging rules. If any deviation occurs, the PM

will employ corrective actions to ensure the final quality of the deliverables.

As regards the quality of contents, each formal deliverable will have to be validated and accepted by

the majority of the members of the PSC before it can be actually delivered to the Commission. Should

divergences appear in this process, the project’s agreed conflict resolution procedures (see below)

will be applied.

7. Communication and Conflicts The partners of the BRISWA project will co-operate in order to achieve the common goal. The

management structure discussed in the previous sections ensures communication from a work

package level to a higher, more strategic, point of view so that these dependencies can successfully

be met and take place in an efficient communication manner.

The Project Manager will ensure that the consortium and key role players have the necessary tools

and procedures to effectively communicate avoiding potential risks of lack of communication and/or

over management.

In order to maintain fluent communication between face-to-face meeting the consortium will use

different communication methods described in the following table.

Table 1 Cooperation tools and methods

Tools Usage Email Use of email for the regular request or provision of information,

which is not time critical. For this purpose, the coordination will

create distribution lists as necessary. Direct emails will be also

used for bilateral communications. Mail Use of mail, or package by currier, to exchange important

documents, usually signed. These documents would mainly be

of a legal or financial matter. Telephone Direct telephone calls will be used in case of time critical

matters. Instant messaging The consortium will use an already available instant messaging

solution, such as Whatsapp, that will help short technical

discussions and close collaboration. IP Telephone IP telephone calls and teleconferences will be carried out. Teleconference As an alternative to face to face meetings, the consortium will

make use of a teleconference platform that will allow regular

teleconference. Meetings Face to Face meetings will be held to tackle discussions on

important issues that require the participation and opinion of all

partners. Different kinds of meetings exist:

Kick-off meeting: The Kick-off meeting will be held in the

beginning of the project

Regular Meetings: The meeting locations will rotate through the

Partners’ sites and should minimize travel expenses

Extraordinary Meetings: Working groups meetings are organized

when necessary or upon request made by any of the parties

involved. Extraordinary meetings of Partners will be held upon

request of one member and approval of the majority of members

or upon the Project Manager’s request.

Reviews: reviews will be held upon EC request.

Review rehearsal: Immediately before each review, a General

Meeting is held for preparation of topics to be presented in the

review. Voting tools Such as “Doodle”. Other During the project, the consortium will evaluate if additional

tools will be required such as a software repository.

In case of conflicts arising within the consortium regarding the carrying out of the project or other

matters related to the project itself the following steps will be taken:

1. The parties will try to resolve the conflict issue amicably between them;

2. If this attempt fails the question will be brought to the first scheduled meeting of the PSC, or

in case of urgency, an ad hoc meeting of the PSC will be called for by the Project Manager,

upon request of at least two partners;

3. The question will be discussed within the PSC, and the Project Manager will try to solve it by

consensus;

4. If consensus cannot be reached, a vote will take place, according to the rules which the PSC

will give itself during its first meeting;

5. If the case is such that even the vote does not solve the issue, or that one of the parties is not

in the position to accept the vote, then the Commission’s advice will be sought in order to

resolve the conflict.

The Consortium will self-discipline through a Consortium Agreement.

APPENDIX A: PROJECT MASTER SCHEDULE

Figure 2 Project Master Schedule pt.1

Figure 3 Project Master Schedule pt.2

Figure 4 Project Master Schedule pt.3

APPENDIX B: MILESTONES Table 2 BRISWA Milestones

ID MILESTONE MONTH

MS1 Kick-off meeting 1 MS2 Release of the online BRISWA platform 2 MS3 Workshop in Belgrade, Serbia 3 MS4 Friendly game in Italy 3 MS5 Publication of the Knowledge Repository 5 MS6 Friendly game in Serbia 5 MS7 Workshop in Sofia, Bulgary 6 MS8 Workshop in Budapest, Hungary 9 MS9 Friendly game in Hungary 10 MS10 Workshop in Thessaloniki, Greece 12 MS11 Friendly game in Romania 12 MS12 Beginning of the training course 14 MS13 Release of the online simulation tool 15 MS14 Workshop in Bucharest, Romania 15 MS15 Friendly game in Bulgaria 15 MS16 Final Project Conference 18

APPENDIX C: WORK BREAKDOWN STRUCTURE

Figure 5 BRISWA Work Breakdown Structure

APPENDIX D: DELIVERABLES Table 3 BRISWA Deliverables

ID DELIVERABLE RESPONSIBLE

D0.1 Project Management plan SYDIC D0.2 Report of the kick-off meeting SYDIC D0.3 6-month progress report SYDIC D0.4 12-month progress report SYDIC D0.5 Final project report SYDIC D1.1 Report on the literature and the studying of the past cases UoM D1.2 Survey/Questionnaire UoM D1.3 Report on the analysis of the results UoM D2.1 The simulation model SYDIC D2.2 The Handbook of Racism in football SYDIC D5.1 Dissemination and communication plan AFC D5.2 Production and dissemination of material AFC D6.1 The quality control plan SYDIC