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Pascal Chardonnet Université De Savoie -EMJD Coordinator 18-21 Program Management, Quality Assurance and Sustainability Pascal Chardonnet Université de Savoie -EMJD Coordinator 18-21 January 2012 Tallinn/Estonia 1 1 Erasmus Mundus Joint Doctorates Despite the financial recession in Europe, investing in knowledge remains a high priority The relative success or failure of a project often depends on program management and on the quality assurance done prior to implementation The sustainability is a key question for all EMJDs 2 2 Program Management 3 3 EMJDs The award of a new EMJD is always associated with the creation of a new consortium centred on a new project. The program management is the translation of this new idea called «strategic plan» into a well defined set of activities and managing the delivery in a successful completion Key question: can we identify a «good project management» ? 4 4 As we will see, I have identified some (known) of the core elements of successful program management and this topic should be implemented before : Governance and Organization, Strategy and Framework Processes, Assessment and Continuous Improvement Program management requires objectives oriented budgeting Like any endeavour, success starts with a good foundation 5 5 I- Strategy and Framework Processes EMJDs : high complexity. Many actors : HEIs, Students, Agency EACEA, Local authorities. We need a strategy What are the good processes and practices required for success ? What are the key ways we are going to achieve the defined strategic program 6 6 But Strategy doesn’t pre-exist, rather it takes form by the resources available and with the external actors and factors Students Strategy Resources Objectives Example : European Phd School in Astrophysics 7 7 Our Example : We initiated a PhD Program in 2002 with an International Agreement (our objective) Only (!) 6 partners: University of Nice, Observatoire de la Côte d’Azur, University of Savoie, University of Roma, Freie University of Berlin and ICRANet Fellowships given by each institution But a Joint PhD diploma 8 8 Our primordial IRAP PhD gave us experience in management Three meetings per year Often contacts via email, tel Creation of an international faculty The scientific cooperation is essential as well as an efficient staff 9 9 Our next step: EMJD Consortium North Shore Hapuna Volcano Kealakekua TARTU Black Sand POSTDAM SHANGHAI RIO KOLKATA 14 14 II- Governance and Organisation Who decides? How and What? How the organization evolve through program phases ? Could we define a «culture of the program»? 15 15 Leadership by senior management: in our case the Director of IRAP PhD, Prof. R. Ruffini Early and direct involvement of all partner members: host organization as well as external (Préfecture, CAF, CROUS...) Appropriate resourcing of program management with sufficient flexibility Programmatic and timely reports 16 16 Governance EMJDs Strategy 17 17 The scientific goal is at the core of our project management. We have built a team in Nice to organize and to solve all the technical details related to our project (Governance) Our consortium is composed of 13 partners and it is not weaken by this high number (Organization) 18 18 Governance EMJDs Organization Strategy 19 19 EMJD IRAP : Our Organization chart Prof. A. Marouani Partner 1 Partner « i » Partner 12 President Nice University Legal Representative Prof F. Vidal Dean of the Science Faculty Prof Remo Ruffini Director of IRAP PhD Annie Vidal Marie-Noelle Champetier Alain Reboul Prof. Pascal Head of Director of the personnal Accounting officer Chardonnet Financial Service Coordinator Pina Barbaro Assistant Julie Coquin Cathy Siveri Julien Chabert Véronique Gallo Manager of the Financial Financial Manager payments agreement manager manager The Faculty Emmanuel Losero Administrator EMJD Students EMJD Students First Cycle Second Cycle 20 20 Organization : many parts of the project need to be structured simultaneously Being assigned to the Office of International Projects Erasmus Mundus, Mr Emmanuel Losero deals with the "EMJD International Relativistic Astrophysics" in taking care of orders, mission’s orders and refunds or bills payment as well as verifying that the students are paid every month and by maintaining the budget. This project is under the supervision of the Faculty of Science directed by the Professor Vidal. At the accounting office, Mrs. Julie Coquin is responsible for collecting EACEA revenue in order to place the dates of opening and closing of the agreement. She manages the "project builder", that is to say that she organizes the credits in 2 parts: one part “operating costs” and one “payroll” in accordance with the convention established by the EACEA. She also establishes thresholds limiting expenditures and the financial center where the credits are. On the other hand, Emmanuel Losero closely works with the Finance department of the Faculty of Sciences, led by Mrs. Annie Vidal, through Mrs. Cathy Siveri who checks the expenses, then Mrs. Veronica Gallo from accounting agency makes payments. Finally, Julien Chabert saves providers records on the software “SIFAC” so that banking informations could be stored in the database. The Accounting office also performs the grants’ payment. Pina Barbaro is in close contact with the students for Bank account, Social security problem, booking rooms in Nice 21 21 Collective determination of key performance indicators and their application Visa problem : «Convention d’accueil» centralized in Nice -> residence permit Insurance: Social + Mobility Employment contracts signed by the President of Nice University Student card: our students are registered in all universities 22 22 III- Assessment and continuous improvement What is the cursor that allow us to measure the ability to achieve the strategic program How we are capturing and sharing lessons learned Are we improving how we manage? 23 23 Feedback from students Constant dialog with the coordinator (thermometer) Each year the students wrote freely : «suggestions for improvement». A student delegate per cycle Annual report for each student questionnaires from web-survey 24 24 Feedback from Experts Our Faculty PhD School in Astrophysics: high profile professors invited Consortium meeting : 2 meetings per year Frequent contact by phone or emails 25 25 Governance Continuous EMJDs Improvement Project Management Organization Strategy 26 26 Quality Assurance 27 27 Investing in Knowledge: competitiveness 2008: Harvard University Opens Office In Shanghai Attracting experts from around the world Attractive environment: different European countries Competence: the reason for success Success through quality Wide and specialized knowledge 28 28 The relative success or failure of a project often depends on the project management and the quality assurance done prior to implementation ICRANet is a leading international center for research within the Relativistic Astrophysics We have created a Faculty in charge of Quality Assurance of our program 30 30 Our Faculty University of Stockholm J.Rosquist Observatoire de la Côte d’Azur J. Pacheco Freie University of Berlin F. Mignard H. Kleinert F. Vakili Albert Einstein Institute University of Nice Sophia-Antipolis H. Nicolai P. Coullet G.L. Lippi V.Belinski University of Ferrara F.Frontera University of Roma La Sapienza R.Ruffini Tartu Observatory G.Amelino Camelia J.Einasto S.Frasca Brazilian Centre for Theoretical International Center for Relativistic Physics Astrophysics Network M. Novello G.Vereshaghin S.S. Xue Indian Center for Space Physics C.Bianco S. Chakrabarthi University of Savoie Shanghai Astronomical Observatory P.Chardonnet J. Yipeng 31 31 Quality Board «The Faculty monitors the scientific progress of each Doctoral Candidate. In agreement with the Thesis Adviser and, if necessary, of additional experts sought for this purpose, the Faculty may suggest ways of improving the Candidate's overall progress.» from the doctoral Candidate Agreement. 32 32 European PhD School in Relativistic Astrophysics Very successful initiative (feedback from our students and from Professors) The transfert of knowledge through training courses and conferences is a major element of our Program We reinforce the international dimension of the career of PhD students Important for employability (future employers) 33 33 European PhD Schools Nice: september 2010 Les Houches october 2011 34 34 Nice Observatory : september 2010 Visit of CERN LHC : October 2010 Les Houches : April 2011 35 35 PhD Schools (I) 1. Nice, France (Lectures): from 6th – 30th September 2010 - 2. Pescara, Italy (Conference, Lectures): from 1st – 13th October 2010 3. Pescara, Italy (Conference, Lectures): from 21st – 26th March 2011 4. Les Houches France (Workshop): from 3st – 8th April 2011 5. Nice, France (Conference, Lectures): from 25st May – 10th June 2011 36 36 PhD Schools (II) 1. Nice, France (Lectures): from 1th – 30th September 2011 2. Les Houches France (Workshop): from 2st – 7th October 2011 - 3. 3rd Galileo-Xu Guangqi Meeting : October 11-15, 2011 Beijing, China 4. Les Houches April 15 - May 5, 2012 5. 13 th Marcel Grossmann Meeting in Stockholm University, July 1-8, 2012 Sweden 6. Nice France (Lectures) September 1-21, 2012 37 37 Sustainability 38 38 The sustainability is the long-term maintenance Important to create network synergies: opportunity for improve collaboration between Institutions (PhD Students ->Post-Doc) Key question: is it a natural consequence of a good program management and a high quality assurance ? 39 39 The program management and quality assurance guarantee a part of sustainability (good
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