The Project Management is led by 真人线上娱乐 University (LEAD). The lead partner is handling the project management in cooperation with the project partners.
The LEAD is doing the contracting and have regular as well as ad hoc communication (incl. conflict management, risk management) with all partners. All partners assign a responsible to the steering committee, with meetings planned at least in the beginning and as midterm follow-up, but if needed more often.
The project management of the lead partner (incl. risk and quality management) and the documentation of the project activities includes:
? Continuous financial management and budgetary control
? Overarching administration and documentation of all work packages, activities and deliveries.
? Coordination of activities relating to external evaluation (SB Interreg) and the follow-up of the results from the midterm evaluation.
The project will regularly have partner meetings, in which a coordinator from all partners take part, and help the LEAD partner to coordinate the project. Thus, all project partners are contributing to the project management by participating in partner meetings and work meetings and assisting the reporting to SB Interreg. The diverse partnership strengthens the ability of the project to create an innovative solution by sharing knowledge, experiences, and competencies across all the work packages. All project partners contribute to the efforts to communicate the aim and results of the project.
Kick-off workshop and joint project workshops for each WP, a detailed project plans and a compliant digital infrastructure will be developed at an internal kick-off workshop. The workshops will be a valuable tool to further align expectations and thus make barriers visible, solve issues and to create a common project culture. The project has already developed a preliminary good project culture from the seed money project, but as new persons and also associated partners are extending the team and the network, also the project culture needs to be extended and maintained. This will also create a systematic approach to the knowledge sharing on the cross-border added value and results produced within the projects, and to setup a shared working-culture regarding implementation, regular update and share responsibility and anchoring of the joint communication plan.
Furthermore, each work package will have a dedicated joint project WP kick-off workshop, focused on the aim of the work packages which will be held in and by different partner-countries. This turn-taking will also strengthen the cross-border approach, value-added and collaboration.
Each year, the project will furthermore arrange a joint international workshop for digitalization strategies in SME (one per year), which of practical reasons is attempted to be coordinated with other joint project meetings.
Other workshops will be arranged on a country-by-country regional basis, as to make sure to reach all local stakeholders. However, the communication materials and event concepts, as well as online communication will be shared across the borders.
The Project closing will make sure, that the platform, tools, and social capital will live-on, in a more permanent organizational construction, which in this application is termed “capitalization”. This means that the project management and partners will make sure to anchor the results/outputs in an organizational form, that both financially and organizationally are able and feasible to secure the future maintenance and development. This will be top of mind in the final work package (WP 5), but something the project management and its partners will have in mind from the very beginning. It may also be an item at one or more of the international workshops for digitalization strategies in SMEs. External expertise will support the project were relevant.
