F-BRIDGE Project

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The F-BRIDGE beneficiaries will establish a consortium. They will be represented in the project’s main governing structure, the governing board, which will be responsible for all strategic decision-making. However, in order to ensure an efficient day-to-day management of the project, a smaller management structure gathering the domain leaders around the coordinator and the project management office is proposed: the executive committee.

f-bridge_management_structure.jpg

 

 Figure a: Structure of the F-BRIDGE project 

 

Coordinator: the coordinator is the intermediary between the beneficiaries and the EC. The coordinator is not entitled to act or to make legally binding declarations on behalf of any other contractor, or to enlarge his own role. The coordinator is appointed by CEA. 
 
 
Governing board (GB): Each member of the consortium will appoint one representative to the GB. The governing board is the highest authority of the project, and has the responsibility to take the main decisions concerning the project:
  • definition of strategic orientations of the work programme,
  • approval of past activities, as well as of reorientation decisions and of the impact on the funding allocations,
  • approval of the detailed work plan,
  • approval of the periodic scientific & management reports.
 
Executive committee (ExCom): The domain leaders and the project management office participate to the ExCom, which is chaired by the Coordinator. The responsibilities of the ExCom are as follows:
  • day-to-day project management decisions, follow-up and adaptations of technical roadmaps,
  • assessment of the results obtained and of the relevance of the future work with regards to these results, 
  • preparation of the periodic scientific and management reports,
  • discussion and proposal of strategic orientations for the work programme,
  • discussion of the funding issues and in particular of possible re-allocations of the funding,
  • discussion of the harmonisation issues of the detailed work plan.

 

 
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