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Project Management

AIT – the Lead Applicant and coordinator of the proposed project has rich experience of designing, coordinating and managing two relevant projects as mentioned above under the Asia Link programme. AIT will share responsibility for project coordination with WP leaders. The overall project management will involve effective distribution of tasks according to expertise & capacity to deliver required project outcomes in due time.


AIT will be responsible for general management & overall organization of activities throughout full lifecycle. Four EU partners will support 9 Asian HEIs from VN, TH and ID to build their capacity, including the transfer of experience, know-how, training delivery & designed curricula that will be tailored to country needs. The consortium has been designed to ensure wider impact in region. Asian HEIs will practically apply knowledge gained in their national context ensuring correct implementation & ownership of Asian universities beyond their national context.

AIT will be responsible for:

  • Organizing Steering Committee (SC) meetings & provisions of agendas;

  • Liaising between consortium partners;

  • Financial monitoring & budget control ensuring cost-effectiveness

  • Establishing legal agreements between partners ensuring effective guidance for project’s consortium.

  • Coordinate WP6 dissemination and exploitation activities with academia, sector industry and national authorities

  • Managing high volume of documents, procedures &activities

The transfer of know and capacity-building from European to Asian HEIs is reflected in the organization and task allocation of the project by the fact that the three EU HEIs will head the preparation WP1 and the two first development WPs 2 & 3. More specifically NTNU will coordinate WP1 Identification of similar curricula in the subject area and prepare the milestone deliverable D1.4.

Partner countries’ (PC) HEIs will be actively involved in A1.1 by identifying curricula in Asia and A1.3 identifying existing VET courses and demand for internships.

UStir will lead WP2 CB and Curricula development by coordinating the 1st round of project study visits in Europe from PC HEIs and coordinating the curricula development activities. EUROTraining will develop the SSNS VLE and the three EU HEIs will prepare the teaching material (D2.4, 2.5, 2.6) in close cooperation with Asian HEIs to ensure transferability and adaptability in their national context. Designing the SSNS VET courses will be led by JFU with input from all PC partners due to their regional character, but EURO Training will be involved as a VET provider.


WP3 Academic staff training and preparation for delivery will be jointly led by a European HEI (UTH) and an Asian one (RIA1). A3.1 Academic staff training will be coordinated by UTH (for its conventional training component) and by EURO Training for the online part. Three PB HEIs: AIT in TH, IPB in ID and CTU in VN will host national training study visits in which the other two HEIs from VN, ID and TH will attend, together with all European counterparts. A3.2 and 3.3 are about preparing the infrastructure and the internship programmes of SSNS so all Asian HEIs will be closely involved.

WP4 will be about the accreditation and delivery of the SSNS courses so all PB HEIs will have to put to the test the work done in the previous WP. IPB will coordinate this WP, UGM the accreditation activities and one HEI from ID, VN and TH will supervise the delivery of the MSc programmes in their country (IPB, CTU and AIT respectively). JTU will coordinate the delivery of the VET courses in all 9 PB HEIs. European partner will also be involved in A4.3 by evaluating and improving the delivery of SSNs.


Finally, EURO Training using its experience from other CBHE and EU projects will lead WP5 QA and

Monitoring activities in close coordination with AIT and all SSNS partners.

Cooperation and communication arrangements of the consortium

With the start of the project the Project Management Plan (PMP) will be finalized, under which the manner of implementation and management is determined, the basic checkpoints of progress, the required engagement time and the characteristics and abilities of the staff of the different work groups. The concept of the PMP is dynamic, always giving rise to adjustments and updates to address specific needs or problems that occur during project implementation.

Efficient cooperation and communication structures are essential for the success of the project. A balanced match between physical meetings where partners can meet face to face, teleconferencing and e-mails will be maintained.

  • Project meetings and study visits for curricula development and academic staff training

  • Teleconferencing via skype or another open platform will be used once a month by all partners, in order to closely monitor the project implementation.

  • A private collaboration platform will be created in order to facilitate remote cooperation. It will offer each partner access to important documents, rules, meeting agendas and information, supporting materials, to-do lists and other project information. The private collaboration platform will be operational as early as M2 of the project implementation.


Conflict Prevention Techniques will be used to avoid problems in decision-making, but should any conflict arise between parties, they will be submitted to the Coordinator and if they persist to the managing board. Resolution techniques employed by the Coordinator will be based on a fact-finding exercise to investigate the circumstances of the issues and provide the conflicting parties with an objective report describing the facts. Based on this report, the parties will be asked to decide whether a dispute does exist and take steps to resolve it. An assessment will involve detailed scrutiny of the issues through individual interviews and group processes.

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