\anrdoc{Preciser les aspects organisationnels du projet et les modalites de
coordination (si possible individualisation d’une tache de coordination).}

\begin{description}
\item[Project management structure]
Each task is assigned to a Task Leader.
The Task Leaders assist the project leader in the technical organization, effort
management, and progress reporting.
A steering committee is composed by task leaders and the project leader.
The steering committee has a monthly conference call and is in charge of conflict
management if necessary.
Each task leader has to report on the main high-lights, major
opportunities and problems according to the work-plan.
The redaction of the 6-month reports is the responsibility of the steering committee.
Therefore, each Partner has the responsibility to monthly inform the task Leaders of the
current development of the \ST he is in charge of.
COACH will be organized in 8 tasks whose interactions are presented in
Figure~\ref{dependence-task}.

\item[Scientific and Technical Reports]
For every yearly review, a written progress report for each deliverable has to be
provided by the task leader to the coordinator for integration in the contractual reports.

\item[Management of knowledge, Intellectual Property Right (IPR) and Results Exploitation]
%The partners will have to work under eventual NDA constraints.
%Prior Intellectual Property remains property of the concerned partners.
%The exploitation of the results obtained in the project and by each partner involved in the consortium will
%follow the rules written in the articles of the Consortium Agreement accepted and signed by
%each partner at most 6 months after the project kick-off.
%To manage the exploitation and dissemination plan within the project, six
%monthly meetings will analyze the intentions from the consortium (patent, publication...).
The partners will sign and accept the Consortium Agreement at most 6 months
after the project kick-off. It will
1) eventually set NDA constraints on industrial demonstrators,
2) fix the intellectual properties of both prior and created intellectual properties,
3) define the rules of exploitation of the results obtained in the project.
\\
To manage the exploitation and dissemination plan within the project, six
monthly meetings will analyze the intentions from the consortium (patent, publication...).

\item[Management Tools]
In order to permit a good management, before the kick-off meeting, 
each partner will have to identify (name, address, phone, fax and e-mail):
\begin{itemize}
  \item the financial and administrative contact person,
  \item the scientific and technical contact person,
  \item all participants to the project.
\end{itemize}
A complete and detailed list will be communicated to each partner and to 
the public Authority. The partners will construct mailing lists for 
day-to-day communication.

The first task will be the redaction of a Consortium Agreement, 
dealing mainly with all aspects of the relations 
between partners, including legal aspects, property rights and further 
exploitation of the results. This document will be submitted to the
partner's financial and legal departments, and will define the management
rules (decision level, reporting systems, red flag cases).  
A first draft of this document will be submitted to each partner 
during the kick-off meeting.

\item[Project follow-ups]
The basic communication between single project partners will be carried out by
means of an Information System (web site), which will be developed and
introduced at the very beginning of the project implementation.
All scientific and administrative data related to the project will be collected and
treated within a specific e-management plate-form accessible directly by the project web
site by an individual login and pass-word.
The web site will have a few levels of accessibility starting with completely free access,
open to broad public up to internal materials available only for members of the consortium
for the e-management area.
This communication tools will permit to perform all the reports and to follow as well as
possible all the tasks.

\item[Project monitoring]
For this project format and size, a 12 months review by ANR, based on a yearly progress
report incorporating milestones reports and deliverables, seems optimum.
The internal consortium meetings will be every six months, including a kick-off meeting at the
start of the project, in our eyes the most important of all, as it phases the partners for the start of the project.
\end{description}
