WP5 - FAIR Organisational and Management Structures



Work package leader: Dr. F. Weissbach

Objectives

The FAIR project structure dubbed "two-company model", adopted by the FAIR International Steering Committee, together with the resolution that FAIR GmbH will not take over operative activities, implies that novel line- and project management structures for FAIR GmbH and clear responsibilities need to be established. A draft organisation chart for FAIR GmbH has already been approved by ISC. But the ultimate decision on the organisation's structures can only be made by Council. In addition, ISC approved the formation of the FAIR Joint Core Team comprising key personnel and staff. In this work package, FAIR Joint Core Team, together with the relevant FAIR committees will prepare the line-management structure of FAIR GmbH. Once FAIR GmbH is formally incorporated its staff will assist Council in finding the optimal organisational structures for FAIR GmbH, enabling it to control all aspects of the project and securing the interests of all FAIR shareholders. Additionally this work package covers the project management along the "horizontal direction" of the FAIR organisational chart. The objective of this work package is the formation of an efficient project management structure including an international FAIR project management team and an effective board and panel structure covering all FAIR work packages, all subprojects, all processes and all project levels (technical, scientific, organisational, and political).

 

Task 5.1: Preparation of Line-Management Structure

Together with the relevant committees FAIR Joint Core Team will draft the organisational chart of FAIR GmbH. Once FAIR GmbH is formally incorporated, staff will assist Council in finalising the line-management structure of FAIR GmbH and execute Council's decisions concerning line-management, divisions, and personnel. Special attention will be paid to the interfaces between FAIR GmbH and GSI mbH with respect to purchase and human resources. Following a thorough analysis decisions will be made on the scope and the organisational structure of the purchase and HR activities at FAIR GmbH. These decisions will affect the business management contract between GSI and FAIR GmbH (see Work Package 2 / "Legal Issues").
The following participants are involved in this task: All participating ministries / funding agencies and GSI.

 

Task 5.2: Personnel

Within this task the personnel for FAIR Joint Core Team and, later, for FAIR GmbH will be hired. This covers not only the staff directly employed by FAIR GmbH, but also the personnel seconded to FAIR by the international partners. The international steering committee is setting up search committees for the hiring of key personnel (FAIR director and Director of Administration).
The following participants are involved in this task: All participating ministries/funding agencies and GSI.

 

Task 5.3: FAIR Project Management Structure

An international billion euro project like FAIR demands an efficient and strong project management which has to be dynamically adjusted to the project needs. While a draft project management structure has already been proposed the project management needs to be checked against the necessities arising during the preparatory phase of the FAIR project. The structure will have to be refined in several iterations.
All participants are involved in this task.

 

Task 5.4: Project management: Team Leader / Directorate support unit

A unit will be established which supports the FAIR Joint Core Team Leader and, later, the FAIR Directorate in managing the project effectively. Its responsibilities cover oversight and controlling issues (FAIR project master plan), resources, budget, strategy, EU projects, and external relations.
The following partners are involved in this task: GSI.

 

Task 5.5: Project management, Board and panel management and support

Definitions of the different boards and panels (e.g. accelerator board, research board, integration board, several resource review boards, technical project meeting, and the advisory boards) will have to be reconsidered and re-fined before and after the incorporation of FAIR GmbH. Where appropriate external consulting services might be helpful to obtain an efficient functional project management structure.
All participants are involved in this task.

 

Task 5.6: Project Management Infrastructure

The complexity of the FAIR project necessitates in the implementation of project management tools (software). These tools will be tested, purchased, configured and rendered operational before the end of the Contract.
GSI will carry out this task.

 

Task 5.7: Relationship FAIR – GSI

A special business management contract will specify the services (and the service levels) provided to FAIR GmbH by GSI. In this task these services will be defined in detail.
All participating ministries/funding agencies and GSI will carry out this task.

 

Task 5.7: Change and Risk Management

FAIR Joint Core Team will also build up change management capacities as well as risk management capacities in order to be able to address possible structural organisational deficits in the future. A change management workshop for FAIR Joint Core Team will be held at GSI.
The following participants are involved in this task: GSI and all participating ministries / funding agencies.

 

Deliverables

  • D5.1: Draft organisational chart of FAIR GmbH
    month 10
  • D5.2: Final organisational chart of FAIR GmbH
    month 48
  • D5.3: List of personnel of FAIR Joint Core Team
    month 7
  • D5.4: Contracts of secondment and employment for personnel of FAIR GmbH
    month 48
  • D5.5: Final project management structure (report) including board structure
    month 54
  • D5.6: Accelerator work package breakdown structure (WBS)
    month 38

 

Milestones

  • M5.1: Decision on purchase and HR activities at FAIR GmbH
    month 36
  • M5.2: Decision on project management structure including board and panel structure
    month 48
 
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