The Preparatory phase Management structure

The management system that HiPER will use (shown in the Figure below) is essentially conventional in structure and follows best practise but is tailored to the particular needs of the HiPER project. It reflects in a more formal manner the informal structure that has been used over the last few years during the feasibility study and to develop the HiPER FP7 proposal, albeit with some important additions. Consequently, communication between most of elements involved is already well established and forms a solid base on which to build. The headquarters of the HiPER project will be established at RAL with a second management office established at the ILP in Bordeaux. Management meetings at appropriate levels (detailed below) will occur at regular intervals and these actually form part of the formal milestones of the project. HiPER has already had a significant catalytic effect within the European laser community and as such many synergies already exist amongst the partners which will be leveraged to enhance multi-lateral communication. Modern technology, such as personal and collective video conferencing will be used extensively to address, in part, the geographical issues that arise with such a multi-site project. The current policy of co-locating certain HiPER specific meetings at major international conferences will also continue.

The roles of the various organisational elements in the management structure are detailed below.

Click at the diagram for a larger size.

International Steering Council

A formal International Steering Council will be established which will be the ultimate decision making body for the project and consortium. Its rules of operation, procedures, mandate etc are stated in the Consortium Agreement. Once formed, the International Steering Council shall consist of a representative from each national Funding Agency where such organisation is a Party to the Grant Agreement and Consortium Agreement, or a representative of one of the Partner Research Institutions that has been duly authorised by their national funding agency to act on their behalf (where no national funding agency is Party to the grant agreement or consortium agreement). Each representative shall have a vote. The weighting of the votes will be equal between countries. Once the International Steering Council is formed, ordinary meetings of the International Steering Council shall be held once a year and extraordinary meetings can be held at any time.

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HiPER Executive Board

The Executive Board is responsible for strategic management of the Project and shall report to and
be accountable to the International Steering Council once it is formed. The Executive Board shall monitor the effective and efficient implementation of the Project and will meet formally every 6 months.

The Membership of the Executive Board is as follows:

Alejaldre, Carlos
Director of Safety, ITER
Besnard, Didier
Director of Simulation Programme, CEA
Calvetti, Mario
Director, LNF, INFN Frascati
Cowley, Steve
Director, UKAEA Culham Laboratory [from Sep 08]
Jungwirth, Karel
Director, PALS, Czech Republic
Kovacs, Francis
Deputy Director, CEA Cadarache
Mendonca, Tito
Professor of Physics, IST Lisbon
Nanopoulos, Dimitri
Chair of Fundamental Physics, Division of Natural Sciences of the Academy of Athens and Distinguished Professor of PhysicsMitchell/Heep Chair in High Energy Physics Texas A&M University

Rose, Steve
Professor of Physics, Imperial College London
Sandner, Wolfgang
Director, Max Born Institut
Spiro, Michel
Director, IN2P3, France
Womersley, John
Director Science Programmes, STFC

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International Advisory Committee

An International Advisory Committee (IAC) will be established early in the project. The IAC will be a small committee of senior international figures drawn from the scientific, industrial, managerial and financial sectors which will meet on a 6 monthly basis to provide appropriate independent advice and guidance to the HiPER Executive Board as required.

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The HiPER Project Management Committee

A Project Management Team will be established by the Executive Board for the day to day management of the project. It will be headed by the Preparatory Phase Coordinator who will act in a Programme Manager Role and will be supported by a significant management team. The Coordinator’s primary role will be to nurture the environment in which the HiPER project operates, acting primarily as a team builder and advocate for HiPER mission and charged with catalysing a positive body of opinion amongst senior European governmental decision makers (ministers, funding agencies etc). The Coordinator’s primary responsibility during this preparatory phase will be as custodian of the political and scientific argument that will enable HiPER to proceed to the construction phase. He will have overall responsibility for delivering the project and for managing risk and change in an effective manner. The Coordinator will ensure that the HiPER mission is able to meet and successfully pass appropriate gateway reviews as may be required by national governments prior to major funding decisions. The Coordinator will also act as the primary conduit between the HiPER project and the EC, as well as the various European scientific funding agencies that currently or will have in the future an interest in HiPER. The Coordinator will also work with indirectly related stakeholders, such as some of the other preparatory phase projects, ITER and other International projects to ensure that the HiPER mission can be achieved in a cohesive and integrated manner. The Coordinator will formally report to the HiPER Executive Board.

To complete the Project management team and to assist in the delivery of the HiPER project, the Coordinator will also draw upon a significant management resource. For the internal management of the project, the Coordinator will delegate and rely on a full-time senior project manager (SPM) recruited from the scientific sector, with appropriate experience of large scale project management in complex environments. The SPM will act as a point of pivot between the various elements that form the preparatory phase project, balancing the internal demands and risks of the project whist providing an appropriate response to ever changing external stimuli. Monitoring project progress through regular assessment, taking appropriate, balanced corrective action will be essential in this role. A full time Project Manager will assist the Senior project manager with the day to day management of the project. A Chief Scientist will also be appointed on a part-time basis to the project management team to provide key scientific and strategic advice as required. A project support role will be appointed to look after the formal implementation and reporting aspects with respect to the European Commission contract and other stakeholders.

The Senior Project Manager will maintain and control a central pool of nationally funded contingency based on the value of un-awarded contracts, and will oversee the balanced allocation of funds to each partner. Release of contingency funds, changes to work package allocations or the introduction of new partners will require the written approval of the HiPER Executive Board, and authorisation by the EC as determined by the contract.

To form the Project Management Committee the Senior Project Manager will assign a work package manager for each of the work packages (except WP1), drawn from within the institutions that are involved in the particular work package. Each work package manager will be charged with the primary responsibility of co-ordinating the tasks and activities that are contained inside the work package and to act as the main reporting link between the work package and the project management team.  

The project expects to pull in expertise in areas where this is required either through external consultants or through the use of “in house” expertise within the partner institutions.

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