PAR, PMR, 18month plan

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PAR, PMR, 18-month plan
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12-Month Progress Report

• 3 documents are required for the Annual Reviews
• 1. Periodic Activity Report (PAR)
• Objectives and major achievements for the
  reporting period(summary)
• WP progress (per Task)
• Consortium Management
• Dissemination and use Plans
• Project Management Report (PMR)
• Achievements per partner per Task
• PMs planned vs used (per WP)
• Costs planned vs used (per category)
• 3. Detailed Plan for the next 18 months
• Update to the DoW

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1. Periodic Activity Report

• Publishable Executive Summary
• Objectives and major achievements for the
  reporting period (summary)
• WP Progress (per Task)
• Consortium Management
• Dissemination and Use Plans

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Publishable Executive Summary
Project objectives Project organization Achievemen
ts of the first 12 months Expected end
results Intentions of Use and Impact The main
elements of the publishable results of the plan
for using and disseminating the knowledge Project
components
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Objectives and Major Achievements (summary)

• Overview of Project Objectives and relation to
  the state-of- the-art
• - Summary of Achievements for the Reporting
  Period (per WP)
• - WP1 Node Architecture
• -
• - WP7 Dissemination, Standardisation and
  Exploitation
• Success stories
• Responses to recommendations from the previous
  review
• Problems encountered during reporting period

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WP Progress (per Task)

• WP0 Project Management
• - WP0 tasks and progress towards tasks
• - Task 0.1
• - Task 0.2
• Deviations from project workprogramme and
  corrective actions taken
• Deliverables (planned vs achieved)
• Milestones (planned vs achieved)

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WP Progress (per Task)

• WP1 Node Architecture
• - WP1 tasks and progress towards tasks
• - Task 1.1 Communication Models for Haggle
  World
• - Task 1.2 Haggle Node Components
• - Task 1.3 Haggle Information Space (HIS)
• - Task 1.4 Haggle Node Brain
• Deviations from project workprogramme and
  corrective actions taken
• Deliverables (planned vs achieved)
• Milestones (planned vs achieved)

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WP Progress (per Task)

• WP2 Communication Architecture
• - WP2 tasks and progress towards tasks
• - Task 2.1 Forwarding paradigms
• - Task 2.2 Interaction between forwarding
  and information space
• Deviations from project workprogramme and
  corrective actions taken
• Deliverables (planned vs achieved)
• Milestones (planned vs achieved)

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WP Progress (per Task)

• WP3 Integration and trials
• - WP3 tasks and progress towards tasks
• - Task 3.1 Platforms
• - Task 3.2 Integration
• - Task 3.3 Trials
• Deviations from project workprogramme and
  corrective actions taken
• Deliverables (planned vs achieved)
• Milestones (planned vs achieved)

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WP Progress (per Task)

• WP4 Trusted Communities and Secure
  Communications
• - WP4 tasks and progress towards tasks
• - Task 4.1 Trust and Cooperation
• - Task 4.2 Secure Communication
  Mechanisms
• - Task 4.3 Integration of Trust and
  Cooperation with Communication Security
• Deviations from project workprogramme and
  corrective actions taken
• Deliverables (planned vs achieved)
• Milestones (planned vs achieved)

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WP Progress (per Task)

• WP5 Mobility aware models and measurement
  testbeds
• - WP5 tasks and progress towards tasks
• - Task 5.1 Mobility model/measurement
  (vehicles, pedestrians, etc.)
• - Task 5.2 User pattern models and social
  network measurement
• - Task 5.3 Autonomic mobility model
• - Task 5.4 Monitoring architecture for
  experiments
• Deviations from project workprogramme and
  corrective actions taken
• Deliverables (planned vs achieved)
• Milestones (planned vs achieved)

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WP Progress (per Task)

• WP6 Human Factors
• - WP6 tasks and progress towards tasks
• - Task 6.1 Applications and Task Selection
• - Task 6.2 Feedback Mechanisms
• Deviations from project workprogramme and
  corrective actions taken
• Deliverables (planned vs achieved)
• Milestones (planned vs achieved)

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WP Progress (per Task)

• WP7 Dissemination, Standardization and
  Exploitation
• - WP7 tasks and progress towards tasks
• - Task 7.1 Dissemination and
  Standardisation
• - Task 7.2 Cooperation with other projects
• - Task 7.3 Promoting the visibility of the SAC
  initiative
• Deviations from project workprogramme and
  corrective actions taken
• Deliverables (planned vs achieved)
• Milestones (planned vs achieved)

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Consortium Management

• Problems encountered and corrective actions
• Timetable (Gantt chart)
• Changes in the consortium
• - Partner withdrawals
• - Other changes
• - Shifting of tasks assignments
• - Shifting of resources

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Other Issues
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Dissemination and Use Plan

• Overall Strategy for the Dissemination and
  Exploitation of the Knowledge gained from
  the project
• Exploitable Knowledge and its Use (IPR)
• Dissemination of Knowledge
• Publishable results
• Conclusion
• Usage Statistics for www.haggleproject.org

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PAR Production Plan
Jan. 12
Jan. 22
Feb. 2
Feb. 14
Publishable Executive Summary Martin
and Christophe Objectives and
major Martin and Achievements for
the Christophe reporting period
(summary) WP Progress (per Task) Martel send
templates WP leaders WP leaders Final check
by to WP leaders collect inputs write
their reports Christophe (Objectives will
be pre-filled) Consortium Management Martel
Final check by Christophe Dissemina
tion and Use Plans Martel Final check
by Christophe
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2. Periodic Management Report

• Introduction
• Justification of Major Cost Items and Resources
• - Partner achievements per Task
• - Major cost items
• - Table 4 Budgeted vs actual PMs
• - Explanation of the impact of any major
  deviations from cost and/or PM budgets

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2. Periodic Management Report
- Table 3 Budgeted vs actual costs - Form
C Financial statement per activity for the
contractual reporting period - Summary
Financial Report - Details of the effective
payments to the partners
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Major Cost Items (per partner)
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Table 4 Budgeted vs Actual PMs
The actual spent totals are for the period of
January to June 06. Intel spent MMs but will not
claim for them.
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Table 3 Budgeted vs actual costs
Cost Budget Follow-up Table

) total budget figures - not EC funding
Date
Contract N

IST-xxxyyy
30/06/2006
Acronym Haggle
ACTUAL COSTS
Remaining
. spent
TYPE of EXPENDITURE
(EUR)
PARTI-CIPANTS
Budget
BUDGET
(as defined by
(EUR)
Period 1
Period 2
Period 3
Period 4
Total
Total
participants)
a1b1c1d1/e
e
a1
b1
c1
d1
e1
e-e1
Px - Abcdef
Total Person-month
9.5
4.4
4.4
46
5.1
Personnel costs
87,400
45,757
45,757
52
41,643
Travel costs
19,200
2,583
2,583
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16,617
Consumables
0
0
0
Material equipment
0
0
10,000
10,000
2,000
0
2,000
Subcontracting
0
Training activities
0
0
0
23,320
9,668
9,668
13,652
Indirect costs overhead
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Other costs ('the rest')
0
0
0
0
0
Other classification
0
Total Costs
141,920
58,008
0
0
0
58,008
83,912
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Explanation of any deviations
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Cost Claims / Invoices Form C
1. Eligible Costs
Research and
Training
Total
Demonstration
Management of the
Technological
(C)
(B)
Consortium
(F) (A)(B)(C)(D)(E)
Development /
(D)
Innovation
(A)
Third
Party(ies)
Contractor
Third
Party(ies)
Contractor
Third
Party(ies)
Contractor
Third
Party(ies)
Third
Party(ies)
Contractor
Contractor
0.00
0.00
Direct costs
Of which
0.00
0.00
subcontracting
Indirect costs
0.00
0.00
Adjustments
to previous
0.00
0.00
period(s)
Total costs
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
2. Requested EC Contribution XX
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Currency Conversion
All costs must be expressed in Euro. The Euro
conversion can be done either on the date that
the expense is incurred, or globally at the
rates on the first working day of the month
following the period covered by the cost
statement concerned. ie. 1st January 2007, for
Cost Claim 1. The rates are given at
http//europa.eu.int/comm/budget/inforeuro/en/inde
x.htm
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All time spent must be justified (timesheets are
the best way) All expenses must be justified
keep the receipts VAT cannot be claimed you
get this back from your national tax office All
claims over 150000 (cumulative) and at least
one at the end of the project must be accompanied
by an independent financial audit The EC will
send their own auditor to check on about 10 of
claims
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What you can claim for
Direct Costs Personnel Travel Equipment
(depreciation) Subcontracting Indirect Costs
(overheads)
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Direct Costs
Personnel Costs (each person must be individually
claimed for)
number of hours worked (from timesheet) x
hourly rate The hourly rate is calculated as
Gross salary (ie. before deductions for tax,
pension, social insurances, etc.) PLUS all
company costs associated with the persons salary
(ie. company portion of the pension contribution,
social insurances, etc.) DIVIDED BY the hours
really worked per year (excluding holidays, sick
days, etc.)
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Direct Costs
Travel Costs
Keep the receipts Dont claim the VAT
Equipment Costs (for Inventory Items for
smaller items, use the category Other Costs)
Keep the receipts Dont claim the VAT Claim
only the depreciation (at whatever depreciation
rate scheme your company uses)
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Subcontracting
This category is just for the independent
financial audit.
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Indirect Costs
Overhead Costs for
Office space Furniture Desktop PC and office
software, maintenance, connectivity,
. Electricity, heating, phone, fax, printer,
paper, postage, Shared services (secretariat,
library, )
For the FC funding model, this is usually
expressed as a percentage (typically 30-40) of
the Personnel Costs. For the FCF and AC
funding models it is 20 of all Direct Costs
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What you get back
FC / FCF funding models
100 of Direct Costs and Indirect Costs for -
Management WP (WP0 PMs) and - (giving)
Training 100 of (Subcontracting) costs for the
independent financial audits (note that no
Indirect Costs can be charged) 50 of Direct
Costs and Indirect Costs for RTD WPs 35 of
Direct and Indirect Costs for Demonstration
Activities
up to the limit of your budgets
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What you get back
AC funding model
100 of Direct Costs for all activities
(Management, RTD, Training, Demonstration) 20
(fixed) for Indirect Costs 100 of
(Subcontracting) costs (note that no Indirect
Costs can be charged on Subcontracting) Only
universities and similar institutes can use this
funding model and only additional people can be
claimed for, who are employed specifically for
the project
up to the limit of your budgets
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Details of the effective payments to the partners
EC Contribution for 1st 18 months (Form A3.3)
1683386 Received (85) 1430878
Advance payment paid out Thomson 179751.
95 Intel 175813.15 CAMCL 171454.35 Uppsala
216181.35 EPFL 163594.40 SUPSI 204320.45
CNR 125035.00 Eurecom 129365.75 Martel
65361.60 Total 1430878.00
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PMR Production Plan
Jan. 12
Jan. 22
Feb. 2
Feb. 14
Introduction Martin and Christophe
Justification of Major Cost Martin
and Items and Resources Christophe WP
Progress (per Task) Martel sends templates
WP leaders WP leaders Final check by to WP
leaders collect inputs write their
reports Christophe (Objectives will
be pre-filled) Table 3 Martel sends
templates Final check by to partners
Christophe Table 4 Martel sends templates
Final check by to partners Christophe
Form C Martel sends templates Final check
by to partners Christophe
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3. Next 18 months plan (M13-30)

• The motivation for this new plan
• GANTT Chart showing the activities and the
  timetable
• PERT Chart showing the interdependencies between
• the active Workpackages
• Impact of the withdrawal of Intel
• Workpackage list
• Task list
• Deliverables list
• Workpackage descriptions
• Resource allocations per partner per Workpackage

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Motivation for this new plan

• Particularly relevant to this specific
  re-planning is the recent announcement that Intel
  has to withdraw from the project. The Intel
  responsibilities and budget have been
  re-allocated to other partners in the Consortium.

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GANNT Chart
Add a new task in WP3 for selecting the devices
M14-M19)