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Project management


Project Coordinator

The project is be coordinated by the Ecole des Mines de Nancy, Université de Lorraine (UL), France

Contact:    Prof. Bazargan-Sabet Behrooz

                E-mail  B.Bazargan-Sabet@brgm.fr


Steering Committee

The project will be provided with a Steering Committee composed of one representative of each partner. The main role of the steering committee will be to review progress against the defined deliverables and timetables. The committee will be responsible for approval of changes to the project and its supporting documentation, monitoring and review of the project, resolution of project conflicts and formal acceptance of project deliverables.

Every 18 months , the Project Management Team (see below) will prepare a report for the Steering Committee addressing:

  • Status of the project

- Milestones from the last reporting period

- Milestones for the next reporting period

- Milestones for the remaining period of the project

  • A budget report with respect to planned expenditure vs. actual expenditure
  • An issues report including areas of concern, specific problems and any action that needs to be taken by the Steering Committee
  • A risk management report, which will specify any changes to the major risks identified since the previous report (e.g. failure to deliver) and modification to the strategies put in place to manage them.

The chairperson, who is the representative of the co-ordinator organisation, shall convene four meetings of the Steering Committee (kick-off meeting. 12 months. 24 and 36 month). However meetings of the Steering Committee shall also be convened upon request of 1/3 of the project partners.


Project Management Team (PMT)

The project will be co-ordinated by INPL that is one of the major French academic institutions involving in geo-science tasks.

The project co-ordinator is the interface to the European Commission for all bilateral and multilateral aspects including all technical, financial and administrative matters and is responsible to organise the timely delivery of reports and cost statements as well as the organisation and reorganisation of the work, whenever necessary.

A board constituted by the work package leaders, will assist the co-ordinator in daily project management. Together with the co-ordinator, this group forms the Project Management Team (PMT). PTM oversees the progress of the work packages and the supply of the deliverables according to the working plan. It also organizes the meetings, workshops and pilot sessions and is responsible for information flow about results, documents and project status that will be published and updated at regular intervals on the project's Web homepage.


Work Package Leaders

The project works are split up in seven work-packages. Each work-package will comprise the contribution of several project partners and will be conducted by a work-package leader. The role of the work package leader (WPL) is to initiate and lead work in the work packages. The WPL collaborates with partners on the tasks of each work package in order to assure the quality of work and to present the results in reports according to the project description, the list of deliverables and milestones. Notably, before any dissemination of deliverables the WPL will ensure that all works produced are in accordance with the Quality Assurance procedure for deliveries. This procedure has been established during the ENEN II project and will be applied to the PETRUS2 deliveries.

Work package leaders together with the Project Management Team (PMT) carry the main responsibility for results production in the Work Package.


End-user advisory group

An End-User Advisory Group - comprising of end-users involved in the project - will be set up. This End-User Advisory Group will meet with the Project Management Team at least 3 times during the project, in addition to involvement in specific work packages. The End-User Advisory Group will be expanded with a representative of the International Atomic Energy Agency.  IAEA has expressed its commitment to participate actively to the PETRUS2 project, but for the statutory reasons can not acts as an official partner of the project. The further development of the End-User Advisory Group into an End-User Council is a task in the Networking work package (WP5). The role of the Advisory Group is to provide advice, insight, input and vision for the strategic development of the project. This includes providing information on the needs and views of stakeholders, providing feedback and advice on programmes and curriculum, communicating and advocating the PETRUS programme interests to external constituencies such as the IGD Technology Platform, assisting the project as potential employers, mentors, and resources for internships and finally providing fresh perspective on project sustainability issues.


Daily Project Management and Communications

The main challenge relating to project management is the number of participants with from many types of organisations in geological disposal. This is the due to the need to have different competencies to carry out the project but also to ensure that the project partnership is widely representative. A difficulty arising from this situation concerns the communication within the project and exchanges of information between partners within the work packages.

Communication within the project will be to a considerable extend carried out by e-mail and through remote conferencing and web-based solutions using the same equipments developed for the "face to face remote teaching" will be used to enhance interaction. It allows reducing the number of the project work meetings on an ad hoc basis.

 MS