This document provides an overview of the Horizon 2020 proposal evaluation process. It describes the key steps, including:
1) Individual evaluation of proposals by remote evaluators against evaluation criteria of excellence, impact, and quality of implementation.
2) A consensus group discussion to agree on comments and scores. If an applicant lacks operational capacity, their part is excluded.
3) A panel review to ensure consistency and prioritize proposals. Proposals are ranked based on scores and consideration of topics not already covered.
4) An ethics review of proposals that pass thresholds to ensure compliance with ethical standards.
Resource levelling is a technique in project management that overlooks resource allocation and resolves possible conflict arising from over-allocation. When project managers undertake a project, they need to plan their resources accordingly.
This will benefit the organization without having to face conflicts and not being able to deliver on time. Resource levelling is considered one of the key elements to resource management in the organization.
An organization starts to face problems if resources are not allocated properly i.e., some resource may be over-allocated whilst others will be under-allocated. Both will bring about a financial risk to the organization.
Resource levelling is required when there is a demand for resources more compared to the available supply.
Resource levelling helps an organization to make use of the available resources to the maximum. The idea behind resource levelling is to reduce wastage of resources i.e., to stop over-allocation of resources.
Project manager will identify time that is unused by a resource and will take measures to prevent it or making an advantage out of it.
By resource conflicts, there are numerous disadvantages suffered by the organization, such as:
Delay in certain tasks being completed
Difficulty in assigning a different resource
Unable to change task dependencies
To remove certain tasks
To add more tasks
Overall delays and budget overruns of projects
The document provides an overview of IAS 36 Impairment of Assets, including the standard's objective to ensure assets are reported at no more than their recoverable amount. It discusses identifying impaired assets, calculating recoverable amount, recognizing impairment losses, reversing impairments, and disclosure requirements. Examples are provided for testing assets and cash-generating units for impairment.
The document discusses the challenges and skills required for effective project management. It covers several key areas including domain knowledge, communication, delegation, managing risks and ambiguity, customer orientation, time management, and decision making. For each area, it provides multiple paragraphs explaining the importance of that skill for project managers and examples of how to demonstrate competency. The overall document serves as a guide for what makes a successful project manager by outlining the various soft skills and expertise needed to lead projects effectively.
The document provides an overview of key concepts in project planning and scheduling including developing a project management plan, defining the project scope and work breakdown structure (WBS), sequencing activities, estimating durations and resources, developing a schedule, calculating early and late dates, determining the critical path, and calculating float. It includes examples of a sample project schedule to demonstrate these scheduling techniques.
This document provides a summary of the Delay and Disruption Protocol published by the Society of Construction Law in October 2002. The Protocol provides guidance on common issues that arise regarding extensions of time and compensation for delay on construction contracts. It outlines 20 core principles relating to delay and compensation that are further explained in the guidance sections that follow. The principles address topics like programming works, granting extensions of time, the effects of concurrent delay and float, valuation of variations, and the basis for calculating compensation. The goal of the Protocol is to provide a framework to help parties avoid unnecessary disputes over delays and help manage changes that occur during a project.
This document provides a summary of the contents to be included in 17 planning package annexures for a substation project. The annexures will include execution summaries, scope of work, project schedules, resource information, work breakdown structures, progress reporting methods, bar charts, S-curves, procurement status, interfaces, risks, and indirect activities. Background calculations are also listed that involve activity cost and weight breakups, cost and weight loading in schedules, and resource preparation and loading.
IFRS IND-AS (2014-2019) Application in IndiaGajveer Mahur
IFRS, Ind-AS 2014-2019 Application in Indian company, financial organisation
International Financial Reporting Standards (IFRS) is a set of accounting standards developed by an independent, not-for-profit organization called the International Accounting Standards Board (IASB).
The document contains a full length mock test with 23 multiple choice questions related to project management concepts based on the PMBOK 5th edition. The questions cover topics like integrated change control, corrective vs preventive actions, communication management, cost of quality calculation, critical path identification, and organizational structures.
Resource levelling is a technique in project management that overlooks resource allocation and resolves possible conflict arising from over-allocation. When project managers undertake a project, they need to plan their resources accordingly.
This will benefit the organization without having to face conflicts and not being able to deliver on time. Resource levelling is considered one of the key elements to resource management in the organization.
An organization starts to face problems if resources are not allocated properly i.e., some resource may be over-allocated whilst others will be under-allocated. Both will bring about a financial risk to the organization.
Resource levelling is required when there is a demand for resources more compared to the available supply.
Resource levelling helps an organization to make use of the available resources to the maximum. The idea behind resource levelling is to reduce wastage of resources i.e., to stop over-allocation of resources.
Project manager will identify time that is unused by a resource and will take measures to prevent it or making an advantage out of it.
By resource conflicts, there are numerous disadvantages suffered by the organization, such as:
Delay in certain tasks being completed
Difficulty in assigning a different resource
Unable to change task dependencies
To remove certain tasks
To add more tasks
Overall delays and budget overruns of projects
The document provides an overview of IAS 36 Impairment of Assets, including the standard's objective to ensure assets are reported at no more than their recoverable amount. It discusses identifying impaired assets, calculating recoverable amount, recognizing impairment losses, reversing impairments, and disclosure requirements. Examples are provided for testing assets and cash-generating units for impairment.
The document discusses the challenges and skills required for effective project management. It covers several key areas including domain knowledge, communication, delegation, managing risks and ambiguity, customer orientation, time management, and decision making. For each area, it provides multiple paragraphs explaining the importance of that skill for project managers and examples of how to demonstrate competency. The overall document serves as a guide for what makes a successful project manager by outlining the various soft skills and expertise needed to lead projects effectively.
The document provides an overview of key concepts in project planning and scheduling including developing a project management plan, defining the project scope and work breakdown structure (WBS), sequencing activities, estimating durations and resources, developing a schedule, calculating early and late dates, determining the critical path, and calculating float. It includes examples of a sample project schedule to demonstrate these scheduling techniques.
This document provides a summary of the Delay and Disruption Protocol published by the Society of Construction Law in October 2002. The Protocol provides guidance on common issues that arise regarding extensions of time and compensation for delay on construction contracts. It outlines 20 core principles relating to delay and compensation that are further explained in the guidance sections that follow. The principles address topics like programming works, granting extensions of time, the effects of concurrent delay and float, valuation of variations, and the basis for calculating compensation. The goal of the Protocol is to provide a framework to help parties avoid unnecessary disputes over delays and help manage changes that occur during a project.
This document provides a summary of the contents to be included in 17 planning package annexures for a substation project. The annexures will include execution summaries, scope of work, project schedules, resource information, work breakdown structures, progress reporting methods, bar charts, S-curves, procurement status, interfaces, risks, and indirect activities. Background calculations are also listed that involve activity cost and weight breakups, cost and weight loading in schedules, and resource preparation and loading.
IFRS IND-AS (2014-2019) Application in IndiaGajveer Mahur
IFRS, Ind-AS 2014-2019 Application in Indian company, financial organisation
International Financial Reporting Standards (IFRS) is a set of accounting standards developed by an independent, not-for-profit organization called the International Accounting Standards Board (IASB).
The document contains a full length mock test with 23 multiple choice questions related to project management concepts based on the PMBOK 5th edition. The questions cover topics like integrated change control, corrective vs preventive actions, communication management, cost of quality calculation, critical path identification, and organizational structures.
The document provides sample questions from a 200 question PMP mock test based on the PMBOK 5th edition. It includes 23 multiple choice questions related to project management processes, tools and techniques such as change control, risk management, scope planning, cost of quality, quality audits, schedule network diagrams, and more. For each question, it provides the question text, multiple choice options, and an explanation for the correct answer.
This document provides definitions and explanations of various accounting, finance, and business terminology. It begins by defining accounting as recording, classifying, and summarizing financial transactions and events. It then discusses key accounting concepts like the accounting equation, bookkeeping, the different branches and systems of accounting, accounting principles, journals, ledgers, and financial statements. The document also defines various accounting terms related to the income statement, balance sheet, cash flows, ratios, stocks, debt, the formation and types of companies, and other business and finance concepts.
This document contains 20 multiple choice questions related to project scope management. The questions cover topics such as inputs and outputs of scope management processes, tools and techniques used in scope planning and control, and differences between scope documentation in waterfall and agile project approaches. Correct answers are provided for each question.
This presentation was given by Ross Garland to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
The document discusses the process of controlling the project schedule according to the Project Management Body of Knowledge (PMBOK) 6th edition. It describes controlling the schedule as monitoring project activities, updating progress, and managing changes to the schedule baseline. Key aspects covered include performing data analysis using techniques like earned value management, conducting schedule performance reviews, developing schedule forecasts, and identifying corrective actions if the schedule deviates from the plan.
This document contains a full-length mock test with 23 multiple choice questions related to project management concepts from the PMBOK Guide 5th edition. For each question, there is one correct answer choice provided. The test covers topics such as project closing, risk management, procurement management, stakeholder engagement, and organizational structures. The purpose of the test is to evaluate understanding of key project management processes and terminology.
Budgeting involves creating formal written financial plans for a specified future time period. The master budget is a set of interrelated budgets that constitutes the overall plan of action for the period and includes operating and financial budgets. Operating budgets include sales, production, direct materials, direct labor, manufacturing overhead, and selling and administrative expense budgets. These budgets establish goals for sales, production, and related expenses. The financial budgets focus on cash needs and include capital expenditures, cash, and budgeted balance sheet budgets. Together the budgets in the master plan allow management to effectively plan and evaluate performance.
O documento discute os acidentes de mergulho relacionados à pressão, incluindo barotraumas na orelha média, seios paranasais, máscara, dente e pulmão, assim como a síndrome da hiperdistensão pulmonar. É explicado como igualizar a pressão nos espaços aéreos do corpo para prevenir barotraumas e bloqueios reversos durante a descida e subida.
The critical path method (CPM) is a project management technique used to schedule tasks and identify the critical path of tasks that must be completed on time to meet deadlines. The critical path is the longest sequence of tasks in a project, where a delay in any critical path task will delay the entire project. CPM involves specifying tasks, determining dependencies, drawing a network diagram, estimating task times, and identifying the critical path to determine the shortest possible project duration. It helps project managers identify important tasks, reduce project timelines, and compare planned vs actual progress.
This document provides an introduction to project management. It defines a project as a temporary endeavor with a defined beginning and end, undertaken to create a unique product or service. A project manager is responsible for achieving the project's objectives and requires technical, project management, and leadership skills. Project management is the application of processes like planning, scheduling, managing, coordinating, leading, communicating, and controlling project activities to meet requirements. The document outlines some key aspects of project management like procurement, risk, quality, communication, human resources, cost, time, and scope.
The document provides an overview of Module 1 of a Certified Financial Planner certification program. It discusses the concepts of financial planning, the financial planning process which involves 6 steps, objectives of financial planning such as emergency funding and retirement planning, how to make financial planning effective, and the responsibilities of both the client and financial planner in the planning engagement.
The document discusses principles of consolidation, including:
1) Consolidated financial statements combine the assets, liabilities, revenues and expenses of a parent company and its subsidiaries, eliminating intercompany transactions and balances. Minority interests in partially owned subsidiaries are also included.
2) When a parent company acquires a controlling interest in another company, a parent-subsidiary relationship is established where the subsidiary remains a separate legal entity but becomes part of the economic unit represented by the consolidated financial statements.
3) Goodwill arises when a parent pays more than the book value of a subsidiary's shares, representing the cost of control. A capital reserve arises if less is paid than book value.
The document discusses project management techniques like CPM and PERT for planning and scheduling projects. It defines key terms like activities, events, critical path. It explains how to construct a network diagram and calculate the critical path. PERT uses three time estimates per activity to calculate expected duration and variance while accounting for uncertainty. The document also discusses crashing the critical path to reduce project duration at additional costs.
Project identification involves screening project ideas and developing initial project concepts or profiles. It is the first stage of the project cycle. Project ideas can come from various macro-level sources like national policies and plans or micro-level sources like identifying unsatisfied demand. Project concepts describe the purpose and justification of the project, stakeholders, resources, impacts, risks and support. Projects are then prioritized using a rating index that considers factors like technical feasibility, costs, market and consistency with priorities. Highly rated projects proceed to further opportunity, pre-feasibility and feasibility studies.
Project management has evolved significantly over time. Early projects from 2500 BC like the Egyptian pyramids were organized but lacked formal management philosophies. In the 1950s, organizations like RAND Corporation began using operations analysis and techniques like PERT and CPM were developed for projects like Polaris missile program. This led to the establishment of project management as a formal discipline in 1959. Over subsequent decades, practices advanced with developments like matrix organizations in 1960s, establishment of PMI in 1967, and introduction of concepts like portfolio management techniques in 2000s.
The document provides an introduction to Primavera, a project planning and scheduling software. It defines key concepts such as activities, relationships, floats, critical paths, and resources. It also describes the basic terminology used in Primavera including activity types, calendars, constraints, cost tracking, and work breakdown structures. The document aims to familiarize users with the basic features and terminology of Primavera to help plan, schedule and monitor projects.
A network diagram is a flow chart that maps out all the tasks in a project and how they relate to each other. It provides a logical sequence of project events and dependencies between tasks. To create a network diagram, you determine all the activities, sequence them, estimate activity durations, and identify which tasks depend on others. The diagram is drawn by linking tasks with arrows to show dependencies from one activity to the next starting with tasks that have no predecessors. Network diagrams help visualize task relationships and identify critical paths and float.
The document discusses project scheduling and tracking methods like PERT charts, Gantt charts, and the critical path method (CPM). PERT charts show task sequences and durations, while Gantt charts graphically present start/end dates. CPM identifies the critical path with the lowest schedule flexibility by performing forward and backward passes to calculate early/late starts and floats. The critical path has zero float and determines the project completion date.
Big Data Value Association (BDVA) - Intro Slide PackStuart Campbell
The document discusses the Big Data Value Public-Private Partnership (BDV PPP) and the Big Data Value Association (BDVA). It provides background on the launch and objectives of the BDV cPPP, which aims to strengthen Europe's data industry and position Europe as a leader in big data. The cPPP involves €2.5 billion in combined public and private investment over 5 years. The BDVA represents the private stakeholders and aims to foster collaboration across industries, organizations and countries. The document outlines the scope and objectives of the BDV cPPP in areas like competitiveness, innovation and societal impact. Key initiatives like European Innovation Spaces and Lighthouse Projects are highlighted as mechanisms to demonstrate big data
Charter & Code, the Human Resources Strategy for Researchers and related EU...Dagmar M. Meyer
Presentation given at the Berlin Workshop of the project IREER – Industrial Relations for EU Excellence in Research Sectors which took place on 15-16 May 2012.
For more details on the IREER project, please see http://ec.europa.eu/employment_social/defis/publigrant/public/publications/127/frame.
The document provides sample questions from a 200 question PMP mock test based on the PMBOK 5th edition. It includes 23 multiple choice questions related to project management processes, tools and techniques such as change control, risk management, scope planning, cost of quality, quality audits, schedule network diagrams, and more. For each question, it provides the question text, multiple choice options, and an explanation for the correct answer.
This document provides definitions and explanations of various accounting, finance, and business terminology. It begins by defining accounting as recording, classifying, and summarizing financial transactions and events. It then discusses key accounting concepts like the accounting equation, bookkeeping, the different branches and systems of accounting, accounting principles, journals, ledgers, and financial statements. The document also defines various accounting terms related to the income statement, balance sheet, cash flows, ratios, stocks, debt, the formation and types of companies, and other business and finance concepts.
This document contains 20 multiple choice questions related to project scope management. The questions cover topics such as inputs and outputs of scope management processes, tools and techniques used in scope planning and control, and differences between scope documentation in waterfall and agile project approaches. Correct answers are provided for each question.
This presentation was given by Ross Garland to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
The document discusses the process of controlling the project schedule according to the Project Management Body of Knowledge (PMBOK) 6th edition. It describes controlling the schedule as monitoring project activities, updating progress, and managing changes to the schedule baseline. Key aspects covered include performing data analysis using techniques like earned value management, conducting schedule performance reviews, developing schedule forecasts, and identifying corrective actions if the schedule deviates from the plan.
This document contains a full-length mock test with 23 multiple choice questions related to project management concepts from the PMBOK Guide 5th edition. For each question, there is one correct answer choice provided. The test covers topics such as project closing, risk management, procurement management, stakeholder engagement, and organizational structures. The purpose of the test is to evaluate understanding of key project management processes and terminology.
Budgeting involves creating formal written financial plans for a specified future time period. The master budget is a set of interrelated budgets that constitutes the overall plan of action for the period and includes operating and financial budgets. Operating budgets include sales, production, direct materials, direct labor, manufacturing overhead, and selling and administrative expense budgets. These budgets establish goals for sales, production, and related expenses. The financial budgets focus on cash needs and include capital expenditures, cash, and budgeted balance sheet budgets. Together the budgets in the master plan allow management to effectively plan and evaluate performance.
O documento discute os acidentes de mergulho relacionados à pressão, incluindo barotraumas na orelha média, seios paranasais, máscara, dente e pulmão, assim como a síndrome da hiperdistensão pulmonar. É explicado como igualizar a pressão nos espaços aéreos do corpo para prevenir barotraumas e bloqueios reversos durante a descida e subida.
The critical path method (CPM) is a project management technique used to schedule tasks and identify the critical path of tasks that must be completed on time to meet deadlines. The critical path is the longest sequence of tasks in a project, where a delay in any critical path task will delay the entire project. CPM involves specifying tasks, determining dependencies, drawing a network diagram, estimating task times, and identifying the critical path to determine the shortest possible project duration. It helps project managers identify important tasks, reduce project timelines, and compare planned vs actual progress.
This document provides an introduction to project management. It defines a project as a temporary endeavor with a defined beginning and end, undertaken to create a unique product or service. A project manager is responsible for achieving the project's objectives and requires technical, project management, and leadership skills. Project management is the application of processes like planning, scheduling, managing, coordinating, leading, communicating, and controlling project activities to meet requirements. The document outlines some key aspects of project management like procurement, risk, quality, communication, human resources, cost, time, and scope.
The document provides an overview of Module 1 of a Certified Financial Planner certification program. It discusses the concepts of financial planning, the financial planning process which involves 6 steps, objectives of financial planning such as emergency funding and retirement planning, how to make financial planning effective, and the responsibilities of both the client and financial planner in the planning engagement.
The document discusses principles of consolidation, including:
1) Consolidated financial statements combine the assets, liabilities, revenues and expenses of a parent company and its subsidiaries, eliminating intercompany transactions and balances. Minority interests in partially owned subsidiaries are also included.
2) When a parent company acquires a controlling interest in another company, a parent-subsidiary relationship is established where the subsidiary remains a separate legal entity but becomes part of the economic unit represented by the consolidated financial statements.
3) Goodwill arises when a parent pays more than the book value of a subsidiary's shares, representing the cost of control. A capital reserve arises if less is paid than book value.
The document discusses project management techniques like CPM and PERT for planning and scheduling projects. It defines key terms like activities, events, critical path. It explains how to construct a network diagram and calculate the critical path. PERT uses three time estimates per activity to calculate expected duration and variance while accounting for uncertainty. The document also discusses crashing the critical path to reduce project duration at additional costs.
Project identification involves screening project ideas and developing initial project concepts or profiles. It is the first stage of the project cycle. Project ideas can come from various macro-level sources like national policies and plans or micro-level sources like identifying unsatisfied demand. Project concepts describe the purpose and justification of the project, stakeholders, resources, impacts, risks and support. Projects are then prioritized using a rating index that considers factors like technical feasibility, costs, market and consistency with priorities. Highly rated projects proceed to further opportunity, pre-feasibility and feasibility studies.
Project management has evolved significantly over time. Early projects from 2500 BC like the Egyptian pyramids were organized but lacked formal management philosophies. In the 1950s, organizations like RAND Corporation began using operations analysis and techniques like PERT and CPM were developed for projects like Polaris missile program. This led to the establishment of project management as a formal discipline in 1959. Over subsequent decades, practices advanced with developments like matrix organizations in 1960s, establishment of PMI in 1967, and introduction of concepts like portfolio management techniques in 2000s.
The document provides an introduction to Primavera, a project planning and scheduling software. It defines key concepts such as activities, relationships, floats, critical paths, and resources. It also describes the basic terminology used in Primavera including activity types, calendars, constraints, cost tracking, and work breakdown structures. The document aims to familiarize users with the basic features and terminology of Primavera to help plan, schedule and monitor projects.
A network diagram is a flow chart that maps out all the tasks in a project and how they relate to each other. It provides a logical sequence of project events and dependencies between tasks. To create a network diagram, you determine all the activities, sequence them, estimate activity durations, and identify which tasks depend on others. The diagram is drawn by linking tasks with arrows to show dependencies from one activity to the next starting with tasks that have no predecessors. Network diagrams help visualize task relationships and identify critical paths and float.
The document discusses project scheduling and tracking methods like PERT charts, Gantt charts, and the critical path method (CPM). PERT charts show task sequences and durations, while Gantt charts graphically present start/end dates. CPM identifies the critical path with the lowest schedule flexibility by performing forward and backward passes to calculate early/late starts and floats. The critical path has zero float and determines the project completion date.
Big Data Value Association (BDVA) - Intro Slide PackStuart Campbell
The document discusses the Big Data Value Public-Private Partnership (BDV PPP) and the Big Data Value Association (BDVA). It provides background on the launch and objectives of the BDV cPPP, which aims to strengthen Europe's data industry and position Europe as a leader in big data. The cPPP involves €2.5 billion in combined public and private investment over 5 years. The BDVA represents the private stakeholders and aims to foster collaboration across industries, organizations and countries. The document outlines the scope and objectives of the BDV cPPP in areas like competitiveness, innovation and societal impact. Key initiatives like European Innovation Spaces and Lighthouse Projects are highlighted as mechanisms to demonstrate big data
Charter & Code, the Human Resources Strategy for Researchers and related EU...Dagmar M. Meyer
Presentation given at the Berlin Workshop of the project IREER – Industrial Relations for EU Excellence in Research Sectors which took place on 15-16 May 2012.
For more details on the IREER project, please see http://ec.europa.eu/employment_social/defis/publigrant/public/publications/127/frame.
This document provides an overview of key concepts in psychology including learning, maturation, growth, and development. It discusses:
1. Different definitions of learning from philosophers like Aristotle and psychologists like Kohler, emphasizing learning as understanding relationships and problem solving.
2. Maturation refers to both physical and functional changes in an organism over time from internal processes rather than experience. It relates indirectly to learning which is based on experience and practice.
3. Growth can be physical and occurs in stages, while development refers to changes in both structure and function as an organism performs different tasks over time.
Developmental psychology studies how human behavior changes over time, from infancy through adulthood. Key theorists include Piaget, who described stages of cognitive development from sensorimotor to formal operations, and Erikson, who proposed psychosocial stages of development. Research employs cross-sectional and longitudinal methodologies to understand maturation, the influence of environment and heredity, and disorders like autism across the lifespan.
Evaluation in education serves several purposes: to assess student achievement, help teachers judge their effectiveness, provide guidance, and improve curriculum, tools, and techniques. There are three main types of evaluation - diagnostic to identify weaknesses, formative to monitor learning and make adjustments, and summative to make judgements about performance. Effective evaluation is comprehensive, continuous, and uses valid and reliable tools such as tests, observations, and self-reporting techniques.
Embassy of Sweden - NETFUND END OF PROJECT EVALUATION REPORTanyonasimon
The document is an evaluation report of the National Environment Trust Fund's Green Innovation Awards program from 2013 to 2015. It was carried out by the Community and Organizational Development Institute and funded by the Embassy of Sweden through the Ministry of Environment and Natural Resources. The evaluation assessed the relevance, effectiveness, efficiency, impacts, and sustainability of the Green Innovation Awards program. It provides conclusions, lessons learned, and recommendations.
- Worsham & Associates will evaluate the Determining Instructional Purposes (DIP) training program developed by Far West Laboratory to determine its effectiveness and marketability.
- The evaluation will use a goal-based model and collect data through surveys, interviews, and observations of DIP trainings between September and December.
- A final report with recommendations on investing further in DIP will be provided to Far West Laboratory administrators by April 15th.
This document outlines the evaluation plan for answering questions about a media product. It discusses using different technologies like SlideShare, Spider Scribe, Photoshop, and Prezi to present information for each question in a concise, visual, and creative format. The plan explains how each technology choice suits the type of content needed for the specific question. It also addresses some limitations or constraints of the technologies.
Pontis Foundation Sote ICT Project Evaluation Report Sote ICT
The evaluation of the project was commissioned by the Pontis Foundation with the main aim to receive sufficient evidence-based conclusions and recommendations in order to make strategic decisions about future “Information and Communication Technology” (ICT) projects to be implemented in Kenya. The structure of the evaluation followed OECD-DAC evaluation criteria.
The conclusion of evaluation findings is:
Relevance of the project - Very High
Efficiency of the project - Rather High
Effectiveness of the project - Rather High
Sustainability of the project - Medium
Impact of the project - Very High
ENBE FINAL PROJECT REPORT PROPOSAL TOWNDarshiini Vig
This document provides information about the investigation and data collection process for a final project proposing a new, sustainable town. It discusses the ancient city of Mohenjo-Daro as an example of an early planned city with a grid street system and water management. It also examines the historic trading town of Hoi An in Vietnam. For present towns, it looks at Georgetown in Penang, Malaysia and Arundel in the UK. It identifies Copenhagen, Denmark as a model for future towns due to its extensive bicycle transportation network. The goal is to draw upon elements from these various places to design a new, livable town that focuses on sustainability.
Final Project Report - The Evaluation and Expansion of the Solar Disinfection...Kristine Lilly
The document summarizes Phase I of a research project evaluating the use of solar disinfection (SODIS) to treat residential greywater in the United States. In Phase I, students standardized a laboratory greywater solution and cultured a chemically resistant strain of E. coli to test SODIS prototype vessels. Testing of prototypes like glass and acrylic tubes demonstrated at least a 4-log (99.99%) reduction in E. coli viability, showing the potential for SODIS to safely treat greywater for reuse. Phase II of the project is proposed to further optimize vessel designs and expand testing of the SODIS method for residential greywater treatment and recycling.
CADRA Project - Program Evaluation Final Report 2015Brandie Green
This document provides a program evaluation of the Community Advanced Data and Research Analysis (CADRA) Project at UNLV. It uses a mixed methods approach, including surveys and interviews, to evaluate CADRA's access and obtainability of data in the Las Vegas community. The evaluation finds that CADRA's primary focuses should be on social networking among stakeholders, implementing as the local data clearinghouse, and establishing long-term funding. The evaluation aims to help CADRA improve and better meet user needs as the program continues to develop.
The document discusses setting up an artificial football ground business in Pune, India. It outlines the vision, business profile, costs, revenues and expenses involved. The total cost of investment is estimated at Rs. 911,000, with 70% financed through a bank loan of Rs. 637,000. Revenue is projected to increase annually from Rs. 2.52 crores in year 1 to Rs. 3.91 crores in year 5. Expenses are also projected to increase each year in line with revenue growth and inflation. Detailed calculations are provided for the bank loan interest and installment amounts over the 4 year repayment period.
Form 7 -_project_report_evaluation_form_2012_v1nurulaida92
This document contains an assessment criteria and evaluation form for a student final year project. It lists 9 criteria for evaluation including an abstract, introduction, literature review, methodology, results, conclusion, report presentation, references, and progress evaluation. Each criteria is weighted and will be scored from 1-10 by a supervisor and examiner. The scores will then be multiplied by the weight to calculate the marks received for each section. The supervisor and examiner will provide an overall score out of 50% and 40% respectively, and may include additional comments.
The document outlines the evaluation scheme for the 10th standard mathematics exam, which includes:
1) A written exam with separate question papers for algebra and geometry, each worth 40 marks and lasting 2 hours.
2) Internal evaluation worth 20 marks, comprising homework assignments worth 10 marks and a term-end multiple choice test worth 10 marks, both based on algebra and geometry syllabi.
3) The algebra syllabus covers topics like arithmetic progression, quadratic equations, and linear equations in two variables worth 60 marks total. The geometry syllabus covers topics like similarity, circles, and coordinate geometry worth another 60 marks total.
Evaluating a Humanitarian Action ProposalShakeb Nabi
This document summarizes the evaluation of a humanitarian project in Northern Sri Lanka. The evaluation assessed the project's relevance, effectiveness, efficiency, sustainability, and capacity. It found that the project aligned with community needs but objectives lacked specificity. Cost efficiency was unclear and timelines unrealistic. The implementing partners were suitable but internal coordination was undefined. Community involvement and local skill-building were emphasized but sustainability mechanisms were lacking. Recommendations included enhancing the project framework, rationalizing costs, strengthening partnerships, and developing sustainability plans.
This document discusses diagnostic testing in mathematics education. It defines diagnostic testing as identifying, determining, and pinpointing characteristics of students to diagnose general and specific weaknesses. The key functions of diagnostic tests are to provide feedback to teachers and students on strengths and weaknesses to identify problems students face and find remedies. Effective diagnostic assessment relies on collecting the right data, correctly interpreting it, and clearly defining learning objectives to construct good multiple choice test items.
Developing effective grant writing skills are essential to acquire competitive funding from government agencies and private foundations.This course will provide students with the background necessary to develop a competitive funding proposal.
Mathematics assessment in junior high school should focus on assessing student mastery of key standards through formative assessment. Formative assessment provides feedback to students to help them improve, and guides teacher instruction, rather than just checking learning. It is important to clearly communicate learning targets to students and use multiple, ongoing measures to evaluate student understanding over time.
This document provides an overview of the Horizon 2020 proposal evaluation process. It discusses key aspects of the process including:
- Individual experts conduct independent evaluations of each proposal and provide scores and comments.
- Experts then convene as a consensus group to discuss evaluations and aim to agree on a consensus report and scores.
- Proposals are evaluated based on excellence, impact, and quality of implementation. Scores must meet thresholds for a proposal to be considered for funding.
- The evaluation is based solely on the material provided in the submitted proposal. Evaluators may not suggest changes or negotiate aspects of the proposal.
All EU institutions support a better alignment between Horizon 2020 and other EU Programmes. In particular the alignment and complementary use of research funding and structural funds is encouraged. It is expected that the Commission will require regions to dedicate regional funds to e.g. innovation and education. Horizon 2020 will also interact with the COSME Programme targeting SMEs in order for SMEs participating in Horizon 2020 to obtain funding for market application and commercialization of research results.
Horizon 2020 proposals place greater emphasis on impact and innovation. Calls are more open and challenge-based, allowing innovative solutions. Proposals may combine different fields and actors. Evaluation focuses on a project's potential contribution rather than recommended changes. Cross-cutting issues like social sciences and gender are integrated across activities.
The document provides guidance on how to write an individual evaluation report (IER) for Horizon 2020 proposals. It outlines the key steps which include: checking for conflicts of interest; reading the call/topic description; understanding the expected structure and content of proposals; evaluating proposals against the criteria of excellence, impact, and quality of implementation; providing scored assessments and comments in the evaluation tool; and considering tips for the final IER writing. Evaluators are instructed to provide a factual assessment based on the written proposal without external input or recommendations. The annex includes an example dummy IER covering the three main evaluation criteria.
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Horizon 2020 rules outline funding rates and eligibility criteria for different types of actions in 2017. The evaluation process is designed to be fair, impartial and efficient, taking around 5 months. Proposals are evaluated based on excellence, impact, and quality of implementation against weighted criteria. Successful proposals clearly address the call topics, have measurable objectives, and convincingly demonstrate how impacts will be achieved and work implemented.
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Characteristics of a winning research proposal ICARDA
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An excellent idea is the basis of a good proposal but is not sufficient….
The expected impacts and implementation aspects are as important ! The proposal should excel in each single criterion !
Be specific in your objectives and expected impacts and clearly demonstrate how you aim to implement and sustain them.
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MBA 599 – Strategic Management Case Project This capsto.docxwkyra78
MBA 599 – Strategic Management Case Project
This capstone course requires each student to construct a detailed and well-thought-out analysis of a
business employing all the relevant strategic analysis tools studied in the course. This project will take the
full term to complete. It is our sincere hope that you will find this project to be the most rewarding effort in
your educational career.
Project Overview
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process of strategic planning is an iterative cycle of research and analysis, ending with a series of choices
about what will be attempted and how it will be approached. The most tangible output is the strategic
planning document. The most important output is the increased understanding that the participants
acquire. Accordingly, the assessment of the final project will be heavily dependent on the quality of the
strategic thinking inside that polished report. Students that focus on the expeditious completion of the
steps may find that they have shortchanged the important and time-consuming exploration and thinking
that is necessary to create a quality strategic case. Since not all tools can tell the planner which factors
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possibly useful to you in your career, industry, or interests, and allows you to explore strategic challenges
in a meaningful way. If you select the industry in which you currently work, you must address two critical
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contributed as opposed to pre-existing information), and (2) succinctly presenting existing information
while adding new insight, analysis, and plans that substantially add to strategy development,
implementation, and/or assessment of the organization. An organization or industry you are interested in
should give you better access to information although you need to pay careful attention to the points
made above.
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related areas. It is impossible to create a strategy without understanding the terms, technologies, market
changes, and so forth in great depth. A.
A Catalunya ja hi ha 626 empreses que ofereixen solucions en economia circular, un àmbit que creix en importància a mesura que augmenta la consciència mediambiental. Consulta les dades al nou informe d’ACCIÓ.
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After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
2. HORIZON 2020
2
Overview of the Evaluation Process
Receipt of
proposals
Individual
evaluation
Consensus
group
Panel Review Finalisation
Evaluators
Individual
Evaluation
Reports
(Usually
done
remotely)
Consensus
Report
(May be done
remotely)
Panel report
Evaluation
Summary Report
Panel ranked list
Eligibility check
Allocation of
proposals to
evaluators
Final ranked list
3. HORIZON 2020
3
Admissibility and eligibility checks
• Admissibility is checked by the Commission/Agency:
− Readable, accessible and printable
− Completeness of proposal
presence of all requested forms
− Inclusion of a plan for exploitation and dissemination
of results (unless otherwise specified in the WP)
• Eligibility checked by the Commission/Agency - however, if
you spot an issue relating to eligibility, please inform the
Commission/Agency
− Minimum number of partners as set out in the call conditions
− Other criteria may apply on a call-by-call basis as set out in the call
conditions
• “Out of scope” – you need to check if the content of a
proposal corresponds, wholly or in part, to the description of
the call or topic
− A proposal will only be deemed ineligible in clear-cut cases
Page limits: Clearly set
out in electronic system;
excess page(s) marked
with a watermark
4. HORIZON 2020
4
Evaluation criteria
• There are three evaluation criteria:
− Excellence (relevant to the description of the call or topic)
− Impact
Communication activities
Research data management where relevant
− Quality and efficiency of the implementation
You should check requests for
‘exceptional funding’ from third country
participants not included in the list
This criterion is not evaluated in the
first stage of a two-stage procedure
• The criteria are adapted to each
type of actions, as specified in the WP
Innovation Management: is a process which
requires an understanding of both market
and technical problems, with a goal of
successfully implementing appropriate
creative ideas.
Typical Output: new or improved product,
service or process.
For consortium: it allows to respond to an
external or internal opportunity.
5. HORIZON 2020
5
Type of actions
Research and Innovation Action
• Action primarily consisting of activities aiming to establish
new knowledge and/or to explore the feasibility of a new
or improved technology, product, process, service or
solution
− For this purpose they may include basic and applied research,
technology development and integration, testing and validation on a
small-scale prototype in a laboratory or simulated environment
− Projects may contain closely connected but limited demonstration or
pilot activities aiming to show technical feasibility in a near to
operational environment
6. HORIZON 2020
6
Type of actions
Innovation Action
• Action primarily consisting of activities directly aiming at
producing plans and arrangements or designs for new,
altered or improved products, processes or services
− For this purpose they may include prototyping, testing, demonstrating,
piloting, large-scale product validation and market replication
− Aiming to validate the technical and economic viability in a (near)
operational environment and/or aiming to support the first
application/deployment in the market of an innovation that has
already been demonstrated but not yet applied/deployed in the market
due to market failures/barriers to uptake
− Projects may include limited research and development activities
7. HORIZON 2020
7
Type of actions
Coordination & Support Action
• Actions consisting primarily of accompanying measures
such as
− standardisation, dissemination, awareness-raising and communication,
networking, coordination or support services, policy dialogues and
mutual learning exercises and studies, including design studies for new
infrastructure, and
− may also include complementary activities of strategic planning,
networking and coordination between programmes in different
countries
8. HORIZON 2020
8
Evaluation criteria
Clarity and pertinence of the objectives
Soundness of the concept, including trans-disciplinary considerations, where relevant
Extent that proposed work is ambitious, has innovation potential, and is beyond the state of the
art (e.g. ground-breaking objectives, novel concepts and approaches)
Credibility of the proposed approach
Excellence
The expected impacts listed in the work programme under the relevant topic
Enhancing innovation capacity and integration of new knowledge
Strengthening the competitiveness and growth of companies by developing innovations meeting
the needs of European and global markets; and, where relevant, by delivering such innovations to
the markets
Any other environmental and socially important impacts (not already covered above)
Effectiveness of the proposed measures to exploit and disseminate the project results (including
management of IPR), to communicate the project, and to manage research data where relevant
Impact
Research and Innovation Actions/Innovation Actions
Coherence and effectiveness of the work plan, including appropriateness of the allocation of tasks
and resources
Complementarity of the participants within the consortium (when relevant)
Appropriateness of the management structures and procedures, including risk and innovation
management
Implementation
9. HORIZON 2020
9
Evaluation criteria
Clarity and pertinence of the objectives
Soundness of the concept
Quality of the proposed coordination and/or support measures
Credibility of the proposed approach
Excellence
The expected impacts listed in the work programme under the relevant topic
Effectiveness of the proposed measures to exploit and disseminate the project results (including
management of IPR), to communicate the project, and to manage research data where relevant
Impact
Coordination & Support Actions
Coherence and effectiveness of the work plan, including appropriateness of the allocation of tasks
and resources
Complementarity of the participants within the consortium (when relevant)
Appropriateness of the management structures and procedures, including risk and innovation
management
Implementation
10. HORIZON 2020
10
Operational capacity
• As part of the Individual Evaluation, give your view on whether
each applicant has the necessary basic operational capacity to
carry out their proposed activity(ies) based on the information
provided
− Curriculum Vitae or description of the profile of the applicant
− Relevant publications or achievements
− Relevant previous projects or activities
− Description of any significant infrastructure or any major items of technical
equipment
• At the consensus group, you consider whether an applicant
lacks basic operational capacity
• If yes, you make comments and score the proposal without
taking into account this applicant and its associated
activity(ies)
• Not for stage 1 of two-stage procedures
11. HORIZON 2020
11
Proposal scoring
• You give a score of between 0 and 5 to each criterion based on your
comments
− Half-marks can be used
− The whole range of scores should be used
− Scores must pass thresholds if a proposal is to be considered for funding
• Thresholds apply to individual criteria…
The default threshold is 3 (unless specified otherwise in the WP)
• …and to the total score
The default overall threshold is 10 (unless specified otherwise in the WP)
• For Innovation actions, the criterion Impact is given a weight of 1.5
to determine the ranking
12. HORIZON 2020
12
Interpretation of the scores
The proposal fails to address the criterion or cannot be assessed
due to missing or incomplete information.
Poor. The criterion is inadequately addressed, or there are serious
inherent weaknesses.
Fair. The proposal broadly addresses the criterion, but there are
significant weaknesses.
Good. The proposal addresses the criterion well, but a number of
shortcomings are present.
Very Good. The proposal addresses the criterion very well, but a
small number of shortcomings are present.
Excellent. The proposal successfully addresses all relevant aspects
of the criterion. Any shortcomings are minor.
0
1
2
3
4
5
14. HORIZON 2020
14
Individual evaluation
• You read the proposal and evaluate it against the evaluation
criteria
− Without discussing it with anybody else
− As submitted - not on its potential if certain
changes were to be made
− Do not penalise applicants that did not provide detailed breakdown costs –
they are not required
• You disregard excess pages marked with a watermark
• You check to what degree the proposal is relevant to the call or
topic
• You complete an Individual Evaluation Report (IER)
− Give your view on operational capacity
− Give comments and scores for all evaluation criteria (scores must match
comments)
− Explain shortcomings, but do not make recommendations
• You then sign and submit the form in the electronic system
Look at the substance:
Some proposals might be
handicapped by language
difficulties, others
deceptively well written
15. HORIZON 2020
15
If a proposal
• Is only marginally relevant in terms of its scientific, technological
or innovation content relating to the call or topic addressed, you
must reflect this in a lower score for the Excellence criterion
− No matter how excellent the science!
• Does not significantly contribute to the expected impacts as
specified in the WP for that call or topic, you must reflect this in a
lower score for the Impact criterion
• Would require substantial modifications in terms of implementation
(i.e. change of partners, additional work packages, significant
budget or resources cut…), you must reflect this in a lower score for
the “Quality and efficiency of the implementation” criterion
• If cross-cutting issues are explicitly mentioned in the scope of the
call or topic, and not properly addressed (or their non-relevance
justified), you must reflect this in a lower score for the relevant
criterion
− A successful proposal is expected to address them, or convincingly explain why not
relevant in a particular case
− Proposals addressing cross-cutting issues which are not explicitly mentioned in the
scope of the call or topic can also be evaluated positively
16. HORIZON 2020
16
Consensus
• It usually involves a discussion on the basis of the individual
evaluations
− It is not just a simple averaging exercise
• The aim is to find agreement on comments and scores
− Agree comments before scores!
− If an applicant lacks basic operational capacity, you make comments and
score the proposal without taking into account this applicant and its
associated activity(ies)
• “Outlying” opinions need to be explored
− They might be as valid as others – be open-minded
− It is normal for individual views to change
• Moderated by Commission/Agency staff (or an expert in some
cases)
− Manages the evaluation, protects confidentiality and ensures fairness
− Ensures objectivity and accuracy, all voices heard and points discussed
− Helps the group keep to time and reach consensus
17. HORIZON 2020
17
Consensus report (CR)
• The rapporteur is responsible for drafting the CR
− Including consensus comments and scores
− In some cases, the rapporteur does not take part in the discussion
• The quality of the CR is paramount
− It often remains unchanged at the panel stage
• The aim of the CR is to give:
− A clear assessment of the proposal based on its merit, with justification
− Clear feedback on the proposal’s weaknesses and strengths
• Avoid:
− Comments not related to the criterion in question
− Comments that are too short or too long or use inappropriate language
you should explain what you mean in an adequate length and clear manner
− Categorical statements that have not been properly verified e.g. “The
proposal doesn’t mention user requirements” – when there is a short reference…
Applicants can challenge those through evaluation review procedures
− Scores that don’t match the comments
− Making recommendations
− Marking down a proposal for the same critical aspect under two different
criteria
18. HORIZON 2020
18
The panel review
• Consists of experts from the consensus groups and/or new
experts
• Ensures the consistency of comments and scores given at the
consensus stage
• Resolves any cases where a minority view is recorded in the
CR
• Endorses the final scores and comments for each proposal
− Any new comments and scores (if necessary) should be carefully justified
• Prioritises proposals with identical total scores, after any
adjustments for consistency
• Recommends a list of proposals in priority order
19. HORIZON 2020
19
Proposals with identical total scores
• For each group of proposals with identical total scores, the panel
considers first proposals that address topics that are not already
covered by more highly-ranked proposals
• The panel then orders them according to:
− For RIAs – First, their score for Excellence, and second, their score for Impact
− For IAs – First, their score for Impact, and second, their score for Excellence
• If there are ties, the panel takes into account the following factors:
− First, the size of the budget allocated to SMEs
− Second, the gender balance of personnel carrying out the research and/or
innovation activities
• If there are still ties, the panel agrees further factors to consider:
− e.g. synergies between projects or contribution to the objectives of the call or of
Horizon 2020
• The same method is then applied to proposals that address topics
that are already covered by more highly-ranked proposals
20. HORIZON 2020
20
Observer(s)
• Appointed by the Commission/Agency may attend any
meetings or monitor remote evaluation, to ensure a high
quality evaluation
• They check the functioning and running of the overall
process
• They advise, in their report, on the conduct and fairness of
the evaluation sessions and, if necessary, suggest possible
improvements
• They do not evaluate proposals and, therefore, do not
express any opinion on their quality
• They may raise any questions - please give them your full
support
21. HORIZON 2020
21
Ethics review
• Only proposals that comply with the ethical principles and legislation
may receive funding
• For proposals above threshold and considered for funding, an ethics
screening and, if necessary, an ethics assessment is carried out by
independent ethics experts in parallel with the scientific evaluation
or soon after
− Proposals involving the use of human embryonic stems cells automatically undergo
an ethics assessment
• For those proposals in which one or more ethical issues have been
identified, the experts will assess whether the ethics issues are
adequately addressed
• The ethics experts will produce an ethics report and give an opinion
on the proposal, including:
− Granting ethics clearance (or not)
− Recommending the inclusion of ‘ethics requirements’ in the grant agreement, or
− Recommending a further Ethics Assessment and/or an Ethics Check or Audit
22. HORIZON 2020
22
Logistics
• A new electronic system for the evaluation of proposals is
available and accessible via your ECAS password
− Please make sure you know your ECAS login and password
• Please bring your own device
− You are invited to bring your own laptop/tablet/notebook for the on-site
evaluation in Brussels
− There are no fixed computers available in the open space/reading rooms
of the evaluation building in Brussels
Laptops are available upon request
Fixed computers are available in the meeting rooms
• Reduction of paper copies
− A few printers are available in the evaluation building in Brussels
− Copies of proposals will be still made available for the on-site evaluation
• Electronic workflow
− The processing of your payment requests is done electronically (no more
queues for reimbursement)