Quality Management Plan for ERASMUS WelDest Project 2012-2014

ERASMUS Lifelong Learning Program
Health & Well-being in Tourism Destination
2012 - 2014

Work Package 3:
Quality Management
Date:
Author:
Distribution:
File name
Version:
Description:

2013-02-01
Donna Dvorak (IHM)
WelDest project team internal use
2012.2.1.QualityPlan.v05.IHM
5.0
Report presenting the quality
management plan for project WelDest

Version
1
2
3

Date
2012-10-01
2012-11-03
2012-12-12

Status
Draft
Draft
Draft

Author
Dvorak - IHM
Dvorak – IHM
Dvorak – IHM

4

2013-01-16

Draft

Dvorak-IHM

5
6

2013-02-01
2013-08-20

FINAL
FINAL

Dvorak-IHM
Dvorak-IHM

1 WP 3: Quality | ERASMUS WelDest 2012 - 2014

Changes
Updates to tables, Format
Updates to tables, clarification of
terms, modifications in response to
peer comments
Updates to tables, clarification of
status reports and risk assessment
matrix
Revised after removal of UOP team

Table of Contents
1

INTRODUCTION ................................................................................................................................................. 3

1.1

Background......................................................................................................................................................................... 3

1.2

Aim and Scope of the Quality Management Plan .............................................................................................................. 5

2

PROJECT ORGANIZATION AND RESPONSIBILITIES ....................................................................... 6

2.1

Organization structure - roles ............................................................................................................................................ 6

2.2

Division of Work ................................................................................................................................................................. 6

3

PROJECT QUALITY CONTROL ................................................................................................................... 8

3.1

Quality Requirements ......................................................................................................................................................... 8

3.2

Plans .................................................................................................................................................................................... 9

3.3 Performance Quality .......................................................................................................................................................... 9
3.3.1
Preventative Activities – Risk Management ....................................................................................................................... 9
3.3.2
Evaluation of Project Deliverables - Outputs ................................................................................................................... 10
3.4

Process Quality ................................................................................................................................................................. 13

4

COMMUNICATION ......................................................................................................................................... 14

4.1

Meetings ............................................................................................................................................................................ 14

4.2

Exchange of Documents, Correspondence ....................................................................................................................... 14

5

DOCUMENTS ..................................................................................................................................................... 15

5.1

Document Storage and Accessiblity ................................................................................................................................. 15

5.2

Outputs ............................................................................................................................................................................. 15

5.3

Document Format ............................................................................................................................................................. 15

2 WP 3: Quality| ERASMUS WelDest 2012 - 2014

5.4 Nomenclature of Documents: ........................................................................................................................................... 15
Appendix 1 – Work packages and Subtasks ................................................................................................................................... 17
Appendix 2 – Risk Assessment Matrix ........................................................................................................................................... 18

1

Introduction

The purpose of this section is to give a brief description of the WelDest project, including the rationale, objectives and
expectations.
1.1

Background

The Wellness trend is a growing demand factor for tourism and leisure activities globally. However, there are specific
needs and challenges regarding this trend that should be met. For both the customer and the industry, there is some
confusion about correct terminology, as well as what constitutes appropriate services and products for varying needs.
This also extends to a lack of proper educational material and course design at the tertiary and adult-learner level on
Health & Well-being destination development. Wellness is less seasonal and more labor-intensive, and there is a need for
this in many European countries where tourism can act as an economic booster.
The WelDest project aims to address the needs that have been identified above by creating a development framework to
be used by public bodies, destination management organizations (DMOs) and private companies at tourism destinations
willing to strengthen the elements influencing the well-being level of tourists and locals alike. The framework, supported
by educational material, enables development of the tourism destination towards a more holistic and sustainable H&WB
destination.
The objectives of the project are:
1 To outline, via research, the key service supply, resources, staff competencies and elementsof H&WB at tourist
destinations appreciated by both tourists and locals.
2 To identify or strengthen the potential for business opportunities in tourism and leisure and to foster innovation
around H&WB based services and destination development
3 To contribute to lifelong learning at various educational levels, between disciplines and related industries. The
learning process is supported by the following outputs:
a An electronic handbook “Keys to developing a holistic health & well-being tourism destination” (working title),
including a self-assessment and development tool, to be used by public and private bodies developing their
businesses and destinations. For use in tertiary educational institutions with various types/levels of study, the
handbook will be accompanied by course design, including educator instructions.
b A blog providing industry, academia and citizens with new opportunities to improve and share their
knowledge on H&WB and tourism related issues.

The WelDest project combines the knowledge, experience and expertise of academic and industry partners from five
countries (Finland, Austria, Germany, the Czech Republic and the UK). The main project language is English, though
partners’ languages will also be used in various stages of the project.


The duration of the project is 24 months (October 1, 2012 – September 30, 2014) and is comprised of six work packages:
1
1
2
3
4
5

1.2

Project management and leadership
Dissemination
Quality management of the project
Research
Creation of educational materials
Exploitation
Aim and Scope of the Quality Management Plan

This document, for internal use by the WelDest project team, will act as a guide for the internal quality management of the
WelDest Project and contains the general rules agreed upon in order to ensure its success. The plan shows how the
project will be carried out, measured, and monitored.
This quality plan defines the organization structure and the relationships between the partners so that there is a clear
distinction of roles for all participants, and a clear procedure for how the project will be managed and followed up. It also
contains the project time plan, including a timeframe for milestones and major deliverables.
Quality standards, including criteria and indicators are defined, and an evaluation framework, involving both formative and
summative evaluation, is used to ensure quality and continuous improvement. An important aspect of the quality plan is
the capacity for flexibility, allowing for modification or re-aligning of the project processes and objectives based on
feedback and evaluation findings. All partners will be involved as part of the assessment process while delivering this
project.
QP developed and approved at beginning of project to confirm major deliverables/milestone acceptance criteria and
manage approved project processes.


2

Project Organization and Responsibilities
2.1

Organization structure - roles

Management team - The project is led by a management team made up of one representative from each of the partner
countries. Members of this team participate in all partner meetings as well as monthly Skype meetings. They are also
responsible for coordinating communication with their industry and associate partners as well as their other team
members. The Project Manager, responsible for overall project management, leads this team. Team members are:
Susanna Saari (TUAS), Daniel Binder (FH Joanneum), Harprit Thacker (UCB), Donna Dvorak (IHM), Christian Husak
(CHC), Steffen Lange (HNEE)
HEI (Higher Education Institutes) Coordinators – Members of the management team also act as coordinators in their
respective countriesand are responsible for managing the completion of the tasks and subtasks outlined in their work
packages as well as reporting to the Project Manager.
HEI Team members – Responsible for completing the tasks and subtasks of the WPs assigned to their team. In addition,
one member of each team attends the partner meetings along with the coordinator from their team.
Industry partners – Each country in the project is represented by two industry partners. Industry partners provide
research data in the form of interviews and surveys as well as case study material for development of the handbook,
participating also in focus groups as part of the research work package. An industry partner representative also attends
the national-level WelDest camp workshop to be held in pilot destinations, participates in national meetings to discuss and
advise on content issues, and takes part in the international networking and benchmarking event and seminar in Berlin.
Associate partners –Each country in the project is represented by 1-2 associate partners who may provide research
data and material, but whose main role is in disseminating and sustaining the outcomes of WelDest. Associate partners
also participate in local meetings to discuss and advise on content issues.
External auditors – Responsible for assessing the content and usability of the e-handbookand course design.
2.2

Division of Work

To achieve the objectives of WelDest, work is divided into 6 work packages, each with specific subtasks. The list of WPs
and subtasks can be seen, along with the project time plan and duration of each WP and specific subtask in chart 1 in the
appendix.
Lead of WP 1: TUAS, Finland, Susanna Saari.
WP 1 covers the following activities & methods in the listed subtasks:
(ST= Subtask, name of the leader in brackets)

 ST 1 Project implementation plan (TUAS)
 ST2 Financial management (paid to partners in 30%, 30%,40% parts), (TUAS)
 ST3 Contract process , (TUAS)
 ST4 Reports for TUAS (Financial and Functional from partners), (TUAS)
 ST5 Reports for EU (progress report & Final report), (TUAS)
 ST6 Tenders when needed, (TUAS)
 ST7 Partner meetings, agendas, (TUAS)
 ST8 Partner meetings, minutes and action points lists (UCB)

Lead of WP 2: TUAS, Finland, Susanna Saari (work redistributed after removal of UOP team)
 ST 1 Dissemination plan (TUAS)
 ST 2 Dissemination follow up templates (UCB)
 ST 3 Blog (on-going), (FH JOANNEUM)
 ST 4 Logo (FH JOANNEUM)
 ST 5 Power point presentations (about WelDest project & blank template) (FH JOANNEUM)
 ST 6 Project Newsletters & mailing lists (UCB)
 ST 7 Leaflet (language versions (EN/EN, EN/FI, EN/GE, EN/HU, EN/CZ) (FH JOANNEUM, all responsible for
their own language versions)
 ST 8 International networking & benchmarking event with seminar (HNEE)
 ST 9 WelDest Camp workshop on destination development (IHM, all responsible for the national set-up)
 ST 10 Media contacts (press releases, interviews etc.) (IHM)
Lead of WP 3: Donna Dvorak, The Institute of Hospitality Management in Prague (IHM), Czech Republic
 ST 1 Quality plan (for internal & external project quality) (IHM)
 ST 2 WelDest meeting/workshop quality questionnaire & summary, (IHM)
 ST 3 WelDest process quality follow up with mid & end project reports, (IHM)
 ST 4 Quality assessment of educational materials (eHandbook), (UCB)
[WP 1, TUAS takes care of all tenders if needed for subcontracting quality experts]
Lead of WP 4: FH JOANNEUM, Austria, Prof. Kai Illing
 ST1 Research methodology plan (FH JOANNEUM)
 ST 2 Destination and consumer needs analyses, primary research (FH JOANNEUM)
 ST 3 Current status of health and well-being destinations, secondary research (HNEE)
 ST 4 Stakeholder research OST (CHC)
 ST 5 Summary and framework for health & well-being destination elements (TUAS)
Lead of WP 5: Christian Husak Consultancy (CHC), Austria

 ST 1 Development plan for educational material (CHC)
 ST 2 Creation of eHandbook (FH JOANNEUM)
 ST 3 Course design development including educator material (TUAS)
 ST 4 Piloting of the educational material and the course design (CHC)
 ST 5 Improvements and amendments of the educational material (CHC)
Lead of WP 6: UCB, England, Harprit Thacker
 ST 1 Exploitation plan (UCB)
 ST 2 Exploitation follow up templates (UCB)
 ST 3 Articles in national, professional magazines (ALL PARTNERS)
 ST 4 Conference / seminar participation with a paper and scientific article (TUAS)
 ST 5 End project seminar & webinar (TUAS)
 ST 6 Exploitation of the educational material and other outcomes (UCB)

3

Project Quality Control
3.1

Quality Requirements

This section includes a list of the methods that will be used to ensure the required level of quality. Quality management is
divided into three categories:




Plans
Performance quality - preventative activities, evaluation of project deliverables)
Process quality

Evaluation instruments and mechanisms used:









Risk assessment analysis
Quality/satisfaction questionnaires for partner meetings
Quality/satisfaction questionnaires for events (workshops, WelDest camp)
Peer review of deliverables
Expert review of deliverables (external audits)
WP status reports (three times per year)
Focus sessions during partner (and Skype) meetings
Interim and end project progress reports


3.2

Cost report analysis
Plans

Draft versions of the implementation plans for each WP are presented at the first partner meeting. The drafts are
discussed and approved at the meeting by general consensus after feedback and alterations. The plans are then updated
by the WP leaders and reviewed by the partners until final acceptance. There will be a minimum of two rounds of
feedback and alterations for each plan. Updates to the plans should be included in WP status reports.
The WP implementation plans will include qualitative and quantitative indicators for project progress which will be followed
and reported on a regular basis as part of internal project reporting. Plans also include target dates for submission of
deliverables.Plans are stored in the Optima workspace.
Target dates for final versions
Plan
Project implementation plan
Dissemination plan
Quality plan
Research methodology plan
Research methodology plan 2 – original plan to be revised after completion of the needs analysis
Exploitation plan
Development plan for educational material

3.3
3.3.1

Target Date
December 2012
December 2012
December 2012
December 2012
March 2013
December 2013
January 2014

Performance Quality
Preventative Activities – Risk Management

These are techniques to be used early in life-cycle of the project to minimize risks.
A risk assessment matrix (see appendix 2 for original version) has been developed for the various project activities
related to work involved in the project WPs. For each of the activities, the following are identified:
●
Risks
●
Their potential impact on the project
●
Effect (level of impact)
●
Probability of occurrence
The level of impact is assessed with a value of “negligible, marginal, critical or uncontrollable.” Probability is assessed
with a value of „low, medium, or high risk.” Following the calculation of risk exposure, the proposed solution or mitigation
strategies are presented.
Work package leaders are responsible for constantly monitoring and assessing risks related to their respective work
packages, paying special attention to the higher level risks. An interactive version of the matrix is posted separately on
Optima and is accessible to all the project team members to allow for tracking of status and monitoring of the evolution of

the mitigation strategies. Evaluation of the risks as well as strategies and updates will be included as part of the WP
status reports and will be discussed with each team separately at partner meetings.
3.3.2

Evaluation of Project Deliverables - Outputs

Table 1 contains the key project deliverables to be measured for satisfactory quality level.
Deliverables are measured and approved using instruments that include meeting evaluation forms, event evaluation
forms, a peer review process, and expert review process - external audits.
Meeting and event evaluations – to be done by all participants. Quantitative and qualitative data collected through
questionnaires using a digital survey tool that allows respondents to remain anonymous. A 5-point Likert scale is used
wherever possible. A summary of the data collected, including suggestions for changes and improvements will be
compiled after each meeting or event. A standard questionnaire form is used for partner meetings, and specific
questionnaires are developed for each event.
Peer review of deliverables – For deliverables to be evaluated using this instrument, each is reviewed by a partner, who
is nominated by the WP leader and not involved in the production of the deliverable. The deliverable is sent to the WP
leader at least 15 days before the expected delivery date. The WP leader immediately forwards it to the reviewer for
evaluation. The reviewer verifies whether the deliverable satisfies the requirements, description, or objective; identifies
deviations from requirements or problems; and suggests improvements to author. The reviewer returns the evaluation to
the author, whose responsibility it is to either accept or reject the suggestions and decide what actions are to be
undertaken. The deliverable is then submitted to the WP leader along with the reviewer’s evaluation for final approval or
approval contingent on further modification. For certain deliverables the peer review process may be carried out by
multiple reviewers to ensure quality.

Author submits
deliverable to WP leader
(or directly to reviewer)

WP leader forwards
deliverable to nominated
reviewer

Reviewer evaluates
deliverable and sends
evaluation to author

Peer review evaluations should include the following information:




General comments:
 Thoroughness of contents
 Correspondence to project objectives
Specific comments:
 Relevance
 Format(layout, spelling, etc.)


Author accepts/rejects
suggestions, makes
changes, returns
deliverable and eval. to
WP leader

WP leader gives final or
contingent approval



Suggested actions:
 The following changes should be implemented
 Missing information
 Further improvements

A template to be used by reviewers for writing peer review evaluations can be found in the WP 3 folder in Optima.
Expert review of deliverables - external audits - 3 to 5 external specialists will be subcontracted to quality audit the
outcomes of WP 5. The specialists will be representing different area of knowledge (e.g. eLearning, destination/regional
development, tourism development, health and well-being) and will check on the content and usability of the eHandbook& course design and the Self-assessment & development tool. They will be named later as this is a procedure
that involves tenders. The instructions and auditing documents will be created by the lead of WP 5as part of WelDest. The
feedback from the audit will be used to improve the final e-Handbook and its attachments.


Table 1: Evaluation Methods for Specific Deliverables
Work Package
1 -Project
Management
Lead : TUAS,
Finland, Susanna
Saari
2 – Dissemination
Lead: TUAS,
Finland, Susanna
Saari

Deliverable
WelDest Meetings (partner meetings only)
Project meeting agendas

Partner meeting evaluation forms, focus sessions
To be assessed as part of partner meeting evaluation form

Interim and final EACEA reports

Peer review of deliverable
Draft discussed and approved by general consensusat
kickoff meeting, at least 2 rounds of feedback and alterations
before approval of final version
Plan for the event to be drafted and peer-reviewed
Satisfaction evaluation form for events - specific form for the
event
Plan for the event to be drafted and peer-reviewed
Satisfaction evaluation form for events
before approval of final version
3 to 5 external specialists subcontracted to quality audit the
outcomes of WP 5.
before approval of final version.
Plan to be revised again with 2 rounds of feedback and
alternations after completion of needs analysis

Dissemination plan
WelDest newsletters
WelDest leaflet
International networking and benchmarking event and
seminar

3 – Quality
Lead: IHM, Czech
Republic, Donna
Dvorak

Method of Evaluation

WelDest Camp workshops for destination development
Quality plan

Quality assessment of educational materials

4 - Research
Research methodology plan
Lead: FH Joanneaum,
Austria, Prof. Kai Illing

Summary report on destination and consumer needs
analyses, primary research
Summary report on Current status of health and wellbeing destinations, secondary research
Summary report on stakeholder research
Summary report on framework for health and well-being
destination elements
Creation of e-handbook and self-assessment and
development tool

5 - Creation of
Educational Material
Lead: Christian Husak
and Consultancy,
Austria
6- Exploitation
Exploitation plan
Lead:UCB, England,
Harprit Thacker
End project seminar and webinar


Peer review of deliverable, pilot testing with feedback,
external auditors

Draft discussed and approved by general consensus at
kickoff meeting, 2 rounds of feedback and alterations before
approval of final version
Satisfaction evaluation form for events - specific form for the
event

3.4

Process Quality

Process quality will be monitored through summary reports, which are based on meeting or event questionnaires and
focus sessions, WP status reports, and evaluation reports from external audits. Process quality involves



Project progress meetings
Information about work progress

Focus sessions – These sessions will allow for more in-depth monitoring of key questions related to the project. They
will also provide a forum for complaints, suggestions, and satisfaction or dissatisfaction with changes and progress.
Quality will be included in the agendas, and focus sessions will take place at both partner meetings and Skype meetings.
WP status reports - Status reports ensure the quality of the WPs and should be submitted by each WP leader three
times per years to the Quality WP lead in order to compile the interim and end project progress reports.
WP status reports shall be structured as follows:








Introduction
Project activities - (summarize activities in the previous reporting period, list deliverables produced,
presentations given, meetings attended),
WP status - (including subtask reporting*) (Describe the WP started, continued or completed during reporting
period. Summarize their status – e.g. in progress, completed, etc).
(Status should include reference to the risk assessment matrix – noting any updates, new risks or changes,
continuing risks, and strategies that have been implemented to reduce risks).
Project deliverables status–(list deliverables and summarize their status [started, delivered, under evaluation,
accepted)
Comments on the project – (general issues arising from activities performed during the reporting period, new
risks that have arisen during the reporting period)
Project work plan – (forecast what progress is expected in next period and highlight any changes of plan with
respect to the quality plan and last status report)

*Subtask reporting – subtask leaders will send their own status reports to the lead of each WP they are involved in at
least 10 days before the submission of the WP status report.
Status Report
1
2
3
4
5
6

Date
January 2013
May 2013
September 2013
January 2014
May 2014
September 2014


Communication

4
4.1

Meetings

Meetings are important to ensure the progress of WelDest and to maintain the technical and social relationships among
the partners in the project.
WelDest meeting types and topics to be covered:


Partner meetings - all relevant WPs on agenda
Location
Austria
CzechRepublic
Belgium
Germany
UK
Finland

Date
October 2012
May 2013
October 2013
March 2014
June 2014
September 2014



Skype meetings - held at three levels:
1) WelDest management issues, with only management team participating
2) WelDest content issues where e.g. WPs are discussed and all the relevant members are attending
3) WelDest WP issues – one-on-one meetings between WP leaders and the project coordinator



National meetings - conducted by HEI to industry and associate members to discuss and advise on content
related issues.

Decisions in all international partner meetings will be made based on simple majority should consensus not be reached. If
the distribution of votes is even, the project manager’s vote decides. If the national meetings will not reach consensus, the
matter should be taken to the international (Skype) meeting for decision making.
4.2

Exchange of Documents, Correspondence

All documents and computer data files should be exchanged as much as possible viathe Optima workspace. Colleagues
should post in the general discussion area when a file has been added or changed. Colleagues are alerted to new
messages through a message sent to their work email.


5

Documents
5.1

Document Storage and Accessiblity

All documents are to be stored in the Optima workspace for visibility and use for all partners when needed.
Documents are to be stored in the following folders (folders may be added or updated as needed):
Folder/Content
 Introduction to WelDest and Contacts
 Full proposal and support documents - the project application and official documents related to the application
 EACEA agreements and subcontracts - the official project award, evaluation feedback related to the
application
 Reporting folders–LLPProject handbook 2012 and official reports submitted to the EACEA as part of the project
management process
 Partner meetings 2012-2014 - Agendas, minutes, presentations, working papers for all partner meetings and
Skype meetings
 Work packages 1-6 - Details of the working documents and outputs related to each work package
 Photos, etc.
5.2

Outputs

Project outputs will be stored separately in the relevant folder in the Optima workspace as they are developed
5.3

Document Format

All documents will be saved in MS Word or MS Excel. A template (including font, built-in header, footer, page numbers,
etc.) to be used for the creation of Word documents can be found posted as a separate document in the WP 3 folder in
Optima.
Final versions of documents should be marked as final and uploaded to Optima in read-only format.
5.4

Nomenclature of Documents:

All documents must be listed giving for each the issue date, its name, version number (if necessary), status, the author’s
institution, and a sequential number to use as reference (R1,R2....Rn) in communication and correspondence.
Documents should be named as follows:
Date: yy.mm.dd
Document name: Chosen by author (the name should clearly identify the document by stating the purpose or information
it contains)
Version number: (v01, v02....)

Status – (draft, final)
Author’s institution: Authors should use the proper acronym for their institution (IHM, TUAS, UCB, FHJ, CHC)
Reference number: R1, R2....Rn (any change to the document must be followed up with a new reference number)
Example: 2012-10-11-QualityPlan-v01-Draft-IHM-R1
Example: 2012-11-01-PressRelease-FHJ-R6
In communication, the document can simply be referred to as Quality Plan R1 or Press Release R6.


Appendix 1 – Work packages and Subtasks
21

22

23

24
Sep

20

Agu

19

Jul

Feb

18

Jun

17

May

2014

Apr

15

Mar

14

Jan

13

Dec

12

Nov

11

Oct

10

Sep

9

Aug

8

Jul

Mar

7

May

6

Apr

5
Feb

2013
Jan

3
Dec

2
Nov

1
Oct

Health & well-being in tourism destination (WelDest)

Jun

Work is divided into work packages and subtasks all with a lead partner and WP / sub task duration.
Work Packages and Tasks
WP1 Project management 24 months
ST 1 Project implementation plan
ST2 Financial management
ST3 Contract process
ST4 Reports for TUAS
ST5 Reports for EU
ST6 Tenders if/ when needed
ST7 Partner meetings, agendas
ST8 Partner meetings, minutes
Skype meetings to take place once a month
WP 2 Dissemination 24 months
ST 1 Dissemination plan
ST 2 Dissemination follow up templates
ST 3 Blog
ST 4 Logo
ST 5 Power point presentations
ST 6 Project Newsletters & mailing lists from all partners
ST 7 Leaflet
ST 8 International event
ST 9 WelDest Camp workshop
ST 10 Media contacts
WP 3 Quality 24 months
ST 1 Quality plan
ST 2 WelDest meeting/workshop quality
ST 3 WelDest process quality
ST 4 Quality of outcomes
WP 4 Impl; research (16 months)
ST1 Research methodology plan
ST 2 Destination and consumer needs analyses (primary research)
ST 3 Current status of H&WB destinations (secondary research)
ST 4 Stakeholder research (interviews and Open Space Technology)
ST 4 Summary and framework
WP 5 Impl: Creation of educational material (14 months)
ST 1 Development plan for educational material
ST 2 Creation of ehandbook
ST 3 Course design development including educator material
ST 4 Piloting of the educational material and the course design
ST 5 Improvements and amendments of the educational material
WP 6 Exploitation (24 months)
ST 1 exploitation plan
ST 2 exploitation follow up templates
ST 3 An article in a national, professional magazine
ST 4 Conference participation with an academic article

30 %

30 %
F&F

F&F
1.10 .
PM/AT
S.

S.

PM/CZ
S.

S.

1

S.

S.

S.

S.

30.9.

PM/HU
S.

S.

S.

2

PM/DE
S.

S.

S.

S.

S.

3

PM/UK
S.

S.

PM/FI

S.

S.

4

5

Berlin
WS

WS

WS

Plan
plan

plan

plan

ST 5 End project seminar y.2014 with a webinar
ST 6 Exploitation of the educational material and other outcomes


call for
papers

call for
papers

Finland

Appendix 2 – Risk Assessment Matrix
PROJECT ACTIVITIES

PROBLEM/RISK
R1.1 Risks stemming
from multidisciplinary
nature of partners
R1.2 Underestimation of
time needed to produce
deliverables

WP1
Project Management

RISK ANALYSIS
POTENTIAL IMPACT ON THE
PROJECT
Failure to successfully
transfer knowledge and
experience from academia to
the industry partners
Tasks not completed /
Deliverables not submitted
on time

LEVEL OF IMPACT

PROBABILITY

ELIMINATION OF THE RISK

Critical

Medium

Smart and continuing
communication with all
partners

Critical

Medium

Ensure the successful
completion of the activities
and the validity of their
results; Project
management ensure timely
submission of deliverables
Management structured
so as to closely monitor
resource/budget
consumption – take
corrective actions
wherever necessary
All partners commit
sufficient knowledge and
experience
Communication plan as a
part of Project
implementation plan

R1.3 Underestimation of
effort needed to
complete activities

Resource / Budget overrun /
Timetable overrun

Critical

Low

R1.4 Lack of experience
and qualifications of staff
involved
R1.5 Issues related to
partners communication

Results of low quality

Critical

Low

Co-ordination problems /
Disputes among partners

Critical / Marginal

Low


WP 2
Dissemination

The project may fail to get
the expected
end user satisfaction

Critical

Medium

R2.2. Poor dissemination
towards the general
public

WP 2
Dissemination

R2.1. Dissemination
activities fail to target
the correct audiences.

The project may fail to get
the wide acceptance and the
participation of the end
Users
Failure to establish a
common identity of project
as well as failure to
systematically expose the
knowledge and experience
gained of the relevant EU
projects to the relevant end
users group
Low quality of Quality plan
and all quality processes

Critical

Medium

Marginal

Low

Critical

Medium

Co-ordination problems

Critical

Low

Failure to produce quality
eHandbook&course design
and the Self/assessment &
development tool

Critical

Medium

R2.3. Poor common
promotion and
dissemination actions

R3.1. Lack of experience
and qualifications of staff
involved
R3.2. Issues related to
partner communication
WP 3
Quality

R3.3. Selection of
unsuitable external
specialists to audit
quality


Preparation of appropriate
dissemination materials.
Monitor feedback from
dissemination activities
Preparation of appropriate
dissemination materials.
Monitor feedback from
dissemination activities
Dissemination related
ideas, such as make use of
a range of tools in order to
effectively promote and
disseminates the project´s
results

All partners commit
experience
part of Project
implementation plan and
Quality plan
Setting up the experience
with similar kind of
materials as the main
condition for choice
suitable external specialists
to audit quality

R4.1. Lack of experience
with primary and
secondary analysis
R4.2. Issues related to
partners communication

Setting up inappropriate
methodology

Critical

Low

Co-ordination problems /
Collection of incorrect data

Critical

Low

R4.3. Selection of wrong
destinations in each
country

Obtaining incomparable data

Critical

Medium

Lack of sufficient quality
information resulting
from the research phase

Poor quality of eHandbook&course design
development tool
Low quality of eHandbook&course design
development tool
Different level (range) of use
of Educational materials by
the partners, tourism
experts, etc. in each country

Critical

Medium

Critical

Low

Project management
ensure compliance of time
plan

Critical

Low

Communication with the
industry partners about
their needs and
expectation. Outcomes of
WP4/ST2 Destination and
consumer needs analyses,
primary research

WP 4
Research

Lack of time
WP 5
Creation of Educational
material

Other requests from the
partners countries


All partners commit
experience
part of Project
implementation plan and
Research methodology
plan
Pilot research by the
partners. All teams working
with same definition and
core indicators of H&WB
destination
Project management
ensure timely submission
of deliverables of each WP

Lack of time
WP 6
Exploitation

Poor target market
selection

Materials may not be seen as
current. Material will not
reach all target groups.
Information distribution will
be limited

RISK EXPOSURE
IMPACT
UNCOTROLLABLE
CRITICAL
MARGINAL
NEGLIGIBLE

HIGH
High
High
Medium
Medium

PROBABILITY
MEDIUM
High
Medium
Medium
Low

LOW
Medium
Medium
Low
Low


Critical

Low

Critical

Medium

Project management
ensure compliance of time
plan
Defining target groups and
methods to reach them

Quality Management Plan for ERASMUS WelDest Project 2012-2014

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Quality Management Plan for ERASMUS WelDest Project 2012-2014