metis - 612339-epp-1-2019-1-de-eppka2-ssa-b a sector

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METIS - 612339-EPP-1-2019-1-DE-EPPKA2-SSA-B

A Sector Skills Alliance

Project Acronym: METIS

Project Full Title: MicroElectronics, Training, Industry and Skills

Key Action: Cooperation and Innovation for Good Practices (KA2)

Action: Sector Skills Alliances in vocational educational education and training

Action Type: Sector Skills Alliances for implementing a new strategic approach (Blueprint)

Call for Proposals: EAC/A03/2018

Reference: 612339-EPP-1-2019-1-DE-EPPKA2-SSA-B

Start Date: 1 November 2019

End Date: 31 October 2023

Deliverable D8.1 – Project Management Plan

WP8 Project Management

Due Date: 31/01/2020

Submission Date: 29/01/2020

Lead Partner: SEMI

Status: Final

Author: Stefania Gavra

Reviewers: METIS partners

Deliverable Type: Report

Dissemination Level: Confidential, only for members of the consortium (including EACEA, Commission services and project reviewers)

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Version history

Version Date Author Partner 0.1 15/1/2020 Stefania Gavra SEMI 1.0 29/1/2020 Stefania Gavra SEMI

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Contents Introduction .................................................................................................................................................. 4

Work plan and milestones ............................................................................................................................ 4

Communication channels ............................................................................................................................. 6

Management and operational structures ..................................................................................................... 6

Financial and budgetary projection .............................................................................................................. 9

Reporting .................................................................................................................................................... 12

Internal .................................................................................................................................................... 12

To EACEA ................................................................................................................................................. 13

Risk management........................................................................................................................................ 14

Annex .......................................................................................................................................................... 16

List of tables and figures ............................................................................................................................. 28

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Introduction The Project Management Plan defines tools, mechanisms, schedules for the management of the METIS project. This includes also agreements between partners and coordinator to define reciprocal obligations in terms of operational accountability, responsibilities and financial issues.

It includes the definite project schedule based on actual start/end dates, as well as instructions for all documents to be produced during the project (e.g. reports on dissemination, timesheets), schedule and requirements for internal reporting, etc.

This project management plan is a dynamic document, which will be adapted throughout the project, according to the project’s needs and upon agreement with the consortium.

Work plan and milestones The work plan consists of the 8 METIS Work Packages, specifying the timeline of tasks per WP and the milestones (see Figure 1).

The work plan as an Excel sheet will be available for the partners via the CIRCABC repository.

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Figure 1 – METIS Work plan

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The major milestones for the METIS project per Work Package are:

Table 1 – METIS milestones

# Milestone Month WP1 1 METIS RoadMap 2 WP2 2 Common Methodology 7

3 Skills Anticipation and Occupational Profiles 11 4 METIS Skills Strategy 15 5 Yearly Monitoring and Strategy Updates 22/35/47

WP3 6 Learning Objectives and Learning Outcomes 19 7 METIS Curriculum & Training 29 8 Path to certification and recognition 32 9 METIS Skills Passport, Europass and EURES Suite 32

WP4 10 T&V Plan 35 11 T&V Report 45 12 Final METIS Curriculum and Training 45

WP5 13 METIS Quality Plan 3 14 METIS Interim and Final External Quality Report 24/48

WP6 15 Dissemination & Exploitation Plan 3 16 METIS Website and Platform 3 17 Dissemination & Exploitation Final Report 48

WP7 18 Long-Term Action Plan adopted 48 19 Microelectronics Observatory & Skills Council established 48

WP8 20 Project Implementation Plan 3 21 Interim Project Reports (both technical and financial) 12/24/36 22 Final Project Report 48

Communication channels The METIS consortium will be in contact via monthly Skype calls, on dates to be agreed according to the implementation phase of the project.

Meetings will be organized approximately every 6 months (seven in the duration of the project), hosted by a partner, and will be attended by the consortium and selected guests, upon agreement by the partners.

The agenda of the meetings will be agreed by the partners prior to the meeting, according to the progress and priorities of the project. The minutes of the project meetings are considered a confidential deliverable (D8.2), due one month (30 days) after the date of the meeting.

Management and operational structures The METIS management structure includes a Steering Board, a Project & Financial Management Unit, an Operational Management Team and 8 Work Package Teams.

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The METIS Steering Board, composed of one representative per partner, will provide strategic oversight and remain updated on the progress of the project by the coordinator. The members of the METIS Steering Board are:

Table 2 – METIS Steering Board

Name of Partner Name of SB Member Email address P1 SEMI Europe Emir Demircan [email protected] P2 Infineon Technologies

Austria AG Wolfgang Simoner wolfgang.simoner-

[email protected] P3 Robert Bosch GmbH Thomas Fleischmann [email protected].

com P4 X-FAB France Carole Mossant [email protected] P5 Graphenea

Semiconductor Amaia Zuturuza [email protected]

P6 Summa Semiconductor Ltd

Sami Suihkonen [email protected]

P7 Arcelik Bekir Ozyurt [email protected] P8 Silicon Saxony Frank Bosenberg frank.boesenberg@silicon-

saxony.de P9 Technische Universitat

Graz Bernd Deutschmann [email protected]

P10 Imec Jeroen Geusens [email protected] P11 Dresden Chip Academy Dagmar Bartels [email protected] P12 University of South-

Eastern Norway Roy Kenneth Skulstad-Hansen

[email protected]

P13 Technical University of Sofia

Slavka Tzanova [email protected]

P14 Budapest University of Technology and Economics

Oliver Krammer [email protected]

P15 IAL-FVG Marianna Muin [email protected] P16 FIT Peter Davitt [email protected] P17 CIMEA Giovanni Finocchietti [email protected] P18 WiTEC Mia Norling [email protected] P19 European Association of

Career Guidance Gregory Makrides [email protected]

P20 DECISION Olivier Coulon [email protected]

The Steering Board will decide on :

• major amendments in the planning, tasks and budget, • consortium management • delays and contingency plans.

mailto:[email protected]
























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The coordinator will keep the members of the Steering Board updated via email, and through the CIRCABC document repository, in which all members will have access. Other than the two physical meetings a year, the coordinator will also organize monthly calls with the members of the Steering Board, to update them on the progress of the project.

SEMI Europe, the coordinator and lead of WP8, will assume the functions of Project & Financial Management. The team consists of:

Emir Demircan, Director of Advocacy and Public Policy – [email protected]

Stefania Gavra, Public Affairs Manager – [email protected]

The coordinating team is responsible for project management and reporting to EACEA, people management and administrative & financial management for METIS.

The Operational Management Team (OMT) will safeguard the technical content-related progress of the project. It is composed of the WP leaders and the coordinator. The coordinator will organize ad hoc physical or virtual meetings with the WP leaders depending on the needs of the project.

Table 3 – WP leaders

WP1 SEMI WP2 DECISION WP3 Technical University of Sofia WP4 FIT WP5 CIMEA WP6 SEMI WP7 Silicon Saxony/ SEMI WP8 SEMI

The WP teams appointed by the partners are listed in the annex of this document. They are established at operational level to ensure proper implementation. The METIS work plan consists of 8 WPs. The partners responsible for the execution of specific WPs will establish WP teams to carry-out activities according to plan. Tasks of work package leaders include:

- Assure quality of the work within their WP;

- Initiate meetings of specific working groups, if necessary;

- Manage resources to realise and monitor deliverables and milestones within their WP;

- Report to the Project Coordinator on progress and potential deviations from the work plan, deliverables and milestones;

- Disseminate information to partners.



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The below figure explains the METIS management approach.

Figure 2 – METIS management approach

Financial and budgetary projection

The maximum amount of the grant is EUR 3,988,878.00. The budget is calculated in unit costs, covering the activities directly linked to the implementation of the project (per day/ per staff category/ per group of country).

The four staff categories are:

Manager Researcher Technical Staff Administrative Staff

One person can charge in different categories, as long as this is justified by the description of tasks in the timesheet.

Table 4 – Overview of the budget per partner in EUR

P Name of organization Country EU grant 1 SEMI EUROPE Germany 638,835.00

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2 Infineon Technologies Austria AG Austria 223,283.00

3 Robert Bosch GmbH Germany 204,476.00

4 X-Fab France France 198,854.00

5 Graphenea Semiconductor Spain 162,164.00

6 Summa Semiconductor Ltd Finland 143,370.00

7 Arcelik Turkey 129,930.00

8 Silicon Saxony Germany 173,040.00

9 Technische Universitat Graz Austria 223,253.00

10 Interuniversitair Micro-Electronica Centrum IMEC

Belgium 215,305.00

11 Dresden Chip Academy - SBH Sudost GmbH

Germany 178,227.00

12 Universiteit i Sorost - Norge Norway 199,704.00

13 Technical University of Sophia Bulgaria 134,864.00

14 Budapest University of Technology and Economics

Hungary 144,362.00

15 Innovazione Apprendimento Lavoro IAL FVG

Italy 237,714.00

16 FIT Fast Track into Innovation Technology

Ireland 238,001.00

17 CIMEA Centro di Informazione sulla Mobilità e Equivalenze Accademiche

Italy 168,061.00

18 Forefinger WiTEC European Ass of Women in Science, Engineering and Technology

Sweden 111,518.00

19 European Association of career Guidance

Cyprus 67,642.00

20 DECISION Etudes et Conseil France 196,275.00

The overview of the days dedicated per partner per work package :

WP1

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11

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82 20 22 24 24 18 40 17 14 16 11

P12 P13 P14 P15 P16 P17 P18 P19 P20 TOT % 10 33 33 16 16 17 11 15 20 459 2

WP2

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 270 75 88 88 85 72 150 60 48 80 52

P12 P13 P14 P15 P16 P17 P18 P19 P20 TOT % 39 160 187 54 44 37 29 34 245 1,897 10

WP3

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 285 80 93 88 145 72 175 85 240 175 193

P12 P13 P14 P15 P16 P17 P18 P19 P20 TOT % 163 415 315 249 253 153 35 41 50 3,305 17

WP4

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 258 80 98 93 145 60 300 62 209 222 154

P12 P13 P14 P15 P16 P17 P18 P19 P20 TOT % 214 320 470 335 222 103 38 41 50 3,474 18

WP5

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 135 45 48 48 40 40 102 29 37 30 33

P12 P13 P14 P15 P16 P17 P18 P19 P20 TOT % 33 104 113 33 37 82 32 36 37 1,094 6

WP6

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P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 440 160 110 113 205 90 280 83 107 70 117

P12 P13 P14 P15 P16 P17 P18 P19 P20 TOT % 107 309 337 135 135 137 131 126 157 3,349 17

WP7

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 440 120 120 107 180 90 173 198 55 65 80

P12 P13 P14 P15 P16 P17 P18 P19 P20 TOT % 55 170 190 77 68 77 36 86 118 2,505 13

WP8

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 560 130 130 130 140 110 250 120 130 130 130 P12 P13 P14 P15 P16 P17 P18 P19 P20 TOT % 130 210 210 130 130 130 120 120 130 3,270 17

As agreed upon by the consortium, the budget will be disbursed as follows:

Following the signing of the partnership agreement, the coordinator will disburse 40% of the partner grant

Following the second pre-financing payment from EACEA (after the formal approval of the second Progress Report by the Agency), the coordinator will disburse the second 40% of the Partner grant

Following the approval of the project’s Final Report and financial statement done by the Agency, the amount of the balance payment (20%) will be disbursed to the Partner.

Reporting Internal Internal reporting to the coordinator is divided in 6-month periods:

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Table 5 – Internal Reporting periods

Duration of reporting period in project months

Duration of reporting period in calendar months

Submission of reports in project months

Submission of reports in calendar months

Internal Reporting Period 1

M1-6 November 2019-April 2020

M7 May 2020


M7-12 May 2020-October 2020

M13 November 2020



M19 May 2021


M19-24 May 2021-October 2021

M25 November 2021



M31 May 2022


M31-36 May 2022-October 2022

M37 November 2022



M43 May 2023


M43-48 May 2023-October 2023

November 2023

At the end of each reporting period, partners are submitting reports about their dissemination and exploitation activities, as well as their timesheets. The coordinator will send the timesheet templates bilaterally to the members of the Steering board. The templates for the reports on dissemination activities will be stored in CIRCABC.

To EACEA Reporting to EACEA is divided in the following periods:

Table 6 – Reporting periods to EACEA

Duration of reporting period in project months

Duration of reporting period in calendar months

Submission of reports in project months

Submission of reports in calendar months

Reports submitted

Reporting Period 1

M1-12 November 2019-October 2020

M13 November 2020

Technical report on progress

Financial statement

Supporting documents

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Reporting Period 2


M25 November 2021


Financial statement


Reporting Period 3


M37 November 2022


Financial statement


Final Reporting Period 4


November 2023

Final technical report

Final financial statement


Risk management The partners remain committed to the implementation of the project. Taking into account the robust internal and external quality review mechanisms established in the framework of WP5, the risks are mitigated to the minimum.

In addition to the quality review mechanisms outlined in D5.1 Quality Plan, there will be a risk management process in place for the consortium to follow. In case a partner identifies an imminent risk that may jeopardize the success of the implementation of the project, they will follow these steps:

1) The partner(s) identifying the risk will raise the issue to the WP leader and the coordinator via email.

2) The partner(s) identifying the risk will reflect upon its probability and impact with the WP leader and coordinator.

3) Depending on the risk’s probability and impact, the risk will be raised to the METIS Steering Board, in a regular or urgent call.

4) Depending on what is decided jointly, the consortium will proceed with the agreed actions, to ensure the excellent implementation of the project.

5) The results of the action will be monitored, to make sure that there are no negative impacts on the implementation of the project.

The description of potential risks and the respective mitigation measures can be found in figure 3.

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Figure 3 – Risk Matrix

Risk 1 Probability Impact Change in the partnership Low Medium Mitigation Measures: All Partners engaged in project preparation are fully committed to implementation and mainstream of project results into their ongoing activities. This risk is hence considered to be negligible; nevertheless, the partnership stands ready to identify possible substitutes with the same set of skills and operational/management capacity if need arises. Risk 2 Probability Impact Internal conflicts with the partnership

Low High

Mitigation measures: All METIS partners have a complete understanding of the proposal, activities, deliverables and expected outcome and results. All partners share the vision of the project, lowering risk of possible misunderstanding and conflict. Even in the case of such risk to materialize, the following mitigation measures will ensure resolution of conflict:

• Constant and punctual internal communication mechanisms • Collegial decision-making process: within the partnership the “one-partner-one-vote” rule will

apply, ensuring that all partners have equal say and importance in the definition of next steps and solution of conflicts.

Risk 3 Probability Impact Difficulties in ensuring learners’ participation

Low Medium

Mitigation measures: The risk of not being able to involve a significant number of learners is considered low due to the following factors:

• The consortium in aggregate has a large cohort of learners, hence the ability of partners to mobilise learners is very high

• Partners, both VET and industry, have immediate interest in delivering the training, which will guarantee appropriate involvement.

Risk 4 Probability Impact Difficulties in engaging industry participation

Low High

Mitigation measures: Due to the key industry stakeholders that are members of the consortium, as well as the industry associations SEMI Europe and Silicon Saxony, the chances of lacking industry participation are very slim. However, the partners are fully committed to use their communication channels (social media, mailing lists) to showcase the added value of METIS for the industry, and the importance of the involvement of companies in the core of the METIS work. Risk 5 Probability Impact Difficulties in engaging learners from under-represented groups

Low Medium

Mitigation measures: METIS has a strong skill supply component, with important education partners (Universities and VETs), as well as social partners (WiTEC and EACG). This will enable the project to have access to under-represented groups in microelectronics. In case of difficulties, the dissemination and exploitation plan will be reviewed and adjusted accordingly, and new activities will be developed to enhance the visibility of METIS to all target groups.

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Figure 4 – METIS Risk management process

Annex

Work Package teams

Name of Partner Name of SB Member Email address WP1 SEMI Europe Emir Demircan [email protected] Infineon Technologies


[email protected] Robert Bosch GmbH Thomas Fleischmann [email protected].

com






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Helmer Malthaner [email protected]

X-FAB France Carole Mossant [email protected] Franck Bermond [email protected] Laurence Dassas [email protected] Henryk Schoder [email protected] Estelle Ordines [email protected] Pascal Louis [email protected] Graphenea


A Centeno [email protected] Summa Semiconductor

Ltd Sami Suihkonen [email protected]

om Arcelik Bekir Ozyurt [email protected] Evrim Ozgul [email protected] Silicon Saxony Frank Bosenberg frank.boesenberg@silicon-

saxony.de Steve Federow Steve.federow@silicon-

saxony.de Stefan Uhlig [email protected] Doreen Scheinpflug Doreen.scheinpflug@silicon-

saxony.de Technische Universitat


Imec Jeroen Geusens [email protected] Rudy Lawereins [email protected] Dresden Chip Academy Dagmar Bartels [email protected] Sven Brinkmann Sven.brinkmann@sbh-

suedost.de University of South-


[email protected]

Mehdi Azadmehr [email protected] Technical University of

Sofia Slavka Tzanova [email protected]

Nina Spasova [email protected] Budapest University of

Technology and Economics


Attila Géczy [email protected] Balázs Illés [email protected] IAL-FVG Marianna Muin [email protected] Gabriele De Simone [email protected] FIT Peter Davitt [email protected] George Ryan [email protected] Aoife Sheehy [email protected]








































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Debbie Merrigan [email protected] CIMEA Giovanni Finocchietti [email protected] WiTEC Mia Norling [email protected] Ingrid Thuresson [email protected] European Association of

Career Guidance Gregory Makrides [email protected];

[email protected] Roula Kyrillou [email protected] Andreas Skotinos [email protected] DECISION Olivier Coulon [email protected]

Name of Partner Name of SB Member Email address WP2 SEMI Europe Emir Demircan [email protected] Stefania Gavra [email protected] Infineon Technologies



com Helmer Malthaner [email protected]

m X-FAB France Carole Mossant [email protected] Franck Bermond [email protected] Laurence Dassas [email protected] Henryk Schoder [email protected] Estelle Ordines [email protected] Pascal Louis [email protected] Graphenea









Imec Jeroen Geusens [email protected] Rudy Lawereins [email protected] Dresden Chip Academy Dagmar Bartels [email protected]








































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Sven Brinkmann [email protected]

University of South-Eastern Norway

Roy Kenneth Skulstad-Hansen

[email protected]






Attila Géczy [email protected] Balázs Illés [email protected] IAL-FVG Marianna Muin [email protected] Gabriele De Simone [email protected] FIT Peter Davitt [email protected] George Ryan [email protected] Aoife Sheehy [email protected] Debbie Merrigan [email protected] CIMEA Giovanni Finocchietti [email protected] WiTEC Mia Norling [email protected] Ingrid Thuresson [email protected] European Association of







m X-FAB France Carole Mossant [email protected] Franck Bermond [email protected] Laurence Dassas [email protected] Henryk Schoder [email protected] Estelle Ordines [email protected] Pascal Louis [email protected]





































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Graphenea Semiconductor

Amaia Zuturuza [email protected]







Graz Peter Söser [email protected]




[email protected]








[email protected] Roula Kyrillou [email protected] Andreas Skotinos [email protected]







































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DECISION Olivier Coulon [email protected]













Graz Alicja Michalowska [email protected]




[email protected]



Nina Spasova [email protected]







































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Budapest University of Technology and Economics














saxony.de







































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Steve Federow [email protected]

Stefan Uhlig [email protected] Doreen Scheinpflug Doreen.scheinpflug@silicon-


Graz Dominik Zupan [email protected]




[email protected]






Attila Géczy [email protected] Balázs Illés [email protected] IAL-FVG Marianna Muin [email protected] Gabriele De Simone [email protected] FIT Peter Davitt [email protected] George Ryan [email protected] Aoife Sheehy [email protected] Debbie Merrigan [email protected] CIMEA Giovanni Finocchietti [email protected] Manuela Costone [email protected] WiTEC Mia Norling [email protected] Ingrid Thuresson [email protected] European Association of





[email protected]





































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Robert Bosch GmbH Thomas Fleischmann [email protected]

Helmer Malthaner [email protected]

X-FAB France Carole Mossant [email protected] Franck Bermond [email protected] Laurence Dassas [email protected] Henryk Schoder [email protected] Estelle Ordines [email protected] Pascal Louis [email protected] Graphenea








Graz Dominik Zupan [email protected]




[email protected]






Attila Géczy [email protected] Balázs Illés [email protected] IAL-FVG Marianna Muin [email protected] Gabriele De Simone [email protected] FIT Peter Davitt [email protected]








































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George Ryan [email protected] Aoife Sheehy [email protected] Debbie Merrigan [email protected] CIMEA Giovanni Finocchietti [email protected] WiTEC Mia Norling [email protected] Ingrid Thuresson [email protected] European Association of
















Imec Jeroen Geusens [email protected]








































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Rudy Lawereins [email protected] Dresden Chip Academy Dagmar Bartels [email protected] Sven Brinkmann Sven.brinkmann@sbh-



[email protected]













m X-FAB France Carole Mossant [email protected] Franck Bermond [email protected] Laurence Dassas [email protected] Henryk Schoder [email protected] Estelle Ordines [email protected]






































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Pascal Louis [email protected] Graphenea












[email protected]








[email protected] Roula Kyrillou [email protected]







































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Andreas Skotinos [email protected] DECISION Olivier Coulon [email protected]

List of figures and tables Figure 1 – METIS Work plan .......................................................................................................................... 5 Figure 2 – METIS management approach ..................................................................................................... 9 Figure 3 – Risk Matrix .................................................................................................................................. 15 Figure 4 – METIS Risk management process .............................................................................................. 16

Table 1 – METIS milestones .......................................................................................................................... 6 Table 2 – METIS Steering Board .................................................................................................................... 7 Table 3 – WP leaders ..................................................................................................................................... 8 Table 4 – Overview of the budget per partner in EUR .................................................................................. 9 Table 5 – Internal Reporting periods .......................................................................................................... 13 Table 6 – Reporting periods to EACEA ........................................................................................................ 13



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