Management Strategy
KAZDUAL – Implementing dual system in Kazakhstan
(618835-EPP-1-2020-1-KZ-EPPKA2-CBHE-SP)
15.01.2021 – 14.01.2024
Project Coordinator: Laura Khassenova (SKSU)
Prepared by: Marcel Massmann (OVGU)
Contributors: -
Delivery date: M3 – March 2021
Version: V1 – March 2021
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Dissemination Level
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PU
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Public
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PP
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Restricted to other programme participants (including Commission services and projects reviewers)
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CO
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Confidential, only for members of the consortium (including EACEA and Commission services and projects reviewers)
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x
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This document needs to be updated on a regular basis
List of Abbreviations
EACEA Education, Audiovisual and Culture Executive Agency
MB Management Board
PM Project Manager
SC Steering Committee
WP Work Package
Content
List of Abbreviations - 2 -
1. Project Management Structure - 3 -
1.1 Coordinator / Project Manager - 3 -
1.2 Steering Committee - 4 -
1.3 Management Board - 5 -
1.4 WP Leaders - 6 -
1.5 Task Leaders - 6 -
2. Deliverables - 7 -
3. Budget / Finances - 9 -
3.1 Staff Costs per Unit - 9 -
3.2 Payment Procedures - 11 -
4. Management Relevant Procedures - 12 -
4.1 Dissemination and Exploitation - 12 -
4.1.1. Visual identity and Dissemination levels - 12 -
4.2 Quality Assurance - 12 -
4.3 Reporting - 12 -
4.4 Communication Plan - 13 -
4.4.1 Project Communication Tools - 13 -
Annex I: Work Plan - 14 -
1. Project Management Structure
The consortium of KAZDUAL consists of 14 Partners in total. Of these 14 partners, a total of 10 are WP Leaders with management responsibilities. The management structure of the project consists of the following roles:
- Coordinator / Project Manager
- Steering Committee
- Management Board
- WP Leaders
- Task Leaders
1.1 Coordinator / Project Manager
The Project Manager / Coordinator (PM) helds the overall responsibility for the project KAZDUAL (618835-EPP-1-2020-1-KZ-EPPKA2-CBHE-SP) including all its activities and tasks. The role of PM is taken over by Partner 1 (P1), namely the “M Auezov South Kazakhstan University”, specifically Laura Khassenova. With the beginning of the project Laura Khassenova (SKU) has been appointed as PM. The PM is responsible for the overall management of the project, especially with regards to WP 6 – Management.
The PM not only has responsibility towards the Agency (EACEA) but supports all project processes starting from the kick-off and including the implementation, any decision making, project controlling, any necessary change management processes and the successful project finalisation.
The PM is additionally responsible for:
- The organisation, moderation and documentation of project meetings
- The organisation, moderation and documentation of the management board meetings
- The organisation, moderation and documentation of the steering committee meetings
- The organisation, moderation and documentation of management team meetings
The PM can also call for additional meetings when necessary.
Other responsibilities include:
- Provision of management support and advice to all WP Leaders
- Conflict moderation and resolution between partners (if the conflict includes the PM, the conflict parties have to agree on a neutral moderator)
The PM is integral part of the Management Team, Management Board and the Steering Committee.
1.2 Steering Committee
The Steering Committee consists of one member of each institution and is chaired by the project coordinator/project manager (PM). It is the decision making body of the project. The achievement and/or status of deliverables, milestones and financial spending, reports from Q&A and external evaluators as well as raised issues or concerns will serve as basis for decisions. Any decision made within the Steering Committee needs to be reach by 2/3 majority. Every member institution has 1 vote. The PM will moderate the meetings or may assign a neutral moderator. The Steering Committee can call for additional experts from within the consortium or from external in case input is needed to achieve the best possible decision for the project
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Partner
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Role of Organisation
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Steering Commitee Representative
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Substitute Representative
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P1
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M Auezov South Kazakhstan University (SKU)
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Applicant Organisation
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Laura Khassenova
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Aigul Iskakova
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P2
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Otto-von-Guericke-Universität Magdeburg (OVGU)
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Partner Organisation
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Marcel Massmann
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Frank Buenning
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P3
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Tallinna Tehnikakorgkool (TTK)
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Partner Organisation
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Mihhail Kirejev
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Kati Nõuakas
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P4
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Pädagögische Hochschuel Tirol (PHT)
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Partner Organisation
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Regine Mathies
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Ingrid Hotarek
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P5
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ACQUIN
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Partner Organisation
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Giorina Maratsi
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Andre Schlipp
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P6
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CEENQA e.V.
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Partner Organisation
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Maja Milas
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Jan Philipp Engelmann
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P7
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Kazakh national Pedagogical University after Abai (KazNPU)
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Partner Organisation
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Bayan Sapargaliyeva
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Talgat Igissinov
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P8
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Karaganda University named after Academic E.A. Buketov (KarU)
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Partner Organisation
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Svetlana Karstina
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Larissa Tashenova
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P9
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Shakarim University (SSUS)
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Partner Organisation
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Alexandr Koichubayev
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Indira Oralkanova
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P10
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Ministry of Education and Science of the Republic of Kazakhstan (MES RK)
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Partner Organisation[1] [2]
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Banu Narbekova
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Indira Abilmazhinova
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P11
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Independent Agency for Quality Assurance in Education (IQAA)
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Partner Organisation
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Sholpan Kalanova
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Karlygash Jigitcheyeva
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P12
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Karaganda Higher Polytechnic College (KHPC)
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Partner Organisation
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Gabdisagit Aubakirov
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Dina Takshilikova
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P13
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Electrotechnical College Semey
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Partner Organisation[3] [4] [5]
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Akmaral Imanbekova
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Aisulu Moldiyarova
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1.3 Management Board
The Management Board consists of the WP Leaders and is chaired by the Project Manager. The Management Board (MB) consists of the WP Leaders and is chaired by the PM. The WP Leaders as representatives of their WPs will include issues related to their WP in decisions made on the work package level. Any decision made within the Management Board needs to be reach by 2/3 majority. Every member institution has 1 vote. Decisions made by the Management board, that concern overall project management (i.e. achievement and/or status of deliverables, milestones and financial spending, reports from Q&A and external evaluators) will be reported to the Project Manager and to the Steering Committee.
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Partner
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Role of Organisation
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Related WP
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Management Board Representative
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Subsitute Representative
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P1
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M Auezov South Kazakhstan University (SKU)
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Project Coordinator
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1 & 2 & 3 & 4 & 5 & 6
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Laura Khassenova
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Aigul Iskakova
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P2
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Otto-von-Guericke-Universität Magdeburg (OVGU)
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WP Lead
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2 & 6
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Marcel Massmann
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Frank Buenning
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P3
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Tallinna Tehnikakorgkool (TTK)
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WP Lead
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4
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Mihhail Kirejev
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Kati Nõuakas
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P4
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Pädagögische Hochschuel Tirol (PHT)
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WP Lead
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1
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Regine Mathies
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Ingrid Hotarek
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P5
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ACQUIN
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WP Lead
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1
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Giorina Maratsi
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Lyazzat Nugumanova
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P7
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Kazakh national Pedagogical University after Abai (KazNPU)
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WP Lead
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5
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Bayan Sapargaliyeva
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Talgat Igissinov
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P8
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Karaganda University named after Academic E.A. Buketov (KarU)
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WP Lead
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3
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Svetlana Karstina
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Larissa Tashenova
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P9
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Shakarim University (SSUS)
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WP Lead
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3
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Alexandr Koichubayev
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Zhaiyk Tokhtarov
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P11
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Independent Agency for Quality Assurance in Education (IQAA)
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WP Lead
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4
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Sholpan Kalanova
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Karlygash Jigitcheyeva
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P12
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Karaganda Higher Polytechnic College (KHPC)
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WP Lead
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3
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Gabdisagit Aubakirov
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Dina Takshilikova
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P13
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Electrotechnical College Semey
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WP Lead
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3
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Akmaral Imanbekova
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Aisulu Moldiyarova
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1.4 WP Leaders
The Work Package Leader (WP Leaders) are responsible for leading the WPs including the coordination of the task leaders and WP contributors to achieve the WP output as stated in “2. Deliverables”. The WP Leader is responsible for the internal communication regarding the WP as well as the delivery of financial and technical (content) reports to the PM (and, when necessary, evaluators). The WP Leaders are integral part of the Management Board.
1.5 Task Leaders
Task leaders as well as task contributors, manage a single task within a WP a report to the respective WP Leader.
3.2 Payment Procedures
As described in the Grant Agreement and Partnership Agreements:
Payments to Parties are the exclusive tasks of the Coordinator.
In particular, the Coordinator shall:
- -notify the Party concerned promptly of the date and composition of the amount transferred to its bank account, giving the relevant references
- perform diligently its tasks in the proper administration of any funds and in maintaining financial accounts
- undertake to keep the Community financial contribution to the Project separated from its normal business accounts, its own assets and property, except if the Coordinator is a Public Body or is not entitled to do so due to statutory legislation.
Payment Schedule
The payment schedule, which contains the transfer of pre-financing and interim payments to parties, will be handled according to the following:
- Funding of costs included in the Consortium Plan will be paid to EU and TVET Parties after received from the EACEA in separate instalments as agreed below:
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1st Partner Payment
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50% of the pre-financing (meaning 50% of the maximum individual allocated budget of each individual partner institution)
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2nd Partner Payment
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40% of the pre-financing (meaning 40% of the maximum individual allocated budget of each individual partner institution)
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3rd Partner Payment
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10% of the pre-financing (meaning 10% of the maximum individual allocated budget of each individual partner institution)
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- Funding of costs included in the Consortium Plan will be paid to KZ HEIs Parties after received from the EACEA in separate instalments as agreed below:
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1st Partner Payment
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50 % of the estimated unit costs (staff costs + travel and costs of stay) indicated in the Erasmus+ grant contribution at the time of signature of the HEI’s Agreement
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2nd Partner Payment
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40 % of the estimated unit costs (staff costs + travel and costs of stay) indicated in the Erasmus+ grant contribution within 30 days of the reception of the necessary proofs of expenditure/activity covering the amount of advance payment(s) already made and after approval of the interim intermediate report by the EACEA and reception by SKU of the second grant instalment
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3rd Partner Payment
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!0% of the estimated unit costs (staff costs + travel and costs of stay) indicated in the Erasmus+ Brant contribution within 30 days of the reception of the necessary proofs of expenditure/activity covering the amount of advance payment(s) already made and after approval of the final report by the EACEA and reception by SKU of the third grant instalment
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Equipment and sub-contracting for KZ HEIs respectively will be covered directly by the coordinator. Project representatives in KZ HEIs and SKU will adopt all necessary measures for the installation and use of these items in the beneficiary institution. Reimbursement of costs incurred Within 60 days of receipt of the necessary proofs of expenditure/activity (as specified in the Guidelines for the Use of the Grant), the coordinator will reimburse to the beneficiary's account specified on Annex lll of the Partnership Agreement the [part of the] costs actually incurred in accordance with the estimated budget breakdown identified under Annex ll of the Agreement.
4. Management Relevant Procedures
4.1 Dissemination and Exploitation[8]
4.1.1. Visual identity and Dissemination levels
Please use the logo of KazDual and the Logo of the European Commission as seen on the cover page. Additionally, please indicate the dissemination level of the document on the cover page as seen below:
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Dissemination Level
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PU
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Public
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PP
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Restricted to other programme participants (including Commission services and projects reviewers)
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CO
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Confidential, only for members of the consortium (including EACEA and Commission services and projects reviewers)
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x
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4.2 Quality Assurance[9]
4.3 Reporting
Internal project reporting:
The partners will submit their timesheets on a quarterly basis. The respective guidelines on how to fill in the timesheets and how to report can be found in thereporting guidelines
Progress reporting is part of quality assurance. Progress reporting is currently performed in an oral way at each monthly online consortium meeting performed by the WP Leaders and documented in the respective. The minutes of every meeting (including physical meeting and online meetings) are disseminated on a confidential level (and for the first project meetings as part of the project start documentation).
Naming of Reporting Documents
Please name the reporting documents the following way for better oversight in the future:
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Reporting Document
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Name of Document
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Example first reporting (Partner 1)
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Example second reporting (Partner 2)
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Time Sheets (Staff)
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Partner number-staff sheet number (continuing)
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P1-S1
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P1-S2
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Travel Costs
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Partner number – Travel costs number (continuing)
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P1-T1
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P1-T2
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Equipment
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Partner number – Equipment cost number (continuing)
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P1-E1
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P1-E2
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Project reporting towards the EACEA:
The project report towards the EACEA consist of an interim report to be reported in M21 and a final report to be delivered at the end of the project, as stated in the grant agreement:
- Reporting period 1: from month 1 to month 21
- Reporting period 2: from month 22 to month 36.
The INTERIM project reporting towards the EACEA consists of:
a.) a content report per WP as well as several activities (such as dissemination, impact, etc.) and
b.) a financial report based on the days reported per person and activity. The financial report can be drawn from the monthly timesheets.
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Reporting Stage and Responsibility
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Reporting Documents EU
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Individual reporting
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CBHE Joint Declaration
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Individual Travel Report
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Time-Sheet
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Coordinator reporting
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Financial Statements
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Technical Implementation Report
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Audit (coordinator)
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Audit Certificate on the financial statements
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For final report only
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Final Report on implementation of the action
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Reporting table for unit costs – Covid 19
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Reporting Stage and Responsibility
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Additional Documents
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Individual reporting
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Travel costs
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Equipment costs
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4.4 Communication Plan
4.4.1 Project Communication Tools[10] [11]
Project communication is the exchange of project-specific information with the emphasis on creating understanding between the sender and the receiver. Effective communication is one of the most important factors contributing to the success of a project.
The project team must provide timely and accurate information to all stakeholders. Members of the project team prepare information in a variety of ways to meet the needs of project stakeholders. Team members also receive feedback from these stakeholders.
Project communication includes general communication between team members but is more encompassing.
Project Communication Management is the knowledge area that employs the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information.
Project Communication is the responsibility of everyone on the project team. The project manager, however, is responsible to develop the Project Communication Management Plan with the input from the task managers and other project partners.
4.4.2 Purpose of Communication Management Plan
The purpose of the Communications Management Plan is to define the communication requirements for the project and how information will be distributed. The Communications Management Plan defines the following: what information will be communicated; how the information will be communicated (in meetings, email, telephone, newsletter, web portal, etc.); when information will be distributed; who is responsible for communicating project information; how any sensitive or confidential information is communicated and who must authorize this; any constraints, internal or external, which affect project communications; and any standard templates, formats, or documents the project must use for communicating.
This Communications Management Plan sets the communications framework for the KAZDUAL project. It will serve as a guide for communications throughout the life of the project and will be updated as communication needs change. This plan identifies and defines the roles of persons involved in this project. A project team directory is included to provide contact information for all stakeholders directly involved in the KAZDUAL project.
The project manager is responsible to monitor and manage the communications as part of work package 6 – Project management activities, and it is under the responsibility of SKU - South-Kazakhstan University.
4.4.3 Communication Management Approach
Approximately 70% of a Project Manager’s time is spent on communication. Project Management Team are spending most of time on measuring and reporting on the performance of the project, composing and reading emails, conducting meetings, writing the project plan, meeting with team members, overseeing work being performed, meeting with partners and many more activities related to the project. By having a solid communications management approach many project management problems can be avoided.
In the KAZDUAL project the cooperative and open communication approach will be used. One of the major goals of the Erasmus+ project is to share knowledge and exchange information. Therefore, the required infrastructure to enable open channels of communication between all the project partners will be provided. This approach will direct the activities throughout the project and it will also create a sustainable project for the future.
All KAZDUAL project partners will be encouraged to present their insights and lessons learned to be available to as broad a higher education population at their institution as possible. This might be implemented by the project web-portal page, professional publications, and more. However, it is crucial to inform the project management team about every piece of information that each one of the partners wish to exchange with other team members and/or to publish.
We will use multiple communication channels to exchange ideas, information, and reports. We will use electronic media such as emails, ZOOM conversations, videoconferences, in order to provide synchronous conversations while keeping expenses as low as possible. In addition, we will use telephone conversations and meetings to create interactive relations between the partners.
The Project Manager will take a proactive role in ensuring effective communications on this project. As with most project plans, updates or changes may be required as the project progresses or changes are approved. Changes or updates may be required due to changes in personnel, scope, budget, or other reasons. Additionally, updates may be required as the project matures and additional information is available. The project management team is responsible for managing all proposed and approved changes to the communications management plan. Once the change is approved, the project management team will update the plan and supporting documentation and will distribute the updates to the project team and all partners and stakeholders.
4.4.4 KAZDUAL Project Team List
The following table presents contact information for the KAZDUAL coordinators in each one of the partner organizations.
The mail addresses and phone numbers in this table will be used to communicate with these people.
In addition, an updated contact list that includes all the personnel involved in the KAZDUAL project is available at the project web portal.
Table 1. KAZDUAL project team list
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Institution
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Name
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Title
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Position
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Contacts (e-mails, cell, telephones,
WhatsApp, skype, social networks)
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At Institution
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At the Project
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M. Auezov
South-
Kazakhstan
University
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Aigul
Iskakova
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Mrs
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Vice-rector for strategic development and internationalization
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Institutional Coordinator
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aiskakova@bk.ru
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M. Auezov
South
-Kazakhstan
University
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Laura
Khassenova
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Mrs
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Director of the
Bologna process
and Academic mobility centre
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KAZDUAL
Project
Coordinator
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laura_ok_uko@mail.ru
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Otto-von
-Guericke-
University
Magdeburg
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Marcel
Massmann
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Mr
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Head of the Division for International Cooperation
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KAZDUAL Project Co-Coordinator
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marcel.massmann@ovgu.de
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Tallinn
University
of Applied
Sciences
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Marta
Mugur
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Mrs
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Manager
|
Project
manager
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marta@tktk.ee
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Tallinn
University of
Applied
Sciences
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Mihhail
Kirejev
|
Mr
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Visiting lecturer in the Institute of Logistics
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Project
manager,
lecturer
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mihhail.kirejev@tktk.ee
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Tallinn
University
of Applied
Sciences
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Kati
Nõuakas
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Ms
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Acting Director of the Institute of Logistics; Leading Lecturer; Curriculum Coordinator of Transport and Logistics
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lecturer
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kati.nouakas@tktk.ee
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Pädagogische Hochschule
Tirol
|
Regine
Mathies
|
Ms
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Lecturer
|
Participant
Contact
Coordinator
– Key
person 1
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regine.mathies@ph-tirol.ac.at
+43 664 844 9006
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Pädagogische Hochschule
Tirol
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Ingrid
Hotarek
|
Mrs
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Lecturer
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Team member
Vice-Coordinator –
Key person 2
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ingrid.hotarek@ph-tirol.ac.at
+43 676 38 66 323
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Pädagogische Hochschule
Tirol
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Iris
Kahn
|
Mrs
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Lecturer
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Team member
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iris.kahn@ph-tirol.ac.at
+43 699 1903 2548
|
|
Accreditation, Certification and Quality
Assurance
Institute
|
Andre
Schlipp
|
|
Managing
Director
|
ACQUIN
Supervisor
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schlipp@acquin.org / +49 - 921 - 530390 – 77/ https://www.linkedin.com/company/acquin-e-v-/
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|
Accreditation, Certification and Quality
Assurance
Institute
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Giorina
Maratsi
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|
Project
Manager
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Project
Coordinator
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maratsi@acquin.org /+49 - 921 - 530390 – 86/ https://www.linkedin.com/company/acquin-e-v-/
|
|
Accreditation, Certification and Quality
Assurance
Institute
|
Lyazzat Nugumanova
|
Dr.
|
Project
Manager
|
Researcher
|
nugumanova@acquin.org / +49 - 921 - 530390 – 73/ https://www.linkedin.com/company/acquin-e-v-/
|
|
Central
and Eastern
European
Network
of Quality Assurance Agencies
in Higher Education
|
Jan Philipp Engelmann
|
|
Secretary
General
|
Project Manager
and
Administration
|
engelmann@asiin.de
|
|
Central
and Eastern
European
Network
of Quality Assurance Agencies
in Higher Education
|
Maja Milas
|
|
Project
Manager
|
Researcher
|
Maja.Milas@nakvis.si
|
|
Abai Kazakh
National
Pedagogical
University
|
Bayan Sapargaliyeva
|
Mrs
|
Postdoctoral
Researcher
|
Institutional\National Coordinator
WP2,5,4,6
|
bonya_sh@mail.ru
+7 701 732 63 44
|
|
Abai Kazakh
National
Pedagogical
University
|
Talgat
Igissinov
|
Mr
|
Head of
Commercialisation
Office
|
Key Person WP5
|
t.igissinov@gmail.com
|
|
E. Buketov
Karaganda
University
|
Svetlana
Karstina
|
Mrs
|
Head
of the Postgraduate Education Department
|
Institutional Coordinator
|
skarstina@mail.ru
|
|
Shakarim
University
|
Alexandr Koichubayev
|
Mr
|
Dean of
International Faculty
|
Coordinator, Co-Manager of WP 2, 3
|
koychubayev_as@mail.ru
+77773034084
|
|
Shakarim
University
|
Indira
Oralkanova
|
Ms
|
Director of
Department for
Academic Affairs
|
Manager of WP 4 Quality control of the Project
|
indir.85@mail.ru
+77772862986
|
|
Shakarim
University
|
Zhaiyk
Tokhtarov
|
Mr
|
Head of the
Department of
technological equipment
and mechanical engineering
|
Manager of WP 2, 3
|
tinkobai@mail.ru
+77018528452
|
|
Shakarim
University
|
Asset Abylmazhinov
|
Mr
|
Specialist of
International Faculty
|
Manager of WP 5
|
aset-93@mail.ru
+77789195714
|
|
Ministry of
Education and
Science of the
Republic of
Kazakhstan
|
Banu
Narbekova
|
Mrs
|
Head of the Department
|
Coordinator
|
b.narbekova@edu.gov.kz
|
|
Ministry of
Education and
Science of the
Republic of
Kazakhstan
|
Indira
Abilmazhinova
|
Ms
|
Head of the office
|
Administrative
|
i.abilmazhinova
@edu.gov.kz
|
|
Independent
Agency for
Quality Assurance
in Education
|
Aikorkem
Bekeyeva
|
Ms
|
Manager
|
Coordinator
|
bekeyeva@iqaa.kz
|
|
Karaganda
Higher
Polytechnic
College
|
Gabdisagyt Aubakirov
|
Mr
|
Head
|
Coordinator
|
sagit.aubakirov@mail.ru,
kar-polit@krg-edu.kz
|
|
Electrotechnical College in Semei
|
Akmaral Imanbekova
|
Ms
|
Manager of International cooperation
|
Coordinator
|
e-mail: dulatova167@yandex.ru
tel.: +7 702 549 70 75
skype: Akmaral Imanbek
FB: Akmaral Akmaral
|
4.4.5 Communication Methods and Technologies
Project team members use a variety of communication methods to deliver project information, including meetings, telephone calls, email, voicemail, and web portal and institutional websites. Meetings in particular are often the most effective way to distribute information to project stakeholders. Before planning a meeting, the project manager or assigned team member should consider the communication objectives carefully and choose a meeting format that will meet the objectives.
KAZDUAL will develop and maintain a dedicated web portal that will be used to provide updates, archive various reports, and conduct project communications. This platform enables the project management team, as well as authorized stakeholders, to access project data and communications at any point in time. The KAZDUAL web portal also provides the ability for stakeholders and project team members to collaborate on project work and communication.
The web portal address is:http://kazdual.kz/
Responsibility for developing and maintaining the web portal is at KazNPU.
Access to the website will be free and only the financial information will be controlled with a username and password. The project management team is responsible for ensuring all project communications and documentation are copied to the web portal.
All project partners are responsible to transfer a copy of the information to be uploaded to the web portal to the project management team. The partners are also responsible to make sure that the management team has received the information as required.
Additional information and updates will be exchanged through the KAZDUAL newsletter that will be distributed periodically to all the project stakeholders via email and published on the project web portal page.
Table 2. Communication methods
|
Method
|
Purpose
|
Responsibility
|
Frequency
|
Audience
|
|
Project
Consortium
board meetings
|
Making key decisions for
realization of project activities
and financing.
Reporting current project status.
Communicate all changes.
Identify milestones.
Identify and discuss project
issues and corrective actions.
|
Project
coordinator
|
Once per year
|
All project
partners
|
|
Project
Executive board
meetings
|
Ensuring realization of project
activities by WP leaders.
Identify and discuss project
issues and corrective actions.
|
Project
coordinator
|
After each
meeting
|
WP leaders
|
|
Office meeting
|
Report status and progress of
projects and scheduled tasks per
institutions.
|
Project partner
coordinator
|
Weekly/monthly
|
Staff involved in
the project from
the partners
|
|
External
meetings
|
Involve external partners in the
project. Subcontracting issues.
|
Project partner
coordinator
|
As needed
|
All project
partners
|
|
Project web portal
|
Report status and progress of
scheduled milestones and
activities.
General project information.
|
Webmaster
|
As needed every
month of the
project lifetime
|
WP leader
|
|
Correspondence
(letters, memos,
email, zoom)
|
Document status of action
items, decisions made, and
problems encountered.
|
All project
partners
|
As needed
|
All project
partners
|
|
Portal visit
|
In accordance with project
activities.
Identify and discuss problems
and solutions for project obstacles.
Identify project status and
recommendation for
improvement.
|
Project
coordinator and
internal/ external
control expert
|
As needed
|
All project
partners
|
4.4.6 Communication standards
Standardization is a proven way to simplify the complexities of project management communications. The KAZDUAL various communication tools used throughout projects.
In addition to standard templates and/the web portal as a standard platform from which to share information and communicate. Standardization provides a level of simplicity to a project's communication platforms and improves effectiveness and efficiency.
For this project, the partners will utilize standard formats and templates for all formal project communications. The way to simplify the complexities of project management communications. The available for download on the official website of the project.
All KAZDUAL project partners are required to print the following text on any official document of the project.
|
Project number: 618835-EPP-1-2020-1-KZ-EPPKA2-CBHE-SP
"This project has been funded with support from the European Commission. The European Commission's support for the production of this publication does not constitute an endorsement of the contents, which reflect the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
|
In addition, the following are the standards of the KAZDUAL logo, Erasmus+ logo, which are required to appear on every publication related to the project.
Informal project communications should be professional and effective but there is no standard template or format that must be used.
