Project Management

The project is coordinated by Prof. Miloshev and his team at the Laboratory of Molecular Genetics at the Institute of Molecular Biology, BAS. Prof. Miloshev has a strong background in project management and a good expertise in project implementation. All co-directors will also contribute to the management by following well-established procedures for time management such as follows:

All co-directors together with NPD and PPD have formed a Steering Committee that meets at a regular base (via emails, telephone calls, social media communication, live broadcasting and also during the four transnational project meetings) to communicate to the administrative and financial documentation of the project.

The face-to-face kick-off meeting marked the successful launch of the project. Two interim meetings are also planned for sharing experience and best practices among all co-directors about the implementation of the project, current problems, issues and future directions. A final meeting is scheduled to take place with all co-directors. It is important because on it the final resolution of the project implementation will be presented and the final project evaluation will be performed. All project meetings will be coordinated and organized by the Atlantic Club in Bulgaria (ACB). The ACB in the name of its CEO Dr. Solomon Passy together with his team has more than 25 years of experience in promoting Atlantic values. Moreover, ACB focuses its attention on the process of globalization and one of their main missions is to involve the youth in transforming the Alliance into the global security sector in 21st Century. Their participation in the current NATO SPS project is a high prerequisite for the successful dissemination of all obtained results during project implementation and monitoring, and control. They are a guarantee for the maintenance of excellent conditions for communication and collaboration among all project participants from NATO and NATO-partner countries.

2. A special Advisory Board has been created from volunteers – military specialists, scientists, policy makers and stake-holders. The Board will serve as an independent observer of the project’s activities, expenditures and can help resolve conflicts.

3. A signed management methodology will be prepared and will be followed by the all project co-directors in order to allow structured but flexible framework of processes, documentation and techniques, aimed at developing the following main activities:

  • Definition of the partners’ organizational staff and the sharing of the projects’ organizational chart, in order to promote direct dialogue between the corresponding functions;
  • Definition of working tools for project management to ensure effective governance of the project’s phases and its implementation, communication and collaboration among the partners and between the Partnership and the NATO SPS programme;
  • Executive management of the project (assignment of tasks, contracting of all commitments for project activities)
  • Technical and financial management of the project activities;
  • Management of operational timetables of activities with precise indication of the first six months of operation and proposed date for the first meeting;
  • Monitoring of the overall operational project timetable with identifiable milestones such as:

  • a) for the delivery of periodic implementation reports and financial reporting,
  • b) for the startup meeting among partners and final closing of the project
  • c) for the implementation of deliverables and
  • d) for actions to be taken in case of delay from planned dates;

  • Budget monitoring in relation to any funding reductions made by the SPS advisory board; Preparation of four Interim reports following project plan (Gantt chart)
  • Preparation and transmission to the partners of the technical-administrative documentation (work packages of the project, financial and progress of expenditure forms, activities’ implementation reports, and templates for the assignments to internal and external staff, guideline for sub-contracts).
  • Resolving project conflicts and disputes, reconciling differences of opinion and approaches all of which will follow the Risk management plan.