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Updated: Jan 10, 97 |
WP05 - Project Management, Strategic Co-ordination and Consensus-Formation | |
Responsible Partner : CENTIS (C01)
Rationale
To ensure a strong synergy and coherence in all activities. This implies a well structured and effective secretariat able to deal with the variety of sub-tasks and to assist in the relations with the other workpackages..
Objectives
Ensuring two regular functions in the project: the managerial one, and the administration of the project
(all members of the consortium take part in the Project Management Board)
Description
The Management function has the responsibility of monitoring progress of project (work packages and deliverables), ensuring the internal technical cohesion of the work done by the team. This implies the stimulation of strategic and technical discussion and analysis, regarding both current activities and future directions for the Observatory. The Project Management Board is the key-mechanism in the project to get consensus on managerial and strategic issues. Besides individual contacts extensive use of electronic communication means should minimise the necessity for travel and ensure quicker circulation of information. Accordingly, meetings of the PMB could take place on a bimonthly basis.
Extra meetings could be scheduled depending on needs.
Due to the specificity of this project, EHTO's project management should keep a strong liaison with the strategic co-ordination of the project.
Internal Deliverables
Description
Routine administration of the project including more specifically:
Deliverables
The submission of the above reports
Objectives
Proactive organisation of daily work in the Observatory.
Description
Most external contacts to the activities in EHTO will be channelled through the "Central Business Centre", in Brussels. CBC involves a series of sub-activities of vital importance for the overall success and image of the project. It will cover such tasks as: EHTO secretariat, reception of visitors, dispatching enquiries, logistics/public relations for non-EHTO meetings (theme-specific workshops, projects, international institutions, etc.) and for demonstrations.
CBC involves three integrated functions, closely interacting:
* general secretariat and welcome desk which will undertake EHTO global secretariat functions, and the preparation of both consortium and external meetings.
* reception and information help desk which has a permanent link with the Web-Site and the Coordinator, in order to guarantee adequate answers to individual enquiries and handling general issues.
* Business Centre Directorate : monitoring the two previous functions and providing support services responsive to the needs of the Observatory's clients, of the Commission service's, and of the consortium.
Deliverables
None
Achievement indicators
Objectives
Description
Unlike most other projects in the programme-sector, the wide
major goals that were defined for EHTO (it is an accompanying
measure aiming to give strategic support both to the
sector and the programme itself) including its future financial
independence, impose a particular type of co-ordination in EHTO.
This means, for example, that the project co-ordination shouldn't
keep acting only within the work-boundaries established in each
individual work package: a "strategic co-ordination"
should constantly "feed" the project activities with a
"vision" of the dynamic in the market and of its
trends. A strategic co-ordination should give the partners a
possibility to better adequate their work efforts to the real
needs.
At project level, a strategic co-ordination will give the project
the opportunity to implement its role, gradually but effectively,
according to the market's moving scenario.
The strategic Co-ordination of EHTO has an important complementary function, which is the "External Liaison of the Project ", described as below:
Promotion and development of relations with the European Union related sector, and with other relevant world-wide institutions and health organisations
The contacts established through this activity, which will assist in the identification of new developments and policies, will constitute an important link in the information chain of the Observatory.
Deliverables
None
Achievement indicators
Objectives
Promotion of consensus among the different health telematics actors, through clarifying user needs and understanding of the potential of the sector. "Consensus formation" is a key-function of EHTO, mainly aiming to contribute to :
Description
Promoting consensus among the key-European representatives of the different parties involved in the domain, specifically health policy makers, health insurance organisations and health care managers (creation of a health policy group), health professionals and other end users (the end-user group) and the relevant sectors of industry (constitution of an industry group) with a view to clarifying user needs, promoting understanding of the potential of the sector and encouraging a move towards user-friendly solutions.
"Consensus formation" is achieved by two means, as follows:
To achieve consensus-formation, a "Strategic Board" should be set-up, integrating European key-representatives of the 3 groups: health policy group, users group, and industry group. The Strategic Board should give clear contribute to EHTO, through namely its harmonised views and consensus obtained. This contribute will give EHTO a market realistic support, which are fundamental to Observatory future plans and to its adequate strategic implementation. The results obtained through "Strategic Board" work, will also have an impact at the Satellite Sites level.
Deliverables
Background
The previously referred "Consensus formation", in fact concerns two layers of sector- actors. A first layer is represented in the "Strategic Board", through which the Observatory takes a "European" global vision on the health telematics market.
The second layer corresponds to the health telematics activities of the key-players at each national/regional level.
Actual deployment can only succeed if it is done in the
languages of the majority of the players. Therefore EHTO should
be relayed by activities in the local languages. This relay
should act both ways, information flowing from the central site
to the satellites and also from the satellites to the central
site. This would ensure de-fragmentation of the market because
both industry and key buyers could have both a synthetic and
analytical view of needs.
This is the approach underlying the concept of "national
languages satellite sites".
These National Languages Sites will have the additional advantage
of a better promotion of European health telematics services
outside Europe. For example, Spanish and Portuguese Satellite
Sites will reach Central and South American actors; French, added
to English and to Portuguese would ensure better coverage of
Africa.
One could envision that the concept of Satellite Sites could
spread outside of Europe and evolve into a world-wide network of
health telematics observatory sites. For example Canada,
Australia and Eastern countries could be the first starting
points.
Major Guide-lines
Firstly, effective contribution to the deployment of health telematics implies :
Secondly, Satellite-Sites should principally reflect local issues, making them available through the central site to the other local sites.
Each of the national Satellite-Sites can be differently set-up, but all of them should guarantee the interaction with EHTO, being able to work together, and to create synergies.
The first two Satellite-Sites to be installed (in the beginning of 1997) will act as "demonstrators" to other future satellites.
Deliverables
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