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CEN/ISSS Knowledge Management Workshop (WS/KM)
Business Plan
Version 2.1 – 25th June 2002
1. Status of this Business Plan
Approved at the Workshop's Kick-Off meeting on 24 June 2002 in Brussels, for a final editorial check by the Workshop participants (comments before 5 July). [Note: Non-trivial changes to the previous version are indicated by "track change" bars.]
2. Workshop supporters (companies, organization, etc.)
Participants in the two pre-kick-Off meetings and in the Kick-Off meeting: see Annexes 1, 2 and 3. An updated list of Workshop registered participants is available from
http://www.cenorm.be/isss/Workshop/km/Default.htm
The main contributors to the Business Plan text are:
Name Organisation Contributions to
Neil Allan Partners in Performance V
Dimitris Apostolou Planet Ernst & Young II, III
Toby Farmer BSI Objectives
Michel Grundstein MG Conseil I-II
Paul Hearn European Commission Objectives, I-V
Anne Jubert European Commission Objectives, I-V
Dominic Kelleher PWC II
Jeroen Kemp Fraunhofer IAO I-III
Nicholas Leck BSGL V
Bjoern Ludwig Sycor AG Objectives, III
Chris Macrae Intangibles Union III
Txomin Olabarri SPRI IV
Marc Pudlatz Fraunhofer IAO I-III
Joel Van Hoolandt KPMG Belgium IV
Klaus Vaupel EKEC I
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Frithjof Weber BIBA Objectives, I-IV
3. Workshop objectives
As organisations strive to improve their business performance and capacity for innovation, their attention is increasingly focussed on how they manage knowledge. Experience has shown that successful KM implementations in business settings prioritise attention on soft issues - including human and cultural aspects, personal motivations, change management methodologies, new and improved business processes enabling multidisciplinary knowledge sharing, communication and collaboration - and see technology as an enabler.
Despite this, most efforts so far at addressing the challenge of KM in business environments have typically taken a "technology-push" approach, concentrating major effort on putting in place IT tools that will “solve the knowledge creation, sharing and reuse problem".
Given this, it is the objective of the Knowledge Management Workshop to investigate those soft areas related to KM which can be the subject of common approaches, good practice identification or standardisation initiatives, and to situate and describe these in the wider organisational context. The overall intention is to provide meaningful and useful guidelines to companies, and notably SMEs, as to how they might align their organisations culturally and socially to take advantage of the opportunities of knowledge sharing within and beyond their organisational boundaries.
These guidelines will take the form of a European Guide to Good Practice in Knowledge Management which will describe how to implement KM successfully within an organisation, and list the benefits awaiting those organisations that are able to do it.
Through its soft, culturally focussed approach, the Knowledge Management Workshop aims to add value to other more technology-focussed initiatives underway within companies and standardisation bodies. The overall result will be a greater complementary benefit for European companies, large and small.
As a result of our work in the Knowledge Management Workshop we aim to identify and develop good practices which can be applied to all types of European businesses, including SMEs, to ensure that these organisations can be assisted as they seek to put in place the cultural, human and environmental ecology necessary to take full advantage of their collective knowledge as they do business in the knowledge economy.
4. Workshop's Work Programme
The Workshop's work programme consists of the following work items: (a detailed description of these work items is included in Annex 4)
Work Item I - Terminology
Comment:
Deleted: and notably to
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Work Item II - Framework
Work Item III - Measurement and Metrics
Work Item IV - Implementation in European SMEs
Work Item V - Organisational Culture
Work Item VI – Integration
Work Item VII – Consultation
New Work Items will be included in the Workshop's business plan, following the Workshop's consensus decision to start work. Proposals for New Work Items will follow the template as in Annex 5.
5. Workshop Organization
Of course, the general principles for Workshops will apply:
- approval by consensus
- possibility to contribute elektronically
- possibiliy for each Workshop to define its own operational rules
The organization of the technical work is as lean as possible:
A) SECRETARIAT
- The secretariat will be installed at the kick-off meeting. This responsibility is taken by a CEN National Member (a National Standards Body - contacts are being made with BSI, with respect to taking up the Secretariat's responsibilities)
This tasks breaks down into the following sub-tasks:
1. Administering Workshop's email exploders and Workshop's web-pages 2. Offering infrastructure for electronic operation 3. Hosting document repository 4. Preparation of the agenda and distribution of information on meetings arrangements. 5. Chasing of actions decided by the meeting. 6. Meeting reporting 7. Document management and distribution 8. Initiating CWA approval process, upon decision by the Chairman 9. Logging of CWA support for transmission to CEN/ISSS Secretariat 10. Provision of input to CEN/ISSS for updating the Workshop's web-pages 11. Updating of Business Plan and Work Item Sheets 12. Helpdesk function for general Workshop issues
13. Administrative contact point
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B) WORKSHOP CHAIR
The Workshop Chair will be installed at the kick-off meeting, possibly in association with a Workshop Vice-chair when appropriate.
The duties of the Chair will include:
- Presiding Workshop plenary meetings and other meetings as appropriate. - Ensuring that the Workshop delivers in line with the Business Plan. - Organizing the representation of the Workshop in external meetings (CEN/ISSS Forum, liaison bodies, etc.)
- Management of the consensus building process - Interfacing with the CEN/ISSS Secretariat regarding strategic directions, problems arising, external relationships, etc.
C) WORKING GROUPS
In order to optimise the organization of technical work, the work will be organized in a number of dedicated Working Groups. Participation in each Working Group is open to all Workshop participants. Working Groups will decide on their own convenor and operational characteristics. Approval of the final deliverables is a matter of the full Workshop and not of the Working Group only. The Workshop can decide its own rules with regard to the practical organization of the technical work and how the work will be supported in terms of use of IT-tools.
D) PROJECT TEAMS / (FUNDED) EDITORS
Funded editors will be selected following the general rules for Project Teams in CEN/ISSS. Some background on Project Teams is included in Annex 6.
Voluntary editors, where such an offer is available, will be appointed by the Workshop's plenary.
6. Resources with timetable
- Chairman: to be provided voluntarily
- Technical Secretariat: funded by EC/EFTA
- Work Items 1-7 - 260 mandays - Project Teams EC/EFTA funded
EC/EFTA funding is ensured in the context of the Commission's support to standardization activities that are in support of eEurope
Deleted: eventually
Deleted: Kick-Off meeting
Deleted: will decide on
Deleted: The following timescales and deadlines for delivery are subject to ratification at the CEN Workshop Kick-off Meeting on June 24
th 2002.
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<Note: The table below has been updated to align with the decision to aim for a 6-8 persons Project Team. In addition, the man days allocation to each work item is indicative only and may be changed later inside the Project Team in view of optimizing resources to reach the requested results >
Calendar Resources (*)
WI M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 Total
I terms
translations 20
II draft framework 40
III draft Metrics 40
IV draft Implementation 80
V draft draft Fiches 60
VI toc, formatting 10
VII event Event 10
(*), The man days allocation to each work item is indicative only and may be changed later inside the Project Team in view of requirements to redirect resources to reach the requested results.
7. Related activities and Liaisons
There is direct participation of representatives of KM communities such as EKMF, EKEC, …
The need for formal liaisons will be decided by the Workshop on a case by case basis.
8. Contact points
Workshop Secretariat: BSI - Toby Farmer; [email protected]
CEN/ISSS Workshop Manager: Luc Van den Berghe; [email protected]
Paul Hearn, European Commission, DG INFSO; [email protected]
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Annex 1: list of participants in the 1st pre-Kick-Off meeting in Brussels of 31 January 2002.
BUCHANAN Allan Danish Standards DK
CARDINALI Fabrizio Giunti Interactive Labs Publishing Group IT
DIJKSTRA Jelte NEN NL
FARMER Toby BSI GB
GRUNDSTEIN Michel MG Conseil FR
HEARN Paul EC DG INFSO BE
JUBERT Anne EC DG INFSO BE
KEMP Jeroen FhG-IAO DE
KETCHELL John CEN/ISSS BE
LUDWIG Bjorn SYCOR AG DE
MOSO Monica CLUSTER CONOCIMIENTO ES
OLABARRI Juan SPRI ES
PUDLATZ Marc FhG IAO DK
REISER Wolfram Dr.Reinold Hagen Stiftung DE
Rosenthal-Sabroux Camille LAMSADE - UNIVERSITE PARIS-DAUPHINE FR
Steurs Wout KPMG Belgium BE
VAN DEN BERGHE Luc CEN/ISSS BE
VAN Hoolandt Joël kpmg Belgium, Knowledge Management Dpt. BE
VAUPEL Dipl, CKM Klaus European Knowledge Economics Council DE
WEBER Frithjof BIBA - University of Bremen DE
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Annex 2: list of participants in the 2nd pre-Kick-Off meeting in Brussels of 21 March 2002.
Neill ALLAN Partners in Performance
Dimitris APOSTOLOU PLANET Ernst & Young
Aurélie DUDEZERT Lab. Génie Industriel Ecole Centrale Paris
Geert ELEMANS CSIZ
Toby FARMER BSI
Michel GRUNDSTEIN MG Conseil
Frederik HAENTJENS Siemens Business Services
Paul HEARN EC DG INFSO
Anne JUBERT EC DG INFSO
Dominic KELLEHER Pricewaterhouse Cooper
Nicholas LECK BSGL (groupe Steria)
Barthélémy LONGUEVILLE Lab. Génie Industriel, Ecole Centrale Paris
Bjoern LUDWIG SYCOR AG
Nada MATTA Lab. Techcico, Univ. Technologie de Troyes
Mounib MEKHILEF Lab. Génie Industriel, Ecole Centrale Paris
Sylvia MIRA-BONNARDEL Equipe Gresti Ecole Centrale Lyon
Juan OLABARRI SPRI
Marc PUDLATZ FhG IAO
Camille ROSENTHAL-SABROUX LAMSADE - UNIVERSITE PARIS-DAUPHINE
Audran SEVRAIN Chambre Régionale de Commerce et d'Industrie d'Alsace (CRCI Alsace)
Wout STEURS KPMG Belgium
Luc VAN DEN BERGHE CEN/ISSS
Joël VAN HOOLANDT kpmg Belgium, Knowledge Management Dpt.
Klaus VAUPEL DIPL, CKM European Knowledge Economics Council
Frithjof WEBER BIBA - University of Bremen
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Annex 3: list of participants in the Kick-Off meeting in Brussels of 24 June 2002.
ALLAN Neill Partners in Performance GB
ARBONIES Angel MIK Mondragon Innovation & Knowledge ES
BICK Markus University of Essen DE
BRADIER Agnes EC DG infso BE
BUCHANAN Allan Danish Standards DK
CORREIO Camino ASESORIA INDUSTRIAL ZABALA, S.A. ES
DIJKSTRA Jelte NEN NL
ELEMANS Geert NICTIZ NL
FARMER Toby BSI GB
GRUNDSTEIN Michel MG Conseil FR
HEARN Paul EC DG INFSO BE
HEISIG Peter Fraunhofer IPK DE
JANSEN Christoph Aachen University of Technology DE
JUBERT Anne EC DG INFSO BE
KELLEHER Dominic Pricewaterhouse Cooper BE
KEMP Jeroen FhG-IAO DE
KETCHELL John CEN/ISSS BE
KNUDSEN Thomas South Denmark EU Office BE
KOUMERI Rafael PLANET ERNST & YOUNG BE
LECK Nicholas BSGL (groupe Steria) FR
LUDWIG Bjoern SYCOR AG DE
MATTA Nada Lab Techcico, Univ Technologie de Troyes FR
MEKHILEF Mounib Lab Génie Industriel, Ecole Centrale Paris FR
MULLER Stéphane CRCI Alsace FR
NOIRET Tina Les femmes autrement BE
OERTEL Regina Aachen University of Technology DE
OXBROW Nigel TFPL GB
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PHILLIPS Nigel London South Bank University GB
REISER Wolfram Dr.Reinold Hagen Stiftung DE
ROOMAN Ronald OMRON Electronics N.V./S.A. BE
Rosenthal-Sabroux Camille LAMSADE - UNIVERSITE PARIS-DAUPHINE FR
Steurs Wout KPMG Belgium BE
VAN DEN BERGHE Luc CEN/ISSS BE
VAN Hoolandt Joël kpmg Belgium, Knowledge Management Dpt. BE
VAUPEL Dipl, CKM Klaus EKEC NL
WEBER Frithjof BIBA - University of Bremen DE
YOUNG Ron Knowledge Associates GB
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Annex 4: detailed description of the work items:
Work Item I - Terminology
Scope
One of the main challenges in knowledge management is to define clearly the terms and concepts involved. Organisations throughout Europe, and notably SMEs, would benefit greatly from a commonly accepted set of terms and definitions for knowledge management.
Approach
Numerous definitions of key terms already exist in the published literature. This work item will therefore not choose to reinvent the wheel but rather to simply repackage those existing terms and definitions which are considered most relevant to the objectives of the Workshop.
The result will be a European KM Glossary comprising 30 core terms and definitions in knowledge management, along with their related translations into other European languages . This glossary will include terms relating to all areas covered by the Workshop – from framework, through metrics and measurement, to implementation and organisational culture.
The glossary will be of significant practical relevance to SMEs as they exchange views and know-how in the domain of knowledge management.
Deliverables
A European KM Glossary of 30 terms and definitions in Knowledge Management, with translations into official languages of the European Union and EFTA. The glossary will be approved as a CEN Workshop Agreement (CWA1) and also made available later as a integral part of the European Guide to Good Practice in Knowledge Management.
Deleted: the official
Deleted: of the European Union
Deleted: all
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Work Item II - Framework
Scope
Successful knowledge management is a balancing act. While experience has shown that socio-cultural issues are often the most difficult to tackle, it is equally important to keep in mind the “bigger picture” – the wider economic, technological and structural issues facing the company as it strives to innovate faster and within which any corporate KM initiative inevitably takes place.
The aim of this work item is to provide a holistic framework, capable of future evolution and adaptation, for KM implementation within and amongst organisations throughout Europe, and notably in SMEs, by referring to diverse viewpoints – for example, economic, socio-technical, techno-structural and socio-organisational. The work will address issues relating to organisational performance, added value, economic and financial criteria, interactions between information systems and individuals (needs and competencies) and between information systems and the organisation (missions, structure, processes and relationship networks). It will also address socio-organisational issues including legal issues, leadership, power distribution, management styles, knowledge sharing, incentive and reward systems, professional culture, ethics and values.
One would hope that through consideration of such a framework, socio-culturally-driven KM efforts can be sure to achieve balanced results anchored in a rigorous and holistic analysis of the organisational context.
Approach
Many interesting and applicable frameworks exist in Europe and elsewhere. The focus of this work will be on identifying a framework (or set of frameworks) which is meaningful and practical to European business organisations, and notably to SMEs. This framework will provide a reference basis for decisions about the application of KM in a variety of business settings.
Deliverables
A European KM Framework which acts as a meaningful and practical guide to the context of KM initiatives - economic, technical, structural, socio-cultural - within the entreprise, and the interplay between these elements. The framework will be approved as a CEN Workshop Agreement (CWA2) and also made available later as a integral part of the European Guide to Good Practice in Knowledge Management.
Deleted: The practical use of such a framework will be demonstrated in lessons learned and success stories from the existing European KM context.
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Work Item III - Measurement and Metrics
Scope
As companies focus on knowledge as a core organisational asset, a number of critical questions are raised concerning how best to measure and track organisational performance in this new knowledge paradigm, and how best to measure the impact of knowledge management initiatives on business.
These are not trivial questions. In order to start on the KM journey, business leaders need to know how applying KM might improve company performance, and how it might lead to faster and better innovation. Once a KM initiative has been launched, it is equally important to track the impact of this initiative and to find ways to measure results.
Approach
Many existing KM measurement and metrics guidelines exist in Europe and elsewhere. This work item will identify a commonly agreed set of key metrics and measurements which have demonstrated their ability to assist knowledge managers and business leaders in assessing improvements in organisational performance as a result of KM. Consideration will be given to describing what to measure, and how, why and when to measure it. Emphasis will be given to measuring results but also to measuring the process by which the results are achieved. Consideration will also be given to assisting managers (notably from SMEs) in deciding what is important to measure in their specific business settings.
Deliverables
A Guide to KM Measurement and Metrics, comprising a set of measurements and metrics which can be considered as good practices and can be applied in European organisations both strategically and operationally. The deliverable will include a Measurement Top 10 section, which will allow knowledge managers and business leaders, notably in SMEs, to kick start their measurement activities with a subset of the most widely-used and generically applicable measures. The outcome of this work item should also provide assistance to help knowledge managers and business leaders to decide what is important to their business and how to measure it. The guide will be approved as a CEN Workshop Agreement (CWA3) and also made available later as a integral part of the European Guide to Good Practice in Knowledge Management.
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Work Item IV - Implementation in European SMEs
Scope
Throughout Europe, SMEs and SME communities are refocusing their activities to collaborate and compete through knowledge. This work item will assist SMEs and SME communities in identifying their readiness for KM, building the business case for KM, identifying and motivating key players, implementing KM successfully within and across their organisational boundaries and networks, and measuring the results of their efforts. The work proposed is considered vital in stimulating take-up and broad adoption of KM practices in European SMEs.
Approach
At a generic level, the work will identify and/or develop guidelines, checklists, questions and answers, models, methodologies and tools based on common needs. It will also attempt to identify items which are partly customisable to meet specific business requirements and needs, particularly of fast-growing companies.
Work will build on currently available guides to good practice, lessons learned, problem solving histories and experiences, and input provided by SME representatives.
The result will be a sound, validated, easy to understand, easy to use and step-by-step guide to successful KM implementation in diverse SME environments.
Deliverables
A Guide to Successful KM Implementation in SMEs comprising (but not necessarily limited to) sections on:
- European maturity grid(s) which can be used by SMEs and SME communities to position themselves with respect to their AS IS status and TO BE targets as "knowledge-based organisations"
- Generic principles, methodologies, good practices, awareness raising and training materials designed to enable SMEs to progress on their journey to successful KM
- Measurement guidelines which will enable SME managers to assess the impact of their KM journey on the organisational competitiveness, and to understand the true impact of their KM activities on their business (taking due account of the activities in work item 3)
- A technology section addressing the specific needs of SMEs in the design of the information and communication technology infrastructure of their organisations, supply chains and communities as they move forward to implement new knowledge sharing and creation opportunities for their businesses
- A set of case studies and stories reflecting experiences and lessons learned by SMEs on the KM journey.
The guide will be approved as a CEN Workshop Agreement (CWA4) and also made available later as a integral part of the European Guide to Good Practice in Knowledge Management.
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Work Item V - Organisational Culture
Scope
The success of any KM initiative is dependant upon an environment which motivates people to communicate, collaborate, innovate, take risks, and share and re-use knowledge. Equally important are appropriate skills, competences and behaviours. The aim of this work item is to guide people at all levels, and in all types of organisations, on how best to use themselves, and their relationships with other people, to manage knowledge well.
Fundamentals like values, trust, beliefs and organisational politics dictate success or failure of KM interventions, so to add real value the KM initiative must address appropriately the existing corporate culture and sub-cultures.
This means using social processes and organisational structures (including self-forming groups) which facilitate the conversion of information to knowledge, and the sharing, distribution and creation of knowledge. Other social processes like change management, managing complexity and “slow management”, communities of practice/interest, organisational learning , narrative, visioning etc. that are important in KM interventions, will also be included in the work.
Finally, technology impacts on culture change and can promote or frustrate KM interventions. Therefore it is proposed to address the issue of how to use technology to drive KM effectively.
Approach
Organisational Culture has already been addressed in a number of fora in European and elsewhere. The work will build on existing work to identify a set of practical guidelines to help knowledge managers and business leaders to tackle the difficult organisational and cultural issues around KM. The work will, where appropriate, be populated with short case studies, stories, lessons learned and experiences which illustrate in simple language the points being made.
Deliverables
A Guide to Organisational Culture & KM comprising (but not necessarily limited to) sections on:
<Alternative title "Guide to creating a culture for a knowledge based organization" - the Workshop will at its next meetings decide on which title is to be chosen>
Achieving buy-in by Top Management, Selling KM to the Organisation, KM and Organisational Learning, Change Management in Practice, Motivating Knowledge Workers and the Organisation to achieve its Objectives, Relating KM Interventions to Existing Cultures, Using Communities Effectively, Using Technology to Drive KM Effectively, identifying and developing and improving appropriate skills, competences and behaviours
Deleted: T
Deleted: Selling
Deleted: KM to
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The guide will be approved as a CEN Workshop Agreement (CWA5) and also made available later as a integral part of the European Guide to Good Practice in Knowledge Management.
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Work Item VI – Integration
Scope
This work item will
- ensure co-ordination and consolidation of the work being undertaken in work items I to V
- ensure reuse and sharing of outputs between work items (e.g. the work on metrics and measurement in III and IV, the introductory work on technology in work items IV and V)
- ensure delivery of results in two formats – firstly, as a set of formal deliverables i.e. CEN Workshop Agreements (CWA1, 2, 3, 4 & 5), and secondly as an integrated publication entitled European Guide to Good Practice in Knowledge Management. This guide will aim to promote the results documented in the CWAs and will be published on the web, as well as in other forms which make it easily updateable by readers.
Deliverables
- Table of contents for European Guide to Good Practice in Knowledge Management
- Integrated documents (web and pdf formats)
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Work Item VII – Consultation
Scope
This work item will ensure that relevant stakeholders are consulted throughout the full lifetime of the activity, to ensure suitability for purpose of the documents delivered, and to ensure later take-up and reuse of results.
Such stakeholders include European research organisations, businesses and business associations, SMEs and SME associations, trade associations, multipliers and catalyst organisations, Chambers of Commerce and European research project consortia and clusters which have a particular interest in providing input to and receiving the output from the work items.
To this effect, there will be organised at least one open event to publicise the work taking place in the Workshop. In addition will the Workshop's interim results be available on the web throughout the Workshop's duration.
Deliverables
(Promotional) events, news, status reports, presentations, web site.
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Annex 5: Template for adding New Work Items to the Workshop's work programme
- Title of Workshop's New Work Item
- Work Item proposer(s)
- Status of the Work Item proposal
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- (optional: objective of the Work Item)
- Scope of the deliverable
Timescales [Typical milestones are:
- Date of acceptance in the BP - Interim document - Acceptance by WS]
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- Resource requirements on work item specific functions such as
Editor
- Contact person (if different from WS
Secretary)
- Any other clarifying text that is deemed necessary or useful
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Annex 6: What are Projects Teams?
1 Project Teams: main characteric
"Project Teams" in a CEN/ISSS context are groups of paid experts. Their creation and functioning are subject to a detailed set of rules, available below. Group of experts co-operating voluntarily on a certain piece of work, therefore is not considered a "Project Team" in this narrow sense.
Project Teams are a light working structure, bringing together for a specified period of time a limited number of technical experts to complete specified tasks, on behalf of a Workshop. It is the Workshop who is responsible for directing the Project Team's deliverables, and for agreeing on what was produced. A Project Team itself has no other responsibility but to produce in line with a workshop's expectations.
2 How Project Team proposals are established
The creation of a Project Team has to be agreed by the Workshop concerned and this decision has to be reflected in the Workshop's Business Plan. The proposal for a Project Team shall provide the necessary information to enable a good understanding of the expected task(s) and the corresponding outcome. Proposals must therefore at least contain the following sections:
1. Title of the Project Team to be established
2. Subject and Scope
3. Justification of a PT
4. Reference authority (Workshop in charge of the follow-up of action)
5. General context/Background/Environment
6. Work plan, including duration and target dates
7. Manpower (in man-days or man-months)
8. Characteristics of the expertise required and criteria for selection of candidates
9. Expected deliverable(s).
If relevant, and according to the type of work assignment, the Project Team's Terms of Reference should also provide information about reference specifications and documents, and connected working bodies.
3 Selection of Project Team experts
The Project Team experts are selected from the applications received as a result of an open Call for Experts, by a Selection Panel which includes the Chairman and Secretary of the Workshop, the Project Manager of any relevant Workshop Project, a
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representative of the CEN Secretary-General, and one or more specialists who have a good knowledge of the subject concerned, and its industrial and standardization environment. Of couse, members of the Selection Panel shall not be Project Team candidates themselves.
Equally, during the Project Team's existence, measures will be taken to guarantee the necessary neutrality in the chairing of the discussion or evaluation of the Project Team's deliverables by the Workshop, in case the Chairman or a Workshop Project Manager would be a paid Project Team expert.
The Workshop registered participants have to be informed on the composition of the Project Team and may express objections to selected experts, with the grounds of their objection. In such cases, the Selection panel will consider the objections and notify the Workshop registered participants of the outcome of their consideration.