ELBA Loyihasi

610170-EPP-1-2019-1-ES-EPPKA2-CBHE-JP ELBA

ELBA: Markaziy Osiyoda “BigData Intelligent Analysis” bo’yicha o’quv va ilmiy markazlarni tashkil qilish va kurslarni ishlab chiqish/ Establishment of training and research centres and Courses development on Intelligent Big Data Analysis in CA”

Муддат: 36 ой (15/11/2019-14/11/2022)

Лойиҳа мақсади: Марказий Осиёда катта ҳажмли маълумотларнинг интеллектуал таҳлили бўйича ўқув-тадқиқот марказларини очиш ва курсларни ишлаб чиқиш.

Лойиҳани асослаб берилиши:

– Ўзбекистон ва Марказий Осиёда ҳозирги замонда ишлаб чиқариш, ташкилотлар, бозор инфратузилмасида, иқтисодиёт, интеренет тармоғи, социал тармоқлар ва бошқа барча соҳаларда маълумотлар ҳажмининг кескин кенгайиб бориши ушбу катта ҳажмдаги маълумотлардан самари фойдаланиш заруриятини туғдиради;

– катта ҳажмдаги маълумотларин қайта ишалб прогнозлаш(об-ҳаво, бозони қонунияти, келажакдаги касблар ва ҳоказолар) усулларидан фодаланиб келажакдаги фаолиятни олиб боришни режалаштириш зарурияти;

– жамиятда интеллектуал тизимларга эҳтиёжнинг пайдо бўлиши;

– бу соҳада етарли билим, малака ва тажрибани мавжуд эмаслиги ва жаҳон тажрибасини ўрганиш талаба;

– олий ўқув юртларида ушбу соҳада ишла учун марказларин ташкил этиш ва ишлаб чиқиш муаммоларини ечиш, ушбу соҳада мутахассилани тайёрлаб бериш ва ҳоказолар.

Кутилаётган натижалар: катта ҳажмдаги маълумотларни интеллеектуал қайта ишлаш курсларини шаклланитирш ва ўқув жараёнига қўллаш; катта ҳажмдаги маъумотларни интеллекутал қайта ишлаш бўйича мутахассисларни тайёрлаш; олий ўқув юртлари таснифида катта ҳажмдаги маълумотларни интеллеектуал қайта ишлаш бўйича марказлар ишини ташкил этиш;  марказлар фаолияти ва олий таълим потенциалидан фойдаланиб ишлаб чиқариш муаммоларини ечиш.

Яратилган курсларнинг 30% инглиз тилида ўтилиши режалаштирилган; янги дастурий таъминотни қўллаш ва шу билан боғлиқ ўқитувчиларни янги дастурлар билан ишлашга ўргатиш, шу билан бирга инглиз тилида янги педагогик технологиялар орқали ўқитишни ташкил этиш. Европа иттифоқи тажрибаларини математик муҳандисликка қўллаш, фанлараро дастурни ишлаб чиқиш ҳалқаро ҳамкорлик борасида олий ўқув юрти потенциалини оширади. Ҳар бир ҳамкор давлатда маҳаллий қизиқувчи томонлар эҳтиёжини ва олий таълим актуаллигини таҳлил этиш. Ишлаб чиқилган дастур Болоня жараёни тамойилларини амалга оширишда ёрдам беради. Лойиҳани кенг таъсири ҳамкор-давлатларнинг индустриал-инновацион ривожланишига ёрдам беради.

Грант олувчи: Сантьяго Де Компостелла Университети (Испания) – USC

Европа ҳамкорлари:

  • Турин политехника университети (Италия) – TPU;
  • Приморска Университети (Словения) – UP;

Ҳамкор давлатлар университетлари номланиши:

Қозоғистон:

  • Костанай Давлат университети, KSU;
  • Информацион технологиялар ҳалқаро университети, IICT;

Қирғизистон:

  • Қирғизистон Давлат Техника Университети, KSTU;
  • Ош Технология Университети, OTU;

Тожикистон:

  • Тожикистон Технология Университети, TUT;
  • Кўлоб технология ва инновацион бошқарув институти, KITIM;

Ўзбекистон:

  • Тошкентдаги Турин политехника университети, TTPU;
  • Ургенч Давлат университети, UrSU;
  • Тошкент автомобиль йўлларини лойиҳалаш, қуриш ва эксплутациялаш институти, TIDCMAR;
  • Бухоро муҳандислик-технология институти, BETI;

Survey results of the associated project partner

Based on main activities of our institute, that is, the training of engineering personnel for the Bukhara region and neighboring regions of the Republic of Uzbekistan, as well as the solution of industrial problems related to the engineering sciences, questionnaires were sent mainly to enterprises in the Bukhara region. 10 enterprises were selected for the questionnaire, with which our institute has close cooperation, but 8 of them, that is, 80% of the enterprises were able to fully understand or have some kind of elements related to the analysis of big data, and were able to fully answer the questionnaire. Due to incomplete answer or lack of understanding of questioners, we did not include the report of the questionnaire of two enterprises. If a generalization is made, then in these 8 enterprises approximately 1459 employees work in total, the activities of these organizations are mainly focused on medical services, public services and the market, management and automation. Of these, 4 are private enterprises, 3 state organizations and one joint-stock company.

According to the results of the questionnaire, the opinion of specialists or management of these enterprises in the context of questions:

Do you need a staff with foreign language skills?

Five enterprises responded positively and three of them support the partial benefit of knowledge of the English language. However, not one of them does not deny the need for knowledge of foreign languages.

What skills and competencies should a young specialist have in his or her field to achieve good results?

Almost all enterprises responded to this question with mentioning good global knowledge, timely receipt, finding and analysis of data.

What kind of ICT skills should a specialist have?

All enterprises require skills in obtaining data from global networks, such as the Internet, knowledge of data analysis and partial work with databases or knowledge of their concepts, the use and application of specialized IT programs related to the analysis of big data.

What kind of economic and mathematical skills should a specialist have?

To this question 4 enterprises answered as mathematical and economic knowledge, only those related to their direct activity in the organization are needed, one company required a deeper knowledge of mathematical and economic skills, and 3 enterprises answered with incomplete understanding of the answer

What business information systems are used in your enterprise / organization / company?

Enterprises have different fields of activity, but based on the answers, we can combine and say that many of them use business information systems to work with clients, market research, and the use of data for enterprise management.

What are the key jobs that you consider to be professional in intelligent big data analysis?

“The collection of a wide range of data types, their quick analysis and forecasting is the main key factor in the work of a specialist”, that was generally respond of enterprises to this question.

Do you want your employees to take big data analysis courses?

2 enterprises responded with a completely positive opinion that their employees want to study courses on big data analysis, at one enterprise employees want to study courses on big data analysis and employees of 5 enterprises want to study courses on big data analysis, but aimed at activities such as medicine, market research etc.

Do Center for Intelligent BigData Analysis or the Bachelor’s and Master’s Degree courses offer solutions to your enterprise?

Many enterprises think that in the future a center or master or bachelor courses will solve industry problems, two enterprises are ready to cooperate in this field and set tasks to solve them, and one company has no idea that solutions can be.

What mathematical competence requirements do you think an expert in big data analysis will have?

Enterprises responded that the specialist should have mathematical competencies in the mathematical foundations of applying expert systems and intellectual data. Two enterprises have no idea about mathematical requirements

What are your suggestions to the university on how to effectively use big data analysis courses?

If summarizing answers, many enterprises want to include subjects on training in programming aimed at the analysis of big data, learning ready-made program data on data analysis, include curricula for subjects related to intelligent systems.

 

A survey of teachers and participants in the ELBA team BETI.

The survey was conducted among teachers and participants of the ELBA TIDCMAR team, a survey involved only eight people.

Employees of various positions attended the questionnaire: vice-rector, head of department, professors, doctoral students and teachers.

According to the results of the questionnaire, the opinion of employees or management in the context of questions:

Do you have a partnership with an organization that can (or might in the future) analyze big data? Explain your partnership.

Seven employees have cooperation with enterprises in which partly is applied or in the future big data analysis may be applied. One employee does not have cooperation with the enterprise.

Should students have a good level of foreign languages?

All employees answered this question positively, because there is no need for proof that a foreign language is one of the important factors and requirements of the current time in the development of science and education.

Which key activities do you consider professional in the intelligent big data analysis?

According to employees, the following key works are the main ones:

  1. A) Fast and accurate processing of statistical data;
  2. B) The use of mathematical processing and the use of software products;
  3. C) Knowledge of intelligent algorithms in big data analysis.

What competencies are the most time-consuming in intellectual analysis?

According to employees, the following competencies are important when analyzing big data:

  1. A) Knowledge and skills of big data analysis, work with databases;
  2. B) Data processing and forecasting;
  3. C) Mathematical knowledge and understanding of intelligent algorithms.

Do you want to conduct big data analysis courses?

6 employees answered this question in the affirmative, one employee has the opinion that the courses should be prepared based on the direction of the teaching students, and one employee thinks that you must first include the courses in elective subjects for piloting.

What skills and competencies should a young specialist have for the intelligent big data analysis?

The general opinion of employees is that a young specialist should have the following competencies and skills:

  1. A) The full use of ICS and software for processing big data;
  2. B) Mathematical knowledge and skills of system analysis;
  3. C) Concepts and skills of algorithmization and programming.

 

What kind of mathematical competences are there for young professionals to intelligent big data analysis?

The general opinion of employees is that a young specialist should have the following mathematical competencies:

  1. A) Mathematical analysis;
  2. B) Understanding the mathematical foundations of intelligent algorithms.

 

What kind of IT competences are there for young professionals to intellegent big data analysis?

The general opinion of employees is that a young specialist should have the following IT competencies:

  1. A) Creation of algorithms and programming knowledge;
  2. B) Understanding of intelligent algorithms;
  3. C) The full use of ready-made software products for the analysis of big data.

 

What are the requirements for the expert in economic and mathematical competence?

While some employees generally answered this forecasting competency, the majority responded with no knowledge of certain competencies related to this question.

What are your suggestions to the university on how to effectively conduct intellegent big data analysis courses? 

To apply courses on the intellectual processing of big data in BEITI, need to follow these recommendations:

  1. A) Change in curricula;
  2. B) The inclusion of modules for the intellectual processing of large in existing items;
  3. C) Purchase of equipment and preparation of laboratories, etc.

What are the subjects (bachelors or masters) in your university on intelligent big data analysis or similar?

 After analyzing the responses of employees, the following list of existing items related to the intellectual processing of big data can be given:

1) Statistics;

2) Microeconomics;

3) Modern database management systems;

4) Modern programming languages;

5) Intelligent systems in process control.

 

Your proposal for the best, most effective tools for intellegent big data analysis

         The general opinion of the staff on this issue is that it is necessary to include appropriate courses for teachers and students and make extensive use of software in them.

         Have you participated in intelligent big data analysis projects (if yes, what methods do you recommend)?

         5 employees answered in the negative, that is, they did not have experience in the use of intellectual processing of big data, one of them uses in his scientific work, one used electricity to calculate the excess waste, and one plans to use it in the future.

         What equipment or software are available at your university for the intelligent big data analysis (if available)?

         Many employees think that the institute does not have the appropriate device or software, only some IT teachers replied that there is appropriate software in a small number of devices for use in the intellectual processing of big data.

ERASMUS+ дастури доирасида 610170-EPP-1-2019-1-ES-EPPKA2-CBHE-JP ELBA лойиҳаси доирасида ўтказилган илк учрашуви бўлиб ўтди

2020 йилнинг 27-28 февраль кунлари Сантьяго де Компостела университетида (Испания) 610170-EPP-1-2019-1-ES-EPPKA2-CBHE-JP ELBA (Establishment of training and research centers and Courses development on Intelligent BigData Analysis in CA) (Марказий Осиёда катта ҳажмли маълумотларнинг интеллектуал таҳлили бўйича ўқув-тадқиқот марказларини очиш ва курсларни ишлаб чиқиш) лойиҳаси доирасида ҳамкорларнинг илк учрашуви бўлиб ўтди. Учрашувда Бухоро муҳандислик-технология институтидан Улуғбек Ибрагимов ва Комил Шокиров иштирок этишди.

Учрашувда Ўзбекистон Республикасидан тўртта ОТМ (Ургенч давлат университети, Бухоро муҳандислик-технология институти, Тошкент автомобиль йўлларини лойиҳалаш, қуриш ва эксплуатацияси институти ва Турин политехника университетининг Тошкент филиали) вакиллари иштирок этди. Ҳар бир ОТМ дан 2 ёки 3 нафардан вакил қатнашди. Ундан ташқари, Қозоғистон, Қирғизистон ва Тожикистон республикаларидан ҳар бир давлатнинг 2 тадан ОТМ идан 3 нафардан вакил қатнашди. Шунингдек, Турин политехника университети (Италия), Приморска университети (Словения) ва Сантьяго де Компостела университети (Испания) дан 2 тадан вакил қатнашди. 

Учрашув икки кун давом этди. Биринчи куни иштирокчилар ишни соат 9.00 да бошлашди. Учрашувни Сантьяго де Компостела университети проректори David Losada очиб берди ва учрашув барча иштирокчиларига омад тилаб қолди.

Шундан сўнг, учрашув режасига мувофиқ ҳар бир ҳамкор университет ўз тақдимотини ўтказди, унда университетлари, лойиҳага оид дастлабки ишлар, асосий лойиҳа жамоаси ва бошқалар ҳақида маълумот берилди. Тушликдан кейин қатнашчилар иш пакетларини, қандай муаммолар юзага келиши мумкинлигини, уларни қандай ҳал қилиш кераклигини, энг мақбул ечимлар, университетнинг масъул ҳамкорлари ва амалга ошириш муддатларини муҳокама қилдилар.

Иккинчи куни иштирокчилар иш пакетлари устида ишлашни давом эттирдилар. Бухоро муҳандислик-технология институти лойиҳа натижаларининг тарқатилиши ва барқарорлиги учун иш пакетига масъул этиб белгиланди.

Учрашув доирасида кечқурун тарихий жойларга экскурсиялар, давлатлар ўртасида маданий алмашинувни ривожлантирувчи маданий тадбирлар ташкил этилди.

Бухоро муҳандислик-технология институтидан иштирокчилар:

  1. К.А.Шокиров, халқаро ҳамкорлик бўлими бошлиғи;
  2. У.М.Ибрагимов, ТЖБАКТ кафедраси катта ўқитувчиси.

Establishment of training and research centers and Courses development on Intelligent BigData Analysis in CA /
ELBA 610170-EPP-1-2019-1-ES-EPPKA2-CBHE-JP
Dissemination Road Map

ELBA project: aim and objectives

Goal:

To improve academic capacity of professionals through developing and implementing multidisciplinary package of module based courses for bachelor, master students and professionals of engineering on Intelligent Big Data Analysis (IBDA) in Central Asia countries via collaboration with the industry

Objectives:

  • To develop multidisciplinary package of the module based courses on IBDA for bachelor and master programs, trainings in 10 universities and industry companies in CA by August, 2021
  • To establish IBDA centres and academic and professional network of IBDA specialists in CA partner HEIs by October, 2020

List of ELBA project partners:

  • The University of Santiago de Compostela (USC), Spain
  • Politecnico di Torino  (POLITO),  Italy
  • University of Primorska (UP), Slovenia
  • Turin Polytechnic University in Tashkent  (TTPU), Uzbekistan
  • Bukhara Engineering-Technological Institute (BETI), Uzbekistan
  • Urgench State University, Uzbekistan
  • Tashkent Institute of Design, Construction and Maintenance of Automobile Roads, Uzbekistan
  • Technological University of Tajikistan
  • Kulob Institute of Technology and Innovation Management, Tajikistan
  • I.Razzakov Kyrgyz State Technical University, Kyrgyzstan
  • Osh Technological University named after Academician M.M. Adyshev, Kyrgyzstan
  • International Information Technology University, Kazakhstan
  • A.Baitursynov Kostanay State University, Kazakhstan

List of ELBA project Associated Partners:

Name of organisation

Type of institution

Website

City

Country

Fundacion centro tecnologico de Supercomputacion de Galicia Foundation www.cesga.es Santiago de Compostela Spain
Ministry for higher and secondary specialized education of the Republic of Uzbekistan National Authority www.edu.uz Tashkent Uzbekistan
JSC “Uzavtosanoat” Stock-Company uzavtosanoat.uz Tashkent Uzbekistan
Center for Implementation Of E-Learning In Educational Institutions National Authority www.edu.uz Tashkent Uzbekistan
Central Asian Women in Mathematics Association, NGO www.cawma.org Almaty Kazakhstan
National Testing Centre under the President of Republic of Tajikistan State body www.ntc.tj Dushanbe Tajikistan
Ministry of Education and Science of the Republic of Tajikistan State body www.maorif.tj Dushanbe Tajikistan
Jalal-Abad Technical University University http://www.jagu.kg/ Jalal- Abad Kyrgyzstan
State registration service in Osh Public organisation https//grs.gov.kg Osh Kyrgyzstan
Young entrepreneurs association association www.jia.kg Osh Kyrgyzstan
Department “informatics, programming and communication” of Osh Technological College (OshTU) College http://oshtu.kg/2018/02/texnologisches kij-kolledzh-oshtu/ Osh Kyrgyzstan

ELBA project Target Groups

ELBA Direct Target Group:

ELBA Indirect Target Group:

  • Students at ELBA partner universities (bachelor, master, PhD level)
  • Academic staff at ELBA partner universities
  • Administrative staff at ELBA partner universities
  • Students, Academic and Administrative Staff at ELBA partner countries HEIs and colleges
  • Personal and Administrative Staff of ELBA Associated Partners
  • Personal and Administrative Staff of the relative companies and organization of the partner countries

ELBA dissemination road map

date Event/ Activity Responsible partner Target Audience Supporting document, link

WEBSITE

From April 2020 ELBA website University of Primorska All target groups (if the website support all partners’ languages)  
September 2020 Link to ELBA website at the Associated partners’ websites ALL CA partner universities Associated partners, Industry, companies  
May 2020 ELBA CA partners’ websites ALL CA partner universities University Staff, Students, university partners  

Social networks regular publications on the issues connected with IBDA, university life, partners’ collaboration Responsible partner encourages and monitors publications

From April 2020

Facebook page International Information Technology University Universities  
VK page Technological University of Tajikistan Students  
Instagram profile Osh Technological University named after Academician M.M. Adyshev Students Industry  
LinkedIn  group Bukhara Engineering-Technological Institute Universities  

Publications in Mass Media

August 2020

An article on the project, international collaboration, BigData, Training in BigData

Each CA partner university

All target groups// ELBA universities

PDF file, link To be published/uploaded on the ELBA website

 
April 2021
 
April 2022
 

Flyers, Posters

April 2020 A Flyer about the project A.Baitursynov Kostanay State University University staff and students Flyer in ENG, RU, KZ to be adapted for the needs of each partner
September 2020 A Flyer about the project Turin Polytechnic University in Tashkent Industry, Companies Flyer in ENG, RU to be adapted for the needs of each partner
September 2020 A Flyer about IBDA study opportunities I.Razzakov Kyrgyz State Technical University Students Flyer in ENG, RU to be adapted for the needs of each partner
August 2020 Project Poster University of Primorska All Target Groups To be translated in UZ,KG,KZ, TJ, RU
August 2021 Project Poster University of Primorska All Target Groups To be translated in UZ,KG,KZ, TJ, RU
August 2021 Project Poster University of Primorska All Target Groups To be translated in UZ,KG,KZ, TJ, RU
April 2020 Template for Presentations, reports, Participants ‘lists, Minutes The University of Santiago de Compostela ELBA teams Document files
Once in 6 months Project Newsletter University of Primorska ELBA partner universities To be translated in UZ,KG,KZ, TJ, RU

Face-to-Face Events

Each three months (Comment: after finish COVID-19 situation)

Round Table Discussion Each CA partner university University Staff, Industry Participants’ lists, Agenda
IBDA competitions Each CA partner university Schoolchildren, students Participants’ lists, Agenda
Conference Each CA partner university University Staff, Industry Participants’ lists, Agenda
IBDA Workshops Each CA partner university University Staff, Industry Participants’ lists, Agenda
Online conference Each CA partner university University Staff, Industry Participants’ lists, Agenda
Public Lecture on IBDA Each CA partner university University Staff, Industry Participants’ lists, Agenda

Quality Management Plan

1.Introduction

The present Quality Management Plan aims to define the main criteria for assessment of progress, quality and impact of project processes and results. It serves as a reference for all related project members in order to identify their roles & responsibilities and to address quality-related project processes.
The goal of this plan is to evaluate the management performance, communication patterns, communication activities and the quality of the outcomes obtained. It is the instrument of control the implementation of the project, focusing on the participation of all partners; analyze the impact or changes that have occurred within beneficiaries; identify problems and constraints that have been encountered; and identify important lessons to be learnt and make recommendations and corrections in case of deviations or errors are appeared.
University of Santiago de Compostela is the leader of this work package and will be the main responsible for the coordination and timely implementation of the project. USC will be in charge of ensuring the project’s quality, as well as sets the minimum principles and requirements needed to implement an effective quality assurance and control in collaboration with all partners.

2.Management structure and procedures

Governance structure of Elba Project was discussed and agreed during the Kick-off Meeting. The main bodies involved are as follows:

2.1.Steering Committtee (SC)

The SC is presided by the Project Coordinator (USC) and composed of one representative of each partner institution. The following is the list of the representatives of our consortium in the SC.

Partner institution

Representative name

University of Santiago de Compostela

Sami Ashour

Polytechnic University of Turin

Roberto Fontana

University of Primorska

 

Turin Polytechnic University in Tashkent

Mansur Asranov

Bukhara Engineering Technological Institute

Ulugbek Ibragimov

Urgench State University

Gayrat Urazboev

Tashkent Institute Design, Construction & maintenance of automobile roads

Asranov Sharabidin

International Information Technology University

Gulnara Zakirova

A.Baitursynov Kostanay State University

Azamat Zhikeyev

Technological University of Tajikistan

Ahror JAFAROV

Kulob Institute of Technology and Innovation Management

Nozimov Habibullo

I.Razzakov Kyrgyz State Technical University

 

Osh Technological University

Urmat Attokurov

2.2.Advisory Board (AB)

The Advisory Board (AB) includes all the involved staff of all partners’ institutions (academic coordinators, professors, researchers, administrative and financial staff). The AB provides greater engagement of people and further layer of quality control. Their opinion on the direction in which the project is going is an important input to the project. The role of the Advisory Board is to ensure continuous review on the progress and results of the project from a variety of angles and provide advice on ongoing and future work. The AB members (or some of them, representing all partner institutions) will be invited approximately once a year to attend one of the regular project meetings. They are expected to inform the consortium about researches, training courses, the courses developing and testing, creation of the IBDA Centers, dissemination activities, financial issues, regulatory trends, or any other elements that are of relevance to the project implementation and contribute to increase its impact.

3.Responsibilities of the Consortium

Elba Project recognizes different bodies with different roles and responsibilities when it comes to the project activities and in particular the project quality assurance actions. Each activity of this project is part of a work package and has an individual partner who is responsible for its achievement. Each activity is part of a deliverable and has its author (task leader). Each work package with one or more than one deliverable has its participants, WP Leader and Co-Leaders. The Work Package Leader controls the quality of activities and its deliverables in cooperation with all the participants in that WP and with the Project Coordinator. The Steering Committee is the highest project’s body that makes final decision. The following is a summary of the responsibilities of each partner of the project based on the role of each one:

3.1.The task leader

The individual partner responsible for an activity and main author of the deliverable. This partner will be in charge of the following issues:

  • assigning parts of the work to his/her own team and other partners involved in the activity;
  • synchronizing the work of other partners involved in the activity;
  • bring together the work of other partners involved in the activity;
  • coordinating the development of the deliverable(s) according to the deliverable template;
  • prepare the deliverable and submit it to the WP Leader and to the coordinator;
  • realizing the amendments required by the WP Leader, the coordinator and the Steering Committee; and
  • ensure that the deliverables are being produced according to the work plan and the timetable.

3.2.Other partners involved in the activity

Partners involved in an activity are co‐authors of the deliverable and they are responsible for:

  • the production of their part in the deliverable according to the instructions of the activity leader;
  • providing their outcomes in compliance with the prescribed templates;
  • providing to the activity leader all the complementary information regarding their work (i.e. references, bibliography, methodologies, contact details of people interviewed, etc.); and
  • implementing modifications to their contribution as a result of the amendments requested by the activity leader, WP Leader, coordinator, and Steering Committee.

3.3.The WP Leader

The WP Leader is responsible for the following subjects:

  • coordinating the Work Package and ensuring that all the activities are meeting the WP’s objectives and are in the time frame defined in the Action Plan of the project;
  • making sure that all the partners involved in that WP are well cooperating in order to accomplish its objectives;
  • sending timely reminders about submission deadlines and the procedures to be followed and provides input and suggestions to the activity leader;
  • providing comments, suggestions and amendments on the deliverables in coordination with the activity leader, the project coordinator and the SC; and
  • following up on the satisfactory implementation of the recommendations and amendments required by the project coordinator and the SC

3.4.Project Coordinator

The grant holder and coordinator of the project is responsible of the following:

  • cooperates with the WP Leaders and the activity leaders on all matters arising relevant to ensuring the quality of the project’s deliverables;
  • accepts the deliverables or provides final comments and amendments to the task leaders and WP leaders;
  • cooperates with the WP Leaders to ensure that all WPs are progressing in compliance with the Action Plan;
  • informs WP leaders and task leaders of any changes in the implementation of the project that may affect the timing or the content of the relevant deliverables;
  • cooperates with the activity leaders, the WP leaders and the SC in order to get consensus on the final versions of deliverables;
  • collect and officially submits all approved deliverables to the Consortium and EACEA.

3.5.Steering Committee (SC)

The Steering Committee is the highest project’s body that makes final decision throughout the project implementation. Therefore, the SC is responsible for:

  • officially approves and finally accepts all deliverables and outcomes of the project.

4.Elba Quality Assurance Strategy

The USC, as coordinating university and leader of Work package 5, has overall responsibility for the Quality Assurance Strategy to monitor project development. Based on tried and tested strategies used in past projects, Elba Project will take a dual approach using internal and external evaluation. The purpose of such monitoring is to contribute to the ongoing improvement in the workings of the project, and to provide subsequent reporting on the outcome of the monitoring within a framework of best practice principles.

As agreed in the Kick-off Meeting, the Quality Assurance Strategy of Elba project is based on the following four levels of quality control dissection making:

  1. The quality of project deliverables mainly depends on the achievements of the individual partners (tasks leaders), their teams, the cooperation within the team members, as well as on their cooperation with the WP leader and the partners involved in the activity. The partners should assure the quality and timeliness of the deliverable as it is described in the project proposal and scheduled in its Working Plan.
  2. The WP leaders and the project coordinator will assess the deliverables. This means that a first draft of the deliverables should be sent to both, the WP leader and to the Project Coordinator. They have 5 working days to respond by sending the necessary comments and recommendations. The author of the deliverable will have 5 more working days to adapt his/her deliverable to the comments of the reviewers (WP leader and Project Coordinator) or to send his/her written objections. In this case, the reviewers will have another 5 days to send back their final comments.
  3. In case of deep disagreements between reviewers and the deliverable author, the Project Coordinator will have the final decision to take the necessary corrective actions in order to come up with acceptable deliverables. If necessary, the Coordinator may involve the rest of the Consortium.
  4. The Steering Committee is the highest decisions maker of the consortium that takes the final decision for the approval of major deliverables. Therefore, the Coordinator should try to get a consensus of all partners (via email meetings and/or via quick virtual meetings).

As it is mentioned previously, the Quality Assurance Strategy of Elba Project will be realized on internal and external levels.

4.1.Internal Quality Assurance

Establishing of regular contact between partners is the best way to ensure the good development and quality of the project activities and that they are accordingly implemented. This regular contact will be effective through consistent email contact, the realization of 5 Transnational Project Meetings (in addition to the Kick-off Meetings and a meeting for Quality Assurance), regular online meetings, regional meetings and bilateral meetings between the partners.

Internal monitoring will concern all Partners, their coordinators and key involved staff with examining ways of improving and enhancing the management of the Project from the start. With this in mind, Elba Project foresees setting up its web‐site and platform as intranet tool for both project management and dissemination purposes. This web‐site is to be created and maintained by Primorska University, while all partners are expected to effectively communicate the results of the project for the web‐site maintenance. Therefore, we have developed own templates to our project in order to delivering the news on organized or attended event to help us fulfil this task.

International Information Technology University created the ELBA group in Facebook (https://www.facebook.com/groups/elba.erasmus/) and Bukhara engineering technological institute created a group for ELBA Project in LinkedIn (https://www.linkedin.com/groups/8922469/). All partners of Elba Project are invited to actively contribute in the dissemination of the project publishing their activities in both groups.

All partners are requested as well to promote Elba Project on their websites and other electronic tools (such as Facebook, Twitter and LinkedIn profiles/groups, newsletters, etc.), by providing short description of the project, logo and link to Elba website and social media groups.

As an internal monitoring tool, and according to WP4 and WP7, the cloud Project Management Platform (PMP) will be implemented for project lifecycle management. TTPU team will conduct the webinar on exploitation of the platform. This will also play significant role in ensuring project QA.

Project Management Platform (PMP) will be designed and developed, using the European best practices, to provide a means of planning, organizing and managing several project aspects, such as:

  • Planning
  • Task and resource dependency management
  • Scheduling
  • Resource allocation and tracking
  • Risk and management issues
  • Change management and prediction
  • Collaboration and communication tool for project actors (EU/CA partners)
  • Project progress monitoring

The following capabilities will be provided in PMP:

  1. Tracking of project activities. This includes being able to track who worked on which task last, the general overview of the entire project, identifying bottlenecks, and identifying performers.
  2. Real-time collaboration. PMP will be great collaboration tool, giving actors the capacity to work in unified collaboration environment with each other. Teams can focus on their own individual tasks; managers can stay on top of everything as things happen without affecting other’s productivity. It will enable co-workers to check on the latest changes to a task, pick up where they left off, or pick up from where their colleagues left off.
  3. Sharing documents. Part of the real-time collaboration feature will be the ability to share and work on documents with other team members.
  4. Cost management. PMP will provide managers with accurate reporting options that can aid in cost projection, identifying sources of excess cost, and streamlining the task schedule to address any current and potential cost issues that may be present.
  5. Efficient cost management will be enabled with the help of reliable reporting. PMP will give the ability to adjust report formats. It will be possible to streamline and include all the required data for a specific set of milestones. This capability will be instrumental in identifying the proper Key Performance Indicators (KPIs) in a project and can be key in identifying positive and negative components.
  6. Experience reuse. In connection with easier collaboration, PMP will make the reuse of documentation easier as well. The project outcomes and experiences can be used for analysis and re-implementation in the future, and the solutions provided by previous teams can be implemented by other teams in future projects.

The IT team of TTPU will be responsible for development, implementation and conduction of webinar on exploitation of PMP. The PMP will play a key tool to support project Management and QA activities, providing all actors with necessary and up to date information.

For dissemination purposes, many articles will be published about the accumulated experience of project management using Information Communication Technology (ICT) tools and new methods.

It is very important to emphasize that, despite the collective work of all partners through the PMP, each WP leading institution will be responsible for implementing and monitoring the corresponding work package. The USC, as project coordinator, will be responsible for monitoring the implementation of each WP and act as an external evaluator.

As the main purpose of the project is the developing the package of IBDA courses, the quality of this WP is very important for the success of our project. That is why, the primary focus intended on ensuring the quality. As POLITO analyses the EU content of EU programs on IBDA, the overall monitoring of the developed package and course materials will be supervised by POLITO with the support of University of Primorska.

Finally, it is worth mentioning that the outcomes of the deliverables will be used to form part of the progress reports expected by EACEA at M18 and M36, as well as for the final report due at M36. For these reports, each partner must produce an individual financial statement. A draft version of the individual financial statement should be submitted to the Project Coordinator at least 4 weeks before the delivery dates (M18, M36) for support to the partner and verify the existence of possible errors. The Project Coordinator will collect individual financial statements and submit them to the EACEA together with the technical and financial reports for each reporting period.

4.2.External Quality Assurance

In order to carry out a well-planned quality control and to ensure the impartiality, our project will count on all possible tools of external monitoring. Therefore, the external monitoring of Elba Project will be performed in five levels as the following:

4.2.1.EACEA

Taking into account that the European Commission finances Elba Project, therefore, this project is subject to the review and supervision of the EACEA throughout the period of its implementation. Likewise, the project will be subject to a possible review of an external Audit that may be ordered by the EACEA during the 5 years following its final date. Our consortium have to carry out the planned activities, achieve the objectives set and submit the deliverables and timely reports correctly both in content and in time.

Field monitoring activities are foreseen through direct meetings between the Agency and representatives of ELBA Project. They can take place at the time of a consortium meeting to involve all the beneficiaries. These activities can also take place at the premises of one of the project beneficiaries in order to meet the university staff (students, if applicable) involved in the project, to visit the premises and, where applicable, to verify the presence and usage of the equipment purchased with the project grant. Video conference meetings are possible as well between the Agency and the coordinator and/or the project beneficiaries.

Field monitoring visits to organisations in the Partner Countries are particularly important in order to evaluate the dissemination activities carried out by the partners and the impact of the project in these countries and to assess the sustainability prospects of the project outcomes. These visits provide an opportunity to ensure sound and effective management of the project funds and at the same time provide an increased visibility of the EU support in the target country (/ies).

4.2.2.National Erasmus+ Offices (NEO)

National Erasmus+ Offices (NEOs) will be responsible for implementing field-monitoring visits (with or without the participation of the Agency) to the organisations of their countries involved in ELBA Project. The corresponding NEO in each CA country performs three types of monitoring, based on deliverable achievement: preventive (in the first project year), advisory (after the first project year), and control (after the end of project – sustainability check). NEOs will assess various aspects of project implementation: relevance, efficiency, effectiveness, impact, and sustainability. The representatives of the NEOs will evaluate the risk management as well. During their monitoring visits, they will assess if there is a risk that the project will fail to meet its key indicators. The NEOs have an essential role in the external monitoring and their report will be sent to the local partners, the coordinator of the project and the European Agency.

4.2.3.The Ministries of Higher Education

Taking into account that Elba Project aims to create academic materials and training courses to inject them in study programs currently running in CA countries, our project will count on the participation of the ministries of higher education in the CA countries in the monitoring of our project. The participation of the ministries of higher education in the CA countries in the monitoring of our project will contribute in the dissemination of the outcomes of Elba Project and in sharing the expertise on IBDA to regional educational and industrial community.

4.2.4.External evaluator

The consortium will appoint an external evaluator as a way to guarantee the independence of the evaluation procedures. The external evaluator will assess the progress of the project from the start to the end of the eligible activities, to provide an independent opinion on the quality, attainment of objectives, efficiency and sustainability of the Project. The external evaluator will be chosen according to criteria based on his/her understanding of the Project, methodology, management techniques and cost. Working to terms of reference which cover the scope, timespan and aim of their evaluation, the external evaluator will have access to all staff to obtain data via SWOT analysis, interviews, focus groups and workshops, as well as the results of internal evaluations. The external evaluator will be invited to participate in the quality meeting and, if necessary, he/she can take part of the management meetings. The external evaluator shall provide his/her monitoring reports at the end of each project year. These reports shall be reviewed by the main coordinator (USC) and the Steering Committee in annual meetings.

As agreed in the Kick-off Meeting, the project should hire an external evaluator with experience in the theme of the project (Big data). A public tender should be launched in the web site of the project and all partners are invited to encourage experts to participate and to send their candidature with CVs so the USC can ask candidates to send their quotes to be evaluated. It was unanimously agreed among all partners to delegate the final selection of the external evaluator in the academic coordinators of the three European partners (Prof. David Losada, Prof. Roberto Fontana and Prof. Branko Kavšek).

4.2.5.Audit

In accordance with the recommendations of EACEA, the University of Santiago de Compostela will subcontract an external audit agency for the purpose of preparation of External Audit Report on the project’s financial statements. The official reports from external evaluators and auditors should be delivered to the project coordinator and included in the final report.

In general, both internal and external quality assurance activities focus will be on the quality of the packages content, quality of academic material and training courses, academic and professional networks, as well as the quality of IBDA Centres and the project web site content and the impact of the project.

5.Impact and quality indicators

Evaluation will not be an add-on feature but an integrated part of the project to ensure the correct implementation of the project and guarantee the impact is sustained throughout the life of the project. Evaluation is at its best when it is fully integrated into all project stages and when all partners take it into consideration. Therefore, this has been planned to be delivered as a formative evaluation process. In order to meet the objectives of our quality control plan, we set a list of indicators to be used during our evaluations:

5.1.Quantitative indicators

  • number of participants at the transnational project meetings;
  • number of participants in questionnaire surveys;
  • number of participants in the training of the course developers during the project (4 Academic staff per CA partner);
  • number of participants in the re-training courses for teaching staff (15 persons in each CA partner institution);
  • number of participants in the English proficiency improvement (30 teachers in each CA partner institution);
  • number of developed and approved module based courses on IBDA based courses;
  • joint activities between Central Asian universities, industry and EU institutions based on cooperation agreements;
  • numbers of professionals and students studying IBDA module based courses;
  • number of visits to the project Website during the development of the project;
  • number of users of the Cloud Project Management Platform;
  • number of participants at the info days and Multiplier events;
  • visibility on social media: number of articles, publications on IBDA Centers’ network, interviews, press releases, posts in the press, television, radio, Facebook, YouTube, Twitter, LinkedIn, etc.; and
  • number of organizations/entities tackled by the dissemination plan.

5.2.Quantitative indicators

  • interviews/meetings with target groups, local stakeholders, and industrial companies in order to get feedback on the market needs and to deliver the project outcomes;
  • online questionnaires will give feedback on the impact of the training and retraining courses;
  • feedback on the professional development of the staff, improved curriculum, new courses for students and student knowledge and skills compliance with labour market needs;
  • feedback forms on the establishment and the performance the IBDA Centers;
  • feedback forms on the local seminars, info days;
  • minutes of the Transnational Project Meetings and other relevant meetings;
  • media coverage of the project in terms of content;

6.Partners’ technical and financial reporting

The outputs of WP7 (Project Management) include defined responsibilities of partners during project, managed all academic activities, managed administrative and financial works. Team groups from partner institutions were named during the KoM and listed in the outcomes number 7.1, 7.2 and 7.3. These results provides effective project implementation and responsibility distribution.

As it has been mentioned previously in this document, each WP leader will be responsible for implementing and monitoring the corresponding work package. USC will be responsible for monitoring the implementation of all WPs and coordinate with all partners to agree on the outcomes of the project. The deliverables will be used to form part of the progress reports expected by EACEA at M18 and M36, as well as for the final report due at M36. For these reports, each partner institution will be responsible for producing its individual financial statements. A draft version of the individual financial statement should be sent to the project coordinator at least 4 weeks before the delivery dates (M18, M36). The project coordinator will collect individual financial statements and submit them to the EACEA together with the technical and financial reports for each reporting period.

Before the submission of the technical and financial reports, the Project Coordinator and the Steering Committee will check and approve these documents taking into consideration the following criteria:

  • conformity of the expenditures with the budget;
  • eligibility of the expenditures;
  • correctness and completeness of all supporting documents and certified copies of invoices;
  • correctness of the calculations and applied exchange rates; and
  • financial reports must be signed in original by the appointed contact person of partner institution.

In case that information sent to the coordinator are not complete or not justified appropriately, the Steering Committee will be responsible for making the necessary recommendations on how to correct this situation. The report approved in this way is the basis for the transfer of next instalment to the partner institution.

Progress and Final Evaluation Reports, on the evaluation of the outputs as compared to those planned, their quality, their short-term and long-term impact, and on the evaluation of the coordination and effectiveness of the consortium will be written and approved by the coordinator and the Steering Committee. These Reports (Progress and Final Evaluation Reports) will be the consolidation of all the results of evaluation tools.

7.Project Risk Management

The measures to handle project risks will be captured in the development of a risk mapping and resolution plan. Elba QAP will take over this as part within the monitoring and evaluation. The plan is clear in identifying who is involved into the respective processes, the tools to be used, if required, the expected results and how to proceed in case the desired risk mitigation is not obtained. Therefore, it is responsibility of each institution partner to accomplish with its tasks and, at the same time, it is responsibility of the whole consortium to meet the objectives of the project.

All partners are required to communicate any new risk to the Project Coordinator and the Steering Committee, eventually suggesting also possible interventions and solutions, as soon as they get aware of those risks. In particular, partners may think of preventive actions (avoiding that the risk occurs) and corrective actions (decreasing its impact), specifying also the resources that would be needed. At the end of the day, the coordinator and the Steering Committee will propose solutions and corrective actions that will make the risk consequences acceptable for the consortium. Decision making progress will seek unanimity or consensus if impossible and majority (voting) will be used, if necessary.

A regular risk assessment will be carried out during the Steering Committee meetings. In this way, the partnership can do corrective actions and potential adaptations of the Work Plan. This assessment will take care of issues that could endanger the project achievements (financial risks, timing, delay of the project implementation, rushed implementation with low quality, sustainability, etc.). Our main aim will be to provide a sound assessment to anticipate challenges in a systematic way and to minimize the potentially negative overall impact.

In addition, the external reviewers (especially NEO and EACEA) will be involved in the risk management. The conclusions/findings/recommendations/action plan resulting from the field monitoring, visits and meetings carried out by the external evaluators will be the object of a comprehensive written feedback drafted by the Agency and sent to the project consortium (via its coordinator) and the other parties concerned (i.e. NEO, EU Delegation, etc.). The responsibility of our consortium is very clear: move all necessary resources to correct any error and to mitigate the impact of the risk.

Defined Responsibilities of Partners During Project

1.Regulatory Framework

All aspects of the project implementation must be compliant with several levels of regulations. First of all, all the Partners must follow the European Commission and more specifically the Erasmus+ regulations for all aspects of the project implementation. This includes mainly the Erasmus+ Program Guide and the Grant Agreement. In the same framework, the Mandates and the project application are binding. All the project member shall also abide by the internal agreements formalized between the Partners, namely the Partnership Agreement. Finally, each Partners must ensure compliancy with its own national legislation and institutional regulations

2.Defenition of responsibilities and management board

University of Santiago de Compostela as a grant holder and leader of Elba Project will be the main responsible for the coordination and implementation of the project. However, Elba Project recognizes different bodies with different roles and responsibilities when it comes to the project activities. Each activity of this project is part of a work package and has an individual partner (task leader) who is responsible for its achievement and submit its outcomes and/or deliverables. In other words, each activity is part of a deliverable and has its author (task leader). Each work package with one or more than one deliverable has its participants, WP Leader and Co-Leaders. The Work Package Leader is responsible for the implementation of the tasks in the WP in cooperation with all the participants involved in that WP and with the Project Coordinator. The Steering Committee (SC) is the highest project’s body that makes final decision.

The following is a summary of the responsibilities of each partner of the project based on the role of each one:

2.1.Task leader

The individual partner responsible for an activity and main author of the deliverable. This partner will be in charge of the following issues:

  • assigning parts of the work to his/her own team and other partners involved in the activity;
  • synchronizing the work of other partners involved in the activity;
  • bring together the work of other partners involved in the activity;
  • coordinating the development of the deliverable(s) according to the deliverable template;
  • prepare the deliverable and submit it to the WP Leader, the coordinator and to the SC;
  • realizing the amendments required by the WP Leader, the coordinator and the SC; and
  • ensure that the deliverables are being produced according to the Action Plan and the timetable.

2.2.Other partners involved in the activity

Partners involved in an activity are co‐authors of the deliverable are responsible for:

  • the production of their part in the deliverable according to the Action Plan and the instructions of the activity leader;
  • providing their outcomes in compliance with the prescribed templates;
  • providing to the task leader all the complementary information regarding their work (i.e. references, bibliography, methodologies, contact details of people interviewed, etc.); and
  • implementing modifications to their contribution as a result of the amendments requested by the activity leader, WP Leader, coordinator, and SC.

2.3.WP Leader

The WP Leader is responsible for the following subjects:

  • coordinating the Work Package and ensuring that all the activities are meeting the WP’s objectives and are in the time frame defined in the Action Plan of the project;
  • making sure that all the partners involved in that WP are well cooperating in order to accomplish its objectives;
  • sending timely reminders about submission deadlines and the procedures to be followed and provides input and suggestions to the activity leader;
  • providing comments, suggestions and amendments on the deliverables in coordination with the activity leader, the project coordinator and the SC; and
  • following up on the satisfactory implementation of the recommendations and amendments required by the project coordinator and the SC.

The following table shows the distribution of the WPs responsibilities:

WP N.WP TitleWP LeaderWP Co-leader
WP1PREPARATION

USC

All partner
WP2DEVELOPMENT: Competence building

USC

All CA partner
WP3DEVELOPMENT: Multidisciplinary package of IBDA courses

USC

All partner
WP4DEVELOPMENT: IBDA Centers & network in CA partner HEIs

TTPU

All CA partner
WP5QUALITY PLAN

USC

All partner
WP6DISSEMINATION & EXPLOITATION

UP

All partners
WP7MANAGEMENT

USC

All partner

2.4.Project Coordinator

USC, as Grant Holder and Coordinator of the Project is responsible of the following:

  • cooperates with the WP Leaders and the tasks leaders on all matters arising relevant to ensuring the quality of the project’s deliverables;
  • accepts the deliverables or provides comments and amendments to the task leaders and WP leaders;
  • cooperates with the WP Leaders to ensure that all WPs are progressing in compliance with the Action Plan;
  • informs WP leaders and task leaders of any changes in the implementation of the project that may affect the timing or the content of the relevant deliverables;
  • cooperates with the activity leaders, the WP leaders and the SC in order to get consensus on the final versions of deliverables;
  • collect and officially submits all approved deliverables to the Consortium and EACEA.

2.5.Steering Committee (SC)

The Steering Committee is the highest project’s body that makes final decision throughout the project implementation. Therefore, the SC is responsible for officially approves and finally accepts all deliverables and outcomes of the project.

The SC will be chaired by the Project Coordinator (USC) and composed of one representative of each Partner organization. The partner representative should be the person directly in charge of the management/coordination of the project at each institution. As it has been mentioned previously, the SC will be considered as the highest decision board and its main task will be project governance. It will have the overall responsibility of all support, coordination, financial, legal, administrative, ethical and impact issues of the project. It will monitor and assess the project’s progress and make amendments, where necessary.

The following is the list of the representatives of Elba’s consortium in the SC.

Partner institutionRepresentative name
(Details)
University of Santiago de CompostelaSami Ashour
international.projects@usc.es
+34881812876
Polytechnic University of TurinRoberto Fontana
roberto.fontana@polito.it
+39 0110907504
University of Primorska 
Turin Polytechnic University in TashkentMansur Asranov
wdzynho@gmail.com; mansur.asranov@polito.uz
+998 97 9062227 (UZ)
+39 351 5090082 (IT)
Bukhara Engineering Technological InstituteUlugbek Ibragimov
ciulugbek@list.ru
+998905104191
Urgench State UniversityGayrat Urazboev
gayrat71@mail.ru
+998914281571
Tashkent Institute Design, Construction & maintenance of automobile roadsAsranov Sharabidin
sharabidin.asranov@gmail.com
+998 97 4012629
International Information Technology UniversityGulnara Zakirova
gulzak@mail.ru
+7 7017319012
A.Baitursynov Kostanay State UniversityAzamat Zhikeyev
a_zhikeev@mail.ru
+7 775 2699644
Technological University of TajikistanAhror JAFAROV
ahrorjafarov@gmail.com
+992 901223315
Kulob Institute of Technology and Innovation ManagementNozimov Habibullo
habibullo-n@yandex.ru
+992-918 55 45 48
I.Razzakov Kyrgyz State Technical University 
Osh Technological UniversityUrmat Attokurov
urmat_at@mail.ru
+996778660077

2.6.Advisory Board (AB)

The Advisory Board (AB) includes all the involved staff of all partners’ institutions (academic coordinators, professors, researchers, administrative and financial staff). The AB provides greater engagement of people and further layer of quality control. Their opinion on the direction in which the project is going is an important contribution to the project. The role of the AB is to ensure continuous review on the progress and results of the project from a variety of angles and provide advice on ongoing and future work. The AB members (or some of them, representing all partner institutions) will be invited approximately once a year to attend one of the regular project meetings. They are expected to inform the consortium about researches, training courses, the courses developing and testing, creation of the IBDA Centers, dissemination activities, financial issues, regulatory trends, or any other elements that are of relevance to the project implementation and contribute to increase its impact.

The AB is made up of two main branches. One is the Academic Board, which in turn, composed of one representative per Partner who should be a professor/researcher or a person with the appropriate academic knowledge and it will be chaired by the Academic Coordinator (USC). The Academic Board can include a number of professors and researchers who work together with the principal academic coordinators. The Academic Board will act as an advisory and decision making body ensuring the academic quality of the project and it will be responsible for planning, executing and controlling of all academic aspects and training and retraining contents of the project.

Partner institutionMain Academic Coordinator
(Details)
Academic Team
University of Santiago de CompostelaDavid Losada Carril
david.losada@usc.es
Tel:+34 881816451
  • Tomas Fernandez Pena

tf.pena@usc.es

  • Paula Lopez Martinez

p.lopez@usc.es

Polytechnic University of TurinRoberto Fontana
roberto.fontana@polito.it
+39 0110907504
  • Emilio Musso

emilio.musso@polito.it

  • Ulderico Fugacci

ulderico.fugacci@gmail.com

University of Primorska  
Turin Polytechnic University in TashkentMansur Asranov
wdzynho@gmail.com; mansur.asranov@polito.uz
+998 97 9062227 (UZ)
+39 351 5090082 (IT)
– Kasim Khusanov
k.khusanov@polito.uz;
k.khusanov@gmail.com
+998 90 3298019)
Bukhara Engineering Technological InstituteFayoz Khalilov
fayko@list.ru
+998972800225
  • Azizjon Khojiev

webmasterbti@list.ru
+998974864686)

Urgench State UniversityGayrat Matlatipov
gayrat22@mail.ru
+998939228762
 
Tashkent Institute Design, Construction & maintenance of automobile roadsTulkun Askarkhodjaev
tulkun_ishanovich@mail.ru
+998 90 1891421
 
International Information Technology UniversityAidos Sarsembayev
a.sarsembayev@edu.iitu.kz
+7 7472533254
  • Aigul Niyazgulova

nijasgulova@mail.ru
+7 7017174542

A.Baitursynov Kostanay State UniversityOlga Salykova
solga0603@mail.ru
+7 7773015015
 
Technological University of TajikistanAmrullo Muminov
amrullo26@gmail.com
+992 985451002
 
Kulob Institute of Technology and Innovation ManagementUsmonov Firdavs
arsenal-2011@list.ru
+992 918-75 75 95
 
I.Razzakov Kyrgyz State Technical University  
Osh Technological UniversityZhumakadyr Matisakov
Zhmatisakov@mail.ru
+996707070279
 

The second main branch of the AB is the administrative and financial board. Each partner of Elba Project named his team in charge of the administratiev and financial issues. These persons should be coordinated by the principal coordinator of each partner institution who in turn, should contact with the project coordinator to deal with all responsibilities related to the administrative and financial arrangements (meetings, financial issues, dissemination activities, quality control, justification of the project activities and costs, etc.).

The table below shows the name and contact details of the Administrative and Financial Staff involved in Elba Project :

Partner institution

Administrative & Financial Staff

Contact details

University of Santiago de Compostela

  • Sami Ashour
  • Esther Hervés

international.projects@usc.es

Polytechnic University of Turin

  • Mirella Mantini

mirella.mantini@polito.it

University of Primorska

 

 

Turin Polytechnic University in Tashkent

  • Makhkam Kayumov
  • Olga Karpova
  • Nodira Tashkhodjaeva

makhkam.kayumov@polito.uz
+998974031711
o.karpova@polito.uz
+998 90 9605287
n.tashxodjayeva@polito.uz
+998 90 9681404

Bukhara Engineering Technological Institute

  • Komil Shokirov
  • Salomat Norova

komil.wp@gmail.com
+998936206369
norova-s@mail.ru
+998 97 8556116

Urgench State University

  • Xabibulla Madatov
  • Aygul Babadjanova
  • Zuxra Karimova
  • Umid Karimov

habi1972@mail.ru
+998939223272
oygul@bk.ru
+998975116440
zuxra.karimova@gmail.com
+998975143489
umid.karimov@gmail.com
+998975118467

Tashkent Institute Design, Construction & maintenance of automobile roads

  • Azizbek Sarmonov
  • Khilola Kurbanova

sarmonov1985@gmail.com
+998 94 6539270
kurbanova.khilola@gmail.com
+998 90 9892885

International Information Technology University

  • Tansholpan Ordakhanova

tordakhanova@iitu.kz
+7 727 3308566
Ext: 2009

A.Baitursynov Kostanay State University

Yelena Kandalina
Biktor Torgashov

yelenakandalina@yahoo.com
+77773795579
v_991@mail.ru
+7 777 149 2319

Technological University of Tajikistan

Muqadaskhon Abdulloeva
mukaddas.77@mail.ru
+992 918659471

 

Kulob Institute of Technology and Innovation Management

Sharbatov Alikhon,
alikhon_sh@mail.ru
+992 988 43 39 67

 

I.Razzakov Kyrgyz State Technical University

 

 

Osh Technological University

Sharapat Narmirzaeva
narmirzaeva00@maii.ru
+996770582293

 

3.Internal communication and decision making

All Partners must strive to maintain fluent and regular communication and collaboration with other project Partners and with the project teams at each respective institution in order to adequately implement the project activities and achieve the objectives.

The effective communication between the consortium members will be established with the use of Microsoft Cloud Project Management Platform. The local level of the project management will be covered by the project workgroups created in every HEI participating in the project implementation. Those local workgroups will be responsible for solving current problems of the project development, implementation and dissemination of the project results on their respective regional levels.

Efforts should also be directed towards the communication with internal stakeholders (institutional hierarchy/management, relevant departments, staff, students, regional educational and industrial community, etc.) to guarantee the sustainability and relevance of the project implementation.

With the exception of five management meetings and one quality meeting (and other face-to-face activities such as trainings and promotional events), most of the communication among project Partners will take place online. In this sense, the Partnership will make use of the cloud Project Management Platform to ensure effective information flow.

In overall terms, internal communication and decision-making will be achieved through in the following contexts:

3.1.Meetings, operation and decision making

The management bodies will meet as frequently as necessary (by video conference) and will use the established communication channels (email, Slack, virtual meetings, etc.). All the management bodies will operate under the control of the SC and in compliance with its decisions.

The main instrument for partnership management within the consortium will be the organization of Steering Committee and the SC meeting for the purpose of consensual decision-making with participation of every partner HEI involved. USC will function as Project coordinator, TTPU will be CA Coordinator.

In addition to the Kick-off Meeting, Elba Project proposed to held five management meetings and one quality meeting in order to guarantee a good execution of the project. This means that the consortium can meet each six months throughout the project life.

The decision-making procedure of the deferent Management Boards will be as follows:

  • Each representative can cast a vote (1 vote per Partner).
  • Decision will be made by qualified majority (7 favourable votes out of 13 possible).
  • No vote/response from a representative in a requested period of time will be considered as an agreement with the majority.
  • Two-thirds of the members shall constitute a quorum (at least 10 representatives must actively cast a vote). If this threshold is not met, voting will not be valid.
  • The means for voting (email, online form/e-voting, virtual meeting…) will be determined by the Coordinator.
  • The representatives designated for the SC can temporarily appoint a deputy/delegate.

It is the obligation of SC members to consult relevant decisions with the appropriate hierarchy at their institution.

In the event that the Coordinator (or any Partner) has profound objections concerning the compliance of a decision taken by the Steering Committee with the Grant Agreement, the legal basis of the ERASMUS + programme, or any applicable regulation/legislation, the decision shall be frozen until the Coordinator is able to clarify the matter with the EACEA.

3.2.Email

Electronic mail will be the main avenue for formal communications among Partners. For instance, email should be used to communicate relevant changes to the project Coordinator (changes of contact person, of team members, of contact details, etc.), to formalize agreements, to forward notifications or important documents (final versions of deliverables, financial documents), to call meetings, to inform about decisions taken or about arising/foreseen issues, etc.

A mailing list has been created with the main contacts provided by each Partner (included above). The email subject should always contain the acronym of the project (ELBA) so that they are easily traceable. The project Coordinator should be CC-ed in all email exchanges where sensitive/important matters are discussed.

3.3.Cloud Project Management Platform

According to WP4 and WP7, the cloud Project Management Platform (PMP) will be implemented for project lifecycle management. This instrumen will also play significant role in ensuring a good instantly communication between partners in several aspects, such as: planning, task and resource dependency management, scheduling, resource allocation and tracking, risk and management issues, change management and prediction, project progress and monitoring and quality control, among others.

Cloud Project Management Platform will be very helpful for our consortium in terms of tracking the project activities, ensuring a real-time collaboration, sharing documents, reducing the management cost, meking the reporting issue more efficient and carring out a good documantation of project outcomes.

3.4.Virtual meetings

Virtual meetings and synchronous communication will be crucial to have group discussions, make joint decisions, coordinate the work, brainstorm, etc. This instrument simplifies the participation of all partners in the implementation of the project and in the decision-making process.

Virtual meetings will be held according to the needs of the Partnership. Overall Consortium meetings will be called by the Coordinator and can be requested by any Partner at any time. Multilateral or bilateral virtual meetings should also be held whenever necessary and can be called by any of the parties involved.

When possible, the main points to be discussed on the virtual meetings will be circulated in advance amongst the concerned Partners so that those involved can be adequately prepared.

In order to achieve a flexible management of virtual meetings, the platform(s) used shall depend on its convenience and availability (Skype, Zoom, Google Hangouts, etc.). To avoid the exchange of usernames and creation of accounts the person or Partner calling the meeting will preferably create a room/ group chat and share the invite with the rest of participants.

Minutes shall be produced if the meeting is in any way consequential and won’t be necessary if the meeting is casual/impromptu (i.e. a meeting held to coordinate or collaborate on a specific task).

The primary function of the minutes is to record the decisions made, all official decisions must be included. Minutes will be submitted to all partners within a week from the date of the meeting. Then, partners have other one week to send their comments on the content of the minutes to the Coordinator. If note, and once the week is finished, the minutes will be considered approved.

4.Communication with the EACEA

In order to implement the supervision of the project by the EACEA and to provide the necessary assistance to the projects, a Project Officer (PO) in the Agency in normally assigned to each CBHE project. This PO will be the primary contact person of the project in the EACEA.

All contacts with the Agency must take place through the Coordinating Institution who represents the whole Partnership (USC); except under exceptional and/or duly justified circumstances, the Agency will not enter into correspondence with other Beneficiaries.

Only written contacts (through letters or emails) may be taken into account for contract management purposes; this applies to amendment and/or special authorisation requests introduced by the project, as well as to the response given to them by the Agency.

Managed all Academic Activities

The Academic Board is a principal axis of the management board of Elba Project, which in turn, composed of one representative per Partner who should be a professor/researcher or a person with the appropriate academic knowledge and it will be chaired by the Academic Coordinator (USC). The Academic Board of Elba Project includes a number of professors and researchers who work together with the principal academic coordinators. The Academic Board will act as an advisory and decision making body ensuring the academic quality of the project and it will be responsible for planning, executing and controlling of all academic aspects and training and retraining contents of the project.

Partner institution

Main Academic Coordinator
(Details)

Academic Team

University of Santiago de Compostela

David Losada Carril
david.losada@usc.es
Tel:+34 881816451

  • Tomas Fernandez Pena

tf.pena@usc.es

  • Paula Lopez Martinez

p.lopez@usc.es

Polytechnic University of Turin

Roberto Fontana
roberto.fontana@polito.it
+39 0110907504

  • Emilio Musso

emilio.musso@polito.it

  • Ulderico Fugacci

ulderico.fugacci@gmail.com

University of Primorska

 

 

Turin Polytechnic University in Tashkent

Mansur Asranov
wdzynho@gmail.com; mansur.asranov@polito.uz
+998 97 9062227 (UZ)
+39 351 5090082 (IT)

– Kasim Khusanov
k.khusanov@polito.uz;
k.khusanov@gmail.com
+998 90 3298019)

Bukhara Engineering Technological Institute

Fayoz Khalilov
fayko@list.ru
+998972800225

  • Azizjon Khojiev

webmasterbti@list.ru
+998974864686)

Urgench State University

Gayrat Matlatipov
gayrat22@mail.ru
+998939228762

 

Tashkent Institute Design, Construction & maintenance of automobile roads

Tulkun Askarkhodjaev
tulkun_ishanovich@mail.ru
+998 90 1891421

 

International Information Technology University

Aidos Sarsembayev
a.sarsembayev@edu.iitu.kz
+7 7472533254

  • Aigul Niyazgulova

nijasgulova@mail.ru
+7 7017174542

A.Baitursynov Kostanay State University

Olga Salykova
solga0603@mail.ru
+7 7773015015

 

Technological University of Tajikistan

Amrullo Muminov
amrullo26@gmail.com
+992 985451002

 

Kulob Institute of Technology and Innovation Management

Usmonov Firdavs
arsenal-2011@list.ru
+992 918-75 75 95

 

I.Razzakov Kyrgyz State Technical University

 

 

Osh Technological University

Zhumakadyr Matisakov
Zhmatisakov@mail.ru
+996707070279