Understanding and clearly defining the role of the coordinator, internally and externally is a critical step for efficient project management. This is tightly linked to the project development process in the pre-award phase. Naturally, this becomes more critical in the post-award phase. The training will go down the path of:

Deep analysis of the coordinator’s role and its official definition, including:
- Official obligations on one hand and restrictions on the other hand
- The span of activity and authority (vis-a-vis the consortium),
- What are the degrees of freedom of the coordinator
- Unofficial privileges and limitations
Best practices for issues listed below (some of the issues are further elaborated in Course D.3 which is dedicated to Technical Management and Reporting):
- Adaptation of the Description of Action (DoA) to reality: Once the project is selected for funding, the original proposal should be adapted and adjusted to meet the current settings and considerations.
- Tasks coordination and streamlining (the bird’s eye view, ensuring the project meets its goals)
- Workflows with partners (attending to differences: cultural, organisational, etc.)
- Meetings management (from scheduling to timeframes, from agenda to follow-ups, etc.)
- Tasks progress follow ups (on top of the above, the practical daily work)
- Micro-management vs. Macro-management (which is preferred and when? How to avoid unnecessary micro-management? etc.)
- Budget and financial management
- Payments management and handling
- Reporting
- Handling deviations and adverse events
- And more…
Communication with the EC: how to do it right? What are the expectations of the Project’s officers (POs)? How to handle the relationship with the POs efficiently.
The Coordinator’s Do’s and Dont’s