D1.2 Management Plan

Transcription

1 Ref. Ares(2014) /03/2014 spin Orbit torque memory for cache & multicore processor applications D1.2 Management Plan Responsible Toplink Innovation (C. BREMOND) Dissemination Level Public (PU) Date of preparation: February 18 th, 2013 Particip. Participant organization name Short name Country 1 RES 1 CNRS Spintec CNRS France 2 RES 2 Catalan Institute of Nanotechnology ICN Spain 3 RES 3 Karlsruher Institut für Technologie KIT Germany 4 RES 4 National Center for Scientific Research NCSR D Greece Demokritos 5 RES 5 CEA LETI LETI France 6 IND 1 In Silicio INSIL France 7 IND 2 Singulus SING Germany 8 OTHER 1 Toplink Innovation TLI France No. Advisory Board member Short name Country TAB 1 Micron Technology MICRON Italy TAB 2 Tower Semiconductor TOWER Israel TAB 3 European Nanoelectronics Infr. for Innovation ENI2 Europe Work programme topics addressed Objective ICT : Very advanced nanoelectronic components: design, engineering, technology and manufacturability a) Beyond CMOS technology Name of the coordinating person: Gilles Gaudin gilles.gaudin@cea.fr Tel: +33 (0) D1.2 Management Plan V1.1: page 1 of 10

2 Table of contents Section 1: Abstract... 3 Section 2: Key Management Structures Project coordinator (PCO) Project Steering Committee (PSC) Work Packages Leaders (WPLs) Advisory Board (AB)... 5 Section 3: Key Management Process Day to day coordination and problem solving Management meetings and decision making Monitoring and Preparation of key reporting Dissemination of Knowledge and Protection of Intellectual Property... 8 Section 4: Management tools Web Site Organization of meetings and of HD conference calls Grant and Consortium Agreements...10 D1.2 Management Plan V1.1: page 2 of 10

3 Section 1: Abstract This Management Plan is a mandatory deliverable of the spot project, but is also considered as a key feature for the management of the project. It has been designed to be the official Project Handbook for any participant to spot. Any project member (project managers, engineer, scientist, etc.) should read it at least once. The main management features described in this document is: 1) Management structures that describe the formal project management organization and responsibilities sharing. 2) Management processes which are working routines and practices that each person participating to the project should apply. 3) Management tools that are techniques, medium or reference documents that help the implementation of the management process. Section 2: Key Management Structures The official management structure of the spot project is described here after: 2.1 Project coordinator (PCO) The PCO, as the main contact person of the consortium to the EC, will take responsibility for the day-to-day coordination of the project. He will coordinate the detailed project planning, progress and milestone reports, cost statements, budgetary overviews and the communication between the partners, using the assistance of the WPLs and the advice of the PSC. The PCO will collaborate intensively with the partners for issues concerning the exploitation and dissemination of research results and the project output. He will organize discussions and meetings involving all partners in order to obtain consensus on the consortium exploitation policy, the dissemination policy, and the licensing policy. Whenever the progress of the project deviates from the plan, the PCO will initiate corrective actions that are necessary to comply with the overall goals of the project. CNRS has a strong and long experience in project coordination of RT&D projects. Gilles Gaudin, from CNRS/SPINTEC, will act as spot s Project Coordinator D1.2 Management Plan V1.1: page 3 of 10

4 (PCO). Gilles graduated from the Ecole Normale Supérieure at Cachan (France). He received his Ph.D. degree in Physics from Grenoble University (France) in He then moved to the Molecular Biophysics Group of Cees Dekker at Delft University of Technology (Netherland) as postdoctoral scientist. He joined SPINTEC in 2003 to take in charge the mass storage activity. He is now responsible for the Advanced Nanodevices group at SPINTEC. His research interests are in the field of spintronics, particularly current-induced magnetic domain wall motion and current-induced magnetization dynamics. He has been working on SOT since its discovery in PtCoAlOx trilayers. He holds 6 international patents including 3 on devices using SOT. He co-authored 22 articles in peer-reviewed journals including some of the most significant scientific publications in the field. He coordinated two national French research programs (ANR). Contact gilles.gaudin@cea.fr or +33 (0) Due to the sharp integrated approach that has been chosen by Spintec to lead its project and the numerous organizations involved (8 partners+3 board members), the PCO will also use the support of its dedicated partner, Toplink Innovation, a Consulting company with strong skills in European projects management. The staff of Toplink Innovation has a long experience in the management of FP5, FP6 and FP7 projects with a strong background in the field of Microelectronics. TOPLINK Innovation will mainly assist the coordinator with the administrative and financial management of the project in accordance with the EC rules. This assistance will be done through the implementation of dedicated management tools. Contact cbremond@toplink-innovation.fr or +33 (0) Project Steering Committee (PSC) A Project Steering Committee (PSC) will be formed from one senior management official from each partner, to decide about the high level management issues and control matters. It will meet for Milestones reviews and more often, if needed. Major reports and milestones can be reviewed at these meetings. Its goal is to establish the detailed technical project workplan, to monitor the execution of the project within the time schedule and using the allocated resources, to check the progress against milestones and take necessary corrective actions. D1.2 Management Plan V1.1: page 4 of 10

5 According to his track record in the MRAM field, Jean-Pierre NOZIERES will act as chairman of spot s project steering committee. Jean Pierre graduated in Electrical Engineering from the Institut National Polytechnique (France) and obtained his PhD in Physics from Grenoble University. He then went on to work at IBM-Almaden where he pioneered the work on spin valves GMR read heads. Dr. Nozières then became a staff member of CNRS Institut Neel, before moving back to the US by joining Applied Magnetics Corporation as the director for GMR heads development. Another jump across the ocean saw him back in France as director of advanced technology in the start-up company PHS-MEMS, (multichannels tape heads). He then went back to research and launched SPINTEC which he headed for 4 years. He then spun-off Crocus Technology, a start-up company focused on next generation MRAM, which he joined in 2006as a founder and CTO. Dr Nozières recently returned to SPINTEC as its Executive Director. He holds 10+ international patents and has authored more than 80 scientific publications. Contact Jean jean-pierre.nozieres@cea.fr or +33 (0) Work Packages Leaders (WPLs) Work Package Leaders (WPLs) will be responsible for the detailed planning, coordination and reporting of the WPs. The WPLs nomination was based upon their experience and know-how with regard to the corresponding WP topic. The Workpackage Group, i.e. all participants involved in a WP, will meet (bi- or multilaterally) according to the specific needs and the time schedule of the WP, under the chairmanship of the WPL. 2.4 Advisory Board (AB) An Advisory Board will bring together some major players from outside the project that may have synergies with SOT-MRAM. 3 European renowned specialists have accepted (by signing a Letter of Intention) to partner this board. The AB will be invited once a year (WP1) to participate to steering committees and all expenses will be covered by the project (a specific budget has been saved by Spintec for that). Moreover, the board will play a major role during the demonstration phase validating SOT test chips (WP5) and stamping simulated architectures (WP4). The Advisory Board will partner this project to: evaluate the work (WP1, WP4, WP5), give directions of where to go (WP1), D1.2 Management Plan V1.1: page 5 of 10

6 prepare future exploitations of the project results (WP1), define new areas for industrial outcomes valuation (WP1), And more generally, ensure manufacturability, integrability and systemability of the developed solutions. The consortium is eager to have a strongly involved board, not only in strategic meetings but also technically through the WP4 and WP5 validation phases. Section 3: Key Management Process All project members participate to Management activities of the project, by applying some basic working routines, which are common practices shared by all the spot staff members. So, when you are working for the spot project, you should keep in mind the various steps for the following processes: Day to day coordination and problem solving Decision taking and management meetings Monitoring and Preparation of key reporting Dissemination of knowledge Protection of Intellectual Property 3.1 Day to day coordination and problem solving The spot community is made of more than 30 people spread among 8 European organisations. Physically, we do not have a common working space to discuss and coordinate our efforts, or to define rapid solutions to local problems: it is hard for scientists or engineers, located in different companies / countries, to establish direct links and to avoid multiple intermediaries Internet conference calls or s exchanges have became so easy to use that they should be employed as a day to day basis for running the project between partners from a same work package. In case of specific problems, partners should refer: To Toplink Innovation for any contractual, administrative or financial issue. To the project coordinator for general technical discussions, To their Work Package leader for a particular technical matter, D1.2 Management Plan V1.1: page 6 of 10

7 3.2 Management meetings and decision making spot is a consortium of organizations: the important decisions must take into account the interest and objectives of every partner. Regular physical (or not) meetings are a crucial moment to take those decisions. 6 months reviews will serve to critically review the progress of the project and the outlook for the exploitation of the results compared to the project workplan. In some cases, the Advisory Board will be invited to participate in those reviews and to comment and enrich the obtained results. The project workplan may be modified with respect to the achieved progress, or, in case of insufficient technical results or poor economic prospects for the further exploitation of any of the developments, it may be decided to cancel the corresponding work. The PCO will organize a Midterm Assessment (MTA) meeting at the end of the 18th month with all partners and a representative of the EC. The purpose of this meeting will be to report on the progress to date and to redefine (if necessary) the Project Workplan for the remaining part of the contract having regard to the specified objectives at this stage for the technical and scientific progress and having regard to the industrial and exploitation characteristics of the project. Procedures for managing future exploitation of results will be discussed. Important note: intermediary conference calls could be set up if needed, so as to ensure the meantime between two meetings could be shortened. Typically, they will be organized in January and July each year and will be centered around a work package each time. 3.3 Monitoring and Preparation of key reporting Spintec, project coordinator of spot, has to produce regular mandatory reporting to the EC. Moreover, project management requires having a continuous overview of the project progress to assess possible deviations with the plan and to take strategic decisions for the project. After conference calls: Organized by Toplink Innovation, with the help of the PCO and the WP leaders, the achieved results will be presented during these conference calls. Based upon these inputs the WP leaders will prepare the meeting minutes. D1.2 Management Plan V1.1: page 7 of 10

8 After 6 months meetings: The achieved results will be presented during these physical meetings. Based upon the presentation of every partner and their slides, Spintec and TLI will prepare the meeting minutes and update the General To Do List. For periodic reporting (every 12 months): Technical elements: WPLs will formally report about the technical progress of the work in their WP in comparison with the project work-plan to the PCO (Spintec) every 12 months. The PCO will summarize the overall project status and will update the programme bar chart thanks to the information he receives from the WP Leaders. Based upon this input the PCO will prepare the detailed yearly progress reports as well as the MTA, and forward it to the EC s representative. Financial elements: Toplink Innovation will prepare a consolidated overview of the budgetary situation of the project and of the payments made. The budgetary situation will also be compared to the initial cost-per-year planning. The progress status of the WPs will also be reported in terms of the manpower situation (months actually spent and still required for the completion of the WP). 3.4 Dissemination of Knowledge and Protection of Intellectual Property One of the spot objectives is to create a research pole of excellence, recognized for its expertise in advanced SOT-MRAM development. As the technologies developed thanks to the project are totally innovative, the partnership wants to protect them. Important breakthroughs are thus expected in terms of material developments and physical concepts. For such reason, the Dissemination policy is one of the key tasks of the project Management. The Coordinator will take appropriate action regarding patents and licenses are taken whenever the need arises. For that reason, every dissemination activity (publications, presentations, patents ) shall make the object of prior notice to Jean Pierre Nozières (Chairman of the steering committee), Gilles Gaudin (PCO) and the other partners before the publication. If no objection is made within the time limit, the publication is permitted. The objection has to include a precise request for necessary modifications. The steering committee will take decisions about Intellectual Property and the Patenting policy that should be respected. In any case, the chairman of the steering committee (JP Nozières) must be informed of any intention of communication related to the project s outputs. D1.2 Management Plan V1.1: page 8 of 10

9 Section 4: Management tools 4.1 Web Site The spot Website is available at the following URL:. It introduces the project ( PROJECT ), the consortium ( PARTNERS ) and the workplan ( WORK PACKAGES ). It s possible also to make reference to relevant publications and publish some news linked to spot and associated research. For any question concerning the functioning of this site, please, contact the site administrator at: cbremond@toplink-innovation.fr 4.2 Organization of meetings and of HD conference calls Thanks to Toplink Innovation, the spot consortium will benefit of two state of the art web tools to organize meetings: The meetings dates and places will be chosen through Doodle ( Doodle will help scheduling meetings and other conference calls. Doodle is simple, quick, free and requires no registration. TLI only has to simply set up a poll and send a participation link to all consortium members... The conference calls will be held with the help of GoToMeeting. GoToMeeting D1.2 Management Plan V1.1: page 9 of 10

10 with HD video conferencing is a simple powerful way to collaborate in real time with up to 25 attendees. It can be used with classic phone, computer or more recently thanks to ipad, iphone or Android apps. 4.3 Grant and Consortium Agreements Anyone willing to participate in a FP7 project shall sign two agreements: a Grant Agreement (GA) and a Consortium Agreement (CA). All of the project beneficiaries together form the Consortium, whether or not they enter into a separate written CA. Beneficiaries are represented by the Coordinator, who shall be the intermediary for any communication between the European Commission (EC) and any beneficiary. The GA is a contract between the EC, which represents the European Union, and the beneficiaries of a given funded project establishing the rights and obligations of the beneficiaries with regard to the EC. This agreement is based on standard models available in Cordis, which were adopted by the EC in accordance with the Rules for Participation. The GA contains many annexes. One of them is the Description of Work (or DOW), which is the full official description of the spot project. This is the basis of the contract between the EC and the project partners. The CA is a contract that beneficiaries conclude amongst themselves in order to implement the project. The agreement allows the beneficiaries to determine with detail the administrative and management provisions necessary to carry out their project. Within this agreement, parties also outline the rights and responsibilities of each member of the consortium. This agreement cannot contradict or negate the rules established by the GA or the Rules for Participation. The project manager of all the partners has a copy of both reference documents. D1.2 Management Plan V1.1: page 10 of 10