WP10 – Management

GaLA year 2 reviewGaLA year 2 review European Commission Information Society and Media

GaLAGame and Learning Alliance

The European Network of Excellence on Serious Games

WP10 – Management

ELIOS Lab – DITEN – University of Genoa

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Consortium management

• Control activities performed according to the contract and the Quality Plan

• Coordination, preparation and collection of the yearly reports (per partner and per WP)

• Preparation of the Activity and Management Report deliverables

• Coordination of all the financial reports for the EC to ensure correctness, timeliness and completeness

• Distribution to all the partners of the payment received from the European Commission

• No legal status changes, no legal issues

• Consortium Agreement signature conclusion

• Management issues– Coordination streamlining

– Self-assessment

– Deliverable timeliness

– Over expenditure

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T10.4 Outreach Advisory Board (Unott)

• OAB Constituted Apr/May 2012• OAB Members

– David Wortley, De Montfort University– Lucia Pannese, Imaginary (SME)– Pascale Xelot, IBM– Donald Brinkman, Microsoft– Sergio Levis & Ruggero Cesaria, FIAT Sepin

• OAB Physical Meeting VS-Games October 2012– All OAB members attended– However, FIAT missed the formal meeting due to

misunderstanding– Exchange of members’ views of SGs– Discussion of trends– Gamification

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GaLAGame and Learning Alliance

The European Network of Excellence on Serious Games

WP10 - PERFORMANCE EVALUATIONMETRICS

Alessandra Barbieri

CMRE

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PERFORMANCE INDICATORS

• GENERAL OBSERVABLES on Network Performance

• INDIVIDUAL WP METRICS

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NETWORK METRICS

QUANTITATIVE ASSESSMENT OF•results obtained •impact of the NoE activities

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OBSERVABLES based on Intellectual Capital Indicators (6 categories)

COLLABORATION & INTEGRATION

LONG-TERM PROJECT SUSTAINABILITY

1. Human capital development

2. Structural Capital3. Education and

Knowledge Dissemination

4. R&D Integration5. Relational Capital6. Core results


PRELIMINARY ACTIVITY

• Harmonization / deconflicting• Avoid redundancies

– Other channels– Individual WP metrics

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HUMAN CAPITAL DEVELOPMENT

Researchers (human capital) involved in GaLA

•General data •Focus on actual involvement of potentially under-represented categories•Assessment of how well the GaLA objective of reinforcing relations among partners and promoting collaboration, mutual fertilization of ideas and sharing of activities is achieved•Impact of such actions on HC development and growth

HC profiling and data related to staff exchange, staff transfer and co-supervision of MS / PhD students in the thematic field of GaLA

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STRUCTURAL CAPITAL

Provide information on the value of the network structure, in quantitative / qualitative terms.

•Research infrastructure available at partner and network level and its future expected size and quality based on declared and planned investments•Perceived quality of the joint infrastructure (overall / quality and quantity of contents) input for individual metrics for WP08•Perceived value of the individual products (such as the Society on Serious Games, joint publications, Conference on Serious Games etc)•New proposals presented / won in the thematic field of GALA•Sources of funding for joint programmes in the field (on top of FP7)

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EDUCATION AND KNOWLEDGE DISSEMINATION

• New PhD / MsC in the thematic field of GaLA (specific focus on cross-involvement of GaLA partners)

• Involvement of teachers/students in research projects in the thematic field of GaLA (limited collection)

• Involvement of users in research projects

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R&D INTEGRATION

Assess the degree of integration and harmonization of R&D in own subfield and more generally in the Serious Games field GaLA primary focus on de-fragmentation of research, integration aspects and effective coordination and cooperation among partners.

•Vertical and Horizontal coordination (awareness of results achieved by other partners, availability of input for own research, perception of redundancies, feedback from/to WPL ...•Further activities stemmed from GaLA (Serious Games development / new projects)

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RELATIONAL CAPITAL

Internal / external relations

•inter-connections between GaLA project/researchers with entities operating in other fields of activity or coming from different context•participation of partners in scientific/political fora (potentials for penetration of GALA themes / events / results)• use of shared infrastructure (communication platform / online collaboration tools) / (Y)A social network / LL

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CORE RESULTS

• Significant reduction following preliminary harmonization effort

• Questionable suitability of such indicators for expressing core results of the NoE

• Individual WP metrics found more suitable

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INDIVIDUAL WP METRICS

• Template provided• Each WPL to

– determine individual metrics & targets– Collect results

• Harmonization & discussion

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STATUS

INDIVIDUAL WP METRICS• Baseline results collected & targets sets for Y3 / Y4• Reported in individual deliverables

NETWORK METRICS• Indicators discussed & agreed at EMB level• Questionnaire currently online for completion (Y2)• Results to be reported at next EMB / General Assembly

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Project meetings

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Place Date Major topics

London 27th -29th February 2012

Gala plenary meeting:Progress Updates and Roadmap for each WP;Workshops;GALA Community Building;GALA strategy and objectives;EMB meeting and general assembly.

Paris 07th June 2012 EMB meetingLisbon 25th - 29th

June 20122nd GaLA Alignment School:-Collaborative design of game concepts;-WP collaboration meetings;-EMB and general assembly

• GaLA plenary session and EMB meeting in VS-Games 2012, October, Genoa, will be reported in Y3

• Reduced the number of general meetings• More focused (workshops, conference, Alignment school)

• Frequent thematic virtual meetings


Cumulative MM distribution across WPs

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Actual MMs

Planned MMs

Diff.

WP1 19,0 13,5 40%WP2 79,9 34,5 132%WP3 56,2 35 60%WP4 41,6 40 4%WP5 35,6 39,5 -10%WP6 31,3 27,5 14%WP7 46,0 32,5 41%WP8 23,5 30,5 -23%WP9 35,4 17 108%

WP10 12,8 12 6%

TOTAL 381,2 282 35%


Cumulative MM distribution across partners

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Partner Actual Planned Diff.

UNIGE 29,5 26,0 13%

UPS 23,0 7,5 207%

MAN 10,8 10,5 2%

SGI 17,0 9,0 89%

UWS 15,4 8,0 93%

ATOS 18,5 21,5 -14%

UNI GRAZ 20,5 9,0 128%

UCM 20,5 15,0 37%

COVUNI 12,6 12,5 0%

PLAYGEN 24,9 14,0 78%

HWU 12,4 6,0 107%

INESC ID 10,6 13,0 -18%

TUD 10,0 7,5 33%

ORT 10,1 7,0 44%

CNR 15,2 11,0 39%


UU 10,5 8,5 24%TUT 4,0 5,5 -27%UNOTT 33,3 10,0 233%BIBA 16,2 12,0 35%NTNU 1,6 3,5 -54%OUNL 8,3 7,0 19%AAU 4,5 5,0 -10%AALTO 2,1 4,5 -54%CYNTELIX 12,6 12,0 5%POLIMI 5,2 5,0 4%ETHZ 3,6 3,5 1%ESADE 6,9 3,0 129%TUG 7,9 5,5 44%CEDEP 7,7 7,5 3%NURC 7,7 6,0 29%RWTH 5,1 4,0 27%


Cumulative direct costs (K€) across partners

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UNIGE 230 187 23%UPS 107 64 67%

MAN 47 56 -15%SGI 123 71 73%UWS 114 85 35%

ATOS 77 151 -49%UNI GRAZ 84 76 11%UCM 85 80 7%COVUNI 103 103 0%

PLAYGEN 107 75 44%HWU 71 75 -6%INESC ID 73 95 -23%TUD 64 86 -25%

ORT 103 75 37%CNR 115 104 10%


UU 107 90 19%TUT 30 61 -50%UNOTT 104 123 -16%BIBA 116 125 -7%NTNU 18 40 -55%OUNL 84 72 16%AAU 48 56 -14%AALTO 30 56 -46%CYNTELIX 111 117 -5%POLIMI 32 54 -41%ETHZ 31 38 -17%ESADE 80 50 59%TUG 49 47 6%CEDEP 56 70 -20%NURC 94 81 16%RWTH 34 33 4%

2.528 2.493 1%


MMs distribution for each WP

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WP10 Planned PMs per

year

Year 1 actual PMs

Year 2 actual PMs

UNIGE 3.00 3.00 3.00

NURC 1.00 1.90 1.00

COVUNI

0.75 1.20 1.20

UNOTT 1.25 0.10 1.00

UU 0.00 0.00 0.25

BIBA 0.00 0.00 0.10

TOTAL 6.00 6.20 6.55


MMs distribution for each partner

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UNIGE Planned PMs per

year

Year 1 actual PMs

Year 2 actual PMs

WP1 1.25 2 2.00

WP2 1.00 1.5 1.50

WP3 1.00 1 1.50

WP5 2.00 1 1.00

WP6 1.25 0.5 0.50

WP8 2.00 4 2.00

WP9 1.50 2 3.00

WP10 3.00 3 3.00

TOTAL 13.00 15.00 14.50

Documents

WP10 – Management