Eastern aeronautical sciences - bilat

Transcription

Eastern born of aviation
First aircraft in Poland
1905:
Lipkowski Helicopter
1908:
Ostoja-Ostaszewski
Stibor No. 2
Start of Eastern aeronautical
Sciences
1899: professor Artemyev former student of Zhukovski started
to organize aero section at Kiev Polytechnic Institute.
1905: Aero Section in Mechanical association at KPI was
organized that was leaded by Prof. Tymoshenko
First successful aircraft was created by prof. Kudashev.
Famous students: Sikorskyi,
Korolyov
Mikulin, …
http://kpi.ua/en/node/8512
Start of Eastern aeronautical
Sciences
At 1910, the University Council of Joseph Technical University
(former Budapest University of Technology and Economics)
asked professor Bánki to deliver lectures on theory of flight.
First lecturer of aeronautics in Hungary
professor Bánki and his famous student
and assistant, Teodor von Karman
Von Karman got the first
national medal of Sciences
(US)
At that time the car and its
price was excellent…
A memorial to the
first Ukrainian
motor-car –
ZAZ-965 that is
widely called
“hunchbacked” is
situated near
Automobile and
Road Technical
College at 20,
Vasylkivska street.
The car was “born” in 1960s and cost 1800 rubles at that time – the car
shouldn’t be worth of more than thousand bottles of vodka.
http://gloss.ua/story/lifestyle/article/74355
The largest operating aircraft
in the world - An-225
A real high
tech product
http://en.wikipedia.org/wiki/Antonov#mediaviewer/File:An-225_front_day_V1.jpg
Antonov: beauty form means good aerodynamics
Summer school on European RTDI policies,
instruments and participation possibilities
Kiev, Sept. 14 – 18, 2014
Prof. – Dr. Jozsef Rohacs
Rea-Tech Ltd.
MŰEGYETEM 1782
Budapest University
of Technology and Economics
Department of Aeronautics,
Naval Architecture and
Railway Vehicles
1.
2.
3.
4.
Introduction
Handicap
Change in game
Role of transport in economy
H2020 Transport
6.
7.
8.
9.
Preliminary actions
Project creation
Proposal writing
A successful example
Conclusions
Introduction
 The East European countries were at right position at
the beginning (100 years ago)
 Great experience – building the communism
 Changing in situation – follow up by economic crisis
 Gap (between the developed and follower countries in
Europe) may not decrease
 Game is changing
 East European countries must accelerate their economy
and society developments
 One of the key elements – integration into the European
science and technology development
 Force participation in Horizon 2020
 But how? - It is not so easy.
Introduction – Cont’d.
Possible solution:
1. Do not wait for roast chicken!
2. Understand your situation!
„Catch a fish and you can sell
3. Define your goal and strategy!
it to a man!
4. Promote your ideas!
Teach fishing a man and you
5. Develop your competence!
will lose a good business.”
6. Find partners – networking!
7. Write a good proposal!
Marx
8. Work on excellent level!
9. Keep deadlines!
10. Make administration as required!
1. Handicap
1.1. Political changes
 After II. World War “High level politicians” had
divided Europe into 2 zones
 Eastern countries have a chance to verify and validate
the methods of developing the socialistic economy
 Several internal problems and
 societal and economical gaps were appeared
 those had destroyed the “experiences”.
 There were developed theories and methodologies how
to change from capitalism to socialism , but
 No theory not vision how to transit from socialism to
capitalism, while
 The developing the socialism has considerable influence
on the culture, society, economy, etc.
 The situation still is not clear.
1. Handicap
1.1. Political changes – cont’d.




From 1948 everything under communist control
Total nationalization
In 1950s:
First anomalies in the systems Poland, Hungary, East
Germany,
 There are some positive results:
 98 % of children finishing the ordinary schools,
 Very low level of unemployment,
 Sputnik, new aircraft, etc.
 1960s: anomalies in economy
 Centralized “decontrol” on economy
 “Definition” of the roles of countries
 In door unemployment
1. Handicap
1.2. Moral problems
Two system – two cars
Both made by Germans
1. Handicap
1.2. Moral problems –cont’d. I.
The leadership was unquestionable.
Party membership card was more important than the knowledge.
Secret – top secret – closed cities.
aeronautical
requirements
industry
R&D&E&P
Wall of secret
SU method
using
selecting
other
requirements
R&D&E&P
fabrication
using
industrry
aeronautical
US method
requirementas
R&D&E&P
using
industry
Technology transfer
production
other
requirements
industry
R&D&E&P
using
1. Handicap
1.2. Moral problems – cont’d. II.
 The Easter people had forgotten how to work.
 The researchers have poor personal and scientific competences
for example:
 they can not combine the professional (high level) knowledge with
economic and innovation aspects
 they can not work in team,
 they can not think out of the box
 they can not understand the calls,
 they can not write a good proposal
 they can not keep the deadline, etc.
 You may have a surprise – western partners as usually
 have not so excellent professional knowledge - as they think,
 performing less work and lower level than expected
 they do not like to keep the deadline, too.
 The different: western partners are believing they are much
more better.
1. Handicap
1.3. Crisis during ADST
ADST - accelerated development in sciences and technologies
Example: situation in East-European new member states
 1990 : about 300 000 employees in aeronautical industry
 2007 : around 50 000 only
At the same time, the
members increased the
infrastructural and human
support for European
Aeronautics.
Czech Aeronautical Research
and Test Institute (VZLÚ)
founded in 1922, more than
80 different aircraft types
have passed through the
Institutes labs to date.
Aeronautical Research and Test Institute
Flight Tests
at Kbely Airport
Structural Test Labs
Acoustic Lab
Wind Tunnels
Aircraft System Tests
Headquarters
Prototype Manufacture
Environmental Testing
Development of
Composite Structures
Aircraft Propellers
© 2006 Evektor, spol. s r.o.
www.evektor.cz
1. Handicap
1.3. Crisis during ADST – cont’d.
Technological Underpinnings
• development of informatics
– Moore’s Law on microprocessor cost/performance
– Gilder’s Law on bandwidth performance
– Metcalf’s Law on network performance
transistors
• unwritten rules
Pentium4 Processor
100,000,000
PentiumⅢ Processor
PentiumⅡ Processor
– law of abundance
– unwritten rule of gridlock
10,000,000
Pentium Processor
486DX Processor
1,000,000
386 Processor
286
100,000
8086
• evolution
8008
10,000
8080
4004
1970
– Kurzweil’s Law of
Accelerating Returns
– Golden Rule of the information age
1000
1975
1980
1985
1990
1995
2000
time
Demonstration of Moor’s law
1. Handicap
1.4. Participation learning period
FP6: EU support
situation
The position of the new
member states in FP= is
better, but still required
long time to having
balanced results.
European Commission, DG RTD: Assessment of the Impact of the 6th Framework Programme on new Member States Final Report May 2009
1. Handicap
1.4. Participation learning period – cont’d. I.
Relation between GDP and FP6 allocation (per capita)
The level of supporting the national research system has principal influence
on reaching the EU support (See success of Czech and Poland aeronautics) .
You need support for pre-activities (promoting your idea, making you
visible, networking, etc.
European Commission, DG RTD: Assessment of the Impact of the 6th
Framework Programme on new Member States Final Report May 2009
1. Handicap
1.4. Participation learning period – cont’d. II.
Western countries have long tradition of cooperation with
major players.
They have excellent networking (see their joint research and
publications).
They have strong lobby,
they are (too) close to policy makers.
You need 3 – 5 years networking
to be a member of the
(West-) European research community.
2. Change in game
2.1. Change your personal attitude
Wake up: the World has changed !
You need multi disciplinary knowledge.
Identify your personal competences!
Develop the required competences!
Open your eye – think out of the box!
Generate radically new ideas!
Frank and Ernest by Bob Thaves: “Paradigm Shift”,
originally published on February 2, 1998. ©1998
2. Change in game
2.1. Change your personal attitude – cont’d.
You must understand the others!
2. Change in game
2.2. Changes in technology
Do you know capacity of the computer of Apollo 11?
Control
Computer:
2 K 16 bit RAM
36 K memory
2. Change in game
2.2. Changes in technology – cont’d. I.
90 % of new developments in automotive industry
is associated by micro electronic, and microelectro-mechanical systems (MEMS).
Environmental Sciences » "Air Quality - New Perspective",
book edited by Gustavo Lopez Badilla, Benjamin Valdez and
Michael Schorr, ISBN 978-953-51-0674-6, Published: July 26,
2012 under CC BY 3.0 license
2. Change in game
2.2. Changes in technology – cont’d. II.
 innovative or sustainable technology
improving the existing system
 disruptive technology
broadening and developing new markets
and providing new functionality
 subversive technology
Step change.
Gas turbine and
hard time maintenance
Introduced after
II. World War in aviation
2. Change in game
2.3. Changes in challenges
Traditional challenges
• performance
New challenges
• time-effect
(technical and tactical
performances)
(time to market, door-to-door
speed, accessibility, demand)
• safety
• cost
• energy
• security
• greening
• sustainability
http://en.wikipedia.org/wiki/SCMaglev#mediaviewer/File:JR-Maglev-MLX01-2.jpg
http://www.jokeroo.com/pictures/funny/1139541.html
2. Change in game
1910
GPS
First VORs
DC-3
Assembly Line
Model T
1900
GAP Engines
Jet Transports
Cumulative Intercity Transit
Market Growth
Diverted & Induced
VDL, ACR
2.4. Changes in system
Alternatives
For
On-Demand
Point-to-Point
Air Mobility
Jetliners Displace Props
Propliners Displace Cars
Cars Displace Trains
1920
1930
1940
1950
1960
1970
1980
1990
2000
2010
2020
2030
2. Change in game
2.5. Changes in demand
Example: Choosing the personal air transport systems (PATS)
Value of time (VOT) – required 25 USD / hour
EU average: 24 EUR /hour
Value of time USD/hour
100
80
GA is chosen
Boundary for
shared costs
(2 owners)
60
40
20
0
100
Airline is chosen
Auto is chosen
150
200
250
300
Distance, statute miles
350
400
3. Role of transport in economy
3.1. Statistics
 1/3 of price of any goods is associated with transport
 market is increasing with increasing the GDP
tube
air
road
water
railway
3.2. High tech, profitable systems
Example : Aviation is the most capital intensive business, that
 uses latest results of sciences and
technologies
 employs very educated people
 adopts for changes
3.3. Strategic role
Transport is the determining and strategic sector of
the economy because it
 supports the global economy (part of global supply chain),
 makes possible the free movements of the people and goods
 determines the characteristics of the defense systems
 has an important political role
 depends on the economical development linearly
3.4. Energy consumption
3.4. Energy consumption – cont’d.
Concorde
7,3
modern aircraft for 300 passengers
0,83
airplane Do328 Jet
1,83
ICE (350 km/h)
2,35
ICE (280 km/h)
1,5
the energetic coefficients,
1,69
e=kWh/tkm ,
1,73 of the different transport systems
transrapid train (250 km/h)
Audi A8 2.5 TDI
fast ferry
1,56
large containership
0,035
0
1
2
3
4
5
6
7
8
3.5. Performance - indicator
Indicator – a variable selected and defined to measure progress
toward an objective.
Index – a group of indicators aggregated into a single value.
Cube of the air transport efficiency
Economy
Sector of economy
Total transportation
system
Air transportation
system
Impact
Influence
Demand
Benefit
Efficiency
Community (EU)
Individual
requirements
Society
(country)
Cost
Energy
Vehicle
3.5. Performance – indicator – cont’d.
Practice:
road transport
T
fatalities
72
a. - fatal accidents for each
million miles,
1.5
1910
Years
1990
23
b. – fatal accidents for
100 000 driver license
1910
Years
1990
4. H2020 Transport
4.1. Background
From lecture of Bajdor Gyöngy Katalin és Gurály Roland on AirTN– H2020 Workshop Budapest, 2013. december 13.
4. H2020 Transport
4.1. Background – cont’d. I.
88 billion euro for research and innovation funding
programme (2014-20)
A core part of Europe 2020, Innovation Union &
European Research Area:
 Responding to the economic crisis to invest in future jobs
and growth
 Addressing peoples’ concerns about their livelihoods,
safety and environment.
 Strengthening the EU’s global position in research,
innovation and technology
4. H2020 Transport
4.1. Background – cont’d II.
Main features
DURATION:
BUDGET:
SCOPE:
IMPLEMENTATION:
- 7 years (2014-2020)
- 88 billion € (current prices)
- from research to innovation
- continued stakeholder
engagement: maintaining
and possibly extending
JTIs and PPPs
FUNDING SCHEMES: - fewer, more flexible and
user-friendly
- covering research and
innovation
4. H2020 Transport
4.1. Background – cont’d III.
From lecture of Bajdor Gyöngy Katalin és Gurály Roland on AirTN– H2020 Workshop Budapest, 2013. december 13.
4. H2020 Transport
4.2. Objectives and structures
4. H2020 Transport
4.3. Societal challenges
 Concerns of citizens and society/EU policy
objectives (climate, environment, energy,
transport etc.) cannot be achieved without
innovation
 Breakthrough solutions come from
multi-disciplinary collaborations, including
social sciences & humanities
 Promising solutions need to be tested,
demonstrated and scaled up
4. H2020 Transport
4.3. Societal challenges – cont’d.
(EIT - European Institute of Innovation and Technology)
http://www.cleansky.eu/sites/default/files/documents/events/20120229/D-Horizon%202020%20%20presentation%20Madrid%20-%2029%20Feb%2012.pdf
4. H2020 Transport
4.4. Major rules
4. H2020 Transport
4.4. Major rules – cont’d.
4. H2020 Transport
4.5. Funding schemes
4. H2020 Transport
4.6. Transport
It must be smart, green, and integrated
The challenge: to achieve a transport system that is
 resource efficient
 environmentally friendly
 safe and seamless
for the benefit of citizens, economy and society
The logic:
 a holistic approach…
 …that recognizes modal specificities;
 that is focused on the societal challenges…
 …and takes into account the imperatives of
competitiveness.
4. H2020 Transport
4.6. Transport – cont’d. I.
http://www.b2match.eu/system/launch-h2020/files/20140111_Launchevent_Transport_SM.pdf?1389818488
4. H2020 Transport
4.6. Transport – cont’d. II.
Sustainability
Resources efficient transport that respect the
environment
 cleaner, quieter aircraft, vehicles, vessels
 cleaner propulsion technologies
 use of low emission alternative energies
 lighter aircraft, vehicles, vessels
 smart equipment, infrastructures and services
 improved transport and mobility in urban areas
4. H2020 Transport
4.6. Transport – cont’d. III.
Seamless
Vetter mobility less congestions, more safety and
security
 substantial reduction of traffic congestion
 improved mobility of people and freight
 air traffic management
 waterborne: integrated planning and management
 rail and road: optimization of network management
 new concepts of freight transport and logistics
 reducing accidents and casualties,
improving security
4. H2020 Transport
4.6. Transport – cont’d. IV.
Competitiveness
Global leadership for European transport industry
 next generation of transport means
aircraft, trains, vehicles, vessels; propulsion units,
control systems
 on board, smart control systems
vehicle/infrastructure communication
 advanced production processes
design and manufacturing techniques: production,
maintenance, recycling
 new transport concepts
innovative transport systems, incl. automated vehicles
4. H2020 Transport
4.6. Transport – cont’d. V.
Responsive
Socio-economic research, and forward looking
activities for policy making
 actions to support policy analysis and development
 user behavior, social acceptance, mobility
patterns
 business models
 impact of policy measures
 long term scenarios and prospective studies
 transport and spatial planning
 accessibility issues
 transport economics
4. H2020 Transport
4.6. Transport – cont’d. VI.
International cooperation
 main drivers for international cooperation in
transport R&I:
 global challenges, common problems
 cross-border interoperability
 international standards and global systems
 access to knowledge, access to markets
 mutual benefit, without hampering competition
 primarily with leading partner countries and
neighboring countries
4. H2020 Transport
4.7. Transport calls
Three calls:
1. Mobility for Growth
2. Green Vehicles
3. Small Business Innovation for Transport
Plus: Fast Track to Innovation Pilot Call.
+ plus
Other actions!!!
Like international cooperation
4. H2020 Transport
4.7. Transport calls cont’d. I.
 MG.1.2-2015 Enhancing resource efficiency of aviation
After CleanSky (after 2025) greening
 MG.1.8-2014-2015. International cooperation in aeronautics
with Japan



Future passenger friendly cabin architecture and systems
Efficient composite structure manufacturing and monitoring
Smarter flight control technologies for enhanced safety
 MG.1.9-2015. International cooperation in aeronautics with
Canada



Reducing environmental impact through advanced design of novel
aircraft configurations.
Reducing noise through novel materials design and application on
engines and/or airframes.
Reducing energy consumption through more electrical aircraft and
systems integration
4. H2020 Transport
4.7. Transport calls cont’d. II.
 MG.1.10-2015. International cooperation in aeronautics with
China
 Innovative methods and numerical technologies for airframe and
engine noise reduction.
 Development of bio-sourced composite materials and environmentfriendly multifunctional composites and structures for aeronautics
applications.
 Flow control and advanced numerical tools for physical modelling of
unsteady flows of aircraft and its components.
 MG.3.6-2015. Safe and connected automation in road
transport
Specific challenge: Automated and progressively autonomous driving
applications in road transport, actively interacting with their intelligent
environment could provide an answer to the EU objective of reconciling
growing mobility needs with more efficient transport operations, lower
environmental impacts and increased road safety.
4. H2020 Transport
4.7. Transport calls cont’d. III.
 MG.4.3-2015. System modelling and life-cycle cost and
performance optimization for waterborne assets
 New design and mathematical modelling tools and paradigms
supporting the full understanding of operational practices and
situations covering the entire useful economic life of a vessel or
maritime structure (including material recovery, "from cradle to
cradle") in terms of costs and performance.
 A comprehensive and detailed approach to system integration and
optimization
 A large scale virtual demonstrator for smart, adaptive and multimaterial complex ships and structures, based on the design tools and
concepts for minimized life-cycle costs and using the complete product
model.
 MG.5.5-2015. Demonstrating and testing innovative solutions
for cleaner and better urban transport and mobility
4. H2020 Transport
4.7. Transport calls cont’d. IV.
 MG.6.3-2015. Common communication and navigation
platforms for pan-European logistics applications
 MG.8.3-2015. Facilitating market take up of innovative
transport infrastructure solutions
 MG.8.4-2015. Smart governance, network resilience and
streamlined delivery of infrastructure innovation
 MG.9.1-2015. Transport societal drivers
Specific challenge: A sound understanding of behavioral and societal factors –
including economic, social, demographic, cultural and gender issues where
relevant- that influence transport demand and supply is needed to ensure that,
in shaping transport policies and research and innovation activities, the values,
needs and expectations of the society are met.
4. H2020 Transport
4.7. Transport calls cont’d. V.
 MG.5.4-2015. Strengthening the knowledge and capacities of
local authorities
Specific challenge: Many of Europe's urban areas are struggling to address the
transport-related challenges they are facing. New technologies and innovative
measures are emerging, but they are not taken up at a scale that is necessary to
meet the targets of the Transport White Paper. Cities are hesitating to
implement innovative solutions because little information is available on their
effectiveness and on how to overcome the barriers to successful
implementation. Special attention should be paid to issues related to vulnerable
groups of citizens and gender issues.
 Innovation Actions to be carried out by city-led consortia, composed of
four to five cities, led by at least two advanced cities, which are committed
to establish living laboratories where innovative solutions can be
implemented. (12 – 18 MEUR)
 ‘CIVITAS Process and Impact Evaluation Framework’,
! Associated with smart city projects
4. H2020 Transport
4.7. Transport calls cont’d. VI.
 MG.5.5-2015. Demonstrating and testing innovative solutions
for cleaner and better urban transport and mobility
 MG.6.3-2015. Common communication and navigation
platforms for pan-European logistics applications
The challenge is to develop architectures and open systems for information
sharing and valorization, connecting key stakeholders with information and
expertise enabling exploitation on the basis of trusted business agreements and
with the relevant authorities (transport authorities and customs being the most
eloquent player, but there are also other authorities in relation to health, safety,
etc.). These architectures and systems need to accommodate feedback loops
that allow for deviation management and corrective and preventive action
(CAPA).
4. H2020 Transport
4.7. Transport calls cont’d. VII.

management and corrective and preventive action (CAPA).
 MG.8.3-2015. Facilitating market take up of innovative
transport infrastructure solutions
Specific challenge: The White Paper ‘Towards a Single European Transport
Area’ aims at the completion of efficient, interoperable and integrated transport
infrastructure network by 2050. These long term goals can only be achieved
when infrastructure innovation, supported by targeted up-stream research
activities, is deployed at integrated system level. However, testing and
implementing solutions at system level is much more challenging than at
component level in view of the number of technological and organizational
parameters involved, their interdependency, the scale of investment and the
potential impact on stakeholders.
 MG.8.4-2015. Smart governance, network resilience and
streamlined delivery of infrastructure innovation
! They will be analyzed during practical training
5. Preliminary actions
5.1. Information analysis
Collect and analysis , identify the relevant information on
 Horizon 2020 : goals, calls, possible founding, etc.
 national interest
 required competence (infrastructure, human resources,
knowledge)
 your and your institution core competence
 available information about the players
 major industrial partners, associations, groups having influence
on H2020 program and calls,
 friends, competitors, possible partners in collaboration
 proposed ideas, proposers looking for partners
 priorities (for example requirements in geographic
balance, balance in partners, etc.)
5.1. Information analysis – cont’d.
 use widely the Internet
 use help of your NCP, people representing your country
in
relevant forums, committees, etc.
 use info of success projects
 make your visible (for others)
 built the personal contacts
(not only networking)
 be always informed
http://ec.europa.eu/programmes/horizon2020/
5.2. Study the practice
 learn how to make successful project
 how the idea must be promoted
 how the consortia must be built
 how to manage
 what is the success rate
 how to preliminary financing your pre-actions, etc.
5.2. Study the practice – cont’d.
Success in winning
Number of projects
Win financial support
from total budget (FP7
Transport)
5.3. Evaluate your situation
 general condition analysis
 Pest (Political, Economic, Social, Technological) analysis,
 sector industrial analysis with applying the Porter Five
Forces analysis
 SWOT analysis
 profile analyses,
 etc.
Example:
smart city profile
analysis of
Budapest University of
Technology and
Economics
5.3. Evaluate your situation – cont’d.
Evaluate your new, emerging technologies, solutions
For example by use of technology identification, evaluation and
selection method, compatibility and impact analysis
Mavris, D. N., Kirby, M. R.
(1999): Technology identification,
evaluation and selection for
commercial transport aircraft, 58th
Annual Conference of Society of
Allied Weight Engineers, Inc. San
Jose, California 24, 25, 26 May,
1999, SAWE Paper No. 2456
5.4. Developing your competence
 select your field of interest
 identified the required competence
 develop your core competences
Competence
 Competence – ability to doing well
 Personal or individual competence – human behavior
 Company competence:
 it is not only a working environment
 strategic and knowledge management required
 Core competences - are the specific factors
- help to keep the leading position in the given field
- and they are not so easy to imitate,
- re-usable widely and
- result to the experienced benefits
5.4. Developing your competence – cont’d I.
Skills – are the learned capacities to carry the predetermined results
 Hard skills  Softs skills
Personal competence
Personal
behavior
Fortune
Tacit
knowledge
(practice)
Basic
knowledge
Professional
knowledge
Doctoral
Schools and
supervisors
5.4. Developing your competence – cont’d II.
1. Problem recognition
2. Requirements predefinition
3. Journal Article Critique
4. Database Search and Retrieval
5. Data Analysis – Quantitative
6. Data Analysis – Qualitative
7. Concept development
8. Research Definition (Goals)
9. Methodology
10. Requirements definition
11. Theoretical Investigations
12. Model developing
13. Test Design
14. Measuring and Testing
15. Validation and Verification
16. Analysis
17. Results and their Presentations
18. Benefit Analysis
19. Report Writing
20. Abstract Writing
21. Poster
22. Conference Lecture
23. Paper Writing
24. Paper Review
25. Team development
26. Research Proposal
27. Project Management
28. Project Administration
29. Project Financial Administration
30. PR
5.5. Present yourself
 make a small info
 revise your website
 take part on info days
 take part in exhibitions,
 enter into the knowledge market
 built the partnership
6. Project creation
6.1. Ways
 recommend yourself
 answering on partner search
 jointing to team, network, association
(that will initiate new proposals)
 work close to the NCP and persons taking part in
different committees, etc.
 generate own project idea
6. Project creation
6.1. Ways – cont’d.
Possible project proposal
 direct: proposed an excellent solution for target point of
call for proposal
 working together the partners on improving the calls
(lobby)
 generate your idea and promote it (as usually its take 3 -5
years)
6. Project creation
6.2. Originality - excellence
Your support must be original and excellent
You must present added value for consortia
 infrastructure
 high level of knowledge
 special methodology
 idea on new solutions
 expertise in required field
 best or unique practice in given field
 special lobby force
 legal actor in given are (for example in given country)
 bringing synergy in proposal or
 supporting the required balance
6. Project creation
6.2. Originality – excellence – cont’d.
Original idea – revolutionary solutions – new technologies –
thinking out of the box
6. Project creation
6.3. Promotion of your idea
 internal , external discussions
 one page short description
 title
 actuality
 goal
 objectives – task should be solved
 short description: methodology, expected results
 novelties
 size of project (time, required infrastructure, human
resources, finance)
 proposal
 intellectual properties, confidence
6. Project creation
6.3. Promotion of your idea – cont’d.
 testing the idea on meeting, workshops,
 presentation on conferences
 journal publication
Do not forget: your idea might be
 not so original (check it before starting the promotion)
 against to intellectual property, patent
 applied (stolen) by others (prepare yourself for saving it)
Your project idea will be introduced into a special market,
where the competitors may against and attack it.
6. Project creation
6.4. Lobbying
Use strong support of
 technological platforms (like ACARE)
 from major industrial players (as Airbus)
 associations, networks (like European Defense Agency,
European Aeronautic Sciences Network, etc.)
jointing to team, network, association
(that will initiate new proposals)
 NCP and persons taking part in different committees, etc.
 NCP of consortia partners,
 political lobby
You must force on including your original ideas into the call!!!
6. Project creation
6.5. Building the consortia
 number of partners depend on form and size of consortia
(best solution about 8 -14 members)
 cover the list of requirements and competences
(infrastructure, methodology, knowledge, knowledge transfer, etc.)
 consortia leader and mat least half of members
should have practice in EU FP projects)
 look for good management
(coordinator, administrative, scientific, quality and dissemination
managers)
 look for required balance
geographical (west – east or north - south countries)
institutional (SME, institution, technology transfer centers, users)
end user support (at least at user group or advisory board)
7. Writing the proposal
7.1. General background
 study the call and related materials and proposal templates
 connect with EU officers and NCP for getting some
hidden information (if it possible)
 look for the person(s) having practice (tacit knowledge)
in proposal writing
(or invite the such service providers to project)
 make a list about the required field must be filled up
 make a plan for proposal writing
 learn „state of the art”, study best practice
 start with letter of intents
 distributed the tasks but coordinate the contribution
 have a final English correction
7.2. Starting activities
 defined the target (and relevant) point(s) of the call
 defined the goal or overall objective of the proposal
 defined the objectives (determined from the goal)
 collect the partner info about their competences
and possible contribution to planned project
 have a meeting (or telephone conference) for preliminary
definition of the
 (required) project size
 contact persons (serving all the required info - financial aspects, too)
 role of consortia members (WP and task leading)
 work structure

forms of partners’ contribution in proposal writing
 start the writing
7.3. WP structure development
 use the typical structure
7.3. WP structure development – cont’d. I.
 apply the template
Work package number
Work package title
Participant number
Short name of participant
Person/months per participant:
WPX
Start Date or Starting Event
1
2 3
4
1
2 0,5
0,5
Objectives

at least 3 - 4
Description of work
General description: 3-5 sentences.
Methodology and applied methods: for showing the level of working 4 -6 sentences
Tasks: short description and definition the subtasks
Indicate number of partners leading and partners taking part in the given task, sub-task.
Deliverables (brief description and month of delivery)
They must be harmonized with objectives and tasks.
MY
Total
4
7.3. WP structure development – cont’d. II.
 make balance between the WP-s
they must be nearly the same size
 define tasks that really will be and can be solved
defined the inputs from other Wps and outputs for others
 avoid the professional jargon
 use the expected and well known methods and „trendy”
words
 avoid figures, explanations, duplications
7.4. Write the concept and approach
It should be developed parallel to (or even little be earlier than)
the WP description
 it defines and describe the actuality, objectives, methodology
and methods planned to apply, etc. In general form
 background
 project idea
 applied methodology (generally – state of the art)
 project position (related to the call(s))
 relation to the national and international projects
 approach and methodology (according to the project)
 consortia competence
 gender and social aspects
 use figures, photos, tables explaining the proposal idea,
actuality, methology, etc.
7.5. Complete the proposal
 generate the required tables, descriptions
as list of deliverables, Gantt diagram, etc.
 write the other parts of the professional part of the projects
as excellence (objectives, relation to the work program)
impact (expected, measures to maximize impact)
management, exploitation and dissemination actions
milestones
 complete the administrative part and financial plan
7.5. Complete the proposal – cont’d.
Do Not forget!
! Impact on society, economy, environment, technology, sciences,
etc. And they must be measurable.
! Give all the argument supporting your project as membership of
consortia participants in journal reduction board, conference
organization, having a special test benches, having practice in
development and commercialization of new technology, etc.
! Intellectual property : make a list of using the ideas., methods
etc. Sensitive to the IP.
7.6. After wining
 Look for good description of the work!
 Do not allow to partners starting the negotiation about their
contribution and work and support redistribution!
 Keep the DoW and deadline!
 Be informed about the situations (especially about the problems
occurring)!
 Always react prompt on the problems, questions!
 Look for right and in time using the EU supports’
 Control the exploitation and dissemination actions!
 harmonized the explanation and dissemination of the results!
8. A successful project
The Gabriel project was successfully finished in time in
framework of planned works and cost and it resulted to the
better than expected results.
The knowledge developed during the project coordination
had been applied by this lecture.
Information about the project will be given by a short
lecture.
Conclusions
The EU contribution to the research and innovation is a
great possibility for getting support for developing new
ideas or accelerating the running projects.
The planned support amount is quit great, but to many
pretenders.
You have to learn how to develop and write a good
proposal, how to promote it, how to win.
It takes time – at least 3 -4 years.
GABRIEL Introduction
Prof. – Dr. Jozsef Rohacs
Rea-Tech Ltd
Brussels Meeting
29th of August, 2014

Eastern aeronautical sciences - bilat

Transcription

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