- Being a good partner is not a lot different to being a good supplier. If you treat your partners as customers you will be most of the way there. Listen to their needs, respect their concerns and honour the commitments you make to them.
- Choose people for the project team who have good communication skills and, preferably, experience of working in multi-national teams. Take the necessary steps to Ďring-fenceí key project staff. Ensure you have adequate resources allocated to meet your obligations.
- Get your senior management team fully on board. Gain their approval before the project begins and their authorisation for your organisationís involvement. If you canít secure the explicit, declared backing of senior management for what you are doing, your organisation will not be a good partner and you should not be in the consortium.
- Keep key people within your own organisation briefed on progress in regular, scheduled review meetings.
- Put in place an effective, fast escalation procedure for when problems occur. Ensure that your organisation is properly prepared to deal with and resolve any major issues as they arise.
- If you canít or donít want to invest time and effort into understanding your partnersí culture, working practices, industry norms of behaviour and project goals, donít get involved.
- Donít sign up to an EC-funded project or network if your organisation is uncertain that it will be able to meet its obligations. You are committing your organisation to a legally-binding undertaking that will extend over a period of several years and others will be reliant on your contribution.
- f you intend to staff your part of the project simply with the people you have available, without being prepared to reassign, recruit or develop the necessary skills, then donít become involved. You must be prepared to put people with the right skills and aptitude into the team, as you would with an internal project.