Part One - Overview



What is meant by partnering?
How is Framework Programme Six different?
What are the responsibilities of a partner?
What are the major risks?
How do you set up an effective consortium?


Finding Partners

Managing expectations

Making the commitment

Getting started


Final checklist

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Risk of conflict

Being pulled in two directions

Commercial sensibilities

Losing the support of the Commission

Risk of failure

Agreement over detail

Visible effort

Controlling enthusiasm

A misunderstood or incorrect specification, however perfectly implemented, will be as damaging as the poorly-implemented specification. In a consortium with inadequate communication, the tendency to ‘get on with the job’ can override the need to be sensitive to changing circumstances. One of the elements of effective partnering is recognition that you are working for others and that they are working for you. Implementing explicit supplier/customer relationships for every task in the project plan is one effective way of ensuring that work is only done when it is needed and when the recipient of the results has defined what has to be done.