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Pop, P., Scholle, D., Šljivo, I., Hansson, H., Widforss, G. & Rosqvist, M. (2017). Safe cooperating cyber-physical systems using wireless communication: The SafeCOP approach. Microprocessors and microsystems, 53, 42-50
Open this publication in new window or tab >>Safe cooperating cyber-physical systems using wireless communication: The SafeCOP approach
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2017 (English)In: Microprocessors and microsystems, ISSN 0141-9331, E-ISSN 1872-9436, Vol. 53, p. 42-50Article in journal (Refereed) Published
Abstract [en]

This paper presents an overview of the ECSEL project entitled “Safe Cooperating Cyber-Physical Systems using Wireless Communication” (SafeCOP), which runs during the period 2016–2019. SafeCOP targets safety-related Cooperating Cyber-Physical Systems (CO-CPS) characterised by use of wireless communication, multiple stakeholders, dynamic system definitions (openness), and unpredictable operating environments. SafeCOP will provide an approach to the safety assurance of CO-CPS, enabling thus their certification and development. The project will define a runtime manager architecture for runtime detection of abnormal behaviour, triggering if needed a safe degraded mode. SafeCOP will also develop methods and tools, which will be used to produce safety assurance evidence needed to certify cooperative functions. SafeCOP will extend current wireless technologies to ensure safe and secure cooperation, and also contribute to new standards and regulations, by providing certification authorities and standardization committees with the scientifically validated solutions needed to craft effective standards extended to also address cooperation and system-of-systems issues. The project has 28 partners from 6 European countries, and a budget of about 11 million Euros corresponding to about 1,300 person-months. 

Place, publisher, year, edition, pages
Elsevier B.V., 2017
National Category
Computer Systems
Identifiers
urn:nbn:se:mdh:diva-36139 (URN)10.1016/j.micpro.2017.07.003 (DOI)000411544600004 ()2-s2.0-85023607120 (Scopus ID)
Projects
SafeCOP - Safe Cooperating Cyber-Physical Systems using Wireless Communication
Funder
EU, Horizon 2020, 692529 Vinnova
Available from: 2017-07-27 Created: 2017-07-27 Last updated: 2019-04-16Bibliographically approved
Widforss, G. & Rosqvist, M. (2016). On Top of the Consortium: Keeping the Control of Consortium Building in ICT R&D Programmes. In: International Conference on Engineering, Technology and Innovation 2015 ICE 2015: . Paper presented at International Conference on Engineering, Technology and Innovation 2015 ICE 2015, 22 Jun 2015, Belfast, Northern Ireland. , Article ID 7438648.
Open this publication in new window or tab >>On Top of the Consortium: Keeping the Control of Consortium Building in ICT R&D Programmes
2016 (English)In: International Conference on Engineering, Technology and Innovation 2015 ICE 2015, 2016, article id 7438648Conference paper, Published paper (Refereed)
Abstract [en]

Research projects in the engineering domain are often performed in partnership between Academia and Industry. Some kinds of funding presuppose a specific blend and participation of different partners in the projects. The initiator of a project, the prospective consortium leader, thus has to take on board a selection of organizations to meet the requirements from the funding program or funding body. One usual way is to ask “old friends”, partners you know from previous collaboration, but sometimes it is not sufficient to get a well-balanced consortium with sufficient competence and/or country representation. On the European level, there are many attempts to help the proposers to build a consortium, often named “brokerage event”, “proposer´s days” or the like. These often seems to encourage large consortia, both in principle and in practice. Large consortia can possibly help to be more complementary and well balanced, but there is no evidence that the quality of the project performance or result is better. The encouraged process can be described as a “snow ball” method. New partners arrive more or less spontaneously, and in their turn bring more partners to the consortium. Often, groups of partners who already know each other tend to join a developing consortium cluster-wise, either by country or by research or competence area. From the funding program or funding body, consortia are also encouraged to merge with each other, which gives the process of building a consortium another level of complexity. An advantage of this model can be that partners with previous experience join the consortium, group-wise. An opposite approach is to be open, but to stay in control of the consortium building process. This can be done by giving successive tasks and instructions to the interested partners, without any promises, and just successively incorporate new partners in the consortium. This strategy is a structured semi-open selection process for the consortium, paired with the development of the proposal. We state the hypothesis that the “standard” mechanisms might lead to large consortia, loss of control and possibly bad performance, and that a more restricted method can lead to sufficiently sized consortia, help the consortium leader to keep the control, and possibly lead to better quality of performance. To learn more about this, we have interviewed a number of experienced project managers to find out how they perform consortium building in practice. We have also been interested in learning more about how they examine new research partners before inviting them to a research cooperation proposal or project.

Keywords
Consortium building, selection of partners, timeliness, successive tasks, committed partners, productive partners
National Category
Other Engineering and Technologies
Identifiers
urn:nbn:se:mdh:diva-29225 (URN)10.1109/ICE.2015.7438648 (DOI)2-s2.0-84968919996 (Scopus ID)9781467371568 (ISBN)
Conference
International Conference on Engineering, Technology and Innovation 2015 ICE 2015, 22 Jun 2015, Belfast, Northern Ireland
Available from: 2015-10-06 Created: 2015-09-29 Last updated: 2016-12-27Bibliographically approved
Widforss, G. & Rosqvist, M. (2015). Dealing with complex projects in a research environment. In: : . Paper presented at The Association of Research Managers and Administrators 25th annual conference 2015 ARMA 2015, 2 Jun 2015, Brighton, United Kingdom.
Open this publication in new window or tab >>Dealing with complex projects in a research environment
2015 (English)Conference paper, Poster (with or without abstract) (Other academic)
Abstract [en]

The School of Innovation, Design and Engineering (IDT) at Mälardalen University (MDH), Sweden, has built its research environment in cooperation with European industry. As the number of research project has increased, the challenge to manage the projects is correspondingly increasing. To allow researchers to focus on research, IDT has invested in training for professional project management and designated the department for research coordination (RECO) to be the school´s project management office, providing professional project management to research projects. RECO has launched a number of quality processes to increase the professionalism in applying for and managing research projects, and is now carrying experience between projects and researchers. The combination of excellent research and professional project management is a success factor when handling the large portfolio of complex projects. This poster will present how MDH improve productivity and quality in research management by adding project management competencies to the research environment.

National Category
Engineering and Technology Economics and Business
Identifiers
urn:nbn:se:mdh:diva-29224 (URN)
Conference
The Association of Research Managers and Administrators 25th annual conference 2015 ARMA 2015, 2 Jun 2015, Brighton, United Kingdom
Available from: 2015-10-06 Created: 2015-09-29 Last updated: 2017-10-31Bibliographically approved
Widforss, G. & Rosqvist, M. (2015). Project Management in Complex Environments. In: 21st Century Projects IPMA 2015: . Paper presented at 21st Century Projects IPMA 2015, 13-15 May 2015, Bratislava, Slovakia.
Open this publication in new window or tab >>Project Management in Complex Environments
2015 (English)In: 21st Century Projects IPMA 2015, 2015Conference paper, Published paper (Refereed)
Abstract [en]

The School of Innovation, Design and Engineering (IDT) at Mälardalen University (MDH), Sweden, has built its research environment in cooperation with industry by funding from external sources. As the number of research project has increased, the challenge to run and manage the projects is increasing. To allow researchers to focus on research rather than project management, IDT has invested in training for professional project management and designated the department for research coordination (RECO) to be the project management office (PMO), providing professional project management to research projects. RECO are now carriers of experience between different projects. RECO project managers, however, are not experts in the research conducted at the school, which is a challenge. Nevertheless, the combination of excellent research and professional project management is a success factor when it comes to handling the large portfolio of complex projects within the school. This session will present a survey among Swedish PMO, and set it in relief to how MDH improve productivity and quality in research management by adding project management competencies to the research environment at the university.

Keywords
industry-academia, project management, complexity, research projects, funding
National Category
Other Engineering and Technologies Business Administration
Identifiers
urn:nbn:se:mdh:diva-28153 (URN)
Conference
21st Century Projects IPMA 2015, 13-15 May 2015, Bratislava, Slovakia
Available from: 2015-06-12 Created: 2015-06-08 Last updated: 2016-12-27Bibliographically approved
Widforss, G. & Rosqvist, M. (2015). The Project Office as Project Management Support in Complex Environments. Paper presented at International Conference on Project MANagement 2015 ProjMAN 2015, 7-9 Oct 2015, Algarve, Portugal. Procedia Computer Science, 64, 764-770
Open this publication in new window or tab >>The Project Office as Project Management Support in Complex Environments
2015 (English)In: Procedia Computer Science, ISSN 1877-0509, E-ISSN 1877-0509, Vol. 64, p. 764-770Article in journal (Refereed) Published
Abstract [en]

In the academic sector, most engineering research funding presupposes collaborative projects. Collaboration between academia and industry is encouraged. This approach creates successive complexity in most Research and Development (R&D) projects in many ways. Projects funded by the European Commission or jointly funded by national agencies are often encouraged to become large, competing companies may become partners, objectives are unclear, and overall vagueness usually increases with consortium size. Many companies and some research organizations have created project management offices (PMO) to deal with project complexity. Typically, project managers in research organizations are excellent researchers but less skilled or interested in project management. To help researchers stay focused on research and not get side tracked by project management, the PMO provides professional project management services to researchers and research projects. The combination of excellent research and professional project management is a success factor when handling a large portfolio of complex projects. We surveyed the directors of PMOs in Sweden to determine how PMOs cope with complexity in different organizations. This paper presents the results of that small survey and compares them with similar efforts at one Swedish university in a brief case study.

Keywords
industry-academia, project management, complexity, research projects, funding.
National Category
Other Social Sciences
Identifiers
urn:nbn:se:mdh:diva-30029 (URN)10.1016/j.procs.2015.08.626 (DOI)000373839900096 ()2-s2.0-84962905525 (Scopus ID)
Conference
International Conference on Project MANagement 2015 ProjMAN 2015, 7-9 Oct 2015, Algarve, Portugal
Available from: 2015-12-19 Created: 2015-12-18 Last updated: 2017-12-01Bibliographically approved
Rosqvist, M. (2014). Annual Report 2013 Embedded Systems.
Open this publication in new window or tab >>Annual Report 2013 Embedded Systems
2014 (English)Other (Other academic)
National Category
Engineering and Technology
Identifiers
urn:nbn:se:mdh:diva-27162 (URN)
Projects
InterAct@MRTC
Available from: 2014-12-22 Created: 2014-12-19 Last updated: 2015-02-03Bibliographically approved
Rosqvist, M. & Davis, A.-C. (2014). Annual Report 2013 Innovation and Product Realisation.
Open this publication in new window or tab >>Annual Report 2013 Innovation and Product Realisation
2014 (English)Other (Other academic)
National Category
Engineering and Technology
Identifiers
urn:nbn:se:mdh:diva-27161 (URN)
Available from: 2014-12-22 Created: 2014-12-19 Last updated: 2015-02-03Bibliographically approved
Widforss, G. & Rosqvist, M. (2014). Creating a consortium: Book of industry papers, poster papers and abstracts of the ProjMAN 2014 - International Conference on Project MANagement. In: Book of industry papers, poster papers and abstracts of the ProjMAN 2014 - International Conference on Project MANagement ProjMAN: . Paper presented at International Conference on Project MANagement ProjMAN, 15-17 Oct 2014, Troia, Portugal.
Open this publication in new window or tab >>Creating a consortium: Book of industry papers, poster papers and abstracts of the ProjMAN 2014 - International Conference on Project MANagement
2014 (English)In: Book of industry papers, poster papers and abstracts of the ProjMAN 2014 - International Conference on Project MANagement ProjMAN, 2014Conference paper, Published paper (Refereed)
Abstract [en]

Mälardalen Real-Time Research Center (MRTC) has been a part of several proposals and projects selected and partly funded by ARTEMIS-JU. In this paper we want to present an example how the process of building a consortium can be handled by the main proposer in this kind of calls. The traditional way to do it is a “snow ball strategy” where the consortium lead might lose the control of the development of the consortium. Our approach is to be open, but keep control, by giving successive tasks and instructions to the interested partners, without any promises. When a core team of committed and productive partners is selected, they provide a first draft that is used to select the total consortium. Our strategy is a structured semi-open selection process for the consortium, paired with the development of the proposal.

Keywords
Consortium building, selection of partners, timeliness, successive tasks, committed partners, productive partners
National Category
Engineering and Technology
Identifiers
urn:nbn:se:mdh:diva-26791 (URN)978-989-97433-4-2 (ISBN)
Conference
International Conference on Project MANagement ProjMAN, 15-17 Oct 2014, Troia, Portugal
Available from: 2014-12-04 Created: 2014-12-02 Last updated: 2016-12-27Bibliographically approved
Rosqvist, M. (2013). Annual Report 2012 Embedded Systems.
Open this publication in new window or tab >>Annual Report 2012 Embedded Systems
2013 (English)Other (Other academic)
National Category
Engineering and Technology
Identifiers
urn:nbn:se:mdh:diva-25114 (URN)
Projects
InterAct@MRTC
Available from: 2014-06-09 Created: 2014-06-05 Last updated: 2014-06-09Bibliographically approved
Rosqvist, M. (2013). Annual Report 2012 Innovation and Product Realisation.
Open this publication in new window or tab >>Annual Report 2012 Innovation and Product Realisation
2013 (English)Other (Other academic)
National Category
Engineering and Technology
Identifiers
urn:nbn:se:mdh:diva-25118 (URN)
Projects
MITC - Mälardalen Industrial Technology CenterInterAct@MRTC
Available from: 2014-06-09 Created: 2014-06-05 Last updated: 2014-06-09Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0003-4750-5228

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