#  1\. EXECUTIVE SUMMARY

The aim of this deliverable is to set forth the project management plan in
order to describe the roles of each project organization, identify the
responsibilities of each project members, schedule the deliverables and the
project reporting period, as well as to define the work of the quality control
and risk mitigation committee.

The deliverable will become a consultation guideline for the partners involved
in the execution of the project with G.A. N° 688860, by ensuring the
fulfilment of the management plan and work organization and a sound management
and execution of the project activities.

The main scope of this deliverable is to provide:

  * Key information on the consortium structure, responsibilities and decision mechanism 

  

  * Easy to use instructions about administration procedures and interim report to the European Commission. 

  

  * Brief description of the main IPR “Intellectual Property Rights” and Exploitation Terms 

  

  * Etc. 

  

The present document is integrated by the D 7.5 “Collaboration and
Communication Tools” that offers all the tools and communication channels that
have been set out to promote and support the cooperation within the project
and to assure a common understanding of the project progresses and challenges
that the project will face.

#  2\. INTRODUCTION

##  2.1. HERCULES main project data

The next table sums up the main HERCULES project data that all partners may
take into account, whenever requested, to provide the project factsheet:

Table 1. HERCULES main data  
  
<table>  
<tr>  
<th>

Acronym

</th>  
<th>

</th> </tr>  
<tr>  
<td>

Grant agreement number

</td>  
<td>

688860

</td> </tr>  
<tr>  
<td>

Starting date

</td>  
<td>

01/01/2016

</td> </tr>  
<tr>  
<td>

Duration

</td>  
<td>

36 m

</td> </tr>  
<tr>  
<td>

Type of Action

</td>  
<td>

IA

</td> </tr>  
<tr>  
<td>

Budget

</td>  
<td>

3.261.443,47 €

</td> </tr>  
<tr>  
<td>

EC Grant

</td>  
<td>

2.072.300,00 €

</td> </tr>  
<tr>  
<td>

PO

</td>  
<td>

Mr. Sandro D’Elia

</td> </tr> </table>

##  2.2. HERCULES objectives

HERCULES intends to obtain an order-of-magnitude improvements in cost and
power consumption of next generation real-time applications by making use of
state-of-the-art multi-core scheduling techniques that have been recently
proposed in the real-time research community. Such an ambitious goal will be
achieved through a multi-layered optimization involving different components
of the architectural stack:

  1. Selection of the most suitable COTS heterogeneous hardware platforms available in the market, considering important factors like performance/cost, power consumption, programmability and predictability. [ARM’s big.LITTLE architecture, Nvidia Tegra X1…] 

  

  2. Introduction of a multi-core RTOS for the flexible and predictable resource management, including not only computing cores, but also, and most notably, memories and buses, both from a perspective of timing and power. Indeed, as the number of computing cores tends to rapidly increase to hundreds and thousands of units, the “scarce resources” of interest to schedule are not cores, but bandwidth of memories, buses and networks. This imposes new challenges to the RTOS that needs to efficiently manage these resources for achieving the required performance in terms of timing and power consumption. [ERIKA Enterprise RTOS, Linux sched_deadline,…] 

  

  3. Refactoring and parallelization of the target applications using parallel programming models that are suitable to embedded systems. In particular, the focus will be on models that could exploit lightweight runtimes for the management of parallelism and task synchronization, without requiring complex routines that would negatively affect memory occupation, bus bandwidth and power. [OpenCL, CUDA, pthreads, lightweight OpenMP,…] 

  

  

The project selected two target applications characterized by both _high-
performance and real-time_ _requirements,_ one from the automotive, one from
the avionics domain.

_Automotive application_ : an autonomous driving system jointly developed by
Pitom snc and Magneti Marelli.

_Avionic application_ : a visual-awareness system for monitoring activities of
an airplane developed by Airbus.

4

2.3. **HERCULES partners**

##  Table 3. GANTT  
  
<table>  
<tr>  
<th>

**Year**

</th>  
<th>

**Month**

</th> </tr>  
<tr>  
<td>

2016

</td>  
<td>

Jan

</td>  
<td>

Feb

</td>  
<td>

Mar

</td>  
<td>

Apr

</td>  
<td>

May

</td>  
<td>

Jun

</td>  
<td>

Jul

</td>  
<td>

Aug

</td>  
<td>

Sep

</td>  
<td>

Oct

</td>  
<td>

Nov

</td>  
<td>

Dec

</td> </tr>  
<tr>  
<td>

</td>  
<td>

M1

</td>  
<td>

M2

</td>  
<td>

M3

</td>  
<td>

M4

</td>  
<td>

M5

</td>  
<td>

M6

</td>  
<td>

M7

</td>  
<td>

M8

</td>  
<td>

M9

</td>  
<td>

M10

</td>  
<td>

M11

</td>  
<td>

M12

</td> </tr>  
<tr>  
<td>

2017

</td>  
<td>

Jan

</td>  
<td>

Feb

</td>  
<td>

Mar

</td>  
<td>

Apr

</td>  
<td>

May

</td>  
<td>

Jun

</td>  
<td>

Jul

</td>  
<td>

Aug

</td>  
<td>

Sep

</td>  
<td>

Oct

</td>  
<td>

Nov

</td>  
<td>

Dec

</td> </tr>  
<tr>  
<td>

</td>  
<td>

M13

</td>  
<td>

M14

</td>  
<td>

M15

</td>  
<td>

M16

</td>  
<td>

M17

</td>  
<td>

M18

</td>  
<td>

M19

</td>  
<td>

M20

</td>  
<td>

M21

</td>  
<td>

M22

</td>  
<td>

M23

</td>  
<td>

M24

</td> </tr>  
<tr>  
<td>

2018

</td>  
<td>

Jan

</td>  
<td>

Feb

</td>  
<td>

Mar

</td>  
<td>

Apr

</td>  
<td>

May

</td>  
<td>

Jun

</td>  
<td>

Jul

</td>  
<td>

Aug

</td>  
<td>

Sep

</td>  
<td>

Oct

</td>  
<td>

Nov

</td>  
<td>

Dec

</td> </tr>  
<tr>  
<td>

</td>  
<td>

M25

</td>  
<td>

M26

</td>  
<td>

M27

</td>  
<td>

M28

</td>  
<td>

M29

</td>  
<td>

M30

</td>  
<td>

M31

</td>  
<td>

M32

</td>  
<td>

M33

</td>  
<td>

M34

</td>  
<td>

M35

</td>  
<td>

M36

</td> </tr> </table>

***Note:** Office deadline for submission: When the deadline (i.e.
Deliverable, Progress Report) is expressed in terms of M X, it is understood
that the deadline is finished the last workable day of the numbered month.

#  3\. PROJECT LEGAL DOCUMENTS

The most relevant document for the daily project management are included in
the main important legal documents of the project.

The legal binding documents of the project are of three different types:

1\. _Grant Agreement_ N° 688860 is the agreement signed by each LEARS’ project
partner with the European Commission via the participant portal and is
subjected to the H2020 set of rules described within the AGA (Annotated Model
Grant Agreement) available on line at:
_http://ec.europa.eu/research/participants/data/ref/h2020/grants_manual/amga/h2020-amga_en.pdf_
The Grant Agreement is composed by 6 Annexes:

  * Annex 1 Description of the action (DoA) 

  

  * Annex 2 Estimated budget for the action 

  

  * Annex 3 Accession Forms (required for any amendment) 

  

  * Annex 4 Model for the financial statements (form c) 

  

  * Annex 5 Model for the certificate on the financial statements (required by the auditor for the financial control) 

  

  * Annex 6 Model for the certificate on the methodology (required by the auditor for the financial control) 

  

• In case of Amendment, the process will be the following:

  * Formal Agreement of the consortium, two options: 

    1. By virtual (email, on-line poll) agreement of the EB (Executive Board members) 

  

    2. By consensus during a EB meeting (this will be included in the minutes that will be approved by all the consortium 

  
  

  

  * UNIMORE, as project coordinator, will prepare the amendment, require prior approval of the PO and send to the EC via participant portal 

  

  * After the approval the changes will be automatically included in the new DoA and new version will be downloadable from the Participant Portal. 

  

  2. _Consortium Agreement_ : this is a complementary contract to the G.A., signed among the G.A. beneficiaries. It is subject to the G.A., and mainly oriented to the regulation of the day-to-day running consortium and prevention of any conflicts or contingency situation. 

  

  3. _Industrial Advisory Board Non-Disclosure Agreement_ : this is a confidentiality agreement between the project beneficiaries and the members of the IAB. For simplicity, the project beneficiaries have approved to give UNIMORE (PC) a mandate to sign a Collaboration Agreement, that includes a NDA, with each IAB member on behalf of all the project partners. 

  

  

#  4\. PROJECT ORGANIZATION

HERCULES Project involves 7 organizations from 4 different countries, the
consortium includes 3 universities (University of Modena and Reggio E.), ETH
Zurich, CTU Prague, 2 SMEs (Pitom snc, Evidence srl) and 2 large industrial
companies (Magneti Marelli, Airbus).

The consortium has been selected to provide the required set of expertise to
achieve the intended results: the picture below shows how each project partner
has been clearly identified for each required role:

_Application providers:_ Pitom snc, Magneti Marelli, Airbus _OEM/Tier 1/System
integrators_ : Magneti Marelli, Airbus,

_Programming model and runtime_ : ETH Zurich

_RTOS support:_ Evidence srl

_Real-time scheduling and schedulability analysis_ : UNIMORE

_Data transfers and memory management optimization:_ CTU Prague

**Figure 1. HERCULES Partner Composition**

##  4.1. HERCULES management bodies

The management and governance structure and procedures are described both in
the Annex I of the G.A. (section 3.2 - Management structure and procedures)
and in the Consortium Agreement (section 6 - Governance Structure).

The Executive Board members included in section 3.2 of the G.A. have already
been confirmed. The following sections will only summarize the different
bodies as the main description has already been included in the above-
mentioned documents:

**Figure 2. HERCULES governance structure**

##  4.2. Project Coordinator (PC)

The Project Coordinator and technical manager (TM) is Prof. Marko Bertogna
(UNIMORE), responsible both for scientific and managerial tasks and for all
communication with the European Project Officer.

The main tasks of the TM are, among others: To ensure that all the goals and
strategic objectives are met, and (most important) that they are in-line with
the ICT program and strategic objectives. To define and supervise technical
strategies and mid-long term goals, and to identify short-term sub-projects,
for single partners, if needed. To chair both the Executive Board and the
Industrial Advisory Boards, as described below. To work in close contact with
the Project Manager (see below).

The Project Coordinator will be supported by an external Project Manager (PM),
Dr. Francesco Guaraldi, who will be the interface among the Consortium and the
EU officers. He is responsible for timing completion of deliverables and
project objectives. He is in charge of monitoring the progress of each task in
each work package. He will work in very close contact with Work Package
Leaders to monitor their work, identify potential risks that can harness the
project and immediately propose corrective actions. For this reason, he will
also be in direct contact with the Executive Board. In case some parts of the
project are at risk, he will identify and propose corrective actions to
recover HERCULES in a safe state. The PM is also in charge of producing
documentation, both for “internal” use (e.g., minute of the meetings) and
“external” use, such as Periodic Reports and the Financial Statements. He will
interact with the Financial Department of UNIMORE for the timely distribution
of allocated budget to each partner.

Contact details  
  
<table>  
<tr>  
<th>

**Role**

</th>  
<th>

**Name**

</th>  
<th>

**Email address**

</th> </tr>  
<tr>  
<td>

Project Coordinator

</td>  
<td>

Marko Bertogna

</td>  
<td>

marko.bertogna@unimore.it

</td> </tr>  
<tr>  
<td>

Project Manager

</td>  
<td>

Francesco Guaraldi

</td>  
<td>

hercules@unimore.it

</td> </tr>  
<tr>  
<td>

Dissemination Manager

</td>  
<td>

Michal Sojka

</td>  
<td>

sojkam1@fel.cvut.cz

</td> </tr>  
<tr>  
<td>

Exploitation manager

</td>  
<td>

Roberto Mati

</td>  
<td>

roberto.mati@pitom.eu

</td> </tr> </table>

##  4.3. Executive Board

The Executive Board is the decision making team that is in charge of directing
the project and take all the strategic decision by composite majority (2/3).
Each partner selects a member, who can delegate another member of the same
organization, if needed. Each member of the EB has one vote, in case of tie
the PC vote acts double.

##  Table 4. EB members list  
  
<table>  
<tr>  
<th>

**N°**

</th>  
<th>

**Partner**

</th>  
<th>

**Name**

</th>  
<th>

**Surname**

</th> </tr>  
<tr>  
<td>

PP1

</td>  
<td>

UNIMORE

</td>  
<td>

Marko

</td>  
<td>

Bertogna

</td> </tr>  
<tr>  
<td>

PP2

</td>  
<td>

CTU

</td>  
<td>

Zdenek

</td>  
<td>

Hanzalek

</td> </tr>  
<tr>  
<td>

PP3

</td>  
<td>

ETHZ

</td>  
<td>

Luca

</td>  
<td>

Benini

</td> </tr>  
<tr>  
<td>

PP4

</td>  
<td>

EVI

</td>  
<td>

Paolo

</td>  
<td>

Gai

</td> </tr>  
<tr>  
<td>

PP5

</td>  
<td>

PITOM

</td>  
<td>

Roberto

</td>  
<td>

Mati

</td> </tr>  
<tr>  
<td>

PP6

</td>  
<td>

AB

</td>  
<td>

Klaus

</td>  
<td>

Schertler

</td> </tr>  
<tr>  
<td>

PP7

</td>  
<td>

MM

</td>  
<td>

Valerio

</td>  
<td>

Giorgetta

</td> </tr> </table>

###  4.4. General Assembly

All project partners members are part of the General Assembly, the main task
of the GA is to discuss with the WP leaders about the progress (Technical and
Scientific) of every Work Package. The assembly will discuss the short and
middle term action plans to reach on time the Deliverables/Milestones or, in
case of unexpected risks/delay, it will propose to the EB any contingency
measure to be adopted.

###  4.5. WP leaders

WP leader will coordinate the work within each assigned tasks, controlling the
quality of the deliverables, assuring the correct interaction among partners
and maintaining the PC and PM informed about the project updates and progress.
WP leaders will also be responsible for the peer review and quality control of
the deliverables produced by other WP Packages, according to the tables below.

Work Package Leaders will continuously monitor the progress of their WP and
identify critical issues to report to the Executive Board. They will actively
participate in the project meetings, by preparing presentations of the
technical advances and financial status of their WP, if needed. The WPLs may
nominate separate task leaders when necessary.

The main role of WP Leaders is to distribute the workload among the partners
participating in the WP (including itself) and to supervise it to ensure a
timely and qualitatively sufficient delivery of the related tasks.

###  4.6. Industrial Advisory Board

The project is driven by a clear industrial demand in the embedded computing
domains. To understand and capitalize such a demand, the project will take
advantage of an Industrial Advisory Board (IAB) made of senior members of key
industrial/manufacture companies, such as: BMW, Porsche, Continental
Automotive, Autoliv, Finmeccanica, Selex ES, Honeywell, MBDA, Nvidia, ARM,
Tom’s Hardware, Codeplay, Volkswagen, IMA, SACMI, Yanmar, Topcon. The role of
the IAB is to monitor HERCULES with respect to the industrial/market domain
and to the needs of each IAB member, during the whole lifetime of the project.
More in details:

  * In the first stage of the project, IAB members will review and discuss the requirement analysis of the project members, identifying and prioritizing the most important ones. They can also propose (nonbinding) modifications to the requirements, if needed. 

  

  * After the first half of the project (M10, M30), they will ensure that the project is kept on focus, and they 

  

will constantly monitor the requirement priorities identified in the earlier
stage to check if they still apply to the individual market segment of each
IAB member.

  * In the last stages of the project (last 6 months) IAB members will validate the results and achievements of HERCULES, and check if they are in line with the requirements and priorities previously defined. New members can eventually join the IAB during the project timespan. The acceptance of a new IAB member must be approved by the EB and may not increase the budget assigned to the project. 

  

One of the main goals of HERCULES is to let industry effectively exploit the
technology and the scientific research produced by the consortium. IAB members
are highly valuable and cost-effective assets of the project, and their
feedback is extremely beneficial to encourage a tight cooperation and the
exchange of ideas between the HERCULES consortium.

###  4.7. Conflicts resolution mechanism

The conflicts resolution has been described both in the G.A. and in the C.A.
However, to prevent any conflict, the following action has been set:

  1. The structure of the consortium has been clearly defined since the beginning. Each WPL is responsible for ensuring the timing completion of all the tasks and deliverables of the corresponding Work-Package, within the corresponding budget and quality required. 

  

  2. To avoid conflicts and “overlapping” of responsibilities among the partners, WP leaders have been chosen to ensure the best matching between partner main expertise and corresponding WP goals, so that each work package is led by the most suitable partner. 

  

  3. Each leader is responsible for his work-package, maximizing his productivity and removing potentially time-consuming inter-partner communication in the management process. 

  

  4. Decision are taken by consensus. If a decision is not being reached by two or more partners, the EB will act and take the decision. If necessary, authorization to EC will be asked. 

  

  

V.

#  5\. QUALITY MANAGEMENT

The Consortium set up a two stage peer review cross control procedure to
assess the quality of the results and the progress of HERCULES technical
deliverables, see table n° 5. This process involves all the partners as each
of them has the responsibility to monitor the progress and the deliverable of
two other WPs, so that at the end each WP leader will receive the peer reviews
and quality control of two other Partners. Once the deliverable is amended by
the original author and cleared by the 2 reviewers, the deliverable will pass
to the PC for a final review before the submission. This process will enable
the partners to detect, at an early stage, risks and potential deviation from
the work-plan, allowing the application of corrective actions and a
contingency plan within due time. Moreover, this system will promote a
redistribution of responsibilities among all partners, allowing flexibility
and clear responsibilities to each partner. This process will also facilitate
the exchange and the interaction among work packages and strengthen each WP
leader’s commitment. This cross control will reduce the need to take
contingency actions, reducing the bureaucratic overhead that the EB might face
with the lack of quality control.

Table 5. Monitor and Review Committee  
  
<table>  
<tr>  
<th>

WP N°

</th>  
<th>

WP Leader

</th>  
<th>

Reviewer 1

</th>  
<th>

Reviewer 2

</th> </tr>  
<tr>  
<td>

1_Application

</td>  
<td>

AGI

</td>  
<td>

EVI

</td>  
<td>

UNIMORE

</td> </tr>  
<tr>  
<td>

2_Architecture

</td>  
<td>

MM

</td>  
<td>

ETHZ

</td>  
<td>

EVI

</td> </tr>  
<tr>  
<td>

3_Programming Model

</td>  
<td>

ETHZ

</td>  
<td>

CTU

</td>  
<td>

PITOM

</td> </tr>  
<tr>  
<td>

4_RTOS

</td>  
<td>

EVI

</td>  
<td>

CTU

</td>  
<td>

PITOM

</td> </tr>  
<tr>  
<td>

5_Scheduling

</td>  
<td>

CTU

</td>  
<td>

ETHZ

</td>  
<td>

MM

</td> </tr>  
<tr>  
<td>

6_Diss&Expl

</td>  
<td>

PIT

</td>  
<td>

AGI

</td>  
<td>

UNIMORE

</td> </tr>  
<tr>  
<td>

7_MGT

</td>  
<td>

UNIMORE

</td>  
<td>

MM

</td>  
<td>

AGI

</td> </tr> </table>

#  6\. CONFIDENTIALITY AND NON DISCLOSURE OF INFORMATION

Every information generated by the Project and information Exchange among
partners corresponding to activities inside the Project are subject to
confidentiality obligation.

Therefore, it is crucial to keep in mind the confidentiality legal framework,
art. 36 of the G.A. and Section 10 of the C.A.

Just to sum up the main points:

-The confidentiality and non-disclosure agreement applies to the whole period of the project implementation and for a period of four years after the end of the project (art.10.2 of the C.A.). 

  * Each Partner is responsible for the respect of the confidentiality agreement as for employees or third parties involved in the Project and shall ensure that they remain so obliged, as far as legally possible, during and after the end of the Project and/or after the end of the contractual relationship with the employee or third party (art.10.3 of the C.A.). 

  

  * Non-compliance with the fulfilment of the confidentiality agreement might cause a breach and in severe cases the General Assembly might also declare that the party is a defaulting party and decide to finish and reduce the assigned grant. 

  

Concerning the high interest of IAB Members in the exploitation of the project
results, it is agreed that no confidential information will be disclosed to
them without a prior written agreement among the partners. Moreover, the IAB
member, in line with the Collaboration Agreement signed, according to Art 3 of
the same document, agree to treat any disclosed information with at least the
same degree of protection with which the IAB Member treats its own
Confidential Information, for a period of five (5) years from the date it is
communicated.

In this sense, the Project Partners must apply to this confidentiality
condition in Project Communication even for the Project Deliverables. For this
reason, the deliverables of HERCULES project have been classified according to
the the EC’s consideration in DoA:

  * Public 

  

  * Restricted only for members of the consortium and the European Commission Service. 

  

#  7\. INTERNAL, INTERIM AND FINAL REPORTS

Partners are required to submit different types of progress reports.

Internal management reports should be drafted (in the DoA and C.A.) every 6
months, from the beginning of the project. They are part of the project
management plan for internal use, in order to check the technical work
progresses and the adequacy of the use of the planned resources, according to
the financial progress. The documents should be provided by mail to the
project coordinator and PM according to the technical progress and financial
progress templates. See table N° 6, below.

##  Table 6. Internal management reports  
  
<table>  
<tr>  
<th>

Description

</th>  
<th>

Verify the technical and financial progress according to the planned resources
and the gantt chart

</th> </tr>  
<tr>  
<td>

Objective

</td>  
<td>

Monitor the adequate scientific and financial management of the project, to
detect risks and avoid major deviation.

</td> </tr>  
<tr>  
<td>

Scheduling

</td>  
<td>

Each six months

</td> </tr>  
<tr>  
<td>

Required by

</td>  
<td>

PC and PM (Marko Bertogna and Francesco Guaraldi)

</td> </tr>  
<tr>  
<td>

Submission

</td>  
<td>

During the next month after the semester period

</td> </tr>  
<tr>  
<td>

Content

</td>  
<td>

  * Overview of the technical progress of each partner’s activities 

  

  * Overview of the WP progress 

  

  * Overview of the financial progress 

  

</td> </tr> </table>

Interim and final reports are requested by the EC in the Art.20 of the G.A.:

_Interim Report_ : from month 1 (1st of Jan. 2016) to month 18 ( 30th of Jun.
2017)

_Final Report:_ from month 19 (1st of Jul. 2017) to month 36 (31st of Dec.
2018)

All partners must send financial and technical information for the official
Periodic report to the PC on the last working day of the finishing month.

After receiving and analysing the reports, the coordinator must submit a
periodic report within 60 days following the end of each reporting period.

##  Table 7. Interim and Final report  
  
<table>  
<tr>  
<th>

Description

</th>  
<th>

The scientific report contains: an overview of the progress towards the
objectives of the action, including milestones and deliverables, a summary for
publication by the Commission, an updated “plan for the exploitation and
dissemination of the results”. The financial report contains: individual
financial statements, an explanation of use of resources and a periodic
summary of financial statement together with the request for interim payment.

</th> </tr>  
<tr>  
<td>

Objective

</td>  
<td>

Provide the EC with all the scientific and financial details regarding the
progress and cost of the project during each period.

</td> </tr>  
<tr>  
<td>

Scheduling

</td>  
<td>

Reporting periods identified in the Art.20 of the G.A. at M18 and M36

</td> </tr>  
<tr>  
<td>

Required by

</td>  
<td>

PC and PM (Marko Bertogna and Francesco Guaraldi) and PO

</td> </tr>  
<tr>  
<td>

Submission

</td>  
<td>

All the partners after a prior approval by the PC will submit it to the
participant Portal. The coordinator will submit the overall reports within 60
days by the end of the period.

</td> </tr> </table>

11  
  
<table>  
<tr>  
<th>

Content

</th>  
<th>

• •

</th>  
<th>

Overview of the technical progress of each partner’s activities Overview of
the WP progress

</th> </tr>  
<tr>  
<td>

</td>  
<td>

•

</td>  
<td>

Overview of the financial progress

</td> </tr> </table>

###  7.1. Structure of the interim and financial report

The periodic report must be submitted by the coordinator within 60 days after
the end of each reporting period. The periodic reports contain bot the
technical and the financial report. A template is available on the project
repository and has been prepared following the model available at:

_http://ec.europa.eu/research/participants/data/ref/h2020/gm/report
ing/h2020-tmpl-periodic-rep_en.pdf_

The interim and final reports are composed by two parts:

**Part A:** it is an on-line module and it is requested to include a summary
and some answers to a project implementation questionnaire, covering issues
related to the project implementation, the economic and social impact, in the
context of the H2020 performance and monitoring requirements.

**Part B** : it has to be filled with the narrative part that includes
explanations of the work carried out by the beneficiaries during the reporting
period. It contains different sections:

  1. Progress overview and explanation of the work carried out by the beneficiaries (objectives, explanation by WP, impact…) 

  

  2. Dissemination and exploitation plan and the results achieved. 

  

  3. Follow up of recommendations and comments from the previous reviews 

  

  4. Deviations from Annex I (containing tasks, use of resources, unforseen subcontracting). 

  

  

###  7.2. The financial reports (FORM C)

The template of the financial reports has been included in the Annex I. Every
six month, the PC will request each partners the financial report for internal
control of the costs according to the planned execution and timing. Each
partner will be requested to upload the official financial report to the
Participant Portal.

All this information should be shared by the organization LEAR with the
Financial department and the Financial & Legal authorized person.

The costs will have to be described as indicated in the following table

##  Table 8. Budget chapter costs  
  
<table>  
<tr>  
<th>

Personnel Costs

</th>  
<th>

Person month should be included (also with decimals) for each WP (i.e. Luca
Rossi, researcher, effort on WP5=1,2 PMs)

</th> </tr>  
<tr>  
<td>

Subcontracting

</td>  
<td>

It must be specified in the Annex I or approved by an Amendment or by written
consensus of the PO. It should include the depreciation methods (if required)
and the cost.

</td> </tr>  
<tr>  
<td>

Other direct costs

</td>  
<td>

Explanation of the major cost items; if the amount exceeds the 15% of
personnel costs a short description is required

</td> </tr> </table>

Cost that are not taken into account in Annex I must be explained and detailed
accurately. Table n° 8, shows how to describe each budget chapter.

Other costs that are not included in Annex I of the project should be
motivated and described.

Once the PC receives the financial Reports, together with the PM, he will make
a first check of the costs declared by each partner, and verify the connection
with the activity reported and the explanation details. The narrative and
financial report is collective. Any faulty report might generate delays
interfering with the project execution: (e.g. a request of a further
explanation of the use of resources by one of the partners coming from the
Officers will affect the overall evaluation and the submission approval and
the time to-pay for the partial reimbursement cost).

Table n° 9 details the list of the HERCULES participant contacts.

Table 9. HERCULES Participant Contact  
  
<table>  
<tr>  
<th>

Partner

</th>  
<th>

Role

</th>  
<th>

Full Name

</th>  
<th>

Contact

</th> </tr>  
<tr>  
<td>

UNIMORE

</td>  
<td>

Primary Coordinator Contact

</td>  
<td>

Marko BERTOGNA

</td>  
<td>

marko.bertogna@unimore.it

</td> </tr>  
<tr>  
<td>

Team Member

</td>  
<td>

Barbara REBECCHI

</td>  
<td>

internationalresearch@unimore.it

</td> </tr>  
<tr>  
<td>

Project Financial Signatory

</td>  
<td>

Andrea SACCHETTI

</td>  
<td>

segreteria.fim@unimore.it

</td> </tr>  
<tr>  
<td>

Project Legal

Signatory

</td>  
<td>

Angelo Oreste ANDRISANO

</td>  
<td>

rettore@unimore.it

</td> </tr>  
<tr>  
<td>

Coordinator Contact

</td>  
<td>

Giulia SCATASTA

</td>  
<td>

giulia.scatasta@unimore.it

</td> </tr>  
<tr>  
<td>

Coordinator Contact

</td>  
<td>

Francesco GUARALDI

</td>  
<td>

panchocile@gmail.com

</td> </tr>  
<tr>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td> </tr>  
<tr>  
<td>

CTU

</td>  
<td>

Project Legal

Signatory

</td>  
<td>

Petr KONVALINKA

</td>  
<td>

petr.konvalinka@rek.cvut.cz

</td> </tr>  
<tr>  
<td>

Project Financial Signatory

</td>  
<td>

Milan POLIVKA

</td>  
<td>

polivka@fel.cvut.cz

</td> </tr>  
<tr>  
<td>

Project Financial Signatory

</td>  
<td>

Pavel RIPKA

</td>  
<td>

ripka@fel.cvut.cz

</td> </tr>  
<tr>  
<td>

Participant Contact

</td>  
<td>

Zdenek HANZALEK

</td>  
<td>

hanzalek@fel.cvut.cz

</td> </tr>  
<tr>  
<td>

Participant Contact

</td>  
<td>

Michal SOJKA

</td>  
<td>

sojkam1@fel.cvut.cz

</td> </tr>  
<tr>  
<td>

Participant Contact

</td>  
<td>

Benny ÅKESSON

</td>  
<td>

kessoben@fel.cvut.cz

</td> </tr>  
<tr>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td> </tr>  
<tr>  
<td>

ETH Zurich

</td>  
<td>

Project Legal

Signatory

</td>  
<td>

Sofia KARAKOSTAS

</td>  
<td>

sofia.karakostas@sl.ethz.ch

</td> </tr>  
<tr>  
<td>

Project Legal

Signatory

</td>  
<td>

Agatha KELLER

</td>  
<td>

agatha.keller@sl.ethz.ch

</td> </tr>  
<tr>  
<td>

Project Financial Signatory

</td>  
<td>

Pasquale NIGRO

</td>  
<td>

pasquale.nigro@fc.ethz.ch

</td> </tr>  
<tr>  
<td>

Participant Contact

</td>  
<td>

Andrea MARONGIU

</td>  
<td>

a.marongiu@iis.ee.ethz.ch

</td> </tr>  
<tr>  
<td>

Participant Contact

</td>  
<td>

Luca BENINI

</td>  
<td>

lbenini@iis.ee.ethz.ch

</td> </tr>  
<tr>  
<td>

Participant Contact

</td>  
<td>

Finanzabteilung ETHZ

</td>  
<td>

eu-projekte@fc.ethz.ch

</td> </tr>  
<tr>  
<td>

Participant Contact

</td>  
<td>

Agatha KELLER

</td>  
<td>

grants@sl.ethz.ch

</td> </tr>  
<tr>  
<td>

Participant Contact

</td>  
<td>

Angela CAVAZZINI

</td>  
<td>

angela.cavazzini@unibo.it

</td> </tr>  
<tr>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td> </tr>  
<tr>  
<td>

EVI

</td>  
<td>

Project Legal

Signatory/ Project

Financial Signatory

</td>  
<td>

Paolo GAI

</td>  
<td>

pj@evidence.eu.com

</td> </tr>  
<tr>  
<td>

Participant Contact

</td>  
<td>

Claudio SCORDINO

</td>  
<td>

claudio@evidence.eu.com

</td> </tr>  
<tr>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td> </tr>  
<tr>  
<td>

PIT

</td>  
<td>

Project Legal

Signatory/ Project Financial Signatory/

Participant Contact

</td>  
<td>

Roberto MATI

</td>  
<td>

roberto.mati@pitom.eu

</td> </tr>  
<tr>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td> </tr>  
<tr>  
<td>

AGI

</td>  
<td>

Project Financial Signatory

</td>  
<td>

Peter LILISCHKIS

</td>  
<td>

peter.lilischkis@airbus.com

</td> </tr>  
<tr>  
<td>

Project Legal

Signatory

</td>  
<td>

Dieter HOFMANN

</td>  
<td>

dieter.hofmann@airbus.com

</td> </tr>  
<tr>  
<td>

Participant Contact

</td>  
<td>

Klaus SCHERTLER

</td>  
<td>

klaus.schertler@airbus.com

</td> </tr>  
<tr>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td> </tr>  
<tr>  
<td>

MM

</td>  
<td>

Project Legal

Signatory

</td>  
<td>

Giuseppe ROSSO

</td>  
<td>

giuseppe.rosso@magnetimarelli.com

</td> </tr>  
<tr>  
<td>

Project Legal

Signatory

</td>  
<td>

Vecchia FRANCESCO

</td>  
<td>

francesco.vecchia@magnetimarelli.com

</td> </tr>  
<tr>  
<td>

Participant Contact

</td>  
<td>

Daniela KERN

</td>  
<td>

daniela.kern@magnetimarelli.com

</td> </tr>  
<tr>  
<td>

Participant Contact

</td>  
<td>

Agnieszka FURMAN

</td>  
<td>

agnieszka.furman@magnetimarelli.com

</td> </tr>  
<tr>  
<td>

Participant Contact

</td>  
<td>

Giulio MERCANDO

</td>  
<td>

giulio.mercando@magnetimarelli.com

</td> </tr>  
<tr>  
<td>

Participant Contact

</td>  
<td>

Valerio GIORGETTA

</td>  
<td>

valerio.giorgetta@magnetimarelli.com

</td> </tr>  
<tr>  
<td>

Participant Contact

</td>  
<td>

Gaetano FIACCOLA

</td>  
<td>

gaetano.fiaccola@magnetimarelli.com

</td> </tr>  
<tr>  
<td>

Participant Contact

</td>  
<td>

Fulvio TAGLIABO

</td>  
<td>

fulvio.tagliabo@magnetimarelli.com

</td> </tr> </table>

Concerning the modification of the roles above, Participant Contact (PACO) for
each organization can be added by any of the contacts of the organization
during the project without any official notification. However, Project Legal
Signatory and Financial Signatory (PFISIGN) can only be updated by the LEAR of
the organization. As for the Contractual Reports (Interim and Final), the role
of the PFSIGN is crucial as they are in charge of submitting the Financial
Statement.

###  8\. ATTACHMENT 1 – Gantt Chart

16

###  9\. ATTACHMENT II – List of Work Packages

###  10\. ATTACHMENT III – List of deliverables

###  11\. ATTACHMENT IV– List of Milestones  
  
<table>  
<tr>  
<th>

**Milestone number**

</th>  
<th>

**Milestone name**

</th>  
<th>

**Related work package(s)**

</th>  
<th>

**Estimated date (month)**

</th>  
<th>

**Means of verification**

</th> </tr>  
<tr>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

\- Complete specifications requirements and characterization of the addressed
applications are provided ( **WP1** );

</td> </tr>  
<tr>  
<td>

MS1

</td>  
<td>

Requirement specification complete

</td>  
<td>

WP1-WP3

</td>  
<td>

6

</td>  
<td>

  * Target hardware architectures have been identified ( **WP2** ); 

  

  * Target programming model to adopt in the project has been identified ( **WP3** ). 

  

</td> </tr>  
<tr>  
<td>

IM2

</td>  
<td>

Internal milestone with intermediate releases

</td>  
<td>

WP1-WP4

</td>  
<td>

18

</td>  
<td>

First (alpha) versions of key software blocks are provided, namely:

  * the code of parallelized applications (both from automotive and avionics domain), written on top of the programming model identified at **MS1** ( **WP1** ); 

  

  * a working prototype of the lightweight runtime support for predictability in the host+accelerator programming environment for the adopted HW platforms ( **WP3** ); 

  

  * a working prototype of the Linux + sched_deadline patch to run on the 

  

Big.little host cores of the adopted HW platforms ( **WP4** );

  * a working prototype of the lightweight RTOS (ERIKA Enterprise) for the DSP and/or many-core accelerator of the adopted HW platforms. 

  

</td> </tr>  
<tr>  
<td>

MS3

</td>  
<td>

Integrated HERCULES hardware/software stack and toolchain

</td>  
<td>

WP1-WP5

</td>  
<td>

30

</td>  
<td>

A final integrated version of the HERCULES toolchain and software stack
featuring:

  * the code of the parallelized application on the selected HW platforms ( **WP1** ); 

  

  * the final version of the host-side RTOS ( **WP4-5** ); 

  

  * the final version of RTOS (Erika Enterprise) for the DSP-based platforms ( **WP4-5** ); 

  

  * the final version of the lightweight runtimes for GPU-based platforms 

  

( **WP3** );

  * the final version of the offloading runtime for host-to-accelerator lightweight communication ( **WP3** ); 

  

  * the integrated schedulability analysis ( **WP5** ). 

  

</td> </tr>  
<tr>  
<td>

MS4

</td>  
<td>

Validation of the HERCULES approach

</td>  
<td>

WP1-WP5

</td>  
<td>

36

</td>  
<td>

\- the final benchmarking and evaluation of the integrated toolchain, both for
the automotive and avionics domain platforms and applications.

</td> </tr> </table>

###  12\. ATTACHMENT V – Overall Budget  
  
<table>  
<tr>  
<th>

</th>  
<th>

</th>  
<th>

**UNIMORE**

</th>  
<th>

**CTU**

</th>  
<th>

</th>  
<th>

**ETHZ**

</th>  
<th>

**EVI**

</th>  
<th>

**PIT**

</th>  
<th>

**AGI**

</th>  
<th>

**MM**

</th>  
<th>

**TOT**

</th> </tr>  
<tr>  
<td>

Personnel

</td>  
<td>

</td>  
<td>

346500

</td>  
<td>

</td>  
<td>

239400

</td>  
<td>

530400

</td>  
<td>

374000

</td>  
<td>

178982,6

</td>  
<td>

239400

</td>  
<td>

319000

</td>  
<td>

**2227682,6**

**58715,22**

**55500**

**249000**

**30000**

</td> </tr>  
<tr>  
<td>

Subcontracting

</td>  
<td>

</td>  
<td>

58715,22

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td> </tr>  
<tr>  
<td>

Other direct costs

</td>  
<td>

Travel

</td>  
<td>

55500

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td> </tr>  
<tr>  
<td>

</td>  
<td>

Consumables

</td>  
<td>

6000

</td>  
<td>

</td>  
<td>

36500

</td>  
<td>

36500

</td>  
<td>

46000

</td>  
<td>

28000

</td>  
<td>

38250

</td>  
<td>

57750

</td> </tr>  
<tr>  
<td>

</td>  
<td>

Durable Equipm

</td>  
<td>

30000

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td>  
<td>

</td> </tr>  
<tr>  
<td>

Indirect Costs

</td>  
<td>

</td>  
<td>

109500

</td>  
<td>

</td>  
<td>

68975

</td>  
<td>

141725

</td>  
<td>

105000

</td>  
<td>

51745,65

</td>  
<td>

69412,5

</td>  
<td>

94187,5

</td>  
<td>

**640545,65**

</td> </tr>  
<tr>  
<td>

**OVERALL BUDGET**

</td>  
<td>

**606215,22**

</td>  
<td>

</td>  
<td>

**344875**

</td>  
<td>

**708625**

</td>  
<td>

**525000**

</td>  
<td>

**258728,25**

</td>  
<td>

**347062,5**

</td>  
<td>

**470937,5**

</td>  
<td>

**3261443,47**

</td> </tr>  
<tr>  
<td>

**TOTAL PROJECT COST**

</td>  
<td>

606215,22

</td>  
<td>

</td>  
<td>

344875

</td>  
<td>

708625

</td>  
<td>

525000

</td>  
<td>

258728,25

</td>  
<td>

347062,5

</td>  
<td>

470937,5

</td>  
<td>

**3261443,47 2072300**

</td> </tr>  
<tr>  
<td>

**TOTAL FUNDING REQUIRED**

</td>  
<td>

606215,22

</td>  
<td>

</td>  
<td>

344875

</td>  
<td>

</td>  
<td>

367500

</td>  
<td>

181109,775

</td>  
<td>

242943,75

</td>  
<td>

329656,25

</td> </tr> </table>