The success of an EU-funded project does not depend solely on the quality of the idea, but also on the people who implement it. The project team is a key resource that shapes the course of implementation, the speed of response, and the level of compliance with the rules. That is why carefully defining roles, communication processes, and responsibilities within the team is crucial for the proper preparation and implementation of any EU project.
A project team includes all professionals who are operationally involved in the development, submission, and implementation of the project. Depending on the complexity, size, and type of financial instrument, the team may include a project manager, implementation coordinator, procurement, finance, visibility, and administration experts, as well as external partners or consultants. It is essential that all members understand not only their specific role but also the overall logic of the project, such as goals, indicators, and specific funding conditions.
One of the most common mistakes is an unclear division of tasks and the lack of a communication protocol. This can lead to overlapping responsibilities, delayed deliverables, and even financial corrections. Tools such as the RACI matrix (Responsible, Accountable, Consulted, Informed) can help establish a clear division of responsibilities within the team. It is also recommended to appoint key persons for each work package already in the preparation phase and to establish a plan for regular meetings, progress monitoring, and internal evaluation.
The collaboration model depends on the institutional context. In small local government units, the same person is often responsible for several functions, while large organizations can provide specialized internal teams. In such cases, it is important to establish both vertical and horizontal coordination among departments. In projects that involve partners, it is advisable to appoint a contact person for each partner and establish a joint platform for sharing documentation and reports.
Finally, a successful team does not only mean “fulfilling functions,” but also the capacity to adapt. Changes in deadlines, rules, or market conditions require flexible, motivated, and well-informed team members who can react in time and take on additional responsibilities. Investing in team capacity building through training, mentoring, and evaluation is not an expense, but an assurance of project quality.
A well-structured project team makes the difference between an ambitious idea and a successfully implemented EU project. Clear role allocation, effective communication, and readiness to collaborate are the foundation for implementation without delays, penalties, or loss of focus. Team planning should begin alongside the development of the project idea, because the team is the foundation of the project, not an addition.
