Team and governance

The AI-ImpactSK project is structured around six interrelated work packages (KPB1 through KPB6), each addressing a specific aspect of researching artificial intelligence adoption in the Slovak economy. To ensure seamless integration and timely execution, the project is managed by a centralized in Project Management and Coordination. In response to evolving project needs, the project team has been expanded and the leadership of individual work packages has been updated to include a broader range of experts. This enhanced organization is designed to foster interdisciplinary collaboration, ensure robust decision-making, and maintain the high quality of research outputs.

Organizational Structure

The project’s organizational framework is built on a clear hierarchy:

Project Management Office (PMO): Managed by the KPB1 team, the PMO is responsible for overall project planning, coordination, and administrative oversight. It ensures that all work packages adhere to the project timeline, financial guidelines, and quality standards.

Work Package Leaders (KPBLs): Each work package is headed by a designated leader—recently updated to reflect the expanded project team—who oversees the execution of specific tasks, coordinates with the PMO, and ensures that all deliverables meet their objectives.

Work Package Teams: The members of the individual work packages are directly responsible for achieving the objectives of their respective work packages. Their expertise—ranging from data collection and analysis to scenario forecasting and knowledge transfer—is critical to the project’s success. Detailed roles and responsibilities for each work package team are provided in Part II.

Governance and Communication

The project’s governance is anchored in a multi-tiered decision-making framework. A high-level summary is provided here, while detailed procedures—including the governance and decision-making framework, as well as performance monitoring and quality assurance mechanisms—are documented within the KPB1 implementation plan in Part II.

Key elements include:

Project Coordinator: The head of the PMO (KPB1) serves as the primary decision-maker and liaison between work package leaders and external stakeholders.

Regular Coordination Meetings: Monthly strategic meetings, complemented by ad-hoc operational sessions as needed, provide a structured forum for discussing progress, resolving interdependencies, and addressing emerging issues. All communications are conducted via Microsoft Teams using standardized templates to ensure consistency and transparency.

Risk Management and Team Integration

A proactive risk management strategy is essential to the project’s success. The PMO continuously assesses potential risks—such as delays or technical challenges—and employs predefined escalation procedures to implement timely corrective actions. Detailed risk management and performance monitoring protocols are further described in the KPB1 implementation plan. Moreover, each work package’s implementation plan identifies its specific risks and outlines corresponding mitigation strategies, as detailed in Part II of the overall implementation plan.

In addition, the updated project team structure ensures that each work package has a dedicated group of experts directly accountable for fulfilling its specific objectives. This integration reinforces the project’s capacity to address complex, interdisciplinary challenges and guarantees that the research outputs are both timely and of the highest quality.