VDP-135 VitaDAO Project Phase Out Protocol

Proposals Active Proposals
2

Congrats @aschwartzphd for your first proposal :slight_smile:

This proposal takes into account my preliminary comments to the draft, but I think the process could be leaner and framed into a milestone management process (which I forgot to include in VDP-102!). I meant to propose how to do this based on experience in other organizations, but it took me longer than expected.

Here we go, for future projects:

  • Project proposals should include milestones, with pass/fail criteria as objective as possible, and consequences of passing/failing a milestone, including payments or project continuation. This is difficult in practice but worth taking the time to do.

  • When a proposal passes, the contract between VitaDAO and the funded entity should be compliant with the proposal and include dispositions in case of disagreement among the parties

  • During project execution, a review is foreseen for each milestone, where the funded entity shall provide the associated deliverable and present it to the VitaDAO project lead and experts. The deliverable should be provided at least a week in advance of the presentation. Experts would be order of 3 and come from builder squad, the senior reviewers pool, the SAB, or could be externals with specific expertise.

  • During or after the review, based on the contractual criteria and with the technical support of the experts, the project lead would declare the milestone pass or fail or would propose corrective actions (conditional pass), then communicate the decision to the PI and trigger the applicable contractual events

  • In case of disagreement between VitaDAO or the funded entity that cannot be solved at project lead level, the conflict would be solved based on contractual dispositions, including setting up an independent board, with the support of the builder squad lead, escalating to VitaCORE if needed.

This systematic process could be applied or adapted for already funded projects, on a case by case basis, enforcing contractual dispositions. For example, if a milestone was evaluated and considered failed by a majority of experts, the project lead would be empowered to share the outcome with the PI and proceed as per the contract.

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