This part dealt with the administrative aspects of the project. An administrative officer was in charge of providing support throughout the project, especially since travel arrangements were managed centrally by the applicant.

The management structure operated on two levels: the work package level and the project level. At the work package level, the lead partner was responsible for the work package and reported to the project management team, which was composed of the applicant, the DGHE, the CIEP, ENQA, HCERES, and the Lebanese University.

If a benchmark of a work package indicated a delay, or if the work package leader reported delays in execution, a management meeting was held (via internet or telephone conference). It could then be decided to extend the work package and redistribute resources on a case-by-case basis. If no solution could be found, the EACEA was to be informed.

The management team was in direct connection with the quality control of the project.

Within the management work package, the project requested the steering board to assume the task of formalizing the Lebanese network of QA experts, which had been informally formed at the end of the TLQAA project. For this purpose, several partners were associated with the management team in order to complete this task.

The steering committee of the project also sought to identify sustainability solutions to continue the effort beyond the end of the project. Although sustainability was normally expected to be ensured by the targeted Lebanese Agency, alternative solutions had to be envisaged in case the Agency had not been created by the end of the project.