© unicris ag eurocris – strategic seminar – brussels, 2006 how to build a cris ??? jan poort,...

© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006

How to build a CRIS ???

Jan Poort, Rolf Steinmann – uniCRIS AGDr. Jurgen Tack - BiodivERsA


It is very simple...

• Define the system requirements• Develop the system• Start to work• That‘s all• Really?• Our researcher fills in top quality information

every month and they never complain about that work...

• All our universities are using the same rules to define the project costs...

• ... Probably the IT-concept is perfect, but not always the whole world complies with the concept...


Content

• How to ensure that a CRIS meets the

partner‘s requirements?

• CRIS – information and workflow

• BiodivERsA – an ERA-net example


The real world has many layers...


A practical example:Lisbon 2010

• One of the objectives is to catch up the US

and Japan in R&D spendings

• There are three more years left

• What is the current status?

• R&D spending in % of the GDP of the EU15

• What are the reasons for this failure?


A practical example

• What are the reasons for failure:

• Recommendations only...

• The recommended speed on German highways is 130km/h

• No willingness for commitments and related consequences

• What is really necessary for success:

– Commitment from the stakeholders

– A detailed business plan on each level: Europe, each country, etc.

• Result: The credibility is lost!!!


A practical conclusion:From concept to execution

• The Winner is always a part of the answer• The Loser is always a part of the problem

• The Winner always has a program• The Loser always has an excuse

• The Winner says: Let me do it for you• The Loser says: That's not my job

• The Winner sets an answer for every problem• The Loser sees a problem in every answer


A practical conclusion:From concept to execution

• The Winner says: It may be difficult - but it is possible

• The Loser says: it may be possible - but it is too difficult

• Europe should be a Winner!!!


How to ensure that a CRIS meets the customer‘s requirements?

How to How to manage an manage an

organization organization or an or an

industry industry ??

Administrative ApproachAdministrative Approach

• Law Administration

• Ordinance Control

• Instructions Compliance

Business ApproachBusiness Approach

• Strategy Management

• Operations Incentive

• Systems Results

Comparison:Comparison: Pro‘sPro‘s Con‘sCon‘s

• Administration Security Inflexibility

• Business Speed insecurity


How to ensure that a CRIS meets the partners‘s requirements?

Define the requirments with the partners by

• Defining a clear strategy

• Translating the strategy into objectives and an action plan

• Set up a well organized operations

• Set up a system that complies with the operations

• Ensure to having a committed and executing management


How to ensure that a CRIS meets the partners‘s requirements?

Define the requirments with the partners by

• Creating a win-win situation with the partners by using clear incentives

• What‘s not measured is not done:

– Define expected results and report achieved results

– Missing results must have consequences


The responsibilities of the management

• Drive the change management– Either change the management or drive the

change in the management– Forget recommendations, make decisions

• Empower your partners– More responsibility for lower levels– Define the management expectations

• The management is responsible for reliability– A commitment is a commitment!– Quality is a key management responsibility

• Success is not a question of size but a question of speed


CRIS – information and workflows

Interoperation between operations, systems and repositories


Content

• What to do with the real world...

• Connect the operations with the system and

vice versa

• Define the Business Case

• Conclusions


Real world...

Real WorldReal World ModelModel

BusinessBusinessModelingModeling

• Environment

• Objectives

• Model

• Objects

• Cases

• Processes

• Rules

Researcher

Researcher

ResearchInstitutions

ResearchManagers

ResearchDocuments

ResearchPolicies

ResearchFunding

Rest of the World


Connect the operations with the system and vice versa...


Define the Business Case

• Define the following elements

– Environment

– Objectives

– Model

– Objects

– Cases

– Processes

– Rules

– Glossary


Business Cases

• Environment

– Organizational environment• Involved organizations and persons and their

roles, importance, attitudes, interests and the related need for action

• SWOT analysis • Strategy and tactic of proceeding• Communication

– Technical environment• Data flow / data formats• SLA‘s


Business Cases

• Business model

– Management model• Market and internal model

– Operational model• Structure

– Partners: needs, interactions– Objects: documents, money, information, ..

• Procedures: – Flows: work, documents, money, information– Rules


Business Model

• Business Modeling: operational model– Partners and partner interactions

• Who are the partners• What are the requests from the partners:

– to other partners– to the system

• What kind of things are exchanged in those interactions:– Information, money, documents (forms, applications,

etc.)– Scope of the system within the model

• What is supported by the system and what is not supported by the system


Partner orientation

• Know and understand the

needs of the partners to

define the busines case and

in consequence enable the

knowledge flow along the

Innovation Added Value

Chain

• Need to define interfaces

and SLA‘s (service level

agree-ments), where CERIF is

a key element


Business Objects

• Define attributes and relations of key

business objects


Business objects

• Projects (x)• Persons (x)• Org units (x)• Publications (x)• Patents (o)• Products (o)• Contact (x)• Classification (x)• Funding/Progr. (x)• Equipments (o)• Facilities (o)

• Services (o)• Expertise&Skills (o)• CV (x)• Contracts


Business Objects

• Classification– Organization

• Keywords• Main type of activity

– Funding Program• Keyword• Applicants criteria‘s• Research topic• Ecosystem/Taxa• Geographical Scope


Process orientation

• CERIF enables information flow from research to innovation

• CERIF optimizes resource allocation along the Innovation Added Value Chain

• To streamline the process from research prototype to successful products requires CERIF and change management


Business Processes

• Permanent improvement:

Quality management to improve data quality

by improving business process quality

• From

– current practice to

– best practice to

– next practice

• Profit from economies of scales


What‘s the challenge with workflows

Real World

Model

System

• Behavior• Expectations• Skills• Workflows

• Cases• Process• Activities• etc.• Parametrizing• Customizing

Challenges• Rapid implementation• Permanent improvment


Conclusions

• In a system‘s life cycle– 20% are system costs (where program-ming is

20% of the system costs: 4%)– 80% are operational costs

• Project and system management• Analysis and implementation (objects, processes,

rules)• Maintenance (data, processes, etc.)• Quality management• Data mining, reporting• Training, helpdesk• Etc.

• Do not ingnore the operationals costs


Conclusions

• Road to success:

– Implementing a CERIF compliant CRIS involves

• A strategy and clear objectives

• A committed management and involved partners within the Innovation Added Value Chain

• Defined interfaces and well executed processes


BiodivERsA – an ERA-net example

Dr. Jurgen Tack – biodivERsA

© unicris ag eurocris – strategic seminar – brussels, 2006 how to build a cris ??? jan poort,...

Documents

answer slide

rolf steinmann unicris

management slide

system requirements

cris information

jurgen tack biodiversa

practical example

partners requirements