© unicris ag eurocris – strategic seminar – brussels, 2006 how to build a cris ??? jan poort,...
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© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
How to build a CRIS ???
Jan Poort, Rolf Steinmann – uniCRIS AGDr. Jurgen Tack - BiodivERsA
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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...
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
Content
• How to ensure that a CRIS meets the
partner‘s requirements?
• CRIS – information and workflow
• BiodivERsA – an ERA-net example
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
The real world has many layers...
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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?
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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!!!
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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!!!
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
CRIS – information and workflows
Interoperation between operations, systems and repositories
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
Content
• What to do with the real world...
• Connect the operations with the system and
vice versa
• Define the Business Case
• Conclusions
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
Connect the operations with the system and vice versa...
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
Define the Business Case
• Define the following elements
– Environment
– Objectives
– Model
– Objects
– Cases
– Processes
– Rules
– Glossary
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
Business Objects
• Define attributes and relations of key
business objects
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
Business Objects
• Classification– Organization
• Keywords• Main type of activity
– Funding Program• Keyword• Applicants criteria‘s• Research topic• Ecosystem/Taxa• Geographical Scope
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
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
© uniCRIS AGeuroCRIS – Strategic seminar – Brussels, 2006
BiodivERsA – an ERA-net example
Dr. Jurgen Tack – biodivERsA
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