THE DEVELOPMENT OF AN INTEGRATED INFORMATION THE DEVELOPMENT OF AN INTEGRATED INFORMATION SYSTEM FOR A RESEARCH AND TECHNOLOGY INSTITUTE: SYSTEM FOR A RESEARCH AND TECHNOLOGY INSTITUTE:

THE CASE OF IPENTHE CASE OF IPEN

Willy Hoppe de Sousa Adriano GiardinoMaria Aparecida H. Trezza

INAC 2009 – Rio de Janeiro

ContentContent

1.1. ObjetivesObjetives2.2. Some figures about IPENSome figures about IPEN3.3. SIGEPI: remarkable milestonesSIGEPI: remarkable milestones4.4. SIGEPI: where we are todaySIGEPI: where we are today5.5. Some screens examplesSome screens examples6.6. Lessons from the experience:Lessons from the experience:•• Strategic onesStrategic ones•• Technical onesTechnical ones•• Behavioral onesBehavioral ones

ObjectivesObjectives

1.1. Describe the experience of a Brazilian Describe the experience of a Brazilian nuclear R&D Institute in the design nuclear R&D Institute in the design and implementation of a Integrated and implementation of a Integrated Management Information SystemManagement Information System

2. Synthetize the sucess factors from the 2. Synthetize the sucess factors from the experienceexperience

Some figures about IPENSome figures about IPEN

Main activity areas:

• Nuclear medicine and health• Environment• Industry• Materials • Nuclear Reactors • Radiologic Safety• Teaching

Income (2008)R$ 61.183.185

Working force (2008)

• Public workers: 1020• Comissioned: 4•Students: 588• Volunteers: 40

• Total: 1682

Doctors: 219Masters: 115

Funding agencies (2008)R$ 10.354.790

Budget - CNEN (2008)• Costs and investiments: R$ 58.018.822

• Staff and benefits: R$ 125.994.426•total: R$ 184.013.248

SIGEPI SIGEPI –– ““remarkableremarkable”” milestonesmilestones

2000 2001

Beginning of the SIGEPI

development(ACCESS)

CEN MIS: benchmark

1.0 Version1.0 VersionCharacteristics:Characteristics:Each technical is Each technical is responsible for responsible for

feeding all the datafeeding all the data

1st. BSC design

Presentation and approval of the

SIGEPI concept by the top

management team (CTA)

Problems:Problems:

Beginning of the supporting data integration into

SIGEPI

2002

First supporting Processes

integrated into SIGEPI:

• Teaching (DEIC)• Trainings(APD)• Patents (DPI)• Comunication (SCS)

2004

Applauses and some protests!

SIGEPI Web version

•• Network failuresNetwork failures•• Unfriendly screensUnfriendly screens

New functionalities•New supporting processes integration (income and budget)• automated presentation generation• data more realible

1998/9

Management evaluation Report

Information Management deficiencies

First lessons:First lessons:

•• Indicators Indicators generation must be generation must be based on the evidence based on the evidence principleprinciple

•• Many data are Many data are already available at already available at the administrative the administrative sectionssections

FNQ Excellence Criteria adoption

First First Director PlanDirector Plan

• Human resources allocation• Projects• Technologies• Qualitative results

LibraryGDC

Director Plan(Programs/Subprograms/Activities)

SIGEPI

TechnologyInnovation

ManagementNITEC

• Patents

TeachingGEN

• Scholarship holders and trainees• Disciplines• Tutoring status of...

• doctorades• masters• scientific initiation...ongoing, concluded, interrupted

Advisory BoardDAD

• Budget• Authorized• Allocated

IncomeGCL

• Income• Products and services• Donations

Human Resources

GPE

• schooling

Activity Coordinators• PTC –digital

• publications and reports•Thesis and dissertations

Researcher

Legend

Responsible section

Database

Personnal interactionReal time“batch”

SIGEPI SIGEPI -- Where we are todayWhere we are today

SIGEPI SIGEPI –– Coordinator entrance screenCoordinator entrance screen““accomplish modeaccomplish mode””

SIGEPI: different result report categories SIGEPI: different result report categories

Design and implementation challenges for a public organization (I)

Lessons from the experienceLessons from the experience

Strategic ones:

Contrary to “market” practices, the development of an IMIS in an RTI organization needs to start from scratchan RTI organization needs to start from scratch and not by adjusting an available market solution.

Some modules can be outsourced, except those related Some modules can be outsourced, except those related to the knowledge processesto the knowledge processes - should preferably be programmed by internal analyst’s staff.

The importance of having individuals strategically located having individuals strategically located with some software and management knowledgewith some software and management knowledge to interface the technical world and the managerial world.

Technical ones:

The internal staff analysts may not always be equipped The internal staff analysts may not always be equipped with statewith state--ofof--thethe--art programming toolsart programming tools. Thus when starting an IMIS development which will last years, decision makers will decision makers will face a trade offface a trade off between starting the development immediately and launching it quicker but written with an older software technology or delay the IMIS development waiting for the training and learning process of a new programming tool but launched witha technology closer to state-of-the-art;

Software implementation imbalances may happenSoftware implementation imbalances may happen:: when network software is updated and the IMIS isn´t, low performance problems may happen;

Design and implementation challenges for a public organization (II)

Lessons from the experienceLessons from the experience

Lessons from the experienceLessons from the experience

Design and implementation challenges for a public organization (III)

Behavioral ones:

The demand for new habits by end users and support new habits by end users and support managers raises resistancesmanagers raises resistances and even in the case of a located/small system fault happens it may put the whole system into question;

The RTI public organizations are financed by different interested parts, thus they need to supply their results to these interested parts. The interconnections and integration with other The interconnections and integration with other databases depends more on political aspects then technical databases depends more on political aspects then technical aspectsaspects; meanwhile this integration is not solved, the operational levels to the institutional levels need to duplicate or triplicate the data supplying effort. The consequences are also clear: strong The consequences are also clear: strong internal critics, lack of stimulus to update the IMIS and risk internal critics, lack of stimulus to update the IMIS and risk of poor data quality and/or reduced data availabilityof poor data quality and/or reduced data availability.

Willy Hoppe de Sousae-mail: whsousa@ipen.br

Adriano Giardinoe-mail: giardino@ipen.br

Maria Aparecida H. Trezzae-mail: mtrezza@ipen.br

Instituto de Pesquisas Energéticas e Nucleares IPEN - CNEN/SP, Prof. Lineu Prestes 2242, São Paulo, S.P., Brazil, 05508-000

Thanks for your attention!Thanks for your attention!