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© uniCRIS AG euroCRIS – Strategic seminar – Brussels, 2006 How to build a CRIS ??? Jan Poort, Rolf Steinmann – uniCRIS AG Dr. Jurgen Tack - BiodivERsA.

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Presentation on theme: "© uniCRIS AG euroCRIS – Strategic seminar – Brussels, 2006 How to build a CRIS ??? Jan Poort, Rolf Steinmann – uniCRIS AG Dr. Jurgen Tack - BiodivERsA."— Presentation transcript:

1 © uniCRIS AG euroCRIS – Strategic seminar – Brussels, 2006 How to build a CRIS ??? Jan Poort, Rolf Steinmann – uniCRIS AG Dr. Jurgen Tack - BiodivERsA

2 © uniCRIS AG euroCRIS – 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...

3 © uniCRIS AG euroCRIS – 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

4 © uniCRIS AG euroCRIS – Strategic seminar – Brussels, 2006 The real world has many layers...

5 © uniCRIS AG euroCRIS – 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?

6 © uniCRIS AG euroCRIS – 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!!!

7 © uniCRIS AG euroCRIS – 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

8 © uniCRIS AG euroCRIS – 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!!!

9 © uniCRIS AG euroCRIS – Strategic seminar – Brussels, 2006 How to ensure that a CRIS meets the customer‘s requirements? How to manage an organization or an industry ? Administrative Approach Law  Administration Ordinance  Control Instructions  Compliance Business Approach Strategy  Management Operations  Incentive Systems  Results Comparison:Pro‘sCon‘s AdministrationSecurityInflexibility BusinessSpeedinsecurity

10 © uniCRIS AG euroCRIS – 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

11 © uniCRIS AG euroCRIS – 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

12 © uniCRIS AG euroCRIS – 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

13 © uniCRIS AG euroCRIS – Strategic seminar – Brussels, 2006 CRIS – information and workflows Interoperation between operations, systems and repositories

14 © uniCRIS AG euroCRIS – 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

15 © uniCRIS AG euroCRIS – Strategic seminar – Brussels, 2006 Real world... Real World Model Business Modeling Environment Objectives Model Objects Cases Processes Rules Researcher Research Institutions Research Managers Research Documents Research Policies Research Funding Rest of the World

16 © uniCRIS AG euroCRIS – Strategic seminar – Brussels, 2006 Connect the operations with the system and vice versa...

17 © uniCRIS AG euroCRIS – Strategic seminar – Brussels, 2006 Define the Business Case Define the following elements –Environment –Objectives –Model –Objects –Cases –Processes –Rules –Glossary

18 © uniCRIS AG euroCRIS – 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

19 © uniCRIS AG euroCRIS – 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

20 © uniCRIS AG euroCRIS – 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

21 © uniCRIS AG euroCRIS – 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

22 © uniCRIS AG euroCRIS – Strategic seminar – Brussels, 2006 Business Objects Define attributes and relations of key business objects

23 © uniCRIS AG euroCRIS – 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

24 © uniCRIS AG euroCRIS – 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

25 © uniCRIS AG euroCRIS – 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

26 © uniCRIS AG euroCRIS – 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

27 © uniCRIS AG euroCRIS – 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

28 © uniCRIS AG euroCRIS – 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

29 © uniCRIS AG euroCRIS – 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

30 © uniCRIS AG euroCRIS – Strategic seminar – Brussels, 2006 BiodivERsA – an ERA-net example Dr. Jurgen Tack – biodivERsA


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