The University of Edinburgh is leading the UK HE sector in providing a world class IT solution to support research management from project idea through costing, bid, award, post-award management and closure.
The new Worktribe Research Management system, which was procured and developed jointly with Heriot-Watt University, was launched on 18th April 2016. Worktribe was successfully piloted from November 2015 with a School or Research Institute from each College. The three Pilots Schools combined to provide over 1,000 active bids and projects to be managed in the new system. The “real world” testing provided by the pilot highlighted that that the solution worked. The Pilot increased confidence in the solution within the project team, Pilot Schools and User Groups. The Pilot also identified some business challenges and technical problems enabling these to be investigated and resolved ahead of the roll-out across the University.
This presentation provides a high level overview of the project and the lessons learned.
Piloting Major Business Change: Worktribe Research Management at the University of Edinburgh
1. Piloting major business change - challenges
and opportunities: Worktribe Research
Management
17th June 2016
Mark Ritchie/Jamie Thin/Gary Halliday/Eliane Reid
2. Agenda
Overview of Worktribe Research Management
Solution Live Demonstration
The Project
Lessons Learned
Key Messages and Takeaways
Any Questions?
3. Who we are
Who UoE Role Project Role
Hamish Macandrew Head of Research Support Office
Business Lead (Pre
Award)
Eliane Reid Operations Manager
Business Lead
(Communications and
Engagement)
Gary Halliday
Research Administration Manager
Science and Engineering
Business Lead (Post
Award)
Richard Scullion
Research Administration Manager
MVM/HSS
Business Lead (Post
Award)
Jamie Thin
Senior Project and Programme
Manager for Research
Programme Manager
Mark Ritchie
Deputy Director and Head of
Project Services
Delivery Manager
6. Why is research management so important for the
University?
• Maintain and enhance our
research activity
• 21st top rated university in the
world (2015 QS Top
Universities)
• 2nd largest source of income
• £300 million awards in 2013
• 40% success rate for research
proposals
7. What problems were we trying to fix?
• Fragmented business processes
• Processes and systems inefficient
and difficult to use
• Constrained central research
management support
• Costing tool only available to
Research Support Office
• Limited reporting and
management information
• IT system at end of life
8. Why did we choose Worktribe?
• Best features – lowest cost
• Cloud based solution (SaaS)
• Modern and flexible
• Good references - Lincoln and
Open University
• Met needs of Edinburgh and
Heriot Watt
• Influence development of
solution given our key position in
emerging HE market
9. What did we deliver?
• Collaborative working
• Devolved access
• Consistent, auditable processes
• Workflows for approval processes
• Integration with existing finance
processes
• Document management
• Standard and bespoke reporting
Worktribe Research Management
12. Project Timeline
Business Case
(Pre Award
Only) 2011
Full Business
Case and
Funding
Secured
(2012/13)
Joint
Procurement
with Heriot
Watt
(2013/14)
Software
Configuration
(2014/15)
Pilot Go Live
(November
2015)
Full Roll Out
(April 2016)
13. Challenges
• Major change programme – not just
IT
• Supplier and solution not previously
tested at this scale
• RSO and RGS staff retained some
business as usual responsibilities
• Complex IT systems architecture
• Budget and timescales under
pressure
14. Health Check Review (June 2014)
• Budget/timescales not achievable
• Go live not yet clear and potentially
over 2000 users
• More software development needed
• Integration more complex
• High risk “big bang” implementation
• Need to focus on communications
and engagement
• More time and effort needed from
all parties to deliver successfully
20. #1 – Don’t underestimate the resources required
• To be optimistic is a virtue – but
not when estimating!
• Common mistakes
– Thinking only about the IT
– Business delivering project
alongside day job
– Underestimating the project
management effort
– Invalid assumptions (see #2)
– Insufficient investment in
communications (see #4)
Get a 2nd professional opinion on your estimates!
21. #1 Don’t Underestimate Resources – Actions Taken
During Project
Project Manager started at 0.5 FTE increased to 0.9 FTE
Additional recruitment to backfill RSO and RGS staff
Delivery Manager at 0.6 FTE added to support team and connect to Programme Board
Dedicated communication and engagement team 2 FTE
Additional funds made available for ISG and Worktribe developments
22. #2 – Continually review assumptions (and risks)
• Actions based on invalid
assumptions are dangerous!
• Changes and issues come up –
adjustment is essential
• We assumed
– Requirements agreed and well
understood
– Solution didn’t need much
development
– Business could manage change
without assistance
– Default salary access controls okEnsure all assumptions are recorded and managed!
23. #3 Run a Pilot
• Reduce functionality and/or users
impacted
• Proves that it works (before you
commit everything!)
• Reduces risk for the full go live
• Reduces psychological need for
solution to be “perfect”
• Brings users into the project as active
change agents
There may be resistance but it’s worth it – and for major projects you’d be
crazy not to!
24. #3 Run a Pilot - How the Pilot reduced risk
• Pilot ran from Nov 2015 – Feb 2016
then extended by 1 month
• Proved the solution worked
• Tested training, communication and
support processes
• Ensured data migration issues
resolved
• Identified problems and workarounds
• Indicated required go live resources
• Great engagement and support from
Pilot Schools/Institutes
Three Pilot Schools/Institutes – one per
College chosen on basis of research activity
and willingness to participate
26. #3 Run a Pilot – Clear sign off conditions at outset
Functionality, including devolved costing, works acceptably and meets the School/Institute needs
Solution is efficient and manageable within existing resources
School/Institute can get the data they need via reports and Excel
Appropriate training has been provided to staff using the solution
Solution is adequately supported by RSO, RGS, IS and Worktribe
Solution is reliable and robust
No issues that would prevent School / Institute continuing to use the solution
27. #3 Run a Pilot – Increased Confidence in Solution
28. #4 Effective communications is vital
• Essential for any successful project
• Underpins critical activities
– Engaging user community
– Influencing senior managers
– Reducing risks and resolving issues
• Use multiple methods e.g. web pages,
wiki, newsletter, mailing lists, face to
face
29. #4 Effective communications needs strategy &
planned as part of the project
• Know your audience
• Plan the right moves at the right time
• Have one channel – removes
confusion & targets audiences
• Convince your project team that
people are as important as the
solution!
Don’t assume you will be good at it – consider setting up a dedicated,
professional communications team
30. #4 Effective Communications – Five Step Strategy
Steps (Planned Changes) New Approach (Actions)
1 – Branding and Identity • Appropriate use of the Worktribe logo
• University branding and logo
2 – Create Key Messages • Strategic alignment, business needs & benefits
• Clarity - what it can and cannot do
3 – Engage, share, listen, support • Focus on users
• Focus on leaders in schools
• Focus on learning from Pilot (e.g. registration)
• Focus on type of support - training
• Build new ”one stop shop” wiki web site for users
4 – Create relevant content • Create relevance for users: FAQs, registration process……
5 – Maintain consistent and relevant
communications
• Ensure consistency from Project Team – e.g. mailing lists
• One channel for communicating activities and outputs
Project Focused Transition People and Solution
Focused
33. #5 Focus on benefits
• Engages users and senior
management
• Benefits owners can become
“project champions”
• Identifies different priorities
• Drives the design of the solution
• Help the team make good decisions
• Needs follow up after project closed
You will need to work hard – University not good at benefits management!
34. #5 Benefits - Partnership with Heriot Watt
University
“Heriot-Watt University were looking at the potential benefits of a
research management system. The Strategic Alliance between Heriot-
Watt and University of Edinburgh paved the way for a partnership in the
procurement and subsequent contract of the solution. For Heriot-Watt
this reduced the impact on our resource and by working in partnership
both parties received substantial discounts within the contract and a
comprehensively scoped solution”
Linsey Dickson, Research and Enterprise Services Heriot Watt University
37. Key Messages and Takeaways
Don’t
underestimate
the resources
required
Continually
review
assumptions
and risks
Run a Pilot
(essential for
large/complex
projects)
Effective
communication
is vital
Focus on
benefits
38. Key Messages and Takeaways – What is success?
Knowing
where you
want to get to
Knowing how
to get there
Knowing that
you have
arrived
Vision/Objectives /Benefits
(Business Case)
Acquiring new capabilities
Embedding them within
culture, practices and
behaviours of organization
Creating enablers +
business changes (Project
Delivery)
Minimising the impact of
disbenefits (Pilot)
Measurement of benefits
realized (Performance
Management)
40. Find Out More
• Project Wiki
• User Facing Web Site (EASE Login Required)
• Hamish MacAndrew - Business Lead (Research Support Office)
• Gary Halliday - Business Lead (Research Grants Section)
• Mark Ritchie – Delivery Manager (Information Services)
• Jamie Thin – Project Manager (Information Services)
Notes de l'éditeur
Mark
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JAMIE / GARY
JAMIE
JAMIE
2010 Business Case development
2012 scope extended to include both pre-award and post-award
Pause until Supplier market stabilised – a lot of change – 2 new entrants in the market
2013 Funding secured
2013-14 Joint Procurement with HWU – Worktribe Ltd was winner on price and useability
2014-15 Solution build
Joint Product development with HWU – 11 agile sprints over 10 months
UoE Interface build in parallel with Product development ( product churn .. meant added costs running in parallel, but saved elapsed time)
2015 Spring : UoE Integration testing
2015 Summer : UoE User Acceptance Testing
2015 Summer : HWU go-live for new bids only
2015 Autumn : UoE Live Trial (Pilot ) for 5 months from 30-Nov 2015
2016 Feb : Fine tuning from Live Trial
2016 March-May : Training delivery
2016 Full roll-out across the whole University from 18-April 2016
2016 Handover to Business as usual , and programme closure
JAMIE
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Worktribe Research Management Measures Week 8 to 10/06/2016 Project Activity All Projects (including historic legacy) 23876 Active Projects 7335 Applications Raised (Since 30-Nov 15) 1345 Awards Processed (Since 30-Nov 15) 509 Users Registered Users 242 Registered Users - Research Support Office / RSO 32 Registered Users - Finance / RGS 28 Registered Users - Schools, Institutes and Centres 175 Registered Users - Other Areas (incl IS) 7 Registered Academic Users 74 Registered Users with Access to Salary Data* 152 Support Activity UniDesk Calls Raised (Since 30-Nov 15) 969 UniDesk Calls Currently Open 162 Calls Raised With Worktribe (Since 30-Nov 15) 134 Fixes Supplied by Worktribe (Since 30-Nov 15) 67 Calls Currently Open With Worktribe 10 Calls Raised With IS (Since 30-Nov 15) 42 Fixes Supplied By IS (Since 30-Nov 15) 10 Calls Currently Open with IS 10