Download - Cooperation Fund Progress report Plans Maintenance, ownership and change ALICANTE, 23/04/2013
Cooperation Fund
Progress report
Plans
Maintenance, ownership and change
ALICANTE, 23/04/2013
The CF is a major undertaking by any standards:
- Total budget of €50 million.
- 314 individuals working on the Fund.
- Approximately 455 man years now planned across the lifetime of the Fund.
- 324 national project implementations until 2015 at EU Offices. More expected.
- 130 already completed. By end of 2013, expected 225 total.
- The November go-live proves that the network…. works. We can do it.
A MAJOR UNDERTAKING
Overview and brief description of CF Projects - 1 -
1.1.1 Search Image
1.1.2 TMview
1.1.3 TM Class
1.1.4 Seniority
1.2.5 Quality Standards
1.2.7 User Satisfaction Survey
1.2.8 Designview
1.2.9 Similarity
1.2.10 Cesto
2.13 XML Standards & Arch.
3.20 E-Learning
- Approval of Project Brief in October 2010,- Kick-off in January 2011
Packet 1:
PROJECTS OVERVIEW
Overview and brief description of CF Projects - 2 -
- Approval of Project Brief in April 2011,- Kick-off in September 2011
Packet 2:
1.2.11 Common Gateway
1.2.6 Forecasting
2.14 Future Software Package
3.21 Call Centre Tool
4.22 Enforcement Database
4.23 Counterfeiting Tool
PROJECTS OVERVIEW
Already live before November 20121.1.2 TMview 1.1.4 Seniority1.1.3 TMclass
Live since November 2012
1.1.1 Search Image
1.2.5 Quality Standards
1.2.8 Designview
1.2.9 Similarity
1.2.10 Cesto
3.20 E-Learning
1.2.11 Common Gateway
1.2.7 User Satisfaction Survey
2.14 FSP e-Filing TM Finland
LAUNCH PLAN
* April or June 2013
LAUNCH PLAN
Planned go live in 2013
1.2.6 Forecasting*
3.21 Call Centre Tool*
4.22 Enforcement Database*
4.23 Anti-Counterfeiting Tool* Planned go live in 2014
Planned go live in 2015
2.14 FSP E-Filing TM & DS
2.14 FSP Back Office
2.14 FSP e-Services
2.14 FSP Adoption
Action:
Lesson learned:Core business work in Offices takes time.
Planned go live in 2014
Planned go live in 20152.14 FSP E-Filing
TM & DS
LAUNCH PLAN
2.14 FSP Back Office TM
2.14 FSP e-Services
2.14 FSP Adoption
2.14 FSP Back Office Designs
So:
Work more intensively with pilots – multiple pilots
Be clear from the outset on the workload
Use workshops to be clear on needs
Accelerate pilots to allow more time for others.
Action:
Lesson learned: Implementation is not as expensive as we expected, but it can be complex.
Planned go live in 2013
Content
128 Designview
LAUNCH PLAN
111 Search Image
1210 CESTO
1211 Gateway
So:
Try to further improve the technology
Extend the deployed project managers
Do more work on Quality
Intensify work with National Contact points on planning
and reporting
Better searches and technology, closer link to images
Relative grounds; improvements in use of TMiew data
Enhanced security for enforcement
Deployed project managers Increase numbers;
extend time
1212 Quality Best practice: link Convergence
= total intents (324)= total implementations (130)
INTENTS TO IMPLEMENT VS. REAL IMPLEMENTATIONS
CF 1.1.1 Search ImageBX, IT, PT, UK
FICPI, MARQUES
CF 1.2.10 CESTO
BG, PL, PT, SKINTA
CF 1.2.11 Common Gateway
DK, ES, GR GGE, PL, RO, SEEFPIA
CF 1.2.5 Quality Standards
DK, ES, HU, PTECTA, INTA
CF 1.2.6Forecasting
DK, ES, HU, PL, PT, UK
CF 1.2.7 Satisfaction SurveyBG, DE, DK, ES, HU,
GRUR, INTA
CF 1.2.8Designview
CZ, DE, DK, ES, GR OBI, UK
APRAM, ECTA
CF 1.2.9 Similarity
BG, DE, ES, GR GGE, HU, PL, PT,
ECTA
CF 2.14FSP
AT, FI, IE, MT, PL, LV, SK, UK CNIPA
CF 3.20E-Learning
BG, ES, RO, SI, SK INTA, MARQUES
CF 3.21 Call Centre
CY, DE, DK, PLECTA
CF 4.22 Enforcement DBES, HU, RO, UK,
AIM, APRAM, BUSEUR, UNION
CF 4.23 Counterfeiting ToolES FR, IT, PT, UK
ECTA, INTA
PARTICIPATION
24 National Offices and 11 User Associations have participated in the CF Project Working Groups. OHIM subject matter experts are in all of them, not just as Project manager….
User Group National Associations:
CNIPA, APRAM, IE, LV, MT, PL, SK,
RO
STILL WORKING COMPLETED
EE
LV
MT
GR CY
BG
ROSI
IEPL
SK
OVERVIEW CF DPMS(DEPLOYED PROJECT MANAGERS)
So far, DPMs are present in 11 National Offices. Their cost until the end of 2012 amounted to roughly 1,2 million euros.
According to current estimates, a significant amount of man days have been foreseen for the whole lifespan of the Cooperation Fund.
PROGRESS
CF Maintenance Model
Outline
Background - principles
CF MAINTENANCE SUPPORT MODEL
• The business responsibilities of National Offices should not be taken over by the OHIM.
• The OHIM will help create tools and jumpstart their adoption so that Offices can lead their own process of modernization and improvement.
• There will be a transition period to ensure that the tools can be put into operation and that National Offices have the capacity to use, operate and maintain them.
• Projects supported in two groups:
• Common tools
• Software package
Background – approach – Common tools
CF MAINTENANCE SUPPORT MODEL
Common tools:
• Search Image• TMview• Euroclass and TMC• Quality• Forecasting• User Satisfaction Survey• Designview• Similarity• Common Examiner Support
Tool• Gateway• e-learning• Contact Centre Database• E-learning• Enforcement Tools
• OHIM will take on the management and maintenance of the common tools built under the Cooperation Fund.
• The central index model worked well for TMview and will be used for Designview
Adaptation of FSP to Office needs
A year of OHIM financialor expert support
Creation of a problem-solving& knowledge sharing network
•Funding for one SNE (IT profile) for one year to the OHIM, maximising knowledge transfer and ensuring effective delivery.
•Plus one of: 1.A full-time consultant from
OHIM´s providers for one year
2. 220 working days of a local contractor.
•OHIM will establish a contact network between the experts
•This includes information and communications via the Common Gateway and regular meetings
•OHIM will administer the platform and provide a secretariat
•Budget is €700.000 per NO that implements the whole package
•Supported by OHIM experts covering Architecture, Security, Operations.
•Overall management is assured by the PSO.
•New: Focused into one project (SP Adopt) separate from pilot developments.
1 2 3
Background – approach – Software Package
CF MAINTENANCE SUPPORT MODEL
CF Maintenance Model
Proposed outline
HAND-OVER - PROPOSAL FOR DATA AND SYSTEM OWNERS OF CF TOOLS - 2 -
• The Cooperation Fund is a programme built to deliver the projects: it is not a permanent structure
• Once a project becomes a product , the CF must ensure handover of maintenance and ownership to NOs and OHIM units, and step aside.
• Each project has experts from Operations, Operations Support or other relevant Services directly involved as working group members representing OHIM’s views as an implementing office.
• This means that at the end of each project there needs to be a handover process to the new owner in the relevant business unit, and to the OHIM IT maintenance structure. A coordinating point remains in the Cooperation Programmes service.
at the OHIM…
IT Support (OHIM or PO)
OHIM contact point
•Acts as coordinating point for POs and OHIM business units, supporting the regular contact network
•Supports reporting to, and actions from, Liaison Meeting on Technical Cooperation
•Coordinates ranking and budgeting in Gateway, handles queries on outcome
•Shows availability of tools in Gateway
•Owns formal change management process to deliver changes into common IT tools
•Monitors and delivers through release calendar
•Maintains service levels
•Supports and advises on preparation of cards
•Proposes changes and fixes where necessary, especially in urgent or critical cases.
2 3Who does what?
CF MAINTENANCE SUPPORT MODEL
Business area – OHIM or NO, or user association
•Proposes changes or fixes. If necessary with support from 1 or 2, completes card on explanation and urgency
•When advised, reviews changes submitted on the Gateway and ranks in terms of relative importance.
• Raises any substantive issues at LMTC or in bilateral communication with contact point.
1
Change Management and
ownership
CF CHANGE MANAGEMENT - HIGH LEVEL PROCESS
Contact point
Impact Assessment
Liaison Meeting
March, year N
2
3
4Output: detailed assessment, plan with deliverables and costs
POs and OHIM units
Changes
1
Project execution, development and release
Major change and improvement cycle
Clarifies
Ranks
Outputs:-Formal approval-Team and workgroup established
Liaison Meeting (year N+1?)
Outputs:-Closure report-Acceptance
5
6
Thank You
(+ 34) 965 139 100 (switchboard)
(+ 34) 965 139 400 (e-business technical incidents)
(+ 34) 965 131 344 (main fax)
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Contributors
Authors
Approved by owner
DRAFT / APPROVEDStatus
Presentation
Revision history
Initial version21/01/20130.1
DescriptionAuthorDateVersion
LMTC slides_final.pptx
CO
CO Carlos Ortega
Inclusion of section on change management24/01/20130.2 CO
Final amendments18/02/20130.3 CO