09 extending it for external engagement full version
DESCRIPTION
All the individual presentations rolled up into oneTRANSCRIPT
Extending IT Support for
External Engagement
Euston House
16th July 2009
Extending IT Support for External Engagement
16th July 2009, Euston House, London
0930 – 1000 Registration (with pastries )
1000 – 1010 Introductions/Programme Info Chris Young JISC Netskills
1010 – 1030 About the JISC BCE Programme Rob Allen JISC Services BCE Team
1030 – 1100 Institutional IT Challenges for External Engagement
John Burke JISC InfoNet
1100 - 1115 Refreshment break
1115 – 1200 Exploring Key IT Challenges and Solutions
Group activity
1200 – 1230 Self-Analysis Tools for Change Management and CRM
Matt Donaghy Nottingham University
1230 – 1330 Lunch
1330 – 1400 IT for BCE: A View from the Sharp End
Steve Armstrong Strathclyde University
1400 – 1500 Trialling Collaborative Tools for BCE – Case Studies In Co-operation
Project Overview Andy Stewart JISC Services BCE Team
Open ICT Tools Erik Bohemia Northumbria University
G Blog: The Listening Blog Pam Voisey University of Glamorgan
1500 – 1515 Refreshment break
1515 – 1530 Support from the Wider JISC BCE Programme
Simon Whittemore JISC BCE Programme Manager
1530 – 1550 Three To Take Forward: Key IT-related issues for future focus
Group activity
1550 – 1600 Final comments and workshop close
Joint Information Systems Committee 30/07/2009 | slide 1Joint Information Systems Committee Supporting education and research
Business and Community Engagement (BCE) Overview
Rob Allen
JISC Services BCE Manager
16 July 2009
Extending IT Support for External Engagement
Joint Information Systems Committee 30/07/2009 | slide 2
JISC Activities
JISC
Innovation Programmes (e.g. Digitisation)
Services (c.40, e.g. JANET, 6 Advisory Services)
Provides and develops ICT facilities and resources;
Provides support, advice and guidance; spreads good practice;
Creates collaborative networks at home and abroad.
JISC is driven by
The needs of the community it serves
Supporting the aims and objectives of the JISC’s funding partners
Political drivers e.g. DIUS’ Employer Engagement (Leitch) + Innovation Nation
Support for HE provision beyond HEIs (FE colleges, work place)
Working in collaboration with e.g. HE Academy, Becta, internationally,
Joint Information Systems Committee 30/07/2009 | slide 3
Developed in response to JISC’s Fifth Strategic Aim 2007-09:
– To develop and implement a programme to support institutions’
engagement with the wider community
The JISC BCE Programme supports institutions in their engagement with
the wider community. It aims:
– To enhance institutional efficiency, effectiveness and opportunities in
business and community activities
– To improve access to institutions’ knowledge assets for business and
community organisations.
What is BCE?
Business and Community Engagement (BCE) is the strategic management
of relationships with external partners and clients,
and of the related institutional services (e.g. knowledge exchange, workforce development).
JISC Business and Community Engagement (BCE) Programme
Joint Information Systems Committee 30/07/2009 | slide 4
Note: This diagram does not represent scale of activity
CommunityBusiness
Resources & opportunities
Private sector
Social & civic arena
Culturallandscape
Public sector
Efficiency,
cohesion
Business and Community Engagement
Diversity of scope of engagement and outcomes
Competitiveness,growth
Cultural
enrichment &
quality of life
ENHANCING INNOVATION & PRODUCTIVITY
DELIVERING ECONOMIC & SOCIAL BENEFIT
Joint Information Systems Committee 30/07/2009 | slide 5
What is BCE?
BCE involves:
– Innovation and knowledge exchange
– Strategic partnerships
– Workforce development and lifelong learning
– Public and community engagement
– Employer engagement
– External Service provision and delivery
Objective: to deliver benefits to economy and society - and the institutions, e.g. a more highly skilled workforce, a more efficient, dynamic and sustainable
economy and a more cohesive, knowledge-enabled society, (see Innovation Nation)
BCE is fundamentally about solving problems and creating opportunities
through external engagement.
Joint Information Systems Committee 30/07/2009 | slide 6
Business and Community Engagement – Enabling effective interaction
JISC: Supporting BCE; enhancing infrastructure and service-provision; breaking down barriers
Virtual collaborative
facilities for
institution/
external partner
co-development
External access
to HE and
innovation
information
resources
Service-orientated,
interoperable
systems (e.g. CRM);
cohesive IT
infrastructure; HE and FE
KNOWLEDGE
& EXPERTISE
Research,
Education
BUSINESS &
COMMUNITY
DEMAND
Problem/need
or opportunity
BCE PRACTITIONERSPrognosis and diagnosis of opportunity, need
Joint Information Systems Committee 30/07/2009 | slide 7
Examples of Institutional BCE Activities
Core: Knowledge Transfer/Exchange and Employer Engagement – the constituency is external
Activities are both research-led and education-led - with emphasis on service provision and demand-led service. Examples:
• Consultancy services;
• Collaborative research; Contract research
• Start-up companies and spin-off companies
• Alumni services
• CPD and training services;
• Workforce development services; Work-based learning; Work placements
• Lifelong learning;
• Enterprise facilities, activities and education
• Incubation facilities and services;
• Licensing of content and knowledge assets
• Regional development and Regeneration
• Events, festivals & facilities utilising the institution’s intellectual assets, such as
• public lectures; performing arts events; exhibitions – museums/galleries; museum education.
• Social entrepreneurship/corporate social responsibility;
• Volunteering schemes;
• Public service activities such as:
• Food and diet improvement; Health awareness programmes; Problem solving - crime, narcotics etc.; Services for targeted groups e.g. IT for the elderly.
Joint Information Systems Committee 30/07/2009 | slide 8
JISC Business and Community Engagement Programme –
Streams and Key Work-packages
5 - EMBEDDING AND COMMUNICATING BCE
4 - ENABLING
THE INTERFACE
3 - ENABLING CHANGE
2 - FACILITATING COLLABORATION
1 - ENHANCING KNOWLEDGE MANAGEMENT
6 - NEEDS ANALYSIS AND EVALUATION
CRMEmployer
Engagement
Online Tools
for BCE
Embedding
BCE
Supporting
Training & CPD
Extending
Access Mgt
Business
Info Resources
Facilitating
Open InnovationSME
e-empowering
VREs*
for BCE
*Virtual Research Environments
Awareness
in BCE in JISC
Comms. &
Marketing
Needs Analysis Formative +
Summative Evaluation
Joint Information Systems Committee
JISC Services
JISC TechDis JISC Netskills JISC InfoNet
JISC Legal JISC ProcureWeb JISC Digital Media
Working collaboratively on projects in:
– Business and Community Engagement
• Including tailoring/repackaging materials for BCE audiences
– Curriculum Design and Delivery (FE and HE)
– HEA Collaboration
Supporting JISC Innovation Programmes (including e-learning eg e-portfolios,
users and innovation – web2access, web2rights)
Advice, guidance, resources, information and support, good practice, staff
development, research and development
Working with senior managers to practitioners, representative groups,
professional bodies
30/07/2009 | slide 9
Joint Information Systems Committee
Projects/Topics
1. Embedding BCE
how are employer engagement , knowledge transfer and other functions organised and
integrated (or not) within the institution and how does this impact on their
effectiveness?
2. Awareness of BCE
are core institutional support functions (eg IT, HR) fully aware of the needs of staff
working these functions?
what institutional barriers are there to supporting these activities?
3. CPD and Staff Skills
do staff supporting these functions within an institution have the right skills (including
technology-related skills) to enable them to work most effectively
4. Online collaborative tools
what tools are in use to support collaboration between institutions and their partners
30/07/2009 | slide 10
John Burke
Embedding BCEThrough Business Process
Improvement and
Internal Engagement
Slide 2
Project Staff
John Burke, Project Manager
Clive Alderson, Project Consultant
Objective - 1
Identifying the key business processes and
system implications involved and analysing
the related coherence and efficiency of
these
Objective - 2
Producing case studies which illustrate
different models and degrees of business
integration for different approaches to BCE
Objective - 3
Devising change plans in each of the five cases
to enable BCE functions to be more effectively
embedded by identifying areas for process
improvement, actions, resources and change
agents needed in each of the five cases which
would result in better integrated strategic BCE
operations
Objective - 4
Producing an infoKit which distils the
learning from the above activities and
highlights recommended business process
improvement steps and methods for better
integration of BCE operations within
institutions
Objective - 5
Base-lining and developing the level and
nature of engagement between central
functions, (including libraries, administration
and information management/IT) and BCE
operations
Objective - 6
Producing a resource for managers of the
central functions within an institution, with
advice and guidance on BCE and how to
support it. This will demonstrates the benefits
for the institution and promote enhanced
internal engagement and better integrated
BCE
Project Partners
University of Glamorgan
Keele University
Newcastle University
Shrewsbury College of Art & Technology
University of Strathclyde
Partner Activity
Initial Start-Up Meeting, November 2008
Internal Launch Event
Interviews with key members of staff
Self-Evaluation Workshop
Development Plan
Dissemination Event
Structure
Policy and Strategy
Processes and Systems
Partnerships and Resources
Roles and Skills
Customer Perceptions
Key Performance Results
Findings – Policy and Strategy
Strategies exist or are being written
Lots of activity is taking place
Planning is undertaken at middle or lower
level, with an eye to strategic direction
Senior Management are given overall
responsibility
Not all areas perceive themselves involved
Findings – Processes & Systems
Central co-ordinating units
“I say – there’s noisy students here!”
Is embedded a good thing?
IP is a key issue
Inflexibility is a key issue
Speed of response is a key issue
Recognition of value is a key issue
Findings – Partnerships/Resources
Strategic partnerships
Commercial Partnerships
CPD Partnerships
Knowledge Transfer Partnerships
Third Party Partnerships
Supply Chains
Findings – Roles and Skills
Compronday vooz la lingo?
Marketing is 2-way
The Mighty CRM – or is it...?
Reality checks required
Need for development and internal
engagement
Findings – Customer Perceptions
Participation figures are only part of it...
Repeat Business
Surveys
Findings – Performance Results
Problems of measuring impact
External benchmarking and evaluation
Working to standards
Setting the targets
Findings – IT !!!!!
Academics did not mention IT until prompted
The IP issue
VPN (leading to VLE or external web site?)
Information Systems
Little or no use of Web2
Little or no differentiation between core and
BCE within IT teams (same as HR & Finance)
John BurkeSenior Adviser, JISC infoNet
Tel: 07940 081165
Email: [email protected]
Twitter: johnburke1
Blog: http://jbep.blogspot.com
JISC infoNet: http://www.jiscinfonet.ac.uk
The IT Managers’ Views
Strategic Importance and Priority
Policy constraints
Likely (or actual) issues and barriers
Staff Development issues (for IT and others)
Access issues (internally and externally)
Ease of use
Resources – set-up & sustainability
Risk
JISC Project: CRM Self Analysis Tools
Project Findings, Tools and Wider Applicability
Dr Matthew Donaghy
Project Manager
Proposal Writing Skills for Scientists and Engineers
What was the vision?
To develop an open source self-analysis toolkit, empowering Higher Education Institutions (HEIs) to think through their people, process and technology issues before, during or after a Business and Community Engagement (BCE) orientated Customer Relationship Management (CRM) implementation.
In other words: Look before you leap!
Proposal Writing Skills for Scientists and Engineers
What did we deliver?
Process Maps
On how different HEIs (peripheral, tactical, strategic) manage their processes where CRM and BCE are concerned
Self Analysis Tools (‘Easy to Use’, Open Source)Focussing on how HEIs can think through people, process and technology issues prior, during or after CRM implementation. This means tools / diagnostics on:
• Linking CRM to BCE strategy• Change readiness• Process Mapping• Risk management (and scoring)• Thinking through security /
ownership• Implementation planning• Checklists
Proposal Writing Skills for Scientists and Engineers
Team Work!
How did we do it?
Project Advisory Group
(Academics, Staff, External
Organisations)
Project Manager
Process Mapper /
Tools Developer
Process Mapping
Support
Process Mapping and Research!
• Over 20 Institutions (HEIs and FECs)
• Peripheral, Tactical, Strategic
Proposal Writing Skills for Scientists and Engineers
What did we find (Process Maps)?
For ‘peripheral’ institutions, our process research found that many HEIs shared similar characteristics:
• Limited approach to information sharing
• Sporadic use of technology to maintain BCE contacts (but more of a localised ‘c-drive’ culture)
• Some interoperability between systems but nonetheless cultural issues in terms of a lack of willingness by schools or departments to share contacts and knowledge
Proposal Writing Skills for Scientists and Engineers
An example....B
us
ine
ss
/
Co
mp
an
yS
tud
en
tsS
ch
oo
l/
De
pa
rtm
en
t/
Ac
ad
em
ics
Un
ive
rs
ity
Bu
sin
es
s
De
ve
lop
me
nt
Te
am
Fin
an
ce
De
pa
rtm
en
t
Funding
Opportunity for
Research ProjectStart
Telephone/Email/
Face-to-Face
Contact
Discussion on the
Research and
Project
Yes
No
Business Engagement – From University to Company
Email/
Telefone/
Meeting Contact
Academics
Agreement on
Research/Project
End
Sign Contract
Project Proposal
Pre-Award Team
Evaluation
Carry out Research
Project?
Receive Research
Funding
Research Student
Working on the
Research Project
Completion of
Research Project
No
YesPost-Award Team
Monitor
Company
Participation and
Financial Support
Research Project
Written Report
No
Yes
Submit Application
End
End
3-6 Months Project
approved?
Yes
NoEstblish Cooperate
Partnership
1
2
3
Proposal Writing Skills for Scientists and Engineers
What did we find (Process Maps)?
For ‘tactical / strategic’ institutions, our process research noted that:
• There is clear leadership embedded in the process (VC in HEI E);
• Strategic thinking and transparent policy development has supported information sharing approaches (HEI E and F on information sharing);
• There is ‘buy in’ to the processes (FEC As commitment to reducing departmental workload);
• Systems can be tailored to suit individual departments (HEI H have their own software support unit; FEC A are working towards CRM screens that appear ‘familiar’ to users).
Proposal Writing Skills for Scientists and Engineers
An example....
Commercial Enquiries
Uni
vers
ity
Y
N
N
Y
Y
N
Y
Regional enquiry
Y
N
N
Y
N
Introduce useful
contact
Client accept
Make enquiries and issue further
instructions
Proposal and contract sent
Progre
ss
monitor
ing
Details put on
“My Projects”
Is the work
complete?
Changes
required?
Request purchase order and start
work
Carry out work
Revise proposal
and update cost
Can university meet
customer
requirements?
Enquiry passed
to commercial
development
team Regional
Knowledge
House Process
Does the contact know
anybody who can help?
Already have a contact
within the university?
Can the contact help
directly?
Commercial enquiry
Discussions and
proposal with
client
Enquiry received and details
put on “My Projects” by the
commercial development
team
Skills/services search using “My
Projects”
Client and Consultant introduction
and discussions regarding proposal
and delivery
Feedback sought, project
reviewed & records archived
Invoice issued and paid
Proposal Writing Skills for Scientists and Engineers
Tools
www.nottingham.ac.uk/gradschool/crm/
Proposal Writing Skills for Scientists and Engineers
Conclusion
• Tools ‘testing’
• Wider applicability of tools
Thank You!
Dr Stephen Armstrong
– Head of Research Business Development
(Research and Innovation)
• Overview of R&I Office
• Project and systems examples
– Lesson learned
• What would make my life easier
Research and Innovation
• Integrated Office– Established in 1994
– Pre-Award , Post-Award, IPR Management, Licensing, Commercialisation, Post Graduate Student Support, Student Enterprise, International Development
– Line management to Senior Academic Officer responsible for Research and Knowledge Exchange
• However, budget held within Professional Services
• Not all Offices have this structure• Research Office – Commercial Office is often an alternative
model
DIRECTOR
Head of Business
Development
Service
Head of Grants &
Contracts Service
Head of
International
Business
Spin-Out Company
Development Manager
IPR Manager
Licensing Manager
Business Development
Managers (x3)
Business Development
Co-ordinator
SEN Project Team (x4)
Strathclyde Links Team
(x2)
Contracts
Managers (x6)
Research
Costing Officer
Database
Assistant
International
Programmes
Officer
Departmental
Secretary
Support Staff
(x2)
Head of Research
Development
Service
Faculty
Business
Development
Managers (x5)
Inter-
disciplinary
Project
Manager
Manager,
West of Scotnd
KTP Centre
Head of
PGR Office
Assistant CTA-
DTA Officer
Researcher
Training
Administrator
Administrative
Assistants (x2)
Deputy Manager
Business
Development
Managers (x2)
Secretaries (x2)
RESEARCH & INNOVATION
Activity Levels
• 1200 Projects Processed Annually – ( Research, Consultancy, Services Rendered)
• collaboration agreements , material transfer agreements, licence agreements
• £35m Research Awards ( 400 contracts per annum)
• EPSRC Collaborative Training Account– 320 Companies over a 3 year period
• IPR Management– New Invention Disclosure
• 40 per annum
– New Patent Applications• 15 per annum
• ( Portfolio of 100 patents)
• 3 – 4 Spin out Companies per annum
KTG Metrics and Grant
• Outreach
• Enterprise Schemes
• Consultancy
• CPD
• Industry,Gov
Research
• Licensing
• Venturing
• £188,223
• £176,186
• £307,828
• £773,862
• £724,074
• £38,302
• £34,525
£2,243,000
University
Management/Governance
• University Court
• Line Managers
• Principal, Deputy Principals
Senior Officers, University
Management Committee
Professional Services
• Finance
• Estates
• HR
• Press Office
• IT Services
Government
•Scottish Funding Council
•UK and Scottish Government
•Universities Scotland /UK
•Dept Business Innovation and Skills
Academics
• New academics/post docs
• Experienced academics/major
project leaders/pooling directors
• Inventors
Stakeholder Analysis
Research Funders
– Research Councils
– Govmt Departments
– Local Government
– EU – FP7
– Charities
– Industry
– NHS
– World Bank , UN
Industrial Partners
– SMEs
– Multinationals
– University Spin-outs
– Alumni Entrepreneurs
– Their contract / finance and legal
representatives
Other Universities
–National and International
–Academic Staff
–Pooling Directors & Senior Officers
–Other R&I type Depts
–Their contract / finance and legal
representatives
Commercialisation Partners
– Investors
– Venture Capitalists
– Interim CEOs
– Economic Development
Agencies
– Patent agents
– Lawyers
Current Tools
• Bespoke database for grants and contracts
• Costing Tool ( pFACT)
• IPR management software (Inteum)
• University Website
• External Websites– Interface
– University-technology.com
• Sharepoint• Intranet
• Funders electronic submission systems
• Embarking on the specification of a comprehensive Research Management Information System– Lead by IT Services
• Physical and Digital Publications
– Enterprise Matters
– Research Matters
• Webcasts
– S100 Events
• BCE Events Management
– Expo’09
– Technology Showcase
1. Marketing of Research
Capability2. Management of Bid Process
3. Initiating Research
Contracts
5. Manage Research
Outputs
4. Manage Research Contracts
Manage
Staff Information
6. Manage
Student Information
RAE
DB
Web
Sites
CMS
PFACT
Research
Profess
ional
Research
Research
Bid
Intranet
FIN
Funder’s
systems
R&I
DB
Spread
sheets
FIN
Spread
Sheets
Paper
files
INTEUM
Strath
Prints
HR
SRS
Many
Local
Systems
Local
Systems
VLEs
Locally
Held
Web
Sites
Systems and Activity
• R&I Database– Processing of Grants
• Advanced Forming Research Centre– Large Capital Project with industry sponsorship
• Researchers Portal– Supporting academic staff
• Lessons from these projects
Grant or Contract Processes
Pre-Award
• Solicit and promote
opportunities
• Cost and Price
• Develop proposal
• Manage / approve
electronic submissions
• Track applications , file
and record on DB
Post Award
• Develop and negotiate
contract
– Negotiate terms
• Re-Cost / Spec
depending on Price
achieved
• Provide finance with
budget approval
• Liaise with funder
throughout grant
R&I Database Lessons• External procurement necessary as IT services could not deliver in
timeframe .. Other priorities
• IT Services then reluctant to maintain or support externally procured system– Had to run a dedicated server in department with no IT support
• It eventually failed -> Chaos
• Had to bribe IT services to take on support role
• 7 years later still no generally available reporting function
• Last to get Business Objects Universe
• Can’t rely on external suppliers– On costs / upgrades expensive .. Over a barrel when it comes to disputes
• Must be seen as part of the University’s core mission– Can’t do in isolation
– Must integrate with other corporate systems
– Need high level support• RIMS project : Chaired by Principal and VD Research and KE
Advanced Forming Research Centre
£25 Million Project
AFRC Activities
• Risk management
– Financial planning / modelling
– University Court Approval
– State Aid Considerations
– University Charter – Legal Opinion
– Reputation
– Academic Engagement
– Contract Negotiation• Development Agency
• Tier 1 Partners
• Tier 2 Partners
• Opportunity management– Develop Value Proposition
– Develop Intellectual Property Position
– Sell academic capability• Develop capacity
– Identify Research Agenda
– Develop / Negotiate Pilot Projects
– Build internal team• Finance, Estates, HR, Senior
Officers
– Support Project Executive Team
• Companies, Economic Development, Consultants, Lawyers
Three Year Time Frame
AFRC Lessons • No centrally provided Groupware solution
• Sharepoint “pilot” by learning services couldn’t authenticate external users– Concerns about licence for commercial use
• Cost implication – no budget before a project
• Lead department used their own server in the end– As the project evolves data management / commercial confidentiality needs
careful consideration
• Will split down into many sub-projects with different access rights
• Commercial companies need reassurance about security and confidentiality– Can this be trusted to departments ?
• Freedom of information requests may be an issue
• Not everything should/can be committed to electronic documentation
• Different participants at different phases of the project– Differing information requirements
Research Knowledge Management
(Research Enhancement Group Project)
Background
• Recognition that we are not maximising the embedded knowledge within SU and that our systems and practices are , in places, not fit for purpose
• A new research information systems based infrastructure (RIMS) is planned but is likely to take many years to be defined and implemented
• Need to demonstrate that we can organise and use our existing systems and social practice ( with some modifications) to better support research knowledge management.
Researches Portal
• Research in Practice– Research Funding
– Ethics and Sponsorship Approval
– Good Research Practice
• Knowledge Exchange in Practice– Commercialising Research
– Economic and Social Impact
– Working with Businesses and Organisations
• Research Careers Enhancement– Developing your career
– Research Induction
• People and Collaboration– Themed subsites
• Linking Physical to digital
– Calendar of events
– Collaboration workspaces
• Capturing of tacit knowledge
• Wikis
• One Stop Shop
– Document Management of Policy Documents
• Integration with External Sources of Information
– RSS Funding Feeds
– Blogs
Portal
• Early decision to include BCE advice alongside Research Support and Career Development
• Engagement– Academic staff
– VD Research
– Senior Officers
– Departmental Staff
– Professional Services Staff• HR, Finance, R&I, Comms
• Research Leaders Programme– Academic engagement funded study
– Learning Services
• Data management paper had to be agreed by Research and Knowledge Transfer Strategy Committee– Sensitive information issues
Portal Lessons
• Corporate roll out of Sharepoint… not well planned– Out the Box solution .. But really needs to be customised
• Centrally supported but limited and overstretched developer resource– New product…. so learning on the job
– Other priorities
– We had to secure (part) funding for additional developer• Still not recruited
• Authentication based on Active Directory– Not all departments use it !
• Training– Content originators unfamiliar with product
• Need training resources to be developed – Promised but still not available
• Had to do basic on the job training ourselves
R&I Lessons - General• We have no dedicated IT resource
– Skills beyond Microsoft Office very limited
• IT Services ( until recently) didn’t see us as part of core Administrative services, therefore unsupported and reliant on goodwill
• Systems have grown piece meal with little integration or consistency
•– No off the shelf product that integrates costing tool, pre-award processing, post-award
management and financial management
• Historical reliance on Oracle systems and capability– Limited Microsoft developer resource
• IT Committee structure in University hampers progress– R&I office not represented
– Often don’t see the external picture ( ie REF )
• Corporate Communications not linked well with BCE objectives
• Data management becoming increasingly important– Research Excellence Framework
– Freedom of Information Requests
– Portfolio Management
– Consistent reporting across multiple systems impossible
What we need– Joined up Research Information Management System
• HR, Finance, R&I, Library ( Repository)
– Document Management System• Integration of email and electronic document management
– Event management software• Small and large
• Booking and payment system
• Collect permission to mail marketing materials
– CRM system• However, cultural issues are the real problem
– Who owns the relationship ?
– Frequently BCE don’t own the relationship !
– Possibly groupware for use with Strategic Partners• Free Wifi for corporate clients
– Better video conferencing
– Embedded developer resource and Funded Programme to train “BCE” staff in common collaboration tools
Trialling of Online Collaborative Tools for BCE
JISC BCE: Facilitating Collaboration
http://www.jisc.ac.uk/whatwedo/programmes/bce/stream2.aspx
What are we trying to achieve?
• the testing and piloting of selected web technologies, tailored as appropriate, in specific BCE collaborative contexts;
• the provision of structured advice and guidance
http://collaborativetools4bce.jiscinvolve.org/about/
For the first time, we have the tools to make group action truly a reality. And they’re going to change our whole world.
- Clay Shirky
Pitch & Perfect Event
Project Start-up Meeting
CAMEL Cluster 1
CAMEL Cluster 2
CAMEL Cluster 3
Advisory Services/External Expertise
Call for Expressions of
Interest
Short-list Participants
Trials Chosen
Initial Call for Expressionsof Interest
12 Participants selected to ‘Pitch & Perfect’ their submissions
Proposals developed, based upon feedback from ‘Pitch & Perfect’
University of the Arts London - Developing an online community of practice for photojournalism
University of Leeds Manchester & Sheffield Exploiting the Innovation Division of Labour –
through Social Media
Northumbria University and Open ICT Tools
University of Glamorgan - G Blog: The Listening Blog ‘Getting to know you better’
NHS (WM Health Academy)
University of Huddersfield – West Yorkshire Lifelong Learning Network
New College, Swindon – Using CRM and Collaborative Tools with Business and Community
Enterprise
Knowledge House – Collaborative Tools to Support Business and Community Engagement
CAMEL Approach
An
alysis & Syn
thesis
External Evaluation
March 2009
JISC Business & Community
Engagement:
Collaborative Tools
The ‘G-Blog’ Project
Pam Voisey
GTi Project Manager
July 2009
2
The ‘G-Blog’ ProjectThe Listening Zone
for the Glamorgan Enterprise Region
Project Partners:
• Regional Business Club : Rhondda-Cynon-Taf
• Enterprise initiative for graduate startup
• G-Blog Project team (IT, Enterprise, Research)
• JISC project team & partner sites
2
3
The ‘G-Blog’ Project‘G-Blog’ is a pilot project• Regular, informal contact route for SMEs to their local
University, which will
– Stimulate B2B and A4B interactions
– Facilitate reciprocity, mutual help, community
– Offer resources, information, tools
– Use events and web environment
– Engage with client groups through feedback
– Create a listening channel and more
– Build capacity, offer training
3
4
The ‘G-Blog’ Project
Aimed at: GTi Business
Incubator micro -businesses
•University project
•European + funded
•10 years
•Hot-desking
•>250 micro businesses
•All sectors
•Not all are graduates
4
5
The ‘G-Blog’ ProjectAimed at: RCT Business Club SMEs
• Enthusiastic management team
• Café style informal events
• High profile speakers
• Large regional coverage
• Range from large, medium and micro
companies
• Spread across sectors
• Digital natives to skeptics
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The ‘G-Blog’ ProjectWorking with IT !
• Close relationship with the department for incubator IT
• Lynne had done some work on PR for IT people
• Discussed idea with Senior Managers, got support
• Identified key person to design and create the Blog – included
in the Project set up meeting in Aston
• Working process totally collaborative, for example:
– Pam : consumer focus/let’s ask them what they want
– Barry: We’ll use QMP
– Pam: what’s that?
– Result is successful feedback, WordPress as platform, design agreed,
businesses recruited for first wave – and Pam upskilled!
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The ‘G-Blog’ Project
On-going goodwill
• Keep everyone informed as progress is made
– LCSS-IS (IT) – the original senior managers
– Commercial Services links
– Rhondda Cynon Taf Business Club - launch event
– Micro businesses for first stage – the GTi constituents
– Academics – Business School initially
– Marketing – corporate look/having the right logos
– Web Team – making sure the name is OK
– Finance - using the credit card online/making the links
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The ‘G-Blog’ Project
Ongoing support:• Work with, don’t demand
• Benefit from the process and be reflexive
• Make it interesting
• Involve in the nice bits, not just the slaving over a
hot keyboard!
• Acknowledge – PR for IT people
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The ‘G-Blog’ Project
Issues• RCT partner – complete change of personnel
• Time constraints for all
Practice• Good communication by email when meetings are squeezed
• Support of line management in both IT and Project team
• Working with RCT Business Club on launch event
• Customer focus makes it meaningful = getting IT right
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The ‘G-Blog’ ProjectThanks to:
UoG: Professor Brian Hobbs, Alun Hughes, Lynne Gornall, Tony
Evans, Martyn Lynch, Alun Cox, Barry Richard, Rhian Evans
Rhondda Cynon Taf CBC: Lorna Reed, Ross Chamberlain, Phil
Barnes
GTi businesses: Timto Ltd; School of Life; Live Assistant
Business Solutions; GMA Consultants; Cymraeg Web Hosting;
TiGra Networks; Bandog Media; Team Metalogic; Blue Stag
Studio; EarthMonkey Media; Guardian Angel Technology
JISC Team: Jacqui Kelly; Will Allen; Andy Stewart; Chris Young;
the other BCE Projects
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The ‘G-Blog’ ProjectContact details:
Pam VoiseyG-Blog Project Leader
University of Glamorgan
01443 482670
2008 Collaborated with 3 Companies and3 Companies and2 Universities partners on 3 projects3 projects
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• Hong‐ik University (Korea)
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• Auburn University (USA)
2009 Collaborated with 2 Companies and2 Companies and3 Universities partners1 Common project theme1 Common project theme
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• Hong‐ik University (Korea)• Ohio State University (USA)
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• RMIT, University (Australia)
Constructing Constructs16
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The Open ICT Tools
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The Open ICT Tools
ICT tools to supportICT tools to supportinter-organisational communication and data exchange
ICT tools to supportinter-organisational communication and data exchange
VoIP
gand data exchange
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Teleconferencing
VoIP (Voice over Internet Protocol such as
Skype)
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VideoconferencingBlogs
messaging
Interactive
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Whiteboard TechnologyPlone
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FTPPlone
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MalwareMalware
• 15 years to end 2007 – 358,000
• 135,000 in 2007135,000 in 2007
• March 2008 > 135,000
• End of 2008 – 1.5M (3,500 per day)
• (Figures from McAfee)(Figures from McAfee)
What are the dangers ?What are the dangers ?
• Keyloggers– Get your passwordsy p
– And your credit card and bank details
Y PC b b t• Your PC becomes a robot
• Your PC becomes base for new attack
How does it happen ?How does it happen ?
• Opening an e‐mail attachment
• ‘OK to install new video codec ?’OK to install new video codec ?
• Downloading and installing free software
• Accepting a file using an Instant Messenger
• Installation through coercionInstallation through coercion
• Simply visiting a website
Why do they do it ?Why do they do it ?
• Money
WikisWikis
• Initially didn’t integrate with our authentication
• There would be a training overhead for contributorscontributors
• We would have to set it up and support it
• Little demand
SoSo…
• We got it hosted externally
• As demand stabilised we brought it insideAs demand stabilised we brought it inside
SkypeSkype
• Skype got a bad reputation
• Seen as a threat by network security
• Its traffic is encrypted
• Its protocols were kept secret• Its protocols were kept secret
• It commandeered PCs for its own purposes
SoSo…
• We initially had a dedicated wireless network
• We now have it on our normal wireless network
• If there are no issues we would consider it on main networknetwork
FTPFTP
• Huge security risk
• Do use a bit of Secure FTP (SFTP)Do use a bit of Secure FTP (SFTP)
• Not sensible to open up your systems to allow h l d filother people to send you files
Instant MessengerInstant Messenger
• We needed a corporate version
• Self installers use ‘external authentication’Self installers use external authentication
• Contacts needs to be self populated
SoSo…
• We chose Office Communication Server
• Works well internallyWorks well internally
• In the process of installing bridge servers to lexternals
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Questions?Open ICT Tools JISC infoNet projectE
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Questions?