Canadian Intellectual Property OfficeCanadian Intellectual Property Office E-Business @ CIPO@

April 15, 2010

Presented byPresented by Christine O’Connor – E-Business Strategy & Architecture

Greg Thompson – Strategic Planning and Policy

DRAFT

Content/Purpose

• Historical Context• Drivers for Change• Drivers for Change• EBR Vision & Guiding Principles

E B i & B fit• E-Business & Benefits• Roadmapping & Portal• Discovery• Long-Term Strategy• E-Business Phases & Roadmap• More Than Just IM/IT

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More Than Just IM/IT

Historical Context

• TechSource Renewal• Operational Systems RenewalOperational Systems Renewal• Enterprise Business Renewal

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Drivers for ChangeWhy CIPO needs renewal:

“ ”Internal drivers – “People Dimension”:• Reduction in duplication of work across branches and

increased consistency.• Desire for more effective and paperless systems;• Technology modernization leading to more user friendly,

flexible and efficient systems (e.g., TechSource, INTREPID, DesignPlus);DesignPlus);

External drivers – the “Client Voice”:• Increased electronic services and access to data (more and

better information available on the web);• Faster decisions and turnaround times (TATs); and

M i lifi d

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• More simplified processes.

EBR Vision

By engaging our employees through a series of coordinated projects, CIPO will put in place a secure cost effectiveput in place a secure, cost-effective operational environment resulting in optimal client self-sufficiency and satisfaction. By 2012, CIPO will significantly improve and modernize its business processes client servicebusiness processes, client service channels, tools and IT infrastructure.

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InfrastructureApplications Client Service Processes

EBR vision – “The Shift”

Legacy technology, multiple non-integrated systems which duplicate

Multiple platforms and technologies with inter

Infrastructure& ToolsChannels

Processes

Based on older policies and legislation with Paper based systems which duplicate

functionality across product lines.

with inter-dependencies that are difficult to connect and maintain

Today

BR 3 4

legislation, with heavy reliance on paper files.

TechSource( )

Creation(C )

INTREPID( )

Telephone & walk-in

Electronic

maintain.

t with

EB

1 2

5(Patents)

OtherSub-systems

DesignPlus(IndustrialDesign)

(Copyright)(Trade-marks)

Modular, reusable application architecture

Modern, standardized environment to

Shift

Efficient processes, emphasizing increased

Significant in electronic delivery

enabling a more modern and responsive service model with fewer

environment to securely exchange information while supporting national and international

Futureincreased electronic collaboration and common enterprise functions

Paper based

Telephone& walk-in

Electronic

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manual interventions.

and international standards.

functions. & walk in

Maintain what works well . . . shift and adopt leading practices

EBR Guiding PrinciplesSingle Face to the Client

Best Practices& Proven Technologies

Single Face to the Client

Leverage Existing Investments

Modernized Processes

Leverage Existing Investments

Buy vs. Build

Deliver Innovative Quick Wins

Reusable Solution Components

Deliver Value for Money

Timely, Effective Employee Involvement

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Deliver Value for Money

Realistic and Sustainable

Service Delivery Model “To Be”

Enterprise

Portal

SatisfiedClient

PortalCommon

Processes

•Inbound MailExam

ina

Informa

Chann

Decision o

Gr

Decision o

Common Processes

•Formalities/ Processing Common Processes

CentralizedInfo

Internal Users

Standard ation

ation nels

on IP Rights

rant on IP R

ights

• Financial Transactions

• Assignments

Processes

•Dissemination of information

Inforepository

Case Management

External Users

d Inputs

g

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What is e-Business?

COLLABORATION

IT/IM Services

Financial &Human

BPEL (Workflow)PORTAL

Financial & Administrative

Services

Human ResourcesServices

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CRMINTELLIGENCE

Benefits of an e-Business ModelPublic Portal (Public Web Site)

Support MgmtPartner Mgmt

O t h

Instance Mgmt

GoC/ICClient Mgmt

Promotional Campaigns

Outreach

Case file MgmtWIPO

IPOs

Examiners

Financials

Facilities Mgmt

Document & ITSM

Email

WIPO

Workflow

Forms

Purchasing

Payroll/HRInventory

FinancialsRecords Mgmt

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Employee Portal

Portal Features

Applications

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A Roadmap to Align StakeholdersSolution Solution

C St di DiscoverySolution Design PresentationCase Studies

5 Year Strategicplanning

Based on a centralized information repository

« Back office »Finance, Internal Communications,

HR, ISB, IM, Planning&Admin, IRAB, etc.

CIPO in 2012

, S , , a g& d , , etc

Directors, managersand employees

Vision

Senior Supported by an integrated

Mission

2012

Deliver Client« Front office / Client Facing »

and….employees Execsuite of applications

GovernanceClient ValueEnabled as an

E-business organization

« Front office / Client Facing »E-Services, External Communications, Outreach, Dissemination, Examination

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Discovery Process

The discovery exercise is conducted to ensure that the recommended solution is aligned with the issues and challenges (requirements) facing key stakeholders.

The approach we used is described below:1. Met with key stakeholders to understand the nature of the issues and challenges.2. Requirements identified were classified into 3 types of categories:

• Tactical• Consequential• Consequential• Strategic

3. Key challenges/requirements further refined and defined.4. Solution Map - E-Business EnablersSo ut o ap us ess ab e s5. Strategic Value Assessment

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Long-Term Strategy• Map business requirements with common

solutions that result in seamless integration, f i t ‘ t h i ’ fease of maintenance, ‘one-stop shopping’ for

information, adaptable infra-structure, etc.

• Use of Portal technologies to support a phased approach to initiativespp

• In other words, a Client and Case Management gsolution integrated with back-office systems delivered through an Enterprise Portal

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Summary of E-Business Phases“ ” C OFunctionality “option sets” were presented to senior CIPO executives using a phased timeline

approach, culminating in the definition of three broad releases with corresponding “mandatory” foundational elements.

Phase 1• ‘Task-Based Services’: existing and new e-service functionality clients use to interact with CIPO• Mandatory foundation: Single Sign-On, Identity Management, Linking Identity to IP

Holdings/Information

Phase 1

• Introduction of ‘Client Dashboards’: functionality which will provide clients the ability to view andPhase 2

• Introduction of Client Dashboards : functionality which will provide clients the ability to view and manage their IP holdings

• Mandatory foundation: Business Process Management, including the development of explicit business rules and standardizing processes

• Business Process Integration: Full client self-service with end-to-end business process tracking, full transparency

Phase 3

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full transparency• Mandatory foundation: Deployment of the Integrated Client and Case Management Solution

(ICCMS, separate project to renew operational systems, currently in TB submission stage)

E-Business Phases Ph1 (2010) Ph3 (2012+)Ph2 (2011+)Q4

E-Business Roadmap09 Q1-3

CIPO E t i P t l

Proof of ConceptPortal R&E for

E-Business

E-Biz Strategic Planning & Scoping

Portal Hosting /Demos

Task-based Services IntroduceDashboard Services Ongoing E-Biz Solutions

( ) ( )( )

Task Based ServicesPlanning

CIPO Enterprise PortalContent Services

Framework

Define Info Requirements

Content Services

Map & Define Solution

Metadata RepositoryImplementation

Content Services (cont’d)

CIPO ExecutiveDashboards

Future Content ServicesIntegration

IM Planning

Content Services Framework

Analysis Phase(RFI)

Analysis Phase(EPA) ICCMS (Phase I)

Integration to Client Portal(Self Serve)

ICCMS (Phase I )

Integration to Portal(Technical)

ICCMS (Phase II ++)(Legacies decommissioned)

ICCMS

SAP footprint

CIPO ClientDashboards

Analysis Phase(EPA)

SAP/ICCMSDept SAP Version 6

d (O t 2010)

IntegrationDetailed Fit/Gap Analysis

FITT integration to Portal, IC SAPEFT and DA

Finance Integration Analysis

SAP footprint expanded

Financials integration to LOBS - CIPO Finance

Dashboard

Integration to ICCMS

Standard InputsI i ICCMS

SAP/ICCMS (FITT replaced)

Rationalize Forms & Online Services

upgrade (Oct, 2010)PeopleSoft upgrade

Process Modernization

Sta da d puts(Includes initial Fee

Payment Form)

Inbound Mail

Integration to ICCMS

Assignments (Phase I)E-Assignments Integration

to Enterprise Portal

Integration to ICCMS

Integration to ICCMS

Rationalize Forms & Online Services

Rationalize Rules across LOB

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FormalitiesIntegration to ICCMS

Branch specific Process Improvements

(Business Process Mgmt)

Integration to E-Business Roadmap

Branch specific Process Improvements

LEGENDLEGEND Planning Stage Implementation IC Lead Sunset

Integration to E-Business Roadmap

More than IM/IT…In order for CIPO to facilitate the delivery and exchange of knowledge in the national and international IP community it will require us to harmonize:

PeopleStrong Executive Leadership team to be agents

for change and committed to the duration of the e-business transformation (3+ years)

ProcessSimplified, streamlined and harmonized where

necessary

TechnologyE-Business Suite (Integrated set) of Applications

& Tools

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