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

4. OVERVIEW OF WORKTRIBE RESEARCH
MANAGEMENT

5. Worktribe Research
Management
Subtitle goes here

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

10. SOLUTION LIVE DEMONSTRATION

11. THE PROJECT

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

15. Complex Systems Architecture - Research IT

16. Complex Systems Architecture – Worktribe
Integration

17. Where are we now? - Activity Measures
Worktribe Research Management Measures
Week 8 to 10th June 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
Fixes Supplied by Worktribe (Since 30-Nov 15) 67
Fixes Supplied By IS (Since 30-Nov 15) 10

18. Where are we now? – User Feedback

19. LESSONS LEARNED (AND NOT JUST FOR
RESEARCH MANAGEMENT PROJECTS!)

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

25. #3 Run a Pilot – Make variety visible

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

31. #4 Effective Communication – User Wiki

32. #4 Effective Communication – Newsletter

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

35. #5 Benefits – Chasing the Dream

36. KEY MESSAGES AND TAKEAWAYS

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)

39. ANY QUESTIONS?

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)