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Cooperation Fund Progress report Plans Maintenance, ownership and change

Cooperation Fund Progress report Plans Maintenance, ownership and change. ALICANTE, 23/04/2013. A MAJOR UNDERTAKING. The CF is a major undertaking by any standards: - Total budget of €50 million. - 314 individuals working on the Fund.

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Cooperation Fund Progress report Plans Maintenance, ownership and change

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  1. Cooperation Fund • Progress report • Plans • Maintenance, ownership and change ALICANTE, 23/04/2013

  2. A MAJOR UNDERTAKING 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.

  3. PROJECTS OVERVIEW Overview and brief description of CF Projects - 1 - 1.2.8 Designview 1.1.1 Search Image 1.1.2 TMview 1.2.9 Similarity 1.2.10 Cesto 1.1.3 TM Class 2.13 XML Standards & Arch. 1.1.4 Seniority 3.20 E-Learning 1.2.5 Quality Standards 1.2.7 User Satisfaction Survey - Approval of Project Brief in October 2010, - Kick-off in January 2011 Packet 1:

  4. PROJECTS OVERVIEW Overview and brief description of CF Projects - 2 - 1.2.11 Common Gateway 3.21 Call Centre Tool 1.2.6 Forecasting 4.22 Enforcement Database 2.14 Future Software Package 4.23 Counterfeiting Tool - Approval of Project Brief in April 2011, - Kick-off in September 2011 Packet 2:

  5. LAUNCH PLAN Already live before November 2012 1.1.2 TMview 1.1.3 TMclass 1.1.4 Seniority Live since November 2012 1.1.1 Search Image 1.2.10 Cesto 1.2.5 Quality Standards 3.20 E-Learning 1.2.8 Designview 1.2.11 Common Gateway 1.2.7 User Satisfaction Survey 1.2.9 Similarity 2.14 FSP e-Filing TM Finland

  6. LAUNCH PLAN Planned go live in 2013 1.2.6 Forecasting* 3.21 Call Centre Tool* 4.22 Enforcement Database* * April or June 2013 Planned go live in 2014 Planned go live in 2015 4.23 Anti-Counterfeiting Tool* 2.14 FSP E-Filing TM & DS 2.14 FSP Back Office 2.14 FSP e-Services 2.14 FSP Adoption

  7. LAUNCH PLAN Lesson learned: Core business work in Offices takes time. 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: Planned go live in 2014 Planned go live in 2015 2.14 FSP E-Filing TM & DS 2.14 FSP Back Office TM 2.14 FSP Back Office Designs 2.14 FSP e-Services 2.14 FSP Adoption

  8. LAUNCH PLAN Lesson learned: Implementation is not as expensive as we expected, but it can be complex. 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 Action: Planned go live in 2013 Content 128 Designview Better searches and technology, closer link to images 111 Search Image Relative grounds; improvements in use of TMiew data 1210 CESTO Enhanced security for enforcement 1211 Gateway Best practice: link Convergence 1212 Quality Deployed project managers Increase numbers; extend time

  9. INTENTS TO IMPLEMENT VS. REAL IMPLEMENTATIONS = total intents (324)= total implementations (130)

  10. 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…. CF 1.1.1 Search Image BX, IT, PT, UKFICPI, MARQUES CF 4.23 Counterfeiting Tool ES FR, IT, PT, UK ECTA, INTA CF 1.2.10 CESTO BG, PL, PT, SK INTA CF 4.22 Enforcement DB ES, HU, RO, UK, AIM, APRAM, BUSEUR, UNION CF 1.2.11 Common Gateway DK, ES, GR GGE, PL, RO, SE EFPIA CF 3.21 Call Centre CY, DE, DK, PL ECTA CF 1.2.5 Quality Standards DK, ES, HU, PT ECTA, INTA STILL WORKING COMPLETED CF 1.2.6Forecasting DK, ES, HU, PL, PT, UK CF 3.20E-Learning BG, ES, RO, SI, SK INTA, MARQUES CF 2.14FSP AT, FI, IE, MT, PL, LV, SK, UK CNIPA User Group National Associations: CNIPA, APRAM, IE, LV, MT, PL, SK, RO CF 1.2.7 Satisfaction Survey BG, DE, DK, ES, HU, GRUR, INTA CF 1.2.9 Similarity BG, DE, ES, GR GGE, HU, PL, PT, ECTA CF 1.2.8Designview CZ, DE, DK, ES, GR OBI, UK APRAM, ECTA

  11. 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. IE EE LV PL BG RO SI SK GR CY MT

  12. PROGRESS According to current estimates, a significant amount of man days have been foreseen for the whole lifespan of the Cooperation Fund.

  13. CF Maintenance Model • Outline

  14. CF MAINTENANCE SUPPORT MODEL Background - principles • 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

  15. CF MAINTENANCE SUPPORT MODEL Background – approach – Common tools • 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

  16. CF MAINTENANCE SUPPORT MODEL Background – approach – Software Package 1 2 3 Adaptation of FSP to Office needs A year of OHIM financialor expert support Creation of a problem-solving& knowledge sharing network • 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. • Funding for one SNE (IT profile) for one year to the OHIM, maximising knowledge transfer and ensuring effective delivery. • Plus one of: • 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

  17. CF Maintenance Model Proposed outline

  18. HAND-OVER - PROPOSAL FOR DATA AND SYSTEM OWNERS OF CF TOOLS - 2 - at the OHIM… • 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.

  19. CF MAINTENANCE SUPPORT MODEL Who does what? 1 2 3 Business area – OHIM or NO, or user association OHIM contact point IT Support (OHIM or PO) • 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. • 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. • 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

  20. ETMDN The Gateway https://www.tmdn.org/coopfund/

  21. Change Management and ownership

  22. CF CHANGE MANAGEMENT - HIGH LEVEL PROCESS Changes 2 Contact point Clarifies POs and OHIM units 1 Major change and improvement cycle Ranks 3 Impact Assessment Output: detailed assessment, plan with deliverables and costs 4 Liaison Meeting March, year N • Outputs: • Formal approval • Team and workgroup established 5 Project execution, development and release • Outputs: • Closure report • Acceptance 6 Liaison Meeting (year N+1?)

  23. (+ 34) 965 139 100 (switchboard)(+ 34) 965 139 400 (e-business technical incidents)(+ 34) 965 131 344 (main fax)information@oami.europa.eue-businesshelp@oami.europa.eutwitter/oamitweetsyoutube/oamitubes www.oami.europa.eu contact us: Thank You

  24. LMTC slides_final.pptx Presentation Status DRAFT / APPROVED Approved by owner Authors CO Carlos Ortega Contributors Revision history Version Date Author Description 0.1 21/01/2013 Initial version CO 0.2 24/01/2013 Inclusion of section on change management CO 0.3 18/02/2013 Final amendments CO

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