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NeIC short intro and benefit realisation management

NeIC Executive Manager Michaela Barth

<caela@kth.se>

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2020-12-08

NICEST2 RG meeting

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  • 2020 Budget: 97 MNOK ∼9 M€
    • Co-funding: not restricted to 50%
      • ‘finding sweet spot of collaboration’
    • NeIC is not a funding agency!
  • Since 2012 part of NordForsk
  • Professional project steering methods (Tieto PPS)
  • Annual open calls

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Some projects and their partners:

“Together the Nordic countries are tackling e-infra challenges beyond individual national capabilities”

  • Nordic Tier-1 (aka NDGF)
  • Tryggve (2)
  • CodeRefinery (2)
  • iOBS
  • NICEST (2)
  • EISCAT 3D (Data) Support
  • Puhuri

Digital Infrastructure for Nordic Research Excellence

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NeIC Funding

2020 Budget: ∼ 9 M€

    • NordForsk: collaboration agreement
    • Members: Joint funding proposals (MoU until 2023)
    • Co-funding (not restricted to 50%; ‘finding sweet spot of collaboration’)
    • European funding: EOSC-Nordic

2019: 8 M€ (including co-funding)

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Michaela Barth <caela@kth.se>

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Practical Project Steering (PPS)

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Evaluation

Preparation

Execution

Conclusion

Sustaining Benefits

Phases of the Project Life Cycle

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Michaela Barth <caela@kth.se>

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NeIC Executive Manager

Michaela Barth <caela@kth.se>

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Key concepts business benefits

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Business case

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Benefits

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Benefits realization

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Benefits realization management

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Michaela Barth <caela@kth.se>

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Business case

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The Business Case

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Q: Is it really worth doing this? A: Business Case

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The arguments and expected benefits of conducting a project should be well understood, documented and agreed on.

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Definition business case:

  • Documented economic feasibility study used to establish validity of the benefits to be delivered (PMI)

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Within NeIC, the Business Case is normally done twice:

  1. Project selection (open call)
  2. Project implementation planning

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Michaela Barth <caela@kth.se>

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Benefits

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Benefits

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Value that is created for the project sponsor or beneficiary as a result of the successful completion of a project (PMI).

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(SIMPLIFIED)

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Q: What are the benefits from e-infrastructure development projects?

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PROJECT

OUTPUTS

BENEFITS

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Michaela Barth <caela@kth.se>

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What kind of benefits?

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Benefits can be of three different flavours:

  • MONEY
  • TIME or
  • QUALITY

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There should be clear benefits in terms of saved time, created value or improved quality.

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Monetary benefits

  • Increased revenues or reduced costs valuated in money.

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Time benefits

  • Time savings can easily be converted into money.
  • Time actually saved must be utilised, in order to create benefit!

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Michaela Barth <caela@kth.se>

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What kind of benefits?

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Quality benefits are the most difficult to valuate.

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Instead of trying to assess the value of a quality benefit, it is given a value, based on how important it is compared to the money and time benefits.

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A well-composed valuation group can, together, decide how important the quality benefits are in relation to the other benefits.

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This way of valuating provides just as good values as “real” figures.

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Slide thanks to Tomasz Malkiewicz

Michaela Barth <caela@kth.se>

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Benefits valuation

https://www.ppsonline.se/nordforsk/en/role/skill/full/ah136/8

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Slide thanks to Tomasz Malkiewicz

Michaela Barth <caela@kth.se>

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80/20 rule applied

aka. Pareto principle,

law of the vital few or

principle of factor sparsity:

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Roughly 80% of the effects come from 20% of the causes.

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(true for phenomena following a power law distribution)

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Concentrate on the part of the benefits that stand for 80% of the total effect. No obligation for the benefit list to be complete!

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Michaela Barth <caela@kth.se>

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Benefit realization management

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Benefits realization

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A means to ensure that benefits are derived from outputs. (PMI).

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(SIMPLIFIED)

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PROJECT

OUTPUTS

BENEFITS REALIZATION

BENEFITS

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Michaela Barth <caela@kth.se>

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Benefit realisation plan

https://www.ppsonline.se/nordforsk/en/role/skill/full/ah165/7

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Slide thanks to Tomasz Malkiewicz

Michaela Barth <caela@kth.se>

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Benefits Realization Management (BRM)

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Processes and practices for

  • Identifying, evaluating benefits
  • Managing Benefits
  • Ensuring benefits are realized
  • Ensuring that the benefits are sustainable—and sustained (PMI).

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PROJECT

OUTPUTS

BENEFITS

BENEFITS REALIZATION MANAGEMENT

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Michaela Barth <caela@kth.se>

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Roles in benefits realization management

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During project runtime:

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  • Project Steering Group (representatives of co-funding partners) maintains benefits realization plan.

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  • The Provider Forum (representatives of strategic partners) advices on benefits realisation plan for NeIC portfolio.

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  • There can also be a reference group providing feedback.

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Note: Partners can overlap and representatives can come from different levels in the partner’s management hierarchies. Metrics and KPIs for benefits delivery may differ.

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Michaela Barth <caela@kth.se>

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Note: Terminology within BRM is not standardized

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NeIC applies Tieto PPS terminology.

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PPS:

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Evaluate

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Manage

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Realise

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PMI:

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Identify

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Execute

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Sustain

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Michaela Barth <caela@kth.se>

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NeIC Executive Manager

Michaela Barth <caela@kth.se>