1. THE DEVELOPMENT OF AN INTEGRATED INFORMATION
SYSTEM FOR A RESEARCH AND TECHNOLOGY INSTITUTE:
THE CASE OF IPEN
Willy Hoppe de Sousa
Adriano Giardino
Maria Aparecida H. Trezza
INAC 2009 – Rio de Janeiro

2. Content
1. Objetives
2. Some figures about IPEN
3. SIGEPI: remarkable milestones
4. SIGEPI: where we are today
5. Some screens examples
6. Lessons from the experience:
• Strategic ones
• Technical ones
• Behavioral ones

3. Objectives
1. Describe the experience of a Brazilian
nuclear R&D Institute in the design
and implementation of a Integrated
Management Information System
2. Synthetize the sucess factors from the
experience

4. Some figures about IPEN
Budget - CNEN (2008)
• Costs and investiments: R$ 58.018.822
• Staff and benefits: R$ 125.994.426
•total: R$ 184.013.248
Main activity areas:
• Nuclear medicine and health Income (2008)
• Environment R$ 61.183.185
• Industry
• Materials
• Nuclear Reactors Funding agencies (2008)
• Radiologic Safety R$ 10.354.790
• Teaching
Working force (2008)
Doctors: 219
• Public workers: 1020
Masters: 115
• Comissioned: 4
•Students: 588
• Volunteers: 40
• Total: 1682

5. SIGEPI – “remarkable” milestones
1998/9 2000 2001 2002 2004
First
FNQ Beginning of the First
Director Plan SIGEPI Web
Excellence supporting data supporting version
Criteria integration into Processes
adoption SIGEPI integrated into
SIGEPI: New
CEN MIS: functionalities
• Teaching (DEIC) •New supporting
benchmark
1st. BSC • Trainings(APD) processes
design • Patents (DPI) integration
Management • Comunication (SCS)
Presentation and (income and
evaluation
approval of the budget)
Report
SIGEPI concept by • automated
1.0 Version
the top presentation
management
Characteristics: First lessons: generation
Each technical is
team (CTA) • data more
Information responsible for realible
Management feeding all the data
deficiencies
Beginning of the • Indicators
SIGEPI generation must be
development
(ACCESS) based on the evidence Applauses
Problems: principle and some
• Network failures protests!
• Unfriendly screens • Many data are
already available at
the administrative
sections

6. SIGEPI - Where we are today
Researcher
Technology Human
• schooling
Innovation Teaching
Resources GEN
Management GPE
NITEC
• Patents • Scholarship holders and trainees
• Disciplines
• Tutoring status of...
Director Plan • doctorades
• masters
(Programs/Subprograms/Activities)
• scientific initiation
SIGEPI
Library ...ongoing, concluded, interrupted
GDC Activity Coordinators
• PTC –digital
• Human resources allocation
• publications and reports
Income Advisory • Projects
•Thesis and dissertations
GCL Board • Technologies
• Qualitative results
DAD
• Income
• Products and services • Budget Legend
• Donations • Authorized
• Allocated Responsible section Personnal interaction
Real time
Database
“batch”

7. SIGEPI – Coordinator entrance screen
“accomplish mode”

8. SIGEPI: different result report categories

9. Lessons from the experience
Design and implementation challenges for a public organization
(I)
Strategic ones:
Contrary to “market” practices, the development of an IMIS in
an RTI organization needs to start from scratch and not
by adjusting an available market solution.
Some modules can be outsourced, except those related
to the knowledge processes - should preferably be
programmed by internal analyst’s staff.
The importance of having individuals strategically located
with some software and management knowledge to
interface the technical world and the managerial world.

10. Lessons from the experience
Design and implementation challenges for a public organization
(II)
Technical ones:
The internal staff analysts may not always be equipped
with state-of-the-art programming tools. Thus when starting
tools
an IMIS development which will last years, decision makers will
face a trade off between starting the development immediately
and launching it quicker but written with an older software
technology or delay the IMIS development waiting for the training
and learning process of a new programming tool but launched with
a technology closer to state-of-the-art;
Software implementation imbalances may happen: when
network software is updated and the IMIS isn´t, low performance
problems may happen;

11. Lessons from the experience
Design and implementation challenges for a public organization
(III)
Behavioral ones:
The demand for new habits by end users and support
managers raises resistances and even in the case of a
located/small system fault happens it may put the whole system
into question;
The RTI public organizations are financed by different interested
parts, thus they need to supply their results to these interested
parts. The interconnections and integration with other
databases depends more on political aspects then technical
aspects; meanwhile this integration is not solved, the operational
aspects
levels to the institutional levels need to duplicate or triplicate the
data supplying effort. The consequences are also clear: strong
internal critics, lack of stimulus to update the IMIS and risk
of poor data quality and/or reduced data availability.
availability

12. Thanks for your attention!
Willy Hoppe de Sousa
e-mail: whsousa@ipen.br
Adriano Giardino
e-mail: giardino@ipen.br
Maria Aparecida H. Trezza
e-mail: mtrezza@ipen.br
Instituto de Pesquisas Energéticas e Nucleares IPEN - CNEN/SP, Prof. Lineu Prestes 2242, São Paulo, S.P., Brazil, 05508-000