1 Services To Be Provided

Transcription

1 1 Services To Be Provided 1.1 Business Context IV&V Terms of Reference The Madrid System, the original version of which was created in 1891, is a system permitting the international registration of trademarks with effect in multiple countries. It is the leading avenue for seeking trademark protection globally, with more than 60% of cross-border trademark filings going through the System. The System is growing both in terms of country membership and private sector usage. On average, two to three new members are joining the System each year. Currently, there are 92 members, but soon there will be 100. In the next ten years, it is entirely realistic to assume that the System will have 120 members. For the longest part of its history, the Madrid System was used predominantly in Europe. This is now changing because the new members are from other regions, including Asia, Latin America and Africa. This broader reach will make the System more attractive (greater geographic coverage), but also more complicated for its users, the participating country trademark offices and the International Bureau (IB) of WIPO. Filings are growing at a rapid pace, with annual growth rates between 5 to 10 percent. In 2013, around applications were filed, and in 10 years time this is likely to double. The hub of the Madrid System is the IB which receives and examines applications, and records resultant registrations in the electronic International Register of Marks, which is the authentic database for international trademark registrations. The Madrid System enables trademark owners to centrally manage their rights in the different member countries in which the internationally registered mark is protected. The stakeholders in the System are private sector users (among which some of the world s leading brand owners) and all national and regional intellectual property offices in territories which are members of the System. The security and stability of the International Register of Marks is therefore critical to the proper functioning of the international trademark system, as well as to the strategic position of WIPO. The entire process relies on legacy IT systems which are planned to be replaced by a new system called MIRIS, which is part of the IT Modernization Program for the Madrid and Hague Systems, the latter for the International Registration of Industrial Designs. This project was started in 2010 and is now in an advanced stage. Appendix C shows the IT Modernization Project Structure. Appendix D shows the high-level project plan, as of 30 th June 2014, for the MIRIS project. The Hague System is comparable in its purpose and operation to the Madrid System, except for the fact that it is concerned with industrial design rights (instead of trademark rights) and is much smaller (61 members and 3000 filings per year). The Madrid and Hague Systems share certain ICT platforms for the establishment of their respective electronic registers. The growth in Madrid membership and filings, and the resulting complexity of the Madrid System is putting considerable strain on the operational environment at the IB. For this reason, a Madrid Operations Reform Program was launched at the start of 2014 to enable the area to be better prepared to handle the future, Appendix A shows the Program structure. The scope of the Program encompasses IT systems; work organization, planning and processes; customer services; fee management; and examination documentation. Appendix B provides an overview of the different streams of work under the Madrid Operation Reform Program. 1.2 Statement Of Need The purpose of this Independent Verification and Validation (IV&V) is to establish the appropriate quality assurance and control efforts, as well as adequate risk management for WIPO s IT Modernization Program for the Madrid and Hague Systems. As with any project of this magnitude, WIPO management will rely upon the IV&V provider for the following critical needs: 1. Verification (quality control) to assure that the solutions developed perform according to specifications and requirements. 2. Validation (assurance) to ensure that the management processes, to capture and develop solutions,

2 are effective, responsive to changing business needs and are performing optimally. 3. Actionable recommendations, continuous validation of the findings by the key stakeholders, and an early checkpoint to review the key findings. 1.3 Required Services The IV&V services will follow industry standard methodologies and approaches, and will consist of a highlevel review of the services described below Project Sponsorship PM-1 Assess the effectiveness of executive stakeholder buy-in, participation, communication, support and commitment. Governance PM-2 Verify that project governance structures are adequately supporting the functions critical to success, are providing adequate technical and managerial oversight, independence, and that no key roles or skills are missing; verify that lines of reporting and responsibility are in line with the complexity of the project. Benefits Approach and Planning Issue Risk Change Communication PM-3 PM-4 PM-5 PM-6 PM-7 PM-8 Verify that the project can deliver the expected benefits, taking into account the planned investment / cost of ownership, the product strategy and the strategic evolution of the Madrid and Hague Systems as described in the Business Context, including, in particular, the interrelationship with the Madrid Operations Reform Program. Validate that the accountability / mechanisms for benefit realization within the project are adequately defined. Verify approaches adopted / proposed for the project are suitable, likely to deliver the most successful outcome; assess whether project timelines and budgets remain adequate, taking into account the findings of the IV &V. Verify the project issue tracking mechanisms are adequate to capture, manage, communicate, escalate and track issues through to closure. Verify that project risks are adequately identified, captured, quantified, owned, managed, monitored, escalated / cascaded and mitigated, with a particular focus on risks vis-à-vis the external end users/applicants, and the disruption of the revenue stream. Assess that activities to achieve the desired change have been adequately identified, assessed, planned, scheduled, developed, implemented, monitored, improved and that resistance to change has been anticipated and prepared for. Assess if communication plans, strategies and techniques are effective Quality Quality Assurance QA-1 Assess quality of specifications (including correctness and currentness) and conformity of developed/migrated software with such specifications; confirm appropriateness of software architecture choices and tools, including the strategic sustainability of the technical links between the Madrid and Hague Systems; assess, by random sampling, quality of developed code to ensure that application development best practices and industry standards are followed; assess, by random sampling, maintainability of developed code; verify that adequate documentation is provided for each developed program.

3 Development Standards Training QA-2 Verify that processes and standards associated with system development, especially when performed by a subcontractor, are defined, adequate, being followed and do not restrict future maintainability and reusability of the system. Training and Documentation TR-1 Assess whether user and support staff training plans will provide them with sufficient skills / knowledge and accessible supporting material / documentation to perform their jobs Requirements Business Requirements Performance Requirements Integration Requirements Testing RM-1 RM-2 RM-3 Verify that processes and procedures exist to capture requirements, that these have been analyzed and understood, especially for compliance with the appropriate rules, regulations and standards, and that they can be traced through design, code and test phases. Verify that performance requirements (e.g. timing, response time and throughput) satisfy user needs. Verify that interfaces are understood, documented, comply with ICTD interface standards / best practice and that appropriate relationships are in place across the organization to support the interface(s). Test Planning TS-1 Asses the quality, coverage and robustness of system and user acceptance testing plans and methodologies, including whether the tools, procedures, types of scenarios / use cases are complete, comprehensive and manageable, and provide an appropriate level of testing, as well as sufficiently mitigate any associated risks; assess the effectiveness and risks associated with foreseen automated test methodologies. Test Execution TS-2 Verify that tests will be executed in a realistic, real-time environment, the test team has an appropriate level of competence and independence, the results are recorded, the acceptance procedures and criteria are defined, and the errors are fixed and re-tested Data Data Conversion Database Design DM-1 DM-2 Verify that procedures, plans and tools are adequate to ensure data conversion activities are efficient, robust, maintain data integrity, completeness and accuracy, and facilitate the decommissioning of the legacy system(s). Evaluate new and existing database designs to determine if they meet existing and proposed system requirements Operations

4 Operational Transition Release Operational Support OS-1 OS-2 OS Staffing Requirements Specific Skills Verify that plans, processes and procedures for the transition of new systems from project mode into operations are adequate and effective, taking into account the strengths and weaknesses of the business environment in terms of its capacity to absorb the change with minimal disruptions to operations. Verify adherence to appropriate methodologies for releases from development through to user acceptance testing with a view to ensuring adequate gatekeeping and governance throughout the process. Evaluate whether the strategy, structures, processes, roles, responsibilities and resources to support, maintain and enhance the solutions once operational will be adequate, taking into account historical practices in this regard. WIPO expect one resource to be able to cover all of the tasks defined in the required services. Support from WIPO will be provided to assist with identification of the appropriate stakeholders, arranging the interviews / booking meeting rooms and collection of supporting documents / materials Frequency and Location The review will be performed primarily at WIPO premises in Geneva. However, a visit to the software development partner site in Lausanne may be required. It is expected that the IV&V review will be performed over a relatively short period, ie. between six to eight weeks. However, the primary driver of the review is quality, not time. The total number of persons affected by the WIPO s IT Modernization Program for the Madrid and Hague Systems is approximately 120 and it is assumed that the IV&V provider would need to meet / interview approximately 30 of these Other Requirements The IV&V provider is to recommend best practices or additional activities that would add value to the project. When the assessment or verification identifies deficiencies, then the IV&V provider is expected to outline the risks and provide recommendations to address the deficiencies / mitigate the risks, with appropriate prioritizations. Based on the observations made during the review, the IV&V provider is to formulate recommendations on the future evolution of the Madrid and Hague IT and support services, and related management structures, taking into account anticipated strategic developments affecting both registration systems. 1.5 Deliverables Standards All materials will be submitted to WIPO on media where the file can be used with tools from Microsoft Office 2003, including Word, Excel, PowerPoint, Access, Visio and Project Tracking WIPO expects a detailed work breakdown structure and schedule in Microsoft Project that will be used to track tasks, milestones and resources for IV&V activities. The final deliverable must include a substantial report that clearly separates the facts from judgment and contains detailed analysis and recommendations. PowerPoint presentations may be used for briefing / interim reporting purposes but cannot be accepted as a replacement of the final report.

5 1.5.3 Review Requirements IV&V Terms of Reference WIPO management will review the final IV&V report. The report will only be considered accepted and approved once a formal, written approval has been provided by WIPO management.

6 Appendix A DDG MADRID OPERATIONS REFORM TASK FORCE Program Coordinator WIPO Customer Service Charter Structure for the Madrid Operations Reform Program Functional Support Planning and Processes Customer Service Fees Examination Documentation World Server RBM MIRIS Project IRPI Project Upgrade schedule Registration [IT] Examiner process CRU process Planning process CSU process Template letters Translation Registration [IT] QA/QC process Finance Processes Survey Results CSU Model manager model External Group Internal Group Fees process Irregularity letters [legal input] The Manual Process template letters QA/QC process QA/QC process QA/QC process

7 Appendix B Milestones and Deliverables for the Madrid Operations Reform Task Force Streams Functional Support MIRIS IRPI Other Organisation, Planning & Processes Customer Service Fees Examination Documentation April May June July August September October November December Close current project Close WorldServer Project Create CI Process Start Release Framew ork MIRIS Test Groups Test Tools in CRU/CSU Gap Report Start Testing #1 Testing #1 Introduce CI Process Commence Phase 1 - SPOC Agree incident mngt process Confirm scope Securing additional Clients Discuss Translation (IT Supported) Create Madrid SOP Framew ork Definitions & SOP Customer Group appointed Align w ith "Planning" w ork Test #1 MIRIS report Propose additions to Service Charter Fees compliance report Scope assessment Release 0.1 Decision on Ticketing system Analysis credit card apps used MIRIS "micro delta" test Training Framew ork Audt #14 Know ledge Base:CSU Distribute fees report Test #2 MIRIS report Content Release 1.1 JD Audit #2 Phase 1 Report: PB and PID for Phase 2 Billing Solution concept Finalise Leadership Mentoring UAT test of WINS; RSD roll out MIRIS Roll out Report Budget for Release 1.1 Org Dev - HR plan Audit #1 Trial roll out / CRU Quick Wins - SOP; Cont Improve; CRU dashb Go / No Go Decision Map Madrid team process Roll out CSU Roll out CSU & intreg mail & intreg mail Customer Group meeting Release 1.0 Release 1.1 Securing clients Final report due; Dashboard Audit #10 Interim Phase 2 Report PayPal Implement Progress Report Final report Audit#18 Roll out MT2 Customer Group meeting Close Project Roll out MT3, MT1 Phase 2 Report New Apurement process Commence Phase 3 Continuous Improvement is based on the Deming Cycle [PDCA] Create CI Process Implement the CI process by business unit Embed the Continuous Improvement Culture

8 Appendix C IV&V Terms of Reference

9 Appendix D IV&V Terms of Reference