Printed by SMT Grafika Desa Putera, Indonesia. · Contents Author’s note Introduction The Importance of Management Information Systems Institutional Background MIS Overview and

Center for International Forestry ResearchBogor, Indonesia

Mailing address: P.O. Box 6596 JKPWB, Jakarta 10065, IndonesiaTel.: +62 (251) 622622; Fax: +62 (251) 622100E-mail: [email protected]: http://www.cgiar.org/cifor

ã 1999 by Center for International Forestry Research

All rights reserved. Published 1999.

Printed by SMT Grafika Desa Putera, Indonesia.

ISBN 979-8764-28-5

(cover photo by Christian Cossalter)

Contents

Author’s note

Introduction

The Importance of Management Information Systems

Institutional Background

MIS Overview and Definitions

Definition of MIS

MIS versus Decision Support Systems

MIS versus Information Management Systems

MIS versus Executive Information Systems

Chapter 1. Diagnosis

Structure of the Organisation

Definition of MIS Requirements

Assessment of Information Needs and Requirements

Importance of Information Needs and Requirements Assessment

Approach to Assess Information Needs and Requirements

Results of the Assessment of Information Needs and Requirements

General Observations

Internal Needs and Requirements

Research Division

Research Division - Research Support Division

Research Division/Research Support Division - Administration andFinance Division

Research Division/Research Support Division - Office of the DirectorGeneral and Management Group

Administration and Finance Division - Office of the Director General and Management Group

External Needs and Requirements

Research/Research Support Divisions - External Entities

Administration and Finance Division - External Entities

Office of the Director General - External Entities

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Chapter 2. System Design

Outputs

Project Outputs

Human Resources Outputs

Financial Outputs

Facility Outputs

Procedure Outputs

Inputs

Existing Relevant Data Sources

Financial Information System

Human Resources Database

Inventory Register

Alumni Database

Address Database

Project Sheets

Project Inputs

Human Resources Inputs

Financial Inputs

Facility Inputs

Procedure Inputs

Processing

Basic Processing Considerations

Software

User Interface

System Links and Integration

Storage

Data Access

Storage Media and Location

Personnel

Chapter 3. Implementation and Maintenance

Personnel

Soft- and Hardware

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Implementation Process

Preparations

Software Installation and Integration

System Testing and Implementation

Training

System Architecture

Research Activities Database

Contacts Database

Procedures

Leave applications

Travel authorisations

Requisitions

Human Resources

Databases for Entity Service Functions

Publications Pipeline

Trip Report Library

Post-implementation Review

Chapter 4. Conclusion

Importance of Project Management

Critical Success Factors

Monitoring and Evaluation of Impact and Success

Applicability in Other Centres

AnnexesAnnex 1. Sample Information Flow Assessment Chart

Annex 2. Information Needs and Requirements Questionnaire

Annex 3. Financial Information System Data Field Structure

Annex 4. Sample Project Sheet

Annex 5. Local Area Network Configuration Chart

Annex 6a. Terms of Reference: MIS Project Advisory Group

Annex 6b. Terms of Reference: MIS Consultant

Annex 7. Sample Task Data Set

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Annex 8. Activity Database Navigator Screen

Annex 9. Contacts Database Navigator Screen

Annex 10. Sample Leave Application Form

Annex 11. Sample Travel Authorisation Form

Annex 12. Sample Purchase Requisition Form

Annex 13. Publications Pipeline Navigator Screen

Annex 14. Sample Publications Pipeline Data Set

References

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List of Figures

Figure 1. CIFOR Organisational Chart

Figure 2. Derivation of MIS Principles and Objectives from Organisational

Structure

Figure 3. Information Needs, Requirements and Availability

Figure 4. Approach for Information Needs and Requirements Assessment

Figure 5. Output Slide Rule Model

Figure 6. Project Output Entity-Relationship-Model

Figure 7. Task Output Entity-Relationship-Model

Figure 8. Human Resources Outputs Entity-Relationship-Model

Figure 9. Financial Resources Output Entity-Relationship-Model

Figure 10. Procedure Output Entity-Relationship-Model

Figure 11. MIS Output Elements

Figure 12. MIS Infrastructure

Figure 13. Personnel Structure for the MIS Implementation

Figure 14. Leave Application Workflow Model

Figure 15. Travel Authorisation Workflow Model

Figure 16. Requisition Workflow Model

Figure 17. Publications Pipeline Application Workflow Model

List of Tables

Table 1. Analytical Matrix of Internal Information Needs and Requirements

Table 2. Analytical Matrix of External Information Needs and Requirements

Table 3. Output Element-Factor-Relationship for Projects

Table 4. Output Element-Factor-Relationship for Tasks

Table 5. Output Element-Factor Relationship for Human Resources

Table 6. Output Element-Factor Relationship for Financial Resources

Table 7. Output Element-Factor Relationship for Procedures

Table 8. Output-Input-Table for Projects

Table 9. Output-Input-Table for Human Resources

Table 10. Output-Input-Table for Financial Resources

Table 11. Output-Input-Table for Facilities

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Table 12. Output-Input-Table for Procedures

Table 13. Project Implementation Activities

Table 14. Critical Success Factors

List of Acronyms

CD-ROM Compact Disk - Read Only Memory

CGIAR Consultative Group on International Agricultural Research

CIFOR Center for International Forestry Research

CSF Critical Success Factors

DSS Decision Support System

EIS Executive Information System

ESF Entity Service Function

FAO Food and Agriculture Organisation of the United Nations

IARC International Agricultural Research Center

IBM International Business Machines

IMS Information Management System

INFORM Information for Agricultural Research Managers

LAN Local Area Network

MIS Management Information System

MIS-PAG Management Information System Project Advisory Group

MOU Memorandum of Understanding

NARS National Agricultural Research System

NGO Non-Governmental Organisation

RDBMS Relational Database Management System

SQL Structured Query Language

TAC Technical Advisory Committee

WWW World Wide Web

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Author�s note

Michael O. Ibach was a former Director of Information Services at CIFOR in charge of the InformationServices Group responsible for computer systems, information management, GIS and the library. Hedeveloped information strategies and tools to support research management systems, research networks,data exchange mechanisms and electronic publishing for use by CIFOR and its partner organisations. Healso coordinated CIFOR�s training activities in these areas. Specialising in Forest Botany, he obtained anMSc in Forestry from Freiburg University, Germany, and also holds an MSc in Business Economicsfrom SHfB Technical University, Germany, with an emphasis on Information Management and Marketing.

This report was written as part of a study undertaken in 1996 on the concept and design of CIFOR�sManagement Information System (MIS), and was updated in 1998 to include a description of how theMIS was implemented.

T his study describes the concept of amanagement information system (MIS)

developed for the Center for International ForestryResearch (CIFOR). The introduction describes MISin general and similarities with related systems. Itgives a definition of MIS and the institutionalbackground. Chapter 1 is dedicated to the diagnosisand includes a description of the organisationalstructure, definition of MIS requirements, andprocedure and results of an information needs andrequirements survey.

The core of the study is the design of the MIS inChapter 2. It is centred around outputs, inputs,processing, storage and personnel as key elementsof the system. Chapter 3 deals with issues relatedto implementation and maintenance of the proposedsystem and describes key databases. Emphasis isgiven to personnel, soft- and hardwarerequirements, system architecture, training andprocedural aspects. The study concludes with adiscussion of project management requirements,critical success factors, monitoring and evaluationprocedures, and the potential generalisation of theconcept.

The Importance of ManagementInformation Systems

Information is a resource that gains increasingimportance in many organisations. Every task onthe operational or strategic level is somehow relatedto storage, processing or provision of information.Executives spend about 80 percent of their time onprocessing and communication of information(Davis and Ohlson 1985).

Efficient management tools can support the useof resource �information�. Information managementis facilitated through current developments such as

the increasing user friendliness of computersystems, increasing access to data through newstorage media and electronic communicationnetworks, and increasing systems compatibility andintegration (Wiggins 1994, Bergeron et al. 1990,Sethi et al. 1993). However, such technologicalimprovements only provide the vehicle for drivingon the so called �information highway�. In addition,road networks and maps are necessary fororientation and special skills are required tomanoeuvre the vehicle. Moreover, targetdestinations need to be clearly defined so that theoptimal direction can be chosen.

The aim of this study was to identify suchdestinations and to provide solutions to reach themin the best possible way. In other words, a conceptfor a management information system is elaboratedto support the objectives of the institution and thedecision making process.

The characteristics of a research environmentset specific requirements for a managementinformation system. Research organisations requirea particularly high degree of flexibility in managingnew developments and innovations. They have torespond to an environment that changes in shortcycles. An equally flexible infrastructure andinformation flow are essential to the success ofmanaging change.

Institutional Background

The Center for International Forestry Research isan international independent non-profit organisationwith headquarters in Bogor, Indonesia. It beganoperation in February 1993 as a member institutionof the Consultative Group on InternationalAgricultural Research (CGIAR), Washington,USA.

Introduction

Introduction2

CIFOR�s mission is �to contribute to thesustained well-being of people in developingcountries, particularly in the tropics, throughcollaborative strategic and applied research andrelated activities in forest systems and forestry, andby promoting the transfer of appropriate newtechnologies and the adoption of new methods ofsocial organisation, for national development�(CIFOR 1995).

The objectives of CIFOR are to:

� improve understanding of the relationshipsbetween forests and human well-being;

� devise and promote more sustainable, equitableand productive options for forest ecosystemmanagement; and

� help national capacities for conducting researchon forest-related policies and technologies.

The work of CIFOR has a global dimension thatextends over all five continents with a focus ontropical lowlands in developing countries.Research is done in a collaborative mode in whichit is anticipated that all activities involve a numberof collaborating scientists from various institutions.Managing research therefore means managingpeople of a diverse geographical, cultural,professional and organisational background atdifferent developmental levels.

Research is done on forest ecosystems andrelated economic and socio-cultural issues, whichare characterised by highly complex and dynamicprocesses. These, in turn, make planning andmanagement of individual research activities adifficult strategic task. It implies that research needshave to address issues within a wide range ofdisciplines, such as policy, social science,economics, biology, ecology and natural resourcemanagement.

CIFOR depends on funding from national andmulti-national donor agencies. Unrestricted corefunds are allocated through the CGIAR TechnicalAdvisory Committee (TAC). In addition, donors

make restricted core or complementary fundsdirectly available for particular CGIAR memberinstitutions or projects. Donor agencies obviouslyhold an important stake in CIFOR�s activities. Theirspecific interests and requirements are differentfrom those of CIFOR�s collaborators and ultimatebeneficiaries of research outputs. They had to beaddressed appropriately and given specialconsideration in designing the structure and servicesof a MIS.

Since 1993, the number of research activitiesand consequently the number of staff in CIFORhave grown rapidly which makes it increasinglydifficult for managers to maintain an overview ofcurrent and planned research. This study uses theterms �manager�, �researcher� or �scientist� for thesame persons and a term is chosen in a specificcontext to highlight different functions in differentsituations.

Before, CIFOR had tried to meet managementinformation requirements by monitoring researchactivities on a case-to-case basis. Inevitably suchindividual arrangements could not cope with theincreasing amount of information required andgenerated. Thus CIFOR decided to develop astructure that would support planning, monitoringand evaluation of its activities in a comprehensive,efficient and cost-effective manner - the MIS.

MIS Overview and Definitions

During the preparation of this study it becameapparent that very different perspectives anddefinitions of MIS exist. In some cases there waseven a lack of understanding of what a MIS is orcan provide. It is therefore necessary to addressdifferent perceptions and definitions.

Definition of MIS

A clear definition of a MIS is crucial to provide acommon platform for the understanding of theconcept. There are many terms synonymous with

CIFOR�s Management Information System 3

MIS, such as executive information systems,management support systems and executive supportsystems but for the framework of this study, MIS ischosen as the term most commonly used for suchsystems (Parker and Case 1993, Mentzas 1994).

Although Stahlknecht (1993) does not providea clear definition of a MIS, he defines informationsystems synonymous with MIS, since they arespecifically established to provide information fordecision making. This view might be appropriatefor business organisations but in a scientificresearch environment it is questionable. Here,information systems exist that are not necessarilyused for decision making but rather for problemfinding and analysis, e.g. library informationsystems or geographic information systems. Gabler(1988) defines a MIS as a software system thatprovides management of an organisation withinformation for the preparation of strategic andtactical decisions. This definition focuses on dataprocessing and computer support aspects related tothe MIS. Davis and Ohlson (1985) have a similarfocus. They see a MIS very comprehensively as �anintegrated, user-machine system for providinginformation to support operations, management,and decision-making functions in an organisation.The system utilises computer hardware andsoftware; manual procedures; models for analysis,planning, control and decision making; and adatabase�.

Parker and Case (1993) give a very broaddefinition where a MIS is any system whichsupports organisational activities by providing staffwith data and information. It includes foursubsystems, transaction processing systems,management reporting systems, decision supportsystems and office information systems. Mentzas(1994) provides a very systematic approach to theterminology of computer-based informationsystems. Despite the fact that there is not a definitionof a MIS, he describes its role as supportingprimarily structured tasks for standard operations

A computer-based system provides users withhard- and software support to an extent that needsto be clearly defined. Nonetheless, it is understoodthat other, similar systems need not necessarily becomputer-based. Serving managers introduces thehuman factor in this socio-technical relationship.Emphasis is given to the provision of a minimumset of critical information. In order to keep thesystem transparent and operational it should providecore information and avoid an overload of data.Management information is necessary for all stagesof an activity cycle, including planning, operating,monitoring and evaluation and decision-making.Information is considered as data which are relevantto the problem, accurate and sufficiently actual.Otherwise, the term �data� is applied.

There are some similarities and differencesbetween MIS and these closely inter-related terms;decision support systems, information managementsystems and executive information systems.

MIS versus Decision Support Systems

Some authors use the terms MIS and decisionsupport systems (DSS) synonymously or refer toDSS when they mean MIS and vice versa (Pellow

A Management Information System is acomputer-based system that providesmanagers at all organisational levels with aminimum set of critical information forplanning, operating, monitoring, evaluatingand decision-making.

and information flows. Most authors who publishMIS-related work do not provide a clear definitionof MIS and an enormous variety of different MISperceptions can be observed.

Due to a lack of a common definition of a MIS,for the purpose of this study the followingdefinition, based on the terminology of Davis andOhlson (1985), is applied.

Introduction4

and Wilson 1993, Gremillion and Pyburn 1985).This study regards DSS as a tool especially designedfor decision making in a very specific technical ormanagerial area and, therefore, as a possible sub-category of MIS (Parker and Case 1993, Mentzas1994). The difference is that the primary designfocus of MIS goes beyond the scope of a DSS. AMIS is designed to serve a long array of standarddecisions at different levels and for differentpurposes and therefore is less problem-specific thanDSS.

MIS versus Information ManagementSystems

The synonymous use of the terms MIS andInformation Management Systems (IMS) can causea lot of confusion. IMS provide tools to handleinformation with tool design, implementation andmaintenance as the main objectives. In a simpleformat, this could be software for text processingor databases but it also can incorporate morecomplex elements such as electronic documentstorage and retrieval systems or electroniccommunication networks. In some cases, officeautomation systems or office information systemsare used synonymously with IMS (Mentzas 1994,

Parker and Case 1993, Gremillion and Pyburn1985).

In contrast to IMS, the focus of MIS is theinformation content, i.e. how data and datastructures relate to specific tasks or problems.Whereas an IMS meets its objectives by providingappropriate information infrastructure, a MIS issuccessful when it can supply adequate informationat the right time in order to support decision making.Thus, any MIS requires an appropriate IMS in orderto function.

MIS versus Executive InformationSystems

MIS and executive information systems (EIS) arevery closely related in their function. They bothprovide information on structured processes andreporting tools in a specific organisational setting.A difference is in the clientele of these two systems.The term �executive� commonly refers to seniormanagement staff within an organisation; thussenior managers are the target group of an EIS. Thetarget group of a MIS, in contrast, is wider andincludes senior, middle and even lowermanagement staff. Such a system serves variouslevels of decision making.

This chapter analyses factors in CIFOR,including organisational structure and

framework, that were critical to the developmentof the MIS concept. Information needs andrequirements and existing information sources aswell as future demands are examined.

Structure of the Organisation

Describing the organisational structure proved adifficult task. In the early stage of its existence,CIFOR needed to adapt its initial structure toexperiences gained and shifting priorities. Thisresulted in several reorganisations in the course of1995, the last considered in this study beingimplemented on 15 January 1996. The followingbrief historical overview of the organisationalevolution is provided to better understandmanagement concerns and priorities which had aconsiderable impact on the course of this study.During the MIS implementation, the organisationalstructure continued to change but not in asubstantial manner. Reference is made to suchchanges for better understanding.

CIFOR started with an organisational linemanagement structure which consisted of fivedivisions and two administrative units. Fourdivisions were arranged according to differentscientific subjects; the fifth division was responsiblefor research support and information services. Inaddition, there was a division for administration andfinance and the office of the Director General. Adivisional director headed each division. The firstreorganisational measure was to subsume oneResearch Division into another due to an overlapof activities.

The next reorganisation in early 1995transferred the line structure into a matrix structure,mainly in response to similar developments in theCGIAR. The four remaining divisions were

Diagnosisrenamed as scientific competence groups andconstituted the horizontal dimension of the matrix.Vertically, the matrix was structured according tofour research themes. Although agreed to byCIFOR�s senior management, this structure wasnever really implemented. One main reason was alarge degree of similarity between scientificcompetence groups and research themes.

Three months later, it was agreed that the threeresearch divisions should be merged into two,basically to foster interaction among scientists fromdifferent disciplines working on similar projects. Inaddition, a new staff position, �policy adviser� wascreated in the office of the Director General.

The last reorganisational measure considered inthis study was started during an internallycommissioned external review which recognisedsome problems in the existing structure (Andersonet al. 1995). As a result, a revised organisationalstructure was implemented at the end of 1995. Itconsisted of a research division, a research supportdivision, an administration and finance division andsome staff functions under the office of the DirectorGeneral, (Fig.1).

Definition of MIS Requirements

The principles and structure of the MIS have toreflect the organisation�s overall objectives andstrategies (Lederer and Mendelow 1993, Brancheauand Wetherbe 1987, Rowley 1995, Parker and Case1993). CIFOR states in its strategic plan (1995),�CIFOR is dedicated to achieving excellence inresearch - research that is undertaken efficiently andcost-effectively, .... �. Therefore:

The Management Information System has to providemanagers at all organisational levels with anappropriate amount of information in order to pursueresearch most efficiently and cost-effectively.

Chapter 1Diagnosis

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DirectorGeneral

DirectorResearch Support

DeputyDirector General

Administration andFinance

DeputyDirector General

ResearchChief Scientist

Director

External Relations

AssistantDirector General

Underlying Causes of Defores-tation, Forest Degradation, andPoverty in Forest Margins

Forest EcosystemManagement

Assessing the Sustainability ofForest Management: TestingCriteria and Indicators

Multiple ResourceManagementof Natural Forests

Plantation Forestry onDegraded or Low PotentialSites

Conservation of Biodiversityand Genetic Resources

Local Livelihoods, Community-Based Management andDevolution

Sustainable Use and Develop-ment of Non-Timber ForestProducts

Impact Assessment Research Impact

Information Services

Computing andBiometrics

Human Resources

Finance

Budget

General Services

P 1

P 2

P 3

P 4

P 5

P 6

P 7

P 8

P 9

Policies, Technologies andGlobal Changes

P 10

: Research project each headed by a projectleader

Figure 1. CIFOR Organisational Chart

P : Research project

P9 : For purposes of reporting to the CGIAR TAC, thethree units of the Research Support Division,Research Impact, Information Services andComputing and Biometrics, were grouped togetheras Project 9: Research Impact, Information andCapacity Building.


Furthermore, CIFOR identified six keymanagement areas in its pursuit of efficiency andeffectiveness (CIFOR 1995):

� appropriate management structure;

� set of organisational values;

� procedures to assess research priorities and toreview the quality and relevance of researchproposals;

� professional management and administration ofresearch and training;

� communication strategy that ensures that CIFORand its research programmes and research outputsare widely known and understood; and

� monitoring and evaluation of researchperformance and research impact.

The objectives of the MIS correlate directly withthese key management areas and can be defined asfollows:

resulted in difficulties linking the MIS concept tothe decision-making process. However, it wasexpected that once the MIS was operational, itwould have a considerable impact on theformalisation of the decision-making process.

A problem related to the lack of formal decision-making processes was the data content to beincluded in the MIS. It was little compared with thecomplexity of management issues and decisions thateventually occurred but there were two reasons fortemporarily limiting the data content. First, to fostera �learning� process to formalise decision-makingwhere appropriate and secondly, to avoid a feelingof data overload at the beginning of the MISimplementation which was a staff concern.

Assessment of Information Needs andRequirements

This section describes the background of theinformation needs and requirements survey that wasconducted, its methodology and results.

Importance of Information Needs andRequirements Assessment

The purpose of a MIS is to provide a servicefunction, i.e. to serve �clients� in meeting theirdemands. These demands can only be met if clientdemands are properly assessed and considered inthe services. Thus, MIS services are determined byinformation needs and requirements (Qirui andMigxue 1993, Pellow and Wilson 1993, Davis andOhlson 1985, Ackhoff 1967).

Why distinguish between needs andrequirements? Information needs are understood asthe critical set of data that serve to address a specificproblem objectively. If the needs are metcompletely, the problem can be fully solved.Requirements for information are determined byindividuals and include subjective preferences andviews, which objectively may not be needed.

1. To provide tools for research managers andadministrators for professional coordination ofinter-disciplinary and collaborative researchactivities and most effective fund allocation;

2. To ensure transparent documentation andreporting of planning and managementprocedures for research monitoring, evaluationand decision support;

3. To support focused communication of researchactivities and results to stakeholders;

4. To incorporate organisational values throughsystem transparency, simplicity and flexibilityand application of state of the art technologies.

Figure 2 visualises the relationships of principlesand objectives between the overall organisationallevel and the MIS.

At this stage of CIFOR�s development, it wasdifficult to describe the decision-making process.Many decisions were just being formalised and ad-hoc arrangements were still dominating which

Chapter 1Diagnosis

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Figure 2. Derivation of MIS Principles and Objectives from Organisational Structure

Ideally, information needs, requirements andavailability are congruent fields that lead to anoptimal treatment of the problem (Schmidt). In

Informationfor problem-

solving

Informationneeded

Informationneeded

Informationavailable

Informationavailable

Informationrequired

Informationrequired

(a) Ideal Situation (b) Realistic Situation

Informationfor problem-

solving

Figure 3. Information Needs, Requirements and Availability

reality, these three components never matchperfectly, thus making proper assessment of thesituation more important, (Fig. 3).

Overall Organisational Level Management Information System

Principles in Strategic Plan:Efficiency and cost effectiveness ofresearch activities

Principles in MIS:Provision of critical managementinformation at all organisational levels

Key areas addressed:Management structureOrganisational valuesPriority settingProfessional managementCommunicationsMonitoring and evaluation

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Objectives:Tools for coordination andfund allocationTransparent documentationand reportingSupport focused communicationContribute to organisational values

!

!

!

!


There are some constraints on humans asspecifiers of information requirements and theseare caused by the nature of information processing,bias in data selection and use, and behaviour inproblem-solving. Human information processing isdependent on memory capabilities to a great extent.Limitations, e.g. in short-term memory, may affectrequirements that individuals consider important(Davis and Ohlson 1985).

Several factors may lead to a bias inspecifications of information requirements:requirements may be adjusted to informationcurrently available; recent requirements may beover emphasised compared to earlier requirements;and a value to unused data may be added �just incase� it is needed. Another factor which mayinfluence the description of requirements is thestructure of models for problem-solving, togetherwith individual preferences, skills and attitudes.

The consequences for MIS are apparent.Objective information needs and requirements mustbe identified and separated from individually biasedrequirements.

Approach to Assess Information Needsand Requirements

A three-stage approach was applied for theassessment of information needs and requirements(Fig. 4). First, existing internal documents wereexamined in light of their relevance to the MIS.Documents included the CIFOR Draft StrategicPlan (CIFOR 1995), CIFOR Medium Term Plan(CIFOR 1993), relevant office memoranda andproject related documents such as project briefs andreports.

An assessment chart was sent to all 22professional staff. A sample chart is given in Annex1. The main function of this tool was to assess needsand requirements on the level of separateinstitutional entities. Relationships of a particulardivision with other institutional and external entities

had to be specified. The information provided inthis chart was generally very good and therespondents appeared to be interested in the survey.

After evaluation of the charts, individualstructured interviews were held with professionalstaff. The questions, (see Annex 2), were designedto provide indications for objective informationneeds as well as individual preferences. Theinterviews were very helpful in assessing the staffperception of the MIS and in separating needs andrequirements. Respondents generally were veryopen and helpful.

Results of the Assessment ofInformation Needs and Requirements

The description of the relationships andrequirements between internal and external entitiesis based on the information provided in theassessment charts. Entities in the context of thissurvey are considered as one or multipleorganisational units, groups of people ororganisations with common characteristics thatinteract with one or several of CIFOR�sorganisational units. The following description ofrequirements and needs includes only items thatwere mentioned during the survey. They constitutecore elements for the system design in Chapter 2.

General Observations

A major task in this assessment was the distinctionbetween information that is relevant tomanagement and information which should not beincluded in a MIS. This was especially so in thedescription of relationships with the ResearchSupport Division and Administration and FinanceDivision and should have been addressed morespecifically in previous staff briefings on the MISwork.

It is crucial to precisely distinguish betweeninformation that needs to be delivered by the MISand information provided by other information

Chapter 1Diagnosis

10

systems. This avoids the tendency to �overload� theMIS with rather technical information and keeps itmore simple and transparent (Ackhoff 1967). It isunderstood that information systems not includedin the MIS can play a vital role and they may belinked to the MIS if appropriate. As a nomenclatureconvention for this study, information which wasmentioned during the assessment and which shouldnot be included in the MIS is referred to as�technical information�, required or providedthrough a specific �entity service function� (ESF).An ESF is a service of a defined entity such as a

division or a project which has no immediaterelevance to the information and services providedby the MIS. Dealing with literature requests andsupply of literature, for example, are consideredESF rather than functions the MIS should provide.

Another problem was the high degree ofvariance in the way respondents perceivedinformation. However, since the survey includedmost senior professional staff in individual entities,a more concise and comprehensive image ofinformation needs and requirements could bedrawn.

Figure 4. Approach for Information Needs and Requirements Assessment

Organisational Objectives and Structure

InformationNeeds

InformationRequirements

Assessment Methodology:

ImprovedNeeds and

RequirementsSpecifications

ImprovedEvaluationProcess

Description of InformationNeeds and Requirements

Structured InterviewsAssessment Form

ProblemSpecifics

HumanFactor


Internally, main entities are the ResearchDivision, Research Support Division,Administration and Finance Division, Office of theDirector General and Management Group. In somecases, the Board of Trustees, Research Evaluationand CIFOR�s travel agency were mentioned as otherinternal entities. Main external entities describedwere National Research Systems (NARS),International Research Centres (IARCs), donoragencies and the CGIAR. Other external bodiesmentioned included media, International Union ofForestry Research Organisations (IUFRO), Non-Governmental Organisations (NGOs), TAC of theCGIAR, and United Nations DevelopmentProgramme.

A major result of the survey was the allocationof all relevant information to five categories, namelyprojects, human resources, finance, facilities andprocedures. All relevant survey data could berelated to one of these categories.

Projects

Due to the re-organisational measures described onpage 5, the term �project� experienced a shift in itsmeaning. At the time the survey was conducted, aproject was considered as a particular research orresearch support activity under any of the divisions.Under the subsequent organisational structure, theterm attained a functional meaning, describing afunctional entity under the Research Division,Research Support Division or the Assistant DirectorGeneral respectively. Projects becameadministrative elements of a line structure. Thus,typical project management characteristics, such asproject phases, milestones or project teams, couldnot be applied to CIFOR projects. In this studyprojects are considered as clearly identifiable setsof research activities with particular characteristics.A project is defined as a functional unit with aspecific research focus and consisting of researchtasks under the Research Division, ResearchSupport Division or the Assistant Director General.

Human Resources

Human resources is the second informationcategory identified. Information flows between theResearch Division, Research Support Division andAdministration and Finance Division, in particularthe Human Resources Officer. The main interest ofthe Research Division and Research SupportDivision is in professional skills of humanresources, which means efficient use of skills andcapacities of human resources. The Administrationand Finance Division�s main concern is on theadministrative side of human resources, such assalary and other benefits, training, leave and socialconditions.

Financial Resources

Financial resources is another information category.As with human resources, there is a strong linkbetween the Research Division/Research SupportDivision and the Administration and FinanceDivision. The latter maintains a budget and financesystem which has to meet legal and organisationalrequirements. The main interest of the ResearchDivision/Research Support Division is in budgetsand expenditures related to cost centres� activities.

Facilities

The fourth information category includes facilities,mainly equipment and material. It should be pointedout that not all information about equipment needsto be considered in the MIS and that some of therelated information is considered as ESF of theAdministration and Finance Division. Facilitiesinclude not only information on equipment atCIFOR headquarters, but also in field projects orregional offices.

Procedures

Procedures is the last information category definedunder the MIS. They include formalised structuresthat were established for the work process, such as

Chapter 1Diagnosis

12

internal forms, memoranda of understanding forcollaborative activities with partners, contractdocuments or interview procedures for applicants.The source of procedural information is mainly theAdministration and Finance Division.

In the following sections, relationships andrequirements for each major internal entity and theexternal entities mentioned are described in detail.Reference to individually mentioned entities isprovided either under main entities or indescriptions of other entities.

Internal Needs and Requirements

Internal information needs and requirements aredescribed in the following sections based oninformation flow within and between separateentities described in the assessment. An analyticalmatrix of internal information needs is given inTable 1.

Research Division

All of CIFOR�s research should be conducted in aninterdisciplinary manner. Thus there is a logical,intensive interaction between disciplines in differentprojects. Needs include access to information aboutplanned, proposed and ongoing projects andproject-related documents such as memoranda ofunderstanding with collaborators or contracts withconsultants or service providers. Scientists fromvarious projects may also be involved in the reviewprocess of proposed projects. Idea generation andsharing is another element mentioned. On the outputside there is a need for information on publications.

Needs for human resources information closelyrelate to projects. Information on research interestsof staff is required and consequently informationon human resources involved in various researchprojects. On the financial side, budgets need to beprepared and monitored. Similarly, information onshared facilities, which may include shared officespace and equipment, laboratory equipment,

literature, vehicles and field equipment, isrequested. Procedures mentioned were memorandaof understanding with collaborators.

Literature exchange between scientists wasmentioned under this category. This is a technicalentity service function of the Research SupportDivision and should not be included in the MIS.

Research Division - Research Support Division

The same information is required on joint projectsas for Research Division interactions. Particularreference was given to some specific functionalareas of the Research Support Division, namelycapacity building and networking, geographicinformation systems and research impactassessment. Although these functions can beconsidered as ESF of the Research SupportDivision, they generally have more of a project thana support function character and thus should bementioned in the specific context of project-relatedinformation requirements. Another requirementreferred to articles and books published in variousprojects.

Nevertheless, most needs and requirements areESF that have to be provided by the ResearchSupport Division to the Research Division. Theyinclude requests for and supply of literature throughthe library services, management of documents andarchives, statistical services, services for theproduction of visual aids, access to andmaintenance of shared databases and computer andcommunications support. This extensive list ofinformation requests and supplies is not consideredpart of the MIS. Potential links between MIS andESF are discussed in Chapter 2.

Research Division/Research SupportDivision - Administration and FinanceDivision

The Administration and Finance Division requiresinformation on planned and ongoing projects tomaintain an appropriate cost centre structure.


Memoranda of understanding between the ResearchDivision/Research Support Division and theirpartners need to be accessible to the Administrationand Finance Division as well as contracts withconsultants or other collaborators. In relation tohuman resources, the Administration and FinanceDivision requires daily time allocation to projects

from individual professional staff members.Application and management of leave is anotherarea where information is circulated between thesetwo entities. Senior managers need to have accessto personnel information on staff.

Most information requests between these entitiesare related to financial matters. Researchers need

Table 1. Analytical Matrix of Internal Information Needs and Requirements

Projects HumanResources

Finance Facilities Procedures

WithinResearchDivision (RD)

• Planned• Proposed• Ongoing• Reviews and ideas

• Joint publications

• Researchinterests of staff

• Staffassignments

• Projectbudgets

• Sharedfacilities

• Memoranda ofunderstanding

RD - ResearchSupportDivision (RSD)

• Planned• Proposed• Ongoing• Reviews and ideas

• Joint publications• Published articles

and books

• Joint projectbudgets

• Sharedfacilities

• Memoranda ofunderstandingfor joint projects

RD/RSD -Administrationand FinanceDivision (AFD)

• Planned• Proposed• Ongoing

• Daily timeallocation toprojects

• Leavemanagement

• Personnelinformation

• Projectbudgets

• Accounts

• Expenditures• Sources of

funding• Fund transfers• Expense

claims

• Spaceallocations

• Equipmentrequests

• Memoranda ofunderstanding

• Forms

RD/RSD -Office ofDirectorGeneral (DG)andManagementGroup (MG)

• Status andprogress reports

• Researchproposals

• Trip reports

• Performancereports

AFD - Office ofDG and MG

• Performancereports

• Recruitmentrequests

• Requests toissue contracts

• Projectbudgets

• Contracts

• Contractmatters

• General policiesestablishment

Chapter 1Diagnosis

14

information on project budgets, accounts,expenditures and sources of funding. Fund transferinformation is another common area. Given the highamount of staff travel, travel and other expenseclaims were considered an important informationcategory.

Information on facilities needs to be circulatedwidely, including office space allocation, office andfield equipment. Frequent information requirementsoccur in the area of procedures. A set of forms ismaintained by the Administration and FinanceDivision that is used by researchers in the areas oftravel planning and authorisation, expense claimsand purchase. Formats for memoranda ofunderstanding or contracts with consultants andservice providers are maintained by theAdministration and Finance Division forresearchers to use in their operations.

An important ESF of the Administration andFinance Division is the circulation and processingof information on residency and diplomaticclearance, research permits and other aspects relatedto working and living in Indonesia.

Research Division/Research SupportDivision - Office of the Director General andManagement Group

On the project level, managers have to providestatus and progress reports to the DivisionalDirector, Management Group or Director General.These are produced irregularly on a needs basis.Formal reporting structures and procedures werelacking. CIFOR�s Chief Scientist leads the reviewand formal approval of research proposals preparedby researchers.

CIFOR�s global mandate requires scientists totravel extensively to projects, meetings and partnerorganisations. Scientists are required to submitreports for each of their business trips. These reportsare circulated among professional staff and, inparticular, allow senior management to keep track

of external activities and contacts. There is noformat required for trip reports and there is aconsiderable variance in structure, content andlength. Since the beginning of 1996, each scientistis required to prepare an annual travel plan.

On the human resources side, the main flow ofinformation consists of performance reports. At theend of each year, a performance appraisal for eachstaff member is conducted. Information flows fromthe staff member to supervisors and finally to theDirector General. At each level, comments areadded to the appraisal. From the Office of theDirector General the appraisal is sent back to thestaff member for final comments. Results of theappraisal determine promotional measures and, ifapplicable, disciplinary measures too. The finalappraisal documents are filed in the HumanResources Office.

There were no information requirements onbudgets and facilities between those entities. Inputsfrom the Research Division into strategic planningexercises were identified. Many scientists fulfiltasks for the office of the Director General whichgo beyond their research activities. These includeactivities such as the organisation of, or attendanceat, meetings with visitors or replies to generalcorrespondence. There is a considerable flow ofinformation under such ESF, mainly from theResearch Division to the Office of the DirectorGeneral.

Administration and Finance Division - Officeof the Director General and ManagementGroup

The survey results indicated that no project-relatedinformation is circulated between these two entities.Human resources information is concerned withrecruitment requests and requests to issue contractsas well as performance appraisals. Most data thatflow between these two units relate to budget andfinancial issues and include requests for andinformation on budgets, contractual matters,


financial and budget reports. No immediateinformation exchange was indicated about facilities.Procedural information is concerned with contractmatters and established general policies.

External Needs and Requirements

The following section describes the most importantinformation requirements between CIFOR andexternal entities. Since these requirements aresimilar to those of most internal entities, they aredescribed for CIFOR as a whole and not for eachinternal entity. Where necessary, reference is madeto requirements or specifics of an individual entity.An analytical matrix of external information needsand requirements is given in Table 2.

Research/Research Support Divisions -External Entities

One of the most important information flowsaddressed was between the Research Division/Research Support Division and NARS. The termNARS is used within the CGIAR to describenational collaborating organisations such asuniversities, national research centres or NGOs.Most of the requirements relate to projects andinclude information on research and trainingactivities, both at CIFOR and NARS. For jointactivities, progress reports are circulated andinformation about the research capacity of NARSis gathered. On the human resources side, biodataon collaborating scientists are requested.

Table 2. Analytical Matrix of External Information Needs and Requirements

Research and ResearchSupport Division

Administration andFinance Division

Office of Director General

NationalResearchSystems

• Research data• Research information• Progress reports• Training information• Research capacity• Collaborator biodata

• Contracts• Memoranda of

Understanding

• Project ideas andproposals

InternationalAgriculturalResearchCenters

• Research data• Research information• Progress reports• Training information• Research capacity

• Exchange of experienceand ideas

CGIAR • Data on system-wide initiatives• Formal requests and procedures

• Exchange of experienceand ideas

• Annual programme ofwork and budget

• Financial statements• Procedural guidelines

Donors • Interest and priorityassessments

• Project proposals• Project reports• Project budget data

• Annual funding requests• Audited financial

statements• Financial project reports• Payment requests• Acknowledgement letters• Contracts

• Project information

Media • Activity information

Chapter 1Diagnosis

16

Information flow on financial matters and facilitiesis an exception and was not mentioned in the surveyresponses. Some of the facility information couldcome under the research capacity data described forprojects.

Other information flows mentioned which wereconsidered ESF rather than MIS-related include theprovision of scientific and managerial advice andthe exchange of publications and research data.

Many items described for relationships withNARS were mentioned also for IARCs. Onlyproject-related information requests were describedand include research data on collaborative activities.A category specific to the CGIAR is system-wideresearch initiatives that involve several or allmember institutes of the CGIAR, for example theCGIAR�s Inter-Center Working Group on GeneticResources. Information requests specific to theseinitiatives were mentioned in the survey and focusedmainly on technical data. Specifically, formalrequests and procedural instructions are receivedfrom the CGIAR secretariat for consideration. ESFsimilar to those for NARS were mentioned.

Donors are another important external entity.Project information includes the assessment ofdonor interests and priorities in order to identifyfunding opportunities. In the very early stages,project proposals may circulate among the ResearchDivision and Research Support Division anddonors. Donors that fund CIFOR projects receiveproject reports. In addition to project information,

budget-related information is requested. Provisionof publications to donors is an ESF of the ResearchSupport Division.

Administration and Finance Division -External Entities

With NARS, information is exchanged aboutcontractual agreements and includes project,human resources, financial and procedural data.Requirements in relation to IARCs includeexchange of ideas and experience. More intensiverequests exist with donor agencies. Althoughproject-related, they have financial content such asannual funding requests, audited financialstatements, financial project reports, paymentrequests and acknowledgement letters. Proceduralinformation relates to contract specifications anddonor-specific requirements.

Requirements with the CGIAR include annualfunding requests and financial statements as wellas the exchange of guidelines.

Office of the Director General - ExternalEntities

Project ideas and proposals are exchanged withNARS and IARCs. Project information is alsocirculated among donors. The media are anotherexternal entity with specific informationrequirements.

This chapter describes the design of the MIS. Itis based on the analysis of the diagnostic data

and in particular the information needs assessment,the experience of the author and relevant literature.There are several advantages of designing amodular system: the system can be designed in atransparent way; it allows a prototype for testingthe core elements of the system to be rapidlydeveloped; and flexibility for modification andextension to adjust the system for future demandsis maintained. The importance of a modular conceptis emphasised by the organisational characteristicsoutlined in Chapter 1.

The methodology is similar to the approachParker and Case (1993) described. They identifiedsix components of system development: output,input, processing, storage, procedures andpersonnel. There was a need for a more focusedsystem since some of the categories used by theauthors are closely related to each other. In somecases they are self-evident and need not bedescribed or repeated.

The logical structure of the MIS is based on thefive information categories: projects, humanresources, financial resources, facilities, rules andprocedures.The following sections describeoutputs, inputs, processing, storage and personnelfor each.

Outputs

The outputs are the core element of the system sincethey have to meet users� requirements and thusdetermine success or failure of the system. The logicof how output needs are generated can be illustratedwith the help of a slide rule model mentioned byMertens and Griese (1993). The user can query thesystem by combining information categories atdifferent levels (Fig.5).

System Design

The main feature of this system is to provideinformation about a combination of data fromdifferent information categories and at differentlevels of detail. In the example mentioned above,the specific information request is to view annualtravel expenditures for team leaders of all projects,including the travel authorisations that were issued.This simple example illustrates the underlyingconcept of the system. In the following sections,for each information category individual outputelements are described. Examples for elements of aproject are project title or project staff. Each elementof an information category is described byattributes, output form and output timeliness.Attributes of project staff, for example, are namesand titles. The form describes whether data arequantitative or non-quantitative and in textual orgraphic form. Timeliness categorises data accordingto their output intervals. The two types that aredifferentiated are periodic outputs at definedintervals and outputs upon demand. In addition,information is provided if data are considered time-critical.

Project Outputs

The system had to provide comprehensiveinformation on the projects described above.

Project Level

A project is an information category consisting ofone to several tasks. The relationship between aproject and tasks can be described with the help ofentity-relationship-models. Three relationships aredistinguished, 1:1, 1:n, and m:n. A 1:1 relationshipfor projects and tasks would mean that one projectcan have only one task and vice versa. A m:nrelationship, in contrast, would indicate that several

Chapter 2System Design

18

tasks could occur under several projects. In thecurrent situation the relationship between projectsand tasks is 1:n, which means that one project canaccommodate several tasks but one task can berelated to one project only. Figure 6 provides moredetails about project-entity-relations. A project ischaracterised by its elements, project title, projectcode, project status, project staff, tasks, time frame,budget, expenditures, location(s), collaborator(s)and a project description.

The project titles (see Figure 1) give a firstimpression of the subject project relationship. Titleinformation is in non-quantitative text form and isnot time critical. Project codes follow a multi-digitstructure provided by the Administration andFinance Division. The first digit describes thedivision, the second and third digits the project.Projects are relatively free in the allocation of thelast three digits. They are considered as text andare not time-critical. The project status providesinformation about the current phase of the projectand includes the attributes proposed, implementedand completed. The form of status information is

textual and non-quantitative. It may be requestedperiodically and upon demand and is not time-critical. Human resources involved in a project canbe characterised according to three different groups.For each project, a project team leader is appointed.The role of the team leader is mainly coordinationand facilitation with a limited amount ofadministrative tasks (Dykstra 1996). The teamleader, together with the leaders of the ResearchDivision, coordinates project tasks and budgets. Thesecond human resources group is the projectpersonnel. Project personnel are scientific staffworking in a particular project and vary in numberfrom one to six. The project-scientific-staff-relationship is m:n which means that one scientificstaff member can be involved in several projects.The third project human resources group is thesupport staff. One support staff member can beassigned to multiple projects. Information attributesof project staff are their full name, job title andproject title. The output form for human resourcesis textual. It is regarded as non-quantitative and nottime-critical. Outputs are mainly required upondemand.

ProjectTeam

TravelBudget

ConsultantContracts

All projects

Annual TravelExpenditures

TravelAuthorisations Annual Leave

Team Leader

Office Space

Monthly TravelExpenditures

SupportStaff

IndividualProject

TotalBudget

PROJECTS

HUMAN

RESOURCES

BUDGET

FACILITIES

PROCEDURES

Figure 5. Output Slide Rule Model


The time frame of a project describes its startand eventual end dates, duration, assignment ofproject staff time to the project as well as deadlines.Since some projects consist of several tasks,mechanisms are necessary for validation andcomparison of time-related data between the taskand the project levels. The output form of time-related information can include text and graphics.It is quantitative and time-critical data. Planned andactual time frames need to be comparable. Budgetinformation has to include sources of funding andproject budgets broken down by personnel, traveland equipment budgets. Three categories,personnel, travel and equipment, are sufficient forexpenditures. Financial information is mainlyquantitative but can include textual explanatorynotes, e.g. the description of the purpose of aparticular expenditure. It has to be presentable intext and graphical form and is time-critical.Inquiries about budget and expenditure status mayoccur both periodically and upon demand.

Information about project locations can beaggregated from task locations and has to beavailable at the country level. In addition, regionalinformation has to be aggregated. The system hasto have sufficient flexibility to use different regional

classification schemes, for example agro-ecologicalzones defined by TAC, CIFOR�s eco-regions(CIFOR 1995), eco-floristic zones or simplygeographic regions. Geographical information isavailable in text and graphical form including a mapprojection facility. It is neither quantitative nor time-critical. Identical to the task level, requests aboutproject locations are mainly upon demand.Collaborators have to be identifiable as individualsas well as by institution. Names and countries arethe minimum set of information required and a linkto contact address information is a desirable feature.Data on collaborators are used in textual form andare neither quantitative nor time-critical. They areusually queried upon demand.

The project description is textual informationthat should describe background, problem,objectives, strategies, methodology, outputs andcurrent status of a project. It should also provideinformation about facilities used or required andrelate to processes and procedures. This outputfactor is not time-critical and non-quantitative.Upon demand the current status of a project, as wellas complete project descriptions, might berequested. In addition, periodic reports aregenerated. Table 3 summarises the output element-

1 Form: Qua=Quantitative Data, Text=Text Form, Gra=Graphical Form2 Timeliness: Per=Periodical, Dem=Upon Demand, Crit=Time Critical

Table 3. Output Element-Factor-Relationship for Projects

Factors

Form1

Timeliness2

Element

Attributes

Qua Text Gra Per Dem Crit

Title á

Code Multi-digit Financial Code á

Project Staff Staff No., Family Name, First Name(s), Job Title, Project Title á á á

Project Status Proposed, Implemented, Completed á á

Tasks Title, Code á á

Description Background, Objectives, Strategies, Methodology, Outputs,Current Status

á á á á

Location Country, Region á á á

Time Frame Start, End, Duration, Milestones/ Deadlines, Staff assignments á á á á á

Expenditures Personnel, Equipment, Travel á á á á á á

Budget Personnel, Equipment, Travel, Funding Sources á á á á á á

Collaborators Family Name, First Name(s), Institute, Country á á


20

factor-relationship at the project level. Therelationships between these entities are presentedin Figure 6.

Task Level

The smallest unit within a particular project is a task.Elements of a task are task title, task code status,

task manager, time frame, budget, expenditures,location, collaborators as well as a task description.The task title provides a first impression of theresearch (type). The project leader assigns taskcodes according to the multi-digit schemedeveloped by the Administration and FinanceDivision. Information about the current phase ofthe task is contained in the status element and

Figure 6. Project Output Entity-Relationship-Model

FirstName(s)

Tasks

Title Code

ProjectDescription

Location

isdescribed

by

has uses

consistsof

involvesinvolves

receives

causes has

possesses

Job Title

FamilyName

Project Title

Staff No.

Strategies

Methodology

OutputsCurrentStatus

Objectives

Background

Country

Region

StaffAssignmentStart Date

Milestones/DeadlinesEnd Date

Duration

Personnel

Travel

Equipment

Travel

Equipment

Personnel

FundingSource

FirstName(s)

Institute

FamilyName

Country

Title

Code

Time Frame

Expenditures

Budget

Collaborators

1

1

1

1

n

m

n

1

1

1

1

1

1

m

n

1

m

n

1

1

Staff

StatusCompleted

Imple-mented

Proposed

PROJECT

has

1

1

= Relationship

= Entity

= Attribute


includes the attributes proposed, implemented andcompleted. The form of status information is textualand non-quantitative. It may be requestedperiodically and upon demand and is not time-critical. Task managers are responsible for theexecution and management of their tasks and theassigned task budget (Dykstra 1996). Informationabout task managers includes full name and job title.The output form for task manager information istextual. Information about task managers is non-quantitative, not time-critical and is mainlyrequested upon demand. The time frame of a taskhas to include its start and end, its planned duration,the amount of staff time for the task manager aswell as other staff involved and deadlines. Thisinformation is quantitative and by nature time-critical. A facility to compare planned and actualtime-frames has to be provided on a periodic basisas well as upon demand. The output form is mainlytextual but graphical features, such as bar charts,are required. The minimum set of budgetinformation is data on various cost centres, such aspersonnel, travel, equipment and sources offunding, with an option to add other categories.Similarly, elements of expenditures includepersonnel, travel and equipment data. The form ofthis type of information is quantitative andaccessible in text or graphical mode. It is also time-

critical and comparisons between calculated budgetand actual expenditures are required. Financial dataare queried periodically and upon demand.

The location of tasks had to be described at thecountry level. CIFOR headquarters are considereda separate location. Aggregation into regions isunnecessary. This information is neither time-critical nor quantitative. The output form is textualand provided upon demand. Data about individualsand organisations involved in a task providenecessary information about collaborators. Inaddition to names, it could include addressinformation, at least of the country where theorganisation or individual is based. The form ofcollaborator information is non-quantitative andtextual. It is not time-critical and provided upondemand. The task description provides all relevantinformation not captured in the categories above.This includes the background of the task, objectives,strategies, methodology, outputs and current taskstatus. This information is time-critical and itsoutput form is textual and non-quantitative. Periodicreports and reports upon demand have to begenerated.

The main users of task-related information aretask managers and, to a lesser extent, projectmanagers. Table 4 provides a summarised overview

Table 4. Output Element-Factor-Relationship for Tasks

1 Form: Qua=Quantitative Data, Text=Text Form, Gra=Graphical Form2 Timeliness: Per=Periodical, Dem=Upon Demand, Crit=Time Critical

Factors

Form1 Timeliness2 Element

Attributes


Title á

Code Multi-digit Financial Code á

Status Proposed, Implemented, Completed á á á

Task Manager Family Name, First Name(s), Job Title, Staff No. á á

Description Background, Objectives, Strategies, Methodology,Outputs, Current Status

á á á á

Location Country á á

Time Frame Start, End, Duration, Milestones/ Deadlines, StaffAssignments

á á á á á á

Expenditures Personnel, Equipment, Travel á á á á á á

Budget Personnel, Equipment, Travel, Funding Sources á á á á á á

Collaborators Family Name, First Name(s), Institute, Country á á


22

on the outputs at the task level and relationshipsamong the various entities are presented in Figure 7.

Human Resources Outputs

This section describes outputs of the MIS that relateto human resources. It is understood that these

outputs take into account only MIS-relevant dataand that human resources data requirements existbeyond the scope of the MIS.

According to the existing flows of information,human resources data are closely related to projectinformation. One element in this category is basic

Figure 7. Task Output Entity-Relationship-Model

Staff No.

Title

Location

isdescribed

by

uses

involves

involvesreceives

causes

haspossesses

Job Title

First Name(s)

Strategies

Methodology

CurrentStatusOutputs

ObjectivesBackground

Country

Start Date

MilestonesDeadlinesEnd Date

Duration

Personnel

Equipment

Travel

Travel

FundingSources

Personnel

Equipment

First Name(s)

Institute

Time Frame

Expenditures

1

1

1 1

n

m

1

1

1

1

1

n 1

1

m

n

1

1

Family Name

Country

Budget

Family Name

Task Manager

Code

Collaborators

= Relationship

= Entity

= Attribute

StaffAssignment(s)

has

Implemented

Proposed

completed

Status

TASK

has

1

1

TaskDescription


staff biodata which includes the attributes familyname, first name, nationality, staff number, job title,staff category, research interests and entry date. Theoutput form for this information is textual andgraphical. Graphical outputs can include chartsabout nationality, age structure or genderdistribution. Periodical reports are required, e.g. forthe annual report, although reports upon demandare also required. Biodata information is not time-critical.

Another element is project involvement. Thereis a need to know which staff member is involvedin which projects and tasks. Attributes are staffnumber, project codes and titles, task codes andtitles. Project involvement information is textual,non-quantitative and can be provided upon demandas well as in the course of periodic project or taskreports. Project involvement is not time-critical.Staff time management is a further element underthe human resources category. For purposes of costallocation, daily time records are maintained forprojects and tasks. This element also includes leavemanagement of staff. Attributes are staff number,projects and tasks, relative time allocation, andleave. The output form is textual and quantitative.Outputs are provided periodically and are by naturetime-critical. The performance appraisal system isregarded as another information element. Thesystem outputs follow the process described on page14 and include the attributes staff number, self-appraisal, supervisor appraisal, appraisal of theDirector General and measures resulting from theappraisal. This information is textual and non-quantitative. Reports are generated annually and aretime-critical to the extent that the performanceappraisal has to be completed by a certain deadline.

Another output element in the human resourcescategory relates to vacancies and recruitment. Thereis a need to announce vacancies and to make therecruitment process transparent. Attributes includeproject number, vacancies, and eventual, short-listed candidates as well as information about the

staff members involved in the recruitment process.This information is textual and non-quantitative andreports are requested upon demand. Theinformation is time-critical since deadlines are setfor applications, starting dates, and so forth.

Besides information about CIFOR staff, the MIShas to include collaborators and consultantsinvolved in joint research activities. Collaboratorattributes are family name, first name, job title,institute, country, project(s) or task(s) involved andreference documents such as memoranda ofunderstanding or contracts. The output form istextual and graphical to the extent that chartsshowing collaborators by region or country arerequested. The information is not quantitative andnot time-critical and requests are answered upondemand. A similar set of attributes is required forconsultants and consists of family name, first name,job title, company or institute, country, project(s)or task(s) involved and reference documents. Asfor collaborators, consultant information is notquantitative and not time-critical and requests areupon demand. Table 5 provides a summary of MISoutput with regard to human resources. Figure 8provides a graphical overview of the entity-relationships for human resource outputs.

Financial Outputs

It is important to understand that financial outputsof the MIS, as for all other categories, take intoaccount only relevant parts of a wider data set thatmight be maintained in other ESF.

Budget information was the most frequentlymentioned element in the information survey.Budget attributes are project/task code, personnelbudget, travel budget and equipment budget.Budgets by unit need to be displayed, e.g. thenumber of flights in the travel budget or thepersonnel cost for a particular staff member.Another attribute is source of funding which isimportant if projects or tasks receive funds from


24

complementary sources. The output form for budgetinformation is quantitative and textual, but graphicaldisplay is also requested. Although no formalprocedures are established, it is expected thatperiodic budget reports will be generated, inparticular for comparison with expenditureinformation. A facility to produce outputs ondemand also has to be considered. Budgetinformation is time-critical, since payments andincome are related to dates.

The next element in the finance category isexpenditures. The attribute set of expenditures issimilar to budgets and consists of project/task code,personnel expenditure, travel expenditure andequipment expenditure. These attributes must showtotals and be accessible at the level of units. Ifexpenditures for flights occur, for example, therequired information might be the cost, transfer dataand flight details, such as destination, dates andtraveller. Personnel expenditures have to includeinformation about collaborators and consultants.The output form for budget expenditure data isquantitative and textual and may require graphicaloptions. As far as timeliness is concerned, the time-

critical outputs will have to be generatedperiodically and upon demand.

In summary, for each of the described attributes,information is requested about amounts, date anddescriptors. The financial output requirements fromthe MIS are summarised in Table 6. Figure 9provides a graphical overview of the entity-relationships for financial resource outputs.

Facility Outputs

Facility outputs have lower priority than thecategories described previously but there are severalreasons why they should be treated separately. Inthe near future it is likely that more activities willtake place in the field and laboratories. Both activitytypes are usually equipment intensive. In fieldprojects for example, equipment can includeinstruments for measurements, cars or officematerial. Laboratory facilities may include veryspecialised equipment for which data need to bekept in the MIS. Eventually high investments forequipment, requirements for specialised knowledgeto operate and service the equipment and specific

Table 5. Output Element-Factor Relationship for Human Resources

1 Form: Qua=Quantitative Data, Text=Text Form, Gra=Graphical Form

2 Timeliness: Per=Periodical, Dem=Upon Demand, Crit=Time Critical

Factors

Form1 Timeliness2Element

Attributes


Basic Staff Data Family Name, First Name(s), Nationality, Staff No., JobTitle, Staff Category, Research Interests, Entry Date.

á á á á

Project involvement Staff No., Project No. and Title, Task No. and Title á á á

Time management Staff No., Project No., Task No., Relative Time Allocation,Leave

á á á á

Performanceappraisal

Staff No., Self-Appraisal, Supervisor Appraisal, DGAppraisal, Results

á á á

Recruitment Project/Task Code, Vacancies, Names of Short-listedCandidates, Staff Involved

á á á

Collaborators Family Name, First Name(s), Job Title, Institute, Country,Projects & Tasks Involved, Reference Documents

á á á

Consultants Family Name, First Name(s), Job Title, Institute, Country,Projects & Tasks Involved, Reference Documents

á á á


Figure 8. Human Resources Outputs Entity-Relationship-Model

Table 6. Output Element-Factor Relationship for Financial Resources

1 Form: Qua=Quantitative Data, Text=Text Form, Gra=Graphical Form

2 Timeliness: Per=Periodical, Dem=Upon Demand, Crit=Time Critical

FirstName(s)

areinvolved

in

include

have

include

follow

need

Job Title

FamilyName

Nationality

Staff No.

Project Title

Task No.

Task Title

Project No.

Staff No.

StaffResponsible

Vacancy

Project/Task Code

CandidateShortlist

RecruitmentProcess

Collaborators

1

n

ResearchInterest

Appoint-ment Date

StaffCategory

Basic StaffData

Project

Task No.

RelativeAllocation

Leave

Project No.

Staff No.

Result

SupervisorAppraisal

Self-Appraisal

Dir.Gen.Appraisal

PerformanceAppraisal

Staff No.

areappraised

by

ReferenceDocument

Institute

Job Title

Country

FirstName(s)

FamilyName

ProjectInvolved

Consultants

ReferenceDocument

Institute

Job Title

Country

FirstName(s)

FamilyName

ProjectInvolved

n

1

1

m

1 11n

1

1

1

1

HUMANRESOURCES

TimeManagement

= Entity

= Relationship

= Attribute

Element Factors

Form1 Timeliness2 Attributes


Budget Project/Task Code, Personnel, Travel, Equipment,Funding Source, Budget-Expenditure Comparison

á á á á á á

Expenditures Project/Task Code, Personnel, Travel, Equipment,Expenditure-Budget Comparison

á á á á á á


26

reporting requirements from donors justify theaggregation of this information into a separatecategory.

It is understood that the Administration andFinance Division has an important administrativeESF related to procurement, maintenance andregistration of equipment. Thus, the MIS mustprovide data only, where justification is given andresearch or support staff are directly involved inthe use of such equipment. In some cases thedifferentiation between ESF and MIS might beobvious, but in other instances decisions will berequired on an ad-hoc basis. Links from the MIS toother information systems can support suchdecisions or even make them redundant.

Currently, in this category it is sufficient toinclude only an equipment element with theattributes inventory number, project/task number,and description. Financial attributes are excludedsince, if necessary, they can be included in thefinance category. As new demands emerge, thiscategory can be expanded by further elements.

Procedure Outputs

Procedures have an important cross-sectional rolesince all outputs in the four categories describedabove are embedded in a wide variety ofprocedures, protocols and regulations. AlthoughCIFOR, as an open dynamic organisational system,

has to maintain a high degree of flexibility in itsoperations, procedures are vital for someorganisational functions.

Output elements of procedures identified in thecourse of the investigation are Memoranda ofUnderstanding with partner institutions and avariety of forms. A screening of the sharedresources available revealed more proceduralelements exist.

MOU have high importance since they provideCIFOR�s extensive collaborative activities with anecessary operational and legal framework.Attributes of MOU are: name and address of thecooperating institutions, purpose of the agreement,general points, institutional characteristics, generalconditions, content of collaborative activities,specific contributions of all partners involved andgeneral arrangements. Output forms for MOU aretextual and non-quantitative and may be requestedupon demand. They have a time-critical nature sincethey need to be established prior to the start ofcollaborative activities. Contract templates forconsultants are another important proceduralelement. Contract attributes are: name of theconsultant, subject, duration of contract, start date,end date, name(s) of personnel providing consultingservices, task or project code, supervision, daily fee,maximum number of days fee will be paid, dutypost and departure location of consultant. Contractsare mainly textual, non-quantitative outputs that are

Figure 9. Financial Resource Output Entity-Relationship-Model

= Entity = Relationship = Attribute

FINANCE

Travel

provides

Equipment

Personnel

FundingSource(s)

Project/Task Code

Comparewith Expen.

1 1TravelExpenditureregisters

Equipment

Personnel

Project/Task Code

Comparewith Budget

11Budget


time-critical and provided upon demand.Quantitative data are provided for fees, maximumnumber of days fee will be paid, duration, start andend dates.

Several forms with a high relevance to cross-organisational operations need to be mentioned.Travel authorisations are requested prior to eachduty travel. They have to be approved by theimmediate supervisor of the travelling staffmember. Attributes of travel authorisations are:name of the person travelling, cost code allocation,type of travel, destinations, departure dates, arrivaldates, purpose of travel, class of air travel, estimatedairfare, estimated expenses, advance requested, dateadvance needed, signature of traveller, authorisationsignature, amount of advance issued, numbers oftravellers cheques, responsible finance officer anddate advance was issued. Outputs are provided intext format and include quantitative aspects suchas advance payment request, estimated airfare or

duration of trip. They are time-critical and requestedupon demand. Requisition orders are related tofacility requirements and have the attributes:quantity, item description, cost estimate, actual cost,date ordered, date required, back order date, datedelivered, task or project code, names of personsrequiring, acknowledging, approving and receiving.They contain both, quantitative and non-quantitative data, are time-critical and have to beprovided upon demand.

The elements described are summarised in Table7 and an entity-relationship model for proceduresis provided in Figure 10.

There are many other forms which aremaintained, but their scope is more narrowlyfocused on individual organisational aspects, forexample, a standard format for letters and facsimile,which is an ESF of the Office of the DirectorGeneral and Administration and Finance Division.

1Form: Qua=Quantitative Data, Text=Text Form, Gra=Graphical Form

2Timeliness: Per=Periodical, Dem=Upon Demand, Crit=Time Critical

Table 7. Output Element-Factor Relationship for Procedures

Factors

Form1 Timeliness2

Element

Attributes


MOU Name/address of Cooperating Institutions, Purpose,General Points, Institutional Characteristics, GeneralConditions, Content, Specific Contributions, GeneralArrangements

á á á

Contracts Name of Consultant, Subject, Duration of Contract, StartDate, End Date, Name(s) of Consulting Personnel,Project/Task Code, Supervision, Daily Fee, MaximumNumber of Paid Days, Duty Post, Departure Location

á á á á

Travel Authorisation Name, Cost Code, Type of Travel, Destinations, Departureand Arrival Dates, Purpose of Travel, Class of Air Travel,Estimated Airfare, Estimated Expenses, AdvanceRequested, Date Advance Needed, Signature of Traveller,Authorisation Signature, Amount of Advance Issued,Numbers of Travellers Cheques, Responsible FinanceOfficer, Date Advance Issued

á á á á

Requisition Order Quantity, Item Description, Cost Estimate, Actual Cost,Date Ordered, Date Required, Back Order Date, DateDelivered, Project/Task Code, Names of PersonsRequiring, Acknowledging, Approving and Receiving

á á á á


28

Figure 11 provides an overview of the MISoutput elements for the five information categories:projects, human resources, financial resources,facilities and procedures.

Inputs

Following the description of outputs, Parker andCase (1993) use a similar structure for inputs

specifying input content, timeliness, media, format,and volume. The underlying concept for this studydiffers from their approach as their structure wasdeveloped for totally new systems, where none ofthe required inputs existed. However, in this case,some input sources existed already and needed tobe integrated into the MIS to avoid data redundancyand inconsistency.

Figure 10. Procedure Output Entity-Relationship-Model

DateRequired

includes

Task/Pro-ject Code

DateOrdered

PersonRequiring

Actual Cost

PersonApproving

1 1includes

11

includes

1

1

MOU

1

1

Travel

Authorisation

includes

PROCEDURE

DateDelivered

Back OrderDate

Person Ack-nowledging

Quantity

ItemEstimatedCost

Requisition

Order

General Ar-rangements

Contribu-tions

Content

GeneralConditions

Institute Cha-racteristics

GeneralPoints

Purpose

InstitutionNames

ConsultingPersonnel

Daily Fee

End Date

MaximumDays Paid

Start Date

Supervisor

Task/Pro-ject Code

Duty Post

Subject Duration

Contract

= Relationship

= Entity

= Attribute

ConsultantName

DepartureLocation

PersonReceiving

Name

Cost Code

Type ofTravel

Destina-tions

Dates

Purpose

EstimatedAirfare

EstimatedExpenses

AdvanceRequested

AdvanceIssue Date

FinanceOfficer

TravellersCheques No.

AdvanceIssued

AuthorisingSignature

TravellerSignature

Date Ad-vance NeededTravel Class


The input specification starts with a briefoverview of existing information sources whichcan provide inputs, at least partially, required bythe MIS to produce the outputs described on page17 This overview is followed by inputspecifications for each of the output elements. Anoutput-input table provides, at the beginning ofeach section, a first overview of outputs and related

input contents, input formats, timeliness andsources. The formats described for data inputs arein textual, numerical or date form. Aspects oftimeliness indicate whether inputs are time-criticaland made in a centralised or decentralised mode.Input sources indicate if input data exist in suitableformats, if they are partially available and suitableor if no source exists.

Figure 11. MIS Output Elements

MANAGEMENT INFORMATION SYSTEM

PROJECTS

Title

Code

Staff

Status

Tasks

Description

Location

Time Frame

Budget

Expenditures

Collaborators

Basic Staff Data

ProjectInvolvement

TimeManagement

PerformanceAppraisal

Recruitment

Collaborators

Consultants

MOU

Contracts

TravelAuthorisations

RequisitionOrders

Budget

Expenditures

Equipment

HUMANRESOURCES

PROCEDURESFINANCIALRESOURCES

FACILITIES

= Information Category

= Information Element


30

Existing Relevant Data Sources

Some databases and information systems are in useby various entities in CIFOR, namely, the FinancialInformation System, Human Resource Database,Inventory Register, Alumni Database, AddressDatabase and Project Sheets.

Financial Information System

The Administration and Finance Divisionimplemented a computerised financial informationsystem, based on SunAccount, a standard, off-the-shelf application software. Information is stored in43 different fields (see Annex 3). The financialinformation system is one of the most importantdata sources for the MIS. A brief description ofsome financial information system key elements isgiven but more details had to be considered in thecourse of the MIS implementation. Transactions arecategorised into approximately 50 differentaccounts in the accnt_code field. This field can beused for analyses of various cost centres. Thesystem allows specification of ten different codesfor analysis purposes but only five codes are usedcurrently of which the so called �T1� code is themost important. It is a multi-digit cost centre codefor each task and project. In the descriptn field,descriptive transactions text is entered.

The accounting system includes a modulecapable of generating structured query language(SQL) files. SQL, developed by IBM, was designedas a query language for databases (Hansen 1992).In the current version, it includes options for datadefinition, manipulation and control (Stahlknecht1993) and can be used by most standard databasemanagement systems. The underlying language forMicrosoft Access, for example, is SQL, whichmeans that files can be directly exported from thefinancial information system into Microsoft Accessin SQL format.

Human Resources Database

A comprehensive database on human resources isnot maintained. There are several spreadsheetscovering the following areas: Leave; Personnelinformation including fields for name, education,age, salary, starting date, end of contract, housingallowance, insurance coverage, highestqualification attained, home country, nationality,gender; Incoming curricula vitae; Contractsincluding fields for end of probation period, end ofcontract, extension of contracts and application forvisa; and Gender programme. Performanceappraisal data, job descriptions, work plans and dataon project and task involvement are filed manuallyin printed format.

Inventory Register

An inventory register is kept by an administrativeassistant in the Administration and FinanceDivision. It is available in electronic format as aspreadsheet in Microsoft Excel. Fields in the registerinclude item number, description, brand/type, cost,date of purchasing, name of vendor, division whereitems are used and their physical location.

Alumni Database

When CIFOR started its collaborative researchactivities a need emerged to document supportprovided to collaborators. As a result, the ResearchSupport Division developed and maintains adatabase of CIFOR alumni. CIFOR alumni arecollaborators that CIFOR actively supports, e.g. toattend meetings or prepare documents related tocollaborative research. The Alumni Database wasdesigned in Microsoft Access RDBMS and includesfields for names, position, institute and homeaddress, type of involvement with CIFOR, researcharea of alumni, and dates on reception and updatingof curricula vitae. Currently it contains 110 records.


Address Database

The Research Support Division is responsible forthe provision of a centralised Address Database. Itis mainly used for sending publications to variousstakeholders. The database, also using MicrosoftAccess, consists of the following fields: family andfirst name(s), position, department, institute,address, status, country, region, phone, fax, telex,e-mail, entry and update dates, date ofreconfirmation, language of newsletter, eligibilityto receive annual report and CIFOR occasionalpapers. 3,700 records are currently included in thedatabase.

Project Sheets

Project sheets were introduced in August/September 1995 as a first attempt to provide project-or task-related information. Each task manager isresponsible for the production of a task descriptionthat usually does not exceed one page of text. Thedocuments are produced in Microsoft Word assimple text references. They follow a commonstructure, providing information on the activity withwhich the task is associated, title, file location andguide, budget code, name of task manager andcontact person, nature of task manager�s input,location, task summary, expected output,partnerships, duration, current status, funding,budget, budget spent, and date of updating. Asample project sheet is at Annex 4.

There are some problems associated with theproject sheets in that they were hurriedly producedfor the Internally Commissioned External Reviewin September 1995 resulting in insufficientconsideration being given to medium-termorganisational demands for project and taskinformation. Scientists produced them to �satisfy�potential needs of the review team rather than as areal tool to be used for various emerging demands.Several re-organisations took place after the projectsheets were produced but they have not beenamended accordingly and so do not reflect the

current situation. Since they were established astext, it is difficult to draw upon specific elements ofthe description. Despite these problems, projectsheets are important because they are the firstattempt to provide comprehensive project or taskinformation in a structured way.

Project Inputs

Project inputs are summarised in Table 8. Inputcontent for project titles is a textual description ofthe project, usually one or two lines. This isconsidered the official project title and has to serveas a reference for all project quotations. A single,centralised, input source should be maintained. Atpresent, the titles exist in the financial informationsystem. They are in other sources too, but these areconsidered less consistent, and therefore unsuitableas a reference source. The same applies for theproject code which was developed by the individualprojects or divisions. The financial informationsystem is a central reference source for all projectand task codes. The code is in numeric format andconsisted of six digits. The first digit is used for thedivision, the second and third for the project numberand the last three are allocated to individual tasksaccording to the discretion of the divisional leaders.These codes have since been revised. Input of codesis time-critical since budget and financial data, forexample, can only be entered with a code.

The full name of project staff needs to be enteredinto the system, in separate fields for family andfirst names. These inputs are textual and should beentered decentralised at the source of origin, i.e. bythe project leader. So far, no formal sources onproject staff exist although the information can beretrieved in several documents (Dykstra 1996). Jobtitle describes the position that a staff member hasand is specified in job descriptions. It is textual andinputs are made centrally by the Human ResourcesOfficer. The human resources database includesfields for job title (see page 30). The project title istext entered by project leaders and describes the


32

function of each project member. At least threecategories need to be entered, project leader, projectscientific staff and project support staff. A sourcefor such information is Dykstra (1996) although it

might not be considered a formal reference point.Task inputs at the project level include task titleand code, their input specifications being the sameas the project title and code.

Table 8. Output-Input-Table for Projects

1 Format: T=text, N=numeric, D=date; Timeliness: T=time-critical, C=centralised input, D=decentralised input;Source: E=existing data, P=partially existing data, N=data do not exist yet

Factors1

Format Timeliness Source

OutputsElementAttribute

Input Content

T N D T C D E P NTitle Official project title á á á

Code Multi-digit project code á á á á

Project Staff

Name Family and first name(s) of all project staff á á á

Job Title Position as specified in job descriptions á á á

Project Title Function of staff in particular project á á á

Project Status Indicator if project is planned,implemented or completed

á á á á

Tasks

Title Titles of all tasks related to project á á á

Code Multi-digit task code á á á á

Description Description of project problem andframework, objectives, strategies,methodology, outputs and current projectphase

á á á á

Location

Country Country name á á á

Geographical Region Name of region á á á

CIFOR Eco-Region Name of the eco-region á á á

TAC Zones Name of TAC zone á á á

Eco-Floristic Zones Name of eco-floristic zone á á á

Time Frame

Start & End Dates of start/end of project á á á á

Duration Length of project in months á á á

Milestones/Deadlines Important dates á á á á

Staff Allocation Months of project staff time á á á

Budget Figures and description of personnelbudget

á á á á á

Funding Sources List of complementary donors to theproject

á á á

Expenditures Figures and description of expendituresrelated to personnel, equipment and travel

á á á á á

Collaborators

Name(s) Full name of each collaborator á á á

Institute Institute(s) of collaborator(s) á á á

Country Location of institute(s) á á á


The description of projects is a key referenceelement in the MIS and needs to be inputted astextual information in a format which follows theoutput specifications. The text has to describe theproblem, background, objectives, strategies,methodology, outputs and the current phase of theproject. Inputs should be concise and are time-critical to the extent that a project description hasto be prepared before any activity can be started.The preparation should be done at the project level.Partial inputs are available in the project sheetsdescribed on page 31. In the medium and long term,special consideration should be given to electroniclinks to other related information sources, such asproject progress reports or even correspondence.Project location inputs follow the text format and itis suggested that country inputs are decentralised,whereas regional inputs are provided centrally.Inputs might benefit from a process in whichregions are added automatically through acentralised system after manual country inputs.Country and geo-region information exist partiallyunder the address database, where a masterrelational database is maintained for countries andgeographical regions. Input sources for otherregional classifications do not exist.

Time inputs are another key element in thesystem, since they are a managerial tool that canhave a tremendous impact on efficiency andeffectiveness of activities. Time-related inputs aredifficult to maintain and update, and there is a riskof outdated information. Start and end dates andduration are usually specified for a proposed projectand inputs may be decentralised. Inputs existpartially in project sheets. Infinite projects also haveto be considered in relation to end dates andduration. Inputs on milestones and deadlines aremore difficult to specify as they are by nature time-critical and currently there is no structured datasource to provide such data. The last time-relatedinputs concern the relative time allocation of projectstaff. Staff will need to enter numeric data on the

time spent on a single project. Internationallyrecruited staff were requested to maintain time-sheets on a daily basis. It should be noted that themanagement is looking for more efficient andconvenient systems of staff time managementwhich ultimately might have to be integrated intothe MIS.

Budget inputs consist of numeric data onpersonnel, travel and equipment. These figures haveto be entered for each unit. For example, budgetsfor each project staff member might be requestedfor each trip for a particular project. Managers alsorequire a text description giving the details of eachitem. Budget information is time-critical simplybecause money needs to be available beforeactivities can begin. Inputs have to be madecentrally for reasons of data consistency andsecurity. The financial information system (seepage 30) is the input source for most, or even all,of the required budget outputs. In addition, detailsof funding sources are required, particularly forcomplementary funded projects. Related inputs intext format should be made centrally but these arenot yet available in a structured system.Expenditure input requirements are similar tobudget inputs. It is important that project managershave a description of each expenditure item to betterunderstand transactions. Again, the centrallyinputted financial information system is animportant source. Finally, decentralised inputsabout collaborators are required. Textualinformation on names, institutes and countriesalready partially exists in the Alumni database andthe Address database, (see page 30-31). The MISneeds to link these systems with inputs oncollaborators.

Human Resources Inputs

The data inputs on human resources aresummarised in Table 9. Basic staff data requireinputs that relate to the formal agreement between


34

CIFOR and its employees. The full name,nationality, job title, and staff category have to beentered centrally as text using the human resourcesdatabase as the source. A staff number is a numeric,centralised input used as a key identifier in severaldatabase systems. Formal input sources for staff

number do not exist. Research interests are textualinformation giving the professional interests andexperience of a particular staff member. Thisinformation has to be entered centrally to maintaincommon formats and standards but there are noexisting data sources. The final inputs under this

Table 9. Output-Input-Table for Human Resources


Factors1



Input ContentT N D T C D E P N

Basic Staff DataName Family and first name(s) of all staff á á á

Nationality Nationality of staff á á á

Staff No. Number for each staff á á á

Job Title Position as specified in job descriptions á á á

Staff Category Hierarchical position of staff á á á

Research Interests Description of main professional interestand experience

á á á

Entry Date Start date of assignment with CIFOR á á á á

Project InvolvementProject Title Titles of projects á á á

Project Code Multi-digit project code á á á

Task Title Titles of tasks á á á

Task Code Multi-digit task codes á á á

Time Management

Project/Task Code Multi-digit project or task code á á á

Relative Time Allocation Percentage of daily work time spent on aparticular task/project

á á á á

Leave Days and dates of leave á á á á á

Performance Appraisal Self-appraisal, Supervisor appraisal DGappraisal and results

á á á á

RecruitmentProject/Task Code Multi-digit project task code á á á

Vacancies List of vacant positions á á á á

Shortlist List of shortlisted candidates (names) á á á á

Recruitment Committee Names of members of recruitmentcommittee

á á á á

Collaborators and ConsultantsName(s) Full name of each collaborator/ consultant á á á

Job Title Position at home institute á á á

Institute Institute(s) of collaborator/consultant á á á

Country Location of institute(s) á á á

Project/Task Involved Project/task code(s) á á á

Reference Document MOU or contract á á á á á


element are starting dates and duration of theassignment. These numeric inputs are providedcentrally and can be retrieved from the employmentletters. Outputs about staff project involvementrequire inputs about projects and tasks theindividuals are working on. These inputs are titlesin text format and codes in numeric format and areprovided centrally in the existing financialinformation system.

Time management aspects are describedthrough the numeric project and task codes whichcan be retrieved centrally through the financialinformation system. In addition, monthly time-sheetrecords enable inputs on an individual�s relativetime allocation to each of these projects and tasks.Time allocation is by its nature time-critical as areinputs about leave given as numeric data for theduration and dates of an absence. These data areprovided centrally by the Human Resources Officeand exist partially in the current paper-based leaveapplication procedure.

Performance appraisals (as described on page14) are a further element in the human resourcescategory. Performance appraisals inputs are textualand originate from a self-appraisal by the staffmember, and appraisals by a supervisor and theDirector General. They are time-critical as they areprovided annually at a given time. Partial inputscan be retrieved through the current processalthough it is not entirely in electronic format.

Recruitment inputs need a reference to theproject or task. Inputs about vacancies are enteredby the task or project manager as a text descriptionwhich is time-critical because application deadlineshave to be met. Inputs are partially availablethrough systems such as existing vacancyannouncements on CIFOR�s internet homepage(www.cgiar.org/cifor), printed media or informalcommunications networks (CIFOR). During therecruitment process the Human Resources Office

needs to input textual and time-critical informationon a shortlist of suitable candidates. Although nosystem has been established, there were situationswhere relevant inputs were provided in appropriateformat.

The last elements in this category arecollaborators and consultants which can bedescribed jointly. Inputs about collaborators� andconsultants� names, job titles and institutes have tobe provided in text format in a decentralised mannerby task and project leaders. In part these inputs arealready provided in the project sheets but they lacka common structure. Numeric codes are requiredfor the projects and tasks in which the collaboratorsand consultants are involved. This informationexists in a few cases but inputs for the MIS requirean improved structure. A reference document isissued for each involvement and can be a MOU orcontract. Such inputs are textual and time-criticalsince they specify dates and duration of services orcollaboration. Both centralised and decentralisedentry mode applies. The Human Resources Officehas a central role in the provision of inputs into thiscategory. Input sources partially exist in paperformat or text processing files.

Financial Inputs

This section describes the inputs that need to beprovided into the financial category. Table 10summarises output-input relations andrequirements. All input sources exist in someelectronic format in the financial informationsystem and are time-critical since activities dependheavily on fund availability. The input of budgetand expenditure codes are in the numerical formatdescribed earlier. For each budget or expenditureitem for personnel, travel and equipment, theamount of money has to be specified as well as atext description of expenditure purpose.Expenditure inputs may, in addition, include dates


36

Table 10. Output-Input-Table for Financial Resources

and details about transactions to allow them to betraced. Budgets require textual and centralisedinputs about the funding source, which isparticularly important for activities funded fromcomplementary sources. The comparison featurerequires numeric inputs directly by the end-users.

Facility Inputs

Equipment is the only element in this category andTable 11 presents its input requirements.

The inventory number is a nine digit numericcode assigned centrally in the Administration and



Table 11. Output-Input-Table for Facilities

Factors1




BudgetProject/Task Code Multi-digit code á á á á

Personnel Figure and description of personnelbudget

á á á á á

Travel Figure and description of travel budget á á á á á

Equipment Figure and description of equipmentbudget

á á á á á

Funding Source Description of funding donor agencies á á á á

Comparison Budget and expenditure figures á á á á

ExpendituresProject/Task Code Multi-digit code á á á á

Personnel Figure and description of personnelexpenditure

á á á á á

Travel Figure and description of travelexpenditure

á á á á á

Equipment Figure and description of equipmentexpenditure

á á á á á

Comparison Expenditure and budget figures á á á á

Factors1


Outputs

Element

AttributeInput Content

T N D T C D E P N

Equipment

Inventory Number Multi-digit item no. á á á

Project/Task Code Multi-digit code á á á

Description Item description á á á


Finance Division and for which a potential inputsource is the inventory register (see page. 30). Themulti-digit project and task code inputcharacteristics were described above and textualdescription inputs give specific information.

Procedure Inputs

The last category is procedures for which relevantinput data are aggregated in Table 12.

MOU

MOU are time-critical since they are usually anecessary precursor to starting collaborativeresearch activities. Names and addresses ofcollaborating institutions are decentralised textualdescription and may be retrieved from the addressand alumni databases. Textual information has tobe provided to specify the purpose of the agreement,general points of the agreement and institutionalcharacteristics with reference to the concerneddivision. These decentralised data are not time-critical and they cannot be retrieved from existingsources since they have to be generated for a veryspecific purpose. General and specific conditionsof collaboration are further textual inputs which aretime-critical since they specify the collaborativeactivities. These decentralised data need to bedeveloped on a case-by-case basis. Under specificcontributions, text and numerical data are given onthe services provided by each collaborator. Thistime-critical, decentralised information is providedon a case-by-case basis. General arrangementsinclude text, numerical and time-related data onformal aspects of the MOU, such as the durationand duty station, and are generated as required.They are time-critical and are, as all other MOUinputs, decentralised.

Contracts

Contractual agreements start with the specificationof the name and address of the consultant or

consulting firm to be contracted. This decentralisedtextual information is time-critical. Data maypartially exist in informally maintained consultantrosters. The subject text specifies the Terms orReference that apply to the contract and duration isnumerical data on the number of days the servicesare required. These attributes, together with startand end dates, names of consulting personnel andtheir duty station and departure locations in textformat are time-critical and decentralised asrequired. The numeric multi-digit task or projectcode serves as a time-critical reference, providedcentrally and for which sources exist in the financialinformation system. The name of the personsupervising the services is text entered decentralisedupon demand. Daily fee and maximum number ofdays paid are numeric data which are time-critical,and provided centrally as required after consultationwith task or project leaders.

Travel

Most travel authorisation data are entered upondemand by the person travelling. The full name ofthe person travelling is entered as text and is timecritical. The cost code is the multi-digit task orproject code and is entered as numeric data. It istime-critical and can be retrieved from the financialinformation system. It is possible to use more thanone code to allocate costs to different tasks orprojects. Type of travel and destination are enteredas text. These data and travel dates, entered in dateformat, are time-critical. The purpose and class oftravel are specified as text. Numeric data are enteredfor estimated air fare, estimated expenses and traveladvance requested and are all time-critical. The datethe advance is needed is by nature time-critical.Signatures are entered as text by the persontravelling and the person authorising the trip andare both time-critical. The Administration andFinance Division provides some inputs centrallyincluding the amount of advance that was issued asnumeric data, the numbers of travellers cheques and


38

Table 12. Output-Input-Table for Procedures

Factors1

Format Timeliness SourceOutputsElementAttribute


MOUCooperating Institutes Name(s) and address(es) of cooperating

organisation(s)á á á á

Purpose Subject of the MOU á á á

General Points Agreement for collaboration á á á

InstitutionalCharacteristics

Description of organisations á á á

General Conditions Broad areas of collaborative activities á á á á

Content Specific collaborative activities á á á á

Specific Contributions Contributions by organisation á á á á á

General Arrangements Duration and other formal aspects á á á á á á

ContractConsultant Name Family and first name or company name á á á á

Subject Terms of reference á á á á

Duration of Contract Number of days á á á á

Start Date Date of start á á á á

End Date Date of end á á á á

Consulting Personnel Name(s) of consulting personnel to providethe services

á á á á

Task/Project Code Multi-digit task or project code á á á á

Supervision Name of supervisor in CIFOR á á á

Daily Fee Amount to be paid per day á á á á

Maximum Days Paid Maximum number of days per monthservices are paid

á á á á

Duty Post Location where services are provided á á á á

Departure Location Departure location of consulting personnel á á á á

Travel AuthorisationName Full name of travelling person á á á á

Cost Code Multi-digit task or project code(s) á á á á

Type of Travel Duty, home leave, education or spousetravel

á á á

Destinations Names of all locations of destinations á á á á

Departure and ArrivalDates

Travel dates for each location á á á á

Purpose of Travel Description of purpose for each destination á á á

Class of Air Travel Excursion, economy or business class á á á

Estimated Air Fare Cost estimate á á á á

Estimated Expenses Cost estimate á á á á

Advance Requested Amount of advance payment á á á á

Date Advance Needed Date á á á á

Signature of Traveller Signature of traveller á á á á

Authorisation Signature Signature of authorising staff á á á á

Amount of AdvanceIssued

Amount issued in the finance department á á á


name of the finance officer in charge as text data,and the date the advance was issued in date format.The date is time-critical information. Data on thefinance officer in charge can be partially retrievedthrough the financial information system.

Requisition Orders

Data on requisition orders are all provided upondemand according to the specifics of the order.Time-critical aspects are in all listed attributes.Quantities are numerical data which are provideddecentralised. A string of text describes the itemand is entered decentralised. Cost estimates arenumerical data, provided decentralised by therequesting person. Actual procurement cost is

similar and provided centrally by administrativestaff. Dates are time-related data on when items areordered, required, back ordered and delivered. Onlydelivery dates are provided centrally. The numericalmulti-digit project or task code is a referenceprovided centrally and retrieved from the financialinformation system. Names and signatures are textdata and provided decentralised by personsrequiring, acknowledging, approving and receivingitems.

Processing

This section discusses basic processingconsiderations, software, user interface, and systemlinks.

Table 12. (continued) Output-Input-Table for Procedures


Factors1



Input Content

T N D T C D E P N

Numbers of TravellersCheques

Serial numbers of travellers cheques á á á

Responsible FinanceOfficer

Full name or person in charge á á á

Date Advance Issued Date á á á á

Requisition Order

Quantity Quantity of item requested á á á á

Item Description Description of item requested á á á á

Cost Estimate Estimated cost for item á á á á

Actual Cost Cost actually paid after procurement á á á á

Date Ordered Order date á á á á

Date Required Date when item is required á á á á

Back Order Date Date when item was ordered back á á á á

Date Delivered Date when item was delivered á á á á

Task/Project Code Multi-digit task or project code á á á á

Requiring Person Name and signature of requesting person á á á á

Acknowledging Person Name and signature of acknowledgingperson

á á á á

Approving Person Name and signature of approving person á á á á

Receiving Person Name and signature of person whoreceived item

á á á á


40

Basic Processing Considerations

MIS components, desired outputs and necessaryinputs were described in the previous sections. Thecentral issue in processing is to integrate allcomponents logically and physically in an efficientand cost-effective way.

The logical process can be illustrated with thehelp of the slide rule model as described for systemoutputs on page 17. It allows users to querycombinations of different information categories atdifferent levels of aggregation and has to permitcombinations of different aggregation levels in onecategory as well. Examples of eventual processingfunctions are:

Query 1: All project staff of projects no. 3 and 5who are involved in activities in Southeast Asia.Based on the user specifications the locationelement under projects is identified and combinedwith staff names for project codes number 3 and 5.Processing requirements may include an interactivecomponent that asks the user to provide moredetailed specifications, such as if project title andcode should be provided, if countries should beprovided for the region, or if all or only selectedattributes of the staff element are requested.

Query 2: Comparison of travel budget andexpenditures of a staff member over the past sixmonths.Processing demands for this query might includethe presention of the result both in graphical formatas a bar chart and as a table.

Query 3: Descriptions of projects in which a specificcollaborating institution is involved.A list of projects will have to be generated anddescriptions selected. An interesting feature thatcould be provided would be to open on-line progressreports of the selected projects.

Query 4: Payments to consultants and collaboratorsfor task no. 103 137 for the past four months.A list of transactions will have to be generated as atable.

These four queries indicate the basic processingcapability requirements of the system. Query 2assumes that identical printing and on-screendisplay options are available for all features of thesystem. Report formats for both output options haveto be defined. Pre-defined output options make thesystem easier to use but there is also loss offlexibility, particularly for users with advancedcomputing skills. It is the MIS manager�s task tomonitor output requirements and adjust the processaccordingly. The system has to be capable ofhandling several levels of aggregation and tocombine these levels within, as well as acrossinformation categories. In queries 1 and 3,processing takes place at the project category,element and attribute levels. It describes a situationin which all processed data are included in theproject category. The different levels of aggregationare a key capability of the MIS since it has torespond to users from various organisational levelswith different interests.

System access is recorded in a log file to helptrack problems, identify usage patterns and relateto security issues. Security capabilities arenecessary for confidential data, such as parts of thefinancial data and staff appraisals. The examples ofqueries 2 and 4 include financial data which needspecial protection. A multi-level password system,either for individual users or for user groups, isnecessary. Moreover a mechanism for encryptionmight be considered.

Inputs into the system need processingmechanisms for validation and duplication. A datavalidation capability allows only certain entries inparticular fields, e.g. the task or project code inquery 4 must have only a set number of numericdigits. Duplication checking is particularlyimportant where the same information is held indifferent places. Inconsistency of address data is acommon problem that can be resolved byduplication checks.

Nayar (1993) defines information integrity assucceeding in the provision of accurate, complete


and timely information. His approach to distinguishinformation integrity on three different levels isincorporated in the MIS. First, file level integrity isachieved through proper use of files, for examplethe access to the right file to process a certain job orthe creation of a file necessary for furtherprocessing. Secondly, process level integrity needsto be achieved because although the error risk atthat level is not usually very high, the effects canbe disastrous. Calculation errors that lead to wrongresults are an example of a lack of process integritythat might be hard to recognise. Finally, data levelintegrity has to be guaranteed to avoid wrongresults. Data errors are usually hard to identify andproper validation mechanisms are crucial in keepingintegrity problems to a minimum.

Software

The most fundamental software decision is whetherto use standard off-the-shelf applications or todevelop individual software. This was not an issuefor the CIFOR MIS, since management had decidedto use a standard application from the beginning ofthe system development.

The advantages of a standard application are :

� lower cost;� faster system implementation;� less risk of failure or problems;� application software developers adapt more

quickly to information technology changes; and� resources more easily available for maintenance

and adaptation. The possible problems of a standard application

are:

� failure to meet exactly system or user require-ments; and

� difficulties in integrating the application into anexisting computer-based environment whichcould lead to major hardware and softwarechange.

At the stage of concept development norecommendation was given for a particularsoftware package. Chapter 3 makes more specificreference to the software selection process.

User Interface

The user interface is one of the critical-successfactors of the MIS because besides data andprocessing aspects, it determines how the user caninteract with the system (see page 57).

Many MIS users possess only basic computerskills and moreover have little time to learn how touse the MIS. This has a tremendous influence onthe design of the user interface. A MicrosoftWindows-based graphical user interface is bestsince all users already have experience with suchsystems and thus have a basic operationalknowledge. The system should guide the userthrough the application in a way parallel to theformulation of problems. The information needsand requirements assessment provides thenecessary guidelines for the logic, and the queryexamples on page 40 give a brief impression ofuser demands.

There are two basic user design options. One isa menu driven user interface where the user isguided through the different menu levels until thefinal query elements are combined. This requires ahighly structured interface design that takes intoaccount any combination of required elements. Amore flexible approach is the query-by-formsoption where the user enters specifications in anempty form (Belkin et al. 1991). The form structurefollows the information output structure describedon page 17. To make such a system more user-friendly, pull-down menus or pop-up windows cangive the choice of entry data for a specific formfield.

The main functions of the graphical userinterface are:


42

� query or command formulation;� visualisation of the query results ;� personalisation of views for individual purposes;

and� information exchange between other systems and

users.

System Links and Integration

The underlying concept of the MIS is a modularsystem which highly integrates with the existingcomputer-based infrastructure and data sources.

CIFOR�s computer system is based on a localarea network (LAN) with a bus topology and a PCserver. The server was configured to a client/serverarchitecture using Microsoft Windows NTsoftware. Users were linked to the LAN throughNovell Netware. Peripherals integrated in the LANinclude decentralised laser printers, an A1-sizecolour plotter and two colour laser printers.Through the LAN users have access to basicapplications such as text processing, spreadsheet,graphics and database programmes, to electroniccommunications via electronic mail and to theInternet for a select number of users for testpurposes. A graphical overview of the networkconfiguration is in Annex 5.

The MIS has to be physically integrated intothe network topology and Figure 12 provides anoverview of the logical infrastructure. Links haveto be made to existing databases and informationsystems (see page 30) that contain data needed asinputs to the MIS. One consideration was that, itmight have been easier in some cases to modify orextend some existing systems to provide accurateinputs. Another, where modification or extensionwas not possible or desired, was to establish newsystems to store necessary MIS data. Dependingon the software selected, these systems could bemaintained either within the MIS shell or asseparate databases with the necessary links into theMIS. Both existing and newly created data sourcesare considered �primary links�.

As the system will develop dynamically, it maygrow to provide more features than currentlyanticipated. Such links are called �secondary links�since they will be considered only in future phasesof the MIS development. Secondary links caninclude systems like the library database,geographic information system, decision supportand expert systems, electronic management ofdocuments, public relations material for corporatepurposes, or data that relate to residential clearanceneeds. The modular MIS concept will allowsecondary links to be integrated upon demand.

Storage

This section provides a summary of the main issuesthat are related to the storage of data. It deals withdata access, storage media and location.

Data Access

The issue of data access is addressed in the contextof storage. Most system queries are made in real-time mode so prompt data access is needed toshorten the system response time. Most data isorganised in database management programmes. Arelational data model meets response requirementsbest, since access time can be minimised incomparison to hierarchical data models and networkdata models (Hansen 1992, Stahlknecht 1993). In arelational database, data are structured accordingto tables, each of which has a unique name and tableheader which allow more transparency than to otherdata models.

Data security has to be considered in relation todata access. Here, data security is discussed only atthe software level because the MIS is embedded inthe overall institutional security system. There aretwo aspects of data security to be considered. Thefirst relates to security at the level of database accesswhere rights have to be defined for each databaseuser. Such rights specify the names of users allowedaccess to the database and their privileges.


Figure 12. MIS Infrastructure

Projects

HumanResource

Proce-dures

Finance

SECONDARY LINKS

PRIMARY LINKS

Facilities

LibraryDatabase

DecisionSupportSystems

ExpertSystems

TimeSheets

HumanResourcesDatabase

FinancialInformation

System

ProjectSheets

AddressDatabase

Alumni

Database

Inventory

Register

Residency

Clearance

Data

Public

RelationsMaterial

ElectronicDocument

Management

GeographicInformation

System

ManagementInformation

System


44

Privileges in ascending order include viewing data,entering new data, modifying existing data andadministering data. The second security aspectdeals with the use of the MIS software itself.Individual access to levels of detail and data typesand rights to view, enter, modify and administer alldata is defined. In cases where data will betransferred intensively within the LAN or withexternal partners, encryption mechanisms forsensitive data are needed.

Storage Media and Location

All corporate data was stored magnetically on thehard disk drive of the LAN server. A dailyautomated backup was produced on magnetic tapesand kept for one week.

Once the MIS became operational, it wasrecommended that all data was kept on the networkserver for common access so that data access timecould be minimised, a critical factor in the expectedhigh system usage. Since cost for magnetic harddisks is decreasing relative to the storage capacity

it is reasonable to maintain this system. Quarterlybackups should be made on optical storage media,in addition to daily magnetic backups. These opticalbackups serve archiving and documentationpurposes, for example to document medium or longterm development stages of a project or staffassignments. Such optical backups can be producedon CD-ROM using the CD-ROM production unitalready available in CIFOR�s ComputerDepartment. It consists of a CD-ROM writer, CD-ROM authoring and pre-mastering software.

Personnel

Almost every aspect of personnel involvement isrelated to the implementation and maintenance ofthe system and is covered in Chapter 3. The conceptdevelopment took into account informationrequirements and needs of individual staff membersfrom the survey conducted at the beginning of thestudy. A briefing session, at the beginning of theimplementation process, provided an opportunityfor all staff to discuss the concept and its futureimplications.

Whereas the focus of the previous chapterswas on its conceptual framework, this

chapter on implementation and maintenance dealswith issues related to the realisation of the MIS. Itcovers a period of two years of experimenting with,developing and implementing the system. Aspectsrelated to personnel, soft- and hardware,implementation process, system architecture andtraining are discussed.

Personnel

A project team, coordinated by CIFOR�s Directorof Information Services (DIS), was established forthe implementation. The DIS was in charge ofconcept development, management of theimplementation process, consultations with staffmembers involved, project management, andprovision of reports. As part of the projectimplementation team a MIS Project AdvisoryGroup (MIS-PAG) was established comprisingthree members, one representative each from theAdministration and Finance Division, Research

Implementation and Maintenance

Division and Senior Management. This groupparticipated in the implementation process andprovided advice from a user perspective. Detailedterms of reference for the MIS-PAG are in Annex6a. Initially, it was planned to recruit two expertsduring the implementation process, a MIS expertand a programmer. However, rather thancontracting two individual experts, it was moreefficient to involve consulting firms with a broadrange of expertise in MIS development andimplementation. Terms of reference for externalservices are in Annex 6b. The project team reportedto the Management Group. Figure 13 provides anoverview of the personnel structure for the MISimplementation process.

At the beginning, it was difficult to foreseepersonnel implications for the MIS maintenance.However, constant review of the workloadassociated with the system development andmaintenance made it necessary to involve a MISassistant at a very early stage. As the project evolvedthis person had both formal and on-the job trainingto satisfy operational needs. In the medium term,

Figure 13. Personnel Structure for the MIS Implementation

MIS PROJECT TEAM:

MIS CoordinatorMIS Project Advisory Group

(3 members)

ManagementGroup

MISConsultants

ScientificStaff

Chapter 3Implementation and Maintenance

46

though, it may be necessary to develop this positionfurther as MIS manager at the level of nationalscientific staff.

Soft- and Hardware

A description of the required features of the MISsoftware is provided on page 41. In relation to theimplementation and maintenance, special attentionwas given to groupware which consists of softwarepackages allowing integration of a specific groupand collaborative access to many kinds of data andapplications. It may include shared databases,project management, electronic communicationthrough electronic mail or on-line access to externalcommunication networks or just simple textprocessing. The fundamental feature of groupwareis that it builds on and integrates existing resources.This is more desirable than large database systemswhich impose the transformation of data to aspecific internal format before access to the user.

The groupware concept has also to considerinterfaces with other applications. This includesapplications where MIS data need to be accessedand not yet integrated systems, such as thosemaintained through entity service functions.Eventually software interface capabilities will haveconsiderable impact on the future integration ofsuch systems into the MIS.

Experimenting with several software packageswas not a viable option, for reasons of cost andincreased risk of uncertainty among users andmanagement. The computer supportedinfrastructure at CIFOR imposed some restrictionson the selection of software. The LAN is PC-basedand the MIS software had to be embedded into thePC-based client/server architecture. Since mostapplications are based on Microsoft Windows NT,the MIS software had to be integrated into thisenvironment. The number of user licenses had tobe considered as the capacity of CIFOR�s computernetwork is designed for 250 users. In the long term,

most staff will have access to the MIS so thesoftware must be capable of handling such numbers.

Parker and Case (1993) provide acomprehensive list of criteria for selecting softwarein relation to vendor conditions. Such criteria areprice, warranty, nature of support, shipping andinstallation charges, and delivery terms. Warrantyand support are two important criteria given thesupply conditions in CIFOR�s host country. Theconfiguration of the hardware, as outlined on page42, was considered sufficient to handle MIS-specific requirements.

External consultants proposed two appropriatesoftware packages for discussion and decision. Thefirst option was a configuration based on internettechnology and included an internet browsersoftware as front-end, Microsoft Exchange asmessaging platform and a Microsoft Windows NTserver. The second was a more integrated solutionbased on Lotus Notes. Lotus Notes was selectedfor the following reasons:

� it is a standard off-the-shelf product withadvantages described on page 41;

� a positive evaluation of a Lotus Notes based MISused by one of CIFOR�s partner organisations;and

� the internet based solution had risks in relation tosystem instability, longer system developmentand implementation periods and a higher numberof interfaces.

The Lotus Notes software was purchaseddirectly in the USA as the availability of LotusNotes in Indonesia at that time was very limited.

Implementation Process

The implementation process was divided into fourmajor phases: preparation, software installation andintegration, system testing, and training. Animplementation schedule was established andsupported by scheduling tools such as the critical-path-method, or simple gantt charts. In this study,


the overall schedule, based on the metra-potential-method, is provided for the whole implementationprocess, complemented by more detailed schedulesfor individual steps or sections. The plan in Table13 gives a summary of individual activities.

Preparations

The preparation phase was the first step of theimplementation process. Once Managementformally approved the proposed system, the conceptand implementation plan were presented to allscientific staff for further suggestions anddiscussion. At this stage, MIS consulting firms wereselected. The consultants provided an evaluation ofthe proposed concept, the current conditions andrestrictions and recommended the MIS software tothe project team for evaluation. The project leaderthen presented the options to management for

approval, after which options for softwareprocurement were evaluated.

The MIS consultants also consideredimplications for integrating the MIS system withexisting data sources, such as CIFOR�s financialinformation system, and the establishment ofadditional, yet to be developed data systems. Withinthe scope of this phase, they developed a first draftdatabase structure.

The preparation phase finished with theprocurement of the MIS software and a systemsintegration report of the MIS consultants.

Software Installation and Integration

The second phase of the implementation processincluded the installation of the software and itsintegration with existing data sources. It started with

Table 13. Project Implementation Activities

Activity Description Duration(months)

ImmediatePredecessors

1 Preparation 1.5

1.1 Approval of concept by management None

1.2 Presentation to scientific staff 1.1

1.3 Contracting experts 1.1

1.4 Assessment of conditions 1.2, 1.3

1.5 Recommendation and decision on MIS software 1.4

2 Installation 1.5

2.1 Proposals from vendors 1.5

2.2 Evaluation of proposals and decision 2.1

2.3 Procurement of software 2.2

2.4 Report on systems integration 1.4

2.5 Installation of MIS software 2.3, 2.4

3 Testing and Implementation 20

3.1 System testing 2.5

3.2 Implementation of first application 3.1

3.3 Review of implementation and adjustments 3.2

3.4 Step-wise implementation of all MIS elements 3.3

3.5 Review of the implementation process 3.4

3.6 Establishment of maintenance plans 3.5

Total Duration 23


48

the installation of the software on the network serverand connecting users� personal computers. A smallnumber of users, including members of the ProjectAdvisory Group, were connected first to test thesystem.

System Testing and Implementation

Once the system was installed and workingproperly, a series of tests was conducted. Theyfocussed on the technical and logical functioningof the software, as well as the appropriateness andusability of the draft databases. Two possibleapproaches for the database implementation wereevaluated: a model project approach and a modelapplication approach. The model project approachselects one functional model entity within theorganisation, for example a project, where the MISwould be implemented, tested and evaluated beforeimplementing the system organisation-wide. Incontrast to the functional focus of this approach,the model application approach selects a certainelement in an information category to beimplemented organisation-wide. When this elementreaches full functionality the next element isimplemented and so forth until the whole system isoperational.

Management Group decided to follow the modelapplication approach since it allows better reviewof the process and success can be demonstratedmore rapidly to all users. With this approach theproject did benefit from the experience learnt andthe incorporation of this experience into theimmediate next steps. Also, the whole organisationbenefitted by better understanding theorganisational processes and management ofresearch activities. Major components of the systemare described below.

Training

The system can function only if its users andadministrators are well instructed in its operation

and are comfortable in its use. Thus, both user andsystem administrator training is essential to thesuccess of the MIS.

Training was incorporated in the step-wiseimplementation process through a combination ofintroductory courses, on-the-job training andsupporting documentation, tutorials andpresentations. However, the frequency of dutytravel of most scientific staff restricted trainingplans.

The system administrators were trained inoperating and maintaining the MIS on a day-to-dayoperational basis as well as handling systemadaptations, modifications and extensions to areasonable degree. They received on-the-jobtraining during the implementation phase andparticipated in specialised Lotus Notes trainingcourses.

External trainers conducted all in-house trainingrelating to the introduction of the MIS.

System Architecture

During the implementation process four majordatabases were developed covering informationrelated to research activities, research partners,procedures and human resources. In the followingsections, each of these four databases as well assome databases of entity service functions aredescribed in detail.

Research Activities Database

The core data of CIFOR�s entire MIS is thedescription of CIFOR�s research. A database, called�Activities�, was designed and developed accordingto the framework outlined in Chapter 2. Researchactivities are described on the level of tasks.

The first section of the database covers basictask details which include activity title, short title,and number of the research project to which the


task belongs. It also provides a task title andinformation about the location of task-relevantdocumentation in the project filing system.Reference can be made to the location of bothelectronic files and paper documents. The date ofentering the information and a 100-word summarycomplete the basic description of the task. The nextsection, titled �Progress narrative�, documentsactivity outputs and achievements. Scientists candescribe examples of research outputs and impactsas well as training, and capacity building activitieswith NARS.

The task development section documents theevolution of the task in detail. The names of thescientists who proposed the task can be entered fromthe staff directory. A concept note field providesspace to describe the activity�s initial researchconcept and allows electronic files to be attached.In order to document the overall framework of thetask, strategic linkages related directly to CIFOR�slong-term strategy are entered. They can beweighted relative to their contribution to the selectedobjectives. References to the CGIAR are includedin this section: TAC categories which allow a directlink between a specific activity and its contributionto the overall objectives defined by this CGIARcommittee; and CGIAR system-wide initiatives ofwhich users can select one or more.

The decision making process which leads to theapproval or rejection of an activity is alsodocumented in this section. It contains the conceptnote�s circulation date and provides space forcomments received. The date of the formal reviewmeeting is included and supporting documents inpreparation for the review can be attached. Thereare fields to indicate expected funding sources andthe meeting result, i.e. the activity�s approval orrejection. If approved, the system prompts the userto assign a multi-digit task code.

The �titled description� section of the Activitiesdatabase covers information on the the activities�

intended purpose and objectives. The first fieldconsists of the goals where their relevance toCIFOR�s overall strategic goals is detailed.Information on the expected impact of the task isentered in the �purpose� field. Specific outputs canbe described with milestones, scheduled, revisedand actual delivery dates. Furthermore,information on the probability of success, the actualresults and their justification can be recorded. Thisrelatively detailed approach to capture output-related information was designed specifically insupport of CIFOR�s work on research prioritysetting and impact assessment. Inputs by bothCIFOR and its partners are captured independentlyand include a description of the actualcommitments and comments, and planned, revisedand delivery dates.

The timeframe of the task section includes datesfor activity start, planned and actual end as well asthe date of delivery of reports. The section onhuman resources allows information on CIFORstaff involved in the activity including the name ofthe person, gender, CIFOR staff category and thespecific role of the scientist in this particularactivity. Furthermore time dedicated to this activitycan be allocated over a maximum period of fiveyears. Information on collaborators is captured inthe subsequent section and covers collaboratingorganisations and scientists. Organisational datainclude name, country and type of organisation.The nature of the collaborative agreement isdescribed and reference to the location of paperand electronic files, such as MOU or contracts, canbe made. This section also includes data on thenature of the collaborating organisation�scontribution categorised by cash, equipment,facilities, and time allocation. Contributions canbe described over a period of five years. A fieldfor additional comments completes the data oncollaborating institutions. Almost identical data canbe entered for collaborating scientists which inaddition include name, gender and role.


50

The section on locations provides geographicalinformation, such as the continents and countriesin which the research is conducted. It also allowsfor specific reference to ecological regions asdefined by FAO, TAC zones and eco-floristicregions. The final section of this database givespublications originating from this research activity.They are selected directly from the publicationspipeline database (see page 54). A sample print outof a task data set of the activities database is inAnnex 7. There are links to other data sources wherepossible to avoid data inconsistency andredundancy.

The detailed descriptions of CIFOR�s researchactivities in this database provide scientists with atool to systematically manage basic task-relateddata. Periodic reporting requirements are facilitatedand can be partially automated for use in projectmanagement, and in particular monitoringrequirements of task leaders. CIFOR�s managementhas a tool for efficient and comprehensive synthesisof research information. Data can be accessed,combined and analysed real-time through multiplefilters and consolidation levels meeting strategicinformation and reporting needs. This database alsoconstitutes part of CIFOR�s corporate knowledgeon research priorities and procedures which, in thelight of staff rotation, becomes crucial for the futureunderstanding and strategic orientation of CIFOR�sresearch.

Data transfer into the database was the majorchallenge and a three-tier approach was applied. Ina first step, the MIS assistant identified and analysedexisting centrally accessible data sources (mainlyelectronic files). This provided 50% of the requireddata. In a subsequent phase, administrative staff inthe Research Division, supervised by the MISassistant, entered data from existing researchdocuments. At the end of this process, 80% of theavailable data were entered. The final phaseinvolved scientific staff who were asked to completethe data entry. At present, 90% of the data areentered into the system. Future maintenance of the

database is decentralised with administrative staffin the research projects providing regular inputs andupdates.

CIFOR encourages an open information accesspolicy which allows all MIS users to view theinformation in this database so special navigators weredeveloped. These views, as they are called in LotusNotes terminology, represent different options ofaccessing the information according to the mostcommon access requirements. Project information,for example, can be accessed by country, region orstatus. The structured selection and design of the viewsis based on information gathered through initialinterviews and experience gained in the course ofthe MIS development. Additionally, the databaseallows full text searches in either selected data fieldsor the entire database. A sample screen of the tasksdatabase navigator is in Annex 8.

It is planned to use the Lotus Domino server topublish selected information from this database ina research database on CIFOR�s homepage on theinternet.

Contacts Database

The �contacts database� was developed as anintegral part of the MIS to manage informationrelated to CIFOR�s contacts with organisations,individual scientists and policy makers. The firstsection gives basic contact details such as name,title, position, gender, department, institute name,address, phone, fax and e-mail. Entries are classifiedin four categories, depending on the level ofinvolvement in CIFOR�s activities: standardcontacts who receive CIFOR�s newsletter; alumnisupported directly by the Center in various ways,such as attending workshops or training courses;collaborators with direct involvement in researchactivities; and high-level decision makers. Thiscategorisation allows CIFOR to monitor its outreachin various forms and develop targeted informationstrategies. For similar purposes, organisations arecategorised into ten types.


The next section covers mailing information forthe distribution of CIFOR�s publications. Thisincludes responses to surveys on the distribution ofCIFOR�s newsletter and allows distribution of othertypes of publications, such as research publicationsand annual reports. In the case of alumni andcollaborators, a section called �CIFORinvolvement� allows data on specific researchinterests, CIFOR contact person and events in whichthe scientist participated.

This database of over 4,500 entries allowsCIFOR�s Communications Unit to manage thedissemination of information in a targeted manner.It also is an element of the Center�s corporateknowledge to monitor and influence the informationdistribution, taking into consideration geographicand institutional aspects and priorities.

The origins of this database were the criticalcontact data kept in a relational database in the earlystages of CIFOR�s operations. The data sets wereeasily imported into the MIS and the databasestructure refined to meet the increasing demandsfor optimal data management. The contactsdatabase is maintained centrally in theCommunications Unit with restrictions on databaseaccess for data protection. As with other MISdatabases, a navigator was developed withstructured access tools for the database, such asviews by organisational category, country, name ororganisation. Annex 9 gives a sample screen of thedatabase navigator.

Procedures

One objective of the MIS was to facilitateadministrative processes. A database tool called�procedures� was developed focusing on threeprocesses, leave applications, travel authorisationsand requisition orders. The basic concept in eachwas to develop a workflow model representing realprocesses. Leave applications, for example, had to

include basic data provided by the applicant,supervisor approval, and monitoring andregistration in the Human Resources Office. Theworkflow concept takes processes beyond staticdatabase models into dynamic and interactivecommunication and documentation tools.

Leave applications

CIFOR maintains a paper-based system for staffleave applications. Given the high frequency of stafftravel, delays in processing applications can occurand an electronic system will improve this situation.

The procedure for leave application and theunderlying workflow concept is represented inFigure 14.

Figure 14. Leave Application Workflow Model

New LeaveApplication

Pending withHuman Resources

Manager

Processed

Approved

Approved

ApprovalOfficer

Pending withApprovalOfficer

Applicant

Applicant

Applicant

no

no

yes

yes


52

The applicant initiates the process by givingleave details such as start and end dates. The systemthen calculates the number of days of leave, takinginto account weekends and public holidays. For thispurpose a database on public holidays is maintainedseparately and updated annually. The applicant thenallocates the number of days of leave to a type ofleave on an hourly or daily basis. An e-mail, givingthe details, is forwarded automatically to theapproval officer who can either approve or rejectthe application giving a reason. The applicationstatus changes accordingly from �pending forapproval� to �approved� or �rejected�. The applicantautomatically receives an e-mail giving the resultand if approved, the Human Resources Officer islikewise informed. After processing by humanresources the status of the application changesaccordingly and the applicant is again notified.

In order to reduce data inconsistency, once theapplication has been sent for approval it cannot bechanged. Changes have to be entered in anamendment to the original leave application form.For authentication purposes electronic signaturesof the applicant, the approval officer and the HumanResources Officer are included. In a separate sectionof the form, the process history is documented.

The advantages of the system are that processingtimes can be reduced and applicants know the statusof their applications. Even while travelling, staffwith access to email will be informed aboutapplications, need for action and status. Thenavigator allows users to view applications bystatus, employee, pending for approval, pendingwith human resources and dates of absence. InCIFOR�s distributed work environment thepotential benefits of the system are considerable.Annex 10 contains a sample of the electronic leaveapplication form.

Travel authorisations

The travel authorisation process for travel also hasproblems with delays and staff unable to maintain

a track record. Another electronic form, called�travel authorisations� was developed, supported bya workflow application, to improve this situation.Figure 15 provides a graphical overview of thecomplex travel authorisation process.

Figure 15. Travel Authorisation Workflow Model

New TravelAuthorisation

Form

Pending withFinanceManager

Processed

Approved

Approved

Approval

Officer

Pending withApprovalOfficer

Applicant

Applicant

Applicant

no

no

yes

yes

Pending withHuman Resources

Manager

Approvedno

yes

Applicant


The applicant initiates the process by enteringdetails of organisational unit and type of travel,mode of travel, dates, flight and accommodationdetails and a travel justification. The system thenasks for a cost estimate and cost allocation to oneor more tasks. A travel advance can be requestedincluding amount and date required. National staffmembers can specifically request travel insurance.Upon completion, the authorisation request is savedand an e-mail message automatically forwarded tothe approval officer. The approval officer canapprove or reject the application. If approved, theHuman Resources Officer receives e-mailnotification and verifies leave and travelentitlements, if applicable. The approved requestthen passes to the Finance Officer who verifiesfinancial details, such as budget allocation andavailability, and completes the travel authorisationprocess. The applicant is automatically informed ofthe results by e-mail at each stage of the process.

During the entire process a navigator allows easyaccess to the data sets and the status of theauthorisation process can be monitored. Uponreturn, travellers may attach an electronic form forexpense claims. For management this system allowsmonitoring of travel related expenditures in variousways, such as by research activity, destination orfunctional unit. A sample of the travel authorisationform is at Annex 11.

Requisitions

A requisition ordering and tracking system wasdeveloped under the MIS with the purpose ofmaking this procedure more transparent andmanageable. Figure 16 represents the requisitionprocess graphically.

The staff member provides details of therequired items, such as quantities, currency, itemdescription and a cost estimate, and indicates if theyinclude computer hard- or software or capitalexpenditure One or more budget codes can be

Figure 16. Requisition Workflow Model

New Requisition

Approved

ITinvolved

Approved

CapitalExpendi-

ture

Approved

Approved

Pending withApproval Officer

ApprovalOfficer

Applicant

ApplicantApproved byApproval Officer

Applicant

Applicant

Director ofInformation Services

Pending with Information Services

BudgetOfficer

Pending withBudget Officer

Pending withPurchase Officer

ApplicantProcessed

no

no

no

no

no

no

yes

yes

yes

yes

yes

yes

PurchaseOfficer

Applicant


54

entered for cost allocation. After completion of theform, a notification is automatically sent to theapproval officer. If computer equipment is involved,further approval by the Director, InformationServices is requested and for capital expenditureby the Budget Officer. These additional steps areautomated with e-mail notification and changingprocessing status. The Purchasing Department theninitiates follow-up activities and completes therequisition process. The status of the requisitionchanges to �completed�. The person initiating therequisition is automatically notified of the resultsat each stage of the process via e-mail.

This system allows a better tracking ofrequisitions and ultimately better planning.Comparisons of cost and available equipment aremade easier which will lead to improvedmanagement of financial resources.

The use of electronic forms in general requiresa change of user thinking. They may needconsiderable effort to adapt to this paperless, less�tangible� system. However, given the benefits,users usually adapt quickly and associate lessbureaucracy with such a system. Authenticationissues also need to be considered as, despite theelectronic signature being uniquely created for eachuser, there could be drawbacks. Annex 12 has asample purchase requisition form.

Human Resources

The human resources database was developed tocapture all information related to CIFOR�s staff.Due to internal re-structuring, the development ofthis database was delayed and at present covers onlya sub-set of human resources information criticalfor supplying basic data, such as names, position,nationality, address and contact details. A briefsummary of the professional background andresponsibilities is also provided as well as the optionto include photographs. In this regard the databaseserves more as a staff directory, the �who�s who� ofCIFOR.

Wherever possible, human resources data werelinked to other databases in the MIS. Data inputwas centralised and coordinated betweenInformation Services and the Human ResourcesOffice. In the future it is anticipated that the HumanResources Office will maintain data centrally.CIFOR staff can access parts of the database whichis useful to new staff members for orientation, andfor periodic presentations by staff at variousscientific meetings and in publications.

Databases for Entity Service Functions

The idea behind the concept of entity servicefunctions (EPS) is described on page 9. The MISconcept initially did not include the developmentof databases for ESF. However, during theimplementation process it became apparent thatsome ESF databases had to be developed inresponse to strong demand and high useracceptability. It was also beneficial to the entire MISintroduction process. The following sectionsdescribe some of the developed databases.

Publications Pipeline

As a research organisation, CIFOR�s mostimportant and visible outputs are scientificpublications. Publishing process problems becameapparent as the MIS was developed, including themonitoring of the publications review process andtracking the publication status. Sub-optimalsituations led to frustration among scientists andstaff involved in the publishing process and so, the�publications pipeline�, a publications monitoringand tracking system was developed. Figure 17 givesa graphical overview of this system�s structure.

Either the author or a delegate, called contactperson or coordinator, makes the initial entries intothe database which include data on principal author,co-author(s), contact person, publication title, typeof publication, a description of the targeted


readership, estimate of the print run, dates forsubmission for internal and peer review andediting, a cost estimate and the funding source. ACIFOR task code can be entered for cost allocationas well as comments and supporting documents,e.g. the manuscript or concept note. The numberand names of the reviewers have to be entered forboth internal and external reviews.

In the internal review process the systemautomatically notifies reviewers via e-mail oncethe initial database document is saved. Reviewerscan enter comments directly into the database.Authors organise external review independently ofthe system and indicate when the review processis complete. This triggers an e-mail to CIFOR�sChief Scientist that a publication is waiting forapproval. The Chief Scientist has the option toapprove, reject or request a revision by theauthor(s) and the system accordingly informs theauthor. Once approved, further production of thepublication is co-ordinated by the Director ofCommunications who authorises editing, desktoppublishing and printing. Staff are notified aboutthe beginning or completion of each step of internalediting and publishing. The publication�s deliveryand distribution complete the entire, documentedprocess.

Users can access information via a navigatoraccording to publications under review, publishedpapers and papers not approved. For papers underreview, data can be viewed by principal author,current reviewer, contact person, status, title, type,serial number and date an entry was created,submission editing, or publishing date. Initialentries were coordinated by the MIS managementstaff but later, scientific staff were givenresponsibility.

The publications pipeline is very successful asa tool, reducing publication processing time,improving the Communications Unit�s work plansand allowing better process monitoring by authors

Figure 17. Publication Pipeline AplicationWorkflow Model

New ReviewDocument

PeerReview

Approved

Approvedfor Editing

Editingcompleted

DoCapprovalfor DTP

DTPcompletedDoC appro-

val forprinting

Peer ReviewCompleted

Internal Peers

Chief Scientist

Pending withChief Scientist

Author

Author

Director ofCommuni-cations

Pending withDirector of Com-

munications (DoC)

Editor

DesktopPublishing

AuthorPrinted

no

no

no

revision

yes

yes

yes

yes

DTP Assistant

Author

external internal

Authorno

Editing

Author


56

and the Chief Scientist. It also serves as a tool toperiodically assess scientists� outputs. Annex 13shows the main navigator for this database andAnnex 14, a sample record from the publicationspipeline.

Trip Report Library

Each staff member has to provide duty travel reportsas a tool to maintain an overview of travel, existingcontacts and regional and organisational foci.Initially trip reports were written in text processingsoftware using file and directory names as the onlyentry references, making it difficult to search andretrieve information. A simple database on tripreports was established, capturing trip relatedinformation, such as countries and organisationsvisited, travellers� names and travel dates. Thetraveller can view data by countries visited, traveldates, report title and institutions visited.

Post-implementation Review

Once the system introduction is complete, constantreview is necessary. The review has to monitor theperformance of the system, the usage and expansionneeds as well as incorporate latest technologicaldevelopments.

The system performance relates to the objectivesspecified in the system concept and so it is necessaryto check whether those objectives are met and ifthe expected benefits are realised. Usage monitoringwill provide information about the frequency thesystem is used and by which user groups orindividual users. It also has to provide statisticsabout the frequency of particular transactions inorder to identify preferences for certain MISfunctions. Such preferences will provide importantindicators for future modifications, adaptations andextensions to the system. Technical problems need

to be documented as well as system downtime.Performance and usage reviews should beautomated to the maximum extent possible.

Expansion needs should be primarily concernedwith the integration of entity service functions intothe MIS as described in the previous sections. It isexpected that as needs arise, links to more ESF willbe established which will thus become an integratedpart of the MIS. As the organisation develops,expansion requirements need to also consider thesystem�s user capacity. The linking of existing andpossible CIFOR regional offices in separatelocations on different continents constitutes anotherchallenge for the MIS.

On the technological side, both, hardware andsoftware developments need to be considered. Forhardware, systems for electronic documentmanagement and related office automationtechnologies will have to integrate with the MIS ifnecessary. Staff and management have expressedgreat interest in such systems. The speed with whichelectronic communication networks currentlydevelop has also the potential for integrating newcommunication technologies into the MIS. Theextent that MIS data can be extracted and accessedon-line in real-time mode through networks suchas the Internet and the World Wide Web needs tobe further addressed. This option seems to beparticularly attractive for project-relatedinformation which the public or specific stakeholdergroups, such as donors or collaboratingorganisations, might wish to access.

For the software, particular attention needs tobe given to updated versions of the MIS softwareas well as eventual improved competitive systems.The maintenance of relationships with suppliers isessential in this regard. New software applicationsneed to be evaluated for their capability ofintegration with the MIS.

Chapter 4 discusses several aspects importantto the accomplishment of the MIS. These are:

project management structures which have to mirrorthe approach; factors critical to the success of theMIS; monitoring its impact and success; and itspotential for application in other organisations.

Importance of Project Management

The MIS, described in this study, was designed toreflect the specific conditions and requirements ofthe organisation and, in particular, the dynamics ofthe research environment. In this regard, one of themain features is that activities are managed asprojects. Although this approach is rapidly gainingpopularity among business-oriented organisations,management within most corporations still followtraditional functional rather than project structures.

CIFOR managers must adapt projectmanagement thinking to their activities because ifnot, they risk the loss of efficiency, dissatisfactionwith their work and lower productivity (Brunner1994, Ward 1994). The MIS is only a tool forefficient project management and needs to beembedded into a project-oriented managementstyle. Bowen et al. (1994) describe four differentcategories of a project management framework.They separate functionally organised projects,projects with �lightweight� organisationalstructures, heavyweight projects and projectsconducted by a dedicated, autonomous team. InCIFOR the pre-conditions can be described as amixture of projects with �lightweight�organisational structures and autonomous projectteams. Lightweight means that the project leaders�role is to coordinate work and people with differentdisciplinary background. Functional leaders, inaddition, hold authoritative power. The mission of

Conclusion

CIFOR�s research project falls into the category ofautonomous project teams, in generating new ideasand approaches and dealing with new problems andissues. Coordination roles, task assignments,individual actions under a certain activity, themesand subjects, and communication channels need tobe clearly specified as a fundamental preconditionto successful project management (Lauer and Trecht1993, Vogel 1994).

Critical Success Factors

Why dedicate a separate section of this study tocritical success factors (CSF)? The system cannotbe established as a technical unit in isolation. Itmeets its objectives only with contribution by andsupport from a series of factors. These factors willdetermine the success or failure of the system andtherefore need to be addressed specifically. Theywill support management in understanding theeffects of developments and decisions, andultimately sustain efficient and effective applicationof information systems.

Several authors discussed the importance of CSFfor MIS and similar information systems and a verycomprehensive view of CSF in informationtechnology is provided by Pollalis and HansonFrieze (1993). They provide a 35-item scale of CSFwhich can be applied for various purposes such asinformation systems planning and design, needs andpriority identification, development of competitiveadvantage, and strategic planning of informationsystems. Ackhoff (1967) discusses MIS successfactors from the opposite angle, describing�management misinformation systems�. In hisstudy, five misconceptions are identified which arecritical to the success or, in terms of the author, thefailure of MIS. These are; abundance of irrelevantinformation, problems in defining information

Chapter 4Conclusion

58

needs, inappropriate use of information, ignoringorganisational structures and performance in thedesign of a MIS, and inadequate distribution ofresponsibilities between MIS staff and managers.In this discussion on how to avoid such failures,diagnosis and control are emphasised whereasinformation processing itself does not appear to beconsidered adequately.

Brancheau and Wetherbe (1987) describe keyissues in information systems management whichare critical to the success of effective systemsplanning. They also provide a ranking of theseissues and consider changes of these priorities overtime. In a number of publications, although notmentioned specifically, CSF can be derived fromdescriptions of preconditions and requirements forinformation systems planning and implementation.The common, identifiable factors are: support fromsenior management; a step-wise, well planneddevelopment and implementation process;assessment and reflection of user needs andrequirements; friendliness of the user interface;training both end-users and system administrators;and presentation of quick results (Ginzberg 1981,Alexander 1986, Bergeron et al. 1990, Senn 1991,Angermeyer 1993, Goodman 1993, Howard andRai 1993, Branin et al. 1994, Bryson and Bromiley1993, Byun and Suh 1994, Wiggins 1994).

Based on the experience gained in the course ofthis study and the considerations of other authors, alist of CSF was established (see Table 14).

These ten CSF are not listed in any order ofpriority and are equally crucial to the successfulimplementation and operation of the MIS. Activesupport from senior management is critical forseveral reasons. Senior managers are expected tobe key users of the MIS, in particular for analyticalpurposes. Furthermore, they have to ascertain thatstaff in charge meet agreed conventions andprocesses for MIS inputs. Finally, they decide uponthe long-term strategic direction and support of thesystem.

System maintenance can only be justified if end-users� expectations are fully met. Their involvementhas to extend beyond the planning phase into theimplementation and maintenance of the MIS. Theyalso have to feel comfortable with the use of thesystem, need sufficient transparency to understandit, and require the most user-friendly operations.Moreover most end-users will have to provide thenecessary inputs to enable the system to producerequired outputs.

As described previously, CIFOR operates in avery dynamic environment, so MIS successdepends on its capacity and speed to react to newchallenges. Such challenges can originate in newuser-demands for applications, desired growth ofthe system, higher degrees of integration with othersystems or latest technological developments. TheMIS has to become an integral part of theorganisation�s overall strategy. The strategic contextconstitutes the environment in which the MIS isfunctioning and MIS principles and objectives are

Table 14. Critical Success Factors

1. Active support from senior management

2. Involvement of end-users in the implementationprocess

3. Flexibility of the system to respond to evolvinginternal and external demands

4. Provision of required inputs by staff members

5. Integration of the MIS into the organisationalstrategy

6. Development of end-user capabilities

7. Efficient management and maintenance of theMIS

8. Capability of the MIS to integrate with otherinformation systems

9. Simplicity, transparency and user friendliness ofthe system

10. Sufficient resources for implementation andmaintenance


strongly interrelated with it. The capabilities ofusers and administrators to operate the MIS are alsocritical to its success. User skills determine if thedesired information can be obtained from thesystem and consequently if the system meets itspurposes. They are critical too for the correctness,timeliness and completeness of the inputs. MISadministrative staff must have skills to maintain andadapt the system most, efficiently.

Finally, the system can only be operatedsuccessfully with sufficient resources. Not onlyhuman resources are required but also financialresources for systems implementation, updates andextensions, and external consultants.

The CSF potentially can serve differentpurposes. A CSF-oriented approach in the courseof the system implementation will guarantee thatmajor factors are considered appropriately. CSFalso determine priorities for the long-termdevelopment of the MIS and allocation ofresources. Moreover, CSF are points of referencefor the monitoring of the impact and success of thesystem as discussed in the following section.

Monitoring and Evaluation of Impactand Success

Investments and efforts related to MIS developmentmake it necessary to develop tools and proceduresto monitor and evaluate its impact and success.Szewczak (1991) describes six main concerns inevaluating MIS. These are related to justificationof resource investments, clarification of benefitsfrom such investments, establishment of standardsfor measurement of the MIS function, control ofcomputer misuse and crime, provision of time seriesfor comparison of MIS performance, anddevelopment of an information base for futureplanning.

The general effectiveness of a MIS can bemeasured in several ways. They include decision

effectiveness and quality, utilisation, usersatisfaction, changes in user behaviour and attitudesand organisational performance. The authors cannotprovide a synthesised approach to monitoring andevaluation due to a lack of empirical experience inthis particular area. The scope of this study doesnot permit these issues to be dealt with in detail.Nonetheless a practical approach is suggested whichcan be used in the beginning and integrated intoCIFOR assessment of research impact.

CSF can serve as initial reference for monitoringand evaluation of impacts and success.Retrospective evaluation of support from seniormanagement and involvement of end-users in theimplementation process can provide an impressionof how these factors were considered. Flexibilityof the system to respond to evolving internal andexternal demands can be measured by parameterssuch as overall capability of the system to handlesuch developments and related cost and time of theadaptation process.

It is relatively easy to measure provision ofrequired inputs by staff members since, if inputsare not provided, desired outputs cannot begenerated. However, the quality of the inputs, theircorrectness, completeness and timeliness are moredifficult to measure. Nevertheless, formalevaluation mechanisms taking these factors intoaccount, will have to be established. A related factorto be assessed periodically, possibly by means ofinterviews, is staff motivation to provide inputs.Integration of the MIS into the organisationalstrategy is a less tangible factor to investigate. Itmight be easy to evaluate the consideration of MIS-related issues in strategic documents produced bythe organisations but it is difficult to assess theextent to which such considerations affect strategicdecisions and influence the behaviour of seniormanagers. Periodic discussions with managersmight help understand this process and increaseawareness.

Chapter 4Conclusion

60

A first step in monitoring and evaluatingdevelopment of end-user capabilities is toinvestigate training measures for using the MIS.Since training can provide only the basis forcapability development, other indicators might bethe number of problems in the use of the system,the number of errors in data inputs, and thefrequency with which end-users require supportfrom the MIS manager. The management andmaintenance of the MIS should be evaluated forefficiency. Indicators are capability to solveproblems, response time to problem solving andnumber of problems that occur due to errors in thesystem or system management. Analogously to end-user capability development, MIS administratorsneed to be trained in the beginning and receivecontinuous training.

Assessment of the MIS capability to integratewith other information systems can be made laterand will consider the possibilities for systemsintegration and resources required for specificintegration tasks. At the implementation stage,indicators might be the extent to which standardsare incorporated in the application development, forexample, the capability of the system for SQLprocessing or links with CIFOR�s communicationinfrastructure. Evaluation of simplicity,transparency and user friendliness might useindicators such as the time required to familiariseusers with the system, the decrease of applicationerrors over time and overall user satisfaction.

Resources for implementation and maintenancecan be easily evaluated by comparing resourceallocation for the MIS with competing activities inCIFOR. It can provide important indications on howthe MIS is perceived among senior management andwill be strongly influenced by the performance ofother CSF.

A weakness of CSF as a performance indicatoris that although it potentially provides sufficient dataon system efficiency and effectiveness, it onlymarginally assesses the overall success of the MIS.

Additional tools are required to investigate if theobjectives of the MIS are met. There are twochallenges in this respect. First, efficiency,effectiveness and impact of CIFOR�s research needto be assessed and secondly, tools are requiredwhich can identify a correlation between positiveeffects in these areas and the contribution of theMIS. However, more research is required todevelop such tools and mechanisms (Szewczak,1991). CIFOR responded to this demand bydedicating a staff position to the assessment ofresearch capacity and impact of both CIFOR andits partner organisations. Finally it needs to bepointed out that monitoring and evaluation ofperformance and success can and should beconducted only to the extent management demandssuch information. Consequently, seniormanagement, the impact assessment scientiest andMIS staff need to be involved.

Applicability in Other Centres

CIFOR�s collaborative research approach involvesmany partner organisations in industrialised andless developed countries. Although its primaryresearch concerns are forestry and forestry-relatedsubjects, it is frequently associated with developingand supporting capacities in the area of researchmanagement. The International Service for NationalAgricultural Research, one of CIFOR�s partnerorganisations in the CGIAR, developed in 1991 anInformation Management System (INFORM)targeted at national research systems (Gijsbers1991, Nestel 1991a, b, c). It includes features tointegrate all information on projects, research costsand budget, standardised cost codes, and a keywordsystem for analytical purposes. Several INFORMfeatures can be found in CIFOR�s MIS concept butthere are also different elements. Thus, rather thanfocus on individual approaches should be structuredfor research information management purposes.

The analysis and structuring of CIFOR�s MIShas the potential of being applied in collaborative


activities with partner organisations benefiting bothCIFOR�s scientists and their partners. It enablesCIFOR staff to collect appropriate data formanaging research activities while, on the otherhand, CIFOR�s collaborators may use structuralelements for their own research management.Benefits may include a common base ofunderstanding which helps to improvecommunications among all partners involved in aspecific activity, and increased efficiency throughcomplete management data sets leading to moreeffective research. In addition, a demonstrationeffect can be initiated which may result inmultiplication of such benefits in similar projects.

There are two reasons for some perceivedreluctance to apply MIS within the CGIAR: somecentres developed systems in the seventies andeighties that now suffer from lack of maintenanceand user-friendliness; and secondly, more recentmembers of the CGIAR, particularly the smallercentres, are hesitant to invest in such systems

because of uncertainty and lack of positiveexperience. As a consequence, it is expected thatCIFOR�s MIS development will be watched veryclosely by its sister organisations within the CGIAR.There is potential for CIFOR to take a leading rolein MIS within the CGIAR and its establishedstandards adopted by other centres.

On a cautionary note, CIFOR, to avoid risk offailure, has to gain its own experience with thesystem before some elements can be generalised.In addition, generalisation of MIS experience ispossible only to a certain extent. Most organisations,particularly at the national level, will have toconsider requirements from their immediateenvironment which might limit the potential forgeneralisation. Finally, CIFOR has its own mandateas a research organisation and its priorities are onresearch rather than research management.Although these two areas are closely interrelated,in almost all cases, a MIS will have, a role to supportresearch-targeted activities.

Annex 1. Sample Information Flow Assessment Chart

MIS - Information Requirements Assessment Questionnaire

Name: _________________________ Date: __________________________

1. Tasks1.1 What are your main tasks and what information is needed for fulfilling them?1.2 What decisions do you make in fulfilling the tasks and what information do you need for

decision making?1.3 In the past, were information requirements satisfied, and how?

2. Success factorsWhat factors are critical to the success of your activity and what information do you need toachieve success in them or monitor progress?

3. Outputs3.1 What are the outputs of your activities and what information do you need to measure

effectiveness in achieving the outputs?3.2 How are the outputs presented?3.3 What resources are used in producing the outputs and what information is needed to measure

efficiency in use of the resources?

4. Contributions of MIS4.1 How could a MIS contribute to improvement of your work?4.2 How do you expect to work with a MIS in your daily tasks?

Annex 2. Information Needs and Requirements Questionnaire

Annexes

Other Research Divisions

Other organisational subsystems

Name: _______________________ Date: ______________________

Entities external to CIFOR

Research Support Division

Admin. and Finance

Director General’s Office and Management Group

Natural Forest

Ecology & Management

NARS

Int’l Research Centers

Donors

CGIAR

Annexes64

Annex 3. Financial Information System Data Field Structure

Physical FileName

SALFLDGddd SAbF-ddd.dat (b=L for Actual, B-K for Budget)Ledger Transactions

ACCNT_CODE char (15) char (15) Account code->SSRFACC.ACCNT_CODE

PERIOD integer (7) char (7) Posting period format yymm

TRANS_DATE integer (8) numeric (8) Posting date format yymmdd

JRNAL_NO integer (7) decimal (4) System generated by posting

JRNAL_LINE integer (5) decimal (3) System generated by posting

filler1 char (1) filler

T_TYPE char (1) Record Type

AMOUNT money / 18,3) decimal (10,3) Value of transaction + or -

D_C char (1) char (1) D or C because std sun uses unsigned

ALLOCATION char (1) char (1) Flag - Allocated

JRNAL_TYPE char (5) char (5) The SA journal used to create journal

JRNAL_SRCE char (5) char (5) Optional initials of operator

TREFERENCE char (15) char (15) Transaction reference

DESCRIPTN char (25) char (25) Description

ENTRY_DATE integer (8) numeric (8) System date when transaction entered

ENTRY_PRD integer (7) char (7) Current Period when transaction entered

DUE_DATE integer (8) numeric (8) Optional, overides std terms

filler2 char (10) filler

PAID_REF integer (9) decimal (5) Payment / Allocation reference

PAID_DATE integer (8) numeric (8) Payment / Allocation date

PAID_PERIOD integer (7) char (7) Payment / Allocation period

ASSET_IND char (1) char (1) Flag to indicate that Asset fields are used

ASSET_CODE char (10) char (10) Asset Code

ASSET_SUB char (5) char (5) Asset Sub Code

CONV_CODE char (5) char (5) Conversion code ->SSRFCNV.CODE

CONV_RATE float / (18,9) decimal (10,9) Calculated rate

OTHER_AMT money (18,3) decimal (10,3) Converted Amount

OTHER_DP char (1) char (1) No of Decimal places in other amount

ENTRY_OPID char (3) char (3) Operator ID of Journal Entry

POST_OPID char (3) char (3) Operator ID of Posting

AMEND_OPID char (3) char (3) Operator ID of Allocation

REVERSAL char (1) char (1) Amount Reversal

LINKED_TEXT char (1) char (1) Linked Text indicator

ANAL_T1 char (5) char (5) T1 Analysis ->SSRFANV.CODE






Annex 4. Sample Project Sheet

Research Support DivisionPROJECT INFORMATION

Activity 5.2 PublicationsProject: TREE-CD ServiceFile Location: Dc - Tree-CDBudget Code: 52104Guide to Filing System: Filing cabinet 2: Dc01-General correspondence; Dc03-Newsletter

Desk Task Manager: Dc-Folders on Individual Training Courses

Task Manager: Michael IbachTask Manager�s Input: Comprehensive project managementLocation of Research: Global

Summary: This project is integrated in a series of projects supported by the OverseasDevelopment Administration, UK. It includes the distribution of 20 sets ofthe TREE-CD database on CD-ROM (CAB International) to selected CIFORpartner organisations. Once selected, the information systems managers ofthese organisations are invited to an introductory training workshop on TREE-CD and CD-ROM technology.

Expected Output: The TREE-CD database is installed and operational in partner organisations.Information Systems Managers are trained and able to train other staff intheir organisations. Project participants are formally in contact through aninformation systems network.

Partnerships: ODA; FORSPA (Phase 1). CAB International; Participating institutions in 14countries

Duration: April 1993 to March 1997

Status: On-going. All 20 sets of TREE-CD are installed, training was provided incourses in Bogor, Indonesia (in cooperation with FORSPA, April 1995) andPretoria, South Africa (July 1995). A newsletter to be circulated amongparticipating institutions will be released in October 1995.

Funding: Overseas Development AdministrationBudget (Total): US$ xxxxxxxBudget Spent: US$ xxxxxxxUpdate of Summary: September 1995Contact Person: Michael Ibach

Annexes

66Annex 5. Local Area Network Configuration Chart

Sun Sparstation 10

UNIX Server

ArcInfoSASBML

CIFOR-NT2AST-P133

128Mb RAMNTServer4.00

100-User

CIFOR-NT1AST-P10064Mb RAMNTServer

4. 0100-User

0

CIFOR-FS2HP

NETSERVERP133

128Mb RAMNovell 4.10

50-User

CIFOR-FS1HP

NETSERVERP133

128Mb RAMNovell 4.10250-User

OpticalStorage

Unit

General ApplicationsServer

MS-MailCD-ROMs

General Applications& File Depository

Accounting SystemServer

SunAccountBtrive

Messaging Server

Exchange Mail Web

SQLSINGER

DMSMISIMS

CDS-ISIS

Switched 100Mb IPX Switched 100Mb IPX Switched 100Mb TCP-IP Switched 100Mb TCP-IP Switched 100Mb TCP\IP

Switched Ethernet Backbone (28115 Switching Hub)

Database Server

1 Floor East IDF10/100Mb IPX/TCP-IP

st 1 Floor West IDF10Mb IPX/TCP-IP

st2 Floor East IDF10Mb IPX/TCP-IP

nd 2 Floor West IDF10Mb IPX/TCP-IP

nd IP Router/Terminal Server Etc.10MbTCP-IP

8GB USERS

8GB USER 8GB USER

1GB SYS 1GB SYS

1GB SYS

4GB DATA

20GB

4GB DATA

4GB DATA

4GB DATA

4GB DATA

1GB SYS1GB SYS

1GB SYS

Solaris1.x/SunOS4.1x

Sun Sparstation 1016Mb Ram


The MIS Project Advisory group will beestablished for the duration of the implementationof a management information system for CIFOR.The Management Group will determine membersof the group.

The overall objective of the MIS-PAG is toadvise the MIS project coordinator andManagement Group in the course of theimplementation of the MIS. In particular, the groupwill:

Annex 6a. Terms of Reference: MIS Project Advisory Group

� Provide critical inputs into the MIS implementa-tion process;

� Represent staff interests to be considered duringthe MIS implementation;

� Support the work of the project coordinator andexternal consultants;

� Assist in presenting the MIS process to Manage-ment Group and all staff.

The MIS consultant will provide advice to CIFOR,in particular the project team and ManagementGroup, in the following areas:

� Review the MIS concept, in particular integra-tion aspects and interfaces with other systems;

� Propose a MIS software and assist in its procure-ment;

� Elaborate a detailed work plan for the MIS imple-mentation;

� Review programming implications of the MISconcept;

Annex 6b. Terms of Reference: MIS Consultant

� Provide programming services as identified inthe review, both for the MIS design and inter-faces with other systems;

� Ensure that the MIS fully integrates with the ex-isting computer-supported infrastructure;

� Assist the implementation process at criticalmilestones;

� Elaborate a training programme for users andsystem administrators.The MIS consultant will report to the MIS project

coordinator.

Annexes68

Annex 7. Sample Task Data Set

CIFOR Management Information System

105030 Site management and productivity in tropical forest plantations

Status: Active - 01/01/95

Document LocationC. Cossalter�s filing cabinet �Site Management�

SummaryIf plantations as a technology are to continue to be vigorously promoted, it is essential to understandbetter their long-term impact on site productivity factors. Do the changes in soil characteristics inducedby intensive forms of plantation management lead necessarily to site degradation as it is currently assumed?How can changes in soil characteristics be influenced by silvicultural and harvesting practices? Cansuccessive and equally productive crops of trees be harvested from a site in perpetuity? The project aimis to increase our understanding of the processes controlling productivity of plantations in the long-termand to measure the impact of selected management practices on productivity. These will be the basis formore sustainable management options. The project is conducted as a network of partnerships betweenseveral organisations and CIFOR.

Summary of Outputs and Achievements to dateExperiments in place in Australia, China, Congo, South Africa (a total of 6 locations). Good progressmade in launching the research at 6 additional locations in Brazil, India, and Indonesia.

Examples of Output Take-up and ImpactPartners in Congo are taking the opportunity of CIFOR project to develop more basic research aimed atmeasuring the input/output budgets for water and nutrients and the energy and CO2 balances.

Details of NARS Training or Capacity Building

Project Title Plantation Forestry on Degraded or Low-Potential Sites

Project Short Title Plantation Forests

Project Number P5

Task Title Site management and productivity in tropical forest plantations

Date 11.06.97

Proposer C. Cossalter

Concept Note Elaborated with input of collaborators during 1995and discussed at a workshop with main collaboratorsin Nov. 1995


Strategic Linkage Weight

Improving Forest Productivity - 2.1 Improved Management Options

Improving Forest Productivity - 2.3 Dissemination of Improved Management Options

Increasing Research Capacity - 4.1 Capacity Building through Partnerships

Understanding Forest Environments - 1.2 Forest Ecosystems and Their Productivity

3

2

2

3

Total 10

Goals (Link to CIFOR objectives)Understanding the biophysical and socio-economic environments of present and potential forest systemsand forestry, and their functional relationships. Creating the potential for sustainable improved productivityof forest systems for the benefit of people in developing countries.

Purpose (Impact)The project aim is to increase our understanding of the processes controlling productivity of plantationsin the long-term and to measure the impact of selected management practices on productivity. These willbe the basis for more sustainable management options.

OutputsIn 1996, research sites were selected and research protocols finalised in Australia, Congo, China, SouthAfrica.

Completed 12/31/96 Research Update

Completed 12/31/95 Methodology document

TAC Categories 4 - Production systems development and management for trees

9 - Training

CGIAR-SWI none

Date Circulated Task predates current review process

Comments Received Task predates current review process

Review Meeting Date Task predates current review process

Meeting Brief Task predates current review process

Sources of Funds CIFOR(core)

Meeting Result Approved Management Group

Task Code 105030

Annexes70

CIFOR Inputs

Completed 11/01/95 MAINTAIN A SCIENTIFIC ADVISORY GROUP AND FACILITATE THEACCESS OF COLLABORATORS TO MORE SPECIFIC SCIENTIFICEXPERTISE WHEN REQUIRED ()

Completed 11/01/95 FACILITATE EXCHANGE OF INFORMATION AMONGST PARTNERS;GATHER AND SYNTHESISE THE REQUIRED DATA; IF NEEDED, HELPPARTNERS TO PUBLISH THEIR RESEARCH RESULTS IN ADDITION TOWHAT WILL BE PUBLISHED THROUGH THE PROJECT ()

Partner Inputs Add Input Details by Item

Completed 11/01/95 BE RESPONSIBLE FOR THE STUDIES WITHIN THEIR SITES; SHAREEXPERIENCE; RELEASE DATA CONSISTENT WITH THEREQUIREMENTS OF THE STUDY ()

Start Date 01.01.95 Expected End Date 31.12.2000

Actual End Date

Final Report Submitted

InputsNov. 1995 workshop with main collaborators to finalize project methodology and discuss implementationof activities and workplan. May-June 1996, visited research sites in Congo and China

TASK MANAGER COSSALTER, Christian (Male)

SCIENTIFIC STAFF KOBAYASHI, Shigeo (Male)

Region AFRICA, ASIA, LATIN AMERICACountry AUSTRALIA, CHINA, CONGO, SOUTH AFRICAEco-region Not in eco-region

Tropical moist forests in central-west Africa and the CongoTAC Zones Asia

Latin America and the Caribbean

Sub-Saharan AfricaEco Floristic Zones Lowland moist with long dry season

Lowland moist with short dry season

Lowland sub-dry

Lowland very moist


Annex 8. Activity Database Navigator Screen

Annex 9. Contacts Database Navigator Screen

Annexes72

Annex 10. Sample Leave Application Form


Annex 11. Sample Travel Authorisation Form

Annexes74

Annex 12. Sample Purchase Requisition Form


Annex 13. Publication Pipeline Navigator Screen

Annexes76

Annex 14. Sample Publication Pipeline Data Set


Annex 14. (continued) Sample Publication Pipeline Data Set

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