Closure Report


As part of the consolidation of systems within Edinburgh Innovations and to reduce customer data held in silos, there is a requirement to deliver a Salesforce based Intellectual Property Management system that as a minimum provides all of the data and functionality currently utilised within Inteum, whilst maintaining secure access such that information and communications relating to Intellectual Property are only accessible by defined individuals with Edinburgh Innovation.


To migrate the Intellectual Property Data (IP) and replicating the existing functionality and record security within  a new Salesforce platform

To utilise the migration processes previously defined in CSG016 and update from lessons learned

To engage with the Digital Skills and Training Team in ISG to manage and support the delivery of IRM training 

Complete accessibility requirements through the completion of an EqIA

Update the current DPIA for the Salesforce IRM

Project Summary

The project was commenced on the requirement to migrate the Intellectual Property Data (IP) based on users requirements into Salesforce before the end of July 2020. Consistent with the drive to consolidate system use, this is to avoid resubscription costs for  the externally provided tool presently used,  as the previous IP management tool contract was due to expire in August 2020.  The project has delivered an Intellectual Property Management system within the Salesforce IRM and onboarded the Technical Transfer  to manage their business going forward.   This has been achieved through

  • The migration of all the required data from the previous system Inteum;
  • The delivery of the functionality specified by the Technical Transfer required to deliver a minimum viable product with regards to Back Office functionality
  • The development of the Inventor Disclosure Portal (utilised by academics and other UoE users)
  • As part of the development a total of 57 custom objects have been utilised
  • A new reporting suite, consisting of number of reports developed within Salesforce  in conjunction with a number of Microsoft Power BI reports where data from multiple systems were being analysed 

The migration of data to the live environment was completed over the weekend by Alasdair MacLeod and David Montreuil, greatly reducing the 'down time' to the business.

A phased implementation of the solution has resulted in the both the Back Office functionality and initial reporting requirements being launched in mid-September followed by a soft launch of the Inventor Disclosure Portal in November.   The Inventor Disclosure Portal will be rolled out to a number of specified users in the first instance to elicit feedback prior to completing the launch across the University.   At this point, access to the existing application was set to read-only Due to the extended time required to deliver the Back Office functionality, there was the requirement to extend the Inteum contract for three months  to November 2020 at a cost to EI.    However, whilst all the data has been transferred as requested, the decision has been made to further extend the Inteum contract for a further six months as a 'safety blanket' for the TT Team at a further cost to EI.

The business requirements were defined and prioritised into three levels, with level one defining 'must have' requirements, along with the required data fields  

A test 'Sandbox' environment was initially created along with the migration of all specified Intellectual Property data.  This enabled 

  • the development of a script based data migration process, which was subsequently used at the live implementation, enabling system downtime to be minimised
  • user testing and user training were more relevant as the business users were more familiar with the data 
  • the ability to cross reference and verify the newly created reports along live reports 

A revised IRM data model incorporating the new Edinburgh Innovations Intellectual Property components has been created 

The project had to overcome the issues of training users of the new system remotely.  Having reviewed the options in using both MS Teams and Collaborate, the decision was taken to use MS Teams to complete the training.   A bespoke training plan for the Technical Transfer Team was created according to back office user requirements and two training sessions were provided for members of the TT Team, the first was a general overview of how Salesforce could be utilised and the second was based around practical hands-on experience

The System Definition Documentation generated from the previous project CSG016  has been reviewed in relation to the  post project support and has been confirmed

The Equalities Impact Assessment (EqIA) has been created 

The Data Protection Impact Assessment (DPIA) for the IRM  has been updated

This project proved to be far more complex to deliver than anticipated at the planning stage and took considerably more time and effort than initially estimated.  Whilst a number of individuals participated at various levels and contributed in different ways throughout the delivery of the solution, the project would like to recognise the effort and commitment of,

  • Alasdair MacLeod for all the development 
  • David Montreuil for the development of the reporting suite 
  • Gillian Ferguson for delivering the user training 
  • Cameron Craig for leading and coordinating the user testing 


Phase  Achieved 
O1. Onboarding of IP team into Salesforce Yes
O2. User Training Guides Yes
O3. System Related Documentation  Yes


Phase  Priority Achieved 
D1.1 Migration of Inteum data and replicating Inteum functionalities and record security within Salesforce M Yes
D1.2 Determine Lessons learned from migration process S Yes
D2.1 Delivery of User Training Guide M Yes
D3.1 Publication of Equalities Impact Assessment (EqIA) M Currently under review
D3.2 Update existing DPIA to incorporate the IP team onboarding M Yes
D3.3 Delivery of OLA M Currently under review 

Analysis of Resource Usage:

Staff Usage Estimate: 30 days

Staff Usage Actual: 40 days

Staff Usage Variance: 133%

Other Resource Estimate: £0 

Other Resource Actual: £0

Other Resource Variance: xx%


Breakdown by Team 

Team Estimate Actual Difference Reason for Difference 
Project Management  13 35.5 -22.5  Extended project timescales 
Project Governance  2 0.5 1.5 Over estimate 
Enterprise Architecture  12 4 8 Less input required throughout the project than initially estimated 
Service Management  3 1 3 No Service Manager in post during the majority of the project 

Explanation for Variance

The project has, scheduled to be completed in June 2020 has been extended for the following reasons;

  • The development process to migrate the Inteum data was more complex and the effort greatly underestimated with regards to both the Back-Office functionality and the Inventor Disclosure Portal
  • Due to the time taken to manually migrate the Inteum data, additional effort was required to create a scripted process for the data migration.  This however proved to be worthwhile as it created a proven process for the live migration, and speeded up the migration process 
  • The user testing phase of the project took considerably longer than anticipated for the following reasons
    • The project team members from the Technical Transfer team experienced serious time conflicts with their on-going daily requirements which greatly limited their ability to undertake user testing on both the Back Office system and the Inventor Disclosure Portal
    • Initially the subset of data proved insufficient to complete system testing and validate reports 
    • Due to the lack of defined business processes, the testing process took longer as functionality in many cases had to be referred back to other members of the TT Team to review 


Key Learning Points

  • Additional time should have been made available at the start of the project to complete a full set of business requirements and the associated business processes as this would have greatly assisted in defining the development priorities and the user testing.   
  • The project objectives and justifications are communicated to the business area at the start of the project
  • When working to hard deadlines, the expectations of the project should be clearly communicated to both the business and the project team 
  • There is the requirement to ensure at the start of the project that the roles, responsibilities required of the business representatives of the project team are fully defined and that team members are allocated sufficient time to contribute to the project and not conflict with day to day responsibilities releasing to the business team

  • The project team would have benefited through the inclusion of a few academic users to assist with the Portal development 

  • A more structured approach to testing could have been considered whereby initial peer testing was completed before being presented to the TT Team for evaluation 

  •  The tool JIRA should be used to manage all project issues, tasks and their assignments. 
  • 'Jargon' should be avoided as this can cause confusion 
  • Production of reports should happen once the implementation phase is achieved, and the system is mainly stable

Outstanding Issues

  • Having completed the successful transition, a subsequent project will be undertaken within Edinburgh Innovations team to address both outstanding and additional requirements, and continue to support the Tech Transfer team fully integrate to the new system. Specifically, this will be undertaken in accordance with the agreed SDD.


PDF icon csg017_outstanding_issues.pdf33.47 KB

Project Info

IRM - Intellectual Property (IP) Team Onboarding
CSG Portfolio Projects (OTHCSG)
Management Office
Project Manager
Andrew Stewart
Project Sponsor
Brendan McGuckin
Current Stage
Start Date
Planning Date
Delivery Date
Close Date
Overall Priority