University-Industry-Government Partnerships - - PowerPoint PPT Presentation

SLIDE 1

University-Industry-Government Partnerships A Canadian Perspective University-Industry-Government Partnerships A Canadian Perspective p Hausi A. Müller, University of Victoria Hausi A. Müller, University of Victoria

SLIDE 2

Objectives Objectives Objectives Objectives

Th l f NSERC’ f di d l Th l f NSERC’ f di d l

The role of NSERC’s funding models

National Sciences and Engineering Research Council

The role of industrial research centers

The role of NSERC’s funding models

National Sciences and Engineering Research Council

The role of industrial research centers

The role of industrial research centers

IBM CAS, CA Labs, SAP Business Objects ARC

The role of CEAB Accredited SE degree programs The role of industrial research centers

IBM CAS, CA Labs, SAP Business Objects ARC

The role of CEAB Accredited SE degree programs The role of CEAB Accredited SE degree programs

Canadian Engineering Accreditation Board

CSER as a case study The role of CEAB Accredited SE degree programs

Canadian Engineering Accreditation Board

CSER as a case study CSER as a case study

Consortium for Software Engineering Research

CSER as a case study

Consortium for Software Engineering Research

2

It’s all about Highly Qualified Personnel (HQP) It’s all about Highly Qualified Personnel (HQP)

SLIDE 3

My Background My Background My Background My Background

UVic UVic NSERC NSERC UVic

At UVic since 1986 Founding Director of Bachelor of

Software Engineering program 2003-07

UVic

At UVic since 1986 Founding Director of Bachelor of

Software Engineering program 2003-07

NSERC

CRD Grants since 1993 Served on NSERC committees

Discovery, Equipment (Chair), Strategic (Chair) ACUIG

NSERC

CRD Grants since 1993 Served on NSERC committees

Discovery, Equipment (Chair), Strategic (Chair) ACUIG g g p g

SE program Accreditation 2007 Over 50 graduate students supervised

I ndustry-University Collaboration

g g p g

SE program Accreditation 2007 Over 50 graduate students supervised

I ndustry-University Collaboration

Strategic (Chair), ACUIG (Advisory Committee for University Industry Grants)

CSER

1996 CSER

Consortium for Strategic (Chair), ACUIG (Advisory Committee for University Industry Grants)

CSER

1996 CSER

Consortium for

Over 20 years experience IBM, SEI, CA, NRC, Business Objects,

klocwork, Nortel, …

I BM CAS

Over 20 years experience IBM, SEI, CA, NRC, Business Objects,

klocwork, Nortel, …

I BM CAS

1996 CSER—Consortium for

Software Engineering Research was founded

Chair of CSER Technical

Steering Committee for the

1996 CSER—Consortium for

Software Engineering Research was founded

Chair of CSER Technical

Steering Committee for the

I BM CAS

Sabbatical Toronto Lab 92/93 Worked with CAS ever since 2006 IBM CAS Toronto Faculty Fellow

I BM CAS

Sabbatical Toronto Lab 92/93 Worked with CAS ever since 2006 IBM CAS Toronto Faculty Fellow

Steering Committee for the past 10 years

2000 NSERC Leo Derikx

Synergy Award for CSER

2006 CSER Outstanding

Steering Committee for the past 10 years

2000 NSERC Leo Derikx

Synergy Award for CSER

2006 CSER Outstanding 3 2006 IBM CAS Toronto Faculty Fellow

• f the Year Award

2006 IBM CAS Toronto Faculty Fellow

• f the Year Award

2006 CSER Outstanding

Leadership Award

2006 CSER Outstanding

Leadership Award

Motivation from work at ABB before Grad School Motivation from work at ABB before Grad School

SLIDE 4

NSERC NSERC

National Sciences and Engineering Research Council National Sciences and Engineering Research Council

• Discovery Grants
• Discovery Grants
• Discovery Grants

Every researcher; success rate (SR): 80%; international review in 2008

• Strategic Grants
• Discovery Grants

Every researcher; success rate (SR): 80%; international review in 2008

• Strategic Grants

g

Only industrial in-kind required; SR: 15-30%

• Collaborative Research & Development Grants (CRD)

Industrial cash & in-kind required; up to 2:1 matching; SR: 75-85%

Industrial Research Chairs g

Only industrial in-kind required; SR: 15-30%

• Collaborative Research & Development Grants (CRD)

Industrial cash & in-kind required; up to 2:1 matching; SR: 75-85%

Industrial Research Chairs

• Industrial Research Chairs

Industrial cash & in-kind required; 1:1 matching; SR: 75-85%

• Networks of Centers for Excellence (NCE)
• Industrial Research Chairs

Industrial cash & in-kind required; 1:1 matching; SR: 75-85%

• Networks of Centers for Excellence (NCE)
• Networks of Centers for Excellence (NCE)
• Mini NCEs (e.g., CSER)
• Business-led NCEs (new initiative)

Industrial cash & in-kind required; up to 2:1 matching; SR: 75-85%

• Networks of Centers for Excellence (NCE)
• Mini NCEs (e.g., CSER)
• Business-led NCEs (new initiative)

Industrial cash & in-kind required; up to 2:1 matching; SR: 75-85% 4

• Incubation grants
• Incubation grants

NSF of Canada NSF of Canada

SLIDE 5

Software Engineering Software Engineering Degree Programs Degree Programs

I d t d d E i i i i SE d I d t d d E i i i i SE d

Industry demands Engineering

ngineering SE degrees

Canada has a high concentration of accredited SE

programs

Industry demands Engineering

ngineering SE degrees

Canada has a high concentration of accredited SE

programs programs

Calgary, Carleton, Concordia, Lakehead, McGill,

McMaster, New Brunswick, Ottawa, Victoria, Waterloo,

programs

Calgary, Carleton, Concordia, Lakehead, McGill,

McMaster, New Brunswick, Ottawa, Victoria, Waterloo, McMaster, New Brunswick, Ottawa, Victoria, Waterloo, Western Ontario

Programs are typically offered as joint programs

McMaster, New Brunswick, Ottawa, Victoria, Waterloo, Western Ontario

Programs are typically offered as joint programs

between CS and ECE

Many more SE options and specializations in CS

between CS and ECE

Many more SE options and specializations in CS

5

Success in numbers: ICSE 2008 in Leipzig had 80 participants Success in numbers: ICSE 2008 in Leipzig had 80 participants from Canada; 268 from Germany; 209 from USA from Canada; 268 from Germany; 209 from USA

SLIDE 6

Grand Challenge for CS Grand Challenge for CS Grand Challenge for CS Grand Challenge for CS

T h i i d i i i d i d t d t d ff l i ff l i T h i i d i i i d i d t d t d ff l i ff l i

Teach engineering design

engineering design and trade trade-

• off analysis
• ff analysis

with cost and quality criteria with cost and quality criteria

Teaches many transferable and qualitative skills

Teach engineering design

engineering design and trade trade-

• off analysis
• ff analysis

with cost and quality criteria with cost and quality criteria

Teaches many transferable and qualitative skills Teaches many transferable and qualitative skills Will apply 30 years down the road Produces generalists with analytical reasoning skills Teaches many transferable and qualitative skills Will apply 30 years down the road Produces generalists with analytical reasoning skills

Produces generalists with analytical reasoning skills

More fun because you see how things work together Instills self-confidence and passionate leadership

Produces generalists with analytical reasoning skills

More fun because you see how things work together Instills self-confidence and passionate leadership

6

SLIDE 7

Experience in Experience in Collaborating with Industry Collaborating with Industry

• What is the value it brings to my institution?
• What is the value it brings to my institution?
• What is the value it brings to my institution?

Funding for graduate students Access to architecture and development experts Access to industrial problems, methods and tools

• What is the value it brings to my institution?

Funding for graduate students Access to architecture and development experts Access to industrial problems, methods and tools Testbeds & scenarios for evaluation Consulting opportunities for PIs; 12 month-salaries in Canada

• How did it come about?

Industrial and academic partners recognizing the value Testbeds & scenarios for evaluation Consulting opportunities for PIs; 12 month-salaries in Canada

• How did it come about?

Industrial and academic partners recognizing the value Industrial and academic partners recognizing the value Government: NSERC NCSe Industry: IBM CAS, CA Labs, SAP Business Objects ARC, GM, MS University: encouraged more and more

l S 992/93 C S

Industrial and academic partners recognizing the value Government: NSERC NCSe Industry: IBM CAS, CA Labs, SAP Business Objects ARC, GM, MS University: encouraged more and more

l S 992/93 C S

Personal: Spent 1992/93 at IBM Toronto CAS

• What is unique about it?

NSERC funding model: Strategic, CRD grants NCEs CSER Personal: Spent 1992/93 at IBM Toronto CAS

• What is unique about it?

NSERC funding model: Strategic, CRD grants NCEs CSER 7 NCEs, CSER Engineering SE degree programs Coop programs NCEs, CSER Engineering SE degree programs Coop programs

SLIDE 8

Experience in Experience in Collaborating with Industry Collaborating with Industry

What aspects of collaboration does your collaboration cover? What aspects of collaboration does your collaboration cover? What aspects of collaboration does your collaboration cover?

It’s all about HQP More well rounded CS education—covers engineering aspects

PhD t d t i t d d t i d t i l t hi

What aspects of collaboration does your collaboration cover?

It’s all about HQP More well rounded CS education—covers engineering aspects

PhD t d t i t d d t i d t i l t hi

PhD students are introduced to industrial partnerships Bidirectional relationships: industry university

How do we handle IP created by collaboration?

PhD students are introduced to industrial partnerships Bidirectional relationships: industry university

How do we handle IP created by collaboration?

Depending on university: owned by university or by researcher CAS agreement, CA agreement, GM agreement, ARC agreement Ideally one agreement that works for all (e.g., CSER) Depending on university: owned by university or by researcher CAS agreement, CA agreement, GM agreement, ARC agreement Ideally one agreement that works for all (e.g., CSER)

y g ( g )

How does it relate to financial support from public funds?

Every industrial $ is matched by NSERC at least 1:1 up to 2:1 NSERC is directly involved

y g ( g )

How does it relate to financial support from public funds?

Every industrial $ is matched by NSERC at least 1:1 up to 2:1 NSERC is directly involved

8

NSERC is directly involved NSERC is directly involved

It’s all about Highly Qualified Personnel (HQP) It’s all about Highly Qualified Personnel (HQP)

SLIDE 9

CSER CSER

Consortium for Software Engineering Research Consortium for Software Engineering Research

M d t d d l M d t d d l

Mandate and model Funding model Mandate and model Funding model Organization and synergy Benefits and success stories Organization and synergy Benefits and success stories Benefits and success stories Lessons learned Benefits and success stories Lessons learned

9

SLIDE 10

CSER Mandate CSER Mandate CSER Mandate CSER Mandate

CSER helps Canada to capitalize on its CSER helps Canada to capitalize on its CSER helps Canada to capitalize on its

strengths in the software industry and contributes to the growth in the software and information technology sectors of the

CSER helps Canada to capitalize on its

strengths in the software industry and contributes to the growth in the software and information technology sectors of the information technology sectors of the Canadian economy through research, technology development and education information technology sectors of the Canadian economy through research, technology development and education

The initial mandate included research and

education—now just research

CSER research focuses on processes The initial mandate included research and

education—now just research

CSER research focuses on processes CSER research focuses on processes,

methods, techniques and tools for creating, maintaining, and evolving software products and applications

CSER research focuses on processes,

methods, techniques and tools for creating, maintaining, and evolving software products and applications

10

and applications. and applications.

SLIDE 11

CSER Model CSER Model CSER Model CSER Model

I d t d i I d t d i

Industry-driven Pre-competitive research Industry-driven Pre-competitive research Several research groups working on the

same or similar problems semi-

Several research groups working on the

same or similar problems semi- p competitively with the same company

• r different companies

p competitively with the same company

• r different companies

p

Mini Centre of Excellence

p

Mini Centre of Excellence

11

Without IBM CAS, there would be no CSER Without IBM CAS, there would be no CSER

SLIDE 12

CSER Community CSER Community CSER Community CSER Community

Industrial partners Industrial partners Industrial partners

CA Inc. (formerly Computer Associates), IBM

Toronto, IBM Ottawa, IBM Victoria, Nortel, Mitel, Bell Canada Sun OTI (now IBM) Rational (now

Industrial partners

CA Inc. (formerly Computer Associates), IBM

Toronto, IBM Ottawa, IBM Victoria, Nortel, Mitel, Bell Canada Sun OTI (now IBM) Rational (now Bell Canada, Sun, OTI (now IBM), Rational (now IBM), Klocwork Solutions, RIM, SAP Business Objects, SMEs in Calgary, Ottawa and Victoria

Universities

Bell Canada, Sun, OTI (now IBM), Rational (now IBM), Klocwork Solutions, RIM, SAP Business Objects, SMEs in Calgary, Ottawa and Victoria

Universities Universities

Alberta, Calgary, École Polytechnique de

Montréal, École de technologie supérieure, Manitoba Ottawa Queen’s Toronto York UBC

Universities

Alberta, Calgary, École Polytechnique de

Montréal, École de technologie supérieure, Manitoba Ottawa Queen’s Toronto York UBC Manitoba, Ottawa, Queen s, Toronto, York, UBC, Victoria, Waterloo, Western

Government

S C C S Manitoba, Ottawa, Queen s, Toronto, York, UBC, Victoria, Waterloo, Western

Government

S C C S

12

NSERC, NRC, SEI NSERC, NRC, SEI

Approximately 70 Approximately 70-

• 90 people attend

90 people attend the semi the semi-

• annual CSER Meetings

annual CSER Meetings

SLIDE 13

CSER Funding Model CSER Funding Model CSER Funding Model CSER Funding Model

Evolved over time (1996 – present) Evolved over time (1996 – present) Evolved over time (1996 – present) Phase I (Years 1-6)

10 projects funded by NSERC as one large project NSERC CAP (Cooperative Activities program) Grant for

Evolved over time (1996 – present) Phase I (Years 1-6)

10 projects funded by NSERC as one large project NSERC CAP (Cooperative Activities program) Grant for NSERC CAP (Cooperative Activities program) Grant for

Administrative Support

Significant admin support from NRC staff

Phase II (Years 7-9)

NSERC CAP (Cooperative Activities program) Grant for

Administrative Support

Significant admin support from NRC staff

Phase II (Years 7-9) Phase II (Years 7 9)

A set of NSERC CRD projects NSERC CAP (Cooperative Activities program) Grant for

Administrative Support

Phase II (Years 7 9)

A set of NSERC CRD projects NSERC CAP (Cooperative Activities program) Grant for

Administrative Support

Some admin support from NRC staff

Phase III (Years 10-present)

A set of NSERC CRD projects Some admin support from NRC staff

Phase III (Years 10-present)

A set of NSERC CRD projects

Accountability Accountability requirements requirements increase every year increase every year

13

Some admin support from NRC staff Charging conference fees at semi-annual CSER meetings Some admin support from NRC staff Charging conference fees at semi-annual CSER meetings

increase every year increase every year

SLIDE 14

NSERC CRD Grants NSERC CRD Grants NSERC CRD Grants NSERC CRD Grants

I iti l j t f di d l I iti l j t f di d l

Initial project funding model

$50K (or more) industrial cash

Initial project funding model

$50K (or more) industrial cash $200K in-kind contribution from industry $100K NSERC contribution—2:1 $200K in-kind contribution from industry $100K NSERC contribution—2:1

Current funding model

$50K (or more) industrial cash

Current funding model

$50K (or more) industrial cash

$ ( )

$50-100K in-kind contribution from industry $50-75K NSERC contribution—1.5:1

$ ( )

$50-100K in-kind contribution from industry $50-75K NSERC contribution—1.5:1

14

$50 75K NSERC contribution 1.5:1 $50 75K NSERC contribution 1.5:1

Get NSERC Officers involved from Day 1 Get NSERC Officers involved from Day 1

SLIDE 15

Role of Industrial Members Role of Industrial Members Role of Industrial Members Role of Industrial Members

Pivotal role Pivotal role Pivotal role Cash and in-kind contributions Provide research topics, problems and directions Pivotal role Cash and in-kind contributions Provide research topics, problems and directions

Provide research topics, problems and directions

Industrial staff monitor and participate in the

research activities M th d b t d i Provide research topics, problems and directions

Industrial staff monitor and participate in the

research activities M th d b t d i

Many co-authored papers between academics

and industrial participants

Strong involvement of management and Many co-authored papers between academics

and industrial participants

Strong involvement of management and

Strong involvement of management and technical staff

Availability of developers, processes, industrial

environments tools and source code Strong involvement of management and technical staff

Availability of developers, processes, industrial

environments tools and source code

15

environments, tools and source code environments, tools and source code

CSER is industry CSER is industry-

• driven

driven

SLIDE 16

Synergy among University, Industry d Synergy among University, Industry d and Government Participants and Government Participants

J t NCE CSER h b J t NCE CSER h b

Just as NCEs, CSER has been very

successful in bringing together h th t ld t h

Just as NCEs, CSER has been very

successful in bringing together h th t ld t h researchers that would not have formed relationships otherwise researchers that would not have formed relationships otherwise

Working together on common case

studies has produced solutions that are

Working together on common case

studies has produced solutions that are envied in the international research community envied in the international research community

16

2000 NSERC Leo Derikx Synergy Award 2000 NSERC Leo Derikx Synergy Award

SLIDE 17

Benefits Benefits Benefits Benefits

CSER is highly regarded and recognized in CSER is highly regarded and recognized in CSER is highly regarded and recognized in

the international SE research community

Creation of synergy between multi-company

d l i i i h à l S C

CSER is highly regarded and recognized in

the international SE research community

Creation of synergy between multi-company

d l i i i h à l S C and multi-university research à la NSERC Networks of Centres for Excellence (NCE)

Much smaller than a typical NCE;

and multi-university research à la NSERC Networks of Centres for Excellence (NCE)

Much smaller than a typical NCE; Much smaller than a typical NCE;

PIs, students and industrial participants all know each other Being able to attack several aspects of a

Much smaller than a typical NCE;

PIs, students and industrial participants all know each other Being able to attack several aspects of a

Being able to attack several aspects of a

problem in parallel

Working together on common problems Being able to attack several aspects of a

problem in parallel

Working together on common problems

17

g g p brings out better solutions g g p brings out better solutions

Multi Multi-

• university multi

university multi-

• project, multi company synergy

project, multi company synergy

SLIDE 18

Benefits Benefits Benefits Benefits

Because CSER research focuses on the processes Because CSER research focuses on the processes Because CSER research focuses on the processes,

by which products are built and supported, and not necessarily on the products themselves,

Because CSER research focuses on the processes,

by which products are built and supported, and not necessarily on the products themselves, y p , companies can collaborate on this kind of research not just in the pre-competitive stage, but even while the products are being marketed y p , companies can collaborate on this kind of research not just in the pre-competitive stage, but even while the products are being marketed but even while the products are being marketed.

Method and process improvement make

companies more competitive through higher but even while the products are being marketed.

Method and process improvement make

companies more competitive through higher companies more competitive through higher productivity, reduced time-to-market, better quality, more accurate prediction for planning, reduced unit costs and longer life times companies more competitive through higher productivity, reduced time-to-market, better quality, more accurate prediction for planning, reduced unit costs and longer life times

18

reduced unit costs, and longer life times. reduced unit costs, and longer life times.

SLIDE 19

Lessons Learned Lessons Learned Lessons Learned Lessons Learned

12 d ti i l 12 d ti i l

12 years and counting … is a very long

time for a valuable and fragile research i ti t i

12 years and counting … is a very long

time for a valuable and fragile research i ti t i

• rganization to survive

Building and consolidating an organization

• rganization to survive

Building and consolidating an organization

• f dissimilar and competing members

requires

• f dissimilar and competing members

requires

Significant time and energy Deep understanding of the forces at work Significant time and energy Deep understanding of the forces at work

19

Staying power and patience Staying power and patience

CSER is fragile and requires a lot of nurturing CSER is fragile and requires a lot of nurturing

SLIDE 20

Lessons Learned Lessons Learned Graduate Students or HQP Graduate Students or HQP

40 70 students at any one time in CSER 40 70 students at any one time in CSER

40-70 students at any one time in CSER Over 500 grad students in total so far

f

40-70 students at any one time in CSER Over 500 grad students in total so far

f

CSER encourages students to fully

participate by sharing their ideas, knowledge and expertise

CSER encourages students to fully

participate by sharing their ideas, knowledge and expertise knowledge and expertise

Get multiple perspectives from CSER PIs

f h f h knowledge and expertise

Get multiple perspectives from CSER PIs

f h f h

Move from within CSER from MSc to PhD CSER PhD students become CSER PIs Move from within CSER from MSc to PhD CSER PhD students become CSER PIs

20

Excellent mentoring for young PIs Excellent mentoring for young PIs Central to the organization Central to the organization

SLIDE 21

Lessons Learned Lessons Learned Trust and Openness Trust and Openness

B ildi t t d d t di B ildi t t d d t di

Building trust and understanding among

the participants of CSER was a b t l

Building trust and understanding among

the participants of CSER was a b t l necessary but slow process

Trust is not developed between

necessary but slow process

Trust is not developed between

Company A and University Y, but between an individual at Company A Company A and University Y, but between an individual at Company A and an individual at University Y

Appreciate each other’s agendas

and an individual at University Y

Appreciate each other’s agendas

21

pp g pp g

Building trust is an incremental process Building trust is an incremental process

SLIDE 22

Lessons Learned Lessons Learned Leadership of Key Individuals Leadership of Key Individuals

Th f CSER t di tl Th f CSER t di tl

The success of CSER stems directly

from the involvement of its participants

The success of CSER stems directly

from the involvement of its participants

Without the leadership shown by key

individuals among the participants

Without the leadership shown by key

individuals among the participants (academia and industry), who continually drive the organization, the (academia and industry), who continually drive the organization, the necessary interaction and trust would not have been achieved necessary interaction and trust would not have been achieved

22

SLIDE 23

Lessons Learned Lessons Learned Management Effort Management Effort

R h Di t d Ch i f th R h Di t d Ch i f th

Research Director and Chair of the

Technical Steering Committee invest ti d

Research Director and Chair of the

Technical Steering Committee invest ti d enormous time and energy

Very difficult to raise funds for an

enormous time and energy

Very difficult to raise funds for an

Operations Manager beyond initial years

Current funding models cannot

Operations Manager beyond initial years

Current funding models cannot

g accommodate long term projects g accommodate long term projects

23

Easily underestimated Easily underestimated

SLIDE 24

Lessons Learned Lessons Learned Regular Meetings Regular Meetings

Th i l ti f CSER PI th i Th i l ti f CSER PI th i

The semi-annual meetings of CSER PIs, their

students and industrial partners are the foundation of CSER

The semi-annual meetings of CSER PIs, their

students and industrial partners are the foundation of CSER foundation of CSER

Played a significant role in the consolidation of

the Consortium foundation of CSER

Played a significant role in the consolidation of

the Consortium the Consortium

Expose all members to problems faced by the

participants; multiple perspectives the Consortium

Expose all members to problems faced by the

participants; multiple perspectives participants; multiple perspectives

Alliances are formed and solutions emerge PhD students establish many connections they

participants; multiple perspectives

Alliances are formed and solutions emerge PhD students establish many connections they

24

PhD students establish many connections they

can exploit later on as PIs

PhD students establish many connections they

can exploit later on as PIs

SLIDE 25

Final Thoughts Final Thoughts Final Thoughts Final Thoughts

T i i d t i h f t th i T i i d t i h f t th i

Turn over in industry is much faster than in

academia; continuity is critical Need a good mix of catalysts and pure researchers

Turn over in industry is much faster than in

academia; continuity is critical Need a good mix of catalysts and pure researchers

Need a good mix of catalysts and pure researchers Academic folks you recruit first for such a

consortium may stick around for 20 years ☺

Need a good mix of catalysts and pure researchers Academic folks you recruit first for such a

consortium may stick around for 20 years ☺ consortium may stick around for 20 years ☺

Loyalty should be highly regarded, appreciated

and rewarded because academics who commit to consortium may stick around for 20 years ☺

Loyalty should be highly regarded, appreciated

and rewarded because academics who commit to and rewarded because academics who commit to a company take a major risk for their career and rewarded because academics who commit to a company take a major risk for their career

25

Catalysts are the key to success Catalysts are the key to success