This is our presentation for Educause 2012 entitled New Perspectives for Business Intelligence: Library and Research Technologies and Research Collaboration for New Data Models held on Nov 8, 2012.
2. New Perspectives for Business
Intelligence: Library and Research
Technologies and Research
Collaboration for New Data Models
William Barnett-Indiana University
Robert H. McDonald (@mcdonald)-Indiana University
Mike Winkler (@winkler4)-University of Pennsylvania
Joe Zucca-University of Pennsylvania
November 8, 2012
5. Outline
General Strategies for Research Business
Intelligence in the Academy
Data Openness/Transparency for Research
Business Intelligence
Research Business Intelligence Use Cases
Research Support/Team Science
Libraries
Discussion on comprehensive strategies
and needs for Research Business
Intelligance in the academy
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10. Typical VIVO Data Ingest/Cleaning Workflow
RIS2N3 Components
LOCAL CLIENT SERVER CONTEXT
RIS FILES
VIVO
RIS2N3
Jena
N3
Jena
MySQL
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https://github.com/dgcliff/RIS2N3
11. Varying Views of Research Intelligence Data
Administrator View Researcher View
Research
Intelligence
Development View Team Science View
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12. Types of Systems in the RI Path
Faculty Profile Systems
Faculty Annual Review Systems
Research Profile Systems
Research Profile System Comparative
Analytics (Peer to Peer)
Resource Profile Systems
Research Management Systems
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13. Open Source vs Vended Systems
Faculty Profile/Networking Systems
Open Source
VIVO
Digital Vita
Loki
Harvard Profiles
CAP/Stanford Profiles
Vended
Symplectics (MacMillan part of Digital Science)
SciVal Experts (Elsevier)
Pivot (Proquest)
Research In View (Thomson Reuters)
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14. Data Openness and Transparency
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16. Linked Open Data in the Enterprise
Not at Enterprise Level
Graph Databases
NoSQL Stacks
Semantic Triple Store
Systems
Data Policy/
Governance
Public Profiles
Faculty
Resources
Instruments
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17. Thank you!
Robert H. McDonald
rhmcdona@indiana.edu
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20. How Traditional Research Works…
Get Funding
Write Proposal Do Research
Publish Results
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21. How Traditional Medical Research Works…
Basic Pre-clinical Clinical
Pharma
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22. How CTSAs want Translational Research to Work
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23. Why Research Networking?
Translational research is a team sport
1. Investigators don’t know of potential collaborators in their
institutions to improve research
2. Investigators don’t know of complementary investigators or
opportunities to make their projects more competitive.
3. Investigators don’t know of partners to cross translational
boundaries.
4. Investigators don’t know of non-research partners
(industry, public sector, public) needed for trials
recruitment, implementation, or commercialization
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24. What is Research Networking?
1. An approach that strives to help overcome barriers by
connecting people to undertake translational research
2. Institutional repositories to manage rich faculty profiles of
grants, publications, classes, etc. and expose them publicly.
3. An information model based on individuals and cohorts.
4. A national federated architecture of Linked Open Data that
can connect these repositories.
5. Applications that consume these profile data to accomplish
translational goals
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25. NIH Investments in Research Networking
VIVO – a project to develop an ontology and
architectural standards to create, manage, and
share rich faculty profile information.
Eagle-I – a project to develop an ontology and
architectural standards to create, manage, and
share rich resource profile information
CTSAConnect – a project to create an
integrated ontology to connect
faculty, resource, and other data
It’s all about Linked Open Data…
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26. What are Big Challenge Use Cases in
Translational Research?
1. Finding Funding
2. Recruiting Volunteers for Clinical Trials
3. Creating Translational Teams/Processes
4. Education and Training
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27. How Does NIH measure Translational Success?
Logic Model from each CTSA, documented as
XML files, exported to NIH annually.
Logic Model is:
Activities – things that happen
Outcomes – science that results from the things
that happen
Impacts – what good comes of the science that
comes from the things that happen
This is what we’ll use today…
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28. How can Research Networking Help
Find Funding?
By matching investigators with funding
opportunities
Activities – Community of Science and SciVal Funding
commercial applications potentially provide better
funding matches
Outcomes – unknown if they are any better than
traditional means
Impacts – unclear if there is any differentiation
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29. How can Research Networking Help
Recruiting Volunteers?
By matching researchers with community
groups and volunteers
Activities – A few initial attempts to start
developing VIVO-like profiles of community
groups
Outcomes - None
Impacts - None
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30. How can Research Networking Help
Creating Translational Teams?
With Applications that are used to discover complimentary and
next step collaborators
Activities – Many faculty profile systems developed and
implemented and one national pilot, direct2experts.org, has
been launched
Outcomes – some CTSAs show increased activity among
groups that have not collaborated before
Impacts – some new teams and multi-team systems have
begun to form. Unclear of link to profile systems.
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31. Direct2Experts
• 44 Institutions (at
present).
• Returns summary
numbers by
institution.
• Finding individuals
is a manual
institution-by-
institution basis.
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32. CTSAConnect (ctsaconnect.org)
A semantic framework that will facilitate the production and
consumption of Linked Open Data about
investigators, physicians, biomedical research
resources, services, and clinical activities. Use cases:
Team Formation
Cross-Institutional Collaboration
Evaluation and Reporting
But… Where are the applications?
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33. How can Research Networking Help
Education and Training?
Mentor matching and MD – PhD awareness
Activities - mentoring has been happening
and translational education programs have
sprung up without these systems
Outcomes – no use of Research Networking
Impacts – none.
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34. Other BI Roles for Research Networking?
Investigators
Automated CV generation, particularly for
center grants
Research topic trend analysis
Administrators
Competitive landscape review
Productivity assessments for tenure, etc.
Research
Network Science and Science of Team Science
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35. Rich profiles could help find
collaborators, subjects, resources, mentors, a
nd funding and pursue
other, undetermined, great things.
There are business models that can help
sustain an institutional strategy
Challenges: applications that deliver
value, policy, data quality, and momentum.
It is early yet, and this has so Tweet us: #EDU12 #busintel #E12_SESS113
far been a
technology looking for a problem to solve.
36. Thank you!
Bill Barnett
barnettw@iu.edu
Thanks to Dave Eichmann for reviewing an early version of this presentation!
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37. Mike Winkler | Joe Zucca
University of Pennsylvania Libraries
50. Srvice Genre
Library
Cognzt Staff
Parameters
Orgn’l Unit
User &
Program Budget cntr
Parameters
College | Dept Bibliographic
Parameters
Rank
Course
Title
Host College Date | Time URI
Host Dept Location Format
Environmental
Instructor IP Address
Parameters Cost| Supplr
Grant Spnsr URL
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Opening: Here to discuss Penn’s Metridoc project. Presentation is divided into 4 chapters (Task, Challenge, BI Framework, Strategic Priorities—infrastructure/collaboration), a prologue on Organizational Learning and an epilogue on Opportunity and Transformation
Throughout several years of work on management information services, I saw the uderlying priority being the need to support decision-making, to discover best practice, drive efficiency and the like. All those are worthy and important goals, but I’ve come to realize the overarching significance of behind business or organizational intelligence is, Learning—fostering and expanding the organization’s capacity to learn. This is what we need tools like metridoc to do.
This quote from Hagel and Brown captures the idea nicely as it places it into the context of disruptive change—the change that’s so apparently obvious in libraries…
So the task is really this… It’s not a novel idea, the conversation about the learning organization is a pretty well-worn idea, but it does help define the task before libraries and indeed other aactors on campus engaged in academic support.
Here it is in three connect ideas….
So there are many challenges to surmount in developing robust BI capabilities in organizations that don’t have broad experience in the field, but libraries have pecular issues of their own. It’s the breadth and depth of our service profile.
Consider this question
Examples
And behind this array of products and services is an equally broad set of supporting systems each with a trove of data containing useful information to help us learn what users do, how they do it, why and with what expectation from their partners, like the library.
In thinking about a framework, it helps to begin localizing the challenge. We’re good at operating the systems of the enterprise and we may have cobbled together some solutions of doing analysis, but libraries and many academic support providers like the basic infrastructure to draw these pieces together into a mutually supportive system of capabilities.
The framework has to be designed around the event as its working model…
Here’s an event captured in the slice of ezproxy log… point out some elementsIP- ( a proxy for the users environment) date, time, resource consulted (PsychInfo) , technology employed (all the stuff about agents), a link between this log and a system to look up normalized resource name (Proxysession ID), and finally, and SFX id that be resolved into a citation., and finally a penn credential for detailed information about who is engaged in this moment of discovery. Granular, detailed, heavy with information about a user and their situation
An abstract representation of the real life event that preceded this slide
Need a system to capture, and make available the event data so described above. Summary of what metridoc does in this context
What’s the strategic priority here: What it’s not, what it is….The next slides talk about collaboration as a key priority for building BI capacity, and about organizational readiness (resources, talent, time, community sourcing and governance) rather than technology being the key.
There important opportunities here for us and the campus: to improve the reach and effectiveness of current service, to design new services, to realize collective aspirations (eg collective data on resource sharing driving collection development and access models of the future for collections that will be increasingly distributed and ephemerally used.