Strategist at USPTO

pogonotomygobbleΤεχνίτη Νοημοσύνη και Ρομποτική

15 Νοε 2013 (πριν από 3 χρόνια και 8 μήνες)

77 εμφανίσεις

+

Building
Government IT 2.0:

My
Experiences as Chief IT
Strategist at USPTO

Marti Hearst

March 19, 2012

+

About Me


Computational Linguistics


“Hearst patterns”


Discourse /
TextTiling


Boundary Detection


Semantic Relations


HCI/Search User Interfaces


Faceted Navigation


Tilebars

Visualization


Automating Metrics for
Usability


Biosearch

+

Why Should You Care About
Government IT?


Your $$$$$$ (~$81 B on IT in 2012)


Software Engineering Practices


Masters of Engineering Program

Industry Fails at IT

Year

Company

Cost

2005

Hudson

Bay Co

$33.2 M

2004

Avis Europe PLC

$54.4 M

2004

Ford

Motor Co

$400

M

2004

J Sainsbury

PLC

$527 M

2004

Hewlett
-
Packard Co

$160M

Why
Software
Fails, R.
Charette
, IEEE Spectrum Sept
2005

Government Fails at IT

Year

Agency

Cost

2001
-
2005

FBI Virtual

Case File System

$170 M

2005
-
2010

FBI Virtual Case File System

$450 M

1987
-
1995

IRS Business System

$3

B

1995


now

IRS

Business System
(some working)

$5

B

2000
-
2009

VA Outpatient

Scheduling

$127 M

2002
-
2009

FEMA

claims System

$40

M

1983
-
2002

USPTO Patent System

$1

B

2006
-
2009

USPTO Patent System
(PFW)

$??

M

Why
Software
Fails, R.
Charette
, IEEE Spectrum Sept
2005

GAO report, June 2005,
ttp
://
www.gao.gov
/
new.items
/d05336.pdf

http://
fcw.com
/articles/2009/11/20/it
-
turkeys
-
7
-
government
-
projects
-
gone
-
wrong.aspx

GAO report, May 27, 2010
www.gao.gov
/
new.items
/d10579.pd

Why Did I Do It?

+

Federal Government Service

If you go into government, be sure you work directly for a winning
change agent.

+

David
Kappos

Director & Undersecretary

2 Below POTUS

UC Davis Computer Engineering

UC Berkeley Law

IBM IP VP

+

USPTO Overview Statistics


~10,000 Employees


~500,000 patent
appl’s
/year


~400,000 trademark
appl’s
/year


~$2.5B annual budget


~$350M spend on IT/year

+

A Winning Team


Backlog: 655,00 from 770,000 peak


Average 5%/year increase in filings


L
owest total in 5 years


Ranking in Annual Survey of Federal
Employees Job Satisfaction (out of 240)


From # 172 (2007) to #19 (2011)


Reduced achievement gaps


Co
-
negotiated with unions


Leading telework program


International Advances


Innovative Programs to Improve Patents


New Quality Measures


Fast Track (speed up patent
appl’s
)


Ombudsman program


First action interview program


New work counting agreement


Hiring of experienced IP professionals


Refresher training










+

Some Measurable Improvements

+


+

What Was Broken in Patents IT?


All documents in image form.


Converted several times.


A complex, huge, centralized data storage system.


No notion of status


New document ID codes added at will


Every piece in silos


New functionality added in many different places


Atrocious interface design


Inextensible and Inflexible


Indexing the search system requires 4 months and $
Ms

to change


Examiners top requests:


Doesn’t crash.


Isn’t slow.


Is up all the time.


+

What Are the Hurdles?


Ingrained Habits and Pessimism


Rules Preventing:


User
-
Centered Design


Agile
Software Development


IT Staffing and Hiring


Procurement Rules and Myths


Rules Around Budgeting


Vendors


Oversight



+

+

Changes and Successes


Hired Professional IT Managers


Invented New Procurement Methods


Procured Strong Software Contractors


Institutionalized User Centered Design


Facilitated Agile Software Development


Instituted Service Oriented Architecture


Earned the Trust of User Stakeholders


Early Successes:


Online Manuals


Front End for Patent Examiners


New Search Tool


Many smaller successes


“Rebooted IT at the USPTO”


Director
Kappos



+

Remaining Challenges


Need more strong IT Staff


Procurement: still very difficult and very slow


Converting Legacy Data is a Nightmare


Communication

+

Reform at the Federal Level

+

How to Fix All This?

+

25 Point Plan for Reforming IT

Current status:
cio.gov
/modules/
itreform







+

25 Point Plan for Reforming IT






+

25 Point Plan for Reforming IT






+

25 Point Plan for Reforming IT






+

Enabling User
-
Centered Design


Legal Hurdles:


Paperwork Reduction Act


~6 months to ask questions of 10 or more
people


Solution:


Special new guidance created.


On
ly takes 5 days!


Applies to customer
-
service related information
gathering.



+

Strengthen Program Management


Design an IT management career path


Enable mobility across
govt

and industry


Launch a technology fellows program


Require integrated program teams








+


+

Enabling User
-
Centered Design


A brand new program!


Started Fall 2011


2 year paid fellowship


Rotate among agencies


Builds on the highly successful Presidential
Management Fellows program


Trains leaders for Federal Government Service


Usually a terrific cohort


Must apply in the Fall
before graduating
with a
masters or PhD


But very few opportunities for non
-
US citizens



+


It is still very difficult to successfully
develop IT in government.


However,
many reform efforts
are greatly
improving the situation.


An IT
-
savvy
administration.


A focus on usability and citizen input.


The 25 point
plan.


Additional changes in procurement guidance.


Academics, researchers, and practitioners
can all help!




Summary