Its about time

Its about time

By Lindsay Young, CIRU Programme & Operational Specialist Support Officer

Professor James Batchelor, Director of CIRU and founder of EDGE recently contributed to eNews, the weekly newsletter keeping the University of Southampton’s Faculty of Medicine staff up to date with the latest announcements and news. A few times a year, James writes the “Medically Speaking Blog” for eNews, with various topics ranging from the UK’s emergence from the COVID-19 lockdown to reflecting on the importance of time.

His recent blog, “Making time”, was featured in eNews on 4th February 2022. In this piece, James discusses the absence of time: time for meetings, time for emails, and time for others, never mind time for ourselves.

Quote from James: “Unless we can change the turning of our blue marble planet, I believe we’ll be stuck with only 24 hours. It therefore all depends on how we use time.”

Do you feel like your day is out of your control or you have too much on? Someone on a podcast famously once said, “We all have the same 24 hours as Beyoncé”. As James deftly points out, on any given week he could have 33.5 hours of meetings scheduled, leaving only 6.5 hours left to do anything else (assuming he doesn’t eat!) and doesn’t work more than 40 hours a week. One must wonder how many hours of meetings Beyoncé has scheduled in a week. The reality of everyone having the ‘same 24 hours’ simply does not exist. “We need to be better gatekeepers to our diaries and, I dare say, our emails.” It is up to us, as James notes, to manage our time and be mindful of how we use other people’s time.

For more insight and to learn about the potential benefits of chucking your smartphone out the window, read James’s blog by clicking here.

A day in the life of a Knowledge Officer

A day in the life

of a Knowledge Officer

To be honest, one of the reasons I enjoy being a Knowledge Officer (KO) is that the days are never the same. I wouldn’t be able to stay in a job where the days are similar with the same repetitive tasks. Doing the same thing repeatedly always reminds me one of those movie plots where the main characters keep reliving the same day until they find a way to break the vicious cycle. Luckily, the KO position has a broad range of responsibilities and could be described like a ‘Jack of all trades’. Therefore, it keeps my professional life interesting and constantly providing new challenges.

Whenever someone asks me what my job is and I say Knowledge Officer, this usually leads to a couple of minutes of questions about what a KO actually is. My explanation generally revolves around the concept that is a mixture between account/project/product management for an IT clinical research organisation. Normally, it is also useful to describe some of the duties to provide a better picture with the explanation. These duties include, in first place, the support to our users, such as replying to data management, reporting, and training queries. On the other hand, we also have to manage specific projects that differ for each KO within the team (in my case the EDGE/CPMS integration for UK) and deal with enquires of other organisations that want to collaborate with or use EDGE.

Furthermore, we need to envision how EDGE will look in the future by trying to understand the ever-changing clinical research environment. Therefore, we need to keep up to date with developments within clinical research, trends, and changes to regulation. An additional challenge is the fact that EDGE is used in various countries, so we need to have a basic understanding of the particularities of each of them. Ideally, any new functionality would be useful worldwide and benefit most of our users for each of the different countries.

As a KO, we are quite often in a position of a mediator. A good example of this is mediation between EDGE users and the CIRU development team to develop new functionalities. Consequently, we must be able to promote discussions, listen to different point of views, and steer the discussion into a realistic shared goal. The ability to create good working relationships with people of different areas and levels of seniority is essential. In my opinion, one of the most important duties as a KO is to facilitate discussions which can lead to the enhancement of the EDGE system, which then becomes valuable to our users.

A bit of EDGE history

A bit of EDGE history

Discover something new about the EDGE programme

The new year marks another milestone for EDGE, reaching 22 years of innovative clinical research management. As we enter the new year, we thought it would be a great opportunity to share some history behind EDGE and how it has grown throughout the years.

Let’s go back to the year 2000 when EDGE wasn’t actually called EDGE, it was called NOTIS (Network Oncology Trial System). Our Director, Professor James Batchelor, at this time was setting up Southampton’s Cancer Research Network, working for the University of Southampton, based at Southampton General Hospital. During this time James realised that no one actually knew what research was taking place on a broader scale, they only really knew what was happening locally. There were no web-based systems in place and all information that was needed to report back to the Coordinating Centre as a CRN was on paper. James knew that they needed to take an existing internal system (NOTIS) and transform it into something that was web-based and would allow other research centres to join and collaborate. The journey began. James and his colleague, David Miller (who was the only Developer at the time), set to work on making the idea into reality.

NOTIS changed in 2002 and it became ETIS (Enterprise Trial Information System). Unfortunately, when people Googled it, they quickly discovered it was the same acronym used for the global elephant tracking information system. This lead to lots of people trying to log in to track elephants instead of clinical trials! As you can imagine, this wasn’t ideal, so the name changed again for a third and final time to EDGE, with version 1 of the EDGE platform launching in 2005. You might be wondering, ‘What does EDGE stand for?’ The fact is EDGE was just a code name and it doesn’t actually stand for anything! Nevertheless, the name has certainly worked extremely well and has developed into the EDGE programme it is today.

Fast forward to 2007, where further members joined the team, including Lawrence Surey and Tobias Carlton-Prangnell. (This meant James and David had more company in the University of Southampton’s basement of the Duthie building!) Lawrence was employed to offer support to end-users and Tobias took the first Knowledge Officer position to manage the EDGE accounts. A year later, our second Developer started, Andy Bush, who along with James, David, and Lawrence, are still working here today.

As the years passed, more and more members joined the department to support the ever-growing EDGE user-base and as of today, EDGE is implemented in over 80% of the NHS throughout the UK whilst making an impact globally. EDGE subscriptions are now throughout Canada, as well as within a number of other countries including New Zealand, South Africa, Belgium, India and South Australia. We support over 32,000 users with still a relatively small team of 5 Knowledge Officers, 4 Developers, 1 Test Analyst and 1 Data Analyst. The department as a whole (CIRU) has grown massively, however, with close to 50 staff members, the majority of whom work on non-EDGE related things.

A lot of people think we (EDGE) are a commercial company, making lots and lots of money, with hundreds of staff but they couldn’t be more wrong. We are just a small team from a not-for-profit University department, but it’s safe to say we are doing BIG things.

3 (well 4) reasons to update your web browser

3 (well 4) reasons

to update your web browser

One of our key aims here at EDGE and The Clinical Informatics Research Unit, is to ensure that our users get the very best out of EDGE. One thing that can certainly help towards this and is something we try and encourage as much as possible, is ensuring that our users’ web browsers are kept up to date. “Why?” I hear you ask. Here are 3 (well 4) reasons why.  

1.)    Performance
Having an up to date browser means that EDGE will perform to the best of its ability – it is a web-based application after all. Especially in relation to its speed, which is of course very useful when you are needing to run those big reports with large amounts of data. Not only are old browsers much slower than the new ones, but they are also more likely to crash, which isn’t what anyone needs in their busy working day.

2.)    Display
Using an old browser can cause webpages to not appear how they should. For example, images may not be displayed and the display of content could be misaligned (definitely not what you want after all that data entry!)

3.)    Security
And, of course there is the security issue. Old browsers are much more prone to viruses, spyware and other threats, so it really is important to keep them up to date and your work secure.  

Oh, and there is one more reason why we recommend your web browser is updated. How could I forget? If you’re reading this and you’re one of our users of EDGE, then you should hopefully already know that we are working on a new version of EDGE, which we have been referring to as ‘EDGE 3’. In preparation of the launch next year, we are urging users to update their web browsers in order to get the best out of what EDGE 3 has to offer.

We also want to ensure that users are using one of the following up to date browsers: Microsoft Edge, Safari, Google Chrome, Mozilla Firefox or Opera. EDGE 3 will still operate on Internet Explorer 11, however this will come to end of life support from Microsoft on June 15th 2022. Therefore, we recommend that you switch to one of the other browsers mentioned above. We also recommend that users request help and support from their local IT team in updating their web browsers.

Hopefully this post has been useful in explaining why web browsers should be kept up to date, and that it encourages our users to check their browsers and update where necessary. If you do have any EDGE and browser compatibility questions, feel free to contact us.

Thank you for taking the time to read this post. And if you are an EDGE user, thank you for your continued cooperation and involvement with the EDGE programme.   

Developer to Dr

Developer to Doctor

and back again

So you are a ‘Dr’, an actual medical Doctor? Is the question often asked when my wife insists I use my actual title; all the more confusing when I say I am a software engineer! So, a little explanation as to how I came to join the EDGE team in CIRU.

My family jokes that I learnt to code before I could read and write properly, and they are probably right. I loved computers, coding, and everything electronics. It was assumed and fostered during my school years, that computing was what I would go into career wise. However, age 6 I was also already interested in how computing and technology could help medicine; I even designed a chip to go into someone’s spine to cure their paralysis, all be it a very crude drawing.

After completing my computing degree and working in the industry for several years I became disillusioned and wanted to use my skills for a more front facing role which directly helped people. Surrounded by early career doctor friends I was encouraged, and completed my chemistry A level in 7 months, took the relevant GAMSAT and UKCAT tests, which led to interviews at medical schools for their 4-year degrees specifically designed for graduates.

My BM4 studies at the University of Southampton were challenging and fascinating. Personal highlights were neurology, psychiatry, and GP. As a foundation junior doctor, I had the privilege of caring for patients. I realised, however, that I would be able to contribute much more to medicine and patients care, if I used my knowledge and skills from both areas, computing, and medicine.

My time working within the computing industry gave me significant knowledge and insight into how software and systems are designed, developed, maintained, and the limitations that are ever present and need to be considered. Alongside this, an understating of producing software for end users and working with them to understand their needs.

My time working within a hospital gave me personal experience of the significant time pressures health care professionals are under. This is also an environment where frequently both paper and computer-based systems co-exists. I also gained real insight into areas where things could be achieved much faster; if the computer systems were created with a significant focus on allowing nurses, doctors, midwifes etc. to achieve the non-hands-on parts of their job, quickly and directly.

Working for CIRU within the Faculty of Medicine at the University of Southampton brings opportunities to combine my skills and knowledge of medicine and computing. I am currently one of the developers working on EDGE, working in a team with a strong aim on producing a clinical research management system which efficiently meets the needs of the users.

Agile Development

What does everyone mean

when they say Agile development?

You may have heard the Knowledge team talk about booking work into a ‘Sprint’ or discussing it in the ‘product backlog meeting’, so I thought it would be a good idea to sit down for a few minutes and explain what it all is, and why we describe ourselves as an Agile development unit using Scrum framework.

Companies have long employed development practices like Prince2 or Waterfall to create systems, but I find this a little restrictive, particularly when working in IT where the landscape and requirements change frequently. Agile is a project management philosophy that priorities early and frequent increments, allowing for changes throughout. Scrum is the framework that guides us through this. Scrum defines how we identify the work needed, who does the work, how and when it will be released. Agile and Scrum are a perfect partnership here, allowing us to be creative, regularly release updates and continuously move forward in developing EDGE.

We are always on the lookout for great ideas for functionality, these ideas form a list that we refer to as a Product Backlog. We can’t build everything at once so we make sure the Product Backlog is prioritized and under constant review so when we do meet with development, we know exactly what we want to build, how it needs to work and what should be done first.

While most updates are released monthly, internally we work on a two-week development sprint. Having a two-week sprint means our developers have a pretty good idea of what they can complete in the timeframe and this work becomes our sprint goal. The Sprint goal is set between our Product Owner and the development team. We agree this as a team, everyone is involved in the decision and therefore committed to the goal. We don’t have a lot of rules in scrum but there is one big one: The sprint is a locked event – no interruptions. As you can guess, interrupting the team mid-way through throws off their focus, leaves them less time for their original work and mild chaos ensues. It is probably one of the most difficult things for us Knowledge officers to do, we are always asking for “just one quick change?”, “just one little import?”. Anyway, that’s the rule and we do our best to stick with it.

At the end of the sprint, we have meetings which are called Reviews and Retrospectives, in short this is our chance to look at what we have achieved, make sure we are happy with it and for us to think about the sprint itself. Did we do everything we could, is there anything we would change next time? It’s this part where you see Scrum and Agile ideas blending again, the aim is continuous improvement. We aren’t going to try to build Rome/EDGE 3 in a day, but with small changes, tweaks here and there, and open discussions, everything keeps moving in the right direction.