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How to manage and build a web collections search project in a museum  Richard Morgan, Victoria and Albert Museum @rmorg Thursday  15 April 2010
What is Search the Collections? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A summary ,[object Object],[object Object],[object Object],[object Object],[object Object]
Don't use things that don't exist
You work in a museum. It's ok. It's not your fault.
Organisational realities: big projects
Organisational realities: the demand for service
Organisational realities: the place of the web in the organisation
What we did: breaking into smaller, parallel projects
What we did: create a focus for iterative production
How we did it: agile in parts
How we did it: resourcing
How we did it: loosely coupled technical architecture ,[object Object],[object Object],[object Object],[object Object],[object Object]
The outcome: what we did next ,[object Object],[object Object],[object Object]
The outcome: what we learned ,[object Object],[object Object]
A summary ,[object Object],[object Object],[object Object],[object Object]

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MW2010: Richard Morgan, How to manage and build a web collections search project in a museum

Editor's Notes

  1. Vapourware Screenscraping as a prototype Catalogue records and inventory records Quality of the data as a design challenge
  2. Don't use things that don't exist extends to organisational challenges as well It probably isn't all about the people It's difficult but you can do something about it – assess the way your organisation works dispassionately and craft an approach
  3. Making big projects look bad Failure can mean total failure The project ends just when it should begin
  4. Outsourcing is attractive because everyone else is busy
  5. Often between a rock and a hard place Back-office departments with an enthusiasm for process and governance Vs public-facing marketing departments with a do it, do it now approach In collections search – web can be the most public-facing department so must protect the needs of the user from process
  6. Breaking the projects up answers some of the challenges of organisational reality. Really about eliminating as many dependencies as possible. But also about allowing different functions to run things their way – using methodologies that work.
  7. Use of iterations to build confidence. Confidence supports the breaking up into small projects when building something new. Allows some basic sanity checking – can we actually do this?
  8. Demonstrations, not necessarily iterations.
  9. Allows identification of buyable chunks – which can be bought with staff.