The document discusses a reevaluation of information management at the University of Bridgeport, emphasizing the importance of workflow and knowledge management in a changing academic landscape. It highlights the challenges of siloed information systems, the need for integration among various technologies, and the complexities surrounding vendor relationships and purchasing decisions. The initiative includes collaboration across departments to optimize resource delivery and explore new digital platforms while addressing organizational barriers.

1. Diane C. Mirvis
Associate Vice President Information Technology & CIO
dmirvis@bridgeport.edu
NISO Forum: Library Resource Management Systems
October 9, 2009 • Boston, MA

2.  Fundamental rethinking of how work gets
done by scholars, students, staff
 Impacts entire organizational structure, roles
 Workflow and knowledge management
become pivotal concepts
 Drives technology and Library purchasing
 For Librarians, spotlights value of information
in all forms

3. Administrative
Academic
Library
•workflow
•information
•workflow
•Information
•workflow
•information

4.  Silo thinking among constituencies
 Proprietary technology
 Niche vendors
 Mix of content aggregators, publishers with
licensing agreements selling to organizational
consumers. Little opportunity to view
information resources holistically.
 Lack of skilled technical staff for integration

5. Where in the organization is information?
And who owns it?
Everywhere and Everybody
(Including in the Library)

6. At the University of Bridgeport………
We are stepping back together to reconsider
our enterprise information needs, and rethink
how we use information as students, faculty,
staff and alumni
The University is examining how workflow and
content can be more effectively managed
One surprise for Librarians – the many “stealth”
database providers

7.  Datatel Student Information System
 Datatel Enterprise Portal
 Datatel e-Business Solution (CRM)
 Visionary Clinical Information System (CIS)
 Campus Security
 3rd Party Vendors
 Cloud Applications
 Campus Digital Signage
 Web site

8.  Blackboard Course Management System (CMS)
 E- Portfolio Products
 Datatel Retention Alert
 Cloud Communities of Interest
 Assessment Tools
 Wimba Synchronous Learning

9.  Ex Libris Voyager Integrated Library System
 Ex Libris Primo Discovery
 Ex Libris MetaLib
 Ex Libris SFX
 Institutional Repository

10.  We are working to optimize workflow
 Vendors extending beyond traditional niches
 Technology product overlaps, interoperability proffered
 Purchasing decisions more centralized
 Content and technology vendors often one in same
 Open Source initiatives
 Role Blurring among Information Seekers
 Scholarship, marketing, retention, fiscal tracking, etc.
 Standards adherence
 Organizational & cultural issues
 Cost
 Staffing
 Evidence Based Management

11.  Launch of Library Primo platform
◦ On budget, on time, filled multiple information
needs across organization
◦ First portal-like experience, Web 2.0
◦ Exposed interoperability, redundancy issues across
traditional Library database providers
◦ Raised bar for Blackboard CMS
 Escalating technology costs
 Institutional competitiveness
 Decision to implement Enterprise Portal and
CRM

12.  Initiated enterprise Data Dictionary Project 10.1.09
 Datatel planning methodology just starting
◦ Vision, Governance, Needs Assessment, Design, Content
flow, Applications for Portal and CRM
 Stakeholder team assembled across organization
◦ Staff, Faculty, Librarians, Students, Alumni
◦ Project Analysts Assigned
◦ New Content Manager hired
 Forces decisions on workflow, roles, technology
 How do we deliver information resources in any
format when and where needed?

13. • information• information
• information• information
Academic
Workflow
Administrative
Workflow
Clinical
Workflow
Library
Workflow

14. Portal, CRM, CIS raise new issues beyond
integration with CMS
 Linking systems, embedding content delivery,
web parts - all options
 Multiple content management systems
 Library Discovery system rich, well liked
 Synching up roles across delivery platforms
 Layering of repository systems a concern

15.  Faculty Information Cube on Retention
External Database
Articles
ConsultantReports
Assessment Data
CRM Data
Workflow
Workflow

16.  Convergence weighs heavily in investment decisions.
New purchasing approval policies established.
 Questions swirl around information content –
stewardship, repositories, harvesting, ingesting,
embedding, purchased and free database content
 Do we link in layers of different systems, or
deconstruct site architecture based on workflow?
◦ Librarians busy visioning what next gen digital platform will
look like in Portal
 How feasible is it to think convergence can be
achieved given technical, organizational and legal
barriers?
 Will vendors and open source communities see
convergence as opportunity or threat?

17.  Library, IT and academic departments all were
investigating options independently
 Multiple vendors and open source
communities
 Overlapping functionality of products
◦ Revenue potential for faculty
 University decided to build a no cost pilot
using Primo until larger Topology was
determined

19.  Check out publications and contact
colleagues in:
◦ Operations Research
◦ Information Technology
◦ Knowledge Management
◦ Library Science

20. Thank You
dmirvis@bridgeport.edu