Presentation given at UKMW12, the Museums Computer Group's Museums on the Web
'Strategically Digital' conference, Wellcome Collection, London, November 30, 2012
The Realities of Moving to Digital FirstAndrew Lewis
This presentation reviews the current direction of change in the digital work of the V&A. Topics include the governance of digital media, team restructuring, the creation of a single digital content programme, the rationalisation of content delivery systems and shorter, faster, incremental development.
It discusses technical, structural, management and human perspectives.
An informal overview, it offers practical realities and challenges that arose over a year or so of developing a digital strategy and implementing changes needed to deliver it.
NUS Industry Liaison Office - Innovation Access ProgrammeJohn Phillip
Introduction to the NUS Innovation Access Programme (IAP) which helps corporate partners discover & access talent, technologies & startups in the NUS ecosystem.
Create Real Benefits by Accelerating Mobile and Digital Energy Field AdoptionEnergent Group
The document outlines 7 lessons for realizing benefits from mobile and digital oilfield technologies: 1) Choose key wells/assets to prioritize, 2) Improve work processes before deploying technology, 3) Plan to analyze and combine different data sources, 4) Stay focused on well and reservoir goals, 5) Involve stakeholders in technology changes, 6) Design technologies to be easy to use with 3 key features, 7) Maximize reuse of technologies across assets. The document provides examples and recommendations for applying each lesson to drive value from new digital solutions.
Lightning talk on the implementation of Archivematica at the University of Houston Libraries and our work to integrate Archivematica with larger digitization/access and preservation workflows.
Change offers us a valuable opportunity to improve, and the risks we take can lead to meaningful rewards. This keynote panel will share their stories and insights about how they have chosen to meet the challenges of large scale change and grow from them. Lisa Viezbicke, Director of the Morse Library at Beloit College; will address how she feels these big changes have brought big rewards to the library and community.
What is next? What would be useful? Margie Smith (Geoscience Australia)ARDC
The document summarizes discussions from a 2011 meeting of the GeoNetwork Community of Practice regarding challenges implementing GeoNetwork and potential areas of collaboration. Key topics discussed included the upfront investment and learning curve to implement GeoNetwork, sharing documentation and code to help reduce these barriers, and potential for future collaboration through workshops, teleconferences, or mailing lists to discuss technical implementation issues, standards compliance, and data governance. Attendees also discussed how smaller organizations can customize GeoNetwork within their resource constraints and where to find funded support.
Businesses strive to achieve agility and maintain it at all times. This slideshare talks about some of the best practices that businesses can adopt. It pivots on Business Spheres of Influence and how 7 Behaviours can lead to business agility all times
This document outlines a one-day workshop on Systematic Inventive Thinking (SIT) that is designed to introduce participants to key aspects of SIT methodology. The workshop will focus on understanding cognitive fixedness, applying SIT tools and principles to reach innovative solutions, and learning how to use SIT approaches in daily work. Participants will engage with theory, case studies, hands-on exercises in small groups using SIT tools like Division and Task Unification. The workshop costs $8,000 and includes program design, facilitation by an SIT expert, and copyright materials, but not travel expenses for the facilitator or venue costs.
The Realities of Moving to Digital FirstAndrew Lewis
This presentation reviews the current direction of change in the digital work of the V&A. Topics include the governance of digital media, team restructuring, the creation of a single digital content programme, the rationalisation of content delivery systems and shorter, faster, incremental development.
It discusses technical, structural, management and human perspectives.
An informal overview, it offers practical realities and challenges that arose over a year or so of developing a digital strategy and implementing changes needed to deliver it.
NUS Industry Liaison Office - Innovation Access ProgrammeJohn Phillip
Introduction to the NUS Innovation Access Programme (IAP) which helps corporate partners discover & access talent, technologies & startups in the NUS ecosystem.
Create Real Benefits by Accelerating Mobile and Digital Energy Field AdoptionEnergent Group
The document outlines 7 lessons for realizing benefits from mobile and digital oilfield technologies: 1) Choose key wells/assets to prioritize, 2) Improve work processes before deploying technology, 3) Plan to analyze and combine different data sources, 4) Stay focused on well and reservoir goals, 5) Involve stakeholders in technology changes, 6) Design technologies to be easy to use with 3 key features, 7) Maximize reuse of technologies across assets. The document provides examples and recommendations for applying each lesson to drive value from new digital solutions.
Lightning talk on the implementation of Archivematica at the University of Houston Libraries and our work to integrate Archivematica with larger digitization/access and preservation workflows.
Change offers us a valuable opportunity to improve, and the risks we take can lead to meaningful rewards. This keynote panel will share their stories and insights about how they have chosen to meet the challenges of large scale change and grow from them. Lisa Viezbicke, Director of the Morse Library at Beloit College; will address how she feels these big changes have brought big rewards to the library and community.
What is next? What would be useful? Margie Smith (Geoscience Australia)ARDC
The document summarizes discussions from a 2011 meeting of the GeoNetwork Community of Practice regarding challenges implementing GeoNetwork and potential areas of collaboration. Key topics discussed included the upfront investment and learning curve to implement GeoNetwork, sharing documentation and code to help reduce these barriers, and potential for future collaboration through workshops, teleconferences, or mailing lists to discuss technical implementation issues, standards compliance, and data governance. Attendees also discussed how smaller organizations can customize GeoNetwork within their resource constraints and where to find funded support.
Businesses strive to achieve agility and maintain it at all times. This slideshare talks about some of the best practices that businesses can adopt. It pivots on Business Spheres of Influence and how 7 Behaviours can lead to business agility all times
This document outlines a one-day workshop on Systematic Inventive Thinking (SIT) that is designed to introduce participants to key aspects of SIT methodology. The workshop will focus on understanding cognitive fixedness, applying SIT tools and principles to reach innovative solutions, and learning how to use SIT approaches in daily work. Participants will engage with theory, case studies, hands-on exercises in small groups using SIT tools like Division and Task Unification. The workshop costs $8,000 and includes program design, facilitation by an SIT expert, and copyright materials, but not travel expenses for the facilitator or venue costs.
IBEACONS: A FIRST STEP TO CONNECT PHYSICAL & DIGITAL EXPOSITIONS by Kaspars A...WeAreMuseums
Žanis Lipke Memorial in Riga, Latvia, have recently changed their classic audioguides to adopt a new world trend, iBeacons.
During a one-hour workshop, Kaspars Auzarejs-Auzers from Accenture Latvia, a long-standing partner of the Memorial, will cover all the major technical and managerial steps to make it happen as well as the lessons learned from failures!
Slide deck from AAM Annual Meeting in 2015: Digital Storytelling: The Dream, the Team, the Results
Media and Technology track
Tuesday, April 28, 2015
Museums can deepen audience engagement through effective storytelling. Delivering content has never been easier, due to digital interfaces and personal, portable technologies. Without a strong interpretive strategy and the right tools to craft and share our stories, we may be missing opportunities. Join this panel of experts as they describe real-world projects, share results that show the impact of digital storytelling on engagement, and demonstrate a new, free storytelling software.
Learner Outcomes
1. Attendees will learn about interpretive strategy methods and the project team approach to create and share engaging stories on digital platforms.
2. Attendees will learn about combining rapid prototyping methods with formal evaluations to create digital storytelling that delights audiences.
3. Attendees will learn how to download and use a free (open source) set of storytelling software tools developed by the Minneapolis Institute of Arts.
Kristen Purcell spoke at the Art Museum Marketing Association (AMMA) meeting at the Baltimore Museum of Art on Friday, May 17th, for an audience of marketing directors from the largest art museums in the U.S. Sharing insights from Pew Internet's recent national survey of arts organizations, Kristen discussed how these organizations are using digital tools to carry out their missions and the key questions art museums can focus on in developing their own digital strategies.
Hands On Content Strategy - Tijana Tasich & Conxa RodaMuseumNext
This document discusses content strategy for museums. It begins by defining content strategy as "getting the right content to the right user at the right time through strategic planning of content creation, delivery, and governance." It then covers various elements of developing a content strategy, including analyzing audience needs, creating a strategic plan with goals and governance, developing a content workflow, and measuring success. The document provides examples and best practices for each element of the content strategy process.
MUSEUM CONTENT STRATEGY by Conxa Roda (WAM15)WeAreMuseums
Connecting to audiences is a main thread in museums today. Our role as connectors between the collection / knowledge and the visitors / users is gaining strength, and to achieve that, content is a precious jewel. Museums are content generators by nature.
Lots of content. From many different sources and media, though a diversity of channels and platforms. Do you find it difficult to activate an internal collaborative process to get passive, unmotivated or overworked people on board? Do you even know what content is produced in your organisation and why?
Not to get lost or become uneffective, a content strategy is needed to optimize time and resources and, most of all, to better serve our audiences. Content strategy involves planning and governance of content inside an organisation. We’ll see the big picture and also get down to practicalities such as kickoff meetings, content audits, editorial guides, workflows, the main basic steps to develop an effective content strategy. Best practices of museums will be presented.
Bibliography:
-Bloomstein, Margot (2012). Content Strategy at Work. MK -Chmiel, Kate (2012). -“Too much stuff! Content strategy for museum websites” – Halvorson, Kristina (2012) Content Strategy for the Web (2nd ed.), Pearson. -Kissane, Erin (2010). The Elements of Content Strategy. -McGovern, Gerry (2006) Killer Web Content. A&C Black -Watcher, Sara (2012) Content Everywhere: Strategy and Structure for Future-Ready Content. Rosenfeld.
Rodà, Conxa & Tasich, Tijana (2015): Museums Content Strategy workshop
Slide deck from presentation to the Art Museum Marketing Association meeting on April 25, 2015. Topics included digital strategy, audience engagement, marketing, IT, and CRM. Several aspects of ongoing efforts at the Minneapolis Institute of Arts to attract and engage the public.
The slides from a workshop on developing digital strategy for the museums sector delivered as part of Museum Ideas 2016.
Help your organisation learn how to integrate digital practice into leadership and management across all departments.
Digital Media at the V&A, Bits2Blogs, Newcastle, 2013Andrew Lewis
Review of the current thinking and strategic approaches being adopted by the Digital Media department of the V&A in their work of creating public-facing digital media services.
Cultural Sector Online Strategy Forum 2 October 2012 Andrew Lewis
Informal overview of digital content delivery within the Digital Media department at the V&A, presented at Online Strategy Forum, at National Theatre, London, 2 October 2012
Implementing a national vision. DigitalNZ presentation slides for JISC/UKOLN Survive or Thrive conference, Manchester, June 8th & 9th, 2010. Presented by Andy Neale
The document introduces the COBWEB project, which developed a crowdsourcing platform for citizen science. It summarizes that COBWEB ran from 2012-2016, created mobile apps to collect validated environmental data from citizens, and tested the platform in several biosphere reserves. The document discusses balancing research and testing goals as the project neared completion and looked to increase adoption of the technology.
The document introduces the COBWEB project, which developed a crowdsourcing platform for citizen science. It summarizes that COBWEB ran from 2012-2016, created mobile apps to collect validated environmental data from citizens, and tested the platform in several biosphere reserves. The document discusses balancing research and testing goals as the project neared completion and looked to scale up participation and ensure data access.
This document discusses Lingnan University's implementation of a Business Intelligence (BI) system. It describes:
1) The background and reasons for implementing BI, including a recommendation from an external review to improve data collection and decision-making.
2) The process of implementing BI, which included defining key performance indicators, acquiring the Blackboard Analytics system, customizing it for Lingnan's needs, and conducting staff training.
3) Some technical challenges in implementation, such as adapting a U.S.-based system for an international university, extensive data cleaning required, and changing staff mindsets and workflows. The document concludes with recommendations and a call for questions.
Introduction to cgiar efforts to make research processes aaa finalCGIAR
This document discusses CGIAR efforts to make agricultural research more available, accessible, and applicable (AAA). It outlines why knowledge sharing is important, how CGIAR uses an AAA framework, and some pathways adopted by research centers to improve knowledge travel, such as using websites, repositories, licenses, and social media. It encourages benchmarking progress, identifying challenges and opportunities, and strengthening existing pathways to sharing research outputs and enabling knowledge to have a wider impact.
Introduction to cgiar efforts to make research processes aaa finalmfotsy
This document discusses CGIAR efforts to make agricultural research more available, accessible, and applicable (AAA). It outlines why knowledge sharing is important, how CGIAR uses an AAA framework, and some pathways adopted by research centers to improve knowledge travel, such as using websites, repositories, licenses, and social media. It encourages benchmarking progress, identifying challenges and opportunities, and strengthening existing pathways to knowledge sharing.
The Centre for eCommerce and Communications (CeCC) conducts applied research on how information and communication technologies impact organizations and communities. Its goals are to transfer knowledge to others and promote broadband access and effective ICT use. CeCC's research team studies topics like digital readiness, internet access, mobile coverage, and content management systems. It partners with organizations in industries like agriculture, education, health and tourism to pilot innovations and identify opportunities through community engagement. CeCC aims to understand user issues, present findings, and help partners implement strategies through incremental steps.
Museums and the Web 2014: Digital Transformation in a MuseumCarolyn Royston
The Imperial War Museums underwent a digital transformation process from 2009-2012:
- They established a Digital Media department and introduced more agile project delivery methods.
- An updated website and online collections were launched to better showcase the museum's collections.
- Social media presence was expanded to increase user engagement.
- By 2012, digital priorities were established across the organization and new digital roles were created, though budget pressures and the museum's pace posed challenges to digital projects. User-focused strategies like collecting user stories helped guide the transformation.
IBEACONS: A FIRST STEP TO CONNECT PHYSICAL & DIGITAL EXPOSITIONS by Kaspars A...WeAreMuseums
Žanis Lipke Memorial in Riga, Latvia, have recently changed their classic audioguides to adopt a new world trend, iBeacons.
During a one-hour workshop, Kaspars Auzarejs-Auzers from Accenture Latvia, a long-standing partner of the Memorial, will cover all the major technical and managerial steps to make it happen as well as the lessons learned from failures!
Slide deck from AAM Annual Meeting in 2015: Digital Storytelling: The Dream, the Team, the Results
Media and Technology track
Tuesday, April 28, 2015
Museums can deepen audience engagement through effective storytelling. Delivering content has never been easier, due to digital interfaces and personal, portable technologies. Without a strong interpretive strategy and the right tools to craft and share our stories, we may be missing opportunities. Join this panel of experts as they describe real-world projects, share results that show the impact of digital storytelling on engagement, and demonstrate a new, free storytelling software.
Learner Outcomes
1. Attendees will learn about interpretive strategy methods and the project team approach to create and share engaging stories on digital platforms.
2. Attendees will learn about combining rapid prototyping methods with formal evaluations to create digital storytelling that delights audiences.
3. Attendees will learn how to download and use a free (open source) set of storytelling software tools developed by the Minneapolis Institute of Arts.
Kristen Purcell spoke at the Art Museum Marketing Association (AMMA) meeting at the Baltimore Museum of Art on Friday, May 17th, for an audience of marketing directors from the largest art museums in the U.S. Sharing insights from Pew Internet's recent national survey of arts organizations, Kristen discussed how these organizations are using digital tools to carry out their missions and the key questions art museums can focus on in developing their own digital strategies.
Hands On Content Strategy - Tijana Tasich & Conxa RodaMuseumNext
This document discusses content strategy for museums. It begins by defining content strategy as "getting the right content to the right user at the right time through strategic planning of content creation, delivery, and governance." It then covers various elements of developing a content strategy, including analyzing audience needs, creating a strategic plan with goals and governance, developing a content workflow, and measuring success. The document provides examples and best practices for each element of the content strategy process.
MUSEUM CONTENT STRATEGY by Conxa Roda (WAM15)WeAreMuseums
Connecting to audiences is a main thread in museums today. Our role as connectors between the collection / knowledge and the visitors / users is gaining strength, and to achieve that, content is a precious jewel. Museums are content generators by nature.
Lots of content. From many different sources and media, though a diversity of channels and platforms. Do you find it difficult to activate an internal collaborative process to get passive, unmotivated or overworked people on board? Do you even know what content is produced in your organisation and why?
Not to get lost or become uneffective, a content strategy is needed to optimize time and resources and, most of all, to better serve our audiences. Content strategy involves planning and governance of content inside an organisation. We’ll see the big picture and also get down to practicalities such as kickoff meetings, content audits, editorial guides, workflows, the main basic steps to develop an effective content strategy. Best practices of museums will be presented.
Bibliography:
-Bloomstein, Margot (2012). Content Strategy at Work. MK -Chmiel, Kate (2012). -“Too much stuff! Content strategy for museum websites” – Halvorson, Kristina (2012) Content Strategy for the Web (2nd ed.), Pearson. -Kissane, Erin (2010). The Elements of Content Strategy. -McGovern, Gerry (2006) Killer Web Content. A&C Black -Watcher, Sara (2012) Content Everywhere: Strategy and Structure for Future-Ready Content. Rosenfeld.
Rodà, Conxa & Tasich, Tijana (2015): Museums Content Strategy workshop
Slide deck from presentation to the Art Museum Marketing Association meeting on April 25, 2015. Topics included digital strategy, audience engagement, marketing, IT, and CRM. Several aspects of ongoing efforts at the Minneapolis Institute of Arts to attract and engage the public.
The slides from a workshop on developing digital strategy for the museums sector delivered as part of Museum Ideas 2016.
Help your organisation learn how to integrate digital practice into leadership and management across all departments.
Digital Media at the V&A, Bits2Blogs, Newcastle, 2013Andrew Lewis
Review of the current thinking and strategic approaches being adopted by the Digital Media department of the V&A in their work of creating public-facing digital media services.
Cultural Sector Online Strategy Forum 2 October 2012 Andrew Lewis
Informal overview of digital content delivery within the Digital Media department at the V&A, presented at Online Strategy Forum, at National Theatre, London, 2 October 2012
Implementing a national vision. DigitalNZ presentation slides for JISC/UKOLN Survive or Thrive conference, Manchester, June 8th & 9th, 2010. Presented by Andy Neale
The document introduces the COBWEB project, which developed a crowdsourcing platform for citizen science. It summarizes that COBWEB ran from 2012-2016, created mobile apps to collect validated environmental data from citizens, and tested the platform in several biosphere reserves. The document discusses balancing research and testing goals as the project neared completion and looked to increase adoption of the technology.
The document introduces the COBWEB project, which developed a crowdsourcing platform for citizen science. It summarizes that COBWEB ran from 2012-2016, created mobile apps to collect validated environmental data from citizens, and tested the platform in several biosphere reserves. The document discusses balancing research and testing goals as the project neared completion and looked to scale up participation and ensure data access.
This document discusses Lingnan University's implementation of a Business Intelligence (BI) system. It describes:
1) The background and reasons for implementing BI, including a recommendation from an external review to improve data collection and decision-making.
2) The process of implementing BI, which included defining key performance indicators, acquiring the Blackboard Analytics system, customizing it for Lingnan's needs, and conducting staff training.
3) Some technical challenges in implementation, such as adapting a U.S.-based system for an international university, extensive data cleaning required, and changing staff mindsets and workflows. The document concludes with recommendations and a call for questions.
Introduction to cgiar efforts to make research processes aaa finalCGIAR
This document discusses CGIAR efforts to make agricultural research more available, accessible, and applicable (AAA). It outlines why knowledge sharing is important, how CGIAR uses an AAA framework, and some pathways adopted by research centers to improve knowledge travel, such as using websites, repositories, licenses, and social media. It encourages benchmarking progress, identifying challenges and opportunities, and strengthening existing pathways to sharing research outputs and enabling knowledge to have a wider impact.
Introduction to cgiar efforts to make research processes aaa finalmfotsy
This document discusses CGIAR efforts to make agricultural research more available, accessible, and applicable (AAA). It outlines why knowledge sharing is important, how CGIAR uses an AAA framework, and some pathways adopted by research centers to improve knowledge travel, such as using websites, repositories, licenses, and social media. It encourages benchmarking progress, identifying challenges and opportunities, and strengthening existing pathways to knowledge sharing.
The Centre for eCommerce and Communications (CeCC) conducts applied research on how information and communication technologies impact organizations and communities. Its goals are to transfer knowledge to others and promote broadband access and effective ICT use. CeCC's research team studies topics like digital readiness, internet access, mobile coverage, and content management systems. It partners with organizations in industries like agriculture, education, health and tourism to pilot innovations and identify opportunities through community engagement. CeCC aims to understand user issues, present findings, and help partners implement strategies through incremental steps.
Museums and the Web 2014: Digital Transformation in a MuseumCarolyn Royston
The Imperial War Museums underwent a digital transformation process from 2009-2012:
- They established a Digital Media department and introduced more agile project delivery methods.
- An updated website and online collections were launched to better showcase the museum's collections.
- Social media presence was expanded to increase user engagement.
- By 2012, digital priorities were established across the organization and new digital roles were created, though budget pressures and the museum's pace posed challenges to digital projects. User-focused strategies like collecting user stories helped guide the transformation.
Managing complex projects requires an approach that embraces uncertainty. Traditional project management methods focused on planning and certainty are ill-suited for knowledge work which involves evolving requirements and technologies. Effective approaches gather consensus, prioritize based on business value and risk reduction, use short build and feedback cycles, provide results-oriented reporting, and respect and empower team members. Historical examples that successfully managed uncertainty, such as the Manhattan Project and Polaris missile project, demonstrate these principles.
Facilitating availability & use of digital special collections form important tasks of Leiden University Libraries (UBL). UBL digitizes its own paper heritage, both in-house and externally, and participates in various digitization programs. Attention is also being paid to the acquisition of digital born heritage, such as scientific correspondence. The library has built its own infrastructure for the management of digital heritage, based on Islandora.
In the course of 2018, the digital collection is expected to grow to 3 million objects. Although Islandora is OAIS compliant, merely storing the data in a repository is not sufficient to guarantee future access and reuse. This created the need for a librarian with the primary task of managing this collection. This person initiates improvements in the chain of activities, and translates knowledge about the management of digital collections into policies.
Because this is a new type of role for the library, a roadmap is drawn up and every year an evaluation will be made of what has been achieved. This paper focuses on the several components of the roadmap: policies, workflows, best practices and communication. Together they offer an overview of sustainable management of digital heritage, with a certified repository as the ultimate goal.
We focused on four key areas - Product, Process, People, and Technology - to find our lost mojo and transform our digital capabilities. For Product, we defined a mobile-first, video, data-driven, audio, and AI-focused strategy. For Process, we established an Agile product lifecycle and roadmapping process. For People, we attracted new talent and created high-performing delivery squads. For Technology, we introduced a flexible infrastructure to rapidly develop and deliver products. As a result, we released engaging digital products, established clear roadmaps, created a high-performing team, and built a scalable platform.
Using Agile Principles to Deliver Real Business Value at ScaleEnterprise Knowledge
Delivering real business value from systems development efforts, even using agile approaches, turns out to be a formidable challenge especially in larger enterprises. Case studies of failed deliveries abound and too often reach general public notoriety. This talk shows organic paths to close gaps between business goals and actual systems development efforts by applying focused methods and processes already implicit in agile approaches. We will discuss use of scrums capable of sprint-speed definition of business objectives and value drivers and how to incorporate scrum and other agile techniques to the management of multiple team efforts in larger enterprises. Management tools and methods discussed include scrum team member selection for higher performance in targeted production. This presentation shows a simple and flexible approach to managing large enterprise systems development challenges successfully with key metrics and drivers defined via agile teams
Building Sustainability: Preserving research data without breaking the bankGarethKnight
This document discusses building sustainability for preserving research data. It outlines challenges like short-term funding not addressing long-term preservation needs. It recommends establishing benefits and incentives for stakeholders to invest in preservation. Central support services can help by providing guidance and assisting with data management plans and depositing data in repositories. Limited resources require carefully managing roles, responsibilities, and staff time to enhance data handling practices over the long term.
Gareth Knight: Building sustainability: Preserving research data without brea...TDBaldwin
This document discusses building sustainability for preserving research data. It outlines challenges like short-term funding not addressing long-term preservation needs. It recommends establishing benefits and incentives for stakeholders to invest in preservation. Central support services can help by providing guidance and assisting with data management plans and depositing data in repositories. Limited resources require carefully managing roles, responsibilities, and staff time to enhance data handling practices over the long term.
The document outlines the agenda for a workshop on going digital for the South East Museum Development, including sessions on setting goals and developing plans of action for digital strategies, creating digital content, and developing an online presence, with a focus on networking and sharing best practices.
Similar to The realities of moving to digital first (20)
how online collections could potentially impact the actual art systemMuseums Computer Group
Recruiting collective intelligence to level the contemporary art world’s stratified distribution of prestige and value: how online collections could potentially impact the actual art system.
Stephanie Bertrand (ICS-FORTH).
Museums+Tech 2022: Turning it off and on again
Friday November 11 2022
Artificial intelligence and machine learning for the analysis and enrichment ...Museums Computer Group
This document summarizes methods for digitizing, enriching, structuring, and sharing digital collections to make them more accessible and findable. Key steps include scanning materials, extracting metadata and information through techniques like OCR, file management, and applying standards for archival description. The structured data can then be published on the web, in catalogs, and through APIs to enable discovery and use of the collection.
Balancing enhancement, innovation and invention
Katherine Woollard (National Trust)
Museums+Tech 2022: Turning it off and on again
Friday November 11 2022
Towards inclusive digital museum innovation: theoretical and practical issues...Museums Computer Group
Towards inclusive digital museum innovation: theoretical and practical issues around the digital transformation of museums
Museums+Tech 2022: Turning it off and on again
Friday November 11 2022
Digital is our everyday reality, digital preservation should be tooMuseums Computer Group
This document discusses digital preservation in museums. It begins by acknowledging the importance of digital preservation as digital content has become part of our everyday reality. It then provides examples of different types of digital collections museums have, such as digitized audiovisual materials, born-digital photographs, and digital corporate records. It introduces a complexity ranking of different classes of digital content and preferred file formats and standards for their preservation. The document outlines lessons learned, including taking a holistic approach, developing guidelines incrementally, and recognizing digital preservation as a long-term organizational change. It emphasizes normalizing the fact that there are often no single right answers in digital preservation work.
A shot in the arm for QR Codes in museums
Adam Coulson (National Museums Scotland)
Museums+Tech 2022: Turning it off and on again
Friday November 11 2022
Closing panel: Funding digital – what two years worth of data tells us
Chris Unitt (One Further), Mike Keating (Art Fund), Sarah Briggs (Museums Association), Georgina Brooke (One Further)
Entertaining audiences in a time of crisis Alix Geddes, One FurtherMuseums Computer Group
Museums+Tech 2020: Museums in a crisis
Entertaining audiences in a time of crisis
Alix Geddes, One Further
This is an ongoing study looking at types of content posted by museums online during the various crises of 2020, specifically humour, and how audiences interacted with it. The study consists of surveying digital communications staff at large and small museums across the UK and takes data directly from their website analytics and social media platforms.
With the sudden pandemic and subsequent lockdown, museums were forced to close their doors to the public and focused on using their digital channels to share the objects, themes, and stories within their collections, albeit with different perspectives. Digital content was transformed, with accessing collections from home and children’s activities at the forefront. We also saw attempts to reach online audiences with content that would amuse, entertain, and engage. Early on during the crisis, people participated in the Getty Museum Challenge (recreating artwork with objects from home), and hashtags such as #MuseumFromHome and #CuratorBattles gained traction. What was the impact of this? What types of content did audiences flock to, and in what numbers? What trends and insights can be pulled from the data available?
COVID, content strategy & organisational change Georgina Brooke, National Mus...Museums Computer Group
Museums+Tech 2020: Museums in a crisis
COVID, content strategy & organisational change
Georgina Brooke, National Museums Scotland
In January 2020 I moved out of my home in Oxford, north of the border to Scotland, to start a new role as Digital Media Content Manager at National Museums Scotland. I’d done Hogmanay and Burns Night, I’d written a new content strategy, which was about to be rolled out across the organisation. I was beginning to feel like I’d got my foot under the door.
By 19 March my mood had changed. The museum was closed, all exhibitions indefinitely postponed, my team was going to reduce by 50%, and all my lovely online audiences were very online, very stressed and very vocal.
This paper will look at how the Digital Team at National Museums Scotland developed and adapted an effective content strategy through the lockdown period, including:
The content formats and storytelling themes that most successfully connected online audiences with our collections and staff
Black Lives Matter – convincing Senior Management to react quickly and commit to a step change in our policies on race and representation within the museums
What we learnt and how these lessons are now changing our approach to audience engagement as the museum reopen
Virtual tours and monetisation Paul Fabel, Guided & Nathan Wilson, YourTourMuseums Computer Group
Museums+Tech 2020: Museums in a crisis
Virtual tours and monetisation
Paul Fabel, Guided & Nathan Wilson, YourTour
This session will explore how virtual tours can be monetised for museums whilst expanding vital access to culture for everyone. Join Nathan from YourTour and Paul from Guided as they lead a discussion on how virtual tours can work, and why they are so important in a COVID-19 world.
Videogames and museums: fields in convergence Amy Hondsmerk, Nottingham Trent...Museums Computer Group
Museums+Tech 2020: Museums in a crisis
Videogames and museums: fields in convergence
Amy Hondsmerk, Nottingham Trent University
As museums and heritage sites consider the ways in which they can engage visitors in the digital age, a trend expedited by the COVID-19 pandemic, the sector has progressively looked to the videogame industry. Tapping into the ‘experience economy’ (Park and Gilmore 1999), this intersection has allowed museums to explore the role of play in understanding the past. This has taken various forms including collaborations with game companies, utilising existing games to reach gaming communities and broaden audiences, and developing new museum-based games. Yet, while many of these game-related initiatives have been successful, thus far the museum sector has mainly employed video games in a manner that has been limited, with museum games remaining primarily focused on educational or entertainment goals.
In the context of changing understanding about interpretation in museums and, specifically, of the recognition of the role of visitors as participants in the interpretative process (Hooper-Greenhill 2000, Staiff 2014), the convergence of museums and videogames is rich area to explore and consider how the sector could realise the full potential of museum video games.
Inclusive digital practice in post-lockdown society Becki Morris & Sarah Simc...Museums Computer Group
Museums+Tech 2020: Museums in a crisis
Inclusive digital practice in post-lockdown society
Becki Morris & Sarah Simcoe, Disability Collaborative Network and EMBED
As we navigate out of crisis during unprecedented times, the pandemic has highlighted that the time is right to reflect on the key role that digital is playing in reaching diverse communities as we create the ‘new normal’. While the heritage sector has traditionally taken a piecemeal approach to delivering digital services, these challenging times have necessitated the sector need for embracing digital inclusive practice. This ensures the continued delivery of services, attracts new audiences, including those who may have previously faced barriers to the physical environment and includes those who are vulnerable to COVID-19 complications.
The pandemic has provided the sector with a unique opportunity to build positive intersectional inclusion through digital practices. At the same time, the Black Lives Matter movement has highlighted the issue of colonisation and the importance of greater access to related collections. During this presentation, DCN and EMBED, a cross-sector partnership, will share experiences and key learnings from the lockdown period, what we have done to support the sector and how digital inclusion is core to the sector in creating better, more resilient service, support and participation for audiences and the workforce.
With a houseboat and an iPhone (how IWM supported home learning during lock d...Museums Computer Group
Museums+Tech 2020: Museums in a crisis
With a houseboat and an iPhone (how IWM supported home learning during lock down)
John Glancy, Imperial War Museum
When the UK’s schools closed in March 2020 the needs of the nation’s learners changed. Education was moved to a different type of classroom one that often involved a kitchen table for a desk and a digital device instead of an exercise book. Learning outputs in the heritage sector had to change too. School audiences couldn’t visit our galleries and objects, so the galleries and objects had to visit them… With a Houseboat and an iPhone will explore how Imperial War Museums conceived and developed its 16-part web series Adventures in History and brought a national collection into people’s homes. It will also explore how the work done on this project is inspiring Imperial War Museums to evolve its ongoing digital learning offer by tackling some of the most difficult stories in its collections such as Empire history. We will also explore the ways we are proposing to use eyewitness testimony to support a recovery curriculum by aiding health and well being outcomes.
Museums in an Earth crisis – and how digital can help Bridget McKenzie, Clima...Museums Computer Group
Museums+Tech 2020: Museums in a crisis Museums in an Earth crisis – and how digital can help
Bridget McKenzie, Climate Museum
The multiple crises facing museums and society are all part of the Earth crisis, caused by an extractive and exploitative system. COVID-19 is an outcome of the ecological emergency, and climate breakdown threatens further blows to the relative stability of past decades in which museums have flourished. The Activist Museum Award has allowed us in Climate Museum UK to enquire into the possibilities of non-extractive digital collecting. As part of this, we are exploring extractivism, taking an environmental approach to the challenge of decolonising museums. A new mobile museum, we are reimagining museums for an age of crisis.
This lightning talk will summarise our findings of how digital collections might power activism to tackle the big challenges of social and environmental justice. What are the possibilities for museums to collaborate to create an accessible UK-wide digital collection that gives a climate and ecology lens to cultural artefacts? What is the appetite for a commons-based resource that opens up to democratic interpretation, and that enables its users to learn about the Earth crisis, to express views, to design solutions and to take action?
SDDC virtual visits pre and post COVID-19: what’s changed? Emilie Carruthers,...Museums Computer Group
Museums+Tech 2020: Museums in a crisis
SDDC virtual visits pre and post COVID-19: what’s changed?
Emilie Carruthers, British Museum
The Samsung Digital Discovery Centre offers free live workshops to schools delivered through video conferencing technology, and has done for many years. This puts us in a unique position to compare how the programme and its audience has evolved since COVID-19: how have student and teacher’s expectations changed, are teachers now more comfortable booking virtual experiences for their classes and how has the programme evolved to align with audience expectations? We’ll use the most recent data from the schools Autumn term 2020 to explore these questions and think about how the demand for online live experiences in classrooms might evolve in future.
SDDC virtual visits pre and post COVID-19: what’s changed? Emilie Carruthers,...
The realities of moving to digital first
1. Andrew Lewis
Digital Content Delivery Manager
Rich Barrett-Small
Lead Developer
The realities of moving to digital first
UK Museums on the Web 2012
Victoria and Albert Museum
2. This session will cover these issues
• Organisational governance and structure
• Digital Media Department delivery strategy
• Technical implementation of digital services
9. ROLE OF
TRUSTEE’S TECHNOLOGY STRATEGY COMMITTEE
•Ensure best practice in digital
•Agree, review and steer projects within an overarching
digital programme
•Check design integrity of digital output
10. SCOPE OF
TRUSTEE’S TECHNOLOGY STRATEGY COMMITTEE
•Digital output and content
•ICT infrastructure
•Creation of digital assets
16. • Be audience focussed
• Mobile first
• Treat content creation separate from delivery
• Use short planning cycles and product lifespans
• Make faster, smaller changes to services
• Have clear governance and processes
• Objective-based planning/ evidence-based review
• Review and rationalise technology
• Use open data-driven as default
• A common direction, not necessarily a destination
23. • Iterations of responsive design for mobile
• Initiated blog-fed newsfeeds (external hosting)
• Launched calendar app
• Migrated main CMS to the Cloud
• Improved data process for collections
• Restructured digital media department
• Closed down 50+ legacy microsites
• Closed down 100+ legacy interactives
• Improved What’s On design
33. Startup Plan
• Take venture capital
• Operate at a massive loss
• Get acquired and shut down
34. Museum Plan
• Look after current stuff
• Get more stuff
• Keep it forever
• Show it to more people
35. Lessons
• Less is more—don’t over-engineer or
over-hire
• Build iteratively (3 month rule)
• Choose technologies that allow you to
change your mind
• Change your mind
36. Andrew Lewis
Digital Content Delivery Manager
Rich Barrett-Small
Lead Developer
Thank you for listening
View this on Slideshare: http://slidesha.re/QRuvqK
UK Museums on the Web November 2012
Victoria and Albert Museum
Editor's Notes
Information scientist with 11 years managing projects and live digital services in museums and public libraries. BSc Cybernetics & Control Engineering, MSc Information and Library Studies, chartered librarian, makes stuff… Joined the Victoria and Albert Museum in 2008. Currently Digital Content Delivery Manager, previously Senior Web Content Manager. Projects – large-scale website redesign, content programme management, self-issue services, automated telephone renewal systems, public access computer services, online information, game development, SMART cards, multi-authority procurement and digitisation projects, etc.
New digital governance agreed March 2012 Trustee
* technical aftermath of a massive redesign and redevelopment of a large web site * plus effect of changing digital strategy and priorities
* solely responsible for over 30 virtual servers * many web sites and services distributed across them Reasons * storage and performance problems as the museum’s digital storage needs grew * also plumbing for every conceivable feature the museum might need in future
* fabulous bright ideas and ambitions for interactivity and engagement * brings with it its cost * Our digital ambitions are outgrowing our ability to support them * expectations of our visitors * digital is writing cheques the museum cannot cash Let’s look at the facts and figures
* 2 lines - grumpy developer resource, which fluctuates—who finds it easy to hire good developers? - inexhaustible demands and ideas for using technology in the museum 3 regions - at the bottom is your debt of maintenance, your previous projects taking up developer time as they break - on the left is your capacity for new development - on the right you start to lose control of previous projects in order to implement new features Got me thinking—where do developers, designers, programmers fit in the museum machine
Museum=The old project management cliché waterfall I can see what exhibitions we have planned up to 2017, a five year plan colossal construction projects like the exhibition road project at the V&A or the Tate Modern project again, where do we fit it
-That’s us in our little agile barrel - we know that 5 year plans don’t work in software—even 18 month redesigns are flawed - we need to be iterative within the cascade of museum business - we love features of agile but we can’t always implement the whole methodology in the middle of the emotional maelstrom of the museum - use the parts that work for you when you can: kanban, scrums, sprints - no longer can developers passive-aggressively point to a spec when the museum changes its mind, we need to flex with the needs of the museum can we act like a startup in the museum? To know this, let's break down startup culture:
Speaking of growing up here are the GitHub offices in San Francisco -I love GitHub but this looks like a teenage boy’s fantasy, as noted by one of my colleagues -Look at the mess—smoothie bottles everywhere, hula hoops by the arcade machine -They look like they’re having fun but, they’re still at work. -We know developers cannot keep up with new tech on a 9-5 basis but I'd rather be at home trying out a new programming language than be at work playing pool -In a more traditional structure, like a museum, developers need a strong voice and we need to be taken seriously. We are not the grumpy nerd down the corridor. Anyway, despite appearances does the typical startup plan harmonise with the museum plan?
Mostly developers help with the latter I think museums deliver a unique and brilliant experience by being brilliant museums not by being pretend startups I’m really interested in how developers can work within that framework.
I am not a qualified lawyer and you should consult a medical professional before undertaking any of these:
Information scientist with 11 years managing projects and live digital services in museums and public libraries. BSc Cybernetics & Control Engineering, MSc Information and Library Studies, chartered librarian, makes stuff… Joined the Victoria and Albert Museum in 2008. Currently Digital Content Delivery Manager, previously Senior Web Content Manager. Projects – large-scale website redesign, content programme management, self-issue services, automated telephone renewal systems, public access computer services, online information, game development, SMART cards, multi-authority procurement and digitisation projects, etc.