What is the DLF?
Continue to focus on the technological aspects of developing, sustaining, and federating digital libraries. DLF will promote standards, protocols, and best practices; it will evaluate and promulgate digital library projects and programs, and support digital architectures that most effectively allow for interoperable and extensible digital resources and tools.
Not attempt to build or develop projects in its name; rather, it will aggressively promote the digital production of its constituent institutional members, work with them to facilitate collaborations and cooperative efforts, and build a registry of projects and programs of wide interest and applicability.
Promote the concept of an international/ global digital library in which all major projects and future developments need to be understood as interrelated components. DLF will seek more partnerships with major libraries and institutions overseas.
work with the major funding agencies, private and public, to assist them in better understanding the interconnectedness of digital library development and to encourage them to fund projects in concert with one another to avoid redundancy and lost opportunities that can result from isolated, competitive funding schemes.
Build stronger ties to corporations, especially those investing heavily in digital resources and large-scale digital assets, and connecting the corporations to the communities that can best advise and complement the corporate investment.
Articulate qualities and characteristics of leadership in the coming decade, requisite for the changes and transformations ongoing.
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http://www.clir.org/dlf/forums/fall2010/speakerslides.html
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General Session Keynote highlighted promising projects:
Promising Projects
•WEST (distributed print journal repositories)
•Digital Public Library of America
•CRL print archives coordination
•HathiTrust
•2CUL
•OAPEN (EU academic publishing)
•CDL; Cal State
All of these projects also share an important tactical approach. They mitigate the concern of loss of individuality--loss of ‘brand’ in the common parlance--by keeping the level of tradition, history and idiosyncrasy of the institutions involved intact and building their interdependent alliances and collaborations within and among the services and programs that underpin research and teaching
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Reading Session #4: Digital Content and Infrastructure Needs of Research Faculty
Led by Jennifer Schaffner, Susan Kroll, Mackenzie Smith
Links: A Slice of Research Life available at http://www.oclc.org/research/publications/library/2010/2010-15.pdfhttp://www.oclc.org/research/publications/library/2010/2010-15.pdf.
Scholarly Information Practices from the Online Environment available at http://escholarship.org/uc/item/0kr8s78vhttp://escholarship.org/uc/item/0kr8s78v.
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Timeboxing of efforts within a 6-week development cycle helps keep us from getting bogged down in large implementations that go on for months and months and keep team from working on other projects. Instead, focus on the outset on a simplified set of work that can be accomplished in 1 cycle and then re-evaluate institutional priorities at the end of that cycle. This reduces feeling of black box stall on any given project.
Users hate seeing nothing. Using these methods, more people have seen some results faster. Incremental improvements that happen regularly produce much more positive feedback and energy both within the development team and out to our customers in the library.
Adapt to changing priorities. For example, move our EZProxy Administrator tool to the top of the list as needed for Shibboleth integration. We would not have been able to do this without causing problems if we had been already committed to months of development and a huge feature list for ReservesDirect, our course reserves system. Constant re-evaluation also always priorities within a project to change – since we haven’t committed beyond the current cycle this is easy to accommodate.
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Greenhopper & JIRA
Google docs & JIRA
Jira Studio...services in the cloud (http://www.atlassian.com/hosted/studio/). Cost is reasonable (free 30 day trial) and nobody has to be convinced to install the tools. It includes Greenhopper, Jira and Confluence...other options can be added.
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My development team embraces agile, yet the management team prefers a plan-driven methodology. Resources I've found useful are _Agile Estimating and Planning_ <http://bit.ly/dyPv1S> and _The Software Project Manager's Bridge to Agility_ <http://bit.ly/b2RWGy>.
Happy reading, Barrie Howard, Project Manager, CACI-ISS, Inc., 202-507-0387
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The Art of Project Management (http://oreilly.com/catalog/9780596007867/), has been a useful resource for us as well--not in the "template" sense, but as an orientation, especially for new project managers.
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ProjectsatWork.com
http://www.projectsatwork.com/content/Articles/256677.cfm
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http://www.jamasoftware.com/contour/
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Zepheira uses Redmine for their ticketing system for the Recollection development. They call their system "Foundry," but it's Redmine underneath.
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- Redmine http://www.redmine.org
- Feng Office http://www.fengoffice.com
- Open Workbench http://www.openworkbench.org
- OpenProj http://www.openproj.org
- ProjectPier http://www.projectpier.org
Starr, Joan. Basic Time Estimation (2010) http://www.slideshare.net/joanstarr/basic-time-estimation-3127687
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Wrona, Vicki. "Project Risk Management: A Practical and Effective Approach." http://www.continuitycentral.com/feature0547.htm
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Rick Johnson and Banu Lakshminarayanan of Notre Dame presented at Code4Lib Midwest ( http://wiki.code4lib.org/index.php/Midwest ) about their use of Taverna ( http://www.taverna.org.uk/ ) to build digitization workflows. It reminded me of SEASR ( http://seasr.org/ ), which has been promoted for building text processing workflows.
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