NISO Webinar: What to Expect When You're Expecting a Platform Change: Perspectives from a Publisher and a Librarian
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In recent months, information providers have released a range of modifications to many abstracting and full text journal platforms. Whether an update to its look and feel or a radical restructuring of its search, browse, and full text features, any successful change to a familiar interface requires communication, tolerance, and understanding among the affected information provider, publisher(s), and library customers. Join NISO for a webinar in which a publisher and a librarian share their own experiences with determining priorities, learning lessons, and improving practices related to changed and changing information platforms.
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NISO Webinar: What to Expect When You're Expecting a Platform Change: Perspectives from a Publisher and a Librarian
- 1. http://www.niso.org/news/events/2012/nisowebinars/platforms_for_eresources/ What to Expect When You're Expecting a Platform Change: Perspectives from a Publisher and a Librarian April 11, 2012 Speakers: Gillian Howcroft and Kelly Smith
- 2. Gillian Howcroft Director, eProducts Taylor & Francis Journals “FEEL THE FEAR AND DO IT ANYWAY© – HOW TO MANAGE A PLATFORM MIGRATION” 11 April 2012 NISO Webinar
- 3. On this day...11 April
- 4. On this day...11 April
- 5. On this day...11 April
- 6. Publishers have invested heavily to digitize since 2000 •Organize editorial boards Solicit and •Launch new specialist journals manage submissions Archive and Manage peer promote review Publish and Edit and disseminate prepare Production •The journal industry has invested £2+ billion since 2000 6 Figures in current (2009) UK pounds using gdp deflators 6
- 7. Publishers have invested heavily to digitize since 2000 Bold = Estimated cumulative investment since 2000 •Organize editorial boards Solicit and •Launch new specialist journals manage Author Submission & submissions Editorial Systems >£70 million Electronic Archive and Manage peer Platforms, e.g. promote review T&F Online Other support and ScienceDirect related systems Wiley Online Library Highwire >£300 million SpringerLink >£1500 million Publish and Edit and disseminate prepare eJournal Backfiles eReference Works >£150 million Production Electronic Warehousing >£60 million Production Tracking Systems >£50 million •The journal industry has invested £2+ billion since 2000 7 Figures in current (2009) UK pounds using gdp deflators 7
- 8. 2010/11 Platform Investment • 2010 saw significant releases from – SpringerLink (MetaPress service) – Sage Journals Online (H2O) – Oxford Journals (H2O) – Wiley Online Library – RSC Publishing (Rave Technologies) – SciVerse (Elsevier) – American Chemical Society (Atypon Literatum)
- 9. 2010/11 Platform Investment • 2010 saw significant releases from – SpringerLink (MetaPress service) – Sage Journals Online (H2O) – Oxford Journals (H2O) – Wiley Online Library – RSC Publishing (Rave Technologies) – SciVerse (Elsevier) – American Chemical Society (Atypon Literatum) • 2011 – Taylor & Francis Online (Atypon Literatum)
- 10. 1. Know what you want T&F Online Roadmap A virtuous circle of conversation with editors, librarians, researchers & authors
- 11. 1. Know what you want Focus Competitors Groups T&F Online Editor Usage, Web “Round Analytics Roadmap Tables” Sales & CS Author Feedback Surveys A virtuous circle of conversation with editors, librarians, researchers & authors
- 12. 2. Have a good online platform governance structure Corporate Governance Direction Realisation Online Platform
- 13. 3. Accept the need for change • Don‟t be afraid to consider changing your business process – The solution may be better for the customer in the long term – Does the „solution‟ hold true in the non-print world?
- 14. 3. Accept the need for change • Don‟t be afraid to consider changing your business process – The solution may be better for the customer in the long term – Does the „solution‟ hold true in the non-print world? • And don‟t be afraid to change a project process which is not working! – We moved from external designer to internal
- 15. 3. Accept the need for change • Don‟t be afraid to consider changing your business process – The solution may be better for the customer in the long term – Does the „solution‟ hold true in the non-print world? • And don‟t be afraid to change a project process which is not working! – We moved from external designer to internal • Take your supplier‟s advice – They have done it before and can be objective
- 16. 4. Communicate and Engage Staff • There is no such thing as too much internal communication – Engagement and awareness – Make sure staff know what is happening when and what their role is
- 17. 4. Communicate and Engage Staff • There is no such thing as too much internal communication – Engagement and awareness – Make sure staff know what is happening when and what their role is • Train your staff at that right time
- 18. 4. Communicate and Engage Staff • There is no such thing as too much internal communication – Engagement and awareness – Make sure staff know what is happening when and what their role is • Train your staff at that right time • Build a great delivery team
- 19. 4. Communicate and Engage Staff • There is no such thing as too much internal communication – Engagement and awareness – Make sure staff know what is happening when and what their role is • Train your staff at that right time • Build a great delivery team • Success will come
- 20. 5. Communicate with customers • Wide group of „customers‟ to communicate with from Library to Link Resolver to Agents to Federations to CrossRef!
- 21. 5. Communicate with customers • Wide group of „customers‟ to communicate with from Library to Link Resolver to Agents to Federations to CrossRef! • Communicate clearly but not too early – Customers need to know what to do when – Plan how frequently you need to communicate – Consult if you can on key issues – Be “Glocal”
- 22. 5. Communicate with customers • Wide group of „customers‟ to communicate with from Library to Link Resolver to Agents to Federations to CrossRef! • Communicate clearly but not too early – Customers need to know what to do when – Plan how frequently you need to communicate – Consult if you can on key issues – Be “Glocal” • Follow up and listen!
- 23. 6. Migrating content and customer information
- 24. 6. Migrating content and customer information Content
- 25. 6. Migrating content and customer information Content • Don‟t under estimate how long this can take
- 26. 6. Migrating content and customer information Content • Don‟t under estimate how long this can take • The steps: Audit your inventory Standardize it Validate it Correct it Then start loading it
- 27. 6. Migrating content and customer information Content Customer information • Don‟t under estimate how long this can take • The steps: Audit your inventory Standardize it Validate it Correct it Then start loading it
- 28. 6. Migrating content and customer information Content Customer information • Don‟t under estimate how • Don‟t under estimate the long this can take impact here • The steps: Audit your inventory Standardize it Validate it Correct it Then start loading it
- 29. 6. Migrating content and customer information Content Customer information • Don‟t under estimate how • Don‟t under estimate the long this can take impact here • The steps: • Data cleansing may be Audit your inventory needed to move it from Standardize it one system to another Validate it Correct it Then start loading it
- 30. 6. Migrating content and customer information Content Customer information • Don‟t under estimate how • Don‟t under estimate the long this can take impact here • The steps: • Data cleansing may be Audit your inventory needed to move it from Standardize it one system to another Validate it Correct it Whatever you do, Then start loading it document it
- 31. 7. Testing 1. System Testing o Starts with requirements sign-off o First idea of your new build (code quality and defect levels)
- 32. 7. Testing 1. System Testing o Starts with requirements sign-off o First idea of your new build (code quality and defect levels) 2. Usability Testing (-6 months) o End users as widely as possible o Not necessarily customers
- 33. 7. Testing 1. System Testing o Starts with requirements sign-off o First idea of your new build (code quality and defect levels) 2. Usability Testing (-6 months) o End users as widely as possible o Not necessarily customers 3. User Acceptance Testing (-2 months) o Business staff
- 34. 7. Testing 1. System Testing o Starts with requirements sign-off o First idea of your new build (code quality and defect levels) 2. Usability Testing (-6 months) o End users as widely as possible o Not necessarily customers 3. User Acceptance Testing (-2 months) o Business staff 4. Library Preview (-1 month) o Invitation only
- 35. What if something goes wrong? • Have a good launch plan – Start 4 weeks before with weekly meetings then week 3 (daily) to launch week (4 hourly) – Staff on call
- 36. What if something goes wrong? • Have a good launch plan – Start 4 weeks before with weekly meetings then week 3 (daily) to launch week (4 hourly) – Staff on call • Take ownership of the problem – Customers need to know you are taking them seriously – Investigate and let the customer know when you will come back to them..stick to your word
- 37. Measuring Success • Agree your success criteria at launch + 12 months after
- 38. Measuring Success • Agree your success criteria at launch + 12 months after • Measure traffic weekly, monitor your usage growth monthly
- 39. Measuring Success • Agree your success criteria at launch + 12 months after • Measure traffic weekly, monitor your usage growth monthly • Track your subscription renewals and article purchase spend monthly
- 40. Measuring Success • Agree your success criteria at launch + 12 months after • Measure traffic weekly, monitor your usage growth monthly • Track your subscription renewals and article purchase spend monthly • Accept Feedback (positive and negative)
- 41. Measuring Success • Agree your success criteria at launch + 12 months after • Measure traffic weekly, monitor your usage growth monthly • Track your subscription renewals and article purchase spend monthly • Accept Feedback (positive and negative) • Build on the relationship with your supplier
- 42. Measuring Success • Agree your success criteria at launch + 12 months after • Measure traffic weekly, monitor your usage growth monthly • Track your subscription renewals and article purchase spend monthly • Accept Feedback (positive and negative) • Build on the relationship with your supplier • Keep going!
- 43. Positive feedback.. “
- 44. Successful Launch of Apollo 14 Saturn V, 31 January 1971 “Feel the fear and do it anyway “by Susan Jeffers ©
- 45. Dream a Little Dream A Librarian Envisions the Ideal Platform Migration Kelly Smith Interim Coordinator for Collection Services Eastern Kentucky University Libraries kelly.smith2@eku.edu
- 46. Basics Communication – early and often Informational materials to support instruction – tutorials, etc. Timing – mid to late semester is bad; early summer is best
- 47. “They’re all trying to stake out their turf,” she says. Even if the tools are useful, “It’s very, very frustrating when you’re trying to keep things very clear and simple for students.” ~Julie Ouska, CIO, Colorado Community College System Read more: Steve Kolowich, “The Digital Landscape's Blurry Boundaries ,“ Inside Higher Ed, March 1, 2012, http://www.insidehighered.com/news/2012/03/01/kno-cengage-lawsuit-highlights-high-stakes- digital-migration#ixzz1nrxtejNm
- 60. MARCH 2012 – ERIL-L Listserv exchange We've noticed some issues with some of the features in Sage Research Methods Online (SRMO) recently, and we wanted to see if it's just us, or whether it's affecting other libraries as well. Has anyone noticed the following? 1. When you use the advanced search feature, you are forced to set a date range before continuing 2. When you are in an article or book chapter, the links to 'export citation' or 'download fulltext' do nothing 3. When you view a book, youare unable to see the table of contents (e.g.) sage handbook of action research, doi: 10.4135/9781848607934 10.4135/9781848607934 10.4135/9781848607934 10.4135/9781848607934 10.4135/9781848607934 10.4135/9781848607934 We've tried viewing this database using IE and Firefox so it doesn't seem to be browser specific. I also noticed the date range issue in advance search and the lack of table of contents on SRMO (happens in Chrome too). And it might be of interest that I noticed these after learning that some of the marc records I'd picked up from the SRMO website and loaded into our catalogue had invalid URLs - some point to Sage Research Online (where we don't have the content), and others just don't work. We queried the DOI’s in the SRMO database that are not working, not on title or chapter level. Below the reply we got from the Sage Technical Support. Links within individual records in WorldCat are mostly returning a Page not found error. I’ve stopped the loading of the SRMO MARCH records in our cataloguing division until Sage can decide if they want to want to “make our Sage experience a success” as promised. We alsoreported the problem with the “export citation” and “download fulltext” to Sage, even included the coding error for them. First they “could not replicate the problem”, then also just apologised for the problem. The options magically started to function from last Thursday or Friday. Unacceptable that a major publisher can hold libraries ransom with a promise of a new platform. Even the sign-up link for the beta version of Sage Knowledge is returning an error. Not a good indication if things to come. Thank you for contacting SAGE Technical Support and I am sorry for the trouble you are having. SAGE Reference DOIs have not yet been submitted to CrossRef. SAGE is launching a new product this summer, SAGE Knowledge, that will include SAGE Reference content. DOIs will be submitted to CrossRef when SAGE Knowledge is launched. If you have further questions about SAGE Knowledge, please contact our CUSTOMER SERVICE DEPARTMENT at subscriptions@sagepub.co.uk or call +44 (0) 20 7 324 8500. Thank you for your patience and please accept our apologies for any inconvenience.
- 66. Working features Meets accessibility standards Maintains all content from previous site Local branding MARC records Options to change default searches Discoverable metadata – not siloed - and other platform preferences Clear indication of local availability Counter and Sushi statistics Durable URLs with proxies Mobile options OpenURL – (inbound & outbound)
Editor's Notes
- Lets start with a famous event on 11 April 1970 when Apollo 13 launched into space. It was a tough mission, lots of drama (and subsequently been made into movies, plays, books etc) but ultimately everyone returned safely. The Flight Commander called it a ‘successful failure’.Our mission is to avoid the mistakes they made and get to a successful launch of our new platform! The journey begins now ....Lets step into the academic publishing industry as a whole, What can we see?Prior to 2000, publishing had not changed for 100’s of years but with the advent of the world wide web and Companies like Apple, Amazon have forced us to change....whether you publish journals, or books the upheaval has been huge
- Lets start with a famous event on 11 April 1970 when Apollo 13 launched into space. It was a tough mission, lots of drama (and subsequently been made into movies, plays, books etc) but ultimately everyone returned safely. The Flight Commander called it a ‘successful failure’.Our mission is to avoid the mistakes they made and get to a successful launch of our new platform! The journey begins now ....Lets step into the academic publishing industry as a whole, What can we see?Prior to 2000, publishing had not changed for 100’s of years but with the advent of the world wide web and Companies like Apple, Amazon have forced us to change....whether you publish journals, or books the upheaval has been huge
- Lets start with a famous event on 11 April 1970 when Apollo 13 launched into space. It was a tough mission, lots of drama (and subsequently been made into movies, plays, books etc) but ultimately everyone returned safely. The Flight Commander called it a ‘successful failure’.Our mission is to avoid the mistakes they made and get to a successful launch of our new platform! The journey begins now ....Lets step into the academic publishing industry as a whole, What can we see?Prior to 2000, publishing had not changed for 100’s of years but with the advent of the world wide web and Companies like Apple, Amazon have forced us to change....whether you publish journals, or books the upheaval has been huge
- Just take a quick look at these numbers - investment £2+ Billion since 2000 in technology(You may have seen these slides before based on a set from Elsevier and used by STM last year)The same is true in the library as well from the investment in systems to manage cataloguing and authentication to communicating with users off campus “We” have both evolved into very different entities supported by huge technological infrastructures and so that is largely a key part of the answer to the question why migrate platforms?Because and I would cite 4 things here: 1) web technology continues to evolve incredibly quickly as does academic research and in response arrives new demands e.g. Data and text mining or simply the need to publish as quickly as possible so 2) features and functions on platforms need to change to accommodate these e.g. alerts or 3) regulatory changes e.g. Rules on collecting cookies and 4) finally if we are to survive we simply have to keep up! Just to illustrate ...
- Just take a quick look at these numbers - investment £2+ Billion since 2000 in technology(You may have seen these slides before based on a set from Elsevier and used by STM last year)The same is true in the library as well from the investment in systems to manage cataloguing and authentication to communicating with users off campus “We” have both evolved into very different entities supported by huge technological infrastructures and so that is largely a key part of the answer to the question why migrate platforms?Because and I would cite 4 things here: 1) web technology continues to evolve incredibly quickly as does academic research and in response arrives new demands e.g. Data and text mining or simply the need to publish as quickly as possible so 2) features and functions on platforms need to change to accommodate these e.g. alerts or 3) regulatory changes e.g. Rules on collecting cookies and 4) finally if we are to survive we simply have to keep up! Just to illustrate ...
- Just consider the following as well...significant releases from many players in 2010 (and prior to that in 2006/7)We certainly felt we were behind our competitors and needed to catch up....Mix of in-house development and working with technology partners as illustrated above – you may have more than one e.g. Many work with platform suppliers and software partners like Mark Logic. Pros and cons of both approaches – depends again on IT philosophy and culture.So, we have now established the need to migrate platforms and we have decided to (in our case go from in-house development to a supplier) so how did we do it? What are our top tips for managing such a change? 1. Need to know what you want to deliver
- Just consider the following as well...significant releases from many players in 2010 (and prior to that in 2006/7)We certainly felt we were behind our competitors and needed to catch up....Mix of in-house development and working with technology partners as illustrated above – you may have more than one e.g. Many work with platform suppliers and software partners like Mark Logic. Pros and cons of both approaches – depends again on IT philosophy and culture.So, we have now established the need to migrate platforms and we have decided to (in our case go from in-house development to a supplier) so how did we do it? What are our top tips for managing such a change? 1. Need to know what you want to deliver
- ...By creatinga virtuous circle of conversation with researchers, authors and librarians.This is something we’ve been doing for a while and it enabled us to make TFO the quality platform we have today.So what does this mean? Well...We run focus groups around the globe, and meet with Librarians and Researchers.At Editor discussions or “Round Tables” we connect regularly and specifically with our journal editors, the key advocates who steward our journalsWe survey authors continuously – using a combination of general and more product specific surveys. We then gather feedback from our own sales and customer services teams, and look at usage and web analytics to make us better informed on how we can improve our servicesThis last piece has become more and more important as these are the silent majority of users and we want our platform to talk back to them; to acknowledge them e.g. People like you also read.....look at where search engine traffic drops users in and get those pages rightFinally no plan would be complete without a thorough analysis of our competitors which we carry out quarterlyOnce we knew what we wanted to build we moved into the realisation phase, how to move from the drawing board and into life!Tip 2. for any big project you need structure
- ...By creatinga virtuous circle of conversation with researchers, authors and librarians.This is something we’ve been doing for a while and it enabled us to make TFO the quality platform we have today.So what does this mean? Well...We run focus groups around the globe, and meet with Librarians and Researchers.At Editor discussions or “Round Tables” we connect regularly and specifically with our journal editors, the key advocates who steward our journalsWe survey authors continuously – using a combination of general and more product specific surveys. We then gather feedback from our own sales and customer services teams, and look at usage and web analytics to make us better informed on how we can improve our servicesThis last piece has become more and more important as these are the silent majority of users and we want our platform to talk back to them; to acknowledge them e.g. People like you also read.....look at where search engine traffic drops users in and get those pages rightFinally no plan would be complete without a thorough analysis of our competitors which we carry out quarterlyOnce we knew what we wanted to build we moved into the realisation phase, how to move from the drawing board and into life!Tip 2. for any big project you need structure
- In this structure you have governance supplied by a programme board who are senior board directors who make key decisions like release dates, sign off budget and act as a point of escalation for the Programme and Product Manager who essentially day to day direct events. Important to know how you will deal with major decisionsFor example: the Programme Mgr would take the Roadmap provided by the PM and have it costed to deliver – they engage the project managers and decide on the work streams. We concentrated on Business Operations and Reporting, User Interface which then became Launch (which is where the communications was handled), Content Migration,Customer data and sales data, TestingWe find this structure very helpful for managing big releases.Our monthly release cycle is managed in a similar way but with Product working with Operational Teams so we have a balance of fixing defects and delivering new enhancements.
- Tip 3Don’t be afraid to consider changing your business processThere may be a situation or a solution that will be much easier to implement, or be better for the customer in the long term. E.g. SAP – can be risks here (as we found out!). Editors into SAP = ok. Is your current solution better suited to the print world?Don’t be afraid to change a process which is not working (e.g. moving from an external to internal design process). Initially used our internal designer to manage a design firm thinking it would be quicker – proved not to beWe probably went through more iterations of the design stream than any other – everyone felt they should have say. The number of people on the team just grew till decision making was really difficult so we changed the PM, shrank the team and basically work-shopped the user interface dividing it into sprints e.g. Ecommerce, Account Administration and so forthDon’t dismiss advice from your supplierThere may be occasions where their experience with other publishers/publishing platforms can offeran objective viewpoint, or a better solutionWe do this a lot with Atypon and expect to discuss things with them – you could do it this way or like this...We borrowed from Atypon’s experience particularly with Launch – the goal was to minimize disruption to the Library and its users. We got ourselves to being ‘system ready’ and from there agreed the best date to launch.
- Tip 3Don’t be afraid to consider changing your business processThere may be a situation or a solution that will be much easier to implement, or be better for the customer in the long term. E.g. SAP – can be risks here (as we found out!). Editors into SAP = ok. Is your current solution better suited to the print world?Don’t be afraid to change a process which is not working (e.g. moving from an external to internal design process). Initially used our internal designer to manage a design firm thinking it would be quicker – proved not to beWe probably went through more iterations of the design stream than any other – everyone felt they should have say. The number of people on the team just grew till decision making was really difficult so we changed the PM, shrank the team and basically work-shopped the user interface dividing it into sprints e.g. Ecommerce, Account Administration and so forthDon’t dismiss advice from your supplierThere may be occasions where their experience with other publishers/publishing platforms can offeran objective viewpoint, or a better solutionWe do this a lot with Atypon and expect to discuss things with them – you could do it this way or like this...We borrowed from Atypon’s experience particularly with Launch – the goal was to minimize disruption to the Library and its users. We got ourselves to being ‘system ready’ and from there agreed the best date to launch.
- Tip 3Don’t be afraid to consider changing your business processThere may be a situation or a solution that will be much easier to implement, or be better for the customer in the long term. E.g. SAP – can be risks here (as we found out!). Editors into SAP = ok. Is your current solution better suited to the print world?Don’t be afraid to change a process which is not working (e.g. moving from an external to internal design process). Initially used our internal designer to manage a design firm thinking it would be quicker – proved not to beWe probably went through more iterations of the design stream than any other – everyone felt they should have say. The number of people on the team just grew till decision making was really difficult so we changed the PM, shrank the team and basically work-shopped the user interface dividing it into sprints e.g. Ecommerce, Account Administration and so forthDon’t dismiss advice from your supplierThere may be occasions where their experience with other publishers/publishing platforms can offeran objective viewpoint, or a better solutionWe do this a lot with Atypon and expect to discuss things with them – you could do it this way or like this...We borrowed from Atypon’s experience particularly with Launch – the goal was to minimize disruption to the Library and its users. We got ourselves to being ‘system ready’ and from there agreed the best date to launch.
- Tips 4 & 5 are about communication – internally with staff and externally with customers both are very importantI can’t emphasize enough the need to communicate at all levels in the Company and this is before you talk to customers. There is a battle to win hearts and minds internally so that everyone gets behind the project and helpsWe could not have done our migration without a massive collective effort because people were asked to do their day job and some...if they did not buy in to what we were trying to achieve it would not have worked. We did not hire more people in the business teams (although we did hire more in IT) Training staff on new process and new tools they may have to use should not be under-estimated either. We did this too soon probably so post launch ensure that best practice is kept up – we are much better at documenting processes now so there is less reliance on ‘subject matter experts’When you find a team that works well together – use them for the next set of projects. We have found our groove with IT
- Tips 4 & 5 are about communication – internally with staff and externally with customers both are very importantI can’t emphasize enough the need to communicate at all levels in the Company and this is before you talk to customers. There is a battle to win hearts and minds internally so that everyone gets behind the project and helpsWe could not have done our migration without a massive collective effort because people were asked to do their day job and some...if they did not buy in to what we were trying to achieve it would not have worked. We did not hire more people in the business teams (although we did hire more in IT) Training staff on new process and new tools they may have to use should not be under-estimated either. We did this too soon probably so post launch ensure that best practice is kept up – we are much better at documenting processes now so there is less reliance on ‘subject matter experts’When you find a team that works well together – use them for the next set of projects. We have found our groove with IT
- Tips 4 & 5 are about communication – internally with staff and externally with customers both are very importantI can’t emphasize enough the need to communicate at all levels in the Company and this is before you talk to customers. There is a battle to win hearts and minds internally so that everyone gets behind the project and helpsWe could not have done our migration without a massive collective effort because people were asked to do their day job and some...if they did not buy in to what we were trying to achieve it would not have worked. We did not hire more people in the business teams (although we did hire more in IT) Training staff on new process and new tools they may have to use should not be under-estimated either. We did this too soon probably so post launch ensure that best practice is kept up – we are much better at documenting processes now so there is less reliance on ‘subject matter experts’When you find a team that works well together – use them for the next set of projects. We have found our groove with IT
- Tips 4 & 5 are about communication – internally with staff and externally with customers both are very importantI can’t emphasize enough the need to communicate at all levels in the Company and this is before you talk to customers. There is a battle to win hearts and minds internally so that everyone gets behind the project and helpsWe could not have done our migration without a massive collective effort because people were asked to do their day job and some...if they did not buy in to what we were trying to achieve it would not have worked. We did not hire more people in the business teams (although we did hire more in IT) Training staff on new process and new tools they may have to use should not be under-estimated either. We did this too soon probably so post launch ensure that best practice is kept up – we are much better at documenting processes now so there is less reliance on ‘subject matter experts’When you find a team that works well together – use them for the next set of projects. We have found our groove with IT
- Tip 5 : One slide over-simplifies this but I’d like to walk you through the key take-awaysImportant to identify all your customers and different channels of communication you need – our dedicated LMT came into their own here e.g. Agents needed training and we devised a handy desktop FAQ – they were keen to helpEg. Link Resolvers made sure they knew in advance what we were doing and we continue to work with them on a regular basisEg. Librarians have a huge role to play and that started about 6 months prior to launch when we consulted with them on changing our platform name. They knew this meant more work for them but bought into the benefits of clearer brand identification with T&F content. We really appreciated this. We did not want customers to worry about our migration so we started our communications plans 3 months before launch. As I said before your need help from all part of the Company – Sales should talk to key clients and consortia head; Editorial to Editors and Society Executives.We designed our plans so we did not bombard customers but equally we had clear calls to action. Another reason for not starting too early is you do need to know you are ready – embarrassing if you get this wrongCustomers and partners are all around the world but use your local staffs knowledge and have all materials in multiple languages (training and marketing).Follow up is vital post launch of your new platform – we did follow up survey with Editors and had a big telemarketing campaign done with customers If everyone is trained then response to end users will be better and quicker
- Tip 5 : One slide over-simplifies this but I’d like to walk you through the key take-awaysImportant to identify all your customers and different channels of communication you need – our dedicated LMT came into their own here e.g. Agents needed training and we devised a handy desktop FAQ – they were keen to helpEg. Link Resolvers made sure they knew in advance what we were doing and we continue to work with them on a regular basisEg. Librarians have a huge role to play and that started about 6 months prior to launch when we consulted with them on changing our platform name. They knew this meant more work for them but bought into the benefits of clearer brand identification with T&F content. We really appreciated this. We did not want customers to worry about our migration so we started our communications plans 3 months before launch. As I said before your need help from all part of the Company – Sales should talk to key clients and consortia head; Editorial to Editors and Society Executives.We designed our plans so we did not bombard customers but equally we had clear calls to action. Another reason for not starting too early is you do need to know you are ready – embarrassing if you get this wrongCustomers and partners are all around the world but use your local staffs knowledge and have all materials in multiple languages (training and marketing).Follow up is vital post launch of your new platform – we did follow up survey with Editors and had a big telemarketing campaign done with customers If everyone is trained then response to end users will be better and quicker
- Tip 5 : One slide over-simplifies this but I’d like to walk you through the key take-awaysImportant to identify all your customers and different channels of communication you need – our dedicated LMT came into their own here e.g. Agents needed training and we devised a handy desktop FAQ – they were keen to helpEg. Link Resolvers made sure they knew in advance what we were doing and we continue to work with them on a regular basisEg. Librarians have a huge role to play and that started about 6 months prior to launch when we consulted with them on changing our platform name. They knew this meant more work for them but bought into the benefits of clearer brand identification with T&F content. We really appreciated this. We did not want customers to worry about our migration so we started our communications plans 3 months before launch. As I said before your need help from all part of the Company – Sales should talk to key clients and consortia head; Editorial to Editors and Society Executives.We designed our plans so we did not bombard customers but equally we had clear calls to action. Another reason for not starting too early is you do need to know you are ready – embarrassing if you get this wrongCustomers and partners are all around the world but use your local staffs knowledge and have all materials in multiple languages (training and marketing).Follow up is vital post launch of your new platform – we did follow up survey with Editors and had a big telemarketing campaign done with customers If everyone is trained then response to end users will be better and quicker
- Tip 6: Migrating content and customer dataThese are huge projects and we estimate 18 months for each. Don’t underestimate the pre-emptive work before you can load it into the supplier systemLets just look at content – we had 1.6 million articles to migrate. First step was to audit our inventory (de-dupe, check rights). Then convent it to the format the supplier uses, validate that, correct it in your system Only then can you start to load it!Customer data is of a similar complexityDocument business processes This helps in identifying what needs to be done, by who, and ensures that knowledge is not lost with staff turnover. This also helps with training.
- Tip 6: Migrating content and customer dataThese are huge projects and we estimate 18 months for each. Don’t underestimate the pre-emptive work before you can load it into the supplier systemLets just look at content – we had 1.6 million articles to migrate. First step was to audit our inventory (de-dupe, check rights). Then convent it to the format the supplier uses, validate that, correct it in your system Only then can you start to load it!Customer data is of a similar complexityDocument business processes This helps in identifying what needs to be done, by who, and ensures that knowledge is not lost with staff turnover. This also helps with training.
- Tip 6: Migrating content and customer dataThese are huge projects and we estimate 18 months for each. Don’t underestimate the pre-emptive work before you can load it into the supplier systemLets just look at content – we had 1.6 million articles to migrate. First step was to audit our inventory (de-dupe, check rights). Then convent it to the format the supplier uses, validate that, correct it in your system Only then can you start to load it!Customer data is of a similar complexityDocument business processes This helps in identifying what needs to be done, by who, and ensures that knowledge is not lost with staff turnover. This also helps with training.
- Tip 6: Migrating content and customer dataThese are huge projects and we estimate 18 months for each. Don’t underestimate the pre-emptive work before you can load it into the supplier systemLets just look at content – we had 1.6 million articles to migrate. First step was to audit our inventory (de-dupe, check rights). Then convent it to the format the supplier uses, validate that, correct it in your system Only then can you start to load it!Customer data is of a similar complexityDocument business processes This helps in identifying what needs to be done, by who, and ensures that knowledge is not lost with staff turnover. This also helps with training.
- Tip 6: Migrating content and customer dataThese are huge projects and we estimate 18 months for each. Don’t underestimate the pre-emptive work before you can load it into the supplier systemLets just look at content – we had 1.6 million articles to migrate. First step was to audit our inventory (de-dupe, check rights). Then convent it to the format the supplier uses, validate that, correct it in your system Only then can you start to load it!Customer data is of a similar complexityDocument business processes This helps in identifying what needs to be done, by who, and ensures that knowledge is not lost with staff turnover. This also helps with training.
- Tip 6: Migrating content and customer dataThese are huge projects and we estimate 18 months for each. Don’t underestimate the pre-emptive work before you can load it into the supplier systemLets just look at content – we had 1.6 million articles to migrate. First step was to audit our inventory (de-dupe, check rights). Then convent it to the format the supplier uses, validate that, correct it in your system Only then can you start to load it!Customer data is of a similar complexityDocument business processes This helps in identifying what needs to be done, by who, and ensures that knowledge is not lost with staff turnover. This also helps with training.
- Tip 6: Migrating content and customer dataThese are huge projects and we estimate 18 months for each. Don’t underestimate the pre-emptive work before you can load it into the supplier systemLets just look at content – we had 1.6 million articles to migrate. First step was to audit our inventory (de-dupe, check rights). Then convent it to the format the supplier uses, validate that, correct it in your system Only then can you start to load it!Customer data is of a similar complexityDocument business processes This helps in identifying what needs to be done, by who, and ensures that knowledge is not lost with staff turnover. This also helps with training.
- Tip 6: Migrating content and customer dataThese are huge projects and we estimate 18 months for each. Don’t underestimate the pre-emptive work before you can load it into the supplier systemLets just look at content – we had 1.6 million articles to migrate. First step was to audit our inventory (de-dupe, check rights). Then convent it to the format the supplier uses, validate that, correct it in your system Only then can you start to load it!Customer data is of a similar complexityDocument business processes This helps in identifying what needs to be done, by who, and ensures that knowledge is not lost with staff turnover. This also helps with training.
- Various types of testing to be doneSystem testing is the starting point to give you an idea of the quality of the code which is indicated by the number of defect. Our supplier delivers good quality code which helps. Our system testers are both in the UK (3) and India (4) so we can cover the greater part of the day USABILITY – Do try and do this. We started 6 months before once we had enough of a system to show people. Gives you great feedback and instils confidence in your new platform. We were lucky enough to do this globally but you don’t need necessarily huge resources e.g. Cross Ref experience to ElsevierUAT is done by business staff – basically checking the product meets the expected requirements. We dedicate a lot of effort to this ensuring staff know what they are testing when, how to report it. We usually get everyone in room to do it.Finally just before launch we invited a group of librarians to attend a Preview in Oxford which was positively received. Set expectations about view only but we would take feedback and have implemented or are implementing their requirementsMoving on now to our last section...
- Various types of testing to be doneSystem testing is the starting point to give you an idea of the quality of the code which is indicated by the number of defect. Our supplier delivers good quality code which helps. Our system testers are both in the UK (3) and India (4) so we can cover the greater part of the day USABILITY – Do try and do this. We started 6 months before once we had enough of a system to show people. Gives you great feedback and instils confidence in your new platform. We were lucky enough to do this globally but you don’t need necessarily huge resources e.g. Cross Ref experience to ElsevierUAT is done by business staff – basically checking the product meets the expected requirements. We dedicate a lot of effort to this ensuring staff know what they are testing when, how to report it. We usually get everyone in room to do it.Finally just before launch we invited a group of librarians to attend a Preview in Oxford which was positively received. Set expectations about view only but we would take feedback and have implemented or are implementing their requirementsMoving on now to our last section...
- Various types of testing to be doneSystem testing is the starting point to give you an idea of the quality of the code which is indicated by the number of defect. Our supplier delivers good quality code which helps. Our system testers are both in the UK (3) and India (4) so we can cover the greater part of the day USABILITY – Do try and do this. We started 6 months before once we had enough of a system to show people. Gives you great feedback and instils confidence in your new platform. We were lucky enough to do this globally but you don’t need necessarily huge resources e.g. Cross Ref experience to ElsevierUAT is done by business staff – basically checking the product meets the expected requirements. We dedicate a lot of effort to this ensuring staff know what they are testing when, how to report it. We usually get everyone in room to do it.Finally just before launch we invited a group of librarians to attend a Preview in Oxford which was positively received. Set expectations about view only but we would take feedback and have implemented or are implementing their requirementsMoving on now to our last section...
- Various types of testing to be doneSystem testing is the starting point to give you an idea of the quality of the code which is indicated by the number of defect. Our supplier delivers good quality code which helps. Our system testers are both in the UK (3) and India (4) so we can cover the greater part of the day USABILITY – Do try and do this. We started 6 months before once we had enough of a system to show people. Gives you great feedback and instils confidence in your new platform. We were lucky enough to do this globally but you don’t need necessarily huge resources e.g. Cross Ref experience to ElsevierUAT is done by business staff – basically checking the product meets the expected requirements. We dedicate a lot of effort to this ensuring staff know what they are testing when, how to report it. We usually get everyone in room to do it.Finally just before launch we invited a group of librarians to attend a Preview in Oxford which was positively received. Set expectations about view only but we would take feedback and have implemented or are implementing their requirementsMoving on now to our last section...
- Moving on now to our last section So we are system ready but we have one last thing to do – some contingency planning.The Houston moment... If something does go wrong – and nobody’s perfectFirst make sure you have a good launch plan Take ownership of the problem – customers need to know you are taking them seriously. Investigate and get back to them when you say you will – that includes Sales and CSD We did have a problem - despite massive end to end testing - with some consortial customers access. Mismatch of system records with what had been implemented on the previous front end. As soon as we were aware we put together a crack SWAT team to solve it – created an emergency access token + plan to resolve in 6 weeksAlso put in place a long term plan to improve best practice and learnt from this so our renewals, 6 months on, went smoothly
- Moving on now to our last section So we are system ready but we have one last thing to do – some contingency planning.The Houston moment... If something does go wrong – and nobody’s perfectFirst make sure you have a good launch plan Take ownership of the problem – customers need to know you are taking them seriously. Investigate and get back to them when you say you will – that includes Sales and CSD We did have a problem - despite massive end to end testing - with some consortial customers access. Mismatch of system records with what had been implemented on the previous front end. As soon as we were aware we put together a crack SWAT team to solve it – created an emergency access token + plan to resolve in 6 weeksAlso put in place a long term plan to improve best practice and learnt from this so our renewals, 6 months on, went smoothly
- Don’t forget to measure your success – invested both money and peoples time We built a presentation a year before launch for this, then checked it at launch and some of our Roadmap for 2012 is designed around delivering on those future expectations.We guage success in part through our usage and traffic to the new platform and also the community continues to reward T&F with subscriptions, submissions and other revenueFeedback good and bad from all our stakeholders does move us forward – (remember the virtuous circle)We have worked on our relationship with our supplier as we want to get the most out of themAnd just keep going – success will come!
- Don’t forget to measure your success – invested both money and peoples time We built a presentation a year before launch for this, then checked it at launch and some of our Roadmap for 2012 is designed around delivering on those future expectations.We guage success in part through our usage and traffic to the new platform and also the community continues to reward T&F with subscriptions, submissions and other revenueFeedback good and bad from all our stakeholders does move us forward – (remember the virtuous circle)We have worked on our relationship with our supplier as we want to get the most out of themAnd just keep going – success will come!
- Don’t forget to measure your success – invested both money and peoples time We built a presentation a year before launch for this, then checked it at launch and some of our Roadmap for 2012 is designed around delivering on those future expectations.We guage success in part through our usage and traffic to the new platform and also the community continues to reward T&F with subscriptions, submissions and other revenueFeedback good and bad from all our stakeholders does move us forward – (remember the virtuous circle)We have worked on our relationship with our supplier as we want to get the most out of themAnd just keep going – success will come!
- Don’t forget to measure your success – invested both money and peoples time We built a presentation a year before launch for this, then checked it at launch and some of our Roadmap for 2012 is designed around delivering on those future expectations.We guage success in part through our usage and traffic to the new platform and also the community continues to reward T&F with subscriptions, submissions and other revenueFeedback good and bad from all our stakeholders does move us forward – (remember the virtuous circle)We have worked on our relationship with our supplier as we want to get the most out of themAnd just keep going – success will come!
- Don’t forget to measure your success – invested both money and peoples time We built a presentation a year before launch for this, then checked it at launch and some of our Roadmap for 2012 is designed around delivering on those future expectations.We guage success in part through our usage and traffic to the new platform and also the community continues to reward T&F with subscriptions, submissions and other revenueFeedback good and bad from all our stakeholders does move us forward – (remember the virtuous circle)We have worked on our relationship with our supplier as we want to get the most out of themAnd just keep going – success will come!
- Don’t forget to measure your success – invested both money and peoples time We built a presentation a year before launch for this, then checked it at launch and some of our Roadmap for 2012 is designed around delivering on those future expectations.We guage success in part through our usage and traffic to the new platform and also the community continues to reward T&F with subscriptions, submissions and other revenueFeedback good and bad from all our stakeholders does move us forward – (remember the virtuous circle)We have worked on our relationship with our supplier as we want to get the most out of themAnd just keep going – success will come!
- I’m going to let these comments talk for themselvesWe have had some positive feedback from librarians and editors: I find Taylor and Francis online really impressive. Very fast and very good to look at. The wait was worth it.Just accessed the sport and leisure journals- 45 of them, nicely listed and very efficiently done.Boria MajundirGeneral Editor, Sport in the Global Society, Contemporary Perspectives (Routledge)The webpage looks very good indeed - very clean and precise…Professor Jon DavisonEditor, British Journal of Educational StudiesHelena M. VonVille, MLS, MPHLibrary DirectorUniversity of Texas School of Public Health Library HoustonSo:
- Here’s to a successful launch!And indeed Apollo 14 successfully launched on 31 January 1971 8 months after Apollo 13.Thank you for listening to our tips
- First of all, the basics. These are important steps to help librarians prepare for a platform change. Many publishers have been doing well at communicating and providing informational materials. I hope that publishers will also consider carefully the timing of platform changes. Some examples I will give later in this presentation will illustrate why this would be helpful.
- Though this comment was made in reference to publisher digital book supplementary content that does not integrate with standard LMS systems, the same philosophy applies to platforms for eResources. Librarians are often baffled and frustrated by changes to platforms that do not improve our users’ experience. <<expand>>
- Great platforms share three qualities: usability, customizability, and interoperability. <<expand on each>> Librarians hope that when vendors implement migrations, they are looking to improve each of these facets, and move forward in one or more of these areas, rather than backward. If a platform is already meeting these and then the new platform doesn’t, that is very frustrating for librarians and patrons. In the next several slides, I’m going to highlight some examples of each of these.
- My first set of examples include screenshots taken after Project Muse’s recent platform migration. This first slide illustrates two of the most important ways to ensure usability: 1. OpenURL outbound linking is activated and 2. icons clearly indicate local availability. Unfortunately, there is also one big problem. The default search limits to only content that is locally available, and there is no option to change that default. We don’t really want to limit the student to what they can search. With OpenURL, many of us would prefer to open things up. Alternatively, let each library decide what the default will be. –next slide-
- In his blog post, Stephen Francoeur [http://blsciblogs.baruch.cuny.edu/newmanreference/2012/02/08/problems-with-new-project-muse-interface/] discusses the lack of an OpenURL link resolver option from Project Muse article record pages. Though the link text was available on the search results list, and presumably a user would have clicked on it at that point to look for available full text, it would not be unusual for them to just click on the title and hope for the best. Once landing on this page, they are presented with a confusing set of login options that won’t necessarily apply to them. He rightly points out that “the pages show on the top right corner a legend for Project MUSE access icons that might on first glance seem to suggest that we do have access” even in cases when we do not. Simply replacing that useless legend with some local options – local availability, branding, and, especially, our SFX button, would make this infinitely more usable. As it is, this is essentially a dead end for our patrons, who are not taught about DOIs. [next slide]
- If the knew about it, they could click on the DOI and be presented with the OpenURL options, but at my library, many instruction librarians don’t have time to cover this and they probably wouldn’t know to click on it. Here you see that my library does have access to this article in other databases, and if the SFX button had been integrated on the record page, the chances are much higher that they would have been able to find out about this access. Alternatively, if this had been an article to which we do not have full text access, they would have had additional options such as interlibrary loan or print versions. There should be no dead ends in any of our databases.
- Before moving on to another example, I’d like to quickly discuss administrative options. <expand>
- When Proquest recently migrated to a new platform, they did it in phases, so that the new platform was released before all databases were included in the new platform. <<expand on limiting availability>>
- Communicate with third parties (sfx) etc. in addition to libraries
- illustrates the importance of metadata consistency
- illustrates the importance of metadata consistency
- Don’t include something on a page that doesn’t work. Wait to launch until things are working.Work with 3rd parties to coordinate launch with updates. Iewilson & ebsco.
- I need to spend a few minutes talking about usage statistics. Our library has 90 platforms for which we have to compile usage information
- These vendors all work with uStat. Saves a lot of time that I don’t have to go out and manually download these.