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Digital Imaging Tutorial - Digital Preservation

8. Digital Preservation

Key Concepts

definition

challenges

technical strategies

organizational

strategies

additional reading

ECHNICAL

TRATEGIES

Enduring Care should be seen as an ongoing strategy for monitoring the

wellbeing of digital resources. Vigilant management of the collection includes

housing images and accompanying files in secure, reliable media and

locations; storing and handling media according to industry guidelines to

optimize their life expectancy; and implementing periodic and systematic

integrity checks and backups.

Refreshing involves copying content from one storage medium to another.

As such it targets only media obsolescence and is not a full-service

preservation strategy. An example of refreshing is copying a group of files

from CD-ROMs to DVDs. Refreshing should be seen as an integral part of an

enduring care policy.

Migration is the process of transferring digital information from one hardware

and software setting to another or from one computer generation to

subsequent generations. For example, moving files from an HP-based system

to a SUN-based system involves accommodating the difference in the two

operating environments. Migration can also be format-based, to move image

files from an obsolete file format or to increase their functionality.

Emulation involves the re-creation of the technical environment required to

view and use a digital collection. This is achieved by maintaining information

about the hardware and software requirements so that the system can be

reengineered.

Technology Preservation is based on preserving the technical environment

that runs the system, including software and hardware such as operating

systems, original application software, media drives, and the like.

Digital Archeology includes methods and procedures to rescue content from

damaged media or from obsolete or damaged hardware and software

environments.

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Digital Imaging Tutorial - Digital Preservation

Reality Check

Which strategy(ies) assumes the copying of data files from one

storage medium to another in response to media obsolescence

or deterioration?

Refreshing

Migration

Emulation

Technology preservation

Digital archeology

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Check Answer

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Digital Imaging Tutorial - Digital Preservation

8. Digital Preservation

Key Concepts

definition

challenges

technical strategies

organizational

strategies

additional reading

RGANIZATIONAL

TRATEGIES

Technical solutions alone are insufficient to ensure the longevity of digital

resources. A holistic approach is called for that recognizes the

interdependencies between technical and organizational components. Among

issues to be addressed in such a strategy are staffing and training needs,

financial requirements, criteria for re-selection, and preservation metadata

needs.

Although it is useful to examine each issue in detail, successful solutions

require the integration of administrative and technical considerations. For

example, an institution may have a well-developed strategy for day-to-day

maintenance of image collections that codifies how to monitor, test, and

refresh files. However, unless there is a concomitant financial and

administrative plan that outlines how to staff and finance these activities over

time, the maintenance plan may not succeed in the long-term. Likewise,

having dedicated and qualified staff will not suffice unless there is a technical

appreciation for the lifecycle management of digital assets. Effective

management of digital collections will require institutions to develop and

follow a business plan for evaluating long-term preservation and access

requirements, identifying costs and benefits, and assessing risks.

Examples of initiatives that support such an approach include:

Arts and Humanities Data Service (AHDS) in the UK is developing a

decision-making tree to be used in cost-benefit analysis of digital

preservation options (Administrative and Managerial Frameworks

Preservation Management of Digital Materials).

Cornell's

Risk Management of Digital Information project examined

the risks involved in file format migration (e.g., TIFF 4.0 to TIFF 6.0)

and developed an assessment tool to evaluate the risks involved in

migration. This tool also helps to assess institutional readiness for any

digital preservation action.

The following initiatives are examples of promising, practical approaches to

digital preservation:

OAIS (Open Archival Information System) reference model provides a

framework for long-term digital preservation and access, including

terminology and concepts for describing and comparing archival

architectures. Both the NEDLIB and Cedars 1 projects have adopted the

OAIS reference model as a basis for their explorations.

Cedars 1 (CURL Exemplars in Digital Archives) project aims to produce

strategic frameworks for digital collection management policies, and to

promote methods appropriate for long-term preservation of different classes

of digital resources, including the creation of appropriate metadata.

Networked European Deposit Library (NEDLIB) is a collaborative project of

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Digital Imaging Tutorial - Digital Preservation

European national libraries to build a framework for a networked deposit

library. Among the key issues it explores are archival maintenance

procedures and the link between metadata requirements and preservation

strategies.

PANDORA (Preserving and Accessing Networked Documentary Resources

of Australia) project has successfully established an archive of selected

Australian online publications, developed several digital preservation policies

and procedures, drafted a logical data model for preservation metadata, and

outlined a proposal for a national approach to the long-term preservation of

these publications.

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Digital Imaging Tutorial - Digital Preservation

8. Digital Preservation

Key Concepts

definition

challenges

technical strategies

organizational

strategies

additional reading

DDITIONAL

EADING

Oya Y. Rieger, "Projects to Programs: Developing a Digital Preservation

Policy," in Moving Theory into Practice: Digital Imaging for Libraries and

Archives, Mountain View, CA : Research Libraries Group, 2000; pp. 135-152.

http://www.rlg.org/preserv/mtip2000.html

N. Beagrie and D. Greenstein, A Strategic Policy Framework for Creating and

Preserving Digital Collections. Version 5.0. Arts and Humanities Data Service,

July 1998/July 2001.

http://ahds.ac.uk/strategic.htm

Task Force on Archiving of Digital Information, Preserving Digital Information:

Report of the Task Force on Archiving of Digital Information, (Washington,

DC: Commission on Preservation and Access, 1996.

http://www.rlg.org/ArchTF/index.html

National Library of Australia, Preserving Access to Digital Information.

http://www.nla.gov.au/padi/

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Digital Imaging Tutorial - Management

9. Management

Key Concepts

introduction

project life cycle

in-house vs. outsource

in-house facility

project budgets

communication

project monitoring

looking beyond

additional reading

NTRODUCTION

Institutions inaugurating digital imaging initiatives must address managerial

issues. These can be characterized variously, but they all boil down to

correlating resources and processes with project goals. Project goals, such as

enhancing access or promoting efficiencies must be translated into project

deliverables, such as digital image files, accompanying metadata, and Web-

accessible databases. A manager will have a greater chance of completing

the project successfully if she has a hand in defining project goals and

deliverables. The figure below places goals and deliverables at the center of

project management. Radiating out from them are institutional resources,

including collections, personnel, finances, space, time, and technical

capabilities. These elements will enhance or constrain digitization efforts. The

outer circle represents the processes or steps that encompass digital imaging

initiatives.

Management Wheel: The figure demonstrates the organic nature of digital

imaging, with interdependencies connecting goals, resources, and processes.

Among responsibilities that fall to project managers are the following:

Setting realistic timelines, objectives, and expectations

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Digital Imaging Tutorial - Management

Determining the best approach for accomplishing project goals

Developing and defending budgets

Facilitating communication among project participants, including

outside vendors

Monitoring production, quality, and costs

Looking beyond project's end

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Digital Imaging Tutorial - Management

9. Management

Key Concepts

introduction

project life cycle

in-house vs. outsource

in-house facility

project budgets

communication

project monitoring

looking beyond

additional reading

ETTING

EALISTIC

IMELINES

, O

BJECTIVES

AND

XPECTATIONS

It is the manager's responsibility to recognize and plan for a project's life

cycle, which encompasses the following stages:

Pre-project activities, including identifying goals and methodologies,

securing resources and institutional commitment

Ramping up, the stage from project initiation to first scanning batch

Production, where the greatest productivity occurs in the middle of this

phase

Project wind down, a time to conclude the effort and for dealing with

problems that have been set aside

Post-project activities, principally associated with mainstreaming

maintenance responsibilities for digital products

Recognizing the life cycle of a project enables a manager to develop a project

timeline, where the beginning and end are clearly defined. In between, the

manager must marshall resources to create project deliverables on time and

within budget. Project steps and workflow must be characterized, and the

several Web sources listed at the end of this section provide useful

information that may be adapted to your particular circumstances.

Timeline development is facilitated if the institution has experience with

similar efforts or can undertake a pilot phase where time and resources

associated with project steps can be quantified. Creating a base level timeline

using a software program capable of generating a Gantt chart such as

Microsoft Project enables the manager to note process sequences and

dependencies that will be affected by unanticipated delays in production. A

common mistake is to overestimate production capabilities, especially in the

early phases of a project. These tools facilitate project monitoring, enabling

managers to respond more effectively to bottlenecks, competing

requirements, and the like.

http://www.library.cornell.edu/preservation/tutorial/management/management-02.html [4/28/2003 2:28:33 PM]

Digital Imaging Tutorial - Management

9. Management

Key Concepts

introduction

project life cycle

in-house vs. outsource

in-house facility

project budgets

communication

project monitoring

looking beyond

additional reading

ETERMINING THE

EST

PPROACH

: O

UTSOURCING VS.

N-HOUSE

ROGRAMS

There are pros and cons to outsourcing or creating in-house capabilities for

digital imaging efforts. Even when the decision is made to outsource certain

functions, the institution must support many aspects of the

digitization chain

as defined in the technical overview. For instance, if digitization is outsourced,

an institution still needs to establish an in-house inspection program.

Outsourcing

Advantages

Cost containment and limited risk; institution pays for deliverables,

usually a set price/image, which facilitates project planning and

budgeting

Costs typically lower than in-house figures, although prices vary

widely

Vendors can handle large volume and high throughput

Expertise, training, technology obsolescence costs absorbed by

vendor

Broad range of options and services available, including imaging,

metadata creation, enhancements, processing, encoding, derivative

creation, printing, storing and backup, database development

Disadvantages

Institution removed one step from imaging functions; services most

often performed offsite or even off shore

Vulnerability due to vendor instability

Hard sell for existing products and services that are typically designed

for business market

Vendor inexperience with needs of cultural institutions

Lack of standards and best practices with which to define

requirements or negotiate for services

Challenges in communication, from RFP development to contracting,

to production and quality requirements

Security, handling, transportation issues

Outsourcing is viable if an institution has a good understanding of the near-

and long-term goals of an imaging initiative, and can fully specify imaging,

metadata, and derivative requirements; locate reliable vendors; evaluate

products and services; adopt policies and procedures for various functions;

and define institutional and vendor responsibilities. Some service providers

offer a

questionnaire or checklist for institutions to clarify project requirements

as well as determine products and costs.

The

Colorado Digitization Project provides a list of US service providers. You

can also search the

AIIM Products and Services Guide by service required.

Vendors of film scanning and COM recording are listed in an

RLG DigiNews

FAQ.

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Digital Imaging Tutorial - Management

Note: if you know of similar Web-accessible lists for other countries,

drop us a

line.

A detailed Request for Proposals (RFP) must be developed, which clearly

outlines content and requirements. A good starting point is the

RLG

Guidelines for Creating a Request for Proposal for Digital Imaging Services.

In addition, the

Library of Congress has posted its RFPs for digital

conversion.

The evaluation process must represent a consistent and well-

documented methodology for three important reasons:

to assist the institution in choosing the right service provider

to justify the selection to institution purchasing agents

especially if the lowest bidder is not chosen

to defend the choice to losing bidders and protect the institution

against potential suits for unfair practice.

In-House Approach

Advantages

Learn by doing

Define requirements incrementally rather than up front

Retain direct control over entire range of imaging functions

Provide for security, proper handling, and accessibility to materials

Ensure primacy of library/archives requirements

Maintain consistent and high quality assurance requirements

Disadvantages

Large investment and ramp-up time

No set per-image cost

Institution pays for expenses instead of products, including costs of

downtime, training, and technology obsolescence

Limited production capabilities and facilities

Range of staffing expertise required

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