Museums Innovating with Technology

Scott Sayre & Kris Wetterlund Sandbox Studios/Museum411 Association of Midwest Museums Leadership Academy, October 2012

Museums Innovating with Technology

Scott Sayre and Kris Wetterlund

Association of Midwest Museums

Leadership Academy

October 18, 2012


Today We’ll Cover…

1. Innovating with Technology

2. Museum Information Management

3. The Systems Within

4. Managing the Human Resources

5. Handling Hardware and Budgeting

6. Navigating Social Media

7. Professional Development



What are the conditions for museums successfully

innovating with technology in museums?


“Conditions for Classroom Technology Innovations” Yong Zhao, Michigan State University, Kevin Pugh, University of Toledo, Stephen Sheldon, Johns Hopkins University, Joe L. Byers, Michigan State University.Teachers College Record, Volume 104, Number 3, April 2002, pp. 482-515

ARTstor Study: Four museums incorporate ARTstor into four very different technology projects



• The Innovator (You)• The Innovation (Project)• The Context (Museum)


The Innovator (You)

• Knowledge of the technology and its enabling conditions

Example: A Request for Proposals (RFP) that contained wildly varied levels of detail that made it impossible for vendors to propose a solution.


The Innovator (You)

• Pedagogy-technology compatibility

Example: In the ARTstor test, a history museum educator was already bringing in resources from all disciplines to aid teaching history at her museum.


The Innovator (You)

• Knowledge of the organizational and social culture of the museum

Example: Technology staff proposes a project that puts technology in the hands of art museum docents. While the museum educator expressed interest she knew the docents would resist.


The Innovation (Project)

• Alignment with the museum culture

Example: Museum authority versus Web 2.0

The art mob and MOMA



• Required resources are available: human, economic and technology

Example: Cell phone audio tours, YouTube, Facebook, Flickr, etc.



• Distance from the innovator’s current practices

Example: Teachers trained to use Pachyderm to create student resources who succeeded were those who used Pachyderm to create resources for something they were already teaching.


The Context (Museum)

• Technological infrastructure (facility, network, equipment, etc.)

Example: Museum educators would like to use YouTube videos in docent training but the IT staff of the museum has YouTube blocked because the network can’t support video streaming.



• Human infrastructure

Example: The first version of ArtsConnectEd placed more demands on the new media staff than they could keep up with. Solution – recreate ArtsConnectEd so that museum educators are responsible for content.



• Organizational culture (support staff, policies and procedures, etc.)

Example: Cell phones and laptops are banned in some museum buildings.


The Context• Technology infrastructure• Human infrastructure• Organizational culture

The Innovator• Knowledge of the technology• Pedagogy/technology compatibility• Knowledge of museum culture

The Innovation• Distance from culture• Distance from resources• Distance from innovator’s practice

Successful Tech Projects



Take the Quiz


Museum Information Management:

Looking at the Big Picture


Museums pride themselves on collections, knowledge and scholarly expertise.


Museums pride themselves on collections, knowledge and scholarly expertise.

Knowledge and scholarship rely upon the management of information.


What is Museum Information?

Information about:• Objects• Books/documents• People• Facilities and security• Activities/events

• Products and materials• Money• Process• Data


Where does it live?


Museum Structure/FunctionsAdministrationCollections/RegistrationCuratorialEducationSpecial EventsMembership/DevelopmentMarketing/Public RelationsExhibitionsLibraryArchives

Photo Services DesignWeb/MediaInformation Systems/ITStore/MerchandiseFood ServicesSecurityFacilitiesHuman ResourcesAccounting/PayrollPurchasing


Large and small museums deal with these functions differently, but perform most of them.


Museum Information Management is:

A mission-critical way of working made up of institutional• Education • Teamwork • Policy• Processes & Procedures• Systems



Education-

All museum employees need to understand the institutional importance of information and good management practices.



Teamwork-

All museum staff need to work cooperatively in order to develop and maintain a sustainable information environment.



Policy-

A set of formal institutional rules defining types of museum information and how each will be managed and sustained over time.



Processes & Procedure-

Institution, department and system specific protocol for entering, managing and maintaining museum information.



Systems-Specialized desktop and server-based applications for collecting, processing, managing and maintaining museum information.Internal applications

• Local area network• Intranet• Extranet

External/public applications• Internet/Web


Museum Technology:

The Systems Within


Major museum systems include:

• Collection Management• Library • Digital Asset

Management• Content Management• Constituency

Management• Scheduling• Web Apps – Blogs,

Wikis, more

• Ticketing• Security• Point of Purchase• Accounting• Payroll


Major museum systems include:

• Collection Management• Library • Digital Asset

Management• Content Management• Constituency

Management• Scheduling• Web Apps – Blogs,

Wikis, more

• Ticketing• Security• Point of Purchase• Accounting• Payroll


Systems:

Digital Asset Management“DAMS”


Digital Asset Management is becoming an everyday task

• iPhoto• iTunes• Flickr


Why DAMS?• Digital assets are at the minimum as

valuable as the time, effort and finances that went into their creation.

• Digital objects are quickly becoming mission critical institutional assets and must be managed in ways similar to a museum’s collection.

• The creation of digital assets is increasing at an exponential rate.


Benefits of DAMS

• Centralize searching and access• Managing all digital resources in one place• Central authority, security and tracking• Central, standardized management of

copyright• Reduced duplication of effort


What is a DAMS?Directories of digital assets (images, audio, video, etc.) connected to a database containing related descriptive and administrative data.


DAMS provides

1. File Management

2. Metadata Management

3. Workflow Management

4. Policy and Tracking Enforcement

5. Controlling Access


Common MuseumDigital Asset Management Systems

Commercial• Interwoven - Mediabin• Iview Media• Canto Cumulus• ImageFolio

Open Source• ResourceSpace








Systems:

Content Management


What is aContent Management System?

A program used to create and manipulate the structure and content for any museum information system:

• Web site• Kiosks• Mobile devices• Etc.


Why Do Museums NeedContent Management Systems?

To more efficiently manage the maintenance, design and content of museum information sources.


Benefits of Content Management Systems include:• Integration of data from different sources• Repurposing of data• Automated maintenance• Display consistency• Work distribution• Workflow control• Good information management• Archiving/Versioning


Key Features of Content Management Systems• Template-based authoring for non-technical

contributors• User roles controlled by the system• Workflow management• Integration with other systems (DAMS)• Metadata Management• Flexible output


Content Management Systems Template-based authoring • Site pages and sections are pre-designed as

blank templates• Non-technical users can enter and change

page content without assistance of Webmaster

• Global interface features are centrally controlled

• Site design and “skin” can be easily be changed by Webmaster


Content Management Systems Controlled user roles

• Changes to Web content tightly controlled by user privileges

• Departments can have responsibility to manage their own web pages

• Roles define capabilities within workflow


Content Management Systems Workflow Management• Control of how content flows in and out of the

system• System and roles control the process

• Entry > Review > Approval > Publishing > Archiving

• System provides automated changes to Web content based on date, time, etc.


Content Management Systems Integration

• System level interfaces “plug-ins” to allow access to data within other systems such as DAMS, Collections Management, etc.


Content Management SystemsFlexible Output• Different templates can be used for separate

applications • The same content can be delivered to a wide

range of applications simultaneously• Changes to content automatically update in

all applications• Multilingual capabilities


Common MuseumContent Management SystemsCommercial• Mediatrope Sitebots

Open Source• Wordpress• Drupal• Joomla• Typo3













Systems:

Proprietary, Open Sourceand Cloud-based


Proprietary SystemsAdvantages:1. Simple installation2. Good support3. Reliable update/upgrades4. Predictable costs

Disadvantages5. Upfront and ongoing costs6. Limited customization7. Reliance on stability of the company8. No access to source code


Open Source SystemsAdvantages:1. Sometimes free2. Source code is available and can be customized3. Community and/or company support4. Less risk with company stability

Disadvantages:5. Installation and troubleshooting may be challenging6. Reliance on community and/or company for support7. Access to programmer required to take advantage of

source code8. Upgrades/updates and bug fixes rely on community9. Costs are less predictable


Cloud-based SystemsAdvantages:1. Less technology infrastructure2. No software purchases3. Greater support and maintenance4. Continuously upgraded/updated5. Remote access

Disadvantages:6. Ongoing subscription fees7. Museum does not “own” software8. Little or no opportunity for customization9. Data is stored offsite (also a pro)10. Lack of direct control of data and back-up


Interchange and Integration


Data Interchange

• Data is passed from one system to another via manual or automated export/import routine. Data from one system is mapped to the other. Interchange can be one or two ways.

• Systems capable of interchange are considered to be “interoperable”.


Example 1Interoperable System

ArtsConnectEd.org



ArtsConnectEd 2 interchange

CollectionsManagement

ArtsConnectEd2(Harvester)

OAIRepository


MinneapolisInstitute of Arts

WalkerArt Center

OAIRepository


Integrated Systems

• Integrated systems consist of a one system which includes two or more applications which are traditionally separate.

• Integrated systems may be commercially packaged or may be built.

• Integrated systems share the same database of information to increase efficiency.


Example 2Integrated System

The Walker Art Center’sArt on Call



Art On Call

Integrates:Collections Management

Content Management

Interactive Voice Response System “IVR”

Web site

iTunes - podcasting


Art On Call’s integration


ContentManagement

Web Site

InteractiveVoice ResponseSystem

• Job Openings• Calendar

• Online audio• iTunes feed

• Job Openings• Calendar

• Audio

Digital AssetManagement


Integrated Systems

Beware…Just because a system can perform a function,

doesn’t mean it can do it well.

Sometimes integrating “best of breed” is a better solution.


Why Integrate or Interoperate?

1. Use data in multiple applications – POD etc.

2. Reduce load on end user

3. Reduce data redundancy and errors

4. Mash-ups - internal and external

5. Sharing information

6. Data enhancement


Managing Human Resources Related To

Technology


Hiring Right

• Most museum jobs require a significant amount of technology literacy. Museums often tend to ignore this and hire and promote primarily based on scholarship or related experience.


Hire Proactively• Assess the technology skills currently

required in position• Assess technology skills currently

lacking in the position.• Make technology skills a key element

of every job description.• Review and revise job descriptions on

a regular basis regarding technology.


Promote Critically• Consider all hierarchical promotions

with caution, particularly for leadership positions.

• Assess the current and future needs of the position rather than the current norm.

• Pay close attention to social skills critical to communication and support.


Job Description Analysis Activity


Handling Hardware

Bring Your Own Device (BYOD)

& a Bit on Budgeting


Desktop computing is becoming a thing of the past.


Visitor Provided Devices

Pros:• No hardware costs• No hardware storage,

check-out, security• Unlimited # of devices• Can be used for

multiple types of programming

• No maintenance

Cons:• Not available to all

visitors• Not all devices are the

same• May require more

infrastructure


Keys to Successful Visitor BYOD• Promote services pre and during visit.• Train staff to assist visitors with range of

devices.• Test supporting infrastructure before

implementing.• Develop using open standards to address a

wide range of devices.• Consider pre and post visit opportunities.


Staff Provided Devices

Pros:• Reduced hardware

costs• Employee familiarity

with devices• Employee

responsibility for device• Can improve archiving

Cons:• Lack of standardization• Supporting range of

devices• Not all employees can

provide• Potential data security

issues


Keys to Successful Staff BYOD• Develop a clear IT policy regarding BYOD

use:• Define a range of supported devices as a standard.• Define what types of issues and applications the museum

does and does not support.

• Provide a system for managing and storing all institutional data external to the device.


A Bit on Budgeting for Technology• Technology should be a utility with a

consistent ongoing budget.• Most hardware needs to be replaced every

3-5 years.• The costs to sustain and update new

technology projects should be considered upfront.

• Technology costs should be budgeted centrally if at all possible.


Navigating Social Media


Social Media Your audience is no longer just museum visitors and potential museum visitors. Now it includes online visitors

http://www.walkerart.org/


Before You Begin

Start with your goals, and align them to your mission. The tools will change, the goals will not.


Before You Begin

Plan for time to create, maintain and evaluate. Engaging visitors is everyone’s job, now you’ll use new tools to do it. Don’t be afraid to let some old tools go.


Before You Begin

Listen and participate before you create. Share, comment, tag, bookmark other’s content and you encourage your audience to share, comment, tag, bookmark and re-tweet your content.


Before You Begin

If you haven’t started using tools like Flickr and Wikipedia, know that you are already there. Search Twitter.


Before You Begin

Build your house on solid ground, pitch your tent on sand.


Create a Social Media Policy



Decide how many tools to adopt, when and how to use them and how much.

Your social media policy must ensure that content creators have a clear understanding of their roles and responsibilities while encouraging original and creative ways to use social media to engage visitors.



Create recommendations for user names, hash tags, etc. and list of of all of these currently in use by your museum per tool.



Always give credit. Tagging Brown University will make it show up on Brown University's Facebook page.



Monitor and decide how to respond to comments and feedback.



Include an exit strategy. For example, launching a new social media tool in order to promote a big event allows you to exit after the event if the tool doesn't prove useful.



Make Your Content:

• Personal - People want to hear from people, not organizations.• Discoverable - easy to find, logical, and hierarchically

presented.• Meaningful - in Plain English, understandable and relatable.• Responsive - to visitors’ interests, moods, locations and

needs.• Useable and Shareable - A minimum of restrictions on use or

sharing.• Available Widely - online, onsite and offsite. Write once, then

publish broadly across a wide range of devices.



Decide on Style and Institutional Voice:

• Informed but informal.• Human and sometimes Humorous• Friendly but not Flippant• Engaging but not Erudite• Neither Corporate nor Trivial• Questioning but not Querulous• Respectful and Realistic



Accept that your museum will make mistakes, and apologize for them in a friendly manner. Be careful not to make staff cower at the thought of using social media.


Navigating Social Media


Social Media Your audience is no longer just museum visitors and potential museum visitors. Now it includes online visitors

http://www.walkerart.org/


Before You Begin

Start with your goals, and align them to your mission. The tools will change, the goals will not.


Before You Begin

Plan for time to create, maintain and evaluate. Engaging visitors is everyone’s job, now you’ll use new tools to do it. Don’t be afraid to let some old tools go.


Before You Begin

Listen and participate before you create. Share, comment, tag, bookmark other’s content and you encourage your audience to share, comment, tag, bookmark and re-tweet your content.


Before You Begin

If you haven’t started using tools like Flickr and Wikipedia, know that you are already there. Search Twitter.


Before You Begin

Build your house on solid ground, pitch your tent on sand.





Decide how many tools to adopt, when and how to use them and how much.

Your social media policy must ensure that content creators have a clear understanding of their roles and responsibilities while encouraging original and creative ways to use social media to engage visitors.



Create recommendations for user names, hash tags, etc. and list of of all of these currently in use by your museum per tool.



Always give credit. Tagging Brown University will make it show up on Brown University's Facebook page.



Monitor and decide how to respond to comments and feedback.



Include an exit strategy. For example, launching a new social media tool in order to promote a big event allows you to exit after the event if the tool doesn't prove useful.



Make Your Content:

• Personal - People want to hear from people, not organizations.• Discoverable - easy to find, logical, and hierarchically

presented.• Meaningful - in Plain English, understandable and relatable.• Responsive - to visitors’ interests, moods, locations and

needs.• Useable and Shareable - A minimum of restrictions on use or

sharing.• Available Widely - online, onsite and offsite. Write once, then

publish broadly across a wide range of devices.






Professional Development and Resources






Thank you!

Scott Sayre

[email protected]

Kris Wetterlund

[email protected]

Presentation Slides and Resources

www.sandboxstudios.org/presentations/ammla2012