When is the right time to write a business case?: Difference between revisions

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[[File:Question when.png|400px|right|When?]]
[[File:Question when.png|400px|right|When?]]


* Is this the right time to be writing a business case? Does it fulfil a need that the organisation has?
====Is this the right time to be writing a business case? Does it fulfil a need that the organisation has?====
      if yes: get on and do it!
*if yes: get on and do it!
      if no: then get a comms plan for priming the senior management and look into triage for collections.   
*if no: then get a comms plan for priming the senior management and look into triage for collections.   
      use this triage to help inform the business case. Consider getting digital preservation mandate onto the agenda of senior managers
*use this triage to help inform the business case. Consider getting digital preservation mandate onto the agenda of senior managers


* Have any digital preservation projects been undertaken successfully in the organization before now?
====Have any digital preservation projects been undertaken successfully in the organization before now?====
      if yes: make sure you know the lessons learned.  Why has it not been continued? what elements of infrastructure  
if yes: make sure you know the lessons learned.  Why has it not been continued? what elements of infrastructure or staffing or expertise can be re-used
      or staffing or expertise can be re-used
if no: need to understand what has prevented them from developing, or why they failed.   
      if no: need to understand what has prevented them from developing, or why they failed.   


* Has the senior management been primed to the issue of preservation?  
====Has the senior management been primed to the issue of preservation?====
      if yes: the it's safe to proceed.  You might want to get one of your champions to comment on a draft case  
if yes: the it's safe to proceed.  You might want to get one of your champions to comment on a draft case  
      if no: then identify a champion in senior management and talk to them informally.  Use their feedback to help  
if no: then identify a champion in senior management and talk to them informally.  Use their feedback to help form the case and figure out how formal or informal the case needs to be.
      form the case and figure out how formal or informal the case needs to be.


* What evidence is there that senior management would be receptive to a business case?
====What evidence is there that senior management would be receptive to a business case?====
      if there is evidence then you need to build on their expectations
*if there is evidence then you need to build on their expectations
      if not, then examine the strategic plan, operational plan, mandates and regulatory and legal environment
*if not, then examine the strategic plan, operational plan, mandates and regulatory and legal environment to find reasons why they would be more receptive.
      to find reasons why they would be more receptive.


* Thinking about the cycle of decision making and budgets in your organisation, there will be some points in this planning cycle in which is would be more useful to make a business case.  Are you at that point yet?
====Thinking about the cycle of decision making and budgets in your organisation, there will be some points in this planning cycle in which is would be more useful to make a business case.  Are you at that point yet?====


      if yes: get on and do it - make sure you know your deadlines and make sure that senior managers know that something  
*if yes: get on and do it - make sure you know your deadlines and make sure that senior managers know that something is coming.  make sure that its in the right format and also that any important stakeholders (ie IT department, records managers etc) are properly consulted and if possible put their commitment / endorsement along side the business case.
      is coming.  make sure that its in the right format and also that any important stakeholders (ie IT department, records  
*if no: work out when ''is'' the right time.  Use the interval to build momentum such as by priming senior managers, consulting relevant stakeholders, refining the empirical evidence that supports your case, talk to external agencies and colleagues about successes
      managers etc) are properly consulted and if possible put their commitment / endorsement along side the business case.
      if no: work out when ''is'' the right time.  Use the interval to build momentum such as by priming senior managers,  
      consulting relevant stakeholders, refining the empirical evidence that supports your case, talk to external agencies  
      and colleagues about successes


*What can you do in the short term to triage your collection? Damage control?
====What can you do in the short term to triage your collection? Damage control?====
      A simple workflow for getting started in preservation would include the following steps: '''characterise''' your  
A simple workflow for getting started in preservation would include the following steps: '''characterise''' your collection (ie    know what it is you've got); '''document''' the collection (ie generate a report on what you've got); '''assess risks''' to identify practical actions for high risk content types or high value collections;  
      collection (ie    know what it is you've got); '''document''' the collection (ie generate a report on what you've  
'''plan''' your preservation actions (making sure that actions are SMART and make sure that your plans can be validated; '''execute''' as much of the plan as you can do with limited resources; communicate the results of these actions including success and challenges: the log-jams should will help inform the business case and staffing needs.  If all this is too hard then just make sure you have good bit-level replication.
      got); '''assess risks''' to identify practical actions for high risk content types or high value collections;  
      '''plan''' your preservation actions (making sure that actions are SMART and make sure that your plans can be  
      validated; '''execute''' as much of the plan as you can do with limited resources; communicate the results of  
      these actions including success and challenges: the log-jams should will help inform the business case and staffing  
      needs.  If all this is too hard then just make sure you have good bit-level replication.


*Do you need to fill a skills gap before you really get going in digital preservation?   
*Do you need to fill a skills gap before you really get going in digital preservation?   


      If yes: this skills gap should form part of the business case.  can you get training, can you get released from  
If yes: this skills gap should form part of the business case.  can you get training, can you get released from duties, can you identify the people that need the training and get them involved?  Are these the right people or just  
      duties, can you identify the people that need the training and get them involved?  Are these the right people or just  
the people that are made available?  Often times managers are unwilling to release highly competent staff but may be  
      the people that are made available?  Often times managers are unwilling to release highly competent staff but may be  
willing to release more junior or less experienced staff for new projects.  There is a need for curiosity and flexibility  
      willing to release more junior or less experienced staff for new projects.  There is a need for curiosity and flexibility  
Remember that it's easier to start with simple things and work to harder ones, so don't set yourself up to fail.
      Remember that it's easier to start with simple things and work to harder ones, so don't set yourself up to fail.
If no: then get started.  Make sure it's properly written into a job description and communicate to relevant  
      If no: then get started.  Make sure it's properly written into a job description and communicate to relevant  
stakeholders that  this person (these people) are the designated leads for digital preservation. Make sure these  
      stakeholders that  this person (these people) are the designated leads for digital preservation. Make sure these  
people are integrated into professional networks (DPC / OPF / SRUCE are good places to start). The digital preservation  
      people are integrated into professional networks (DPC / OPF / SRUCE are good places to start). The digital preservation  
community moves quickly and the 'problem' can change a lot in a short time.
      community moves quickly and the 'problem' can change a lot in a short time.


*Do you already have access to the physical infrastructure you need within your organization?  
*Do you already have access to the physical infrastructure you need within your organization?  
      if you have everything you need: then get started - you're very lucky!  Make sure that the investment in this  
if you have everything you need: then get started - you're very lucky!  Make sure that the investment in this  
      infrastructure is from core budgets and is not inadvertently deleted.
infrastructure is from core budgets and is not inadvertently deleted.
      if you have some of what you need: then identify where you will get the other bits?  You can outsource a lot of  
if you have some of what you need: then identify where you will get the other bits?  You can outsource a lot of  
      preservation and you should look at how to collaborate on things like preservation planning.
preservation and you should look at how to collaborate on things like preservation planning.
      if no: then you can consider outsourcing as well establishing a local infrastructure.  Outsourcing  
if no: then you can consider outsourcing as well establishing a local infrastructure.  Outsourcing  
      can allow you to develop a lot more quickly because you are drawing on other people's existing skills as well as  
can allow you to develop a lot more quickly because you are drawing on other people's existing skills as well as  
      services and infrastructure, focusing your development on core institutional challenges
services and infrastructure, focusing your development on core institutional challenges


*Do you already have a policy environment that is receptive to digital preservation?
*Do you already have a policy environment that is receptive to digital preservation?
      if yes: the business case should be easy to make, and you should align the case closely to specific and relevant  
if yes: the business case should be easy to make, and you should align the case closely to specific and relevant  
      elements of the existing policy framework.
elements of the existing policy framework.
      if 'almost': what would make it more receptive?  Can you influence the strategic plan of the organization to make  
if 'almost': what would make it more receptive?  Can you influence the strategic plan of the organization to make  
      it more receptive.  You can infiltrate policy and practice at a day to day basis (ie ground up) or you can try to  
it more receptive.  You can infiltrate policy and practice at a day to day basis (ie ground up) or you can try to  
      persuade senior policy makers and get their support (ie top down).
persuade senior policy makers and get their support (ie top down).
      if no: then the business case is going to be hard, but don't despair as this gives you much greater freedom to be  
if no: then the business case is going to be hard, but don't despair as this gives you much greater freedom to be  
      creative.  External drivers - regulation, legislation, funding mandates may be helpful, and a disaster story can  
creative.  External drivers - regulation, legislation, funding mandates may be helpful, and a disaster story can  
      grab attention.  A useful approach is to make contact with external colleagues and copy from comparators. Agencies  
grab attention.  A useful approach is to make contact with external colleagues and copy from comparators. Agencies  
      like DPC have a specific policy development focus.
like DPC have a specific policy development focus.


* Will new solutions emerge that simplify the problem, and if so should we hold off our investment?
* Will new solutions emerge that simplify the problem, and if so should we hold off our investment?
      This is a really difficult question to answer. To answer meaningfully requires a significant effort of community  
This is a really difficult question to answer. To answer meaningfully requires a significant effort of community  
      engagement and technological horizon scanning which is often as great as the effort needed to solve the problem.   
engagement and technological horizon scanning which is often as great as the effort needed to solve the problem.   
      Experience also points to four recognised issues: firstly if you  
Experience also points to four recognised issues: firstly if you  
      wait for perfection then you will wait indefinitely and this is strongly discouraged given the speed at which  
wait for perfection then you will wait indefinitely and this is strongly discouraged given the speed at which  
      technology becomes obsolete: waiting will compound the complexity of the digital preservation challenge.  However,  
technology becomes obsolete: waiting will compound the complexity of the digital preservation challenge.  However,  
      there is no doubt that early-adopters spend a disproportionate resource on development work from which others  
there is no doubt that early-adopters spend a disproportionate resource on development work from which others  
      benefit and they are likely to make honest mistakes.  So early adoption is better strategic agencies that have a  
benefit and they are likely to make honest mistakes.  So early adoption is better strategic agencies that have a  
      strong mandate to lead a sector and the practical capacity to invest; or research agencies which have an interest  
strong mandate to lead a sector and the practical capacity to invest; or research agencies which have an interest  
      innovation and experimentation. Thirdly capacity building for preservation benefits hugely from 'getting started'  
innovation and experimentation. Thirdly capacity building for preservation benefits hugely from 'getting started'  
      Therefore the only way to know if emerging solutions will make the job easier is to get your hands dirty - gaining  
Therefore the only way to know if emerging solutions will make the job easier is to get your hands dirty - gaining  
      practical experience of the problems which need to be solved.  Finally it is highly unlikely that any 'off the shelf'  
practical experience of the problems which need to be solved.  Finally it is highly unlikely that any 'off the shelf'  
      solution could be developed for digital preservation.  Fundamentally digital preservation is not just a technology  
solution could be developed for digital preservation.  Fundamentally digital preservation is not just a technology  
      problem.  Even if the entire technology stack were outsourced, then issues like understanding the designated  
problem.  Even if the entire technology stack were outsourced, then issues like understanding the designated  
      community, understanding risk, preservation planning and quality tolerances will remain the responsibility of your  
community, understanding risk, preservation planning and quality tolerances will remain the responsibility of your  
      own organization.  
own organization.  


* Does the organization have a culture in which complicated and mission critical challenges can be solved in a nimble and agile manner?
* Does the organization have a culture in which complicated and mission critical challenges can be solved in a nimble and agile manner?
      This connects closely to institutional readiness and receptiveness to a business plan.  Even if the business plan  
This connects closely to institutional readiness and receptiveness to a business plan.  Even if the business plan  
      were accepted, there is a risk that it would be under-funded or delayed.   
were accepted, there is a risk that it would be under-funded or delayed.   





Revision as of 10:15, 8 August 2013

When?

Is this the right time to be writing a business case? Does it fulfil a need that the organisation has?

  • if yes: get on and do it!
  • if no: then get a comms plan for priming the senior management and look into triage for collections.
  • use this triage to help inform the business case. Consider getting digital preservation mandate onto the agenda of senior managers

Have any digital preservation projects been undertaken successfully in the organization before now?

if yes: make sure you know the lessons learned. Why has it not been continued? what elements of infrastructure or staffing or expertise can be re-used if no: need to understand what has prevented them from developing, or why they failed.

Has the senior management been primed to the issue of preservation?

if yes: the it's safe to proceed. You might want to get one of your champions to comment on a draft case if no: then identify a champion in senior management and talk to them informally. Use their feedback to help form the case and figure out how formal or informal the case needs to be.

What evidence is there that senior management would be receptive to a business case?

  • if there is evidence then you need to build on their expectations
  • if not, then examine the strategic plan, operational plan, mandates and regulatory and legal environment to find reasons why they would be more receptive.

Thinking about the cycle of decision making and budgets in your organisation, there will be some points in this planning cycle in which is would be more useful to make a business case. Are you at that point yet?

  • if yes: get on and do it - make sure you know your deadlines and make sure that senior managers know that something is coming. make sure that its in the right format and also that any important stakeholders (ie IT department, records managers etc) are properly consulted and if possible put their commitment / endorsement along side the business case.
  • if no: work out when is the right time. Use the interval to build momentum such as by priming senior managers, consulting relevant stakeholders, refining the empirical evidence that supports your case, talk to external agencies and colleagues about successes

What can you do in the short term to triage your collection? Damage control?

A simple workflow for getting started in preservation would include the following steps: characterise your collection (ie know what it is you've got); document the collection (ie generate a report on what you've got); assess risks to identify practical actions for high risk content types or high value collections; plan your preservation actions (making sure that actions are SMART and make sure that your plans can be validated; execute as much of the plan as you can do with limited resources; communicate the results of these actions including success and challenges: the log-jams should will help inform the business case and staffing needs. If all this is too hard then just make sure you have good bit-level replication.

  • Do you need to fill a skills gap before you really get going in digital preservation?

If yes: this skills gap should form part of the business case. can you get training, can you get released from duties, can you identify the people that need the training and get them involved? Are these the right people or just the people that are made available? Often times managers are unwilling to release highly competent staff but may be willing to release more junior or less experienced staff for new projects. There is a need for curiosity and flexibility Remember that it's easier to start with simple things and work to harder ones, so don't set yourself up to fail. If no: then get started. Make sure it's properly written into a job description and communicate to relevant stakeholders that this person (these people) are the designated leads for digital preservation. Make sure these people are integrated into professional networks (DPC / OPF / SRUCE are good places to start). The digital preservation community moves quickly and the 'problem' can change a lot in a short time.

  • Do you already have access to the physical infrastructure you need within your organization?

if you have everything you need: then get started - you're very lucky! Make sure that the investment in this infrastructure is from core budgets and is not inadvertently deleted. if you have some of what you need: then identify where you will get the other bits? You can outsource a lot of preservation and you should look at how to collaborate on things like preservation planning. if no: then you can consider outsourcing as well establishing a local infrastructure. Outsourcing can allow you to develop a lot more quickly because you are drawing on other people's existing skills as well as services and infrastructure, focusing your development on core institutional challenges

  • Do you already have a policy environment that is receptive to digital preservation?

if yes: the business case should be easy to make, and you should align the case closely to specific and relevant elements of the existing policy framework. if 'almost': what would make it more receptive? Can you influence the strategic plan of the organization to make it more receptive. You can infiltrate policy and practice at a day to day basis (ie ground up) or you can try to persuade senior policy makers and get their support (ie top down). if no: then the business case is going to be hard, but don't despair as this gives you much greater freedom to be creative. External drivers - regulation, legislation, funding mandates may be helpful, and a disaster story can grab attention. A useful approach is to make contact with external colleagues and copy from comparators. Agencies like DPC have a specific policy development focus.

  • Will new solutions emerge that simplify the problem, and if so should we hold off our investment?

This is a really difficult question to answer. To answer meaningfully requires a significant effort of community engagement and technological horizon scanning which is often as great as the effort needed to solve the problem. Experience also points to four recognised issues: firstly if you wait for perfection then you will wait indefinitely and this is strongly discouraged given the speed at which technology becomes obsolete: waiting will compound the complexity of the digital preservation challenge. However, there is no doubt that early-adopters spend a disproportionate resource on development work from which others benefit and they are likely to make honest mistakes. So early adoption is better strategic agencies that have a strong mandate to lead a sector and the practical capacity to invest; or research agencies which have an interest innovation and experimentation. Thirdly capacity building for preservation benefits hugely from 'getting started' Therefore the only way to know if emerging solutions will make the job easier is to get your hands dirty - gaining practical experience of the problems which need to be solved. Finally it is highly unlikely that any 'off the shelf' solution could be developed for digital preservation. Fundamentally digital preservation is not just a technology problem. Even if the entire technology stack were outsourced, then issues like understanding the designated community, understanding risk, preservation planning and quality tolerances will remain the responsibility of your own organization.

  • Does the organization have a culture in which complicated and mission critical challenges can be solved in a nimble and agile manner?

This connects closely to institutional readiness and receptiveness to a business plan. Even if the business plan were accepted, there is a risk that it would be under-funded or delayed.


  • What is the budget forecast - should we be looking to a short term project or a longer term commitment
TBC

further information link to maturity assessement tools and approaches (e.g. AIDA).