It felt a lot longer than 18 months with the amount of stuff that happened. The list of activities and projects at for my one year review was definitely a lot longer than I expected. I’m not sure I even know where to begin, but maybe I should begin at the beginning. Continue reading “18 Months of Web Services and Technology at Ryerson Library”
In a previous post, I talked about how we chose our issue tracker and then our implementation. Unfortunately, at the time, we had some trouble getting staff to use it so the team had strategized on how we might improve uptake. Continue reading “Issue Tracker (Redmine) Implementation Update”
Want to talk about communities and community building. It was a partial contextual shift as to her place in a number of communities.
Thought a lot about where she fits in. Have had a lot of identities, and thinks of herself as: nerd, geek, wonk, curator, archivist, woman, leader. Originally thought of herself as just another person, but everyone in this room should take on the role of leader.
Everything we do is part of the community, everywhere. Everyone in code4lib is part of a
community that succeeds through relationships.
Take the ethos of code4lib back to each organization.
Every software requires a community. Each person is part of it cares. Sustaining software requires a community of people who really care. We need to think about who uses our software. This
community is not just about people who write code,
it’s also about people use the software.
The most important thing is to work with those groups of users.
These communities are built using communication, inclusiveness, consideration, even more communication, and sense of ownership.
Need to think about users, stakeholders, researchers.
Everyone should read this blog post on backchannel conference talk.
Seen projects fail because they’re shared with the world but no one really takes ownership. Ownership goes both ways. Owning what you release, but also helping other projects be a success. Not everything fails, but it needs a community to thrive.
This is what we’re looking for in our communities and in our projects.
That they thrive.
You want a community that participates, looks out for each other.
What Defines a Successful Community or Project?
Participation. One project was a massive failure because no one participated.
Enthusiasm. Who would even want to fund it?
A sense of pride. ‘I’m part of that, made it happen, succeeded in part because of me.’
Learn from the history and the people who can be your mentors. Look at what you’re doing and what came before. Part of inclusiveness is acknowledging that you’re not the only person who has ever worked on the problem, who can work on the problem.
Adoption. A sign of success is that they’ve take it, use it, and contribute to it.
Now we will discuss.
This supposedly not shy group, but is actually shy a lot of time.
Do we not think we’re not ‘real’ coders? Have the self imposter syndrome. But actually, she is a coder too.
Why does this community has to self-organize? Actually, awesome that this community has self-organized. Used to think every collection is unique and not doing the same thing, but we’re seeing emergence of communities that are realizing this is not true. For example, linked data community cross-fertilizing regardless of the type of collections they had. We self-organized was a sense of shared problem and shared passion.
No one organization can do it alone. We all need to work on it together.
Two most attributes to fail projects. One person thought it was a good idea, but no one else knew they were working on it. It didn’t succeed because there was no sense of participation, because no one was invited to participate. No one should work alone. We fail because we don’t collaborate.
How do you convince someone that they are a leader? Tell them that they are a success.
How do you adopt something when the leaders are not on board? ‘But everyone else is doing it, dad.’ Adoption by others. It’s really hard to be the first one though, we know.
Data-Driven Documents: Visualizing library data with D3.js
Bret Davidson, North Carolina State University Libraries
Being a smaller session, there was a lot of tangents and what not, so apologies if the notes seem a little disorganized.
How do you measure “value” or success of projects in library setting where ROI is not measure in the amount of money?
Some Flavours of Failure
- technical failure
- failure to effectively address a real user need
- outreach/promotion failure
- design/UX failure
- project team communication failure
- failure to start
- launch failure
- no usage
- missed opportunities (risk-averse failure)
Most of these issues boil down to a break down of communications of some sort.
What does a Project Manager Do?
Sometimes the problem is not knowing what a project manager does. The person who comes up with the idea thinks they run the project; think that they know everything to make the decisions. Or, they become the one dictating all the requirements.
A lot of the issues are political. No way to move it over to having systems oversight.
Making the Distinction?
Project manager is in charge of day to day operations. Project lead is thinking about high level requirement, more strategically, and becomes liaison between systems and the rest of the library. (e.g. public services project, would have public services librarian) Decisions are made collaboratively.
Once it settles in, make an oversight team for maintenance purposes.
The Culture of Process
Product is the reflection of the process? But, want to see evidence of process. Without ‘evidence’ of the process, what about accountability and transparency? The evidence can also be a good reference so that you don’t have to explain.
Get people to meet to discuss what they’re going to do. Can cut down a lot in the amount of time spend doing things that aren’t needed, and waiting for dependencies.
Staff frequently also think they know what users want better than users.
Project FUBAR Lightning Talk
- Islandora + digital repository initiative on campus
- Sierra – ILS
- Islandora: lots of delays in development
- ILS: had to go beta early
Option for Failure?
- mission critical projects, must be salvaged
- how to deal with other people’s projects failure – vendors didn’t deliver
- plan for the worst before the worst happens
How to Successfully Survive a Mandated Project
- practice good communication
- know the political ramifications of your actions to yourself and the chain of command
- work to manage expectations
- be prepared to clean up any messes and make any changes
- Souce: Ellern, Jill. “How to Successfully Survive a Mandated Project,” Computers in Libraries 31, no. 9 (Nov 2011): 16-20.
The Right Approach
This is a reference to the Dilbert comic called “The Right Approach”, which a porcupine says that “we must stick them with quills – it’s the only way!”, because the ‘correct’ approach in any situation is the only approach you know.
While the project I worked on wasn’t quite like this, it was more the ‘the status quo’ is the best approach.
- “seagull manager flies in, makes a lot of noise, craps on everything then flies off again leaving a big mess behind” -urbandictionary
Examples – Fail Projects
Never went live
- statistics dashboard for collections and services
- web app to add photo information to specific photo collection
Fail by Bloat
- Instruction workshop scheduler – supports weird business rules
- building diverse teams
- expecting dead ends
- having fall-back plans
- learn to say ‘no’ (preventing project creep), list features and possibly impact and complexity
- fault-tolerant schedules
- establishing flexible goals at the start
- making sure it fits in the strategic plan (helps with funding)
- prototype/drafting to make sure it’s feasible
- make product resilient, assuming someone will try to break it
- launch checklist by VCU
It’s All About Communications
Need to communicate with the staff. Present and allow feedback. Need to give people an outlet to provide feedback and response to feedback. You don’t need to implement most of it.
Don’t assume that the person is ignorant, dumb, or just out to get you. You’re not always right, and sometimes ideas are tossed in just to make people think.
When a Project has Failed
Do a post-project review and go over the failure points. Post-mortem meetings can be very cathartic (even if it ends up being a rant).
Learn from your mistakes. You should always do this even if the project didn’t actually fail.
Now it’s back to braving the cold at the end of the pre-conference day.
For more than half a year now, I’ve been trying to get an issue tracker fully implemented for our IT team within the library. I admit that I’m still working on it. Getting the system up and running was easy enough, but trying to work it into people’s workflow isn’t so easy.
Choosing the Issue Tracker
There are a lot of issue trackers out there, but we are a small team and I wanted the issue tracker running easily and quickly. It’s not something I wanted to spend a lot of time getting up and running, because we had a lot of other projects happening.
Other requirements included:
- support multiple projects
- non-members being able to report issues
- support email issue management (either built-in or plugin)
- low to no cost
- support CAS or LDAP login (either built-in or plugin)
- documentation area and/or wiki
- code repository integration
- open source
I asked around a little bit, and these were the recommendations I got:
- Asana: 2
- FogBugz: 1 Against: 1
- Footprints: – Against: 1
- Github: 2
- JIRA: – Against: 2
- Pivotal Tracker: – Against: 1
- Redmine: 5
- Request Tracker: 1 Against: 1
- SupportPress (for WordPress): 1
- Trac: 3 Against: 1
Trac and Redmine seemed to be the two forerunners. My problem with Trac was that it didn’t have clear project organization, and no one could confirm that the email issue management plugin worked.
Installation & Setup
Our system administrator took a couple of (not full) days to get it installed and going, and following the instructions were apparently fairly easy. Then it took me maybe half a day to set up all the projects and users with the settings I wanted. The e-mail creation also worked well out of the box. We just had to make sure we had the right settings for what we wanted.
Staff Issue Creation & Management
In order to make it so that staff can file issues without ever having to see Redmine, I created a form in our Intranet (webform module in Drupal). The form had most of the standard fields:
- Name: automatically filled in with username
- E-mail: also automatically filled in
- Related to: options which were essentially the project names
- Need: options equivalent to tracker e.g. Support, Bug Fix, etc.
- Priority: options equivalent to priority
- Summary: email subject line, which then turns into issue name
- Description: issue details
Once it’s submitted, a copy is sent to our team’s email. Through a cron job (every 5 minutes or so), the email is picked up, and filed.
If the user already exists in the system, Redmine will use the email from the user account to match it to the user, they will automatically become the ‘reporter’ of the issue, and get a copy.
If the user does not exist in the system, Redmine will say that ‘Anonymous’ reported it. This will always happen the first time someone reports an issue as I did not add everyone on staff to the system. So, the first time this happens, I then add the user to the system, and add them as a watcher to the issue.
The one issue I ran into was that I forgot you have to set both the email plugin and each project to accept issues from anonymous users. Simple carelessness really.
Getting Staff to Change their Workflow
I think the hardest part with implementing any issue tracker is getting staff to use it. Within the team, it hasn’t been too difficult. We have a small team and the developers in particular have no problems using it. The only problem I sometimes have is making sure they close issues when they’re done with them.
But even within the team, sometimes it can be difficult to get people to report issues using Redmine. While our manager wanted us to start using it just for the website, it has worked well enough, so we’re strategizing how to get the rest of the staff using it now.
We’ve concluded that it kind of needs to be an all or nothing. So we’ve decided that all non-urgent issues should be done through the intranet form regardless of the project, and that should people email us, we’re going to be emailing them back to submit it through the form.
For any urgent issues and for immediate support, they can still call us. After all, trying to walk someone through editing something on our website or intranet is much easier by phone anyway.
Before we start enforcing it, we’ll be introducing this workflow to staff through various committee meetings in part to gather feedback.
So… we’ll see how it goes.
by Matt Thompson (absent), so actually Gunner
Processes & Tools
The process and tools, and how things are done should be open. Etherpad – like a google doc. Collaborative, and in Mozilla, tied to conference calls.
Give guidelines, not direction.
Some are a little open, but to be truly open, everything is open not just the nice looking bits. For example, the Firefox mailing list is open. The discussion on Chrome “kicking their butts” was a public discussion.
Need to pro-actively report out, especially for offline conversations.
If you’re going to work in the open, it’s about the community. Have to ready to share: ownership, control, everything.
How to contribute from day one. Make a wishlist (e.g. documentation, testing – never done). Ask for things to be added to the wishlist.
Have core community values.
Having a Narrative
Naming the contributors, and having an ongoing story.
Give other voices a channel. Invite others into the narrative. e.g. put someone else’s story into your blog.
Still have to have governance though. Study other successful projects, e.g. wikipedia. Key is a benevolent dictatorship with radical openness.
Risk aversion and fear is failure before even beginning.
Study the licenses and pro-actively license your content. e.g. GPL, Mozilla
Leading with questions to ask one-on-one why they
E-mail and IRC suck.
Best practice is to move to audio/video if the e-mail and IRC is not working.
Setting frame for discussion. Turn it from “Do you want a vitamin?” to “Do you want the orange or purple vitamin?” Another example would be to share only benefits of two choices.
Use open paradigm. For example, Twitter uses volunteers to localize, so even though it doesn’t use an open platform, it uses an open model.
But propriety, locked down systems are in the process of dying. There are companies that are open software corporations e.g. Firefox, Redhat. What really makes you special is customization, service, etc.
Start internally. It doesn’t need to be open externally. It can open within the organization first.
Learn from Others
Study the successful open companies and organizations.
Model for success, status quo and failure as a win, because you have learned what not to do again.
Think ahead and think aloud.
I have found some things on the Going Google site a little incomplete, so I thought I’d supplement it with a blog post.
Set up your Google Token
This is really easy. Just sign into the Apps tab, click on Activate Google Token, and hit Activate. One important note,
you will not be able to see your Google Token again after activating it the first time (and you close the window).
So, write it down in a secure place in case you ever want to sync your accounts with anything else.
Sync Apple Devices
So which method you choose depends on what you want to sync. Both will sync mail and calendar, but for:
- Notes use Gmail option
- Contacts use Exchange option (follow the instructions on the Going Google site)
I personally only read and reply to emails on mobile devices, so I chose the Gmail option so that I could sync Notes. Google provides instructions on using this method (it’s essentially the same process), and here are the details you need:
Name: your name
Address: full email address
Password: Google Token
Description: account display name on your device
To sync multiple calendars, you can still do that using the Gmail option, but to change which calendars you want sync’ed:
- sign into your Gmail account using a browser
- then visit Google Sync for Apple to choose which calendars you want sync’ed
Getting Calendar in Thunderbird
UPDATE: If you’re having issues, it provides less integration into Thunderbird, but try ‘Google Calendar Tab’ which opens GCal like it would in a browser minus Settings/Labs.
I warn you now. Google Calendar in Thunderbird still has a number of issues. If you’re on a MAC, I suggest using Google Calendar in iCal instead. I prefer having everything in one client, so I’m willing to live with and report bugs when necessary, but who knows, I may change my mind.
Step 1: Install Lightning
The Lightning add-on page actually gives the newest stable version of the add-on (for Thunderbird 16), but the newest official release of Thunderbird is 15, so head over to the Versions list and find Lightning 1.7. Install it according to the instructions (using the Install Add-on from File option in the Add-ons settings).
Step 2: Install Provider for Google Calendar Add-on
This step is actually optional depending on what method you want to use. Google Calendar now supports using CalDAV in Thunderbird, but it’s marked as experimental.
Just search for Google Calendar in the Add-ons tab and install from there.
Step 3: Add your Calendar
If you chose to install the Provider for GCal add-on:
- Open your Google Calendar
- Click on the Settings link located in the box at the right of the page.
- Click on the calendar you want to use with Thunderbird Lightning or Sunbird.
- Copy the link from either of the two XML buttons shown at the bottom.
- In Thunderbird: File > New > Calendar > On the Network > Google Calendar
- For Location, paste the link, but change http:// to https://
For more information, visit the Provider wiki page.
If you chose not to install the add-on, follow the instructions from Google.
So, I’m going to be using Thunderbird, and hopefully it’ll work out, but there are one or two things I wish it had already (like popup reminders for events others created). It is supposed to work better than through CalDAV. I’ve heard iCal has pretty good integration though so I might still switch to that if I’m unhappy with GCal in Thunderbird.
The hardest part of moving any website is getting staff trained and changing their workflow to actually use the CMS. We previously had a static HTML type site, so everyone would email changes to one or two people. It was a big shift to suddenly have people take care of their own content.
As part of the training session, I briefly reviewed why we moved the website to a CMS and more importantly, how it benefits our patrons. It covered the usual, shifting resources and staff time, less maintenance, keeping content current, etc.
I found the best WordPress tutorials for staff were the WordPress.com support articles related to creating content. The only differences come from the plugins that are installed, but in our case, this only affects the “Upload/Insert” section above the editing area.
I also wrote up a short blurb on how to check for broken links in a more visual way (and for our non-WordPress pages). I basically referred them to install and use LinkChecker (a Firefox plugin).
In addition to training staff on the actual CMS, I wrote two sets of guidelines for them to follow.
- General Guidelines on ‘Writing for the Web’
- Using WordPress to Make Content Accessible (to come in a future post)
To make it easy for staff to use, I wrote it as a page on the intranet (with anchor links for a short table of contents), and also made a PDF version for them to easily print it off.
Making Staff Responsible
I think the most important step in shifting web content management from a single team to the entire staff is assigning responsibility. If no one “owns” a page, it will not be regularly reviewed. If you assign ownership, at least it increases the chance of that happening. Here are the short blurb I wrote on staff’s responsibility of content:
Page Ownership Responsibilities
While you may delegate the task of creating or updating content on any page you own, you are ultimately responsible for it. This includes:
- Content is up to date
- Content, especially audio/visual, conform to Accessibility Guidelines
- Copyright is cleared for all content (if applicable)
- Transferring ownership when needed (long term leave, end of term)
Please Note: When links are found to be broken, you will automatically be notified via e-mail. However this is not a full-proof system as many broken links will not be “marked” broken. See the ‘How to Check for Broken Links’ page for more information.
We explicitly mention that editing of pages can be delegated, because we decided that librarians would be responsible for pages. We identified and changed each page’s author to the librarian who would become the owner.
We still have about a dozen pages outstanding in which our team maintains as needed, but we also expect that staff may edit it if they find mistakes.
So far, it’s been fairly successful (yay!). While I get calls on occasion for help, staff seem to be finding it easier to use than Drupal (which we have for our intranet), and most seem to have no problems using it.
Content on a lot of pages are being updated, though as always, it really depends on the owner. One of the problems is that we migrated the existing pages, and there’s a lot of overlap in information, which we really need to consolidate. So, making the website better as a whole will take a bit more time, but at least content is now being updated on a more regular basis.
So as part of the website redesign and working on making the site WCAG compliant, I wrote a couple sets of guidelines. One of them was on writing content for the web. Some of the points and the example I got from a coworkers, but most of it I just consider sensible advice. Overall, I tried to keep it fairly short and simple in the hopes that staff members will actually read it!
Writing for the Web
Web readers skim pages and look for keywords, links, and other information that will help them find what they’re looking for quickly. Therefore, when writing new or revising content:
1. Be Clear and Concise
- Make your page title descriptive and concise, keeping it fairly short.
- Keep sentences, paragraphs, lists, and other information short and simple.
- Use lists wherever appropriate, especially when users have choices. Use numbered lists for complex instructions and include important screenshots.
- Unless you’re creating a policy page, keep the entire page short (e.g. 2-3 screens worth).
To find information on citation styles, go to the Library’s Home Page, click on Research Help, then click on Citations and Style Guides and choose APA Style Page, MLA Style page or RefWorks.
For more information about citation styles, check the
- APA Style Page
- MLA Style Page or
2. Speak to Your Audience
- Avoid acronyms and “library” vocabulary when writing content for the library’s webpages.
- Write at a Grade 7-8 level in a direct voice, using “you”. For example, use “get” not “obtain”.
- Because users scan pages and don’t read them, information needs to be written clearly and concisely and at a reading level that doesn’t impede typical user behaviour.
3. Be Meaningful
- Links, in particular, should be meaningful. The words of a link should tell your reader what the link is about.
- Screen readers have the option of listing all of the links on a page, so think about whether a user would know what your links refer to out of context.
- In addition, don’t overuse links. Only use them where it makes sense, such as for a list of resources.