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NLA Information Technology Strategic Plan 1995-98

EXECUTIVE SUMMARY

In 1994, the National Library of Australia published its Strategic Plan for the period 1993-98 Service to the Nation, Access to the Globe. In it, the Library set out its plans for that period, identifying strategies, objectives and initiatives. This Corporate IT Strategic Plan has been developed on the basis of that Strategic Plan, together with a series of interviews with staff from the Library's program areas.

The IT Strategic Plan describes the current IT environment, and the ways in which it will change during the next three years. Some parts of this environment will not change very much. Many though will change significantly.

The biggest change that will be evident to people outside the Library will be the development of the NDIS system, as a replacement for ABN and Ozline. It will not only provide a state of the art service for Australian libraries and a growing number of users in other organisations, but it will provide the impetus for the Library's migration from the mainframe environment that it has used for more than 20 years. This will have a further impact in the acquisition of a replacement accounting system, for the software that currently runs on the mainframe.

NDIS isn't the only new initiative which will come from the Library during this time. There will be an increased emphasis on multimedia publishing and information provision through the provision of CD-ROM products and the Library's Internet Information Server using World Wide Web software, both of which will enable users elsewhere in Australia and throughout the world to experience the wealth of the Library's collections. Indeed, the Internet will become a major focus for the Library's activities as it spreads through the academic, government, business and general communities.

The Library will be extending this further by commencing on its most ambitious project - the beginning of the digitisation of its collections. This will start in 1995-96 in a modest way, but it marks the beginning of a new stage in the Library's evolution, to an institution which will be accessible to all Australians, using a range of communications technologies, all day and every day.

In its internal operations, the Library will be implementing an integrated office technology strategy which will provide electronic mail, fax and records management services from the desktop, to allow its staff to operate more efficiently.

Above all, the Library will continue to seek new opportunities to use IT to achieve its mission, with a continuing emphasis on cost-effectiveness. To do this, IT staff will develop closer links to users to understand their requirements better and to bring a better client focus to their activities.

PREFACE

Purpose

The purpose of this Information Technology Strategic Plan (ITSP) is to provide a framework for decision-making and development of IT activities in the National Library during the period covered by the Plan.

Scope

The scope of the Plan is the strategic direction for IT in the Library for the period 1995-98. It will not be concerned with either day-to-day operational matters or even annual Work Plans, although these will of necessity be based on the directions set out in the ITSP. Rather it addresses the 'big questions' - what does the Library want to do with IT, and how (in general terms) does it want to do it?

Relationship with Other Planning Processes

The Plan draws heavily on the Library's Strategic Plan 1993-98 Service to the Nation, Access to the Globe. It will however be based on a shorter period than that Strategic Plan, because of the rapid rate of change in the world of IT. The Library decided early in 1995 to base updates to its Strategic Plan on a 3 year cycle, and this should be the update cycle for the IT Strategic Plan as well.

A recent Government directive requires that a Telecommunications Strategic Plan (TSP) should be compiled every three years, the same period required for the Corporate Information Technology Strategic Plan. A TSP is being developed in conjunction with this Plan, and will be reviewed on the same cycle as the ITSP.

The Library also produces an annual Operational Plan, which is based on the Library's Strategic Plan. Systems Branch provides a component of this Operational Plan, and this is influenced by the ITSP. From this Operational Plan and from projects approved by the Information Systems Working Group (ISWG), Systems Branch staff are then able to compile annual work plans for each area of the Branch.

The Library has three groups involved in IT planning - the ISWG which examines overall IT matters, the Internet Services Development Group (ISDG) which is responsible for Internet-related activities, and the Digital Services Strategy Group (DSSG) which is involved with the Library's plans to convert its collections (of all media) to electronic form. Systems Branch is represented in each Group, and the work of each Group is reflected in this Plan.

THE EXTERNAL IT ENVIRONMENT 1995-98

This is considered in two aspects - computing and communications. While it is true that these are converging and interrelate to a high degree, it is less complicated to study them separately.

Computing

On the desktop, the price/performance trends of recent years will continue, with the quality Intel-based PCs (commonly called IBM-compatibles) retailing for around $A2500 but delivering performance in the 100 MHz+ range. While it is arguable that this level of power is necessary for the average office worker, the industry will continue to drive the mean performance level upwards by not manufacturing new computers with less power. The Intel-based PCs will run operating systems from Microsoft (Windows 95 and later Windows NT) or IBM (OS/2). Apple Macintosh computers will continue to be sold, but their market penetration will fall.

On the desktop, some organisations will use X-terminals for the extra functionality and ease of systems support, but most will continue to use stand-alone workstations because of the considerable investment that they already have in this technology.

There will be an increased use of laptop computers, as their prices fall compared to desktop workstations.

In larger processors, there will continue to be a strong movement to Unix systems, helped by advances in parallel and multi-processing systems such as the IBM SP/2. Certain organisations will maintain their traditional mainframe operations, because of throughput or reliability requirements, but smaller ones will be content to migrate to Unix systems.

Client-server technology will be adopted by more organisations. There is evidence that this sort of computing has significant cost penalties, but the flexibility of client-server and the increasing range of software based on it will make it a more attractive proposition than before.

Object-oriented programming will also be used more than at present. As levels of expertise in the industry rise, object-oriented development will become a more economic option, with the availability of extensive libraries of re-useable code.

Communications

On a local level, Australian communications in this period will be affected by deregulation. On a global level, the Internet will extend throughout the community and will offer many more resources to its users.

Deregulation will allow telecommunications suppliers to provide a range of services. Whereas Telecom previously had a virtual monopoly, from now on users will need to carefully evaluate a number of proposals for the services that they want. This will be made easier for Government users by whole-of-government arrangements negotiated by CommTel and its successor body, but government agencies will still have to put some effort into specifying their needs and evaluating proposals.

The Internet will expand continually, but perhaps not at its rate in recent years. There are signs that AARNet will operate in a different way, and just as a range of suppliers will emerge in the general telecommunications field, the Internet suppliers will offer new services and new networks in the wake of the AVCC departure from the governing role of Australian Internet development.

More non-academic and non-government Internet users will be connected, in particular private individuals, to the extent that any organisation in the business of providing services to the general public will need to ensure that the Internet is a major conduit for its services.

Despite this growth, it is unlikely that the "anarchical" basis of the Internet will change. Some software developments, as well as the initiatives of some organisations will result in better navigation tools and services, but overall the Internet will be a relatively difficult facility to access comprehensive and reliable information.

Videoconferencing facilities will become more economic and useable. These will in many cases be based on individual microcomputers and use of the expanding ISDN network for interstate and some international use. They will also be used across the Internet where this is applicable.

NLA STRATEGIC PLAN
IMPLICATIONS FOR INFORMATION TECHNOLOGY

The following information is abstracted from the Library's Strategic Plan 1993-98.

Mission Statement

"We will be the world's leading documentary resource for a knowledge and understanding of Australia and Australians, linking closely with other sources of Australian information throughout the nation."

Overview of Current Business Environment

"Background

Under its Act, the Library exists to provide service to the people of Australia, by

  • maintaining and developing a national collection of library materials, including a comprehensive collection relating to Australia and Australians
  • promoting and providing good access to the collections
  • improving Australians' access to information by providing:
    • leadership which fosters cooperation among libraries
    • services which enable individuals to gain access to materials in libraries and information sources throughout Australia, and elsewhere in the world
    • services which enable other libraries to improve their own services

To fulfil these functions, the Library has collected and organised a collection of more than 4,000,000 volumes of printed materials, together with significant collections of microforms, manuscripts, maps, pictures, photographs, sound recordings, films, video recordings, printed music, and electronic forms such as optical disks.

The Library has a special national responsibility for the preservation of a comprehensive collection of documentary materials relating to Australia and Australians. Our broad collections represent the nation's single most important resource of materials recording the Australian cultural heritage. They record the history and development of Australians in their increasing diversity. They are a crucial resource in the formation of our culture and national identity. They document our ideas, discoveries and creative endeavours, and provide a foundation for further advancement of the nation.

Australia's future will be dependent on the ability of its research institutions, its industries, its governments and its people to harness information effectively. The Library has a role in promoting the value of libraries and information in our society, in ensuring that Australians are able to obtain and have the skills to use information effectively in the various facets of their lives - in business, government, the local community, and in personal development. We aim to ensure that the nation's network of libraries enables Australians to have a full understanding of the developments of national and international significance in the world around them. Our collections are intended to provide a base for our primary clients - those Australians engaged in the formulation and transmission of knowledge, particularly in research, policy development, authorship and creative endeavour, now and in the future.

The Library occupies the pivotal position in the nation's network of libraries. It has a major role in helping to improve the quality of library services nationally. That quality of service to the Australian people is enhanced when

  • libraries have a good knowledge of, and can rely on, each other's collections, collecting policies and services, so that they may minimise any unnecessary duplication of effort
  • libraries are able to provide and share adequate machine-readable records for all of their collections, so that all collections may be known internationally, and their processing and access costs minimised

These principles underpin a range of Library activities designed to make libraries' resource-sharing fully effective."

"The Australian Community

The Australian population is growing and aging. Many more Australians are completing high school, and undertaking further education in TAFE colleges and in universities. Post-graduate student numbers are increasing rapidly. Teaching methods are increasingly intensive in their use of library materials. Open learning initiatives are beginning to fuel demands for services throughout remote communities. More education inescapably means more demands on libraries. While the Library does not serve school and undergraduate students as a priority clientele, it is expected that their demands will impact indirectly via other libraries.

Increasing and varying community demands on services are expected for other reasons:

  • more training activities in enterprises, under pressures for them to become efficient and internationally competitive, through government legislation and the growth of more knowledge-based industries - increasing demand for more work-related materials and business-oriented services
  • the increasing cultural diversity of Australian society - impacting on both collection composition and services
  • the approach of the centenary of Federation in 2001, and heightened attention to the Australian republic issue - likely to increase interest in heritage materials, and reappraisals of our history and culture
  • more national and international tourists visiting Canberra, with growing interest in cultural attractions - leading to demands for services readily accessible to short-term visitors
  • growth of trading and cultural links with many countries in the region adjacent to Australia - increasing demand for materials relating to the region
  • more people able to gain access to the Library's catalogues and document supply services directly via personal computers and communication networks - stimulating demand for convenient services to individuals situated outside Canberra
  • improved access and document delivery services from libraries generally - leading to higher expectations regarding the convenience and speed of supply from the collections, to both local and remote clients

These forces will continue to lead to different patterns of usage and increased demands for the Library's services, either directly or through referrals from public and educational libraries. The Library will need to determine the appropriate balance between its national services, and its general public reference facilities used largely by the citizens of the ACT region; and the extent to which it will act as a 'first-choice' provider to students of ACT institutions which are not providing adequate library resources to meet course requirements. The Library cannot be the first point of supply for library services to all Australians. It will designate more clearly the priorities given to different client demands, with a focus on meeting national needs."

"Other Libraries and Document Suppliers

The number of Australian libraries is increasing (as is the importance of their collections and services) because of increasing investment in education, and the need for government, research and commercial organisations to keep abreast of world-wide developments. These organisations have growing alternatives for obtaining many documents - from overseas, and through commercial suppliers, as well as from Australian libraries (including the National Library). Increasing competition between State institutions, and between universities, may also force changes in existing cooperative arrangements. We expect these developments to affect the patterns of resource sharing and document supply in Australia. The Library will need to address actively the issues which arise.

In response to these pressures, Australian libraries have signalled - through the Towards Federation 2001: Linking Australians and their Heritage Conference in 1992 and the Seminar on the Distributed National Collection (DNC) in March 1993, that they seek vigorous National Library leadership and support for the DNC objective of facilitating national access to materials in Australian libraries, in areas such as collaborative collection development, bibliographic data creation and sharing, document supply, and preservation.

In response, the Library plans to expand its role as a key supplier of services to other libraries and their clients. It will re-assess how best to allocate its overall resources devoted to overseas collection development and to document supply, in support of the evolving DNC objectives. It will form strategic alliances with other organisations where these will improve document supply in the national interest, either from Australian or overseas sources."

"Technological Developments

In the 1980s developments in information technology affected mainly the efficiency of library operations. In the 1990s we expect new technologies to change the ways in which our clients use our services. Major developments include

  • low cost, high volume forms of electronic storage
  • rapid growth in individuals' access to global communication networks
  • lower cost workstations capable of handling storage and manipulation of images, graphics, sound and text

These developments are leading to the rapid development of new forms of publishing, including online collaborative works, electronic journals, multi-media compilations, short-run 'desktop' publications and customised books. The implications are complex and, as yet, not fully understood, as the roles of all parties in the publishing and distribution chain - authors, publishers, booksellers, library suppliers, database hosts, and libraries - become blurred. The Library will need to give effective on-going attention to issues such as

  • legal deposit legislation for audio-visual, multi-media and electronic publications
  • intellectual property in relation to electronically networked publications
  • scholarly creation and publishing involving collaborative electronic texts
  • the implications of short-run and on-demand publishing for collecting policy
  • public access to government information produced in electronic form
  • image capture, storage and transmission techniques
  • methods for using electronic information sources on the global networks
  • communication protocols and standards for library applications
  • preservation of information produced only in electronic form
  • education of clients in the use and implications of new technologies

Recognising that many institutions have an interest in these issues, the Library will seek increased public debate and Commonwealth government policy formation in these areas."

"Australia in the Global Context

As a national library, we are affected particularly by changes in Australia's relations to the rest of the world, and by global developments generally. We expect changes to include:

  • Increased Australian involvement with countries in the region adjacent to Australia, requiring greater attention to:
    • acquiring materials from the region
    • collaborating with national libraries in the region
    • increasing support activities to less developed countries in the region
    • marketing of services to targeted countries with developing research/education needs and emerging network capabilities
  • moves towards 'user pay' philosophies in countries which supply us with publications and bibliographic data, forcing up acquisition costs
  • greater ease of access to overseas publications, as countries develop economically and make global network connections
  • expansion of overseas bibliographic data and document supply businesses providing services to the Australian marketplace
  • greater importance of standards and communication protocols which facilitate international interchange of information
  • greater interaction of our staff with international colleagues, particularly through the Internet (the rapidly developing global network)"

"The Changing Environment

In this environment of change, the Library will need to be flexible and entrepreneurial, seeking out opportunities which are in the national interest, and reacting quickly to potential difficulties and challenges. Excellent service delivery and effective promotion and marketing of services will be keys to gaining ongoing community and government support for our objectives."

Corporate Vision

"In partnership with other institutions, we will lead and facilitate developments to achieve a highly effective national network of libraries, through which Australians will have access to the full resources of Australian libraries and information services, including the Library's own extensive overseas collections and to materials and information held overseas.

We will achieve our objectives by

  • providing innovative, responsive and effective services which meet the changing needs of our clients
  • collaborating with other organisations in the national interest
  • promoting the Library's mission and services widely through the Australian community
  • obtaining continuing community support and recognition as a key national cultural and information services institution
  • providing a workplace that encourages continuous improvement in the quality of our services, and fosters the career development and professional growth of our staff"

Objectives and Strategies

(These objectives are set out in the Library's Strategic Plan. For each objective, a series of strategies are stated, and upon each strategy a series of projects will later be initiated.)

National Leadership and Coordination

  • provide leadership to the Australian system of libraries and information services, working with other institutions in the national interest
  • foster the development of effective and equitable Australian library and information services

The Library will promote the continued development of a communications infrastructure throughout Australia and participate in its exploitation. This will require that the Library will work with a range of other organisations at all levels of government and the private sector as part of a national strategy. Library-wide access to external electronic mail and user-operated file transfer facilities is vital to the Library's participation in the national system. The Library will also use Internet technology (particularly the NLA Information Server and the World Wide Web) extensively to promote its services and those of organisations important in the area of leadership and co-ordination, eg ACLIS, NPO and AIMA, and to make available information and documentation for discussion.

The gateway services offered by NDIS offer a good basis for cooperation with other government information services, eg those offered by Parliament, Attorney-General's, AIPO and AGPS.

The Library will further develop databases to support the Distributed National Collection (e.g. Conspectus, directories, registers of special material), and provide access to them from within the Library and to external users via the Internet.

Services to Libraries

  • facilitate nationwide access to documents held by libraries and other information providers

The development of the system to support the NDIS project will be the major IT activity in which the Library will be involved in the period 1994-97. It will replace the systems which support the existing ABN and Ozline services, enhance access to document delivery services, and provide the means of producing many bibliographic products in a number of formats and delivery mechanisms.

The project will be undertaken in partnership with the National Library of New Zealand, and development of the system will be managed by CSC Australia as the prime contractor and systems integrator.

The Library will merge the CJK system with NDIS by 1999.

The Library will use new data capture technologies such as Optical Character Recognition (OCR) for scanning information and documents into databases.

The Library will investigate the feasibility of producing its own CD-ROMs as a means of disseminating its publications and databases.

The Library will continually monitor developments in film booking systems to determine whether the MEDIANET system needs to be upgraded or replaced.

The Library will implement electronic billing for a range of services, especially document delivery, for both registered and casual users. This billing may include the use of credit or debit cards or smart card technology.

Collections and Services to the Community

  • collect, organise, preserve, promote and utilise documentary materials which are of significance in providing an understanding of Australia and Australians

The Library will increase its activities in collecting material in electronic form, with the view to making it widely available to its users, both on the Library premises and throughout Australia and the world. This will require that the Library foster the use of appropriate standards (such as SGML) in the publishing world.

Increasingly, information is becoming available only in electronic form. This will present a challenge to the Library in its role as a maintainer of a national collection of Library material relating to Australia and Australians. To assure the long -term accessibility of an increasing volume of electronic material and to avoid problems associated with hardware and software obsolescence in the future, the Library will need to adopt a variety of procedures which may include reformatting and co-operative arrangements with producers and others interested in the continued availability of the material. The Library will develop a coherent strategy for dealing with the challenge.

The Library will commence the conversion of parts of its collections to digital form, commencing with the graphic collections.

This programme of conversion will take into account the user demand for such material, considerations of copyright, the cost of the conversion, storage and access, and the preservation aspects of the storage media. In converting its collections, the Library will take full advantage of the possibilities for linking related material in different collections.

  • provide efficient, timely information services from the Library's collections, and through referral to other national and international resources, to meet the needs of Australians engaged in the formulation and transmission of knowledge, particularly in research, policy development, authorship and creative endeavour

The Library will investigate the options for replacing its Dynix library management system to provide a facility to better exploit the Library's collections. If it is feasible and cost-effective, a new system will be installed. This facility will link related material from various parts of the Library's collections in a range of formats. Terminal equipment will be installed in the Library to display text, pictorial and sound material from the collections in response to a user's query.

The Library will exploit developments in searching techniques and technology such as spatial searching in map collections and hypertext links for related data in text, audio and pictorial collections.

The Library will continue to develop its Information Server to provide an overall view of the services and collections of the Library, to be accessible from within the Library and from outside the Library through national and international networks.

The Library will mount relevant databases on its internal network (whether they are in CD-ROM format or stored on magnetic media on a larger computer system) for the benefit of users in the Library, and where appropriate these databases will be accessible by users outside the Library.

The Library will develop a user interface to provide consistent and useable access across all of the information systems on its internal network.

The Library will through its computer systems give its users and staff access to external information services through national and international networks. Where appropriate, charges for these external services will be recovered from the users.

The Library will promote its services and collections through a range of technologies, including the production of multi-media CD-ROM products.

The Library will install Computer Aided Design software to assist in the design of Exhibitions.

International Activities

  • maintain and develop a significant presence in the international library and research community, aligned with Australia's foreign policy, trade and humanitarian objectives
  • integrate the library's developments effectively within the international system of information and library networks and networked applications

The Library will develop further links with overseas document supply and information services to provide timely, useable and affordable services to its users.

The Library will work with other organisations to establish a better communications infrastructure between the countries within our region.

Support Services

  • maximise the effectiveness of services delivered to clients through the resources available
  • provide our staff with a working environment in which they may develop and make increasing contributions to our objectives

General support services (RMB, BAS)

The Library will incorporate various forms of electronic commerce into its activities, include Electronic Data Interchange and online payment by credit cards.

The Library will install a new financial and accounting system to replace the existing mainframe-based FIAS system as this will not be economical after the NDIS project has concluded.

The Library will monitor the performance and functionality of the NOMAD personnel system to determine whether a better means of performing this function, whether from another bureau or from an inhouse system can be found.

The Library will work towards the establishment of an integrated Electronic Records Management system incorporating word processing, electronic mail and enhanced file management (Registry).

The Library will implement a PC-based Executive Information System (EIS) which will provide integrated reporting from the various management information systems (FIAS, NOMAD etc) used by the Library.

The Library will provide teleconferencing and videoconferencing facilities for the use of Library staff and its clients (specifically in its conference and meeting rooms), at an acceptable cost.

The Library will upgrade its PABX switchboard, to provide better facilities for call management and voice mail.

The Library will provide access to software packages (through the LAN) to assist in the preparation of presentations and publications in general.

IT support services (Systems)

The Library will conduct a program of workstation acquisition and replacement to ensure that its staff have the necessary equipment to perform their duties effectively and efficiently.

The Library will monitor the use of its internal and external networks to ensure that sufficient communications capacity is available. (This will be particularly important as the collections are digitised and more information is carried over these networks)

The Library will provide a suitable level of education to its staff so that they can use its IT facilities effectively. The Library will disseminate general information on IT matters to equip its staff to make informed decisions on these matters - this will consist of a mix of presentations and bulletins in various media.

The Library will install an Electronic Mail system for all staff that is easy to use and integrated with other office automation products, ie word processing, fax, spreadsheets. This system will be used for a wide range of activities such as stores request, leave forms, etc.

Specific Strategies for Major Activities

These are the major IT-based activities to be undertaken by the Library during the period covered by the ITSP. Others will be carried out, but these are the activities which will have the greatest impact on the Library and its users.

Office Technology

AIM: To equip Library staff with a high level of functionality in a desktop computer system to enhance the efficiency of their work.

OUTCOMES: All desk workers to be equipped with a suitable-configured PC (minimum 486 or Macintosh equivalent), with software for word processing, spreadsheets (where applicable), and electronic mail. A central server system will be installed with file-sharing, fax, and central software repository for lesser-used systems such as presentation and spreadsheet software.

PRIME RESPONSIBILITY: Operations and Technical Support Section

INTERDEPENDENCIES: nil

RESOURCES: Systems support staff; Education (in-house or contracted); Around $A500,000 in capital cost, but there will be an ongoing cost in upgrading installed equipment as new software requires even more powerful equipment.

TIMEFRAME: July 1995 - December 1997; Ongoing

NLA Information Server

AIM: To create and maintain a WWW server to provide national and international access over the Internet to information produced by the NLA and to information held by others which is required by NLA staff and clients. The server will contain information about the Library, its collections and services and its role in the Australian library community, and will assist users to access online information on the Internet.

OUTCOME: Widespread access to information about the Library's collections and services. Improved access to Internet resources in the areas of interest to the Library's prime clientele.

PRIME RESPONSIBILITY: Systems Projects Branch

INTERDEPENDENCIES: Information providers (internal and external); Software Support; Communications

RESOURCES: Systems Projects Staff; Software Support staff; $A250,000 Capital Cost

TIMEFRAME: January -December 1995; Ongoing

Digitisation of Collections and Records

AIM: To provide improved access to the Library's collections through the progressive conversion of parts of the collection to digital form, and the provision of remote access to the digital versions. The Library will commence this program with the conversion of selected materials from the Pictorial Collections, and the conversion of the Oral History sound recordings from analogue to digital form.

OUTCOMES: A strategy for the digitisation of the collections and the commencement of the first phases of the project.

PRIME RESPONSIBILITY: Director, Digital Library Projects

INTERDEPENDENCIES: All Programs; Systems Branch

RESOURCES: Dedicated staff (for policy development and co-ordination); Nominated staff from all Programs; Systems staff; $A2,000,000 (for initial systems)

TIMEFRAME: 1995-1996; Ongoing

Multimedia Publishing

AIM: To provide greater access to and promote the National Library's collections through the use of a variety of digital imaging formats.

OUTCOMES: Publication of interactive multimedia products including CD-ROMs, touch screen kiosks and promotional material drawn from a wide range of media across the Library's collections.

PRIME RESPONSIBILITY: Cultural and Educational Services Division

INTERDEPENDENCIES: Collections and Reader Services Division

RESOURCES: Multimedia Coordinator; Multimedia Authoring Consultant (contracted); Design Staff (in-house or contracted); Research Staff (contracted); Musical composer (contracted); Systems Branch (for advice); External consultants (for design and technical advice); $A127,000

TIMEFRAME: 1995-1996; Ongoing

NDIS

AIM: To develop a sophisticated national document access system which will replace and extend the functions of ABN and Ozline.

OUTCOMES: A system serving the needs of the National Libraries of Australia and New Zealand in their document access, national database services and shared cataloguing services.

PRIME RESPONSIBILITY: CSC Australia Limited

INTERDEPENDENCIES: Services To Libraries Division; Systems Branch

RESOURCES: Joint Project Director and team; Nominated staff from Services to Libraries Division; Nominated staff from Systems Branch; >$A15,000,000 from both National Libraries

TIMEFRAME: 1995-1997; Ongoing

Integrated Library Management System

AIM: To provide an efficient and effective collection maintenance and access system for the Library

OUTCOME: A maintenance and upgrade plan for the Library's Dynix system, including the investigation of a possible replacement of the system.

PRIME RESPONSIBILITY: Systems Project Branch; Software Support

INTERDEPENDENCIES: Collections and Reader Services Division; Systems Branch

RESOURCES: Systems Projects staffing; Software Support staffing; Dynix maintenance fees; Dynix upgrade and modification fees $A130,000

TIMEFRAME: December 1996, Strategy for replacement; Maintenance ongoing

IT STRATEGY STATEMENT

Current IT Performance

In mid-1995, the Systems Branch was spilt into two Branches - IT Client Support and IT Technical Support, both reporting to the Assistant Director-General, Corporate services. The IT Client Support Branch provides support for the users of the major systems run by the Library (mostly on the Amdahl mainframe system). The IT Technical Support Branch (consisting of the Network Systems section and the Host Systems Section) operates the mainframe and midrange computer hardware and supports systems software, communications facilities and personal computer hardware and software.

The mainframe system operation is staffed for two shifts, five days a week, and all mainframe and midrange systems are operational at all times except for periods when they are brought down for maintenance.

The IT Client Support Branch staffs a Help Desk to provide first level assistance with users of the Library's external network (mainly for ABN and Ozline), and also for Library staff with problems in using the Library's LAN or personal computer systems.

Around 60% of Library staff currently have personal computers (Intel 80286, 80386 and 80486 and Pentium processors, and various models of Macintosh systems) on their desks with another 20% having ASCII terminals. All staff can use this equipment to access mainframe and midrange systems (ABN, FIAS, ILMS, Medianet) and Internet services such as e-mail, remote service providers and publicly accessible World Wide Web systems.

IT Vision for the Future

All Library staff will have adequate access to internal and external services from personal computers or workstations on their desks or within their work areas. Staff will need this as the Library moves towards an integrated Office Technology system to support administrative tasks such as electronic mail and records management, as well as needing to access major applications such as NDIS, CJK, FIAS and NOMAD. In particular, all Library staff will have access from their work areas to the resources of the Internet and be expected to use these in their daily work.

All staff will be encouraged to become fully aware of the capabilities of the computing facilities which they use, and of the potential for IT to assist them to do their work better.

In order to provide cost-effective services based on its collections, the Library should have all of its catalogue information and an increasing amount of its collections available online for access within the Library and externally through a range of communications facilities.

The Library should use the most appropriate technology to publicise its activities and to publish material based on its collections and services in a range of media, including CD-ROM and the Internet.

The Library will conduct its business using the most appropriate technology, including EDI.

The Way to Achieve this Vision

IT Mission

The IT mission of the Library is to support the Library's business directions by acquiring appropriate technology, by implementing effective systems and by educating Library staff in the effective use of this technology and these systems.

IT Objectives

The Library's IT objectives are:

  • to obtain the best information on IT matters relevant to the Library,
  • to use this information to identify the most cost-effective IT solutions to support the Library's business needs,
  • to install the equipment and software to implement these solutions,
  • to broaden the knowledge of Library staff in the use of IT in general and the operation of the Library's systems in particular,
  • and to monitor the operation of the Library's computer-based systems to ensure that they provide cost-effective services.

IT Performance Indicators

While there is work continuing in various organisations in Australia and elsewhere on IT performance indicators, there is little consensus on appropriate measures of IT performance. However, some indicators are valid and can give a guide to performance levels:

  • in systems development, adherence to planned schedules
  • in systems support, achievement of agreed levels of availability and performance (e.g. response time)
  • also in systems support, degrees of user satisfaction, especially with problem determination and rectification.

Adherence to planned schedules will be determined in post-implementation reviews which will be conducted following a period of successful operation of each system. Levels of availability and performance will be specified in Service Level Agreements which the IT Client Support and IT Technical Support Branches will negotiate annually with the users of each system. Degrees of user satisfaction will be measured by surveys of user satisfaction which will be conducted regularly.

APPLICATIONS SUPPORTED BY IT CLIENT SUPPORT BRANCH

Australian Bibliographic Network (ABN) and Ozline

The ABN system is an online networked cataloguing system which is based on software acquired from the Washington (State) Library Network in 1979. It serves over 1,500 libraries, information services and individuals throughout Australia. It will continue to be the Library's major application until mid-1997, when it is expected that it will be totally replaced by the new NDIS system. Some aspects of ABN will be replaced before then as phases of the NDIS project are completed, but ABN as a whole will be maintained until NDIS is completed and production status is achieved.

The Ozline system provides searching facilities for a number of databases created by Australian organisations. It will be replaced earlier than ABN (probably in the first half of 1996) as the database searching facility will be delivered in the first phase of NDIS.

IT Client Support Branch staff will provide the necessary support for each system until it is replaced. However, the ABN organisation has determined that there will be little development undertaken on the existing systems henceforth, with the concentration on maintenance activities.

FIAS Financial Management System

The FIAS system, which uses the Dun & Bradstreet Millennium software, is only economical to run on the mainframe with other large systems (such as ABN) sharing the base costs of mainframe operating system software (around $A600,000 p.a.). So, when ABN is taken from the mainframe as NDIS is completed, the Library's Financial Management System must by then be running on another platform.

The Library will conduct the appropriate studies to determine the best option for replacing this system (which may involve outsourcing or running the system on an in-house Unix processor), with a view to moving it from the mainframe by mid-1997.

Until that time, IT Client Support Branch staff will provide the necessary support for FIAS, and will provide assistance in the evaluation of alternative arrangements.

Other Mainframe Applications

The new NDIS system will provide the facilities to produce a number of publications and services which are currently run as small mainframe applications. These will be moved to NDIS as its new functions become operational. Others will need to be redeveloped or supported by appropriate proprietary application software packages on personal computers. Most of the latter applications are single-user with no need for access to be provided to staff in other Programs or other sections within the host Program.

Midrange System Applications

There are four main applications: the Dynix Integrated Library Management System (ILMS), the Medianet Film Booking system, the Chinese Japanese and Korean (CJK) Catalogue system, and Internet applications.

The ILMS operates on proprietary application software under licence from the Dynix Corporation. This application runs on an IBM RISC 6000/R24 midrange computer under the AIX operating system and the UniVerse database management software. This system was acquired in 1990 and is fully operational. This application has links to the FIAS accounting system and to the ABN Network and is currently accessed by up to 300 internal users through terminals or personal computers and up to 10 concurrent users through AARNet.

There is little independent support provided in the Library for this application. Major troubleshooting is performed by Dynix, and under their direction minor changes to the system environment are carried out by Host Systems Section staff. (This method of operation is typical of library management systems- see the Medianet and CJK systems below.)

The Medianet system provides an online Film Booking Service for the Library's Film and Video lending Service. It was brought in-house in 1993 after being operated by a bureau for many years. It runs on a Digital MicroVax computer under the VAX VMS operating system. Major troubleshooting and maintenance is carried out by Dymaxion, the system's Canadian suppliers.

The CJK system provides online catalogue creation, maintenance and searching using Chinese, Japanese and Korean scripts. It operates as a cooperative system on behalf of the National Library and a number of Australian university libraries. It uses the Innovative Interfaces Inc INNOPAC software and runs on a Digital Alpha 4/200 running the OSF/1 software. Because of the requirement to process characters in these languages, specialised workstation software is supported on this system. Minimal applications support is provided by Host Systems Section staff with major troubleshooting carried out by the US software suppliers.

Outsourced Applications

The Library currently uses, under contract arrangements, the NOMAD personnel management system provided by the Department of Administrative Services (DAS). The application software is run on the DAS mainframe computer and accessed through a link between the Library and the mainframe. In the period 1995-96, the Library will consider whether an alternative personnel management system (either outsourced or running on an in-house Unix system) will provide a more cost-effective operation.

No application support is provided for NOMAD, although specialist advice is given by the IT Branches to the Personnel staff in their dealings with the DAS bureau.

TECHNICAL FRAMEWORK

Mainframe Computer Strategy

The Library has for many years concentrated its major applications on its MVS-based mainframe systems, principally ABN and later FIAS. With the redevelopment of the ABN/Ozline system under the NDIS project, this strategy will change. Without the income from ABN/Ozline to pay for the cost of the hardware maintenance and software licence charges for the mainframe system, other applications supported on the MVS platform will be uneconomic.

Therefore, the Library's strategy for the use of the MVS mainframe will be to progressively remove all applications from that computer before mid-1997 when the new NDIS system will be completed and ABN/Ozline will no longer be running on the mainframe.

The mainframe system will continue to be maintained at its usual high level of availability during this period. The Library has put in place measures that will maintain current services using the existing central processor and the peripherals (disk drives, tape units etc) rather than replace them for what would be only a short life. Similarly, the investment in the mainframe system software will be limited to maintenance at the present level of operation.

Any equipment that has to be acquired for the mainframe during this period will, if at all possible, be chosen so that it can be connected to the computers such as the NDIS processor that the Library will operate after 1997. Examples of this equipment would be a replacement laser printer or a cartridge tape library.

Although the term "mainframe" traditionally refers to large proprietary computers such as those running IBM's MVS operating system, it is also coming to be used to describe the larger systems which were previously known as "midrange" computers. An example of this is the SP/2 computer which NDIS will run on. This SP/2 will have some of the features of the MVS mainframes previously operated by the Library, in that where possible other applications will be run on that machine. The first such system will be the NLA Information server which will move to the SP/2 from its current host (a small midrange IBM computer) later in 1995.

Midrange Computer Strategy

Midrange computers encompass all multi-user systems other than the current MVS mainframe system, including the Dynix ILMS system, the CJK system, the Medianet system, Internet systems, and gateway computers. They do not however include processors providing Office Technology services and CD-ROM databases, which are described in the Office Technology strategy.

Midrange computers will wherever possible operate under a Unix type operating system. The current preference is for IBM's AIX because this provides consistency and also allows a high level of technical expertise to be built up without major new expenditure for each system installed.

To date, the Library has bought separate hardware systems for each application - ILMS, Internet electronic mail, World Wide Web server - but with the advent of new system architectures, the Library has begun to acquire clusters of processors such as IBM SP/2 computers which provide economies of scale. This is discussed in the section above.

Wherever possible midrange systems will share peripherals such as disk storage, cartridge tape backup systems, cartridge tape libraries and high speed printers.

Midrange systems will be connected to the Library's LAN.

Personal Computer Strategy

Personal computers are either personal workstations which allow Library staff access to Library systems (mainframe or midrange) and personal productivity software such as word processing or spreadsheets, or systems which run specialised applications to produce products such as mailing lists, indexes or bibliographies.

The Library will try to limit the number of different models of personal computers used within the organisation, to provide more cost-effective support. Although the preferred personal computer will continue to be based on Intel 80x86 processors and their successors (generally referred to as IBM-compatible) running Microsoft Windows, the Library acknowledges that in some circumstances a computer of the Macintosh family is the most appropriate, and in those areas where users need to interact significantly with others who are equipped with Macintoshes there are good reasons why they too should use Macintoshes. Otherwise, the preferred personal computer for Library staff and for user areas is an Intel 80x86.

The Library will maintain a policy of continuous improvement of its workstations which will initially mean that it will upgrade its personal computers to ensure that the maximum number of staff and users have access to the most up-to-date facilities. This will mean replacing 286- and 386-based computers to 486- and Pentium-based models. While this represents a significant expenditure, it will be given a high priority by the Library.

The application software which runs on personal computers should conform to the Library standard as much as possible, again for cost-effective support. The Library has an Office Technology strategy which sets out the standard packages and procedures for adding new products.

Users will be permitted to acquire other licensed software for installation on personal computers (apart from standard software installed by IT Technical Support Branch staff), but will be required to check all software for viruses before it is installed. The same applies to freeware, shareware or software downloaded from the Internet. Users will not be permitted to install additional hardware on the Library's personal computers.

All non-portable personal computers owned by the Library will be connected to the LAN, unless there is a good reason (e.g. security) not to. This will allow users access to all major systems as well as facilities such as electronic mail and file sharing.

The Library will make its personal computer support more efficient by the use of site licences for personal computer software where this is cost-effective and by mounting the software on central servers for execution from the servers and downloading of new versions to personal computers as required.

LAN Strategy

The Library's LAN was first installed to connect users to the ILMS system and ABN. Its purpose has since been extended to connect other midrange systems, CD-ROM servers and Office Technology servers.

The LAN extends throughout all work areas of the Library and public areas, such as reading rooms and conference and meeting rooms. LAN outlets have been installed in such a way that there is considerable flexibility for staff location in work areas.

The LAN was originally designed to carry text material, and its current capacity is adequate for this. As more graphical material (pictures, maps, sound) is put on line and accessed by users and staff, it will become necessary to increase the investment in infrastructure in order to provide for future capacity requirements. This may entail an overall increase in network capacity, or it may involve creating sub-LANs (for instance in reading rooms) to cater for requirements in particular areas.

LAN capacity and plans will be continually monitored to ensure that suitable response times for staff and users are achieved.

When the LAN was first installed, it was based on Government Open Systems Interconnection Profile (GOSIP) compliant equipment and protocols for transport layers 1 to 4 with gateways to provide access to host processors and other services. It continues to use these protocols for access to the MVS mainframe, but the TCP/IP protocols of the Internet are also being used for access to the Unix systems and for the growing Internet traffic and e-mail. This complies with recent moves in GOSIP to embrace other industry-wide trends such as TCP/IP.

Network Strategy

(A more detailed exposition of network strategy will be contained in the Telecommunications Strategic Plan.)

The Library currently uses a range of telecommunications facilities to provide access to its services, and to enable its staff to access remote systems. ABN is the major user of telecommunications, with an extensive SNA network throughout Australia and links to Austpac for dial-up use. A gateway is provided to the Internet, both for access to ABN and access by ABN clients to the Internet. An SNA link is also used to access the NOMAD system run by DAS. Dial-in access is provided to external organisations to provide contracted systems support. Dial-in access will also be available to staff and local users to access the Internet and some internal systems.

With the introduction of the NDIS system, this will change. The most significant difference will be the removal of SNA communications from the network. Users who currently have SNA-based equipment will be required to replace this with equipment which will communicate over the new NDIS network. Although the Internet will be the major communications medium, the new service will incorporate some leased lines for high-volume users, but these will use the TCP/IP protocols as used on the Internet. Dialup access through Austpac will still be available.

With the removal of the mainframe system, there will be some minor changes to the DAS connection, but if NOMAD continues to be the system used by the Library it is quite a simple matter to connect a device to the LAN to provide an SNA connection to DAS.

This move to an 'open network' is in line with the Government's recent directions which embrace TCP/IP as well as OSI protocols.

Support Strategy

The Library will support its computer systems, for the most part, from centralised staff in the IT Branches. While user staff will be expert in the use of the systems (and in the case of ABN and Ozline will staff a Help Desk to provide immediate client support), the support for the applications systems, operating systems and hardware will be provided by the IT Branches staff, who will work in conjunction with staff from user areas.

This may not apply completely to the NDIS system, the application part of which will be supported in part by the developers CSC Australia until one year after the system is fully operational. After that time, application support may be taken over by Library staff. Some parts of NDIS will be supported by Library staff from the beginning, but some may be outsourced.

Personal computer support will be handled mainly by the Systems Help Desk. This is carried out in an acceptable manner at present in terms of IBM-compatible computers, but less so for Macintosh computers. The reason for this is that there are relatively few Macintoshes in the Library and they are concentrated in one part of the Library which has been able so far to provide a level of mutual support. Nevertheless, the IT Branches are committed to supporting Macintosh computers and a program of training has commenced to ensure that Help Desk staff improve their skills in this area.

The Help Desk will also continue to be the first point of contact for problems with the LAN and services such as e-mail and the NLA Information Server.

IT MANAGEMENT STRATEGIES

Finance

The Library has made a practice of funding major acquisitions by leasing, and this is expected to continue. Smaller acquisitions, such as microcomputer equipment have been by purchase rather than lease, and this also will continue, except that IT Technical Support Branch staff will examine the possibility of entering into leasing arrangements for large numbers of microcomputers. These proposals have been looked at in the past, but have not been attractive. They will be considered further from time to time.

The NDIS system is being funded through revenue from the ABN (and later NDIS) service and a loan from the Department of Finance. Further major systems may be funded by similar loans, although the systems being considered in the timeframe of this Plan do not generate revenue in the same way as ABN/NDIS.

The Library will continue to negotiate the best possible maintenance agreements with suppliers, such negotiation having delivered considerable savings in recent years. at all times, though proper risk management will be undertaken to ensure that the Library is not exposed unnecessarily.

Staffing

The Library has for some time been decreasing its overall staff numbers, including its IT staff, in line with declining Budget appropriations. Wherever possible, the decrease in IT staff numbers has occurred in areas of the former Systems Branch where the workload has decreased most, typically in Applications support. Staff numbers have increased in microcomputer support areas, where there is more need.

Within the period of this Plan, this trend is expected to continue, although there are indications that salary budgets may not decrease at the same rate as in the recent past.

The Library is conscious that as increased use of office technology occurs, there will be an increased need for support of this hardware and software, and as much as possible resources will be matched to need.

Further decreases in staff numbers may occur as a result of outsourcing, particularly of the NDIS operation.

Priorities

Priorities for IT projects and staffing are generally set by the ISWG and confirmed by the CMG, in accordance with the Library's Strategic Plan.

Training

The Library has in the past conducted general training in IT matters, specifically in the use of Office Technology, from the central training unit. This, together with insufficient funding has led to a large backlog of training and as a result, less effective use of IT facilities.

Following a review of the Library's Corporate Services in 1994/95, a decision was taken to locate the responsibility for IT training in IT Client Support Branch and to increase funding for this purpose, to a level commensurate with the level of the Library's investment in IT.

Basic training will include IT concepts, introduction to Windows (and Macintosh equivalent), basic and advanced word processing and spreadsheets, electronic mail, and Internet applications.

Security and Audit

The Library through its contract internal auditors and through external audits, has a program of auditing various aspects of its operations, and parts of the IT operation are included in this program. Recent audits have included Security of Unix systems.

The IT Branches respond to recommendations in Audit Reports, and where appropriate prepare a work program to implement these recommendations.

In January 1995, the Library produced its Protective Security Policy and Procedures Manual, Part 4 of which covers IT security. Part 4 contains two documents of particular importance:

  • Access Security Desirable Control Model, developed by the Library's Internal Auditors, and
  • Minimum Performance Requirements for Security Audits, developed by the Australian National Audit Office.

Procurement

Procurement of all IT equipment and software is carried out by IT Technical Support Branch staff, at the request of representatives in user areas. On a regular basis, IT Technical Support staff survey the market for basic microcomputer equipment to determine the most cost-effective workstation. This is then the standard for the next 12-18 months. In this way, the support staff need to become familiar with only a limited number of models and can provide better support to users.

Similarly, personal computer software is limited to one recommended word processing system (Microsoft Word for Windows 2), spreadsheet system (Microsoft Excel) and database system (Microsoft Access). If users need to acquire different software for these purposes, they acknowledge that systems staff will only be able to provide limited support.

Government purchasing guidelines are carefully followed in all acquisitions.

Contingency Planning

The IT Branches staff have prepared and documented contingency plans and conduct tests of these procedures on a regular basis (at least once per year).

The Library currently subscribes, along with a number of other Government agencies, to a 'cold site' where a computer room space sufficient for the Library's needs with power and air-conditioning is always available. In the event of an emergency, the Library would need to acquire replacement hardware and install telecommunications facilities, and then mount its systems on this new installation. Discussions have been held with equipment suppliers and telecommunications agencies to find out how long it may take to have hardware and communications installed in an emergency, and although no commitments have been obtained, the Library is satisfied that there can be a level of response commensurate with the risk to the Library's operations.

Copies of backups of major disk files, as well as documentation (including contingency plans) are stored at a site away from the Library building.

Service Level Agreements

The IT Branches negotiate service level agreements with all Programs of the Library to cover major applications as well as microcomputer and office technology support. These agreements specify levels of service and response to problems that arise. They are negotiated annually.

Outsourcing

The Library outsources some aspects of its IT operation, particularly parts of ABN and Ozline systems development, and some development of other systems. For contractual reasons, applications support for a number of midrange systems (ILMS, CJK, Medianet) is also outsourced. The systems integration and development of the NDIS system is being outsourced, as well as initial applications support.

The Library has decided to call tenders to test the possibility of outsourcing the operation of NDIS.

The Library has investigated outsourcing of other activities, such as applications support of mainframe applications, but has generally found that it was not economic. Nevertheless the Library will, in line with Government policy, investigate from time to time whether it would be economic to outsource further activities.

IT TECHNICAL STRATEGIES

Systems Development Environment

The Library has not adopted a formal systems development environment (that is a proprietary methodology and software) because of the nature of the work undertaken in support rather than development of its applications. It was always planned that the environment which would be used by the systems integrator in the NDIS project would be adopted by the Library as its standard, as this would enable Library staff to provide better support for the system.

This is still the intention, as is the use of other NDIS components (such as the Oracle DBMS) as standard (or at least preferred) products in future systems development.

Standards

The Library will use appropriate standards in its IT activities, with a strong move to de jure (OSI, TCP/IP) rather than de facto (SNA) standards. The Library is represented on Standards Australia Committee IT/19 which deals with standards associated with library automation.

Communications Infrastructure Management

The Library leases its external communications infrastructure from Telecom (in the case of leased SNA lines) or subscribes to generally available services on the basis of standard charges (Austpac and Internet services). The monitoring of the capacity of these networks and services is carried out by IT Technical Support staff. It is possible that such a function could be outsourced, especially in the migration to the new NDIS system, and an evaluation of this will be conducted in the latter half of 1995. It is also possible that in the light of the Government's announcements following the Minister of Finance's IT Review, there may be scope for a greater amalgamation of communications infrastructure between agencies. The Library will monitor these developments closely to ensure that the most cost-effective solutions are always implemented.

Capacity Management

The Library continually monitors the capacity of its computer systems, using consultants on a regular basis. This is particularly important for the MVS mainframe system until it is removed, as the ABN/Ozline operation must continue to operate at an optimal level and provide an acceptable level of service for these commercial operations.

Capacity management studies on Unix systems have indicated that the most cost-effective approach would be to aggregate the disparate IBM RS/6000 systems into an IBM SP/2 system which operates the same AIX operating system. This will be pursued by various funding mechanisms.

Data Management

Data management, in the sense of the interrelationships between data items from different computer systems, has not been an issue so far because of the lack of interworking of library systems. To a large extent, this will not be an issue with the NDIS development, as it is being handled within that integrated system.

It will though be highly relevant as the Library moves towards an integrated office technology environment, starting in late 1995. Data management will be an important component of this activity. Electronic Document Management policy, strategy and procedures will be finalised for implementation in 1995/96.

CHANGE MANAGEMENT & QUALITY ASSURANCE

In compliance with contemporary management and operational work practices Change Management and Quality Assurance practices will continue to follow the principles of best practice. As the objectives and application of both criteria are closely related, the Library will ensure best practice through the following activities:

IT Management

IT management practices will be based on the principles of client involvement in decision making. This involvement will occur throughout all phases of the activities of the Branch. The Library has adopted structured project and system management life-cycle practices to ensure that clients are involved in all planning, priority setting, work and output review and change management. This method is structured to ensure the delivery of quality outputs in a controlled way that meet client needs and are delivered within contemporary standards within client expectations.

Before any work is deemed to be complete, clients will be required to formally accept deliverables. The acceptance procedure will be facilitated by progressive involvement by clients in all relevant activities. The Branches will cultivate a partnership approach with clients.

IT planning and management will continue to be served by the Information Systems Working Group comprising senior representatives from each Program and other representatives from time to time depending on particular issues or proposals under consideration by the group. Issues of major impact are then referred to the Corporate Management Group for review.

IT management will also occur through project teams established for particular tasks throughout the year. Where on-going activities are involved regular planning and management review meetings will be established. The existing Systems Planning and Coordination group comprising staff from IT Client Support Branch and Services to Libraries Division is an example.

Change Management and Quality Assurance procedures and reviews will also incorporate consultation principles and cover issues such as output ownership, technological change impact assessment, staff training, job redesign, ergonomics, staff association input etc.

Technical Change Management and Quality Control

These issues will continue to be controlled by existing Change Management and Quality Control mechanisms. Existing methods include peer group review of work against technical standards and technical specifications and review by independent expert specialist consultants. Areas of technical operation are regularly included in the Library's Strategic Audit Plan and usually cover security and system access management and operating software configuration.

Technical Change management will continue to follow contemporary industry standards and Change Control techniques.

MONITORING

Monitoring Mechanisms

Other than physical monitoring of systems (for hardware performance or communications facilities capacity), general performance as perceived by users of systems will be mainly monitored by the use of Service Level Agreements. These are produced on an annual basis, and provide for extensive feedback from users at all levels. This feedback is then used to determine the Agreements for the following year.

The feedback may result in an increased support staff allocation for the system(s) under consideration, or possibly agreement on a lower level of support which may be acceptable to the users.

GOSIP MIGRATION

As a long-time user of an SNA network, the Library has been conscious of the need to migrate to a communications protocol which was sanctioned by the Government's Government Open Systems Interconnection Profile (GOSIP) strategy. When choosing its LAN configuration in 1989, the Library was mindful of this and the chosen product was compliant with the then GOSIP requirements up to OSI Layer 4 (the Transport layer).

Within the past two years, the Library has been pleased to note that TCP/IP is now being viewed favourably by the Government as an alternative to OSI protocols, with the result that communications based on the Internet now offer a viable base for building a communications framework. Indeed, this is the Library's strategy for the network which will support the new NDIS system.

NDIS will operate using TCP/IP protocols primarily, with the option of X.25 communication through the Austpac service. Both of these are permitted under the current GOSIP arrangements.

The timing of the service is:

  • Early 1996 NDIS Phase 1 will be operational, with some SNA services replaced by TCP/IP and X.25
  • Mid 1997 NDIS Phase 2 will be operational , with all remaining SNA services replaced.
  • Late 1997 NDIS fully operational.
  • By mid 1997, the other SNA service used by the Library - the link to DAS for the NOMAD service - will also have been replaced.
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