Omeka is an easy to use content management system for digital exhibits created by the Ray Rosenzweig Center for History and New Media. It’s very modular, so you can customize it for various functions. I won’t go into the details here on how to set up Omeka, but you can read documentation and see example collections at Omeka.org. If you want to experiment with Omeka without installing it on your own server, you can set up a hosted account at Omeka.net
Earlier this year Omeka was completely rewritten and released a 2.0 version (now 2.1). Like with many open source content management systems, it took awhile for the contributed plug-ins and themes to catch up to the new release. As of July, most of the crucial contributed plug-ins were available, and if you haven’t yet updated your installation this is a good time to think about doing so. In this post I’m going to focus on the process of customizing Omeka 2.0 to your institution, and specifically creating a custom theme. While there are now several good themes available for 2.0, you will probably want to make a default theme that matches the rest of your website. One of the nice features of Omeka that is quite different from other content management systems is that it is very easy for the people who create exhibits to pick a custom theme that differs from the default theme. That said, providing a custom theme for your institution makes it easy for visitors to know where they are, and will also make it easier on the staff who are creating exhibits since you can adapt the theme to their needs.
Like any design project, you should start with a discussion with the people who use the system most. (If you are new to design, check the ACRL TechConnect posts on design). In my case, there are two archives on campus who both use Omeka for their exhibits. Mock up what the layout should look like–you may not be able to get it perfectly, but use this as a guide to future development. We came up with a rough sketch based on what the archivist liked and didn’t like about templates available, and worked together on determining the priorities for the design. (Side note: if you can get your whole wall painted with whiteboard paint this is a very fun collaborative project.)
Development is very easy to start when you are modifying an existing theme. Start with a theme (there are only a few that are 2.0 compatible) that is close to what you need. Rather than the subtheme system you may be used to with Drupal or WordPress, with Omeka you can pick the theme you want to hack on and copy the entire directory and rename it.
Here was the process I followed to build my theme. I suggest that you set up a local development environment (I used XAMPP) to do this work, but make sure that you have at least one exhibit to test, since some of the CSS is different for exhibits than for the rest of the site.
Pick a theme
I started with the Seasons theme. I copied the seasons directory from the themes directory and pasted it back with a new name of luctest (which I renamed when it was time to move it to a production environment).
This is what you will start with. You really only need to edit the author, title, and description unless you want to edit the rest.
author = "Roy Rosenzweig Center for History and New Media"
title = "Seasons"
description = "A colorful theme with a configuration option to switch style sheets for a particular season, plus 'night'."
license = "GPLv3"
website = "<a href="http://omeka.org">http://omeka.org</a>"
support_link = "<a href="http://omeka.org/forums/forum/themes-and-public-display">http://omeka.org/forums/forum/themes-and-public-display</a>"
tags="yellow, blue, summer, season, fall, orange, green, dark"
Check which elements are set in the configuration (i.e. the person such as an archivist who is creating the exhibit can set them) and which you need to set in the theme. This can cause a lot of frustration when you attempt to style an element whose value is actually set by the user. If you don’t want to allow the user to change anything, you can take that option out of the config.ini, just make sure you’ve set it elsewhere.
; Style Sheet
style_sheet.type = "select"
style_sheet.options.label = "Style Sheet"
style_sheet.options.description = "Choose a style sheet"
style_sheet.options.multiOptions.spring = "Spring"
style_sheet.options.multiOptions.summer = "Summer"
style_sheet.options.multiOptions.autumn = "Autumn"
style_sheet.options.multiOptions.winter = "Winter"
style_sheet.options.multiOptions.night = "Night"
style_sheet.options.value = "winter"
logo.type = "file"
logo.options.label = "Logo File"
logo.options.description = "Choose a logo file. This will replace the site title in the header of the theme. Recommended maximum width for the logo is 500px."
logo.options.validators.count.validator = "Count"
logo.options.validators.count.options.max = "1"
display_featured_item.type = "checkbox"
display_featured_item.options.label = "Display Featured Item"
display_featured_item.options.description = "Check this box if you wish to show the featured item on the homepage."
display_featured_item.options.value = "1"
display_featured_collection.type = "checkbox"
display_featured_collection.options.label = "Display Featured Collection"
display_featured_collection.options.description = "Check this box if you wish to show the featured collection on the homepage."
display_featured_collection.options.value = "1"
display_featured_exhibit.type = "checkbox"
display_featured_exhibit.options.label = "Display Featured Exhibit"
display_featured_exhibit.options.description = "Check this box if you wish to show the featured exhibit on the homepage."
display_featured_exhibit.options.value = "1"
homepage_recent_items.type = "text"
homepage_recent_items.options.label = "Homepage Recent Items"
homepage_recent_items.options.description = "Choose a number of recent items to be displayed on the homepage."
homepage_recent_items.options.maxlength = "2"
homepage_text.type = "textarea"
homepage_text.options.label = "Homepage Text"
homepage_text.options.description = "Add some text to be displayed on your homepage."
homepage_text.options.rows = "5"
homepage_text.options.attribs.class = "html-input"
(This is just a sample of part of the config.ini file).
Open up css/style.css and check which elements you need to modify (note that some themes may have the style sheets divided up differently.) Some items are obvious, some you will have to use Firebug or another tool to determine which class styles the element. You can always ask in the Omeka themes and display forum if you can’t figure it out.
The Seasons theme has different styles for each color scheme, and in the interests of time I picked the color scheme closest to the color scheme I wanted to end with. You could use the concept of different schemes to identify the collections and/or exhibits of different units. Make sure you read through the whole style sheet first to determine which elements are theme-wide, and which are set in the color scheme.
Test, test, test
The 2.0 themes that I’ve experimented with are all responsive and work well with different browsers. This probably goes without saying, but if you have changed the spacing at all, make sure you test your design in multiple window sizes and devices.
We have a few additional items to add to this design, but it’s met our immediate needs very well, and most importantly matches the design of the Archives and Special Collections website so it’s clear to users that they are still in the right place.
Since this was a new content management system to me, I still have a lot to learn about the best ways to do certain things. This experience was helpful not just in learning Omeka, but also as a small-scale test of planning a new theme for our entire library website, which runs on Drupal.
No matter whether a small university press focusing on niche markets to the Big Six giants looking for the next massive bestseller, the publishing industry has been struggling to come to terms with the reality of new distribution models. Those models tends to favor cheaper and faster production with a much lower threshold for access, which generally has been good news for consumers. Several recent rulings and statements have brought the issues to the forefront of conversation and perhaps indicated some common themes in publishing which are relevant to all libraries and their ability to purchase and/or provide digital content.
Academic Publishing: Dissertation == Monograph?
On July 22 the American Historical Association issued a “Statement on Policies Regarding the Embargoing of Completed History PhD Dissertations”. In this statement, the American Historical Association recommended that all libraries and graduate programs allow dissertations to be embargoed for up to six years. This is, in theory, to allow junior scholars enough time to publish a monograph based on the dissertation in order to receive tenure. This would be under the assumption that academic publishers would not publish a book based on a dissertation freely available online. Reactions to this statement prompted the AHA to release a Q & A page to clarify and support their position, including pointing out that publishers’ positions are too unclear to be sure there is no risk to an open access dissertation, and “like it or not”, junior faculty must produce a monograph to get tenure. They claim that in some cases that this benefits junior scholars to give them more time to revise their work before publication–while this is true, it indicates that a dissertation is not equivalent to a published scholarly monograph. The argument from the publisher’s side appears to be that libraries (who are the main purchasers of scholarly monographs) will not purchase books based on revised dissertations freely available online, the truth of which has been debated widely. Libraries do purchase print copies of titles (both monographs and serials) which are freely available online.
From my personal experience as an institutional repository manager, I know the attitude to embargoing dissertations varies widely by advisor and department. Like most people making an argument about this topic, I do not have much more than anecdotes to provide. I checked the most commonly downloaded dissertations from the past year, and it appeared the most frequently downloaded title (over 2000 over 2012-2013) is also the only one that has been published as a book that has been purchased by at least one library. Clearly this does not control for all variables and warrants further study, but it is a useful clue that open access availability does not always affect publication and later purchase. Further, from the point of view of open access creating more equal access to resources across the world, Google Analytics for that dissertation indicates that the sessions over the past year with the most engaged users came from, in order, the UK, the United States, Mauritius, and Sri Lanka.
What Should a Digital Book Cost?
In mid-July Denise Cote, the judge in the Apple e-book price fixing case, issued an opinion stating that Apple did collude with the publishers to set prices on ebooks. Reading the story of the negotiations in the opinion is a thrilling behind the scenes look at companies trying to get a handle on a fairly new market and trying to understand how they will make money. Below I summarize the 160 page opinion, which is well worth reading in its entirety.
The problem with ebook pricing started with Amazon, which set a price of $9.99 for new releases that normally would have had list prices of $25-$30. This was frustrating to the major publishing houses, who worried (probably rightly so) that consumers would be unwilling to pay more than $10 for books after getting used to this low price point. Amazon would effectively price everyone else out of the market. Even after publishers raised the wholesale price of new releases, Amazon would sell them at loss to preserve the $9.99 price. The publishers spent 2009 developing strategies to combat Amazon, but it wasn’t until late 2009 with the entry of Apple into the ebook market that they saw a real opportunity.
Apple agreed with the Big Six publishers that setting all books at $9.99 was too low, but was unwilling to enter into a market in which they could not compete with Amazon. To accomplish this, they wanted the publishers to agree to the same terms, which included lower wholesale prices for ebooks. The negotiations that followed over late 2009 and early 2010 started positively, but ended in dissatisfaction. Because Apple was unwilling to sell anything as a loss leader, they felt that a wholesale model would leave them too vulnerable to Amazon. To address that, they proposed to sell books with an agency model (which several publishers had suggested). With an agency model, Apple would collect a 30% commission on sales just as they did with the App Store. To ensure that publishers did not set unrealistically high prices, Apple would set pricing caps. The other crucial move that Apple made was to insist that publishers move all retailers of ebooks to the agency model in order to ensure Apple would be able to compete on price across the board. Amazon had no interest in the agency model, and in early 2010 had a series of meeting with the publishers that made this clear. After all the agreements were signed with Apple (the only Big Six publisher who did not participate was Random House), the publishers needed to move Amazon to an agency model to fulfill the terms of their contract. Macmillan was the first publisher to set up a meeting with Amazon to discuss this requirement. The response to the meeting was for Amazon to remove the “buy” button from all Macmillan books, both print and Kindle editions. Amazon eventually had to capitulate to the publishers to move to an agency model, which was complete by mid-2010, but submitted a complaint to the Federal Trade Commission. Random House finally agreed to an agency model with Apple in early 2011, thanks to a spot of blackmail on Apple’s part (it wouldn’t allow any Random House apps without a agency deal).
Ultimately the court determined that Apple violated the Sherman Act by conspiring with the publishers to force all their retailers to sell books at the same prices and thus removing competition. A glance at Amazon’s Kindle store bestsellers today shows books priced from $1.99 to $13.99 for the newest Stephanie Plum mystery (the same price as it is in the Apple bookstore). For all titles priced higher than $9.99, Amazon notes that the “price is set by the publisher.” Whether this means anything to the average consumer is debatable. Compare these negotiations to the on-going struggle libraries have had with availability of ebooks for lending–publishers have a lot to learn about libraries in addition to new models for digital sales, some of which was covered at the series of talks with the Big Six publishers that Maureen Sullivan held in early 2012. Over recent months publishers have made more ebooks available to libraries. But some libraries, most notably the Douglas County, Colorado libraries, are setting their own terms for purchasing and lending ebooks.
What Can You Do With a Digital File?
The last ruling I want to address is about the music resale service ReDigi, about which Kevin Smith goes into detail. This was was a service that provided a way for people to re-sell purchased MP3s, but ultimately the judge ruled that it was impossible to transfer the original file and so this did not fit under the first sale doctrine. The first sale doctrine (17 USC § 109) holds that “the owner of a particular copy or phonorecord lawfully made … is entitled, without the authority of the copyright owner, to sell or otherwise dispose of the possession of that copy or phonorecord.” Another case that was decided in April by the Supreme Court, Kirtsaeng v. Wiley, upheld this in the case of international sales of physical items, which was an important decision for libraries. But digital materials are more complicated. First sale applies to computer programs on physical media (except in certain circumstances), but does not cover material that has been licensed rather than sold, which is how most digital files are distributed. (For how the US Attorney’s Office approaches this in criminal investigations, see this document.) So when you “buy” that Kindle book from Amazon or load a book onto your iPad you are licensing the product for limited use on a limited number of devices and no legal recourse for lending or getting rid of the content, even if you try hard to follow the law as ReDigi did. Librarians are well aware of this and its implications, and license quite a bit of content that we can loan and/or distribute under limited circumstances. Libraries are safest in the long term if they can own the content outright rather than licensing, as are consumers. But it will be a long time before there is clarity about the legal way to transfer owner of a digital file at the consumer level.
Librarians and publishers have a complicated relationship. We need each other if either is to succeed, but even if our ends are the ultimately the same, our means are very different. These recent events indicate that there is still much in flux and plenty of room for constructive dialog with content creators and publishers.
In this blog post, I’ll take you through the development of the “serendipity machine”, from the convening of the team to the selection and development of the tool. The experience turned out to be an intense learning experience for me, so along the way, I will share some of my own fortunate discoveries.
(Note: this is a pretty detailed play-by-play of the process. If you’re more interested in the result, please see the RRCHNM news items on both our process and our product, or play with Serendip-o-matic itself.)
Approximately thirty people applied to be part of One Week | One Tool (OWOT), an Institute for Advanced Topics in the Digital Humanities, sponsored by the National Endowment for the Humanities. Twelve were selected and we arrive on Sunday, July 28, 2013 and convene in the Well, the watering hole at the Mason Inn.
Tom Scheinfeldt (@foundhistory), the RRCHNM director-at-large who organized OWOT, delivers the pre-week pep talk and discusses how we will measure success. The development of the tool is important, but so is the learning experience for the twelve assembled scholars. It’s about the product, but also about the process. We are encouraged to learn from each other, to “hitch our wagon” to another smart person in the room and figure out something new.
As for the product, the goal is to build something that is used. This means that defining and targeting the audience is essential.
The tweeting began before we arrived, but typing starts in earnest at this meeting and the #owot hashtag is populated with our own perspectives and feedback from the outside. Feedback, as it turns out, will be the priority for Day 1.
@DoughertyJack: “One Week One Tool team wants feedback on which digital tool to build.”
Mentors from RRCHNM take the morning to explain some of the basic tenets of what we’re about to do. Sharon Leon talks about the importance of defining the project: “A project without an end is not a project.” Fortunately, the one week timeline solves this problem for us initially, but there’s the question of what happens after this week?
Patrick Murray-John takes us through some of the finer points of developing in a collaborative environment. Sheila Brennan discusses outreach and audience, and continues to emphasize the point from the night before: the audience definition is key. She also says the sentence that, as we’ll see, would need to be my mantra for the rest of the project: “Being willing to make concrete decisions is the only way you’re going to get through this week.”
All of the advice seems spot-on and I find myself nodding my head. But we have no tool yet, and so how to apply specifics is still really hazy. The tool is the piece of the puzzle that we need.
We start with an open brainstorming session, which results in a filled whiteboard of words and concepts. We debate audience, we debate feasibility, we debate openness. Debate about openness brings us back to the conversation about audience – for whom are we being open? There’s lot of conversation but at the end, we essentially have just a word cloud associated with projects in our heads.
So, we then take those ideas and try to express them in the following format: X tool addresses Y need for Z audience. I am sitting closest to the whiteboards so I do a lot of the scribing for this second part and have a few observations:
there are pet projects in the room – some folks came with good ideas and are planning to argue for them
our audience for each tool is really similar; as a team we are targeting “researchers”, though there seems to be some debate on how inclusive that term is. Are we including students in general? Teachers? What designates “research”? It seems to depend on the proposed tool.
the problem or need is often hard to articulate. “It would be cool” is not going to cut it with this crowd, but there are some cases where we’re struggling to define why we want to do something.
A few group members begin taking the rows and creating usable descriptions and titles for the projects in a Google Doc, as we want to restrict public viewing while still sharing within the group. We discuss several platforms for sharing our list with the world, and land on IdeaScale. We want voters to be able to vote AND comment on ideas, and IdeaScale seems to fit the bill. We adjourn from the Center and head back to the hotel with one thing left to do: articulate these ideas to the world using IdeaScale and get some feedback.
The problem here, of course, is that everyone wants to make sure that their idea is communicated effectively and we need to agree on public descriptions for the projects. Finally, it seems like there’s a light at the end of the tunnel…until we hit another snag. IdeaScale requires a login to vote or comment and there’s understandable resistance around the table to that idea. For a moment, it feels like we’re back to square one, or at least square five. Team members begin researching alternatives but nothing is perfect, we’ve already finished dinner and need the votes by 10am tomorrow. So we stick with IdeaScale.
And, not for the last time this week, I reflect on Sheila’s comment, “being willing to make concrete decisions is the only way you’re going to get through this week.” When new information, such as the login requirement, challenges the concrete decision you made, how do you decide whether or not to revisit the decision? How do you decide that with twelve people?
I head to bed exhausted, wondering about how many votes we’re going to get, and worried about tomorrow: are we going to make a decision?
@briancroxall: “We’ve got a lot of generous people in the #owot room who are willing to kill their own ideas.”
It turns out that I need not have worried. In the winnowing from 11 choices down to 2, many members of the team are willing to say, “my tool can be done later” or “that one can be done better outside this project.” Approximately 100 people weighed in on the IdeaScale site, and those votes are helpful as we weigh each idea. Scott Kleinman leads us in a discussion about feasbility for implementation and commitment in the room and the choices begin to fall away. At the end, there are four, but after a few rounds of voting we’re down to two with equal votes that must be differentiated. After a little more discussion, Tom proposes a voting system that allows folks to weight their votes in terms of commitment and the Serendipity project wins out. The drafted idea description reads:
“A serendipitous discovery tool for researchers that takes information from your personal collection (such as a Zotero citation library or a CSV file) and delivers content (from online libraries or collections like DPLA or Europeana) similar to it, which can then be visualized and manipulated.”
We decide to keep our project a secret until our launch and we break for lunch before assigning teams. (Meanwhile, #owot hashtag follower Sherman Dorn decides to create an alternative list of ideas – One Week Better Tools – which provides some necessary laughs over the next couple of days).
After lunch, it’s time to break out responsibilities. Mia Ridge steps up, though, and suggests that we first establish a shared understanding of the tool. She sketches on one of the whiteboards the image which would guide our development over the next few days.
This was a takeaway moment for me. I frequently sketch out my projects, but I’m afraid the thinking often gets pushed out in favor of the doing when I’m running low on time. Mia’s suggestion that we take the time despite being against the clock probably saved us lots of hours and headaches later in the project. We needed to aim as a group, so our efforts would fire in the same direction. The tool really takes shape in this conversation, and some of the tasks are already starting to become really clear. (We are also still indulging our obsession with mustaches at this time, as you may notice.)
Tom leads the discussion of teams. He recommends three: a project management team, a design/dev team and an outreach team. The project managers should be selected first, and they can select the rest of the teams. The project management discussion is difficult; there’s an abundance of qualified people in the room. From my perspective, it makes sense to have the project managers be folks who can step in and pinch hit as things get hectic, but we also need our strongest technical folks on the dev team. In the end, Brian Croxall and I are selected to be the project management team.
We decide to ask the remaining team members where they would like to be and see where our numbers end up. The numbers turn out great: 7 for design/dev and 3 for outreach, with two design/dev team members slated to help with outreach needs as necessary.
The teams hit the ground running and begin prodding the components of the idea. The theme of the afternoon is determining the feasibility of this “serendipity engine” we’ve elected to build. Mia Ridge, leader of the design/dev team, runs a quick skills audit and gets down to the business of selecting programming languages, frameworks and strategies for the week. They choose to work in Python with the Django framework. Isotope, a JQuery plugin I use in my own development, is selected to drive the results page. A private Github repository is set up under a code name. (Beyond Isotope, HTML and CSS, I’m a little out of my element here, so for more technical details, please visit the public repository’s wiki.) The outreach team lead, Jack Dougherty, brainstorms with his team on overall outreach needs and high priority tasks. The Google document from yesterday becomes a Google Drive folder, with shells for press releases, a contact list for marketing and work plans for both teams.
This is the first point where I realize that I am going to have to adjust to a lack of hands on work. I do my best when I’m working a keyboard: making lists, solving problems with code, etc. As one of the project managers, my job is much less on the keyboard and much more about managing people and process.
When the teams come back together to report out, there’s a lot of getting each side up to speed, and afterwards our mentors advise us that the meetings have to be shorter. We’re already at the end of day 2, though both teams would be working into the night on their work plans and Brian and need I still need to set the schedule for tomorrow.
We’re past the point where we can have a lot of discussion, except for maybe about the name.
@briancroxall: Prepare for more radio silence from #owot today as people put their heads down and write/code.
@DoughertyJack: At #owot we considered 120 different names for our tool and FINALLY selected number 121 as the winner. Stay tuned for Friday launch!
Wednesday is tough. We have to come up with a name, and all that exploration from yesterday needs to be a prototype by the end of the day. We are still hammering out the language we use in talking to each other and there’s some middle ground to be found on terminology. One example is the use of the word “standup” in our schedule. “Standup” means something very specific to developers familiar with the Agile development process whereas I just mean, “short update meeting.” Our approach to dealing with these issues is to identify the confusion and quickly agree on language we all understand.
I spend most of the day with the outreach team. We have set a deadline for presenting names at lunchtime and are hoping the whole team can vote after lunch. This schedule turns out to be folly as the name takes most of the day and we have to adjust our meeting times accordingly. As project managers, Brian and I are canceling meetings (because folks are on a roll, we haven’t met a deadline, etc) whenever we can, but we have to balance this with keeping the whole team informed.
Camping out in a living room type space in RRCHNM, spread out among couches and looking at a Google Doc being edited on a big-screen TV, the outreach team and various interested parties spend most of the day brainstorming names. We take breaks to work on the process press release and other essential tasks, but the name is the thing for the moment. We need a name to start working on branding and logos. Product press releases need to be completed, the dev team needs a named target and of course, swag must be ordered.
It is in this process, however, that an Aha! moment occurs for me. We have been discussing names for a long time and folks are getting punchy. The dev team lead and our designer, Amy Papaelias, have joined the outreach team along with most of our CHNM mentors. I want to revisit something dev team member Eli Rose said earlier in the day. To paraphrase, Eli said that he liked the idea that the tool automated or mechanized the concept of surprise. So I repeat Eli’s concept to the group and it isn’t long after that that Mia says, “what about Serendip-o-matic?” The group awards the name with head nods and “I like that”s and after running it by developers and dealing with our reservations (eg, hyphens, really?), history is made.
As relieved as I am to finally have a name, the bigger takeaway for me here is in the role of the manager. I am not responsible for the inspiration for the name or the name itself, but instead repeating the concept to the right combination of people at a time when the team was stuck. The project managers can create an opportunity for the brilliant folks on the team to make connections. This thought serves as a consolation to me as I continue to struggle without concrete tasks.
Meanwhile, on the other side the building, the rest of dev team is pushing to finish code. We see a working prototype at the end of the day, and folks are feeling good, but its been a long day. So we go to dinner as a team, and leave the work behind for a couple of hours, though Amy is furiously sketching at various moments throughout the meal as she tries to develop a look and feel for this newly named thing.
On the way home from dinner, I think, “there’s only two days left.” All of the sudden it feels like we haven’t gotten anywhere.
The decision to add the Flickr API to our work in order to access the Flickr Commons is made with the dev team, based on the feeling that we have enough time and the images located there enhance our search results and expand our coverage of subject areas and geographic locations.
We also spend today addressing issues. The work of both teams overlaps in some key areas. In the afternoon, Brian and I realize that we have mishandled some of the communication regarding language on the front page and both teams are working on the text. We scramble to unify the approaches and make sure that efforts are not wasted.
This is another learning moment for me. I keep flashing on Sheila’s words from Monday, and worry that our concrete decision making process is suffering from”too many cooks in the kitchen.” Everyone on this team has a stake in the success of this project and we have lots of smart people with valid opinions. But everyone can’t vote on everything and we are spending too much time getting consensus now, with a mere twenty-four hours to go. As a project manager, part of my job is to start streamlining and making executive decisions, but I am struggling with how to do that.
As we prepare to leave the center at 6pm, things are feeling disconnected. This day has flown by. Both teams are overwhelmed by what has to get done before tomorrow and despite hard work throughout the day, we’re trying to get a dev server and production server up and running. As we regroup at the Inn, the dev team heads upstairs to a quiet space to work and eat and the outreach team sets up in the lobby.
The outreach team continues to work on documentation, and release strategy and Brian and I continue to step in where we can. Everyone is working until midnight or later, but feeling much better about our status then we did at 6pm.
@raypalin: If I were to wait one minute, I could say launch is today. Herculean effort in final push by my #owot colleagues. Outstanding, inspiring.
The final tasks are upon us. Scott Williams moves on from his development responsibilities to facilitate user testing, which was forced to slide from Thursday due to our server problems. Amanda Visconti works to get the interactive results screen finalized. Ray Palin hones our list of press contacts and works with Amy to get the swag design in place. Amrys Williams collaborates with the outreach team and then Sheila to publish the product press release. Both the dev and outreach teams triage and fix and tweak and defer issues as we move towards our 1pm “code chill”, a point which we’re hoping to have the code in a fairly stable state.
We are still making too many decisions with too many people, and I find myself weighing not only the options but how attached people are to either option. Several choices are made because they reflect the path of least resistance. The time to argue is through and I trust the team’s opinions even when I don’t agree.
We end up running a little behind and the code freeze scheduled for 2pm slides to 2:15. But at this point we know: we’re going live at 3:15pm.
The code goes live and the broadcast starts but my jitters do not subside…until I hear my teammates cheering in the hangout. Serendip-o-matic is live.
At 8am on Day 6, Serendip-o-matic had its first pull request and later in the day, a fourth API – Trove of Australia – was integrated. As I drafted this blog post on Day 7, I received email after email generated by the active issue queue and the tweet stream at #owot is still being populated. On Day 9, the developers continue to fix issues and we are all thinking about long term strategy. We are brainstorming ways to share our experience and help other teams achieve similar results.
I found One Week | One Tool incredibly challenging and therefore a highly rewarding experience. My major challenge lay in shifting my mindset from that of a someone hammering on a keyboard in a one-person shop to a that of a project manager for a twelve-person team. I write for this blog because I like to build things and share how I built them, but I have never experienced the building from this angle before. The tight timeline ensured that we would not have time to go back and agonize over decisions, so it was a bit like living in a project management accelerator. We had to recognize issues, fix them and move on quickly, so as not to derail the project.
However, even in those times when I became acutely more aware of the clock, I never doubted that we would make it. The entire team is so talented; I never lost my faith that a product would emerge. And, it’s an application that I will use, for inspiration and for making fortunate discoveries.