Museums and the Web 2014: Digital Transformation in a Museum
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How to introduce Digital Transformation in a museum: IWM Case Study
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Museums and the Web 2014: Digital Transformation in a Museum
- 1. How to do Digital Transformation in a Museum: IWM Case Study 4 April 2014 Carolyn Royston and Simon Delafond Imperial War Museums
- 9. • Oldest film archive in the UK dating back to 1917 • Second largest sound archive after the BBC • Over 11 million photographs covering all aspects of modern conflict from the Crimean War to the present day • Second largest 20th Century art collection in the UK after Tate • Millions of documents, diaries, papers • Over 140,000 large objects IWM Collection
- 10. Digital Transformation at the Museum COM 425
- 11. • No digital media department • No real investment in public facing digital media • Old website no longer fit for purpose • Digital experiences in permanent galleries in need of upgrade • Little social media presence • Very complex IP and copyright issues and lack of co-ordinated approach or strategy to managing them • Extremely risk-adverse in approach to collections in the digital space 5 years ago: beginning of digital journey
- 12. • Establish and build the Digital Media department • Introduce a more agile approach to project delivery • Deliver a new website and collections online • Build up our social media presence • Raise the digital agenda • Not fail Our Digital Strategy 2009-2012
- 13. Moving from theory to practice: © IWM (TR134)
- 14. A new website
- 15. A showcase for our collections
- 16. Telling stories
- 17. • User engagement can strengthen our collection Facebook
- 21. • Digital Media department delivered key priority projects • Technical infrastructure in place • Maturity and confidence on social media channels • Rapid growth of department and profile raised • New digital posts appearing across the organisation – learning, marketing etc • Financial pressures driving modernisation across the museum • Organisation looking to be more entrepreneurial and maximising digital opportunities for upcoming WW1 Centenary “Digital is our most important channel going forward” – Diane Lees, Director-General, November 2012 By end of 2012:
- 22. Digital Transformation Strategy 2013 • Identify and deliver key digital transformation projects • Raise digital capability of staff • Changing role of Digital Media department • Introduce transformative digital processes Time to update the digital strategy
- 23. It’s all about the user
- 27. Agile and User Stories
- 28. 1. User focussed
- 30. 3. Simple solutions first http://upload.wikimedia.org/wikipedia/commons/c/cb/DIT-FFT-butterfly.png
- 31. 4. Measurable
- 32. April September 5. Regular changes Design Develop Measure
- 33. April September Design Develop Measure Design Develop Measure 5. Regular changes
- 34. As a teacher, I can quickly see which part of the site is for me, so I don’t have to search for it
- 35. As a teacher, I can quickly see which part of the site is for me, so I don’t have to search for it
- 36. As a teacher, I can quickly see which part of the site is for me, so I don’t have to search for it
- 37. As a teacher, I can quickly see which part of the site is for me, so I don’t have to search for it
- 46. As a teacher, I can quickly see which part of the site is for me, so I don’t have to search for it
- 50. • Synthesizing requirements of the project’s stakeholders into a coherent solution • But, always interrogating inspiration behind them • Voice of the end user Product Management, not Project Management
- 54. WHY
- 55. WHY WHY? WHY?
- 56. As a family in Manchester, I can see what events are on near me, so I can choose which I want to go to
- 64. • Pace of digital projects vs pace of museum • Introducing new ways of working, disruptive for people • Museum budgeting does not fit easily with agile • Likely to hit blocks • Keep demonstrating success, strong advocacy, leadership • Stakeholder management is key Challenges
- 68. Web Groups and Processes • Web Updates • Web Content Meeting • Web Commissioning Group
- 69. Web Commissioning Group • Commissions and monitors the success of new web content • Decides what content is made, and what isn’t • Decides audience mix
- 70. Web Audiences • Historyphobes • Empathisers • Self developers • History enthusiasts • Experts
- 71. Historyphobes
- 81. Self developer
- 88. Expert (critic)
- 94. It’s all about the user
- 95. and it’s all about the staff
- 97. • An informal monthly lunchtime session • Different from traditional training • About communicating our enthusiasm for digital • Fun, enjoyable, hands-on, not be afraid • Stickers What is Computer Club?
- 98. • Learning to use Twitter • Making a movie on an iPad • Playing Games • Basic coding Sessions
- 114. Should you do it?
- 115. • Sessions need careful planning • Requires hardware/software • People to run the sessions • Time • Needs to sit alongside regular IT/skills development training? Challenges
- 116. Some of the best fun I have had at the museum in years.” “I wanted to say how great this was! I learned something and it was really fun too – don’t think there could have been a better activity for helping boost cross team working.” “I want to do it again - fantastic!” “This was really fun. I was worried this was going to be another boring afternoon of training.” “Long Live Computer Club!”
- 117. • How can digital solutions help to solve your organisational challenges? • How do you prioritise activities as digital transformation projects? • How do you introduce agile into your project process? • How do you involve your stakeholders in the digital transformation process? • What new digital skills development is required to support a digital transformation? Key questions to consider
- 118. Contact details: Carolyn Royston croyston@iwm.org.uk @caro_ft Simon Delafond sdelafond@iwm.org.uk @parashoe Thank you
Notes de l'éditeur
- Who I am Tell you the story of digital transformation at IWM
- IWM’s flagship site
- Some new objects as well as old favourites, completely new atrium
- the original Cabinet War Rooms, the wartime bunker that sheltered Churchill and his government during the Blitz.
- The museum is in the north of England in Manchester and was 10 years old two years ago.
- IWM Duxford is home to a collection of over two hundred aircraft as well as tanks, military vehicles and boats.
- Our remit is open-ended (from 1914 onwards) and our collections are vast, rich and diverse. We aim to make our collections/historic sites relevant to contemporary audiences by using vivid personal stories that engage visitors of all ages with the issues of war and conflict. Film - IWM has managed a Film Archive from its very beginnings as an institution, and the Archive now covers all aspects of conflicts in which British, Commonwealth or former Empire countries have been involved since the start of the twentieth century. Our constantly growing collection now extends to over 23,000 hours of moving images, representing a wide and diverse range of material from public and service information films, documentaries and unedited combat film, through to official newsreels and amateur films. The Sound Archive holds over 33,000 recordings relating to conflict since 1914. This consists of the largest oral history collection of its type in the world, with contributions from both service personnel and non-combatants as well as significant holdings of speeches, sound effects, broadcasts, poetry and music. The Art collection is one of the most important representations of twentieth century British art in the world. It includes many great works of art from the British government war art schemes of the First and Second World Wars, which employed the greatest artists of their day, including leaders of the avant garde. These included Paul Nash, C R W Nevinson, John Singer Sargent and Sir William Orpen.
- TR 134
- Users at the heart of the decisions we make Easy to say but quite hard to actually make tangible.
- Allows us to change our minds and be reactive and adaptive to the project
- Not like this one! Looking for the simplest, lowest impact solution first to test an idea before we commit to larger, more resource-intensive changes
- We decide how we’re going to measure success for everything we do Web stats Or # of enquiry phonecalls or emails
- Lots of small projects, not one big one
- We choose this as the most important. User story, helps to define what we’re trying to do without pre-empting solution It has 3 parts
- The type of user. The more specific the better. KS4 History teacher from Bolton. School admin assistant from Colchester etc
- The aspiration – with no solution (hard to separate)
- The reason – also hard to pin down sometimes
- So after we’ve measured it we see that it’s not quite work so we prioritise looking at it again
- Just one page
- Just one page
- We make it live and then measure the Click through rate for a few weeks.
- So after we’ve measured it we see that it’s not quite work so we prioritise looking at it again
- Just one page
- This time it’s more successful
- We choose this as the most important. User story, helps to define what we’re trying to do without pre-empting solution It has 3 parts
- We choose this as the most important. User story, helps to define what we’re trying to do without pre-empting solution It has 3 parts
- Group reviews success of content, and feeds the results back into the decision-making process Hopefully that prompts lots of questions from you so I’ll go through an example to explain it in more detail
- Started with Twitter because we know that lots of people are talking about Twitter Advertised first session on the Intranet 50 people responded – different departments, all levels. Because of the numbers we split the sessions into 3. Then we had to figure out how to run the session
- We decided that we would use iMovie for the session because it has a really good iPad app that is purpose-built for the device and is very intuitive to use. We ran 3 one hour sessions over the course of two weeks.
- The trailer-maker presents users with a series of shots – a storyboard essentially – that they must follow. Once all the shots are completed, they are compiled into a fake movie trailer complete with music, sound effects and flashy graphics/
- Reach a lot of people Not driven by projects Benefits Popularity has increased through word of mouth Director General likes talking about it Staff now asking for more sessions and suggesting topics Fits into a wider strategy