Component Business Model For Digital Repositories: A .

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Component Business Model for Digital Repositories:A Framework for AnalysisRaymond J. van DiessenBarbara SiermanChristopher A. LeeIBM Global ServicesJohan Huizingalaan 7651066VH, AmsterdamThe NetherlandsRaymond vanDiessen@nl.ibm.comNational Library of the NetherlandsPrins Willem-Alexanderhof 52509 LK The HagueThe NetherlandsBarbara.Sierman@kb.nlSchool of Information and Library ScienceUniversity of North CarolinaCB#3360, 100 Manning HallChapel Hill, NC 27599-3360callee@ils.unc.eduAbstractDigital preservation is too big a challenge for any institutionor solution supplier to confront on its own. The success ofany long-term digital repository will depend upon multiple“open” services provided by a wide range of serviceproviders. No company or organisation in the world is ableto provide the preservation solution for all known formats,object types, or policies. Viable approaches are likely tospan organizational, institutional and national boundaries. In2003 the KB, National Library of the Netherlands, incooperation with IBM, developed the e-Depot as theirsolution for long-term preservation of digital publications.The core of the e-Depot is IBM’s Digital InformationArchiving System (DIAS). This article will discuss theexercise of the KB/IBM Research Group to apply IBM’sComponent Business Modelling (CBM) in a digitalpreservation environment. The CBM map is used by aprocess called Goal Service Modelling (GSM) to identifycandidate services for future versions of the e-Depot. Heatmaps are used for impact analysis – to discussorganisational structures, existing hardware and softwaresolutions and business processes in the context of the CBMmap. The approach is suggested as a way for otherrepositories to manage and coordinate their activities, aswell complimenting current repository audit andcertification activities.IntroductionThere has been a growing professional understanding ofwhat a trustworthy digital preservation repository shouldlook like. The Trustworthy Repositories Audit andCertification: Criteria and Checklist (TRAC 2007), DigitalRepository Audit Method Based on Risk Assessment(DRAMBORA) (McHugh et al. 2007), and Network ofExpertise in Long-Term Storage of Digital Resources(NESTOR) (Dobratz et al. 2006) all identify measures thatinstitutions should take to support a trustworthy repository,not only with ingest, but also with the other functions, suchCopyright 2008, Association for the Advancement of ArtificialIntelligence (www.aaai.org). All rights reserved.as preservation planning and access. Tools and services arenow available to support many of the core functions, e.g.the JSTOR/Harvard Object Validation Environment(JHOVE) and Digital Record Object IDentification(DROID) for file characterization; kopal Library forRetrieval and Ingest (koLibRI) and Producer - ArchiveWorkflow Network (PAWN) for ingest; eservation planning; Typed Object Model (TOM) formigration; and Dioscuri and the Universal VirtualComputer (UVC) for emulation. Repositories with crucialfile format information are being developed, includingPRONOM, the Global Digital Format Registry (GDFR),and IBM Preservation Manager. Several internationalprojects - including Preservation and Long-Term Accessthrough Networked Services (PLANETS) and Cultural,Artistic and Scientific knowledge for Preservation, Accessand Retrieval (CASPAR) - aim explicitly to deliver toolsand systems to support parts of the digital preservationprocess. We can expect more tools and services to bedeveloped specifically for long-term digital preservation inthe years ahead. While these tools and services provide avaluable contribution to managing digital preservation, it isup to the organisations themselves to integrate and managethese tools and services in their digital preservationenvironments.The KB, National Library of the Netherlands, manages thee-Depot. At this moment, 11 million digital objects arestored in the e-Depot. Many new types of material arecoming, and they will be more complex (such as websites,e-books and compound objects). In 2006 the KB and IBMformed a Research Group to develop a vision of how tointegrate external tools and services into the architecture ofthe e-Depot. In this exercise IBM’s Component BusinessModelling (CBM) method played an important role. Thismethod allows an organisation to map its strategies torelevant business components that support theorganisation’s objectives and helps to identify the mostimportant business components. Each of these businesscomponents – in the case of the KB, most beingdepartments within the library – will need services to reach

their goals. The CBM method provides a framework forviewing and analyzing the organisation as a network ofindividual components. Once processes and organizationare dissected into discrete understandable and manageablecomponents, the unique activities and associated resources,tools and services for each individual business componentcan be identified. Through the definition of the businesscomponents, the responsibilities for the management of theassociated resources is clearly specified.At the KB, the focus has been on business componentsrelated to the long-term digital preservation activities of thee-Depot. Both the actual situation and the future plans wereinput for the Research Group to identify necessaryactivities and the supporting services to accomplish thedigital preservation goals. The Digital Repository CBMMap helps to determine when and where resources shouldbe focused and how external services and solutions can beintegrated.Component Business ModelIBM has developed the CBM approach to help their clientsto map business strategy to business components. Businesscomponents are the core building blocks of theorganisation. A business component identifies a cluster ofactivities that together implement some set of capabilitieswhich are offered through services. We will differentiatebetween business services, which can be provided eitherwith or without the support of Information Technology(IT), and IT services, which are provided completelythrough software. When we use the term “services,” it willimply both business and IT services. Business componentscan be managed independently, and their business and ITservices can be reused across the organisation. CBMallows an organisation to identify its core businesscomponents, and understand where there are opportunitiesto outsource and/or cooperate with 3rd parties. Anindividual business component contains the activities andassociated resources – such as organisational structure,people, skills and technology – to implement specificcapabilities (services) needed by the organisation toachieve its goals. Why it exists – What is the business purpose ofthe component?What it does – What are the core activities tosupport the business purpose?How it does it - How are the activities to bepreformed and what resources are needed, e.g.people and IT support?The business components are clustered along twodimensions. Horizontally, an accountability levelcharacterizes the scope and intent of activity and decisionmaking. The three accountability levels used in CBM areDirecting, Controlling and Executing: Directing - strategy, overall direction and policyControlling - monitoring, managing exceptionsand tactical decision makingExecuting - doing the workVertically, the major business competencies are identified.Business competencies are large business areas withcommon global objectives. For example, in a libraryenvironment, collection management and customer servicemanagement are major business competencies.KB ObjectivesIn order to understand the rationale behind the identifiedbusiness components, we first have to identify the strategicobjectives of the KB. The mission statement of the KBidentifies four major objectives:1) We give researchers and students access toresearch information;2) We enable everyone to share in the riches of ourcultural heritage;3) We foster the national infrastructure for scientificinformation;4) We further permanent access to digitalinformation within an international context.The Research Group focused on the aspects related toDigital Preservation and especially the objective “Wefurther permanent access to digital information within aninternational context.”By identifying the key business components needed tosupport the above objectives of the KB we create aframework for viewing the organisation as a network ofindividual business components. Once processes andorganisation are dissected into discrete understandable andmanageable components, the unique activities andassociated services can be identified, along with theresources needed to execute them.Figure 1: Basic CBM StructureThe description of every business component shouldinvolve answering three questions:The CBM map presented in the next section has beendeveloped with the above organisational objectives inmind. Although the focus of this article is management ofdigital collections, management of “paper-based”

competencies. A more detailed preservation of a CBMfocussed on IT management can be found in (Ernest andNisavic 2007).collections will also be supported by the same set ofbusiness components.Digital Repository CBM MapThis article will not elaborate on the more genericcomponents of the Business Management and ITManagement competencies. However, we would like tostress that IT Management has some specific objects inrelation to the long-term requirements of a digitalrepository. Not only do the digital collection assets have tobe preserved for the long term, but the digital repositorysolution itself also should be able to adapt to technologychanges. This requires the different components of such adigital repository solution to be modular with well-definedinterfaces and based on open standards, as well ascharacterising the preservation environment itself, as itchanges over time (Moore 2008).Based on the KB s strategic objectives mission statementdiscussed above, we identified five major competencies bywhich to cluster the individual business components: Service Management: Delivery of collection objectsand associated services to the customers of the KBacross the supported channels.Collections Management: Acquisition, processingand cataloguing of all publications, both for theresearch collection and the deposit collection.Preservation Management: Facilitating access to thedifferent collections over-time, including addressingmedia decay and obsolete technology associated witheach digital collection.Business Management: General management of thebusiness of the KB.IT Management: Management of the overall ITinfrastructure.Service ManagementDirectControlCollection ManagementPreservation ManagementCollection StrategyPreservation StrategyCollection Policy ManagementPreservation Policy ManagementMetadata ManagementPreservation PlanningBusinessManagementITManagementRelease StrategyDistribution PlanRights ManagementReading RoomExecuteFigure 2 presents the CBM map created for the KB, withthe focus being on the management of digital collections(digital repository). Service Management addresses theservices the KB uses to support its customer base. ServiceManagement can be organized along the three CBMDelivery 3rd PartyIngestValidationPreservationResearchLicensing orageCataloguingTechnologyMonitoringPackaging & DeliveryCollection ResearchFigure 2: Digital Repository CBM MapService Management, Collection Management andPreservation Management are specific to organisations thatmanage digital collections, i.e. manage digital repositories.Business Management and IT Management are moregeneric and needed in any type of organisation. In thisarticle, we have focused on the first three businessDigitalisationaccountability levels: directing, controlling and executing.Release Strategy and Distribution Plan are part of thegeneral strategy (Direct). Rights Management plays anessential role in determining whether and how content canbe delivered to specific customer groups (Control). At theexecution level are the different channels through whichservices are delivered.

The different Service Management business componentsare described below in more detail: Release Strategy: Defines which collections areavailable to which customer groups, and the collectionenrichment services, such as abstracts andclassifications, to be associated with each collection orcustomer group.Distribution Plan: Defines the specific accessstrategies to be supported for particular combinationsof collections and customer groups.Rights Management: Controls potential usagerestrictions to be enforced on specific collections.Reading Room: Provides services to the customers inthe KB reading rooms.Internet: Provides remote services to customers viathe Internet.3rd Party: Provides services related to 3rd-partyorganisations, such as publishers or other culturalheritage institutions.Licensing and Royalty Management: Manages alllicensing, royalty and accounting aspects associatedwith a particular collection.Access Management: Provides mechanisms toenforce the particular licenses and rights associatedwith any given collection, as well as the identificationand authorization of individual users.Packaging and Delivery: Prepares the selectedcollection objects for delivery over a selected channelto a particular customer.Collection Management defines the business componentsneeded to define and manage the collections of the KB.Individual collections are managed according to definedcollection policies. Different categories of metadata areused to manage the collections and support access, e.g.bibliographic, archival and technical metadata. Thedifferent Collection Management business components aredescribed below in more detail: Collection Strategy: Decides which collections tobuild up and defines the value of the differentcollections for the KB.Collection Policy Management: Defines the rules andguidelines for submissions of assets into a particularcollection.Metadata Management: Identifies the differentcategories of metadata to be associated with particularcollections and builds ontologies over the differentmetadata specification approaches being applied.Delivery and Capture: Pre-processes digital assets tobe ingested: receives or captures digital assets andstores them in a working space for verification inconformance with the defined collection policies.Ingest: Checks the collection asset for compliance andcompleteness followed by the archiving of the asset.Collection Storage: Stores collection assets within thelibrary. In the case of digital material, an Archival Information Package (AIP) has to be maintained inone or more storage environments as identified in theReference Model for an Open Archival InformationSystem (OAIS) (ISO 14721:2003).Collection Research: Extends knowledge and bestpractices for the development of collections andassociated services, including access and presentation.Preservation Management includes all the businesscomponents involved in long-term preservation of digitalcollections. This is still an active area of researchinternationally. Two sets of activities are of majorimportance within this competency. First, one needs tomonitor the impact of technology changes over time on thedifferent collections managed, as part of the PreservationWatch function. Second, preservation actions have to bedefined to counteract the impact of technologyobsolescence, either by migrating collection assets to newformats, emulating obsolete technology or a combinationof both. The Preservation Management businesscomponents are described below in more detail: Preservation Strategy: Defines the preservationstrategies to be supported by the KB digital repositoryenvironment.Preservation Policy Management: Specifies thepreservation policies associated with particularcollections or types of digital assets.Preservation Planning: Defines the actions toimplement a specific preservation policy.Preservation Action: Carries out activities needed topreserve particular collections or types of digitalassets: migration (converting collection assets intonew formats), emulation (providing new environmentsto emulate obsolete environments) or a combination ofboth. Normalisation, i.e. transforming digital assetsinto formats optimised for the management ofparticular collections, is also a preservation action.Preservation Research: Conducts research in thefield of digital technologies, network information andthe preservation of digital heritage.Technology Monitoring: Monitors changes intechnology environments to be addressed bypreservation planning and preservation action.Digitisation: Specialised preservation action thatconverts analogue assets into digital assets.Three business components have been identified as beingimportant to both Collection Management and PreservationManagement. These business components are related to thecharacterisation, validation and cataloguing of collectionassets. They are used for initial ingest of a collection butalso provide activities which are important for thepreservation of the collection. The business componentsare described below in more detail: Characterisation: Identifies and records the importantcharacteristics of a digital object and facilitates

searching across the characterisation metadata.Validation: Checks whether the collection assetsconform to the associated collection and preservationpolicies e.g. conformance to file format specifications.Cataloguing: Builds and maintains metadata tofacilitate both general and domain-specific access andsearching within or across collections.potential existing IT solutions that could provide some ofthe required services. The KB has already invested a largeamount of money and effort in their current e-Depotsolution. Therefore, we also need to evaluate how currentIT solutions can provide some of the required services, i.e.bottom-up approach.ApplicationTop-downAnalysisApplying the Digital Repository CBM MapThere are a number of ways that the Digital RepositoryCBM map can be applied within an organisation. Thedevelopment of the CMB map was triggered by theobjectives of KB/IBM Research Group to look into therequirements for an open and integrated preservationframework for the KB to extend the e-Depot, based onIBM s DIAS solution. The Research Group was aware thatany durable electronic deposit solution can never bedependent upon a single vendor providing a closedsolution. New formats and preservation tools will continueto be introduced over time, requiring any given solution tobe sufficiently open to incorporate functionality from 3rdparties.The next section will show how the Digital RepositoryCBM map has been used to identify the generic services tosupport future developments of the e-Depot. We will thenexplain how the Digital Repository CBM map can be usedto facilitate impact analysis with regard to IT andorganisational support.Identifying ServicesThe CMB map provides the top-down starting point for theidentification of the services that need to be provided byindividual business components. Each business componenthas its own business activities, which can be performedmanually or with the support of IT services. The businesscomponents drive the definition of potential servicecandidates. These service candidates are tested forfunctional usability by determining how they can be usedin the different business processes. In order to ensure that acandidate service is reusable across various contexts, it isimportant to validate it against many different businessprocesses.This approach will also identify potential “white spots,”i.e. business components not yet supported by any services.White spots are not always a problem. Some businesscomponents (e.g. Collection Strategy) might not beimplemented through IT services but are, instead, base

relation to the long-term requirements of a digital repository. Not only do the digital collection assets have to be preserved for the long term, but the digital repository solution itself also should be able to adapt to technology changes. This requires the different components of such a digital repository solution to be modular with well-defined

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