Consultancy and library automation
| Pages | 120-123 |
| DOI | https://doi.org/10.1108/eb044651 |
| Date | 01 February 1985 |
| Published date | 01 February 1985 |
| Author | Peter L. Gillman |
| Subject Matter | Information & knowledge management,Library & information science |
Consultancy and
library
automation
PETER L.
GILLMAN
Aslib
Research
and
Consultancy,
26/27 Boswell
Street,
London WC1N 3JZ
Abstract: Many
clients
who
seek
the
assistance
of
consultants
in
the
field of
library and information
resources
(LIR) begin with the
assumption
that
automation
is
the desired end
of
the
project,
and
do not look deeply enough
at
the operation
of
the unit in
question.
Often
automation is not the
answer,
but is
being used to conceal organisational
defects,
or
a
lack
of
strategic planning of
LIR
objectives.
This paper
will
guide
the
reader towards the effective use
of
consultancy
by
outlining the steps
which
should be taken prior to employing
a
consultant, and the facts and
figures
which the client will
require
in the
initial
briefing.
ARTICLES
Introduction
A
few years ago, the bulk of con-
sultancy activity in relation to
Library and Information Re-
sources (LIR) operations was
generally confined to a few quite
distinct areas:
1.
The implementation of large-scale auto-
mated systems, usually as stand-alone
applications, and in large organisations.
2.
The design of systems along traditional
(largely manual) lines.
3.
Studies of systems involving
a
large degree
of co-operation either within single organ-
isations, or between national and inter-
national agencies.
There were of course other areas for con-
sultancy, but in general the techniques and
technologies were well known and accessible.
Furthermore, the applications were usually
based in the LIR environment, and defined
services which such a unit might offer to its
clients.
The problems which LIR consultants are
called in to investigate today are very
different:
1.
The implementation of systems with a
large degree of automation, involving
distributed input and processing of
information.
2.
The design of systems which rely heavily
on the integration of
a
wide range of tech-
nologies, many of which have no tra-
ditional base in LIR services.
3.
The integration of applications normally
viewed as the province of data processing
and those similarly viewed as office prac-
tice (such as word-processing, electronic
filing, and text management); with LIR
objectives of information collection,
storage and dissemination.
4.
The development of systems which take
advantage of the facilities offered by large
international information services.
While the emphasis of LIR consultancy
has changed, the change is really only a
reflection of how life has become more com-
plicated for those running information ser-
vices.
There are increasing demands for such
services to 'pay their way' or at least justify
their existence by demonstrating a positive
contribution to their parent organisations.
These are set against a more complex collec-
tion of inter-related technical choices than
many information workers could have en-
visaged less than a decade ago. Computers,
I
which were once machines which lived in air-
conditioned isolation, processed the
accounts, and were available to Librarians
on
sufferance, are suddenly as affordable as
electric typewriters. Online services are not
seen as passive information sources — they
provide a positive input to the information
system and its resources, and are available
directly to their end-users. Office systems
suddenly provide an unexpected channel for
the collection and dissemination of infor-
mation of a textual, bibliographic and factual
nature.
How then to make sense of these demands
and opportunities, in an atmosphere where
the products advertised in this month's com-
puting press, can be unavailable (often
through bankruptcy of the manufacturer) by
the time the journal is published. Equally,
how to make sensible decisions which do not
prejudice future developments, when con-
sidering a market which is technology driven
at a rate incomparable to any before.
Enter the consultant
It is at this point that the hard-pressed
information manager frequently calls in the
services of
a
consultant. In the first instance
this may be in order to clarify options and
help to establish priorities. But as I hope to
show, the consultant has many other roles to
perform, all equally important.
Because of the complexity of the issues
involved (even in small organisations), the
consultant may frequently be given the cast-
ing vote in decisions affecting the future
automation policy of the organisation as a
whole. This naturally requires the consultant
to maintain a balanced and informed view in
the face of conflicting pressures which can at
times become quite hectic.
There are many different reasons for
employing a consultant:
— As expert
witness,
with specialised knowl-
edge of systems design, work flow, or
equipment.
— As arbitrator (occasionally referee!)
between parties who cannot understand
each other's points of view.
120 The Electronic Library, April
1985.
Vol.
3,
No.
2.
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