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Table of Contents
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SuppliersInputsProcessOutputsCustomers

List all suppliers of the process step

List all inputs to the process step

  • First Step
  • Step 2
  • Step 3
  • Step 4
  • Step 5
  • Step 6
  • Last Step

List all outputs pf the process step

List all of those supported by the process

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Phase 1: Identify & name the high-level process

SuppliersInputsProcessOutputsCustomers

Phase 6

Phase 5

Phase 2

  • First Step
  • Step 2
  • Step 3
  • Step 4
  • Step 5
  • Step 6
  • Last Step

Phase 3

Phase 4


Once you complete a SIPOC, it can be reviewed with project sponsor(s), champion(s) and other involved stakeholders for verification.

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As we begin to see the workflow analysis project and the work on prioritization and governance coming to completion we can begin to see the gaps and opportunities, and can begin to draft recommendations.

Project Management

One of the most significant gaps that we have been able to identify is the lack of a cohesive approach to project management throughout the University Libraries. We have many capable people within the University Libraries who understand their roles and duties, but may not be trained in effective and consistent project management techniques. Further, we lack a common, robust (yet accessible) set of project management tools to provide organizational visibility into our work in progress. We recommend:

  • The acquisition and deployment of consistent project management tools, preferably integrated with the ensuing Intranet
  • Development of standardized project management templates
  • Project management training for key individuals; additionally, providing training and tools around systems thinking vs silos thinking.
  • Establishing a position of a project management coordinator for the University Libraries

Documentation

The University Libraries has pieces of documentation that articulate standard operating procedures, standards and guidelines in regards to digitization, digital preservation and providing access to our digital assets; however, there is no central repository or portal for making these transparently available throughout the organization. We recommend:

  • In conjunction with the Intranet project, a place be established for the deposit of digitization, digital preservation and digital objects processing standard operating procedures, standards, guidelines and other pertinent documentation.

Processing Gaps

Audiovisual Preservation & Access

With the loss of our temporary audiovisual (AV) specialists our AV preservation and access program has come to screeching halt, unless there are local funds and a specific patron request to be dealt with. We recommend:

  • The University Libraries needs to develop a sustainable strategy to preserve, convert and provide access to the audiovisual assets within the Libraries collections.
  • The University Libraries needs a full-time media specialist to oversee not only the inventory and conversion activities for AV materials, but for the inventory of digital media within collections.

Born Digital Processing Workflow

With no defined workflows or capacity for the processing of born digital records, the University Libraries has historically accessioned materials without fully understanding the amount and extent of the digital materials acquired. Further, the Libraries does not have staff with the dedicated skills or time to routinely process our born digital acquisition for preservation and access. We recommend:

  • The University Libraries needs a full-time digital processing archivist.
  • The University Libraries needs a full-time media specialist to oversee not only the inventory and conversion activities for AV materials, but for the inventory of digital media within collections.
  • Coordinated training for the University Libraries' archival and curatorial staff/faculty in basic digital preservation theory and techniques.

Resource Allocation

In addition to the aforementioned lack of human resources and lack of robust digital processing workflows, there appears to be an imbalance of University Libraries' resources expended on paper-based objects vs digital objects. This is an area for further exploration and documentation.

Prioritization & Governance

The "Planning for Sustainable Change: University Libraries Digital Content Policy & Governance" workgroup convened in November of 2020 is nearing completion of its work. It adopted a change management process to establish a prioritization methodology with an associated governance framework.

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  • Definition of “Project” - COMPLETE
  • Prioritization Factors - IN PROGRESS

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The DRAFT has been moved offline to facilitate the DP&A's collaborative editing and commenting. A revised draft will be shared here when it is ready. 2021.06.07

Topical Resources

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