Information gateway projects range in size and complexity from small scale projects, that an enthusiast embarks upon in their own time, to the development of full blown services at a national level, that a team of many specialists works on full time. This handbook is primarily concerned with the development of larger scale gateways. This chapter deals with the planning of a medium to large scale gateway and not a "one-man" band approach. Saying that, many of the issues that are applicable to a large scale gateway are equally applicable to a gateway set up by a single person. However, the system of a well defined plan, aims and objectives, and a carefully thought out timetable should help contribute to any gateway project, regardless of its size.

As with any serious project, a well thought out plan is essential for long term success of an information gateway project. The best way to plan projects efficiently is with the aid of a formal project plan document. An important section of the project plan is a clearly defined set of aims and objectives. Simply stating what a project's aims and objectives are is not enough. The objectives must be accompanied by a clear set of deliverables, against which the overall success of meeting the aims and objectives can be measured. The deliverables need to be contextualised with a clear and simple timetable to help deliver the project within a sensible time frame.

The fact that you are seriously considering setting up a gateway must mean that you have some aims and objectives. This might be to establish a service for a specific national user community, or perhaps it is to set up a gateway for your University Library? Each different gateway will have a different set of aims and objectives. If you are receiving funding from a third party then it is highly likely that there are some contractual aims and objectives that have to be met.

In general aims and objectives are wide ranging and rather broad statements that require further clarification. A measurable set of scheduled deliverables can help focus the general aims and objectives. Deliverables are an important part of a project plan and are often required as a condition of funding (it allows the funding and supporting organisations to check and evaluate that their funding is being used to achieve the project's set aims and objectives.)

R E M E M B E R Deliverables should be SMART: Specific Measurable Achievable Relevant Time-based Making your deliverables SMART can help everyone involved in the project, both those involved in the implementation and those involved in the funding of the project.

Once a detailed set of deliverables has been drawn up, the next stage is to develop a timetable for their delivery. There are a few issues to consider when committing to a timetable, the most important issue being that once you have an agreed timetable then you are bound by it. There may be some flexibility in the schedule, but generally deadlines should be kept to, in order to avoid projects running into timetabling difficulties. Therefore developing a realistic and achievable timetable is important.

There is little point in having lots of important sounding deliverables and a very detailed timetable if the schedule is impossible to meet. It is a guaranteed way to increase the chances of the project and hence the gateway, failing. Set realistic and achievable deliverables and deadlines. Do not agree to do something unless there is sufficient time and resources available to deliver.

Many of the tasks associated with setting up an information gateway are closely related to each other. There is an overlap with some tasks whilst some can only be started once others have been completed. The key tasks and phases of an information gateway project might include:

Phase 1: Pre-project

• Outline planning of project
• Securing funding for project
• Producing outline project timetable and plan

Phase 2: Project planning and set-up

• Drawing up detailed timetable and plan
• Hiring staff and developing skills
• Developing policy documents (scope and selection criteria)
• Technical planning

Phase 3: Technical implementation

• Technical set up and system testing
• Training of non-technical staff in system usage

Phase 4: Catalogue development

• Cataloguing of resources and catalogue development
• Service launch

Phase 5: Day to day running

• Ongoing catalogue development
• Collection management

Generally the phases above are all sequential and related i.e. phase 3 can't really be started until phase 2 has been completed, etc. The actual launch date of the gateway should often be delayed until there are a certain number of resources in the catalogue. Many gateways have waited until 100-200 resources are available before launching. Although the exact number will be largely dependent on the staff effort available to develop the catalogue and the overall objectives of the gateway.

SOSIG, http://www.sosig.ac.uk/

Chapter author: Martin Belcher