APPENDIX – WORK IN PROGRESS POSITION PAPER
THE WORK IN PROGRESS POSITION PAPER ON THE DERIVED INFORMATION PRODUCTS OF THE MUSEUM
PREPARED 9 November 2000, by John D. Hughes Dip. App. Chem. T.T.T.C. GDAIE
Updated 13 April 2001
Uploaded to this website 15 April 2001
This position paper is to assist friends of the Geological Museum @ Upwey to penetrate and comprehend the nature of the work of this private Museum.
At the same time it seeks to elucidate the economic and qualitative impacts of the provision, non-provision or alternative provision of the derived information products from this work.
The rationale for the Museum web site is that it must transfer robust information at affordable cost.
Today delivery of computer information is preferred for economic as well as technical reasons.
It is hard for persons nowadays to know how the Founder of the Museum became inspired with an essentially academic curiosity in the fertile field of geology by looking at the static display and browsing through the geology and fossil specimens frozen in time in a classical Victorian Museum.
It is manageable when specimens can move from the supply chain to a work flow chain with a minimum of fuss.
The provision of an online specimen photograph will give the public visible access to the museum’s catalogue.
By being able to browse freely among the accumulated specimens the value of the museum’s work will become clear to visitors.
John has assessed the level of technical performance he will need to create suitable impacts on the users of the derived information products.
Some of his preliminary work on the information products was intuitive.
The second approach seeks to directly measure the impact of information access. Using second order thought as measurement, users evaluate the quality of the services obtained from the information system.
Some complications in depiction of cost-benefit analysis for derived information products.
Naturally, John and his helpers are interested in the challenges of promoting some measurement of costs and benefits of the derived information products of the Museum.
Cost benefits comparison of alternative delivery methods.
There are both real and virtual holdings for the Museum.
Virtual Museum Holdings (VMH) - delivered from the Website
Costs arise because there are only two glass display cabinets. The cost formula we use to value specimens is to work out the costs of selecting, labelling and preparing one safe display case containing 100 specimens and say that their value is three times their mounting costs.
The display (assumed unphotographed) cost of each labelled specimen is $4 to $12. The cost for the display of 100 specimens is then calculated at $400 to $1200.
Combining the two cost formulae gives a total labour service and preparation cost of $100 (attendant service cost) and $300 (display preparation including labelling) = $400 (for one person for one half-hour visit).
The sample cost formulae for 100 samples is three times this cost = $1200
The accounting cost of doing business is $1600 (new cost outlay) plus $400 (old cost destroyed) = $2000.
This represents $2000 of preparation cost.
For 100 visitors a week viewing at the same time, the cost is $20 per person per visit.
Unlike our Museum depot, a website is available to visit 24 hour a day, 7 days a week.
Persons are unlikely to note that the extent of their thought is limited by the language used and the culture of education in which the thinking takes place.
The way forward for the Museum is to take on a role where we increase our public relations skills as the basis of our ability to deliver high quality motivational material from our website.
Benefits include improved computer literacy skills, networking and information gathering skills.
Our next LAN web and database server will deliver the colour photographs of the Museum’s specimens to our local users for matching for cataloguing into our database.
Over the last four years, John changed his information technology culture and made adjustments to his supply chain.
When John developed other websites to provide content to persons, he avoided certain technologies.
Some operating costs are affordable with difficulty at the moment but are put on the table of the “wish list” for the Museum.
The present reality of the economics of incentive-related processes being in place means the Museum can muster quite a series of resources from its helpers.
It is necessary to protect this “irrational” power over time because activity slows if the incentives are over satisfied. Other apparent achievers cannot work well unpaid with the Museum because they work for their organisations with high achievement for the money, not because of the need to achieve.
The Museum is a privately owned organisation and does not have to satisfy everybody’s needs. We will give our e-mail address to selected persons only in order to ensure high quality standard and to save time.
We are training the next generation of Museum helpers into our culture.
To attract a few hours of the time from a best mix of the best helpers, the Museum blends knowledge, experience, innovation and enthusiasm to achieve the desired result.
Although affects are clearly over-simplification devices of some situations part of Museum policy is treat and recognise affect as many human’s ultimate arbiter of value.
In the future, increased exposure of the original specimens for promotional purposes stemming from the hyper-energization of a few helpers, the Museum expects it will gain economic access mature enough to give either a second display site or a touring exhibition or both.
If the event was tactically crafted as Museum public relations for the display in the State of Victoria and included tourists, the Museum could loan part of its collection for display.
By this way, new suitable interstate and overseas friends of the Museum could form “self-help” hobby groups and we could benefit many by local action to overcome the scarcity of opportunity to see other and our original specimens in joint display.
Our website policy could follow a process suggesting our originals are in short supply.
As more and more persons access Internet, the number of depressed viewers can be predicted to rise.
We must remember we are dealing with real persons.
The owner of the Museum understands what has become evident between the cost of Real Depot Holding (RDH) for the specimens and the cost of Virtual Museum Holding (VMH) at the website.
At this point, John can make educated guesses about how some persons view our project costs by examining critical operational factors such as, for example, the relative costs of changing the Museum display case specimens?
We accept that some persons may disagree with our economic perspective.
What do we tell our helpers to position them within the Museum?
The type of information the Museum suggests is slanted about the mythic qualities our helper persons generate with their grand hobby.
We have helper persons who can write reports and edit well.
There is no legal reason why the Museum could not share the training packets from our website to save publication costs.
At present, as far as we are aware, the Museum has no real competition for online delivery for the type of hobby information planned.
John has recruited most of his Museum helpers from another organisation he founded and they are used to working with him and have skills sufficient to bring the Museum specimens on line.
Many persons should know of how the economics arising from the history of geological discoveries changed the world.
We will show some use of evidence that free access to second or third order knowledge or higher was found useful for longer-term Museum planning.
We wish persons to learn about the scientific method behind geology.
The Museum excludes the notion that we put too much effort into becoming a training centre.
The Museum story negates a number of tactical alternatives leading to commercial charging for website use.
Direct charging will not be considered by the MUSEUM even in the medium term.
At present, we know that the prime functions of data base cataloguing software for specimens and research software can be performed by software that is available at no charge to non profit organisations, such as the Museum.
We will encourage persons to dare to assess the monetary value at its true economic value.
Our Museum would like to develop a good thesaurus online as both a thesaurus creation project and as a maintenance tool.
The first version of a Conceptual Solution for the Museum was produced on 29 October 1999.
The official founding date of the Museum was 21 January 2000.
Details of Progress in Stage 1 Plans of the MUSEUM
To say that the story of education and training for management of a Geological Museum @ Upwey is now complete would be the antithesis of the truth.
The possibility of seamless processes that supply helpers with education on a need-to-know basis could, in time, be transferred to the website.
Some specialised topics arise from John’s recent interest in building special garden walls using granite in the Museum grounds.
If our website is developed in this manner, school excursions and tour guides could find such geological information.
Key Performance Indicators
Key Performance Indicator (Tmin) of the Museum is to GENERATE A 100% INCREASE IN SPECIMENS HELD OVER THE NEXT YEAR.
JDH wants the MUSEUM to stay internally funded so that financial decisions on this project cannot place the owner or friends of the collection in debt.
The KPI financial ratios for building & infrastructure cost Vs maintenance costs Vs operating capacity costs of the Geological Museum @ Upwey have been set by JDH.
Like Ch’an, involvement in Museum operations will help persons reduce the greed and confusions spread by Mara in the Dhamma Ending AGE.
The Dragon King as the patron of the Geological Museum @ Upwey allows Friends of The Museum to gather blessings and healing under the Teachings.
The MUSEUM budget includes:
The estimated capital value of the present Museum buildings, including cost of wiring of electric power, are:
Suite 4 ($4,000) and Suite 12 ($25,000).
The full cost of $29,000 for Suite 4 and Suite 12 is treated as a Museum capital cost.
Suite 10 has an estimated capital cost of $8,000 when wired for electric power.
Building & shelving total $40,000.
In the future, it is intended to wire Suite 12 & Suite 10 To Suite 11 at a cost of $1,000.
Metal shelving to hold specimens and references has cost about $3,000.
The present holding cost per specimen to display is $4.00 to $12.00.
Investment evaluations suggest that if the museum buildings are to be increased to cater for more than 100 live viewers, the project could run into parking problems.
The Website is – www.buyresolved.com.au
The exchange value of professional services is false equivalents between credentials, length of training and price of professional labour power.
General Ideological Premises for use of the Philip Island site.
The site will carry painting exhibitions. Delivery will be added to the purchase cost and GST (Goods and Services Tax) for Australian sales. A new high value product for the geology site.
Persons under 18 years of age will need their parents or legal guardians.
Ref PC10 word/museum6
A NEW AUSTRALIAN INDUSTRY
SUMMARY
GLOSSARY
CAL- Computer Assisted Learning
EAM – Enterprise Asset Management
ERP- Enterprise Resource planning
Geology – the science which treats the earth, the rocks of which it is composed, and the changes which it has undergone or is undergoing.
geomorphology – the study of the characteristics, origin, and development of land forms.
(The Macquarie Encyclopedic Dictionary, The Economy Edition, The Macquarie Library Pty Ltd, Macquarie University, Australia, 1991, ISBN 0 949757 56 X)
SDLC
System Development Life Cycle
stakeholders
supply chain
TRM Task Relevant Maturity