 Okay, hopefully you can see that slide okay there, so it's really not about any particular technical discussion or challenges that we've faced. It's also aimed at those who are not aimed at those who are already publishing or close to publishing because you've already overcome lots of the challenges that we would have faced. But it's really just an encouragement for those of you who are facing project challenges and some tips on how you can maximise your project's value. Hopefully it's not too much of a thick-jammed presentation and to keep telling us we're doing well, but sometimes it's hard to assess when you're actually doing it yourself, so. Time frame for our project was nine months. It started in September last year and it's scheduled to finish in May this year. The team, I'll just introduce my team here, we've got Lynn Davies, Lynn's a metadata manager. She's got a strong university background and Lynn, do you want to just say hello or... Oh, hello everyone. My background is librarianship. I've worked on and offered you tests as a librarian since the late 80s in a range of positions, so I was brought in as the person who had the bibliographic background and the liaison role between the librarians and also the researchers. And on my right here is Suley, Suley's a technical officer, Suley joined in November, so one to three months into the project. And she's a bit of a workhorse, she's really good in technically and she's also got a good background in repositoryism already, haven't you? Yes, I'm definitely, there's a lot of my experience in the library. So it's actually really useful having a technical officer who has an understanding of library systems already and that was helpful for us in the project. As Simon's already mentioned, there have been four project managers in the project in the first four months. That's really not the project about a bit. The reason for those four project managers are quite varied. The first one was in the process of seeking work elsewhere while he was in the process of writing up the initial project plan, so I guess his half wasn't good in it. We then had a project manager who was really got stuck into it for a month but unfortunately there was a restructure at work and she was taken up and put on different projects. Her manager took on and because of that restructure within a month, his position was mainly redundant as well. So at that point he was jumping up and down so we've got to get this fixed so I was brought in to try and get the project back on track and I joined in the week before Christmas, which is not a good week to be handing over your existing projects or to take on new stuff because when you come back in the new year you pretty much have forgotten everything that would be told you about the new project in the starting. So effectively we were starting from scratch as of the start of this year. We did have a project plan but it was unfinished. We had no sustainability plan which is a key deliverable for hands. We had no breakdown schedule either which was so really the guys to date who had been working on the project had just tackling each issue one by one without any key viewers to what they were aiming for, what they were trying to get to at the end of the project. It isn't very reactive. We reacted to problems without having any sort of proactive plan. At the point we came on board at the end of December, December start of January, our Phase 2 deliverables were also due as well. And our budget had effectively been spent. We were four months into a project after our Phase 1 initial funding had been given. So I guess you can see it was a bit of a challenge. And the other thing was as a project manager I was located in a completely different area of the campus and that was going to be challenging as well. So from that respect, as you can see the challenges were there. On the positives we've got a good team. I think we're all hard working, at least with who we are. We're all trustworthy and that's not just trustworthy. I'll give you a few minutes and we'll be back. It's more trustworthy in delegation of tasks. If I say Lin, I'll leave this down. As soon as I say can you solve that technical problem? They go away and they solve it. And if they've got problems they come back and they talk with me. So we understand each other, what our capabilities are. I guess we're all accountable and responsible in what we do. And that is a really positive thing for the team as well. And we've had an excellent ends liaison officer who's been very responsive to our needs. We can highly recommend him. His knowledge about the project and what we're trying to do is second to none in our experience. If he doesn't know, particularly if he knows somebody who knows. So he said you need to go and talk to JCU. They've had that problem that they can help you in that aspect. Or you need to go and talk to UniSA. They're doing things in a way that you're doing things. They can help you in that aspect. That's, again, proved invaluable for us. And the team red box is QCIF. Duncan and Andrew have been fantastic help as well. They're really responsive to Google groups. You're going to work them through the Google groups. That's where they work better. They've obviously got a very high workload in terms of trying to deal with a number of different customers they're trying to support. So QCIF is their preferred methodology. Use those guys. They're fantastic. And also the great user community. As I mentioned, Lewis, as you need to talk to Sarah, so you can talk to this university or that university. It's so useful to have other people who are going through problems or are experiencing the same problems. And if you're sharing your issues with them, you put two heads better than one in effect. So having that knowledge available to us in Newtas has been really good. And you guys, you know who you are. I won't mention names, but... Yes, we have a lot of thank yous. I think there's about four or five universities who we've been leaning on and they've been comfortable. My recommendation to anybody who's still feeling their way is what I did when I was going through that process with changing project managers is I literally sent emails to a couple of people that I've seen or met through these webinars. And they were fantastic. I had phone calls from people where they just went through problems over the phone. We had Skype communication and I had one where the librarian organised the technical person and another library person to come along and the three of them spent an hour on the phone just talking to me about different issues. So we'd love to reciprocate if anybody has any questions from Newtas. We've found that the communication... Ben, can I interrupt for a moment? Yes. Could you...people having a lot of trouble hearing you because of the best straight effect, can you just move as close to the mic as possible? Can you hear me now? Yes. Yeah, that's better. Did you want me to repeat that? All I wanted to say was that during the period when I was effectively on my own, apart from having Louisa Danes, I often sent an email to people that I'd met through these webinars, asking questions and I've had fantastic feedback. A lot of them Skype to me or organised phone calls and just rang me out of the blue to assist. And so if there's anybody that is still feeling their way, I'd like to suggest, you know, that more than happy if we can assist or I found the user community within...nationally, everybody is going through the same problems and we're all at a range of stages. And so you can feel quite panicky and isolated and I think that's been a fantastic support, not only Anne's but also other librarians or other technical managers or project managers that are going experiencing the same thing. So that's just what I want to comment on. Okay. Other strategies? Other strategies are co-location. So if you're four months into a five-month project and you feel like you're standing in a scratch, you've really got to get a communication client. Co-location does that. So we're basically working out the same building now and for the first two or three weeks, I was actually sitting next to Sue, getting my head into the red box space, the min space. It's the only way you're going to break down those barriers to communication is to work in the same area. The communication becomes more organic. You get quicker fixing of miscommunications. You get cross-pollination of ideas when you're working together at the same place. If somebody else is having a phone call, you can hook into that. Oh, yeah, I understand what you're saying. That problem you're having now and perhaps we can solve it in another way. We have formal once a week meetings where we document everything we do. Just so that we keep that record going and we can refer back to issues as well. And being co-located also builds your team. I think you build up interpersonal relationships and that, again, is invaluable when you're under pressure, when you're under stress and you need to try and solve problems. Everything we do goes on the wiki. So we use that in Confluence for information sharing outside the project, which is also forward-looking as well. So at some point, the team will be disbanded as a project and we'll go into operational mode. At least everything we've discovered is available to the new team as they take operational control of the product. It also makes things more discoverable and accessible, which is pretty much like a repository anyway. So this is things off over there. Communication, I didn't sort of refer to this already. Work-Yan's liaison officer. Work that weekly clicks. Work your product support team up in QCIF. Talk to your business stakeholders and talk to your business users as well. So I think that's probably a good segue to hand over to what you've been doing as a metadata manager. Okay. Can you hear me okay, Simon? Yeah, that's good. Keep up the volume and closeness to the mic. Where's the microphone? Just talk. Just call it out if you can't hear and I'll try and go slowly. I've built all my slides, so pretty much everything I'm going to say hopefully will be on the slide. My aim was to... My number one aim was to try and develop positive relationships which could be built on after the project. So that included everyone from researchers, data managers, the research office and even librarians within the library. So that was my number one aim to field any negativity and to just start shifting the culture. John probably didn't mention because we're in a short time frame here but UTAS came on board with this nine-month project that has been compressed basically to six months without having done any earlier ANS projects. So there is a big cultural shift that we have to... We didn't do a set in the commons So because of the limited time, my approach was to look at quality, quality in everything I did over quantity in terms of how I approached the libraries and the librarians, who I saw as researchers and the number of published records. So I'm just going to touch on the three main areas which is the library, the researchers and the published records. You'll have to do it quickly, Lynn. You'll have to be relatively quick because this is your first wind-up call. It's now 10.16. Okay. From the library, we have about 16 liaison librarians. So I actually, rather than doing one PowerPoint, I did individual to small group upskill sessions and then I did refreshers. So I decided to work at the cold face and work with them like that and I found that worked really well. Then to all the library, I did internal newsletters and everybody knew what was happening once a quarter and I attended as many library meetings as I could. So in terms of researchers, my data interview approach was to look for champions and also we received a spreadsheet that had all current and completed grants which included beyond ARC and NHMRC. So the liaison librarians could choose who they want to go and see. We also met, as John pointed out, we met with Research Office, the RDSI infrastructure staff and all data managers to inform them about the project and also learn. And then we also visited the Antarctic Division because I've got a world's best practice data centre just to be inspired about where we want to go for in the future. And then finally, the aim for published records was the liaison librarians are going to try and go out and do data interviews with all the schools and centres that they represent to get sort of a sample record and we're also looking at trying to get two imports from two different subject areas to just try and get people thinking about automatic imports as well as manual records. Okay. Thanks, Lynn. I'll skip to two because she's a bit nervous and we're short of time so we'll just go on to some other project value ads. You okay with that, Sue? Yes. You're very happy. For us, Institute of Marine and Aquatic Sciences, they've come on board and are very keen to start using our service. They've got some huge data sets and once we get one of our big customers, like IMAS, on board and that encourages the other institutes and schools to get on board as well. I know Men's Institute have got some large data sets which we're keen to get into the red box system and also the Central Science Laboratory have got a lot of stuff as well. I'm hoaxing to RDSI, Research Data Storage Infrastructure. This has really come through from IMAS as well. They're going to be big users of RDSI so they're very keen to get links in that respect. There's a couple of visions they've got there in terms of researchers depositing data and our project getting an automatic note that the data's there and perhaps there needs to be some description of that data going up to RDSI. One of the key things that we're trying to get going with this project is strategic renewal. Senior management become aware of the trends and some ideas and how this project can be used to further research our support initiative. The library has now started talking with our research office. They're saying there's some things happening out there we're getting a little bit behind. Our current infrastructure is looking a bit stale. Let's use this particular project as a springboard onto something bigger. There's some serious governance in place with the ITIL services, the library. So that's a key thing we're going to take out of this project. Just summing up four key points there. Don't just focus on the details or the deliverables look for some big pictures left to value out and raise your project profile. Ask lots of questions as per then she says get out there talk to people. It's far easier to get them from somebody else's things from somebody else to be up for yourself sometimes. Document and communicate and finally get up from your desk and go and talk to someone because it's basically people do projects not project plans. And that's we're done. Hopefully we managed to get that all done in your time. So I'll hand back to you Simon.