If you’ve been reading my previous posts, you’ll know that I’m currently working on a project which is evaluating various IR solutions, and working with partners to provide live systems for them. There’s something that we’re noticing, and which I’ve noticed happens on quite a few software projects. The software trap. That’s right. We all want to choose the best system. We all want to make sure it will do what we need it to do. But guess what? Choosing the right software is only about 20% of the actual work of setting up a repository.

Twenty percent may be a bit harsh, you say. Perhaps. But consider the following: For many organizations, implementing a new system is a big deal. Think about what the biggest hurdles are. Lack of software choices? Nope – plenty of options there. Lack of ability to configure it to make it look pretty? Nope – they all have some sort of interface out-of-the-box (with IRs, at least). Lack of people to look after the server? Well, ok, maybe – but then you should maybe hold off on implementing an IR.

No, the biggest hurdle is people. Yes, if this world were all robotic and emotions and stress didn’t come into the equation, we’d be set. But we haven’t reached that brave new world just yet. You will find (if you haven’t yet found) that people can provide the biggest stumbling block to a successful IR.

Many IRs are run by educational institutions. Educational institutions have academics. Academics are busy people who have many demands on their time. They’re often not interested in how something may benefit them long term. They don’t want to have to spend the time learning a new product or a new system. It doesn’t matter how many times you try to reassure them that “it’s easy to use”. Already, people have to contend with some sort of CMS, grading system, assignment publishing system, lecture notes. All that combined with the pressure to publish and research (you want what?!?). Is your normal, flat-out academic going to have time during his/her busy day to sit down and nut out how to use this shiny new IR? Probably not. Are they going to care? Probably not. Those 70 unmarked papers over there are calling loudly.

So then how do we go about getting people’s attention? How do we make them want to use our wonderful new system that we’ve spent the last 6 months playing with? Yes, of course these systems have benefits – you know that, I know that. But, two years ago, I didn’t know that, and I was in the same boat as a lot of other people who just say “Institutional what?”.

How do we get an IR accepted and “out there”? Lots and lots of hard work. And guess who has to do the hard work? You. Get out there, and go talk to people. Find the people who look after the research publications in your institution. Find the people who head up research in the faculties and departments in your institution. Convince them that this is a can’t-live-without system for academics. Book in special time with them so you have their full attention – don’t try to catch them on the fly. That’s like trying to explain quantum physics to the person sitting next to you on the bus – and you’ll get about the same reaction.

Don’t get bogged down in looking at the software. It’s a nice realm to stay in, especially if you’re not comfortable getting out there and approaching people. But ultimately, whether the header has a 6px top border or 4px doesn’t matter. Choose something that’s simple (remember back to when you hadn’t heard of an Institutional Repository) and easy to use. Offer ‘carrots’ to people for submissions – for example “For the first six months, send us all your papers and we’ll submit them for you”. Let people see the results of their work being in an Open Access repository. There are plenty of options for stats programs out there – get one running so that people can see that their items are being viewed. As much as it sounds harsh to say it, ego can sometimes play a big part here – being able to see that your works have had “x” downloads last month does wonders for motivating people to submit.

And don’t stop there. Building a successful IR is one thing, but keeping it successful is another.