Informationsinfrastrukturen im Wandel. Changing ... - DINI

Frank Klapper, Norbert Lossau 261
– Establishment of additional publication servers for the university, if
necessary using external service providers
– Interlinking the e-scholarship repository with the university‟s research
database
– Coordination of a cooperative project for the establishment of a nation-wide
information platform on open access (DFG)
– Further development of the Audio Visual Centre (AVZ) to become
the Service Centre Media (SCM).
7. Opportunities and Risks
The Bielefeld ICM concept has the following advantages above all:
– The establishment of the CIOs, who are centrally responsible for
issues of strategic direction in the area of ICM and who formulate
recommendations, means that the university`s governing body must
deal with strategic decisions in the ICM area early and regularly.
– Because of the greater differentiation between overarching strategic
developments and developments specific to a particular department,
the tasks relevant to the entire university can be pursued independently
of individual departments. This creates the possibility on
a structural level of avoiding potential conflicts of interest, or of
dealing with them more efficiently.
– The necessity of having effective risk management is accommodated
through the regular and multi-perspective review of the functionality
of the projects and their consequences.
– Staff in the central departments are also simultaneously working on
development projects. This doesn‟t just speed up communication
and information channels. The institution-wide cooperation of
project workers also plays an important role in the emergence of a
common understanding of service provision.
The concept is based on a process-oriented approach, the core elements
of which include the continual adaptation to changing requirements whenever
necessary. This requires all participants, including the university‟s