Print friendly version

Website Maintained by:
Communication Chair
©1998, SLA WCC

Our library operates to provide information that supports the practice of law. To that end, we maintain and make accessible to members of our firm relevant materials in all formats and services of all types in a cost effective manner. As librarian/information manager, if I do not fulfill this mission our operation will fail.

The key to survival is to function at the best of our ability at all times, through all adversity.

There are always challenges threatening the success of our operation. The key to survival is to function at the best of our ability at all times, through all adversity. Ability, however, is not static. Ability is constantly affected by changes in the environment. Keeping in mind what Charles Darwin wrote about evolution: "It is not the strongest of the species that survives, nor the most intelligent, but rather the one that is most adaptable to change", we can expect our ability to thrive if we adapt to change. Darwin, however, did not offer any tips on enduring this stressful process.

As our library evolves into an electronic environment we are facing many new issues. Understanding the technological issues, that we previously ignored, is difficult. One of our more daunting tasks in this environment is networking our CD ROMs. For this we are having to learn more about our firm's computer system than we ever thought necessary. While, we will not deny that this is stressful, we realize, that for the first time in our operation, we are experiencing what it means to "adapt".

To date we only have 13 CD ROMs and it has been a huge learning experience networking even this small number. Some organizations are networking upwards of 100 CD ROMs. Initially we were naive about the problems that could exist. In addition, we were reluctant to increase our rather traditional focus of simply reviewing the content and cost of each CD ROM to include understanding the technological issues and requirements associated with networking each CD ROM. Once the problems began, we quickly realized that our attitude had to improve before we could enjoy any success. We had to accept that, in order to be part of the solution, we had to learn new skills and accept new responsibilities. As it was with running the entire library operation, we would have to work to the best of our ability. Considered in these terms, our goal was clear and we understood why our role should change.

The Information Services department was also coming to terms with their changing role. They, also, were faced with the challenge of networking a variety of CD ROMs, none of which, incidentally, they were given an opportunity to review prior to purchase. Often struggling with partial instructions, inferior products and chronic inconsistency, they were extremely frustrated. It was clear that networking the CD ROMs required an integrated approach. We both had to shift our positions somewhat and work as one.

Partnering with our IS department was like learning to walk upright. We were finally able to make progress. The library staff took on some of the routine updating tasks and the IS staff began to take detailed notes on installation and maintenance requirements for each product. We shared information and all learned in the process. Recommendations were made on how to improve the products and these recommendations were passed onto the publishers. In some cases the IS staff developed relationships with the publisher's technical support staff directly.

Currently the 13 CDs are loaded in our new CD Tower which is a Meridian CD ROM server. It has a 486 PC inside running a special version of Novell & DOS. Presently there are 14 drives, with a potential for 28. All CD volumes are named as separate folders under the one drive letter (R:) Each PC must have a program installed on their local PC called CD Map in order to connect to this server. After installation, the CD Map program sets up a CD Net Startup program which automatically maps the user to the appropriate CD(s) at login. The setup is configured such that each PC having the CD Map program operates as if it had a physical CD-ROM drive installed locally, with the drive letter R:\.

When a new CD is received, a setup icon is created that can be sent to the users. They can simply double-click on the attached icon from within their e-mail and follow some simple installation procedures. This performs a work station install where a copy of the search program (usually some version of Folio) is installed locally and where "pointers" are set up from within the program to look for the infobases on the CD in the tower.

... issues that complicate each update

Most of the problems occur with the monthly, quarterly, or annual updates. In our firm, the librarian removes the old CD, inserts the new updated CD in the CD Tower and sends out an updating icon to the users. While this might sound simple, there are issues that complicate each update.

Listed below are four problems that regularly thwart the updating process:

Licensing
Sometimes, with an update, there is a licensing file that needs to be updated and copied to the user's PC with the update. Once the problem is realized, an icon can be sent to the users by email that performs this function.

Program Change
Sometimes, with an update, the entire program requires re-installation. Rather than just updating the infobase data the actual program is updated. Once the problem is realized, sometimes an icon can be sent to the users to re-install the program. However, we have experienced a few problems re-installing through an icon for a variety of reasons, none of which have anything to do with accessing the CD ROMs. In these cases the program needs to be re-installed at the individual work stations.

Change of Volume Name
Sometimes, with an update, the Volume Name on the CD is changed which causes a mapping error. In this situation the CD Map program looks at the R: drive (the CD Tower server) and then finds the subdirectory or Volume Name. For example:

	R:\FV31	for the CCH Tax CD
	R:\DART	for the Labour CD
	R:\971204_1752	for the Contaminated Sites CD

In the case of the DART CD, the Volume Name was changed to R:\DART_V3. This creates a mapping error when the program or shortcut installed on a PC is mapped to R:\DART. It simply cannot find the CD. Once the problem is realized we can often change the name in the shortcut properties. This can be an onerous task if there are 25 users of one CD. Sometimes, however, this solution does not work because there are internal pointers in the program itself directing it where to look. In these cases, the program needs to be re-installed. In an effort to get around this problem the CD is mapped to the number of its position in the tower. For example:
      R:\CD0
      R:\CD1
      R:\CD2
      R:\CD3
This eliminates the mapping problem. The Volume Name on the CD can now change with each update, but the pointers continue to point to the same CD number. The IS staff are working on changing this configuration for each CD user in the firm which will virtually eliminate this problem in the future.

Inconsistencies in the Work Station Installs
There has proven to be inconsistencies with the installation program name. For example, it is preferred that the installation program be named with the preferred standard, setup.exe program name, rather than install.exe. As it is now, when the installation program name changes, the IS staff must re-write the installation procedure in the icon that is sent to the users.

Now that we are aware of these problems and these solutions, they, on their own, do not necessarily take up a tremendous amount of time. However, together, and on a regular basis, can add up to considerable administrative hours, to say nothing of the inconvenience and frustration they cause the unwitting users.

We still experience some difficulties but now we are much more capable in these circumstances. Overcoming the initial confusion was very rewarding. We are enthusiastic about the evolution taking place in our library. Taking a look at our operation now it seems that our ability to deal with the new issues that arise has much to do with our positive attitude. In addition, we have learned some of the key elements to integrating tasks with our IS department. Ironically it was when we focused on our "traditional" mission statement that we were able to understand clearly what changes needed to take place and why. Now if we can just bring the publishers on board…..