STRATEGY FOR EVOLVING AND ACQUIRING THE ERA (CHAPTER 7)

Finding 7. Building the ERA as a conventional procurement is unlikely to succeed owing to the difficulty of accurately anticipating all system requirements. Instead, an iterative approach is needed.

Procurement of the ERA is fundamentally different from procurement of a payroll or other commonplace IT system. No one has built an ERA before, and its requirements are not yet completely understood. Also, some of the requirements—such as safeguarding bits with very high confidence—are stringent. As a result, the procurement should emphasize modularity, iteration, and working with vendors to define and evolve the system rather than arms-length specification and delivery of a completed, turnkey system.

The ERA will need to evolve, perhaps rapidly, during its early years as technical and operational requirements are modified by experience. Later in its life, the ERA may evolve more slowly as new needs are identified and as old hardware and software components are replaced or upgraded.

Recommendation 7. The ERA should be designed as a modular system that can be built, maintained, modified, and evolved incrementally, subject to an overall architecture.

A proper modular design allows components to be upgraded without disrupting the operation of the system. An overall structure for the ERA is suggested by the OAIS reference model, but a design for the ERA will need to be much more detailed in order to exploit the benefits of modularity. A modular structure would make it easier to use COTS components for the ERA.

The system’s architecture ensures that the pieces fit together, that the system can be incrementally modified, and that it can evolve over time. Interfaces between major parts should be specified using an open approach that allows multiple vendors to supply components over a long lifetime. The architecture is itself subject to evolution over time as requirements are better understood or new requirements emerge. However, devising a good initial architecture is very important as the program’s success will be sensitive to the nature of the architectural decisions that are made early on. It is, for example, far harder to evolve the modular structure than to evolve individual modules.

The architecture of the ERA system(s) should be “owned” (specified and evolved over time) by NARA. This would help ensure that NARA understands the implications of alternative proposals, reduces its dependence on vendors and the risk of proprietary lock-in, and understands the limitations and strengths of systems that vendors deliver. Preparing the architectural design of the ERA requires first-class talent having both archival and IT expertise. So too does evolving it over time to meet new requirements.

A far poorer alternative to a NARA-owned architecture is for NARA to contract for one or more architectural designs. In this case, it may be worthwhile to obtain several proposals, because different contractors may have different opportunities or ideas for incorporating COTS elements. This alternative also requires first-class technical talent in order to specify the scope of a design contract, to evaluate resulting designs, and to proceed with acquiring and evolving a system.



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