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Failure is central to the work of a digital archivist. Most workflows, procedures, policies, and other sorts of documentation are created with success as the final goal, and presence (rather than absence) as the primary representation. In reality, failure is more prevalent than success, especially for digital archivists working across the legacy - modern media divide. How should we be documenting failure and absence? Which stakeholders might find this type of information valuable? When does failure become success, and when should an absence be described so as to become a presence?

Change

Aprille McKay, Bentley Historical Library, University of Michigan

Choosing technologies, tools, formats, collaboration partners, workflows and practices requires us to make predictions about the likelihood and pace of change.  Project management techniques encourage us to assess the potential threats of changing personnel, policies, and technical and fiscal environments and to create plans to mitigate their effect.  What works and doesn't work here?  How do we determine when the pace of change is so fast that a wait-and-see approach is appropriate, and when should we push through a plan in the face of uncertainty?  What are the peripheral gains attained by pushing on?