Monthly Archive for January, 2010

Skim.it – Like Digress.it, But With Ratings Rather than Comments?

A couple of weeks ago, whilst dozing to the ITConversations podcast channel, I started daydreaming around the conversation that was going on in the Mitch Ratcliffe /Booksahead.com episode of Phil Windley’s Technometria podcast.

The discussion was on the topic of the future of the book, particularly with respect to annotating books and ebooks (in a manner similar to the way we support paragraph level comments in WriteToReply).

Annotating text with text (such as comments) requires quite a lot of effort on the part of the reader/annotator, and is perhaps one reason why it can be quite hard getting folk to engage with commenting static documents (I’m sure there are lots of other factors, too! ;-)

So if we think of things like the Community Engagement Pyramid:

Yahoo Engagement pyramid

or the Social Technographics Ladder of Participation:

Social Technographics Ladder

then we see that there are various levels of engagement by – and participatory effort required from – visitors to a web site.

If we consider documents published on WriteToReply, one of the things we hope to facilitate is discussion around particular areas of the document. Lively discussions – lots of comments on a particular paragraph, or section – is one way of generating a signal that highlights “interesting” areas of a document. Web traffic analytics showing large amounts of traffic to, and reasonable dwell times on, particular pages provides another source of “interestingness” information; and so on.

But are we missing a trick?

Way back in the days when I used to print out lots of reading material, I used to skim read documents (even then!) and mark paragraphs that were somehow important with a vertical line in the margin so that I could easily return to them, or fold a page corner to “bookmark” a particular page or section. Occasionally, I would also scrawl notes in the margin, or underline particular paragraphs. But the turned page corners and the lines in the margin were the most efficient ways (for me) of marking the important parts of a text so that I could then refer to them in detail at a later time.

The commenting came later…

So what might a corollary be in WriteToReply? Each paragraph has a unique URI, so it would be possible to bookmark interesting paragraphs either within the browser, or using a social bookmarking tool such as delicious. Hovering over the linked paragraph number raises a pop up containing the text of the paragraph and a link to it (Note to self: clicking in the link box should automatically select all the text???)

Clicking through on a bookmarked link takes you to the page the paragraph exists on with the bookmarked paragrah highlighted:

If single item RSS/JSON feeds for each uniquely identified paragraph are enabled, it is straightforward (in Javascript at least) to render a page containing just the content from a list of the bookmarked paragraphs.

But what other low effort routes to engagement are there that might help an individual keep track of areas of a document they may want to return to, or that might allow the crowd sourced discovery of “interesting” areas of a document? How about ratings? How about a complement to the paragraph level commenting that the digress.it WordPress theme we use on WriteToReply offers that offers paragraph level ratings?

And in the same way that digress.it is capable of generating comment streams for each commenter, how about a similar facility that would allow me to look at all the paragraphs, sections or pages that I have commented, sorted either in the order they appear in the document, or additionally by the number of stars I have rated them?

When I read long documents, I do it in an iterative fashion. At the moment, we don’t necessarily make that very easy to do – or obvious how to do it. Maybe a ratings based approach would help?

PS the source code for the digress.it theme is available from the digress.it: WordPress plugins page under a GPL version 2 license. If you fancy creating a complementary “skim.it” theme using ratings rather that comments, post a comment here ;-)

Copyright notice

Cabinet Office, Admiralty Arch, The Mall, London. SW1A 2WH

Web address: www.cabinetoffice.gov.uk

Publication date: January 2010

© Crown copyright 2010

The text in this document may be reproduced free of charge in any format or media without requiring specific permission. This is subject to the material not being used in a derogatory manner or in a misleading context. The source of the material must be acknowledged as Crown copyright and the title of the document must be included when reproduced as part of another publication or service.

Ref: 299388 / 0110

Prepared for Cabinet Office by COI

ANNEX C: GLOSSARY

Architecture The technical architecture provides a blueprint for the organisation of strategies, capabilities, processes and infrastructure to deliver business goals.

Chief Information Officer (CIO) The executive in an organisation responsible for the information technology and computer systems that support delivery of strategic goals and outcomes. The CIO is focused on ICT strategy formulation, planning and strategic alignment with corporate objectives.

Chief Information Officer Council The Chief Information Officer Council brings together CIOs from across all parts of the public sector to address common issues.

Chief Technology Officer (CTO) The executive in an organisation focused on technical issues. The CTO is concerned with architecture, design and development, security, operational integrity, system support and maintenance across the IT organisation.

Cloud computing The use of the internet to deliver ICT resources rather than hosting and operating these resources locally.

Data centre A facility used to house computer systems and associated components. Data centres are classified according to the criticality and sensitivity of operations being run through them.

Desktop services Devices and services used by individuals to access functions such as email, word processing and internet browsing.

Devolved administrations Northern Ireland, Scotland and Wales each have their own Government or Executive, led by a First Minister and devolved legislature. Each country has devolved powers that have been defined in law.

Government Generally taken to mean central government. The Government ICT Strategy applies to all of the UK public sector including central government, local government, wider public sector and devolved administrations.

Government Applications Store (G-AS) The G-AS will provide a gateway to sharing and reuse of online business applications, services and components between public sector organisations.

Government Cloud (G-Cloud) An internet-based ICT infrastructure that enables public bodies to host, select and use ICT systems from a secure, resilient and cost-effective service environment.

Information and communication technology (ICT) An umbrella term that covers all technical means for managing, using and communicating information. It is most often used to describe digital technologies such as methods of communication, communications equipment and techniques for processing and storing information.

Information assurance Information assurance is the practice of managing information related risks around confidentiality, integrity and availability. In reality this means that information assurance is about ensuring that authorised users have access to authorised information at the authorised time from authorised locations.

Infrastructure The equipment and installations that provide the basis for ICT operations and services, for example data centres and communications networks.

Interoperable/interoperability The ability of diverse systems and organisations to work together without the need for manual intervention. In ICT, this generally means that systems use the same basic standards (protocols) to ease communication and data exchange.

Local government Local authorities have a wide range of powers and duties. National policy is set by central government but local councils are responsible for all day-to-day services and local matters.

Open source Open source software is software for which the rights to source code and other rights normally available to copyright holders are freely available. This allows users to collaboratively use, change and improve software and redistribute it. Whie open source software can be free to obtain, there are associated support and maintenance costs, which mean that there is typically some financial outlay involved throughout its lifecycle.

Open standards A technical standard that is available to all users regardless of the organisation they belong to.

Public Sector Network (PSN) A programme of activity that will deliver a single, holistic telecommunications infrastructure providing converged voice and data communications.

Shared services Those business processes and functions that are common across organisations that are sourced once and used many times. For example, payroll, human resources and finance processes are required in all organisations. Rather than each organisation running separate functions, these can be grouped and used more efficiently through a shared-service approach.

Skills Framework for the Information Age (SFIA) A framework providing a common language to describe the skills and attributes required of IT professionals.

Technical standards Technical standards provide the guidelines that ensure ICT systems and services are able to work together, regardless of when they were specified and who is providing them. These technical standards may be open – available for all to use and modify – or proprietary – unique to a specific organisation.

Wider public sector All areas of the public sector not covered under central and local government – for example the National Health Service, police forces, fire services.

ANNEX B: BIBLIOGRAPHY

Transformational Government: Enabled by Technology – Cabinet Office, November 2005

Digital Britain: Final Report – Department for Culture, Media and Sport and Department for Business Innovation and Skills, June 2009

Building Britain’s Future – Cabinet Office, June 2009

Excellence and fairness: Achieving world class public services – Cabinet Office, June 2008

Operational Efficiency Programme: final report – HM Treasury, April 2009

Cyber Security Strategy of the United Kingdom: safety, security and resilience in cyber space – Cabinet Office, June 2009

Power of Information – Ed Mayo and Tom Steinberg, June 2007

Greening Government ICT: Efficient, Sustainable, Responsible – Cabinet Office, June 2008

Open Source, Open Standards and Re-use: Government Action Plan – Cabinet Office, March 2009

Public Sector Network (PSN) – Cabinet Office, November 2009

National Information Assurance Strategy – Cabinet Office, June 2007

Data Handling Procedures in Government: Final Report – Cabinet Office, June 2008

ANNEX A: GOVERNANCE

The ICT Strategy for Government applies to all of the UK public sector, whether central government, local government, wider public sector or devolved administration. It provides a common approach to ICT that maintains local accountability and control over implementation to meet unique delivery and business requirements. The CIO Council has agreed an integrated governance structure that combines CIO, central government, technical, commercial and local government/wider public sector expertise. The Cabinet Office, on behalf of the CIO Council, will now work with the Department for Communities and Local Government – and its partners – to promote and embed the principles and approaches of the ICT Strategy across the public sector. The Cabinet Office will similarly now work with the devolved administrations to align with the ICT Strategy.

The governance structure has been agreed for delivery of the strategy as a whole, as well as for each of the 14 strands. The detailed governance for each strand can be found on the Cabinet Office website, within the IT in Government section.

In developing the strand governance structure, the CIO Council has also agreed the principal roles and their responsibilities.

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