TITLE : Final Project Review Report


WRITTEN BY : M.Borghi


SUMMARY : MOSAIC activities

The document describes the main activities in MOSAIC done by Contractors and Participating Organisation.

No part of this document can be reproduced, in any form, or by any means, prior to written authorisation of the

MOSAIC Consortium


 

Table of Contents


1. Reference Documentation
2. Synthesis of work done
3. Project technical overview 3.1 Introduction
3.1.1 MOSAIC Network
3.1.2 MOSAIC tools
3.1.3 MOSAIC Users
3.2 Mosaic applied reference technologies and applications
3.2.1 Knowledge of the MOSAIC Network
3.2.2 Model of MOSAIC Cultural Service Centre (CSC)
3.3 MOSAIC Legal Framework
3.3.1 Mission
3.3.2 Agreement Framework 4. Nature of the project's future work 4.1 Pilot Phase – Integration, Validation and Verification
4.2 CSC Management Plan
4.3 MOSAIC International Organisation start-up 5. Risk Analysis 5.1 General
5.1.1 MOSAIC Positive points
5.1.2 MOSAIC Negative points
5.2 Revenues
5.2.1 Financial Risk
5.2.2 Economic Cycles
5.3 MOSAIC Organisation
5.3.1 Company
5.3.2 Management Team Risk
5.3.3 Exit Scenarios
5.4 Consumers opinion
5.5 New Media
5.7 Communication
5.8 Brief outline on the strategy of communication
5.8.1 Advertising
5.8.2 Public Relations
5.8.3 Sales Promotion
5.9 Opportunities
5.10 Competition 6. ANNEX A : FINANCIAL ASSUMPTION 6.1 Costs Justification
6.1.1 Video conference room costs
6.1.2 Virtual theatre min/max configuration average costs
6.1.3 Cybercafe room
6.1.4 Fixed costs for infrastructures
6.1.5 Personnel costs
6.1.6 Virtual exhibitor cost
6.1.7 Authoring tools costs
6.1.8 Training room cost
6.1.9 Application & marketing product cost
6.1.10 Distributed database cost
6.1.11 Cultural on-line browser cost
6.1.12 Network infrastructure & interoperability gateway
6.1.13 Multimedia room cost
6.1.14 Playroom cost
6.1.15 Basic services & thematic forum costs
6.1.16 Total infrastructure cost
6.1.17 Hw/sw upgrading cost
6.1.18 Video conference infrastructure cost
6.1.19 Museum visitors presence
6.1.20 Number of visitors in Italian museum
6.1.21 Number of visitors in art galleries and archeological sites
6.1.22 Tourist market in Italy
6.2 Revenues description
6.2.1 Prices of goods sold in museums and the average propensity to purchase of visitors
6.2.2 Content driven
6.2.3 Service driven
6.2.4 Advertising on events
6.3 The propensity to purchase on the art market
6.3.1 Cybercafe statistics 6.3.1.1 MOSAIC cybercafe 6.3.2 Advertising on Internet 6.3.2.1 Statistics on average hits of a web site
6.3.2.2 The main ways to advertise on internet 6.3.3 Data on electronic commerce and Internet 6.3.3.1 Considerations on e-commerce
6.3.3.2 Main problems on e-commerce
6.3.3.3 Products and services sold on Internet 6.4 MOSAIC versus traditional institutions 7. ANNEX B : LETTERS OF AGREEMENT
8. ANNEX C : DATA DISTRIBUTION - CSC DEMO PROCEDURES 8.1 Procedure to activate a CIMI query using Cultural on-line Browser
8.2 Procedure to activate a query to MOSAIC Metadatabase (on DISET web)
8.3 Procedure to watermark an image (on MOSAIC web)
8.4 Demo Service Centre Overview
8.5 High Quality Data Production 9. ANNEX D : MOSAIC MODEL ARCHITECTURE - DIAGRAMS 9.1 MOSAIC diagrams
9.1.1 MOSAIC context diagram
9.1.2 MOSAIC Network
9.1.3 MOSAIC Cultural Service Centre (CSC) 10. ANNEX E : OTHER MAIN REFERENCE DATA 10.1 Data on Internet, E-commerce and cybercafè
10.2 Data on museum flow and to other cultural wealth initiatives

 

Contract N. 45527

Project Acronym: MOSAIC

Project title: Museum Over States And vIrtual Culture
Project Coordinator:
Name: Mr. Maurizio Borghi
Department: Area Legale e Affari Generali / Tecnologie di Comunicazione
Organisation: Banca di Roma S.p.A.
Address: Via dell’Umiltà, 43
Country - Code City: 00187 - Roma

Telephone: +39 6 6700 8944
E-mail: mosaic@bancaroma.it

List of Partners

OrganisationRoleCountry
Banca di Roma s.p.a -BDRCoordinatorestablished in Italy
Joanneum Research -
Forshungsgesellschaft mbH - JRC		Contractorestablished in Austria
Zentrum fur Graphische
DatenVerarbeitung e.V - ZGDV		Contractorestablished in Germany
Cineca - Consorzio Interuniversitario
per la Gestione Del Centro di Calcolo
Elettronico dell'Italia Nord Occidentale
CINECA		Contractorestablished in Italy
Politecnico di Milano, DIP.ISET
DISET		Contractorestablished in Italy
Infobyte s.p.a - INFOBYTEContractorestablished in Italy
ARENOTECHParticipating Organisationestablished in France

Form SA   -  Project Self-assessment

Project Acronym MOSAIC             Contract N. 45527
Project Title: Museum Over States And vIrtual Culture
Project Coordinator : Maurizio Borghi

 

 

 

 

 

 

1. Reference Documentation
[1] EC Fax: European Commission, Brussels, DG XIII, A3 24/11/98/XIII/ 06390
[2] EC Fax: European Commission, Brussels, DG XIII 06/05/98 02312
[3] Mosaic Report: Mid Term Review – 28th January 1998
[4] Mosaic Annual Progress Report –April 1998
[5] Mosaic Fax: response to the fax [2] (Annual Review Recommendation)
[6] EC Fax: European Commission, Brussels, DGXIIIA3.YC.mos98016MOSAIC

The list of all deliverables of MOSAIC is the following (see: http://mosaic.infobyte.it/project/project.html ):

Work Package 1100: SURVEY on the STATE of the ART
Work Package 1100 (SUMMARY): SURVEY on the STATE of the ART Summary
Work Package 1200: Market Plan
Work Package 1200 (SUMMARY): Market Plan Summary
Work Package 1300: Partner Research and Economical Agreement Definition
Work Package 1400: Target Users Profile Specifications
Work Package 1400 (SUMMARY): Target Users Profile Specifications Summary
Work Package 1500: Requirements Definition Document
Work Package 1500 (SUMMARY): Requirements Definition Summary
Work Package 1600: Technical note on Application Reuse
Work Package 1600 (SUMMARY): Technical note on Application Reuse Summary
Work Package 1700: Architectural Document
Work Package 1700 (SUMMARY): Architectural Document Summary
Work Package 1800: Dissemination of Results
Mosaic Video, CD-ROM, Screen Saver and Mosaic Brochures for dissemination and partner research
Mosaic Cultural On Line Browser (demo version) (see http://mosaic.infobyte.it/demo/)

The list of MOSAIC Progress Reports is the following (see: http://mosaic.infobyte.it/project/project.html ):

MOSAIC kick-off - Brussels 29th may 1997
MOSAIC activities (May/June/July months) - Rome 31th july 1997
MOSAIC activities (August/September/October/November months)
MOSAIC activities: Periodic Progress Report (first six months)
MOSAIC activities: (November/December/January months)
Annual Review Report
Annual Project Review 1998 - Project Mosaic
MOSAIC activities: (February/March/April 1998)
Progress Report 7
Final Review Report

Mosaic Press Release

Activated CSC demo:

Bologna CSC- Cineca
Roma CSC – Musa

Activated web sites:

 

2. Synthesis of work done

The Mosaic project born with the aim to create added value services and use what is already available on the market. It is not a project to develop standards but to define new content and services. The objective is thus to develop glue SW able to integrate the existing standards. This objective has been reached and developed as shown in the demo CSC. The frontier of development and competitiveness for who manages services is in the application sector which is the one nearer to the user and our efforts have been directed towards the latter, new browsers, new tools, new applications in the GIS sector and in virtual reality distributed on the territory. It is here that we believe there is a need to develop a greater competitiveness and a major integration at European level. In sum, the efforts that Mosaic wants to develop are in value added services where little investment is necessary and this is why the excellence service centres able to conduct research and to guarantee competitiveness of Mosaic services in time have been conceived.
From the user requirements analysis performed in WP1400 it has been evident that a lot of users do not need to retrieve the catalogue of data but data with significant added value. Many users are not able to retrieve the information correlated with the piece of art. The problem that MOSAIC wants solve is not to find how many data bank already exist but to assure that they fulfil the condition to create new data with added value. For this reason it is necessary that:

For example in the case of Leonardo tables they contains only the cards as they are generated by the great scientist, but to facilitate the access to the catalogue it shall be necessary:

  1. to animate the drawings to understand how the wonderful machines work
  2. to be able to read the texts (because they are written from right to left) together with critical comments to enhance their understanding
  3. to describe the historical environment to understand why such ideas was innovative or to compare them with modern points of view

Points 1, 2, 3 could represent the added value that a thematic CSC could produce and insert in the network about an artwork. It is not important if some catalogue exists or not. What it is important is the availability of skilled peoples and the availability of original data with texts or images from institutional/scientific partners. The CSC has to adapt itself to the local needs or to develop "glue" s/w or adapters (gateway) for the basic services and moreover enhance the thematic contents and advise its work by using the Network.

We remember that the main target of the work was the realisation of a feasibility study to demonstrate the potential technological applicability of the project by means of a configurable and scalable architectural model. Considering this philosophy, the integration aspect proper of the implementation phase has been foreseen in the next pilot phase. The work was organised in several work-packages as in the following:

The integration plan refers mainly to the Mosaic organisation. On this aspect there had been explicit recommendations in the Annual Review [2] and an Operational Plan to determine the project’s start-up was asked. From an organisational point of view the most complex element is the creation of new entities: the CSCs and their relationships [5]. Therefore agreement criteria and steps of integration were found (see chapter on Risks, paragraph 7.1, Mosaic Legal Framework). From the network point of view, it was agreed that there was a need for a project pilot phase before the deployment, since network integration is the major critical point and needs further experimentation. For this reason the presented plan passes from the feasibility study to a phase of integration in the pilot network before reaching deployment.

Business Model is based on specific enquiries shown in document 1400, the Consortium’s experience (service managers, network service managers, product developers, managers of formation training , event promoters , event organisers …) as well as that of third parties involved ( for example the CNR, the Superintendency, editorial partners and managers of exhibition areas such as Progetti Museali, the Maastricht MacLuhan Institute, the Service Center of Schloss Schoenbrunn, the Musa service center, …). Also taken into consideration were a number of data sources on the subject such as: FNAC, Eurobarometer, Databank, Italian Ministry of Cultural Heritage, CNR reports on the fruition of cultural heritage, Jubilee, third millenium prospects … Moreover Mosaic has taken into account most of the results and recommendations of other European initiatives such as the Memorandum of Understanding, working group 2 – Market Evolution Perspectives and more recently Medici.

Financial Assumptions are based on an operational market correspondence as far as prices and markets are concerned. More detailed information are attached in annex as required in the Final Project Review [6] recommendation A. Due to the organisational nature of the project and the basic assumption of using a marketing strategy equaling that of Internet, the financing is not that of a holding who manages the profits at central level and invests in the periphery, but of local structures tuned in local reality able to work on the territory. Therefore the financing is mainly private and utilises the available funds and subsides for employment, tourism, research, structural funds, benefits for the Small and Medium sized enterprises, Jubilee funds or more simply bank loans, locally. The contribution of the European Commission is limited to the initial phases of the investment and therefore to the feasibility study and to the pilot start-up phase of the service and integration of the network. Thus the detailed analysis cannot be made unless on localised and concrete cases and for this reason we have presented a detailed plan for French and British CSC. A concrete example is represented by the declarations of 10 CSCs ready to participate and finance the next steps of the Mosaic network. (e.g.: CSC Schloss Schoenbrunn, CSC Graz, CSC La Villette, CSC Rome Musa …) Moreover, CSC Rome Musa is already financed by private organisation (following the MOSAIC financial forecast) and is ready to start-up (see www.musaroma.it).

Electronic Commerce Model. is an important concept for the project. The WP1200 contains a detailed review of laws about IPR and refer also to referenced legal studies about the matter. Moreover some significant examples of electronic commerce on internet (of well known museums) are reported. We believe that the CSC, since it’s a local party, can more easily solve the legislative and procedural aspects linked to specific European regions. The CSC therefore solves local organisational problems in respect of current laws as an adapter between users and Institutions. For a more general point of view the service can base itself on the existing banking network and an example of this was made in WP 1600 and presented in WP 2000.

 

The search for partners had as main objective that of grasping attention around the Mosaic project and to see whether there were some parties interested to be involved in the project during the implementation phase. This is why a letter of intent was defined and placed on Internet site. The work done so far is therefore aimed towards this type of result. With the significant received letters of intent we have produced a summary. The mutual agreements represent an accordance with CSC and therefore necessitate a further organisational step. On this point, we have the intention to proceed with the continuation of the project by the 10 hypothesised service centres (Mosaic project phase II).

Figure 1 : Standard System life cycle

An high level analysis was performed by using a design tool to decompose the MOSAIC functionalities into single and separate components. For each component a Data Flow Diagram (Yourdon-De Marco methodology) was created to illustrate the functionality and the data flow: a list of system requirement was edited for each component w to identify all the ideal functionality. Two main families of components was identified: Network and CSC:

Mosaic Network Requirements

CSC Requirements

Three level of Yourdon De-Marco DFD are usually enough for the architectural phase when the depicted model is not correlated with the real case. This has been proposed as useful for the feasibility study in the Mosaic contract. However we never foreseen for Mosaic a more detailed objective to analyse pre-existing systems or to describe an integration phase proper of the real case implementation.

In the document, the integration of different MOSAIC components is well defined. The central point of MOSAIC system is defined: the Cultural Service Centres (CSC) and their network. For each component of CSCs and their Network a part list is presented. The DFD Diagrams show interconnection and data flows between components.

The service centre was born on the base of a modular concept as sum of different self consistent modules. The integration issue [2] of the service centres is dependent on a choice of configuration and availability of budget [5] as described in WP1200 (par. 5.2).

The complex nature of parties who insist in cultural heritage determines that the services have to be scalable. In other words, when a service centre is created it can candidate itself within Mosaic by pointing out some services to activate. Obviously, there must be a minimum configuration to guarantee the compatibility of the access to the Mosaic network. On this idea a service centre may be more or less complex and more or less performing. To better clear this point three types of centre have been considered. They have been called:

This classification, does not eliminate the concept of CSC and its business model, on the contrary it adds potential of enlargement of parties and therefore create a greater critical mass of data and products. The main target is to valorize pre-existing initiatives and to amplify them within an international network. The practicability of this perspective is guarantied only by an highly modulable and extremely concrete service model. Internet’s typical logic in progress may allow all CSCs to start with minimal configurations and to growth in time, depending on the market answers.
In principle the differentiation is a plus that strength the central role of Mosaic not a must but an eventuality, a diversification that can better meet the pre-existing efforts and characteristics of the industrial investors distributed on the territory.

The CSC demo centre had as main target to validate the effectiveness and the integration of several tools inside a unique context. We had not the target to develop new s/w or tools but to use already existing tools or s/w by using the idea of "glue" s/w (like the cultural on-line browser). The procedures to retrieve the distributed data via the CSC demonstrator is illustrated in annex.

The annual meeting review has been done on 28th April 1998 in Brussels and the deliverables WP1100, WP1400, WP1500, WP1600, WP1700 was considered Good. It has to be considered that each workpackage is self-consistent and the successive use only the previous conclusions. For this reason in the MOSAIC planning was foreseen a mid term review in order to assess the WP conclusions and proceed for the business plan finalisation. Also the mid term review had good results.

It has been chosen to have a partial review in order to avoid delays for WP1200, that uses ideas and concepts stressed in other documents, it has been chosen to deliver it after the approval of the other documents to avoid inconsistency.

An analysis of the work done and the forecast of the work for the project finalisation, was done in the Annual Progress Report [4]. In that occasion, the Mosaic Consortium clearly asked a delay for the project with consequent increasing in working months. Also mentioned, was that the increased necessary effort would not have translated in a rise in financing on behalf of the Commission but would have been an increased investment for the contractor. This aspect was positively evaluated, acknowledged and understood and the six months prorogation was accorded.

Three recommendations was emitted in the Final Review [6] (points A,B and C) and we think to have answered to them with the content of this paragraph and related annexes.

3. Project technical overview

3.1 Introduction

The MOSAIC project introduces a new approach in the organisation, maintenance and international promotion of cultural wealth and museums, based on new advanced technologies : multimedia and telecommunication applied to museums, art galleries, architecture and other pieces of art.

The main target of MOSAIC is to increase the visibility of the cultural wealth collected in the European museums, diffusing the knowledge and increasing the cultural exchanges between the European countries and their co-operation.

Mosaic system shall be constituted of the following main functionality :

The CSC shall supply the Mosaic organisation of significant Feedbacks and Services Statistics to individuates which are the user interest and their trend. The CSC shall receive from the Mosaic international organisation the Directives and shall give the Access rights for the Cultural on-line browser utilisation:

The Mosaic International Organisation will manage the strategical agreement and will enlarge the market framework in order to create of a trans-European network aimed to promote, share and resell information related to Cultural Heritage.

The main conditions on which the promoters will confirm further commitments to the project are:

An important target of MOSAIC is the institution of at least 10 Cultural Service Centres for 2000 year. Detailed information about CSC are reported on Architectural Document WP1700 (Ref. http://mosaic.infobyte.it/project )

 

3.1.1 MOSAIC Network

The MOSAIC project is the first European element for the development of cultural services and products through the network in the International global Market. MOSAIC is basically the product of two networks: a telematic network and a physically distributed network spread across countries. The telematic network is made up of different performances level from ATM to ADSL via internet and ISDN.

 

 

Figure 2: The MOSAIC Network

The telematic network is the central part of the project. It provides a wide range of services and perform a basic communication channels between nodes and the various type of users.

3.1.2 MOSAIC tools

MOSAIC shall have many tools:

3.1.3 MOSAIC Users

The following tables shows the kind of users that shall use MOSAIC:

Users A

Users B

Users C

Uses D

Users E
  • Museums, Universities, Professors, Researchers, Students, Scholars
  • Art Restorators
  • Cultural Associations, Local Entities for the Protection of the Community, Linguistic Reasons, Thematic Museums
  • Photographers, Scenographers, Directors and/or TV Producers
  • Curators, Authors, Scenographers, etc
  • Manufacturing Companies, Advertising Agencies, Sponsors, Public Relations
  • Children of ages 3-5
  • Toddlers and Teenagers
  • Artists, Technicians, Advertisements
  • Sponsors
  • Image Agencies
  • Merchandise Producers
  • Art Brokers
    		•
  • Archive Managers (Libraries, Museums, Music-tech, Historical Register Office, State Archives)
    		•
  • Cultural Tourist
  • Disabled Cultural Tourists
  • Tourist Operators/Agencies
    		•
  • Interpol/Police Force

    •  

    3.2 Mosaic applied reference technologies and applications

    Technology

    Description

    Why they are important

    How they are going to be used

    How they will be integrated in MOSAIC

    Added value

    ATM, ADSL, ISDN

    Communication Protocols.

    See WP1100, WP1500, WP1700: http://mosaic.infobyte.it/project/project.html

    They allow fast and reliable connection to the network

    ATM and ISDN to connect CSC and ISDN and ADSL to connect remote users to the CSC
    • Network Infrastructures
    • Distributed database
    • Interoperability
    • Workshops
    • Thematic forum

    Use of significative network technologies to divulge the cultural wealths

    Possibility to share database and virtual environment between CSCs

    Hardware Data Acquisition, Digitalisation

    3D scanners.

    See: WP1100: http://mosaic.infobyte.it/project/project.html

    They allow digitalisation of 3D objects in models of high quality

    To allow modeling of 3D complex object like sculptures …
    • CSC Organisation Tools Infrastructures
    • They are used by the publishing team to produce images and high quality products (3D models, VRML objects …)

    To allow modeling of rare pieces of art for 3D rendering or for Virtual reality applications allowing their visibility also from remote sites

    Data Storage

    CD-ROM, DVD, MPEG-2.

    See: WP1100: http://mosaic.infobyte.it/project/project.html

    CD-Rom are extremely cheap and the DVD holds up to 4.7 GB of data. MPEG-2 has high quality digital video

    The CD-Rom DVD and MPEG-2 shall be standard media to disseminate CSC artistic production (derivated products)
    • CSC Organisation Tools Infrastructures
    • Archiving tool
    • Multimedia room
    • Marketing area

    Media easy to reproduce and to disseminate.

    Portable high quality derivated product with mix technologies (VR/multimedia/internet__)

    Software Databases

    See: WP1100: http://mosaic.infobyte.it/project/project.html

    MS Access, SQL server & RBDMS (Oracle, INFORMIX,..)

    De-facto commercial standards

    To create implementation of museum and collection database
    • Distributed database, metadatabase
    • Archiving tool
    • Application & market products
    • Datawarehouse, Datamaning

    Creation of local database with modern Information technologies techniques

    Data Presentation & Encoding Standards

    See: WP1100: http://mosaic.infobyte.it/project/project.html

    HTML 4.0, VRML, SGML, XML

    De-facto standards

    To implement dynamic presentation
    • Application & market product
    • Virtual exhibitor
    • Cybercafè
    • Training Room

    Possibility to prepare dynamic hypermedia documents and to shows 3D virtual environments on PCs downloading the model via internet

    Image Format Standards

    See: WP1400: http://mosaic.infobyte.it/project/project.html

    JPEG, GIF, TIFF, TGA, MPEG, MOV, PICTEL

    De-facto standards

    To store images to be used in internet and in e-commerce
    • Distributed database, metadatabase,
    • Archiving tool
    • Virtual exhibitor
    • Authoring tool
    • Multimedia room
    • Cybercafè

     

    Possibility to download high quality images via internet or to contribute to e-libraries

    Searching distributed databases

    See: WP1100, WP1500 http://mosaic.infobyte.it/project/project.html

    Z39.50

    CIMI

    Z39.50 is a formal standard (ANSI, NISO, ISO 23950)

    It shall be used for sophisticated online information retrieval
    • Interoperability
    • Distributed database, metadatabase,
    • Cultural on-line browser
    • Archiving tool

    Interoperability: possibility to access several heterogeneous databases containing structured information about the piece of art

    Interoperability of Payment and Access Systems

    See WP1500: http://mosaic.infobyte.it/project/project.html

    De-facto standards

    It shall be used to allow secure transaction on the web
    • Basic Services
    • IPR fees management
    • watermarking

    Give possibility to activate e-commerce of souvenirs, gadgets and so on allowing remote users to pay with credit cards

     

    3.2.1 Knowledge of the MOSAIC Network

    In order to develop a value added network there is a need to understand the type of mechanism needed for data management and increase. The value added of information is strictly linked to the capacity that the network has to make the information increase and make it more specialized. In other words on the capacity that it has to elevate itself from primary information and be able to cover the vastest possible range of interests of the users. Therefore the MOSAIC network must be characterized not only by its capacity to make remote data banks accessible but especially to be able to increase the value of information via new multimedia information forms. The objective is to make information more immediate and useful to the user. The existing data banks are extremely specialized and aimed at the service for which they have been built (conservative catalogue). The current catalogues are a point of departure for MOSAIC since in this way they are both of limited use and limited profit.
    MOSAIC’s objective is to build new dimensions in data, from local databases to CSCs, that via a in-depth theme logic correlate the complementary information already existing but also present an area of information with new technologies. This shows the growth potential of competence and knowledge of a network.
    The generation of high quality products on different media (CD-ROM, Video, TV, Network, etc.) is MOSAIC’s objective of growth contribution. Substitute the old generation of gadgets or increase the spectacular value with these type of products. Therefore the basic conditions for this project are: having a production team in the CSC, include an institutional partner that can certify the value added data and have a local data bank on which to capitalize the information.

     

    3.2.2 Model of MOSAIC Cultural Service Centre (CSC)

     

    Figure 3 : MOSAIC Cultural Service Centre and the Network

    An added advantage is that of technologically advanced Cultural Service Centres (video-conferences, WEB servers, virtual reality …) whose main target is to create jobs and to generate founds through the sale of products and services to third parties. Service Centres are an important element of the project and make up the point of contact with the real public. In the service centres (istitutions, galleries, museums, libraries …) there will be the primary elements for access to MOSAIC. The main services that could be supplied by the CSC are:

    It is possible to configure the CSC depending by following criteria:

    Each CSC shall be scalable, it shall be possible to add new functionalities or services

    Figure 4: CSC configuration & scalability strategy

    The complex nature of parties who insist in cultural heritage determines that the services have to be scalable. In other words, when a service centre is created it can candidate itself within Mosaic by pointing out some services to activate. Obviously, there must be a minimum configuration to guarantee the compatibility of the access to the Mosaic network. On this idea a service centre may be more or less complex and more or less performing.

    Basically, MOSAIC CSCs shall be organised in three types: Excellence, Technological and Exhibition. The MOSAIC International organisation coordinates the activities of three types of CSC:

    This differentiation, as it has been conceived, does not eliminate the concept of CSC and its business model, on the contrary it adds potential of enlargement of parties and therefore create a greater critical mass of data and products. The main target is to valorize pre-existing initiatives and to amplify them within an international network. The practicability of this perspective is guarantied only by an highly modulable and extremely concrete service model. Internet’s typical logic in progress may allow all CSCs to start with minimal configurations and to growth in time, depending on the market answers.
    In principle the differentiation is a plus that strength the central role of Mosaic not a must but an eventuality, a diversification that can better meet the pre-existing efforts and characteristics of the industrial investors distributed on the territory.

    The next figure shows the relation between the Mosaic International Organisation and the different CSC types:

    Figure 5: MOSAIC International Organisation

    The creation of a Consortium of different subjects coming from: Museums, Universities, Software Market Leader, Hardware Producer, Telecommunication and/or Entertainment Company, will be studied during the trial phase in order to manage each CSC.

    3.3 MOSAIC Legal Framework

    The MOSAIC international organization has the task to dictate guide lines for services in terms of requirements and qualitative level. It is an association or at least a non-profit organization with all of the CSC adhering and all Museums being institutionalized partners. The associative quota is established every three years based on the structure's organizational costs. The main offices could be in Brussels at the Banca di Roma premise. The staff of this association will be limited.

    The technical scientific committee of the organization has the task to draw up and emits indications as well as MOSAIC guide-lines. It verifies the quality of the various service centres and selects new associates. It will send warnings in case the guide-lines and quality are not respected.

    The MOSAIC international organization has the task to point out reference standards, reaches agreements with structures, suppliers and institutions at world level. It points out the application elements of interest and suggests them to the CSC of Excellence which have the task to produce the appropriate SW or HW products. These Excellence centres are those which will better interpret the needs of the final user and thus due to their sectorial experience they will produce the appropriate tools to distribute within the CSC. The latter are extremely variable in structure. There can be some technological CSCs who privilege network services, areas of formation and debate (e.g. University) or CSCs within exhibit areas (museums, libraries) that have services with access to the local public and therefore specialize in value added ...

    The main basic logic is to not create a pyramidal vertical structure but a WAN, meaning a network in which everybody can join and find the right indications to dialogue (standards), the accords to enhance one's own services and the structure to organize one's own service centre. The logic is therefore very similar to Internet. There is no control on data but a spreading of information within specific agreements and non homogenous area interest. Like in a network each new user increases the value added and significance but nobody is essential. There is no hierarchy but different potential thus heterogeneity in content.

    The economic revenue of each CSC is based partly on the existence of other CSCs (presence of data in the network and ability to sell value added associated services) and in part to the specific capacity of the CSC (exhibit areas, specific application content, thematic services). A CSC can be a profit or a non-profit private organization. In particular the CSC may be a consortium of many private and institutional structures that have as main goal common objectives for the enhancement and exploitation of cultural heritage.

    The Mosaic International Organisation:

     

    A preliminary logic schema of the MOSAIC Organisation is illustrated in the following figure:

    Figure 6: MOSAIC Organisation logic schema

    The International Organization will have to predispose a plan of consultance, formation and quality for each CSC. The latter will depend on the former to acquire the financial, technological and organizational aspects needed to create the different CSCs. As far as the network is concerned the organization will control and supervise the flow of information and statistics on accesses to the service. All this information and the organizational and technological directives will be published on the MOSAIC site and will be a point of reference for all the associates. The MOSAIC secretariat will take care of the organization of the technical direction committee meetings and the issue of guide lines and news on reached agreements. The project promotion and communication side will be taken care of by the International Organization but will be executed by the single CSC at local or national level.

    3.3.1 Mission

    MOSAIC International Organisation is a non-profit corporation formed by European Institution, Organisation, Museums, PMI, industries, Universities,. … organised in Cultural Service Centres (CSC) to provide Cultural Heritage access to and delivery of added value services by creating and maintaining a network and a distributed collective digital library of images and documentation.

    MOSAIC I. O. enables its CSC to do a number of things that they cannot do on their own, including:

    MOSAIC I.O. guarantee the CSC to : MOSAIC I.O. balances the needs of small and large CSC, the well prepared and the novice, by providing for different levels of membership participation from observer through full contributor
    Services which it is envisioned that MOSAIC I.O. will deliver to its CSC include:
    1. Technology information Services, including "best practice" guide-lines, "frequently asked questions", standards for data capture, advice on hardware and software application guide-lines, training and research and liaison with developing standards
    2. Data Enhancement Services, including data value standardization, the addition of unique identifiers and watermarking of images, subject indexing, metadata augmentation, thesaural explosion of terms in controlled vocabularies, markup of text to SGML and mapping institutional data to export standards
    3. Catalog Management Services, including creating and integrated, publicity accessible directory with many access points and different interfaces for different users which enables educators to identify works which they have licensed and may use through MOSAIC and allows the public to seek further rights including commercial use rights from the individual museum members
    4. Rights Management Services, including defining the minimum rights management data requirement, creating searchable rights metadata systems, negotiating rights with individual rights holder and their collectives, writing model licensing agreements, providing a forum for and developing terms of licenses for schools and schools district, museum education departments and public libraries and developing and disseminating end-user responsibility training materials
    5. Customers Services, including monitoring and analyzing uses and users, conducting focus groups to identify users needs and promoting innovative educational uses of museum digital content
    6. Collaborative Partnering, including with technology firms, funding sources, standards organisations, telecommunication providers and others

    3.3.2 Agreement Framework

    MOSAIC International Organisation is a non-profit corporation formed by European Institution, Organisation, Museums, PMI, industries, Universities,. … organised in Cultural Service Centres (CSC) to provide Cultural Heritage access to and delivery of added value services by creating and maintaining a network and a distributed collective digital library of images and documentation.

    In order to implement the Mosaic operational mode a set of agreement has to be established between the Mosaic members. With reference to the Mosaic legal framework the following agreement has to be considered:

    Agreement

    Involved actors

    Main items

    Mosaic International Organisation association – A1 of WP1200

    CSC and Mosaic members (Museums, Institutions, International Organisation,…)

    Mosaic mission and general rules

    Members obligations

    Distribution - A2 of WP1200

    Between CSC, between Mosaic I. O. and CSC, between International data Mosaic and Mosaic I. O. , between Local Data Provider and CSC, between HW and SW producers and Mosaic I. O.

    Establish distribution agreement between involved parties and defines the related royalties for the shared collections and products

    Standard and Guide-lines - A3 of WP1200

    Mosaic I.O. and CSC

    Establish the concept of dissemination and respect of Mosaic requirements and expectations.

    Non disclosure agreement – A4 of WP1200

    CSC and Excellence CSC

    Allow all the CSC to the usage of special products (HW, Basic SW or Application) for demonstration session or periods.

     

    4. Nature of the project's future work

    The planning, annexed to this document and already presented into the original proposal, illustrates how we proceeded into the project.

    4.1 Pilot Phase – Integration, Validation and Verification

    4.2 CSC Management Plan

    Pre-Start and Start-up phase

    CSC Operational Plan
    When the CSC is up and running it will be a subsidiary of MOSAIC International Organization

     

    4.3 MOSAIC International Organisation start-up

    The main objectives are:

    This direction cannot be omitted from structures capable of sustaining the initial payment of the system. In the second phase when the interchangeable mechanisms of information have been edited, the political system launched and the exercise tariffs have been indicated (rent, service cost, locations and fees, etc.) through a correct and concrete market plan, the system will be able to proceed on its own account. Taking into consideration the enormous contents of information, we believe that the volume of activities correlated with the cultural service centres cannot help but grow, consequently, feed itself new investments and new working opportunities.

    The main step for the Mosaic International Organisation are summarised as follow:
    join the Mosaic project as interest partner (Participation at the Project Mosaic (letter of agreement) – see     http://mosaic.infobyte.it/partners/partners.html)

    By the first semester of 1999 the structure will have to be set up at the main offices of the Banca di Roma in Brussels. All the CSCs will have to adhere with an association quota. Each CSC can designate a representative to participate in the organization's technical committee. The first task of the Organization will be to create the supervisory body: the technical scientific committee.

    The committee will have to provide a plan of quality, configuration and service control.

     

     

     

    5. Risk Analysis

    5.1 General

    5.1.1 MOSAIC Positive points

    5.1.2 MOSAIC Negative points

    To formulate a risk hypothesis about MOSAIC project we have point out five main risk area that should be careful checked and controlled by MOSAIC management:

    From the same point of view we have also point out the possibilities offered by the project.

    5.2 Revenues

    5.2.1 Financial Risk

    The figures of the revenues could have a certain error margin. Because statistical data of cultural wealth through VR, Internet ecc. do not exist we have based our assumption on Consortium and 3rd party experience, adapting to MOSAIC the data in our knowledge (visitors in museums, souvenirs sales, traditional gadgets sales …). But the data the we have assigned could have an error margin.

    5.2.2 Economic Cycles

    The growth of VR and Multimedia technology is expected to be very high over the next five years.
    This growth will not be following the normal cycles of adaptation. Based on previous experience, utilization of VR and Multimedia technology is actually increasing during a recession as the pressure on the companies and government institutions increase for cost-saving, time saving and quality improvements, which are the main advantages generated especially by the CSC.

    5.3 MOSAIC Organisation

    5.3.1 Company

    The main risk consists to convince to support MOSAIC and to maintain aggregate the several MOSAIC partners (also because they have very different experience). Also the time period needed to realise the entire project could became another element of risk. It shall be very important, during the start-up phase, the role that the European community shall have to guarantee the goodness of the project and to create and maintain confidence and collaboration between the Mosaic partners.

    5.3.2 Management Team Risk

    As in most business, the success is based on a good team which is active on the market and is able to run the centre effectively while maintaining a high level of quality. The two crucial persons here are the CSC Director and the Marketing Director. This risk is addressed by careful recruitment process, clear work descriptions and generous incentive plans combined with personal development programs for the management.

    5.3.3 Exit Scenarios

    In the event that the CSC does not perform in accordance with expectations, an Exit Scenario should be considered. In this case Exit scenarios means that some costs are adjusted to the actual revenues.

    5.4 Consumers opinion

    • The cultural wealth market is completely new so available information are very little

    It is very difficult to establish, because the paucity of available information, the MOSAIC potential user response to the services offered by the project
    • It is foreseeable that academic or institutional environments could have doubts or resistances about the use of new technologies like, multimedia, virtual reality or internet to diffuse cultural wealth

    Some institutional profiles are sceptic about the new technologies because they prefer a traditional media like the books. They are a kind of opinion makers that have a big influence on the public opinion. More over they are an important part of the MOSAIC target users. So we address ourself to the youngest (under 50 years old) that are more positive about the new technologies.
    • Another important risk is represented by the preference of the single consumer towards the traditional way to enjoy the art wealth (poster or postacards on papiers, books, essay, ecc…): this is mainly due to the relatively low diffusion of the information technology in many world countries

    5.5 New Media

    • Virtual Reality, Multimedia and Internet are again at an experimental phase in didactic or remote learning and in cultural diffusion

    Multimedia itself has not the same balance between text or images: in general the languages that it contains are not still well balanced.

    Internet has not the same level of communication power and in same way it depends from other media because it copy the contents or the way of do of other communication media. In short words it has not still developed a proper language as other old media (like press, tv, radio) have done.

    Virtual Reality is less famed that Multimedia and Internet.

    • New media are competing to enlarge their influence on the users, but until they do not substitute the traditional media they shall remain in a marginal position. How long again before they can surpass the traditional media?

    • At the moment the new media are not again used by the wide public. The production cost are high and the production volume is to low to allow the growth of scale economies.

    In short the new media final price is again too high to allow large purchasing. But wide level of production and high competitive markets shall completely change this market.

    In short: it exists the risk due to the intrinsic new media characteristics because they are not yet completely evolved technologies. This could favour more traditional communication media

     

         5.7 Communication
    • Communication will play a fundamental role in the launching phase and will therefore have elements of risk. There will be the necessity to reach a precise perception of MOSAIC, a particularly complex product, for our target.

    CSC and Mosaic I.O. management will have to constantly check the coherence of "key messages". Great attention will have to be paid in the strategy of Public Relations especially in the finding of "friendly" Opinion Makers to bring under one's wing and of the "less friendly" ones to try to limit reactions. MOSAIC’s main characteristic is in the capacity of creating art fruition in the most efficient possible way by valorizing local richness. The search engines, images, data banks, virtual reality reconstruction, multimedia products, etc, will allow the user to fully immerge himself/herself, something unavailable up to now. In this way quality and quantity will improve. All of this will have to be communicated in the most efficient, clear and coherent way possible.

    5.8 Brief outline on the strategy of communication

    After having established a particular objective of communication the more appropriate communication strategy should be based on three main tools.

    5.8.1 Advertising

    Communication should be made on all those media that will enable us to hit our target in the most precise way. Magazines on art, Internet, brief television spots during cultural programs.

    5.8.2 Public Relations

    • Identification of appropriate Opinion Makers that can help to lessen the diffidence of cultural circles as regards new technology.
    • Organization of the opening event, conferences, meetings and congresses.
    • Creation of an appropriate web site which may be used as "virtual" cultural circle to host news on the project and ways of adhesion, discussion forum, opinions and comments, requests for information, press reviews, etc.
    • Creation of appropriate House Organ on paper and CD-ROM

    5.8.3 Sales Promotion

    We have spoken about this previously. The objective is to fix the number of clients as far as possible to guarantee us constant income. Associates therefore but also new clients to maintain a constant increase. We will keep the free trial of the product to favour the arrival of new clients.
    We will teach our main users to see in MOSAIC the possibility to satisfy all their own information necessities on art and to renew their purchases of our services year after year. We will try to stabilize the flow of purchases by occasional clients by trying to determine the area of their major interest to create an ad hoc packet – maybe not as complete – but which is able to stabilize the purchasing flow.

     

    5.9 Opportunities
    • MOSAIC – making art a new business – will be able to contribute to the creation of new employment and new professional figures. There will be a large impetus in young entrepreneurial
    • Possibility to valorize the cultural and artistic heritage in different local realities.
    • MOSAIC will be able to promote a new concept of fruition of art that solves the limits of traditional forms. The possibility to commence a personal relationship with the work of art and have access to a load of additional information has not been possible so far.
    • MOSAIC could become a pioneer in the new system of fruition of art but also of the new system of distance training which utilizes all the potential of new media and technology (Multimedia, VR, Internet).

    5.10 Competition

    MOSAIC is a unique project due to its organisation complexity, vastness and created value added.
    It is therefore difficult to point out those competitors that have developed or are working on a similar project. MOSAIC’s specificity is that to create a network that valorizes local realities. Valorizing what is available without impositions.

    The market is currently made up of:

    Typical institutions that still dominate the art market and promote a traditional fruition of art. Museums, galleries and exhibitions etc promoting the real and physical visit should set up a certain resistance and doubts concerning new technology. As a fact the institutions are the ones who supply the content to the various CSCs and represent an "indirect multiplier" of profits.

    Among those who promote the fruition of art through new technology the following may be quoted:

    Museums on line, Art on line etc. and all of those firms producers of multimedia art CD-ROMs.

    The make a lot of communication but their weak point and main characteristic is to promote a type of fruition that is summarily and just a completion of the traditional one.

    MOSAIC proposes a new enlarged fruition system that aims to valorize and strengthen the existing local "riches" but places itself as a complete substitute of the traditional fruition of works of art.

     

    Among possible MOSAIC competitors one can mention:

    The Art Museum Image Consortium (AMICO) that is a non-profit organization aimed at promoting extensive use of digital documentation of art collections.

    The AMICO members are building a digital archive of their own collections. This archive will be made available for universities, public archives, cultural institutions etc. AMICO is aimed at all those institutions that want to contribute to the development of the digitalization.

    • This represents the main initiative that may be defined as competitor. But AMICO, despite some point of contact with MOSAIC, lacks in impact. MOSAIC is a more complete project because it proposes an integration between new means of communication (multimedia, Internet and virtual reality) that will create new means of fruition via the creation of a network that valorizes local realities.

     

     

     

    6. ANNEX A : FINANCIAL ASSUMPTION

    61. Costs Justification

    6.1.1 Video conference room costs
    (in ECUs)

    DESCRIPTION

    BUDGETTARY PRICE

    Desktop MMX 233 for multimedia communication via ISDN connection and speed up to 128 Kbps with necessary software

    450

    Professional VideoCamera Sony

    Video projector
    Audio amplification

     

    600

    Technical Personnel Costs:
    Video conference technique
    Camera-men
    Personnel to mount and install devices and to try theyself

     

    250
    190
    125

    Transports

    40

    Total for video conference room

    1655

    1. DATA SOURCE : average values taken from international offers and ISTAT

    2. ASSUMPTION: decreasing prices, this is a worst case.

    3. ERROR MARGIN: 10-15%, fluctation in prices

    6.1.2 Virtual theatre min/max configuration average costs
    (in ECU)

    DESCRIPTION

    BUDGETARY PRICE

    VIRTUAL THEATRE MINIMAL CONFIGURATION
    (only 1 CHANNEL)

    		  

    ONYX 2

    331735

    PROJECTOR

    20475

    OTHER MATERIAL (continuity group, loudspeakers…)

    6107

    TOTAL VIRTUAL THEATRE MINIMAL CONFIGURATION

    358317

    VIRTUAL THEATRE MAXIMAL CONFIGURATION
    (3 CHANNELS)

    		  

    ONYX 2

    1015000

    PROJECTOR

    62175

    STEREO GLASSES

    14850

    OTHER MATERIAL (continuity group, loudspeakers…)

    7315

    TOTAL VIRTUAL THEATRE MAXIMAL CONFIGURATION

    6.1.2.1.1.1   1099340

    1. DATA SOURCES: list prices taken from international offers

    2. ASSUMPTION: decreasing prices of technological equipment’s. This is a worst case : we have considered the most expansive UNIX products and configuration

    3. ERROR RANGE:10-15%
      some variation in prices could be present due to negotiation (for example: mosaic (hw/sw) packaging with discount at international level)

    6.1.3 Cybercafe room
    (in ECU)

    DESCRIPTION

    BUDGETTARY PRICE

    N°10 PC with CPU Pentium166,256K cache,32 Mb RAM

    21600

    N°32 Patch cord to have HUB e PC for the network

    160

    N°1ROUTER for telephone connection with Cisco 2501 with cables

    2872,5

    N°1 (HUB) Ethernet with 16 way UTP_RJ45

    395

    TOTAL CYBERCAFE ROOM

    25027,5

    1. DATA SOURCE: average values taken from international offers

    2. ASSUMPTION: decreasing prices

    3. ERROR RANGE:15%
      every CSC could have same variation due to the possibility that every csc could configure in a proper way its cyber cafe’

    The exposed costs refer only to the equipments. The telecommunication costs are included into general costs

    6.1.4 Fixed costs for infrastructures
    (in ECU)

    DESCRIPTION

    BUDGETTARY PRICE

    Renting

    20 for square/meter

    Telephone

    25.000

    Electric Power

    25.700

    Security

    2600

    Cleaning

    27500

    1. DATA SOURCES: statistic values. we are referring to a company with 50 employees and 1000 square meter

    2. ASSUMPTIONS: this is a worst case . hypothesis: renting of rooms. the fixed costs could decrease or enhance depending from taxes in different European countries. generally the CSC is settled inside already prepared spaces and this fact could decrease costs.

    3. ERROR MARGIN:15-20%: it could depend from a different consumption in the different cultural service centre (for example massive use of internet and indeed high telephone costs)

    6.1.5 Personnel costs
    (in ECU)

    Production sector:

    DESCRIPTION

    BUDGETTARY SALARY

    CURATOR

    4500

    RESEARCHER

    3400

    PROJECT LEADER

    3400

    SYSTEM MANAGER

    3100

    PROGRAMMER

    2400

    Publishing Team Leader

    2400

    Editor

    2400

    Graphic

    2400

    Educator

    2400

    Administrative Production

    2000

    Executor

    1600

    1. DATA SOURCE: statistics values- European market

    2. ASSUMPTIONS: We assume that every CSC needs n°11 employees for production

    3. ERROR MARGIN=20%
      Each service centre could choose its contributive system (the one more adequate to its necessities: travels, bonus, overcosts …) and of course the number of employees

    Marketing sector:

    DESCRIPTION

    BUDGETTARY SALARY

    Marketing Director

    6200

    General Sales Manager for Public

    5400

    Sales Manager for Public

    4700

    General Sales Manager for Institutions
    & Enterprises

    5400

    Sales Manager for Institutions & Enterprises

    4700

    Sales Administration

    2000

    1. DATA SOURCE: Statistic values - European market

    2. ASSUMPTIONS: We assume that every CSC needs n°6 employees for marketing

    3. ERROR RANGE: 20%
      Depending on the different emphasis that every CSC could attribute to marketing and merchandising. Thus, number of employees and salaries could change

    Direction sector:

    DESCRIPTION

    BUDGETTARY SALARY

    CSC Director

    8200

    Secretariat

    2000

    1. SOURCE: Statistic values taken from European market

    2. ASSUMPTIONS: We assume two employees for direction

    3. ERROR MARGIN: 20-25%: it depends by the retributive system

    Additional statistical values on personnel costs in Germany (in Deut. mark)

    DESCRIPTION

    BUDGETTARY SALARY

    Director

    115.000

    Vice-Director

    95.000

    Secretary

    50.000

    Museums pedagogue

    80.000

    Specialists of archive,library etc.

    65.000

    Restorator

    65.000

    Modeller

    55.000

    Technical assistants for collections

    45.000

    DATA SOURCE: average statistical costs of some professional resource in Germany

    They are the current annual salary of some professional resource like museum pedagogue e specialists of archive. The use of such resource is a free choice of each single service centre.

    6.1.6 Virtual exhibitor cost
    (in USA $)

    PRODUCT

    CONFIGURATION

    BUDGETTARY PRICE IN US $

    Vex

    3D modeler
    3D Picture Maker
    3D Expo Build
    3D VEX Expo Print

    12.000
     

    3D modeler

    2.300
     

    3D picture – maker

    2.500
     

    3D expo build

    1.500

    1. DATA SOURCE: average values from international offering

    2. ASSUMPTIONS: decreasing of costs in time (medium, long period). These prices consider all options of the product

    3. ERROR MARGIN: 15%. Each service centre shall adopt the configuration more convenient to its needs

    The price exposed in Market Plan is of 13000 ECU as resulting from some consideration about the configuration of the tool

    6.1.7 Authoring tools costs
    (in ECU)

    DESCRIPTION

    BUDGETTARY PRICE

    Altavista Forum

    1000

    Macromedia Flash 2

    2000

    Macromedia Shockwave

    2000

    Adobe Photoshop

    500

    Adobe Premiere

    500

    Casus

    500

    Total

    6500
    1. DATA SOURCE: average value from international offering

    2. ASSUMPTIONS: decrease of costs in medium period

    3. ERROR MARGIN = 20%. Each service centre could choose other components

    6.1.8 Training room cost
    (in ECU)

    DESCRIPTION

    BUDGETTARY PRICE

    N° 10 Multimedia pc

    20000

    N°1 Printer

    1000

    N°1 White Board

    100

    N°1 Projector

    1000

    N°1 Forniture

    5000

    N° 1 Learning Materials

    100

    N° 10 Crystal-eyes

    5000

    N°1 Barcographics 808S

    500

    TOTAL

    32700

    1. DATA SOURCE: average value from international offering

    2. ASSUMPTIONS: decrease of costs in medium period

    3. ERROR MARGIN : 15%. For each service centre there is the possibility to change the number of components in the training room, depending on the importance of this kind of service

    6.1.9 Application & marketing product cost
    (in ECU)

    DESCRIPTION

    BUDGETTARY PRICE

    N°1 Equilibrium deBabelizer

    500

    N°1 MultiGen II

    45000

    N°1 Cosmo studio

    500

    TOTAL

    46500

    1. DATA SOURCE: average value from international offering

    2. ASSUMPTIONS: decrease of costs in medium period

    3. ERROR MARGIN : 15-20%. For each service centre there is the possibility to change the number of components

    9.1.10 Distributed database cost
    (in ECU)

    DESCRIPTION

    BUDGETTARY PRICE

    N°1 Server

    20000

    N°1 Juke –Box

    30000

    N° 1 LAN

    2500

    TOTAL

    52500

    1. DATA SOURCE: average value from international offering

    2. ASSUMPTIONS: decrease of costs in medium period

    3. ERROR MARGIN : 15-20%. Possibilities to have discounts from suppliers

    6.1.11 Cultural on-line browser cost

    DESCRIPTION

    BUDGETTARY PRICE

    PC clients

    0

    Multimedia kit,Plug-in,CIMI clients

    0

    TOTAL

    0

    The cultural on-line browser is freeware. It shall be distributed without additional costs to the CSC that shall require it for advertising and promotional activities.

    6.1.12 Network infrastructure & interoperability gateway
    (in ECU)

    DESCRIPTION

    BUDGETTARY PRICE

    Server minimal configuration

    		  

    N°1 System using Intel Pentium or Digital Alpha processor

    7500

    N°1 Microsoft Windows NT server 4.0 Enterprise edition

    100

    N°1 64 MB of memory

    100

    N°1 80 MB available on hard disk

    200

    N°1 CD-ROM drive

    100

    Networking Options

    		  

    N°1 RDBMS

    20000

    N° 1 Microsoft Windows NT server

    100

    N°1 Microsoft LAN Manager

    500

    N°1 Novel NetWare

    500

    N°1 TCP/IP based networks

    500

    N° 10 Modems

    1500

    Client Supported

    		  

    N°1 Microsoft Windows 95

    100

    N°1 Microsoft Windows for Workgroups

    100

    N°1 Microsoft Windows NT Workstation

    100

    TOTALE

    31400

    1. DATA SOURCE: average value from international offering

    2. ASSUMPTIONS: decrease of costs in medium period

    3. ERROR MARGIN : 15%. Possibilities to have discounts from suppliers

    6.1.13 Multimedia room cost
    (in ECU)

    DESCRIPTION

    BUDGETTARY PRICE

    N°10 Multimedia PCs

    20000

    N°1 LAN

    1000

    N°1 Network concentrator

    200

    N°1 Router

    200

    N°1 Modems

    200

    TOTALE

    21600

    1. DATA SOURCE: average value from international offering

    2. ASSUMPTIONS: decrease of costs in medium period

    3. ERROR MARGIN : 20%. Possibilities to have discounts from suppliers

    6.1.14 Playroom cost
    (in ECU)

    DESCRIPTION

    BUDGETTARY PRICE

    N°10 Multimedia PCs

    10000

    N°1 Educational Toys

    500

    N°1 Chairs and Fornitures

    100

    TOTAL

    10600

    1. DATA SOURCE: average value from international offering

    2. ASSUMPTIONS: decrease of costs in medium period

    3. ERROR MARGIN : 20-25%. Possibilities to configurate the playroom according the necessity of each service centre

    6.1.15 Basic services & thematic forum costs
    (in ECU)

    DESCRIPTION

    BUDGETTARY PRICE

    N°1 Telepay

    2600

    N°1 Watermarking tool

    1000

    N°1 Image encription

    1000

    N°1 Macromedia Flash 2

    2000

    N°1 Macromedia Shockwave

    2000

    N°1 Kudo Image Publisher

    500

    N°1 Softquad Panorama Viewer

    100

    N°1 Dyna Web

    1000

    N°1 Dyna Text

    1000

    N°1 Model Maker

    1000

    N°1 3DRAW

    10000

    N°1 Microscribe 3D

    2500

    N°1 CyberWare 3D scanner

    10000

    TOTAL

    61700

    1. DATA SOURCE: average value from international offering

    2. ASSUMPTIONS: decrease of costs in medium period

    3. ERROR MARGIN : 20%. Possibilities to have discounts from suppliers

    6.1.16 Total infrastructure cost
    (in ECU)

    DESCRIPTION

    BUDGETARY PRICE

    INFRASTRUCTURE COSTS

    727467

    TOTAL INFRASTRUCTURE

    MAINTENANCE (10%)

    72747

    TOTAL INFRASTRUCTURE COSTS

    800214

    We assume as average percentage for infrastructure maintenance the value of 10%

    6.1.17 Hw/sw upgrading cost
    (in ECU)

    We assume that HW/SW upgrading shall be a "una-tantum" to pay year for year in decreasing value

    DESCRIPTION

    BUDGET

    Upgrading H/W-S/W

    1999

    2000

    2001

    HW/SW tools upgrading-Cost

    15.000

    10.000

    5000

    6.1.18 Video conference infrastructure cost
    (in ECU)