Archaeology, Formality Archaeology, Formality &&the CIDOC CRMthe CIDOC CRM

Leif Isaksen, Kirk Martinez & Graeme EarlLeif Isaksen, Kirk Martinez & Graeme EarlECS/ArchaeologyECS/ArchaeologyUniversity of SouthamptonUniversity of Southampton

Is the CIDOC CRM Is the CIDOC CRM too hard?too hard?

““The initial idea that the Domain Experts would be able to discuss their able to discuss their Domain in CRM terms proved difficult” (Cripps et al. 2004)Domain in CRM terms proved difficult” (Cripps et al. 2004)

“We found that ontology mapping requires close collaboration between computer scientists[...]museum professionals[...]and external experts who understand the CRM.

“Collaboration among these parties is time and effort consuming.” (Addis et al. 2005)

“Es soll aber nicht verschwiegen werden, dass sich das CRM für Laien auf dem Gebiet der Informationsmodellierung nur nach ernsthafter mationsmodellierung nur nach ernsthafter Arbeit erschließen wird.” (Stein et al. 2005)Arbeit erschließen wird.” (Stein et al. 2005)

““This strong interdependency between the mapping process and the pendency between the mapping process and the implementation requires several feedback cycles between the mapping implementation requires several feedback cycles between the mapping experts and the application developers” (Nussbaumer & Haslhofer 2007)experts and the application developers” (Nussbaumer & Haslhofer 2007)

DB -> Ontology MapDB -> Ontology MapStuff -> Ontology MapStuff -> Ontology Map

Interoperate with Interoperate with whom? -whom? -The role of The role of MicroprovidersMicroproviders

‘‘Long Tail’ of the Academic CommunityLong Tail’ of the Academic Community

Small but valuable datasetsSmall but valuable datasets

Extremely limited resourcesExtremely limited resources

Fidelity to source material is paramountFidelity to source material is paramount

Formality Considered Formality Considered Harmful?Harmful?

Marshall & Shipman 1999Marshall & Shipman 1999

Formality as a trade-off:Formality as a trade-off:

Improves computational power?Improves computational power?

Increases difficulty for users?Increases difficulty for users?

Every user finds an Every user finds an equilibriumequilibrium

If effort increases with power, interoperability If effort increases with power, interoperability (i.e. ∞ computing power) becomes self-(i.e. ∞ computing power) becomes self-defeating?defeating?

The GoldilocksThe GoldilocksEffectEffect

Computational NeedComputational Need

Reso

urc

es

Reso

urc

es

Cost/Benefit path Cost/Benefit path of ‘easy adoption’ of ‘easy adoption’ technology (e.g. technology (e.g. MS Access, HTML)MS Access, HTML)

‘‘Complexity debt’ Complexity debt’ causes long-term causes long-term scalability scalability problemsproblems

Cost/Benefit Cost/Benefit path of ‘Front-path of ‘Front-loading’ loading’ technologies technologies (e.g.(e.g.Semantic Web)Semantic Web)

High barrier to High barrier to entry reduces entry reduces no. of no. of participantsparticipants

Ideal Ideal Interoperability Interoperability Cost/Benefit path Cost/Benefit path has shorter has shorter ‘wavelength’, ‘wavelength’, increasing the no. increasing the no. of pay-off pointsof pay-off points

User-dependent threshold

3 Steps to Heaven3 Steps to Heaven• HostingHosting

• ValidationValidation

• RDF generationRDF generation

• Literal ManipulationLiteral Manipulation

• Canonical URI MappingCanonical URI Mapping

• Instance URI generationInstance URI generation

• Schema -> Ontology mappingSchema -> Ontology mapping

• Comprehension of task/workflow/ontology

88

3. Load3. Load

2. Transform2. Transform

1. Extract1. Extract

FCH 1:FCH 1:Difficulties ArisingDifficulties Arising

1.1.Cognitive OverheadCognitive Overhead

2.2.Tacit KnowledgeTacit Knowledge

3.3.Enforcing Premature StructureEnforcing Premature Structure

4.4.Different People, Different Tasks: Situational Different People, Different Tasks: Situational StructureStructure

FCH 2:FCH 2:Mitigation StrategiesMitigation Strategies

1.1.Identify Essentials for TaskIdentify Essentials for Task

2.2.Evaluate Cost/Benefit Trade OffEvaluate Cost/Benefit Trade Off

3.3.Gradual Formalization and RestructuringGradual Formalization and Restructuring

4.4.Ephemeral Structure on DemandEphemeral Structure on Demand

5.5.Training, Facilitation and InterventionTraining, Facilitation and Intervention

Identify Essentials for Identify Essentials for TaskTask

Cost/Benefit Trade OffCost/Benefit Trade Off

Table -> Ontology MappingTable -> Ontology Mapping

Gradual Gradual Formalization/RestructurFormalization/Restructuringing

Context URI generationContext URI generationExcavation URI generationExcavation URI generation

Ephemeral Structure on Ephemeral Structure on DemandDemand

Typology predictionTypology prediction Type predictionType prediction

Training, Facilitation & Training, Facilitation & InterventionIntervention

online helponline help

Guides to best practiceGuides to best practice

Recipe booksRecipe books

http://linkeddata.org/guides-and-tutorials

http://pedantic-web.org//

Comparison & Comparison & VisualisationVisualisation

‘‘Semantic Semantic InfrastructuresInfrastructuresin Archaeology’in Archaeology’• Session at CAA 2010 Session at CAA 2010

• Granada, SpainGranada, Spain

• 6-9 April6-9 April

• Join us!Join us!

ReferencesReferencesMatthew Addis et al., 2005. “New Ways to Search, Navigate and Use Multimedia Museum Collections over the Web,” in Museums and the Web 2005. Vancouver, Canada

Paul Cripps et al., 2004. “Ontological Modelling of the Work of the Centre for Archaeology” Centre for Archaeology, English Heritage.

Philipp Nussbaumer and Bernhard Haslhofer, 2007. “CIDOC CRM in Action – Experiences and Challenges,” in Research and Advanced Technology for Digital Libraries.

Frank M. Shipman and Catherine C. Marshall, 1999. “Formality Considered Harmful: Experiences, Emerging Themes, and Directions on the Use of Formal Representations in Interactive Systems,” Computer-Supported Cooperative Work 8, no. 4.

Regine Stein et al., 2005. Das CIDOC Conceptual Reference Model: Eine Hilfe für den Datenaustausch?, Mitteilungen und Berichter aus dem Institut für Museumskunde Berlin: Staatliche Museen zu Berlin.