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The IT department serving KMSKA is doing a gigantic job with just a few people at the pace of exhibitions and events, while critical infrastructure must be available
The IT department serving KMSKA is doing a gigantic job with just a few people at the pace of exhibitions and events, while critical infrastructure must be available at all times. Chantal Lefeber, IT manager at KMSKA, seems even more enthusiastic about this. Where else can you combine passion for art and IT?
The renovated KMSKA offers a complete and optimized experience for physical and digital visitors. Behind the classic building lies a modern museum with state-of-the-art IT infrastructure. This infrastructure supports visitors as well as researchers and staff. Behind the buttons is a passionate team of three people led by Chantal Lefeber, Head of IT.
Lefeber: “The KMSKA relies on a hybrid infrastructure. To maintain control of important systems, we operate a large part of them on site. We have a collection and registration system with around 8,000 objects. We keep track of everything you want to know about it, including the insurance value, the location or whether a work is being restored.”
“The collection was photographed in high resolution. 40 to 50 gigabytes per photo is not unusual. Unless they are protected by copyright, we present these images via a public website and app. Researchers also use them.”
“All the data from different systems converge in a data hub that is linked to our own applications, but also to external applications such as those of the Flemish Art Collection. People could use our images for all kinds of creative things, for example for making socks (laughs).”
“We also have many software suites, such as a CRM solution or Microsoft Office. We also make sure that our 150 employees have access to the necessary tools. Not everyone has a laptop. For example, employees in the room are given a phone with Teams and walkie-talkie functionality. There are a number of fixed PCs that they can log into. Others have laptops. And then there is the network infrastructure throughout the museum itself.”
Lefeber: “So much (laughs). This year is the Ensor year. At the end of September we will open an exhibition on this topic. Last year the focus was on making the collection accessible to the general public, now we are working on the research material. By September the public and scientists should be able to work with materials such as texts, photographs, microscopic examinations, X-rays and more. We are working hard to achieve this.”
“At the same time, we have to say goodbye to our old-fashioned folder structure. We have been working with it for many years, but we have to meet the Flemish requirements for a serial register. All data has to be classified. Last year we started an information management plan, which we now have to make more concrete. After the exhibition in the autumn, a department will start a pilot project with the new structure. I think that the department will have changed over by the end of December. But everyone says I am being too optimistic again.”
Lefeber: “We are working hard on it! As an IT team, I try to position ourselves clearly within KMSKA. We can think about many things, but all too often people forget that they can just ask us certain things. We are taking many steps in the right direction. I talk to everyone and get involved where I can (laughs).”
“I organize initiatives to improve collaboration. This year, our main tool is a CRM implementation task force. Once a month, we schedule a time of one hour maximum where one person from each team has to be present. I don’t care who, but the person present has to pass on the message afterwards. During this hour, we look at a topic and examine the implications for the teams. At the end, we make concrete decisions.”
“People love it. They feel involved and the approach ensures that IT works for them. In addition, participants hear from each other and exchange ideas. We now also use such task forces for ticketing and the website. I myself dream of a digital working group for the entire museum. A broader task force for everything digital that can carry out projects based on feedback from the entire company.”
“Not everything runs smoothly. As IT, we cannot proceed with the change in the folder structure without cooperation with the teams. We cannot determine what is important and what is not. Everyone has to Women’s Hours invest, but the teams are also busy. Yes, it’s okay, I’ll find it againSometimes I hear it said. But it’s not so natural.”
“I work relatively autonomously from management. IT will of course coordinate this, but when it comes to technical decisions, I mainly indicate which path we should take and what impact it will have.”
Lefeber: “We work in the cultural sector, where there are not many people and resources anyway. We are going our own way with very little, but it is what it is. The budgets are presented annually. The KMSKA is subject to the Public Procurement Act. We therefore have to check whether there are already framework agreements and, if not, draw up a tender. This is done by the board.”
“The KMSKA generates resources itself in addition to the government subsidies through tickets and business development. The fact is that we still have a lot of work to do. The full-time team consists of three people, supported by an intern who helps two days a week. He’s a great guy and a real help. So there are actually 3.5 of us (laughs).”
I need really great guys or ladies: someone who can do everything and has extensive expertise.
Chantal Lefeber, Head of IT KMSKA
“It’s difficult to find the right people. I need really great guys or ladies: someone who can do everything and has extensive expertise. For example, we use a lot of Linux because it’s very stable, but also because it costs nothing. Everyone needs in-depth knowledge of it. On the other hand, we can also offer a lot. There’s always something going on here, with lots of activities, performing arts and temporary exhibitions. If you like culture and IT, this is the place for you.”
Lefeber: “During the renovation of KMSKA, we were in a luxurious position. We could think about a ten-year plan of action. Would we go to the cloud, which was a hot selling word at the time? Or not? We calculated the costs and quickly realized that we are not necessarily cheaper in the cloud. Price was not a decisive factor in our decision, so we compared all the pros and cons in a six-month study.”
“The conclusion was clear: we use a hybrid approach where we rely largely on the on-site infrastructure because of the stability and control we have over it. Our critical systems, such as the collection and registration system, which contains all the data on the artworks, must be available at all times. The risk of an internet outage is too great. In the event of a disaster, we must be able to immediately identify which artworks need to be brought outside first.”
“We also found that the collection’s high-resolution images are more easily accessible to users and researchers through an on-site solution. Under the museum, we have a MER (server room, ed.) with about ten servers.”
“We choose the cloud for other, less critical applications, such as our CRM and Office suite. The cloud offers more scalability there and it is easier to keep up with innovations.”
Lefeber: “Should we be concerned about this? We are still asking ourselves this question. We will wait a little longer. The Belgian legislation has not yet taken shape and it is unclear whether we are included in NIS2. State services are part of it, but are they just agencies that take care of the citizen? The KMSKA is an independent non-profit organisation, so we would like to receive legal advice on what to do in due course. I am worried that we could fall under this. This will require extra work to check everything.”
“To be clear, we are very concerned about safety, so I’m not too worried about implementation. The problem will be that we will have to prove that we are complying with the regulations. Who am I supposed to solve all this with?”
Lefeber: “During the Crazy CopsFor the exhibition, we developed a tool called Stable Diffusion that allows visitors to keep a cool head. This resulted in 15,000 images. This was our first attempt.”
“In addition, a restoration of the Enthroned Madonna by Rubens, in the room itself. We notice that the restorers are often approached and harassed by the public about various questions, including the location of the toilet. We are investigating whether AI can help with this and are looking for solutions in other museums. Specifically, our intern is working on a defined project on a speech-to-text-to-AI-to-text-to-speech solution so that visitors can ask their questions to an AI. That’s a different project, but it’s also fun.”
“We are also investigating what ChatGPT or Copilot can do for our daily operations, but we are limiting these tests to the IT department. Otherwise, tomorrow everyone will want access. We are investigating security, how much access should be granted and how reliable the results are. Unfortunately, both solutions are significantly more expensive than hoped, even under an educational license, so the investment really has to be worthwhile.”
“Finally, we are using AI to digitize a collection of about 600 letters to and from Ensor. Currently, the AI can read these letters with 95 percent accuracy, but it is difficult to get better. The goal is to ultimately arrive at XML data that we can translate and unlock.”
Lefeber: “Digital inclusion is an important trend in the cultural sector. We are really at the forefront of it. This also means that we take this very seriously when we develop new digital applications. We are a museum for everyone, everything we do must be accessible to a wide audience.”
Source: IT Daily
As an experienced journalist and author, Mary has been reporting on the latest news and trends for over 5 years. With a passion for uncovering the stories behind the headlines, Mary has earned a reputation as a trusted voice in the world of journalism. Her writing style is insightful, engaging and thought-provoking, as she takes a deep dive into the most pressing issues of our time.
