Index
Project Management in the Library Workplace
ISBN: 978-1-78754-837-4, eISBN: 978-1-78754-836-7
ISSN: 0732-0671
Publication date: 1 June 2018
This content is currently only available as a PDF
Citation
(2018), "Index", Project Management in the Library Workplace (Advances in Library Administration and Organization, Vol. 38), Emerald Publishing Limited, Leeds, pp. 335-350. https://doi.org/10.1108/S0732-067120180000038019
Publisher
:Emerald Publishing Limited
Copyright © 2018 Emerald Publishing Limited
INDEX
Abilene Paradox
, 286–287
overcoming through open communication
, 291
Academic librarians
, 91, 108, 116, 117, 119, 120–121, 202
Academic libraries
, 22, 23, 65, 92
PM in
, 118–120
Academic library implementation of PM standards
assessment for improving PM processes
, 138–140
developing PM standard processes
, 142–148
growth
, 134–136
PM Coordinating Group
, 148
PM effects on library administration
, 137–138
UMTC
, 140–142
Academic Services
, 211
Accelerated improvement workshop (AIW)
, 242
Accidental profession
, 120
“Accidental” project managers
, 120, 140, 262, 264, 265, 269, 274
Accountability
, 41, 59, 209, 215
general
, 257
mechanisms for
, 288–289
project
, 219
team
, 257
Acquisitions Process Review
, 306–307
Adaptive Project Framework
, 75
Adaptive Software Development
, 80
Adhocracy model
, 22, 23
Administration industrielle et généralle (Fayol)
, 42
Administrative support
, 139
Agile
, 75, 231, 235–237, 239, 314
approach
, 80, 158–159
methodology
, 83–84, 214, 235
PM
, 74, 239, 314
practices
, 214–215
problems with Agile philosophy
, 80–81
software development
, 315
Agile Management or Agile Process Management. See Agile methodology
Agile Manifesto
, 158, 235, 236
American Library Association (ALA)
, 280
American National Standards Institute (ANSI)
, 45
Archival collection management functions
, 190–192
Archival instruction
, 195
Archival processing
, 190, 191
ArchivesSpace, digital services
, 158–159
Articulation of tasks
, 7
Assessment schema
, 46
Assurance
, 301
“Asymmetrical disconnection”
, 91
Authority
, 116, 117, 136
“Backlog”
, 316
Balance
, 83
Basic shell
, 247–249
“Benevolent dictator”
, 41
Big Ten Academic Alliance libraries (BTAA libraries)
, 20, 26, 27
Biological routine
, 59
“Bottom-up” approach
, 34
Breac Irish Studies Bibliography database
, 209
Breaking down work
, 143
Brigham Young University
, 76
Budgetary
, 61
Building buy-in, pilot development
, 93–94
Business and industry, perspectives from
, 249–250
Business literature
, 250
Call for Proposals (CFP)
, 93, 110
application
, 113
commitment
, 111–112
eligibility and selection criteria
, 112
outcomes
, 112
research sprint templates
, 114
Research Sprints
, 110
suggestion topics
, 111
upcoming dates and deadlines
, 114
Certified ScrumMaster (CSM)
, 320, 323
certification
, 315
certification exam
, 320–321
Change control process
, 268
Change management
, 140, 168–171, 218
broadening change
, 182–183
closing in practice
, 183–184
combining project management with
, 170–171
communicating change vision
, 174
creating and celebrating short-term wins
, 180
developing vision and strategic plan
, 173–174
embedding change in culture of organization
, 183
empowering others to participation
, 180
executing and controlling in practice
, 180–182
stakeholder identification and engagement
, 173
Change process supervision and control
, 179
Change vision communication
, 174
Charter-less tools
, 120–121
Cheaper by the Dozen (Frank and Gilbreth)
, 43
Clan culture
, 22, 23
orientations
, 30
Client acceptance
, 256
Client consultation
, 256
ClimateQUAL
, 308, 309
individual climates and attitudes
, 304
Closeout phase
, 41
Closing
, 249, 273
in practice
, 183–184
processes
, 182
Collaborative collection-building initiatives
, 194
Collaborative Leadership Programme survey ratings
, 305
Collaborative skills in information professionals
, 287–290
Collaborative work and PM challenges
, 284–287
Collection
collection-level control
, 191
development council
, 267
Division
, 211
shifting
, 263
silos to digital content hubs
, 189–190
Communication
, 6, 56, 141, 218–219, 256
improvement
, 14
management
, 116, 123–124
risk of communication deficit
, 205
with stakeholders
, 144–145
Competing values framework (CVF)
, 21, 22
Computing Technology Industry Association
, 144–145
Conception phase
, 265
Conflict of interest, risk of
, 204–205
Conscious incompetence state
, 33
Consortial library applications and support (CLAS)
, 268, 269, 270, 274
Consulting groups or firms
, 72
Control Communications
, 124, 127
Control phase
, 268–269
Control Stakeholder Engagement
, 122–123, 127
Controlling
, 28, 39–40, 171, 178–179, 249
functions of management
, 42
in practice
, 180–182
for project manager
, 126–128
Cost management
, 116
Cost-effective funding method
, 192
Cost/benefit analysis
, 67
Cranfield University (Shrivenham Campus) Case
, 297–298
Creating and celebrating short-term wins
, 180
Critical Chain PM (CCPM)
, 75, 238
Critical Path
, 75
Critical Path Method (CPM)
, 44, 238
Critical success factors
, 66
Critical Success Factors approach (CSFs approach)
, 303
Cross-departmental project
, 141
Cross-divisional arrangements
, 135–136
Cross-divisional project
, 141
Culture
changing
, 31
embedding change in culture of organization
, 183
of momentum
, 304–305
Customer-driven approach
, 91
Daily Log Template
, 97, 98
“Daily scrum”. See “Daily stand-up”
“Daily stand-up”
, 317
DARIT Division AUL
, 212
“Dark archives” in geographically dispersed data grids
, 196
DCC Curation Lifecycle model
, 152
De Bono Six Thinking Hats method
, 291–292
Decision stakeholders and communication needs identifying
, 228
Decision-making
, 15
Deepening librarian–faculty partnerships
, 91
Define, Measure, Analyze, Improve, and Control (DMAIC)
, 233
“Deliverable” projects
, 47
Desired state
, 169–170
Development & outreach
, 141
Diamondback, The
, 163
Diamondback Collection
, 164
Digital Access, Resources, and Information Technology (DARIT)
, 209
Digital Collections and Research (DCR)
, 153–154
Digital content
, 188
collection silos to digital content hubs
, 189–190
Digital conversion and media reformatting (DCMR)
, 154, 156
Digital humanities (DH)
, 90
“Digital mortgage” of assets
, 196
Digital project management
, 188–189
advocating for sustainability
, 195–196
from collection silos to digital content hubs
, 189–190
distinctive collection teams
, 192–193
outward-facing approach to integrated collection building
, 193–195
reshaping special collections and archival collection management functions
, 190–192
See also Shadow project management
Digital preservation
, 193, 195–196
Digital Programs and Initiatives (DPI)
, 154
Digital project transitions
, 159–161
Digital projects, integration of PM techniques in
Agile approaches to digital initiatives
, 158–159
case study
, 163–165
digital project transitions
, 159–161
PM in practice origins of digital PM
, 153–154
PM in practice overview
, 161–162
reflection
, 165–166
waterfall PM
, 154–158
Digital scholarship service models
, 23
Digital services
, 190
Digital York
, 300
Digitization Initiatives Committee (DIC)
, 155
Digitization production
, 155
Disciplined planning process
, 252
Distinctive collection teams
, 192–193
Documentation
, 6
Downsides of PM philosophies
, 74
false sense of security
, 76
Google
, 77
overall problems
, 75
problems with agile philosophy
, 80–81
problems with waterfall philosophy
, 78–80
wrong people
, 76–77
Dynamic Systems Development (DSDM)
, 238
Dysfunction management strategies in project teams
, 289–290
Edinburgh University Library
, 263
Educause Horizon Report (2016)
, 280
Effective project communication strategies
, 289
Employee engagement
, 180
Empowering others to participate
, 180
Engagement, stakeholder identification and
, 173
Enthusiasm
, 93
Environmental forces
, 59
Environmental scanning
, 63
Evaluation phase
, 268–269
Executing/execution
, 249
and controlling in practice
, 180–182
and controlling phase
, 178–179
process
, 40–41, 268–269
External analysis of organization
, 63–65
External environmental scanning
, 63
eXtreme PM model
, 3
Extreme Programming (XP)
, 238
Faculty
, 91
Center
, 91–92
engagement
, 90
feedback
, 100–101
members
, 111
False sense of security
, 76
Familiarization
, 44
Feasibility
, 94, 112
assessment
, 5–6
Fedora-based repository
, 153–154
File storage
, 268
Finance & facilities
, 141
Findable updates
, 257
Flexibility
, 105–106
“Floating” coordinator
, 99
Fordism
, 42
Forecasting, functions of management
, 42
Formal communication plan
, 268
Formal PM
, 46, 47, 50, 267
Formal policies and procedures
, 61
Formal program management
, 82
“Formal work breakdown structure”
, 267
Fostering culture of PM practices
literature review
, 20–24
method
, 25
OCAI
, 30–31
organizational change
, 33–34
overall project success
, 30
pattern
, 32–33
planning and prioritization
, 25–26
PMI
, 32
PMO and PM standards and methodologies
, 26–27
project close-out
, 28–29
project control
, 28
results
, 25
stakeholder engagement
, 27–28
training and rewards
, 29
See also Project management (PM)
Full-time project management
agile practices
, 214–215
assumptions and constraints
, 227
communication
, 218–219
description of project
, 225
high-level risks
, 226
identifying decision stakeholders and communication needs
, 228
increased stakeholder engagement
, 217–218
librarian in role of project manager
, 208–209
measures of success
, 226
members of project team
, 225
next steps
, 219–221
nuts and bolts
, 209
objectives and content
, 225
organizational roles and responsibilities
, 210–212
PM
, 201, 217
PMO structure
, 209–210, 217
position model, organization, and value of PM
, 201–203
professional development
, 215–216
project acceptance and sign off
, 227
project charter
, 213, 225
project milestones and deadlines
, 226
project request process
, 212–213, 224
project submission
, 216
RAM
, 213–214
risk of communication deficit
, 205
risk of conflict of interest
, 204–205
roles and responsibilities
, 217
scope of project
, 226
side-loaded projects
, 216
teambuilding and change management
, 218
tools, techniques, and methods
, 212
value of PM and PM office
, 206–208
wearing many hats
, 203–204
See also Digital project management; Shadow project management
Functional managers
, 255
Functional organizations
, 118–119
Funding information
, 61
Gantt Chart
, 43, 44, 157, 160, 230, 267, 274
General accountability
, 257
Generation fifth applications (GFA)
, 269
Genuine partnerships
, 91
Global outreach initiatives
, 194
“Golden minimum” process
, 191
Google Docs and Sheets
, 98
Google Drive
, 98
Great Depression
, 43
Greene and Meissner’s method
, 191
“Group commitment, socialization, and control”
, 284
Handbook of Project-Based Management: Leading strategic change in organizations, The (Turner)
, 257–258
Harvard University Libraries
, 155
Hesburgh Libraries
, 206, 207, 208, 209, 210, 211
PMO
, 208, 213
project managers
, 206, 216
virtual PMO model at
, 217
Hierarchy model
, 22
High-density library storage facility
, 262, 264
High-level risks
, 226
Hub
, 62
Human institutions
, 59
Human relations movement
, 43
Human resources
, 9, 76, 141, 268
management
, 116
orientations
, 50
Human resources management
, 116
“Independent learning” methods
, 136
Influence diagram
, 67
Information
, 62, 64, 177, 183
Information Age
, 44, 45, 46
Information Ecologies: Using Technology with Heart (Nardi and O’Day)
, 58
Information Gazette, The
, 282
Information professionals
Abilene Paradox overcoming through open communication
, 291
collaborative skills in
, 287–290
collaborative work and PM challenges
, 284–287
gap identification between LIS education and professional demands
, 282–283
PM education and training, assessment for
, 280–281
PM skills role in LIS collaboration and outreach
, 283–284
Six Thinking Hats Method
, 291–292
Information technology (IT)
, 11, 21, 72, 116, 172, 193, 251, 255, 263
Initiation phase
, 40, 171–173, 248, 265
Innovation and momentum
, 303–304
“Instant project manager”
, 120
Institute of Electrical and Electronics Engineers (IEEE)
, 45
Institutional context
, 262–263
Institutional repository (IR)
, 128, 189, 194, 239, 315, 319
Institutional resources
, 39, 118
Integrated Change Control
, 127–128, 129
Integrated collection building, outward-facing approach to
, 193–195
Integrated library system (ILS)
, 11, 46, 169, 270, 322
Integration management
, 116, 169
Intended users
, 7
Inter-institutional collaborations
, 21
Internal analysis of organization
, 60–63
International Image Interoperability Framework (IIIF)
, 164
Inventory control system
, 268, 269
Inventory Management System
, 210
“Inverted Position Description”
, 203, 204, 207
JISC Information Strategy Toolkit
, 307
Just-in-time delivery model (JIT delivery model)
, 92, 234
Kanban method
, 85, 314, 321
Kanban Software Development
, 75
Large external project
, 308–309
Large Internal project
, 307–308
Launch and execution phase
, 268–269
Leadership
, 253
development
, 254
imperatives
, 253–254
lack of
, 273
orientation
, 256
perspective and research methods
, 296–297
training
, 253
Leading, functions of management
, 42
Lean Management
, 46
Lean Manufacturing
, 234
Lean methodology
, 231, 234–235, 321
Lean project management
, 75
Lean Six Sigma
, 321
Lean Startup
, 314
Lexington public library
, 252
LibQUAL +
, 299
Librarian(s)
, 91, 102, 135
advantages of ScrumMaster certification for
, 321–322
feedback
, 101–104
in project manager role
, 208–209
at University of Notre Dame
, 235
Librarianship
, 58, 59, 254, 258
PM and
, 45–47, 59–60, 203
Libraries
, 2, 14, 20, 221, 231, 247
accidental PM in library storage facility
administrators
, 9, 82, 138, 255
using Agile and Scrum
, 316
approach
, 264–265
Chalmers University of Sweden
, 315
difficulties of PM
, 318–320
employees
, 65
findings
, 265
identification of library collections
, 267
implementing new service
, 12–13
institutional context
, 262–263
IT projects
, 263
leadership imperatives for
, 253–254
liaison programs
, 91
libraries-wide PM processes
, 148
library-as-service-organization
, 55
library-driven projects
, 152
literature, PM in
, 201
literature review
, 263–264
management
, 31
participants
, 101
planning
, 11
PM and change management
, 170
of PM methodologies
, 237–242
practical imperatives for
, 254–257
pre-project planning in
, 10
projects
, 47, 169, 257
redesigning library website
, 11–12
refurbishment project
, 307–308
renovating library facility
, 11
service
, 108
staff
, 264
strategic imperatives for
, 251–253
technologies
, 136
virtual teamwork in
, 285
Library administration
, 6, 8, 9, 15, 83, 134, 324
PM effects on
, 137–138
Library and information science profession (LIS profession)
, 280, 281
gap identification with professional demands
, 282–283
PM skills role
, 283–284
schools
, 287
Library Journal
, 281
Library team members
, 94–95
of PM tools
, 102
rating of tools
, 103
Management orientation
, 255, 256
Managing Successful Programmes approach (MSP approach)
, 297, 301
programme organization structure
, 301
style Sponsoring Group
, 308
Manhattan Project
, 44
Manuscript collections
, 154, 191
Market culture orientations
, 30
Market-oriented model
, 22
Maryland Institute for Technology in the Humanities (MITH)
, 164
Maryland Off-Site storage database (MOSS Database)
, 269
Mass-digitization process
, 155, 156
Masters in library science (MLIS)
, 282, 283
Maturity models for libraries
, 20, 23
literature review
, 20–24
method
, 25
OCAI
, 30–31
organizational change
, 33–34
overall project success
, 30
pattern
, 32–33
planning and prioritization
, 25–26
PMI
, 32
PMO and PM standards and methodologies
, 26–27
project close-out
, 28–29
project control
, 28
results
, 25
stakeholder engagement
, 27–28
training and rewards
, 29
Metadata project
, 174, 180
Microsoft Office
, 44
Middle managers
, 82
“Minimal processing”. See Greene and Meissner’s method
Mission statements
, 61, 62
Momentum
innovation and
, 303–304
people and culture
, 304–305
Monitoring and control phase
, 41, 126–128, 249
Monitoring and feedback
, 256
Motion studies
, 43
MPLP. See Greene and Meissner’s method)
Multiple project management
, 81
portfolio management
, 82–83
program management
, 81–82
National Digital Newspaper Program (NDNP)
, 163, 164
Off-site storage facility
, 270
Office for Government Commerce (OGC)
, 297, 299–301
Omeka
, 158–159
Open Educational Resource (OER)
, 111
Open Journal Systems, digital services
, 158–159
Operational projects
, 50
Optical Character Recognition (OCR)
, 163
Ordering equipment and supplies
, 272
Orderpickers
, 268, 272–273
Organigraph
, 62–63, 67
Organization(al)
, 253
capacity
, 252, 253
change
, 33–34, 251
chart
, 60–61
culture
, 66, 82
development
, 253
elements
, 301
functions
, 42, 253
managers
, 255
matrix application
, 135–136
maturity
, 305
of PM
, 201–203
preventing overwhelming organization
, 14
process
, 247
roles and responsibilities
, 210–212
routine
, 59
structure
, 139–140, 209–210
Organizational Culture Assessment Instrument (OCAI)
, 21, 25, 30–31
Organizational PM Maturity Model (OPM3)
, 23, 24
Original order
, 191
Original Position Description
, 205
Outward-facing approach to integrated collection building
, 193–195
Parkinson’s law
, 79
Part-time PM
, 205
Passive approaches
, 63
People and culture of momentum
, 304–305
Personal computers
, 44
Personal papers
, 191
Personnel
, 256
Pilot development
, 93
developing and promoting sprints
, 93–94
selecting projects and participants
, 94–95
Pilot program
, 90
Plan Stakeholder Management
, 122, 124
Planning
, 248
functions of management
, 42
phase
, 176–177
of project
, 25–26, 40
PMI Agile Certified Practitioner certification (PMI-ACP certification)
, 323
PMI/PMBOK Method
, 75
Portfolio management
, 82–83
Portland Common Data Model (PCDM)
, 164
Position descriptions
, 38, 48, 49, 56, 61, 62
inverted
, 204
original
, 205
Position model of PM
, 201–203
Position value of PM
, 201–203
Practical imperatives for libraries
, 254–257
Pre-project planning
address organizational priorities
, 17
benefits of process
, 13
best practices for
, 15
and decision-making
, 4
defining project for organization
, 15–16
defining scope of project
, 5
feasibility assessment
, 5–6
gain sufficient buy-in
, 16–17
improving communication and transparency
, 14
improving decision-making
, 15
in libraries
, 10–13
moving approved project forward to project initiation
, 10
preventing overwhelming organization
, 14
prioritizing projects
, 9–10
project initiation, vs.
, 2–3
project prospectus development
, 6–8
promoting stakeholder input
, 13–14
tier one review
, 8–9
tier two review
, 9
workflow
, 3
Primary stakeholder
, 65
PRINCE project
, 45–46
Principal investigators (PIs)
, 95–96
Principles of Scientific Management, The (Taylor)
, 42
Prioritization of project
, 9–10, 25–26
Problem solving, leading, influencing, negotiating, and communicating process (PLINC process)
, 41
Process management methodologies
, 83
Kanban
, 85
Six Sigma
, 84–85
Procurement management
, 116
Product owner
, 73, 159, 211, 212, 317, 324
Professional development
, 215–216
Professional Scrum Master certification (PSM certification)
, 323
Program
, 81
Program and portfolio management (PPM)
, 208
Program management
, 50–51, 81–82
Program Management Improvement and Accountability Act (PMIAA)
, 203
Program managers
, 81–82
Program Review and Evaluation Technique (PERT)
, 44, 75
Programme(s)
, 296
approach and method
, 300–302
management
, 297
Support Office
, 301
“Progressive elaboration”
, 265–266
Project cycle management (PCM)
, 51
Project Initiation Document (PID)
, 302
Project management (PM)
, 20, 38, 41, 42, 65, 72, 73, 90, 101, 116, 134, 168–169, 171, 200, 215, 221, 230, 246, 247–249, 252, 263, 296
in academic libraries
, 118–120
Agile and Scrum
, 235–237
on ALA Job List
, 72
approach
, 92–93, 264–265
approaches, tools, and methods
, 95
assessment for improving PM processes
, 138–140
basic shell
, 247–249
breaking down work
, 143
closing
, 182, 183–184
collaborative work and PM challenges
, 284–287
combining with change management
, 170–171
communicating with stakeholders
, 144–145
controlling
, 178–179
difficulties in libraries
, 318–320
downsides of PM philosophies
, 74–81
education and training assessment
, 280–281
effects on library administration
, 137–138
execution
, 40–41, 178–179
external analysis of organization
, 63–65
format and use of templates
, 98
as full time position
, 209
gap identification between LIS education and professional demands for leadership
, 282–283
Great Depression
, 43–44
guidelines for development
, 287–290
implementation
, 217
initiation
, 171–173
internal analysis of organization
, 60–63
knowing user
, 48–49
leadership imperatives for libraries
, 253–254
Lean
, 234–235
librarian
, 209
and librarianship
, 45–47, 59–60
in library literature
, 201
library staff
, 145
library use of PM methodologies
, 237–242
managing project in libraries
, 47
matters
, 104–105
maturity model
, 20
methods
, 74, 83–85, 230–231
mindset
, 249, 257–258
missing piece
, 201–203
multiple projects management
, 81–83
other methodologies
, 237
perspectives from business and industry
, 249–250
planning
, 176–177, 177–178
PM mindset
, 249–258
position model, organization, and value of
, 201–203
practical imperatives for libraries
, 254–257
in practice origins of digital PM
, 153–154
in practice overview
, 161–162
principles
, 252, 253, 264
process
, 39–40, 248, 251, 264, 268
process groups
, 117–118
as professional skill
, 45
project
, 52–55
project closeout
, 145–148
project initiation in practice
, 174–176
public showcase
, 100
reason
, 41–42
rich picture analysis for self-check project
, 68
risk analysis and risk management
, 66–67
role of project managers
, 98–100
running meetings, capturing decisions, and following up on action items
, 143
Six Sigma
, 232–234
skills
, 29, 283–284
stakeholders
, 65–66
standard processes development
, 142
standards and methodologies
, 26–27
standards in academic libraries, growing for
, 134–136
strategic imperatives for libraries
, 251–253
structure
, 55–57
systems thinking and
, 57–60
techniques
, 263
templates and tools
, 96–98
temporary nature of
, 38–39
tracking work
, 144
training
, 264
types of project
, 49–51
understanding projects arising and concluding
, 47–48
value
, 206–208
Waterfall
, 231–232
work structure and team interaction
, 95–96
See also Digital project management; Shadow project management
“Project management 2.0”
, 219
Project Management Body of Knowledge (PMBOK)
, 39, 45, 47, 74, 116–118, 139
Guide and Association of PM
, 169
guidelines
, 2
project methodology
, 319
Project Management in Libraries, Archives and Museums (Corrall)
, 49
Project Management Institute (PMI)
, 21, 23, 29, 32, 38, 45, 116, 169, 176, 178, 182, 215, 248, 263, 264, 323
Project management Office (PMO)
, 26–27, 200, 206–208
at Hesburgh Libraries
, 208
organizational structure
, 209–210
professional librarian in
, 208–209
structure
, 217
Project management Processes Task Force
, 142
Project Management Professional certification (PMP certification)
, 323
Project manager (PM)
, 27, 41, 55, 56, 73, 76, 77, 79, 213, 217, 255
librarian
, 208–209
role
, 98–100
Project(s)
, 15, 38–39, 52, 73, 82, 168–169, 248, 253, 296, 303
acceptance and sign off
, 227
analysis
, 3
approaches and methods
, 302–303
budget
, 266
charters
, 117–118, 213, 225
close-out
, 28–29
conception
, 265–266
control
, 28
culture
, 255
definition and planning
, 266–268
dependencies
, 7
description
, 7, 225
Five W’s
, 52–53
framework
, 251
group dynamics
, 273
hierarchy
, 220
initiation
, 174–176, 265–266
lead
, 6
milestones and deadlines
, 226
mission
, 256
moving approved project forward to
, 10
narratives
, 252
objectives and outcomes
, 53–54
for organization
, 15–16
and participants selection
, 94–95
planning
, 264, 266
portfolios
, 2
pre-project planning vs.
, 2–3
project-based engagement
, 90
project-based organization
, 255
prospectus development
, 6–8
relationship
, 265
request form
, 224
request process
, 212–213
schedule
, 266, 288
scope
, 96, 102, 226
sponsors
, 73
staff buy-in
, 140
steps
, 54–55
submission
, 216
success
, 74
team members
, 225
types
, 49–51
Projects IN Controlled Environments (PRINCE2)
, 75, 116, 238, 239
PM approach
, 306, 308
style
, 298, 299–300, 302
Provenance
, 190
“Pulse of profession” report
, 250
Quality control
, 157, 230
plan
, 271
and statistical measurement of work and productivity
, 43
Quality management
, 116, 169, 299
Quality methods and strategy
, 299
Rapid community development models
, 92
Rational Unified Process (RUP)
, 75, 238
Rationale
, 112
deepening librarian–faculty partnerships
, 91
Faculty Center
, 91–92
PM approach
, 92–93
of research sprints
, 91
Realizing value of PM
, 249
Record groups
, 191
Redesigning library website
, 11–12
Reflection
, 105–106
Releasing
, 249
Renovating library facility
, 11
Repeaters type project
, 49–50
Request for proposals (RFP)
, 267, 271
Research library
leadership perspective and research methods
, 296–297
library cases
, 297–299
people and measurement aspects
, 303–305
project and programme cases and types
, 305–309
strategy, programmes and projects
, 299–303
Research Sprints
, 110
model
, 90
pilot
, 104–105
rationale
, 91–93
templates
, 114
Reshaping special collections
, 190–192
Resources
, 7, 44
library
, 110
planning
, 230
Responsibility assignment matrix (RAM)
, 125–126, 213–214
Responsible, Accountable, Consulted, or Informed (RACI)
, 126, 213, 214
chart
, 125
sample RACI chart
, 214
Return on investment (ROI)
, 66–67, 194
Rewards
, 29
Rich picture analysis
, 67
for self-check project
, 68
Right number of projects
, 83
Risk
, 67
analysis
, 66–67
assessment process
, 273
of communication deficit
, 205
of conflict of interest
, 204–205
factors
, 7, 66
management
, 66–67, 116, 140, 230, 267
“Roles and responsibilities” document
, 267
Runners
, 49
Santa Cruz Historical Library, Scrum in (Spain)
, 315
Scanners
, 272
Schedule and plans
, 256
Schwaber, Ken (founders of Scrum)
, 323
Scientific Management
, 42–43, 45
Scope management
, 28, 116, 169
Scrum
, 74–75, 80, 231, 235–237, 239, 314–315
explanation
, 316–318
literature review
, 315–316
PM difficulties in libraries
, 318–320
project
, 85
in Santa Cruz Historical Library, (Spain)
, 315
ScrumAlliance
, 315
ScrumMaster
, 314–315, 317–318
ScrumMaster certification process
, 320–321
advantages for librarians
, 321–322
disadvantages, counterarguments, and alternatives
, 322–325
Self-check technology
, 52, 54
Senior Management Team (SMT)
, 302
“Sequential” approach
, 101
Service delivery organization
, 51
Service-based approach
, 91
Severn Database
, 269, 273
administrator
, 271
Severn library project
, 268
Severn library working group (SLWG)
, 262, 265, 269
Shadow project management
Communications Management
, 123–124
monitoring and controlling
, 126–128
PM in academic libraries
, 118–120
project charters and PMBOK
, 117–118
RAM
, 125–126
stakeholder register
, 121–123
tools for charter-less
, 120–121
See also Digital project management
Side-loaded projects
, 216
Silicon chips
, 44
SirsiDynix
, 322
Six Sigma
, 46, 75, 84–85, 231–234
Six Sigma DMAIC approach
, 241
Small externally funded projects
, 307
Small internal project
, 306–307
SMS reference service
, 50
Social loafing
, 286
Social systems
, 59
Soft elements
, 67
Soft skills
, 43
Software Systems Development and Research (SSDR)
, 158–159
Special collections and archival collection management functions, reshaping
, 190–192
Specific, measurable, attainable, realistic, time-related objectives (SMART)
, 54
“Spontaneous communication”
, 284–285
“Sprint backlog”
, 236
Sprint(s)
, 80, 92, 214–215, 236, 320
coordinators
, 92–93, 95, 99
developing and promoting
, 93–94
model
, 101, 105
pilot
, 106–107
retrospective
, 317
review
, 317
team members
, 94–95
Sprinting toward faculty engagement
analysis
, 100
CFP
, 110–114
challenges
, 106–107
developing pilot
, 93–95
discussion
, 104
faculty feedback
, 100–101
flexibility and reflection
, 105–106
librarian feedback
, 101–104
PM approaches, tools, and methods
, 95–100
PM matters
, 104–105
rationale of research sprints
, 91–93
sprints as model
, 105
Staffing, functions of management
, 42
Stakeholder(s)
, 65–66, 161
communicating with
, 144–145
engagement
, 27–28, 217–218
identification and engagement
, 173
input, promoting
, 13–14
management
, 116, 121, 123
register
, 121–123
Standardization
, 44
Steering Group
, 309
Strangers, project type
, 50
Strategic direction
, 83
Strategic imperatives
, 251–253
Strategic initiatives
, 253
Strategic plan(s)
, 61, 173–174
Strategic projects
, 50, 170
Strategy approaches
, 299–300
Successful PM
, 248–249, 255
Sustainability
, 51
advocating for
, 195–196
Systematic PM
, 218
Systemic PM
, 264
Systems theory
, 58–59
Systems thinking
, 66
and PM
, 57–60
Task orientation
, 256
Taylorism
, 42
Team
accountability
, 257
approach
, 8
contract creation
, 287–288
interaction
, 95–96
Teambuilding
, 218
Technical tasks
, 99, 256
Technology projects management
, 46
Technology-related project
, 7
Templates
Daily Log
, 97, 98
format and use of
, 98
research sprint templates
, 114
and tools
, 96–98
Temporary
nature of PM
, 38
projects
, 248
Tier one review
, 8–9
Tier two review
, 9
Time(ing)
management
, 116
of Sprints
, 107
studies
, 43
Time line
, 7
“Top-down” approach
, 34
Total Quality Control (TQC)
, 234
Total quality management (TQM)
, 46, 247, 299
Tracking work
, 144
Traditional PM
, 75, 78
Traditional project teams
, 284–285
Traditional SWOT analysis
, 64, 231, 237, 316
Training and reward
, 29
Transition process
, 159
Transparency
improvement
, 14
mechanisms for
, 288–289
for Scrum team
, 324
Triple constraints
, 20, 30
Trouble-shooting
, 256
Unconscious incompetence state
, 33
Unique projects
, 248
Unit-level projects
, 220–221
University archives
, 188, 189, 190, 193
University of Arizona’s Library
, 264
University of Kansas Libraries (KU Libraries)
, 90, 100, 110
University of Maryland (UMD)
, 153, 262
PM in practice origins of digital PM at
, 153–154
University of Michigan Libraries
, 155
University of Minnesota Twin Cities (UMTC)
, 140–142
University of York Case
, 298–299, 301
Urban library council
, 252
US Defense Department (DOD)
, 231
User interfaces (UIs)
, 152
User services and resource sharing (USRS)
, 272
User Systems and Support (USS)
, 158–159
User-centered approach
, 92
User-centered design process (UCD process)
, 315
Value maximization
, 83
Value Scorecard
, 303–304
“Value to organization”
, 265, 270
Virginia Tech
, 315–316
Virtual PMO model
, 207, 217
Virtual project teams
, 285
Vision
, 169–170
developing
, 173–174
Vision statements
, 61
“Visitations”
, 95–96
Visualization process
, 40, 47
WALDO/Koha project
, 232
Waterfall
, 231–232
method
, 140
PM
, 154–158
problems with waterfall philosophy
, 78–80
style PM
, 78, 79
“Wear one more hat” concept
, 219
“Wearing many hats” concept
, 202–204
Web
, 62
archiving programs
, 194
Website creation
, 46
Whiteboard assessment
, 53
Who, what, when, where, how, and why? (Five W’s)
, 52–53
“Win-win” solutions
, 43
Wordpress, digital services
, 158–159
Work Plan
, 97
and Daily Work Logs
, 102
Template
, 96
Work structure
, 95–96
Workflow
, 14
pre-project planning
, 3–10
Working group model
, 267, 269
Workload
, 49
See also Pre-project planning
Xerox copier
, 44
Xtreme Programming
, 314, 321
York Digital Library
, 308–309
York University internal staff surveys
, 304–305
- Prelims
- Using Pre-project Planning to Manage Workload
- Fostering a Culture of Project Management Practices – A Maturity Model for Libraries
- Common Roots, Different Systems: Project Management and Librarianship
- The Best-Laid Plans of Mice and Men often go Awry: The Disadvantages of Project Management
- Sprinting toward Faculty Engagement: Adopting Project Management Approaches to Build Library–Faculty Relationships
- Shadow Project Management: Using the Project Management Body of Knowledge to Informally Manage Library Projects
- Academic Library Implementation of Project Management Standards
- Integration of Project Management Techniques in Digital Projects
- Combining Project Management and Change Management for Project Success in Libraries
- From Collection Silos to Digital Content Hubs: Digital Project Management in Special Collections and University Archives
- The Value of Full-Time Project Management Positions: PMO Nuts and Bolts at Hesburgh Libraries
- Borrowed from Business: Using Corporate Strategies to Manage Library Projects
- Using a “Project Management Mindset” as an Administrative Approach to Creating Workplace Efficiencies & Building Employee Leadership Skills
- Accidental Project Management in a New Library Storage Facility
- Effective Project Management Techniques to Prepare Information Professionals for the Future Workforce
- Projects, Programmes, Strategy and Leadership in the Research Library
- Increasing Effectiveness of Library Projects through ScrumMaster Certification
- About the Authors
- Index