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To provide a primer on the major project management protocols and examples of how these protocols have been used to manage library projects.

The chapter presents a broad review of the literature on project management in general, and as it has been applied in library settings, including brief histories of each major methodology, its development, component elements, and examples of its use in libraries.

Many of the major project management protocols, such as Six Sigma, Agile, Lean, Scrum, and Waterfall, have been used successfully in library settings across a broad range of areas and project types.

As libraries continue to innovate and expand their services, the management of complex projects and processes has become commonplace. This chapter will serve as a primer on the major project management protocols, highlighting the ways in which they can be used in libraries, and to which types of library projects they have been successfully applied.

This chapter discusses a bottom-up design strategy to support the principles of Universal Design and Universal Design for Learning adapted for online course development. The concept of Universal Design demands a holistic, bottom-up instructional design model for online course development that integrates technology, accessibility, recent instructional and learning theories, and a participatory postmodern worldview. This study is intended for faculty, instructional designers, administrators, assistive technology staff, and Web multimedia software vendors associated with higher education. The research assists these target audiences to design and develop online courses that are accessible without special adaptation or modification. The components of Universal Design for online learning support newer emergent approaches to instructional design, various programming solutions used in the software engineering field for efficiency, Universal Design for Learning, and legal guidelines associated with accessibility.

The perception and communication of risk for organizations are highly topical and difficult to address in higher education (HE) due to its complexity and variety of structures, processes and identities. The omnipresence of managerialism in HE currently also impacts organizational innovation. This is interrogated in terms of the form and effect of innovation and improvization (Cunha, Neves, Clegg, & Rego, 2015). The development of tools to manage risk perception is discussed alongside perceptions of risk and their potential management through agile processes to enable a university-wide collaboration across services to enable a unified and streamlined proactive management of risk and its corollaries of loss.

The focus of this chapter is on the daily management of operational risks in higher education institutions (HEIs). It considers the causes and impact of drift and competitiveness in organizational processes and their impact on organizational efficiency. This chapter will consider risk perception and contract management across HEIs.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.

This chapter explores the increasing use of Scrum, a project management framework used in software development, in libraries. This conceptual piece examines the advantages and disadvantages for a library profession to obtain training and professional certification for implementing Scrum.

Beginning with a brief literature review that surveys the use of Scrum and related frameworks in libraries, this chapter then provides a brief explanation of Scrum, the role of the ScrumMaster, and the certification process. An examination of the difficulties of project management in libraries leads to a discussion of the advantages of ScrumMaster certification for the library organization and the library professional, with caveats and alternatives.

Scrum offers lightweight methods to bring project management expertise to libraries lacking formal project management training. ScrumMaster certification is a quick and easy way to learn and implement the process, while offering professional advantages.

While the library literature has case studies of library professionals using Scrum and related Agile software development methodologies, this chapter looks at the ScrumMaster role in particular, the certification process, and the advantages for the organization and the professional.

This chapter of the book aims to achieve sustainability and productivity in light of the interaction between managers and engineers in a lean and agile supply chain management system in today’s organizations. The main innovation of this chapter is the use of the balanced scorecard (BSC) model and fuzzy analysis network process (FANP) to create a suitable platform for the realization of this interaction between managers and engineers and to identify exactly which expert system is ideal for the main purpose. Indeed, this chapter introduces its readers to the application of strategic management tools such as the BSC accompanied by FANP in the elements of supply chain management where data analysis of lean and agile networks in supply chain management can create a competitive advantage in the organization.