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Prior to the COVID-19 pandemic, project management was undergoing gradual shift and moving from traditional ways of working toward embracing digitization. The COVID-19 pandemic accelerated this transformation. This paper highlights the importance of digital project management (DPM), its adoption of digital technologies, the changing role of digital project manager, significant and abrupt swing in the rise of virtual teams and the benefits and challenges of remote project teams. This paper aims to discuss the latest development in project management and to lay out the rationale why DPM is here to stay even after the pandemic.

The author has based this research on reviewing publications from the project management journals and publications, interviews of project management professionals and analyzing data from a project management consultancy.

The pandemic accelerated the digitalization of project management including the adoption of digital tools and technologies, embracing an agile approach to implementing projects; working collaborative in remote teams; and breaking traditional barriers of geography, time zones and fundamentally how project teams collaborate.

Project management is being digitized, changing how teams work. Fueled by the pandemic, DPM accelerated its momentum. The rate of adoption is likely to be strong after the pandemic. Organizations and individuals should consider embracing DPM but with the full knowledge of both benefits and challenges.

DPM is still in its early days even though the COVID-19 pandemic accelerated its use. Today and likely after the pandemic, organizations and people are increasingly embracing digital technologies, remote teams and agile project management approaches to project management. It is likely that in the foreseeable future, nearly all project managers will be digital project managers, giving rise to the importance of understanding the challenges and benefits and building the digital skills for both individuals and organizations.

The purpose of this paper is to develop an understanding of the role comprehensive business cases can have in ensuring the successful adoption of a digital library project.

Using theory and practice from information technology in both profit and non‐profit organizations, the author develops a methodology for developing a successful business case for digital library projects.

One of the major tasks a digital library project manager faces is getting their project approved and in the queue for development. By exploiting the full potential of the planning phase of the SDLC (systems development lifecycle), a digital project manager can develop a compelling business case for their proposed project. By using SWOT analysis as well as additional considerations, the project manager should identify how the project will address critical organizational (business) issues and success factors as well as provide a compelling case for action. In particular, the most successful business cases develop compelling cases for action by carefully crafting solid arguments for why the digital project being proposed is the most important project an organization to undertake out of all the potential projects that might exist.

This paper fills a gap in the digital project management literature by providing a step‐by‐step process for developing compelling business cases for digital library projects.

The paper explores coordination practices in digital–physical product development and their consequences for companies traditionally relying on physical product development.

Using an embedded case study design, the paper reports four action research initiatives addressing the digital–physical coordination challenges encountered by a leading B2C company.

Effective coordination of digital–physical product development, firstly, involves standardization of process, output and skills to accommodate the stability needed for efficient physical product development and manufacturing. Secondly, it involves agile coordination events, such as Scrum ceremonies and PI planning, to facilitate the mutual adjustment needed to allow agility and the differences between digital and physical product development to be continuously and successfully negotiated.

The paper illustrates a research model with case evidence and suggests tentative theory in the form of propositions. Future research should explore coordination problems and solutions in different digital–physical project types and contexts.

Coordination practices for digital–physical product development are presented and analyzed, providing inspiration for companies.

The paper is the first to explore coordination practices within the emerging field of digital–physical product development.

This paper aims to introduce a methodology for strategic analysis which can used in digital library development. This methodology can be used as a precursor process that assists in developing successful business cases to implement the strategies of a digital library development plan.

Using theory and practice from information technology in both profit and non‐profit organizations, the paper relates the use of strategic analysis to the development of a successful business case for digital library development.

One of the major tasks a digital library project manager faces is getting the project approved and in the queue for development. By exploiting the full potential of the planning phase of the systems development lifecycle (SDLC), a digital project manager can develop a compelling business case for the proposed project. By using SWOT analysis as well as additional considerations, the project manager should identify how the project will address critical organizational (business) issues and success factors as well as provide a compelling case for action. In particular, the most successful business cases develop compelling cases for action by carefully crafting solid arguments for why the digital project being proposed is the most important project an organization should undertake out of all the potential projects that might exist.

This paper fills a gap in the digital project management literature by providing a step‐by‐step process for using strategic analysis in digital library development planning.

The purpose of this paper is to describe a workflow of automated batch‐loading metadata from existing text to a database.

It introduces a case for the experience of metadata creation at Rutgers University Libraries in a collaborative digital project with the Hoboken Public Library in New Jersey.

It is found that a well‐designed workflow is crucial to the success of metadata batch loading. It is also found that the metadata manager needs to collaborate with people of different roles and work carefully with data reorganization and transfer.

Metadata creation and management are an integrated component of any digital project. One's experience in metadata batch loading has practical significance that may be incorporated into the practice of other metadata projects. The workflow introduced in this paper will provide a valuable example for librarians and information professionals to consider or redesign their own digital efforts.

Based on a real exercise, this workflow has been proven to be unique and useful. It was, after the writing of this paper, applied to a new collaborative digital project and once again fulfilled the requirements for another batch‐transferring process.

The objective of this paper is to provide a description of the model for standardized project management developed by the Project Management Institute (PMI), as applied to digital library projects.

Using the PMI model for project management, the paper develops a context for managing digital library projects according to the PMI's standard methodology.

The paper finds that by using a standard methodology increases the likelihood of delivering projects on time and on budget.

This paper will be of interest to digital library project managers as it fills a gap in the literature by providing an accessible overview of the major components of standard project management methodology as defined by the PMI.

The purpose of this paper is to investigate how digital and physical product development can be successfully coordinated and which new product development and contextual practices are suitable for the combined digital-physical product development process.

The paper is based on a multiple-case study within one company with three digital-physical product development projects as the units of analysis. The data collection and analysis are guided by an existing research model. The case study is used deductively to illustrate the model.

When combining digital and physical development processes, one or both need to change. This may lead to sub-optimization of one or both of the processes but optimizes the combined digital-physical process. Various development and coordination practices as well as contextual measures must be put into place to improve fit to the digital-physical process characteristics and mixed materiality.

The paper illustrates the research model with case evidence and suggests tentative theory in the form of propositions. Further research needs to explore the impact of the practices and contextual measures proposed.

This research proposes a range of conditions facilitating the successful development of digital-physical products.

This paper is among the first to empirically explore the complex process of digital-physical product development. Taking a process perspective and focusing on organizational and managerial practices and the influence of context, organization theory is used as the theoretical lens.

If a digital library project is to be successful, the project needs to be run in a professional manner, using project management techniques. This article points out some of the most important aspects of project management such as understanding the project requirements, the role of planning, accurately determining budget and schedule, controlling the scope of the project, and developing expertise. In order to accomplish this, the project manager needs to be a multifaceted leader as well as technically adept.

The purpose of this paper is to describe how cost benefit analysis can be used as a tool for financial‐based decision making in digital library project management.

Using theory and example, the author discusses the use of cost benefit analysis in cases where the financial value of costs versus benefits must be considered.

Cost benefit analysis is useful as a tool for making project decisions based on financial considerations. However, given the inherent subjectivity of valuation of intangibles, the outcome of a cost benefit analysis is not absolute.

This paper fills a gap in the digital library project management literature by applying a tool that has been traditionally used in large‐scale, governmental project plans to the world of library project management. In doing so, project managers in libraries will be better prepared to make decisions based on financial considerations.

In this paper, the author aims to define common causes of resistance to organizational change and describe several tactics project managers can use to overcome some of these causes.

Using theory and example from other management studies, the author relates the relevance of these studies to methods project managers can use to overcome resistance to organizational change.

Resistance to change has several factors, some of them based on level of institutional investment in the change effort as well as the characteristics of interpersonal relations within the organization. Rather than focusing on one aspect, as some earlier research studies have suggested, overcoming resistance to change requires using tactics that can address all of the issues.

This paper fills a gap in the digital library project management literature by providing an overview of a useful methodology for addressing issues related to organizational change and resistance to that change.