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The purpose of this paper is to define and describe Pugh matrix analysis as a method for decision making when there are multiple criteria that must be factored into a decision.

Using theory and example, the author relates the use of Pugh matrix analysis to the successful selection of prioritized criteria in digital library projects.

Pugh matrix analysis (PMA) is useful as a method for determining a course of action as well as gaining consensus with a project team. Because it is based on multiple criteria decision analysis techniques, PMA can help a team understand the relationship of multiple issues within a project as well as the individual perspectives project team members and the user community bring to the issues at hand.

This paper fills a gap in the digital library project management literature by providing an overview of a useful tool to prioritize the issues, factors, and courses of action within a project that has multiple criteria decision points.

Issues related to usability and creating effective and engaging user experiences on the internet continue to vex libraries and information agencies. Many organizations still do not have an on-going, sustainable usability assessment program in place. This should be a cause for concern because usability programs serve as a quality-control check on our ability to provide quality information. This is why evidence-based information practice is so important as a fundamental building block of a usability assessment plan. This paper aims to address these issues.

Through a review of the basic principles of evidence-based practice, the author puts into context how a web assessment methodology could be put in place at a library or information organization.

Using the principles of evidence-based practice, as well as a user-centered design perspective, can greatly enhance the ability of libraries and information organizations to develop effective web usability assessment programs.

While there has been a significant body of work in library and information science related to implementing evidence-based practice (EBP), there has been little specifically written about applying EBP to web usability assessment. This article fills that gap in the literature.

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.

This, the last part of a three‐part article, aims to provide an overview of the elements necessary to develop an effective project plan for digital library projects.

The paper takes the form of a review and summarization of the literature and thinking in project management applied to the digital library context.

It is found that there are many different approaches to creating a digital library project plan, but several basic elements are essential for developing an effective digital library project plan.

This article provides a succinct synopsis and checklist for creating a digital library project plan.

While it is generally understood that libraries play a critical role in learning, the learning ecosystem is changing rapidly. Online learning is influencing how, why, and when people learn. As people become more comfortable with online learning, there is a need to consider how the learning experience in the digital library can be adapted to these new expectations. The aim is to focus on this.

Based on a literature review and environmental scan, the author makes some suggestions on enhancements to better develop digital library learning experiences.

As consideration is given to both how digital library learning experiences adapt to the needs of today's students as well as help to generate more meaningful learning outcomes, there is a need to expand the repertoire and adopt more dynamic learning environments rather than stick to the tried and true models commonly used today.

This article addresses how newer learning technologies can be used to address concerns related to outcomes and assessment in library learning experiences.

This paper sets out to define and describe paired comparison analysis as a method for prioritizing the factors that have the most impact in a digital library project.

Using theory and example, the paper relates the use of paired comparison analysis to the successful prioritization of competing demands in digital library projects.

Paired comparison analysis is useful to project managers and project teams alike as a means for prioritizing the issues, factors, and courses of action within a single project or among multiple projects, especially when these items are difficult to evaluate using an objective scheme.

The paper fills a gap in the digital library project management literature by providing an overview of a useful tool to prioritize the issues, factors, and courses of action within a project or among several projects, particularly when these items cannot be compared based on similar measures.

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 discuss some of the primary factors that inhibit efficient decision-making in teams and propose some methods to help facilitate the process more effectively. Teams often have a difficult time navigating the decision-making process. Even with a well-defined process, decision-making can be derailed by failing to set and maintain priorities or by ineffectively evaluating the significance of individual decisions that need to be made within the larger project scope.

This article reviews some of the applicable literature related to decision-making and synthesizes it into an approach that can be used by teams to facilitate their decision-making processes.

There are three major impediments to efficient and effective decision-making in teams. Using methods for diagnosing and triaging the nature of decisions, teams can become more effective and efficient in their decision-making processes.

This article synthesizes a number of strands of research from various subdisciplines in management to develop an approach that can be used by project teams to more effectively facilitate their decision-making processes.

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 purpose of this paper is to discuss the factors that can contribute to successful management of these issues by project managers. Frequently, projects involve significant change efforts. To achieve project success, project managers must have the skills and understanding to manage the personnel issues related to change and stress related to change.

By reviewing the definitive literature related to change management, the author provides some criteria for project managers to consider as they foster engagement and manage stress related to change in projects.

There are three primary strategies project managers can use to successfully manage both engagement and stress in projects that involve significant change efforts.

While the issues related to change management have been discussed generally, the application of these theories and practices to project management has not been extensively explored in the literature. This article provides a general overview of the major theories in direct relationship to project management.