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This article reports key results of a study of the longer term effects of one type of grant (US Library Services and Construction Act), awarded to Wisconsin public libraries over five years (1989‐1994) to improve services to specific groups of users. The study used a qualitative, case study methodology to formulate theory derived from data. Data collection included analysis of proposals and final project reports for 119 funded projects, and, for a sub‐set of 22 selected projects, 74 structured telephone interviews with public library directors and project coordinators, representatives of user groups and related service agencies, and regional systems specialists familiar with the projects. Findings suggest that such projects do have long term benefits. Guidelines are provided for public libraries for developing fundable proposals, and recommendations are made to help funding agencies increase the likelihood of selecting successful projects.

Local history activities are becoming an important function of public libraries in the United States. Librarians are recognizing that they must play a leading role in preserving the records that embody the unique heritage of their communities. This role is especially important in communities that lack a well‐staffed historical museum. Because the library is freely open to all and tends to have more hours and facilities for servicing the information needs of the general public, it can be the ideal interface between historical materials, historical museums, societies, and historians, and the people in the community. Often historical societies lack the staff, funds, and facilities to function effectively as an information place for the average citizen. Cooperation between libraries and historical societies is essential and should be nurtured by both agencies. It is not uncommon to find that the librarian is an active member of the historical society—sometimes even functioning as the town historian.

The purpose of this paper is to outline the findings from the initial stages of an activity-based benchmarking project developed across an international network of academic libraries. Through working on a shared response to the question: “if we enable and support the academic endeavour how do we measure our effectiveness?” the network of libraries is using the formal mechanism of benchmarking as a means of continuous improvement.

Actual improvements as a result of benchmarking are known to arise from considering and looking at processes, tools and techniques rather than from simply comparing and reviewing measurements of activity. The establishment of the Matariki Network of Universities provided the opportunity to begin work on international benchmarking amongst the member libraries. The project is a collaborative exercise involving comparisons across the libraries on a selected number of services and activities that are similar across the institutions and are representative of overall library service provision. In this first stage of the project the focus is on support for teaching and learning, specifically activities and programmes that support the transition of first-year students into university life. To simplify the process the libraries have shared details in relation to specific cohorts of students. In order to achieve this, participating libraries used an online collaborative workspace to respond to a series of questions. These responses were analysed to identify common themes, highlight exemplars and select further topics for discussion.

Acknowledging the challenge of international collaboration, processes and mechanisms were developed. It was important to establish a shared language with a set of agreed terms and definitions. Similarly, taking time for each partner to contribute to the project has been valuable. Consideration of each of the libraries responses to the survey questions reveals a diverse number of activities and practices that represent a strong commitment to the needs of students. Drawing on institutional strategic direction and policy, each library allocates substantial resourcing to these activities and practices. The exercise within the benchmarking project produced a valuable set of data for each library to review and learn from. In terms of managing the project, findings are consistent with those reported in the administration of other benchmarking projects. The libraries are in the early stages of developing a series of common international performance measures. It is evident that learning more detail about assessment processes used across each library is necessary to advance the project aims. Further work with the project partners on measuring the effectiveness of their activities will allow the testing of the application of a maturity model for quality improvement of library assessment practices.

The project provides the opportunity to develop a series of performance measures that can be verified across an international network of libraries. Sharing information on activities and practices that impact upon the wider institution provides a means to review and improve library assessment practices.

This paper outlines the first benchmarking activity in the development of a review of performance measures through an activity-based benchmarking project. The activity included an international network of academic libraries. This work will lead to benchmarking effectiveness measures and the development of a library assessment capability maturity model. This will offer a development path, and a better understanding of progress, to demonstrate value and provide evidence of successful outcomes.

The following article was prepared by Mr. Robert Bray, Chief of the Technical Information Division, Library of Congress, in co‐operation with several members of the Library's staff. The views presented herein are the author's and may not be necessarily statements of the Library of Congress policy.

The paper begins with a brief history of library automation and the implementation of DOBIS/LIBIS at the King Fahd University of Petroleum and Minerals Library. It also discusses the management aspects of the automation project including the composition of the project management teams, the roles of the Project Manager and the Library Systems Analyst and the relationship between the Library and the Data Processing Center as two major partners of the project. The paper also highlights the limitation of the Systems Office in the absence of full‐time staff and suggests that library automation must be managed just as other activities are managed.

Come, Madam But I don't have my shoes on. Come, Madam.

Washington's Statewide Virtual Reference (VRS) Project began in 2001, following some early adapters, but also at a time when most libraries and states still were considering the merits, possibilities, and pitfalls of the service. This chapter follows the development and implementation of a virtual reference (VR) service, along with support activities such as training, marketing, and assessment, in several collaborative library alliances across Washington State; describes unexpected opportunities, and plans for future sustainability. It ends with an analysis of experiences, successes, and failures, along with plans for the future based on the many things that were learned.

Academic library work has often been project-based; however, the interest and adoption of formalized project management techniques has come late to these organizations. The desired outcomes of good project management systems include excellent communication, organized work in manageable tasks, clear expectations, and responsible management of resources.

With an aim to improve on these elements, a new focus on project management at the University of Minnesota Libraries provided a unique opportunity to showcase the development of an informal, in-house set of standard processes for a large, academic institution. Honoring the processes found within individual departments and divisions was key to the work of the Project Management Processes Task Force that created common language and standard processes for project development and implementation to support the growing focus on cross-divisional, cross-departmental projects.

The outcome of this work was to greatly streamline the ability of any staff member to successfully develop and move project proposals from idea to completion. Transparency of process led to stronger understanding of not only project status but also key stage gates and decision points to ensure projects stay on track in supporting the Libraries’ strategic planning. The clarity in scope and the outcomes of projects creates more potential for the Libraries to align their work with that of the University as a whole. Well-developed and implemented project management standard processes create stronger connections between all library units, through consistencies of practice and language, as well as shared expectations and outcomes, by both staff and administrators.

The University of Minnesota Libraries’ process for developing practical project management processes identifies the benefits of this approach for similar organizations as well as outlining specific methods for implementing a set of standards within academic libraries.

This chapter traces the history of digital libraries (DLs) in the United States through the funding sources that have supported DL research and development over the past decade and a half. A set of related questions are addressed: How have the mission and goals of funding agencies affected the types of projects that have been funded? What have been the deliverables from funded projects and how have the goals of the funding agencies shaped those deliverables? Funding agencies have exerted strong influence over research and development in DLs, and different funding agencies have funded different types of projects, with varying sets of concerns for driving the various fields that feed into DLs. This chapter will address the impact that DL funding has had on the development of research in the field of Library and Information Science, as well as on the practice of librarianship.

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.