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To demonstrate how the Project Management Body of Knowledge (PMBOK), a formal project management framework commonly used in corporate settings, can be used to manage library projects, even in situations where the librarian does not have authority over project resources, like personnel, scope, and budget.

This chapter uses a conceptual review of the library, project management, and library project management literature to construct recommendations and best practices.

Many of the PMBOK tools are effective for project managers working without formal authority. These tools include the Stakeholder Register, which allows a project manager to track stakeholders based upon their interest and influence; the Responsibility Assignment Matrix, which allows a project manager and team members to quickly and easily see work and personnel relationships; and Integrated Change Control, which provides project managers with a process for understanding and documenting the impact of project changes. These tools, as well as the PMBOK’s strategies on managing project communication and monitoring and controlling project work, which help orient stakeholders to the work and expectations of the project, while also making sure there are no surprises, provide effective project management tools for librarians working without formal authority.

While the PMBOK is occasionally discussed in the library literature, this chapter extensively uses the framework to connect the framework to library project management. This chapter also shows how the PMBOK, which relies on formal authority, can also be used in situations where the project manager lacks it.

The use of subcontracting within the modern construction industry has become commonplace with many main contractors only undertaking the management and co‐ordination activities. The reliance on subcontractors has put much stress on the subcontractor — main contractor relationship. As main contractors have realized that the greatest potential for cost saving lies with subcontractors, the prevalence of unfair contract conditions, dutch auctioning and other onerous practices has increased. This paper describes a procurement approach, utilizing limited competition, developed by a top UK main contractors (MC) in order to improve its relationships with subcontractors. The approach, termed semi‐project partnering, was implemented on a commercial development. The approach was supported by research which identified: what MC's employees want from subcontractors; what subcontractors want from main contractors; and a study to benchmark MC's performance with that of other main contractors. It was concluded that this approach offers a number of benefits for the client, main contractor, partnering subcontractors and professional consultants. These included an improved team approach; an improved understanding of the project; more compliant subcontractor bids; better/closer relationships; more reliable programming; less confrontation; and lower tendering costs. It was also identified through debriefing subcontractors that sub‐contractors were quoting a10% lower than normal due to this approach.

This case builds on elements of project management (PM) – specifically project initiation – including the development of a project charter and stakeholder analysis.

The case was developed from secondary sources as well as first-hand knowledge of the project by one of the authors. This author was on faculty at a private university in the southeastern USA, teaching numerous courses in the pharmacy curriculum while also serving as the Community Practice Residency Director for community pharmacies around the state. While connecting with these organizations, additional revenue requirements and complementary services were frequent topics of attention, leading to a grant to assist pharmacies in building out such services. Through this grant, the author engaged in consultations with community pharmacies around the state, including the pharmacy highlighted via this case. Pseudonyms have been used for the business, and all individuals associated with it, to maintain anonymity. Secondary sources used for additional research include industry reports and related websites.

Richard has owned and operated a community pharmacy, Our Family Farmacy (OFF), for years. A changing industry climate has forced Richard to diversify the products and services he provides. In addition to the distribution of medicine and front-end sales of consumer goods, Richard is seeking to expand into a larger spectrum of healthcare services. After researching several different types of services, and after dealing with related personal family circumstances, Richard decided that OFF should begin their expansion by offering depression screening services. He turned initiation of the project over to his pharmacy intern, Caitlin.

This compact case is geared toward undergraduate- and graduate-level students taking courses in general management and, more specifically, PM. This case might also be used by students with a career focus in the healthcare sector, and could of particular interest for students in a pharmacy program. Classroom application should encompass discussions on the project initiation process group, particularly with the processes regarding the project charter deliverable and the identification and assessment of project stakeholders.

The purpose of this study is to explore the knowledge management (KM) perspective of information technology (IT) projects based on enterprise system (ES) implementations. The study determined what knowledge is needed in each of the project phases (what for, from what sources), how this knowledge is transformed during the project (what knowledge activities are performed concerning this knowledge) and what knowledge-related artifacts are created. A KM framework for ES projects is formulated based upon the results.

The research has a qualitative exploratory design based on multiple data sources: documentation, semi-structured interviews and participant observation. A coding procedure was applied with the use of a pre-defined list of codes, as derived from KM literature regarding knowledge types, actors, project phases and activities. Open coding was used to determine the role of each type of knowledge in the implementation process.

The study examined the significance of the particular types of knowledge of each project actor across the project phases, and identified the specific knowledge activities that need to be performed for a successful outcome. In contrast to existing literature, this study also demonstrates that project management knowledge consists of two components: generic and product-related. Meta-knowledge, i.e. knowledge about other people’s knowledge was also identified as critical in the initial phases of the project. Solution knowledge was identified as the primary knowledge product. It is the result of the integration of company and product knowledge and is embedded into the system.

The limitation of this study is that it concentrated on a specific type of the IT project, namely ES implementation. The results cannot be directly extrapolated to other IT projects.

The results of the study may aid in effective staffing for ES implementations and in identifying the necessary knowledge sources. They may also enable the development of relevant KM procedures for a project.

No comprehensive project KM framework for ES has been found in the existing KM literature, and this study fills this gap in the research.

The purpose of this paper is to investigate the implementation process of an open source (OS) enterprise management system in the South African Public Sector. Change management was observed in relation to challenges and opportunities in the alignment of the internal organisational changes to the imperatives of the national free and OS software policy.

An interpretive case study, using interviews, observation and document review was used.

Alignment of the organisational environment, change management strategies and technology is required to address many of the “common” change management challenges. However, information and communication technology policies are formed and adopted in a highly complex environment and have embedded property and power relations which impact the nature and direction of their implementation. In this case one of the main challenges arose from the alignment of internal organisational change to a national policy which did not seem to have the full support of the agency which was tasked with implementing it.

Many of the challenges faced by the public sector department are commonly described in change management literature, such as inadequate consideration for the social context in which the change was to take place. What emerges from this paper is a caution that there is not a sole voice within government and in a multi‐levelled and multi‐sectoral institution there exist many different rationalities. The internal alignment of the divergent voices within government would be a prerequisite for the organisational environment, change management strategies and technology to be aligned.

The purpose of this paper is to investigate the implementation process of an open source enterprise management system in the South African public sector. Change management was observed in relation to challenges and opportunities in the alignment of the internal organisational changes to the imperatives of the national Free and Open Source Software policy.

An interpretive case study, using interviews, observation and document review was used.

Alignment of the organisational environment, change management strategies and technology is required to address many of the “common” change management challenges. However, ICT policies are formed and adopted in a highly complex environment and have embedded property and power relations which impact the nature and direction of their implementation. In this case, one of the main challenges arose from the alignment of internal organisational change to a national policy, which did not seem to have the full support of the agency which was tasked with implementing it.

Many of the challenges faced by the public sector department are commonly described in change management literature, such as inadequate consideration for the social context in which the change was to take place. What emerges from this paper is a caution that there is not a single voice within government and that in a multi‐levelled and multi‐sectoral institution, many different rationalities exist. The internal alignment of the divergent voices within government would be a prerequisite for the organisational environment, change management strategies and technology to be aligned.

Studies conducted on advanced planning and scheduling (APS) systems have found problems in the marginal or negative returns from APS systems when they are implemented in manufacturing planning and control processes. The purpose of this study is to examine what problems exist in the onward and upward phase of the APS system implementation and how the individual, technical and organizational (ITO) dimensions in the implementation phases influence the problems in the onward and upward phase.

Three different manufacturing companies using a supply chain planning module to support their tactical manufacturing planning processes were chosen and their APS system implementation phases were studied. Interviews with the project members and the end-users, and on-site visits, were conducted. Internal company data and presentations were collected and analyzed according to four implementation phases and the ITO dimensions.

Three types of problems were identified in the onward and upward phase: process-related problems concerning difficulties to move forward; dependency on a consultancy firm; and too much time spent in the system. System-related problems include the usage of parallel systems and inadequate usage of the appropriate potential of the APS system. Plan-related problems regard an incorrect production plan. Different relationships between the ITO dimensions in the implementation process and the problem type were proposed.

The relationships identified in this paper are of important knowledge for companies who are implementing, or are in the process of implementing, APS systems.

There has been little written about the implementation issues of APS systems. The practical use of APS systems in the tactical planning is also relatively low. It is not known what problems to expect and how the ITO dimensions influence the problems during implementation. The findings this paper discusses fill some of these gaps.

This study aims to present a case study using a Lean Six Sigma (LSS) process to manage the Assurance of Learning (AoL) process in higher education. The case study highlights the value that LSS can bring to the higher education context in respect to making the AoL process more efficient and more effective. The article also illustrates lessons learned in relation to adopting LSS in higher education institutes (HEIs).

The case study presented is part of a larger undertaking implemented by the Faculty of Economics and Administration (FEA) at King Abdulaziz University in Saudi Arabia to improve its curricula for all its programs as the graduate and undergraduate level in line with the 2013 Association to Advance Collegiate Schools of Business standards. The FEA project team implemented the AoL process using an LSS methodology – define–measure–analyze–improve–control (DMAIC).

The experience of the FEA as described in the case study suggests that the DMAIC framework can be very useful in managing the AoL process. Three aspects of LSS used in the AoL context are identified as critical in ensuring that the process achieves its stated institutional goals. Firstly, it is necessary to clearly identify which team members have which areas of responsibility in relation to, for example, sponsoring, implementing, managing and monitoring the project. Secondly, the common language provided by LSS is essential to fostering collaboration among members of a cross-disciplinary team. Lastly, quantifiable priorities should be identified.

The experience of the FEA as described in the case study suggests that the DMAIC framework can be very effective in advancing and managing the AoL process. For example, writing the project charter, mapping the process using the suppliers, inputs, process, outputs, customers model and using various LSS tools and techniques to measure and control the assessment were critical to improving the AoL process.

This paper provides a guide to the range of practices cited in the literature on implementing LSS in relation to AoL as a comprehensive means of assessing, evaluating and improving curriculum design and delivery. The importance of this process to accreditation is explored and recommendations are offered focused on realizing both short- and long-term benefits through the initial assessments and subsequent iterations.

The defining contribution of this paper to the literature is its consideration of LSS implementation in the HEI context through the development and management of the AoL process.