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This section describes sustainable development (SD) in relation to infrastructure projects and explains how to evaluate SD. SD is assessed as context-dependent, considering the project’s economic, social, and ecological context. Sustainable road infrastructure projects (SRIP) should encapsulate the complete life cycle from idea to development, functionality, and maintenance. SD should be considered as part of the evaluation process prior to project execution, but it can also serve other functions. Sustainability evaluation must start with project appraisal or evaluation and the earliest stages of project decision-making. Sustainable infrastructure projects (SIPs) are evaluated using a variety of techniques and models, such as cost-benefit analysis (CBA), multi-criteria techniques, ecological and societal impact assessments, ranking techniques, models, and evaluation guidelines. Established SD structures and modelling techniques for infrastructure projects are presented from an SD perspective, with the primary objective of investigating how they operate and determining whether existing models provide an effective method for applying the SD idea into infrastructure development. CBA is a widely used strategy for evaluating alternatives to maximize sociocultural well-being. It is based on the likelihood of costing customer advantages and negative impacts and has been discussed in scholarly articles. The multi-criteria decision analysis (MCDA) approach is an acceptable methodology for addressing complex matters involving high risk, conflicting objectives, different types of information and data, different concerns and points of view, and the representation of complex and evolving biological, ecological, and financial frameworks. It combines many methodologies and offers various advantages over more conventional ways of decision-making and plan development. It should be used to increase community participation and empower partner organizations and should apply several criteria at the same time, including those that are difficult to adjust and quantify. The key difficulty with this strategy is the usage of weightings, which has been sharply criticized by several researchers. Life-cycle assessment (LCA) is an adaptive tool used to assess the ecological effects of a particular action, task, or procedure. It is applied globally to decision-making in numerous fields, including transportation, energy, and water, and has become a typical tool for determining the ecological performance of infrastructure projects. However, it has a few flaws and could benefit from improvements to assess SD with greater precision. It is a fragmented mechanism for assessing the three components of SD, but its incorporation into other evaluation approaches is desirable. The evaluation of societal implications has been conducted using a variety of methods and techniques, but there is currently no standard method for assessing the communal and appropriation consequences of infrastructure initiatives. Social life-cycle assessments (SLCAs) are advancing, but consensus remains a challenge. The Evaluation Partnership and the Centre for European Policy Studies identified several obstacles and challenges to implementing an outstanding societal assessment, such as the term ‘societal impacts’ being potentially overbroad and not adequately defined, and the lack of a suitable method for quantitatively evaluating sociological effects. Additionally, a large section of societal assessments is biased and frequently inconsequential. The chapter discussed the theoretical and methodological stances on sustainable road infrastructure, using current SID concepts and evaluation techniques thoroughly.

The purpose of this chapter is to introduce library and information science professionals to the idea of combining the tools and techniques of project management and change management to support the success of their projects. Combining these two methodologies can assist professionals not only in carrying out their projects efficiently, helping them to meet project objectives, but can also increase the likelihood that their project objectives will be accepted by their organizations.

This chapter provides an overview of project management and change management methodologies with numerous examples from academic and practitioner literature and supplements them with concrete, specific examples of how these tools and techniques were implemented in an information management project.

This chapter contributes to the development of change management and project management competencies for librarians by providing explanations of project management and change management which include advice and evidence from the literature combined with examples of how these techniques and processes were applied in a library and information management project. This chapter should therefore serve as an educational tool for library and information management practitioners seeking either to develop their project management and change management skills or to apply these techniques to their own projects.

Articles which combine project management and change management methodologies are rare. This chapter takes these concepts and applies them in a library and information management setting in a way that should be practical and approachable to library and information science practitioners.

Strategy Question: How do we successfully manage our product/service improvement projects?

Summary: The executive has a defined improvement need, and a well thought out specification toward a project to address it. Now the project needs to be done on time. The Milestone Project Management Tool is a structured project management format. It is formatted after classic “stage gate” approaches, with some clever additions that allow it to also serve as an overarching management tool. Each stage gate represents a major element of the development process. Individual tasks supporting the major stage gate item are listed within that heading. By defining these line item tasks, the executive can shape the management tool to fit the particular situation. Color coding completed, ongoing, and incomplete tasks provides a great visual management technique for multiple ongoing projects. The user will be given examples of stage gate milestones (such as Milestone 1 — Project Charter, Milestone 2 — Specification Development, Milestone 3 — Prototype Development, Milestone 4 — Proof of Concept, Milestone 5 — Development, Milestone 6 — Commercialization, etc.) as well as numerous task line suggestions for each stage gate. The user will be encouraged to construct the milestone headings and task line items that make the most sense for their individual situation.

The chapter describes a four-year research project, the objective of which was to design and develop an intervention tool to assist middle school students in their information seeking when engaged in an inquiry-based learning project.

Bonded design method was used to design a proof-of-concept (POC) low-tech Guide, and focus group and Informant Design methods were utilized to develop a Web Guide.

In creating an intervention tool, whether low-tech paper-based or high-tech websites, different methodologies that relied heavily on the participation of students in the design process were successfully utilized.

The research shows that participation of children and adolescents in designing the content of technology for educational use is imperative.

This is a long-term research project, which is unparalleled and unique in its scope, duration, breadth, and depth. Having access to the grade eight classes in a single school over a four-year period has proven to be a remarkable research opportunity, seldom reported in the literature.

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.