I attended a Computers in Libraries pre-conference called, Project Management for Libraries on Sunday, April 6th. This would have been handy for the SIL ILLiad implementation a few years ago, although that went rather smoothly, I think.The instructor was Mary Auckland, a retired academic library director from the UK who is now now a consultant involved in several projects.
One of the things she emphasized and that I have become a big believer in is stating desired outcomes (or goals) up front so that progress or success of the project can be easily measured. I used to roll my eyes at goals-and-objectives exercises at previous jobs I've had but now I see that estimating the effectiveness of one's work (or an organization's work) is impossible without briefly stating up front the things you want to achieve. This also ensures against mission creep or semi-permanent status of the project. WIth clearly defined goals, everyone can go back to their day-to-day jobs after they are reached.
(As an aside, I'll mention that a few years ago I went to a physical therapist for a shoulder injury. After the therapist took my height, weight, etc. and asked for a description of the problem, she asked me "what are your goals for physical therapy?". I didn't know what to say except that I wanted the pain to go away, but I think she asked me that question because she would otherwise have no way of knowing whether her work was helpful.)
I once installed a software application called Microsoft Project to help in getting the SIL Digital Repository off the ground. I never used the application but discovered at the Project Management (PM) session that one can easily use Microsoft Excel for planning and to view visually the tasks that have to be completed in sequence and those that can happen simultaneously. For example, planning for publicizing a project does not have to wait until the project is implemented or tested. It never occurred to me to use Excel which would have worked better if for no other reason than I didn't have to learn a new application. Ms. Auckland also identified several freely available PM software applications/websites which we may find helpful in the future. Among them:
www.romankoch.ch/capslock/gantt.htm
www.mindtools.com/pages/main/newMN_PPM.htm
After briefly defining projects that need management, the session instructor mentioned that they often involve people who are interested in or eager to change. Several attendees mentioned that many people are skeptical of new projects because they see the initiative as something "on top of" what they already do. But Ms. Auckland emphasized that most often these things should be characterized as "instead of" rather than "in addition to" regular duties. This theme of staff resistance to new projects came up regularly by participants and although it was not a central point in the presentation, the facilitator did recognize and discuss it.
Projects in libraries can be a new building, a new (or changed) service, a new ILS or even a structural reorganization. She pointed out however that desired outcomes should be stated before resources are identified (or identified as lacking) so as not to restrict the flow of ideas.
- Alvin Hutchinson
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