Academic Library Implementation of Project Management Standards

2018 ◽  
pp. 133-150
Author(s):  
Kate McCready ◽  
Kirsten Clark
Keyword(s):  
Project Management ◽  
Academic Library ◽  
Management Standards

Innovative management strategies for building and sustaining a digital initiatives department with limited resources

2018 ◽  
Vol 34 (2) ◽  
pp. 117-136 ◽  
Author(s):  
A. Miller
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Strategies ◽  
Academic Library ◽  
Collaborative Management ◽  
Strong Line ◽  
Content Type ◽  
Innovative Strategies ◽  
Other Information

Purpose The purpose of this paper is to offer and explore innovative strategies for building and sustaining digital initiatives at information organizations. Although the examples provided are based on case studies at an academic library, the practices are rooted in project management principles and therefore applicable to all library types, museums, archives and other information organizations. The innovative strategies on staffing and funding will be particularly useful to organizations faced with monetary and staffing shortages and highlights collaborative management practices. Design/methodology/approach Concept of strategic and collaborative management practices led by an experienced project manager cross-trained in management, technical and soft skills enables the successful development and sustainability of digital initiatives. A cross-trained librarian’s management practices of leading the Digital Scholarship Initiatives at a particular university will be examined as a case study and aided with literature supporting the need for digital initiatives leaders to have training beyond the credentials of librarian, curator, archivist or historian in the technologically savvy twenty-first century ecology of information centers. Findings The innovative strategies implemented in the case study yielded increases in the number of hours of digital lab usage, digital projects developed, seminars or workshops presented, attendance of library hosted events, number of programs implemented and awareness on campus, all with limited staff and funding. The variety and level of production and marketing is instrumental to the growth and sustainability of digital initiatives. Practical implications The innovative strategies emphasized in this paper use the concept of borrowed or shared time to start staffing needs and is particularly helpful to organizations that do not have a strong line of dedicated staffing or funding to begin building digital initiatives. Offers small ways to start immediately while setting the stage to plan for big ideas for the future. Originality/value This paper suggests a credentialed information expert, such as a librarian, archivist or curator, that is, also cross-trained in project management and technology is the key to not only successfully leading digital initiatives but is instrumental for its sustainability and the marketing, growth and future of digital initiatives.

Power and Sensemaking in Megaprojects

2017 ◽  
Author(s):  
Stewart R. Clegg ◽  
Christopher Biesenthal ◽  
Shankar Sankaran ◽  
Julien Pollack
Keyword(s):  
Nineteenth Century ◽  
Project Management ◽  
Systems Theory ◽  
Power Relations ◽  
Contingency Theory ◽  
Engineering Practice ◽  
Soft Systems ◽  
Management Standards ◽  
Recent Interest ◽  
Practice Turn

Megaprojects are complex achievements of organization, sensemaking, and management of power relations. Typically, engineering practice stresses rationality and linearity, exemplified in the nineteenth-century roots of modern management in writers such as Taylor and Fayol. A concern with contingency theory and the emergence of project management standards hardly changed these auspices. The emergent focus on soft systems theory and a more recent interest in the practice turn did begin to change megaproject management representations somewhat. In practice, megaprojects are occasions for much complex sensemaking, as Weick defines the concept. In turn, where there are different interests in different sensemaking, then power practices and relations need to be brought into focus. The chapter does this through discussing a number of studies in which these issues have been the focus.

Project Manager Profile Characterization in Energy Sector

2016 ◽  
Vol 7 (4) ◽  
pp. 64-84
Author(s):  
Germán Eduardo Giraldo González ◽  
César Augusto Leal Coronado ◽  
Gabriel Humberto Pulido Casas
Keyword(s):  
Project Management ◽  
Quantitative Analysis ◽  
Literature Review ◽  
Energy Sector ◽  
Project Managers ◽  
Environmental Risks ◽  
Project Manager ◽  
Project Delivery ◽  
Management Standards ◽  
Modern Project

This article describes and analyzes the fundamental characteristics of the project-manager profile in energy sector. This article includes a literature review, qualitative analysis based on expert's interviews, quantitative analysis based on surveys of project managers and finally, analysis and benchmarking of internationally recognized modern project management standards. This exercise contributes to the culture of project development and project management, specifically the recognition of the project manager's role and contribution to the successful project delivery. The identified profile shows satisfactory levels of education, training and experience, with some weaknesses in managing project complexities (environmental, risks, methodologies, communication and social responsibility).

Zastosowanie metod projektowych do zarządzania planem cięć w nadleśnictwach

2018 ◽  
Vol XI ◽  
pp. 71-80
Author(s):  
Tomasz Kurek
Keyword(s):  
Project Management ◽  
Management Plan ◽  
Negative Consequences ◽  
Critical Periods ◽  
Partial Cutting ◽  
Management Standards ◽  
Commercial Thinning ◽  
Forest Division ◽  
Division Model ◽  
Forest Cutting

This article characterises Project Management standards in a ten-year period of the Forest Management Plan. This plan describes all elements of procedure included in obligatory challenges (tasks): silviculture (mowing and intermediate cutting), conservation and harvest (commercial thinning, advanced felling, and final cutting). In this article the forest division model has been created. With this model, the author has shown all of the basic components of Project Management in forestry. By creating milestones, controlling leads, and better planning to carry out the Forest Cutting Plans in critical periods (natural disasters) we can decide how to solve problems and avoid or minimize negative consequences. Project Management enables efficient forest planning in time (ten years) and space (partial cutting).

How Standard Are Standards: An Examination of Language Emphasis in Project Management Standards

2007 ◽  
Vol 38 (3) ◽  
pp. 6-21 ◽  
Author(s):  
Lynn Crawford ◽  
Julien Pollack ◽  
David England
Keyword(s):  
Project Management ◽  
Corpus Linguistics ◽  
Current Work ◽  
Management Standards ◽  
Global Standards ◽  
Similarities And Differences ◽  
Selection Of

In light of current work toward the development of global standards for project management, this paper analyzes differences between a selection of various countries’ existing project management standards. The analysis is conducted using computational corpus linguistics techniques, resulting in the identification of similarities and differences between the standards of five countries.

scholarly journals Implementation of communication and interaction management in distributed environmental projects

2021 ◽  
Vol 6 (2(62)) ◽  
pp. 53-57
Author(s):  
Andrii Khrutba ◽  
Victor Morozov ◽  
Yuliia Khrutba ◽  
Valentyna Tkachenko ◽  
Roksolana Lysak
Keyword(s):  
Project Management ◽  
Effective Communication ◽  
Nature Protection ◽  
Communication Management ◽  
Main Hypothesis ◽  
Management Standards ◽  
Communication Processes ◽  
Management Processes ◽  
Environmental Projects ◽  
Interaction Management

The object of research is the management of communication processes that occur between different stakeholders in project activities in the implementation of distributed environmental projects. The research is based on the application of the basic provisions of communication management in project management methodologies, including Green Project Management used to study the features and factors influencing individual processes in distributed environmental projects. The paper also applies the current provisions, methodological approaches to set theory and systems analysis (to formalize management processes, development of system models); classical and applied project management standards; expert evaluation methods for quantitative evaluation of criteria; methods of mathematical modeling, etc. The information base of the research is statistical data on the implementation of projects, the results of own research. The main hypothesis of the study is the assumption that a significant impact on the outcome of the implementation of distributed environmental projects is determined by the successful management of communications between stakeholders in the development and implementation of the project. Because the formation of an effective communication management mechanism in distributed environmental projects ensures the receipt of the project product with minimal risks. The interrelation of management of communications and interactions in the distributed projects and features of application of the concept of Green Project Management for management of nature protection projects is shown. Peculiarities of interaction management in distributed environmental projects are analyzed. The method of interaction management in nature distribution distributed projects is offered. The method of creation of a communication platform for realization of the coordinated management of communications in the distributed projects is offered. With the help of the method it is possible to coordinate the planned actions of the project participants on a set of compromise and related solutions to implement the tasks that are the best results of the project in accordance with the functions for benefits. It is shown to increase the efficiency of the interaction management process in distributed environmental projects to ensure effective communication in the interaction of stakeholders in distributed environmental projects under the condition of unclear information about the real state of the level of achievement of stakeholder expectations.

scholarly journals Formation of project management units in the federal authorities of Russia in 2016-2021

2021 ◽  
Vol 9 (3) ◽  
pp. 81-85
Author(s):  
Aleksandr Kodincev
Keyword(s):  
Project Management ◽  
Russian Federation ◽  
Developed Countries ◽  
Great Difficulty ◽  
The State ◽  
Management Standards ◽  
Russian State ◽  
State Administration ◽  
The Russian Federation ◽  
New System

The article reveals the process of formation and functioning of structural divisions of project management bodies in the federal authorities of the Russian Federation. In the 2010s, experiments were carried out to introduce project management technologies in individual ministries and regions. Project management standards have been developed. Since 2014, a series of regulations has been adopted that introduced project management into the system of government bodies. The new system, borrowed from developed countries, takes root with great difficulty. Since 2016, the development of project management has moved into the campaign stage. The leadership of the Russian state attaches great importance to the introduction of modern management technologies in the state system, including Project management. Therefore, despite the periodic slowdown of the campaign, the implementation of project management methods in the state administration continues.

Developing a Basis for Global Reciprocity

2011 ◽  
pp. 19-34
Author(s):  
Lynn Crawford ◽  
Julien Pollack
Keyword(s):  
Project Management ◽  
Open Access ◽  
Professional Associations ◽  
Professional Standards ◽  
Significant Issue ◽  
Personal Involvement ◽  
Management Standards ◽  
Market Dominance ◽  
Gate Keeping ◽  
Development Processes

Professional standards are a significant issue for professions such as IT and project management, where certification and licensure are either necessary to practice or to demonstrate individual competence and capability. In many professions there is no basis for international reciprocity of professional standards. This paper documents the development of a standard for global reciprocity between already existing professional standards in the field of project management. Data are based on personal involvement by the authors and interviews with participants. This discussion addresses different approaches to standardisation, how common issues in the standardisation process have been addressed, and how the hindering influence of the professional associations’ proprietorial interest was avoided. Significantly different standards of development processes have been used compared to those typical in Project Management standards development, including: an emphasis on negotiation and joint modification rather than market dominance, and an open access approach, rather than one based on exclusion and gate-keeping.

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