Purpose: The first part of the chapter discusses the premise that “wearing many hats” impedes a professional’s ability to get successful project results in a library setting. Offering their own experience as an example, the authors explore the issues that led to the implementation of project manager as a full time position at Hesburgh Libraries. Part two of the chapter offers practical suggestions for incorporating a project management office (PMO) into a library setting. It includes the definition of the virtual PMO model, how this model fits into the organizational structure, and why this model might be preferred in a library environment. It includes descriptions of basic project management tools, techniques, and methods as well as graphic representation of division and overlap of responsibilities. Methodology/approach: The methodology of this article is based on a review of the literature as well as a description of the authors’ experience with implementing project management at their institution. Findings: Project management is a profession that requires dedicated personnel and resources. Actively involved project sponsors and dedicated project managers play a critical role in assuring project success. Basic project management tools, techniques, and approaches can be successfully implemented in libraries. Originality/value: Full time project management in libraries is still a novel concept. Readers will benefit from Hesburgh Libraries’ implementation of new methodology and learn about tools and approaches to introduce project management in their organizations.
History
Date Modified
2021-11-03
Rights Statement
This is a prepublication copy of a book chapter published by Emerald Publishing Limited in Alice Daugherty, Samantha Schmehl Hines (ed.) Project Management in the Library Workplace (Advances in Library Administration and Organization, Volume 38) in 2018. The book is available online at: https://www.emerald.com/insight/publication/doi/10.1108/S0732-0671201838