Digital Collections Are a Sprint, Not a Marathon: Adapting Scrum Project Management Techniques to Library Digital Initiatives

Dulock, Michael; Long, Holley

doi:10.6017/ital.v34i4.5869

Cited by 19 publications

(9 citation statements)

References 9 publications

(6 reference statements)

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“…Based off of the empirical literature, this data analysis and the disciplines best practices, it is a vital recommendation when implementing a PM process to be agile in the approach. This will empower the individuals involved, help react to unforeseen consequences and maintain flexibility in a chaotic environment, which is vital in a technology-infused industry (Dulock and Long, 2015;Sliger, 2011).…”

Section: Discussion and Recommendationsmentioning

confidence: 99%

Project management in higher education: a grounded theory case study

Porter

2019

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Purpose This paper analyzes project and portfolio management within a major research library, while it was undergoing a complete physical renovation and reinvention of programs and services. This is a complex, almost 100-million-dollar undertaking that implemented a project management (PM) methodology known as portfolio management. The purpose of this paper is to analyze the implementation and management of this process and provide a brief overview on project and portfolio management as a discipline. Additionally, it provides strengths and weaknesses as well as recommendations when implementing PM. Design/methodology/approach The analysis uses a qualitative research methodology case study with a theoretical foundation of inductive grounded theory. The case study is based primarily on seven interviews of project managers who are involved with the project. It also uses document analysis to assist in triangulating the findings and provide a contextual overview of a complex process. A number of themes emerged into overall categories and findings. Findings The key takeaways were the perceived strengths and weaknesses of the process. The strengths were improved communication and transparency, improved organization and documentation and formal decision-making process and resource allocation. The weaknesses were the hammer and the nail problem, the tools and paperwork, rigidity and the lack of agility within the process. This study also describes the process in detail and gives recommendations for improving the methods implemented in similar circumstances. Originality/value This paper analyzes strategic management concepts from an empirical grounded theory approach and real-world perspective with key recommendations.

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Section: Discussion and Recommendationsmentioning

confidence: 99%

Project management in higher education: a grounded theory case study

Porter

2019

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“…While there is literature on this topic, most people learn on the job. 18 A successful project manager demonstrates mastery of this competency by taking responsibility and assuming leadership of the project throughout the process, even if they are not intimately involved in the day-to-day tasks. They often are responsible for hiring and training project team members as well as communicating and responding to project team members and stakeholders.…”

Section: Project Managementmentioning

confidence: 99%

Cultivating Digitization Competencies

O'Hara

Lapworth²,

Lampert³

2020

ITAL

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This article is a case study of how six digitization competencies were developed and disseminated via grant-funded digitization projects at the University of Nevada, Las Vegas Libraries Special Collections and Archives. The six competencies are project planning, grant writing, project management, metadata, digital capture, and digital asset management. The authors will introduce each competency, discuss why it is important, and describe how it was developed during the course of the grant project, as well as how it was taught in a workshop environment. The differences in competency development for three different stakeholder groups will be examined: early career grant staff gaining on-the-job experience; experienced digital collections librarians experimenting and innovating; and a statewide audience of cultural heritage professionals attending grant-sponsored workshops.

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“…Librarians often bring prior disciplinary knowledge from work or other studies (Dulock and Long, 2015), which enables for specialization and perspective in their library roles. Project management, leadership, grant writing and technical skills are disciplinary knowledge highly valuable to library department development; however, these are not the focus of a librarian’s degree program.…”

Section: Literature Reviewmentioning

confidence: 99%

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

Miller

2018

DLP

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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.

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Digital Collections Are a Sprint, Not a Marathon: Adapting Scrum Project Management Techniques to Library Digital Initiatives

Abstract: ABSTRACT

Cited by 19 publications

References 9 publications

Project management in higher education: a grounded theory case study

Project management in higher education: a grounded theory case study

Cultivating Digitization Competencies

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

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