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    Project Management in Libraries, Archives and Museums: Working with Government and Other External Partners
    Project Management in Libraries, Archives and Museums: Working with Government and Other External Partners
    Project Management in Libraries, Archives and Museums: Working with Government and Other External Partners
    Ebook284 pages2 hours

    Project Management in Libraries, Archives and Museums: Working with Government and Other External Partners

    By Julie Carpenter

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    About this ebook

    Aimed at practitioners and managers, this practical handbook provides a source of guidance on project management techniques for the academic and cultural heritage sectors, focusing on managing projects involving public sector and other external partners. Issues under consideration and illustration include: different approaches to managing projects and how to select appropriate methods; using project management tools and other applications in project development and implementation; ensuring the sustainability of project outcomes and transferability into practice; realistic monitoring methodologies and specification and commissioning evaluation work that has real value.
    • Written by an experienced project manager, it addresses project management realities rather than theory
    • Deconstructs the traditional ‘project cycle’ model to address different project approaches
    • Takes into account the government and local government context, especially operational procedures and accountability
    LanguageEnglish
    PublisherElsevier Science
    Release dateDec 10, 2010
    ISBN9781780630526
    Project Management in Libraries, Archives and Museums: Working with Government and Other External Partners
    Author

    Julie Carpenter

    Julie Carpenter is Director and Lead Consultant of Education for Change Ltd (EfC). She is a qualified librarian and joined the British Council, working to improve the Council’s own library and information services. She led the British Council’s policy and strategic inputs on book and information provision in education projects funded by the World Bank. She has been a consultant since 1990 and was successful in developing and managing research projects under the European Union’s early R&D Framework Programmes. She has led and managed research and consulting projects in the UK for the Joint Information Systems Committee (JISC) of the Higher Education Funding Councils, and the Museums, Libraries and Archives Council (MLA). From 2004 – 2006 she directed the summative evaluation of the UK Big Lottery Fund’s ICT Content for Learning Programmes.

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      Book preview

      Project Management in Libraries, Archives and Museums - Julie Carpenter

      publishers.

      1

      What does project management mean?

      Introduction

      Projects are a common feature in the work of libraries, archives and museums. They may be activities which are part of a broader programme of strategic change, or externally-funded initiatives perceived as somehow ‘separate’ from operational realities.

      The ‘projectisation’ of work has led to the widespread use of ‘project’ terminology: people talk about ‘project managing’ something, when they often mean problemsolving and decision-making; IT ‘projects’ can mean anything from the introduction across an institution of some new application, to a full-scale system procurement; things tend to be ‘implemented’ rather than ‘executed’ or simply ‘done’; institutions might adopt a ‘project-approach’ to management issues. The word ‘project’ itself is so widely used in so many different contexts that its meaning has become rather vague.

      This first chapter will explore the most common approaches to project management and to the main roles and responsibilities of a project manager.

      What is a project?

      So what do we mean by a project? Most definitions emphasise the following common features of projects:

       They are temporary – that is, they have definite start and end dates; when the work is complete the project is finished and remaining resources may be dispersed.

       They have definable aims, objectives and outcomes, which almost always involve something unique, some innovation or change, with results that are different from other day-to-day functions or outputs of the organisation.

       They use defined and predetermined resources to achieve the required outcomes.

      The PRINCE2 methodology takes a process-driven approach and the project is seen as the structures and resources set up to deliver something. In the service-driven world of libraries, museums and archives, however, people are more inclined to think of projects as the development and delivery of the outcomes of those structures and resources – an important difference, in my view, with implications for the way projects might be

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