Project Management in Libraries
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图书馆项目管理代写 The research further highlights the importance of defining the scope of the project. Assembling the right team, evaluating the outcomes
Table of Contents 图书馆项目管理代写
1.Introduction………………………………………………………………………………………………….3
2.Significance of project management for an information organization…………………3
3.Successful project management in information organizations……………………………6
3.1 Observing steps of project management………………………………………………………..6
3.2 Use of web-based working environment………………………………………………………..8
3.3.Use of project management methodologies……………………………………………………9
3.4 Establishment of a portfolio management team…………………………………………….11
4.Conclusion……………………………………………………………………………………………………11
1. Introduction
In 2008, the University of Arizona library adopted the BYU project planning and management process, for effective management and prudent allocation of resources. Likewise, the University of Leeds library used project management methodologies for identification of deliverables, and consistency throughout the implementation project. These two examples provide us with irrefutable proof that project management techniques help the academic libraries to achieve better results in their projects. This paper discusses the significance of project management and measures that are used for successful project management in information organizations.
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1.简介 图书馆项目管理代写
2008 年，亚利桑那大学图书馆采用了 BYU 的项目规划和管理流程，以实现资源的有效管理和审慎分配。 同样，利兹大学图书馆使用项目管理方法来确定可交付成果，并在整个实施项目中保持一致性。 这两个例子为我们提供了无可辩驳的证据，证明项目管理技术有助于学术图书馆在他们的项目中取得更好的成果。 本文讨论了项目管理的重要性以及用于信息组织中成功项目管理的措施。
2.Significance of project management for an information organization
In the article titled, project management in libraries, Hoffman and Winston (2005) finds that the concept of project management was initiated. And popularized by Frederick Taylor but it has since been adopted in many industries and sectors. The concept of the project management was further developed by Henry Gannt, who discovered the Gantt Chart for tracking project performance as well as Willard Frazar who came up with the Program Evaluation and Re1view Technique to evaluate the timelines, costs and the quality of the project (Hoffman &Winston, 2005). Currently, the concept is widely appreciated in the production operations and the service industries. In the private sector, the concept of project management involves several steps including application of principles of planning. Project design, proper resource allocation, tracking and evaluation of the progress.图书馆项目管理代写
The concept of the project management was first implemented in the military. And it has since been adopted in the transportation, engineering, construction, telecommunication, technology and energy-related sectors. Hoffman and Winston (2005) observe that project management methods. And software have successfully been adopted by the Boeing Company and service industries such as Horizon Blue Cross Blue Shield. Hoffman and Winston (2005) further observe that through project management organizations are able to save time as well as the total cost of the project.
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2.项目管理对信息化组织的意义
在题为图书馆项目管理的文章中，Hoffman 和 Winston (2005) 发现项目管理的概念被提出。并由 Frederick Taylor 推广，但此后已被许多行业和部门采用。项目管理的概念由亨利·甘特进一步发展，他发现了用于跟踪项目绩效的甘特图，以及提出了项目评估和审查技术来评估项目的时间表、成本和质量的威拉德·弗拉扎 (Willard Frazer)。霍夫曼和温斯顿，2005 年）。目前，这一理念在生产经营和服务行业得到广泛认可。在私营部门，项目管理的概念涉及几个步骤，包括规划原则的应用。项目设计、适当的资源分配、进度跟踪和评估。
项目管理的概念首先在军队中实施。此后，它已被用于交通、工程、建筑、电信、技术和能源相关部门。 Hoffman 和 Winston (2005) 观察到项目管理方法。并且软件已成功被波音公司和Horizon Blue Cross Blue Shield等服务行业采用。 Hoffman 和 Winston (2005) 进一步观察到，通过项目管理组织能够节省时间以及项目的总成本。
The effectiveness of the project management in reductions of cost is evident at Goodrich, where project management techniques are used to overhaul planes efficiently and quickly.
Overall, project management is appreciated in manufacturing organizations for successful implementation of large projects as well for efficient production and distribution of products. In the service industries, project management techniques are to avoid redundancies and duplication of components of the project. As Cervone (2004) suggests project management techniques are appreciated in the information technology sector for implementation of IT systems. And providing on-line management support. The information technology sector has also developed innovative products such as the Microsoft Project, Open Plan, Primavera Software and Turbo Project to help organizations to better manage large projects.图书馆项目管理代写
In the libraries, project management has become important in the face of the proliferation of innovations such as virtual reference and digital repositories. According to Revels (2010) in libraries, project management is closely related with elements such as renovation. Design and building projects for new and expanded library facilities. In his view Wamsley (2009) argues hat project management techniques are applicable in the implementation of and migration to new integrated library information systems. The available library literature seems to suggest that use of project management tools is already taking place.图书馆项目管理代写
Kinkus (2007) offers us a good example of the Purdue University Library where the concept has been applied in the implementation of the new digital reference services. Similarly, at the University of Central Florida, Microsoft project software was used to implement new e-reference software. There are other articles which provide us with perfect examples of the project implementation in libraries.
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项目管理在降低成本方面的效果在 GOODRICH 是显而易见的，在那里项目管理技术被用来高效快速地检修飞机。
总体而言，项目管理在制造组织中因成功实施大型项目以及产品的高效生产和分销而受到赞赏。在服务行业，项目管理技术是为了避免项目组件的冗余和重复。正如 Cervone (2004) 所建议的，项目管理技术在信息技术部门用于 IT 系统的实施受到赞赏。并提供在线管理支持。信息技术部门还开发了 Microsoft Project、Open Plan、Primavera Software 和 Turbo Project 等创新产品，以帮助组织更好地管理大型项目。
在图书馆中，面对虚拟参考文献和数字知识库等创新的激增，项目管理变得很重要。根据图书馆 Revels (2010) 的说法，项目管理与翻新等要素密切相关。为新的和扩建的图书馆设施设计和建造项目。在他看来，Wamsley (2009) 认为帽子项目管理技术适用于新的集成图书馆信息系统的实施和迁移。现有的图书馆文献似乎表明项目管理工具的使用已经开始。
Kinkus (2007) 为我们提供了普渡大学图书馆的一个很好的例子，其中该概念已应用于新数字参考服务的实施。同样，在中佛罗里达大学，微软项目软件被用于实施新的电子参考软件。还有其他文章为我们提供了图书馆项目实施的完美示例。
In such one study, Stanley et al. (2003) examined the suitability of the project management approach adopted by the Leeds University Library.
According to Stanley et al (2003) project management approach help the stakeholders to agree on key deliverables. And enhance proper documentation across the implementation process. Stanley et al (2003) emphasizes on the importance of the staff training prior to the project implementation, in order to provide them with the appropriate skills and achieve improved competencies. At the end of the study, Stanley et al. (2003) concluded that project management within higher education libraries is an essential ingredient in cost reduction and proper management of large projects.图书馆项目管理代写
The role of the project management in academic libraries was highlighted in the 2004 International Association of Technological University Libraries, where panelists examined how the University of Illinois at Urbana-Champaign had faired in its project management implementation. During the implementation of the project, a rigorous methodology was used and ensured successful execution of all activities including bar coding of the three million books in preparation for the transition to the new automated library system and transfer of the volumes to the new high density facilities.
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在搜索一项研究中，斯坦利等人。 (2003) 检查了利兹大学图书馆采用的项目管理方法的适用性。
根据 Stanley 等人 (2003) 的说法，项目管理方法有助于利益相关者就关键可交付成果达成一致。并在整个实施过程中增强适当的文档。 Stanley 等（2003）强调在项目实施前对员工进行培训的重要性，以便为他们提供适当的技能并提高能力。在研究结束时，Stanley 等人。 (2003) 得出结论，高等教育图书馆内的项目管理是降低成本和妥善管理大型项目的重要组成部分。
2004 年国际科技大学图书馆协会强调了项目管理在学术图书馆中的作用，小组成员审查了伊利诺伊大学厄巴纳-香槟分校在其项目管理实施中的表现。在该项目的实施过程中，使用了严格的方法并确保所有活动的成功执行，包括对 300 万本书进行条形码编码，为过渡到新的自动化图书馆系统和将书籍转移到新的高密度设施做准备。
In addition, the panelists discussed the following key components of the project implementation: project visualization, definition and planning, implementation and closure (Burich et al., 2009).
At the University College Library, project management was used in the implementation of the implementation of the institutional repository and in particular, the Project Management Institute’s PMBOK method was widely used during the entire course of the project. Using well established methodologies has huge benefits including enhanced communication throughout the lifecycle of the project while promoting collaboration between the academic libraries and external entities. Other benefits associated with the use of management techniques include clear identification of the deliverables, minimization of the scope creep and motivation of staff members. While using project management has well established benefits, Wamsley (2009) regrets that many librarians do not have the required skills for leading projects.
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此外，小组成员还讨论了项目实施的以下关键组成部分：项目可视化、定义和规划、实施和收尾（Burich 等，2009）。
在大学学院图书馆，项目管理被用于机构知识库的实施，特别是项目管理学院的PMBOK方法在整个项目过程中被广泛使用。使用完善的方法具有巨大的好处，包括在整个项目生命周期中加强沟通，同时促进学术图书馆与外部实体之间的合作。与使用管理技术相关的其他好处包括明确确定可交付成果、最大限度地减少范围蔓延和工作人员的积极性。虽然使用项目管理具有公认的好处，但 Wamsley (2009) 对许多图书馆员不具备领导项目所需的技能感到遗憾。
3.Successful project management in information organizations
A number of studies seem to suggest that the success of a project is linked to the iron triangle of cost, time and quality. Indeed, according to the traditional view, a successful project should meet the objectives on time, in budget and to scope. According to this traditional view, a project was deemed unsuccessful if it exceeded the due date, if its expenses overran the budget or if its outcomes failed to satisfy predetermined performance criteria. However, according to Liu (2005) the success of a project goes beyond the iron triangle of cost, time and quality to include other components such as methodologies and project management techniques and controls. Success factors to project management include: quality management, financial resources, controlling and monitoring, organization, scheduling, team and leadership, project manager, communication, stakeholder management, and planning. Some of these success factors are discussed in details in the sections below.图书馆项目管理代写
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3. 成功的信息组织项目管理 图书馆项目管理代写
许多研究似乎表明，项目的成功与成本、时间和质量的铁三角有关。事实上，根据传统观点，一个成功的项目应该在时间、预算和范围内达到目标。根据这种传统观点，如果项目超过到期日、费用超出预算或结果未能满足预定的绩效标准，则该项目被视为不成功。然而，根据 Liu (2005) 的说法，项目的成功超越了成本、时间和质量的铁三角，还包括其他组成部分，如方法论、项目管理技术和控制。项目管理的成功因素包括：质量管理、财务资源、控制和监控、组织、日程安排、团队和领导力、项目经理、沟通、利益相关者管理和计划。以下部分详细讨论了其中一些成功因素。
3.1 Observing steps of project management
A project in an information organization is initiated for number reasons and the initiators could be the administrators, the management or other external entities. During the initiation stage, a project manager is appointed after which proper planning is conducted in order to identify stakeholders who will be involved in the project. The importance of project planning is recognized by Ofer and Shlomo (2006) in a study whose sample population was made up 280 project managers. The project managers were drawn from the construction and engineering, software and communications, services and manufacturing sectors. Ofer and Shlomo (2006) observe that during the course of the project implementation, high standards should be maintained and the stakeholders should purchase appropriate project management software.图书馆项目管理代写
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3.1 观察项目管理的步骤
信息组织中的项目因数量原因而启动，启动者可以是管理员、管理层或其他外部实体。 在启动阶段，任命一名项目经理，然后进行适当的规划，以确定将参与项目的利益相关者。 Ofer 和 Shlomo (2006) 在一项研究中认识到项目规划的重要性，该研究的样本总体由 280 名项目经理组成。 项目经理来自建筑和工程、软件和通信、服务和制造部门。 Ofer 和 Shlomo (2006) 观察到，在项目实施过程中，应保持高标准，利益相关者应购买合适的项目管理软件。
A common approach to project planning is the use of a break-down structure, whereby a complicated task is reduced into smaller tasks.
Use of work break-down structures is important in identifying project commodities and components as well validating the commonality. And interdependencies of all the elements. Another common element which should be observed during project management is the use of scheduling techniques to determine the specific start. And completion dates for all project activities. As Crawford and Jane (2009) suggest, during the planning phase, use of a responsibility-assignment matrix is recommended to ensure the team members are allocated clear roles and responsibilities. In addition, the role of the planning stage in successful project implementation depends on whether effective tools such as Program Evaluation. And Review Technique and Critical Path Method are used or not.
A study conducted by Feeney and Leslie (2011) well captures the importance of project planning in achieve successful project management. In this study, the planning team was mandated with the responsibility of initiating and implementing the Course Management Program and was composed of four librarians. During the implementation phase, the members of the team validated the project’s scope and approach, and created a work breakdown structure. In addition, the team created a preliminary resource schedule, an implementation plan and the risk management plan. According to Feeney and Leslie (2011) by following these steps was important in the successful implementation of the Course Management Program. In this study, the implementing team used the Microsoft Project software to sequence the work, assign resources and track time.
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项目规划的一种常见方法是使用分解结构，从而将复杂的任务简化为更小的任务。
使用工作分解结构对于识别项目商品和组件以及验证共性很重要。以及所有元素的相互依存关系。在项目管理期间应该观察的另一个常见元素是使用调度技术来确定具体的开始。以及所有项目活动的完成日期。正如 Crawford 和 Jane (2009) 所建议的，在规划阶段，建议使用责任分配矩阵，以确保为团队成员分配明确的角色和职责。此外，规划阶段在项目成功实施中的作用取决于是否有有效的工具，如项目评估。是否使用Review Technique 和Critical Path Method。
Feeney 和 Leslie (2011) 进行的一项研究很好地体现了项目规划在实现成功的项目管理中的重要性。在这项研究中，计划团队负责启动和实施课程管理计划，由四名图书馆员组成。在实施阶段，团队成员验证了项目的范围和方法，并创建了工作分解结构。此外，该团队还制定了初步资源计划、实施计划和风险管理计划。根据 Feeney 和 Leslie (2011) 的说法，遵循这些步骤对于成功实施课程管理计划非常重要。在这项研究中，实施团队使用 Microsoft Project 软件对工作进行排序、分配资源和跟踪时间。
Once the team comes with a good plan, the next phase is the implementation of the project to achieve the identified goals and objectives.
In Crawford and Jane’s (2009) view for successful implementation of a project, the administration should set aside enough resources. And these resources include the staff, equipment, and software. However, as Marill and Marcella (2007) posit it is important to ensure the project manager and the stakeholders have the necessary knowledge and skills.图书馆项目管理代写
The available literature indicates that a project manager should have both soft and hard skills, for implementation of the technical aspects of the project. And maintaining the organizational and client relationship structure. Beside requiring project-specific knowledge and skills, stakeholders and project managers require skills on establishing resource requirements. Developing project plans, analyzing, enhancing and auditing project plans, completing responsibility assignments, projecting cost estimates, assessing the project’s situation, developing the monitoring and control systems, and developing work structures. In addition, in order to collaborate with all the other stakeholders, the project manager is required to have communication, negotiation, group facilitation, team building and performance management knowledge and skills.
3.2 Use of web-based working environment
Using the case study of the Leeds University Library Stanley, Norton, and Dickson (2003) finds that using web-based collaborative instruments can help the stakeholders to communicate more efficiently. According to Stanley, Norton, and Dickson web-based work environments should be maintained especially when resources are limited. In this study, the researchers used the PRINCE2 methodology and through out the implementation phases a web-based environment was maintained (Stanley, Norton, & Dickson, 2003). The implications of using web-based resources are well illustrated in the article titled, success factors for the implementation of web-based construction project management systems: a cross-case analysis. In this article, Pollaphat and Miroslaw (2011) used three project-level case studies to examine the implications of embracing web-based project management systems. According to Pollaphat and Miroslaw (2011), using web-based project management systems can be used to transform both the information. And the construction-related organizations.图书馆项目管理代写
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3.2 基于网络的工作环境的使用
利用利兹大学图书馆的案例研究，Stanley、Norton 和 Dickson (2003) 发现使用基于网络的协作工具可以帮助利益相关者更有效地进行交流。根据 Stanley、Norton 和 Dickson 的说法，应维护基于网络的工作环境，尤其是在资源有限的情况下。在这项研究中，研究人员使用了 PRINCE2 方法，并在整个实施阶段维护了一个基于 Web 的环境（Stanley、Norton 和 Dickson，2003 年）。使用基于 Web 的资源的影响在题为“实施基于 Web 的建筑项目管理系统的成功因素：跨案例分析”的文章中得到了很好的说明。在本文中，Pollaphat 和 Miroslaw (2011) 使用三个项目级案例研究来检验采用基于 Web 的项目管理系统的影响。根据 Pollaphat 和 Miroslaw (2011) 的说法，使用基于 Web 的项目管理系统可用于转换信息。以及与建筑有关的组织。
3.3Use of project management methodologies
For proper project management, Eskerod and Eva (2009) call for the use of formal methodologies and expanded use of the Research Readiness Self-Assessment tool. For multi-institutional project collaboration is required right from the planning stage to the closure phase. The use of PM methodology is widely supported by the available literature. On his part, Greene (2010) believes that the use of the Project Management Body of Knowledge (PMBOK) during the project management at the University of Dublin, successfully led to an increase in the internal stakeholder buy-in from the administration and the frontline staff. Another key methodology is the PRINCE2 framework which is widely used at the Leeds University Library. According to Greene (2010) the introduction of a formal methodology significantly improved the project’s chances for success. While avoid past failures such insufficient definition of outcomes, poor communication among the participants and lack of role clarity.图书馆项目管理代写
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3.3 项目管理方法的使用
为了适当的项目管理，Eskerod 和 Eva（2009 年）呼吁使用正式方法并扩大使用研究准备自我评估工具。从规划阶段到收尾阶段，需要多机构项目协作。 PM 方法的使用得到了现有文献的广泛支持。 Greene (2010) 认为，在都柏林大学项目管理期间使用项目管理知识体系 (PMBOK) 成功地增加了内部利益相关者从行政部门和一线的支持职员。另一个关键方法是在利兹大学图书馆广泛使用的 PRINCE2 框架。根据 Greene (2010) 的说法，正式方法的引入显着提高了项目成功的机会。同时避免过去的失败，如对结果的定义不充分、参与者之间的沟通不畅以及角色不明确。
The use of PRINCE2 formal methodology is supported by Kiel (2007) in a study conducted at the University of Western Australia.
According to Kiel (2007) using a formal project management methodology encouraged role clarity, identification of the scope of the project. And led to better planning, prudent resource allocation and scheduling. The effectiveness importance of using formal methodologies is again revisited by Feeney and Sult (2011) in a study conducted at the University of Arizona. The project management process utilized the Brigham Young University (BYU) methodology for portfolio management, project management and product management. As observed by Feeney and Sult (2011) using this formal approach helped the implementers to keep track of the strategic. And critical milestones of the project, encourage communication among the staff and keeping the project within scope.图书馆项目管理代写
A similar study conducted at the North Carolina State University by Ballard and Teague-Rector (2011) reinforces the need for formal methodology and strategies like hiring a project manager,
articulating the project’s vision and goals, and appointing a core implementation team. Ballard and Teague-Rector’s views are supported by Chambers and Perrow (1998) in a study which was conducted at the University of Newcastle. The project management process utilized the PRINCE methodology and according to Chambers. And Perrow (1998) this approach gave the project managers and the participants a clearer picture of the project’s requirements. And allowed the managers to prepare the participants through training programs. According to Chambers and Perrow (1998) use of formal methodologies in libraries is associated with the following benefits: clear plans, realistic expectations, effective scope and quality management.图书馆项目管理代写
On his part, Massis (2010) observes that a PM methodology infuses positive elements into the project, one of which is enhanced communication. In turn, enhanced communication allows the stakeholders to maintain control over the project. Indeed, maintaining proper communication during project implementation is very vital. And this achieved by establishing a common repository or online space. And providing all the stakeholders with weekly and periodical updates. Communication can be enhanced further by training the staff members on how to use product emanating from the project and establishing a clearing house for resource management.
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在西澳大利亚大学进行的一项研究中，Kiel (2007) 支持使用 PRINCE2 正式方法。
根据 Kiel (2007) 的说法，使用正式的项目管理方法可以鼓励角色明确、项目范围的确定。并促成了更好的规划、审慎的资源分配和调度。 Feeney 和 Sult (2011) 在亚利桑那大学进行的一项研究中再次重申了使用正式方法的有效性重要性。项目管理流程利用杨百翰大学 (BYU) 方法进行项目组合管理、项目管理和产品管理。正如 Feeney 和 Sult (2011) 所观察到的那样，使用这种正式方法有助于实施者跟踪战略。以及项目的关键里程碑，鼓励员工之间的沟通并使项目保持在范围内。
Ballard 和 Teague-Rector (2011) 在北卡罗来纳州立大学进行的一项类似研究强调了对正式方法和策略的需求，例如聘请项目经理，
阐明项目的愿景和目标，并任命一个核心实施团队。 Ballard 和 Teague-Rector 的观点得到了 Chambers 和 Perrow (1998) 在纽卡斯尔大学进行的一项研究的支持。根据钱伯斯的说法，项目管理过程使用了 PRINCE 方法。 Perrow (1998) 这种方法让项目经理和参与者更清楚地了解项目的要求。并允许管理人员通过培训计划为参与者做好准备。根据钱伯斯和佩罗 (1998) 的说法，在图书馆中使用正式方法有以下好处：清晰的计划、切合实际的期望、有效的范围和质量管理。
Massis (2010) 观察到 PM 方法为项目注入了积极的元素，其中之一是加强沟通。反过来，增强的沟通使利益相关者能够保持对项目的控制。事实上，在项目实施过程中保持适当的沟通是非常重要的。这是通过建立一个公共存储库或在线空间来实现的。并为所有利益相关者提供每周和定期更新。通过培训员工如何使用项目产生的产品和建立资源管理信息交换所，可以进一步加强沟通。
3.4 Establishment of a portfolio management team
As described by the BYU project management process guide, during project implementation a portfolio management team should be formed to prioritize projects. And resolve resource utilization conflicts in the organization. The portfolio management team as Stoffle and Cuillier (2011) propose should be formed by the administrators and should be given clear roles and responsibilities. According to Stoffle and Cuillier (2011) such groups have been found to be effective in prioritizing. And monitoring the progress of the projects and informing the team leaders about the barriers to projects.图书馆项目管理代写
In conjunction with the school’s administration, the portfolio management group is also mandated with reviewing of library-wide projects during the strategic planning as well as identifying any gaps and overlaps between projects. The portfolio management groups have many tools at their disposal as suggested by Massis (2010). For instance, using ‘Six Questions for Strategic Proposals’ the team could be able to assess the strategic value of each project proposal. And the forwards its recommendation to the school administrators.
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3.4 成立投资组合管理团队
正如 BYU 项目管理流程指南所述，在项目实施期间，应组建项目组合管理团队来确定项目的优先级。并解决组织中的资源利用冲突。 Stoffle 和 Cuillier (2011) 建议的投资组合管理团队应由管理员组成，并应赋予明确的角色和职责。根据 Stoffle 和 Cuillier (2011) 的说法，已经发现此类群体在优先排序方面是有效的。并监控项目的进度，并告知团队负责人项目的障碍。
与学校的行政部门一起，项目组合管理小组还负责在战略规划期间审查整个图书馆的项目，并确定项目之间的任何差距和重叠。正如 Massis (2010) 所建议的那样，项目组合管理小组有许多可供他们使用的工具。例如，使用战略提案的六个问题，团队可以评估每个项目提案的战略价值。并将其建议转发给学校管理人员。
4.Conclusion 图书馆项目管理代写
Project management is increasingly becoming important in information organizations. In the higher education institutions, project management is considered important in the establishment of digital libraries. The process is composed of several steps and a number of best practices have been developed to help academic libraries achieve better results in their projects. Project management is considered suitable for better time management and reduction of the overall costs of the project.
For successful implementation of a project, all the steps should be observed and a web-based environment should be established. Introduction of project management methodologies is also imperative for sufficient definition of outcomes, good communication among the participants and improvement of role clarity. The research further highlights the importance of defining the scope of the project. Assembling the right team, evaluating the outcomes of the project and planning using the appropriate tools and techniques. Formal methodologies in project management are associated with clear plans, realistic expectations, effective scope and quality management.
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4.结论 图书馆项目管理代写
项目管理在信息组织中变得越来越重要。在高等教育机构中，项目管理在数字图书馆的建设中被认为是重要的。该过程由几个步骤组成，并开发了许多最佳实践，以帮助学术图书馆在其项目中取得更好的成果。项目管理被认为适用于更好的时间管理和降低项目的总体成本。
为成功实施项目，应遵守所有步骤并建立基于网络的环境。引入项目管理方法对于结果的充分定义、参与者之间的良好沟通和角色清晰度的提高也必不可少。该研究进一步强调了确定项目范围的重要性。组建合适的团队，评估项目的结果并使用适当的工具和技术进行规划。项目管理中的正式方法与清晰的计划、切合实际的期望、有效的范围和质量管理相关。
References 图书馆项目管理代写
Ballard, A. & Teague-Rector, S. (2011). Building a Library Web Site. College & Research Libraries News, 72(3), 132 -135.
Burich, N. J., Casey, A. M., Devlin, F. A., & Ivanitskaya, L. (2006). Project management and institutional collaboration in libraries. Technical Services Quarterly, 24(1),17–36.
Cervone, F. (2004). How Not to Run a Digital Library Project. OCLC Systems & Services, 20(4), 162-166
Crawford, L. H., & Jane, H. (2009). Government and governance: The value of project management in the public sector. Project Management Journal, 40(1), 73-83
Eskerod, P., & Eva, R. (2009). Project management models as value creators.” Project Management Journal, 40(1), 4-18.
Feeney, M., & Leslie, S. (2011). Project Management in Practice: Implementing a Process to Ensure Accountability and Success. Journal of Library Administration, 51, 744-763.
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Hoffman, T. & Winston, M. (2005). Project management in libraries. Journal of Library Adminsitration, 42(1), 51-61
Kiel, R. (2007). Project Management and Cultural Change: A Case Study at the University of Western Australia Library. EDUCAUSE Australasia, 5, 9-13
Kinkus, J. (2007). Project management skills: A literature review and content analysis of librarian position announcements. College & Research Libraries, 68(4), 352–363.
Marill, J. L., & Marcella, L. (2007). Mile High to Ground Level. The Serials Librarian, 52, 317-322.
Massis, B. (2010). Project management in the library. New Library World, 111(11/12),526–529.
Ofer, Z., & Shlomo, G. (2006). Benchmarking of project planning and success in selected industries. Benchmarking: An International Journal, 13(6), pp.688 – 700
Revels, I. (2010). Managing digital projects: “Accidental” project managers can benefit from following these useful tips. American Libraries, 41(4), 48–50
Stanley, T., Norton, F., & Dickson, B. (2003). Library project management in a collaborative web-based working environment. New Review of Academic Librarianship, 9(1), 70–83.
Stoffle, C., & Cuillier, C. (2011). From surviving to thriving. Journal of Library Administration,51(1), 130–155.
Wamsley, L. H. (2009). Controlling project chaos: Project management for library staff. PNLA Quarterly, 73(2), 5–27.
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