Book contents
- Frontmatter
- Contents
- List of tables and figures
- List of case studies
- Acknowledgements
- 1 Introduction to the book
- 2 An overview of project management
- 3 Getting started
- 4 Planning the project
- 5 Implementation
- 6 Evaluation and dissemination
- 7 Using ICT to support project work
- 8 The money side of projects
- 9 The people side of projects
- 10 Working in partnership
- Index
9 - The people side of projects
Published online by Cambridge University Press: 08 June 2018
- Frontmatter
- Contents
- List of tables and figures
- List of case studies
- Acknowledgements
- 1 Introduction to the book
- 2 An overview of project management
- 3 Getting started
- 4 Planning the project
- 5 Implementation
- 6 Evaluation and dissemination
- 7 Using ICT to support project work
- 8 The money side of projects
- 9 The people side of projects
- 10 Working in partnership
- Index
Summary
Introduction
This chapter explores the people side of projects. Library and information workers regularly find themselves working in a variety of teams ranging from small in-house teams through to multi-professional and collaborative teams made up of workers from a variety of professions and organisations. The project team may include staff on permanent contracts as well as those recruited specifically for the project on temporary contracts. Virtual teams may involve people working on the same project from across the world, working across time zones and geographical boundaries. Many library and information services now support projects that work with volunteers, particularly on special projects and through crowdsourcing.
This chapter discusses fundamental requirements for project workers, developing working practices, working in diverse teams, working in virtual teams, working with volunteers, crowdsourcing and the management of change.
Fundamental requirements for project workers
It is vital that short-term contract staff working on a project are given an appropriate working environment and access to services. This may appear obvious but I have worked in a number of organisations where this did not occur and contract staff received a poor introduction to the project and organisation. The basic requirements of contract staff is to have:
• access to an appropriate working environment, e.g. desk, ICT, telephone
• an introduction to key people within the organisation, library and information service, and the project
• an induction process that provides information about:
– the organisation and information and library service
– organisational policies and working practices on health and safety, use of ICT and social media, the bullying and harassment policy, and so on
– human resource practices on contracts, payroll and pensions, policies and procedures relating to annual and sick leave, performance management and appraisal processes, and staff and career development
– the project: its history and progress, working practices and key issues.
If there is space consider providing special project space to colleagues working on the project as part of their normal working life so they can get away from the demands of their everyday work and focus 100% on the project for periods of time. This helps them not to be torn between the demands of the project and their other work.
- Type
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- Information
- The No-nonsense Guide to Project Management , pp. 175 - 198Publisher: FacetPrint publication year: 2017