Book contents
- Frontmatter
- Dedication
- Contents
- Figures and Tables
- About the Authors
- Foreword
- Preface
- Acknowledgements
- Abbreviations
- Introduction
- 1 Libraries after 2020
- 2 Project Management
- 3 Project and Design Teams
- 4 Partnership and Community Engagement
- 5 The Design Brief
- 6 Design Quality
- 7 Space Planning and Access
- 8 Occupancy and Post-occupancy Evaluation
- 9 Building Libraries for the Future: a Summary
- Bibliography and Further Reading
- Appendices
- Index
2 - Project Management
Published online by Cambridge University Press: 07 September 2022
- Frontmatter
- Dedication
- Contents
- Figures and Tables
- About the Authors
- Foreword
- Preface
- Acknowledgements
- Abbreviations
- Introduction
- 1 Libraries after 2020
- 2 Project Management
- 3 Project and Design Teams
- 4 Partnership and Community Engagement
- 5 The Design Brief
- 6 Design Quality
- 7 Space Planning and Access
- 8 Occupancy and Post-occupancy Evaluation
- 9 Building Libraries for the Future: a Summary
- Bibliography and Further Reading
- Appendices
- Index
Summary
Project management is the application of good management practices in astructured manner to finite developments within a library or to newbuilds and refurbishments of the whole structure. In this chapter,project management is defined, and the major stages of a project areoutlined.
This is followed by discussion of the stages of preparing and developinga business case.
Whether creating a makerspace or constructing an entirely new librarybuilding, the framework of project management can provide guidance forinitiating, plan - ning, executing, and closing the project within adetermined schedule and budget.
(Harper, 2018)Definition
The term ‘project’ is used in many contexts and conjures up avariety of images. For most purposes, a project would have the followingcharacteristics:
• a finite lifespan
• a defined and measurable business product (e.g. a new orrefurbished library)
• a corresponding set of activities to achieve the businessproduct
• a defined amount of resources.
A project also usually sits within an organisational structure with definedroles and responsibilities, but where the project task is unique ornonrepetitive.
The Project Management Institute (PMI) defines the term as follows:
All projects are a temporary effort to create value through a uniqueproduct, service or result. All projects have a beginning and an end.They have a team, a budget, a schedule and a set of expectations theteam needs to meet. Each project is unique and differs from routineoperations – the ongoing activities of an organisation –because projects reach a conclusion once the goal is achieved.
(Project Management Institute)The PMI goes on to explain the development in the late 20th century of theProject Economy, the way we live now globally, in which work is done througha project approach in every sphere of the economy across the world.
There is no right or wrong way to manage a project. There is, however, agreedbest practice to help increase the chances of project success. Many projectsfail for want of:
• well-defined requirements
• good communication
• coherent change control (where this is poor, there can be‘scope creep’ – the project taking onadditional tasks and remit which overburden the initial plan)
• sound business reasons for the project
• commitment from senior management in the organisation
• thorough planning.
- Type
- Chapter
- Information
- Better by DesignAn Introduction to Planning, Designing and Developing Library Buildings, pp. 13 - 28Publisher: FacetPrint publication year: 2022