Book contents
- Frontmatter
- Dedication
- Contents
- Lists of figures and tables
- Preface
- Acknowledgements
- Abbreviations and technical terms
- 1 Introduction
- 2 21st-century libraries
- 3 Developing a business case
- 4 Project management
- 5 The design/project team
- 6 Selecting an architect
- 7 Partnership and community engagement
- 8 The design brief
- 9 Design quality
- 10 Space planning and access
- 11 Occupancy and post-occupancy evaluation
- 12 Building libraries for the future – a summary
- Bibliography and further reading
- Appendices
- Index
- Miscellaneous Endmatter
- Miscellaneous Endmatter
- Miscellaneous Endmatter
- Miscellaneous Endmatter
- Frontmatter
- Dedication
- Contents
- Lists of figures and tables
- Preface
- Acknowledgements
- Abbreviations and technical terms
- 1 Introduction
- 2 21st-century libraries
- 3 Developing a business case
- 4 Project management
- 5 The design/project team
- 6 Selecting an architect
- 7 Partnership and community engagement
- 8 The design brief
- 9 Design quality
- 10 Space planning and access
- 11 Occupancy and post-occupancy evaluation
- 12 Building libraries for the future – a summary
- Bibliography and further reading
- Appendices
- Index
- Miscellaneous Endmatter
- Miscellaneous Endmatter
- Miscellaneous Endmatter
- Miscellaneous Endmatter
Summary
Project management is the application of good management practices in a structured manner. This technique can apply equally to both larger- and smaller-scale projects such as a scheme to introduce short-loan collections in an academic library, the implementation of a computerized issue system in a school library or resource centre or the creation of a new library. In this chapter the main components of project management are discussed.
In the case of a small-scale project, it may not be necessary to know all the detail in this chapter, but there are fundamental principles here for project management in general, not just in the sphere of library building.
Definition
When the term ‘project’ is used it conjures up a variety of images in readers but each has the following characteristics:
■ a finite life-span
■ a defined and measurable business product (what is being created – e.g. a new or refurbished library)
■ a corresponding set of activities to achieve the business product
■ a defined amount of resources.
A project also sits within an organizational structure with defined roles and responsibilities, where often the task is unique or non-repetitive.
One definition of project management is: ‘a management environment that is created for the purpose of delivering one or more business projects to a specified Business Case’ (PRINCE2, www.ogc.gov.uk/methods_ prince_2./asp). A more straightforward definition (offered by this author) might be: ‘A definitive task undertaken to create a specific product or service’. This might be the creation of a new library resource centre.
There is no right or wrong way to manage a project. There is, however, agreed best practice to help increase the chances of project success. Many projects fail for a number of common reasons, including:
■ lack of well defined requirements
■ lack of communication
■ lack of change control leading to ‘scope creep’ (the project taking on additional tasks and remit)
■ lack of sound business reasons for the project
■ lack of senior management commitment
■ lack of planning.
Projects that are successful usually have defined deliverables (what will be achieved), well defined objectives and a worthwhile and viable business case. These characteristics are particularly important in building projects.
- Type
- Chapter
- Information
- Better by Designan introduction to planning and designing a new library building, pp. 27 - 42Publisher: FacetPrint publication year: 2008