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5856 results in Facet Publishing

Page 103 of 293

  • 12 - How to implement open licensing

  • Gill Hamilton, Fred Saunderson
  • Book:
    Open Licensing for Cultural Heritage
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    23 August 2017, pp 167-192

  • Summary

    Introduction

    The previous chapters and case studies have explained and demonstrated the need for, and benefits and challenges of, using open licences. We hope you are now convinced that open licensing is a viable proposition for encouraging the use and reuse of your organisation's resources. In this chapter we will take you through the steps necessary to implement open licensing: making the case to your senior managers, developing a policy and implementing it, and creating a sustainable open licensing environment.

    How to make the case for open licensing

    This first section explains how to begin the licensing process for organisations that have no established approach to licensing, open or otherwise. This is not only about making the case for open licensing, but above all about understanding your need for licensing, your licensing goals, and your organisation's willingness and appetite to engage with open licences in order to reach those goals. There are five steps involved in this process:

  • • Clarify your context.

  • • Obtain senior management buy-in.

  • • Express your vision and goals.

  • • Outline relevant licensing options.

  • • Document the decision.

    • Clarify your context

    This step establishes context by surveying and noting the parameters that directly influence your decision to adopt an open licensing policy. As a first step to establishing any form of licensing approach or policy, open or otherwise, it is vital to identify, understand and capture your context. For open licensing by cultural heritage organisations, this most likely involves surveying and noting:

  • • the types of licensable material you have, especially identifying complex forms of material

  • • your user profile

  • • your organisational profile and strategy

  • • external limitations.

    • Identify types of licensable material

    You need primarily to understand the types of licensable material your organisation has. All cultural heritage organisations have licensable material of one form or another. Establish how much licensable material your organisation has in broad terms. It is not necessary to develop a precise count of the number of licensable objects you hold. Rather, you should attempt to understand the types of licensable material your organisation holds and where within your organisational structure this material is located and cared for.

  • 5 - Small steps, big impact – how SMK became SMK Open

    • By Merete Sanderhoff, art historian, working as Curator and Senior Advisor in the field of digital museum practice at SMK – Statens Museum for Kunst
  • Gill Hamilton, Fred Saunderson
  • Book:
    Open Licensing for Cultural Heritage
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    23 August 2017, pp 97-110

  • Summary

    Starting small

    Think Big. Start Small. Move Fast. (Michael Edson)

    This simple piece of advice has been a key driving factor to achieve the ambition of opening up the digitised collection of Statens Museum for Kunst (National Gallery of Denmark; SMK). The advice was given to us in 2011 by Michael Edson, then Director of Web and New Media Strategy at The Smithsonian Institution. At the time, we were in the midst of a process discussing and reconsidering the image licensing policy for our online collection. Like so many other cultural heritage institutions around the world, we had extended our policy from the analogue era into the digital age. We were still charging licensing and transaction fees for use of digital images, even though, in principle, reproductions of artworks in our collection could now be distributed with zero marginal cost. And even though, in reality, most of our collection is in the public domain because of its age and therefore rightly belongs to the public. In the ‘forever business’ of cultural heritage, business as usual has a tendency to prevail.

    At that particular moment, SMK had been contacted by Google staff. They wanted SMK to join their Art Project, which in its first launch had sported such notable museum collections as the Gemäldegalerie in Berlin, the Uffizi in Florence, and the Metropolitan Museum of Art in New York. It was one of those offers you cannot refuse. The invitation spurred some significant internal debates at SMK. We had been following the news of museums releasing their digitised collections using Creative Commons – from Rijksmuseum to Yale University. The digital team had been making the argument about open data, pointing to the potential of the Creative Commons system for our collection, and for a while we had internal discussions of pros and cons. But the call from Google proved to be the tipping point.

    SMK is a publicly funded art museum. Google is a private company. If SMK were to join the Google Art Project, it would enter into a so-called public–private partnership, effectively handing over usage rights to digitised cultural heritage that is collectively owned and funded by the citizens of Denmark.

  • 3 - Getting started

  • Allan Barbara
  • Book:
    The No-nonsense Guide to Project Management
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 July 2017, pp 49-70

  • Summary

    Introduction

    This chapter outlines all the activities that need to take place before the project gains approval and can go ahead. Working through them when you are at the start of a potential project can help ensure that you get off to a good start.

    At this early stage in the project process, think about defining the proposed project, the project leadership and management structures, and the people side of projects including team work and communications. Then think about technical aspects such as risk analysis, legal issues, finance, and project documentation. The result of this work is a project brief, a short written summary of the proposed project, which is then used to gain formal approval for the project.

    Project initiation

    Projects are initiated in many different ways: when developing a new strategy for the library service or introducing new technologies; following changes in the environment or funding; a crisis; or through personal interest. For example, a number of new library buildings have been developed in universities in response to changing demands and expectations of their student population. Many libraries have developed services that are accessible using new mobile technologies. Many public libraries have developed and implemented shared services as a result of financial pressures. In contrast, sometimes a library or information worker has a good idea during the course of their everyday work, in discussions with colleagues or as a result of attending a conference, and this then forms the basis of a project.

    Coffin and Morrill (2015) discuss a model to promote innovation in Wisconsin Library Services (WiLS), a membership organisation involving over 600 libraries in Wisconsin USA, and their model helps to transform creative ideas into sound projects. They suggest that innovative projects have the following characteristics:

  • • are based on need and its potential impact

  • • have clear measures of success

  • • take into account conventions and norms

  • • are iterative

  • • provide a basis for organisational growth and learning.

  • 8 - The money side of projects

  • Allan Barbara
  • Book:
    The No-nonsense Guide to Project Management
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 July 2017, pp 155-174

  • Summary

    Introduction

    The ability to understand and manage the money side of projects is an essential skill for all project managers. Although some library and information service projects are carried out within normal departmental budgets, many are funded by external sources so information workers become involved in obtaining external funding and then managing a budget. The focus of this chapter is funding and obtaining funds from external sources, including crowdfunding. The chapter also covers current approaches to funding, technical terms, external sources of funding, bidding and tendering for projects, managing the finances, and audits.

    Current approaches to funding

    Organisations in the public and private sector are facing financial challenges, so there is a shortage of funding, particularly for the library and information service. Traditionally, many library and information services have had access to external funds through competitive bidding.

    Funding is available from a wide range of sources, including international organisations, central and regional governments, businesses, charitable and other special funds. However, these sources are decreasing and there is greater competition for funding. Consequently, funders are looking for excellent and extremely convincing applications. In recent years, new ways of generating funding have developed as a result of social media, and an important new potential source for library and information services is crowdfunding (see the section ‘Crowdfunding’ later in this chapter).

    External funding organisations

    Keeping up to date with possible sources of funding is a challenging task. This section alerts readers to the wide range of funding sources currently available in the UK but does not attempt to provide a comprehensive list of all potential sources. Readers in other countries are likely to obtain guidance from their professional body or other agencies. For example, the American Library Association provides a Frontline Fundraising Toolkit (see www.ala.org).

    There is a diverse range of sources of funding and the types and availability of funds is constantly changing. Table 8.1 shows examples of funding bodies. Funding opportunities change over time as the priorities and access to funds of funding organisations change. Therefore anyone who is considering bidding for funding must do extensive research to identify current sources of funding and their current detailed requirements. Many information workers use specialists who provide up-to-date information and advice on funding matters.

  • 4 - Planning the project

  • Allan Barbara
  • Book:
    The No-nonsense Guide to Project Management
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 July 2017, pp 71-96

  • Summary

    Introduction

    This chapter introduces the planning process and highlights the importance of detailed planning to successful project management. Project planning involves repeating some of the activities carried out at the previous stage in the project process, which resulted in the production of the project brief (Chapter 3). At the planning stage it is necessary to go into much more detail and work out the nuts and bolts of the project.

    Small projects require an action plan with an associated plan to resource the project (people and finances) and undertake a risk analysis. Pull together this information with the original project brief (see Chapter 3) to create a project plan, which should provide sufficient information to gain approval for the plan and for the project to go ahead.

    In large and complex projects Gantt charts and PERT diagrams (or equivalent tools) are required when creating a project plan, with the subsequent identification of the critical path (or their equivalent). The detail of the schedule helps you to calculate the workload of staff involved in the project and makes it possible to work out the detail of the project's documentation and communication processes and finances. The detailed plan can be pulled together as a report for the project sponsor to approve.

    Researching the project

    When researching the project external and internal analyses of the project environment are required.

    External analysis

    These are some questions to ask when carrying out an external analysis of the project environment:

  • • What political, economic or social factors may have an impact on the project?

  • • What is the current practice within the library and information profession towards the project?

  • • What is the current practice within the sector, e.g. government, health, education, voluntary sector, towards the project?

  • • Who has been involved in this type of project? Can you contact them and ask for lessons learnt from their experiences?

  • • Is it possible to visit library and information services that have implemented this type of project and learn from their experiences?

  • 6 - Evaluation and dissemination

  • Allan Barbara
  • Book:
    The No-nonsense Guide to Project Management
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 July 2017, pp 111-136

  • Summary

    Introduction

    This chapter is concerned with project evaluation and methods of disseminating the outcomes of the project. A formal project evaluation process is often required by the funders or sponsors of projects and, in all types of projects, they are an important means of learning from the experience and sharing good practices. Individuals working on small, local projects may feel pressurised to move on to the next project as soon as their current one is complete but if they fail to reflect on and evaluate their work there is the danger that lessons are not learnt and mistakes repeated in later projects.

    It is common practice to disseminate the outcomes of a project in order to gain publicity for the project, the library and information service and the parent organisation, and help share good practice and lessons learnt. Dissemination of the outcomes of the evaluation process is considered in the second part of this chapter, which covers reports, websites, social media, community events, presentations at meetings, conference papers, and posters, infographics and e-posters.

    Project evaluation

    An important part of the project process is project evaluation which is carried out for a number of reasons. As a management tool, it enables the project manager and others to identify their effectiveness, areas of strength and weakness, and lessons for the future. The outcomes of the evaluation process, such as reports or presentations, may be used to disseminate good practice and lessons learnt within the library and information service, their parent organisation, and the wider professional library community. They act as a marketing tool and a means of career progress for individuals. The funders or sponsors of projects normally require some kind of evaluation process to be carried out. Finally a user group or other agency may become involved in evaluating the project.

    The project evaluation process entails answering questions such as:

  • • Did the project achieve its aim and outcomes?

  • • Did the project achieve any unexpected outcomes?

  • • What benefits were achieved by the project?

  • • What was the impact of the project?

  • • How effective was the project management?

  • • Was the project delivered on time and within budget?

  • • Did the project produce work to the required quality?

  • • What lessons were learnt as a result of the project?

  • • What will we do differently next time we run a project?

  • 9 - The people side of projects

  • Allan Barbara
  • Book:
    The No-nonsense Guide to Project Management
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 July 2017, pp 175-198

  • 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.

  • 10 - Working in partnership

  • Allan Barbara
  • Book:
    The No-nonsense Guide to Project Management
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 July 2017, pp 199-216

  • Summary

    Introduction

    Library and information workers have a tradition of networking and collaborative working within the profession and with other professional groups. In the last decade governments, agencies and organisations have raised the profile of partnership working as they see this as one way of meeting the need to develop new approaches to working and deliver services in a complex and rapidly changing environment. There is often a financial driver behind the establishment of collaborative partnership projects. This chapter provides guidance on working in partnership.

    Benefits of working in partnership

    The benefits of partnership working include having:

  • • enhanced access to people, resources and organisations

  • • enhanced ownership, projects that are set up to collaboratively tackle specific problems are owned by partners, so project outcomes are more likely to be accepted and owned by the partner organisations

  • • enhanced quality, as the involvement of a wide range of people with different professional perspectives can enhance the quality of the project experience and outcomes; individual partners may be more willing to take on new ideas and working practices as a result of the partnership

  • • increased exposure to new ideas and approaches, as working in multiprofessional teams can help partners to broaden their outlook and obtain a broader understanding of their work and their context

  • • improved use of resources, as partnership working enhances access to resources and leads to more efficient use of resources

  • • enhanced motivation, as being part of a successful partnership can boost morale and help individuals to develop new enthusiasms for their work, though the opposite may be true too!

  • • continuous professional development, as working on a collaborative project gives individual workers the opportunity to develop their knowledge and skills.

    • Partnership working brings learning opportunities for the different partners through ‘enforced’ reflection on their perspectives and working practices in comparison with those of partners.

    Despite the benefits, there are some challenges to working in and leading collaborative teams or partnerships. These may result from longheld rivalries or competition; different values and beliefs; power struggles; differing perceptions and perspectives; the potential commit ment of large amounts of time, resources and energy; differences in systems and procedures; differences in organisational cultures; and responses of people or organisations not involved in the partnership.

  • 5 - Implementation

  • Allan Barbara
  • Book:
    The No-nonsense Guide to Project Management
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 July 2017, pp 97-110

  • Summary

    Introduction

    Once the project has been planned and approved, the implementation process starts and the project manager and team put the plan into action. This chapter considers the following topics: implementing the project by managing people and resources; rolling out the project plan; reporting on the project's progress; identifying and managing problems and potential problems, including blockages, project slippage, quality and complex issues; reviewing the project process; and completing the project.

    Implementing the project plan

    At the implementation stage of the project, the plan is put into action. This phase involves managing people, resources (e.g. finances) and the project process.

    It is vital to the success of a project that the project team develops to become effective and focused by developing appropriate working practices. The team may be diverse and perhaps virtual, or made up of volunteers. If you are involved in working on a strategic project, you also need to consider the people side in some depth and use change management tools and techniques. Failure to take into account customers’, colleagues’, team members’, partners’ and/or stakeholders’ responses to the project may lead to its collapse. Chapter 9 covers the people side of projects in detail and Chapter 10 discusses the process of working with partners.

    Another important area for the project manager to manage is the finances. Basic knowledge about simple financial procedures of your organisation or funding body (if the project is externally funded) are essential if the project finances are to be professionally managed and kept within the project budget. Breaking basic financial rules may have serious consequences so gain advice and guidance from your organisation and the funding body (if the project is externally funded) before proceeding to implement the project. Financial management is considered in Chapter 8.

    This section focuses on the project process: communications with the team, monitoring, tracking and – where necessary – taking corrective action. Effective project managers juggle many different tasks and issues, and respond proactively to problems and challenges as they arise during the project implementation process.

  • 1 - Introduction to the book

  • Allan Barbara
  • Book:
    The No-nonsense Guide to Project Management
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 July 2017, pp 1-20

  • Summary

    Introduction to the chapter

    This chapter introduces the concept of project management and its application in library and information services, and it considers the following topics:

  • • different types of projects

  • • project work and the library and information profession

  • • professional development in project management

  • • how to work as an effective project manager or team member.

    • This is followed by an overview of the structure and contents in this book,

    No-Nonsense Guide to Project Management..

    About this book

    This book provides a practical guide to project management in the context of library and information work. Project work is widespread across the sector and colleagues may work on relatively small-scale local projects, such as introducing family history workshops within a public library service, or large complex projects, such as developing shared services across a number of libraries. Small-scale and simple projects may be led by an individual who works on the project by themselves or with a small team. In contrast, complex or large-scale projects may involve people from different professions and organisations, and they may be managed by a team of professional project managers.

    This book introduces a wide range of tools and techniques used in project management within library and information services, and gives examples and case studies taken from a variety of projects from many different kinds of library and information services in the UK and across the world. Readers may use this book to gain an understanding of different approaches to project management and their suitability for different types of projects. The book also considers the people side of projects, including how to manage change (essential for strategic projects) and how to work in partnership.

    Introduction to project management

    What is a project? A simple definition of a project is that it is an activity that:

  • • has a clear aim and set of outcomes

  • • involves innovation and change

  • • has limited resources, e.g. staff time, budget

  • • has an agreed start and end date.

    • These are some examples of common projects within library and information services:

  • • moving a library

  • • introducing a new service

  • • developing shared services

  • • digitising a collection

The No-nonsense Guide to Project Management
  • Allan Barbara
  • Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 July 2017
  • This book provides a 'no-nonsense' guide to project management which will enable library and information professionals to lead or take part in a wide range of projects from large-scale multi-organisation complex projects through to relatively simple local ones. Barbara Allan has fully revised and updated her classic 2004 title 'Project Management' to incorporate considerable developments during the past decade, including: the development and wide-scale acceptance of formal project management methodologies; the use of social media to communicate and disseminate information about projects and the large shift in the types of project library and information workers may be involved in. The text is supported by practical case studies drawn from a wide range of LIS organizations at local, regional, national and international levels. These examples provide an insight into good practice for the practitioner, from an individual working in a voluntary organization on an extremely limited budget, to someone involved in an international project.

Page 103 of 293