with Pat Wagner
The practice of project management is about improving how you get your work completed: on time, under budget, and at an agreed-upon level of quality. Also, would the people involved want to work with you and each other again? Even if you are a solo librarian or associate, or work alone, project management is also about coordinating your activities with the often conflicting needs of customers, colleagues, and bosses, as well as people in other institutions.
About the Webinars
This 3-part series is for anyone who works in a library at any level. It is meant as an introduction, but experienced project managers might appreciate the refresher and discover new ways to present info to their teams.
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#1: Project Management Foundations: What’s the Big Fuss?
The building blocks of project management include basic
concepts such as the importance of setting priorities and deadlines, making
sure the chain of command is known to all, and why it is necessary to check
in with your team mates more than once a year. Topics include aligning
project management with your strategic plan, anticipating problems, writing
and sharing your plans, and knowing when it is time to stop.
#2: Project Management Case Studies: Who Forgot to Measure the Bookcases?
Want practical examples of good project management principles you can
apply at your library? Here are stories drawn from real-life situations,
including projects that were years late, silly mistakes smart people make,
and why If the Plan is in Your Head, There is No Plan! Topics include course
corrections, deciding what to stop doing, the consequences of failure, and
why time is of the essence.
#3: Proof of Concept: Applying Project Management Principles to Your Workplace
In program #2 we asked participants to take one of several principles
of project management and apply it to their situation, and then give us a
short report after one week. Those reports (which will remain anonymous)
are shared via this final webinar. Here are the lessons of project
management from your peers: what worked, and what didn’t, in real