A workshop for a library and information science class on management. Includes sections on innovation and new service development in libraries; project initiation and management; teamwork and leadership; and project politics.
1. DEVELOPING NEW SERVICES IN
LIBRARY ORGANIZATIONS
A Guest Lecture prepared for Management
Theory and Practice for Information
Professionals
May 2012
UCLA GSEIS
Karen Calhoun, AUL,
University of Pittsburgh
Some of the UCLA GSEIS
Senior Fellows, Class of 2007
2. OUTLINE
1. New degree, new job: what are you getting yourself
into?
2. The role of new product/service development
3. Initiating and running a new product development
project
4. New product development teams
5. The politics of projects
6. From surviving to thriving: Failure, resilience and
commitment
To someplace
From here
like here
UCLA GSEIS CORNELL UNIVERSITY LIBRARY 2
3. BY THE END OF SECTIONS 1-2, PLEASE
MAKE THREE NOTES:
1 main idea from this
section
1 point to ponder
1 insight I can apply
right now
3
4. WHAT ARE YOU GETTING INTO?
“If you work in an academic library and are under 35, you
probably don't have a lot in common with your older
counterparts.” --Stanley Wilder
More likely to work in areas beyond the confines of traditional
librarianship, often in information technology.
Less likely to hold a degree in LIS (but plenty still do).
More diverse in ethnic and racial terms.
Nonsupervisory jobs likely to earn less; but high-tech jobs earn
much more.
Large proportion of new hires work at jobs that didn’t exist for
older colleagues
Wilder, Stanley. 2007. The new library professional. Chronicle of
4
Higher Education Vol. 53, Iss. 25, p. C1.
5. LIBRARY TRADITIONAL SERVICE MODEL
Books
Journals
Newspapers
Gov docs
Maps
Scores
AV
Dissertations Library catalogs
Special
collections
Manuscripts
Papers
Univ records
Archives
Journal
articles Public Services
Conference
proceedings Tech Services
Etc.
Systems (IT)
Abstracting &
Indexing services Administration
6. Geocentric/
Aristotelian view:
The library and its
collections are the
sun
Heliocentric/
Copernican view:
the user is the sun;
the library is a
planet
Image: Original by Niko Lang. CC-BY-SA 2.5
http://en.wikipedia.org/wiki/File:Geoz_wb_en.svg 6
7. Five Most Desired Items Overall
Making electronic resources accessible from my home
or office
Easy-to-use access tools that allow me to find things
on my own
A library Web site enabling me to locate information
on my own
Making information easily accessible for independent
use
Print and/or electronic journal collections I require
for my work
•The ‘wild user’ wants to use the library’s collections:
•At a distance from the library
•Independently and self-sufficiently
•This is an international phenomenon
Martha Kyrillidou and Ann-Christin Persson. 2005. The New Library User in Sweden:
a LibQUAL+™ study at Lund University. Conference presentation. Available:
http://www.libqual.org/documents/admin/sweden_finalpaper3.doc
8. A NEW KIND OF LIBRARY
Build a vision of a new
kind of library
Be more involved with
research and learning
materials and systems
Reach out to local
communities in new ways
Make collections and
services more visible
locally and on the Web
Move to next generation
systems and services An online social network
8
9. BUT …
The library ‘brand’ is books
And
Lots of people today are willing to say “I don’t
need libraries”
And
The library share of ‘eyeballs’ on the Web is
comparatively small—even for the largest sites
9
11. THE ROLE OF PRODUCT AND SERVICE
INNOVATION
All organizations rely on new products and services to
maintain viability in the communities they serve
A significant percentage of use /sales comes from
newly introduced products and services
Some high tech organizations expect a 100%
turnover in their portfolio of products every five years
Libraries are not different in this regard
Adapted from Cooper, Robert. Winning at new products. Data from
11
a study published by the Conference Board.
12. NEW PRODUCT / SERVICE FORECAST
Dependence on New Products
Higher than now
67%
About the same 25%
8%
Lower than now
0% 10% 20% 30% 40% 50% 60% 70%
From Cooper. Winning at new products.
12
13. LIBRARIES NEED INNOVATORS
“Organizations must be
retooled, new skills must
be learned or brought into
the organization to ensure
our viability.”
--Stephen Abram. Are libraries innovative
enough? Presentation at OLA
Superconference, Feb. 3, 2006.
13
14. A FEW OF THE BARRIERS TO RAPID PRODUCT /
SERVICE INNOVATION
Unclear strategic objectives or vision
Organizational silos / lack of cooperation between
departments
Lack of skilled project management; too many projects
Failure to address community needs
Frequent changes in requirements
Not enough time to do the work
Adapted from Hilmmelfarb, Philip A. Survival of the fittest.
14
15. WINNERS AND LOSERS
New products / services fail because
1. Intended users don’t need it
Inadequate understanding of community needs and
preferences
2. The product / service doesn’t work
Problems or defects
3. Intended users don’t understand it
Ineffective communications (marketing)
4. Intended users resist
Perceived risks (convenience, performance)
Product incompatible with user values or work
practices
Bad timing
Adapted from Crawford, C. Merle. New Products Management
15
16. END OF PARTS 1 AND 2—OVER TO YOU
1 main idea from this
section
1 point to ponder
1 insight I can apply
right now
16
17. A lightening introduction to project management
3. INITIATING AND RUNNING A NEW
PRODUCT DEVELOPMENT PROJECT
18. WHEN WE FINISH THIS SECTION YOU MIGHT
KNOW HOW TO:
Initiate a project
Identify key stakeholders
Identify project components
Project manager
18
19. YOU WON’T KNOW HOW TO …
Use “work packages” Use project management
Estimate how long each software
work package will take to E.g., Microsoft Project
complete Communicate effectively with
Allocate people to tasks stakeholders
Account for dependencies Negotiate a contract
Logically sequence work Manage risk
packages Execute and control and
Create a schedule for a project
project Lead organizational change
Estimate (and negotiate) the
project completion date
Seriously interested in professional certification
as a project manager?
Visit http://www.pmi.org/Certification.aspx
19
20. CASE STUDY: RELOCATE THE WHIRLIGIG COLLECTION
Image: John Tenniel, from Alice in Wonderland. Image: Cover of 1915 edition.
Public domain. Public domain.
http://upload.wikimedia.org/wikipedia/commons/ http://en.wikipedia.org/wiki/
b/ba/Alice_par_John_Tenniel_30.png File:Peter_Pan_1915_cover.jpg 20
21. PROJECT INITIATION
Authorize expenditure of resources
Assign project manager
Establish roles and responsibilities of project manager and
other key participants
Identify high-level goals/objectives
Notify people/organizations affected by project
21
22. ROLE OF THE PROJECT MANAGER
Plan, organize, execute, control, close the project
Identify/communicate with stakeholders
Manage expectations
Build/maintain project team performance
Continuously balance the “triple constraint”
Anticipate and track risk
Communicate and manage relationships
22
23. NOW LET US BE PERFECTLY CLEAR… WHAT YOU
(IDEALLY) KNOW GOING INTO THE PROJECT
Project name
Project sponsor(s)
Project manager
Statement of purpose—reason for the project
Specific high level project deliverables
Authorized project resources (i.e., people, budget)
Basic project timeline
Schedule and budget constraints
23
24. GROUP WORK & CLASS DISCUSSION:
INITIATING THE WHIRLIGIG MOVE
Do you have the information that you, as the move leader,
need to get started?
1. Who is the project manager?
2. Who is the project “sponsor”? (see handout—glossary)
3. Who is on the project team?
4. What is the scope of the project manager’s authority?
5. What is the purpose of the project?
6. Who are the key stakeholders? (see handout—glossary)
7. When the project is done, what will be different? (What are the
“deliverables”?)
8. What is the budget for the project? What is the source of funds?
9. What human resources are available for the project?
10. What is the basic project timeline?
11. Are there any special constraints on the project?
26. THE TRIPLE CONSTRAINT
Schedule (Time)
Resources (aka Cost Project
or Budget) Scope/Requirements
(aka Specifications)
26
27. GOALS, OBJECTIVES, TASKS, REQUIREMENTS
AND DELIVERABLES
Goal: “Enhance family relationships”
Objective: “Hold a family reunion in 2004”
Project “component”: “Pick date and location”
Requirements for date and location:
Pick date/location convenient to large number of family members
Must not be a school day
Wheelchair accessible
Deliverable: the date and location
27
28. GETTING STARTED: IDENTIFYING PROJECT
COMPONENTS (MAJOR TASKS)
Each person get Post-It note pad
Write down 2 to 5 major components of a Family Reunion
Project—one major component per Post-It note
Articulate with a verb and an object -- for example:
Pick a date and a location
Serve food and beverages
Invite people
No discussion for now!
2 minute exercise
28
29. EXAMPLES OF MAJOR PROJECT
TASKS/COMPONENTS—FOR A FAMILY REUNION
Goal: Enhance family relationships
Objective: Hold a family reunion
Hold a Family Reunion
Pick date and location Send invitations Serve food
29
30. NEXT STEP: IDENTIFYING PROJECT SUB-
COMPONENTS
Example of subcomponents
for “serve food” component
Family Reunion
Pick date and location Send invitations Serve food
Plan menu Shop for groceries Cook food
30
31. A TYPICAL “WORK BREAKDOWN STRUCTURE”
Family Reunion
Select date and location Send invitations Serve food
Plan menu Shop for groceries Cook food
“Work
Evaluate cook books Review ideas with cooks Identify any dietary restrictions Finalize & communicate menu packages”
31
32. PROJECT CHANGES ARE INEVITABLE: BE
PREPARED!
IF:
Schedule •SCHEDULE is cut THEN
must either get more
RESOURCES or reduce
REQUIREMENTS (or both)
•REQUIREMENTS increase
Requirements THEN must either increase
Resources
(aka Cost or (aka Specs) SCHEDULE or get more
Budget)
RESOURCES (or both)
Do you remember •RESOURCES are cut THEN
must either increase
what this triangle is SCHEDULE or reduce
called? REQUIREMENTS (or both)
…
32
33. NEGOTIATION
Avoid and resist irrational assumptions
It is impossible to do the impossible
The earlier bad news is known the better
Avoid stressing yourself out, negotiate instead
Use your influence – and your champion’s!
Don’t lose your nerve. You can do it!
33
37. Leadership, influence, trust, and networking: and some tips for
coping when things aren’t going well
4. LEADING AND PARTICIPATING IN NEW
PRODUCT DEVELOPMENT TEAMS
38. WHAT MAKES A GOOD TEAM LEADER?
Green thumb; small seeds, big trees
Driven; “miss a meal” pains
Leads from the middle
Velvet hammer
Tinker, tailor, try again
Manners matter
“Fly-eyed”
From Crawford, New Products Management
38
39. ROLES IN NEW PRODUCT TEAMS
Product/project manager
Sponsor
Team member (formal or ad hoc)
Other participants:
Champion
Reviewers, managers, committees, …
Other stakeholders
39
40. PERSONALITY TYPES TYPICALLY ON TEAMS
ALL ARE KNOWLEDGEABLE BUT SOME ARE:
Integrators
Likerelating to people from other
departments; want to be on the team
Receptors
Respect others but don’t desire new
relationships; good contacts but not good team
members
Isolates
Specialists
who want to work alone – also not
good team members
40
41. CROSS-FUNCTIONAL PROJECT TEAMS
Speed new product development
More likely to produce successful products
Ideal size of core team: 6 to 12 people
Team member more than a department’s
“representative”
Collaboration, not just cooperation
41
43. WHAT DO I MEAN BY “BE INFLUENTIAL”?
Focus on your “circle of influence” – those things
you can do something about
Don’t stress too much about your “circle of
concern” – those things you care about but can’t
control
Be a networker
Be visible, credible, or both
Emphasize influencing decisions rather than
giving orders or “being right”
Give problems their proper weight and context
43
44. VISIBILITY AND CREDIBILITY: MEASURING POWER
AND INFLUENCE
SEEN High Visibility/ Low Visibility/ HEARD
AND High Credibility High Credibility BUT
HEARD NOT SEEN
SEEN NEITHER
High Visibility/ Low Visibility/
BUT SEEN
Low Credibility Low Credibility
NOT HEARD NOR
HEARD
Reddy, W. Brendan and Williams, Gil. The visibility/credibility
Inventory. 1988 Annual: Developing Human Resources 44
45. GROUP WORK ON VISIBILITY/CREDIBILITY
INVENTORY
Divide into groups
Spend 5 minutes discussing the matrix (and
your own results if you wish to share them)
Spend 5 minutes considering the implications
for leading and participating in new product
development teams
Report out (2 minutes per group)
45
47. WHAT IS POLITICS?
Actions and interactions with people that affect
the achievement of your goals
Using the power and influence of others to
mobilize people and resources to get things
done
“All the things that happen and you don’t know
why”—Anon.
47
48. BASIC ASSUMPTIONS
Politics are inevitable
Politics are necessary
Politics can’t be eliminated, but they can be
managed
Don’t assume politics is somebody else’s job
48
49. MAPPING THE STAKEHOLDER SYSTEM OF YOUR
PROJECT
Key to managing the politics of your project
So you focus your energy on influencing the
right people
So you don’t forget anyone
So you can manage opposition and resistance
Prerequisite for “selling” your project from start
to finish
49
50. A STAKEHOLDER SYSTEM HAS “CLIENTS”
Sponsoring client —person in position to set strategic goals;
person who ultimately decides; person best able to break ties
Power client —person who grants access to people and
resources; person with whom deals are struck
Legitimizer —person who protects the status quo; subject
matter expert; person who influences acceptance
Opinion leader —Person who is receptive to new ideas;
recognized as “up and coming”
Career influencer —your boss or bosses
Champion – advocates vigorously for the project
50
51. IDENTIFYING STAKEHOLDERS
Who is paying? Who makes “buy” decisions?
Who will use the results; who benefits?
Who originates?
Who defines “success”?
Who is an expert?
Who loses (credibility, something of value)?
Who is open to the new idea?
Who is good at stirring up excitement?
Who evaluates against the status quo?
Who is the first to see flaws or problems?
Who will feel the impact?
Who does the work?
Who will maintain the outcome?
Who knows the “big picture”—future direction?
51
53. INFLUENCE TACTICS
Reason – using facts and data Negotiation – exchange of
to develop a logical argument benefits
Coalition – mobilize other Higher authority – gain the
people support of higher ups to
Friendliness – create good will mobilize others
Assertiveness – a direct and Sanctions – use organizationally
forceful approach derived rewards and
punishments
Want to assess your style? See Kipnis, David, and Stuart M. Schmidt.
1982. Profiles of organizational influence strategies (POIS).
[San Diego, Calif.]: University Associates.
53
54. MANY PROJECT MANAGERS …
Try reason and friendliness first
Use assertiveness and higher authority second
Underuse coalition and negotiation
All tactics are good, when used in the right
circumstances and for the right reasons
54
55. END OF PART 5 – STILL ALIVE?
Almost to
the finish
line
By: markwaitkus
http://flickr.com/photos/waitkus/2421085988/ 55
57. “FALL DOWN SEVEN TIMES; STAND UP EIGHT”—
JAPANESE PROVERB
Innovation is essential
There are many challenges
Libraries and library sites competing for attention from their
communities
No free rides—libraries must deal with open market forces like
everybody else
Project leadership and team skills are important -- more
and more work is done this way in libraries
Organizational politics can’t be eliminated but they can be
managed
It is work worth doing, that you can take great pride in
57
58. “THE LIBRARY IS A LIVING ORGANISM”—SR
RANGANATHAN
With your help, libraries will
carry forward, for the next
generations, the vital role
libraries have played …
Helping their communities
turn mere “information” into
insight, action, and the
progress of knowledge
Bartholdi’s Librarian
Photo: bdcoen CC-BY-NC-ND
http://www.flickr.com/photos/bdcoen/6787653117/ 58