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Purpose The purpose of this chapter is to introduce library and information science professionals to the idea of combining the tools and techniques of project management and change management to support the success of their projects. Combining these two methodologies can assist professionals not only in carrying out their projects efficiently, helping them to meet project objectives, but can also increase the likelihood that their project objectives will be accepted by their organizations. Methodology/approach This chapter provides an overview of project management and change management methodologies with numerous examples from academic and practitioner literature and supplements them with concrete, specific examples of how these tools and techniques were implemented in an information management project. Practical implications This chapter contributes to the development of change management and project management competencies for librarians by providing explanations of project management and change management which include advice and evidence from the literature combined with examples of how these techniques and processes were applied in a library and information management project. This chapter should therefore serve as an educational tool for library and information management practitioners seeking either to develop their project management and change management skills or to apply these techniques to their own projects. Originality/value Articles which combine project management and change management methodologies are rare. This chapter takes these concepts and applies them in a library and information management setting in a way that should be practical and approachable to library and information science practitioners.
Project management guidance allows for variations in implementation in practice based on individual organizational characteristics (Besner & Hobbs, 2013; Fernandes et al., 2014; Konstantinou, 2015). There is recognition that approaches need to be varied based on the culture and needs of the organizations in which they are applied (van der Linde & Steyn, 2016). One way that organizations determine how to apply project management techniques is to examine how other, similar organizations have adapted them for their own projects (Popa, 2015). There are over a hundred practices, tools, and techniques available in the project management toolkits assembled by the Project Management Institute and other sources that can be employed by librarians seeking to undertake projects within their organization (Besner & Hobbs, 2013, p. 18), giving each project manager a significant amount of choice and options for customization. This chapter does not propose to provide “best practices” for how to implement a library project, but provides an illustration of one way of approaching projects supported by evidence from the project management and change management literature which librarians and other information science practitioners can add to their project toolkits. Understanding that change management practices as well as the processes of project management should be combined in project initiatives because most of the projects that librarians undertake involve the introduction of some form of change for either library staff or patrons can allow them to design their projects in ways that address some of the known barriers to change and therefore increase the likelihood of project success.