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

10. Unique visitors/month in US - Feb 2012
library.ucla.edu 21,635
SEE HANDOUT
escholarship.org 21,749
oac.cdlib.org 24,443
catalog.loc.gov 54,353
repec.org 82,783
arxiv.org 101,151
cdlib.org 115,761
librarything.com 303,402
thomas.loc.gov 333,044
Unique visitors/month
memory.loc.gov 336,437
openlibrary.org 396,402
worldcat.org 734,785
ucla.org 918,053
sciencedirect.com 1,065,032
loc.gov 1,650,606
scholar.google.com 2,037,619
books.google.com 6,843,743
Source: compete.com, 4 May 2012

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?

25. HANDOUT: GLOSSARY
 Project
 Project sponsor
 Champion
 Stakeholder
 Deliverable
 Requirement
 Triple constraint
 Work breakdown structure
 Work package
25

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

34. END OF PART 3 – SPEAK TO ME!
34

35. THOUGHT ASSIGNMENT FOR BREAK:
WHAT MAKES A GOOD TEAM LEADER?
Write one idea
on a Post-It
and bring it
back with you
35

36. BREAK: 15 MINUTES
36

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

42. BEING EFFECTIVE WITH WHAT YOU HAVE
 Be influential
 Be trustworthy
42

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

46. Organizational influence strategies
5. THE POLITICS OF PROJECTS

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

52. GROUP EXERCISE: STAKEHOLDER ANALYSIS FOR THE
WHIRLIGIG MOVE PROJECT—GRAB YOUR POST-ITS!
POWER
CONCERN
52

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

56. Failure, resilience and commitment
6. FROM SURVIVING TO THRIVING

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

59. THANK YOU!
 KarenCalhoun
 ksc34@pitt.edu
Good luck to you!
59