The Value of Full-Time Project Management Positions: PMO Nuts and Bolts at Hesburgh Libraries

Abstract

Abstract Purpose The first part of the chapter discusses the premise that “wearing many hats” impedes a professional’s ability to get successful project results in a library setting. Offering their own experience as an example, the authors explore the issues that led to the implementation of project manager as a full-time position at Hesburgh Libraries. Part two of the chapter offers practical suggestions for incorporating a project management office (PMO) into a library setting. It includes the definition of the virtual PMO model, how this model fits into the organizational structure, and why this model might be preferred in a library environment. It includes descriptions of basic project management tools, techniques, and methods as well as graphic representation of division and overlap of responsibilities. Methodology/approach The methodology of this chapter is based on a review of the literature as well as a description of the authors’ experience with implementing project management at their institution. Findings Project management is a profession that requires dedicated personnel and resources. Actively involved project sponsors and dedicated project managers play a critical role in assuring project success. Basic project management tools, techniques, and approaches can be successfully implemented in libraries. Originality/value Full-time project management in libraries is still a novel concept. Readers will benefit from Hesburgh Libraries’ implementation of new methodology and learn about tools and approaches to introduce project management in their organizations.