A FEW SUCCESSFUL IOLS PROJECT TIPS

A Few Successful IOLS Project Tips

Mary K. Dzurinko, MK Dzurinko Associates

Library managers face pitfalls during the process of selecting their first Integrated Online Library System (IOLS) or replacing or upgrading a first generation system. The way to make certain that an IOLS project is not doomed is to make decisions that avoid IOLS disasters.

STAFF MEMBERS. While is it true that "too many cooks spoil the broth," the staff who will use and maintain an IOLS provide the best input on the system functions that will enable them to handle their responsibilities productively and efficiently. They are also the first lines of defense between the library and the everyday user. The manager who ignores staff input or does not seriously listen and consider the concerns of staff will live to regret it. The library staff is critical to a successful project. It is always easier to promote co-operation and teamwork among people who feel that they own part of a project.

TIMELINE. No IOLS project should be undertaken willy-nilly. Jumping in without a good plan and expecting and relying on a vendor to create that plan is also foolhardy. A manager must prepare a detailed timetable covering system selection, review, installation, training, and final implementation. And the smart manager always includes little pockets of extra time for the inevitable setbacks and delays.

PROJECT MANAGER. One great way to lead a project to failure is for you to take on the responsibility of project manager instead of giving it to the staff member most prepared for the task. Library manager does not automatically equal automation expert. Management of a library is a full time position; management of an IOLS is a full time position. Managers of a staff that includes a systems librarian, technical services librarian, or operations manager, should look to them to manage the project. A hallmark of an effective manager is delegation and efficient and productive use of staff. Solo librarians, who may have no one to whom to delegate this task, may have to bear this responsibility. For solos, careful planning and preparation is essential if the project is to succeed. They should also consider hiring a consultant to assist with project management or propose adding a temporary staff member to handle the initial installation and implementation of the project.

SYSTEM DOCUMENTATION. Let’s face it, everyone is too busy to read through the daily mail, let alone spend time reading technical documentation. However, it is important that a library manager scan through IOLS system documentation and specifications before any software or hardware is installed. A major mistake of managers is to ignore their own instincts and experiences and completely rely on the library staff, IS staff, and the vendor with regard to IOLS technical matters. You may not be an automation expert, but how can you realistically take responsibility for an IOLS project is if you don’t even have a general understanding of system functionality?

MARC FORMAT. MARC format is the standard library record format. MARC provides fields for bibliographic records and MARC records are readily available from bibliographic utilities, vendors, and the Internet. Use of MARC facilitates data conversion and system migration. Although a library may have a good reason not to use MARC records, this decision requires very careful consideration.

MODULE ROLL-OUT. Good project management means giving as much time (and maybe more) to the preparation of the project as you expect to spend on the implementation of the project. Deciding that the entire project will be finished in a month or in six months is a guarantee of failure. Decide which modules should be rolled out first, both for staff and users. You may have to run the old and the new IOLS simultaneously for a time, especially in the case of serials.

COSTS. Purchase of an IOLS is not a "one-time" cost. System maintenance is an ongoing budget item. As library services adapt to a rapidly changing automation marketplace, an IOLS must grow with them. IOLS costs include fees for yearly software updates, user licenses, training, support, and hardware replacement/purchase. Additionally, if a system is purchased by module rather than as a package, plans should be in place for late purchase of additional modules.

CONSULTANTS. Library automation consultants can be a great help when evaluating and implementing an integrated system. By effectively using consulting services, a library manger might avoid "implementation stress." In particular, consultants can be good support for solo librarians. But, be careful to select a reliable, qualified IOLS consultant, a person or company with whom you and your staff can comfortably work.

TRAINING. It is never a good idea to skimp on training, both for the library and IS staff and especially for the system database manager. The belief that, if all system users have basic system training down pat they will learn how to productively use all other functions of a system on the job, is false. We all have different learning skills, we all have different levels of commitment to our jobs, we all have different ways of understanding communication processes. Training may add to the cost of an IOLS, but lack of sufficient training is a more costly road to project delay and failure.

IS. Co-operation between the library and the Information Systems Department is a very sensitive matter. It is usually a commitment by the library to "go the extra mile" that creates a smooth working relationship. That is why it is imperative for the library manger and the database manager to understand the functionality of an IOLS and for the library staff to have a clear plan of what they want the system to do. Clear communication is the best ingredient in library-IS co-operation; learn how to "speak IS." By the way, you can never go wrong by inviting your IS staff to a few of your library socials.

VENDORS. Most vendors you meet at shows and conventions are sales or PR people. They have a general understanding of their products, but refer your technical questions to programmers or help support staff at the home office. Therefore, do some homework. Prepare a list of your IOLS requirements and compile a standard list of questions you ask all vendors. Learn about the IOLS industry, request information from IOLS vendors about their systems, talk with colleagues about the systems they have installed, attend local vendor demos. You are a consumer; make use of all the techniques, tips, and tricks you use when making a major personal or family purchase.

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