libraries in knowledge society– strategies for the future the project is funded by the cultural...

„Libraries in Knowledge Society– Strategies for the Future”

The project is funded by The Cultural Exchange Fund within the EEA Financial Mechanism and Norwegian Financial Mechanism.

Day 1: Session 1,2

IntroductionWorkshops’ programPresentation of the results when working on our mission, vision, strategic and detailed goals

„Libraries in Knowledge Society – Strategies for the Future”

Workshop’s Framework (1)

July 7th – 9th – projects’ definitions for years 2011 – 2012, timeline and budget, needs assesments regarding a study visit in Norway

October 20th - 22nd – monitoring and evaluation, strategy implementation, rules of introducing changes, analysis of necessary changes in libraries while implementing strategies, social consultations, forming project teams, PR, fundrising, ICT tools needed in strategy development

In between workshops, groups will be required to work individually and collect data necessary for work at the next stages of the project.

March 10-12

April 28 – 30

July 7 – 9

October 20 – 22

Workshops’ Framework (2)

Individual work:Strategies’ reviews for regional libraries, collection of documents required for the next meeting, a report regarding the conditions of regional libraries – data collected for analysis

Individual work:Formulating the list of projects for each specific goal

Individual work:Formulating the list of projects for activities in the years 2011 – 2012Working on a strategy draft

Workshop’s Program July 7th – 9th

review of work that has been done so far, detailed goals’ indicators and their definition project’s definition for years 2011-2020 (a method of a

problem tree and goals tree), timelines (Gantt chart and a network chart), and

budgets, risk analysis, preparing information activities regarding the strategy

Additional information (1)

The participants will receive a full support from trainers who will be running the workshops. In between workshops, the participants will be able to send questions and drafts for consultations Final drafts of strategies will be consulted with trainers During the workshops, there will be teams of three people working on strategies, however it is important, to have more employees involved in this process. We suggest that each library have a steering committee that would work on development, consultations and data collection.

Additional information (2)

Three day workshops will be our method of work on strategies. Each team consisting of three members from the library will collaborate with a trainer who will guide them through the process. All solutions will be developed by the whole team. Each group should choose a coordinator who will be supervising the team’s work in between workshops, he will be responsible for contacts with the trainer and the collection of all information regarding the project (taking notes and keeping flipcharts).

Rules of Work

Turn off or turn down your mobile phones Stay focused Name + Ms/Mr. as you like 5 min of tolerance for late comers Respect for others No interruptions when somebody else is talking Possibility of input - we encourage participation during workshops

How was your work?

Did you have a chance to discuss your mission and vision?

Did you manage to come up with your final definition of strategic and detailed goals? Did you discuss your definitions with other people?

Did you work in a big team? If yes, how many people? And from which departments were they?

10

Goal

SpecificMeasurableAttainableRelevantTime-bound

11

An example of a well-written goal (1)

To increase library’s accessibility to elderly people

Increasing numbersWho? (target group) people over 60 years old who go to the libraryWhere? (place) in a place XHow many?(from x to Y) from 56 to 120Until when? (deadline) until the end of 2010

goal

indicator

12

An example of a well-written goal (2)

Elderly people attending libraries

Minimum 120 people over 60 years old attend a local library frequently in a place X in the year 2010.

goal

indicator

13

Goal’s structure

Strategic goal

projectproject’s goal

Specific goal

Specific goal




Day 1: Session 3

Indicators, how to define them?


Why do we define indicators?

Reflect changes in the state or condition over time

Represent reasonable measurement costs

Be non-directional and can vary in any direction

Be easy to interpret and explain, timely, precise, valid, and reliable

indicator – measures the goal’s development

16

How should indicators look like?

accurate – adapted to the object of measurement

measurable – expressed in numbers, percentage, binary system (yes/no)

reliable – independent, representative

accesible – easy to obtain

17

Sources of means of verification for indicators

sources of means of verification demonstarte where we can find statistical data that can be used as indicators, for example when number of participants is an indicator, then the attendance list is means of verification

defining the sources of means of verification allows us to verify whether the indicator demonstrates reasonable measurement costs, time and effort

18

Cheap and Effective

Efficiency – it’s a measurement of cost of a single product/ service.

Effectiveness – it’s a measurement of soundness of undertaken activities, level of achieved results and their sustainability.

Remember! “There is nothing more stupid than doing something more effectively even though it’s not worth doing.”

Osborne, Gaebles

input

product

result

Day 2: Session 1 and 2What is a project?Project’s indentification method – a problem tree anda goal tree


20

Goal’s structure

Strategic goal


Specific goal

Specific goal




21

Projects According to Davidson Frame

Project management is a carefully planned and organized effort to accomplish a specific (and usually) one-time effort.

The main project’s characteristics are:

focused on one goal;

all activities within a project are interconnected and coordinated

discrete beginning, end, and deliverable

all of them are exceptional

Examples of projects within a specific goal I.1

Specific goal I.1 – Increasing the role of The Polish Librarians Association in regulating laws that may influance a library’s development and a librarian’s position

Project I.1.1 – Designing norms for a new library policy

Project I.1.2 – Presentation of the new policy to adequate ministries; lobbying and consultations

Project I.1.3 – Designing common norms describing the librarian’s occupation

Project I.1.4 – Planning activities that will implement common norms including a career path

Problem tree (1)

Result

Key problem

Cause

Key problem

Cause

Problem tree (2)

result

Problem 1

Problem 1.1

Problem 1.1.1

Problem 1.1.2

Problem 2

Problem 2.2

Problem 2.1.1

Problem 2.1.1.1

Problem 2.1.1.2

causes

results

Things we should remember about while constructing a problem tree

we should tackle only those problems that are important, real and current, not future or imagined ones,

problems should be described as a current and negative situation,

solution that is out of reach shouldn’t be called a problem because it makes the analysis of the problem more difficult,

lack of sufficient funds shouldn’t be considered a problem during the analysis,

problem analysis should include all potential beneficiaries of the program. Only then will the program and the beneficiaries involved in its development be effective

How to change a problem tree into a goal tree?

Identified problems are changed

into goals.

goalproblem

Goal tree

means

results

Goal

Goal

Goal 1.1

Goal 1.1.1 Goal 1.1.2

Goal

Goal 2.2

Goal 2.2.1

Goal 2.2.1.1

Goal 2.2.1.2

Goals’ analysis

selection of goals, agreggation of our own goals, identification of competitive goals – goals that are

conflicting, decision making, which goals will be part of our plan/

strategy and which will be left out. This decision should be a result of mutual agreement about priorities: which goals are the most important, which ones are the most attainable, which activities will be the most effective.

design of goals’ structure – strategic goal, detailed goal, project’s goal

29

Examples of project’s design

project indicators deadline those in charge partners budget

30

Example

strategic goal I

specific goal I.1, specific goal I.2…..; for each specific goal we should include indicators

Projects regarding specific goals I.1 included in the chart

Project indicator deadline those in charge partners budget

Please notice the recommended way of describing goals and projects

Day 2: Session 3

Gantt chart, network chart


Gantt Chart (1)

Projects should be divided into phases, and phases into activities.

Specify the time of each activity

Specify the order of their implementation

Draw a diagram with all information

1

2

3

4

Gantt Chart (2)

marzec Symbol

działania 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

x x x x A

x x x x

x x x x B

x x x x

x x x x C

x x x x

x x x x D

x x x x

x x x x E

x x x x

Planowane

Wykonane

x Dzień wolny

marzec

Symbol działania 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

x x x x A

x x x x

x x x x B

x x x x

x x x x C

x x x x

x x x x D

x x x x

x x x x E

x x x x

Planowane

Wykonane

x Dzień wolny

PERT/CPM Network Chart

START

A

B

C

F

D E

G END

PERT (Program Evaluation and Review Technique) was designed for the needs of the U.S. Navy to support the Polaris nuclear submarine project. It enabled a smooth coordination of 300 partners and allowed to finish all the works on time.

PERT (Program Evaluation and Review Technique) was designed for the needs of the U.S. Navy to support the Polaris nuclear submarine project. It enabled a smooth coordination of 300 partners and allowed to finish all the works on time.

Why do we construct PERT/CPM chart?

The goal of PERT technique is to identify elements of the process and to mark the time periods which have the most impact on the project

Along the PERT technique, CPM (Critical Path Method) technique was created. Its goal is to choose a critical path among the elements of the process.

Example

A voivodeship library wants to organize a workshop for its employees who work in different departments. Let’s assume that the production of workshop’s materials will be the goal of this project.

Table of chart building (1)

Symbol Activity Time period BP

A Writing materials 30

B Correction 8

C Formating 8

D Printing and binding 7

E Designing a graphic cover 3

F Delivering the materials to the participants 1

Table of chart building (2)

Symbol Activity Time period BP

A Writing materials 30 -

B Correction 8 C

C Formating 8 A

D Printing and binding 7 B, E

E Designing a graphic cover 3 A

F Delivering materials to the participants 1 D

Network chart with time periods for each activity

A 30

E 3

C 8 B 8

D 7START ENDF 1

B 8activity

time period

Network chart – critical path

A 30

E 3

C 8 B 8

D 7START ENDF 1

Minimum time of project’s implementation is a path which turns into the longest time period of project’s existence.

This is so called a critical path.

Information about activities

ES EF

activity Time period

LS LF

ES – the earliest start

EF – the earliest finish

LS – the latest start

LF – the latest finish

Full Network Chart

A 30

E 3

C 8 B 8

D 7START ENDF 1

30 33

43 46

30 38

30 38 38 46

38 460 30

0 30

46 53

46 53

53 54

53 54

Calculating the time limit

the latest time the earliest time activity’s time periodend of activity start of activity

LF ES activity’s time period

the latest time the earliest timestart of activity start of activity

LS ES

the latest time the earliest timeend of activity end of activity

LF EF

Day 3: Session 1

Risk analysis


When can we talk about risk?

Risk – it appears when the result of our activities is unknown, but it is possible to estimate its possible options and chances of occurrence.

Throwing a die: possible options: side with one dot, side with two dots,

side with three dots, side with four dots, side with five dots, side with six dots,

possibility of throwing one side is 1:6

Three parts of risk

event – description of circumstances where risk may occur,

probability of the event’s occurrence, range of impact – how strong is the result

Identification and description of potential threats

Range of impact evaluation Evaluation of probability of occurrence

Significance

Reaction

Risk can be related to:

event’s topic timeline human resources infrastructure interpersonal relations organisation people exterior events

Risk’s Map

Range of Impact

Pro

bab

ility

of

occ

urr

ence

Risk’s evaluation

Risk Probability [a]Effect (range)

[b]

Significance (weight)[a * b]

Lack of participants for workshops 9 10 90

Difficulties in finding space for the workshop 6 7 42

Coordinator’s sickness 3 4 12

Equipment out of order 7 10 70

Reactions to risk

avoiding risk, decreasing probability of risk, limiting risk’s results, transfer of risk

If during the risk analysis you will identify some serious threats that are likely to appear, then the project should be transformed. If it’s not possible to change it, you should consider giving it up completely.

Day 3: Session 2

How to prepare information materials about the strategy


Characteristics of good information

a recipient will get information, a recipient will be interested in this information, a recipient will understand the information and

its author’s intentions

Why do we need a short information material about the strategy?:

It is information – please see what we are going to do It is an advertising material for clients and sponsors – get to

know our attractive vision of the library, our plans and how active we are

Communication is a two-way process

Response

Information

Sender Recipient

How to prepare information materials – step by step

Decide who do you want to direct the text to – define the recipient, who is the recipient of information about library’s strategic plans,

recipients’ analysis, what is important for different groups of recipients,

choose a means of communication, prepare information analyze information’s impact

Material about the library’s strategy

short and clear, easy to understand, demonstrating main development plans –

vision and strategic goals, demonstrating future plans, praising advantages, visual

Material about the library’s strategy – methods of publications

website, brochures, leaflets, texts in library’s publications – if they exist, texts in local newspapers, interviews about library on the radio, television

and in the press, ???

See you in Poznańon October 20th

„Libraries in Knowledge Society– Strategies for the Future”

libraries in knowledge society– strategies for the future the project is funded by the cultural...

Documents