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among groups from different sections, from the library, graduate office, computer department, faculties and graduate students.
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2.11.1.1 Definition
According to Middleton (1999:Library project management), the definition stage of the project is where the project is identified and where individuals and participating teams are identified. It is also the stage where all participants and stakeholders are briefed about why the project was identified. It is at this stage that the preliminary costing of the project is done and a business case is established. This is also the stage where the relationship between the project itself and the objectives of the institution is established.
2.11.1.2 Formalization
The definition stage is the infancy stage, where objectives of the projects are set.
These projects are subject to review. According to Middleton (1999:Formalization), it is in the formalization stage that these objectives are reviewed. Middleton (1999:Formalization) added that it is in the formalization phase that the outcomes of the project are specified, and sub-tasks, if they exist, are identified. It follows, therefore, that when objectives are reviewed, chances are the costing also changes.
According to Middleton (1999:Formalization), the formalization stage is also a stage where the reviewing of costing is done and, since projects are subjected to various risks, risk assessment is the essential part of the formalization phase. At the formalization stage, the people that will be part of the project are merged with the tasks they will perform and the reporting processes are established.
2.11.1.3 Implementation
Middleton (1999:Implementation) indicated that once phase two has been accomplished, then time-frames are assigned to tasks and sub-tasks.
Implementation, is where co-ordination of the tasks and processes is done, and the whole project is monitored and evaluated, since this is like a work-in-progress.
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2.11.1.4 Completion
According to Middleton (1999:Completion), completion is the stage where the project is being completed. This is where you evaluate the actual outcome against the exact outcome. The report is written and given to the relevant authorities.
2.11.2 Project planning
Posgate (2008:5) indicated that “when planning a project of any scope, issues to seriously consider are: staff, equipment and infrastructure, desirable products, measured progress, risks and contingency plans, and collaboration.” Posgate (2008:5) indicated that, in terms of staffing, it is important to know your staffing resources. What skills you have; will internal staff be moved to the project; if you will recruit staff or not, as all these issues are to be taken into consideration with regards to budget and time.
With regards to equipment, Posgate (2008:6) pointed out that you must know what equipment is available and what needs to be purchased, and whether scanning equipment and computers are available. Posgate (2008:6) further stressed the importance of knowing how the existing infrastructure supports the “requirements of processing, hosting and storing the project materials”; make sure you have considered projected consumables in the budget; and, in terms of space, where you will accommodate the project and its staff. Posgate (2008:6-8) raised four points to consider on planning a project, namely, collaboration, measured progress, risk and contingency plans, and desirable products. These points are briefly discussed below:
Desirable products, where he discussed the standards and guidelines to follow, which are important to implement in a case of an in-house project and to communicate them in the case of outsourcing.
Measured progress, where he stresses the importance of measuring production with a work plan, writing regular reports and checking on project milestones. According to Hazen and others (1998:18), the best way to have a
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strong base for the future is to have a detailed plan of work, with regular progress assessment of the project and closely documented adjustments and corrections.
Risk and contingency plans relate to “mishaps, obstacles and unforeseeable problems”, which is what should be expected and catered for in a project.
Projects must have an element of flexibility.
Collaboration, which refers to working together with partners and/or funders.
Posgate discussed the importance of having communication plans incorporated from the word go. Posgate (2008:8) stressed the point that the project leader(s) must be available and open-minded when it comes to arguing and discussing new ideas during the digitization process.
Eden (2001:397-400) presented guidelines based on his experience of managing a digitization project at the University of Nevada, Las Vegas, for managing successful digitization projects. These include identifying best practices, designing the website and choosing a metadata scheme, as well as the importance of communication, collaboration and quality control. In support of Eden’s guidelines (2001:397-400), Copeland, Penman and Milne (2005:186) pointed out that for the Joint Information Systems Committee (JISC)-funded electronic theses project, the team avoided re- inventing the wheel and developed new solutions, “where good practice was in operation in other countries”. They had a common agreement with regards to the preferred software and identification of “a core set of metadata.”
According to Hazen and others (1998:18), before engaging in any digitization project, it is essential that libraries look into the changes that will happen and adjust accordingly. Hazen and others (1998:18), stated that “projects based on careful review, analysis, and planning can yield electronic resources that are functional and faithful to the original sources, and that support new kinds of scholarship.”
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