In their interesting blog post, 10 Tips for Creating a Knowledge Ecosystem in your Organization, a group of Wiley publication editors shared their insights on effective KM practices. As a result of seeking a “better understanding of how knowledge is constructed and how it is connected to prior learning”, they compiled a list of ten knowledge ecosystem elements.
For many of the museums I’ve worked in (and with, as a consultant), the development of digital collections was haphazard. The evolution of museum collections management software, digitization technology, and issues such as digital preservation and storage have all contributed to an uneven approach to publishing digital collections online.
Social media is not a static creature. As we have seen, it is a powerful force for both good and bad. And it’s just a toddler now. What is coming up? There are quite a few trends in social media that can be used in special libraries to promote services and products.
People are fundamental to every aspect of an archival project. They commission projects, provide resources, support (or challenge) projects, and produce results. People deliver projects as managers and team members, and others influence projects as sponsors and archival project stakeholders. How people behave and feel about the project influences its success.
We’ve all heard of IBM’s Watson. Whether winning at Jeopardy or diagnosing medical conditions, it shows great potential and already has proven itself as a partner for humans. Honestly, I believe that it’ll do nothing but grow and develop as a learning machine. Machine-based learning in special libraries is an interesting area to explore.
Project managers are expected to be both good managers and leaders. Leadership is one of the most critical competencies a project manager must have. Leadership in archival projects is demonstrated through setting the vision for the project and supporting strategy, and creating a shared vision with the team. Archival leaders create an environment that encourages the best in team members, allowing them to develop and learn.
In Neil Olonoff’s excellent post “Knowledge Management Tools That Aren’t Tools,” he takes us back to the basic purpose and definition of a tool: something that is supposed to make work easier. It’s easy to agree with that, yet there are so many knowledge management tools that seem to complicate matters, and make work harder. And there in a nutshell is the biggest barrier to user adoption.
Many of the companies known for Museum Collection Management Systems (CMS) were founded in the late-1970s through the 1980s. Collections management system usage became common among museums in the 1990s with wide-spread implementation occurring by the 2000s. Early adopters have likely seen the migration from at least one CMS to another.
Troubleshooting and testing follows evaluating, reviewing, and recommending technology. Troubleshooting is similar to beta-testing in that you are putting the software or database through its paces to see how it responds.
Project managers for archival projects have a wide variety of responsibilities. They oversee activities, serve as liaisons between departments, and facilitate meetings. They hire staff, attend professional development activities, and review instructional materials. This post covers characteristics of effective archival project managers.