Tracking is the process by which archival project progress is measured to ensure that changes to the schedule are tackled promptly. The starting point for tracking progress in archival projects is the project baseline schedule and other plan documents devised and accepted when key stages are fixed before implementation. The project baseline should remain unchanged throughout the project, and it’s the guide against which variances are identified.
Projects enable archivists to undertake roles that differ from their usual positions and are training grounds for leadership. Team members likely have other responsibilities in addition to their work on the archival project. Identify gaps in skills or resources, and then begin to locate people to resolve staffing issues. Determining basic team member roles up front allows projects to move forward with vision and vigor.
This literature review examines reappraisal and deaccessioning as discussed in three Archival Issues articles about multi-year projects conducted at large institutions. After describing the projects, I offer a critical assessment, exploring reappraisal and deaccessioning experiences that can better inform archivists considering such undertakings.
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.
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.
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.
Most archives repositories find it a challenge to keep a balance between meeting the needs of their users, their administration, and their collections. The hands-on tasks involved in the daily management of ever-growing collections of digital information leaves little time for conceptual planning of the digital preservation program.
However, institutions need to approach digital preservation holistically, rather than as a series of actions that fulfill the foundational requirements of stability and accessibility. Not only should institutions commit to creating and implementing digital preservation policies, but they need to understand that these actions are part of digital preservation in and of itself.