Control within an archival project takes prompt corrective action. As the project progresses, you’ll want to change things within the project’s boundaries. Changes in the environment of the project will impact the activities that are part of the project itself..

Under the best circumstances, archival projects are completed on time, within budget, and to your standards. In practice, though, projects involve a unique set of problems that create complexity and risk, such as slowdowns.

Changes in an archival project occur frequently and can affect its objectives. For some archival projects, changes are predictable—which allows you to formulate the next actions. If an unanticipated change is significant, seek the advice of the sponsor before taking any action that might alter the project’s direction.

Archival project managers may need to sign contracts with vendors for some project phases or tasks. Reviewing and negotiating contracts is often new territory for archivists, especially for projects which require undertaking new endeavors, developing new skills, and creating unique deliverables.

The type of contract you’re working with will define your budget management behavior. Contracts comprise a statement of work, terms and conditions, deliverables, deadlines, and costs. The three main contract types are: time and materials contracts, cost plus contracts, and fixed price contracts.

Archival projects have a range of costs to contemplate; for example, those that are direct and those that are indirect, those that are labor-related, and those paid to vendors or subcontractors for parts or services. Please read on for definitions and tactics to manage all these types of archival project expenditures.

An archival project should be completed without exceeding authorized expenditures. Many projects in archives lack a direct profit motive. For these projects, even in the absence of monetary gain, careful attention to financial management is vital.