The Myth and Magic of Library Systems 1st Edition by Keith J Kelley ISBN 0081000766 978-0081000762

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Product details:

ISBN 10: 0081000766 

ISBN 13: 978-0081000762

Author:  Keith J. Kelley

The Myth and Magic of Library Systems not only defines what library systems are, but also provides guidance on how to run a library systems department. It is aimed at librarians or library administrations tasked with managing, or using, a library systems department.

This book focuses on different scenarios regarding career changes for librarians and the ways they may have to interact with library systems, including examples that speak to IT decision-making responsibilities, work as a library administrator, or managerial duties in systems departments.

• Provides guidance on how to run a library systems department
• Focuses on different scenarios regarding career changes for librarians and the ways they may have to interact with library systems
• Includes sample scenarios that speak to IT decision-making responsibilities, work as a library administrator, or managerial duties in systems departments

Table of contents: 

Acknowledgments

About the author

Preface

A missive to administrators

A missive to library IT department heads and library IT administrators

A missive to new librarians in IT and students

A missive to library school faculties and administrators

A missive to IT committee members and other engaged library employees

List of figures

1: Atlantis wasn’t a magical place and library systems are just library IT

Abstract

1.1 World building and the creation of systems

1.2 How IS turned into IT

1.3 Library systems are IT minus two things plus those same two things

1.4 Library roles are specialized today, so are IT roles

2: Creatures of ancient myth: The Titans and the systems librarian

Abstract

2.1 In the land of the blind, the one-eyed librarian is king

2.2 Even specialized MLIS programs don’t provide IT fundamentals

2.3 You meant automation librarian, didn’t you? Say yes

2.4 The disappearing act: Making your own position obsolete

3: Customers, patrons, users, and unruly mobs

Abstract

3.1 Ignorance, repetition, and conflicting priorities: Why the customer isn’t in charge

3.2 Don’t ignore 10,000 people to serve one person

3.3 Dealing with problem customers

3.4 Your IT unit is a therapist’s couch and priest’s confessional

4: Reading users’ minds

Abstract

4.1 Divining what happened from incomplete information

4.2 Knowing the common errors and common resolutions

5: Sleight of hand: Service or the appearance of service

Abstract

5.1 Resources versus service levels: An exercise

5.2 [insert thing] as a service

5.3 Tiered helpdesk, just like tiered reference

5.4 Using technology the way it was intended

5.5 Teach your users how to Google their own solutions

5.6 Don’t share complete information, share popular information

5.7 Apologize like the user is your significant other (it doesn’t matter if he or she is wrong)

5.8 Pretend your user is smarter than you: Ask stupid questions

5.9 You can’t over-communicate

5.10 Stop the bleeding instead of applying bandages

5.11 Do a thing well before you do a thing twice

5.12 Do a thing well before you do more things

5.13 Don’t do a thing if you can’t do it well

5.14 Set your IT unit’s priorities: An heuristic for calculating impact

6: Taking on apprentices: Educating your customer base

Abstract

6.1 Prevention: You can lead a horse to water, but can you teach a user to fish?

6.2 Self-documenting interfaces, teachable moments, and point of need help

6.3 Train the trainer and online videos (clever ideas for lazy cheapskates)

6.4 Skills and inventory assessment

7: Do the impossible: Slaying dragons without time, people, or money

Abstract

7.1 Redefine the problem

7.2 Triage the hell out of the problem

7.3 Solve the visible tip of the iceberg

7.4 To hell with it (Or India): Outsource

7.5 Whatever, just move the deadline

7.6 If all else fails throw money at the problem

8: Adventure party makeup: Building an IT staff

Abstract

8.1 Looking for group: Roles that make a well-rounded organizational structure

8.2 Peons, goblins, house elves, and students

8.3 Automation and enterprise computing

8.4 Deskside support, desktop productivity, desktop computing, and helpdesk

8.5 Cloud computing and server-side computing

8.6 Character classes and combining roles (you can do that, sort of)

8.7 So, you’re hiring a [insert position here]

8.8 Job postings: Knowing the magic words

8.9 Training, professional development, and research: It’s different

9: The ritual: Analyzing problems, providing solutions

Abstract

9.1 Interview customers for their perceived needs

9.2 Come up with a few pretty solutions (and one ugly one too)

9.3 Project planning and management

9.4 Smaller tasks and other tricks

10: Arcane strategy: Following the magic rule system

Abstract

10.1 Eliminate redundancy, but also single points of failure

10.2 Make sure everyone everywhere is doing everything efficiently

11: Predicting the future

Abstract

11.1 Looking at IT’s and the private sector’s past

11.2 Technology forecasts, consultants, and pundits

12: They flow through us, around us, bind us together

Abstract

12.1 Integrated library systems and the things that replace them

12.2 Other library-specific software: A bestiary

13: Omniscience: Knowing all things

Abstract

13.1 Vendor webinars and conference sessions

13.2 Documenting your own setup and vendor documentation

13.3 Reading articles

13.4 YouTube: How to do everything

13.5 Knowing everyone’s job better than they do

14: Superpowers you could possess

Abstract

14.1 Soothsayer: Reading body language and microexpressions

14.2 Mind control and other dark arts: The tools of persuasion

14.3 Astral projection: Being physically in one place and mentally another

14.4 Superhuman stamina: Long days with minimal rest

14.5 Telekinesis? Solving problems by proximity

14.6 Chronomancer: Manipulating time

14.7 Casting mirror image: More people by using smartphones, large monitors, etc.

14.8 Lifehacker. Yes, the site

15: Convening the council: Meetings

Abstract

15.1 This is your life now: Avoiding and attending meetings

15.2 Scheduling methods and strategies

15.3 Preparing versus winging it

15.4 Running meetings

15.5 Attending briefings and webinars when you already know everything

15.6 Levitation: Staying above it all

16: The crystal ball: Reporting, data mining, and assessment

Abstract

16.1 Document and review everything

16.2 Big data, profiles, and personalization

16.3 Privacy, paranoia, and assessment

16.4 Canned reports and on-demand reports

16.5 Ad-hoc reports and the bane of custom local code

16.6 Using UNIX command line magic to conjure instant reports

16.7 Reports from the Herald: Department reports

17: Spellbook: Helpful tips, strategies, and solutions

Abstract

17.1 How budgets work

17.2 Using one-time funds for IT (and when not to)

17.3 Creating a technology plan

17.4 Software selection methodology

17.5 Flat decision-making structures: Getting a consensus

17.6 Balancing incompatible policies, procedures, and contracts

17.7 TCO: When technologies will save you money and when they won’t

17.8 The cost benefit analysis of custom local code

17.9 What to expect when you’re expecting to fail

17.10 Visiting the pantheon: Things librarians think they do well but should ask IT people for help

Appendix: Magic words your coworkers might be misusing—an un-thesaurus

References

Index

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Tags: Keith J Kelley, Myth, Magic, Library Systems