The importance of project management in Library Services Platform (LSP) use

In 2011, consultant Marshall Breeding described Library Services Platform products as follows:

The products are library-specific, they enable the library to perform its services, internally and externally though their built-in functionality, as well as exposing a platform of Web services and other APIs for interoperability and custom development.  [source]

With years of implementation and usage experience behind us, I suggest an alternative definition, one that contains important commonality with Breeding's: 

• Cloud-based, SaaS, with frequent scheduled updates (typically, monthly)
• Management of print and electronic content in a unified service, with digital content increasingly managed in the LSP as well
• Ability to extend functionality via published and documented APIs

The ongoing extension of functionality is key to service use and it's why I believe that the implementation and use of LSPs requires effective project prioritization and management in an academic library organization. The Project Management Institute has potential value here - I've been surprised at the lack of interest in PMI in the North American library technology community. After the implementation project for an LSP service, an academic library has the opportunity to launch projects using available APIs to extend functionality for its local user community or for the product users more generally. For the Ex Libris Alma LSP that I have the deepest experience with, Ex Libris hosts a developer network site and performs outreach to developers at user group meetings. Additionally, each month's product release notes describe new API functionality that's being released. I'm not making a value judgment on the quality of these efforts, but noting that the vendor is making efforts to support Alma extension. 

It's important to note that the LSP model is entirely different than integrated library system (ILS) model for library systems that preceded it. Releases were much less frequent (typically annually) and API usage was not a core component of the service. Thus, the migration to an LSP model with local extension supported isn't a trivial matter for an academic library. 

The question is, how can PMI help?

• Having the library's key project leaders join PMI (and the local PMI chapter) to support ongoing resource access and conference participation
• Use the online training resources - including recorded webinars - to increase local knowledge of standardized and effective approaches to project management
• Use the templates (also projectmanagement.com) that work best for the organization to better standardize project processes
• PMI project leaders have the opportunity to participate in in-person and virtual events  to build their knowledge and network of contacts in the project management profession
• Finally, PMI certifications offer an opportunity for library project managers to demonstrate core knowledge of specific areas of project management

One presentation that stood out to me at this year's ELUNA annual meeting was given by Jan Waterhouse  from SUNY Albany, "Project and Change Management for a Successful LSP Migration." Jan's approach, as a Project Management Professional, was to approach the topic with a focus on change management and on Project Management Body of Knowledge Guide principles. I can't recall seeing a PMBOK Guide-focused presentation in library technology prior to this one. Jan and I later worked together on a session for the 2019 American Library Association annual conference that describes the PMI resources and opportunities listed above. I'm hoping that it gets accepted!

But, in summary, the move from the legacy ILS to the LSP is a significant one from a project management perspective. In my view, the potential for academic libraries to employ PMI's tools and approaches remains largely unexplored.