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Cover image<br/>Title page<br/>Table of Contents<br/>Copyright<br/>Acknowledgments<br/>About the author<br/>Preface<br/>A missive to administrators<br/>A missive to library IT department heads and library IT administrators<br/>A missive to new librarians in IT and students<br/>A missive to library school faculties and administrators<br/>A missive to IT committee members and other engaged library employees<br/>List of figures<br/>1: Atlantis wasn’t a magical place and library systems are just library IT<br/>Abstract<br/>1.1 World building and the creation of systems<br/>1.2 How IS turned into IT<br/>1.3 Library systems are IT minus two things plus those same two things<br/>1.4 Library roles are specialized today, so are IT roles<br/>2: Creatures of ancient myth: The Titans and the systems librarian<br/>Abstract<br/>2.1 In the land of the blind, the one-eyed librarian is king<br/>2.2 Even specialized MLIS programs don’t provide IT fundamentals<br/>2.3 You meant automation librarian, didn’t you? Say yes<br/>2.4 The disappearing act: Making your own position obsolete<br/>3: Customers, patrons, users, and unruly mobs<br/>Abstract<br/>3.1 Ignorance, repetition, and conflicting priorities: Why the customer isn’t in charge<br/>3.2 Don’t ignore 10,000 people to serve one person<br/>3.3 Dealing with problem customers<br/>3.4 Your IT unit is a therapist’s couch and priest’s confessional<br/>4: Reading users’ minds<br/>Abstract<br/>4.1 Divining what happened from incomplete information<br/>4.2 Knowing the common errors and common resolutions<br/>5: Sleight of hand: Service or the appearance of service<br/>Abstract<br/>5.1 Resources versus service levels: An exercise<br/>5.2 [insert thing] as a service<br/>5.3 Tiered helpdesk, just like tiered reference<br/>5.4 Using technology the way it was intended<br/>5.5 Teach your users how to Google their own solutions<br/>5.6 Don’t share complete information, share popular information<br/>5.7 Apologize like the user is your significant other (it doesn’t matter if he or she is wrong)<br/>5.8 Pretend your user is smarter than you: Ask stupid questions<br/>5.9 You can’t over-communicate<br/>5.10 Stop the bleeding instead of applying bandages<br/>5.11 Do a thing well before you do a thing twice<br/>5.12 Do a thing well before you do more things<br/>5.13 Don’t do a thing if you can’t do it well<br/>5.14 Set your IT unit’s priorities: An heuristic for calculating impact<br/>6: Taking on apprentices: Educating your customer base<br/>Abstract<br/>6.1 Prevention: You can lead a horse to water, but can you teach a user to fish?<br/>6.2 Self-documenting interfaces, teachable moments, and point of need help<br/>6.3 Train the trainer and online videos (clever ideas for lazy cheapskates)<br/>6.4 Skills and inventory assessment<br/>7: Do the impossible: Slaying dragons without time, people, or money<br/>Abstract<br/>7.1 Redefine the problem<br/>7.2 Triage the hell out of the problem<br/>7.3 Solve the visible tip of the iceberg<br/>7.4 To hell with it (Or India): Outsource<br/>7.5 Whatever, just move the deadline<br/>7.6 If all else fails throw money at the problem<br/>8: Adventure party makeup: Building an IT staff<br/>Abstract<br/>8.1 Looking for group: Roles that make a well-rounded organizational structure<br/>8.2 Peons, goblins, house elves, and students<br/>8.3 Automation and enterprise computing<br/>8.4 Deskside support, desktop productivity, desktop computing, and helpdesk<br/>8.5 Cloud computing and server-side computing<br/>8.6 Character classes and combining roles (you can do that, sort of)<br/>8.7 So, you’re hiring a [insert position here]<br/>8.8 Job postings: Knowing the magic words<br/>8.9 Training, professional development, and research: It’s different<br/>9: The ritual: Analyzing problems, providing solutions<br/>Abstract<br/>9.1 Interview customers for their perceived needs<br/>9.2 Come up with a few pretty solutions (and one ugly one too)<br/>9.3 Project planning and management<br/>9.4 Smaller tasks and other tricks<br/>10: Arcane strategy: Following the magic rule system<br/>Abstract<br/>10.1 Eliminate redundancy, but also single points of failure<br/>10.2 Make sure everyone everywhere is doing everything efficiently<br/>11: Predicting the future<br/>Abstract<br/>11.1 Looking at IT’s and the private sector’s past<br/>11.2 Technology forecasts, consultants, and pundits<br/>12: They flow through us, around us, bind us together<br/>Abstract<br/>12.1 Integrated library systems and the things that replace them<br/>12.2 Other library-specific software: A bestiary<br/>13: Omniscience: Knowing all things<br/>Abstract<br/>13.1 Vendor webinars and conference sessions<br/>13.2 Documenting your own setup and vendor documentation<br/>13.3 Reading articles<br/>13.4 YouTube: How to do everything<br/>13.5 Knowing everyone’s job better than they do<br/>14: Superpowers you could possess<br/>Abstract<br/>14.1 Soothsayer: Reading body language and microexpressions<br/>14.2 Mind control and other dark arts: The tools of persuasion<br/>14.3 Astral projection: Being physically in one place and mentally another<br/>14.4 Superhuman stamina: Long days with minimal rest<br/>14.5 Telekinesis? Solving problems by proximity<br/>14.6 Chronomancer: Manipulating time<br/>14.7 Casting mirror image: More people by using smartphones, large monitors, etc.<br/>14.8 Lifehacker. Yes, the site<br/>15: Convening the council: Meetings<br/>Abstract<br/>15.1 This is your life now: Avoiding and attending meetings<br/>15.2 Scheduling methods and strategies<br/>15.3 Preparing versus winging it<br/>15.4 Running meetings<br/>15.5 Attending briefings and webinars when you already know everything<br/>15.6 Levitation: Staying above it all<br/>16: The crystal ball: Reporting, data mining, and assessment<br/>Abstract<br/>16.1 Document and review everything<br/>16.2 Big data, profiles, and personalization<br/>16.3 Privacy, paranoia, and assessment<br/>16.4 Canned reports and on-demand reports<br/>16.5 Ad-hoc reports and the bane of custom local code<br/>16.6 Using UNIX command line magic to conjure instant reports<br/>16.7 Reports from the Herald: Department reports<br/>17: Spellbook: Helpful tips, strategies, and solutions<br/>Abstract<br/>17.1 How budgets work<br/>17.2 Using one-time funds for IT (and when not to)<br/>17.3 Creating a technology plan<br/>17.4 Software selection methodology<br/>17.5 Flat decision-making structures: Getting a consensus<br/>17.6 Balancing incompatible policies, procedures, and contracts<br/>17.7 TCO: When technologies will save you money and when they won’t<br/>17.8 The cost benefit analysis of custom local code<br/>17.9 What to expect when you’re expecting to fail<br/>17.10 Visiting the pantheon: Things librarians think they do well but should ask IT people for help<br/>Appendix: Magic words your coworkers might be misusing—an un-thesaurus<br/>References<br/>Index<br/> |
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The Myth and Magic of Library Systems<br/>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.<br/><br/>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.<br/><br/><br/><br/>Provides guidance on how to run a library systems department<br/>Focuses on different scenarios regarding career changes for librarians and the ways they may have to interact with library systems<br/>Includes sample scenarios that speak to IT decision-making responsibilities, work as a library administrator, or managerial duties in systems departments |
