000			08140nam a22002535i 4500
003			CUTN
005			20241213162552.0
008			150424s2015 mau 000 0 eng
020			_a9780081000762
041			_aEnglish
042			_apcc
082			_a025 _bKEL
100	1		_aKelly, Keith.
245	1	4	_aThe myth and magic of library systems / _cKeith Kelly ; [edited by] Keith Kelly.
250			_a1st edition.
260			_aWaltham, MA : _bChandos Publishing, _c2015.
263			_a1509
300			_apages cm
505			_tCover image Title page Table of Contents Copyright 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
520			_aThe Myth and Magic of Library Systems 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
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