Robert Wilson - Open Source Library Systems: A Guide

Robert Wilson is systems librarian and assistant professor at Middle Tennessee State Universitys James E. Walker Library. He has been supporting, administering, and implementing open and closed source library systems since 2011 in school, public, and, most recently, academic libraries. He has also served in support analyst, technical lead, and implementation manager roles at a global library service provider. He has an MS in Information Systems from Middle Tennessee State University and an MSLIS from Drexel University.

James Mitchell is systems librarian at the University of North Alabamas Collier Library. Since 2012, James has been responsible for implementing technology solutions within archives and libraries in both public and academic libraries. He holds an MLIS from the University of Alabama.

W e would both like to thank our editor, Charles Harmon, for his assistance and invaluable feedback throughout the whole publication process. Additionally, Erinn Slanina patiently answered several questions and provided correction as two authors felt their way through the manuscript publication process for the first time. We would also like to thank the numerous interviewees who contributed their stories and the stories of their institutions to this project. In particular, wed like to thank Sonia Bouis, Gretchen Gueguen, Andr Lahmann, Troy Leonard, Michael Levy, Mark Noble, Jordan Pianc, Keely Ward, Marie Wenander, and Marie Widigson.

To the numerous others who answered questions and listened as weve talked about this project, thanks are also due.

Of course, if any faults remain in this guide, they should not be attributed to any of the aforementioned but, instead, to us.

J.R.M. & R.W.

First of all, I would like to thank my co-author and collaborator on this project, Robert Wilson. Without his support and encouragement, my contributions to this guide would have been significantly diminished. It may never have seen the light of day without him. Additionally, I would like to thank Derek Malone of the University of North Alabamas Collier Library for supporting me in this endeavor. I would also like to thank Hunter Tinsley of Collier Librarys Interlibrary Loan department. He was always so quick to acquire resources to which we didnt have immediate access. Finally, I would like to thank Jessica Mitchell, my partner in life. In so many inarticulable ways, she has supported and encouraged me each day. Not only would I not have had the opportunity to write this guide, but I certainly also would not be where I am today without her.

James Mitchell

Sincerest thanks to James Mitchell. To get to work with someone as equally passionate about this subject and, at times, equally frustrated with the state of library systems today made this project that much more rewarding. I also must thank the talented and dedicated faculty and staff at Middle Tennessee State Universitys Walker Library for their support and welcoming nature since my arrival there in 2018. Additionally, many thanks must go to Marshall Breeding, as much of this guide would not be possible without Marshalls vast knowledge and bibliography on library systems and the database he maintains at libraries.org as well as the personal assistance he provided when collecting some of the data used in this guide from libraries.org. Finally, thanks to my partner, Lauren Gallina, the most talented and dedicated librarian I know. If not for her unending support, guidance, and love, none of this would have been possible.

Robert Wilson

A system implementation is the process of installing and configuring a new system to provide a new service or replace an existing system and its services. The details of an implementation rely heavily on an organizations need, the system itself, whether a vendor has been contracted to assist or carry out implementation, and whether the system is replacing a current system in use by the organization.

If the new system is a replacement, then the project is often referred to as a migration. These projects typically involve a large amount of data transfer and data manipulation between the old and new system as well as training and change management highlighting not only the new systems functionality but often how workflows and use of the system will be different than the current system. Generally, migration projects require a higher amount of coordination, technical expertise, project management, and leadership skills for success compared to implementing a new system.

Because of the complexity and nuances involved, this guide has not attempted to provide detailed information on systems implementations. Most of the time, an implementation for a proprietary system and an OSS library system will differ little, and there are several texts that cover this subject (see suggested readings at the end of this appendix). For larger organizations, the knowledge and skills needed are increasingly already available, contracted directly, or procured through a vendor-or service-level provider for such services. For small-and medium-sized organizations (and increasingly large-sized organizations), the service-level providers noted in this guide will often be able to provide all the expertise needed as part of their services and contract with each organization. Because services are often continued with the same provider, like support and hosting, its in the providers best interest to ensure a successful implementation and training phase, since when that process is done well, it often mitigates support issues and increases the likelihood of an organization renewing service contracts.

Systems migrations and implementations are often organized and carried out using project management (PM) methodologies, especially for larger, months-long implementations. PM has been prominent in software development for decades, and a number of PM methodologies have appeared and evolved to meet the specific needs of software development, especially as improvements in computing and connectivity have changed delivery and distribution requirements and how quickly a product must be made available to end users.

Library systems, open and proprietary, are no exception to these changes. Implementation teams often rely on a combination of software development methods, like Agile or Scrum PM methods and tools, as well as tools and methods born out of more traditional PM, like Waterfall, depending on a projects length and nature. In many ways, a large implementation project is similar to a construction project where something is being installed and configured over a period of many months. However, as software development has moved to a web-based model, an iterative approach to development has taken over with relatively short release cycles called sprints, often measured in weeks. Because of this, the system at the beginning of a project will often be slightly different than when the site goes live with it. This requires project managers (often called implementation managers, lead or similar) to be aware of changes being made to the software while it is being installed and be able to understand quickly and communicate effectively how those changes will impact an organization implementing the system. Project managers will also often have the added responsibility of championing features or fixes for a site that needs certain functionality in place before their implementation is complete.

Regardless of the project or specific system, all migration and implementations live and die by organization, communication, and change management. In fact, a project managers main task is creating a framework around these activities for the project team and other stakeholders to work within. That means clearly defining the scope of the project, clearly defining the projects timeline and activities, creating a clear communications plan, and creating a plan for change management or clearly defining how stakeholders work will change with the new system so that no stakeholder is surprised or feels unprepared for the change to come.