Strategic analysis for digital library
development
The Authors
H. Frank Cervone, Chicago State University, Chicago, Illinois, USA
Abstract
Purpose – This paper aims to introduce a methodology for strategic analysis which
can used in digital library development. This methodology can be used as a precursor
process that assists in developing successful business cases to implement the
strategies of a digital library development plan.
Design/methodology/approach – Using theory and practice from information
technology in both profit and non-profit organizations, the paper relates the use of
strategic analysis to the development of a successful business case for digital library
development.
Findings – One of the major tasks a digital library project manager faces is getting
the project approved and in the queue for development. By exploiting the full
potential of the planning phase of the systems development lifecycle (SDLC), a
digital project manager can develop a compelling business case for the proposed
project. By using SWOT analysis as well as additional considerations, the project
manager should identify how the project will address critical organizational (business)
issues and success factors as well as provide a compelling case for action. In
particular, the most successful business cases develop compelling cases for action by
carefully crafting solid arguments for why the digital project being proposed is the
most important project an organization should undertake out of all the potential
projects that might exist.
Originality/value – This paper fills a gap in the digital project management literature
by providing a step-by-step process for using strategic analysis in digital library
development planning.
Article Type:
General review
Keyword(s):
Digital libraries; Continuing development; Strategic planning.
Journal:
OCLC Systems & Services: International digital library perspectives
Volume:
25
Number:
1
Year:
2009
pp:
16-19
Copyright ©
Emerald Group Publishing Limited
ISSN:
1065-075X
The planning process used for digital library development varies significantly from
library to library. In some libraries, a well developed and strictly followed process
may be in place while in other libraries a more laissez-faire approach may be taken
where the project just develops as things go along. In reality, neither approach is
appropriate in every situation. Conditions will change and opportunities will arise that
make it impossible or unwise to follow a rigid, formal process. On the other hand, a
freewheeling approach to project development is highly unlikely to result in a good
outcome (Lewis, 2005).
In order to strike a balance between these two extremes, strategic analysis can be used
as a tool for determining and defining the long-term goals of the library in pursuing
digital library projects. With a well considered strategic analysis, project opportunities
can be evaluated more efficiently and effectively by staff to separate the projects that
are relevant to the library from those that, while interesting, are not closely related to
the overall goals of the library's digital development plan.
Strategic analysis for digital library projects is not all that different from strategic
analysis in other contexts. Strategic analysis for digital library projects is a process of
identifying the long-term organizational strategies and resources for developing
digital collections that are relevant to and supportable in the local library's context. In
the strategic analysis process, the library identifies where it is today, where it wants to
go and how it intends to get there, as well as what guidelines it will use to determine
when the goals are met.
In strategic analysis, the most commonly used tool is SWOT analysis. As an acronym
for strengths, weaknesses, opportunities, and threats, SWOT analysis is used to
identify and assess the characteristics of projects in an effort to understand the
benefits and challenges ahead (Petter et al., 2007). In the classic approach to SWOT
analysis, a matrix is constructed (Figure 1) that positions the four dimensions in
opposition to each other as means for discussing the goals, strategies, and resources of
the library in an attempt to address the various issues and concerns related to digital
library development.
We can consider several questions from general project management methodology
(Shelly et al., 2008) in an adapted and expanded form to address the four components
of the SWOT matrix. These questions include:
1. Why are we doing this project?
o What are the external factors that are driving the decision?
o What are the internal factors?
o How will the project result in better services?
2. What are the outcomes we expect when the project is completed?
o How will we measure success?
o How do these outcomes address the issues identified in question one?
3. How much do we estimate the whole project will cost?
4. Will the proposed project reduce costs? Where? When? How? How much?
5. How long do we expect the project will take? What is the anticipated lifespan?
6. What productivity loss will occur during the development and transition
period?
7. What is the expected return on investment? What resources (financial, human,
and technical) will be required to complete the project?
8. What are the risks of doing the project? What are the risks of not doing the
project?
9. Are there alternatives?
o What in the project is absolutely required?
o What in the project is discretionary?
The goal of answering these questions is to create a base of understanding that can be
used to define the various strengths, weaknesses, opportunities, and threats. It is not
uncommon that while answering these questions, the group discovers new issues that
may feedback into the analysis process, thereby creating an iterative cycle. In general,
this is not a problem as long as it does not become a barrier to completing the
strategic analysis.
As can be seen, this approach allows the digital library team to consider the issues
related to longer-term development. This is possible because the SWOT analysis
defines the parameters and environment under which the various digital library
project teams must work. However, some authors (Hill and Westbrook, 1997) have
suggested that SWOT analysis alone is not enough. For digital library projects, a
model adapted from the telescopic observations model described by Panagiotou
(2003) is more appropriate. In an adapted version this model, the strategic analysis
group takes the SWOT analysis a step further by considering the relationship of the
strengths of the library to each of the other three dimensions (Figure 2) and
considering how best to address the relationships among the identified issues. By
doing so, the group defines strategies for addressing the concerns and obstacles that
may inhibit success. With the strategies developed through mapping strengths to the
weaknesses, opportunities, and threats, the group has effectively identified the
operational components that can be used to implement a strategic plan.
These components can then be addressed by engaging in projects that resolve the
deficiency identified in the strategy. To do so, the group will need to develop a
business case for each of the identified strategies. The primary aim of a business case
is to make a compelling argument that justifies proceeding with a particular project
(Cervone, 2008). This process is facilitated by strategic analysis as all of the
components of a business case (critical organizational issues, critical success factors,
feasibility, and the case for action) can be developed from the information gathered
and the insights obtained in the strategic analysis.
By following the process outlined here, planning for digital library development can
become more rigorous and standardized. The goal, of course, is not standardization
for the sake of standardization but rather to enhance the likelihood of productive
outcomes. When all of the pieces are put together, strategic analysis provides a
mechanism for us to understand the problems and opportunities related to digital
library development that face the library. When combined with the business cases that
are developed as a result of that analysis, we have a powerful tool for overcoming the
problems and obstacles the library may encounter in implementing the strategies they
have developed for their digital library program.
Figure 1Traditional SWOT analysis matrix
Figure 2Adapted SWOT analysis matrix
References
Cervone, H.F. (2008), "Developing the business case for a digital library project",
OCLC Systems & Services, Vol. 24 No.1, pp.18-21.
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Hill, T., Westbrook, R. (1997), "SWOT analysis: it's time for a product recall", Long
Range Planning, available at: www.sciencedirect.com/science/article/B6V6K3SWV663-5/2/585d72072707cb9b08f8b9688dff8793 (accessed October 10, 2008),
Vol. 30 No.1, pp.46-52.
[Manual request] [Infotrieve]
Lewis, J.P. (2005), Project Planning, Scheduling, and Control: A Hands-on Guide to
Bringing Projects in on Time and on Budget, McGraw-Hill Professional Publishing,
New York, NY, .
[Manual request] [Infotrieve]
Petter, S., Mathiassen, L., Vaishnavi, V. (2007), "Five keys to project knowledge
sharing", IT Professional, available at: http://dx.doi.org/10.1109/MITP.2007.44
(accessed October 9, 2008), Vol. 9 No.3, pp.42-6.
[Manual request] [Infotrieve]
Shelly, G.B., Cashman, T.J., Rosenblatt, H.J. (2008), Systems Analysis and Design,
Thomson Course Technology, Boston, MA, .
[Manual request] [Infotrieve]
Corresponding author
H. Frank Cervone can be contacted at: f-cervone@csu.edu