Human Library Project

The Communal Human Library Project was held at the community library. During the event, the attendees were able to “borrow the Human Books” to have an informal conversation. This event provided an opportunity to people to link and connect with individuals they would not always have the chance to share their problems, to have a detailed understanding of life experiences and challenge their personal assumptions, stereotypes as well as prejudices. The objectives of the project were to reinforce the relationship of the Community Library and other organizations within the community, to give the community the opportunity to share their life experiences with experts in a face-to face conversation and to assist the library to be a community leader in dealing with issues of diversity. The project for Human Library was a three-day event and was held between 6/8/2018 and 8/8/2018. Survey was carried out on the present patrons for the Human Books suggestions through the website of the library or the suggestion box at the service desks of the library. The project leadership invited volunteers who acted as Human books. Advertisement and promotion were done to a wide potential Readers if the Human Books within the surrounding community and even beyond. The project leadership requested invited organizations if they would be supportive in conducting the promotion of Human Library project to their organization members as well as their clients. The staff members were motivated to take part in the project as well as Readers so as to boost the morale of the community members who were the ones that were highly targeted. Similar to the arrangement in the library, the volunteers as Human Books followed that arrangement. Since the Human Books Library would require a lot of space, it was done in the Community’s Library field. The project leadership through the event coordinator and project manager grouped the volunteers of Human Books according to their experience they were represented during the project. Each life experience and skills the volunteers as Human Books were representing were tagged using big marks that are even readable from afar. The Readers, therefore, chose which area of experience they would want to visit and have a conversation with the ”Human Book”. The conversation involved asking questions between the Reader and Human Books, sharing their experiences and learning from one another. Finally, the Readers who participated were subjected to survey to find out how the conversation with Human Book proceeded.

Contents

1.0 Project Management for Business. 4

1.1 Introduction. 4

1.1.1 Objectives. 4

1.1.2 Background. 4

2.0 Project Planning. 5

2.1 Project Appraisal 5

2.2 Project plan and organization. 7

2.3 Work Break Structure. 9

2.4 Project scheduling, estimating and cost control techniques to the project 10

2.4.1 Project Scheduling. 10

2.4.2 Estimating and Cost Control 11

2.4.3 Measure the project performance. 12

2.5 Project Change Control Procedures. 13

3.0 Project Human Resources. 15

3.2 Controlling and coordinating the Project 15

3.3 Assessing the leadership requirements and qualities for the project 16

3.4 Planning and specifying human resources and requirements for the project 18

4.0 Project Evaluation. 19

1.0 Project Management for Business

Project Title: The Communal Human Library Event

1.1 Introduction

This was the first time such an event was organized in the community. The event was held at the community library. During the event, the attendees were able to ”borrow the Human Books” to have an informal conversation. This event provided an opportunity to people to link and connect with individuals they would not always have the chance to share their problems, to have a detailed understanding of life experiences and challenge their personal assumptions, stereotypes as well as prejudices. The Human Books that participated at the event were volunteers who have self-identification as a ”title” based on their economic status, religions, race, sexual orientation, age, ability/disability or by a given life experience for instance cancer survivor and drug abuse leaver among others. It is significant that Human Books be people who are able to communicate clearly and are feeling comfortable to share their life experiences with strangers. 

1.1.1 Objectives

v To reinforce the relationship of the Community Library and other organizations within the community

v To give the community the opportunity to share their life experiences with experts in a face-to-face conversation

v To assist the library to be a community leader in dealing with issues of diversity

1.1.2 Background

The concept of Human Library began in Europe where it was specifically referred to as Living Library (North, Shneiderman and Plaisant, 2003). To be precise, the practice of Human Library started in Copenhagen Denmark in the year 2000. The practice was created by youth organization from Denmark known as Stop the Violence in an attempt to antagonize discriminated based on violence (Bryson, 2017). The aim of this Danish youth organization for establishing Human Library was to create a safe space for conversation when difficult and challenges are anticipated, appreciated and hopefully answered by Human Book on loan (Jordan and Lloyd, 2017). Human Library programme was established to question societal disadvantages wherever and for any reason they take place, and it would help people to assist people from a better comprehension of those with whom they are sharing their communities (Bryson, 2017). The Human Library concept has achieved success this far and has received endorsements from various governmental organizations of different countries in Europe and from the Australian government (North, Shneiderman and Plaisant, 2003). Human Library programs have led to the formation of events in various parts of the country and they have had been successful and had a positive impact.

2.0 Project Planning

2.1 Project Appraisal

Investment/project appraisal refers to a group of strategies applied to find out the appealing investment (Jackson, 2014). Investment appraisal is used to evaluate the viability of a program or a project as well as the value they generate. In business, investment appraisal aims to put a value on advantages so that the costs are rational. Investment appraisal is composed of various factors and they include financial, legal, environment, social, operational and risk (Harris, 2017). The most common investment appraisal is financial because it is simple to quantify. This appraisal factor is only applicable to benefits capable of producing financial returns (Johansson and Kriström, 2015). The simplest financial appraisal strategy is the payback method. Payback period is the time taken for the net cash inflow to equal that amount of cash invested. However, this is crude strategy and is used mostly as an initial screening procedure.

One technique used for investment appraisal is a net present value (NPV). This technique measures the difference between the current value of cash inflows and the current value of cash outflow that take place due to taking investment project. NPV result can either be zero, positive or negative. The Human Library project applied the investment appraisal to make a comparison on the alternative strategies to be employed to attain needed benefits. In this project, the initial investment might be carried out by the project management team. Project management team kept the business updated and it included reiterating the calculations to take care of dynamic conditions. The project management group set out standards for the appraisal parts projects as well as their related advantages. Consistent as well as compatible strategies were applied to make sure individual project business instances can be consolidated and summarized in the general project case.

There are three investment proposals the project has and will decide on which is viable and will make the project successful.

Proposal A

Proposal B

Proposal C

Present value of cash inflow

$21,200

$17,180

$18,520

Required investment

$20,000

$16,000

$18,000

NPV

$ 1,200

$1,180

$520

The present value index is the formula to be applied in determining the suitable investment proposal. Present value index of all the above proposals have been computed below:

Proposal A: 21200/20000=1.06

Proposal B: 17180/16000=1.07

Proposal C: 18520/18000=1.03

From the indices above the best investment proposal is B as it will generate the highest value for every dollar invested.

2.2 Project plan and organization

Human Library project did not aim at making gains in terms of profits. However, making profits was beneficial to the Community Library to be able to organize subsequent similar projects. Sponsorship was vital to enable the financial implications to be met satisfactorily. The organizers and manager of the project were tasked with deciding on the type of sponsors needed for the project. Furthermore, they were responsible for gathering information concerning the selected sponsors. This information can be obtained from the websites of selected sponsor organization, local newspapers and magazines and from the government websites (Ashtiani, 2017). Subsequent to selection, the project organizers and managers will have to assess the various levels of sponsorship deals provided within a sponsorship package.

The project for Human Library was a three-day event and was held between 6/8/2018 and 8/8/2018. Survey was carried out on the present patrons for the Human Books suggestions through the website of the library or the suggestion box at the service desks of the library. The project leadership invited volunteers who acted as Human books. Advertisement and promotion were done to a wide potential Readers if the Human Books within the surrounding community and even beyond. The project leadership requested invited organizations if they would be supportive in conducting the promotion of Human Library project to their organization members as well as their clients. The staff members were motivated to take part in the project as well as Readers so as to boost the morale of the community members who were the ones that were highly targeted.

Similar to the arrangement in the library, the volunteers as Human Books followed that arrangement. Since the Human Books Library would require a lot of space, it was done in the Community’s Library field. The project leadership through the event coordinator and project manager grouped the volunteers of Human Books according to their experience they were represented during the project. Each life experience and skills the volunteers as Human Books were representing were tagged using big marks that are even readable from afar. The Readers, therefore, chose which area of experience they would want to visit and have a conversation with the ”Human Book”. The conversation involved asking questions between the Reader and Human Books, sharing their experiences and learning from one another. Finally, the Readers who participated were subjected to survey to find out how the conversation with Human Book proceeded.

This facility was accessible as it is surrounded by streets that have a huge human traffic and thus attracted many passers-by. Those library stakeholders not taking part in the project were requested to use the alternative library space. The Human Books together with other participants were supplied with coffee as well as snacks. Besides, reimbursement of the transit costs attracted by the Human Books as well as other volunteers was asked to demonstrate appreciation for the effort and time spent. A huge poster was put at the main entrance of the Library while other smaller banners were put in the minor entries and this will be done in an effort to market the concept of Human Library. Data concerning the project were gathered and used in making reviews and recommendations. The collection of data was tasked to project coordinators who collected data, for instance, the number of attendees or statistics of circulation of Human Books. The organizations that attended were also be surveyed and theirs were done after the project through telephoning or emailing.

2.3 Work Break Structure

Work breakdown structure is imperative to a project as it breaks down a project into smaller components. It assists in organizing the work of teams into sections that are manageable. Hence, work breakdown structure refers to a deliverable concerned hierarchical breakdown of activities to be executed by the project to complete the aims of the project and establish deliverables required (Ashtiani, 2017). Being a first-time project organized by the library, the project aims at organizing face-to-face conversation with the community members. The main targets are youths from the community and the project aims at discussing their social problems and the strategies to be applied while using the library. The following is a work breakdown structure that depicts how the activities illustrated are going to be broken for ease of delivering them.

Human Library

1.1 Using the Library

1.1.1 The General Library Rules

1.1.2 The Arrangement of Books in a Library

1.1.3 How to Find Books in a Library

1.2 Social Problems

1.2.1 Bullying

1.2.1.1 School Bullying

1.2.1.2 Home Bullying

1.2.1.3 Cyberbullying

1.2.2 Substance Abuse

1.2.2.1 Alcoholism

1.2.2.2 Smoking

1.2.2.3 Addictions

1.2.3 Family

1.2.3.1 Marital Affairs

1.2.3.2 Parental Inadequacies

1.2.3.3 Parent-Sibling Relationship

1.2.3.4 Sibling-Sibling Relationship

1.2.4 Career Affairs

1.2.4.1 Career and Talents

1.2.4.2 Choosing career

1.2.4.3 Types of careers

1.2.5 Others

1.2.5.1 Peer pressure

1.2.5.2 Relationship issues

2.4 Project scheduling, estimating and cost control techniques to the project

2.4.1 Project Scheduling

Task/Time

6/8/2018

8:00am-8:30am

6/8/2018

8:35am-9:15am

6/8/2018

9:20am-12:30pm

6/8/2018

12:30pm-2:00pm

6/8/2018

5:30pm-6:15pm

8/82018

3:00pm -4:30pm

8/8/2018

4:30pm-5:00pm

8/8/2018

5:15 pm-9:30pm

Welcoming Visitors

Opening Speeches

Orientation

Lunch Break

Human Books Visit

Snacking

Closing Speeches

Entertainment & Departing

2.4.2 Estimating and Cost Control

Cost estimation is a concept that scares many people since people are not aware of the prices of items needed. However, there are various techniques used in estimating cost. Not all the techniques are applicable to the project, but there are specific ones that can be used and they include:

• Expert judgment- This applies experience as well as knowledge to conduct cost estimation of the project. The technique will consider elements particular to the project.

• Parametric estimating- This uses statistical structuring to create a cost estimate. This technique used historical information of primal cost determiners to calculate an approximation for various items needed for the project.

• Analogous Approximation- Applies historical information from same projects as the basis for the cost approximate. However, the estimates were modified for known differences between the projects.

2.4.3 Measure the project performance

In management, success is rather moving a target, with a huge number of variables that one requires to keep track of at any given time (Chen, 2015). Measuring project performance while it is advancing is also the single appropriate procedures to improve one the processes for subsequent moments. There are three ways of measuring the performance of a project.

i. BCWS (Budget Cost of Work Scheduled)

This is known as the planned value. Panned value elaborates on the general amount of cash a project management are planning to spend in comparison to the total amount of work the project management plans to conduct with the sum of money (Chenhall, Hall and Smith, 2017). Planned value metric is determined by multiplying the percentage completed at any stage of the project by the budget when the project is accomplished (Bititci et al., 2015). Therefore, the higher the number obtained, the more the value the project is achieving for the work being done.

ii. BCWP (Budget Cost of Work Performed)

BCWP is also referred to as the earned value (EV) and it offers a quantitative measure of activity performance (Chen, 2015). The aim of this metric measurement is to identify any instance of slippage in the project schedule as well as budget overruns. EV is computed as budgeted cost of work done and is a function of work accomplished, budget and time (Bititci et al., 2015). A comparison of this metric is done against the actual cost of work conducted and the budgeted cost of work scheduled to evaluate the cost and schedule variances, in that order. The cost account budgets, schedules together with work breakdown structure are the basis BCWP evaluation (Chenhall, Hall and Smith, 2017).

iii. ACWP (Actual Cost Work Performed)

This metric measurement allows project management to make a detailed look into the amount of money spent compared to the overall amount of work done that actually accomplished (Bititci et al., 2015). Completing a project does not imply it was successful, the project may have spent too many finances though little has been achieved, thus causing harm to the project in the meantime.

2.5 Project Change Control Procedures

Every project is accompanied by risks, for instance, financial risk and security risks among others. Some risks are anticipated and thus planned for while others pop up during the actual project and thus call for emergency intervention. Generally, in case of risks emergence, there are general methods used in managing such risks. Risk management procedure involves four stages and they include identification, evaluation, control measurement and recording (Ducharme et al., 2016). Risk management begins with identifying the potential risk that may occur during the project (Lock, 2017). It is important to be aware of the likelihood of risks emerging and the consequences expected. Subsequent to identifying risks, the evaluation stages sets in. Evaluation of risks is conducted through the preparation of moderation form (Lock, 2017). It is paramount to categorize all the risks that have been identified in order of potency or priority (Ducharme et al., 2016). Establishing a team or a committee to be responsible to evaluate every identified risk is one good alternative that requires consideration (Larson and Gray, 2015).

Prior to evaluation is control measurement of risks. At this stage, the moderation form is useful. Considering the moderation form, two possibilities arise, which are, (1) if it will be imperative to make some advanced preparations prior to official launch and (2) if special measurements are needed during the project (Lock, 2017). Control measurement includes isolation strategies, eliminations strategies, engineering controls, substitution strategies, contingency measures and administrative controls (Larson and Gray, 2015). The project organizers as well as coordination work in collaboration on the suitable and effective procedures of managing and reducing risk in line with nature and type of event. Ultimately, every activity of risk management needs to be recorded carefully and kept well taking into account if the activities will be adjusted carefully, particularly the unanticipated risks are identified during the actual project. Recording and reviewing activities is a valuable and good experience for future projects.

For management process, change is an important factor. A project manager has a likelihood of facing a demand for the change in their lifetime. In as much as change might assist in ensuring the alignment of the project to the business requirement, is significant to consider and approve every change keenly. Project management change control procedure makes sure that every change raised in the course of a project is defined adequately, reviewed and approved prior to implementation. The procedure of change control assists to forestall insignificant modifications that might distort services and besides make sure the resources are used efficiently (Harrison and Lock, 2017). Change control procedure ensures that the baselines of the project are fortified and only altered with appropriate controls (Love et al., 2015). The change control procedure follows the following five steps to be achieved: proposing a change, summarize impact, making a decision, implementing change and closing the change (Larson and Gray, 2015).

3.0 Project Human Resources

Appropriate project organizational structure and roles/responsibilities of participants within the chosen project

The over procedure for choosing the project team for the Human Library Event will be elaborated in the course of the interview. The principal members who will take part in the leadership of the project are as follows:

• Sean Smith- Librarian of Community Library

• Craig Jeremy- Assistant Librarian of Community Library

• Karl Rose- Manager of Pearl Event Management Company

• Susan Anthony- Event Coordinator

• Grace Michel- Event Assistant Coordinator

• Michael Joseph- Event Assistant Coordinator

• Steve Michael- Community Representative

3.2 Controlling and coordinating the Project

Sean Smith is the Chief Librarian of the Community Library. He has held that position for close to ten years and thus he brought vast experience in organizing such events. During his time holding that position, there are several events at the Library he has organized and even taken part in organizing due to his position, therefore, working with him was simple. However, his assistant, Craig Jeremy previously working as a social worker in the community, was helpful in coordinating the community around since he has worked with them before. Susan Anthony, Grace Michel, and Michael Joseph are all staff members of Pearl Event Management Company, and they have a good reputation in their operation. They have worked for the Company for close to seven years and have the Company develops to its present high reputation. Lastly but very important is the areas police commissioner who will be tasked with ensuring law and order is maintained during the event. His presence will assure the community, the volunteers of Human Books, staff members, event organizers and other stakeholders of their security and their services will improve making the event a success.

3.3 Assessing the leadership requirements and qualities for the project

For a project management to be effective, it requires great and quality leadership skills (Novak, Zarubinska, and Perederii, 2017). The absence of a manager without proper leadership qualities spells failure in the project. The primary goal for each project manager is a success in the event. This is because the majority of the decisions from less critical decisions to high critical decisions rests on them (Novak, Zarubinska, and Perederii, 2017). For instance, in this case, Karl Rose is the project manager and all the decision will depend on him before the event and during the event. In as much other people are possessing natural leadership skills, other qualities of leadership have to be learned and adapted to make sure that every individual’s approach to leadership is weaved to comply with their own personal personality and style. For the project manager to be successful in his Human Library Project there are fundamental qualities that he displayed, and they include:

• Integrity

• Positive attitude and enthusiasm

• Excellent communication qualities

• Interpersonal skills

• Excellent team builder

• Excellent decision maker

• Excellent delegator

1. Communication

Excellent communication skills are crucial to enable a project manager to be effective in communication with a broad spectrum of individuals at various degrees in an organization and outside an organization. For Karl Rose to be able to lead the Human Library Project, he will have to be clear in communicating the goals, guidelines, vision as well as anticipations to others. Karl is also expected to deliver and receive constructive responses and listen to other people’s views and comments. Generally, Karl will be expected to excellent in his communication strategies and skills.

2. Cool, calm and collected

Irrespective of the planning of a project, obstacles will always have to pop up. Hence, a good project leadership need not depict panic during such occurrences. Rather there is a need to remain calm and look for strategies to find a solution to such obstacles.

3. Problem Solver

The project manager is also expected to be great in finding solutions to problems that might arise and are needed to be resourceful as well as creative in the overall approach to problems (Yashkova et al., 2016s). This would, therefore, compel Karl to form a group of personnel who would help him in solving the problems that might arise during the project.

4. Team Builder

Working in teams or groups is one of the most effective ways to be productive and successful in whatever one is doing (Siegel, 2015). Forming a team all depends on the leadership of the project and this calls for skills and knowledge in team building of the leadership. Karl being the team leader will be expected to be willing and skillful in forming workable teams that will help in implementing the agendas of the project. A good leader is expected to be able to learn on each individual’s skills as well as personality to get a skillful team. It will be imperative for Karl to be able to quickly spot areas of conflict and manage them early.

5. Delegator

A good project leader should be able to understand all his or her team members. This would be significant in delegating duties to the individuals who have the capacity and skills of doing them to achieve positive results (Siegel, 2015). Members of a team will respond appropriately to a manager who delegates duties that suit their interest and later on put trust on them that they will deliver (Novak, Zarubinska, and Perederii, 2017). Karl Rose should motivate his staff to be open and free to approach him and deliberate queries and challenges if the need arises. He should not constantly be checking on his staff as this undermines them.

6. Decision Maker

Decisions the project manager is making are having a direct effect on the success of the project (Siegel, 2015). For Rose to be effective enough in managing Human Library project, it will be significant that he arms himself with all information he requires from the outset so that when appropriate times arrives, informed decision s can be quickly made. However, Rose should not delegate the decision-making process to the junior staff members. This way he will have reduced the chances of making the wrong decision. Besides, Karl should assume all responsibilities in case decisions go wrong instead of pointing fingers and blaming his staff members.

3.4 Planning and specifying human resources and requirements for the project

Human resource planning refers to the process that assesses the present and prospective human resource requirements for a project or organization so as to attain its objectives (Snell, Morris and Bohlander, 2015). Moreover, human resource management planning procedure refers to the procedure by which an organization or project find out how suitably staff members are able to fulfill their tasks (Snell, Morris and Bohlander, 2015). For the project to achieve the appropriate human resource combination, there was a plan that was followed. First, the project management put a forecast on the human resource requirements. This stage enabled the management to come up with positions. Positions that were identified by the management included event coordinator, event manager, and community mediator. Individuals with the set skills with positions were recruited and underwent training to be familiar with the project that was done.

4.0 Project Evaluation

The aim of any project is to accomplish the project meeting given objectives and this was similar to this project. The project was terminated once the project objectives have been fulfilled. There were certain checklists that considered in terminating the project and this was to make sure the stakeholders of the project learn from experiences obtained in the project to assist in improving and foreseeing any issues in prospective projects. The project was terminated when the performance of the project was accomplished to the satisfaction of the Community Library management and the sponsor of the project once the terms of the contract have been met. The client was provided with training brochures, reports, data and manuals on the accomplishment of the project. The post-project was carried out and it involved holding meetings with client and sponsor together with the project manager. The meetings were aimed at evaluating the performance of the project and to determine if the project delivered the benefits anticipated.

From the project evaluation feedback, the attendance was great and the community members evaluated showed immense enthusiasm about the project. In general, the project showed success and this because of financial planning, staffing, venue, and logistics. The adequate pre-event planning ensured all logistics put in place worked well. In as much there were several risks encountered, though the emergency measures were well planned and ensured these risks did not let slippage of certain project activities. Despite the success in finances, the staffing was not adequate. Their staff members for the project were few and this called for additional staff. In the subsequent Human Library projects staffing should be looked into critically. The project needs to formulate an open program to allow the Human Books volunteers have adequate time to conduct their roles.  

References

Ashtiani, B.N., Jiang, Q., Tayah, M., Welcker, B.L., Patton, T.G., Panvalkar, S.S. and Chan, W.K.T., Microsoft Technology Licensing LLC, 2017. Controlling resource allocation with automated consumption against a work breakdown structure. U.S. Patent 9,720,737.

Bititci, U.S., Garengo, P., Ates, A. and Nudurupati, S.S., 2015. Value of maturity models in performance measurement. International journal of production research, 53(10), pp.3062-3085.

Bryson, J., 2017. Effective library and information centre management. Routledge.

Chen, H.L., 2015. Performance measurement and the prediction of capital project failure. International Journal of Project Management, 33(6), pp.1393-1404.

Chenhall, R.H., Hall, M. and Smith, D., 2017. The expressive role of performance measurement systems: A field study of a mental health development project. Accounting, Organizations and Society, 63, pp.60-75.

Ducharme, S., Albaugh, M.D., Nguyen, T.V., Hudziak, J.J., Mateos-Pérez, J.M., Labbe, A., Evans, A.C., Karama, S. and Brain Development Cooperative Group, 2016. Trajectories of cortical thickness maturation in normal brain development—the importance of quality control procedures. Neuroimage, 125, pp.267-279.

Harris, E., 2017. Strategic project risk appraisal and management. Routledge.

Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach. Routledge.

Jackson, T., 2014. Project Appraisal Techniques. In Encyclopedia of Business Analytics and Optimization (pp. 1922-1934). IGI Global.

Johansson, P.O. and Kriström, B., 2015. Cost-benefit analysis for project appraisal. Cambridge University Press.

Jordan, P. and Lloyd, C., 2017. Staff management in library and information work. Routledge.

Larson, E.W. and Gray, C.F., 2015. A Guide to the Project Manag