THE ART OF THE BOOK

BOOKMAKING WORKSHOP
PRESENTED BY: CHRISTINA MAGNIFICO
GENERIS PUBLIC LIBRARY
555 ONEWAY STREET
VERSION 1.0
OCTOBER 16, 2014
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INTRODUCTION


Purpose of Plan

The Art of the Book: Bookmaking Workshop Project Plan provides the overall
scope of the project, as well as the goals, problem statement, stakeholder
analysis, and risk assessment. The Plan also provides a breakdown of the
working structure (including staffing), the projects critical path and an overview
of the budget. The communication plan that has been created for the project has
also been added to the Plan.

The Project Plan defines the following:

Problem statement
Goals for the project
Scope of the project
Stakeholder analysis and risk assessment
Working structure breakdown
Staffing structure
Budgetary overview
Project critical path
Communication plan
Evaluation plans

Problem Statement

The Art of the Book: Bookmaking Workshop seeks to once again connect library
patrons to the physical page. With the advent of eBooks and online periodicals,
many young patrons do not utilize print materials the way previous generations
did. Generis Library would like to address this by paying homage to the physical
book, and connecting a new generation of library patron to the art of the
bookmaking. The Library intends to integrate members of the community,
including prominent members of the local academic community, into the
proposed program. The workshop will also allow patrons to showcase their
creative talents, while providing a venue for community networking and
academic scholarship. Generis Public Library has developed this project in order
to meet the needs of its growing community in innovative, and yet traditional,
ways. This project will also serve as a stepping-stone project, allowing Library
staff to create future programs that piggy-back off of the original workshop.

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Project Goals

The Art of the Book: Bookmaking Workshop Committee has defined multiple
goals for this project. Each goal is specific, measurable, attainable, relevant, and
trackable (S.M.A.R.T). The goals defined by the Committee are as follows:

1. Research, develop and initiate an effective marketing and
communication plan for workshop by March 2016
a. Develop an outreach team and delegate community liaison roles
and volunteer positions by January 2015
i. First meeting held Jan 2015
b. Develop library branded, program related materials by December
2015
i. December 2015: Phase I marketing
ii. Jan-Feb 2016: Phase II marketing
iii. March-May: Phase III marketing

2. Beginning 2015, develop resources within the library for workshop
attendees
a. Begin hosting smaller events in February 2015 and gather
feedback from program attendees regarding the layout of the
space
b. Continually assess the allotted space and make change as needed
for Workshop in 2016
c. Have policies, procedures and protocols for event completed by
January 2016
d. Training for library staff to begin November 2015

3. Acquire all equipment, materials and resources needed by March
2016
a. Have lectures scheduled by November 2015 and seminars
scheduled by February 2016
b. Have all hard dates scheduled by March 1, 2016
c. Workshop itinerary should be created no later than April 2016

4. Create evaluation and assessment surveysof no more than 7
questions to be given at the end of each event, by April 2016
a. Determine which survey method and/or which survey tool the
library staff will utilize in order to collect feedback by February
2016
b. Feedback from each event will be evaluated in order to improve
the quality of future events


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Stakeholder Analysis

Power / Interest Grid



The Generis Public Library has identified four different groups of stakeholders, which
range from high to low interest. While each of these stakeholders is key to the
success of the workshop, the Workshop Committee has divided up the stakeholders
into more manageable groups. Those in the Keep Satisfied box are stakeholders
whose involvement has direct impact on the success of the program. These
individuals and groups need to be consistently updated, involved in all decisions in
order to stay engaged in the planning of the project. While the groups and
individuals in the Manage Closely section of the analysis directly impact the
workshop, they do not need to be involved with every decision, only the areas of the
program in which they are involved. In the Monitor box, the organizations will need
to be kept informed through marketing, but do not need to be involved the most of
the project planning. The organizations will, however, be the major source of
attendees and, as such, need to be kept in the loop. The last section of the grid
contains members of the community who only need to be kept informed of major
decisions and who will help disseminate information to patrons.

Keep Satsfed Manage Closely
Monitor
(Minimum Efort)
Keep Informed
Power
Low
High
-Library Board of Trustees
-Workshop volunteers and lecturers
-Commitee members
-Library Staf


-Local schools (5-12)
-Local university/college
-Local community groups
-City council and other city
departments
-Youth organizatons

-Local news outlets
-Other libraries
-Religious groups
-Outreach commitee
-Community liaisons
-Vendors
-Patrons
-Sponsors
Risk Assessment

The initial Risk Assessment attempts to define, categorize, and prioritize mitigation methodologies for risks that have been identified prior to the
start of the workshop. While this Risk Assessment may be updated and amended as the planning of the project progresses, it allows stakeholders
and project managers to identify potential areas of increased risk and define which activities have the potential to impact the project in a negative
way.
Risk Probability
(low-high)
Impact
(low-high)
Risk Management Actons
Completon dates for projects High- Projects not completed on
tme

(Completon date(s): May 27- July 2, 2016)
High- Falling behind schedule
puts project at risk for failure
Project Managers must be engaged and
organized, communicatons plan must be
followed, library stakeholders need to
communicate ofen, frequent meetngs,
tmeline will be reviewed weekly
Large project scope High- Time commitment for
project completon may limit the
number of events
High- Fewer events could
directly afect patron buy in and
atendance
Project Managers must be engaged and
organized, frequent meetngs, tme given to
library staf and volunteers must be balanced
and divided
Vendor resource deliverables Medium- Vendors do not deliver
materials
High-No materials for actvites
would mean the cancellaton of
certain events
Communicaton plan with vendors must be
followed, frequent meetngs with vendors must
be scheduled, resources and materials need to
be ordered far in advance of programs/events
Unrealistc cost estmates Low- Materials put project over
budget
High- No money for materials,
actvites, and events would
mean the cancellaton of certain
events.
Project Managers must be engaged and
organized, vendors must be thoroughly veted
and contacts signed, library staf must stck with
the project plan
Low commitment Low- Staf and stakeholders lack
commitment to project
Medium- Events could be less
interestng and engaging
Project Managers must be engaged and
organized, frequent meetngs, tme given to
library staf and volunteers must be balanced
and divided
Lack of knowledge High- Staf, stakeholders, and
volunteers know litle about the
process of bookmaking
Low- Experts brought it will help
mitgate issues with low
knowledge fund staf side
Project Managers must provide adequate
training for all involved, tme given to library
staf and volunteers must be balanced and
divided