The Resource The myth and magic of library systems, Keith J. Kelley

The myth and magic of library systems, Keith J. Kelley

Label
The myth and magic of library systems
Title
The myth and magic of library systems
Statement of responsibility
Keith J. Kelley
Creator
Contributor
Author
Subject
Language
eng
Member of
Cataloging source
NhCcYBP
http://library.link/vocab/creatorName
Kelley, Keith J
Dewey number
025
Index
index present
LC call number
Z666.5
LC item number
.K45 2015
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/relatedWorkOrContributorName
ProQuest (Firm)
Series statement
Chandos information professional series
http://library.link/vocab/subjectName
  • Library science
  • Information science
  • Library information networks
  • Systems librarians
  • Parthasarathy, S.
Label
The myth and magic of library systems, Keith J. Kelley
Link
https://ebookcentral.proquest.com/lib/umanitoba/detail.action?docID=4003878
Instantiates
Publication
Antecedent source
unknown
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
  • Library roles are specialized today, so are IT roles
  • 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
  • 10.1.
  • Eliminate redundancy, but also single points of failure
  • 10.2.
  • Make sure everyone everywhere is doing everything efficiently
  • 11.1.
  • 2.1.
  • Looking at IT's and the private sector's past
  • 11.2.
  • Technology forecasts, consultants, and pundits
  • 12.1.
  • Integrated library systems and the things that replace them
  • 12.2.
  • Other library-specific software: A bestiary
  • 13.1.
  • Vendor webinars and conference sessions
  • 13.2.
  • In the land of the blind, the one-eyed librarian is king
  • 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
  • 14.1.
  • Soothsayer: Reading body language and microexpressions
  • 14.2.
  • 2.2.
  • 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.
  • Even specialized MLIS programs don't provide IT fundamentals
  • Casting mirror image: More people by using smartphones, large monitors, etc.
  • 14.8.
  • Lifehacker. Yes, the site
  • 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.
  • 2.3.
  • Running meetings
  • 15.5.
  • Attending briefings and webinars when you already know everything
  • 15.6.
  • Levitation: Staying above it all
  • 16.1.
  • Document and review everything
  • 16.2.
  • Big data, profiles, and personalization
  • 16.3.
  • You meant automation librarian, didn't you? Say yes
  • 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
  • 17.1.
  • 2.4.
  • 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.
  • disappearing act: Making your own position obsolete
  • Balancing incompatible policies, procedures, and contracts
  • 17.7.
  • TCO: When technologies will save you money and when they won't
  • 17.8.
  • 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
  • 3.1.
  • Machine generated contents note:
  • 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
  • 4.1.
  • Divining what happened from incomplete information
  • 4.2.
  • 1.1.
  • Knowing the common errors and common resolutions
  • 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.
  • World building and the creation of systems
  • 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.
  • 1.2.
  • 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
  • 6.1.
  • How IS turned into IT
  • 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
  • 7.1.
  • Redefine the problem
  • 7.2.
  • 1.3.
  • 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
  • 8.1.
  • Library systems are IT minus two things plus those same two things
  • 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.
  • 1.4.
  • 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
  • 9.1.
  • Interview customers for their perceived needs
  • 9.2.
Dimensions
unknown
Extent
1 online resource.
File format
unknown
Form of item
online
Isbn
9780081000878
Level of compression
unknown
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Quality assurance targets
not applicable
Reformatting quality
unknown
Reproduction note
Electronic reproduction.
Sound
unknown sound
Specific material designation
remote
System control number
(NhCcYBP)EBC4003878
Label
The myth and magic of library systems, Keith J. Kelley
Link
https://ebookcentral.proquest.com/lib/umanitoba/detail.action?docID=4003878
Publication
Antecedent source
unknown
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
  • Library roles are specialized today, so are IT roles
  • 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
  • 10.1.
  • Eliminate redundancy, but also single points of failure
  • 10.2.
  • Make sure everyone everywhere is doing everything efficiently
  • 11.1.
  • 2.1.
  • Looking at IT's and the private sector's past
  • 11.2.
  • Technology forecasts, consultants, and pundits
  • 12.1.
  • Integrated library systems and the things that replace them
  • 12.2.
  • Other library-specific software: A bestiary
  • 13.1.
  • Vendor webinars and conference sessions
  • 13.2.
  • In the land of the blind, the one-eyed librarian is king
  • 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
  • 14.1.
  • Soothsayer: Reading body language and microexpressions
  • 14.2.
  • 2.2.
  • 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.
  • Even specialized MLIS programs don't provide IT fundamentals
  • Casting mirror image: More people by using smartphones, large monitors, etc.
  • 14.8.
  • Lifehacker. Yes, the site
  • 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.
  • 2.3.
  • Running meetings
  • 15.5.
  • Attending briefings and webinars when you already know everything
  • 15.6.
  • Levitation: Staying above it all
  • 16.1.
  • Document and review everything
  • 16.2.
  • Big data, profiles, and personalization
  • 16.3.
  • You meant automation librarian, didn't you? Say yes
  • 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
  • 17.1.
  • 2.4.
  • 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.
  • disappearing act: Making your own position obsolete
  • Balancing incompatible policies, procedures, and contracts
  • 17.7.
  • TCO: When technologies will save you money and when they won't
  • 17.8.
  • 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
  • 3.1.
  • Machine generated contents note:
  • 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
  • 4.1.
  • Divining what happened from incomplete information
  • 4.2.
  • 1.1.
  • Knowing the common errors and common resolutions
  • 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.
  • World building and the creation of systems
  • 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.
  • 1.2.
  • 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
  • 6.1.
  • How IS turned into IT
  • 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
  • 7.1.
  • Redefine the problem
  • 7.2.
  • 1.3.
  • 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
  • 8.1.
  • Library systems are IT minus two things plus those same two things
  • 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.
  • 1.4.
  • 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
  • 9.1.
  • Interview customers for their perceived needs
  • 9.2.
Dimensions
unknown
Extent
1 online resource.
File format
unknown
Form of item
online
Isbn
9780081000878
Level of compression
unknown
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Quality assurance targets
not applicable
Reformatting quality
unknown
Reproduction note
Electronic reproduction.
Sound
unknown sound
Specific material designation
remote
System control number
(NhCcYBP)EBC4003878

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