In an era of expanded responsibility and constricted funding, museum personnel often need strong practical guidance on the best practices for building projects. The authors of Planning Successful Museum Building Projects discuss the reasons for undertaking building projects (new construction, renovation, expansion), the roles and responsibilities of key players, the importance of a strong vision, and the best methods for selecting architects and construction firms. They also offer in-depth information about budgeting and finance, feasibility studies, capital campaigns, marketing, and communications, as well as advice on how to live through the disorienting process of construction, manage post-opening needs, and evaluate the project's success over time. Planning Successful Museum Building Projects provides all the tools for successfully managing projects from predesign through opening and beyond.

In Managing People and Projects in Museums, readers will discover a practical guide to managing projects and important lessons about the critical role of individuals in the museum workplace. The chapters are illustrated with the experiences and observations of the author and other museum professionals as well as literature from the field. Specifically, the book covers organizational behavior theory, strategic planning, and staffing and human resource development, contemporary leadership challenges, and ethical decision-making. The book provides details on selecting projects, and creating policies that support sound decision systems. Additional topics covered include: the steps in planning a project including chartering, establishing timelines and assigning roles, and developing budgets. Several management issues that are common pitfalls in museum projects are highlighted, including means of resolving conflict. The text examines the formation of high performing teams with an emphasis on understanding individual differences and communications, and the important role of the project manager. The final chapters of the book include tips on evaluation of project success and a set of nine actual case studies from a variety of types and sizes of museums. The Appendix includes helpful project decision templates, charters, and other management tools used by museums today, along with hypothetical exercises.

In an era of expanded responsibility and constricted funding, museum personnel often need strong practical guidance on the best practices for building projects. The authors of Planning Successful Museum Building Projects discuss the reasons for undertaking building projects (new construction, renovation, expansion), the roles and responsibilities of key players, the importance of a strong vision, and the best methods for selecting architects and construction firms. They also offer in-depth information about budgeting and finance, feasibility studies, capital campaigns, marketing, and communications, as well as advice on how to live through the disorienting process of construction, manage post-opening needs, and evaluate the project's success over time. Planning Successful Museum Building Projects provides all the tools for successfully managing projects from predesign through opening and beyond.

In Leading Museums Today: Theory and Practice, readers learn about leadership theory in both for profit and nonprofit worlds and how to effectively master the role of both leader and follower. Literature from business and non-profit management as well as the insights of current thought leaders provide lessons for the reader. The book explores the reality of change in the workplace, the standards and best practices of businesses and museums, and innovative approaches to creating a nimble and responsive organization. Topics covered include: *Organizational structure, team-based work, and new business models are detailed. *Working as a leader at the middle of the organization and ways to be successful in leading up are described. *Leadership training and how individuals can be continual learners. Case studies and profiles cover the work of university museums, children's museums, historic sites, history, art, and multi-disciplinary museums. Each of the case studies provides personal perspectives of leadership qualities, career progression, and highlights of the transformative work at their museum.

In Leading Museums Today: Theory and Practice, readers learn about leadership theory in both for profit and nonprofit worlds and how to effectively master the role of both leader and follower. Literature from business and non-profit management as well as the insights of current thought leaders provide lessons for the reader. The book explores the reality of change in the workplace, the standards and best practices of businesses and museums, and innovative approaches to creating a nimble and responsive organization. Topics covered include: *Organizational structure, team-based work, and new business models are detailed. *Working as a leader at the middle of the organization and ways to be successful in leading up are described. *Leadership training and how individuals can be continual learners. Case studies and profiles cover the work of university museums, children's museums, historic sites, history, art, and multi-disciplinary museums. Each of the case studies provides personal perspectives of leadership qualities, career progression, and highlights of the transformative work at their museum.

In Managing People and Projects in Museums, readers will discover a practical guide to managing projects and important lessons about the critical role of individuals in the museum workplace. The chapters are illustrated with the experiences and observations of the author and other museum professionals as well as literature from the field. Specifically, the book covers organizational behavior theory, strategic planning, and staffing and human resource development, contemporary leadership challenges, and ethical decision-making. The book provides details on selecting projects, and creating policies that support sound decision systems. Additional topics covered include: the steps in planning a project including chartering, establishing timelines and assigning roles, and developing budgets. Several management issues that are common pitfalls in museum projects are highlighted, including means of resolving conflict. The text examines the formation of high performing teams with an emphasis on understanding individual differences and communications, and the important role of the project manager. The final chapters of the book include tips on evaluation of project success and a set of nine actual case studies from a variety of types and sizes of museums. The Appendix includes helpful project decision templates, charters, and other management tools used by museums today, along with hypothetical exercises.

Originally Written For The Sussex Independent.

Originally Written For The Sussex Independent.

Originally Written For The Sussex Independent.