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The purpose of this paper is to present research findings from a project to identify, locate and examine the first collection of a large academic research institution. The article also examines changes in collections over time and some of the factors influencing changing collection development policies and practice.

Methodology included historical archival research, collection discovery and item by item comparison.

As electronic access, shared repositories and access to shared content reshape the collection development landscape, the emphasis is shifting toward global access and unique local content. And yet, we see that this new model is built on a solid foundation of collection development almost 150 years in the making.

Understanding how the University Library got to where it is will help inform future decisions and directions regarding collection development, and allow others to compare our findings against their own institutional growth and forward trajectory.

To demonstrate how the Project Management Body of Knowledge (PMBOK), a formal project management framework commonly used in corporate settings, can be used to manage library projects, even in situations where the librarian does not have authority over project resources, like personnel, scope, and budget.

This chapter uses a conceptual review of the library, project management, and library project management literature to construct recommendations and best practices.

Many of the PMBOK tools are effective for project managers working without formal authority. These tools include the Stakeholder Register, which allows a project manager to track stakeholders based upon their interest and influence; the Responsibility Assignment Matrix, which allows a project manager and team members to quickly and easily see work and personnel relationships; and Integrated Change Control, which provides project managers with a process for understanding and documenting the impact of project changes. These tools, as well as the PMBOK’s strategies on managing project communication and monitoring and controlling project work, which help orient stakeholders to the work and expectations of the project, while also making sure there are no surprises, provide effective project management tools for librarians working without formal authority.

While the PMBOK is occasionally discussed in the library literature, this chapter extensively uses the framework to connect the framework to library project management. This chapter also shows how the PMBOK, which relies on formal authority, can also be used in situations where the project manager lacks it.