Possibilities for new services presented by recent developments in Web technologies bring up a recurring challenge for libraries: technology planning. All libraries face constraints on their resources for technology – staffing, financial, available expertise, equipment – as well as competing demands from other parts of the library.

Often there is the question as to why a library hasn’t implemented a particular, new Web-based service. The answer may not be lack of interest but simply the lack of resources. Many libraries just don’t have the time to implement these services while also maintaining the day-to-day operations of maintaining library systems, Web sites, a PC infrastructure, networks, and digital initiatives.

Balancing daily system administration, PC support operations, and specialized digital projects along with monitoring technology developments for new ideas require a careful approach to planning and management. It’s a lot easier to sit on the perimeter and say what should be done rather than being on the inside trying to accomplish everything.

Technology planning is an ongoing process. By “planning” I also mean the implementation and assessment of projects, which then feed back into the planning process. Technology planning, or any planning for that matter, isn’t the creation of a document that spells out objectives for the next five years.

Technology plans should focus on the next six to twelve months coupled with broader objectives for the following year or two years. The broader objectives should clearly identify any budgetary issues so that library administrators can get these requests into the budget proposals for the following fiscal years. Any group responsible for technology planning should have a clear understanding of its institutions budget cycle and proposal process.

I tend to think that technology planning works best as a group process, such as a standing committee with senior administrators and department heads (or departmental representatives) from across the library. The process should be led by the senior technology officer of the library; the exact position of that person will vary from organization to organization. While this individual likely could sit down alone and write an effective technology plan, the group effort fosters communication and understanding about the decision-making process and technology needs. It also ensures that the technology plan represents all the library’s interests and not just the special interests of the senior technology officer.

An initial step for a technology planning group is to identify the ongoing processes that need daily support. This task allow the non-technologists to gain a perspective on how much can be accomplished realistically while also maintaining operations. Sometimes, people outside the technology department do not have a clear idea as to how much work goes on behind-the-scenes to keep systems functioning smoothly.

In the initial review, some objectives may be identified related to daily operations that become high priorities, such as upgrading the integrated library system, acquiring a new automated tape backup system or expending funds to replace aging server equipment. The operational review also should examine desktop PC issues. A library should have a clearly defined desktop replacement strategy. It’s a process that is easily planned and budgeted. Library staff should not have to work with obsolete equipment.

So as not to write an essay in this one post, I’ll focus on other aspects of technology planning in future entries but the initial steps involve establishing a technology planning process, with the focus on process; utilize a group approach and review daily operational issues and needs. The technology planning group also should familiarize itself with the broader institutional IT strategy and, obviously, be coordinated with the library’s own planning process for services and collections.