Like all libraries, Lexington Public Library faces rapid change and the need to address new community needs. The culture at the Library prior to Project Management was one of poor communication, low staff morale, and a top-down managerial style that discouraged feedback and involvement from different levels of the organization. New projects and goals were being completed; however, staff were not notified in a timely way, front-line staff were not trained in advance of the roll-out, and projects were poorly planned, expensive, and often took longer than expected.

Following an intensive three-day Project Management training, Library staff concentrated Project Management Principles into terms more applicable to the library world and rolled them into the existing budget cycle and procedures. By adding a project narrative to the annual budget request forms, the most important questions were asked: What is the problem and how can it be fixed? What is the current situation and desired outcome? Who are the stakeholders? This required front-end work to help determine whether the project was viable. Administration assigned the approved projects to a specific quarter to ensure no department was overwhelmed throughout the year.

Staff are informed of system changes and new products and services well in advance of rollout to the community. Representatives from all levels of the organization are involved with the planning process and are involved in the development of the project plan. There is broad acceptance of change because it is an integrated part of the Library’s process. Library staff and governing board are confident in saying "no" to new products and services based on data mined from the Project Management process, saving the Library thousands of dollars. The Library is not spending energy on “solutions” to the wrong problem.