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Background of Sultan Abdul Samad Library UPM

Figure 1: Front view of UPM Library

Universiti Pertanian Malaysia was established in 1971 as a result of the merger between
the College of Agriculture, Malaya and the Faculty of Agriculture, University of Malaya.
The Library of the College of Agriculture, Malaya thus became the Universiti Pertanian
Malaysia Library. When the university was named as Universiti Putra Malaysia (UPM) in
1997, the Library became the Universiti Putra Malaysia Library. As of 23rd May 2002,
the Library has been named as Perpustakaan Sultan Abdul Samad (PSAS), Universiti
Putra Malaysia, after the late great-great-grandfather of the current Sultan of Selangor,
Sultan Sharafuddin Idris Shah Ibni Almarhum Sultan Salahuddin Abdul Aziz Shah Alhaj.
Library is easily accessible by students and lecturers. The main PSAS library building
comprises of two (2) blocks with a total floor area of approximately 19,007 square meters
and it could accommodate about 2000 users at any one time. Besides the Main Library,
branch libraries are located at the Faculty of Medicine and Health Sciences, Faculty of
Veterinary Medicine, Faculty of Engineering & Architecture and the Bintulu (Sarawak)
Campus Library.
To accomplish its mission to provide excellent resources, services and facilities to support
learning, teaching, research and consultancy activities of UPM, the Library has over the
years built up its collection in various subject fields, both in print and electronic format.
The Library currently holds a collection of 670,000 volumes of books and bound
journals, as well as a collection of maps, sound recordings, microforms, video tapes and
slides. The Library also subscribes to 80 online databases which provide access to about
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80,000 full text articles on various fields and are accessible from and within and outside
UPM through the Website (http://www.lib.upm.edu.my). PSAS is also equipped with WiFi internet facilities thus enabling users to use their own laptop within the Library
building. PSAS strives to provide the best information services and facilities for the
users/client in line with the ever changing trends in information and technology and
current needs of the University. PSAS also provides Post Graduate Wing located at B
Block. This area is well equipped for studying and research purposes.
1.1

Objective of Library UPM

The main objectives of the library are to provide excellent resources, services and
facilities to support students needs in enhancing learning, teaching, research and
consultancy activities in UPM. The library also serves to optimize usage of various
information resources and facilities and reinforce customers learning program towards
lifelong learning. To make sure the achievement of the objectives, administration of UPM
Library list out the quality service policy which is committed towards excellence through
the assimilation of quality traits in library services with a continual improvement in the
quality management system to fulfil customers' expectations to become world class
library.
1.2

Library Collections

The Library has a vast collection of materials which can be borrowed or only referred
within the Library premise. Users need to know the types of materials from various
collections, its location and its usage. Students or users can get access to the librarys
collection by logging in to the Library WebOPAC. Through this website, users can
browse through the databases online before checking the collection physically at the
library. Below is the summary of the materials available in the collection.
For general collection, it consists of text-books, proceedings, reports in various subject
areas. It is located at Level 2, A Block and they are arranged according to the class
number, A -Z. This is an open-shelf collection which can be loaned according to
categories of users.

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For reference collection or main-reference, it consists of dictionaries and encyclopaedias,

directories, atlases, terminologies, glossaries, manuals, statistical reports, handbooks and
almanacs. It is located at Level 1, A Block. Books in this collection have the location
symbolled 'r' on top of call number. Unlike general collection, reference materials are to
be used within the Library only.
Next is the audio-visual materials which covers CD-ROMs, Diskettes, video tapes, slides,
films, film strips, film loops, sound recordings, charts, language cards, microfilms,
microfiches, kits containing various medias, transparencies, etc. Located at ground Level,
A Block (kept at Media and Archives Division), materials in this collection have the
location symbolled 'bpd' on top of call number. Just like reference collection, audio visual
materials are to be used within the Library only.
For serials collection, there are three different categories namely current issues, unbound
issues, and bound issues. For current issues, it consists of the most current issues received
by the Library. The unbound issues consist of back issues of unbound journals. This
collection is kept in the Back Issues Room, Level 1, B Block. Users need to get the "kk"
number of the journal from the Library Catalogue before requesting from the Counter.
The third is bound issues, which consists of back issues of bound journals. Bound
journals are shelved according to class number A-Z at Ground Level 1, B Block. All the
three collections are to be used within the Library only.
The library also serves special collection. This collection exists for the purpose of
preserving intellectual property of UPM, in fulfilling the needs of teaching, learning,
research and consultancy of the University. The collection starts in 1997 as a result of a
combination of few collections i.e. Malaysian Collection, Red Spot Collection, Thesis,
Project Papers, and Modules for Distance Learning Students and Prof Chin Collection.
The Special Collection is located at Level 2, B Block. The collections are to be used
within the Library for duration of two (2) hours except for modules for Distance Learning
Students which can loaned out for two (2) weeks. Some of the collections included in this
category are Malaysian Collection, Thesis Collection, Project Paper Collection, Red-Spot
Collection, Distance Learning Collection, Limited Collection, Online Databases, and
various newspapers.
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Interview

Based on the interview, we managed to get information on the departments problems.

We have to admit there may be more problems in the department. The one we managed to
get probably barely touches the surface. Nevertheless, the following are some of the
issues:
i)
ii)
iii)

Lack of experienced staff

Lack of fund
Lack of time

The large number of books is not surprising, considering the number of collection stored
in the main library and mini libraries served for other faculties. As mentioned by the
interviewee, with the limited number of staff at their disposal, they are actually serving
not one but more than three resource centres. The centralised nature of management in
this department leads to possible burnout and over utilisation of staff. From what we
understood, large number of books need to be repaired every month. These books and
journals are selected by a specific department.
The department tasked for this selection is Unit Pinjaman dan Pemulangan. All the books
mainly come from three different sources; journals from Medical Library, serial
publication and books from other branches. To control the number of repairs they need to
make, a limit of 300 books per batch has been set. Nevertheless, it does not do justice for
the staff as only 8 staff are responsible in handling these 300 books. We have also been
told that there is a dateline for each batches, ranging from 30 to 35 days for both journals
and books respectively. The timeline given is quite short, and they still have to consider
covering other staff who are on leave. This is unavoidable since the task is underlined
under the departments Key Performance Index (KPI). It is the departments
responsibility to make sure the books are repaired on time.
The department is also responsible for other tasks, which requires full commitment. For
example, printed journal will have to be volume after a year, new books need to be ringbind with a new cover, and journals need to be block-print. Most of these tasks are done
manually using machines but some of the book collections need to be hand-stitched.

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Currently, they have 4 hot stamping machines, 3 cutter machines, 2 press machine, and
puncture machines. All of these machines are handled and utilised by the librarians. This
means these skills are pre-requisites for the librarians in order to manage the department.
They do have problems in maintaining the machines, and most of the time they have to
call outside sources to service the machine. During the breakdown of the machines, work
will have to be stopped and this leads to piling up of task until the machines are fully
repaired. Some of the machines took days to be repaired. When asked why dont they
outsource this to other printing shops, the reason is because they are forced to utilise the
machines that they already have. If not, then they will be blamed for underutilising the
assets. Since the machines were bought years ago and still functional, they have to make
sure that their staff are skilled in using it, regardless of whether there are better
technology or machines that can do the job quicker. The main reason why there is no
upgrade being done is due to the lack of fund. The flow of fund started to slow down
since 2008, due to reasons which the interviewee refused to mention.
With the large number of books to be repaired and limited number of staff to utilize, there
is somehow a lack of standardization or proper definition on what constitutes a damaged
book. When asked about what does damaged book refers to, the interviewee replied it
is up to the respective staff who are responsible in selecting it. There seems to be no
standardized system to define damaged books (or prioritization). There should be a
system that can differentiate damage in terms of its severity. This can help the staff to
priorities which book needs to be repaired first, rather than which damaged book is found
first. Nevertheless, the library has taken steps to reduce the dependency on physical
materials. Now, almost all thesis projects in record before 2015 are digitized and can be
accessed via online.
Regardless, UPM library is one of the best libraries among the public universities. They
always make sure their collections are the latest and up-to-date. As research university,
they also currently subscribed to major journal publishers to support researchers and
students alike. Alas as a service department, there is no short of complaints. The most
popular complaint forwarded by the students is the unavailability of collection. UPM
library should have no problem providing collections available in its online repository.
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Somehow students still find collections which are not available, and this is due to the
inefficiency of the report system. As explained by the interviewee, books are returned to
the library via the repository box and this box is check periodically every hour. Secondly,
the collections are not available due to it currently being used by another student. Thirdly,
there are occasions when students do not put the book back to its designated shelf.
Therefore, the librarians need to periodically check and arrange the book back to its
proper place.
From what we understood from the interviewees explanation, librarians do have specific
skills which come under specific qualification. It means, not all librarians can be placed
in every department. Some department requires special qualification thus their staff are
only able to function in that particular department. Meanwhile, certain librarians due to
their qualification are flexible enough to be put in any department as long as they have
the required basic skills. Due to the lack of staff and the lack of fund for in-course
training, flexible staffs are occasionally rotated to different department to get more
information, knowledge and exposure about the library. This does not mean professional
courses are non-existent, but is limited due to current financial situation. In terms of
discussion between department and fellow librarians, meetings are done twice or thrice a
month for unit. Meanwhile, meeting among management staff is done once a month.

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Suggestions to Overcome the Problems

As mentioned above, the library is facing a lot of problems. There are some
recommended possible solutions to upgrade their service and quality of management.
First of all, the librarys operation is affected mainly due to the lack of available fund.
The library has a great potential in generating income considering the size of the library
and its strategic location. Observing the infrastructure of the librarys building, there is a
lot of empty spaces within the librarys compound which is not fully utilized. Rather than
leaving it empty and collecting dust, it is suggested for the library to lease the empty
spaces to generate monthly income. Even though the library is strategically located in the
heart of the campus, allowing businesses to operate would be good for both the library
and the students. Majority of the existing shops are located quite far from the library and
majority of the students walk on foot or bicycle to go to these places. Considering the
distance between faculties and other amenities, allowing food stall or stationary shop to
operate along the alley or empty spaces would be advantageous to the library. It is also
suggested that this shop lot or empty spaces are leased to students from the faculty of
economics who are interested to run their own business. In this way, students will be able
to apply the business skills that they have learnt from the faculty in running the shop.
Alternatively, the shop can be leased to an outside company for full profit.
Secondly, the library can increase the amount of fine charged to the students who
returned the book past the due date or in damaged condition. Even though it might sound
a bit harsh, but considering the problems created due to many cases of late return, this can
provide solution and also indirect lesson for students to follow the rules stipulated by the
library. Thus, the library will generate more income and at the same time reduce the
number of such cases. All of this income will be put into good use such as maintenance,
hiring of staff and renovation.
The library also has a short number of staff. Hence, there is a need for staff
reinforcement. Considering that hiring of staff is limited due to the current economic
situation, the library should be looking for manpower accessible within the campus. It is
suggested for the library to provide part-time job opportunity for the students. Some of
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the full-time students are relying on their parents and pocket money to support their daily
expenditure, and some of them do part-time job outside of the campus. By giving parttime job opportunity to work in the library, the students do not have to rely on their
parents or work far from the campus. Working in the library would be tempting for the
students even if the pay is not that much. This job would be suitable for students from the
faculty of management and should see a high number of applicants. It will reduce the
amount of salary the library needs to pay for their staff, and reduce the workload of the
librarians at the same time.
The library could also go the extra mile by collaborating with other faculties in
embedding practical session as part of a subjects curriculum. One good example that can
be applied is by targeting students who are taking diffusion of innovation subject to
come up with an idea of solving daily problems faced by the librarians. It can be part of a
coursework, or the library can even organize a public competition for the students, where
the winners idea will be adopted for Kumpulan Inovatif dan Kreatif (KIK) by the
librarians.
Last but not least, is regarding the lack of standardization or standard of procedure for
selecting damaged books. The library seems to lose much of their resources in managing
damaged books. Based on our findings, there is a lack of understanding between the staff
on the standard definition of damaged books. Thus, it leads to a big number of damaged
books that need to be repaired by a small number of staff. Therefore, it is suggested for
the librarians to come up with a standard scale which define what level of damage a book
is in. A three-scale of damage level is suggested, with 1 severely damaged, 2
moderately damaged, and 3 minor to no damage. Having this scale system will help the
librarian to systemize and prioritize which books are to be repaired first. The library can
further improve the system by creating an alternative drop-box or book-drop in certain
location throughout the library which specifically made for damaged books. While
browsing books from the shelves or upon returning books, students can help identify
damage books by utilizing these boxes. This cooperation with the students will make the
system more efficient and more user-friendly.

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One-Edu Digital Instructional Resource Centre

Instructional Resource Centre plays a significant role in providing core services that
include research, teaching, and learning (Masitah & Jemah, 2013). In the conventional
library setup, the library users must be physically present in the libraries if they need to
make use of the library services such as reference services, interlibrary loan and
bibliographic search services. The high development in information and communication
technologies have led to changes in the way libraries provide and manage activities into
digital format. There are various new services such as access to electronic or digital
collections (online databases, electronic journal, e-books and digitized collections),
electronic publishing, web-portals, online reference, and online document delivery,
helpdesk and online library instructions have been introduced in service delivery by the
libraries. Various new services such as access to electronic or digital collections
electronic publishing, web-portals, online reference, and online document deliver,
helpdesk and online library instructions have been introduced in service delivery by the
libraries.
A digital instructional resource centre or called e-library is a special library with a
focused collection of digital objects that can include text, visual material, audio material,
video material, stored as electronic media formats, along with means for organizing,
storing, and retrieving the files and media contained in the library collection (Witten,
Bainbridge & Nichols, 2009). They also stated that digital libraries can vary immensely
in size and scope, and can be maintained by individuals, organizations, or affiliated with
established physical library buildings or institutions, or with academic institutions.
Maristella, Nicole & Gianmaria (2015) stated that digital resource centre have been
steadily progressing since the early 1990s and they now determine how citizens and
organizations study, learn, access and interact with their cultural heritage. Libraries are
working within an increasingly complicated technical environment to manage their
electronic and print collections, and to improve user discovery (Alsa, 2016). Many
libraries had transformed from conventional resource centre to digital or e-resource
centre to meet the requirements of users.

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It was clearly showed that the role and development of digital resource centre cannot be
defined in this 21st century. In order to encourage students to apply what had learnt in the
course Instructional Resource Management, each group are required to design a digital
instructional resource centre that can be utilized by the teachers or instructors for
teaching, and also by the students. Based on the interview, principles in resource
management and need analyse, our group had come out with a plan to design and operate
a digital resource centre.
4.1

Mission and Vision

ONE EDU Digital Resource Centre

One stop centre to let knowledge grow from more to more

Figure 2: Official logo of ONE EDU Digital Resource Centre
This digital resource centre named as ONE EDU Digital Resource Centre. One means
one stop. The word EDU is the short form for Education. The mission slogan of this
digital resource centre is One stop centre to let knowledge grow from more to more
which represent the spirit and main vision of this resource centre. The centres mission is
to provide comprehensive resources and services in support of the educational research,
teaching, and learning needs of the community via online service.
ONE EDU Digital Resource Centre is only offering resources or materials which related
to educational studies. It mainly focus on educational field which assist educational
studies students, pre-service teachers, lecturers in education, and teachers to meet the
challenges rapidly changing educational resources and instructional technology. It
provides many of the resources necessary to produce and deliver a wide range of professional,
broadcast-quality multimedia instructional materials for the classroom and the Web. The users

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can also get more information and professional guidance in education field. It is a very
useful platform to encourage research, strategy planning, and teaching profession
development in educational field.
4.2

Concept and Background

ONE EDU Digital Resource Centre is a private centre which is not under any government
institution or university. All the materials and collections are will be offered in online
based. There has several of collection includes e-books, e-journals, online-database,
syllabuses, policies, thesis, modules, magazines, historical documents and so on which
only related to educational studies or teaching profession. Due to the digital operation and
management system, it is different from conventional library. The main office or building
of the resource centre is smaller than others resources centre and just in a one floor
scale (similar with the corporate company office) as shown below:

Figure 3: Office or buildings concept of ONE EDU Digital Resource Centre

Different from traditional library which has lots of printed materials in the building, the
digital resource centre just provides Information Technology facilities such as computer,
i-pad, and television for users to search any information or complete their work. All the
materials had been available in the official portal of the resource centre. The users can

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access through internet. The building will be used as administration office, customer
service counter, seminar room and help-desk.
ONE EDU Digital Resource Centre delivers one of the largest general reference
collections of periodical and digital media content designed to support different range of
users. Every reading material is provided in 100 percent full-text which can saving
valuable search time and reducing the frustration of abstract-only results. Users just need
to visit the official website of the centre (www.1edu.e-resource-centre.com) and search
the answer or information they need from the website which offered updated interface
and features. Complex searching is easy with e-resource centre graphical navigation and
point-and-click functionality. Users can select from natural language, Boolean, topic,
standards, or publication search. The searching system or call as online web-opac
system is user friendly. Users just need to type the either keyword, author, publisher,
title, publisher, or year of publication, the system will come out with some suggestions
automatically. Users can print, save or email any result, making simple to use and share
information with others. Therefore, users will find quality and latest information from the
website easily just by fingertips.

Figure 4: The website concept of ONE EDU Digital Resource Centre

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Besides that, the digital resource centre also available in mobile version. Users can
download 1-EDU Resource Centre application from google store or App store to access
the digital resource centre to purchase the same information from the website.

Figure 5: 1-EDU Resource Centre available in two app store

By the availability of the digital resource centre in mobile application form, users can
access to the website more easily, anytime and anywhere the latest materials or
information in education field. It is very useful for researchers and students who are in
educational studies.
4.3

Operation and Management System

ONE EDU Digital Resource Centre is managed by implementing 5M theory in

management. Only 4M is adapted in the management system which is Materials,
Manpower, Money, and Method.
4.3.1

Materials (Resources and Collections)

To ensure the validity, reliability, and the quality of collection, the digital library will buy
and get the copyright permission of the materials from world class institution and
publisher likes Science Direct, Scopus, Springer, Oxford University, Cambridge
University, ERIC, Wiley, and so on. There are a few main categories of the instructional
resources available in the centre, which are:
i.

Magazines

: Provide full-text titles from general interest to scholarly

ii.

Book

publications.
: Place information and topics in context using full-text reference
books (full text e-book)

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iii.
iv.
v.
vi.

Pictures
Journals
Thesis
Audio/Video

:
:
:
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Explore impact full and awarded photos and images

Subscribe latest trend of research about the education field
Provide full-text of grade A thesiss proposal
Use streaming audio and video files to bring events and process
to life. Clips include historical footage, current news programs,

vii. Web-links

and more.
: Search the web more effectively using editor-screened and

viii. Module
ix. Syllabus

selected websites.
: Provide modules for different subjects in educational studies
: Provide syllabus of different subject around the world

All the collections will be update by the administrators once a month. All the materials or
documents can be downloaded by user for reading purpose.
4.3.2

Money (Financial)

ONE EDU Digital Resource Centre is a self-financed organization. So, the centre need
to generate incomes from users and others way. The income will be used for buying
reading materials, salary, maintenance, and others purposes which is good for centre
development.
Every user who wants to access the digital centre needs to register as a member. There
have three categories of membership as shown below:
Membership Monthly Payment
Benefits
Gold
RM 150
Assessable to all kind of
materials (unlimited access)
Silver
RM 120
Assessable to all kind of
materials (limited download, and
time)
Bronze
RM 80
Assessable certain materials only
(limited download and time)

4.3.3

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Manpower (Human Resources)

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The right personnel for the right position is a sure bet for organizational effectiveness and
efficiency. The organization chart of the centre is shown below:

Figure 6: Organization Chart of ONE EDU Digital Resource Centre

The organization chart for the centre is simple and just divided into 5 different
departments. To be a director or deputy director of the digital centre, the person need to
have at least 10 years of working experience in the same organization and is a master
degree holder in Management, Information Technology, or Education. The coordinator
will responsible to coordinate the progress and job scope of each department. Each
department has different work scope as shown below:
Department

Job Scope

Technician and Maintenance

i.
ii.
iii.
iv.

Online system
Upgrading system
Maintenance the IT facilities
Trouble shooting system

Resource Collection

i.
ii.

Collect materials from different publisher

and institution
Classify the materials

Financial and Membership

i.
ii.
iii.
iv.

Manage current account

Manage payment of membership
Calculate salary
Report financial situation

Information Management

i.
ii.

Digitalize the reading materials

Subscribe database

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iii. Upload all the materials

Public Relation

4.3.4

i.
ii.
iii.
iv.
v.

Centre promotion
Recruit members
Co-operation with other institution
Campaign & Workshop
Customer service

Method

The method is refer to what kind of value that adapted by the centre to strengthen the
interaction between users and the centre. So, the users can feel warmly and satisfy with
the service of the centre. In all of our interactions, the centre is guided by some values.
The first value is knowledge. The centre encourages the process of learning and the life in
the mind. The centre not just anticipates and contributes to scholar inquiry, but also
promote the library as both a real and virtual extended classroom. The centre also
embraces the role as collectors and custodians of the intellectual record.
The second value is service. The centre offers an environment that support creativity,
flexibility, and collaboration. The centre evolves to meet the changing needs the Library
and its users. The centre maintains a comfortable, welcoming and secure place for study,
research, work, reflection and interaction.
The third value is quality and integrity. The centre seeks out the best people and resources
to accomplish the work. The centre support individual growth and organizational
development. The centre relates to each other with honesty. The centre will promote the
highest standards of profession, and treat everyone with equal consideration and courtesy.
5.0

Reflection

5.1

Strengths of Digital Resource Centre

The main concept of this centre is an innovation from cyber caf concept. Users can
access any type of electronic reading materials. Our digital resource centre offers variety
types of electronic reading materials such as books, journals, articles, magazines and
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newspaper. But our centre is focusing more on educational field. Our resource centre also
is the first Educational Studies-Based in Malaysia. It will include various kind of
educational field such as sociology, psychology, Islamic studies, social studies, science
and math, history, politics and so on. It provides a suitable platform to all researcher,
students, and educators who are interested in education field to get latest information in
the digital resource centre in an easiest way.
The digital resource centre is an innovation idea to the education field and also the library
management in our country. The digital resource centre makes full use of space and
technology to provide a higher quality of service to the users. It does not require a large
scale of place. It is vary from conventional library which fitted with lots of printed
materials, the digital resource centre digitalize all the reading materials and resources into
the system. Therefore, the centre just new a one-floor scale of building or space as the
administration office of the resource centre. All types of materials in the centre will be
updated once a month. The information which provided in the centre is more accurate and
latest than the conventional library. So, it can much more information which limited
space and budget.
5.2

Weaknesses of Digital Resource Centre

For the weaknesses of the centre, we found that the digital resource centre is too reliant
on online access. All the materials and documents will be uploaded by the centre to the
system. It is not accessible offline. If a users go to urban area especially teachers who
teach at rural area, the teacher will not able to get the information from the website. The
system also cannot function well if there is a connection problem with the internet. The
system also expose to dangers of virus in internet. All the data cannot function well once
attack by virus.
Besides that, we also found that there is a problem in identifying the membership of user.
User can just register for a membership and then give their username and password to
others. Administrators cannot detect the identity of user because the logging in system
through online. For example, one of the staff of a faculty who registered the membership
can give to others colleagues to log in as a user with the same ID and password. They just
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share the membership fees. The situation will cause loss in financial due to the same
identity but can log in by different people.

5.3

Benefits of the PBL-Digital Resource Centre

This PBL activity provided lots of experience and learning opportunity for us. Based on
the problems that we detected from the interview with librarian, we need to come out
with solutions to help the centre to overcome the problems. There are some benefits that
we gained from the PBL project:
5.3.1

Application of theory and principles in case study

In course Instructional Resource Management, we learnt basic principles, domain,

standard, and theories of instructional resource centre management. We are not only learn
the concept of management for instructional resources theoretically but we jumped in the
real situation to imagine how to practice a good management through the development of
our own digital instructional resource center. Through this PBL, we can apply what had
learnt such as domain and 5M theory in analyze the problems and plan strategy to
overcome the problem. For the digital resource centre design, we also take into account
of different aspect likes financial, human resource, materials, and method to make sure
the centre can operate smoothly. The theory and knowledge that we had learnt not just in
the books, we can apply it into the real situation directly.
5.3.2

Teamwork and Time Management

One of the objectives of PBL is to enhance the communication skill and critical thinking
skill of students. From this activity, we work as a team to complete the task. Although
three of us are come from different age and background, we can cooperate with each to
complete different part of the task. Each of us contributes different idea in designing the
digital centre based on different perspective. Hence, the mistake and the weaknesses of
the idea can be minimized.
5.4

Discussion of Collaborative Effort

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We are choosing UPM Library for the PBL Activity. There are a lot of obstacle occur
during finishing the PBL activity. The obstacle came from internal and external aspect.
But obviously, it came from internal aspect which is from group members.
The ultimate problem is time management. Even though in a group of three, normally
shouldnt have any problem to call everyone and make a meeting. But, because of the job
commitment as a government officer, it is too tough to find a definite time to arrange at
least one meeting for group discussion. But finally, we manage divide the task roughly
and each members has their role to finish the PBL activity given.
While doing the fieldwork at first meeting, we can foresee a lot of problems occur from
the librarian interviewed. Unfortunately, the librarian cannot explain more about the
management problem that they are facing. They frequently changing portfolio in the
department because of the limitation number of staff. So, the problem continuing cannot
be successfully settled down.
We are having a really good teamwork job because every member has a role to play and
contribute ideas together in order to complete the task. Fahimi and Awang handled the
interview with the librarian of UPM. Fitri who was a teacher and advisor for resource
centre at school also provided lots of ideas in designing the digital resource centre. In the
end, we distribute our task into 3 part, which are Part A (Background of UPM library and
result of interview); Part B (Designing the Digital Resource); Part C (Reflection). Each
one of us elaborated the ideas based on the outcome that we discussed in three times of
meeting.

Bibliography:
Webpage design of e-library. Retrieved from official website of World Bank Group:
http://elibrary.worldbank.org/

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Maristella, A., Nicola, F. & Gianmaria, G. (2016). Digital Library Interoperability at High
Level of Abstraction. Journal of Future Generation Computer System 55 (2016).
129-146.
Masitah, A. & Jemal, H.A. (2014). Digital Library Service Quality Assessment Model.
Procedia-Social and Behavioral Sciences 129 (2014). 571-580.
Mounir, M.E.K. & Maria, J.C.O. (2015). The Effects of Cloud Computing (IaaS) on ELibrary in United Arab Emirates. Procedia-Social and Behavioral Sciences 23
(2015). 1354-1357.
Elasa, A. (2016). Print to Electronic: the Library Perspective. Springer Science and
Business Media New York 2016. DOI 10.1007/s.

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