project and portfolio management for digital libraries
DESCRIPTION
Slides from Eric Stedfeld's presentation to Code4LibNYC meeting on March 16, 2010. Additional details at http://libguides.org/Code4LibNYCTRANSCRIPT
Code4libNYC - March 16th, 2010 1
Project and Portfolio Management for Digital Libraries
Our evolving experience at New York University
Eric Stedfeld and Jennifer Vinopal
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Presentation – part one
• Brief framework for project management - Project Management Institute - A few principles - Capability Maturity Model
• Project/portfolio management background at NYU - Common cause with ITS/other divisions - Distinctive needs for Digital Library area
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What is a project?
• Temporary – has a beginning and end
• Produces a unique product, service or result
• Can involve a single individual, single organizational unit or multiple organizational units
• Has milestones for deliverables
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What is project management?
• Application of knowledge, skills, tools, and techniques to project activities to meet the project requirements
• Application and integration of 42 processes comprising 5 process groups
• Identifying requirements, addressing needs of stakeholders, and balancing competing constraints
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Scope “Triangle”
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Scope & Quality
Resources
Project Management Life Cycle
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Project Management Life Cycle
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Project Management Processes
• 5 process groups – initiating, planning, executing, monitoring and controlling, closing
• 9 knowledge areas – integration, scope, time, cost, quality, human resource, communications, risk, procurement
• 42 processes – each with inputs, tools and techniques, and outputs
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Project Management Processes
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Capability Maturity Model
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How is this helpful?
• Drawing upon the knowledge and experience of a wider community
• Understanding the organizational environment for the project – Implementing processes and methods that fit
the context of the project within the organization
– Moving the organization to better practice
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Project Management at NYU’s ITS
• Project Management Assistance group
• Beginning – home-grown tool
• Enterprise-level tool (especially for reporting)
• Extension to NYU senior administration, other departments
Project Management at NYU Libraries’ DLTS
• Beginning – ad hoc, individualistic
• Move towards consistency - Common project space and template - Early attempts at portfolio management
• Needs assessment in light of ITS enterprise-level tool
• Someone with primary responsibility for project/portfolio management
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Project Template
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Portfolio Spreadsheet
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Portfolio Spreadsheet
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Project Management at NYU Libraries’ DLTS
• Beginning – ad hoc, individualistic
• Move towards consistency - Common project space and template - Early attempts at portfolio management
• Needs assessment in light of ITS enterprise-level tool
• Someone with primary responsibility for project/portfolio management
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Questions?
• When is the work big enough to be called a project, and entered into the system?
• How useful is the reporting system for managing the actual work of the project?
• How much conformance vs. freedom in how project managers manage their projects, e.g., use of the same project management tool?
• What level of detail and consistency in reporting on projects?
• How to balance the work of project management vs. working on the project itself?
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