Project and Portfolio Management for Digital Libraries

Code4libNYC - March 16th, 2010 1

Project and Portfolio Management for Digital Libraries

Our evolving experience at New York University

Eric Stedfeld and Jennifer Vinopal


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

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


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


Scope “Triangle”


Scope & Quality

Resources

Project Management Life Cycle



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


Project Management Processes


Capability Maturity Model


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


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


Project Template


Portfolio Spreadsheet


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


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?


Questions?


Eric Stedfeld [email protected]

Project and Portfolio Management for Digital Libraries

Business

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