Slides from Eric Stedfeld's presentation to Code4LibNYC meeting on March 16, 2010. Additional details at http://libguides.org/Code4LibNYC

1. Project and Portfolio
Management for Digital Libraries
Our evolving experience at
New York University
Eric Stedfeld and Jennifer Vinopal
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2. 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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4. 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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5. 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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6. Scope “Triangle”
Scope
& Quality
Resources
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7. Project Management Life Cycle
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8. Project Management Life Cycle
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9. 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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10. Project Management Processes
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11. Capability Maturity Model
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12. 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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13. 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
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14. 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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15. Project Template
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16. Portfolio Spreadsheet
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17. Portfolio Spreadsheet
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18. 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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19. 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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20. Questions?
Eric Stedfeld
eric@nyu.edu
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