DLF Wiki - User contributions [en]

DLF Project Managers Toolkit

2021-03-02T03:49:24Z

Cyork:

This toolkit is a collaborative project, based on contributions by members of the [https://www.diglib.org/ Digital Library Federation's] Project Managers Group ([[DLF Project Managers Group |DLF PMG]]). First initiated by Jennifer Vinopal at New York University in February 2013, the toolkit has grown and evolved over the years as a living document to share experiences and link out to resources.

*'''What?''' A crowdsourced collection of information, tips, techniques, and tools for project managers working in digital libraries. Please contribute and share your knowledge.

*'''Why?''' Whether we realize it or not, librarians and library staff are managing projects all the time. These may be informal or formal projects, or we might not think of them as projects at all. Just the same, we could all stand to take a more organized and structured approach to planning and accomplishing our project work. Much of the project management literature and training frequently emphasizes a corporate perspective, which may not always be applicable to a library setting.

*'''Who?''' Anyone who wants to contribute. Feel free to post anonymously if you prefer, or sign the contributors list at the end of the document.

*'''How?''' Be generous with your knowledge and be respectful of what others have written. Share your experience and help others to learn from both your successes and failures.

To contribute, simply login then select the Edit tab. If you are a first time contributor, select ‘create account’ at the top right of the page. Then send a request to [mailto:info@diglib.org info@diglib.org] to get access to edit pages, add links or share documentation. Then add your name to the Contributors List at the bottom of this page.

== Getting started ==
[[File:ProjectBasics.png|thumb|right]]

=== Project Management Basics ===

Review a few '''[[Project Management Basics]]''' which are basic building blocks for the other sections of the toolkit.

=== Project Proposal Process ===
The [[Project Proposal Process]] initiates the project and is critical to planning.

=== Project Charters & Memorandum of Understandings ===

The goal of a [[Project Charter]] is to document agreement between all parties (sponsor, stakeholder, staff) about the goals, scope, and deliverables of the project. Ideally, the document defines time, scope and cost.

A Memorandum of Understanding can be used to build out a project charter and be used to manage expectations, project planning and increase transparency, communication and understanding. The University of Texas Arlington hosts a [https://rc.library.uta.edu/uta-ir/handle/10106/25646 Memorandum of Understanding Collection] which was developed by a group of librarians for library specific projects and includes a workbook and templates.

=== Project Plans ===

'''[[Project Plans]]''' flesh out more details of a project, such as scope; individual stakeholders; milestones and tasks, and roles and responsibilities within; and a timeline. It answers the same questions as a project charter, but often in more detail.

=== Project Scheduling ===

'''[[Project Scheduling]]''' captures the work that needs to be performed. It may also visualize the steps in the project. This section compares two methods: gantt charts versus kanban.

=== Workflows ===

A workflow is a sequence of steps toward the completion of a defined task used to manage repetitive processes. Workflow modelling helps participants and stakeholders understand the sequence of steps and their roles in the process. It can also help identify patterns, gaps, and bottlenecks to enhance efficiency and improve team dynamics.<ref>Shaw, E., Garcia-Spitz, C., Bragg, M., Hagedorn, K., & Porter, E. (2018). Finding the balance: Modelling successful workflows for digital library collections. Journal of Digital Media Management, 6(3), 295-311. Retrieved from [[https://escholarship.org/uc/item/9h17g7fh https://escholarship.org/uc/item/9h17g7fh]]</ref>

Included are '''[[Examples of workflows]]''' contributed by different institutions and references.

=== Project Templates ===

'''[[Project Templates]]''' are useful for expressing information in a systematic manner, streamlining processes and saving time and energy. Templates can provide clearer communication and consistency across project. Included are templates provided by different institutions.

=== Project Retrospective ===
A project retrospective is held at the end of a development sprint as part of the agile process. It can also be held by project teams not following the agile methodology. It is a meeting where the purpose is for the project team to provide feedback on what went well and what didn’t go as well during the course of the project. Qualitative feedback is given on sticky notes in the form of Happy / Sad / Angry or Start / Stop / Continue - as examples, and clustered to identify themes. The themes are used to improve the work process going forward to the next cycle or phase of the project.

=== Project Sunsetting ===
For a wide variety of reasons, you may need to stop investing time and resources in a project before completion. In these cases, it is important to consider how to document the project close-out and communicate to the team and stakeholders.

Jason Ronallo, Bret Davidson. NCSU Libraries. Sunsetting: Strategies for Portfolio Management and Decommissioning Projects. https://ronallo.com/presentations/sunsetting-dlf/slides-single-page.html Digital Library Federation Forum, Pittsburgh, PA, October 23, 2017. https://sched.co/BzsO

=== Project Portfolio Management ===

Project portfolio management is the centralized management of processes, methods, and technologies used by project managers to analyze and collectively carry out current or proposed projects.
Vinopal, Jennifer. Using Confluence for Project Portfolio Management at New York University. DLF Fall 2008. [[File:DLF2008Vinopal.pdf|thumb]]

=== Service Management ===

Service management refers to the broader strategies, policies, procedures to design, deliver, support, and manage services that bring value to an organization. Consider the four key components of value, outcomes, costs and risks.

== Project Management Software ==
This section contains a list of tools for project management, with pros and cons for each.

{| class="wikitable sortable"
|-
! Name !! Uses and Overview !! Pro || Con
|-
| [https://asana.com/ Asana] || Asana allows team members to collaborate on projects and track the progress of tasks. It works both for software development projects and other more generic projects.

||
*Free (up to 15 members)
*Great for task-based work
*Works on mobile

||
*If your team has over 15 members, you need to pay
*Doesn't do as well with project discussion
*Does not allow for private teams in the free version
*No bug/issue tracking
|-
| [https://basecamp.com/ Basecamp]
|| Basecamp allows collaborators to post messages, organize to-do lists and documents, and create group schedules. Related App: goplan
||
*intuitive design
*easy-to-use features
*email integration
*some calendar integration

||
* the first project is free, but you need to pay after that point
*scheduling support is limited

|-
| [https://freedcamp.com/ FreedCamp]
|| FreedCamp allows a team to collaborate and communicate on projects through tasks and discussion boards. It allows for file sharing, alerts and reminders, time tracking and milestones as well as other features that will help to organize your projects.
||
* relatively simple and easy to get started on a new project
* robust free service - a free account allows for unlimited users, projects, tasks, and storage
* allows for you to assign tasks, leave comments on tasks and use the system as a project tracker over time
||
* cannot assign a task to multiple people - it can be assigned to one person or everyone
* in the free version, subtasks are very basic and you cannot assign them to specific people

|-
| [https://gsuite.google.com/ Google Suite]
|| Google applications (specifically, Google Drive) is a suite of tools for creating documents collaboratively and sharing information. Google Apps include a text, spreadsheet, and slide editor, as well as applications for drawing, organizing calendars, and sharing (but not editing) other types of files.
Used by: [https://github.com/fsulib/project-managers-toolkit/blob/master/project-managers-toolkit.md#section FSU Libraries]
||
* easy to share documents with large teams for collaboration
* easily searchable and organizable
||
* you may need to use another tool to track/organize relevant documents, especially if there are a lot of them
* can be worthwhile to set up standard naming conventions for files since it is so easy to create files and folders
* if wireless is inconsistent, some files can be hard to access. use the desktop app to ensure off-line access and to organize or sync files

|-
| [https://www.atlassian.com/software/jira Jira]
|| Issue tracking and project tracking software. JIRA allows teams to "create and estimate stories, build a sprint backlog, visualize activity, measure team velocity, and report on progress."
||
* works well for teams who use Scrum project management methods
||
* [https://www.atlassian.com/software/jira/pricing paid service] ($10 for teams of up to 10; $75 and more for 15 teams and up)

|-
| [https://www.pivotaltracker.com/ Pivotal Tracker]
|| Pivotal Tracker allows users to organize tasks by project and stories while integrating release dates and prioritization into the workflow.
||
* helps organize agile project teams that cannot meet in person
||
* only free for thirty days (paid plans)

|-
| [https://www.redmine.org/ Redmine]
|| Redmine allows you to track issues, latest project news, and organize projects by members and contributors. You can associate files with given projects, create Gantt charts and calendars, and create wikis to document projects. Redmine has a demo site that allows you to see how it looks in action.
||
* open source
* plug-ins allow for extensibility
* Ability to manage multiple simultaneous projects
||
* doesn't work well with projects that aren't typical software development projects

|-
| [https://slack.com/ Slack]
|| Slack is a communication app for teams. It integrates with several of the project management tools on this list, and allows team members to communicate more easily and informally than through email.
Used by: [https://github.com/fsulib/project-managers-toolkit/blob/master/project-managers-toolkit.md#section FSU Libraries]
||
* allows for easy communication between entire organizations, small groups within the organization, and individual members
* integrates with many other applications (e.g. Google Docs, JIRA, Trello, GitHub, etc.)
* allows members to easily set up reminders, take notes-to-self, customize alerts
* can be used on the web or via desktop app across devices
||
* free version only has a 10,000 message capacity (older messages get deleted)
* paid version has additional integrations such as single sign-on, customizable message retention period (ex. 90 day retention period or longer)
* Slack users sharing files (on free or paid versions) may not understand that it is not a system of record to store information; if retaining message history is important for project documentation, threads can be exported and copied to project documentation

|-
| [https://www.smartsheet.com/ Smartsheet]
|| Smartsheet allows a team to collaborate and communicate with a spreadsheet-style interface. It allows for file sharing, alerts and reminders, the creation of Gantt charts, and other features that will help to organize your projects.
||
* relatively simple (based on spreadsheets)
* Customizable and flexible
* links to other tools and services (like Google Docs)
||
* paid service
|-
| [https://trello.com/ Trello]
|| Trello is an application for tracking tasks. It allows you to move individual cards (representing tasks) as they enter different phases. Trello allows you to assign tasks to different collaborators, create due dates, and provide contextual information for the tasks to be completed.
Used by: [https://github.com/fsulib/project-managers-toolkit/blob/master/project-managers-toolkit.md#section FSU Libraries]
||
*very similar to analog/paper SCRUM boards
*feature-specific prioritization
*bug tracking
*useful for tracking action/discussion items from meetings
*able to link or attach supporting documents to cards
||
*showing the hierarchy of tasks not really possible
*not able to easily produce a to-do list (i.e. from the user's end, a list of tasks that the user is assigned to)

|}

=== Other general software-independent recommendations for project management ===

*Wikis for project documents and documentation
*Google Docs or another collaborative document editor for the creation of project charter, meeting notes, etc. with separate document (or folder) for meeting notes
*Ticket-trackers
*Planning Poker
*After-Action Reviews or Retrospectives vis tools such as [https://funretro.github.io/distributed/ FunRetro] or [https://stormboard.com/ Stormboard]
*Scheduling using Doodle or Google Sheets is useful for tracking team members' schedules

== Professional Development ==
Professional development is an ongoing part of a project management career. A successful project manager possesses a blended set of hard and soft skills acquired over time. Training is offered by the [https://www.pmi.org Project Management Institute] and various local education providers. Obtaining [[professional certification]] can enhance a person's career path and provide additional opportunities.

== Resources and Other Toolkits ==
There are lots of great articles, presentations and grey lit out there on project management and digital libraries.

We've created a Zotero Group library at https://www.zotero.org/groups/2205688/dlf_pmg? and encourage you to add more when you read something good.

*[https://dhlab.yale.edu/guides/project-planning.html Yale DHLab Toolkit]

== DLF-PMG Discussions and webinars ==
{| class="wikitable" border="1"
|-
! Topic
! Date
! Facilitator(s)
! Format
|-
| Labor in Digital Work
| February 12-16, 2018
| Robin Pike & Sarah Severson
| Multi-day discussion available through the [https://lists.clir.org/cgi-bin/wa?SUBED1=DLF-PM-GROUP&A=1 listserv archive] and [https://lists.clir.org/cgi-bin/wa?A2=DLF-PM-GROUP;c1c093d7.1802 summary]
|-
| Tools for Project Management
| April 3-10, 2018
| Christine Quirion
| Multi-day discussion available in full through the [https://lists.clir.org/cgi-bin/wa?SUBED1=DLF-PM-GROUP&A=1 listserv archive] and [https://docs.google.com/document/d/1by9MSoaA6nlnKjmlOkQUwoMQ2RTzd_CmgPM38xpemCo/edit?usp=sharing summary]
|-
| Service and Portfolio Management
| August 13-17, 2018
| Elizabeth German
| Multi-day discussion available through the [https://lists.clir.org/cgi-bin/wa?SUBED1=DLF-PM-GROUP&A=1 listserv archive] and [https://docs.google.com/document/d/1A2RhJxn32ihj08AjMruoofLK8Gc6s7MiSGcPsXU_irY/edit?usp=sharing summary]
|-
| Project Portfolio Management Demo
| April 5, 2019
| Cristela Garcia-Spitz
| Digital Initiatives Librarian Cristela Garcia-Spitz discussed project portfolio management and shared a demo of how digital projects are being tracked by the UC San Diego Library's Digital Library Development Program using Confluence and JIRA. She also covered some of the goals and challenges of portfolio management.
The presentation recording is available at: https://www.youtube.com/watch?v=UtLLmFWQeQ8 and the slides are available at: https://escholarship.org/uc/item/2bf7n6tp
|-
| Before Action Review
| January 10, 2020
| Melissa Wisner
| The hour session provides an introduction to Before Action Reviews and how to facilitate meaningful intake collection with stakeholders by Melissa Wisner, the IT Project and Portfolio Management Librarian at NCSU Libraries.
The presentation recording is available at: https://www.youtube.com/watch?v=UPq-6Zgh6kM
|-
| How managers, project managers, and others are adjusting to telework and closures
| April 10, 2020
| Robin Pike
| As managers and project managers, we’ve had to quickly adjust priorities and protocols during the past month as many of our institutions move to full-time telework. The Project Managers Group invites you to a moderated discussion to share practices, challenges, ingenious solutions, and more, with the goal of better preparing ourselves and the people we manage for continued telework and even confirming that what we’re doing is the best we can do in this uncertain situation. [https://lists.clir.org/cgi-bin/wa?A0=DLF-PM-GROUP Listserv archive].
|-
| User Experience and Service Design: A Brief Introduction
| May 15, 2020
| Jenn Nolte
| User experience (UX) is not a new discipline, and in fact has been around for many years under different names (human factors, usability, user-centered design), even before the internet! Still, many people conflate UX with web and visual design even though UX is useful in many more contexts, including the design of services. Service design shows us how to put and keep the user at the center of our planning for new or enhanced services.
Jenn Nolte worked in library information technology at Yale University for over a decade before shifting over to user experience research. She holds an MLIS from Southern Connecticut State University and is currently pursuing an MS in Organizational Psychology at the University of Hartford. She recently served on the Connecticut UX Professionals Association board, currently serves on the New Haven IO board of directors, and hosts a monthly informal meetup for UX practitioners and enthusiasts in CT. Say hello and connect with Jenn at linkedin.com/in/jennnolte.
The presentation recording is available at: https://www.youtube.com/watch?v=FLtFCiRAL0k and [[:File:Service Design & Service Blueprinting.pdf|Presentation Slides]]
|-
| Working Remotely During a Global Pandemic: Strengthening Impact, Communication, and Empathy in Times of Crises
| August 14, 2020
| Casey Davis Kaufman
| The COVID-19 pandemic has dramatically transformed the way we live, work, and interact with our colleagues. Reflecting on her experiences working remotely since July 2019, and more specifically since mid-March 2020 when COVID-19 upended our sense of normality and required swift and radical responses within our workplaces, Casey Davis Kaufman will offer a webinar that focuses on leading teams and projects while working remotely during the ongoing global crises. The presentation will cover a range of topics relevant to the present remote-working environment -- from effective communication and support, managing expectations, and 'holding space' for team members who may be experiencing incredibly challenging and emotionally difficult situations within and/or outside of work. Additionally, Casey will share recommendations for planning and managing digitization projects during the COVID-19 pandemic, and she will offer ideas for remotely engaging our communities while continually demonstrating the value of libraries and archives amidst our present challenges.
Casey Davis Kaufman (she/her) is the Associate Director of the WGBH Media Library and Archives and Project Manager for the American Archive of Public Broadcasting. In her role, Casey supports a team that includes a repository manager, web developers, and outreach staff to undertake collections management, access, curatorial work, metadata management, engagement, and special projects. She served as Project Director for the NEH-funded PBCore Development and Training Project, as well as the IMLS-funded Public Broadcasting Preservation Fellowship, which is being sustained through a new collaboration with the University of Alabama. She has served as AAPB's project manager for multiple digitization projects, including the PBS NewsHour Digitization Project, and the current Riverside Church/WRVR-FM Digitization Project and New Mexico Public Media and Kansas Public Media Digitization Projects (all CLIR-funded). Casey is also Project Manager for the University of Tennessee Libraries' "Rising from the Ashes: The Chimney Tops II Wildfires Oral History Project." Casey is an active member of AMIA and serves on the AMIA Continuing Education Advisory Task Force, AMIA Advocacy Committee of the Board, AMIA Diversity and Inclusion Fellowship Task Force, and is Co-Chair of the AMIA Oral History Committee. Casey served on the AMIA Board from 2017-2019. She works remotely from her home in Murfreesboro, TN, with her canine assistant Romsey.
The presentation recording is available at: https://www.youtube.com/watch?v=7D9JdypyR1c
|-
|}

== Contributors ==
To contribute to the Project Managers Toolkit login at the top right of the page, then select the Edit tab. If you are a first-time contributor, select ‘create account’ at the top right of the page and send a request to info@diglib.org to get access to edit pages, add links, or share documentation. (We had to add in this step because the bots were getting us.) Then add your name to the Contributors List.
*Andy Ashton, Brown University
*Carolyn Caizzi, Northwestern University
*Kathleen Cameron
*Jason Casden, North Carolina State University
*Tim Clarke, Muhlenberg College
*Tom Cramer, Stanford University
*Cristela Garcia-Spitz, UC San Diego Library
*Joshua Honn, Northwestern University
*Katherine Kott, Independent Consultant
*Christine Malinowski, Massachusetts Institute of Technology
*Rafia Mirza, UT Arlington, TX
*Lisa McAulay, UCLA
*Sandra McIntyre, Mountain West Digital Library
*Alan Pike, Emory Center for Digital Scholarship
*Robin C. Pike, University of Maryland
*Christine Quirion, Massachusetts Institute of Technology
*Sarah Severson, McGill University Library
*Sarah Stanley, Florida State University
*Joan Starr, California Digital Library
*Becky Thoms, Utah State University Libraries
*Micah Vandegrift, Florida State University Libraries
*Jennifer Vinopal, New York University
*Cliff Wulfman, Princeton University
*Cynthia York, Johns Hopkins University

{| class="wikitable" border="1"
|'''Interested in related resources?''' Check out DLF's [[About DLF and the Organizers' Toolkit | Organizers' Toolkit]]!
|}

DLF Project Managers Toolkit

2021-03-02T03:48:04Z

Cyork:

This toolkit is a collaborative project, based on contributions by members of the [https://www.diglib.org/ Digital Library Federation's] Project Managers Group ([[DLF Project Managers Group |DLF PMG]]). First initiated by Jennifer Vinopal at New York University in February 2013, the toolkit has grown and evolved over the years as a living document to share experiences and link out to resources.

*'''What?''' A crowdsourced collection of information, tips, techniques, and tools for project managers working in digital libraries. Please contribute and share your knowledge.

*'''Why?''' Whether we realize it or not, librarians and library staff are managing projects all the time. These may be informal or formal projects, or we might not think of them as projects at all. Just the same, we could all stand to take a more organized and structured approach to planning and accomplishing our project work. Much of the project management literature and training frequently emphasizes a corporate perspective, which may not always be applicable to a library setting.

*'''Who?''' Anyone who wants to contribute. Feel free to post anonymously if you prefer, or sign the contributors list at the end of the document.

*'''How?''' Be generous with your knowledge and be respectful of what others have written. Share your experience and help others to learn from both your successes and failures.

To contribute, simply login then select the Edit tab. If you are a first time contributor, select ‘create account’ at the top right of the page. Then send a request to [mailto:info@diglib.org info@diglib.org] to get access to edit pages, add links or share documentation. Then add your name to the Contributors List at the bottom of this page.

== Getting started ==
[[File:ProjectBasics.png|thumb|right]]

=== Project Management Basics ===

Review a few '''[[Project Management Basics]]''' which are basic building blocks for the other sections of the toolkit.

=== Project Proposal Process ===
The [[Project Proposal Process]] initiates the project and is critical to planning.

=== Project Charters & Memorandum of Understandings ===

The goal of a [[Project Charter]] is to document agreement between all parties (sponsor, stakeholder, staff) about the goals, scope, and deliverables of the project. Ideally, the document defines time, scope and cost.

A Memorandum of Understanding can be used to build out a project charter and be used to manage expectations, project planning and increase transparency, communication and understanding. The University of Texas Arlington hosts a [https://rc.library.uta.edu/uta-ir/handle/10106/25646 Memorandum of Understanding Collection] which was developed by a group of librarians for library specific projects and includes a workbook and templates.

=== Project Plans ===

'''[[Project Plans]]''' flesh out more details of a project, such as scope; individual stakeholders; milestones and tasks, and roles and responsibilities within; and a timeline. It answers the same questions as a project charter, but often in more detail.

=== Project Scheduling ===

'''[[Project Scheduling]]''' captures the work that needs to be performed. It may also visualize the steps in the project. This section compares two methods: gantt charts versus kanban.

=== Workflows ===

A workflow is a sequence of steps toward the completion of a defined task used to manage repetitive processes. Workflow modelling helps participants and stakeholders understand the sequence of steps and their roles in the process. It can also help identify patterns, gaps, and bottlenecks to enhance efficiency and improve team dynamics.<ref>Shaw, E., Garcia-Spitz, C., Bragg, M., Hagedorn, K., & Porter, E. (2018). Finding the balance: Modelling successful workflows for digital library collections. Journal of Digital Media Management, 6(3), 295-311. Retrieved from [[https://escholarship.org/uc/item/9h17g7fh https://escholarship.org/uc/item/9h17g7fh]]</ref>

Included are '''[[Examples of workflows]]''' contributed by different institutions and references.

=== Project Templates ===

'''[[Project Templates]]''' are useful for expressing information in a systematic manner, streamlining processes and saving time and energy. Templates can provide clearer communication and consistency across project. Included are templates provided by different institutions.

=== Project Retrospective ===
A project retrospective is held at the end of a development sprint as part of the agile process. It can also be held by project teams not following the agile methodology. It is a meeting where the purpose is for the project team to provide feedback on what went well and what didn’t go as well during the course of the project. Qualitative feedback is given on sticky notes in the form of Happy / Sad / Angry or Start / Stop / Continue - as examples, and clustered to identify themes. The themes are used to improve the work process going forward to the next cycle or phase of the project.

=== Project Sunsetting ===
For a wide variety of reasons, you may need to stop investing time and resources in a project before completion. In these cases, it is important to consider how to document the project close-out and communicate to the team and stakeholders.

Jason Ronallo, Bret Davidson. NCSU Libraries. Sunsetting: Strategies for Portfolio Management and Decommissioning Projects. https://ronallo.com/presentations/sunsetting-dlf/slides-single-page.html Digital Library Federation Forum, Pittsburgh, PA, October 23, 2017. https://sched.co/BzsO

=== Project Portfolio Management ===

Project portfolio management is the centralized management of processes, methods, and technologies used by project managers to analyze and collectively carry out current or proposed projects.
Vinopal, Jennifer. Using Confluence for Project Portfolio Management at New York University. DLF Fall 2008. [[File:DLF2008Vinopal.pdf|thumb]]

=== Service Management ===

Service management refers to the broader strategies, policies, procedures to design, deliver, support, and manage services that bring value to an organization. Consider the four key components of value, outcomes, costs and risks.

== Project Management Software ==
This section contains a list of tools for project management, with pros and cons for each.

{| class="wikitable sortable"
|-
! Name !! Uses and Overview !! Pro || Con
|-
| [https://asana.com/ Asana] || Asana allows team members to collaborate on projects and track the progress of tasks. It works both for software development projects and other more generic projects.

||
*Free (up to 15 members)
*Great for task-based work
*Works on mobile

||
*If your team has over 15 members, you need to pay
*Doesn't do as well with project discussion
*Does not allow for private teams in the free version
*No bug/issue tracking
|-
| [https://basecamp.com/ Basecamp]
|| Basecamp allows collaborators to post messages, organize to-do lists and documents, and create group schedules. Related App: goplan
||
*intuitive design
*easy-to-use features
*email integration
*some calendar integration

||
* the first project is free, but you need to pay after that point
*scheduling support is limited

|-
| [https://freedcamp.com/ FreedCamp]
|| FreedCamp allows a team to collaborate and communicate on projects through tasks and discussion boards. It allows for file sharing, alerts and reminders, time tracking and milestones as well as other features that will help to organize your projects.
||
* relatively simple and easy to get started on a new project
* robust free service - a free account allows for unlimited users, projects, tasks, and storage
* allows for you to assign tasks, leave comments on tasks and use the system as a project tracker over time
||
* cannot assign a task to multiple people - it can be assigned to one person or everyone
* in the free version, subtasks are very basic and you cannot assign them to specific people

|-
| [https://gsuite.google.com/ Google Suite]
|| Google applications (specifically, Google Drive) is a suite of tools for creating documents collaboratively and sharing information. Google Apps include a text, spreadsheet, and slide editor, as well as applications for drawing, organizing calendars, and sharing (but not editing) other types of files.
Used by: [https://github.com/fsulib/project-managers-toolkit/blob/master/project-managers-toolkit.md#section FSU Libraries]
||
* easy to share documents with large teams for collaboration
* easily searchable and organizable
||
* you may need to use another tool to track/organize relevant documents, especially if there are a lot of them
* can be worthwhile to set up standard naming conventions for files since it is so easy to create files and folders
* if wireless is inconsistent, some files can be hard to access. use the desktop app to ensure off-line access and to organize or sync files

|-
| [https://www.atlassian.com/software/jira Jira]
|| Issue tracking and project tracking software. JIRA allows teams to "create and estimate stories, build a sprint backlog, visualize activity, measure team velocity, and report on progress."
||
* works well for teams who use Scrum project management methods
||
* [https://www.atlassian.com/software/jira/pricing paid service] ($10 for teams of up to 10; $75 and more for 15 teams and up)

|-
| [https://www.pivotaltracker.com/ Pivotal Tracker]
|| Pivotal Tracker allows users to organize tasks by project and stories while integrating release dates and prioritization into the workflow.
||
* helps organize agile project teams that cannot meet in person
||
* only free for thirty days (paid plans)

|-
| [https://www.redmine.org/ Redmine]
|| Redmine allows you to track issues, latest project news, and organize projects by members and contributors. You can associate files with given projects, create Gantt charts and calendars, and create wikis to document projects. Redmine has a demo site that allows you to see how it looks in action.
||
* open source
* plug-ins allow for extensibility
* Ability to manage multiple simultaneous projects
||
* doesn't work well with projects that aren't typical software development projects

|-
| [https://slack.com/ Slack]
|| Slack is a communication app for teams. It integrates with several of the project management tools on this list, and allows team members to communicate more easily and informally than through email.
Used by: [https://github.com/fsulib/project-managers-toolkit/blob/master/project-managers-toolkit.md#section FSU Libraries]
||
* allows for easy communication between entire organizations, small groups within the organization, and individual members
* integrates with many other applications (e.g. Google Docs, JIRA, Trello, GitHub, etc.)
* allows members to easily set up reminders, take notes-to-self, customize alerts
* can be used on the web or via desktop app across devices
||
* free version only has a 10,000 message capacity (older messages get deleted)
* paid version has additional integrations such as single sign-on, customizable message retention period (ex. 90 day retention period or longer)
* Slack users sharing files (on free or paid versions) may not understand that it is not a system of record to store information; if retaining message history is important for project documentation, threads can be exported and copied to project documentation

|-
| [https://www.smartsheet.com/ Smartsheet]
|| Smartsheet allows a team to collaborate and communicate with a spreadsheet-style interface. It allows for file sharing, alerts and reminders, the creation of Gantt charts, and other features that will help to organize your projects.
||
* relatively simple (based on spreadsheets)
* Customizable and flexible
* links to other tools and services (like Google Docs)
||
* paid service
|-
| [https://trello.com/ Trello]
|| Trello is an application for tracking tasks. It allows you to move individual cards (representing tasks) as they enter different phases. Trello allows you to assign tasks to different collaborators, create due dates, and provide contextual information for the tasks to be completed.
Used by: [https://github.com/fsulib/project-managers-toolkit/blob/master/project-managers-toolkit.md#section FSU Libraries]
||
*very similar to analog/paper SCRUM boards
*feature-specific prioritization
*bug tracking
*useful for tracking action/discussion items from meetings
*able to link or attach supporting documents to cards
||
*showing the hierarchy of tasks not really possible
*not able to easily produce a to-do list (i.e. from the user's end, a list of tasks that the user is assigned to)

|}

=== Other general software-independent recommendations for project management ===

*Wikis for project documents and documentation
*Google Docs or another collaborative document editor for the creation of project charter, meeting notes, etc. with separate document (or folder) for meeting notes
*Ticket-trackers
*Planning Poker
*After-Action Reviews or Retrospectives vis tools such as [https://funretro.github.io/distributed/ FunRetro] or [https://stormboard.com/ Stormboard]
*Scheduling using Doodle or Google Sheets is useful for tracking team members' schedules

== Professional Development ==
Professional development is an ongoing part of a project management career. A successful project manager possesses a blended set of hard and soft skills acquired over time. Training is offered by the [https://www.pmi.org Project Management Institute] and various local education providers. Obtaining [[professional Certification]] can enhance a person's career path and provide additional opportunities.

== Resources and Other Toolkits ==
There are lots of great articles, presentations and grey lit out there on project management and digital libraries.

We've created a Zotero Group library at https://www.zotero.org/groups/2205688/dlf_pmg? and encourage you to add more when you read something good.

*[https://dhlab.yale.edu/guides/project-planning.html Yale DHLab Toolkit]

== DLF-PMG Discussions and webinars ==
{| class="wikitable" border="1"
|-
! Topic
! Date
! Facilitator(s)
! Format
|-
| Labor in Digital Work
| February 12-16, 2018
| Robin Pike & Sarah Severson
| Multi-day discussion available through the [https://lists.clir.org/cgi-bin/wa?SUBED1=DLF-PM-GROUP&A=1 listserv archive] and [https://lists.clir.org/cgi-bin/wa?A2=DLF-PM-GROUP;c1c093d7.1802 summary]
|-
| Tools for Project Management
| April 3-10, 2018
| Christine Quirion
| Multi-day discussion available in full through the [https://lists.clir.org/cgi-bin/wa?SUBED1=DLF-PM-GROUP&A=1 listserv archive] and [https://docs.google.com/document/d/1by9MSoaA6nlnKjmlOkQUwoMQ2RTzd_CmgPM38xpemCo/edit?usp=sharing summary]
|-
| Service and Portfolio Management
| August 13-17, 2018
| Elizabeth German
| Multi-day discussion available through the [https://lists.clir.org/cgi-bin/wa?SUBED1=DLF-PM-GROUP&A=1 listserv archive] and [https://docs.google.com/document/d/1A2RhJxn32ihj08AjMruoofLK8Gc6s7MiSGcPsXU_irY/edit?usp=sharing summary]
|-
| Project Portfolio Management Demo
| April 5, 2019
| Cristela Garcia-Spitz
| Digital Initiatives Librarian Cristela Garcia-Spitz discussed project portfolio management and shared a demo of how digital projects are being tracked by the UC San Diego Library's Digital Library Development Program using Confluence and JIRA. She also covered some of the goals and challenges of portfolio management.
The presentation recording is available at: https://www.youtube.com/watch?v=UtLLmFWQeQ8 and the slides are available at: https://escholarship.org/uc/item/2bf7n6tp
|-
| Before Action Review
| January 10, 2020
| Melissa Wisner
| The hour session provides an introduction to Before Action Reviews and how to facilitate meaningful intake collection with stakeholders by Melissa Wisner, the IT Project and Portfolio Management Librarian at NCSU Libraries.
The presentation recording is available at: https://www.youtube.com/watch?v=UPq-6Zgh6kM
|-
| How managers, project managers, and others are adjusting to telework and closures
| April 10, 2020
| Robin Pike
| As managers and project managers, we’ve had to quickly adjust priorities and protocols during the past month as many of our institutions move to full-time telework. The Project Managers Group invites you to a moderated discussion to share practices, challenges, ingenious solutions, and more, with the goal of better preparing ourselves and the people we manage for continued telework and even confirming that what we’re doing is the best we can do in this uncertain situation. [https://lists.clir.org/cgi-bin/wa?A0=DLF-PM-GROUP Listserv archive].
|-
| User Experience and Service Design: A Brief Introduction
| May 15, 2020
| Jenn Nolte
| User experience (UX) is not a new discipline, and in fact has been around for many years under different names (human factors, usability, user-centered design), even before the internet! Still, many people conflate UX with web and visual design even though UX is useful in many more contexts, including the design of services. Service design shows us how to put and keep the user at the center of our planning for new or enhanced services.
Jenn Nolte worked in library information technology at Yale University for over a decade before shifting over to user experience research. She holds an MLIS from Southern Connecticut State University and is currently pursuing an MS in Organizational Psychology at the University of Hartford. She recently served on the Connecticut UX Professionals Association board, currently serves on the New Haven IO board of directors, and hosts a monthly informal meetup for UX practitioners and enthusiasts in CT. Say hello and connect with Jenn at linkedin.com/in/jennnolte.
The presentation recording is available at: https://www.youtube.com/watch?v=FLtFCiRAL0k and [[:File:Service Design & Service Blueprinting.pdf|Presentation Slides]]
|-
| Working Remotely During a Global Pandemic: Strengthening Impact, Communication, and Empathy in Times of Crises
| August 14, 2020
| Casey Davis Kaufman
| The COVID-19 pandemic has dramatically transformed the way we live, work, and interact with our colleagues. Reflecting on her experiences working remotely since July 2019, and more specifically since mid-March 2020 when COVID-19 upended our sense of normality and required swift and radical responses within our workplaces, Casey Davis Kaufman will offer a webinar that focuses on leading teams and projects while working remotely during the ongoing global crises. The presentation will cover a range of topics relevant to the present remote-working environment -- from effective communication and support, managing expectations, and 'holding space' for team members who may be experiencing incredibly challenging and emotionally difficult situations within and/or outside of work. Additionally, Casey will share recommendations for planning and managing digitization projects during the COVID-19 pandemic, and she will offer ideas for remotely engaging our communities while continually demonstrating the value of libraries and archives amidst our present challenges.
Casey Davis Kaufman (she/her) is the Associate Director of the WGBH Media Library and Archives and Project Manager for the American Archive of Public Broadcasting. In her role, Casey supports a team that includes a repository manager, web developers, and outreach staff to undertake collections management, access, curatorial work, metadata management, engagement, and special projects. She served as Project Director for the NEH-funded PBCore Development and Training Project, as well as the IMLS-funded Public Broadcasting Preservation Fellowship, which is being sustained through a new collaboration with the University of Alabama. She has served as AAPB's project manager for multiple digitization projects, including the PBS NewsHour Digitization Project, and the current Riverside Church/WRVR-FM Digitization Project and New Mexico Public Media and Kansas Public Media Digitization Projects (all CLIR-funded). Casey is also Project Manager for the University of Tennessee Libraries' "Rising from the Ashes: The Chimney Tops II Wildfires Oral History Project." Casey is an active member of AMIA and serves on the AMIA Continuing Education Advisory Task Force, AMIA Advocacy Committee of the Board, AMIA Diversity and Inclusion Fellowship Task Force, and is Co-Chair of the AMIA Oral History Committee. Casey served on the AMIA Board from 2017-2019. She works remotely from her home in Murfreesboro, TN, with her canine assistant Romsey.
The presentation recording is available at: https://www.youtube.com/watch?v=7D9JdypyR1c
|-
|}

== Contributors ==
To contribute to the Project Managers Toolkit login at the top right of the page, then select the Edit tab. If you are a first-time contributor, select ‘create account’ at the top right of the page and send a request to info@diglib.org to get access to edit pages, add links, or share documentation. (We had to add in this step because the bots were getting us.) Then add your name to the Contributors List.
*Andy Ashton, Brown University
*Carolyn Caizzi, Northwestern University
*Kathleen Cameron
*Jason Casden, North Carolina State University
*Tim Clarke, Muhlenberg College
*Tom Cramer, Stanford University
*Cristela Garcia-Spitz, UC San Diego Library
*Joshua Honn, Northwestern University
*Katherine Kott, Independent Consultant
*Christine Malinowski, Massachusetts Institute of Technology
*Rafia Mirza, UT Arlington, TX
*Lisa McAulay, UCLA
*Sandra McIntyre, Mountain West Digital Library
*Alan Pike, Emory Center for Digital Scholarship
*Robin C. Pike, University of Maryland
*Christine Quirion, Massachusetts Institute of Technology
*Sarah Severson, McGill University Library
*Sarah Stanley, Florida State University
*Joan Starr, California Digital Library
*Becky Thoms, Utah State University Libraries
*Micah Vandegrift, Florida State University Libraries
*Jennifer Vinopal, New York University
*Cliff Wulfman, Princeton University
*Cynthia York, Johns Hopkins University

{| class="wikitable" border="1"
|'''Interested in related resources?''' Check out DLF's [[About DLF and the Organizers' Toolkit | Organizers' Toolkit]]!
|}

Professional certification

2021-03-02T03:43:19Z

Cyork: /* Professional Certification */

The path to professional certification is a process that requires a commitment of time and a plan to master the series of steps necessary to achieve this worthwhile accomplishment. There are several specialty areas of certification offered by the [http://pmi.org Project Management Institute (PMI)], and each has different criteria. The Project Management Professional (PMP) and Certified Associate in Project Management (CAPM) are the two main certifications. 

'''The requirements for the PMP or CAPM''' 
* 35 classroom hours in project management
* 4-year degree
* 3 years work experience (leading projects) 

'''Classroom Hours''' 
There are many, many training providers and some are more effective than others. To qualify for the exam, training must be provided by an organization or entity that is authorized by the PMI. The cost of training varies according to the provider and type of materials used. 

'''Education''' 
A high school diploma and 5 years of work experience is acceptable if the college degree and 3 years of work experience is not applicable.
 

'''Work experience''' 
Documented work experience in all phases (initiation, planning, execution, monitoring and controlling and closing) of formal project management is required. This will be closely reviewed as part of the application process.
 

'''Application to take Examination''' 
After the education requirement is fulfilled, an application is submitted to PMI, which will be carefully reviewed to determine that eligibility has been met. Applications are selected at random to be audited. Approved applications are allowed to schedule the examination. 

'''Exam Cost''' 
The cost to take the PMP exam is $555. If you become a member of the PMI, the cost will be discounted to $405. It is not a requirement to join PMI in order to take the exam. You are allowed to retake the exam for $275, up to three times within a 12-month period. If unsuccessful after that time, the application has to be re-submitted. In some cases, the person's employer may choose to cover the cost of professional development for the employee. 

'''Exam Preparation''' 
The study period is the most critical step in the certification process. Balancing a full-time work schedule and life/family responsibilities can make this time especially challenging. It is generally recommended to allow at least three months to study. Some content such as formulas, must be memorized, while most of the questions are situation based. The ratio of exam questions that require calculation changes constantly. An on-screen calculator and whiteboard are provided if taking the exam at home. If taking the exam at a test center, an erasable scratch pad is provided and the on-screen calculator is made available. 

'''Exam''' 
The exam is a four hour, 200 question, multiple choice, timed test. The exam can be taken at home or at a test center, both under specific security guidelines. The Pass/Fail results are given immediately. 

'''Maintain Certification''' 
Certification requires participation in some type of ongoing professional development to remain in active status. Professional Development Units (PDU) can be obtained by attending in-person or virtual webinars given by the local chapter of PMI. It can also be accomplished through volunteer activity. The [https://www.pmi.org/certifications/certification-resources/maintain/earn-pdus Certification Renewal System (CCRS)] is a resource to report PDU activity.

Professional certification

2021-03-02T03:42:01Z

Cyork: /* Professional Certification */

== Professional Certification ==

The path to professional certification is a process that requires a commitment of time and a plan to master the series of steps necessary to achieve this worthwhile accomplishment. There are several specialty areas of certification offered by the [http://pmi.org Project Management Institute (PMI)], and each has different criteria. The Project Management Professional (PMP) and Certified Associate in Project Management (CAPM) are the two main certifications. 

'''The requirements for the PMP or CAPM''' 
* 35 classroom hours in project management
* 4-year degree
* 3 years work experience (leading projects) 

'''Classroom Hours''' 
There are many, many training providers and some are more effective than others. To qualify for the exam, training must be provided by an organization or entity that is authorized by the PMI. The cost of training varies according to the provider and type of materials used. 

'''Education''' 
A high school diploma and 5 years of work experience is acceptable if the college degree and 3 years of work experience is not applicable.
 

'''Work experience''' 
Documented work experience in all phases (initiation, planning, execution, monitoring and controlling and closing) of formal project management is required. This will be closely reviewed as part of the application process.
 

'''Application to take Examination''' 
After the education requirement is fulfilled, an application is submitted to PMI, which will be carefully reviewed to determine that eligibility has been met. Applications are selected at random to be audited. Approved applications are allowed to schedule the examination. 

'''Exam Cost''' 
The cost to take the PMP exam is $555. If you become a member of the PMI, the cost will be discounted to $405. It is not a requirement to join PMI in order to take the exam. You are allowed to retake the exam for $275, up to three times within a 12-month period. If unsuccessful after that time, the application has to be re-submitted. In some cases, the person's employer may choose to cover the cost of professional development for the employee. 

'''Exam Preparation''' 
The study period is the most critical step in the certification process. Balancing a full-time work schedule and life/family responsibilities can make this time especially challenging. It is generally recommended to allow at least three months to study. Some content such as formulas, must be memorized, while most of the questions are situation based. The ratio of exam questions that require calculation changes constantly. An on-screen calculator and whiteboard are provided if taking the exam at home. If taking the exam at a test center, an erasable scratch pad is provided and the on-screen calculator is made available. 

'''Exam''' 
The exam is a four hour, 200 question, multiple choice, timed test. The exam can be taken at home or at a test center, both under specific security guidelines. The Pass/Fail results are given immediately. 

'''Maintain Certification''' 
Certification requires participation in some type of ongoing professional development to remain in active status. Professional Development Units (PDU) can be obtained by attending in-person or virtual webinars given by the local chapter of PMI. It can also be accomplished through volunteer activity. The [https://www.pmi.org/certifications/certification-resources/maintain/earn-pdus Certification Renewal System (CCRS)] is a resource to report PDU activity.

Professional certification

2021-03-02T03:23:22Z

Cyork: Created page with "== Professional Certification == The path to professional certification is a process that requires a commitment of time and a plan to master the series of steps necessary to..."

== Professional Certification ==

The path to professional certification is a process that requires a commitment of time and a plan to master the series of steps necessary to achieve this worthwhile accomplishment. There are several specialty areas of certification offered by the Project Management Institute (PMI), and each has different criteria. The Project Management Professional (PMP) and Certified Associate in Project Management (CAPM) are the two main certifications.

The requirements for the PMP/CAPM 
* 35 classroom hours in project management
* 4-year degree
* 3 years work experience (leading projects)

'''Classroom Hours''' 
There are many, many training providers and some are more effective than others. To qualify for the exam, training must be provided by an organization or entity that is authorized by the PMI. The cost of training varies according to the provider and type of materials used.

'''Education''' 
A high school diploma and 5 years of work experience is acceptable if the college degree and 3 years of work experience is not applicable.

'''Work experience''' 
Documented work experience in all phases (initiation, planning, execution, monitoring and controlling and closing) of formal project management is required. This will be closely reviewed as part of the application process.

'''Application to take Examination''' 
After the education requirement is fulfilled, an application is submitted to PMI, which will be carefully reviewed to determine that eligibility has been met. Applications are selected at random to be audited. Approved applications are allowed to schedule the examination.

'''Exam Cost''' 
The cost to take the PMP exam is $555. If you become a member of the PMI, the cost will be discounted to $405. It is not a requirement to join PMI in order to take the exam. You are allowed to retake the exam for $275, up to three times within a 12-month period. If unsuccessful after that time, the application has to be re-submitted. In some cases, the person's employer may choose to cover the cost of professional development for the employee.

'''Exam Preparation''' 
The study period is the most critical step in the certification process. Balancing a full-time work schedule and life/family responsibilities can make this time especially challenging. It is generally recommended to allow at least three months to study. Some content such as formulas, must be memorized, while most of the questions are situation based. The ratio of exam questions that require calculation changes constantly. An on-screen calculator and whiteboard are provided if taking the exam at home. If taking the exam at a test center, an erasable scratch pad is provided and the on-screen calculator is made avaiable.

'''Exam''' 
The exam is a four hour, 200 question, multiple choice, timed test. The exam can be taken at home or at a test center, both under specific security guidelines. The Pass/Fail results are given immediately.

'''Maintain Certification''' 

Certification requires participation in some type of ongoing professional development to remain in active status. Professional Development Units (PDU) can be obtained by attending in-person or virtual webinars given by the local chapter of PMI. It can also be accomplished through volunteer activity. The Continuing Certification Renewal System (CCRS) is a resource to report PDU activity.

DLF Project Managers Toolkit

2021-03-02T03:09:41Z

Cyork: /* Professional Development */

DLF Project Managers Toolkit

2019-10-09T14:16:15Z

Cyork: /* Project Retrospectives */

DLF Project Managers Toolkit

2019-09-24T18:42:05Z

Cyork: /* Project Retrospectives */

DLF Project Managers Toolkit

2018-10-15T21:29:06Z

Cyork: /* Project Retrospectives */

File:Retrospective SPRINT66 Page 1.jpg

2018-10-15T21:28:13Z

Cyork:

image of retrospective notes arranged in chart form

DLF Project Managers Toolkit

2018-10-15T21:22:49Z

Cyork:

DLF Project Managers Toolkit

2018-10-15T21:01:44Z

Cyork:

DLF Project Managers Toolkit

2018-10-14T18:54:14Z

Cyork: /* Project Retrospectives */

DLF Project Managers Toolkit

2018-10-14T18:47:00Z

Cyork: /* Project Management Software */

DLF Project Managers Toolkit

2018-10-03T17:35:17Z

Cyork:

DLF Project Managers Group

2017-11-07T22:39:06Z

Cyork:

== Background ==
The [https://www.diglib.org/groups/pmg/ Digital Library Federation Project Managers Group (DLF PMG)] was formed in 2008 to acknowledge the intersection of the disciplines of project management and library technology. The group provides a forum for sharing project management methodologies and tools, alongside broader discussions that consider issues such as portfolio management and cross-organizational communication. The group also looks to keep pace with the dynamic digital library landscape, by bringing new and evolving project management practices to the attention and mutual benefit of our colleagues.

[https://www.diglib.org/groups/pmg/ Past meeting presentations and notes] are available on the DLF website.

== Crowdsourced Project Management Toolkit ==
The [[DLF Project Managers Toolkit]] is a collaborative project, based off contributions by members of DLF PMG. The Toolkit offers crowdsourced information, tips, techniques, and tools for project managers working in or with digital libraries. First initiated as a Google doc by Jennifer Vinopal at New York University in February 2013, the toolkit has grown and evolved over the years as a living document to share experiences and link out to resources.

== Get Involved ==
*Attend the Project Managers Working Meeting at the DLF Forum each year, where members of the group discuss various needs and topics, and work to identify ways to support them.
**[https://www.diglib.org/groups/pmg/ Past meeting presentations and notes]
**[https://docs.google.com/document/d/1jnkUwe5vSFOEoGQ5G8vBwtqH59NWgexolbfhWN_pXN0/edit#/ 2017 Project Managers Breakfast Meeting notes]

*Join the [https://lists.clir.org/cgi-bin/wa?SUBED1=DLF-PM-GROUP&A=1 DLF PMG listserv] open to anyone interested in digital library project management.

*Contribute to the Project Managers Toolkit. Simply, create an account and edit the pages to add links or share documentation.