DLF Project Managers Toolkit: Difference between revisions
| Line 163: | Line 163: | ||
*Scheduling using Doodle or Google Sheets is useful for tracking team members' schedules | *Scheduling using Doodle or Google Sheets is useful for tracking team members' schedules | ||
== Project Charters == | == Getting started: 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. | 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. | ||
| Line 188: | Line 188: | ||
Description (high-level statement of your project goal) | Description (high-level statement of your project goal) | ||
Success criteria (how will we know when the project is done?) – SMART goals | Success criteria (how will we know when the project is done?) – SMART goals | ||
Requirements (deliverables, | Requirements (deliverables, options, & out of scope) | ||
Project team (including roles) | Project team (including roles) | ||
Milestones/Schedule (high-level + proposed dates) | Milestones/Schedule (high-level + proposed dates) | ||
| Line 201: | Line 201: | ||
The [https://project-charter-template.casual.pm/ Project Charter Toolkit] can be a useful resource whether you are looking to understand what a project charter is or you’re just looking for some fresh ideas on laying out/structuring your particular charter. They have free templates to download, samples, etc. | The [https://project-charter-template.casual.pm/ Project Charter Toolkit] can be a useful resource whether you are looking to understand what a project charter is or you’re just looking for some fresh ideas on laying out/structuring your particular charter. They have free templates to download, samples, etc. | ||
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 includes a workbook and templates. | |||
== Workflows == | == Workflows == | ||
Revision as of 16:26, 18 July 2018
This toolkit is a collaborative project, based on contributions by members of the Digital Library Federation's 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 info@diglib.org to get access to edit pages, add links or share documentation.
| Interested in related resources? Check out DLF's Organizers' Toolkit! |
Project Management Software
This section contains a list of tools for project management, with pros and cons for each.
| Name | Uses and Overview | Pro | Con |
|---|---|---|---|
| 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. |
|
|
| Basecamp | Basecamp allows collaborators to post messages, organize to-do lists and documents, and create group schedules. Related App: goplan |
|
|
| 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. |
|
|
Google Apps
Uses and Overview
Google Apps (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.
Benefits
- easy to share documents with large teams for collaboration
- easily searchable and organizable
Drawbacks
- you may need to use another tool to track/organize relevant documents, especially if there are a lot of them
Pivotal Tracker
Uses and Overview
Pivotal Tracker allows users to organize tasks by project and stories while integrating release dates and prioritization into the workflow.
Benefits
- helps organize agile project teams that cannot meet in person
Drawbacks
- only free for thirty days (paid plans)
Jira Greenhopper (Agile PM)
Uses and Overview
JIRA Greenhopper allows teams to "create and estimate stories, build a sprint backlog, visualize activity, measure team velocity, and report on progress."
Benefits
- works well for teams who use Scrum project management methods
Drawbacks
- paid service ($10 for teams of up to 10; $75 and more for 15 teams and up)
Redmine
Uses and Overview
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.
Benefits
- open source
- plug-ins allow for extensibility
- Ability to manage multiple simultaneous projects
Drawbacks
- doesn't work well with projects that aren't typical software development projects
Smartsheet
Uses and Overview
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.
Benefits
- relatively simple (based on spreadsheets)
- Customizable and flexible
- links to other tools and services (like Google Docs)
Drawbacks
- paid service
Slack
Uses and Overview
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.
Benefits
- allows for easy communication between entire organizations, small groups within the organization, and individual members
- integrates with many other applications (e.g. Google Docs, Trello, GitHub, etc.)
- allows members to easily set up reminders, take notes-to-self
Drawbacks
- free version only has a 10,000 message capacity (older messages get deleted)
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
- Scheduling using Doodle or Google Sheets is useful for tracking team members' schedules
Getting started: 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.
It is useful to use this time to answer questions about cost/benefit and the extent to which people can actually reasonably contribute to the project. The Project Management Group recommends discussing the following questions at this stage:
Why?
What are the objectives of the project?
What are the expected benefits of the project?
Scope?
What is the scope of the project? (specifically, what's not in scope...)
How will we know the the project is done?
Who are the stakeholders?
Who is the end user audience?Who?
Who is going to work on the project?
Who is managing the project?
Who is/are the sponsors of the project?
How much time can participants reasonably spend on the project
After the answers to these questions have been decided upon, the Project Charter itself should be drafted. The following is the basic format of a Project Charter:
Project name Description (high-level statement of your project goal) Success criteria (how will we know when the project is done?) – SMART goals Requirements (deliverables, options, & out of scope) Project team (including roles) Milestones/Schedule (high-level + proposed dates)
Drafting the charter is an iterative process:
Write a draft Share it with project team Share it with stakeholders Rewrite Repeat until consensus
The Project Charter Toolkit can be a useful resource whether you are looking to understand what a project charter is or you’re just looking for some fresh ideas on laying out/structuring your particular charter. They have free templates to download, samples, etc.
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 Memorandum of Understanding Collection which includes a workbook and templates.
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.[1]
Included are Examples of workflows contributed by different institutions and references.
Resources and further reading
Resources are also listed in the groups open Zotero library at https://www.zotero.org/groups/2205688/dlf_pmg/items?
- Burress, T., & Rowell, C. J. (2017). Project management for digital projects with collaborators beyond the library. College & Undergraduate Libraries, 24(2–4), 300–321. https://doi.org/10.1080/10691316.2017.1336954
- Calhoun, Karen. (2016, February). Project Management in Libraries for UCLA IS 410. Education. Retrieved from https://www.slideshare.net/amarintha/project-management-in-libraries-for-ucla-is-410
- Calhoun, K. S., & Benner, J. G. (2014, July). Project Management in Libraries: LIS2971 Summer Course [Other]. Retrieved July 15, 2018, from http://d-scholarship.pitt.edu/22620/
- Carpenter, J. (2011). Project management in libraries, archives and museums: working with government and other external partners.
- Csaba, P. (2013, January 11). SCRUM: The Story of an Agile Team. Retrieved June 29, 2018, from https://code.tutsplus.com/tutorials/scrum-the-story-of-an-agile-team--net-29025
- Dorothea Salo. (2013, February). Project Management. Retrieved from https://www.slideshare.net/cavlec/project-management-16606291
- Dulock, M., & Long, H. (2015). Digital Collections Are a Sprint, Not a Marathon: Adapting Scrum Project Management Techniques to Library Digital Initiatives. Information Technology and Libraries, 34(4), 5–17. https://doi.org/10.6017/ital.v34i4.5869
- Ettenson, by K. A. B., Nancy Lea Hyer and Richard. (2013). The Question Every Project Team Should Answer. Retrieved July 15, 2018, from https://sloanreview.mit.edu/article/the-question-every-project-team-should-answer/
- Fraser-Arnott, M. (2018). Combining Project Management and Change Management for Project Success in Libraries. In Project Management in the Library Workplace (Vol. 38, pp. 167–186). Emerald Publishing Limited. https://doi.org/10.1108/S0732-067120180000038005
- Horwath, J. A. (2012). How Do We Manage? Project Management in Libraries: An Investigation. Partnership: The Canadian Journal of Library and Information Practice and Research, 7(1). https://doi.org/10.21083/partnership.v7i1.1802
- Khanna, D. (2011, September). Herding Cats: Project Management for Collaborative Work. THATCamp Philly | Workshop. Retrieved from http://philly2011.thatcamp.org/files/2012/06/khanna_pm.pptx
- Leon, S. M. (2011, May 6). Project Management for Humanists | #alt-academy: Alternative Academic Careers. Retrieved June 29, 2018, from http://mediacommons.futureofthebook.org/alt-ac/pieces/project-management-humanists
- Metz, R., & Yoose, B. (2014). Managing Projects: Or I’m in charge, now what? (aka PM4Lib) -2014 Code4Lib. Retrieved from https://wiki.code4lib.org/2014_preconference_proposals#Managing_Projects:_Or_I.27m_in_charge.2C_now_what.3F_.28aka_PM4Lib.29
- Nowviskie, B. (2012). Ten rules for humanities scholars new to project management. Retrieved July 15, 2018, from http://nowviskie.org/handouts/DH/10rules.pdf
- Starr, Joan. (2011, May). Project Management in a Box. Technology. Retrieved from https://www.slideshare.net/joanstarr/project-management-in-a-box
- Vinopal, J. (2012). Project Portfolio Management for Academic Libraries: A Gentle Introduction | Vinopal | College & Research Libraries. https://doi.org/https://doi.org/10.5860/crl-277
- Vinopal, J. (2013, March). Introduction to Project Management for Libraries [Electronic Resources & Libraries, 2013]. Presented at the Electronic Resources & Libraries conference. Retrieved from http://archive.nyu.edu/handle/2451/31750
- Walker, C. (2015a, November 12). How I Work: Getting Started with Managing Small Projects – Cecily Walker. Retrieved May 6, 2016, from https://web.archive.org/web/20160506011058/http://cecily.info/2015/11/12/getting-started-managing-small-projects/
- Walker, C. (2015b, December 1). How I Work: Creating Project Plans for Small Projects – Cecily Walker [Blog]. Retrieved from https://web.archive.org/web/20160505195027/http://cecily.info/2015/12/01/how-i-work-creating-project-plans-for-small-projects/
Contributors
- 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
- Sarah Severson, McGill University Library
- Sarah Stanley, Florida State University
- Joan Starr, California Digital Library
- Micah Vandegrift, Florida State University Libraries
- Jennifer Vinopal, New York University
- Cliff Wulfman, Princeton University
- Cynthia York, Johns Hopkins University
| Interested in related resources? Check out DLF's Organizers' Toolkit! |
- ↑ 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]