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This toolkit is a collaborative project, based off contributions by members of the [https://www.diglib.org/groups/pmg/ Digital Library Federation 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.
+
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.
+
*'''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.
+
*'''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.
+
*'''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.
+
*'''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.
  
Visit the [https://www.diglib.org/groups/pmg/ DLF Project Managers Group] website for more information, including past meeting notes.
+
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.
  
 +
== Getting started ==
 +
[[File:ProjectBasics.png|thumb|right]]
  
== Project Management Software ==  
+
=== Project Management Basics ===
  
This section contains a list of tools for project management, with pros and cons for each. For more detailed testimonials and to see the document this was based on (and to edit it), see the Crowdsourced Project Management Toolkit in Google Docs.
+
Review a few '''[[Project Management Basics]]''' which are basic building blocks for the other sections of the toolkit.
1. Asana
 
  
Uses and Overview
+
=== Project Proposal Process ===
 +
The [[Project Proposal Process]] initiates the project and is critical to planning. 
  
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.
+
=== Project Charters & Memorandum of Understandings ===
  
Benefits:
+
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.
  
    Free (up to 15 members)
+
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.
    Great for task-based work
 
    Works on mobile
 
  
Drawbacks
+
=== Project Plans ===
  
    If your team has over 15 members, you need to pay
+
'''[[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.
    Doesn't do as well with project dicsussion
 
    Does not allow for private teams in free version
 
    No bug/issue tracking
 
  
2. Basecamp
+
=== Project Scheduling ===
  
Uses and Overview
+
'''[[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.
  
Basecamp allows collaborators to post messages, organize to-do lists and documents, and create group schedules.
+
=== Workflows ===
  
Benefits:
+
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>
  
    intuitive design
+
Included are '''[[Examples of workflows]]''' contributed by different institutions and references. 
    easy-to-use features
 
    email integration
 
    some calendar integration
 
  
Drawbacks
+
=== Project Templates ===
  
    first project is free, but you need to pay after that point
+
'''[[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.
    scheduling support is limited
 
  
Related App: goplan
+
=== Project Retrospective ===
3. Trello
+
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.
  
Uses and Overview
+
=== 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.
  
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.
+
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
  
Benefits:
+
=== Project Portfolio Management ===
  
    very similar to analog/paper SCRUM boards
+
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.
    feature-specific prioritization
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Vinopal, Jennifer. Using Confluence for Project Portfolio Management at New York University. DLF Fall 2008. [[File:DLF2008Vinopal.pdf|thumb]]
    bug tracking
 
    useful for tracking action/discussion items from meetings
 
    able to link or attach supporting documents to cards
 
  
Drawbacks
+
=== Service Management ===
  
    showing hierarchy of tasks not really possible
+
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.
    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)
 
  
4. Google Apps
+
== Project Management Software ==
 +
This section contains a list of tools for project management, with pros and cons for each.
  
Uses and Overview
+
{| 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.
  
Google Apps (specifically, Google Drive) is a suit 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.
+
||
 +
*Free (up to 15 members)
 +
*Great for task-based work
 +
*Works on mobile
  
Benefits:
+
||
 +
*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
  
    easy to share documents with large teams for collaboration
+
||
    easily searchable and organizable
+
* the first project is free, but you need to pay after that point
 +
*scheduling support is limited
 +
|-
 +
| [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)
  
Drawbacks
 
  
    you may need to use another tool to track/organize relevant documents, especially if there are a lot of them
+
|-
 +
| [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
 +
|
  
5. Pivotal Tracker
+
|-
 +
| [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)
 +
|
  
Uses and Overview
+
|-
 +
|  [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)
 +
|
  
Pivotal Tracker allows users to organize tasks by project and stories while integrating release dates and prioritization into the workflow.
+
|-
 +
|  [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
 +
|
  
Benefits:
+
|-
 +
| [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
 +
|
  
    helps organize agile project teams that cannot meet in person
+
|-
 +
|  [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
 +
|
  
Drawbacks
+
|}
  
    only free for thirty days (paid plans)
 
  
6. Jira Greenhopper (Agile PM)
+
=== Other general software-independent recommendations for project management ===
  
Uses and Overview
+
*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
  
JIRA Greenhopper allows teams to "create and estimate stories, build a sprint backlog, visualize activity, measure team velocity, and report on progress."
+
== 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.  
  
Benefits:
+
== 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.
  
    works well for teams who use Scrum project management methods
+
*[https://dhlab.yale.edu/guides/project-planning.html Yale DHLab Toolkit]
  
Drawbacks
+
== Contributors ==
 
+
*Andy Ashton, Brown University
    paid service ($10 for teams of up to 10; $75 and more for 15 teams and up)
+
*Carolyn Caizzi, Northwestern University
 
+
*Kathleen Cameron
7. Redmine
+
*Jason Casden, North Carolina State University
 
+
*Tim Clarke, Muhlenberg College
Uses and Overview
+
*Tom Cramer, Stanford University
 
+
*Cristela Garcia-Spitz, UC San Diego Library
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.
+
*Joshua Honn, Northwestern University
 
+
*Katherine Kott, Independent Consultant
Benefits:
+
*Christine Malinowski, Massachusetts Institute of Technology
 
+
*Rafia Mirza, UT Arlington, TX
    open source
+
*Lisa McAulay, UCLA
    plug-ins allow for extensibility
+
*Sandra McIntyre, Mountain West Digital Library
    ability to manage multiple simultaneous projects
+
*Alan Pike, Emory Center for Digital Scholarship
 
+
*Robin C. Pike, University of Maryland
Drawbacks
+
*Christine Quirion, Massachusetts Institute of Technology
 
+
*Sarah Severson, McGill University Library
    doesn't work well with projects that aren't typical software development projects
+
*Sarah Stanley, Florida State University
 
+
*Joan Starr, California Digital Library
8. Smartsheet
+
*Becky Thoms, Utah State University Libraries
 
+
*Micah Vandegrift, Florida State University Libraries
Uses and Overview
+
*Jennifer Vinopal, New York University
 
+
*Cliff Wulfman, Princeton University
Smartsheet allows 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.
+
*Cynthia York, Johns Hopkins University
 
 
Benefits:
 
 
 
    relatively simple (based on spreadsheets)
 
    customizable and flexible
 
    links to other tools and services (like Google Docs)
 
 
 
Drawbacks
 
 
 
    paid service
 
 
 
9. 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)
 
 
 
== Generic, software-independent recommendations for project management ==
 
 
 
    Wikis for project documents and documentation
 
    Google Docs or other collaborative editor for the creation of project charter, meeting notes, etc.
 
        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
 
 
 
== Project Charters - Defining your Project ==
 
 
 
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, optionals, & 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.
 
 
 
== Resources ==
 
1. Presentations
 
  
“The Project One-Pager: A simple tool for collaboratively defining project scope.” Tito Sierra, DLF Forum, 2011.
+
{| class="wikitable" border="1"
A straightforward way to describe your project and project scope in order to build consensus. http://www.slideshare.net/tsierra/the-projectonepager
+
|'''Interested in related resources?''' Check out DLF's [[About DLF and the Organizers' Toolkit | Organizers' Toolkit]]!
 
+
|}
“Managing Projects: Or I’m In Charge Now What?(aka PM4lib).” Metz, Rosalyn & Becky Yoose, Code4Lib Preconference, 2014.
 
http://wiki.code4lib.org/2014_preconference_proposals#Managing_Projects:_Or_I.27m_in_charge.2C_now_what.3F_.28aka_PM4Lib.29
 
2. Project Portfolio Management
 
 
 
Lim, Lawrence, and Aileen Koh. “IT Portfolio Management in Higher Education.” Adelaide, 2009. http://epublications.bond.edu.au/library_pubs/22
 
 
 
Vinopal, Jennifer. “Project Portfolio Management for Academic Libraries: A Gentle Introduction.” College & Research Libraries 73, no. 4 (July 2012): 379–389. http://crl.acrl.org/content/73/4/379.full.pdf+html?sid=cde93e18-861b-4311-8cde-7ce4fc04131e
 
3. Workshop Slides and Syllabi
 
 
 
THATCamp Philly | Workshop 2 | Herding Cats: Project Management for Collaborative Work
 
2:00PM-3:45PM, Friday September 23, 2011
 
Instructor: Delphine Khanna, Temple University
 
 
 
Description: How can you make sure that the project gets done when you’re not the “boss” and you don’t even work for the same institution? This workshop will give participants project management skills to help make sure that all stakeholders are heard, happy, involved and invested. Session slides: http://philly2011.thatcamp.org/files/2012/06/khanna_pm.pptx
 
 
 
Project Management in a Box
 
A presentation Joan Starr did for in service training at UC Berkeley Library in 2011 http://www.slideshare.net/joanstarr/project-management-in-a-box
 
 
 
Project management
 
Slides from Dorothea Salo’s LIS classes http://www.slideshare.net/cavlec/project-management-16606291
 
 
 
Introduction to Project Management for Libraries
 
Slides from Jennifer Vinopal’s presentation for the Project Management workshop at Electronic Resources & Libraries, 2013 http://hdl.handle.net/2451/31750
 
 
 
Calhoun, Karen S., and Jessica G. Benner. 2014. “Project Management in Libraries: LIS2971 Summer Course.”
 
Abstract: Includes syllabus and 4 class presentations for a short 1-credit course to introduce LIS students or practitioners to the discipline of project management in a hands-on way, so that they can begin applying project management methods immediately. http://d-scholarship.pitt.edu/22620/.
 
4. Readings and Links
 
 
 
Carpenter, Julie. Project management in libraries, archives and museums: working with government and other external partners. Oxford: Chandos Publishing, 2010. Print ISBN: 978-1843345664
 
 
 
Csaba, Patkos. “SCRUM: The story of an agile team.” http://net.tutsplus.com/articles/editorials/scrum-the-story-of-an-agile-team/
 
 
 
Horwath, Jenn Anne. “How do we manage? Project Management in Libraries: An Investigation” Partnership: the Canadian Journal of Library and Information Practice and Research 7, no. 1 (2012). https://journal.lib.uoguelph.ca/index.php/perj/article/view/1802
 
 
 
Leon, Sharon M. “Project management for humanists.” #alt‐academy http://mediacommons.futureofthebook.org/alt-ac/pieces/project-management-humanists
 
 
 
Walker, Cecily. “How I Work: Getting Started with Managing Small Projects” http://cecily.info/2015/11/12/getting-started-managing-small-projects
 
 
 
Wamsley, Lori H. “Controlling project chaos: project management for library staff.” PNLA Quarterly 73:2 (2009): 5-6, 27. http://www.pnla.org/assets/documents/Quarterly/pnla_winter09.pdf
 
 
 
== 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 * Joshua Honn, Northwestern University * Katherine Kott, Independent Consultant * Christine Malinowski, Massachusetts Institute of Technology * Lisa McAulay, UCLA * Sandra McIntyre, Mountain West Digital Library * Alan Pike, Emory Center for Digital Scholarship * 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
 

Latest revision as of 09:16, 9 October 2019

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.

Getting started

ProjectBasics.png

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 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.[1]

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

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.

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.
  • 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
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
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: 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)


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: 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
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)
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
  • paid service ($10 for teams of up to 10; $75 and more for 15 teams and up)
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
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: 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
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


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 FunRetro or 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 Project Management Institute and various local education providers.

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.

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
  • 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
Interested in related resources? Check out DLF's Organizers' Toolkit!
  1. 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]