The document discusses project and portfolio management practices at New York University, particularly focused on digital libraries. It highlights the principles of project management, the project's life cycle, and the importance of tailoring processes to the organizational context. Key areas include the evolution from ad hoc approaches to more standardized processes and inquiries related to project management effectiveness.

1. Project and Portfolio
Management for Digital Libraries
Our evolving experience at
New York University
Eric Stedfeld and Jennifer Vinopal
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2. Presentation – part one
• Brief framework for project management
- Project Management Institute
- A few principles
- Capability Maturity Model
• Project/portfolio management background
at NYU
- Common cause with ITS/other divisions
- Distinctive needs for Digital Library area
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4. What is a project?
• Temporary – has a beginning and end
• Produces a unique product, service or
result
• Can involve a single individual,
single organizational unit or
multiple organizational units
• Has milestones for deliverables
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5. What is project management?
• Application of knowledge, skills, tools, and
techniques to project activities to meet the
project requirements
• Application and integration of 42
processes comprising 5 process groups
• Identifying requirements, addressing
needs of stakeholders, and balancing
competing constraints
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6. Scope “Triangle”
Scope
& Quality
Resources
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7. Project Management Life Cycle
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8. Project Management Life Cycle
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9. Project Management Processes
• 5 process groups – initiating, planning,
executing, monitoring and controlling,
closing
• 9 knowledge areas – integration, scope,
time, cost, quality, human resource,
communications, risk, procurement
• 42 processes – each with inputs, tools and
techniques, and outputs
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10. Project Management Processes
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11. Capability Maturity Model
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12. How is this helpful?
• Drawing upon the knowledge and
experience of a wider community
• Understanding the organizational
environment for the project
– Implementing processes and methods that fit
the context of the project within the
organization
– Moving the organization to better practice
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13. Project Management at
NYU’s ITS
• Project Management Assistance group
• Beginning – home-grown tool
• Enterprise-level tool (especially for
reporting)
• Extension to NYU senior administration,
other departments
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14. Project Management at
NYU Libraries’ DLTS
• Beginning – ad hoc, individualistic
• Move towards consistency
- Common project space and template
- Early attempts at portfolio management
• Needs assessment in light of ITS
enterprise-level tool
• Someone with primary responsibility for
project/portfolio management
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15. Project Template
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16. Portfolio Spreadsheet
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17. Portfolio Spreadsheet
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18. Project Management at
NYU Libraries’ DLTS
• Beginning – ad hoc, individualistic
• Move towards consistency
- Common project space and template
- Early attempts at portfolio management
• Needs assessment in light of ITS
enterprise-level tool
• Someone with primary responsibility for
project/portfolio management
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19. Questions?
• When is the work big enough to be called a
project, and entered into the system?
• How useful is the reporting system for managing
the actual work of the project?
• How much conformance vs. freedom in how
project managers manage their projects, e.g.,
use of the same project management tool?
• What level of detail and consistency in reporting
on projects?
• How to balance the work of project management
vs. working on the project itself?
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20. Questions?
Eric Stedfeld
eric@nyu.edu
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