Planning and managing a project for your library Sam Kalb, Assessment & Scholarly Communication...

planning and managing a project for your library

Sam Kalb, Assessment & Scholarly Communication Services Coordinator ,Queen’s University [email protected]

Presentation OutlineIntroductionWhat Is a project?What is project management?Project management constraintsProject lifecycle: Scoping, Planning, Executing,

Controlling, ClosingProject SoftwareProject-related Resources

What Is a Project?Temporary in nature Temporary in nature (e.g. create a set of online

tutorials about using government documents)

Specific goalsSpecific goals (e.g. set of online tutorials on finding Ontario government pubs)

Clear-cut starting and ending dateClear-cut starting and ending date

Dedicated funding (Dedicated funding (in most cases)

A library project may be:Response to a specific opportunity, vision, or challenge (e.g.

building project like establishing a learning commons or renovating the old library)

New management system/organizational restructuring (e.g. moving to a team-based structure)

Patron service (e.g. self-check circulation) Special event/exhibition (e.g. library’s 25th anniversary)Need to replace a dysfunctional legacy system (e.g. old library

system)Response to an external funding opportunity (e.g. the

government is offering a grant to develop cooperative information services within communities)

Projects Are About ChangeChange that can be measured/evaluated

over timehow will behaviour be changed? how will the change impact/benefit our

users, staff?what will be done more efficiently,

effectively, or that we couldn’t do before?

What Project Management Isn‛tIf you don't know where you are going, any road will take you there. George Harrison, "Any Road", Brainwashed, 2002.

If you don't know where you are, a map won't help.

“Good project management doesn't have to be costly, complicated, or cumbersome. In short, don't panic.

You already know a lot about managing projects.

If you've moved to a new home, hosted a family reunion, or remodelled a bathroom, you already know about achieving objectives, sticking to a schedule, working within a budget, and delivering quality.”

Biafore, Bonnie. On Time! On Track! On Target! Managing Your Projects Successfully with Microsoft® Project, Microsoft Press, c2006.

PM is a Process

PM is ScalableNo matter the size of the library or project, a good project management process can adapt to fit.

Benefits of Project ManagementKnowing where you are going and when you have

arrivedIdentify manageable work loadsIdentify where to focus your effortsKnowing where you standMaintaining good communicationKeeping calm and maintaining consistencyPrevent problems and fire drillsInterdepartmental cooperation that builds synergies Interdepartmental cooperation that builds synergies

across the organizationacross the organization

Project Management & the LibraryLibraries have historically been transaction based not project

based, i.e. Reference desk transactions, number of books ordered, catalogued, processed, number of books circulated, shelved

Save dollars by using current staff - budget

Can work within work groups, but most significantly, across established work group

StakeholdersAll who are involved directly and indirectly with the

project including students, faculty, staff, community, vendors.

Make a list of all the stakeholders identified so far in the project.

You may also want to detail roles of each stakeholder in this section.

Understand the Organizational Culture!Understand the Organizational Culture!

Project Constraints Model

A successful project:Delivers the outcomeoutcome with an agreed upon qualityquality.Does not overrun its end dateend date.Remains within budgetbudget (cost of resources).

Outcom

e

Tim

e

Costs

Quality

Project Management ProcessThe basic elements of project management are

illustrated in this project life cycle diagram.

Singh, Manjeet. ProjectMind's Quick Guide to Project Management

Project Life CycleInitiation Phase (Scoping the Plan): identify need, deliverables

& assign priorityPlanning Phase (Developing the Plan): project specifics, such

as tasks, milestones, and associated costsImplementation Phase (Executing the Plan): applies project

plan; direct team in producing deliverables; implement approved changes and corrective actions

Monitoring & Controlling Process: monitor the project’s schedule and budget, making adjustments as necessary, mitigate risk

Completion Phase (Closing Out the Project): project assessment & wrap-up report, integrating into ongoing operations

Communication is Key

Communication PlanWhenever people work together, communication is

an essential ingredient for success

A communication plan describes how you're going to keep the people involved with a project informed.

Communication strategies may be simple or sophisticated and can range from a weekly status report to a collaborative Web site. At their core, communication plans answer the questions:

Who needs to know? What do they need to know? When do they need to know it?

National Service Quality Benchmarking Project (LibQUAL Canada) - Communication PlanModerated discussion/announcement list

Consortial Web site

Members encouraged to contribute in shaping each phase of the project

Timelines and action items revised at each stage based on member input.

Reports to the sponsor (CARL) at completion of each milestone.

Highest priority: Highest priority: Every query to be answered in a timely fashion &, in most cases, exchange shared with the membership

Scoping the Project

Developing the Plan

Scoping the Project

Launching theProject

Monitoring &Controlling

Closing Out the Project

Scoping the Project

Define the Project Objectives

State the Problem/Opportunity

Establish the Project Goal

Identify the Deliverables /Success Criteria

List Assumptions,Risks, Obstacles

Problem/OpportunityA short, crisply phrased piece of information

covering:what is to be donewhy it is to be donevalue it provides if it is done

A statement of fact that everyone in the organization will accept as true

Should communicate why the project should be accomplished

Queen’s Digital Repository Project Statement

To establish an innovative institutional digital repository to collect, preserve, and enable distribution of research, teaching and learning material generated by Queen's scholars, teachers and researchers. It will reflect the Queen's goal to “Foster scholarship and interdisciplinary teaching and learning” , the library's goals to support learning and excellence in teaching and research (an extension of the consortial “Scholar's Portal” to digital publications) and provide a stable long-term storage and content management system to house academic materials in a variety of digital formats.

Queen’s Next Gen OPAC Project Statement

Improved user satisfaction with catalogue searching, and, secondarily, with the discovery environment for other local and remote sources;

No loss in current functionality, for example real time circulation records;

This is an interface replacement only; there is no intention to make improvements in technical services or circulation workflows;

Minimal ongoing staffing requirements, e.g. to maintain data connections

Primary Project Goal• A project has one primary goal which gives

purpose and direction to the project • Defines the final deliverable and outcome• States in clear terms what is to be

accomplished • Is a reference point for questions about scope

and purpose of the project

National Service Quality Benchmarking Project

Opportunity: For Canadian libraries to benchmark their service performance measures and how libraries can use the results to improve services with other Canadian libraries.

Primary Goal: To create a large database of Canadian content that would offer meaningful benchmarking of services via as many Canadian academic libraries as possible participating in ARL’s LibQUAL+ Survey in 2007.

S.M.A.R.T. Objectives

Queen’s Digital Repository Project Sample of the ObjectivesInstall and configure the DSPACE software. Customize base DSPACE software for Queen’s as specified by

project team. Create Demo for early adopters and project team.Work with Community coordinators to customize early

adopter communities.Work with Community coordinators to post submissions using

policy guidelines.Create documentation and training program for training of

staff assigned by project.

Success Criteria / Deliverables

• Clearly state the expected impact • Articulate/quantify outcomes so success can be

measured• Make a list of the deliverables to be produced by the

project. • Describe each deliverable in an unambiguous

manner that is understood by the team member responsible for it.

Queen’s Research Guides Project:Deliverables

Assumptions & Risks• Identify factors that might affect the outcome or

completion of the project • Used to alert management & the project team to

factors that may interfere with project work• Types of assumptions and risks

• Technological (equipment problems)• Environmental (weather)• Interpersonal (need to rely on student workers)• Cultural (ensure don’t omit consultation with a key

stakeholder group)• Political (the current economic crisis)

Queen’s Next Gen OPAC Project – Sample of Risks & AssumptionsRisks Timelines could be negatively affected by constraints on

working group members, on availability of other staff for consultations and approvals & coordination with vendor. We accept the risk that the system may not be implemented for 2008/09.

The system options are new and in some cases unproven. We will endeavour to complete a thorough analysis of the pros and cons of each option, and develop an exit strategy for the chosen system. We do not foresee any risks to library data, and will ensure that there are none.

Assumptions The Library Administration and Management Team fully

support this project and will champion it as a funding priority.

National Service Quality Benchmarking Project

Underlying assumption: most libraries did not have dedicated assessment staff to manage the process successfully on their own

Related Objectives: To guide consortium members through the planning process,

via discrete, manageable sets of actions; each stage with its own timelines and deliverables.

To provide an easy to use, one-stop resource for member libraries – with material, relevant to Canadian libraries, that could be readily adapted by individual libraries for their use.

Project Statement Form

Project Name Project Manager Team Members

Problem / Opportunity (Why do this project?):

Project Goal:

Objectives (Specific, Measurable, Assignable), Duration? Cost?

Success Criteria (Outcomes):

Assumptions, Risks, Obstacles:

Scoping the Project

Developing the Plan

Defining the Project

Launching thePlan



Making Time to PlanInvest in the Planning ProcessInvest in the Planning Process

Taking the necessary time to plan & develop each phase of the project is key to a successful project – all the more important if you are new to project management or to the objective of the project

“Just getting on with the project” can be a recipe for failure

Pre-Planning - “Environmental Scan”

• Brainstorm ideas• Conduct library visits• Research the topic• Review professional literature• Examine best practices at other

libraries

Planning Phase

Construct/AnalyzeProject Network

Prepare theSchedule/Timeline

Identify ProjectTasks (WBS)

Estimate Task Duration

Determine Resource Requirements

Work Breakdown Structure (WBS)Breaks the project into chunks of work at a level of detail that meets planning and scheduling needs

Broader

Narrower

Queen’s Next Gen OPAC Project


• Estimate task durations based on:

• Similarity to other activities• Historical data• Expert advice• Skill levels of staff involved

Determining Resource Requirements• Identify all the resources required for each activity• Estimate the duration of each task • Linkage between and among activities/tasks

National Service Quality Benchmarking ProjectDetermining Resource Requirements

Construct/Analyze Project Network

The project network project network is the set of project tasks presented in sequence with their dependencies, durations, resources & milestones. Dependencies create the backbone of the project networke.g. Task B cannot begin until task A is complete.

The project network or can be represented as a simple list or visually in chart form.

A. Design graphics B. Insert content

Project SchedulingTimeline for the project’s activities in in

sequencesequence with:MilestonesActionsStart & End DatesRelationship among activities

Types of timelines: text tables, GANTT charts, Critical paths, PERT charts, etc.

Timeline in Tabular FormGood approach for schedules without many sets of

activities in complex relationships.

Does not require specialised skills in preparing GANTT charts, etc.

National Service Quality Benchmarking Project Timeline

http://library.queensu.ca/webir/canlibqual/timeline.htm

Queen’s Next Gen Project - Timeline

Sample GANTT Chart

Queen’s Mutlimedia Tutorials Project – Gantt Chart

Project Planning Tools

Project software Post it notes on wall3 x 5 cards in colors for each taskChalk board

Document everything!!Document everything!!

Risk Management PlanningIdentify risks and potential obstacles to the project

that: could significantly impact on its completionare reasonably likely to occur

Incorporate steps in plan to mitigate risk and avoid obstacles

Monitor the risks you've identified and watch for new risks that may arise

National Service Quality Benchmarking Project - Some Risks & AssumptionsRisk: that potential participants might be deterred by the

amount of work involved. Strategy: provide breakdown of tasks in manageable chunks, sample documents explaining every step in the process; and hand-holding by the project manager (always an email or phone call away)

Risk: possible long, critical delays getting project approval from local research ethics board (REB) for the project. Strategy: provide examples of successful REB submissions.

Risk: that libraries would not know how to make effective use of their survey data. Strategy: provide two workshops and supporting documentation on the web site.

Scoping the Project

Developing the Plan





Launching the ProjectCommunication

Kickoff meeting with project team (& perhaps major stakeholders

Regular team meetings to review progress

Scoping the Project

Developing the Plan





Monitoring & Controlling

Monitor Status - Review Meetings

Manage Change & Resolve Conflicts

Analyze Variances

Plan and Take Corrective Action

Report Status to Stakeholders

Watch for Creepers! Scope/Feature Creep

Without a clear description of the project’s scope, change control is impossible and scope creep is practically guaranteed.

Change is constant – must be accommodated

Some potential changes may have to be recorded and deferred to later “enhancement” or “adjustment” process after the project is complete.

Scoping the Project

Developing the Plan





Closing Out the ProjectComplete Closing Activities (acknowledge your team

& celebrate successes)

Document Best Practices

Close the Project

Hand off service/support to operational units

National Service Quality Benchmarking Project - Project Closing

Survey of participants to assess their experience with the consortium and survey:What worked well and what could have been improvedWould they want to do it again, if so, how often and in

what form

Final report to the Canadian Association of Research Libraries, the project’s sponsor.

Project Management SoftwareSoftware can assist teams in planning, monitoring the

project’s progress and identifying problems more efficiently.

Project management software types: desktop, web-based; standstand alone or collaborative; commercial or open-source.

General, collaborative tools, e.g. wikis

It is important to realize that the software It is important to realize that the software is simply a tool and cannot compensate is simply a tool and cannot compensate

for poor planning!for poor planning!

Project Management - Selected Resources

Berkun, Scott. The art of project management, O’Reilly, 2005. Jargon-free, well-written, practical guide. Excellent introduction to project management.

Associations: Project Management Institute, allPM.com (Resources, templates, forums, book review & links)

Glossaries/Dictionaries: Project Management Glossary Journals: Project Management Journal, International

Journal of Project ManagementSoftware reviews: Web-based software, TopTen Reviews,

Free softwareGood annotated project management site:

ProjectMinds.com’s Useful Websites

Project Management SummaryKnow what you are trying to accomplish/ build

Keep focused on the milestones/outcomes

Communicate

React early to issues

Have a sponsor both managerial and technical

Recognize your team & celebrate your successes

Learn from the project

Planning and managing a project for your library Sam Kalb, Assessment & Scholarly Communication...

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