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Ira RevelsDigital Project Manager
Cornell University Library
Workshop participants will have a strong understanding of the
functions, tasks, and partnerships necessary for successful completion
of the project.
Introduction to project life cycle management
Understanding of why we are doing this in-house (rather than outsource)
Knowledge of the functions that need to be supported – and the staffing and budgetary requirements
Awareness of what the project will support – and what they may wish to provide
Be able to identify functional requirements for the project and the staff needed to meet them
Understand what is offered through the project – and what has yet to be solved
By the end of the session, have a better sense of the management steps when you return.
Setting realistic timelines, goals, and expectations
Translating goals into deliverablesCorrelating deliverables to resourcesDetermining processes
Project Management Wheel
Pre-project activitiesRamping up: from initiation to
production Production: bell shaped curve Project wind down and conclusion Post project activities
Developing project timeline Determining ways and meansQuantifying tasks and sequencingMonitoring progressBalancing competing requirementsMaking adjustments
Cost containment and limited riskLower costsVolume and throughputBroad range of options and servicesExpertise/training/obsolescence
incurred by vendor
Institution removed one step from imaging
Vulnerability due to vendor instability Hard-sell by vendor Inexperience with library/archival
needs Lack of standards and “best
practices”
Quality assurance designed for business market
Challenges in communication, contracting
Security and handling
Learn by doingDefine requirements incrementallyRetain direct controlSecurity, handling, and accessibilityEnsure primacy of library/archives
requirementsMaintain quality requirementsBuild production capability
Large investment and ramp-up timeNo set price per imageLimits on production capabilities and
facilitiesRange of staffing expertise
Supporting the full digitization chainStaffSpace and facilitiesEquipment and suppliesWorkflow analysisBudgeting
SelectionBenchmarking/planningPreparationConversionMetadata creation Quality controlSystems supportAccessManagement
Types, levels, and numbers of staffRatio of managers to workers to
studentsStaff training, staff experienceAdministrative home for project staff
Preservation, Special Collections, IT, other?
Facilitating communication regularly scheduled meetings with all
project staff smaller informal group meetings collaboration across functional units mainstreaming decision-making documenting decisions celebrating project goals
Physical space: 75 to 150 sq. feet per person, depending
on work performed “rent,” utilities, services (often
calculated in the overhead or indirect rate)
Renovation/upgrading Electrical supply Temperature/relative humidity/air filtration Controlled lighting (overhead and ambient) Painting, window shades
Communications needs Phone/data lines, installation and monthly fee LAN connections UPS protection
Ergonomically correct furnishings Cornell CTS study: 23% of staff at high
risk, 67% at some risk over $3,000/staff member to upgrade
equipment/facilities, including specialized panel-driven system of workstations
desk ($700), chair ($300), table ($600), cart ($300-$600), shelving ($700)
Hardware scanning devices high resolution monitors workstations (PC’s, Unix, Windows NT) peripherals servers and storage devices printers
Software operating system, networking/server, graphics
support, programming packages scanning, image editing, viewing, color
management, quality control derivative creation file management, workflow management indexing, OCRing, structuring database management system Web database access solution
Copy stands/cradles/lights/filters/lenses
Quality control equipment and supplies
Normal office suppliesStorage media, paper, ink cartridgesDocumentation, technical manuals,
reference publications
Documentation and project tracking Decision matrixes for selection Software tools, e.g., our spreadsheets;
Microsoft Project Written procedures, manuals,
instructions
Identify factors affecting process time Process efficiency Batch processing Task sequencing Room configuration Avoid unnecessary effort, bottlenecks,
redundancy Touch the files once; perform multiple
tasks
Salaries/wages and benefitsEquipment and suppliesServices and contractsMaintenance, licenses,
communications feesContingencyRamping up
Development/programming efforts Establishing workflow processes Documentation System configurations/scaling Staff training Factor a “generous curve” from startup
to production
Digital Imaging Workshop
Staff: 222 day work year (excluding vacation, sick,
personal and holidays) 7.3 hour work day (excluding breaks) 1,621 hours/year at work Assume 75% “production time”: 5.5 hours/day
and 1,216 hours/year “Weighted hourly rate” = salary + fringe 1,216
Annual hours worked: 1,216 Beginning salary: $18,825 Benefit rate: 37% Hourly wage: $9.28 “Weighted hourly rate”:
$18,825 x 1.37 = $21.21 1,216Weighted rate is 2.3 times the hourly
wage.
Selection Benchmarking/planning Preparation Conversion Metadata creation Quality control Systems support Access Management
Project manager Selection, planning, management,
budgeting, tracking, documentation, liaison
Scanning technician(s) Conversion and metadata creation:
scanning, rescanning, file naming, document structuring, and related tasks
Preparations assistant(s) Preparation and quality control:
retrieval, charge/discharge, disbinding, collation, repair/replace, inspection
Student assistant(s)Systems administrator(s)
Systems support, network administration, access/interface design,image processing