Ira Revels Digital 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 deliverables  Correlating deliverables to resources  Determining processes

Project Management Wheel

 Pre-project activities  Ramping up: from initiation to production  Production: bell shaped curve  Project wind down and conclusion  Post project activities

 Developing project timeline  Determining ways and means  Quantifying tasks and sequencing  Monitoring progress  Balancing competing requirements  Making adjustments

 Cost containment and limited risk  Lower costs  Volume and throughput  Broad range of options and services  Expertise/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 doing  Define requirements incrementally  Retain direct control  Security, handling, and accessibility  Ensure primacy of library/archives requirements  Maintain quality requirements  Build production capability

 Large investment and ramp-up time  No set price per image  Limits on production capabilities and facilities  Range of staffing expertise

 Supporting the full digitization chain  Staff  Space and facilities  Equipment and supplies  Workflow analysis  Budgeting

 Selection  Benchmarking/planning  Preparation  Conversion  Metadata creation  Quality control  Systems support  Access  Management

 Types, levels, and numbers of staff  Ratio of managers to workers to students  Staff training, staff experience  Administrative 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 supplies  Storage media, paper, ink cartridges  Documentation, 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 benefits  Equipment and supplies  Services and contracts  Maintenance, licenses, communications fees  Contingency  Ramping 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 = $ ,216 Weighted 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