Digital Library Project Management

University of Phoenix - Course Question:


In his 2007 article, Cervone discusses PMI’s five process groups and nine knowledge areas. Which two knowledge areas are most critical in delivering a successful project and why?

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Standard methodology in digital
library project management

H. Frank Cervone
Information Technology Division, Northwestern University Library,
Evanston, Illinois, USA


Purpose – The objective of this paper is to provide a description of the model for standardized
project management developed by the Project Management Institute (PMI), as applied to digital library

Design/methodology/approach – Using the PMI model for project management, the paper
develops a context for managing digital library projects according to the PMI’s standard methodology.

Findings – The paper finds that by using a standard methodology increases the likelihood of
delivering projects on time and on budget.

Originality/value – This paper will be of interest to digital library project managers as it fills a gap
in the literature by providing an accessible overview of the major components of standard project
management methodology as defined by the PMI.
Keywords Digital libraries, Project management
Paper type General review


The Project Management Institute (PMI) was formed in 1969.

- Project Management Body of Knowledge (PMBOK) - lays out basic principles for project management.

Quote from the Article:

Process groups

"Within the course of a project, the various activities that occur are divided into five
broad sets of interrelated actions and activities. As a project progresses in time, it
moves through these various process groups as work is completed. These process
groups are defined in the PMBOKw as:

(1) Initiating processes which focus on gaining authorization of a project or one of
its phases.

(2) Planning processes that define objectives and select courses of action that will
be used to effect project goals.

(3) Executing processes used to coordinate activities, staff, and other resources in
order to put the plan into action.

(4) Controlling processes which provide the context for measurement and
monitoring of project results in order to prevent variance from the plan or
correct the course of action when a variance occurs.

(5) Closing processes that formalize the acceptance of the project and bring the
project activities to an end.

Within each process group, the project manager must select the appropriate detail level
processes from the various knowledge areas in order to meet the project objectives. In
total, there are 44 different detail processes within the five process groups. These 44
processes are subdivided into nine knowledge areas. Not every project will use each
detailed process defined within a particular knowledge area. Furthermore, the detailed
processes tend to be applied to tasks in different ways and in differing order depending
on the overall project objectives (Cervone, 2004)."

Project Management Knowledge (PMK):

(1) scope management;

"When scope management processes are used effectively, a project does not spiral out of control due to ever increasing additional requirements or features."

(2) time management;

"Time management processes include activity definition, activity sequencing, activity duration estimation, in addition to schedule development and schedule control."

(3) cost management;

"Cost management processes are used to ensure the project is delivered within the
limits of the budget."

"…four processes within cost management are resource planning, cost estimating, cost budgeting, and cost control."

(4) quality management;

"Quality planning processes, used during project initiation, focus on identifying relevant standards
for the project, how those standards will be used, and how adherence to standards will be measured."

(5) human resource management;

"One of the major purposes of human resource management processes is to define the role of everyone on the project and assign each individual responsibility for various project activities."

"…human resource management processes also encompass organizational planning, staff acquisition, and
team development issues."

(6) communications management;

"The processes in this group provide the project manager and project team with mechanisms for planning project communications, distributing information about the project, reporting on project performance, as well as managing stakeholder expectations."

(7) risk management;

"Risk management processes run a wide gamut and include risk management planning, risk identification, qualitative and quantitative risk analysis, and risk response planning. At a very minimum, every project should develop a risk management plan (including contingencies) for the major risks identified within a

(8) procurement management;

"…needed to acquire the goods and services used to perform the work within the project. The goal of procurement management is to optimize budgetary expense and ensure that required regulations and applicable law are observed during the course of the project execution."

(9) integration management.

"Performed throughout the project lifecycle, integration management allows the project manager (to) identify emergent issues and provide mechanisms for addressing those issues that do arise."

Project Success Criteria:

(1) the system resulting from a project must be acceptable to the customer;

(2) the system must be delivered according to the agreed upon schedule;

(3) the system must be delivered within the agreed upon budget; and

(4) the system development process must have a minimal impact on ongoing

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