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A project management information system (PMIS) can provide a framework to help guide the progress of IT projects. Here’s how one company decided that a PMIS was needed to help increase project success rates.

By George Sifri| in Tech Decision Maker, October 7, 2008, 1:40 AM PST

Editor’s note:This article was originally published on December 4, 2002.

We all know that accurate, timely, and relevant information is essential to the decision-making process of a project and that relying on an inadequate information system puts a project at risk. We all know that information is a valuable resource for project managers. Despite the fact that we all know these things, project managers often fail to deliver the types of information needed to ensure project success. Implementing a project management information system (PMIS) is one way to address critical project information needs.

One of my major clients, an international engineering firm, decided to break the cycle of miscommunication and derailed projects by ordering the development and implementation of a PMIS that is able to provide upper management with adequate information about all the projects in the organization’s portfolio. Traditionally, engineers and project managers do not communicate project status adequately with upper management and functional departments; they believe that projects are their responsibility and they have the authority to deliver them. Furthermore, functional departments are often reluctant or do not have time to provide information to project engineers. These circumstances often lead to late, over budget, and low quality projects.

Symptoms of the problem

The following symptoms made us realize the necessity for implementing a PMIS:

• There was a loss of control through the systematic analysis of the information gathered.
• There was no system for integrating the time, cost, scope, and quality objectives.
• Projects were often late, over budget, and of low quality.
• To overcome the shortage in information, managers created project organizations within the corporate organization that led to duplication and waste of time, money, and effort.
• The inability of the project manager/team to accurately report the status of the project in terms of time, cost, and work remaining.

Here is the approach we decided to use for the progressive development of the PMIS:

• Identify what is needed.
• Compare the current situation with what is needed to achieve the aim of the PMIS set by upper management.
• Bridge the gap between what is needed and what was already in place.

Questions in search of answers

The symptoms we studied pointed to a number of questions:

• What information do we need in order to adequately plan, organize, and control our project?
• What information do we need to share with other stakeholders?
• What information do we need about other projects in the organization that interface with our project?
• What information do we need in order to coordinate our project’s activities with other initiatives in the organization?
• What is the cost of not having accurate, timely, and relevant information about our project?
• What is the cost of having accurate, timely, and relevant information about our project?
• Is the available information suitable for decision making?
• Do we have too much data but not enough information?
• What value does the PMIS add to the project?

Improvement objectives

We agreed that the new system should meet improvement objectives for the project management process. This meant we needed to state the improvement objectives as early as possible so that we could define the requirements of the system in terms of these objectives and facilitate the system’s acquisition process. We decided the improvement objectives for the new system should:

• Enable the project team to identify and isolate sources of significant variances and determine the reason why a project deviated from its plan.
• Allow the project team to track the status of the work packages in order to determine the work that is completed and the work that is still pending.
• Help the project team manage project schedules by providing the basis for work package resource allocation and work timing.
• Interface and be compatible with larger legacy information systems.
• Help the project team forecast the impact of certain risks on time, costs, and quality baselines.
• Give the project team insight into what revisions to the baselines they need to implement, when they should implement these revisions, and why they are implementing these revisions.
• Integrate with the work breakdown structure (WBS), which provides the capability to report the status of the work packages throughout the project’s life cycle. These reports include identification of the work package, its associated cost code and schedule, and the individual responsible for the work.

Reengineering the project management process

We analyzed the existing management process and decided that it was inadequate for solving the business problem, or meeting the improvement objectives. Thus, significant changes were required. We had to spend a considerable amount of time developing and documenting the new process before going to the acquisition phase.

There was a wide gap between the information requirements we had identified and the existing project management processes and methods. Thus, we needed to develop a considerable number of project management procedures. We settled on eight categories of procedures. The following is a partial list of the procedures and their categories:

Procedures for project definition

• Preliminary estimate
• Preparation of technical specifications
• Startup review

Procedures for estimating and cost control

• Bottom-up estimate preparation
• Cost control
• Cost feedback

Procedures for scheduling

• Glossary of planning terminology
• Project milestones

Procedures for human resource management

• Coding procedure

Procedures for procurement management

• Selecting vendors
• Appraising vendors

Procedures for materials management

• Expediting
• Inventory control
• Inspections for quality assurance
• Vendor data

Procedures for documents management

• Numbering system
• Distribution profiles
• Filing structure

Procedures for integrating the proposed PMIS with other information systems

• Data dictionary

Conclusion

We have identified the need for the system, the symptoms of the problem, issues to consider, improvement objectives, and the infrastructure required (in terms of manual procedures) to implement a PMIS. In the next installment in this two-part series, we will expand our definition of a PMIS, describe the information needs of stakeholders, the main components of a PMIS, and the acquisition process.

http://www.techrepublic.com/blog/tech-decision-maker/when-to-consider-a-project-management-information-system-112729/

By Brackett, Stephen W. 09 1989 | Project Management Institute

Abstract

All too often, enterprise project management departments generate a wealth of information and knowledge that many project professionals fail to adequately distribute throughout their organization, a task that–when done well–consumes a great deal of time. This article examines an integrated computerized information-sharing system that the pharmaceutical firm Glaxo Inc. uses to manage and distribute–throughout its international organization–information on its projects. In doing so, it discusses how this system–a project management information system (PMIS)–was developed and how it functions in relation to individual users, particularly in regards to electronic mail (e-mail), evolution of operating systems, and information flow between Glaxo’s United States and United Kingdom headquarters. It then details Glaxo’s reasons for using–and procedure for operating–PMIS; it describes the process that Glaxo previously used for capturing and distributing project information and the reasons that this process hindered project development and execution. It also identifies the information flow process, security solutions, and ongoing problems that Glaxo has experienced while using its PMIS; it outlines the content listed on four of Glaxo’s PMIS reports. It concludes by describing the primary benefit of using a PMIS.

A project management quality cost information system for the construction industry
Peter E.D. Lovea,*, Zahir Iranib

Abstract
A prototype Project Management Quality Cost System (PROMQACS) was developed to determine quality costs in
construction projects. The structure and information requirements that are needed to provide a classification system of quality
costs were identified and discussed. The developed system was tested and implemented in two case study construction projects
to determine the information and management issues needed to develop PROMQACS into a software program. In addition, the
system was used to determine the cost and causes of rework that occurred in the projects. It is suggested that project participants
can use the information in PROMQACS to identify shortcomings in their project-related activities and therefore take the
appropriate action to improve their management practices in future projects. The benefits and limitations of PROMQACS are
identified.
# 2002 Published by Elsevier Science B.V.

Keywords: Quality costs; Rework; Project management; Information system; Prototype

Ilyas, Muhammad A. B. | Hassan, Mohamed Khalifa | Ilyas, Muhammad Umara

Methodology Specific Systems

Many organizations in the EMEA region are developing their methodologies based on PMI standards. In some sectors, PRINCE 2 is also popular particularly in parts of Europe. In a recent trend, an increasing number of organizations have also started experimenting with agile methodologies like Scrum, Lean, and Kanban. It has been observed that some software tools are not suitable for agile practices while others are not suitable for more extensive methodologies. Exhibit 2 enumerates the common tools used with popular methodologies

Apprehensions about Software Applications

Though there exists a consensus between project managers that an effective PMIS is crucial to meeting their project objectives, many apprehensions are raised about the efficacy of software applications being deployed to implement the PMIS. The following sections describe the manifestations of these apprehensions, which subsequently lead to dissatisfaction.

ROI Perceptions

Price tag and operational costs of maintaining specialized project management software are often quoted as a major concern by many project managers. The selection of a particular application is quite often dictated by the project owners while the bills are paid by the contractors. Project managers employed by the contractors frequently question the return on investment for deploying an expensive software application.

Management Overheads

The infrastructure and resources required to maintain software applications also cause apprehensions. Depending on the size and scope of the project, self-hosted applications require specialized facilities and enclosures that inflate the overheads in terms of finance, manpower, and effort.

Learning Curve

The time and effort needed to learn the intricacies of specialized software applications also factor among the concerns often raised by project managers. A PMIS that lays more emphasis on automation, using software, will in turn necessitate that all project management team members and many project team members are trained in the use of software.

Proposed Study

Objectives

This study was carried out to explore and report the perceptions of project managers in the EMEA region. This study aims at achieving the following objectives:

• Understand project managers’ satisfaction of current software systems.
• Understand the relative importance of common features and tools.
  • This will enable project owners to select suitable tools based on inputs from project managers.
  • This will also help software companies to plan product upgrades and add or remove features.
  • This will also help project managers in preparing effective training programs to minimize the learning curve.
• Understand the shortcomings of software applications.
  • This will help software companies to plan upgrades aimed at increasing customer satisfaction.
• Understand the wish list of project managers who hope to enhance the efficacy of their PMIS implementations.
  • This will help software companies to plan upgrades and add suitable features.
• Educate project managers on possibilities and limitations of software applications.
  • This will help project managers and PMOs in optimizing the level of automation.

Methodology

This study was carried out using a survey in which 100 respondents were selected from all over the EMEA region ensuring representation of all regions and industries. Respondents were given a list of common features and tools found in most project management software applications and they were asked to order the list based on relative importance of items. Each respondent was asked to select the features or tools used most often as well those used least often. Respondents were also asked to list the shortcomings in their own software applications as well as provide a wish list of features or tools that are likely to facilitate effective utilization of their PMIS. Respondents were also asked to indicate their level of satisfaction from the software application currently in their use.

The survey was carried out during the months of September and October of 2012. Findings were processed and compiled in November 2012. The demographics of respondents are given in Exhibit 3.

List of Features/Tools

The partial list of common features and tools that was rated by the respondents is given in Exhibit 4

Findings of the Study

The study yielded some interesting findings that are being summarized in the following sections.

Satisfaction Level

The satisfaction level of project managers is reported in Exhibit 5

Features/Tools Used Most Often

The top 10 features and tools used most often, based on the aggregate ratings from all geographies and industries, are given in Exhibit 6.

Features/Tools Used Least Often

The features and tools used least often based on the aggregate ratings from all geographies and industries are given in Exhibit 7

Top 10 Shortcomings

The top 10 shortcomings, based on the aggregate ratings from all geographies and industries, are given in Exhibit 8.

Wish List of Features

Very few features were identified by respondents as items on their wish list. Features requested are enumerated in Exhibit 9.

Recommendations

The findings of this study do provide some interesting insights regarding software applications used widely across the EMEA region. Based on the results shared in the preceding sections, it is recommended that:

• Software companies work closely with their customers to explore reasons for having low satisfaction scores.
• Software companies plan their upgrades by including features listed in Exhibit 6, if they are not already there. They should also try to overcome the shortcomings and include items on the wish list as early as possible.
• Project owners evaluate the software applications based on the features used most often and those used least often. They should not invest in an application that misses out on the features needed most by project managers. At the same time, they should not pay a higher price because a system includes features that are of least importance to project managers.
• Project managers prepare their training outlines based on items identified in Exhibit 6.

Conclusion

This paper reports the satisfaction of project managers with commonly deployed project management software applications. It provides insights on features used most often and least often. It also reports the top shortcomings as well as items on the wish list of project managers. This information can be used by project managers to effectively plan their PMIS implementations. The findings can also help software companies in improving their offerings and enhancing customer satisfaction.

©2013 Muhammad A. B. Ilyas, Mohamed Khalifa Hassan, Muhammad Umar Ilyas
Originally published as a part of 2013 PMI Global Congress Proceedings – Istanbul, Turkey

Page Address: https://www.pmi.org/learning/library/project-management-information-systems-overviews-5813