Unit-6 Project Management Information
System (PMIS)
1) Concept of PMIS:
A project management information system (PMIS) is the coherent organization of
the information required for an organization to execute projects successfully.
The Project Management
Information System (PMIS) refers to a system made up of technologies,
procedures and people to handle cost, schedule planning, reporting,
forecasting, and control of most aspects of the project. While the PMIS usually
consists primarily of software, it will often interface with manual systems.
Information is a
valuable resource for project managers and not having such information well
organized and available could lead to a failure on the project’s success.
Implementing a PMIS is one way to address critical project information needs.
A PMIS will contain the
configuration management system, which also contains the change control system.
Moises Ortiz is a
project manager with strong experience in the IT field. He’s been working for
many multinational corporations leading IT projects and helping them align
their IT strategy to the overall business goals.
Main
Applications of a Project Management Information System
(1)
Data base of risks: for
each risk, it contains estimates of probabilities, preventive /
corrective actions implemented, actual data of occurrence and effectiveness of
actions. Data about risks of different, already completed projects are
systematically collected and stored in a data base. New projects, in their
planning phase, can benefit from those data. This approach only works for
projects in which we find similar risks. Even then, it is essential to have a
high level of motivation and commitment of all project team members to
contribute to such an IT-supported system. Please, refer also to
sub-section Risk Analysis.
(2)
Data base of work packages: for each work package, it contains its description and
specification, the results of effort estimates, corresponding changes or claims, actual effort. Similar to the data
base of risks, we feed the data base of work packages with actual data of
already completed projects. Again, a high level of motivation, commitment, and
contribution of all project team members to such an IT-supported system are
essential.
(3)
Data base of changes and claims: as a third application, we propose a data base that
contains all major changes (change requests and change orders) and / or claims
that do not directly correspond to individual work packages, but are
significant for the project result. Relevant content for each change or claim
could be: underlying event, problem, or deviation; records; analysis results;
proposed solutions; actual solution; settlement (in case of a claim).
components of PMIs
1. Project Performance Indicator Tracking System
The project managers
are required to report to the World Bank the status of each Performance
Indicator from the project's Hierarchy of Objectives and management actions
taken towards their achievement. The report must be on a semi annual basis and
in an agreed format. For the past few years, this report was compiled using a
word processor. As the report has a column on comments by the project manager
on the status of each indicator, the project manager had to devote considerable
time in the production of this report.
2. Procurement Planning and Monitoring System (PPMS)
Procurement is a major
part of the project activities. The procurement activity involves a number of
discrete steps to be followed in sequence leading from development of
specifications through bidding to contract signing with the suppliers who win
the bid. The acquisition of goods and services essential to the implementation
of the project will be delayed if the timetable of events is not followed.
However, in many projects, procurement staffs simply follow the process in a
step-by-step manner, finishing one step before tackling the next, with neither
systematic planning nor tracking.
3. Disbursement Planning and Tracking System (DPTS)
With the recent
introduction of the Loan Administration Change Initiative (LACI), project
management units of World Bank supported projects have to furnish the Bank with
accounting reports in a specified format. The tables in these reports require
listing disbursements made in each quarter and the forecast of payments for the
following quarter. The DPTS is a system designed to enable the planning of the
payment schedule of each contract for works, goods and services and entering
the dates of actual payments against this schedule. The system automatically
analyzes the data and produces the reports in the required format. Together
with the Procurement Planning and Monitoring System (PPMS), all the required
LACI reports can be produced directly from the database.
4. Procurement Activity Tracking System (PATS)
Apart from the major
contracts for the building of new schools and the major consultancies, each
project management unit also undertakes a number of relatively small contracts
for furnishing the new schools and for purchasing school supplies. These
shopping activities include the following steps: Finalizing the initial
specifications; contacting suppliers for price quotations; negotiating
specification modifications, discounts and delivery dates; receiving shipments
or verifying deliveries in terms of quantities and quality; and authorizing
payments by the accountant.
5. Project Planning and
Scheduling System (PP&SS)
A complete critical path based
project plan and schedule was developed using MS project. A portion of this
plan is shown in . The first level of indenture is the
WBS of the project. The schedule for the items of procurement, transferred from
the PPMS, is presented on one line in the CPM chart using the rollup technique
in MS Project.
2) Choosing and implementing PMIS
A key element to a successful project controls strategy is
selecting the best method to manage the flow and storage of information. For
many large projects and organizations, the adoption of a Project Management
Information System (PMIS) is an efficient way to facilitate these needs. When deciding
upon the best system to use, begin by listing your needs and goals and using
them to determine the solution, not the other way around
1. For One Project or Many:Will this
be for one project or many over a period of time
2. Who Is Using It: Will it
just be used for the construction team, or will others in your organization
also access it? Will it interface with departments such as facilities,
accounting, and their existing systems?
3. Collaborative File Storage:Do you
just need a collaborative file storage option instead of a full PMIS? There are
enterprise solutions available from the large established companies like
Microsoft OneDrive, Box, Dropbox, and Google Drive.
4. Internal or Internal & External:Is the
system for internal staff use only, or will external team members such as the
architect and contractor also work in the system?
5. To Control Project Processes:Will you
use it to control project processes such as RFIs, submittals, change orders,
and payment applications?
6. Integration:Would you
like it to be able to integrate with outside software and apps?
7. Mobility:Is it
important that the system be mobile/ tablet-friendly?
8. What Level of Investment:What
level of investment are you prepared to make? Some organizations just need a
functional, low-cost method to manage workflows and store documents.
3) Benefit of PMIS.
1.
Work performance data
This
method is with regards to the observations and measurements made towards all
the work carried out by the project manager and his/her team.
The
work performance data includes information about the project activities like
defining the percentage of work completed physically, technical and quality
performance measurement of the project.
It
also includes the total number of change requests that have occurred during the
execution of the project, and the number of defects detected in the project.
The
work performance data also includes information about the actual cost of the
project.
2)
Work performance information
Project
Management plan should include a routine collection of work performance
information. The gathered information is essential and serves as a guidance
tool for conducting quality control measures and programs. Work performance
information helps in measuring the project deliverables status, ensuring that
the required corrective actions are carried out, and assists in creating
performance reports. Analyzing the work performance information is crucial for
the project management plan, and it should be considered as a priority at all
times. This method contributes to the efficient use of allocated resources, helps
in identifying potential risks, and acts as a useful project management tool.
2.
Work performance reports
Work
performance reports are the result of Monitor and Control project work process,
and acts as an input to various managing and controlling processes. As the name
itself suggests, performance reports include different information and data
about the project's parameters and updates on the progress of the project. The
work performance report organizes and summarizes the information gathered
through the work performance data and work performance information methods and
presents it to the project's stakeholders in a way that they can understand
the direction or progress of the project. These reports show the stakeholders
the current status of the project and its performance against the planned
baseline. In certain circumstances where the stakeholders notice that the
project is not progressing according to the plan, they will take corrective
measures to ensure that the project is completed within the prescribed budget
and time.
4) Common errors managing PMIS
1) Staffing Mistakes
No. 1: Projects lack the right resources with
the right skills.
No. 2: Projects lack experienced project
managers.
2) Process Mistakes
No.
3: IT doesn't follow a standard, repeatable project management process.
No. 4: IT gets hamstrung by too much process.
No. 5: They don't track changes to the scope of the project.
No. 6: They lack up-to-date data about the status of
projects.
No. 7: They ignore problems.
3) Planning Mistakes
No.
8: They don't take the time to define the scope of a project.
No. 9: They fail to see the dependencies between projects.
No. 10: They don't consider Murphy's Law.
No. 11: They give short shrift to change management.
No. 12: Project schedules are incomplete.
4) Communication Problems
No. 14: They don't communicate well with project sponsors and
stakeholders.
- Managing the PMIS
- Computer paralysis
- PMIS verification
- Information overload
- Project isolation
- Computer dependence