PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS

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CONTENTS • • • • • • • • • • • Introduction and scope Information needs for managing projects and IT Support Strategy for implementing PMIS Input Data Structuring and Codification Process Performance Data Reporting and Analysis Process Information Retrieval using Project Management Software Support Information Communication Process Project Documents Management Process Role of Project Management Office (PMO) in PMIS Benefits of Establishing PMIS

INTRODUCTION AND SCOPE
• The aim of project management is to achieve the project mission objectives within specified constraints.

• A project needs an effective control system to continuously monitor the deviations from the planned paths and to apply corrective measures.
• Relevant information is required in order to make timely decisions in modern multi-division, multi-location and multinational projects. • As modern projects increase in size and complexity and environment are more risk prone, the need to obtain and deliver information to concerned persons for making decisions related to marketing, design, estimating, procurement, organization, co-ordination and execution, is assuming importance. • Advances in information technology have revolutionized data processing, information retrieval, document storage and communication processes.

Performance Data Represents actual outcome of the planned activity on a given date.INTRODUCTION AND SCOPE Data Basic Data Initial activity database and Project baseline plans. Information management implies management of basic data. Information What the human mind has perceived to be of use for making decisions after studying/analysing the basic data. and communication of processed information to appropriate persons for making decisions. . performance data and documents. performance data and/or documented data. Performance data processed by project monitoring centre to analyze its variances from Basic Data and Documented Data to retrieve information required for decision making. Documented Data Standard data that are referred to for business transaction purposes.

to facilitate decision-making. • • . It covers a wide area. using Primavera Project Planner. This section is primarily limited to the project scope.INTRODUCTION AND SCOPE Remedial Actions Decisions Reports Data Input Data Processing Information Management Decisions Feedback Schematic Diagram of a Control Process • Project Management Information System (PMIS) attempts to economically collect the right data and documents in the correct form through appropriate means. time resources and cost management. It analyses the collected data and documents using tools and techniques to retrieve information and communicates this information to the right person at the required time. at the right time and place.

what-if analysis. baselines Performance data reporting process Data change reports Changes from baseline Updated data Information retrieval process Information communication process PM software support Monitored information.INTRODUCTION AND SCOPE • Management of PMIS involves following processes – Processes Database structure development process Tools and Techniques Data structuring and codification methodology Outcome Work package. remedial options PMIS reporting. storage & updating methodology Updating documents with changes from the planned path . feedback and Decisions to control changes/ Information Communication tools Information communication Document management process Document procurement. activity. resources & cost code dictionaries.

• The information should be a comprehensive one highlighting the critical factors. excess information costs money and causes overload.INFORMATION NEEDS FOR MANAGING AND IT SUPPORT INFORMATION CHARACTERISTICS – • • The information quality shows the degree of accuracy with which the reality is represented. The information furnished to a manager should be relevant to his area of responsibility and what he needs to know. consistent and understandable by those who need it. clear. error-free. • • • • The information. Incorrect information can mislead managers. while insufficient information can frustrate the decision makers efforts. when needed. is useful if it is available on time. The information should be adequate. . comprehensive. The information should be economical enough to support the situation that warrants a decision. precise. The information must be reliable.

. managing cash flow and maintaining real time virtual information flow. reducing overall project capital costs.INFORMATION NEEDS FOR MANAGING AND IT SUPPORT INFORMATION NEEDS Stakeholders information needs Functional managers and executives information needs Stakeholder Information Needs – •Includes clients. managing delivery period. • The client/facility owner is concerned about facility functional aspects scope changes. architects. accelerating delivery period. contractors and consultants need information to remain in business by marketing sufficient workload. quality assurance. corporate. • Corporate. suppliers and consultants. reducing overall project capital costs. competing with similar enterprises and providing resources and administrative backing to ensure efficient and profitable execution of work.

minimizing resources wastage. managing materials and testing labs. maintaining project cost and earned value status. monitoring cost variances. testing building materials for suitability. . managing risks. dealing with contract disputes and claims accounting. • Technical Manager – Design and drawing preparation. cost and earned value.INFORMATION NEEDS FOR MANAGING AND IT SUPPORT Functional Managers And Executives Information Needs • Planning/ Information Manager – Formulating planning systems. • Contract Manager – Estimating work quantities and materials. managing funds. • Cost and Finance Manager – Accounting direct costs. billing contract running payments. communicating performance. progressing designs and drawing approvals. writing method statements. compiling financial statements. administering contracts. controlling quality of work. establishing planning database. extra work/ change orders. making project plans. mobilizing and controlling resources. maintaining contract cost status. maintaining information centers. establishing std costs. monitoring scheduled progress.

controlling equipment costs. maintaining equipment. handling and transportation. welfare. inventory control. codification and standardization. safety and security. . maintaining harmonious industrial relations. • Plant and Equipment Manager – Identifying equipment requirements. • Personnel Manager – Exploring local manpower availability. storekeeping and warehousing. recruiting and inducting manpower. formulating pay scales and service conditions. procuring equipment. for the purpose of operational planning and controlling assigned objectives. morale and motivation. • Executives – The operating levels at the responsibility centre need information such as the activity progress status or its resources productivity pertaining to their performance. deploying equipment efficiently and effectively. health. training and development. disposal of surpluses. insuring and operator safety.INFORMATION NEEDS FOR MANAGING AND IT SUPPORT Functional Managers And Executives Information Needs - • Materials Manager – Planning and procuring materials.

academic journals Construction cost indices. contracting and construction related publications Architect and engineering associates. Govt and public sector agencies. industry magazines. commercial journals. Professional bodies Builders and consultant associations. consultants Project reports. websites Contractors. research publications. but are not limited to the following – Project Phases Some Sources of Information Marketing Estimating Contracting Design Functional managers and executives External environments Govt policy.INFORMATION NEEDS FOR MANAGING AND IT SUPPORT Sources of Information Internal sources (Formal and informal reports by project team and study of std documents) External sources (Diverse) Information sources include. Internal benchmarks. output performance. . web enabled electronic libraries. NBC and construction specifications.

project-specific systems. Main benefits of IT are speedy manipulation of data and real-time information distribution to distant geographical locations. communication and documentation management Expert systems. Robots . Finance. voice. Widely used for processing data electronically and communicating information in all forms including text data. Automated Information retrieval using project management software. Database Estimating. documentation storage and combination of these. Accounting. chat. Artificial intelligence. Removal of redundant information Typical Software Applications Word processing. Simple designs. Specifications. graphics. Decision support system.INFORMATION NEEDS FOR MANAGING AND IT SUPPORT IT Support in Project Management Information System– • • • IT applications started from 1970 with the basic entry-level office automation and presently go up to highly advanced. Spread sheets. Scheduling. 3D modelling computer-integrated building design. Quantity take-off • Technology Classification Low Medium High Advanced CADD.

It is necessary that the functional requirements of the computerized system be crystalline at the feasibility stage. The system must be tested thoroughly after installation by running it with known inputs and outputs. The last 10% of installation and commissioning is usually tricky and timeconsuming. If the system does not function properly in the beginning. Scrutinize the system carefully before purchasing. A detailed study of manuals may reveal extra facilities which the trainee may not have though of earlier. Job training on the installed system will instill confidence.INFORMATION NEEDS FOR MANAGING AND IT SUPPORT System Computerisation Problems – The procurement and installation problems can be minimized by following guidelines - • • • • • • • Acquiring a computerized system is a time-consuming process. The supplier should be chosen after a thorough scrutiny. . it does not account for failure.

INFORMATION NEEDS FOR MANAGING AND IT SUPPORT Criteria For Selection Of Software– The following criteria must be considered before selecting the PMIS software • • • • • • Define the required systems specifications Identify the available software that meets the specifications Evaluate the available software Match the hardware with software Analyse training and service needs Evaluate the system costs along with the supplier support .

PMIS components. The information management plan generally includes PMIS function. PMIS structure and the responsibility of the project team and information manager in implementing PMIS. capturing. • • . manipulating. exchanging and storing data and documents to derive information and distribute it to the concerned persons according to the communication plan. • The focus of strategy is to develop a plan to manage PMIS by creating. A suitably designed and effectively implemented PMIS strategy is essential for improving managerial efficiency and effectiveness in projects.STRATEGY FOR IMPLEMENTING PMIS Information Management Strategy– •      Computer aided PMIS strategy development follows certain sequential processes Crystallising the scope of work Defining activities Planning resources Budgeting costs and earned value Creating baseline for measuring progress      Reporting and recording progress Analyzing performance Managing change Allocating responsibilities and. Safeguarding access to information.

verifying and qualifying the data that reflects the performance with respect to time. cost. collecting. quality assurance and control methodology. resources and quality. labour schedules. material schedules. To set standards against which the progress and costs can be measured and compared. To manage the means of converting the data from operations into information. the project control budgets. To establish an initial database with data structure codes and baselines. These standards include the project time schedules.STRATEGY FOR IMPLEMENTING PMIS PMIS Functions– • • • To develop PMIS strategy in consultation with the project team and stakeholders and communicate this to all concerned. • • . after approval by the project manager. To organise efficient means of measuring. productivity standards.

) To create and image documents. client. consultants. To provide management ‘exception reports’ to highlight the critical factors. Suppliers. drawings. and for remedial corrective action to the concerned authorities and to protect it from unauthorised access. To communicate the information in time for consideration and decision-making. project team members. • • • • . baselines and database. etc. To identify and acquire data from both internal and external services (ie.STRATEGY FOR IMPLEMENTING PMIS PMIS Functions– • To report the correct and necessary information in a form which can be best interpreted by management and at a level of detail that is most appropriate for the individual managers or supervisors who will eventually use it.

.STRATEGY FOR IMPLEMENTING PMIS COMPONENTS OF PMIS Hardware Electronics and electromechanical equipment used in computerised data processing system. programmers. personnel. data administrators. Operators Computer operators. Procedures Exist in physical form – manual or instruction booklet and construction method statement. data preparation. Software Operating procedures and instructions in a computerised system. system analysts. etc. information system management.

• Software dictates the type of hardware required. Project Team Function Planning/ Information Manager Technical Manager Cost and Finance manager Contract Manager Some examples of Software Needs Project management software CADD software Cost and finance management software Special purpose quantity surveying and contract management software Materials Manager Plant and Equipment Manager Personnel Manager Executives Inventory management and scores accounting packages Equipment management software Personnel management software Time keeping and productivity analysis software .STRATEGY FOR IMPLEMENTING PMIS Components Of PMIS SOFTWARE – • Undergoes constant improvements at a fast pace.

• Mobilising. • Establishing planning and performance measurements standards. . can be assigned the following functions – • Formulating policies and procedures for data-processing system.Components Of PMIS OPERATORS – STRATEGY FOR IMPLEMENTING PMIS In-house monitor who heads the PMIS. • Standardising formats for management control reports. focusing attention on deviations for effective management decisions and actions and re-planning when necessary in order to achieve specified performance objectives. as required. • Collecting and collating reported data including activities in progress. employment of manpower. equipment and materials and evaluating resources productivity. • Creating baseline plans and databases. • Monitoring actual achievements against planned targets. allocating and monitoring resources for various tasks.

data bank.Components Of PMIS OPERATORS – STRATEGY FOR IMPLEMENTING PMIS • Tracking variances from productivity standards and feedback of the monitored productivity information to site executives. • Maintaining technical records. clients. • Updating resource productivity norms. and consultants) • Protecting information from unauthorised access and change. • Setting up a project control room displaying vital. up-to-date information. . This is usually done on a monthly basis. planning data and unit rates of work and rendering assistance to site executives on construction planning and formulating. • Receiving and acquiring information from possible sources (ex. project history. Suppliers. publications and project library.

. storage and handling of materials.Components Of PMIS PROCEDURE – STRATEGY FOR IMPLEMENTING PMIS Standing operating procedures in a project manual may include the following – • Project organisation and management responsibility • Execution of projects • Project quality management system • Checking of tender and contract documents • Administration of contracts • Design and project development • Document control • Purchasing storage and retracing losses of supplies and services • Packing. • Works performed and services provided by a supplier/ vendor to client. dispatching.

. inspection and test equipment calibration • Non.STRATEGY FOR IMPLEMENTING PMIS Components Of PMIS PROCEDURE – • Testing.conformity to quality system • Corrective actions and preventive measures • Quality records • Internal quality audits • Personnel training • Servicing/ warranty • Statistical data records • Safety and health • Environment protection • Statutory requirements and compliance responsibility.

Precast Conc. • Each organization unit referred to as responsibility centre – subsystem. Project Ready mix Conc. Production Centre Monitor Comp Management Centre Building Finishes Construction Centre Building Foundation Construction Centre Finance Management Centre Plant & Equipment Management Centre Personnel Management Centre . Production Centre External Services Centre External Material Management Centre Contract Management Centre Design & Qty Management Centre Environment • These sub-systems are usually highly interdependent and interactive.STRATEGY FOR IMPLEMENTING PMIS PMIS Structure – • PMIS can be viewed as a group of information subsystems.

• Access earned value against the plan. • Finalize the project plan and communicate to the persons. • Review performance and provide feedback to the project team. • Keep the PMIS informed about progress. • Involve stakeholders in preparation of project plan. •Identify. analyse and compile historical records and lessons learned as and when they occur. • Issue PMIS reports • Conduct status review meetings • Setup change control system for project. • Complete the work assigned. • Assist PMIS in preparation of the plan and its base document.STRATEGY FOR IMPLEMENTING PMIS PMIS Responsibilities – Processes/ Position Integrated Project Plan Development Project team Member Responsibilities • Study design and drawings and reconcile discrepancies. • Prepare work-related method statements. Identify required changes in scope and analyses them for technical approval. • Provide authorisation to team members to access information. Integrated Project Plan Execution Integrated Change Control . • Provide appropriate area specific inputs. PMIS Responsibilities • Identify constraints and assumptions affecting the project. • Attend and participate status review meeting. • Evaluate implication of changes to project & incorporate approved changes into revised baseline. • Communicate with stakeholders. • Issue revised project plans resulting from approved changes. • Assess performance of work packages against the plan.

Input data structuring and codification process
• • • • • • • • The need to structure and codify data Project data structure and code Project/ sub project code Work breakdown structure code Activity identification code Activity data codes dictionary Resource code dictionary Cost accounting codes

INPUT DATA STRUCTURING AND CODIFICATION PROCESS

The need to structure and codify data –
• Data in a major project is generated and processed by many agencies/ organisations. - client, architects, designers, estimators, PMO, contratcors, vendors, bankers, functional managers, executives, etc. Data structure and codes to identify, sort and process data must be uniform, to avoid confusion and duplication of efforts. Codes transform the data into some set of predetermined string of characters by using alphabets, numeral, symbols or a combination of these. Data codes are developed primarily to serve a four-fold purpose –
    To identify each age/ activity with its database To aid in the organisation of data in levels from the very detailed to the broadest level. To enable the processing, sorting, extraction and organisation of information required at various levels of management and functional units. To computerise the data processing system.

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INPUT DATA STRUCTURING AND CODIFICATION PROCESS

Requirements for a codification system to be effective –
• • • • • • • • • Comprehensive enough to interface the varying needs of all concerned. Concise enough not to get lost in voluminous elaborations. Flexible enough to accommodate new items. Significant enough to be easily recognized, eg. Abbreviations of the letters to be codified. Logical enough so that its composition follows a systematic building up approach. Simple enough to be understood by a non-technical person. Compatible enough to be programmed for computer application. Short enough to fit into the character space earmarked in the software. Publicised enough so as not to become a mere paper exercise.

The list of codes used for a specified purpose is referred to as ‘codes dictionary’.INPUT DATA STRUCTURING AND CODIFICATION PROCESS Project Data Structure and Codes – • Data in a project is structured into WBS levels right down to the various activities. data organisation as required ad summarisation of data in the various levels of WBS. Project data can be broadly structured and codified into the following categories –  Project/ sub-project codes  Work package codes  Activity identification codes  Activity codes dictionary  Resources codes dictionary  Cost accounting codes dictionary . • • • • A well-defined. Generally WBS is used as a base for developing the project codification structure. structured data enables systematic and speedy data entry.

Project and sub project code : In a corporate . each project can be divided into sub projects. nature of work or a combination of these. country regions. Sub project two character code : Sub project Robotics automated production system New conveyor system Office building addition Code AS CS BA . Each sub project can be managed or controlled independently but the changes in a sub project are reflected in its parent project group. industry. the projects can be coded by numbers . Generally a one or two character significant code of a project / sub project is prefixed in the activity identification code. but in case of large sized project or project group .

estimating cost. Apex Project – Work breakdown Structure 1.6 interior electrical works works finishes .4 Mech/ 3. structuring the organization.3 software engineering 1.4 Training Office Building conveyor system 2.5 external 3.2 foundation 3.Work breakdown structure (WBS) codes The WBS of a project is a most valuable tool as it enables the project manager to manage the project successfully.2 system engineering 1.3 structure 3. assigning responsibilities .1Design & engineering 3. identifying activities.2 field operation 2.1 design engineering 1. codifying systems.1 system design and engineering 2. organizing data and analyzing the sources of risks.3 training 3. It forms the basis for defining the scope of work.

unique activity identification code can assist project management to identify each work package / activity . to organize data in levels from the very detailed to broad level. Typically an activity identification code comprised of components suitably arranged such as : Residential Building foundation base preparation work package code : RBFD013B10 .Activity identification code : Activity identification code (ID) of an activity is a unique code that identifies the activity. and to computerize the data processing system. A suitably designed . responsibility centres. to sort the information required at various levels of management by resources. . location and functional units .

RBFD represents the Residential Building Foundation 013 is the Building module location number B represents the Base preparation work package 11 to 17 are the serial number of activities .Base preparation work package : ID RBFD013B11 Activities Layout for excavation RBFD013B12 RBFD013B13 RBFD013B14 RBFD013B15 RBFD013B16 RBFD013B17 Excavation with machine Base preparation Anti termite at base Polythene sheeting Shuttering for blinding Placing concrete Where .

Each code title can be further divided into an unlimited number of values . Example : extract from Activity data code Dictionary of Housing project .Activity data code dictionary Each activity in a project has certain characteristics/ attributes associated with it. phases of development. summarizing activities. Building the activity codes dictionary may require entering as much as a four character code title for each characteristics/ attributes associated with the activity. . grouping activities under specific categories. and pattern and creating reports and graphics. customizing bar colour. Activity codes are used to organize data in the required manner for example . location of activity and so on. These include the persons responsible. the department concerned.

Base preparation work package of foundation work in building no. 13: ID RBFD013B11 RBFD013B12 RBFD013B13 ACTIVITY DESCRIPTION Layout for excavation Excavation with machine Base preparation BOQ A1 A2 A3 CNST AE AE AE RC FDC FDC FDC RBFD013B14 RBFD013B15 RBFD013B16 RBFD013B17 Anti termite at base Polythene sheeting Shuttering for blinding Placing concrete A4 A5 A6 A7 AE AE AE AE FDC FDC FDC FDC .

Description of building number (013) Item of BOQ ( A1 to A7) consultant or consulting organizations ( AE) Responsibility centre ( foundation responsibility centre – FDC) . in the foundation task of residential building. base preparation (B) .The activity data code can enable organizing the data by : type of building(RB) in a project Type of tasks (FD) in the residential building ( RB) sub project description of work packages .

and drivers. technical staff. The number of material required may run into hundreds. . material and machinery. account for and monitor each item of the resource from the moment it is indented to the time that is finally disposed off.Resource code dictionary : The physical resources needed for the work to be performed in a project include manpower. site supervisors. The equipment needed may be of various types and sizes. administrative staff. skilled and unskilled labourer. All these have to be categorized into manageable groups in order to identify . Manpower can be split into various categories such as management. equipment operators.

50 25.00 24.Resource codification example: Resources ID 8 character max ACCTS DESCRIPTION Account manager Units Hr Rate / unit 16.00 DESENG ELEV Design Engineer Elevator installer Hr Hr 30.00 .00 EXCAVTR FLDENG FNISHR LABOUR Excavator Field Engineer Finisher Labourer Hr Hr Hr Hr 21.00 40.00 20.

actual cost. These costs include the standard or budgeted cost. He develops cost for each work package. Cost account codes are developed by interlinking work packages with responsibilities.COST ACCOUNTING CODE : A cost accountant is responsible for the cost management information system of the project and the accounts for all the costs. COST ACCOUNT HEADS OF ACCOUNTS : COST ACCOUNT ACCOUNT TITLE 11101 11211 11213 11221 Automatic system design n Temperature control equipment .design Temperature control equipment – install Robot control – Design 11223 11231 11233 Robot control – install System controller – Design System controller – install . Normally his database is the work package . and future cost.

COST ACCOUNT HEADS OF ACCOUNTS : COST ACCOUNT 11314 Software processor ACCOUNT TITLE 11415 12101 12213 12223 Automation system training and manual Conveyor system design Conveyor system installation Conveyor system testing 12311 12312 Conveyors design Conveyors For example in cost account 11233 Robot control installation : First character 1 indicates the project name Second character 1 indicates for Robotics automatic system Third character 2 represents the hardware package Fourth character 3 represent system controller Fifth character 3 represents director of hardware engineering .

Budgeted value The cost accountant compares the work package actual costs incurred with the standard or budgeted costs.The cost accountant can split each work package production cost into the following elemental cost 1. so as to build up its composite structure . Direct labour cost 2. In order to identify . Sub contract cost 6. account and control different types of costs it is necessary to level the essential characteristics of each cost . Indirect cost 5. Direct equipment cost 4. Direct material cost 3. . Ths can be done by suitably post fixing the cost category code with the cost accounts heads.

Performance data reporting and analysis process • Control objectives • Nature of performance data report • Guidelines for designing performance data reporting • Performance variance analysis • Trends forecasting .

each control responsibility centre. .Control objectives : The project integrated plan indicates the path to be followed in order to achieve the project objectives. generally transmit data verbally . Nature of performance data report : In a project . online or in writing to PMIS while accounting performance. Project control during the implementation phase implies reporting performance by the responsibility centres . It defines the parameters to be controlled and establishes the baseline for measuring performance during execution. monitoring performance changes from the planned path of all the objectives related processes and making decisions to correct deviations.

2. 5. 3. in a verbal. 4.Guidelines for designing performance data reporting: The frequency of reporting varies with the nature of the task being handled by the performance centre and the efforts required for compiling it. if so who should be asked to initiate the report? . What are the short term goals and long term objectives assigned to the responsibility centre. format and frequency of report to be submitted by each control responsibility centre to the monitor? Is the data reported required for controlling the performance of other control centre. What is the data needed to monitor the performance of these goals and objectives How should these data be obtained from the initiator . The following guidelines for the designing performance data reporting can be considered: 1. written or online form? What should be the nature .

Guidelines for designing performance data reporting:
6. How accurate should each report be? The degree of accuracy will depend upon the purpose of the report

7. Will the report initiator need additional assistance to submit the report? if so , what and how much?
8. Can the report under consideration be eliminated, substituted , combined, rearranged or simplified? This should be re arranged before finalization .

unfavourable ( U) . The performance variance from the baseline generates information which helps to analyze the causes of deviations from the planned or budgeted approach. For example • work quantity variance = planned work quantity – actual work quantity •Activity duration variance = planned activity duration – actual activity duration Variance when evaluated . personal visits and discussions. positive or negetive: •Variance ≥ 0 . favourable ( F) •Variance < 0 . can either be zero. The primary purpose of the performance report is to highlight the changes from the baseline.Performance variance analysis: The performance analysis process commences after the monitor receives the appropriate performance data through progress reports.

. past experience and the achievable skill level. Therefore a forecast for a given work can be made after taking into consideration the observed efficiency. performance less than planned Performance efficiency is a trend indicator.Trend forecasting : performance variance analysis reveals the extent and causes of variances. Performance efficiency = planned or budgeted cost of the work performed / actual cost of the work performed Performance efficiency > 1. performance better than planned = 1. performance equal to planned < 1. On the other hand performance efficiency ( or Index) determines how efficiently the task was done.

statistical control charts ( similar to the statistical quality control ) and analytical decision making techniques (c) Management accounting technique – cost accounting. regression analysis.Understanding of some of the techniques and concepts : (a) Time forecasting technique – network analysis. and line of balance technique (b) Statistical analysis and operations research methods – data analysis. cost benefit analysis. working capital management . cost control. forecasting . break even analysis and performance audit .

Information retrieval using project management software support • PM software • Salient operating facilities of PM software • Initial Project model and schedule development facilities • Resources and cost management facilities • Monitoring facilities • Organization and filtering • Reports and graphics facilities • Web-enabled applications • Additional operating facilities supported by sophisticated software like P3ec .

PM Software • Is the core of PMIS • Retrieve info by establishing – – – – Data baseline Tracking actual performance Organising output data Forecasting future trends • Eliminates sudden shocks • Protects forcasted benefits • Info as documented record .

Artemis prestige. Expedition. SureTrak. . Power project. • Others such as Project scheduler. Primavision and Primecontract. • P3ec is for multiproject. EC (Engineers and Construction Enterprises). multi user environments of an enterprise_ a far more sophisticated software with more data structures for PM functions. & Microsoft Project.Salient operating facilities of PM software • Examples_ Primevera products such as project Planner.

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• Features of these software packages – – – – – – – Activity database development and editing facilities Plan creating facilities Project resources and cost management facilities Project monitoring facilities Project data organising and filtering (sorting) facilities Reporting and graphics facilities Additional sophisticated operating facilities (as in P3ec) – Data and documents management facilities .

Snapshot of P3 activity data table .

activity ID.Initial Project model and schedule development facilities • Basic data inputs – Activities defined through database with parameters related to accomplishment of an activity in time – Data includes • • • • Activity ID code Activity description Activity estimated duration in unit of hours or days or weeks The quantities of physical resources needed including direct labour. direct material. and cost accounts and user defined calendars to cater for various agencies executing the project . and direct equipment • The estimated production and subcontractor costs • The budgeted cost or earned (contact) • Project data structure and codes dictionaries including work package. resources.

scheduling and resource leveling-manually or automatically.• Plan model and schedule development facilities – Preparation of networks – Activity schedule matrix. lead and lag. – Time-scheduled network. and customised node templates – PDM sub-network charts with trace logic of selected package and network and cosmic views – Activities data table – Classic bar chart with and without logical links and floats – Time scale with calendar months. project bar chart schedule. at the project group and/or project level • Developed plan model and schedule – Precedence diagramming method _with defiend logic. dates or simply serially numbers weeks • P3 can handle unlimited activities with activity associated characteristics . weeks.

Classic schedule layout .

Schedule in Calendar weeks .

PERT view organised by Phases .

WBS _ activity details with subnetwork .

Activities with bar chart .

restore. coluors. import and export. size. start and end points. necking and user definable bars. and positions – Multilevel project security by user names and passowrds . fonts. paste. summarise.• Editing facilities and utilities (like in P3) – Copy. back-up. merge multi projects – Global change feature for mass project changes – Print-to-fit a specific number of pages – Read/write MPX files – Customize bar chart displays and network layout including adding.

percent complete. actual costto-date. cost at completions . cost to complete. stretching and crunching during leveling and smoothing • Non-linear resource usage profiles • Prioritisable forward and backward levelling and smoothing • Resources pricing and availability • Resource-driven activity durations • Earned value histograms. earned value. forecasting of period. tables and curves • Unlimited cost accounts per project with intelligent codes • Track and budget trend.Resources and cost management facilities • Unlimited resources per project with activity splitting.

Resource profile with curves .

Resource table .

Monitoring facilities • • • • Changes in baseline Activities scheduled in the near future Revised updated schedule and network What-if analysis to determine the changes needed to time compress and/or crash activities in order to complete the project within a specified time • Multi-project resource and task relationship • Implications of emerging constraints / bottleneck .

Update schedule layout .

P3 APEX project .

costs or earned value • Filter – To sort projects by sub-projects and schedule progress activities – Sort activities with constraints. ’near critical activities’. . activities by trade. completed.Organization and filtering • Organisational features – Enable arrangement of activities into groups with common attributes such activity code – Organise with user defined database according to activities. resources.

Two month look ahead with bar patterns .

Filtered near-critical activities layout .

cost and resources control • Summarise group activities and compare targets • Pre-define tabular and matrix reports and graphics • Prepare unlimited presentation layouts • Organise hierarchical project outlining by any combination of activity codes and resources • Provide resource/ cost histograms. tables and curves • Produce of reports and graphics in groups or one at a time • Perform multiple levels of sorting and selection (filter) .Reports and graphics facilities • Performance reports on time.

• Import or export data with other software – Webster for Primavera can provide access to project info for the entire team – Webwizard can be used for inter/intranet publishing of reports and graphics.Web-enabled applications • Communicate through internet . .

automated review and approval.Additional operating facilities supported by sophisticated software • Multi-user /multiple project access • Web based project management additional features_easy updates. common data platform. portfolio comparisons and what-if analysis • Document control_version roll back. • Application security _selective viewing and editing access to respective team members • Additional reporting facilities_customise a multitude of graphic layouts. edit history • Risk Management .

Information communication Process • • • • Communication Process Feedback communication to project team PMIS report Communication tools .

Communication Process • Skills used to communicate determine effectiveness • Types of communications – Transmitting PMIS reports to the top management and other concerned – Communicating performance feedback to the project teams .

Feedback communication to project team • What was achieved. targeted for accomplishment. avoid lengthy memoranda. and notes • Importance of feedback in time • Issue of contractors _ not to disclose data due to security info of bidding. extent of deviations in the performance. causes of deviations. in writing in presentations or by reports. and remedial courses • Communicate orally. estimates and other data – May do codification of data such as providing only percentages or ratios for identifying performance problems – Site executives process work plan and correct deviations from planned path .

charts and other details . graphs. Concluding remarks • Concise. with more statistics. • Outlines present performance. future trends and targets_for effective control of projects • Contents of monthly PMIS report – – – – – – Project particulars Projective objective status Project parameters’ performance Project resources mobilisation forecasts Gist of importance site meetings. meaning ful essential (critical areas) . the management team and executives • On the progress. cash flow and capital investment needed for achieving the objectives.PMIS report • Provide info to parent corporates. stakeholders. profitability.

.Communication tools • Virtual reality tools for information interchange • Computer-aided design and drawings • Bar code for inventory management • Tele and video conferencing • Data exchange tools_ internet. File transfer protocol. telnet. intranets. internet supported communication tools. electronic mail. world wide web(www).

Project Documents Management Process • Nature of project documents • Recording performance • Documents tracking .

contract cost status and S curve forecasts – Updated unit rates and resource cost planning data . conferences. including the productivity standards. mobilisation status of resources. networks and planning assumptions.Nature of project documents • Documentation _ an essential element in the production process • The bank includes – Contract documents – Project models. and connected charts. – Statistics of various reports and returns handled in the project and pictorial displays – Records of muntes of all meetings. photos – Project plans. layouts. and important correspondence – Control charts showing the progress of work.

Recording performance • Documenting performance recording involves facts about actual progress of the goals / targets / activities/ resource utilisation • Softwares used to store and update period performance records on progress. resources and accounting transactions_generate reports • Benefits of document managament are time savings for info suppliers. updated info for managers. improvement of company and project processes. & support for strategic evaluation of a company .

Used tools are _ – Imaging to digital format using scanners – Multimedia for managing audio and graphic information – CAD for creating and editing documents . storage and retrieval throughout and beyond the project lifecycle.Documents tracking • To keep the document updated • To provide the entire project team access to all pertinent project documentation • Electronic Document Management System(EDMS) provide a combined set of tools for their creation. revision. distribution.

• Issues in implementing PMO_ different PMO structures. support of top management. . dangers and pitfalls. implications of outsourcing. • Outsource information database in a project by using external sPMO is still a debatable issue.Role of PMO in PMIS • PMO is an organisation entity at the project site that acts as an interface between the project managers and the organisation • Many responsibilities of PMO based on its function at project site.

stakeholders responsibilities and interests Typical functions of a PMO . HRD and team building. No Project Management function Formulation Defining Objectives Developing baseline / charter Monitoring variances Remedial Options Coaching Individuals 1 2 3 4 5 Scope Integration Time schedule Resource 6 7 8 9 10 11 Cost Quality Environment Risk Reporting System Advising PM on Contracts and procurement management.Sl.

generating of reports quickly. documents and stores info for current and future use • Improves overall performance and management control by improving efficiency. facilitates faster communication. shares. reducing paper by work. avoids duplication of effort and omproves overall co-ordination • Generates time. costs.Benefits of Establishing PMIS • Prevents sudden shocks as concerned authorities are kept informed of any deviations from the planned process/ baselines • Provides remedial options and enables transparency in the decision-making process • Makes use of emerging IT to generate info and present solutions • Integrates. standardising processes. quality and risk planning data for use in future projects and increases comeptitiveness • Improves service to the stakeholders . resources.

• Major information related problems in most organisations. info is – – – – – – not easily accessible Is misinterpreted Overload is common Concealed by some people Delayed & resistance to change • Establish PMIS for proper and timely information to avoid failure .

Enterprise Resource Planning for construction industry .

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ERP Modules .

Engineering Construction Operation Solution Mapping .

EPR Solution Mapping .

General Concepts .

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