PMIS

PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS) 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. and communication of processed information to appropriate persons for making decisions. Information What the human mind has perceived to be of use for making decisions after studying/analysing the basic 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. performance data and documents.INTRODUCTION AND SCOPE Data Basic Data Initial activity database and Project baseline plans. Information management implies management of basic data. . Performance Data Represents actual outcome of the planned activity on a given date. performance data and/or documented data. at the right time and place.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. This section is primarily limited to the project scope. It covers a wide area. using Primavera Project Planner. to facilitate decision-making. 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. • • . time resources and cost management. resources & cost code dictionaries. baselines Performance data reporting process Data change reports Changes from baseline Updated data Information retrieval process Information communication process PM software support Monitored information. remedial options PMIS reporting. what-if analysis.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. storage & updating methodology Updating documents with changes from the planned path . activity. feedback and Decisions to control changes/ Information Communication tools Information communication Document management process Document procurement. precise. . clear. The information should be adequate. The information furnished to a manager should be relevant to his area of responsibility and what he needs to know. • • • • The information. excess information costs money and causes overload. Incorrect information can mislead managers. is useful if it is available on time. comprehensive. while insufficient information can frustrate the decision makers efforts. • The information should be a comprehensive one highlighting the critical factors. consistent and understandable by those who need it. error-free. when needed. The information should be economical enough to support the situation that warrants a decision. The information must be reliable.INFORMATION NEEDS FOR MANAGING AND IT SUPPORT INFORMATION CHARACTERISTICS – • • The information quality shows the degree of accuracy with which the reality is represented. managing cash flow and maintaining real time virtual information flow. architects. managing delivery period. . suppliers and consultants. corporate. reducing overall project capital costs. accelerating delivery period.INFORMATION NEEDS FOR MANAGING AND IT SUPPORT INFORMATION NEEDS Stakeholders information needs Functional managers and executives information needs Stakeholder Information Needs – •Includes clients. competing with similar enterprises and providing resources and administrative backing to ensure efficient and profitable execution of work. • Corporate. • The client/facility owner is concerned about facility functional aspects scope changes. quality assurance. contractors and consultants need information to remain in business by marketing sufficient workload. reducing overall project capital costs. INFORMATION NEEDS FOR MANAGING AND IT SUPPORT Functional Managers And Executives Information Needs • Planning/ Information Manager – Formulating planning systems. cost and earned value. extra work/ change orders. administering contracts. dealing with contract disputes and claims accounting. controlling quality of work. . progressing designs and drawing approvals. compiling financial statements. maintaining project cost and earned value status. managing materials and testing labs. minimizing resources wastage. establishing planning database. managing risks. • Technical Manager – Design and drawing preparation. • Cost and Finance Manager – Accounting direct costs. establishing std costs. monitoring scheduled progress. writing method statements. managing funds. monitoring cost variances. maintaining contract cost status. • Contract Manager – Estimating work quantities and materials. making project plans. communicating performance. mobilizing and controlling resources. maintaining information centers. billing contract running payments. testing building materials for suitability. . inventory control. deploying equipment efficiently and effectively. maintaining harmonious industrial relations. • Personnel Manager – Exploring local manpower availability. insuring and operator safety. controlling equipment costs. welfare. maintaining equipment. safety and security. recruiting and inducting manpower. formulating pay scales and service conditions. codification and standardization. training and development. for the purpose of operational planning and controlling assigned objectives. • Executives – The operating levels at the responsibility centre need information such as the activity progress status or its resources productivity pertaining to their performance. disposal of surpluses. morale and motivation. handling and transportation.INFORMATION NEEDS FOR MANAGING AND IT SUPPORT Functional Managers And Executives Information Needs - • Materials Manager – Planning and procuring materials. storekeeping and warehousing. • Plant and Equipment Manager – Identifying equipment requirements. health. procuring equipment. websites Contractors. contracting and construction related publications Architect and engineering associates. academic journals Construction cost indices. NBC and construction specifications.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. Govt and public sector agencies. web enabled electronic libraries. industry magazines. consultants Project reports. . research publications. Professional bodies Builders and consultant associations. Internal benchmarks. output performance. commercial journals. 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. Automated Information retrieval using project management software. Quantity take-off • Technology Classification Low Medium High Advanced CADD. project-specific systems. Main benefits of IT are speedy manipulation of data and real-time information distribution to distant geographical locations. documentation storage and combination of these. voice. Removal of redundant information Typical Software Applications Word processing. Database Estimating. chat. Accounting. Scheduling. Artificial intelligence.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. 3D modelling computer-integrated building design. Widely used for processing data electronically and communicating information in all forms including text data. Robots . graphics. Simple designs. Decision support system. communication and documentation management Expert systems. Spread sheets. Finance. Specifications. Scrutinize the system carefully before purchasing. The system must be tested thoroughly after installation by running it with known inputs and outputs. A detailed study of manuals may reveal extra facilities which the trainee may not have though of earlier. . If the system does not function properly in the beginning. The last 10% of installation and commissioning is usually tricky and timeconsuming. it does not account for failure. 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. It is necessary that the functional requirements of the computerized system be crystalline at the feasibility stage. The supplier should be chosen after a thorough scrutiny. 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 . Safeguarding access to information. PMIS structure and the responsibility of the project team and information manager in implementing PMIS.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. A suitably designed and effectively implemented PMIS strategy is essential for improving managerial efficiency and effectiveness in projects. manipulating. The information management plan generally includes PMIS function. • • . • The focus of strategy is to develop a plan to manage PMIS by creating. capturing. PMIS components. exchanging and storing data and documents to derive information and distribute it to the concerned persons according to the communication plan. To establish an initial database with data structure codes and baselines. To organise efficient means of measuring.STRATEGY FOR IMPLEMENTING PMIS PMIS Functions– • • • To develop PMIS strategy in consultation with the project team and stakeholders and communicate this to all concerned. To set standards against which the progress and costs can be measured and compared. the project control budgets. labour schedules. material schedules. verifying and qualifying the data that reflects the performance with respect to time. cost. To manage the means of converting the data from operations into information. These standards include the project time schedules. after approval by the project manager. collecting. productivity standards. quality assurance and control methodology. resources and quality. • • . Suppliers.) To create and image documents. project team members.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. drawings. • • • • . and for remedial corrective action to the concerned authorities and to protect it from unauthorised access. baselines and database. etc. client. To provide management ‘exception reports’ to highlight the critical factors. To communicate the information in time for consideration and decision-making. consultants. To identify and acquire data from both internal and external services (ie. etc. data administrators. system analysts. Procedures Exist in physical form – manual or instruction booklet and construction method statement. Software Operating procedures and instructions in a computerised system. data preparation. programmers. personnel. Operators Computer operators. .STRATEGY FOR IMPLEMENTING PMIS COMPONENTS OF PMIS Hardware Electronics and electromechanical equipment used in computerised data processing system. information system management. 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. • Software dictates the type of hardware required. • Collecting and collating reported data including activities in progress. . allocating and monitoring resources for various tasks. • 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.Components Of PMIS OPERATORS – STRATEGY FOR IMPLEMENTING PMIS In-house monitor who heads the PMIS. • Creating baseline plans and databases. • Monitoring actual achievements against planned targets. • Establishing planning and performance measurements standards. • Mobilising. can be assigned the following functions – • Formulating policies and procedures for data-processing system. employment of manpower. equipment and materials and evaluating resources productivity. as required. 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. project history. 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. • Updating resource productivity norms. and consultants) • Protecting information from unauthorised access and change. clients. data bank. • Receiving and acquiring information from possible sources (ex. publications and project library. • Setting up a project control room displaying vital. up-to-date information. . Suppliers. .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. storage and handling of materials. dispatching. 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.STRATEGY FOR IMPLEMENTING PMIS Components Of PMIS PROCEDURE – • Testing. inspection and test equipment calibration • Non. . • Each organization unit referred to as responsibility centre – subsystem. Project Ready mix Conc. 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. Production Centre Monitor Comp Management Centre Building Finishes Construction Centre Building Foundation Construction Centre Finance Management Centre Plant & Equipment Management Centre Personnel Management Centre . Precast Conc.STRATEGY FOR IMPLEMENTING PMIS PMIS Structure – • PMIS can be viewed as a group of information subsystems. • Provide authorisation to team members to access information. • Access earned value against the plan. • Complete the work assigned. • Finalize the project plan and communicate to the persons. • Keep the PMIS informed about progress. analyse and compile historical records and lessons learned as and when they occur.STRATEGY FOR IMPLEMENTING PMIS PMIS Responsibilities – Processes/ Position Integrated Project Plan Development Project team Member Responsibilities • Study design and drawings and reconcile discrepancies. • Evaluate implication of changes to project & incorporate approved changes into revised baseline. PMIS Responsibilities • Identify constraints and assumptions affecting the project. •Identify. • Assess performance of work packages against the plan. Integrated Project Plan Execution Integrated Change Control . • Issue revised project plans resulting from approved changes. • Issue PMIS reports • Conduct status review meetings • Setup change control system for project. Identify required changes in scope and analyses them for technical approval. • Communicate with stakeholders. • Assist PMIS in preparation of the plan and its base document. • Review performance and provide feedback to the project team. • Prepare work-related method statements. • Involve stakeholders in preparation of project plan. • Provide appropriate area specific inputs. • Attend and participate status review meeting. 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. • • • 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. • • • • A well-defined. Generally WBS is used as a base for developing the project codification structure. The list of codes used for a specified purpose is referred to as ‘codes dictionary’. 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 .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. structured data enables systematic and speedy data entry. country regions. nature of work or a combination of these.Project and sub project code : In a corporate . the projects can be coded by numbers . 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. each project can be divided into sub projects. industry. 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 . codifying systems.1 system design and engineering 2.3 software engineering 1.2 system engineering 1. Apex Project – Work breakdown Structure 1.1 design engineering 1.2 foundation 3.4 Training Office Building conveyor system 2. estimating cost. It forms the basis for defining the scope of work.6 interior electrical works works finishes . assigning responsibilities .3 structure 3. structuring the organization. identifying activities.5 external 3.1Design & engineering 3. organizing data and analyzing the sources of risks.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.3 training 3.2 field operation 2.4 Mech/ 3. and to computerize the data processing system. responsibility centres. . unique activity identification code can assist project management to identify each work package / activity . to sort the information required at various levels of management by resources. A suitably designed . location and functional units . 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. 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 . summarizing activities. grouping activities under specific categories. and pattern and creating reports and graphics. These include the persons responsible. phases of development. customizing bar colour.Activity data code dictionary Each activity in a project has certain characteristics/ attributes associated with it. location of activity and so on. Building the activity codes dictionary may require entering as much as a four character code title for each characteristics/ attributes associated with the activity. the department concerned. Activity codes are used to organize data in the required manner for example . . Example : extract from Activity data code Dictionary of Housing project . 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 . 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 . in the foundation task of residential building. Description of building number (013) Item of BOQ ( A1 to A7) consultant or consulting organizations ( AE) Responsibility centre ( foundation responsibility centre – FDC) . material and machinery. equipment operators. administrative staff.Resource code dictionary : The physical resources needed for the work to be performed in a project include manpower. site supervisors. The number of material required may run into hundreds. . account for and monitor each item of the resource from the moment it is indented to the time that is finally disposed off. and drivers. skilled and unskilled labourer. Manpower can be split into various categories such as management. All these have to be categorized into manageable groups in order to identify . technical staff. The equipment needed may be of various types and sizes. 00 40.00 20.00 EXCAVTR FLDENG FNISHR LABOUR Excavator Field Engineer Finisher Labourer Hr Hr Hr Hr 21.00 24.50 25.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 . 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 codes are developed by interlinking work packages with responsibilities. actual cost. COST ACCOUNT HEADS OF ACCOUNTS : COST ACCOUNT ACCOUNT TITLE 11101 11211 11213 11221 Automatic system design n Temperature control equipment . and future cost. He develops cost for each work package. Normally his database is the work package .design Temperature control equipment – install Robot control – Design 11223 11231 11233 Robot control – install System controller – Design System controller – install . These costs include the standard or budgeted 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 . In order to identify . Direct material cost 3. Budgeted value The cost accountant compares the work package actual costs incurred with the standard or budgeted costs. Ths can be done by suitably post fixing the cost category code with the cost accounts heads. so as to build up its composite structure . Indirect cost 5. account and control different types of costs it is necessary to level the essential characteristics of each cost .The cost accountant can split each work package production cost into the following elemental cost 1. Sub contract cost 6. . Direct equipment cost 4. Direct labour cost 2. Performance data reporting and analysis process • Control objectives • Nature of performance data report • Guidelines for designing performance data reporting • Performance variance analysis • Trends forecasting . 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. . generally transmit data verbally . monitoring performance changes from the planned path of all the objectives related processes and making decisions to correct deviations.Control objectives : The project integrated plan indicates the path to be followed in order to achieve the project objectives. each control responsibility centre. 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. What are the short term goals and long term objectives assigned to the responsibility centre. 2. 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. written or online form? What should be the nature . 5. if so who should be asked to initiate the report? . 3. What is the data needed to monitor the performance of these goals and objectives How should these data be obtained from the initiator . in a verbal. The following guidelines for the designing performance data reporting can be considered: 1. 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 . The performance variance from the baseline generates information which helps to analyze the causes of deviations from the planned or budgeted approach. positive or negetive: •Variance ≥ 0 . can either be zero. unfavourable ( U) . 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. favourable ( F) •Variance < 0 .Performance variance analysis: The performance analysis process commences after the monitor receives the appropriate performance data through progress reports. The primary purpose of the performance report is to highlight the changes from the baseline. Trend forecasting : performance variance analysis reveals the extent and causes of variances. performance better than planned = 1. performance less than planned Performance efficiency is a trend indicator. On the other hand performance efficiency ( or Index) determines how efficiently the task was done. . Performance efficiency = planned or budgeted cost of the work performed / actual cost of the work performed Performance efficiency > 1. Therefore a forecast for a given work can be made after taking into consideration the observed efficiency. past experience and the achievable skill level. performance equal to planned < 1. regression analysis. break even analysis and performance audit .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. statistical control charts ( similar to the statistical quality control ) and analytical decision making techniques (c) Management accounting technique – cost accounting. cost control. forecasting . working capital management . 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 . Primavision and Primecontract.Salient operating facilities of PM software • Examples_ Primevera products such as project Planner. EC (Engineers and Construction Enterprises). • Others such as Project scheduler. Power project. & Microsoft Project. • P3ec is for multiproject. SureTrak. Artemis prestige. Expedition. multi user environments of an enterprise_ a far more sophisticated software with more data structures for PM functions. . . • 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 . resources. and direct equipment • The estimated production and subcontractor costs • The budgeted cost or earned (contact) • Project data structure and codes dictionaries including work package. direct material. and cost accounts and user defined calendars to cater for various agencies executing the project .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. activity ID. scheduling and resource leveling-manually or automatically. lead and lag. – Time-scheduled network. 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.• Plan model and schedule development facilities – Preparation of networks – Activity schedule matrix. 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. Classic schedule layout . Schedule in Calendar weeks . PERT view organised by Phases . WBS _ activity details with subnetwork . Activities with bar chart . restore. summarise. start and end points. coluors. back-up. size. fonts. paste.• Editing facilities and utilities (like in P3) – Copy. necking and user definable bars. import and export. and positions – Multilevel project security by user names and passowrds . 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. Resources and cost management facilities • Unlimited resources per project with activity splitting. actual costto-date. cost at completions . cost to complete. percent 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. 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 . completed. . costs or earned value • Filter – To sort projects by sub-projects and schedule progress activities – Sort activities with constraints. activities by trade. resources. ’near critical activities’.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. Two month look ahead with bar patterns . Filtered near-critical activities layout . 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. 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. • 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 . edit history • Risk Management . • Application security _selective viewing and editing access to respective team members • Additional reporting facilities_customise a multitude of graphic layouts. automated review and approval. portfolio comparisons and what-if analysis • Document control_version roll back.Additional operating facilities supported by sophisticated software • Multi-user /multiple project access • Web based project management additional features_easy updates. common data platform. 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 . avoid lengthy memoranda. extent of deviations in the performance. 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 . in writing in presentations or by reports. and remedial courses • Communicate orally.Feedback communication to project team • What was achieved. causes of deviations. targeted for accomplishment. and notes • Importance of feedback in time • Issue of contractors _ not to disclose data due to security info of bidding. graphs. 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. stakeholders. cash flow and capital investment needed for achieving the objectives. • Outlines present performance. the management team and executives • On the progress. charts and other details . profitability. Concluding remarks • Concise. with more statistics. meaning ful essential (critical areas) .PMIS report • Provide info to parent corporates. telnet.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. world wide web(www). intranets. electronic mail. internet supported communication tools. . Project Documents Management Process • Nature of project documents • Recording performance • Documents tracking . layouts. networks and planning assumptions. including the productivity standards. – Statistics of various reports and returns handled in the project and pictorial displays – Records of muntes of all meetings. and connected charts. contract cost status and S curve forecasts – Updated unit rates and resource cost planning data . mobilisation status of resources. conferences.Nature of project documents • Documentation _ an essential element in the production process • The bank includes – Contract documents – Project models. and important correspondence – Control charts showing the progress of work. photos – Project plans. & support for strategic evaluation of a company . resources and accounting transactions_generate reports • Benefits of document managament are time savings for info suppliers.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. improvement of company and project processes. updated info for managers. 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. revision.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. distribution. dangers and pitfalls. • Outsource information database in a project by using external sPMO is still a debatable issue. support of top management. implications of outsourcing. • Issues in implementing PMO_ different PMO structures.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. . 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. stakeholders responsibilities and interests Typical functions of a PMO .Sl. 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. reducing paper by work. costs. quality and risk planning data for use in future projects and increases comeptitiveness • Improves service to the stakeholders . avoids duplication of effort and omproves overall co-ordination • Generates time. shares. standardising processes. resources. 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. • 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 . . ERP Modules . Engineering Construction Operation Solution Mapping . EPR Solution Mapping . General Concepts .