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.

INTRODUCTION AND SCOPE

Data

Basic Data
Initial activity database and Project baseline plans.

Performance Data Represents actual outcome of the planned activity on a given date.

Documented Data

Standard data that are referred to for business transaction purposes.

Information management implies management of basic data, performance data and documents, and communication of processed information to appropriate persons for making decisions.

Performance data processed by project monitoring centre to analyze its variances from Basic Data and Documented Data to retrieve information required for decision making.

Information What the human mind has perceived to be of use for making decisions after studying/analysing the basic data, performance data and/or documented data.

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, at the right time and place.
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, to facilitate decision-making. It covers a wide area. This section is primarily limited to the project scope, time resources and cost management, using Primavera Project Planner.

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, activity, 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, what-if analysis, remedial options

PMIS reporting, feedback and Decisions to control changes/ Information Communication tools Information communication

Document management process

Document procurement, storage & updating methodology

Updating documents with changes from the planned path

INFORMATION NEEDS FOR MANAGING AND IT SUPPORT

INFORMATION CHARACTERISTICS
The information quality shows the degree of accuracy with which the reality is represented. Incorrect information can mislead managers. The information must be reliable, comprehensive, error-free, precise, clear, consistent and understandable by those who need it.

The information, when needed, is useful if it is available on time.

The information should be economical enough to support the situation that warrants a decision. The information should be adequate, excess information costs money and causes overload, while insufficient information can frustrate the decision makers efforts. The information furnished to a manager should be relevant to his area of responsibility and what he needs to know.

The information should be a comprehensive one highlighting the critical factors.

INFORMATION NEEDS FOR MANAGING AND IT SUPPORT

INFORMATION NEEDS

Stakeholders information needs

Functional managers and executives information needs

Stakeholder Information Needs

Includes clients, corporate, architects, suppliers and consultants. The client/facility owner is concerned about facility functional aspects scope changes, quality assurance, accelerating delivery period, reducing overall project capital costs, managing delivery period, reducing overall project capital costs, managing cash flow and maintaining real time virtual information flow. Corporate, contractors and consultants need information to remain in business by marketing sufficient workload, competing with similar enterprises and providing resources and administrative backing to ensure efficient and profitable execution of work.

INFORMATION NEEDS FOR MANAGING AND IT SUPPORT

Functional Managers And Executives Information Needs Planning/ Information Manager Formulating planning systems, making project plans, monitoring scheduled progress, mobilizing and controlling resources, cost and earned value, establishing planning database, communicating performance, maintaining information centers, managing risks. Technical Manager Design and drawing preparation, testing building materials for suitability, progressing designs and drawing approvals, writing method statements, controlling quality of work, managing materials and testing labs.

Cost and Finance Manager Accounting direct costs, establishing std costs, monitoring cost variances, maintaining project cost and earned value status, minimizing resources wastage, managing funds, compiling financial statements.
Contract Manager Estimating work quantities and materials, billing contract running payments, maintaining contract cost status, dealing with contract disputes and claims accounting, extra work/ change orders, administering contracts.

INFORMATION NEEDS FOR MANAGING AND IT SUPPORT

Functional Managers And Executives Information Needs -

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

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, 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, research publications, commercial journals, industry magazines, academic journals
Construction cost indices, websites Contractors, Govt and public sector agencies, contracting and construction related publications Architect and engineering associates, consultants Project reports, output performance, Internal benchmarks, Professional bodies Builders and consultant associations, web enabled electronic libraries, NBC and construction specifications.

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, project-specific systems. Widely used for processing data electronically and communicating information in all forms including text data, graphics, voice, chat, documentation storage and combination of these. Main benefits of IT are speedy manipulation of data and real-time information distribution to distant geographical locations. Removal of redundant information
Typical Software Applications Word processing, Spread sheets, Accounting, Finance, Database Estimating, Scheduling, Simple designs, Specifications, Quantity take-off

Technology Classification Low Medium

High
Advanced

CADD, Automated Information retrieval using project management software, communication and documentation management
Expert systems, Decision support system, Artificial intelligence, 3D modelling computer-integrated building design, Robots

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. Scrutinize the system carefully before purchasing. The last 10% of installation and commissioning is usually tricky and timeconsuming. If the system does not function properly in the beginning, it does not account for failure. Job training on the installed system will instill confidence. A detailed study of manuals may reveal extra facilities which the trainee may not have though of earlier.
The system must be tested thoroughly after installation by running it with known inputs and outputs.

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

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.

The focus of strategy is to develop a plan to manage PMIS by creating, capturing, manipulating, exchanging and storing data and documents to derive information and distribute it to the concerned persons according to the communication plan.
A suitably designed and effectively implemented PMIS strategy is essential for improving managerial efficiency and effectiveness in projects. The information management plan generally includes PMIS function, PMIS components, PMIS structure and the responsibility of the project team and information manager in implementing PMIS.

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 establish an initial database with data structure codes and baselines. To set standards against which the progress and costs can be measured and compared. These standards include the project time schedules, the project control budgets, material schedules, labour schedules, productivity standards, quality assurance and control methodology. To organise efficient means of measuring, collecting, verifying and qualifying the data that reflects the performance with respect to time, cost, resources and quality. To manage the means of converting the data from operations into information.

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. To provide management exception reports to highlight the critical factors. To communicate the information in time for consideration and decision-making, and for remedial corrective action to the concerned authorities and to protect it from unauthorised access. To identify and acquire data from both internal and external services (ie. Suppliers, client, consultants, project team members, etc.) To create and image documents, drawings, baselines and database.

STRATEGY FOR IMPLEMENTING PMIS

COMPONENTS OF PMIS
Hardware
Electronics and electromechanical equipment used in computerised data processing system.

Software
Operating procedures and instructions in a computerised system.

Operators
Computer operators, system analysts, programmers, data preparation, personnel, information system management, data administrators, etc.

Procedures
Exist in physical form manual or instruction booklet and construction method statement.

STRATEGY FOR IMPLEMENTING PMIS

Components Of PMIS
SOFTWARE

Undergoes constant improvements at a fast pace. 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

Components Of PMIS
OPERATORS

STRATEGY FOR IMPLEMENTING PMIS

In-house monitor who heads the PMIS, can be assigned the following functions

Formulating policies and procedures for data-processing system. Creating baseline plans and databases, as required. Standardising formats for management control reports. Establishing planning and performance measurements standards. Mobilising, allocating and monitoring resources for various tasks. Collecting and collating reported data including activities in progress; employment of manpower, equipment and materials and evaluating resources productivity. Monitoring actual achievements against planned targets, 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

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

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, dispatching, storage and handling of materials.

Works performed and services provided by a supplier/ vendor to client.

STRATEGY FOR IMPLEMENTING PMIS

Components Of PMIS
PROCEDURE

Testing, inspection and test equipment calibration

Non- 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

PMIS Structure
PMIS can be viewed as a group of information subsystems. 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.

Precast 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

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. Assist PMIS in preparation of the plan and its base document. Provide appropriate area specific inputs. Complete the work assigned. Assess performance of work packages against the plan. Access earned value against the plan. Keep the PMIS informed about progress. Attend and participate status review meeting. Identify required changes in scope and analyses them for technical approval. PMIS Responsibilities Identify constraints and assumptions affecting the project. Involve stakeholders in preparation of project plan. Finalize the project plan and communicate to the persons. Review performance and provide feedback to the project team. Provide authorisation to team members to access information. Communicate with stakeholders. Issue PMIS reports Conduct status review meetings Setup change control system for project. Evaluate implication of changes to project & incorporate approved changes into revised baseline. Issue revised project plans resulting from approved changes. Identify, analyse and compile historical records and lessons learned as and when they occur.

Integrated Project Plan Execution

Integrated Change Control

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.

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.

A well-defined, structured data enables systematic and speedy data entry, data organisation as required ad summarisation of data in the various levels of WBS.
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

Project and sub project code :

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

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. It forms the basis for defining the scope of work, identifying activities, structuring the organization, assigning responsibilities , estimating cost, codifying systems, organizing data and analyzing the sources of risks.
Apex Project Work breakdown Structure

1.1 design engineering 1.2 system engineering 1.3 software engineering 1.4 Training

Office Building

conveyor system 2.1 system design and engineering 2.2 field operation 2.3 training

3.1Design & engineering

3.2 foundation

3.3 structure

3.4 Mech/ 3.5 external 3.6 interior electrical works works finishes

Activity identification code :

Activity identification code (ID) of an activity is a unique code that identifies the activity. A suitably designed , 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. , to sort the information required at various levels of management by resources, responsibility centres, location and functional units , and to computerize the data processing system. Typically an activity identification code comprised of components suitably arranged such as : Residential Building foundation base preparation work package code : RBFD013B10

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 , 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

Activity data code dictionary

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

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 , base preparation (B) , 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)

Resource code dictionary :

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

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
40.00

EXCAVTR
FLDENG FNISHR LABOUR

Excavator
Field Engineer Finisher Labourer

Hr
Hr Hr Hr

21.50
25.00 24.00 20.00

COST ACCOUNTING CODE : A cost accountant is responsible for the cost management information system of the project and the accounts for all the costs. These costs include the standard or budgeted cost, actual cost, and future cost. Normally his database is the work package . He develops cost for each work package. Cost account codes are developed by interlinking work packages with responsibilities. 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

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

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

Control objectives :
The project integrated plan indicates the path to be followed in order to achieve the project objectives. It defines the parameters to be controlled and establishes the baseline for measuring performance during execution. Project control during the implementation phase implies reporting performance by the responsibility centres , monitoring performance changes from the planned path of all the objectives related processes and making decisions to correct deviations.

Nature of performance data report :

In a project , each control responsibility centre, generally transmit data verbally , online or in writing to PMIS while accounting performance.

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. The following guidelines for the designing performance data reporting can be considered: 1. 2. 3. 4. 5. What are the short term goals and long term objectives assigned to the responsibility centre. 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, written or online form? What should be the nature , 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, if so who should be asked to initiate the report?

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 .

Performance variance analysis:

The performance analysis process commences after the monitor receives the appropriate performance data through progress reports, personal visits and discussions. The primary purpose of the performance report is to highlight the changes from the baseline. 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 , can either be zero, positive or negetive: Variance 0 , favourable ( F) Variance < 0 , unfavourable ( U)

Trend forecasting :
performance variance analysis reveals the extent and causes of variances. 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, performance better than planned = 1, performance equal to planned < 1, performance less than planned Performance efficiency is a trend indicator. Therefore a forecast for a given work can be made after taking into consideration the observed efficiency, past experience and the achievable skill level.

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, forecasting , regression analysis, statistical control charts ( similar to the statistical quality control ) and analytical decision making techniques
(c) Management accounting technique cost accounting, cost control, working capital management , cost benefit analysis, 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

Salient operating facilities of PM software

Examples_ Primevera products such as project Planner, EC (Engineers and Construction Enterprises), SureTrak, Expedition, Primavision and Primecontract, & Microsoft Project. Others such as Project scheduler, Artemis prestige, Power project. P3ec is for multiproject, 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

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 direct equipment The estimated production and subcontractor costs The budgeted cost or earned (contact) Project data structure and codes dictionaries including work package, activity ID, resources, and cost accounts and user defined calendars to cater for various agencies executing the project

 Plan model and schedule development facilities

Preparation of networks Activity schedule matrix, project bar chart schedule, Time-scheduled network, scheduling and resource leveling-manually or automatically, at the project group and/or project level

Developed plan model and schedule

Precedence diagramming method _with defiend logic, lead and lag, 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, weeks, dates or simply serially numbers weeks

P3 can handle unlimited activities with activity associated characteristics

Classic schedule layout

Schedule in Calendar weeks

PERT view organised by Phases

WBS _ activity details with subnetwork

Activities with bar chart

 Editing facilities and utilities (like in P3)

Copy, paste, summarise, back-up, restore, import and export, 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, necking and user definable bars, start and end points, coluors, fonts, size, and positions Multilevel project security by user names and passowrds

Resources and cost management facilities

Unlimited resources per project with activity splitting, 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, tables and curves Unlimited cost accounts per project with intelligent codes Track and budget trend, forecasting of period, actual costto-date, percent complete, earned value, cost to complete, cost at completions

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

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, costs or earned value

Filter
To sort projects by sub-projects and schedule progress activities Sort activities with constraints, near critical activities, completed, activities by trade,

Two month look ahead with bar patterns

Filtered near-critical activities layout

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, tables and curves Produce of reports and graphics in groups or one at a time Perform multiple levels of sorting and selection (filter)

Web-enabled applications
Communicate through internet ; 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.

Additional operating facilities supported by sophisticated software

Multi-user /multiple project access Web based project management additional features_easy updates, common data platform, Application security _selective viewing and editing access to respective team members Additional reporting facilities_customise a multitude of graphic layouts, portfolio comparisons and what-if analysis Document control_version roll back, automated review and approval, 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, extent of deviations in the performance, causes of deviations, and remedial courses Communicate orally, in writing in presentations or by reports, avoid lengthy memoranda, and notes Importance of feedback in time Issue of contractors _ not to disclose data due to security info of bidding, 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

PMIS report
Provide info to parent corporates, stakeholders, the management team and executives On the progress, profitability, cash flow and capital investment needed for achieving the objectives, 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, Concluding remarks

Concise, meaning ful essential (critical areas) , with more statistics, graphs, charts and other details

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, intranets, internet supported communication tools, electronic mail, File transfer protocol, telnet, world wide web(www),

Project Documents Management Process

Nature of project documents Recording performance Documents tracking

Nature of project documents

Documentation _ an essential element in the production process The bank includes
Contract documents Project models, layouts, photos Project plans, and connected charts, 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, conferences, and important correspondence Control charts showing the progress of work, mobilisation status of resources, contract cost status and S curve forecasts Updated unit rates and resource cost planning data

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

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, storage and retrieval throughout and beyond the project lifecycle. Used tools are _
Imaging to digital format using scanners Multimedia for managing audio and graphic information CAD for creating and editing documents

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. Issues in implementing PMO_ different PMO structures, implications of outsourcing, support of top management, dangers and pitfalls, Outsource information database in a project by using external sPMO is still a debatable issue.

Sl. No

Project Management function Formulation

Defining Objectives

Developing baseline / charter

Monitoring variances

Remedial Options

Coaching Individuals

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, HRD and team building, stakeholders responsibilities and interests

Typical functions of a PMO

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, shares, documents and stores info for current and future use Improves overall performance and management control by improving efficiency, reducing paper by work, standardising processes, generating of reports quickly, facilitates faster communication, avoids duplication of effort and omproves overall co-ordination Generates time, resources, costs, quality and risk planning data for use in future projects and increases comeptitiveness Improves service to the stakeholders

 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