PROJECT MAAGEMET INFORATION AND CONTROL SYSTEM

Presented By:Rohit Gothwal Nalin Priyaranjan Rahul Bharti Sumit Kumar Deepak Kumar

Four Basic Elements of a Project

Resource People Equipment material Time Task Dependency Critical path Money Cost Contingencies profit Scope Project size Goal Requirements

Project management information system (PMIS) : Introduction

Accurate and timely information is essential for the management of a project The project manageror any other manager for that partsimply cannot make and execute meaningful decisions without relevant and timely information The importance of information in project management calls for special techniques, tools and procedures that can be called as Project Management Information System (PMIS) PMIS is intended to store information essential to the effective planning, organizing, directing, and controlling of the project, as well as provide a repository of information to be used to keep stakeholders informed about the projects status.

PMIS: Importance
Lot of information is required in project initiation Organizations of all sizes need information to design, produce, market, and provide after-sales support to the products and services that are offered to customers The best information loses its value if it is not available to people who need it to make decisions and direct actions Stakeholders have various information needs that can often be satisfied through the information stored in the PMIS

Those individuals with real or perceived information needs about the project soon become disenchanted when inadequate or inaccurate information is provided.
Surprises on projects are not career-enhancing moves.

PMIS: A schematic view

PMIS: A schematic view

PMIS: Information value and characteristics

Project information is as much an essential resource as people, materials, and equipment A common misconception is that data equals information Information collected during project planning can indicate possible risk sources during project execution phase During post-project assessments, the PMIS can provide a wealth of information on what was accomplished, what should have been accomplished, and how it was accomplished One project may generate significant information that has value for future projects Information should be: accurate, precise, reliable and its detail level

PMIS: Examples (DMRC)

In 1989, RITES undertook a feasibility study for developing an MRTS for Delhi and completed it in 1991 and submitted a Detailed Project Report for phase-1 of Delhi Metro Project in 1995
DMRC used Primavera Project Planner for project planning and monitoring The software contained resource planning module, cost planning module and other features

It provided information of all critical and upcoming activities, making it possible to keep track of and reschedule activities appropriately
Recently, Delhi Metro is to procure and install a Centralised Data Management System, it will act as a tool for data acquisition, visualization, reporting and consequently, as a tool for risk minimization

PMIS: Sharing information

When the project management information system provides information to stakeholders, the conditions for getting the stakeholders working together are facilitated The sharing of information can promote trust, empathy, and more mature relationships among project stakeholders It is is one of the more important dimensions of keeping the team members working together cohesively and concurrently in the utilization of the project resources

Information Failure
Using unreliable information systems can result to major failure of enterprises.

Example: Administrative law judges found that LILCO nuclear power plant's measurement and reporting systems continually and repeatedly failed to accurately depict cost and schedule status at Shoreham. Thus LILCO managers were unable to use these measurement systems to gain an accurate picture of what was happening on the site

Information Failure
Ethen's Olympic games first estimated at a cost of 3 billon euro, finally ending costing 12 billion euros.

Canadian army registry, an information system first estimated at no more than 2 million dollar in a year finally closed to 1 billion dollar 10 years later. Connaught Place renovation: cost of project scaled from 67 crore to 671 crore and took 3 years more to complete.

PMIS Software

Advantages of PMIS
PMIS supports the successful completion of the project within time, scope, budget and quality standards. PMIS integrates technical, functional and business constraints, ensuring maximal control and visibility on the project. PMIS helps in software application life cycle management. PMIS is referred and used in expert judgment.

Since every industries such as Software, Construction, automotive, insurance which provides a product or services prefers to use project management PMIS is inevitable.
PMIS reduces project failures and ensure proper communication.

PMIS: Difficulties and challenges

A PMIS can fail to support the project through a lot of reasons Most important is design of the system for the required information Too complex an arrangement for either inputting information into the system or retrieving information will frustrate many users Users of the information will avoid the PMIS if the data are aged or inaccurate Overpopulating the system with irrelevant information or information that masks the vital few can lead to errors in decisions

Some studies and observations of decision-making theory have concluded that one should have about 80 percent of the information to make the best decision
Delays in decision making for lack of information may be worse than making a decision on inadequate information

Project Control
Control is the last element in the implementation cycle of planningmonitoring-controlling Control is focused on three elements of a project
Performance Cost Time

Chapter 11-1

Controlling Performance
There are several things that can cause a projects performance to require control:
Unexpected technical problems arise Insufficient resources are available when needed Insurmountable technical difficulties are present Quality or reliability problems occur Client requires changes in specifications Interfunctional complications arise Technological breakthroughs affect the project

Chapter 11-2

Controlling Cost
There are several things that can cause a projects cost to require control:
Technical difficulties require more resources The scope of the work increase Initial bids were too low Reporting was poor or untimely Budgeting was inadequate Corrective control was not exercised in time Input price changes occurred

Chapter 11-3

Controlling Time
There are several things that can cause a projects schedule to require control:
Technical difficulties took longer than planned to resolve Initial time estimates were optimistic Task sequencing was incorrect Required inputs of material, personnel, or equipment were unavailable when needed Necessary preceding tasks were incomplete Customer generated change orders required rework Governmental regulations were altered
Chapter 11-4

Purposes of Control
There are two fundamental objectives of control:
1. The regulation of results through the alteration of activities 2. The stewardship of organizational assets

The project manager needs to be equally attentive to both regulation and conservation
The project manager must guard the physical assets of the organization, its human resources, and its financial resources
Chapter 11-5

Three Types of Control Processes

Decisions must be made concerning:
At what points in the project will control be exerted What is to be controlled How it will be measured How much deviation will be tolerated How to spot and correct potential deviations before they occur

Chapter 11-10

Three Types of Control Processes

No matter what the purpose in controlling a project there are two basic types of control mechanisms that can be used:
Go/no-go control Post control

Cybernetic control is a third, but less common control mechanism that is rarely directly applicable to projects.

Chapter 11-11

Characteristics of a Control System

A good control system:
Should be flexible Should be cost effective Must be truly useful Must satisfy the real needs of the project Must operate in a timely manner Sensors and monitors should be sufficiently accurate and precise to control the project within the limits that are functional for the client and parent organization

Chapter 11-15

Control Systems
All control systems use feedback as a control process The control of performance, cost, and time usually require different input data:
Performance - engineering change notices, test results, quality checks, rework tickets, scrap rates Cost - budgets to actual cash flows, purchase orders, absenteeism, income reports, labor hour charges, accounting variance reports Schedule - benchmark reports, status reports, PERT/CPM networks, earned value graphs, Gantt charts, WBS, and action plans
Chapter 11-17