Towards a smart project management information system

Jaafari, Ali; Manivong, Kitsana

doi:10.1016/s0263-7863(97)00037-9

Cited by 58 publications

(59 citation statements)

References 16 publications

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“…Empirical studies of PMIS have been mostly limited to describing the demographics of project management software usage (Liberatore and Pollack-Johnson, 2003) and to evaluating specific applications of these systems or software modules to support project management tasks such as planning (Amami et al, 1993), communicating and reporting (Brackett and Isbell, 1989), managing risks (Jaafari, 1996), scheduling (Herroelen, 2005), estimating costs (Love and Irani, 2003), and managing documents (Amami and Beghini, 2000). Project management software usage has also been found to have many drawbacks and limitations, both in theory when compared to an ideal PMIS by researchers (Jaafari and Manivong, 1998) and in practice as perceived by project managers (White and Fortune, 2002). The PMIS within the project management system (adapted from Raymond, 1987 (Davis et al, 1989).…”

Section: Research Background and Modelmentioning

confidence: 99%

Project management information systems: An empirical study of their impact on project managers and project success

Raymond

Bergeron

2008

International Journal of Project Management

199

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Project management information systems (PMIS) usually acquired by organizations as software packages are meant to provide managers with the decision-making support needed in planning, organizing and controlling projects. However, the actual contribution of PMIS to project success or performance is still unknown. The purpose of this study is to empirically assess the quality of the PMIS presently used in organizations and to examine their impact on project managers and project performance, based on a model of PMIS success model. This model is composed of five constructs: the quality of the PMIS, the quality of the PMIS information output, the use of the PMIS, the individual impacts of the PMIS and the impacts of the PMIS on project success. Analysis of questionnaire data obtained from 39 project managers confirms the significant contribution of PMIS to successful project management. Improvements in effectiveness and efficiency in managerial tasks were observed here in terms of better project planning, scheduling, monitoring, and control. Improvements were also observed in terms of timelier decision-making. Advantages obtained from PMIS use are not limited to individual performance but also include project performance. These systems were found to have direct impacts on project success, as they contribute to improving budget control and meeting project deadlines as well as fulfilling technical specifications.Keywords: PMIS, project management information system, project manager, IS success, IS impacts, project success. 2 PROJECT MANAGEMENT INFORMATION SYSTEMS: AN EMPIRICAL STUDY OF THEIR IMPACT ON PROJECT MANAGERS AND PROJECT SUCCESS AbstractProject management information systems (PMIS) usually acquired by organizations as software packages are meant to provide managers with the decision-making support needed in planning, organizing and controlling projects. However, the actual contribution of PMIS to project success or performance is still unknown. The purpose of this study is to empirically assess the quality of the PMIS presently used in organizations and to examine their impact on project managers and project performance, based on a model of PMIS success model. This model is composed of five constructs: the quality of the PMIS, the quality of the PMIS information output, the use of the PMIS, the individual impacts of the PMIS and the impacts of the PMIS on project success. Analysis of questionnaire data obtained from 39 project managers confirms the significant contribution of PMIS to successful project management. Improvements in effectiveness and efficiency in managerial tasks were observed here in terms of better project planning, scheduling, monitoring, and control. Improvements were also observed in terms of timelier decision-making. Advantages obtained from PMIS use are not limited to individual performance but also include project performance. These systems were found to have direct impacts on project success, as they contribute to improving budget control and meeting project deadlines as well as...

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Section: Research Background and Modelmentioning

confidence: 99%

Project management information systems: An empirical study of their impact on project managers and project success

Raymond

Bergeron

2008

International Journal of Project Management

199

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“…A representative prototype system, IFE (Integrated Facility Engineering), developed by the University of Sydney, takes into consideration the information management of projects (Jaafari and Manivong 1998), visual management of design (Chaaya and Jaafari 1999), information management of construction , dynamic simulation modeling (Doloi and Jaafari 2000), etc. Although the system involves many modules, most of these are simply theoretical models and not applicable to real-life construction projects.…”

Section: Introductionmentioning

confidence: 99%

Life-Cycle Management of Construction Projects Based on Virtual Prototyping Technology

Guo

Skitmore

2010

J. Manage. Eng.

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Life Cycle Management (LCM) has been employed in the management of construction projects for many years in order to reduce whole life cost, time, risk and improve the service to owners. However, owing to lack of an effective information sharing platform, the current LCM of construction projects is not effectively used in the construction industry. Based upon the analysis of the information flow of LCM, a Virtual Prototyping (VP)-based communication and collaboration information platform is proposed. Following this, the platform is customized using DASSAULT software. The whole process of implementing the VP-based LCM of projects is analyzed via the application to a real life construction project. The advantages of implementing a VP-based LCM are also discussed and, from a simple case study, it is demonstrated that the VP-based communication and collaboration information platform is an effective tool to support the LCM of construction projects.

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“…FUNCTION OF PROJECT OFFICER Project manager may appoint project officer when the project load increase upon him [13]. In the case of big project more than one project officer may be appointed.…”

Section: E Documentationmentioning

confidence: 99%

Function of Project Manager and Officer

Mukherjee¹

2017

ijoaem

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Construction of any projects brings the different degrees of environmental change and change of people also not limited to construction. Therefore, the project definition may be reset the boundaries, or subject to various expectations and interpretations by different stakeholders which are discussed briefly in this paper. The project opportunities may benefit from the practice of stakeholders' management. Using a systematic judgment and participating theory combination will contribute to the theory and practice in managing the project efficiently.

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Towards a smart project management information system

Cited by 58 publications

References 16 publications

Project management information systems: An empirical study of their impact on project managers and project success

Project management information systems: An empirical study of their impact on project managers and project success

Life-Cycle Management of Construction Projects Based on Virtual Prototyping Technology

Function of Project Manager and Officer

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