CETS461 - 1 - Introduction to PMIS.pdf

Project Management Information Systems CETS461 CONSTRUCTION COST ENGINEERING Intended Learning Outcomes Explain the core functionalities of a project 01 management information system (PMIS) such as task management, resource allocation, communication tools, and reporting capabil...

Project Management Information Systems CETS461 CONSTRUCTION COST ENGINEERING Intended Learning Outcomes Explain the core functionalities of a project 01 management information system (PMIS) such as task management, resource allocation, communication tools, and reporting capabilities Identify key factors to consider when selecting a 02 PMIS, such as project size, complexity, budget, and team needs Discuss potential challenges associated with 03 implementing and using a PMIS, such as data migration, user adoption, and change management.  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. 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.  Data Basic Data Performance Data Documented Data Initial activity database and Represents actual outcome of the Standard data that are referred to project baseline plans planned activity on a given date for business transaction purposes Information management implies Performance data processed by management of data and project monitoring centre to documents, and communication Information analyze its variances from basic of processed information to and documented data to retrieve appropriate persons for making information required for decision What the human mind has perceived to be of decisions use for making decisions after analyzing data making.  Schematic Diagram of a Control Process Remedial Actions Decisions Data Reports Data Information Management Input Processing Decisions Feedback 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. Management of PMIS involves following processes – Processes Tools and Techniques Outcome Database Structure Data structuring and codification Work package, activity, resources Development Process methodology and cost code dictionaries, baselines Performance Data Changes from baseline, Data change reports Reporting Process updated data Information Retrieval Monitored information, what-if PM software support Process analysis, remedial options Information PMIS reporting, feedback and Decisions to control changes, Communication Process information communication tools information communication Document Management Document procurement, storage Updating documents with changes Process and updating methodology from planned path  The information quality shows the degree of accuracy with which 01 the reality is represented. Incorrect information can mislead managers. The information must be reliable, comprehensive, error- 02 free, precise, clear, consistent and understandable by those who need it. The information, when needed, is useful if it is available INFORMATION 03 on time and it should be comprehensive one highlighting the critical factors. CHARACTERISTICS The information should be economical enough to needs for managing and it support 04 support the situation that warrants a decision. The information should be adequate, excess information 05 costs money and causes overload, while insufficient information can frustrate the decision makers efforts. The information furnished to a manager should be relevant to 06 his area of responsibility and what he needs to know.  Information Needs Stakeholder Functional Managers and Executives Information Needs Information Needs clients, corporate, architects, suppliers and planning/information manager, technical consultants manager, cost and finance manager contract manager, materials manager, plant and equipment manager personnel manager and executives  Sources of Information Internal Sources External Sources formal and informal reports by project diverse team and study of standard documents  Project Phases Some Sources of Information Govt policy, research publications, commerical journals, industry Marketing magazines, academic journals Estimating Construction cost indices, websites Contractors, govt and public sector agencies, contracting and Contracting construction related publications Design Architect and engineering associates, consultants Functional Managers and Project reports, output performance, internal benchmarks, professional Executives bodies Builders and consultant associations, web enabled electronic libraries, External Environments NBC and construction specifications  IT SUPPORT IN PROJECT MANAGEMENT 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  Technology Typical Software Applications Classification Low Word processing, spreadsheets, accounting, finance, database Estimating, scheduling, simple designs, specifications, quantity Medium take-off CADD, automated information retrieval using project management High software, communication and documentation management Expert systems, decision support system, artificial intelligence, 3D Advanced modelling computer-integrated building design, robots PRIMAVERA MS PROJECT MS EXCEL  01 Acquiring a computerized system is a time-consuming process. It is necessary that the functional requirements of the 02 computerized system be crystalline at the feasibility stage. The supplier should be chosen after a thorough 03 scrutiny. SYSTEM COMPUTERISATION 04 Scrutinize the system carefully before purchasing. PROBLEMS The last 10% of installation and commissioning is The system must be tested thoroughly after installation by 05 usually tricky and time consuming. running it with known inputs and outputs. If the system does not function properly in the beginning, 06 it does not account for failure. Job training on the installed system will instill confidence. A 07 detailed study of manuals may reveal extra facilities which the trainee may not have though of earlier. Project Management Information System The PMBOK® Guide– 5th Edition defines a Project Management Information System (PMIS) as: An information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. It is used to support all aspects of the project from initiating through closing and can include both manual and automated systems. PMIS A standardized software system and process utilized to efficiently manage construction project-related workflows. A PMIS is typically a computer-driven system to aid a project manager in the development of the project. A PMIS can calculate schedules, costs, expectations, and likely results. The goal of a PMIS is to automate, organize, and provide control of the project management processes PMIS Project Management Information System (PMIS) are system tools and techniques used in project management to deliver information. Project managers use the techniques and tools to collect, combine and distribute information through electronic and manual means. Project Management Information System (PMIS) is used by upper and lower management to communicate with each other PMIS The PMIS also includes a configuration management system. Configuration management is an approach for tracking all approved changes, versions of project plans, blueprints, software numbering, and sequencing. A configuration management system aims to manage all of the following: Functional and physical characteristics of the project deliverables Control, track, and manage any changes to the project deliverables Track any changes within the project Allow the project management team to audit the project deliverables to confirm conformance to defined criteria for acceptance PMIS Project Management Information System is a tool used to document and store the project management plan, subsidiary plans and other documents / work products relevant for the project. It could be manual or automated and should support the change control procedures defined in the project PMIS Project Management Information System (PMIS) help plan, execute and close project management goals. During the planning process, project managers use PMIS for budget framework such as estimating costs. The Project Management Information System is also used to create a specific schedule and define the scope baseline. PMIS At the execution of the project management goals, the project management team collects information into one database. The PMIS is used to compare the baseline with the actual accomplishment of each activity, manage materials, collect financial data, and keep a record for reporting purposes. PMIS During the close of the project, the Project Management Information System is used to review the goals to check if the tasks were accomplished. Then, it is used to create a final report of the project close. To conclude, the project management information system (PMIS) is used to plan schedules, budget and execute work to be accomplished in project management OBJECTIVES Record and report relevant information and the status of various components of the project in such a manner as to bring the most critical activities directly to the attention of concerned managers at appropriate level. Highlight deviations from the plan, if any, in respect of every component of the project and also to indicate the effects of such, deviations on the overall status and completion of the project as a whole. Form the basis of updating of project schedule wherever necessary. OBJECTIVES Identify and report on critical areas which are relevant to different levels of management and to highlight the corrective action that needs to be taken. Go through the information and report on an exception basis. In other words, emphasis is focused on those activities that are not going according the plan. Provide a basis for the evaluation of the performance of the functions of various managers and departments by regular comparisons with budgets/plans/schedules. EXAMPLES OF COMPUTER-BASED PMIS MICROSOFT PROJECT (MS PROJECT)  EXAMPLES OF COMPUTER-BASED PMIS MICROSOFT PROJECT (MS PROJECT) dominates PM software systems carries its own database and is compatible with SQL Server or Oracle databases requires installation on every user’s computer and is fully compatible with Microsoft Office so team members can easily save to the database documents created in any Office application. has the same toolbars as MS Office applications, most users become quickly familiarized with it. has the ability to publish to the Internet or the company intranet. no limits to the number of tasks or projects the software can handle. EXAMPLES OF COMPUTER-BASED PMIS PROJECT SCHEDULER  EXAMPLES OF COMPUTER-BASED PMIS PROJECT SCHEDULER works with an SQL database and is MS Office compatible. information from multiple projects or sub-projects can be merged or consolidated to reveal company wide resource utilization report writer can enable a wide range of standard and customized reports, which can be output in HTML format data can be located on shared disk drives and accessed only by users with the appropriate password. EXAMPLES OF COMPUTER-BASED PMIS WELCOM  EXAMPLES OF COMPUTER-BASED PMIS WELCOM Welcom has three software products: Open Plan, Cobra, and Spider. Open Plan has advanced scheduling and modeling tools for resource management. It integrates company-wide information and enables information sharing across multiple projects. Team members can work on pieces of the project, then roll-up information for composite reporting. Cobra is a cost-management tool designed to manage and analyze budgets, earned value, and forecasts. Spider is a multiuser, multi project web-based tool for viewing and updating project data from Open Plan user Web browsers EXAMPLES OF COMPUTER-BASED PMIS TRAKKER  EXAMPLES OF COMPUTER-BASED PMIS TRAKKER Trakker offers a variety of interesting products including tools for risk management activity-based costing, earned value management as well as the usual planning, budgeting, and tracking tools. These tools interface with commercial accounting systems and can be Web enabled for use on the Internet or intranet with browsers EXAMPLES OF COMPUTER-BASED PMIS PRIMAVERA  EXAMPLES OF COMPUTER-BASED PMIS PRIMAVERA Primavera offers four software products: SureTrak Project Manager. This software enables modeling and scheduling of simultaneous projects of up to 10,000 activities per project. Activities can be inserted or rearranged on Gantt charts and PERT charts with a mouse click. Actual completion dates and costs can be compared with targets, progress estimated for each activity or for the entire project, and forecasts produced of resources necessary to get a project back on track. If resources exceed supply, Sure Trak can reassign them from low priority activities. Assignments, deadlines, and status can be shared with project participants at all levels and locations using the Web publisher  EXAMPLES OF COMPUTER-BASED PMIS PRIMAVERA Primavera Project Planner®, (P3®) This program provides for unlimited projects, up to 100,000 activities per project, concurrent, multiuser accessibility, and scheduling options similar to SureTrak. It can create fragments of networks to store for later use as templates or building blocks for creating other project plans. Also, it supports cost accounts and allows tracking of costs and exchange of information with cost accounting systems. e-mail addresses can be embedded into the project to automatically route status information to individuals who need to know. A Web publisher enables team members with Web browsers to review, update, and return project activity status data  EXAMPLES OF COMPUTER-BASED PMIS PRIMAVERA Primavera Expedition® Contract Control Software This software assists in change management and tracking of contracts and purchase orders. It enables users to view the latest submittals and schedule changes from P3 or SureTrak in real time. It ensures that everyone who needs drawing revisions gets them. It also has a change management feature to assess the impact of changes on costs and schedules, and to identify where additional equipment is needed and the contractors affected. It is also automatically distributing requisitions  EXAMPLES OF COMPUTER-BASED PMIS PRIMAVERA Webster for Primavera® This software provides access to the project database, timecard activities, and project information from SureTrak and P3. Team members can see assignments and can report accomplishments and time needed to complete assignments  WEB-BASED PMIS A project Web site and Web-based project software are especially helpful in situations where project team members are located at different sites. Putting project information on the Internet or other networks utilizing Internet standards expedites projects that might ordinarily be delayed because team members are dispersed. Benefits of Web based project management include immediate availability of project information, efficiency and accessibility for communicating with workers, ease of learning and usage, and reliability and currency of information because it is entered and communicated in real time  WEB-BASED PMIS Web-based project management fills the information needs of project stakeholders at all levels; from individual teams, team members, and project managers working on a particular project; to high-level managers who want information about every project in the organization. With Web-browser integrated project management software, each team member can have her own individual web page on which to report progress and retrieve assignments.  WEB-BASED PMIS Web pages for team members at scattered worksites enable everyone to easily send information to the project manager, and vice versa. The project manager can then aggregate the provided information to create an overview of the entire project. Web-based tools are easy to learn, understand, and use. Because the training and learning required for Web-based tools are minimal, team members can concentrate on their job rather than spend time in training, or in trying to figure out the software.  WEB-BASED PMIS In most cases, the necessary tools are already at hand. Web based software requires one thing: access to a Web browser, such as Internet Explorer or Netscape, which is available on any computer with Internet access. Internet and intranet networks are easy to use and learn, and therefore team members are likely to use them more frequently for status reporting. Special website administration is unnecessary when team members, who enter up-to-date information, maintain their own sites. Web based communication not only provides management with a current view of projects, but it demands low overhead and frees management from worry associated with system updates and maintenance  Critical Deciding Factors The objective of each format The The periodicity or report in distribution of the reports brief chart The person responsible for The timing of The sources of preparation of the reports information the reports Components of PMIS Hardware Software Operators Procedures Electronics and Operating Computer operators, system Exist in physical form electro-mechanical procedures and analysts, programmers, data – manual or equipment used in instructions in a preparation, personnel, instruction booklet computerised data computerised information system management, and construction processing system. system. data administrators, etc. method statement. PMIS CONCEPTUAL MODEL AND COMPONENTS  undergoes constant improvements at a fast pace Software software dictates the type of hardware required Project Team Function Some Examples of Software Needs Planning/Information Manager Project management software Technical Manager CADD software Cost and Finance Manager Cost and finance management software Contract Manager Special purpose quantity surveying and contract management software Materials Manager Inventory management and scores accounting packages Plant and Equipment Manager Equipment management software Personnel Manager Personnel management software Executives Timekeeping and productivity analysis software Operators 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. Operators 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. Procedure 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. 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  Codification Codes transform the data into some set of predetermined string of characters by using alphabets, numeral, symbols or a combination of these. Data structure and codes to identify, sort and process data must be uniform, to avoid confusion and duplication of efforts. 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. 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 Code Robotics Automated Production System AS New Conveyor System CS Office Building Addition 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. 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 centers, 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 Activities RBFD013B11 Layout for Excavation RBFD013B12 Excavation with Machine RBFD013B13 Base Preparation RBFD013B14 Anti-termite at Base RBFD013B15 Polyethylene Sheeting RBFD013B16 Shuttering for Blinding RBFD013B17 Placing Concrete Base Preparation Work Package Where: RBFD represents 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. Base Preparation Work Package of Foundation Work in Bldg No 13 ID Activities BOQ CNST RC RBFD013B11 Layout for Excavation A1 AE FDC RBFD013B12 Excavation with Machine A2 AE FDC RBFD013B13 Base Preparation A3 AE FDC RBFD013B14 Anti-termite at Base A4 AE FDC RBFD013B15 Polyethylene Sheeting A5 AE FDC RBFD013B16 Shuttering for Blinding A6 AE FDC RBFD013B17 Placing Concrete A7 AE FDC Base Preparation Work Package of Foundation Work in Bldg No 13 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) Resources 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 Description Units Rate / Unit ACCTS Account Manager Hr 60.00 DESENG Design Engineer Hr 112.5 ELEV Elevator Installer Hr 150.00 EXCAVTR Excavator Hr 80.75 FLDENG Field Engineer Hr 93.75 FNISHR Finisher Hr 90.00 LABOUR Labourer Hr 75.00 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 Head of Accounts Cost Account Account Title 11101 Automatic System - Design 11211 Temperature Control Equipment - Design 11213 Temperature Control Equipment - Install 11221 Robot Control - Design 11223 Robot Control - Install 11231 System Controller - Design 11233 System Controller - Install Cost Account Heads of Accounts For example in cost account 11223 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 2 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: a. Direct labour cost b. Direct material cost c. Direct equipment cost d. Indirect cost e. Sub contract cost f. 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. This can be done by suitably post fixing the cost category code with the cost accounts heads. END THANK YOU!