By Brackett, Stephen W. 09 1989 | Project Management Institute

Abstract

All too often, enterprise project management departments generate a wealth of information and knowledge that many project professionals fail to adequately distribute throughout their organization, a task that--when done well--consumes a great deal of time. This article examines an integrated computerized information-sharing system that the pharmaceutical firm Glaxo Inc. uses to manage and distribute--throughout its international organization--information on its projects. In doing so, it discusses how this system--a project management information system (PMIS)--was developed and how it functions in relation to individual users, particularly in regards to electronic mail (e-mail), evolution of operating systems, and information flow between Glaxo's United States and United Kingdom headquarters. It then details Glaxo's reasons for using--and procedure for operating--PMIS; it describes the process that Glaxo previously used for capturing and distributing project information and the reasons that this process hindered project development and execution. It also identifies the information flow process, security solutions, and ongoing problems that Glaxo has experienced while using its PMIS; it outlines the content listed on four of Glaxo's PMIS reports. It concludes by describing the primary benefit of using a PMIS.