Preface
Author’s Preface to practical guide to PMIS
Project Management Information Systems represent two major pillars of contemporary organizational practice. The first is the domain of information systems, which constitutes a substantial area within the field of Information Technology (IT). The second is the domain of projects, which has become a central theme in today’s global managerial and operational literature.
With the rapid growth of strategic initiatives worldwide, and the increasing significance of projects as the primary instruments for planning and controlling such initiatives, the number of projects has expanded considerably. Consequently, the importance of project management knowledge continues to grow. At the same time, advances in information and communication technologies have motivated organizations to adopt these advanced tools in an effort to develop competitive advantages over their industry rivals. Project‑oriented organizations have likewise taken significant steps toward utilizing these technological capabilities. The production and distribution of a large number of project management software products—each claiming unique features and capabilities—demonstrates both the maturity of this market and the global demand within the project management community.
Unfortunately, the marketing claims made by many of these vendors often lead organizations to assume that simply acquiring and deploying such systems will resolve all their related challenges and propel them toward becoming industry leaders. While these claims may contain elements of truth, they do not reflect the full reality; they resemble an iceberg whose essential mass lies hidden beneath the surface. The critical point that is often neglected is that these tools can only be effective when the adopting organizations possess a sufficient level of maturity and use them properly and appropriately.
I came to this realization after encountering numerous organizations where various PMIS tools had been implemented, yet their performance remained ineffective. This observation led me to investigate the causes of these failures. However, I was unable to find any comprehensive sources or references that could guide me in this area. When my search for academic and practical resources yielded no results, I became convinced that this topic—due to its inherent complexity on one hand, and the need for expertise in both project management and information technology on the other—had either been insufficiently addressed, or that available knowledge had not been published due to competitive or commercial considerations. Over the past years, many undergraduate and graduate students contacted me directly or through related websites, expressing dissatisfaction with the lack of resources on this subject and requesting relevant material. These repeated inquiries confirmed the scarcity of accessible references in this field.
The shortage and the incompatibility of appropriate tools within the country motivated us to take the initiative and develop such systems ourselves. This perspective led us, between 2002 and 2005, to design and deploy the country’s first PMIS in a project-based organization. Following the success of this national initiative, and in response to the needs of the project management community, similar systems were later deployed in several other organizations. These experiences significantly enhanced our maturity in designing, implementing, and institutionalizing PMIS solutions.
After these activities, and in light of the challenges we observed in project‑oriented organizations, I concluded that it was necessary to document and elaborate on this topic in the form of a book. By drawing on my personal experience and applying an analytical perspective to the literature on project management, information systems, and process management, I sought to provide a logical and coherent definition of this domain. The book you now hold is the result of that effort. The introduction of Project Management Information Systems as a distinct knowledge area is a topic that is presented for the first time in this book and requires extensive elaboration and development. This work marks the beginning of that endeavor; therefore, I have published it as the first edition. I sincerely hope that with feedback from experts and those interested in this field, subsequent editions will further refine and expand the material presented.
I kindly request all readers to contribute to the advancement of this knowledge area by sharing their feedback with me via email at Hossein@Hamidifar.name.
Hossein Hamidifar
Winter 2010
Intended Audience
Although this book will prove beneficial to all individuals interested in the fields of project management and information technology, it is particularly valuable for those working within the information technology departments of project‑oriented organizations, as well as specialists engaged in various project functions such as project planning and control, and Project Management Offices (PMO).
The content of this book can serve as a foundation for shaping the expectations of organizational and project managers regarding the role and responsibilities of IT departments in structuring and managing project information within their respective organizations.
Additionally, this book may be used as an instructional resource for undergraduate students of Industrial Engineering and for graduate students in Project and Construction Management programs.
Beyond presenting the fundamental principles of project management and information technology, the book introduces practical methods and approaches that enable professionals to manage project information effectively—whether within a single project or across an entire project‑oriented organization.
Guide to Reading This Book
This book is structured into four chapters and one appendix. The sequence in which the content is presented reflects the recommended order of study, and readers are strongly advised to follow the same progression.
Chapter One – Background:
This chapter introduces the foundational concepts of two essential domains: project management and information technology. It provides a concise overview of the underlying frameworks and definitions of project management, as well as the fundamentals of information systems and related technologies, including service‑oriented architecture and business process management. This chapter is recommended for readers who possess limited familiarity with these two areas. Readers with sufficient prior knowledge may choose to skip it.
Chapter Two – The PMIS Framework:
This chapter presents the foundational principles of Project Management Information Systems, including the PMBOK perspective and definition of PMIS, the introduction of PMIS as a knowledge area, the definition adopted in this book, and the organizational positioning and structural model of PMIS. Studying this chapter is strongly recommended, as it provides the essential principles upon which subsequent PMIS discussions are based. Without mastering the content of this chapter, readers may misinterpret the material presented in later sections.
Chapter Three – PMIS Processes:
This chapter constitutes the core and most critical part of the book. It presents the key processes required for managing PMIS within projects. Introduced here for the first time in this structured manner, these processes guide readers step by step through the planning and management of an information system within a project environment. Skipping this chapter is not feasible, as it contains the essential content necessary for understanding and applying PMIS concepts.
Chapter Four – PMIS in Project‑Oriented Organizations:
After familiarizing the reader with project‑level information management processes in Chapter Three, this chapter provides the definition of project‑oriented organizations and explains organizational‑level PMIS processes and the approach to PMIS deployment in such organizations. This chapter is particularly important for readers intending to establish PMIS within project‑oriented organizations.
Appendix – Inputs and Outputs of Project Management Processes:
Given the importance of information items within project management processes, this appendix reviews all process inputs and outputs in accordance with the PMBOK 2008 standard. The material is organized into categorized tables for use by PMIS planners and analysts in both projects and organizations.