PMIS Course Part 1 – Definitions

University of Tehran, Project Management Information System (PMIS), Dr. Sasan Hosseyni, xwir@yahoo.com, 2018 1
University of Tehran
College of Engineering
School of Industrial Engineering
“Master of Science in Engineering” Program
Project Management Information System
PART 1 – Definitions (IS, PMBOK, PMIS)
2018 Fall Semester
Dr. Sasan Hosseyni
XWIR@yahoo.com

Outlines:
• PART 1 Definitions (IS, PMBOK, PMIS)
• PART 2 PMIS In Practice
• PART 3 Earned Value Management
• PART 4 Business Process Management
• PART 5 Enterprise Resource Planning
• PART 6 Enterprise Architecture (for a Project Based Org.)
• PART 7 Implementation Methodologies
• PART 8 Organizational Change Management
• PART 9 Implementation Critical Success Factors
• PART 10 Academic Researches

Outlines for PART 1 (Definitions):
1 Information Technology / Information System
2 Project Management Information System (PMIS)
3 Project Management Body of Knowledge (PMBOK)
4 PMIS in PMBOK
5 Project Structure (Traditional)
6 Project Life Cycle (An Oil & Gas Project)
7 Project Functional Areas
8 Market Titans!

Information System
Part 1 – Slide 5
Project Functional Areas
Part 1 – Slide 60
PM Standard (PMBOK)
Part 1 – Slide 41
Project Life Cycle (an EPC)
Part 1 – Slide 57
Typical Software for PM
Part 2 – Slide 5
PM, Market Titans!
Part 1 – Slide 70
PMIS

Information Technology / Information System
1

Information
Data that has been processes within a context to give it meaning
System
Inter-related components working together to achieve some common objective
Information Technology (IT)
Is the use of computers to store, retrieve, transmit, and manipulate data or information
Information System (IS)
Organized combination of man, machine, and communication channel that collects,
transforms, and disseminates Information in an Organization

Information
Updated - Tedeschi (2019)
Understanding, Integration, Applied, Reflected upon, Actionable,
Accumulated, Principles, Patterns, Decision-Making process
Idea, Learning, Notion, Concept, Synthesized, Compared,
Thought-out, Discussed
Organized, Structures, Categorized, Useful, Condensed,
Calculated
Individual facts, Figures, Signals,
Measurements

Information Technology
Information
Technology
Hardware
Software
Data
People
Network

Information Technology
What is digital transformation?
Digital transformation is the integration of digital technology into all areas of a
business, fundamentally changing how you operate and deliver value to customers.

Artificial Intelligence
5G Network
Data Science
Internet of Things (IoT)
Blockchain
Robotic Process Automation (RPA)
Virtual Reality
Edge Computing
Intelligent apps
Customer Data Platforms
Internet of Behaviors (IoB)
Cybersecurity Mesh
Total Experience
Intelligent Composable Business
Hybrid Cloud
Medical Upgrade
Technology
Updated
Privacy and Confidential Computing
Smart Work from Home
Device Form Factors
Anywhere Operations
Autonomous Driving
The Empowered Edge
Democratization of Technology
Human Augmentation
Distributed Cloud
DARQ Age is Here
Personal Profiling
AI Products
Data Policing
Momentary Markets
Automation
Reskilling Human Workforce

How Artificial Intelligence will change the world?
The ability of a machine to imitate human behavior …..
How 5G will change the world?
The speed, low latency and ubiquity ……
How Data Science will change the world?
How Internet of Things (IoT) will change the world?
How Blockchain will change the world?
How Robotic Process Automation (RPA) will change the world?
How Virtual Reality will change the world?
How Edge Computing will change the world?
……. etc.

Information
System
Hardware
Software
Data
Human
Resource
Communi
cation &
Collaborat
ion
Facilities
Services
Information System

Sales &
Marketing
Manufacturing
& Production
Finance Procurement HR, …
Strategic Level
(Executives)
Management Level
(Senior and Middle
Managers)
Knowledge Level
(Knowledge and data
workers)
Operational Level
(Workers)
Information System

TPS
OAS
KWS
MIS
DSS
ESS
Strategic Level
(Executives)
Management Level
(Senior and Middle
Managers)
Knowledge Level
(Knowledge and data
workers)
Operational Level
(Workers)
Information System

Executive Support Systems (ESS / EIS)
are computer-based systems that provide top managers with the capability to attain
easy access to internal and external information which is relevant to strategic decision
making and other executive responsibilities.
Decision support system (DSS)
is a computerized program used to support determinations, judgments, and courses of
action in an organization or a business.
Management Information System (MIS)
is an information system used for decision-making, and for the coordination, control,
analysis, and visualization of information in an organization.
Information System

Knowledge systems (KWS )
Support the information and knowledge workers in the organization, ensuring that
new knowledge and technical expertise are properly integrated into the business and
performance the coordinating activities of the typical office.
Office Automation Systems (OAS)
are computer-based automated information systems that are used to execute a variety
of office operations, such as word processing, electronic spreadsheet, e-mail, and
video conferencing.
Transaction process system (TPS)
is an information processing system for business transactions involving the collection,
modification and retrieval of all transaction data.
Information System

Project Management Information System (PMIS)
2

Project Management System (PMS)
Is the aggregation of the processes, tools and techniques, methodologies,
resources, and procedures to manage a project. (PMBOK 6th)
Project Management Information System (PMIS)
Is an information system consisting of the tools and techniques used to gather,
integrate, and disseminate the outputs of project management processes.
(PMBOK 6th)

Project HSE
Scope, Time, Resource  CPM
Risk
Stakeholder, Communication
Program & Portfolio Project Management System
Enterprise System
Other
Organization
Cost
Centers
And
CRM,
SRM,
SCM,
PLM
Other
works
Project Warehousing
Daily Report
PM (Managerial) Accounting
Project No. 2
Project HSE
Scope, Time, Resource  CPM
Risk
Stakeholder, Communication
Project Warehousing
Daily Report
PM (Managerial) Accounting
Project No. 1
Financial Accounting
Human Capital Management
Quality (Assurance, Control)
Sales, Procurement, Expediting, Logistics, Central Warehouse, …
Document Control
Processes Management
.
.
.
.

Organiz-
ational
Govern-
ance
Organizational
Processes
Organizational
Procedures
Organizational
Policies
Project Governance
Framework
Structure
Roles
Responsibilities
Accountabilities
Communication
Framework
Aligning
Project
Governance
and
Organizational
Governance
Effectiveness
of
Project
Manager
Measures
Project
Life
Cycle
Approach
Policies,
Standards,
Procedures
Deliverable
Acceptance
Criteria
Processes
Change
Control
Processes
Stage
Gate
Review
Processes
Decision
Making
Processes
Resolve
Issue
Processes
.
Processes
Project
Accounting
Change
Configuration
Work
Authorization
Document
Management
Scheduling
Decision
Support
Procedures
Methodology
Procedures
Techniques
Rules
Practices
Processes
Project Management System (PMS)
AND PMIS!
Procedures

Information Management System (IMS)
Facilities, processes, and procedures used to collect, store, and distribute information between
producers and consumers of information in physical or electronic format
Hard-Copy
Document
Mgmt
(MOM,
Letter,
Report,
…)
Electronic
Communication
Mgmt
(Email,
Fax,
…)
Reporting
System
Consolidate
Reports
from
several
systems
Distribution
Reports
to
Stakeholders Electronic Project Management Tools
Scheduling
Web
interfaces
PM
Software
Meeting
&
Virtual
Office
Support
Portal
Collaborative
Work
Mgmt
Tools
Reporting
Template
Spreadsheet
&
Graphical
Analysis
Tools

Project Management Body of Knowledge (PMBOK)
3

PMBOK 6th
Processes
Project Management process groups
Initiating Process Group Planning Process Group Executing Process Group
Monitoring & Controlling
Process Group
Closing Process Group
4. Project Integration
Mgmt
4.1 Develop Project Charter 4.2 Develop Project Mgmt Plan
4.3 Direct and Manage Project
Work
4.5 Monitor and
Control Project Work
4.7 Close Project or Phase
4.4 Manage Project
Knowledge
4.6 Perform Integrated
Change Control
5. Project Scope Mgmt
5.1 Plan Scope Mgmt
5.5 Validate Scope
5.2 Collect Requirements
5.3 Define Scope 5.6 Control Scope
5.4 Create WBS
6. Project Schedule Mgmt
6.1 Plan Schedule Mgmt
6.6 Control Schedule
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
7. Project Cost Mgmt
7.1 Plan Cost Mgmt
7.4 Control Costs
7.2 Estimate Costs
7.3 Determine Budget
8.Project Quality Mgmt 8.1 Plan Quality Mgmt 8.2 Manage Quality 8.3 Control Quality
9. Project Resource Mgmt
9.1 Plan Resource Mgmt 9.3 Acquire Resources
9.6 Control Resources
9.4 Develop Team
9.2 Estimate Activity Resources
9.5 Manage Team
10. Project
Communications Mgmt
10.1 Plan Communications
Mgmt
10.2 Manage
Communication
10.3 Monitor
Communication
11. Project Risk Mgmt
11.1 Plan Risk Mgmt
11.6 Implement Risk
Responses
11.7 Monitor Risks
11.2 Identify Risks
11.3 Perform Qualitative Risk
Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
12. Project Procurement
Mgmt
12.1 Plan Procurement Mgmt 12.2 Conduct Procure. 12.3 Control Procurement
13. Project Stakeholder
Mgmt
13.1 Identify Stakeholders
13.2 Plan Stakeholder
Engagement
13.3 Manage Stakeholder
Engagement
13.3 Monitor Stakeholder
Engagement
Process Groups bundle together processes that often
operate around the same time on a project or with
similar input and outputs. Once you've got comfortable
with them they are actually a very logical way of grouping
together the things you have to do
Process Groups bundle together processes that often
operate around the same time on a project or with
similar input and outputs. Once you've got comfortable
with them they are actually a very logical way of grouping
together the things you have to do
Each Knowledge Area is made up of a set of specialized and
focused processes, and each of them assume specific skills
and experience in order to accomplish project goals
Each Knowledge Area is made up of a set of specialized and
focused processes, and each of them assume specific skills
and experience in order to accomplish project goals

PMBOK 6th
Processes
Process Group
Mgmt
Work
4.5 Monitor and
4.4 Manage Project
Knowledge
Change Control
5.1 Plan Scope Mgmt
5.5 Validate Scope
5.4 Create WBS
7.1 Plan Cost Mgmt
7.4 Control Costs
7.2 Estimate Costs
9.4 Develop Team
9.5 Manage Team
10. Project
Communications Mgmt
Mgmt
10.2 Manage
Communication
10.3 Monitor
Communication
11.1 Plan Risk Mgmt
11.6 Implement Risk
Responses
11.7 Monitor Risks
11.2 Identify Risks
Analysis
Analysis
Mgmt
Mgmt
Engagement
Engagement
Engagement

1. Integration Management - To ensure that the various elements of the project are
properly coordinated.
2. Scope Management - To ensure that the project includes all the work required, and
only the work required, to complete the project successfully.
3. Time Management - To ensure the timely completion of the project.
4. Cost Management - To ensure the project is completed within the approved budget.
5. Quality Management - To ensure the project will satisfy the needs for which it was
undertaken.
6. Resource Management - To make the most effective use of people involved with the
project.
7. Communications Management - To ensure the timely and appropriate generation,
collection, dissemination, storage, and ultimate disposition of project knowledge.
8. Risk Management - The processes concerned with identifying, analyzing, and
responding to project risk.
9. Procurement Management - To acquire the goods and services from outside the
performing organization.
10. Stakeholder Management - Identifies and develops relationships with those people
and organizations which are impacted by the project and which influence or determine
how the team works.

Process 1
Tools &
Techniques
Input 1
Input 1
Input 2
Input 2
Input 3
Input 3
Process 2
Tools &
Techniques
Output 1
as
Input 4
Output 1
as
Input 4
Output 2
as
Input 5
Output 2
as
Input 5
Output 3
as
Input 6
Output 3
as
Input 6
Process 3
Tools &
Technique
PMBOK Processes Flow (ITTO Notation)

PMBOK
process
1
(P1)
PMBOK
process
2
(P2)
OPA
EEF
Project Mgmt
Plan
A Project
Document
Other
Inputs
OPA
EEF
Project Mgmt
Plan Updates
A Project
Document
Output P1
as an
Input for
P2

4Ps
• For Initial and Planning
• For Executing
• For Monitoring/Controlling
• For Closing
Organizational Knowledge Repositories
• Configuration Management
• Financial data
• Historical Information and LL knowledge
• Issued and Defect Management Data
• Data Repositories for Metrics
• Project files from previous projects
Organizational Process Assets (OPA)
OPAs are the plans, processes, policies, procedures (4Ps), and knowledge bases
specific to and used by the performing organization. Internal! (PMBOK 6th)

Enterprise Environmental Factors (EEF)
EEFs refer to conditions, not under the control of the project team, that inﬂuence,
constrain, or direct the project. + or -, Internal or External (PMBOK 6th)
Internal
• Culture, Structure, Governance
• Geographic distribution of facilities
and resources
• Infrastructure
• IT Software
• Resource Availability
• Employee Capability
External
• Marketplace Conditions
• Social and Cultural Influences
• Legal Restrictions
• Commercial Database
• Academic Research
• Government or Industry Standards
• Financial Considerations
• Physical Environmental Elements

Project Management Plan
Change management plan
Configuration management plan
Requirements management plan
Scope management plan
Scope baseline
• Project scope statement
• WBS
• WBS dictionary
Schedule baseline
Schedule management plan
Cost baseline
Cost management plan
Process improvement plan
Quality management plan
Human resource management plan
Communications management plan
Risk management plan
Procurement management plan
Stakeholder management plan
Project Management Plan

E Direct and Manage Project Work E Direct and Manage Project Work
E Perform Integrated Change Control E Perform Integrated Change Control
M Monitor and Control Project Work M Monitor and Control Project Work
C Close Project or Phase
P Plan Scope Management
M Control Scope M Control Scope
M Validate Scope
P Develop Schedule P Plan Schedule Management
M Control Schedule M Control Schedule
P Plan Cost Management
M Control Costs M Control Costs
Project Management Plan Updates

P Plan Quality Management
E Perform Quality Assurance
M Control Quality M Control Quality
P Plan Human Resource Management
E Acquire Project Team
E Manage Project Team
P Plan Communications Management
E Manage Communications
M Control Communications M Control Communications
P Plan Risk Management
M Control Risks M Control Risks
P Plan Procurement Management
E Conduct Procurements
M Control Procurements M Control Procurements
C Close Procurements
P Plan Stakeholder Management
E Manage Stakeholder Engagement
M Control Stakeholder Engagement M Control Stakeholder Engagement

Project statement of work
Project charter
Requirements documentation
Requirements traceability matrix
Activity attributes
Activity cost estimates
Activity duration estimates
Activity list
Milestone list
Project schedule
Project schedule network diagrams
Project calendars
Schedule forecast
Activity resource requirements
Resource breakdown structure
Resource calendars
Schedule data
Project funding requirements
Cost forecast
Basis of estimates
Quality checklists
Quality control measurements
Quality metrics
Project staff assignments
Team performance assessments
Risk register
Agreements
Seller proposals
Source selection criteria
Procurement documents
Procurement statement of work
Stakeholder register
Issue log
Project Documents

PMBOK 6th
Process Group
Mgmt
4.1 Develop Project
Charter
4.2 Develop Project
Mgmt Plan
Work
4.5 Monitor and
4.4 Manage Project
Knowledge
Change Control
5.1 Plan Scope Mgmt
5.5 Validate Scope
5.4 Create WBS
7.1 Plan Cost Mgmt
7.4 Control Costs
7.2 Estimate Costs
9.4 Develop Team
9.5 Manage Team
10. Project
Communications Mgmt
Mgmt
10.2 Manage
Communication
10.3 Monitor
Communication
11.1 Plan Risk Mgmt
11.6 Implement Risk
Responses
11.7 Monitor Risks
11.2 Identify Risks
Analysis
Analysis
Mgmt
Mgmt
Engagement
Engagement
Engagement
EXAMPLE
Next Slide

Inputs
A Project
Document

PMBOK 6th
Process Group
Mgmt
Exec
4.5 Monitor and
4.4 Manage Project
Knowledge
Change Control
5.1 Plan Scope Mgmt
5.5 Validate Scope
5.4 Create WBS
7.1 Plan Cost Mgmt
7.4 Control Costs
7.2 Estimate Costs
9.4 Develop Team
9.5 Manage Team
10. Project
Communications Mgmt
Mgmt
10.2 Manage
Communication
10.3 Monitor
Communication
11.1 Plan Risk Mgmt
11.6 Implement Risk
Responses
11.7 Monitor Risks
11.2 Identify Risks
Analysis
Analysis
Mgmt
Mgmt
Engagement
Engagement
Engagement
EXAMPLE
Next Slide

ALL
Processes Flow!
PMBOK Guide 6th
Edition Ver. 2
(M&C) Process Group
Mgmt
4.1 Develop Project Charter 4.2 Develop Project Mgmt Plan 4.3 Direct and Manage Project
Exec
4.5 Monitor and
4.4 Manage Project
Knowledge
Change Control
5. Project Scope Mgmt 5.1 Plan Scope Mgmt 5.5 Validate Scope
5.4 Create WBS
6. Project Schedule Mgmt 6.1 Plan Schedule Mgmt 6.6 Control Schedule
7. Project Cost Mgmt 7.1 Plan Cost Mgmt 7.4 Control Costs
7.2 Estimate Costs
9. Project Resource Mgmt 9.1 Plan Resource Mgmt 9.3 Acquire Resources 9.6 Control Resources
9.4 Develop Team
9.5 Manage Team
10. Project
Communications Mgmt
Mgmt
10.2 Manage
Communication
10.3 Monitor
Communication
11. Project Risk Mgmt 11.1 Plan Risk Mgmt 11.6 Implement Risk
Responses
11.7 Monitor Risks
11.2 Identify Risks
Analysis
Analysis
Mgmt
12.1 Plan Procurement Mgmt 12.2 Conduct Procurement 12.3 Control Procurement
Mgmt
13.1 Identify Stakeholders 13.2 Plan Stakeholder
Engagement
Engagement
Engagement
Also, receives inputs from
4.1, 4.2, 12.1, 12.2
By: Dr. Sasan Hosseyni
XWIR@YAHOO.COM
Also, provides input
for 4.6 and 4.7 Also, provides input
for 4.5 and 4.7
Notes:
4.1 also, provides input for
- All Plan X Mgmt Processes
- Closing Process (4.7)
- All Plan X Mgmt Processes
- All M&C Processes
- All Executing Processes
- Closing Process (4.7)
and receives inputs from
- All Planning Processes
- All M&C Proces except 4.5
4.5 also, receives inputs from
- All M&C Processes
4.6 also, receives inputs from
- All M&C Processes
- 4.3, 11.5, 12.1, 13.1
- 8.2, 9.3, 9.4, 6.2, 6.5
All Plan X Mgmt P.
Process 1
Process 2…n
In planning processes:

• Work Performance Data: The raw observations and measurements identified during
activities performed to carry out the project work. Examples include reported percent
of work physically completed, quality and technical performance measures, start and
finish dates of schedule activities, number of change requests, number of defects,
actual costs, actual durations, etc. Project data are usually recorded in a PMIS and in
project documents.
• Work Performance Information: The performance data collected from various
controlling processes, analyzed in context and integrated based on relationships across
areas. Examples of performance information are status of deliverables, implementation
status for change requests, and forecast estimates to complete.
• Work Performance Reports: The physical or electronic representation of work
performance information compiled in project documents, which is intended to
generate decisions or raise issues, actions, or awareness. Examples include status
reports, memos, justifications, information notes, electronic dashboards,
recommendations, and updates.

4.5 Monitor and
Change Control
All other
Monitoring &
Controlling Processes
except 4.4, 4.5, 4.6
4.7 Close Project or
Phase
5.5 Validate Scope
4.2 Develop Project
Mgmt Plan
4.1 Develop Project
Charter
All other Planning
Processes
4.3 Direct and Manage
Project Work
8.3 Control Quality
Change
Request
Verified
Deliverable
Accepted
Deliverable
Final
Product/Service/Result
Project
Mgmt Plan
Deliverable
Work
Performance
Data
Work Performance
Information
Project
Charter
Work
Performance
Reports
Change Request
↖Approved Change
10.2 Manage
Communication
Product flow
Data flow
Change flow
Change
Request
Initiating Planning Executing
Monitoring &
Controlling
Closing
PMBOK Guide 6th
Edition, Processes Flow, Main Lines
Dr. Sasan Hosseyni
XWIR@YAHOO.COM

PMIS in PMBOK
4

Project
Management
Information
System
(PMIS)
Information Collection & Distribution System (Outputs)
Scheduling Tools
RMS: Records Mgmt System (Docs & Records)
WAS: Work Authorization System (Tracking System)
CMS: Configuration Mgmt System (Tracking System)
Interfaces to other online automated systems
Gathering and Reporting on KPIs system
Archiving Project Documents and correspondence
…

Work Authorization System (WAS):
In which order tasks are to be
completed, and by whom. A
collection of formal documented
procedures, tracking system, and
approval levels (PMBOK 6th)

Record Management System (RMS):
Receipt, maintenance, use and disposition of records, including the processes for
capturing and maintaining evidence of and information about project activities and
transactions in the form of records (Based on ISO 15489-1:2001)
Doccept.com

Configuration Management System (CMS):
Record and report each change and its implementation status; Support audit of the
products, results, or components to verify conformance to requirements; Includes the
documentation, tracking systems, and change approval levels (PMBOK 6th)
guru99.com

4.5 Monitor and
Change Control
All other
Monitoring &
Controlling Processes
except 4.4, 4.5, 4.6
4.7 Close Project or
Phase
5.5 Validate Scope
4.2 Develop Project
Mgmt Plan
4.1 Develop Project
Charter
All other Planning
Processes
4.3 Direct and Manage
Project Work
8.3 Control Quality
Change
Request
Verified
Deliverable
Accepted
Deliverable
Final
Product/Service/Result
Project
Mgmt Plan
Deliverable
Work
Performance
Data
Work Performance
Information
Project
Charter
Work
Performance
Reports
Change Request
↖Approved Change
10.2 Manage
Communication
Product flow
Data flow
Change flow
Change
Request
Initiating Planning Executing
Monitoring &
Controlling
Closing
PMBOK Guide 6th
Edition, Processes Flow, Main Lines
Dr. Sasan Hosseyni
XWIR@YAHOO.COM
CMS
WAS RMS

PMBOK 6th
Process Group
Mgmt
Exec
4.5 Monitor and
4.4 Manage Project
Knowledge
Change Control
5.1 Plan Scope Mgmt
5.5 Validate Scope
5.4 Create WBS
7.1 Plan Cost Mgmt
7.4 Control Costs
7.2 Estimate Costs
9.4 Develop Team
9.5 Manage Team
10. Project
Communications Mgmt
Mgmt
10.2 Manage
Communication
10.3 Monitor
Communication
11.1 Plan Risk Mgmt
11.6 Implement Risk
Responses
11.7 Monitor Risks
11.2 Identify Risks
Analysis
Analysis
Mgmt
Mgmt
Engagement
Engagement
Engagement
PMIS
As a Tools
&
Technique

Project Integration Management
4.3 (Executing) The PMIS provides access to information technology (IT) software tools, such as
scheduling software tools, work authorization systems, configuration management systems,
information collection and distribution systems, as well as interfaces to other online automated
systems such as corporate knowledge base repositories. Automated gathering and reporting on
key performance indicators (KPI) can be part of this system.
4.4 (Executing) PMISs often include document management systems
4.5 (Monitoring & Controlling) Such as scheduling, cost, resourcing tools, performance
indicators, databases, project records, and financials

Project Schedule Management
6.3 (Planning) PMISs includes scheduling software that has the capability to help plan, organize,
and adjust the sequence of the activities; insert the logical relationships, lead and lag values;
and differentiate the different types of dependencies.
6.5 (Planning) PMISs include scheduling software that expedites the process of building a
schedule model by generating start and finish dates based on the inputs of activities, network
diagrams, resources, and activity durations.
6.6 (Monitoring & Controlling) PMISs include scheduling software that provides the ability to
track planned dates versus actual dates, to report variances to and progress made against the
schedule baseline, and to forecast the effects of changes to the project schedule model.

Project Cost Management
7.1 (Planning) PMIS provides alternative possibilities for managing cost.
7.2 (Planning) PMIS can include spreadsheets, simulation software, and statistical analysis tools
to assist with cost estimating. Such tools simplify the use of some cost-estimating techniques
and thereby facilitate rapid consideration of cost estimate alternatives.
7.4 (Monitoring & Controlling) PMIS are often used to monitor the three EVM dimensions (PV,
EV, and AC), to display graphical trends, and to forecast a range of possible final project results.

Project Quality Management
8.3 (Monitoring & Controlling) PMIS Can be used to track errors and variations in processes or
deliverables.

Project Resource Management
9.2 (Planning) PMISs can include resource management software that can help plan, organize,
and manage resource pools and develop resource estimates. Depending on the sophistication
of the software, resource breakdown structures, resource availability, resource rates, and
various resource calendars can be defined to assist in optimizing resource utilization.
9.5 (Executing) PMISs can include resource management or scheduling software that can be
used for managing and coordinating team members across project activities.
9.6 (Monitoring & Controlling) PMISs can include resource management or scheduling software
that can be used to monitor the resource utilization which helps ensure that the right resources
are working on the right activities at the right time and place.

Project Communication Management
10.2 (Executing) PMISs can ensure that stakeholders can easily retrieve the information they
need in a timely way. Project information is managed and distributed using a variety of tools,
including:
• Electronic project management tools. Project management software, meeting and virtual
office support software, web interfaces, specialized project portals and dashboards, and
collaborative work management tools.
• Electronic communications management. Email, fax, and voice mail; audio, video and web
conferencing; and websites and web publishing.
• Social media management. Websites and web publishing; and blogs and applications, which
offer the opportunity to engage with stakeholders and form online communities.
10.3 (Monitoring & Controlling) PMISs provides a set of standard tools for the project manager
to capture, store, and distribute information to internal and external stakeholders with the
information they need according the communications plan. The information contained in the
system is monitored to assess its validity and effectiveness.

Project Risk Management
11.6 (Executing) PMISs can include schedule, resource, and cost software to ensure that
agreed-upon risk response plans and their associated activities are integrated into the project
alongside other project activities.

Project Structure (Traditional)
5

Client
Vendors Sub-Contractors
Project
Organization
Prime Contract
Purchase Orders Work/Service Orders

Project Life Cycle (An Oil & Gas Project)
as an example to illustrate
the traditional project management approach
(predictive)
6

Drilling
Pipeline
Warehousing
Custom Clearance
Shipping
HSE
Construction
Engineering
HR
Cost
Management
Quality
Offshore
Onshore Exploration

Engineering
Engineering
Procurement
Procurement
Construction
Construction
Designs
EPC Project (Engineering, Procurement, Construction)

Project Functional Areas
7

ENG
MT
O
ST
O
MR
SR
TDR
TD
R
Contract
Contract
SO
MA
N
Engineering Procurement
SHI
P
PL DAS
FAT
Construction
INV
Financial
W
R
O.P.
WP (Procurement)
WP
Construction
WP (Engineering)
BILL I.P.
Budget Release
PO
DR
CN
S
Desighn
WPS
WPS
Sections in the next slides
Budgeting
(Budget Controllers)
Reporting (to client)
(Project Controllers)
Scheduling
(Project Planners)
Executing
(Workers)
(e.g. Engineering mechanical department,
Procurement office, Site Civil department,
Quality Control department, …)
1
2
3
4
Client
Vendors
Sub-Contractors

Engineering Procurement Construction Financial
Scheduling

ENG
MTO
STO
MR
SR
Budget
ENG: Engineering
MTO: Material Take off
STO: Service Take off
MR: Material Requisition
SR: Service Requisition

ENG
MTO
STO
MR
SR
Budget
WP (Engineering)
ENG: Engineering
MTO: Material Take off
STO: Service Take off
MR: Material Requisition
SR: Service Requisition
WP: Work Performance Appraisal (Report to Project Client)

ENG
MTO
STO
MR
SR
TDR
TDR
Contract
Contract
MAN
SHIP PL DAS
FAT
Construction Financial
Budget Release
PO
Design
WP (Engineering)
TDR: Tendering
PO: Purchase Order
MAN: Manufacturing
FAT: Factory Acceptance Test
SHIP: Shipment/Logistics
PL: Packing List
DAS: Delivery At Site

ENG
MTO
STO
MR
SR
TDR
TDR
Contract
Contract
MAN
SHIP PL DAS
FAT
Budget Release
PO
Design
WP (Procurement)
WP (Engineering)

ENG
MTO
STO
MR
SR
TDR
TDR
Contract
Contract
SO
MAN
SHIP PL DAS
FAT
Budget Release
PO
Desin
WP (Procurement)
WP (Engineering)
WR
DR
CNS
SO: Service Order
WR: Warehousing/Inventory
CNS: Consuming the materials
DR: Daily Report
WPS: Work Performance Appraisal (Reported by Contractor/Vendor)
INV: Invoice (send by Contractor/Vendor)
O.P.: Outgoing Payment (to Contractor/Vendor)

ENG
MTO
STO
MR
SR
TDR
TDR
Contract
Contract
SO
MAN
SHIP PL DAS
FAT
Budget Release
PO
Design
WP (Procurement)
WP (Engineering)
WR
WP
Construction
DR
CNS

ENG
MTO
STO
MR
SR
TDR
TDR
Contract
Contract
SO
MAN
SHIP PL DAS
FAT
Budget Release
PO
Design
WP (Procurement)
WP (Engineering)
INV
WR
WP
Construction
DR
WPS
WPS
CNS
O.P.
BILL I.P.
BILL: Bill (to Client)
I.P.: Incoming Payment (from Client)
WPS: Work Performance Reports (from Contractor/Vendor)
INV: Invoice (form Contractor/Vendor)
O.P.: Outgoing Payment (to Contractor/Vendor)

Market Titans!
SAP Oracle Microsoft
8

Note:
On the aspect of technical and managerial abilities or even the market share the comparison between “SAP All-in-
One” AND “Microsoft Dynamics SL” (for small and medium enterprises) or comparison between “SAP ECC6 Business
Suit” AND “Oracle’s PeopleSoft ERP Solutions” (for Large enterprises) is acceptable regarding the fact that all these
products are ERP solutions. On the other hand it is naturally accepted that non-identical systems cannot be
compared. For example it is basically wrong to compare “SAP ECC6” form SAP SE company with “Primavera Unifier”
from Oracle company and “Project Professional” from Microsoft since the infrastructures and application areas are
not completely the same.
However, we are not trying to make a company or a product superior or inferior. The ultimate goal of mentioning
such a products in this presentation is to familiarize the students with capabilities and advantages of different
systems in order to cover the needs of project management in project-Based companies. Thus, in this presentation,
different products from these three companies are selected deliberately.
It is worth to be mentioned that regarding the aforementioned explanations, some well-known systems like
“Dynamics AX” or “Dynamics SL” from Microsoft and “E-Business Suite ERP Solutions” or “Oracle Project Portfolio
Management Cloud” from Oracle are purposefully ignored. All other selected products for the next presentation
(Part.2) are of the most well-known ones in the market.

SAP

Microsoft SQL Server™
Analysis Services
SharePoint™ Team
Services
Project
Server
Enable Portfolio Analyzer
Enable project collaboration
Enterprise-enabling
components
PP (Project
Professional)
MSP (Microsoft
Project Standard)
Project
Server
MSP (Microsoft
Project Standard)
Server Client
Project Server, Project Professional, Project Standard (MSP)
Only in PP (Some)
Enterprise Custom Field
Build Team from Enterprise
Generic Resources
Resource Center
Summary resource assignments
Project versions
Portfolio Analyzer and Modeler
API for solution builder access
Some Features in both (PP & MSP)
Security
Base Calendar
Resource Pool
Inactive Resources
Project Version
Microsoft Project Web Access
Timesheet Center
Status Report
Project views
Document
Issue
Microsoft

P6 EPPM Administration
Project Template (Methodology Management)
Graphs, Charts, Pivot tables, Dashboards
Better Risk Management functions
Better Resource Management functions
Big Focus on Portfolio Management
Timesheet Approval
Client Server
Web
P6 PPM
P6 PPM: Oracle Primavera P6 Professional Project
Management
P6 EPPM: Oracle Primavera P6 Enterprise Project
Portfolio Management
P6 PPM
P6 EPPM
Administration
Primavera P6 Analytics (+BI)
P6 PPM, P6 EPPM, PPM, P6 Analytics
Oracle

PMIS Course Part 1 – Definitions

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