A PMIS is typically one or more software applications and a methodical process for collecting and using project information. Don’t forget to budget time and money for training to cover any gaps you can’t fill with people who are already up to speed. Say the CIO at your company has asked you, an IT manager, to develop a new database and data entry system. Keep your scope front and center so everyone uses the same yardstick to measure success. The project’s success will be measured by how well you meet those goals. A PMIS Software supports all Project management knowledge areas such as Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, Project Procurement Management, and Project Stakeholder Management. You will need a dedicated project manager. You will need to do an impact assessment to determine who needs to be impacted and what role they will play on the implementation. Monitor and control process and budget Whether you have a formal project control system in place or you do your own regular check-ups, try to maintain a big-picture perspective so that you don’t become engulfed by details and petty problems. A budget, no matter how carefully planned, is just your best guess. Many times it is an exercise in informing them of the upcoming change, but other times it involves asking them to actively participate. Hold weekly team meetings When you’re immersed in project details, it’s easy to be diverted from critical activities to side paths that waste time. These electronic systems "help [to] plan, execute, and close project management goals. Common ones that sneak up on projects include increased overtime to keep things on schedule, consultant fees to resolve unforeseen problems, and fluctuations in currency exchange rates. "[1] In the planning phase, however, much is still in flux, so you’ll revise your objectives later on, as you gather information about what you need to achieve. And how do you go about it? The more explicitly you state them at the outset, the less disagreement you will face later about whether you have met expectations. It’s your responsibility to keep every one informed of any tweaks and tell them what the consequences will be in terms of time, cost, and quality. Consult with them to see how much information they’d like and in what format. Once you have filled in as many roles as possible with internal resources, you will be left with a list of roles and skills needed to fill out the rest of the project. For instance, if an annual report is due for a shareholder’s meeting and you know it takes the printer two weeks, then all the final art and copy for the report must be ready to go to the printer two weeks before the meeting. The most common are: time slippage, scope creep, quality issues, and people problems. That will give you new information, so you’ll revise your budget and end date—in other words, do more planning—according to your clearer understanding of the big picture. Scope is something that is typically most easily adjusted to meet the desired resource, cost, time and risk levels. You gather your resources. At times, there are two project managers on the project a business side project manager and a system side project … Of course, such alterations often occur in the middle of a project. Even though the phases have distinct qualities, they overlap. Try structuring them around production numbers, revenue goals, or whatever other metrics you’ve chosen to gauge performance. However, if the client wants a certain scope in a certain timeline, it is my job to let them know we can do it – but it will be bumpy! The details can be tedious and, at times, overwhelming. Also, celebrate small successes along the way—that will rekindle the team’s enthusiasm as you make progress toward your larger objectives. Continue to ask this question until your answer is broken down into tasks that cannot be subdivided further. As with all system implementations, there are four factors that you need to assess to determine how long it will take to implement your core financial solution. Develop a budget The first question to ask when developing a budget is, “What will it take to actually do the work?” To determine your costs, break down the project into the following categories: personnel, travel, training, supplies, space, research, capital expenditures, and overhead. Be ready to explain why extra costs are unavoidable. This is normal. Cost estimates become budgets. Close the project The steps you take to wrap things up will depend on whether your team assumes ownership of its own deliverables, hands them off to others in the organization, or must terminate the project altogether. I am often asked, “how long will it take to implement our new solution?” My stock and somewhat disappointing answer is always – it depends. Licensing fees? Encourage people to point out spots where problems may occur and where improvements could be made. If all has gone as planned with your project, then it’s time for celebration. Implementation: How to Execute the Project. One of my customers took eighteen months to implement PeopleSoft GL. It is also one of the main reasons why IT projects fail. It may cost too much or be too long to implement. You’ll also have a good idea of how long the project will take. Set clear agendas for your meetings. Even if, as is more likely, there are some rough spots along the way—the project takes longer than expected, the result is less than hoped for, or the costs overtake your estimates—it’s still important to recognize the team’s efforts and accomplishments. Here’s an overview of each phase and the activities involved. If there is not, I always suggest locking in a go live date that seems reasonable and then work with the other factors to determine if the timeline is reasonable. Don’t let it grow from a small irritant into a disaster. And if the stakeholders change midstream, be prepared not only to respond to the new players but also to include all the others in any decision to redirect the project.