Project Management Information Systems Analysis

Project Management Information Systems (PMIS) are tools used by project teams to gather, store, analyse and disseminate information about the project and can be a single system, or a system of systems (Saladis, F & Kerzner, H 2011, p.17).
Software packages are available that may integrate or combine some or all components necessary for a PMIS such as project scheduling software, databases for querying data, spreadsheets for data analysis, word processing software, messaging software for electronic distribution, multimedia tools for audio and video, web authoring tools, accounting software, software development tools and charting software (Knutson, J 2001, p.246).
Data and document management is facilitated by PMIS as it allows the creation,
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These areas were tasked with completion of design for the devices, site surveys, baseline forecasts and schedules, Work Breakdown Structures (WBS), stakeholder registers and the communications plan. Project Control, Operations and Corporate areas were consulted or informed and secondary to these tasks. Figure 4 Project Management Information System (PMIS) for Bridge Splay and Guard Rail Development/Planning phase
At the Implementation/Execution phase the Network Function and Project Delivery were the primary providers of these documents and activities. As shown in Figure 5 below (Appendix 2), these areas were the main drivers of preparing tender documents, creating and managing construction contracts, procuring inventory and making sure drawings were prepared for construction and for handover. Figure 5 Project Management Information System (PMIS) for Bridge Splay and Guard Rail Implementation/Execution
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The project manager should meet with clients and stakeholders to identify critical success factors, which may be based on past critical failures, and establish metrics to measure these factors and provide the basis for review throughout the project (Kerzner, H, 2014, pp.17, 25).
Vitally important to successful projects is consideration of managerial, behavioural, and organization issues in addition to critical success factors from the ten-factor model that includes the project mission, management support, project schedule and plans, client consultation, personnel, technical tasks, client acceptance, monitoring and feedback, communication, and troubleshooting (Pinto, J 1998, ch.23).
The top five Critical Success Factors (CSF) for the project were endorsed by stakeholders during the preparation of the business case and are as follows:
1. Safety of staff – no injuries or

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