Exhibit 1. Project Data Model
Relational databases also provide an open architecture to support additional functionality involving multiprojects or other non-project-specific systems. For example, a relational project management system may interface with the accounting system, the human resource system, and the financial system to automate charge back, comprehensive resource management, and resource forecasting. This is in contrast with the current microcomputer-based project management systems that can primarily support record-keeping activities typically within a single project.
Relational Database Management System/4GL
Development Tools
A relational database management system (RDBMS) has two parts: the back end, which provides the basic data management funcitons, and a set of front ends, which support applications development.
The back-end DBMS is typically equipped with a nonprocedural language that can be used to create, update, and maintain the project database. It also provides concurrent control, recovery support, and data security. Some back ends provide a data dictionary to store metadata about objects and therefore provide a unified view of data. Popular RDBMS products include DB2, Informix, Oracle, Sybase, and Microsoft SQL Server.
The relational front ends constitute a set of facilities for assisting in the process of developing database programs. For the past decade, the front ends have made significant changes to allow for the development of client/server, multiplatform applications.
The front-end tools range from 3GL-like procedural language to nonprocedural database languages, from character-based text modes to object-oriented modes, and from menu-driven 4GLs to graphical 4GLs. These 4GL- type front-end tools support prototyping and have proved to be able to shorten development time significantly. It is expected that the modern front ends are adequate to facilitate the development of the various project management programs, including:
§ Transaction programs to request and accept the actual time spent by a person on a specific project
§ Data maintenance programs to modify a person’
s assignment and the
projected time for a task
§ Decision-support inquiry and project-data reporting programs to generate, for example, a new project plan in response to schedule slippage
Most of the host- or server-based RDBMS have graphical 4GLs (e.g., Informix 4GL, Microsoft Visual Basic, and Sybase Powerbuilder). Some PC-based RDBMS, such as Microsoft Access, Microsoft Visual FoxPro, and Corel Paradox, also provide front-end tools. This means that there are many choices available for automating project management programs in relatively short periods.
Expert, Hypermedia, Relational Technologies
A knowledge-based project methodology should provide, among other functions, a knowledge base about the development methodology and its expert guidance to assist the project manager to derive the first-cut plan and then to customize a plan.
The methodology should also provide other types of knowledge bases and their expertlike guidance for selecting the appropriate techniques and tools.
To implement such knowledge-based systems, various information technologies can be employed. For example, hypermedia and expert tec hnology can be used to implement a knowledge base that may be composed of a set of digitized objects.
These objects are used to represent knowledge about tasks, phases, techniques, tools, deliverables, skills, and so on. Each of these knowledge-oriented objects is modeled as an independent object that can be further divided into one or more subobjects for the detailed references. The objects may hold text, bit-mapped diagrams, and even animation. Specific rules used to provide guidance for using the project methodologies can also be automated as one component of an expert system.
Besides the above technologies, relational database systems (e.g., DB2 and Oracle) have added hypermedia, object, and knowledge components to make relational DBMSs multimedia capable, object capable, and more intelligent in addition to their standard database management functions. The significance of this development is that relational technology may eventually be able to support project management automation by itself.
Hypermedia Browsing and Relational Query
Hypermedia browsing allows the user to access project databases and knowledge bases in a nonlinear way and may serve as a fundamental navigation mechanism for a project management system. Such a navigation mechanism is interactive and flexible; it can enhance information access in two significant ways. First, it uses a technique known as hypertext to integrate menu items into information. With hypertext, the users can explore the knowledge bases and project databases from one object to the related objects through the embedded menu items. The users can also navigate from one object to other objects through cross-reference links or direct links. Second, it allows text, graphics, images, audio, and video to be combined to form multimedia objects.
Other advanced mechanisms involve a sophisticated query/search technique for flexible and filtered access to project databases. Such mechanisms allow users to see the desired picture of a project, to identify the critical path, and to filter exceptional
problems concerning schedules, budgets, or resources. Relational query tools may be used to facilitate the implementation of such advanced mechanisms.
CONCLUSION
This chapter has discussed automation in the context of project management.
Although microcomputer-based GUI products for technical project managers and analysts have begun to offer some fundamental functions, they lack sufficient functionality for project management automation from the planning phase to the coordination and execution phase. Three major functions among others that remain difficult to automate are the historical project databases, the knowledge-based project methodologies, and the flexible navigation mechanisms.
Current IT developments are emerging that provide the solutions if they are fully utilized. This chapter identified the specific technologies for project management automation:
§ Expert systems, hypermedia, and image/object technology, which can be used to develop the knowledge-based project methodology
§ Relational database technology, which can be used to implement the multiproject historical databases and to assist the development of various project management programs
§ Multimedia, which can be used to represent knowledge or project data in the forms of text, graphics, images, audio, video, and animation
§ Hypertext techniques and relational queries, which can be used to provide a flexible navigation mechanism
Until these technologies are fully incorporated into the systems, project management will remain one of the thorny problems for managers. To alleviate this problem, a new project management system must be planned and built as an integral part of the organizationwide information system. Because relational technology is the best complete technology currently available to support the overall information system, it should be used to implement a project management system.
To better prepare for a new era of relational technology-centered project management automation, the following steps are suggested:
§ Standardizing the project methodology. A proven project methodology must be chosen. The chosen methodology standardizes project development activities.
§ Planning and building the project database with a RDBMS. First, the project database must be planned as an integral part of the enterprise data model.
Emphasis should be placed on data aggregation and data sharing. Second, the project data can be defined, stored, and maintained with the use of the back end of a relational DBMS.
§ Developing the project management programs with the front-end tools of RDBMS. The 4GL development tools can be used to facilitate the rapid
development of the various project management subsystems including transaction processing, management reporting, and information inquiry.
§ Implementing expert guidance and hypermedia navigation. These functions may be delayed until RDBMS or other technologies are proved to be capable of implementing them.
Chapter 43: The Project Management Office: A Strategy for Improvement and Success
John P. Murray
OVERVIEW
As information technology (IT) organizations struggle to deliver applications to their business customers, they are increasingly more open to implementing new approaches to project management. One such approach is using an IT project management office (PMO). A strong PMO can benefit an organization in many ways.
The primary benefit is an environment that improves the structure of project management as well as the design, development, and implementation of IT projects.
A PMO is structured to provide a clear path to senior management, whose support for a project can be solicited as needed. A direct track to senior management can quickly and effectively solve disputes that may arise within a project team. A PMO
also creates opportunities to introduce new project management tools, concepts, and methods.
A well- managed PMO can help systems developers to:
§ Capture and resolve project issues as they appear during the life of the project
§ Consider and test out new project management techniques and approaches Although these activities are not key to successfully delivering a project, they are key in improving project control and quality.
On many IT projects, management is fragmented. As a result, the assigned project manager cannot exercise sufficient control to ensure project success. Although lines of authority and responsibility are clearly defined, real power over a project resides with someone other than the project manager, the decisions concerning the project may be made on the basis of political or emotional considerations rather than on business ones.
For example, a large order entry project has been approved for an organization. The assigned project manager is a member of the IT department, and it is agreed that the project manager, for the duration of the project, reports to the project sponsor, who is the manager of the order entry department. The project sponsor in turn reports to the vice president of marketing. In this situation, the project sponsor is naturally influenced by the vice president, who has a different agenda than the one agreed upon for the project. As the project moves forward, the vice president pushes for systems features outside the original scope of the project (i.e., “scope creep”).