Automated Project Management Tools

Why, What, How?

There is an ever-expanding market in tools designed to help in the planning, support, management and control of projects. Functionality has increased
enormously with the common availability of network connections and web access. There is now a wide range of applications. Most Project Office functions
are supported by tools. Team members can also participate collaboratively using such tools.
Here are some types of functionality to look for in project management tools:
Functionality Optionality Explanation
Process
Management
Optional Manages template plans so that a library of best-practice approaches can be
maintained and re-used. A first-cut plan for the specific project can be created based
on template plans plus various heuristics about the current situation. Templates would
normally be managed centrally so that all parts of the organisation use compatible
approaches.
Project Planning Vital Creates and manages the project plan including tasks, resources, dependencies and
costs. Allows the creation of a high-level plan which can be exploded into detail.
Allows for the consolidation of several plans to deal with scheduling and resourcing
across a number of sub-team plans or for a multi-project programme.
Resource Scheduling Optional Supports or automates the process of assigning staff to projects. Tracks the
characteristics, capabilities and availability of individuals so that staffing for projects
can be proposed.
Timesheet Collection
and Processing
Very useful Gathers timesheet information from all participants. Preferably it would prompt the
individual to complete the timesheet and assist by pre-filling starting figures, budgets
and expected work items. Controls should identify missing or invalid timesheets.
Progress Tracking Very useful Processes timesheet and other progress data (eg milestones passed) against the detailed
project plan to provide detailed progress information. Should be capable of dealing
with consolidated project plans and tracking information.
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Progress/Status
Reporting
Very useful Generates detailed and summary reports on project progress. Consolidates multiple
projects where required. Preferably, controls and effects distribution using electronic
media such as a project website or EMail.
Portfolio
Management
As required Provides the ability to manage multiple projects as part of a portfolio or programme.
Plans, resourcing and progress may be viewed across the portfolio, allowing the overall
manager to identify problems, consider priorities, and adjust resourcing. Portfolio
management will be linked to the planning and tracking tools with which it needs to
share data.
Team
Communications
Very useful Easy electronic communication to all participants. Allows specific circulation lists to
be used. Monitors whether messages have been read. Allows for replies.
Issues Collection and
Management
Very useful Collects issues and controls their resolution. Logs progress, status, responsibilities etc.
Preferably prompts those concerned automatically using EMail or an alternative
messaging system (eg project website).
Change Request and
Control
Very useful Collects change requests and controls their resolution. Logs progress, status,
responsibilities etc. Preferably prompts those concerned automatically using EMail or
an alternative messaging system (eg project website).
Scope Change
Control
Very useful Collects scope change requests and controls their resolution. Logs progress, status,
responsibilities etc. Preferably prompts those concerned automatically using EMail or
an alternative messaging system (eg project website).
Configuration
Management
Very useful Controls versions and release status of deliverable components.
Risk Management Useful Records identified risks along with their impact assessment, actions, contingency plans,
responsibilities, etc. Provides status reports. Prompts when action is required. More
advanced systems may provide sophisticated risk analysis features.
QA control Useful Records all specific quality control checks that are required. Tracks status of those
controls. Provides exception reports. Controls status of corrective actions.
Document
Management
Very useful Registers all formally controlled electronic documents. Controls access to those
documents, both for update and for information. Allows documents to be checked out
for update (by one person at any one time). Allows updated documents to be checked
in. Reports on the status of all controlled documents.
Project Accounting As required Monitors all financial dealings and forecasts for the project. Controls and reports upon
expenditure. Where appropriate, controls sub-contractor payments due and/or made.
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Where appropriate, manages the positions of joint venture partners.

The ideal suite of project management tools would provide fully integrated functionality such that:
tools share the same communication medium to the team (eg Web, Intranet, Exchange server, EMail, Client/Server)
information can be automatically transferred to other tools, or, better still, be held only once (eg team names, task lists, EMail addresses, distribution
lists)
efficiency and effectiveness is supported by automatic messaging and workflow control - the applications will always prompt those responsible for
action.
Tools providing such integrated functionality will typically have different components for different purposes. Since they share data there needs to be a central
database server. Users may have differing tools depending upon their needs, all of which link to that central server. For example, the Project Manager will
need access to the full planning and scheduling component, whereas ordinary team members only need to see parts of the resulting plan that concern them.
The Project Office manager will need full access to the issues, risk and change management data while other participants only require to view the information
and submit updates.

Putting project tools in place
Most projects use automation tools to support at least some of the Project Office functions, although there is still an alarmingly large number of projects doing
everything by spreadsheet. It is easy to see why spreadsheets are still so common. Having an integrated set of project management tools in place and
operational takes time and effort. That effort inevitably coincides with the launch of the project when everyone is focused on mainstream activities rather
than supporting functions. By the time the project management team has time to look for a smart toolset it is too late to displace the ad hoc spreadsheets that
have sprung up. The project management toolset either needs to have been invested in prior to the project, or dedicated resources need to focus on that area
while the Project Manager and team are engaged in the mainstream priorities.
It will take time to select and install a new suite of project tools. As with any other software selection, the functional, technical and support requirements or
preferences should be matched against the capabilities of currently available software applications. As well as the selection process, it will take time to
finalise the purchase, install the applications and train project team staff. It is best for these things to be in place before a project commences.

On-going use of tools and data
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Some of the project tools will be wound up at the end of the project. Final status reports should be produced. Data should be archived for any future
reference. Heuristic information should be captured for future use in project planning and estimation. Re-usable knowledge and materials should be
transferred into knowledge management systems as appropriate.
Some data and tools may be required for the on-going support and maintenance of the system, eg user and system documentation, configuration management,
issues management, change requests, etc. This may require:
extraction and cleansing of content,
obtaining appropriate software licences, and
training the permanent support team.



Copyright Simon Wallace, 1999-2007
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