The Role of Information Systems in Project Management

Building an Efficient Information System in an Organization

Any company thrives on the efficiency of the way information flows within it. Poor information system would mean dire consequences including the collapse of an entire business or organization. In light of this, building an efficient information system in an organization is an essential component of both management and the staff within the institution itself. An information system refers to a system that entails the collection, organization, storage, and dissemination of information. It is a system that involves components that interact to produce and disseminate information within an organization. In project management, information systems are essential for an organization to execute the projects successfully.

Role of Information Systems in Project Management

Any information system is always designed to ensure efficient operation, management, and decision making. However, building an adequate information system for a project is a task that is not only left to the top management if the project is to be sustainable and the objectives met. Creating a viable and efficient information system for a project should involve all the stakeholders in an institution right from its conception to maintenance.

Alignment of Information Systems with Project Objectives

Information systems in project management differ, and as such, it is essential that the system is aligned with the project objectives and goals for the success of the project itself. One of the essential functions of an information system in a project regardless of the design is to enable better and quicker decision making within the project. According to Raymond and Bergeron (2008), the design of the information system in a project is often built around the tasks of the project and the decision making task seems to form the fundamental core of all the tasks as it determines the direction of the project. In light of this, it is quite apparent that while carrying out the feasibility study as the first step in information system development, the opinions of the stakeholders and business users are considered. This not only warrants that the system is viable, but it is also sustainable and considerate of the needs of the stakeholders within the project. Understanding stakeholders and analyzing their interests in factors affecting the project is an important step towards sustainability of the project and better information flow (Elias, 2002).

Choosing the Most Appropriate Software

Raymond and Bergeron (2008) acknowledge the importance of choosing the most appropriate software when developing the information system within an institution. This is driven by the fact that different projects are driven by different objectives and the needs of the projects differ. Besides, the styles of management in a project may also be considered in choosing software for information system development.

Software Development Methodology

For instance, Agile Software Development Methodology is based on concepts that are used in undertaking software engineering projects. This methodology develops short time boxes that last for at least a week and carries out tasks such as planning, analysis, coding, designing, testing and documenting. At the close of iteration, the team may be required to reevaluate the priorities of a project. Such a methodology is significant where face-to-face communication is preferred over written documents and involves a myriad of stakeholders from the software developers to the actual customers of the project. Others such as the Waterfall or Traditional Methodology are quite linear. The Waterfall methodology is quite rigid and has distinct goals for each phase of the development process. However, this type of methodology places the bulk of the project tasks on the managers and may ignore the needs of the rest of the stakeholders. Besides, it is not flexible to the changes that may occur from time to time within a project. Regardless of the type of methodology chosen, the project administration should ensure that the selected software is concurrent with the objectives of the project and that the information flow is timely and efficient.

Project Management and Information Flow

In a nutshell, project management entails initiation, planning, execution, and closure of the tasks of a team towards achieving specific needs and objectives within a specific time. While management is an essential part of a project, information flow forms one of the most basic considerations towards the achievement of the goal of the project. Poor information flow may result in the downfall of the project itself. In light of this, the management is obliged to ensure that the information system that is tasked with the collection, storage, processing, and dissemination of information within the project are aligned with the objectives of the project itself. Besides, it is important also to ensure that the needs of the stakeholders are considered when developing the system. Stakeholder participation in the software development for information system ensures that their needs are considered, and decision making is not only efficient but also done promptly. The software development methodology should also complement the achievement of project objectives. In light of this, the project management team is required to be involved in the entire development process, right from conducting the feasibility study to the maintenance of the system itself. Having all these issues considered would not only lead to a successful project but one that is sustainable and viable for all the involved stakeholders.

References

Elias, A. A., Cavana, R. Y., & Jackson, L. S. (2002). Stakeholder analysis for R&D project             management. R&D Management, 32(4), 301-310.            https://pdfs.semanticscholar.org/3442/b707e58aaf4d3ba2f81ecabd0e982dccc762.pdf

Raymond, L., & Bergeron, F. (2008). Project management information systems: An empirical       study of their impact on project managers and project success. International Journal of         Project Management, 26(2), 213-220.          https://pdfs.semanticscholar.org/c6c2/7b316334daf3569e76520db4de7f11673b4e.pdf