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- Program Management can look at a summarized view of projects to address issues like project funding and progress. Milestones are identified by Program Management to signify the important steps they need to track in the lifespan of the project. This enables them to keep a program wide perspective as they review the progress of all projects in the program.
- Can play "what if" with projects in progress to maximize available funding. This is done outside of the real data to avoid contamination of real project data when trying to reconfigure the capital program. When the "what if" configuration of projects, funding sources and completion dates is satisfactory this information can then be used to automatically update the project(s) including target dates in the scheduler as appropriate.
- Communication with the Project Managers about schedule changes is automatic and instantaneous for immediate action.
- Through the reporting function Program Management can assess projects from a historical standpoint and build better projects in the future.
- With a consolidated database for all project data the reliability of accurate project data is greatly enhanced and accessible by the entire organization through the Report Manager without possible contamination of the source information.
- The PPMS easily facilitates the entry of 'candidate' projects that can be shifted to 'active' after the capital program is established. This includes evaluating projects for inclusion in the program and generation of the budget. This eliminates the need to enter potential projects in one system and re-enter them in the budget once approved.
- The Program Manager has the capability to track multiple complex funding sources on each project and verify that these funding sources are kept within specified budgets or targets across all projects. When adjustments are necessary they can be studied from a program wide perspective to ensure that budgetary or funding opportunities are maximized.
- By creating events the Program Manager can freeze data elements for a particular point in time. This enhances their ability to review this data at a later point in time while working in a real-time database.
- The source code on the PPMS (with the exception of the scheduler) becomes the possession of the organization that develops the application. This alleviates the price per user issue and makes expansion throughout the organization cost effective.
- The Project Manager receives real-time updates for progressed activities from the resource performing the work. No need for a phone call, e-mail or conversation. The Project Manager has the option of accepting or rejecting progressed activities before adjusting the schedule for the project.
- Using a consolidated database for all project information results in increased data integrity, improved reporting functionality and decreased time in locating relevant data.
- By using a comprehensive project management system that provides for global project visibility, the capability to predict and plan for fluctuations in workflow become more effective.
- Can track project attributes or characteristics for historical and reporting functions. This makes the reporting of project information useful for all levels of the organization.
- By using the Network Generator process to build new project schedules the manual manipulation of the project is minimized and the work of managing the project can begin.
- The Network Generator also allows for re-generation of a project schedule when significant scope changes have been recorded. This process will allow the Project Manager to retain history and partial progress on activities that have already been updated in the scheduler while calculating a new project schedule for the remaining activities.
- The Network Generator can also allow the Project Manager to start the schedule at key points in the project process. This enables the calculation of a schedule where the beginning phases have already been completed and need not be included in the new project schedule.
- By using a consolidated database for all project related data and establishing import/export routines, important data can be retrieved from other divisions and passed back when more current data is discovered during the life of the project. Sharing updated information can enhance the accuracy of information through the organization without waiting for it to be discovered at a later point in time.
- Allows the performing resource to actually enter progress on activities, which is sent to the scheduler for acceptance by the project manager. No need for manual coordination of schedules, emails, memos or telephone calls to report progress on activities.
- The Task Manager may be used by functional units and outside consultants based on the potential for Web capability and the resolution of organizational firewall issues. Because there is no licensure issue, it can be extended to as many users as appropriate to report progress on activities.
- The Task Manager allows the functional performing resources to assess the entire workload across all projects, not one project at a time. This ability permits resource planning based on the current project target dates given by Project Management. By planning future resource needs, the functional units can minimize cost over runs from unanticipated work fluctuations.
- When Program Management shifts project dates, this data is immediately forwarded to the centralized database and is accessible simultaneously by the functional units. This allows the functional units or performing resources the maximum window to accommodate necessary scheduling shifts.
- When activity delays that impact the overall project schedule are unavoidable, the Task Manager provides a comment field to enhance communication between the Project Manager and the unit. In addition, it creates a historical record of project progress that can be accessed by all involved individuals within the organization.
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