Project Management Information System (PMIS)

Project operates in a dynamic environment. The project manager needs timely and accurate information to respond to environmental changes. Information is the life blood of a project. It is a prerequisite of project control. It is vital for managing stakeholder expectations.

Project Management Information System (PMIS) is a database for project. It collects, analyses, stores, retrieves and disseminated project information for making project decisions. It consists of people, equipment and procedures. It is generally of an ad-hoc nature till the life of the project.

Project Management Information System is based on various forms and reports that generate written information for decision making and control. The requirements for PMIS are:

1. Project forms are filled-in periodically based on the measurement of progress of each activity.
2. The forms are entered in the PMIS and analyzed to prepare a report for dissemination to all the concerned project personnel.
3. Corrective actions are taken by the project manager based on performance deviations identified by PMIS reports. 

Project Management Information Cycle

 A project's performance is measured and recorded in prescribed forms. The forms are analyzed and combined into reports by PMIS to act for corrective actions. Data are not be collected if they are not going to be analyzed. This is essential to avoid information overload.

• PMIS reports should identify critical control points so that corrective actions can be taken.

Elements of Project Management Information System (PMIS)
The project management information system consists of inputs-transformation-outputs-feedback.

Project Management Information System (PMIS)

•  Inputs: It consists of data generated internally by various project forms on a periodic basis. External sources can also generate data, for example functional departments can provide data to project.
• Transformation: It consists of analysis, storage, retrieval and dissemination of data and information.
• Outputs: It consists of regular and special reports about project performance.
• Feedback: It provides information to redesign PMIS for inputs and transformation activities.

Computerized PMIS are most commonly used to consolidate data in projects. Decision support system database are used to analyze data. Software is carefully selected.

Project Control System

We know that a project is a unique group of activities designed to attain specific objectives within the constraints of time, cost and quality performance.

Control is the continuous process of measuring, evaluating and correcting actual performance to achieve planned performance. It uses data supplied by monitoring and evaluation.

Project control system consists of setting standards of performance in terms of time, cost and quality; measuring actual project implementation performance; find and analyzing deviations between standards and actual performance; and taking corrective actions to achieve project objectives. Generally it is done at the activity level of the project. It is the process of overseeing the implementation of project plan.

Prequisites of Control System

1. Planning: Control is not possible without planning. Planning provides targets or standards for control. Standards are the starting point of control. They can be in terms of time, cost, quality and performance. They should be measurable, attainable, time bound and understandable.
• Planning and control are interrelated.
2. Information System: Control is based on feedback of performance information. An effective information system is an essential requirement of control. Information system is based on the internal reporting system of the organization and other sources. Projects should have Project Management Information System.
3. Organization Structure: Control requires a structure. The authority-responsibility relationships should be clearly defined to collect performance information, compare actual results with standards, identify deviations, and suggest corrective actions.
• A team can be used for control purposes.
4. Flexibility: The control system should be flexible. It should be capable of adjusting to environment changes.
5. Participation: All the members of the control team should take part in the control process. It should be based on participatory approach.
6. Timeliness: The reporting and feedback for control should be on time. If the information is not received at the right time, the control action will be ineffective. There is no point in "bringing a doctor after the death".

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Project Monitoring and Evaluation System of World Bank

Policy Action Matrix Modality is used to for project monitoring and evaluation of World Bank which involves:

• The Appraisal report and loan document specify the performance benchmarks for the project. They are stated in the form of a policy action matrix or logical framework.
• Monitoring of project progress is based on the trimester progress report and financial statements provided by the project management information system (PMIS). The local office of the World Bank also monitors the project as and when needed. Informal monitoring is done by telephone conversation and correspondence through mail, fax and E-mail.
• The World Bank evaluates the project by collaborating with external consultants and its staffs. Missions are fielded for on-going evaluation every six month or annually. Project completion evaluation is also done.
•  The evaluation mission leaves behind an aide memoir which serves as the blueprint for corrective actions and future activities of the project.

New M & E system of World Bank
Loan Administration Change Initiative (LACI)
The World Bank had introduced LACI (Loan Administration Change Initiative) for loan administration in July 1st 1998. Sound financial management is a prime factors of project success.

• LACI (Loan Administration Change Initiative) integrates project accounting, procurement, contract management, disbursement and audit with physical progress through the Project Management Report (PMR).
• There is the provision of quarterly payment to the special project based on Project Management Report (PMR) which replaces voucher-by-voucher payment method.
• Loan Administration Change Initiative (LACI) applies to new projects. The implementation is on a project-by-project basis.

Monitoring and Evaluation under LACI (Loan Administration Change Initiative)

1. The project task team conducts periodic progress reviews of the action plans through country missions.
2. The task team leader is responsible for monitoring issues and needed actions.
3. Project management report serves as the key document for monitoring purposes.