COMPUTER-AIDED PROJECT MANAGEMENT:IMPLEMENTING CAPM

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IMPLEMENTING CAPM

The selection, implementation, and use of these tools are not tasks to be taken lightly. And while the process may at first seem daunting, there are ways to make it easier. A number of sources can aid in the selection process. At least two publications presently do annual software surveys in which they compare the capabilities of various project management tools. Many of these tools perform the functions discussed above. These publications are IIE Solutions, a monthly publication of the Institute of Industrial Engineers, and PMnet, a monthly publication of the Project Management Institute. The National Software Testing Laboratories (NTSL) also tests and compares software programs. It makes these comparisons in over 50 categories of tool capabilities for project management software. The major areas of comparison include:

• Performance

• Versatility

* In the interest of fairness and full disclosure, the author must acknowledge that the organization in which he is a principal is a reseller of both ResSolution and Project 98 Plus software, both of which are cited in this chapter.

• Quality

• Ease of learning

• Ease of use

Individuals responsible for such selection need to ask the following types of questions:

• What is my organization trying to accomplish with this software? Will the software tools being considered meet those needs?

• How many people will be using the software—one person, a group of people, or an entire organization?

• Have the users of the software previously used any other type of project management software before? If so, what were the tools, and were they similar to any of the tools presently being considered?

• Have the users of the software been trained in project management methods, tools, and tech- niques?

• Are the tools being considered both easy to learn and easy to use?

• Can the tool be used as is or are modifications required?

• What type of postinstallation support is required? Will the vendor do the support or does it require an in-house support group?

• Does the tool need to be integrated with other tools being used in the organization? If so, how difficult will that integration be?

• What are the implications of introducing software of this sort into my organization? Do I need to develop a formal change management plan to get organizational buy-in for its introduction and use?

The answers to all of these questions can have a profound impact on the success of the tool in an organization. One needs to be especially careful in considering the last question. The human implications of introducing software tools in an organization are frequently underestimated. This underestimation has caused organizations to be unsuccessful in the introduction and implementation of these tools, resulting in wasted effort and dollars and in the frustration of those project stakeholders who were affected by the failed effort.

For many reasons, tool-selection processes can at times resemble religious wars. Participation in such a process is not for the fainthearted. Anyone contemplating the introduction of these tools into an organization would be well advised to develop a detailed project plan. Included in this project plan should be a plan to ease the introduction of the tool into the organization, thereby allowing for the greatest probability of a successful introduction and implementation. As with any project, a competent project team needs to be assembled with a specific individual assigned responsibility to manage the project. There should be senior management support and involvement appropriate to the effort. Expectations of all organizational stakeholders need to be set and met throughout the conduct of the project. These expectations should include (1) a detailed description of what will be done during the project, (2) who needs to be involved, and (3) how the implementation of the tool will affect members of the organization. Once project execution has begun, and throughout the course of the project, frequent progress reviews need to take place to ensure that the implementation is on schedule, on budget, and meets the needs of the project stakeholders. These efforts will go far in aiding in the integration of the tool into regular use in project and operations work

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