Project Environment Interface Concepts

The key aspect of this PMO function lies in the concept that implementation and utilization of project management tools are centrally controlled activities. Although the PMO considers individual project manager requests and recommendations concerning tools used in the project management environment, it discounts or eliminates those tools that are not compatible with preferred processes and practices or that require extended effort to transfer or combine data types and results across projects for higher level reviews. The PMO's "project management tools" function helps to establish standard applications and systems used across all projects, thereby facilitating the communication of more-accurate and timely information about projects and the project environment. The PMO will need to address the challenge of providing project tools that facilitate proper user access at the right time and provide added value to the project management endeavor.

This PMO function requires collaboration with stakeholders in the project environment to ascertain their perspectives on tool needs and use. Traditionally, discussions about project management tools have focused on managing project cost, schedule, and resources — and there is still a prevalent need for those types of tools. Today, however, there is an additional need to consider tools that can implement modern project management concepts, support a project manager's broader business responsibilities, and oversee multiple projects and management of project portfolios.

The PMO can address the "project management tools" function by recognizing the various types of tools necessary to accomplish the project management objectives. However, the PMO must also examine a wider variety of tools needed in the project environment, including tools from the following categories:

• Project life cycle management: Tools facilitating the accomplishment of project management activities:

  • Project methodology systems

  • Project methodology process organizers

  • Process step and checklist managers

• Project planning and oversight: Tools providing for planning, monitoring, and managing project performance:

  • Work breakdown structure (WBS) managers

  • Project schedule managers

  • Project cost managers

  • Project resource managers

  • Task performance managers

  • Timesheets and time management applications

  • Executive dashboards

• Project collaboration: Tools enabling project team members and project stakeholders to communicate and to exchange and review pertinent information about each project, individually and collectively:

  • Meeting managers

  • Reporting systems

  • E-mail systems

  • On-line "chat room" systems

  • Team collaboration systems

• Document management: Tools facilitating development and management of project requirements and specifications, project plans, technical guidance, and other relevant documents:

  • Word processor applications

  • Spreadsheet applications

  • Database applications

  • Computer-aided design (CAD) and drawing creation and storage applications

  • Document management systems

• Business systems: Tools enabling the business aspects of project management to be integrated for use by the PMO, project managers, and other project stakeholders:

  • Portfolio management systems

  • Business case and requirements capture tools

  • Contract and agreement managers

  • Customer management systems

  • Vendor, consultant, and supplier (subcontractor) management systems

  • Equipment acquisition, assignment, and management applications

  • Proposal management systems

  • Facility management applications

• Project environment support: Tools enabling the PMO or other relevant stakeholders in the project environment to examine capability, implement practices, and conduct operational planning for improvement:

  • Project management capability/maturity assessment applications

  • Knowledge management systems

  • Training management and on-line training access systems

  • Personnel and staff information management systems

  • Metrics management applications

These categories of project management tools provide some guidance for the PMO in its ongoing responsibility to evaluate and recommend tools that enhance the relevant organization's capability in project management, thus increasing the likelihood of success for project managers.