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This information can manifest itself as cost items in a contract (e.g., construction costs, design fees, materials costs, FF&E costs, contingency costs, and more). Information can also relate to construction project schedules, and a broad range of processes whereby information is exchanged by the many stakeholders involved. These processes ...
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The project management information system, which is part of the environmental factors, provides access to tools, such as a scheduling tool, a work authorization system, a configuration management system, an information collection and distribution system, or interfaces to other online automated systems.
Project plan is a formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and document approved scope, cost, and schedule baselines. A project plan may be summary or detailed. [7]
Project planning is inherently uncertain as it must be done before the project is actually started. Therefore, the duration of the tasks is often estimated through a weighted average of optimistic, normal, and pessimistic cases. The critical chain method adds "buffers" in the planning to anticipate potential delays in project execution. [3]
The PBS is identical in format to the work breakdown structure (WBS), but is a separate entity and is used at a different step in the planning process. The PBS precedes the WBS and focuses on cataloguing all the desired outputs (products) needed to achieve the goal of the project.
PLANTA Project: Yes Yes No Project KickStart: No No No Project Team Builder: No No No ProjectLibre: Yes [38] Yes [39] No ProjectManager.com: Yes [40] Yes [41] No Project.net: No Yes [42] Yes Projectplace: No No No Projektron BCS: Yes Yes Yes ProjeQtOr: Yes Yes Yes Proliance: No No No Prolog: Yes Yes Yes Pyrus: Yes Yes Yes RationalPlan: Yes Yes ...
In the early eighties, Metier began a project called "Artemis 2" which was to build a dedicated database machine and a new ground-up version of the project management system. The project was led by Gordon Thompson, with Alan Playford as CTO. The project grew in size to a staff of about 250 people and an army of VAX computers.
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