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The project management PC workstation — a microcomputer application to government projects
The project management PC workstation - a microcomputer application to government projects David H Curling
With the current state of mi~rocomFuter hardware and software, ali the information handZing func~ons of a government project office, without regard to size, can be handled by a desktop PC. Size is not a factor; however, the extent of detail and volume of data increases as one moves to the technical and organizationally more complex project. Significantly, the microcomputer workstation offers a low-cost solution to improvement in the planning and control discipline. A program structure of a set of ‘off the shelf standard software bundled together and controlled by a top-level menu approach offers a simple functions approach to better coordination and infor~t~on handling of the data required of the project office business management functions. Keywords: project management, information, microcomputer workstation, planning, control, software, office management This paper is an examination of the current needs of government projects for planning and control of its information handling capability. A low-cost microcomputer system is proposed which will provide sufficient information handling even for the most complex government project. Loday Canada
Systems Ltd, KIH ST6
1786
Vol 6 No 4 November
Devlin
1988
Crescent,
Ottawa,
Ontario,
0263-7863/88/040217-Xl6
Another aim is to set out a standard for a project planning and control microcomputer support system. This standard will enable a useful and necessary discussion of tailored data system requirements, so that further effort will not be spent on duplication of hardware and computer software search other than as a systematic process for future improvement.
PROJECT MANAGEMENT CONTROL
JOB Project control depends, to a large extent, on the availability of usefully formatted information. Information is delivered to a project team in two ways: through personal contact and qualitative judgments and through formatted data concerning schedule, cost and engineering configuration of the project. This, in turn, is dependent upon the development of project planning and control structures. The size of the government project is not a factor. However the extent of detail and volume of data increases as one moves to a technical and organizationally more complex project. In particular, there appears to be a lack of clarity as to the need for government involvement in the detail of contractors resource management. To a large extent, existing project management systems and software packages are developed for industrial use and are not required by government
$03.00 @ 1988 Butterworth
& Co (Publishers)
Ltd
217
stewardship. The industry solution is not appropriate to general government project management, especially in the current environment of contracting out for systems and life-cycle support responsibility. Planning and control is required in most government projects only at summary levels. This requires integration of department and contractor rather than management of detail resource allocations. The project planning and control job can be divided many ways. For this discussion and in support of systematic data handling, it is broken into the following: scheduling record management 0 cost control l document preparation l graphic support
start of a project, such record management requirements can be met through a standard database management package. Such packages can, with suitable tailored programming, provide for record control requirements. Material management and contract line item control would be included in this listing. Each of these functions may require extensive database ranging from configuration management to project issues tracking systems. Current relational database systems are readily available using simple programming to produce very complex database manipulations.
l
l
‘Lessons learned’ reviews conducted, in government, over the past two years indicate the need for discipline in work scope and cash flow management. The need is for control structure and the planning necessary to set out commitments. Progress is difficult to measure without the road map that is supplied by approved plans and control structure. Each of the five functions must be set out in planning documents which reflect the acquisition strategy. The following brief discussion should be set against such planning, and reflects the capability of a microcomputer to support a defined project office information handling system. Scheduling is dependent upon a structure of events. At the first level of interdepartmental review, a simple milestone control plan is sufficient. This can be supported by any number of project office scheduling approaches, from barcharts to detailed critical path method diagrams. The format may go from a simple list of events to a fully integrated master schedule. The issue for schedule management is how much detail is required for control. For goverment management purposes, this is at summary or tier I level for master schedule preparation. Further, how critical is the need for government interface control, that is to say, the formal coordination of departments and contractors‘? This of course depends on the role of government, prime contractor reviewer or system integrator; both are possible, depending upon the procurement strategy adopted. Scheduling may be done manually or with the use of computer software support. Currently the market is flooded with project management control packages. They all have the solution to the same problem, the provision of a network-based management information. The rub is that they demand a level of planning expertise that is not readily available in government project offices. The problem is not software, but people and management skill needed to support such a level of planning. Record management is defined here as the management of all records, be they engineering, contracting, administrative or related to other business management activity such as cost estimates and budgets that a project office needs for control. In concert with a project data management approach established at the
218
Cost control is a separate issue because of its importance to project and contract execution to a government funding level. Budgets for project work are usually structured around a project work-breakdown structure, and the ‘cost thread’ of early estimate to approved budget is tracked throughout project definition and execution. Cost control is the application of a cost performance model to the project work-breakdown structure elements. In addition to project cost plan tracking, costestimate structures are now being used to develop government contract ‘should costs’. In this instance, contractor cost and pricing proposals are subject to government comparative evaluations using electronic spreadsheet programs. The electronic spreadsheet is admirably adaptable to project cost control purposes. To this end, a number of readily available electronic spreadsheets offer great promise to cash flow and budget management: Document preparation is a significant work load in a project office. The main output of a project office is specific engineering, procurement and other administrative documents. Formal project reporting is included in this category. Word-processing packages with significent print formatting capability are available for this purpose. Graphics preparation is the plotting of the graphs and charts which support the documentation constantly needed by a project office. These charts are useful for communication of concepts and improvement of presentations. A number of graphic packages are available for this purpose.
MICROCOMPUTER/MINI/MAINFRAME AND WHERE EACH FITS With the current state of microcomputer hardware and software development, all the information handling functions of a project office, without regard to size, can be handled by a PC microcomputer. The advantage of the three hardware computer steps - microcomputer, mini then mainframe - is volume data processing capability. Obviously the larger machines offer extensive data manipulation capability and power. Such power is however expensive and not necessarily a good cost tradeoff when implementing project control. It has been proven in field tests that large integrated approaches are only effective for massive program data and in some instances do not contribute to optimum control.
Project
Management
The project management PC workstation is an opportunity to improve project management control systems in government projects. The microcomputer and, if required, the mini offers the opportunity to provide capability in the project office and on site, within the oversight and control of a local manager. Significantly, the microcomputer workstation offers a low-cost solution to improvement in project planning and control. The following sections lay out the system configuration, hardware and software selections.
MICROCOMPUTER
PROGRAM
STRUCTURE
The program structure for the project management PC workstation is given in Figure 1. This figure shows the five modules which are tied together by a top level menu program and where the ‘F numbers’ are normal PC function keys. This latter program provides access to each of the project control functions. This program structure is a set of ‘off the shelf standard software bundled together and controlled by a top-level menu approach. A large number of individual contenders for the separate packages now exists. The problem is that there is so much choice that a great deal of time can be taken up evaluating the many contenders. Some clear choices can be made, because by use, they have become industry standards. These selections are shown in Table 1. The issue of integration of data, i.e. the ability of one software program to exchange files with another is a matter of some importance to such an arrangement. With the set of programs proposed exchange is possible, but limited in nature. It does force planning into simple control function states and does not depend on extensive data definition to live up to capability. A case in point is the integrated network-based information package which, while extremely powerful depends on a level of project control structure and data which has been applied only in the most complex of project management control situations. In addition to the issue of file exchange between programs, there is the larger matter of connection of workstations to function together. This connection of microcompurers is called a LAN (IocaI area network). Although promising as a future development, the project management PC workstation is a case for standalone computing. Until the difficulties of systems connection have been resolved, a quick-fix connection
Tabie 1. Software available for various system functions System
function
Operating system Menu control Scheduling cost Record management Document preparation Text search Graphics
Figure I.
CPRAplanning and analysis CPM graphs/arrow diagrams/bar charts Material line-item track (purchase order) document preparation word processing Record management - engineering Work scope/budget management Cost performance/analysis Management graphs File/text retrieval Exit
Program structure
Voi 6 No 4 November
1988
product
name
Microsoft DOS 3.1 Systemate Plantrac, PMS II or Primavera Lotus 123 dBase111 Wordperfect or Microsoft Word ZyIndex Chartmaster
of two or more units can be arranged through a communications modem and cable. This approach is cheap and problem free in keeping with the premise of this PC application. Two ends of the programming spectrum are currently battling for the software market. The first is the more rigid data processing program, usually downsized from a mainframe to provide specific control. The most significant example of this is the network (CPM) processor. The other is the relational database program. A more expensive relational database solution is availabIe, but its immediate use would deny freedom of application of the many developments that are taking place daily in the electronic spreadsheet and database packages, like Lotus 123 and dBase III. A move to a more powerful microcomputer database system such as Artemis PC could be contingent on excellence in employment of the standard programs. Hardware selection must be pragmatic and even then it is faced with the rate of change in the micromputer field and could be obsolete the moment a decision is made. The basic CPU selected is the IBM PC AT (or 100% compatible clone) with expanded memory and graphic cards. The proIiferation of project management software is such that the user of an IBM (compatible or clone) has an enormous selection. This stable of software, growing daily, cannot be ignored, for it is not the hardware that is the key but the software.
MrCROCOMPUTER CONFIGURATION Fl F2 F3 F4 F5 F6 F7 F8 F9 FIO
Software
HARDWARE
The perfect PC configuration does not exist. Hardware capability will continue to improve and dissatisfaction will grow with today’s product, especially in the face of marketing promises of hardware vendors. A baseline PC for project management work is proposed which resulted from some testing of a number of system units over the past two years. Software and its development is the key to project system capability. Most microcomputer hardware units do not offer any real advantage over any other. Technical discussions of processing speed and data input simplicity may offer some advantage to one unit but, for the present, the IBM PC is the industry standard. The IBM PC (or a suitable clone) is chosen as the system unit. The PC and extensions currentIy offer
219
a staggering array of programs with frantic developments taking place every day. Software inventory like the Project management institute Software Review (‘2987) and The 1987 Buyer’s Guide to Project Management Software list a significant lead in IBM PC compatible software. The PC needs at least three enhancements. They are a QuadRam Board to supply more memory (at least 520 k), a virtual drive called a RAM drive and printer buffer. The other is a graphics board to improve the terminal definition. The third is the installation of a ‘turbo board’ which significantly reduces calculation time to give savings in hours, even in the short run. These are needed for improved use and operator comfort. On the matter of peripherals the following are needed: two floppy disc drives, one 20 Mbyte hard disc, one high-definition monitor, two printers, one letter quality, the other a wideformat high-speed dot matrix, one communications modem with software and interunit connector cables, streamer tape back-up unit. An internal hard disc of at least 20 Mbyte is the minimum for a project workstation. Additional external hard discs may be necessary. If massive data storage is really needed, a 20 or 40 Mbyte replaceable hard disc like the ‘Bernoulli box’ may be appropriate.
PROJECT PLANNING DEFINITION ISSUE
- DATA
One advantage of the proposed microcomputer system configuration is that time will not continue to be absorbed in system selection. Once the hardware and software has been determined, the development of the full capability of the proposed microcomputer system for project management control can be started. People can be dedicated to solving the real problem of data definition and control system requirements. Large mainframe systems do not necessarily offer the answer to good control. The microcomputer station is a step towards providing the project office managers with a capability for divisional control within an umbrella of executive objectives for time and cost. Some current experiments, with provision of individual division microcomputer workstation, rather than a fully integrated system has yietded good management results. People no longer feel tied to a mainframe. In return for the provision of divisional workstation, a compensatory return to disciplined planning and control is required by a project manager. Such a microcomputer station is also useful for site and satellite project offices. A number of government reviews over the last two years, has indicated that it is in the basic discipline of scope management that improvement is needed. This in turn reflects in both cost and schedule management. Analysis of progress is dependent on good basic data. This has been iacking. The microcomputer approach can eliminate the problems of complex data processing
220
and provide a drive for better control definition. Obviously, provision of the proposed microcomputer stations, to a project office, will do little if that office is not able to define the level of detail and data that it needs for management. At least the hardware and software problem can take a back seat. It is important to stress that only a systems capability is proposed. Significant sums will have to be spent on tailored programming but at least the effort can be readily assimilated by other project groups. It is possible that a government or departmental project management PC group could emerge and be encouraged to discuss current developments. The departmental cross-fertilization which would result would be good for both systems people and management. Finally, managers plan, not planners. If this workstation approach is to be effective, senior project management must not only be supportive, but knowledgeable of management control needs of a government project office. Immediate training may be needed in two separate aspects of project control requirements definition and basic microcomputer operations. Some elaboration on microcomputer training, as it is a resource problem, is necessary. Project management staff who should be effective in management control systems do not need to be trained in computer programming. Emphasis should be laid on the development of systems requirements. Computer systems analysts and programmers can be brought in to bear on the systems problems, but cannot define the control requirements. Project office people close to or using the workstation should, however, be given introductory courses in the concepts and capability of the programs in use.
PROJECT PLANNING SYSTEM rMPLEMENTATION PROCESS Any data handling system proposed must be in harmony with the planning process of the project. In fact, an effective project process must have a series of documents which describe each phase of the project and the outputs. Control system requirements definition can only be successful if there is a planning regime in the project. The depth of detail and control proposed must be clarified in the procurement strategy and detail plans for each phase. The project management PC workstation will provide significant and quick turn around support to this process. Draft schedules can be generated in a fraction of the time required for a main frame software package, mainly because it is within the immediate control of the managers and staff of a project office. Significant improvement in the planning process is possible if structure planning uses the capability set out for the workstation. It is modular and without the complexity required of large software programs and it is cheap. A lot of data processing and management control are possible for the price of a mainframe set up. The process requires at least tour people, the project manager, the operations manager, a systems anaiyst (call him a planning mechanic) and control clerk to ensure input to the database. The preferred approach to system development is through weekly
Project
Management
team planning meetings chaired by the project manager. Policy can be set and the mechanics carried out by the system support staff. This is an on-going process and must be endemic in a project team if systems are to be effective. On the matter of staffing and program development this could be contracted out to different software contractors to provide some competition in the systems development environment. An experienced government oversight would have to be maintained to ensure common user developments and avoid duplication. SUMMARY The project management PC workstation has been implemented in a number of major projects with signi~cant success. The applications to date have highlighted the following: the cost, in comparison with mainframe and software is very attractive, o a significant data processing capability is immediately available to project management, l the concept of bundling word-processing, electronic and relational database programs, which are recent and significant developments in the microcomputer field, has opened up the possibilities of application exchanges (so-called program templates) between project offices. l
APPENDIX A: DIRECTORY STRUCTURE THE PROJECT MANAGEMENT PC WORKSTATION
FOR
The following tree-structured directory is proposed for a single hard disc. The workstation will be embedded in the normal hard disc (C:) directory along with a set of disc housekeeping programs (utilities). Workstation The root directory will have the disc operating system with programs for the enhancement boards. In addition, an ‘environments’ program to develop a simple set of menus will be used. A simple menu program, Systemate, enables the bundling of eight programs under the same menu. Additionally, a disc management program similar to that of the XTree is required for file directory management. Programs to run the system unit memory expansion and graphics monitor definition, and streamer backup tape are located here. Subdirectories for utilities and project planning and control follow. they are for project management work and information handling organized around functions of network planning and control, record management, cost control, graphics and document production. Each will be a stand-alone software program. Intercommunication will be possible on a file export basis. Utility A set of housekeeping programs that help get things done. Initially, Norton Utilities will be installed. This will provide backup for data discs and disc data recovery search support for problem data storage. In
Vo16 No 4 November 1988
particular, a printer driver program tailored for the two printers and capable of direct set up of each printer as the need arises, is required. This program is necessary because of the demand for different page sizes, special fonts and type sizes called up by the PC application programs. Network A stand-alone network (CPM) based processing package will be installed. Three candidates are proposed: Plantrae, PMS II and Primavera. Coupled with a hardware data ‘spooling’ device, full report outputs can be stored and printed freeing the PC for other tasks. These are applications packages for data processing, organized around a network planning approach to project control. Records The records directory will set out that data management most amenable to relationa database management. The industry standard PC program called dBase III with enhancements will be used as the program for ‘tailoring’ record systems. There are a number of direct dBase III applications like the Issues Tracking System (ITS) which might be useful and engineering and material management systems currently under development. cost
While the record package can handle budget and costestimating documentation and updating systems, the problem of cash flow and cost plan comparison is best handled through an electronic spreadsheet. Such spreadsheets are in general use 1 by controller and accounting functions. Further, they are quickly prepared for extensive data update and analysis. The industry standard for electronic spreadsheets is the Lotus 123 program. This program can be used to show the project work element cost plans and variances. Extensive project accounting information can be maintained on such electronic accounting sheets. Scope management documentation is proposed for the records module. A direct relationship can be maintained to the schedule and accounting sheets through project work-breakdown structures coding. It is not integrated, but can provide good structured cost data. Cost performance measurement can be included in the spreadsheet, if an earned value method is implemented. D~u~ent All formal documents, including office correspondence will use this section. A standard word processing package, plus printing assist programs, will provide the capability to prepare all formal documents. If administrative correspondence is heavy, then a separate file directory and hard disc or single dedicated workstation may be called for. Information retrieval of text, documents and letters may be applied through the use of a text search program like Zyindex.
221
The WordPerfect standard processing program is allocated to Document because there are documentation assist and print enhancement programs for improved operation.
Graphs Full graphic production network diagrams, barcharts and cost reports are prepared by each of the CPM packages. Additional graph and chart production is required by a project office to produce all manner of data formats Iike histograms, pie charts and line diagrams. The software market is volatile in the current development of programs for management graphics. Chartmaster is the current selection for Graphs.
222
McGill w&h a Bachelor of Engineering degree, and from the Royal Military College of Science in 1958. He served for 15 yearns in the Canadian forces, and has spent the past 20 years with the Department of Supply and Services, where he has held a number of engineering procurement and project management appointmems. He is currently a Principal Consultant with Loday Systems Limited, Ottawa, Canada - qxcialists in project management practices. He is a director of the . Project Malzugement ~nst~tutcof North America, and has estahkhed a NationaI Capjtai Regional Chapter of the PMI. In ad~~it~on,he is a member of the Iniernational Editorial Board of the lntcrnationai Journal of Project Management.
Project
Management
With the current state of mi~rocomFuter hardware and software, ali the information handZing func~ons of a government project office, without regard to size, can be handled by a desktop PC. Size is not a factor; however, the extent of detail and volume of data increases as one moves to the technical and organizationally more complex project. Significantly, the microcomputer workstation offers a low-cost solution to improvement in the planning and control discipline. A program structure of a set of ‘off the shelf standard software bundled together and controlled by a top-level menu approach offers a simple functions approach to better coordination and infor~t~on handling of the data required of the project office business management functions. Keywords: project management, information, microcomputer workstation, planning, control, software, office management This paper is an examination of the current needs of government projects for planning and control of its information handling capability. A low-cost microcomputer system is proposed which will provide sufficient information handling even for the most complex government project. Loday Canada
Systems Ltd, KIH ST6
1786
Vol 6 No 4 November
Devlin
1988
Crescent,
Ottawa,
Ontario,
0263-7863/88/040217-Xl6
Another aim is to set out a standard for a project planning and control microcomputer support system. This standard will enable a useful and necessary discussion of tailored data system requirements, so that further effort will not be spent on duplication of hardware and computer software search other than as a systematic process for future improvement.
PROJECT MANAGEMENT CONTROL
JOB Project control depends, to a large extent, on the availability of usefully formatted information. Information is delivered to a project team in two ways: through personal contact and qualitative judgments and through formatted data concerning schedule, cost and engineering configuration of the project. This, in turn, is dependent upon the development of project planning and control structures. The size of the government project is not a factor. However the extent of detail and volume of data increases as one moves to a technical and organizationally more complex project. In particular, there appears to be a lack of clarity as to the need for government involvement in the detail of contractors resource management. To a large extent, existing project management systems and software packages are developed for industrial use and are not required by government
$03.00 @ 1988 Butterworth
& Co (Publishers)
Ltd
217
stewardship. The industry solution is not appropriate to general government project management, especially in the current environment of contracting out for systems and life-cycle support responsibility. Planning and control is required in most government projects only at summary levels. This requires integration of department and contractor rather than management of detail resource allocations. The project planning and control job can be divided many ways. For this discussion and in support of systematic data handling, it is broken into the following: scheduling record management 0 cost control l document preparation l graphic support
start of a project, such record management requirements can be met through a standard database management package. Such packages can, with suitable tailored programming, provide for record control requirements. Material management and contract line item control would be included in this listing. Each of these functions may require extensive database ranging from configuration management to project issues tracking systems. Current relational database systems are readily available using simple programming to produce very complex database manipulations.
l
l
‘Lessons learned’ reviews conducted, in government, over the past two years indicate the need for discipline in work scope and cash flow management. The need is for control structure and the planning necessary to set out commitments. Progress is difficult to measure without the road map that is supplied by approved plans and control structure. Each of the five functions must be set out in planning documents which reflect the acquisition strategy. The following brief discussion should be set against such planning, and reflects the capability of a microcomputer to support a defined project office information handling system. Scheduling is dependent upon a structure of events. At the first level of interdepartmental review, a simple milestone control plan is sufficient. This can be supported by any number of project office scheduling approaches, from barcharts to detailed critical path method diagrams. The format may go from a simple list of events to a fully integrated master schedule. The issue for schedule management is how much detail is required for control. For goverment management purposes, this is at summary or tier I level for master schedule preparation. Further, how critical is the need for government interface control, that is to say, the formal coordination of departments and contractors‘? This of course depends on the role of government, prime contractor reviewer or system integrator; both are possible, depending upon the procurement strategy adopted. Scheduling may be done manually or with the use of computer software support. Currently the market is flooded with project management control packages. They all have the solution to the same problem, the provision of a network-based management information. The rub is that they demand a level of planning expertise that is not readily available in government project offices. The problem is not software, but people and management skill needed to support such a level of planning. Record management is defined here as the management of all records, be they engineering, contracting, administrative or related to other business management activity such as cost estimates and budgets that a project office needs for control. In concert with a project data management approach established at the
218
Cost control is a separate issue because of its importance to project and contract execution to a government funding level. Budgets for project work are usually structured around a project work-breakdown structure, and the ‘cost thread’ of early estimate to approved budget is tracked throughout project definition and execution. Cost control is the application of a cost performance model to the project work-breakdown structure elements. In addition to project cost plan tracking, costestimate structures are now being used to develop government contract ‘should costs’. In this instance, contractor cost and pricing proposals are subject to government comparative evaluations using electronic spreadsheet programs. The electronic spreadsheet is admirably adaptable to project cost control purposes. To this end, a number of readily available electronic spreadsheets offer great promise to cash flow and budget management: Document preparation is a significant work load in a project office. The main output of a project office is specific engineering, procurement and other administrative documents. Formal project reporting is included in this category. Word-processing packages with significent print formatting capability are available for this purpose. Graphics preparation is the plotting of the graphs and charts which support the documentation constantly needed by a project office. These charts are useful for communication of concepts and improvement of presentations. A number of graphic packages are available for this purpose.
MICROCOMPUTER/MINI/MAINFRAME AND WHERE EACH FITS With the current state of microcomputer hardware and software development, all the information handling functions of a project office, without regard to size, can be handled by a PC microcomputer. The advantage of the three hardware computer steps - microcomputer, mini then mainframe - is volume data processing capability. Obviously the larger machines offer extensive data manipulation capability and power. Such power is however expensive and not necessarily a good cost tradeoff when implementing project control. It has been proven in field tests that large integrated approaches are only effective for massive program data and in some instances do not contribute to optimum control.
Project
Management
The project management PC workstation is an opportunity to improve project management control systems in government projects. The microcomputer and, if required, the mini offers the opportunity to provide capability in the project office and on site, within the oversight and control of a local manager. Significantly, the microcomputer workstation offers a low-cost solution to improvement in project planning and control. The following sections lay out the system configuration, hardware and software selections.
MICROCOMPUTER
PROGRAM
STRUCTURE
The program structure for the project management PC workstation is given in Figure 1. This figure shows the five modules which are tied together by a top level menu program and where the ‘F numbers’ are normal PC function keys. This latter program provides access to each of the project control functions. This program structure is a set of ‘off the shelf standard software bundled together and controlled by a top-level menu approach. A large number of individual contenders for the separate packages now exists. The problem is that there is so much choice that a great deal of time can be taken up evaluating the many contenders. Some clear choices can be made, because by use, they have become industry standards. These selections are shown in Table 1. The issue of integration of data, i.e. the ability of one software program to exchange files with another is a matter of some importance to such an arrangement. With the set of programs proposed exchange is possible, but limited in nature. It does force planning into simple control function states and does not depend on extensive data definition to live up to capability. A case in point is the integrated network-based information package which, while extremely powerful depends on a level of project control structure and data which has been applied only in the most complex of project management control situations. In addition to the issue of file exchange between programs, there is the larger matter of connection of workstations to function together. This connection of microcompurers is called a LAN (IocaI area network). Although promising as a future development, the project management PC workstation is a case for standalone computing. Until the difficulties of systems connection have been resolved, a quick-fix connection
Tabie 1. Software available for various system functions System
function
Operating system Menu control Scheduling cost Record management Document preparation Text search Graphics
Figure I.
CPRAplanning and analysis CPM graphs/arrow diagrams/bar charts Material line-item track (purchase order) document preparation word processing Record management - engineering Work scope/budget management Cost performance/analysis Management graphs File/text retrieval Exit
Program structure
Voi 6 No 4 November
1988
product
name
Microsoft DOS 3.1 Systemate Plantrac, PMS II or Primavera Lotus 123 dBase111 Wordperfect or Microsoft Word ZyIndex Chartmaster
of two or more units can be arranged through a communications modem and cable. This approach is cheap and problem free in keeping with the premise of this PC application. Two ends of the programming spectrum are currently battling for the software market. The first is the more rigid data processing program, usually downsized from a mainframe to provide specific control. The most significant example of this is the network (CPM) processor. The other is the relational database program. A more expensive relational database solution is availabIe, but its immediate use would deny freedom of application of the many developments that are taking place daily in the electronic spreadsheet and database packages, like Lotus 123 and dBase III. A move to a more powerful microcomputer database system such as Artemis PC could be contingent on excellence in employment of the standard programs. Hardware selection must be pragmatic and even then it is faced with the rate of change in the micromputer field and could be obsolete the moment a decision is made. The basic CPU selected is the IBM PC AT (or 100% compatible clone) with expanded memory and graphic cards. The proIiferation of project management software is such that the user of an IBM (compatible or clone) has an enormous selection. This stable of software, growing daily, cannot be ignored, for it is not the hardware that is the key but the software.
MrCROCOMPUTER CONFIGURATION Fl F2 F3 F4 F5 F6 F7 F8 F9 FIO
Software
HARDWARE
The perfect PC configuration does not exist. Hardware capability will continue to improve and dissatisfaction will grow with today’s product, especially in the face of marketing promises of hardware vendors. A baseline PC for project management work is proposed which resulted from some testing of a number of system units over the past two years. Software and its development is the key to project system capability. Most microcomputer hardware units do not offer any real advantage over any other. Technical discussions of processing speed and data input simplicity may offer some advantage to one unit but, for the present, the IBM PC is the industry standard. The IBM PC (or a suitable clone) is chosen as the system unit. The PC and extensions currentIy offer
219
a staggering array of programs with frantic developments taking place every day. Software inventory like the Project management institute Software Review (‘2987) and The 1987 Buyer’s Guide to Project Management Software list a significant lead in IBM PC compatible software. The PC needs at least three enhancements. They are a QuadRam Board to supply more memory (at least 520 k), a virtual drive called a RAM drive and printer buffer. The other is a graphics board to improve the terminal definition. The third is the installation of a ‘turbo board’ which significantly reduces calculation time to give savings in hours, even in the short run. These are needed for improved use and operator comfort. On the matter of peripherals the following are needed: two floppy disc drives, one 20 Mbyte hard disc, one high-definition monitor, two printers, one letter quality, the other a wideformat high-speed dot matrix, one communications modem with software and interunit connector cables, streamer tape back-up unit. An internal hard disc of at least 20 Mbyte is the minimum for a project workstation. Additional external hard discs may be necessary. If massive data storage is really needed, a 20 or 40 Mbyte replaceable hard disc like the ‘Bernoulli box’ may be appropriate.
PROJECT PLANNING DEFINITION ISSUE
- DATA
One advantage of the proposed microcomputer system configuration is that time will not continue to be absorbed in system selection. Once the hardware and software has been determined, the development of the full capability of the proposed microcomputer system for project management control can be started. People can be dedicated to solving the real problem of data definition and control system requirements. Large mainframe systems do not necessarily offer the answer to good control. The microcomputer station is a step towards providing the project office managers with a capability for divisional control within an umbrella of executive objectives for time and cost. Some current experiments, with provision of individual division microcomputer workstation, rather than a fully integrated system has yietded good management results. People no longer feel tied to a mainframe. In return for the provision of divisional workstation, a compensatory return to disciplined planning and control is required by a project manager. Such a microcomputer station is also useful for site and satellite project offices. A number of government reviews over the last two years, has indicated that it is in the basic discipline of scope management that improvement is needed. This in turn reflects in both cost and schedule management. Analysis of progress is dependent on good basic data. This has been iacking. The microcomputer approach can eliminate the problems of complex data processing
220
and provide a drive for better control definition. Obviously, provision of the proposed microcomputer stations, to a project office, will do little if that office is not able to define the level of detail and data that it needs for management. At least the hardware and software problem can take a back seat. It is important to stress that only a systems capability is proposed. Significant sums will have to be spent on tailored programming but at least the effort can be readily assimilated by other project groups. It is possible that a government or departmental project management PC group could emerge and be encouraged to discuss current developments. The departmental cross-fertilization which would result would be good for both systems people and management. Finally, managers plan, not planners. If this workstation approach is to be effective, senior project management must not only be supportive, but knowledgeable of management control needs of a government project office. Immediate training may be needed in two separate aspects of project control requirements definition and basic microcomputer operations. Some elaboration on microcomputer training, as it is a resource problem, is necessary. Project management staff who should be effective in management control systems do not need to be trained in computer programming. Emphasis should be laid on the development of systems requirements. Computer systems analysts and programmers can be brought in to bear on the systems problems, but cannot define the control requirements. Project office people close to or using the workstation should, however, be given introductory courses in the concepts and capability of the programs in use.
PROJECT PLANNING SYSTEM rMPLEMENTATION PROCESS Any data handling system proposed must be in harmony with the planning process of the project. In fact, an effective project process must have a series of documents which describe each phase of the project and the outputs. Control system requirements definition can only be successful if there is a planning regime in the project. The depth of detail and control proposed must be clarified in the procurement strategy and detail plans for each phase. The project management PC workstation will provide significant and quick turn around support to this process. Draft schedules can be generated in a fraction of the time required for a main frame software package, mainly because it is within the immediate control of the managers and staff of a project office. Significant improvement in the planning process is possible if structure planning uses the capability set out for the workstation. It is modular and without the complexity required of large software programs and it is cheap. A lot of data processing and management control are possible for the price of a mainframe set up. The process requires at least tour people, the project manager, the operations manager, a systems anaiyst (call him a planning mechanic) and control clerk to ensure input to the database. The preferred approach to system development is through weekly
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team planning meetings chaired by the project manager. Policy can be set and the mechanics carried out by the system support staff. This is an on-going process and must be endemic in a project team if systems are to be effective. On the matter of staffing and program development this could be contracted out to different software contractors to provide some competition in the systems development environment. An experienced government oversight would have to be maintained to ensure common user developments and avoid duplication. SUMMARY The project management PC workstation has been implemented in a number of major projects with signi~cant success. The applications to date have highlighted the following: the cost, in comparison with mainframe and software is very attractive, o a significant data processing capability is immediately available to project management, l the concept of bundling word-processing, electronic and relational database programs, which are recent and significant developments in the microcomputer field, has opened up the possibilities of application exchanges (so-called program templates) between project offices. l
APPENDIX A: DIRECTORY STRUCTURE THE PROJECT MANAGEMENT PC WORKSTATION
FOR
The following tree-structured directory is proposed for a single hard disc. The workstation will be embedded in the normal hard disc (C:) directory along with a set of disc housekeeping programs (utilities). Workstation The root directory will have the disc operating system with programs for the enhancement boards. In addition, an ‘environments’ program to develop a simple set of menus will be used. A simple menu program, Systemate, enables the bundling of eight programs under the same menu. Additionally, a disc management program similar to that of the XTree is required for file directory management. Programs to run the system unit memory expansion and graphics monitor definition, and streamer backup tape are located here. Subdirectories for utilities and project planning and control follow. they are for project management work and information handling organized around functions of network planning and control, record management, cost control, graphics and document production. Each will be a stand-alone software program. Intercommunication will be possible on a file export basis. Utility A set of housekeeping programs that help get things done. Initially, Norton Utilities will be installed. This will provide backup for data discs and disc data recovery search support for problem data storage. In
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particular, a printer driver program tailored for the two printers and capable of direct set up of each printer as the need arises, is required. This program is necessary because of the demand for different page sizes, special fonts and type sizes called up by the PC application programs. Network A stand-alone network (CPM) based processing package will be installed. Three candidates are proposed: Plantrae, PMS II and Primavera. Coupled with a hardware data ‘spooling’ device, full report outputs can be stored and printed freeing the PC for other tasks. These are applications packages for data processing, organized around a network planning approach to project control. Records The records directory will set out that data management most amenable to relationa database management. The industry standard PC program called dBase III with enhancements will be used as the program for ‘tailoring’ record systems. There are a number of direct dBase III applications like the Issues Tracking System (ITS) which might be useful and engineering and material management systems currently under development. cost
While the record package can handle budget and costestimating documentation and updating systems, the problem of cash flow and cost plan comparison is best handled through an electronic spreadsheet. Such spreadsheets are in general use 1 by controller and accounting functions. Further, they are quickly prepared for extensive data update and analysis. The industry standard for electronic spreadsheets is the Lotus 123 program. This program can be used to show the project work element cost plans and variances. Extensive project accounting information can be maintained on such electronic accounting sheets. Scope management documentation is proposed for the records module. A direct relationship can be maintained to the schedule and accounting sheets through project work-breakdown structures coding. It is not integrated, but can provide good structured cost data. Cost performance measurement can be included in the spreadsheet, if an earned value method is implemented. D~u~ent All formal documents, including office correspondence will use this section. A standard word processing package, plus printing assist programs, will provide the capability to prepare all formal documents. If administrative correspondence is heavy, then a separate file directory and hard disc or single dedicated workstation may be called for. Information retrieval of text, documents and letters may be applied through the use of a text search program like Zyindex.
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The WordPerfect standard processing program is allocated to Document because there are documentation assist and print enhancement programs for improved operation.
Graphs Full graphic production network diagrams, barcharts and cost reports are prepared by each of the CPM packages. Additional graph and chart production is required by a project office to produce all manner of data formats Iike histograms, pie charts and line diagrams. The software market is volatile in the current development of programs for management graphics. Chartmaster is the current selection for Graphs.
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McGill w&h a Bachelor of Engineering degree, and from the Royal Military College of Science in 1958. He served for 15 yearns in the Canadian forces, and has spent the past 20 years with the Department of Supply and Services, where he has held a number of engineering procurement and project management appointmems. He is currently a Principal Consultant with Loday Systems Limited, Ottawa, Canada - qxcialists in project management practices. He is a director of the . Project Malzugement ~nst~tutcof North America, and has estahkhed a NationaI Capjtai Regional Chapter of the PMI. In ad~~it~on,he is a member of the Iniernational Editorial Board of the lntcrnationai Journal of Project Management.
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