Uses and Benefits of Microcomputer Project Management Software Copyright 1990 CAUSE From _CAUSE/EFFECT_ Volume 13, Number 3, Fall 1990. Permission to copy or disseminate all or part of this material is granted provided that the copies are not made or distributed for commercial advantage, the CAUSE copyright and its dateappear, and notice is given that copying is by permission of CAUSE, the association for managing and using information resources in higher education. To disseminate otherwise, or to republish, requires written permission. For further information, contact CAUSE, 4840 Pearl East Circle, Suite 302E, Boulder, CO 80301, 303-449-4430, e-mail info@CAUSE.colorado.edu USES AND BENEFITS OF MICROCOMPUTER PROJECT MANAGEMENT SOFTWARE by Edward Neroda ************************************************************************ Edward Neroda has worked in university and college library settings for eighteen years, for the last nine of which he was Director of Library Services at Eastern Montana College. Recently he accepted a position as Director of the Learning Resource Center at Shasta College in Redding, California. His professional objectives include contributing to the process of integrating appropriate campus information systems in order to form a coordinated matrix of services which will most effectively meet the needs of students, faculty, administration, and staff. He received his undergraduate education at the University of California, Santa Barbara, and holds graduate degrees from the University of Southern California and New Mexico Highlands University. ************************************************************************ ABSTRACT: The business sector has found that project management (PM) software facilitates the planning and implementation of complex projects through the creation of a database of time, cost, and resource information on project components. Such programs running on the mainframe routinely support planning and simulation, cost and resource management, and project reporting. This article presents an overview of typical project management tools, suggests ways that PM technique can be used on campus, discusses the availability of microcomputer PM software, and explores its functional uses and benefits. Included is a list of some proprietary microcomputer PM software packages on the market. Corporations involved in large-scale construction, manufacturing, and systems development have been pioneers in the evolution of project management techniques and associated mainframe-based software. With the availability of similar programs that have been adapted to the microcomputer environment, today anyone on campus with the need to manage complex projects can easily and inexpensively have access to such tools. This article examines a methodology that holds the potential to substantially improve project planning and simulation, cost and resource management, monitoring, and communication in many types of campus projects. Before Software There Was Project Management Project management (PM) is the act of reaching a goal by trading off resources against time when the technical approach and constraints are known. If the project manager is unable to define the goal and most of the steps in the process, project management techniques will be of little use. Also, if the project manager cannot influence the allocation of resources to remedy a problem, then there is little utility to the methodology. PM does not relieve the manager of the burden of designing tasks, determining their order and relationship, or allocating resources to them[1] Most people use at least some of the "tools" which, when gathered together, constitute project management. PM, whether implemented with a pencil or computer, involves defining goals, determining activities, and specifying relationships among activities. The manner in which goals are to be achieved and the consequences of not realizing objectives on time are part of project management. There are common proficiencies useful to project managers. Human resources are normally critical to the success of any given project, be it the launching of a probe to the outer planets or the development of a building program for a campus expansion. Assessing the skills needed to carry out a given task, choosing the right people for the project, gauging the learning curves for team members, and budgeting time and funds for these factors are crucial. In addition, several types of organization, planning, and monitoring methodologies are available to managers. Such techniques, described in the following section, are useful in obtaining high level overviews of task durations, concurrent project activities, and subproject dependencies[2] Basics in the PM Tool Box Among the basic "equipment" found in the project manager's tool box are the Work Breakdown Structure (WBS) method for outlining project detail, Gantt charting, and Program Evaluation Review Technique (PERT). PERT is also sometimes referred to as network analysis, network diagrams, or the critical path method. A common sequence of usage of these methodologies is from WBS to Gantt to PERT. WBS consists of a top-down planning mode which helps minimize the possibility of missing tasks crucial to comprehensive project planning. WBS, with its various levels, resembles an organizational chart (see Exhibit 1). At the top is the completed project or goal. Other levels flow logically as subprojects until one reaches the smallest task levels. Note that, due to space constraints, the WBS example only traces one branch of the structure -- design system. Developed during the 1940s, Henry L. Gantt's chart is a graphic method for scheduling work activities. A Gantt chart displays dates along one axis and tasks and resources on the other (see Exhibit 2). PERT was an outgrowth of planning and management systems used during the development of the Polaris submarine in the 1950s. Similar to a flow chart, this network diagram (see Exhibit 3) provides a visual representation of tasks in relation to each other. Usually, a critical path is highlighted in either PERT or Gantt charts indicating tasks that, if delayed, impede the entire project. [EXHIBITS 1, 2, & 3 NOT AVAILABLE IN ASCII TEXT VERSION] Higher Education Applications This author first came into contact with PM software while planning for the automation of an academic library. The project involved considerable expenditure of capital, building modification, use of several consultants, and the coordination of diverse campus departments. The obvious utility of the software in addressing these complex issues prompted us to consider how many other kinds of campus projects might benefit from the use of PM software, for example: * The planning and monitoring of multi-campus cooperative degree programs and the development of strategic plans. * Software development projects, initiated by campus computing centers or other areas. * Institutional reorganizations including program mergers, multi- year development schemes, and academic term conversion projects. * Catalog revisions, accreditation reports, the development of complex grant applications, or other complicated writing projects. * Conference or workshop planning and monitoring. * Construction or maintenance projects such as the development of a building program, management of seasonal maintenance routines, or conducting of special projects such as asbestos removal. * Marketing efforts and fund-raising endeavors. While PM software's utility increases as a function of an enterprise's complexity, the management of modest projects could also benefit from this software. Value-Added: PM Software for Micros Until recently, project managers have implemented their techniques manually save for those fortunate enough to have had access to the methodology as programs running on mainframes. Once again, it is with the advent of microcomputers that we see a diffusion of powerful information systems meeting the needs of a more diverse population at the desktop. With PERT, Gantt Charts, WBS, and various other elements serving as a foundation, software developers began the long process of automating project management techniques. The majority of such efforts have come from construction, engineering, and industrial production environments. By 1983, Project Software Development Inc. became one of the first enterprises to market a microcomputer-based project manager, Quicknet. It was based on a mainframe-based project manager, Project/2. Over the past seven years, PM software for microcomputers has matured greatly. Many project management programs are now available for DOS and Apple Macintosh environments. Software developers have taken advantage of vastly enhanced hardware capabilities. Most programs now offer the functionality found in good mainframe systems. They are easy to learn and use. They are relatively inexpensive (under $600), especially when compared to mainframe systems that can cost upwards of $100,000 for the software alone[3] Most programs are conceptually similar to spreadsheets. In essence, PM programs create a database of time, costs, and resource information on project components which are graphically depicted in a variety of fashions including interactive PERT or Gantt chart formats. Going beyond the spreadsheet in many ways, PM software permits "what-if" simulations which allow one to quickly determine the effects of alternate resource allocations on the overall schedule of a job. This ability helps the project staff avoid bottlenecks, correct project imbalances, and head off crises before they happen. Typical Functional Uses and Benefits PM software's most obvious utility is that it allows one to manage the resources needed to accomplish a given project while increasing both control and flexibility. This is true whether the software is being used as a planning or coordinating/monitoring tool. Generally, as projects become larger and more complex, the software becomes more useful. When one is attempting to manage an elaborate endeavor manually it is nearly impossible to update planning documentation as new circumstances arise without sacrificing a great deal of time. The speed of real-life events is usually far greater than a project manager's ability to analyze and respond to new operational permutations. Using PM software, project information can always be current without the tedium associated with tracking a project by hand. In addition, a psychological benefit of PM software has been noted: the use of PM software often encourages project team members to frequently update their task and subproject statuses, which in turn can reinforce their commitment to the undertaking. Planning and Simulation Improved decision-making and planning are assured since, with PM software, design or planning alternatives can be assessed quickly. The software promotes creative planning by freeing project managers from the complexity involved in generating alternative project scenarios. A recent dramatic example of software functionality occurred when the Pacific Engineering plant exploded in 1988. Immediately after the accident, a small team of project managers used the software to produce a series of "what-if" scenarios assessing impacts associated with the disaster and its ramifications for the company. In three hours, this group produced reports which included best- and worst-case scenarios and the impact of each on the company's business plan. It was estimated that twenty-five people working three weeks could not have matched this accomplishment manually[4] Cost and Resource Management Once the project goal has been established and basic planning finished, the user begins to supply the program with specific project information. Three common approaches exist for providing this information in a systematic manner: outlining, work-breakdown structure, and network diagram. Some programs offer all three techniques. Utilizing such schemes, one can create activities and assign resources to accomplish designated tasks. Costs associated with specific activities can be correlated easily with available resources. Development of Gantt and PERT charts is rapid and easily modified. After the duration of each task is estimated, the software automatically derives the critical path for the project. The software can display how individual activities contribute to the accomplishment of a task. Whenever a change is made, the system recalculates start/finish times of all other tasks, handles cost accounting, alters resource requirements, and flags situations where resources are inadequate. Earned value progress management measures the worth of actual work accomplished -- not the time or money spent on a particular task. This feature fosters objective measures of productivity as well as realistic time, effort, and cost forecasts. PM software permits cost, time, resource, and quality variables to be handled in an integrated way so that it is easy to see the impact of alterations on one variable in relation to other factors[5] Project Representation and Communication One of the more difficult aspects of project management concerns communication. Sharing information within the project team or fulfilling a reporting requirement mandated by a funding agency are common tasks. Producing a concise understanding of a plan of operation or a progress report can be an especially difficult task which is greatly facilitated by PM software reports. Typical programs offer a variety of report presentation options. The most dynamic representation is the computer-based version rather than the diversity of traditional paper charts and reports. This type of database best serves the interests of team members and provides tremendous flexibility. Not unlike hypertext "documents," most programs allow one to roam through a project, following details and exploring special concerns in a manner virtually impossible with paper reports. A readily accessible project database allows group members to communicate their ideas and permits open negotiation about resource allocations. Group discussion is facilitated by software which allows planning options to be rearranged easily. Cooperation and understanding is promoted through shared knowledge[6] One drawback with this medium relates to computer screen size. PERT and Gantt charts can become too large to view practically on the screen. Under these circumstances, printed charts are the only appropriate display format. Despite a growing trend by selected federal agencies to require project reports in machine-readable form, paper reports generally serve the needs of persons not associated with a project on a daily basis. The best programs routinely provide excellent report- generating and customizing capabilities and furnish interfaces with word processors, spreadsheets, presentation software, and other software genre. Aside from Gantt and PERT displays, also commonly available are time-scaled network charts, schedule charts, task and resource timelines, resource histograms, and task cost and cash flow tables. Future Trends The marketplace for project management software is young, with many new products still being introduced. Most new releases can be expected to reduce the cumbersome nature of data entry. Speedy recalculation and easy-to-generate graphics are also top development priorities. Output control is an area of user concern which is also being addressed. Vendors are now providing greater control over the volume and level of detail for reports. Versions can be generated in abbreviated and more graphic forms for top management -- people with little time for a sea of information. Software developers are also responding to the need for better interfaces with other project management programs, spreadsheets, word processors, and presentation software. Finally, developers are striving to make their product enhancements flexible enough for the growing base of sophisticated users without making them too complex for a beginner. Selection Criteria and Leading Packages The PM software marketplace provides numerous options. Knowing the basic characteristics of a project will aid in software selection. Lengthy and highly complex projects may require extra care in the selection process. Such would be the case if a given endeavor contained more than 500 discrete tasks or the programming of 1,000 individual resources, i.e. people, equipment, or supplies. Other unique requirements, such as a particular reporting format stipulated by a governmental agency, may also narrow the range of selections. General selection guidelines include the consideration of the following areas: * Features and flexibility These should be the primary selection criteria. Data entry, task definition, and resource allocation should be rapid and easy. Programs should be able to monitor the actual project against its plan. High quality output reporting features, including links to other presentation-quality output devices, are to be expected. Worth checking is a program's ability to export or import files from other popular programs such as dBASE or Lotus 1-2-3. * Speed of operation Speed is a must for large, elaborate projects. "What-if" analyses common to the planning stage of project management are greatly facilitated by programs and hardware that allow accelerated recalculations. * Program Documentation and Support Documentation should be clear and complete. Ideally, it will contain background information on project management methodologies. Computer-based tutorials and online help features are desirable. Competent and accessible technical support via a toll-free telephone number is very useful. * Ease of Learning and Use One should be able to learn the program rapidly. After attaining a small degree of proficiency, referral to a manual should be infrequent. The software should be intuitive in design and error messages both lucid and helpful[7] * Cost Unless one has a project with unusual requirements, appropriate software should be available for under $600. Some Caveats Despite the often excellent tutorials and manuals accompanying it, PM software alone will not make a good project manager. If a person lacks a basic understanding of a particular project, its goals, and the majority of the steps required to accomplish the enterprise, trouble will likely occur. The software does not exempt the overseer from the onus of framing tasks, charting their sequence and interrelationship, and allotting resources. On the other hand, if one comprehends the underlying venture's environment and has the authority to allocate project resources, even without any project management experience, it is likely that this software will prove invaluable. Conservative or tradition-bound organizations may not be the ideal environment in which to implement a project using PM software. Circumstances might dictate that a fledgling project manager preview the software with the appropriate supervisors and colleagues in order to gain broad acceptance of the methodology. Conclusion With a modest investment in time, PM software allows one to plan and then implement complex endeavors with greater ease and confidence than is possible with a manual system. It produces easy-to-understand graphic displays illustrating the relationships between each element and the project's critical path. During either the planning or operation stages, the impact of schedule or resource allocations can be calculated without delay, making "what-if" analyses simple and status reports always current. With this genre of software, the decision-making process determining the best use of resources is facilitated greatly. PM software serves as an infrastructure for communication among colleagues both within and outside the project. While these programs are no substitute for a thorough understanding of project cycles and nuances, their use will substantially improve project planning and monitoring, thereby giving managers additional confidence in their staffing assignments, and the ability to foresee and avoid bottlenecks and crises. ************************************************************************ Some Popular Project Management Software Packages Typically, the listed packages have PERT, Gantt charting, resource planning, cost analysis, custom reporting, and export to Lotus 1-2-3, dBASE, and other popular programs. Generally, they can handle small to very large projects or multiple projects. With the exception of Micro Planner, these programs may be used by persons with little or no exposure to either computer-based or manual project management techniques. Product Vendor/Comments Harvard Total Project Manager Software Publishing Corporation P.O. Box 7210 Mountain View, CA 94039 (415) 962-8910 PERT and Gantt charts are built automatically from WBS. Instaplan Instaplan Corporation 655 Redwood Highway, Suite 311 Mill Valley, CA 94941 (415) 389-1414 Inexpensive, fine teaching tool. MacProject Claris Corporation Box 58168 Santa Clara, CA 95052-8168 (408) 987-7000 Uses Apple Macintosh interface, good documentation and tutorials, easy to learn, good managerial-level program. Micro Planner Mac/Micro Planner Windows Micro Planning International 235 Montgomery Street, Suite 840 San Francisco, CA 94104 (415) 788-3324 Powerful, sophisticated, can manage very complex projects, excellent report features. Microsoft Project Microsoft Corporation 16011 N.E. 36th Way Redmond, WA 98073 (206) 882-8080 Compatible with other Microsoft products, good tutorials. Time Line Symantec Corporation 10201 Torre Avenue Cupertino, CA 95014 (408)253-9600 Very flexible, good project outlining, presentation-quality graphics, easy to use. ======================================================================== Footnotes 1 N. Jay Bassin, "Microcomputers and Project Management," The Bureaucrat 14 (Winter 1985-86): 31. 2 John R. Nordin, "Managing Project Management," Manufacturing Systems, November 1987, p. 22. 3 Edward A. Wasil and Arjang A. Assad, "Project Management on the PC: Software Applications, and Trends," Interfaces 18 (March/April 1988): 81. 4 William B. Scott, "Software Lets Aerospace Managers Schedule, Track Complex Project," Aviation Week and Space Technology, 1 August 1988, p.79. 5 Richard E. Westney, "Effective Project Management Guides Successful IS Development," Information Executive 12 (Spring 1989): 30. 6 Paul A. Strassmann, "The Best-Laid Plans," Inc., October 1988, p. 138. 7 Mike Heck, "Project Management Programs for Executives," InfoWorld, 22 May 1988, p. 50. ======================================================================== For further reading: Plasket, Richard L. "Project Management: New Technology Enhances Old Concepts." Journal of Systems Management 37 (June 1986): 6-10. Scott, Matthew S. "Project Management Software Helps You Take Care of Business." Black Enterprise, March 1989, pp. 37-39. ************************************************************************