4. Project Implementation and Controlling.

[ 7 hours]

4.1 Introduction to Monitoring, Evaluation and Controlling

4.2 Project Control
4.3 Project Control Cycle
4.4 Elements of Project Control (time, cost and quality)
4.5 Project Schedule Control
4.6 Project Cost Control: Methods and procedure (Earned value analysis)
4.7 Project Quality Control
4.8 Introduction to Project Management Information System (PMIS)
 4.1 Introduction to Monitoring, Evaluation and Controlling
Monitoring
• Monitoring is collecting, recording and reporting information
concerning all aspects of project performance that the project
manager or others in the organization wish to know’(Meredith and
Mentel).
• According to David I. Cleland, “Monitoring means to keep track of and
to check systematically all project activities”.
• It is gathering of information to review project implementation
throughout the life of a project.
• It is a process of measuring, reviewing and reporting progress of work,
how well a project, program or policy is being implemented against
expected results.
 Monitoring contd.

• conducted continuously and regularly as internal management

during project implementation and are reported to the project
implementation unit.
Objectives of monitoring are:
• To check whether projects being implemented are as planned?
• To improve quality of projects by obtaining lessons learnt from
the monitoring results for revision of the original design if
necessary.
• to track and improve project implementation. It is a feedback
mechanism.
 Evaluation
• It is a judgmental process to determine the efficiency,
effectiveness and impact of project performance.
• It is essential to improve project implementation, future
project planning and decision making.
• Evaluation is periodic whereas monitoring is a continuous
process throughout the life of a project .
• Evaluation may be quarterly evaluation, mid-term
evaluation, and final evaluation.
 Controlling
•Controlling is measurement of work performed, comparison of actual
performance with a pre-determined standard and then taking of corrective
action, when necessary, to ensure that performance meets standard.
•It consists in verifying whether everything occurs in conformity with the plan
adopted, instruction issued, and principles established.
•It should be in time.
•objective of controlling is to point out weaknesses & errors in order to
rectify them & prevent recurrence.
 Controlling
• Controlling ensures to do right things in right time in a right manner.
• Essential steps in control procedure are:
• Setting standard - Determining what should be done or is expected?
• Checking and reporting on performance - Finding out what is being
done and comparing results with expectancies.
• Taking corrective action - To rectify errors, weaknesses, and prevent
recurrence.
 4.2 Project Control
• Project control system works under dynamic environment.
• Effective project control system requires correct and timely
communication, and regular feedback from project
implementation.
• Monitoring is a continuous process that helps in project
control system.
• Monitoring measures, reviews and report the progress of
work, how well a project, program or policy is being
implemented against expected results.
 Project Control
• Control is a process of taking necessary action, if required, for
maintaining pre-established standard in terms of quality, cost and
time or to bring project back on track.
• Elements of control are quality (performance), cost (budget), and
time (progress).
• ‘Controlling is the three-step process of measuring progress
toward an objective, evaluating what remains to be done, and
taking necessary action to achieve the objectives’ (Harold
Kerzner).
 Project Control contd.
• Process of project control system includes:
• Measuring: determining progress of work toward objectives, &
identify potential hazards in advance of their occurrence
• Evaluating: determining cause of and possible ways to act upon
significant deviations from planned performance, and evaluate
impact of hazards where possible and workout mitigation measures.
• Correcting: constant surveillance i.e. close watch is kept on persons
suspected of wrong doing then action is taken to control and correct
an unfavorable trend.
 Project Control contd.
Some aspects that may cause difficulties in project control are:
• Departmental and management gaps.
• Human factors: training, philosophies, culture, norms, values, attitude,
intentions, resistance to change, reluctant to display their plans etc.
• Uniqueness of the project.
• Complex characteristics of the project.
• Uncertainty and change.
• Coordination & communication due to involvement of several organizations.
• Poor control and information system.
 Project Control contd.
Effective control system shall include:
• Thorough planning of work.
• Good estimating of time, labor and costs.
• Clear communication of responsibility, everybody should know what he
has to do.
• Continuous observation of physical progress and cost.
• Periodic re-estimation and cost.
• Comparison of actual progress & expenditures to schedules & budgets.
• Correct & timely information to PM regarding project progress and
deviations from plans, if any to control & bring project back on track.
 Project Control contd.
. Setting
Standards

Corrective Control Measuring

Actions Performance

Finding and
Analyzing
Deviations

Figure: The process of control

 Project Control contd.
Process of control includes:
• Setting standard: Planning sets standards for performance that
determines what should be done or is expected? Standards are the starting
point of control. Standards can be quality, cost, and time.
• Measuring performance: is finding out what is being done.
• Finding deviations: Actual performance is compared with planned
standards & expectancies. Causes of deviations are identified and analyzed.
• Taking corrective action: is taken to rectify errors, weaknesses and prevent
recurrence. It helps in bringing performance on track to achieve project
objectives.
 4.3 Project Control Cycle
• Project control cycle begins with an agreed project plan.
• Project plan includes budget, schedule, and expected quality
standard.
• Tracking and managing progress is crucial to project success.
• PM needs to create an environment where accurate and
timely project status information or any change to project
plan should be delivered to PM as feedback information.
 Project Control Cycle contd.
• PM should continually measure progress against project plan and take
necessary steps to make improvements and bring project back on track.
• This is depicted as project planning and control cycle. 
• Control is the process of monitoring, evaluating, and comparing actual results
with plan to know the progress toward project cost, schedule, & performance.
• Monitoring and control are universal activities for effective and efficient
operation of project control cycle.
• ”To control means seeing that everything occurs in conformity with established
rule and expressed command” (Henry Fayol).
• It is a process of extracting information from performance output level & then
feeding it back to project plan.
• Control involves re-planning of a project.
 Project Control Cycle contd.
. Evaluating (Finding
Project Plan Measuring deviation from Project
Actual progress Plan)

Controlling Reporting deviation

(Taking action) to the authority

Figure: Project monitoring and control cycle.

Elements of Project Control (quality, cost and time)

• Control is a process of taking necessary action, if

required, for maintaining pre-established standard i.e.
quality, cost and time.
Major elements of control are:
• Control of quality of works: Performance
• Control of cost: Budget
• Control of progress: Time
 Elements of Project Control contd.
Control of quality of works: Performance
• Quality control process include monitoring performance to
determine whether performance comply with relevant quality
standard and identifying ways to eliminate causes of unsatisfactory
results.
The quality control in a project includes:
• Quality Inspection: Inspection includes measuring, examining, and
testing to determine whether performance complies with
requirements and specification.
• Timely inspection of delivered materials can prevent reworks &
delays.
 Elements of Project Control contd.

Rework
Defective work may be of two categories, i.e. repairable or totally rejected.
Rework is aimed at bringing a defective item into compliance with specification.
• Rework results into extra costs and time delays.
• Cost arising out of poor quality of work may rise to as high as 30%.
Causes of rework may be due to:
• 46 % incorrect execution (which include 30 % lack of care, 08 % lack of information, 04 % lack of
competence, and 04 % lack of knowledge).
• 30 % failure in design and development
• 08 % lack of clear data
• 08 % faulty materials
• 06 % impossible to execute
• 02 % of others
Elements of Project Control contd.

Quality Audit
• Quality audit is a structured review of quality
management activities.
• Objective of quality audit is to identify measures that
can improve performance of a particular project.
• Quality audit should focus at the project defined
quality standard.
 Elements of Project Control contd.

Quality Audit contd.

Quality control measures in a project include:
• Creating quality consciousness.
• Mobilizing resources for assuring and controlling product quality.
• Setting up materials testing laboratory at site.
• Training the concerned staff.
• Implementing quality plan.
• Testing incoming and locally produced materials.
• Monitoring quality performance.
• Investigating cases relating to quality failure to prevent recurrence.
• Formulating plan for re-work when needed.
• Feedback quality performance for effecting improvements .
 4.5 Project Schedule Control
• Construction projects are time bound.
• Project activities are directed to complete activities in time.
• Project schedule control requires a considerable input from
PM execution of activities.
• It aims at timely execution of work according to planned
schedule.
• A small delay in critical activity can affect many schedules.
 Project Schedule Control contd.
• Delays can alter planned level of resources and their
mobilization.
• Time compression & time crashing (by trading time with cost)
techniques are employed to reduce time overruns.
• Time overrun increase overheads.
• Delays in contract projects can result in penalties, and adversely
affect reputation of company.
• Delays cause penalties.
 Project Schedule Control contd.
• aims at timely execution with planned schedule & applies corrective
measures in case of schedule deviation.
Project schedule control is limited to:
a. Time progress monitoring methodology.
b. What-if analysis.
c. Time-cost tradeoff technique.
d. Time reduction technique.
e. Critical chain method.
f. Guideline for reviewing time progress.
 Project Schedule Control contd.
a. Time progress monitoring methodology: Monitoring involves
measuring actual progress & analyzing deviations of planned
performance with actual performance.
b. What-if analysis: In the fast changing environments, a project faces
situations, which tend to divert the project from its planned path.
• Project management wants to alter planned schedule for various
reasons: weather conditions, resource supply, breakdown, changes in
equipment delivery schedule & other reasons.
• What-if analysis aims at exploring feasible alternate options to
overcome time delays and its cost implications.
 Project Schedule Control contd.
c. Time-cost tradeoff technique: Project time and cost are interrelated.
• Normal time duration of an activity is based on consideration of normal cost.
• Reduction in normal time duration implies increase in cost.
d. Time reduction technique: Techniques for reducing schedule are
compressing critical path, and determining time-cost function for trading
time with cost.
• Time compression is the process of reduction of project completion time
without any substantial change in the cost of activities.
• it involves splitting (where feasible) of critical activities into smaller activities
without any substantial change in resources.
 Project Schedule Control contd.
e. Critical chain method: Critical chain determines overall project
duration.
• Improvements in critical chain will most likely result in improvements to
the project as a whole.
f. Guideline for reviewing time progress: Activity duration and logic are
not rigid.
• Some odd activities may be completed earlier than scheduled dates,
whereas few others may be delayed.
• There is inherent overlapping in logic of activities, in some rare cases
succeeding activities may start earlier than preceding activities.
• Review of time progress brings out deviations from project schedule.
 4.6 Project Cost Control: Methods and procedure
(Earned value analysis)
• It is the process of monitoring the status of project to update project budget and
managing changes within budgets.
Earned Value Analysis (EVA)
• Budgeted cost of work performed is known as Earned Value.
• EVA is assess & measure project performance & progress.
• EVA compares the performance (value of work done) with set standard (value of
work that should have been done).
• EVA is often presented in the form of progress, productivity, or S-curve diagrams.
• Actual progress can be measured and compared with forecasted progress (S-
curve).
 Earned Value Analysis (EVA)

• Earned value always differs from planned value, which is

known as variance.
• Variance always exists, unless there is a perfect execution of
project plan.
• Deviation from the activity S-curve is reported immediately
and acted upon.
• EVA is important for cost controlling.
• One manager can take decisions of 50 projects by the use of
S-curve.
 Terms used in EVA

• BCWS = Budgeted cost of work scheduled (Planned).

• BCWS is the planned value i.e., the value of work that
should have been done at a given point in time.
• ACWP = Actual cost of work performed or work done
(Actual).
• BCWP = Budgeted cost of work performed (Earned Value).
• BCWP is the value of work done at a point in time.
 Terms used in EVA

• Cost Variance, CV = BCWP – ACWP (Earned – Actual).

• BCWP = budgeted cost of work done to date
• ACWP = actual cost of work done to date.
• Negative number implies that the project is over budget or cost
overrun.
Schedule variance, SV = BCWP – BCWS (Earned – Planned).
• BCWP = budgeted cost of work done to date
• BCWS = budgeted cost of work scheduled
• Negative number implies that work is behind schedule.
Terms used in EVA
• 
.
• Values under 100% indicate that the project is
over budget.

• * 100.
• Values under 100% indicate that project is
behind schedule.
 Terms used in EVA
•Forecasting
 

• BAC = Budget at completion (Original project estimate)

• .
•
• Productivity factor: is the ratio of estimated man-hours to
actual man-hours.
• CPI is used to predict magnitude of cost overrun or
underrun.
• SPI is used to predict magnitude of delay.
 Use of EVA

• Effort required to undertake EVA is such that it is not

recommended for small projects.
• Below certain size the effort required to gather and process
data may offset its benefit.
• If decision is made to adopt EVA for a given project then
management team must be dedicated to implement system.
• Standard reporting technique should be developed for all
projects.
• Organization should develop the system to suit their needs.
 Use of EVA

• EVA needs collection and processing of data related to existing

& past projects.
• Accuracy of EVA depends on time & costs allotted in estimate
compared with actual time & costs as work progress.
• Importance of developing S-curves cannot be overemphasized.
• If there are no S-curves then it is difficult for PM to set realistic
targets.
 Use of EVA
• If % of SPI ˃ 100 the project is ahead schedule.
• If % of SPI ˂ 100 the project is behind schedule.
• If % of CPI ˃ 100 the project is completed in less cost.
• If % of CPI ˂ 100 the project is cost overrun or over budget.
• At the end of each month ACWP should be computed.
• PM gets idea from ‘S -curve’ where to intervene & where to
improve.
• SPI is beneficial to the contractor.
• Contractor can gain maximum benefit from cost control.
 Time now
Cost

60 BCWP CV
SV
 
50

40

BCWS
 
ACWP

0 Time
This project is ahead schedule and completed in less cost.
 
SV = BCWP – BCWS = 60 - 40 = 20
+ve value indicates project is ahead schedule.
CV = BCWP – ACWP = 60 - 50 = 10
+ve value indicates project completed in less cost.
SPI = (BCWP÷ BCWS) x 100 = (60 ÷ 40) x 100 = 150.0%.
Value >100 % indicates that project is ahead schedule.
CPI = (BCWP ÷ ACWP) x 100 = (60 ÷ 50) x 100 = 120.0%.
Value >100 % indicates that project completed in less cost.
S - curve diagram as shown above depicts that project is
ahead schedule & completed in less cost.
 Time now
Cost

26 ACWP
 
CV
24
SV

20
BCWP
 

BCWS

0 Time
This project is behind schedule and cost overrun.
• SV = BCWP – BCWS = 20 - 24 = - 04
• -ve value indicates project is behind schedule.
• CV = BCWP – ACWP = 20 - 26 = - 06
• -ve value indicates cost overrun.
• SPI =(BCWP÷ BCWS)x100=(20 ÷ 24)x100= 83.33 %.
Value less than 100 % indicates time overrun.
• CPI=(BCWP ÷ ACWP)x100=(20 ÷ 26)x100 =76.92 %.
Value less than 100 % indicates that cost overrun.
 Time now
Cost

16
CV
ACWP
 
SV
13

12
BCWS

BCWP
 

0 Time
This project is ahead schedule and cost overrun.
SV = BCWP – BCWS = 13 - 12 = 01
Positive value indicates project is ahead schedule.
CV = BCWP – ACWP = 13 - 16 = - 03
Negative value indicates budget overrun.
SPI =(BCWP÷ BCWS) x 100= (13 ÷ 12) x 100 = 108.33 %.
Project is ahead schedule.
CPI =(BCWP ÷ ACWP)x100=(13 ÷ 16) x100 = 81.25 %.
Project is cost overrun.
This project indicates “fast work but with more cost”.
 Time now
Cost

28 BCWS SV

26 CV

24
ACWP
 

BCWP
 

0 Time
This project is behind schedule and completed in less cost
SV = BCWP – BCWS = 26 - 28 = - 02
-ve value indicates project is behind schedule.
CV = BCWP – ACWP = 26 - 24 = + 02
+ve value indicates less cost.
SPI = (BCWP÷ BCWS) x 100 = (26 ÷ 28) x 100 = 92.86 %.
Project is behind schedule.
CPI = (BCWP ÷ ACWP) x 100 = (26 ÷ 24) x 100 = 108.33 %.
Less cost.
This project indicates “project is behind schedule but with less
cost”.
 Time now
Cost

ACWP
20  
CV
19
SV

17

BCWP
BCWS
 

0 Time
This figure depicts that this project have ups and down, project is not
smooth.
SV = BCWP – BCWS = 17 - 19 = - 2
-ve value indicates Time overrun.
CV = BCWP – ACWP = 17 - 20 = - 3
-ve value indicates cost overrun.
SPI =(BCWP÷BCWS)x 100=(17 ÷ 19) x 100 = 89.47%.
Value less than 100 % indicates that project is behind
schedule.
CPI =(BCWP ÷ ACWP)x 100=(17 ÷ 20) x 100 = 85.00%.
Value less than 100 % indicates that project budget is
overrun.
 Example of EVA
• Example: 50 units of plantation have to be done
in two weeks period.
• Per unit cost of plantation is estimated as Rs. 200
of which progress monitoring was done one week
after the work was started.
• Only 40% work was found completed and the
account record showed that actual expenditure
(cost) for plantation per unit was Rs. 250.
 Solution
• BCWS = 25 x 200 = 5,000;
• BCWP = 20 x 200 = 4,000; ACWP = 20 x 250 = 5,000
• CV = BCWP – ACWP = 4, 000 – 5,000 = - 1,000 (Cost overrun)
• SV = BCWP – BCWS = 4,000 – 5,000 = - 1,000 (Time overrun)
• CPI = (BCWP ÷ ACWP) x 100 = (4, 000 ÷ 5, 000) x 100 = 80%
• SPI = (BCWP÷ BCWS) x 100 = (4, 000 ÷ 5, 000) x 100 = 80%
• Both cost and time (schedule) are overrun.
• CPI is 80%, final cost would be: (50 units x Rs. 200) ÷ 0.80 = Rs. 12,500
(instead of estimated cost Rs. 10, 000)
• SPI is 80%, completion time would be: 2 weeks ÷ 0.80 = 2.5 weeks
(instead of estimated time 2 weeks)
Control Costs

Cumulative Value

Actual costs (AC)

Planned Value (PV)

Earned Value (EV)

Data Date
Time
Figure: Earned Value, Planned Value, and Actual costs
 Assignment: Example 1
• Provide an earned-value analysis to evaluate progress
of sewer and water lines project.
• Original budget is $147,500 and project is scheduled to
be completed in 94 working days.
• A status report of the project after 10 working days
include following information:
• BCWP = 7,600; ACWP = 7,700; BCWS = 7,600; BAC =
147,500
 4.7 Project Quality Control

• Quality is a sense of appreciation that something

is better than something else.
• Quality is the doing things right the first time,
rather than making and correcting mistake.
• Quality may be defined as the totality of all
features and characteristics of a product or
service as specified, required and expected.
Project Quality Control contd.
Quality Definition
• Degree of goodness.
• Conformance to requirements or specification.
• Zero defects.
• Fitness for purpose.
• Consistent conformance to expectation.
• Doing things right first time.
• Doing right things.
 Project Quality Control contd.
Quality Concept (Facts about quality)
• Quality is not grade, we should not compare plastic tap with brass tap.
• Quality costs more, but lack of quality costs even more.
• Process quality is more than product quality.
• Quality standards does not demand the best quality, they establish the
minimum requirements to be achieved.
• Quality efforts should aim to achieve better than what is stated in
quality standard.
• Quality does not happen by accident, it has to be properly planned and
implemented.
Project Quality Control contd.
Characteristics of Quality
• Functionality
• Reliability
• Durability
• Aesthetic characteristics
• Safety
 Project Quality Control contd.
• Quality yields many benefits.
• It reduces complaints, improves customer satisfaction, and
efficiency of the system.
• Quality management process includes quality planning, quality
assurance, quality control, quality inspection and acceptance,
and quality audit.
• Quality planning aims at identifying the quality requirements
and standards and documenting methods for determining how
the project will confirm these requirements and standards.
Project Quality Control contd.
• Quality assurance focuses on the planned measures
to ensure that the necessary quality requirements
and standards are being met.
• Quality inspection determines acceptability of end
product or deliverable or service or a stage of
construction to ensure functional requirements.
• Quality audit determine whether quality activities
results comply with planned standards and are
implemented to achieve project objectives.
Project Quality Control contd.
• Construction quality is the degree to which
project implementation meets requirements &
methodology stated in specifications.
• Requirements refer to needs & expectations of
stakeholders, and methodology implies
execution of construction in accordance with
approved design, drawings, and
specifications.
 4.7 Introduction to Project Management Information System (PMIS)

• Project management aims to achieve project mission objectives.

• Project implementation encounters unpredictable problems.
• Effective information system is needed to keep project on track.
• PMIS is a set of interrelated components that capture, process, store,
and dissemination of information to support decision making.
• No effective decision can be taken and implemented without
complete and accurate information relating to problems.
• Right information at the right time reduces risk of wrong decision.
• PMIS of a project generally covers information relating to planning
and controlling of scope, time, resources, and cost of a project.
 Project Management Information System (PMIS)
Project management information system consists of four elements:
1.Project
2.Management
3.Information
4.System
Project
• Project may be defined as one shot, time limited, goal directed, major undertaking
requiring commitment of varied skills & resources.
• Project is created for specific objectives or goals.
• Project is an investment, it has start & end dates.
• Project ends after accomplishment of goals.
 Project Management Information System (PMIS)
2. Management
• Management may be defined as optimum use of resources (human,
materials, equipment, and money) to achieve organizational goal by
performing planning, organizing, leading, and controlling functions.
• Top managers need highly summarized information supported
primarily by decision support system for strategic planning.
• Middle managers need summarized information with detail for
tactical planning and control.
• Supervisory managers need transactional information for operational
control.
 Project Management Information System (PMIS)
3. Information
Accurate, comprehensive, and usable information is required in time for taking
effective decision.
Information is processed data that have been shaped or framed into a useful and
meaningful form which is directly used in decision making process.
Information should be decision oriented to plan, implement, control, and
evaluate activities of project.
4. System
System is a group of elements either human or nonhuman that is organized and
arranged in such a way that elements can act as a whole towards achieving some
common goal.
System exists on continuous basis.
 Project Management Information System (PMIS)
• PMIS is employed for effective communication.
• Effective communication requires set up of information system and
good communication system for project success.
• Software can be developed and communication logistic can be added
for better information system.
• An idea, no matter how great, is useless until it is transmitted and
understood by others.
• Proper communication eliminates delays, misunderstanding,
confusion, distortions, and improves coordination and control.
 Project Management Information System (PMIS)

• What is being said, if information is exactly understood then it is a

communication.
• Better communication mode is face to face talk and then telephonic
conversation.
• Then email/chatting, then after writing letter.
• Broadcasting mode is least effective.
• Three major concerns-quality, cost, and time will have to be well
managed with good information system.
 Characteristics of Quality Information

Characteristics of quality information to be useful are:

Accuracy: Information must be reliable, error-free, precise, clear, consistent
and understandable.
Timely: Information, when needed, is useful if it is available on time.
Economical: Information should be economical enough to support situation
that warrants a decision.
Adequate: Information should be adequate; excess information costs money,
while insufficient information can frustrate decision-maker’s efforts.
Usable: Information should be relevant such that manager needs to know.
Comprehensive: Information should be comprehensive.
 Information System
• Information system can be defined as a set of interrelated
components working together to collect, retrieve, process,
store, and disseminate information for facilitating planning,
control, coordination, and decision making in business and
other organization.
Three basic activities of information system are:
1.Input
2.Processing
3.Output
 Information System
1. Input
Input is the collection of raw data resources from within a
business or from its external environment.
2. Processing
Processing is the conversion of raw data input into more
appropriate and useful form.
3. Output
Output is the transfer of processed information to the people or
business activities that will use it.
 Information System
4. Feedback
• Feedback is the output returned to appropriate members of the
organization that help refine or correct the input.
• Output of information system takes various forms-printed reports, graphic
displays, video displays, sound, or data to feed other information system.
• Information system must also store data and information in an organized
fashion so that they can be assessed for processing because they can help
analyze problems, visualize complex subjects, create new products,
communicate, make decision, co-ordinate and control.
Information System

 
Environment
.
 
Organization
 
Input Process Output

Feedback

Figure: Information system

 Information System
• It contains information on significant people, places, and
things in business organization’s surrounding environment
and within the business itself.
• It essentially transforms into a form usable for coordinating
the flow of work in a firm, helping employees or managers
make decisions and solve other kinds of problems.
• Information may be formal and informal.
 Information System
Formal information system
• It relies on mutually accepted and relatively fixed procedures for collecting,
storing, processing, and disseminating information e.g. Library Catalogue.
Informal information system
• It is not established system like what is information? How it will be stored?
What will be processed?
• Information system analysis involves analysis, design, & implementation of
computer based information system of an organization.
• System analysis deals not only with the technical issues but also with
economical, organizational, and even socio-economic aspects.
Information System

 
 

Formal information system Informal information system

 
 Information System
• PMIS is a system designed to provide selected decision oriented
information needed by management to plan, implement, control,
and evaluate the activities of the project.
• It is a formal method of collecting accurate information in time in a
presentable form in order to facilitate effective decision making to
carryout organizational operations to achieve organizational goals.
• PMIS can be effectively used for measuring performance and
bringing about any necessary changes in accordance with the
organizational goals and plan.