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                            This paper was presented to the International Project Management Association (IPMA),
                            in 2000 in London, UK, by authors Bob Youker and Ronald Ng, both retired from the World Bank.
                            Published here February 2005.

                            Introduction | The Context
                            Five Components of the Project Management Information System
                            Implementation of the System | Conclusions
                            Robert (Bob) Youker, Retired World Bank, is an independent trainer and consultant with more than 35 years experience in project management. At the Bank, he developed and presented training courses for the managers of major projects in many different countries. He is currently consulting with the Economic Development Institute of the World Bank developing a CD ROM version of an instructor's resource kit for project management training. E-mail: bobyouker@worldnet.att.net

                            Introduction

                            The World Bank and other financial institutions make thousands of loans every year for many different types of projects in developing countries. All of these projects should use project management techniques for effective and efficient implementation, but many do not. Figure 1 is a list of common project management problems found on international development projects.

                            •   

                            Lack of a shared perception and agreement on the objectives of a project by staff and stakeholders

                            •   

                            Lack of commitment to the project by the team, management, and stakeholders

                            •   

                            Lack of detailed, realistic and current project plans (for the schedule, budget, procurement, resources, and so forth)

                            •   

                            Lack of strong project leadership

                            •   

                            Unclear lines of authority and responsibility

                            •   

                            Lack of adequate resources (personnel, equipment and supplies)

                            •   

                            Organization not committed to, or structured for, project management

                            •   

                            Poor feedback and control processes so that problems can't be detected early

                            •   

                            Poor or no analysis of major risk factors

                            •   

                            Delays caused by bureaucratic administrative systems

                             

                            Delays in approvals

                             

                            Slow decisions in personnel administration

                             

                            Delays in procurement and import of goods

                             

                            Delays in release of funds (especially local funds)

                              •   

                            Delays in land acquisition

                            Figure 1: Project Implementation Problems[1]

                            One of the key problems is the failure to prepare and maintain detailed project plans and schedules. This paper describes the components of a Project Management Information System (PMIS) designed and implemented for a World Bank financed education project in a small island based developing country. The system was based on the MS Access Data Base software and was used for planning, control and reporting purposes.

                             

                            1. From World Bank Ex-post Evaluation Reports
                             
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