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PM WORK & DATA FLOWS FOR INTEGRATED PM

The reason we use formal workflows in PM is that they improve efficiency, increase the responsiveness to requests, provide work process transparency, and increase profitability. By integrating information flows with workflows, we improve the quality and speed of decision making at the decision points of the workflow. Our intent is to reduce the number of times you must make decisions without the needed data. In the few times you are stuck using incomplete data, we want to provide enough data that your insight and intuition can carry you through in good form.

Within the Integrated PM System there are State Machine Workflows that progress with reference to ‘State’, and can return to any previous state if required. Actions outside the current state cause state transitions (project behavior) with a set of rules defining valid changes. While in a state, the project is performing a specific business objective

The Linear Workflow progresses from one function to the next and does not step back. This is the most common workflow encountered in PM. A project WBS, or individual task list is an example of this type of workflow. Running in parallel of the activities in a Linear Workflow, Information Assets are modified and developed. Communication between team members creates new intellectual property that can be reused in future workflow executions.

Rules-Driven Workflow are processed according to predefined rules that can enable mandatory data capture, automatic task reassignment and other actions. These workflows are part of the feedback control mechanisms of the system. What ever feedback your tools can provide, there are a set of explicate or implicit business rules that determine the response of the PM team.

Information Flows pass through the Integrated PM Systems coordinating inter-departmental workflows and objectives. This enables the “Intelligent Worker” philosophy, and reduces the demand for command and control leadership.


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This effort is about supporting the decision-making activities throughout the life of a project, but also scales to the lifetimes of all projects, in a continuous flow of projects. The term ‘project’ here includes all operational activities used to impact the project performance, while the project in turn impacts enterprise performance. This includes portfolio management, program management, product management and all specialties impacting project performance.