A project information management system is a systematic approach to developing, identifying, gathering, organizing, exchanging, modifying, and utilizing project information. Information management is the process of finding all of the information required by project participants to make critical choices. People and procedures are crucial to information management, with technology serving as a strong facilitator. It has less to do with technology and more to do with regulating human behavior. A comprehensive examination of how the aspects of the information environment should be managed is essential for initiatives in information management to be effective. The advances in this field should be acknowledged by its experts; thus, the paper examines recent relevant articles that might facilitate the development of the practice area.
The first article to consider is “Balanced and integrated e-government implementation – exploring the crossroad of public policy-making and information systems project management processes” by Melin and Wihlborg. The purpose of this study is to identify and expound on the numerous meanings and consequences of electronic government as a practice of public policy formulation and an act of data systems project management. The article demonstrates how the two viewpoints on e-government – social policy and construction implementation – may be matched to achieve a more sustainable conclusion (Melin & Wihlborg, 2018). The case studies revisited in this study are contrasted and serve as examples of these views and their various combinations in pursuit of the intersection. Moreover, the research declares that success is a complex and broad process that might include more accessible democracy and useful e-services (Melin & Wihlborg, 2018). Therefore, the study is of great use for the practitioners of project information management systems since it delivers knowledge about the most advanced structures of governance.
The contributions of the research also can be evaluated to highlight their importance to the field. The study promotes sustainable e-government research and adds to the quest for a methodological conceptualization by connecting policy program management and policy-making in public organizations at a crossroads of e-government. The paper’s key contribution is that e-government initiatives should be studied in terms of both social policy and information systems projects in order to be sustainable and effective. Despite the fact that the case studies were done in Sweden, the theoretical findings in this work may be analytically applied to other settings (Melin & Wihlborg, 2018). However, further comparative and theoretical studies in the area of e-government are required to provide light on the multifaceted crossroads shown in this study. The study provides significant insight on how to connect, reconcile, and even harmonize the two parts of e-government policy and project management in order to produce a more solid and responsible e-government. Thus, it can be stated that there are limitations of the research that, however, do not limit its unique insightfulness into the discussed topic.
The other article that might be useful for the promotion of the field is “Risk management usage and impact on information systems project success” by Reed and Angolia. The purpose of this article is to investigate the use of risk management strategies on digital Information Systems projects in order to meet the expanding industry trend of geographically split teams. A study of more than half of a thousand virtual project managers was conducted to analyze the use of risk management methods and their connection with successful outcomes. Attitudes and behavior are modeled using the Theory of Reasoned Action (Reed & Angolia, 2018). A correlation study revealed a substantial link between risk assessment and successful results, regardless of whether success was defined by expenditure, functionality, or timeline (Reed & Angolia, 2018). Although the most significant levels of risk assessment usage were shown to be associated with project success for software projects, many well-trained project managers were found to be short-changing all three basic principles. While risk analysis and control are standard practices, only half of the respondents underwent the last step of building a risk management strategy.
The contributions of the article lie in the presence of evidence-based conclusions that are valuable in the field of project information management systems. First, a correlation study revealed that there is a high association between the degree of risk management strategies applied and successful project results, regardless of whether success is defined by budget, functionality, or timeline (Reed & Angolia, 2018). Second, studies revealed that the most significant levels of risk assessment use were consistently associated with effective project results for finished products (Reed & Angolia, 2018). Thus, the research has highlighted the importance of risk mitigation in the field discussed in the paper.
To conclude, project information management is a significant component and a vital role of the development manager since it informs, educates, directs, and creates funding for the program. The first study analyzed in this paper demonstrated the advancements of e-government that could be employed in the system of project management. The second research has provided a scientific basis for the practice of risk assessment, which contributes immensely to the field of project information management systems.
References
Melin, U., & Wihlborg, E. (2018). Balanced and integrated e-government implementation – exploring the crossroad of public policy-making and information systems project management processes. Transforming Government: People, Process and Policy, 12(2), 191–208. Web.
Reed, A. H., & Angolia, M. (2018). Risk management usage and impact on information systems project success. International Journal of Information Technology Project Management, 9(2), 1–19. Web.