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PM magazine | SPRING 2021
Cristina Baltazar, PE, CCM Section Chief, Project Controls Baltimore City Department of Public Works
FULLY EMBRACING DOCUMENT CONTROL SYSTEMS Far too often, government agencies purchase the platinum version of software but restrict access and never realize the full functionality. What are the restrictions and why is this access inhibitive? What can government agencies change to allow realization of the system functionality while maintaining the safety of their systems?
According to the Project Management Body of Knowledge (PMBOK), “the Monitoring and Control Process Group consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project.” (PMI, 2017). We all know the importance of document controls is to successfully manage a construction project and there are many software packages that will fulfill these needs. However, instead of being swayed by the bells and whistles of “the Cadillac” of document controls, government agencies should assess if the most expensive option is always the best fit for their project management needs. The most important features for electronic document control are its ability to archive, monitor, and process during the execution phase, or manage documents during the project’s lifecycle. There are a few other considerations to keep in mind when selecting a document control system. Who Is The End User? Oftentimes in government, the purchaser of the software is not the end user, it is an acquisition professional. When developing a request for proposal, this can lead to a bit of confusion when determining the actual requirements of the end user versus the perceived needs of the acquisition professional. If the purchaser is the information technology team (IT), they may favor a system with
Does One Size Fit All? Often, to justify the cost, government agencies try to use the same software for multiple offices. This may work if the different offices are willing and able to consolidate and standardize their processes. It is imperative for the PM to manage the stakeholder expectations appropriately as some organizational process assets cannot be changed. If the end users are forced to use software that does not meet their needs, they will turn elsewhere or they may use workarounds to manipulate the software to give them the results they need. Input from experts, accumulation of data, and thorough analysis can help to provide insight on different applications that can be used to maintain security and the documents of the lifecycle of projects (PMI, 2017). Regardless, if the software is not helping the user then the user will not reap the benefits of the software package
a certain security, but the end user may find that navigating security requirements on a daily basis cumbersome and frustrating. The result may be that end users avoid the system as much as possible. Another hindrance could be that the purchaser may limit the purchase to 20 modules, even though the end users require 25. The end users who were excluded may now be turned off by the system and use other methods to complete their tasks with the results being end user groups using different software applications. Although needs between the purchaser and the end user may differ, a balance must be made, otherwise the software may become an impediment rather than a help. What Happens After Deployment? If an agency is steady with little change, once the software development has been completed and tested, the go-live phase can begin. Challenges occur if the agency is dynamic with changes in leadership, processes, and priorities, then the system that is deployed on day one may no longer fit in the future. Due diligence when selecting the document control system will allow for change and growth within the agency to avoid this situation. Who Is There After Deployment? Again, when an agency purchases “the Cadillac” of document control software systems so that it can keep up with its needs, who is responsible for the post-deployment needs such as fixes, updates and other maintenance? Is the agency prepared to have the software consultant on-call when these changes are needed or will there be an in-house staff person to learn how to perform these tasks? If the option is to utilize in-house staff, they should be active during the development phase to learn about how the software is configured. If they are brought in after the fact, their knowledge will be limited.
“The software is meant to help the user and not cause additional work.
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“Although needs between the purchaser and the end user may differ, a balance must be made otherwise the software may become an impediment rather than a help. “ Who Is In Charge? There can only be one administrator of the software. Should it be IT? If so, then a ticket will be submitted each time a new report is required or if an error message shows up from a calculation. If end users are working a night shift, they may lose their access for the entire shift if IT is not responsive until morning. Should the end users be the administrator? If so, then additional measures should be made so that the system is secure. No Universal Rule For Selection There are many options to help project managers monitor and control their projects. The software is meant to help the user and not cause additional work. When selecting software, the needs of the end user must balance with the needs of others but the PM must beware of making it too cumbersome. If the software is not considered user friendly, then the project is set up for failure as documentation and processes become incomplete. Often, incomplete processes are not apparent until much later, when a claim arises, and the holes are discovered. The platinum versions are often the most impressive when viewing a demo, but the amount of support required behind the scenes is an additional cost that should be considered. Reference: Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute.
