Abstract:

This paper aims to describe the implementation of a Project Management System (PMS), supported by a Project Management Information System (PMIS) in a SME. The implemented PMS was designed to be flexible in order to support the different organization’s business areas that have different types of projects requiring different project management (PM) approaches. Therefore, a hybrid model was implemented, merging traditional with agile PM practices, and thus achieving the flexibility demanded by the organization, without unsettle projects planning. After implementing the PMIS, several difficulties were experienced with the embedding process. It was felt the system implemented was too complex for the organization’s PM maturity, and that it would be necessary to re-evaluate the scope of this implementation. So, difficulties, failures and successes experienced are presented, as well as improvement actions that may facilitate the embedment of the PMS in the organization. The conclusion was that the main problems were related to the complexity of some PMIS requirements, associated with more formal PM practices, and with the range of the initial dissemination of the system. Therefore, it was suggested a revision of the PMS to become less complex, and a new embedding approach, more realistic and measurable.