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International Journal of Project Management 26 (2008) 213–220
ate/ijproman
Project management information systems: An empirical study of
their impact on project managers and project ess
Louis Raymond a,*, Franc¸ois Bergeron b
a Universite´ du Que´bec a` Trois-Rivie`res, . Box 500, Trois-Rivie`res QC, Canada G9A 5H7
b Universite´ Laval, Que´bec, QC, Canada G1K 7P4
Received 2 March 2007; received in revised form 31 May 2007; accepted 7 June 2007
Abstract
Project management information systems (PMIS) usually acquired anizations as software packages are meant to provide man-
agers with the decision-making support needed in planning, organizing, and controlling projects. However, the actual contribution of
PMIS to project ess or performance is still unknown. The purpose of this study is to empirically assess the quality of the PMIS pres-
ently used anizations and to examine their impact on project managers and project performance, based on a PMIS ess model.
This model posed of five constructs: the quality of the PMIS, the quality of the PMIS information output, the use of the PMIS, the
individual impacts of the PMIS and the impacts of the PMIS on project ess. Analysis of questionnaire data obtained from 39 project
managers confirms the significant contribution of PMIS to essful project management. Improvements in effectiveness and efficienc