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using Spider Project the company will create classification of project activity and resource types, will develop the ways of measuring work quantities, create databases of internal norms that will be applied to units of volume of typical tasks and resource productivity on typical assignments, create the database of resource skills, create the library of typical project fragments and assign people responsible for maintaining these databases.
Corporate processes will require the usage of these internal norms for all typical activities and fragments in any project or explanations why in certain concrete cases activity duration, cost and resource estimates shall be different. Portfolio leveling and risk simulation will be required and project performance analysis will include analysis of project parameter trends including trends of probabilities to meet project targets.
All these requirements and corresponding processes will not make sense if the tool does not work with activity volumes and corporate norms, does not include automatic leveling of project portfolios, does not include skill scheduling and risk simulation, does not keep project history and does not show project parameter trends.
And certainly the way of collecting performance reports may be different with different tools.
Processes shall be adjusted to selected tool capabilities and may look very different.
the tool must fit to existing requirements.
Existing processes may be improved and in any case tool capabilities influence project management processes where tool is used.
A tool is never silver bullet because it is a tool, nothing else. And good tools may improve the way people manage their projects.
The tool that meets all existing requirements is fine. But when it does not supply project managers with required data it makes sense to look for another tool.
I not only belong to the tool vendor, I created this tool that fits to my vision, understanding and experience of corporate project and portfolio management requirements and requests of the tool users.
I am not very strong in English and so maybe do not understand the real difference between data and information. When the tool levels project portfolio and supplies project managers with the information who shall do what, when and where, what are future supply requirements, project and portfolio cost S-curves, earned value parameters, probabilities to meet set targets, etc. is all of this information or data? Is information created for data or data is used for the information?
The key thing with multi projects is the ability of the software to look across all projects to determine resource demands, cash flow, project interdependencies, etc. My experience with P6 EPPM and Oracle Primavera Cloud is that they do a great job at this. Normally at the planning level you are dealing with roles (not resources). Resources are then assigned once you start execution. Each resource can have its own calendar which is due to calculate availability vs demand.
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