Hello Krystsina Mazhei

The selection of a MIS is a complex process that involves several factor as the human resources engagement and awareness about the changes related to the project and the alignment of the project with the organizational strategy.

Several criteria may be used to help the process os selection and implementation:

- Amounts or estimates of cost savings or increased profit as a result of the project;

- Risks and benefits involved;

- Value aggregation for the end user;

- Competitive advantages that the project should originate;

- Processes involved becoming more efficient;

- Improvement in the relationship with the company's clients;

- Improvement in the relationship with partners;

And many other alternatives of criteria related to financial and non-financial perspectives of the project.

Hope this can halp you to start defining your criteria, this depends very much on what the organization deems appropriate for the project in question.

Thank you for your answer and for your opinion! Victor Diogho Heuer de Carvalho. I am support your position. In your opinion, what role does the Project Management Office take in the selection and implementation of the project and portfolio management information system in the organization?

Hello again Krystsina Mazhei

Well, PMO is an advisory staff within the project organizational chart, providing support in several critical areas and helping to keep the project within what was planned. I understand that in a process of selecting and implementing a MIS, the PMO should assist in the strategic alignment of the new system with the main project objectives (remembering that this selection and implementation can be considered as a subproject within the main project).

Regards!

Thank you for your answer and for your opinion about this question Victor Diogho Heuer de Carvalho.

You're welcome, Krystsina Mazhei .

Krystsina Mazhei great question. The PMO often includes portfolio management responsibilities along with a team of project managers actually carrying out projects. It's more than establishing rules and guidelines for project management, the PMO should be delivering value.

Based on over 10 years of work with Fortune 500 companies, the biggest mistake PMO's make when selecting a portfolio management system (PPM) for their PMO is not accounting for their current state maturity. The failure rate of these tools is high, and while there are a few key reasons for failure, part of the problem is the lack of user adoption due to a complex tool.

According to research by Gartner, 80% of PMO's are only level 1 or level 2 maturity (out of a 1-5 scale on the capability maturity model). Unfortunately, most PMO's select software that is more sophisticated than what the PMO can actually use.

I have written more about these problems in an article here:

https://acuityppm.com/the-current-state-of-ppm-software/