VOLUME2,2011

PROJECT MANAGEMENT INFORMATION SYSTEMS (PMIS) FACTORS: AN EMPIRICAL STUDY OF THEIR IMPACT ON PROJECT MANAGEMENT DECISION MAKING (PMDM) PERFORMANCE
AkramJalalKarim
AhliaUniversity,KingdomofBahrain

The complexity of worldwide organizations have giving confidence to management scientists to search for extremelyreliableandmoredependablesupporttoolsthat canassistprojectmanagersinmanagingchallengesofhigh complexprojects. Initially, this research was subject to consults 28 Project Managersfromdifferentindustriesindifferentcountriesto review the proposed PMIS model which was constructed basedondifferentmodelsdevelopedbydifferentauthors. ThentheconstructedPMISconceptualmodelwasassessed throughasurvey,andthequestionnairewasdesignedand distributedto170employeeswhowereamemberinatleast three project teams, and statistical analyses was used to evaluatetheimpactofdevelopedfactorsoftheproposed ProjectManagementInformationSystems(PMIS)modelon ProjectManagementDecisionMaking(PMDM)process. TheresultshowedasignificantcontributionofPMIStobetter project planning, scheduling, monitoring, and controlling, which consequently led to highly effective and efficient project management decision making in each phase of projectlifecycle.
<M1 <O22 < ProjectManagementInformationSystems < ProjectManagementDecisionMaking < Performance

projects are managed within a limited time, cost, and performancecondition.Thus,projectswhichareestablished byenterprises,whichoperateondifferentlinesofindustry, share one thing in common: they need to be effectively managed, that is, they need to be planned, staffed, organized,monitored,controlled,andevaluated.(Liberatore et.al.,2003). Many of these projects exceed the original cost, got cancelledpriortocompletion,whileothersfailontermsof the delivered functionality. Thus, "project management remains a highly problematical endeavor", (White and Fortune,2001). Further,someprojectmanagersdoesnotclearlyidentifythe risksoftheprojectwhichmayleadtofailsinaccomplishing the project objectives toward success achievement in an satisfactoryway,intermsofelapsedtime,accumulatedcost, and/orfunctionality.ProjectsInformationSystemsaresame as any other projects, may simply turn into "a monster of missed schedules, blown budgets, and flawed products" (Brooks,1987,p.10). Although project management assists an organization decreaseproductandservicedevelopmenttimetomarket, exploit restricted resources, and enlarge global market rivalry,projectmanagersstillneedstoutilizetoolsthathelps in overcoming various challenges such as: uncontrollable time and budget restrictions; inconsistent project teams; unpredictableoffirmsresources;lackofclarityinprioritizing projects; delays in project decisions making; and lack of clarityincollaborationamongprojectteammembers. Therefore,whileprojectsmanagerscontinuetostrugglewith theseproblems,theyareobligatedatthesametimetomake decisionsinsuchawaythatriskiscontrolled,uncertainty minimizedandwhereeverydecisionmadebythemisideally bebeneficialtotheproject.Thiscanaccomplishwhenthe enterprises usually acquire a Project Management Information Systems (PMIS) as a mean to provide top managers with the essential tools that aid the decision making process with regards to selecting, planning, organizing,andcontrollingprojectsandportfolios. Thedevelopmentandsuccessfulimplementationofanew Projectinformationsystem(PIS)isadisreputablycomplex mission.Oncestarted,itisverydifficulttomanage(Havelka &Rajkumar,2006;Iacovou&Dexter,2004). Powerful project management software has become a prerequisite to manage the projects more efficiently and effectively,andtoaidtheprojectmanagersintheirdecision making.Withanestimated$255billionbeingspentonIS/IT applications annually, it is significant that Information Systems projects should effectively managed (Havelka & Rajkumar,2006). PMIS provides the framework for collecting, organizing, storing,andprocessingprojectinformation.Itprovidesthe basisforassessingthestatusoftheprojectwithrespectto

Theevolutionofworldwidecompetitivemarketshasledto a fact that projects in an ordinary business such as engineering,informationtechnology,construction,etc.need to be highly managed, in terms of planning, scheduling, organized, monitored, and controlled (Liberatore and Johnson,2003).Inordertoaccomplishthis,organizations mustmanageprojectswithinselectedtime,budget,andin highperformancewhilemanagingprojectrisk. Projectsaremostoftenusedininformationtechnology(IT), softwaredevelopment,businessprocessreorganizationand research and development (White D, Fortune J., 2001; Besner C., Hobbs B, 2009). Project management is a multifaceted process concerning different project related activitiessuchasplanning,monitoring,control.Itisutilized for years as a discipline of planning, organizing, securing andmanagingresourcesthathelpsanorganizationachieve itsbusinessresults. Theworkbreakdownstructure(WBS),criticalpathmethod (CPM) and the program evaluation and review technique (PERT)andGanttchartaretechnicalsolutionsthathelped project managers in project planning, cost management, riskanalysis,controlandmonitorprojects.However,these techniquesneedhighskillswhichmaytakeawhiletobuild, as well as need to be restructured as the project and technology are evolving. These limitations may decrease the chance of utilizing these techniques, provided that www.researchjournals.co.uk

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ProjectManagementInformationSystems(PMIS)Factors:anEmpiricalStudyofTheirImpactonProjectManagementDecisionMaking(PMDM)Performance

time, cost, and performance goals and objectives. It also provides some sort of business intelligence on how the project contributes to the organization's strategy and success.Itenhancesimprovingtheprojectsuccessby75%. Hence quality and use of PMIS are highly essential (RaymondL.,BergeronF.,2008). Without using any PMIS software, engineers and project managerswouldn'tbeabletocommunicateprojectstatus adequately with functional departments and upper management as well , however , PMIS provides upper management with adequate information about all the projectsintheorganization'sportfolio. Theobjectiveofthispaperistoexploreandmeasurethe impact of PMIS factors on project management decision makingperformance.Thepaperpresentsandmeasuresa conceptualresearchmodelcontainingthemostimportant factors of PMIS which are significant in ascertaining the project decision making during the phases of project life cycle.ThisconceptualmodelextendedandadjustedtheIS SuccessModel(ISSM)introducedbvDeLoneandMcLean (2003)toadaptitspurposeindecisionmakingapplications thatinfluencevariouslevelsofprojectlifecycle. Theconstructingofconceptualresearchmodelwassubject toconsults28ProjectManagersfromdifferentindustriesin different countries to agree on the proposed PMIS model whichwasconstructedbasedondifferentmodelsdeveloped bydifferentauthors.Thenthemodelwasassessedthrough a survey, utilizes data analysis using SPSS software, collected through the questionnaire, which was designed anddistributedto158employeeswhowereamemberinat least three project teams, to measure the hypothesis of researchmodel.Theresultsexpandourknowledgeabout thefactorsthatencourageapplyingofProjectManagement Information System and how it affects on project managementdecisionmakingprocess. Theremainderofthispaperisorganizedasfollows.Section 2 present literature review and 3 discusses the research modelandhypothesis.InSection4wediscusstheresearch methodologywhichwillbeusedforthisresearch.Insection 5resultanalysisanddiscussionwillbepresented.Finally, theconclusionwillbepresentedinsections6. Interdependence between information technologies and project management has been reached its highest level sincemanyyears.Itisperceptibleintheincreasenumber of project management packages and the adoption of variousmanagementsolutionssuchasExecutiveSupport Systems (ESS), Decision Support Systems (DSS), Knowledge Management System (KMS), Management Information Systems (MIS), Supply Chain Management (SCM), Business Intelligent Systems (BIS), virtual reality (VR),andriskmanagement(RM)tools. Intheprojectmanagementliterature,thedefinitionofproject hasbeendiscussedbynumbersofliteratures,forinstance, PMI (2000) define projects as 'a temporary (definitive beginninganddefinitiveend)endeavorundertakentocreate aunique(projectsinvolvedoingsomethingthathasnotbeen donebefore)productorservice'. DaveClelandandLewIreland(2004)describeaprojectas "acombinationoforganizationalresourcespulledtogether to create something that did not previously exist and that will provide a performance capability in the design and executionoforganizationalstrategies". Some authors described Project Management tool as "software for project management" (Fox, Murray et al., www.researchjournals.co.uk

2003),whileothersviewthemas"systematicproceduresor practicesthatprojectmanagersuseforproducingspecific projectmanagementdeliverables"(Milosevic,2003).Thus thecoreofaPMISisusuallyprojectmanagementsoftware which involves wide alteration, configuration or customizationbeforetoitsapplied. BesnerC.,Hobbs,(2009)declaredthatprojectsnowadays aremostoftenusedininformationtechnology(IT),software development,businessprocessreorganizationandresearch anddevelopment. MeredithandMantel(2006)foundthatutilizingInformation technology(IT)hasmajorimpactinsolvingalldifficulties, which may appear during project lifecycle phases, by presenting a crucial computer application, project management software such as, which may help in decreasingthetimeandcostthatarerequiredtouseprecise clarifications for project planning, scheduling, monitoring, and controlling. Thus, retailers provided extra support for thekeyphasesoftheprojectlifecyclesuchasprojectrisk management and created knowledge management to strengthnotonlyindividualbutthemonitoringandcontrolling thewholeorganization(Ahlemann2007). Essentially, the task of Project Management Information System have been described as "subservient to the attainmentofprojectgoalsandtheimplementationofproject strategies", it supply project managers by "essential informationonthecosttimeperformanceparametersofa project and on the interrelationship of these parameters" (RaymondL.,1987). In the information technology (IT) industry, Gartner Researchestimatesthat75%oflargeITprojectsmanaged with the support of a project management information systems(PMIS)willsucceed,while75%ofprojectswithout suchsupportwillfail(LightM.,et.al.,2005). However,theliteraturesstillshowsonlyasmallnumberof researchesontheutilizationofPMISthathighlightingthe demographics of project management tools management and to assessing particular functions of these tools to maintainaparticulartasksduringprojectmanagementlife cycle such as planning, communicating and reporting, managingrisks,scheduling,estimatingcosts,andmanaging documents (Herroelen, 2005; Love and Irani 2003). One exception from the literatures was by an author named Ahlemann (2008). He presented an extensive research aboutrequirementsofPMISinwhichherecommendsthe Mmodel as a support for the requirement description in differentphasesofprojectlifecycle. WilcoxandBourne(2002)indicatedthatwhileultimatelyall decisionmakingisaboutthefuture,thereforeifweareto use data to improve decisionmaking we need to build a modelthatprovidessomepredictivesupport.Itisinsufficient fordatatomerelycontributetoanunderstandingofcurrent performance; it must also allow the development of predictive management capabilities. While Hemmingway (2006)confirmtheneedtobuildanalyticcapabilitiesinorder toimprovedecisionmaking. Davenport and Harris, 2007 imply that there is research evidence suggesting that better use of information can improvedecisionmaking. DeLoneandMcLean(1992),introducedthefirstISsuccess modelwhichwasbasedonShannonandWeaver's(1949) theoryofcommunication. DeLone and McLean's model present different features differentiatedbythetwoessentialconcepts:systemquality and information quality. The utilizing of the system has a

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ProjectManagementInformationSystems(PMIS)Factors:anEmpiricalStudyofTheirImpactonProjectManagementDecisionMaking(PMDM)Performance

clear impact on the way individuals accomplish their performance. This impact may eventually effect on the organizationalperformance. ThemodelthatexplorestheimpactofPMISonPMDMuses DeLone and McLean's (2003) model as a source for the structuring the proposed PMIS conceptual model. Other modelspresentedbyotherliteratureswerealsoestimated suchasSabherwaletal.(2006),Urbachetal.(2009),and Almutairi and Subramanian (2005). From these modules, weagreedonthestandardtasksofPMISthatascertaining theusagestatesinwhichtoassesstheeffectiveandefficient useofthedecisionmakingprocessduringdifferentphases ofprojectlifecycle. Toagreeonfinalselectedindicators(measurements)from the above literatures and complete structuring the conceptual research model, the author accomplished a qualitativeresearchdesignthroughanumberofinterviews with different project management expertise from diverse organizations.Therefore,ourconceptualmodelwasbased on the factors that have been approved by the expert consensus,thathaveabasicroleanddirectimpactonthe projectmanagementdecisionmakingprocess. The literatures evaluated project management as a significantfeatureforthesuccessofanyorganization.Itis consideredashighlyessentialtosupportprojectmanagers fordevelopingefficientlydecisionmakingprocess. However,notwithstandingtheseliteratureshighlightedsome examples in the use of PMIS, they did not obviously recommendwhichtoolsweremoresuitabletobeusedat whatwhichphaseintheprojectmanagementlifecycle,and thusmayleadtoanefficientandeffectivedecisionmaking process. TheproposedPMISmodelismainlyconstructedbasedon the review of literatures that is related and a number of qualitative empirical materials, which were based on the modelofDeLoneandMcLeanaswellasSabherwaletal. (2006),Urbachetal.(2009),andAlmutairiandSubramanian (2005). ThismodelwillbeempiricallytestedtomeasurethePMIS factors that influencing the Project Management Decision Making (PMDM) process through a survey which was conducted and analyzed during the first quarter of year 2011. TheconceptualresearchmodelpresentedinFigure1shows thatthedependantvariable:effectiveandefficientproject managementdecisionmakingprocessisinfluencedbyset of independent variables: Information quality, analytical quality, system quality, technical quality, communication quality,decisionmaker'squalityandproblemcharacteristics. Theindependentvariablesarebelievedtobethevariables thathaveassociationwiththedependentvariable(Effective and efficient Project Management Decision Making) in a positivemanner. Hypotheses Thefollowingarethemainfouroutoftheeighthypotheses thatweselectmeasurefromtheaboveproposedresearch model: Hypothesis 3: There is a significant positive relationship between information quality and effective and efficient projectmanagementdecisionmakingprocess. Hypothesis 4: There is a significant positive relationship betweenanalyticalqualityandeffectiveandefficientproject managementdecisionmakingprocess. www.researchjournals.co.uk

Hypothesis 7: There is a significant positive relationship betweencommunicationqualityandeffectiveandefficient projectmanagementdecisionmakingprocess. Hypothesis 8: There is a significant positive relationship betweendecisionmakerqualityandeffectiveandefficient projectmanagementdecisionmakingprocess.
Figure1:TheSchematicDiagramoftheResearchModel

H1 H3 H2 H4 H5 H6 H7 H8
Effectiveandefficient ProjectManagement Decis ionMaking

Source:Author

A questionnaire were designed and distributed to 170 employees who were a member in at least three project teams.Therespondentswerealsoselectedfromdifferent industry services, different age groups, and different educationallevelfromdifferentcountries. SurveyInstrument Thequestionnairewepreparedforthisresearchwasdivided into2sections.Thefirstsectionconcentratesonthegeneral profile of the respondent including his/her age group, educationlevelandprofessionandincomegroup. Inthesecondsectionwewereinterestedinmeasuringthe selected factors that affecting the Project Management DecisionMaking(PMDM)process. The respondents were provided with a list of sixteen questions; two for each variable: problem characteristics, information quality, analytical quality, system quality, technical quality, communication quality, decision making qualityandprojectmanagementdecisionmakingprocess. Theparticipantswereaskedtoindicatetheirperceptionon alikertscales(15)withresponserangingfrom"strongly disagree" to "strongly agree". The collected data were analyzed based on correlation and regression analyses using the statistical package for social sciences (SPSS) version17computerprogram. Datacollection Thequestionnairesweredistributeddirectlyamongtheright people through the researchers' friends and relatives, a sampleof170peoplewasrandomlychosenfromdifferent communities,wereceivedonly158andallparticipantsare projectteammembersselectedrandomlyfrommorethan organizationaroundtheworld. Adigitalonlineformwascreatedusing"GoogleDocuments" for the questionnaire style, then the link was shared and publicizedthroughemailaswellaspostingitondiscussion forums.Onceasubjectwouldanswerthequestionnaire,the rawdatawillautomaticallybeloggedinaspreadsheetwhich canbeonlyaccessedanddownloadedbytheresearcher. Sincethequestionnaireformwastobesubmittedonlineit guaranteedtwothings:First,ittargetedpeoplewhoreally

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ProjectManagementInformationSystems(PMIS)Factors:anEmpiricalStudyofTheirImpactonProjectManagementDecisionMaking(PMDM)Performance

accesstheinternet.Second,becauseallquestionsareneed tobeansweredbeforesubmitting.Thecollectionofdatawill be done automatically, efficiently and there won't be any lossofdata The questionnaire we prepared and used had been pre tested initially with a few numbers of people (2 users) to ensureconsistency,clarityandrelevancy. Reliability Tofindoutwhetherthequestionnaireisreliableornotwe measuredtheinternalreliability,whichisthemostpopular methodsofestimatingreliability.Cronbach'salphatestwill beused(NunnalyandBernstein,1994). Shesuggestedthataminimumalphaof0.6sufficedforearly stageofresearch. TheCronbachalphaestimatedwas0.748whichishigher than0.6,thustheconstructswerethereforedeemedtohave adequatereliability.
Table1:Cronbachalphaestimation

relationship between the selected four independents variablesandthedependentvariable. The result of correlation reveals that there was a strong, positivecorrelationbetweeninformationqualityandaffecting Project Management Decision Making (PMDM) process, whichwasstatisticallysignificant(r=.222,n=158,P<.005). There was also a strong, positive correlation between analytical quality and affecting Project Management DecisionMaking(PMDM)process,whichwasstatistically significant(r=.260,n=158,P<.001). Astrongandpositivecorrelationbetweendecisionmakers qualityandaffectingProjectManagementDecisionMaking (PMDM)process,whichwasstatisticallysignificant(r=.511, n=158,P<.0005). However,theresults,surprisingly,showedthatwehavea weak and negative correlation between communication qualityandaffectingProjectManagementDecisionMaking (PMDM)process(r=.005,n=158,P>.05). Table3and4illustratestheresultsoflinearregression:
Table3:Regression(ANOVA)

N Cases Valid Excludeda Total 158 28 186

% 84,9 15,1 100

Model Regression Residual Total

Sumof Squares 65,962 97,259 163,222

df 4 153 157

Mean Square 16,491 0,636

F 25,941

Sig. .000a

a.Listwisedeletionbasedonallvariablesintheprocedure.

Cronbach'sAlpha 0,748 Source:Author

NofItems 5

Correlationanalysis Table 2 present the results of correlation analysis which used to describe the strength and direction of the linear
Table2:Resultsofcorrelationanalysis Information Quality InformationQuality Pearson Correlation Sig.(2tailed) N AnalyticalQuality Pearson Correlation Sig.(2tailed) N CommunicationQuality Pearson Correlation Sig.(2tailed) N DecisionMakerQuality Pearson Correlation Sig.(2tailed) N Efficientdecisionmaking Pearson Correlation Sig.(2tailed) N 158 .541** .000 158 .567** .000 158 .432** .000 158 .222** .005 158 158 .552** .000 158 .485** .000 158 .260** .001 158 1

a.Predictors:(Constant),DecisionMakerQuality,InformationQuality, AnalyticalQuality,Communicationquality b.DependentVariable:efficientdecisionmaking

Source:Author

Analytical Quality .541** .000 158 1

Communication Quality .567** .000 158 .552** .000 158 1

DecisionMaker Quality .432** .000 158 .485** .000 158 .527** .000

Efficient decisionmaking .222** .005 158 .260** .001 158 .005 .949 158 .511** .000

158 .527** .000 158 .005 .949 158

158 1

158 .511** .000 158

158 1

158

**.Correlationissignificantatthe0.01level(2tailed). Source:Author

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ProjectManagementInformationSystems(PMIS)Factors:anEmpiricalStudyofTheirImpactonProjectManagementDecisionMaking(PMDM)Performance

The ANOVA result in table 3 indicates the statistical significanceoftheregressionmodelthatwasapplied.Here, P < 0.0005 which is less than 0.05 and indicates that, overall, the model applied is significantly good enough in predictingtheoutcomevariable. The results of the regression (Coefficients) in table 4 exposed that information quality (=0.155, p < 0.05), analyticalquality(=.148,p=0.07,t>1.8),DecisionMaker quality(=0.643,p<0.05)foundtobeaffectstheproject managementdecisionmakingprocess. The respondents answers in the questionnaire show that mostofthemconsiderInternetbankingasanalternativefor going to the bank and useful to conduct their banking activities more quickly, which support the seven factors model preformed by Liberatore et. al. (2003), White and Fortune (2001), Havelka & Rajkumar (2006), Wilcox and Bourne(2002),DavenportandHarris(2007),andDeLone andMcLean(2003). However, the analytical results of the regression shows communication quality (=0.513, p < 0.01) is seriously unaffecting the project management decision making process.
Table4:Regression(Coefficients)

presentedbyfamousauthorssuchasDeLoneandMcLean (2003),Sabherwaletal.(2006),Urbachetal.(2009),and AlmutairiandSubramanian(2005),andincorporatedother factorssuchascommunicationqualityanddecisionmaker quality to make more appropriate for decision making process. Although the compatibility of the chosen factors of the proposed PMIS's model was consulted by a number of expert's people during the process of qualitative method, oursurveysurprisinglyshowedthatcommunicationquality factor was insignificant impact on PMDM. Thus, subsequently, the current research of selecting communicationqualityasafactorinPMISconceptualmodel should be revised and consideration should be directed regardingtheprojectmanager'squalityandconsultancy. This research also denotes that the PMIS plays a part to project success events in each phase of the project life cycle.Thus,tofacilitatemanagedecisionmakingeffectively; project managers should consider using the PMIS that corresponding the characteristics of phases and with qualifiedand highly professional decision makers in each phaseoftheprojectlifecycle.
Ahlemann F. (2008), Project management Software Systems Requirements, Selection Processes and Products, 5th edition. Wurzburg:BARC. Almutairi,H.andSubramanian,G.H.(2005).AnEmpiricalApplication of the Delone and Mclean Model in the Kuwaiti Private Sector. JournalofComputerInformationSystems,45(3),113122. Besner C., Hobbs B. An Empirical Investigation of Project Management Practice, A Summary of the Survey Results: PMI. [Online] Available: http://www.pmi.org/PDF/pp_besnerhobbs.pdf. Accessedon23rdApril2009. Brooks,F.P.,Jr.(1987).Nosilverbullet:Essenceandaccidentsof softwareengineering.Computer,20(4),1019. Cleland,D.I.,&Ireland,L.R.(2004),ProjectManagementStrategic DesignandImplementation(4thEd.).McGrawHill,NewYork,NY. Davenport, T.H. and Harris, J.G. (2007), Competing on Analytics: The New Science of Winning, Harvard Business School Press, Boston,MA. DeLone, W.H., and Mclean, E.R. (1992), Information Systems Success: The Quest for the Dependent Variable, Information SystemsResearch,3(1),6095. DeLone,W.H.,andMclean,E.R.(2003),TheDeLoneandMcLean ModelofInformationSystemsSuccess:ATenYearUpdate,Journal ofManagementInformationSystems,19(4),930. Fox, J. and Murray, C. (2003), Conducting Research Using Web Based Questionnaires: Practical, Methodological, and Ethical Considerations', International Journal of Social Research Methodology,6(2),167180. Havelka, D., & Rajkumar, T.M. (2006), Using the troubled project recoveryframework:Problemrecognitionanddecisiontorecover. eServiceJournal,5(1),4373. Hemmingway,C.(2006),DevelopingInformationCapabilities:Final report of the From Analytics to Action research project, Cranfield SchoolofManagementresearchreport HerroelenW.(2005),Projectschedulingtheoryandpractice.Prod OperManage,14(4):41332. Iacovou, C. L., & Dexter, A. S. (2004). Turning around runaway information technology projects. California Management Review, 46(4),6888. LiberatoreM.J,PollackJohnsonB.(2003),Factorsinfluencingthe usageandselectionofprojectmanagementsoftware.IEEETrans EngManage,50(2),16474. LiberatoreMJ,PollackJohnsonB.(2003).Factorsinfluencingthe usageandselectionofprojectmanagementsoftware.IEEETrans EngManage,50(2),16474.

Model

Unstandardized Coefficients B Std. Error 0,504 0,149 0,108 0,097 0,109

Standardized Coefficients Beta 0,155 0,148 0,513 0,643 t 1,234 1,924 1,815 6,052 8,366 Sig. 0,219 0,05 0,071 0 0

(Constant) InformationQuality AnalyticalQuality 1 Communication Quality DecisionMaker Quality

0,622 0,287 0,196 0,588 0,912

a.DependentVariable:efficientdecisionmaking

Source:Author

Thus,basedontheabovecorrelationandregressionresults, werejectthenullhypothesis(H0)andacceptthealternative hypothesis(H1)ofallmeasuredindependentvariables(H3, H4andH8)exceptH7. It seems that there is a highly significant relationship betweeninformationquality,analyticalquality,andDecision Maker quality and the efficient and effective project managementdecisionmakingprocess. The paper presented the expression of PMIS and how it affects PMDM process. The qualitative and qualitative researchdesignpresentedinthispaperwillsupportproject managers,projectteammembers,andevenresearchersin assessing the main functions of a project management informationsystem'sintroductionintoanorganizationand how it affect the project management decision making process. Thus, this research expand the literature by reviewing, identifyingandintroducingthefactorsofPMISwhichaffects PMDMusedineachphaseoftheprojectlifecyclebased on the empirical research method using big sampling populationacrossvariousindustriesandvariouscountries. The constructed PMIS conceptual model which is more suitable to measure the impacts on project management decision making process was based on selection high suitable factors from the reviewed major PMIS models www.researchjournals.co.uk

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ProjectManagementInformationSystems(PMIS)Factors:anEmpiricalStudyofTheirImpactonProjectManagementDecisionMaking(PMDM)Performance

Light M, Rosser B, Hayward S. (2005), Realizing the benefits of projects and portfolio management. Gartner, Research ID G00125673,131. LoveP.E.DandIraniZ.2003.'Aprojectmanagementqualitycost information system for the construction industry'. Information and Management,40(7):649661. Meredith, J. R., & Mantel, S. J. (2006). Project management: A managerialapproach(6thed.).NewYork:Wiley. Milosevic, D. (2003), Project management toolbox: tools and techniquesforthepracticingprojectmanager,Hoboken,NJ:John WileyandSons. Nunnally,J.C.,&Bernstein,I.H.(1994).Psychometrictheory(3rd ed.).NewYork:McGrawHill. PMI.(2000),Aguidetotheprojectmanagementbodyofknowledge, 4thed.NewtownSquare,PA:ProjectManagementInstitute. Raymond L. (1987), Information systems design for project management:adatamodelingapproach.ProjectManageJ,18(4), 949. RaymondL.,BergeronF.(2008).Projectmanagementinformation systems:Anempiricalstudyoftheirimpactonprojectmanagersand projectsuccess.InternationalJournalofProjectManagement,26(1), 213220. Sabherwal, R., Jeyaraj, A. and Chowa, C. (2006). Information System Success: Individual and Organizational Determinants. ManagementScience,52(12),18491864. Shannon, Claude E. & Warren Weaver (1949): A Mathematical ModelofCommunication.Urbana,IL:UniversityofIllinoisPress Urbach, N., Smolnik, S. and Riempp, G. (2009), The State of ResearchonInformationSystemsSuccessAReviewofExisting Multidimensional Approaches, Business & Information Systems Engineering,1(4),315325. White, D. and Fortune, J. (2002) Current practice in project managementanempiricalstudy,InternationalJournalofProject Management,20,111. Wilcox, M, and Bourne, M. (2002), Performance and Prediction, Performance Measurement Association Conference. Boston 17th 19thJuly,2002.

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