title: Project Management Information System Introduction: Challenges and Remedies in a Construction Context
Creators: name: Salih, Ahmed
Publisher: name: University of Liverpool Repository
Year: 2020

description: Abstract This thesis examined the implementation of a Project Management Information System (PMIS). The research subject was a temporary organisation called Group2, which was created to build eleven hospitals across the Kingdom of Saudi Arabia (KSA). The introduction of the PMIS experienced several setbacks before the start of this research. The aim of the investigation was twofold. First, identifying and understanding the challenges that faced the PMIS implementation. Second, helping Group2 in improving the outcomes of the PMIS implementation. A hybrid research design was selected to enable the achievement of these objectives. Action research was the meta-methodology that orchestrated two overlapping research phases: A first phase that utilised a single case study design with multiple embedded units of analysis and a second phase that utilised a multi-site action research design. Within both phases, data was collected through a multitude of methods. These methods included: participant observations, semi-structured interviews, and review of official records. The primary conceptual model that influenced this research was based on management information system theories that focusses on individuals' responses towards introduction of an information system. However, these models proved insufficient to provide a full understanding of the PMIS implementation phenomena. The analysis of the research data suggested that PMIS implementation in a context similar to this research context is a multi-level phenomenon. As such, it was necessary to broaden the conceptual frame to incorporate theories that dealt with the group and organisational levels, as well as the individual level. The main challenges found included lack of perceived usefulness, unsatisfactory facilitating condition, fear of the PMIS, lack of sustained management support, politics, and high staff turnover. Some challenges were attributed to the temporary nature of Group2, such as the high turnover rate and the highly politicised landscape. Several actions were implemented during the three action research cycles carried out as part of this research. Some of these actions were training customisation, stakeholders' analysis, stakeholders' involvement, and realignment of PMIS objective to organisational objectives. Additionally, a prior analysis of the implementation landscape in terms of stakeholders' interests, existing implementation barriers, and enablers proved of paramount importance to implementation success. The outcomes of the interventions showed a significant improvement in the PMIS implementation results. Therefore, this study suggests that to maximise the likelihood of a PMIS implementation success in a temporary organisation, the implementer has to employ a multi-level implementation strategy. This requires a thorough analysis of the implementation subject and context before its inception. The analysis should consider all the three levels identified in this research: the individual, the group, and the organisational level. Based on the analysis results, implementers should act on the implementation's barriers and enablers. Tailored communication and customised training were the most effective action instruments used in this study. Besides, sustained management support proved of critical importance to implementation success.