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134 ROLE-BASED NEEDS FOR RESOURCES

and responsibility than the simple Contributors would. Access and level of in-
formation may be different for internal workers, external workers, contractors,
and clients.

Remember that the well-informed contributor is likely to feel more a part of
the enterprise, and therefore participate with more enthusiasm. On the other
hand, we should avoid information overload, lest we confuse and discourage such
participation. We need to seek a reasonable balance.

Of course, getting data out of the system assumes that data has been put
into the system. Therefore, it is essential that we promote the inputting of
good and timely data. This, too, is a product of the design of appropriate and
personal data input screens. The principle at work here is the same as for re-
ports. We develop models for each role for each type of required data. Then
we individualize them further by customizing them for each contributor. This
generally entails using selection criteria that will create a timesheet (or ex-
pense sheet or status update sheet) that already lists the items that the contrib-
utor is expected to report against. There is no reason to require the contributor
to input work item descriptions or task codes. The predefined list should in-
clude nonproject items as well.

Team leaders will need more than just input screens. Depending on the extent
of their roles, they will need access to the work planning and resource assignment
screens, to allow the addition or modification of these data. The ability to analyze
performance, explore alternatives, and communicate progress, problems, and is-
sues should be supported.

Summary Comments—Participant Groups

A key to contributor involvement (and project success) is a project management
information system that is conducive to frequent and accurate data inputs and
one that provides tailored information to the participants. Such a system is role-
oriented, personal, and easy-to-use. It is accessible from offsite locations, but se-
cure from accidental inputs and unauthorized eyes. It supports the needs and
involvement of the full span of interested parties, while providing customized ac-
cess for the wide span of roles.

Other Roles

We have been exploring the expanding roles of participants in projects, as we en-
ter the twenty-first century. We have taken note of the shift from a project-centric
focus to a resource-centric focus, and the emergence of modern workforce man-
agement. We have taken note of a revolution in the concepts and technology of