Project Management Information system success and structures

In the recent project management context, Project Management Information Systems (PMIS) play a prominent role in supporting project execution to project closure. It also supports critical events, such as decision-making, risk identification, and management. However, existing information system (IS) evaluation frameworks like D&M and Ahlemann PMIS framework fail to capture PMIS effectiveness fully, as they prioritize technical metrics (e.g., system quality, information quality) while overlooking project-specific success factors (e.g., stakeholder alignment, dynamic collaboration) emphasized in PMBOK and ISO 21500 standards. This research aims to evaluate the limitations of these models in evaluating PMIS and investigate their application with Critical Success Factors (CSFs) defined by project Management standards such as PMBOK and ISO 21500. A comprehensive literature review was conducted using peer-reviewed publications and academic databases to evaluate IS success dimensions and propose refinements for a tailored PMIS evaluation framework. Findings reveal that while D&M model offers a validated IS assessment structure, it lacks adaptability to project management’s dynamic needs, and although Ahlemann PMIS framework address project management specifics, it falls short in terms of empirical validation and scalability to multi-project environments. Additionally, both models underrepresent soft factors such as stakeholder engagement, leadership, and collaboration, which are prominently recognized in the present Project Management guideline. This Study emphasizes the need for a comprehensive, tailored PMIS evaluation framework that integrates both hard and soft skill success dimensions, aligned with recognized PM standards, such as the PMBOK and ISO 21500. The findings lay the groundwork for future empirical research and model development, particularly supporting multi-project and industry-specific applications.