Project management information systems (PMIS)

Large capital programs are becoming more complex, more visible, and more scrutinized than ever. Governments and infrastructure owners are under growing pressure to deliver faster, control costs, manage risk, and demonstrate value for money while coordinating across multiple stakeholders, funding models, and regulatory environments.

KPMG helps organizations define project management information system (PMIS) requirements, design the operating model and governance needed to support delivery, mobilize transformation offices, navigate technology options in the market, and implement and sustain PMIS as a core enterprise delivery capability, not a back-office system. From early strategy and planning through technology enablement, deployment, adoption, and long-term value realization, we support clients across the full PMIS lifecycle and at every stage of their capital program journey.

As capital investment accelerates across Canada, leaders face growing pressure to deliver complex infrastructure programs faster, with tighter scrutiny on cost, schedule, and accountability. KPMG and the Canadian Construction Association’s Digital Maturity Survey found that 73% of construction leaders expect it will become increasingly difficult to meet demand over the next five to ten years, reinforcing the need for better visibility, coordination, and decision support across major programs.

PMIS plays a critical role in meeting this challenge. It provides the visibility, control, and decision support leaders need to manage complexity, strengthen oversight, and deliver outcomes with confidence.

Despite the scale of today’s capital programs, many organizations still manage delivery through fragmented tools, disparate data, incomplete information, and outdated processes. Common challenges include:

• Disconnected systems across portfolios, agencies, and delivery partners
• Manual workarounds and spreadsheet-driven reporting
• Inconsistent reporting that limits executive oversight
• Limited ability to forecast cost, schedule, and risk across the portfolio
• Low confidence in the data used for decision-making
• Information that arrives too late to support early intervention

Without a reliable source of truth, leaders are often forced to make decisions with incomplete, inconsistent, and delayed information. By the time issues become visible, the opportunity to influence cost, schedule, or manage risk may already be lost.

Leading organizations position PMIS as a strategic delivery capability that underpins how capital programs are governed, integrated, and steered at scale.

When designed and implemented effectively, PMIS aligns portfolio strategy with program and project execution, integrates scope, schedule, cost, and performance data into a reliable source of truth, and helps identify the drivers of cost escalation, schedule slippage, and delivery risk across the portfolio.

PMIS is not about producing reports after the fact. It is about giving leaders the foresight, confidence, and control required to manage trade-offs, support disciplined change management, and make timely evidence-based decisions across complex capital portfolios.