According to a recent study, it has been said that “lessons learned” is one of the most important and “value added” aspects of the project management lifecycle. However, it has been reported that it is often the most ignored part of finishing a project. Various reasons have been offered for this phenomenon. This article describes the systematic approach to initiate the project review on the specific project identified for requiring the formal quality audit based on the use of project management information system for having the execution date fixed by the independent quality reviewer with the project manager. Then, the project review process is started by retrieving the lessons learned data from the lessons learned repository, which were collected from the previous project reviews for the relevant ERP implementation projects, for the preparation of conducting the project document review and project stakeholder interviews. A case study methodology was applied to the historical lessons learned data of the ERP implementation projects conducted by the solution provider for their customers in the various industries in Japan, which were retrieved for a period of four years from 2014 to 2017 to analyze how the lessons learned collected from the project reviews of the earlier projects were reused in those of the succeeding projects conducted during the period. Use of lessons learned based on the past project review results was found to be effective in focusing on the specific areas projected for improvement during the processes of conducting the project document review and project stakeholder interviews, as well as putting together the practical recommendations for the findings to finalize the results of the project review, which were to be formally presented and submitted to the customer as the results of the quality audit.

Project management information systems have their proven position as an effective tool for achieving project management success in terms of the successful realization of the project regarding time, cost and quality. Recent research results have indicated that quality of project management information system output information is positively and significantly related to project management information system application and project management factors and revealed the empirical support. However, getting the reporting quality of the project status report, monthly generated from the project management information system based on the information timely maintained by the project managers, responsible for ERP implementation up to the satisfactory level at any time, can be problematic without having a systematic approach implemented. This article is to discuss how the continuous quality improvement based on the plan-do-check-act cycle was conducted on the reporting quality of the project status report from project management information system generated by the project managers, for achieving project management success in ERP projects implemented by a solution provider for their customers in the various industries in Japan. The results of the study indicate that the continuous improvement on the reporting quality of project management information system was found to be effective in achieving quality of project management information system output information to help managers in decision making, planning, organizing and controlling the project. It was also found to be effective in positively influencing achievement of project management success in terms of respecting the time, cost and quality.

Non-conformance to quality in a project often can lead to a major reason for project failure resulted in not meeting the triple constraints of project management, scope, time and cost. To prevent it from happening, a quality check against the standard for quality needs to be conducted at the critical stages of ERP implementation project. Proactive quality management by the quality gate process is embedded in the implementation methodology to help secure quality outcomes for the customers. However, getting the schedule of each quality gate timely fixed by the independent quality reviewer with the project manager of a newly started project can often be problematic without having a systematic approach implemented. Recent research has provided an application with the use of project management information systems (PMIS) for such implementations in improvement of quality management systems requirements [1]. This article describes how PMIS was used to implement the project quality gate process for ERP implementation projects conducted by the solution provider for their customers in the various industries in Japan. PMIS was found to be effective in identifying, notifying and influencing the project managers to timely initiate the quality gate process based on the schedule fixed for each quality gate review.