Project Management: Program and Portfolio Information Systems course (written essay)
PPMP 20012
Program & Portfolio Information Systems
Lecture 2 for Week 2
Dr. Ronny Veljanovski, BSc, PhD, GradCertTEd, CertIVFMB, PMP
Discipline Leader for Project Management,
School of Engineering & Technology
Higher Education Division
CQUniversity Melbourne
Topics
• Topic for the week is:
– “Identify different systems thinking tools and
techniques to aid project managers solve project
problems”
• Lecture
– Overview
– Tasks
– Week 2
– Portfolio
2
Week 2 - Topic: Identify different systems thinking tools and techniques to
aid project managers solve project problems
• Mandatory Readings – SEBoK http://www.sebokwiki.org
• Part 1: SEBoK Introduction - 'Introduction to SE Transformation';
• Part 1: SEBoK Introduction - 'SEBoK Users and Uses';
• Part 6: Related Disciplines - 'Knowledge Area: Systems Engineering and Project Management';
– Kerzner (2013) Chapters 2.1; 2.6 - 2.8; 2.21;
– AS/NZS 15288:2015 Introduction;
• Optional Readings – AS ISO 21504:2016 Project, programme and portfolio management—
Guidance on portfolio management;
• Case Study Web Site: – Chief Councel’s Report - Chapter 5: Overarching Failures of
Management of the Chief Counsel’s report from the National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling
• Portfolio for Week 1
3
PPMP20012
Program & Portfolio Information Systems
THE 2ND WEEK’S READINGS
Kerzner (2013): 2.1; 2.6 - 2.8; 2.21
• Chapter 2 - Project Management Growth: Concepts and Definitions
2.1 General Systems Management
…
2.6 Systems, Programs, and Projects: A Definition
2.7 Product vs. Project Management: A Definition
2.8 Maturity and Excellence: A Definition
…
2.21 Systems Thinking
…
AS/NZS 15288:2015
• Introduction – The complexity of man-made systems has increased to an
unprecedented level. This has led to new opportunities, but also to increased challenges for the organizations that create and utilize systems. These challenges exist throughout the life cycle of a system and at all levels of architectural detail.
…
– By a project — to help select, structure and employ the elements of an established environment to provide products and services. In this mode this International Standard is used in the assessment of conformance of the project to the declared and established environment.
…
Reading - SEBoK http://www.sebokwiki.org
• Part 1: SEBoK Introduction - 'Introduction to SE
Transformation';
• Part 1: SEBoK Introduction - 'SEBoK Users and
Uses';
• Part 6: Related Disciplines - 'Knowledge Area:
Systems Engineering and Project Management';
7
Systems Engineering Evolution
• Systems engineering has evolved from a combination of practices in
a number of industries
• Basis for a standardised approach to the life cycle of any complex
system
• Continues to evolve in response to increasing system complexity
– Understanding stakeholder needs,
– Modelling specific system properties
– Representing system architectures
– Integration across disciplines
– etc
8
INCOSE Vision 2025 attributes of a transformed SE
discipline in the future:
• Relevant to a broad range of application domains to meet society’s growing quest for sustainable system solutions to providing fundamental needs, in the globally competitive environment.
• Applied more widely to assessments of socio-physical systems in support of policy decisions and other forms of remediation.
• Comprehensively integrating multiple market, social and environmental stakeholder demands against “end-to-end” life-cycle considerations and long-term risks.
• A key integrating role to support collaboration that spans diverse organisational and regional boundaries, and a broad range of disciplines.
• Supported by a more encompassing foundation of theory and sophisticated model- based methods and tools allowing a better understanding of increasingly complex systems and decisions in the face of uncertainty.
• Enhanced by an educational infrastructure that stresses systems thinking and systems analysis at all learning phases.
• Practised by a growing cadre of professionals who possess not only technical acumen in their domain of application, but who also have mastery of the next generation of tools and methods necessary for the systems and integration challenges of the times.
9
This material is used under a Creative Commons Attribution-
NonCommercial ShareAlike 3.0 Unported License from The
Trustees of the Stevens Institute of Technology.
SEBoK Users and Uses
• http://sebokwiki.org/wiki/SEBoK_Users_and_Us
es
• Primary and Secondary Users
SE Transformations
• Transitioning SE to a Model-based Discipline – http://sebokwiki.org/wiki/Transitioning_Systems_Engi
neering_to_a_Model-based_Discipline
• Healthcase SE – http://sebokwiki.org/wiki/Healthcare_Systems_Engine
ering
• Overview of the Healthcare Sector – http://sebokwiki.org/wiki/Overview_of_the_Healthcare
_Sector
SE and Project Management
• This SEBoK Knowledge Area (KA) is about:
– Acquainting systems engineers with elements of
project management
– Explaning the relationship between project
management and systems engineering
– http://sebokwiki.org/wiki/Relationships_between_Syst
ems_Engineering_and_Project_Management
SE and PM
• Overlap between scope of SE (SEBoK) and PM
(PMBoK)
This material is used under a Creative Commons Attribution-
NonCommercial ShareAlike 3.0 Unported License from The
Trustees of the Stevens Institute of Technology.
SE and PM
• PMBoK and SEBoK describe the importance of: – understanding the scope of the work
– how to plan for critical activities
– how to manage efforts while reducing risk
– and how to successfully deliver value to a customer.
• A SE on a project will: – Plan, monitor, confront risk, and deliver the technical
aspects of the project
• A PM on a project will: – Do the same kinds of activities for the overall project.
Systems Thinking in PPPM
• Systems thinking is necessary for all complex
problems. E.g.
– Project management,
– Portfolio management,
– Quality management,
– Business process improvement,
– Organisational management
– PMBoK has strong roots in system thinking because it
provides ways to create solutions.
Systems Thinking focuses on the whole:
• Prompts questions and reveals new opportunities or possibilities and options not seen when ‘components’ are looked at in isolation
• Raises awareness, (e.g. project visibility) across an organisation
• Assists in identifying risks and managing these risks which stem from relationships and dependencies
• Improves communication
• Avoids ‘silos’ in a business
• Can lead to better product or service outcomes
• Facilitates in faster decision making
Source: https://www.projectsmart.co.uk
Recapping what a System is
• Closed vs Open
• All systems are components of a larger system
• 5 primary elements – Objects – e.g. PMBoK Plan Risk Responses process
– Attributes – e.g. Plan Risk Responses , properties
– Relationships – e.g. risk register change requests
– Boundaries – e.g. Identify Risks Plan Risk responses Control Risks
– Environmental Influences – Company doesn’t make decisions based on current and valid information Controlling Risk process doesn’t adapt Stakeholders affected (jeopardised project, deliverables)
Project, Program and Portfolio
Strategic Alignment and Management
The optional reading is
• AS ISO 21504:2016 Project, programme and portfolio
management—Guidance on portfolio management.
However this presentation has referred the PMI Guidance’s on
Program and Portfolio Management as a more comprehensive source
to AS ISO 21504.
You are not expected to be an expert on Program and Portfolio
Management instead to only have an appreciation so that you can
reflect on how a large organisation is going to translate it’s strategy to
projects and then gain visibility into the effectiveness of projects and
their operation.
Reading - PMI (2013) The
Standard for Portfolio
Management
19
P o
rt fo
li o
S tr
a te
g ic
M a n a g e m
e n t
S o
u rc
e : P
M I S
ta n
d a
rd f o
r P
o rt
fo li o
M a
n a
g e
m e
n t, 2
0 1
3
Developing
the Portfolio
Strategic Plan
S o
u rc
e : P
M I S
ta n
d a
rd f o
r P
o rt
fo li o
M a
n a
g e
m e
n t, 2
0 1
3
Developing the Portfolio Strategic Plan S
o u
rc e
: P
M I S
ta n
d a
rd f o
r P
o rt
fo li o
M a
n a
g e
m e
n t, 2
0 1
3
D e v e
lo p
in g
t h
e
P o
rt fo
li o C
h a rt
e r
S o
u rc
e : P
M I S
ta n
d a
rd f o
r P
o rt
fo li o
M a
n a
g e
m e
n t, 2
0 1
3
D e
fi n in
g t h
e P
o rt
fo li o R
o a d m
a p
S o
u rc
e : P
M I S
ta n
d a
rd f o
r P
o rt
fo li o
M a
n a
g e
m e
n t, 2
0 1
3
Defining the Portfolio Roadmap
S o
u rc
e : P
M I S
ta n
d a
rd f o
r P
o rt
fo li o
M a
n a
g e
m e
n t, 2
0 1
3
M a n a g in
g S
tr a te
g ic
C h a n g e
S o
u rc
e : P
M I S
ta n
d a
rd f o
r P
o rt
fo li o
M a
n a
g e
m e
n t, 2
0 1
3
Reading - PMI (2013) The Standard for Program
Management
27
A key difference between Program and Project
Management is the strategic focus of programs
Programs are aligned with organisational
strategy to ensure benefit realisation
Source: PMI Standard for Program Management, 2013
Organisational Strategy and Program Alignment
• Program Business Case
• Program Plan
– Vision
– Mission
– Goals and objectives
S o
u rc
e : P
M I S
ta n
d a
rd f o
r P
ro g
ra m
M a
n a
g e
m e
n t, 2
0 1
3
Program Roadmap S
o u
rc e
: P M
I S ta
n d
a rd
fo r P
ro g
ra m
M a
n a
g e
m e
n t, 2
0 1
3
Environmental Assessments
• Environmental Enterprise Factors
• Environment Analysis
– Comparative advantage analysis
– Feasibility studies
– SWOT analysis
– Assumptions analysis
– Historical information
S o
u rc
e : P
M I S
ta n
d a
rd f o
r P
ro g
ra m
M a
n a
g e
m e
n t, 2
0 1
3
Looks pretty straight forward right?
So why do things go wrong?
Discuss….
Reading - Case Study Web Site
• PDF Report - Chapter 5: Overarching
Failures of Management of the Chief
Counsel’s report from the National
Commission on the BP Deepwater Horizon
Oil Spill and Offshore Drilling
• Ensure you have read it before your
tutorial class this week
33
PPMP20012
Program & Portfolio Information Systems
PORTFOLIO ASSESSMENT
What is the Portfolio?
• A portfolio is increasingly being used in Universities as a means of: – Being able to tell much more about you than exam results;
– As a means of reflecting your development through the course;
– To reflect your attitude and values as well as your skills and knowledge (Race 2010, p. 58).
– A portfolio is a cohesive account of work based learning that contains relevant evidence from practice and critical reflection on this evidence. Its primary purpose is to ‘display achievement of professional competence or learning outcomes and knowledge development’ (Timmins 2008: p. 115).
35
What does the Portfolio Look Like?
PPMP20012
Program & Portfolio Information Systems
REFLECTION
What’s this course all about?
• So What?
• Big Themes
• Models
• Applications Systems
38
So What?
• Texas City & Deepwater Horizon – If it’s obvious to you and me then why not to BP and others?
– Or their sub-contractors, or MMS, or the Chief Counsel, or the US government?
– Why with all of their highly qualified staff was no-one saying Systems Thinking should be applied more in BP, their sub-contractors, MMS, the US government, Universities, the Public, Unions, United Nations…?
• Structurally – Where do you stop with Systems Thinking?
– How do you manage your Systems Thinking approach?
– Does Systems Thinking distract people from the real work that needs to be done?
– Is the implementation of Systems Thinking solutions too expensive and impractical?
– Are Systems Thinking solutions too rigid and inflexible and the real need is to be flexible and organic?
• Politically – Is Systems Thinking the Middle Managers way of avoiding the sack?
– Is Systems Thinking the Executives way of controlling and mechanising the Workers?
• Also see – http://rationalwiki.org/wiki/Systems_thinking
– …but also read the ‘Talk’… edit it if you feel so moved…
– https://vanguard-method.net/
39
Big Themes
• Themes – Systems Thinking
– Systems Approach
– Systems Engineering
– Application of ST/SE to Project Management
– Value Management
– Risk Management
– Program and Portfolio Management
– Application Systems
• Project, Program and Portfolio Management (PPPM) – What are the advantages for PPPM?
– What are the disadvantages for PPPM?
• Portfolio
40
Models
41
Project-based Organisation Process Workflow
42
Week 2 - Topic: Identify different systems thinking tools and techniques to
aid project managers solve project problems
• Reflection:
– What are tools and techniques?
– What are the systems thinking tools?
– What are the systems thinking techniques?
– How do they aid project managers?
– How do they inhibit project managers?
– Is there anything that will explain these reflections better by using the Project-based Work Flow?
• How will you write these reflections in the Portfolio for Week 2?
43
Summary
• Topic for the week is:
– “Identify different systems thinking tools and
techniques to aid project managers solve project
problems”
• Lecture
– Overview
– Targets
– Week 2
– Portfolio
44