Project Management: Program and Portfolio Information Systems course (written essay)

PPMP20012LectureWeek5revisedRDE.pdf

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PPMP 20012

Program & Portfolio Information Systems

Lecture 5 for Week 5

Prepared by:

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:

– “Explain the importance of appropriate selection of

Project Management (PM) application systems in

regards to project realisation.”

• Lecture

– Overview

– Tasks

– Week 5

– Portfolio

Tasks • Reading Material

– The prescribed readings are:-

• SEBoK http://www.sebokwiki.org

• Kerzner

• AS/NZS 15288:2015

• Various Academic Journal articles

– Additional readings by:

• AS ISO 21504:2016 Project, programme and portfolio management—Guidance on portfolio

management;

• SWEBOK V3 Guide https://www.computer.org/web/swebok/v3

– The course also uses investigation material that occurred with BP Texas City and Deepwater

Horizon accidents.

• Videos

– Various YouTube each week

– Old Lecturers

• Assignments

– Portfolio (each Week and Consolidated at the end of the course) – 35%

– Online Quiz (Week 7) – 10%

– Essay (Week 9) – 20%

– Online Test (Last week of the course) – 35%

http://www.sebokwiki.org/

https://www.computer.org/web/swebok/v3

Week 5 - Topic: Explain the importance of appropriate selection of Project Management

(PM) application systems in regards to project realisation.

• Mandatory Readings – SEBoK http://www.sebokwiki.org

• Part 3: Systems Engineering and Management: Knowledge Area: Introduction to Life Cycle Processes;

• Part 3: Systems Engineering and Management: Knowledge Area: Life Cycle Models;

• Part 3: Systems Engineering and Management: Knowledge Area: Concept Definition;

• Part 3: Systems Engineering and Management: Knowledge Area: Systems Definition;

• Part 6: Related Disciplines - 'Knowledge Area: Systems Engineering and Software Engineering';

– Kerzner (2013) Chapters 15.16-15.23; 23.5-23.6;

– AS/NZS 15288:2015 Chapter 6.3-6.4;

– Raymond L., & Bergeron F., (2008) "Project management information systems: An empirical study of their impact on project managers and project success" International Journal of Project Management Vol 26: pp. 213-220: doi:10.1016/j.ijproman.2007.06.002;

• Optional Readings – AS ISO 21504:2016 Project, programme and portfolio management—Guidance on portfolio

management;

– SWEBOK V3 Guide https://www.computer.org/web/swebok/v3

• YouTube – SAP Industry Videos;

– Oracle videos describe;

– IBM Maximo is an asset management tool;

– Microsoft Project integrated project portfolio server.

• Portfolio for Week 4

http://www.sebokwiki.org/

https://www.computer.org/web/swebok/v3

PPMP20012

Program & Portfolio Information Systems

THE 5TH WEEK’S READINGS

KERZNER 2013, CHAPTER 15

Project Management Information

Systems

• PMIS contains all of the essential and supporting information for:

– Project approval

– Initiating

– Planning

– Scheduling

– Execution

– Monitoring and control

– Closure

Source: Kerzner 2013

PMIS Today

• More than just EVMS

• More metrics than just time and cost

• Can prevent projects from failing because of project

miscommunications

• A PMIS can, according to Kerzner 2013:

Source: Kerzner 2013

PMIS

Source: Kerzner 2013

PMIS Dissemination of

Information

• How to make sure that critical information

are known throughout the organisation?

• What happened to BP?

– A PMIS can fail as it is a system created by

humans, run by humans, and humans make

mistakes

– Lack of information in the PMIS can lead to

key decision makers making decisions based

on poor analysis of a problem

Enterprise Resource Planning

• Information is key

• It is more than just time and cost

• Information is key to effective decision making

• Everything a company does can be considered a project

• ERP “systems” coordinate resources, information and tasks for a variety of business and project purposes

• Finance, accounting, HR, project management etc.

• PMIS integration with ERP – provides c

• Capacity planning

Source: Kerzner 2013

Project Metrics and KPI’S

• If it cannot be measures it cannot be

managed

• KPI’s

• Value Based Metrics – what is the value

customers/stakeholders will receive at the

end of a project?

Source: Kerzner 2013

Dashboards and Scorecards

Source: http://data-ink.com/

YouTube Video Links on Moodle

• SAP

– There are a series of SAP Industry Videos on

YouTube that try to explain to SAP portfolio of

solutions. Try to have a look at their movies as you

feel your interest takes you:

• YouTube:

– SAP

– SAP Industry Whiteboard

YouTube Video Links on Moodle

• Oracle Primavera

– This YouTube site has a number videos that describe

Primavera – start at the Primavera PPM Solutions for

Engineering and Construction video then explore the

Oracle Primavera YouTube whitepages as you wish:

• YouTube:

– Primavera PPM Solutions for Engineering and

Construction;

– Oracle Primavera.

YouTube Video Links on Moodle

• IBM Asset Management with Maximo & BPM

– With IBM project management solutions are not

immediately obvious. Maximo is an asset management

tool that IBM positions to asset owners and service

providers. The main customers are big resource and

infrastructure owners rather than project-driven

organisations. Have a look at the following YouTube

videos and make up your mind whether they are saying

the same things that Oracle and SAP say:

• YouTube:

– IBM Overview of End-To-End Asset Management;

– IBM Business Process Manager.

YouTube Video Links on Moodle

• Microsoft Project

– Promotes an integrated project portfolio server

concept. Have a look at this video are the words that

they are trying to say the same thing as IBM, Oracle

and SAP? The site also links to lots of other videos

about Microsoft Project. Feel free to browse as you

wish:

• YouTube:

– Microsoft Project Online.

PMI (2013) The Standard for Program

Management -- Third Edition Chapter 4, 5 & 6

• Chapter 3 – Program Strategy Alignment (covered in Week 2)

• Chapter 4 – Program Benefits

Management

• Chapter 5 – Program Stakeholder

Engagement

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Chapter 4 – Program Benefits Management S

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Chapter 5 – Program Stakeholder

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Who are your program stakeholders?

• Your program sponsor

• Governance board

• Program Manager and team members

• Project Managers and team members

• Funding organisation – internal or external

• Performing organisation

• Program Management Office

• Customers, clients, potential customers

• Suppliers, vendors

• Government

• Competitors

• Community

• Other groups

• Etc.

Stakeholder Engagement

• What is stakeholder engagement?

• What are some of the tools and techniques you

would use to engage them?

• Discuss….

PMI (2013) The Standard for Portfolio

Management -- Third Edition Chapter 5

• Portfolio Governance Management

– Processes include portfolio oversight and how to plan, define, optimise and authorise the portfolio in support of overall decision making activities

– Analysis to identify opportunities and threats

– Assess changes, dependencies and impact

– Prioritise and schedule activities to fund and achieve performance targets of the organisation

PMI (2013) The Standard for Portfolio

Management -- Third Edition Chapter 5

• Portfolio Governance Management

– 5 processes

• 5.1 Develop Portfolio Management Plan

• 5.2 Define Portfolio

• 5.3 Optimise Portfolio

• 5.4 Authorise Portfolio

• 5.5 Provide Portfolio Oversight

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Source: PMI Standard for