Project Management: Program and Portfolio Information Systems course (written essay)
PPMP 20012
Program & Portfolio Information Systems
Lecture 6 for Week 6
Prepared by:
Richard Egelstaff PMP, MBA (Adv), BA
Senior Lecturer Project Management,
School of Engineering & Technology
Higher Education Division
CQUniversity Mackay
Topics
• Topic for the week is:
– “Describe how the use of PM application systems can
lead to effective PM knowledge management and
decision making.”
• Lecture
– Overview
– Tasks
– Week 6
– Portfolio
2
Week 6 - Topic: Describe how the use of PM application systems can lead to effective PM
knowledge management and decision making.
• Mandatory Readings – SEBoK http://www.sebokwiki.org
• Part 3: Systems Engineering and Management: Knowledge Area: Systems Realization;
• Part 3: Systems Engineering and Management: Knowledge Area: Systems Deployment and Use;
• Part 3: Systems Engineering and Management: Knowledge Area: Systems Engineering Management;
• Part 3: Systems Engineering and Management: Knowledge Area: Product and Service Life Management;
• Part 3: Systems Engineering and Management: Knowledge Area: Systems Engineering Standards;
– Kerzner (2013) Chapters 23;
– AS/NZS 15288:2015 Annex E;
• Optional Readings – AS ISO 21504:2016 Project, programme and portfolio management—Guidance on portfolio
management;
• YouTube – What is Portfolio Management vs. Project Management?.
• Web Sites –
• Portfolio for Week 5
3
PPMP20012
Program & Portfolio Information Systems
THE 6TH WEEK’S READINGS
Reading - SEBoK http://www.sebokwiki.org
• Part 3: Systems Engineering and Management: Knowledge Area: Systems Realization;
• Part 3: Systems Engineering and Management: Knowledge Area: Systems Deployment and Use;
• Part 3: Systems Engineering and Management: Knowledge Area: Systems Engineering Management;
• Part 3: Systems Engineering and Management: Knowledge Area: Product and Service Life Management;
• Part 3: Systems Engineering and Management: Knowledge Area: Systems Engineering Standards;
5
SEBoK - Part 3: Systems Engineering and
Management: Knowledge Area
• System Realisation
– Activities to create and test versions of a system as
per the system definition
Source SEBoK Wiki
SEBoK - Part 3: Systems Engineering and
Management: Knowledge Area
• System Realisation
– Activities to create and test versions of a system as
per the system definition
Source SEBoK Wiki
SEBoK - Part 3: Systems Engineering and
Management: Knowledge Area
• System Realisation – Implementation
– Define the Implementation Strategy
– Realise the System element
– Provide Evidence of compliance
– Package, store, and supply the implemented element
Source: Defense Acquisition University (DAU)/U.S. Department of Defense (DoD).
Source SEBoK Wiki
SEBoK - Part 3: Systems Engineering and
Management: Knowledge Area
• System Realisation – Integration Integration
Technique
Description
Global Integration All delivered implemented system elements are assembled/integrated in
one step – Global
Integration within
the stream
Delivered implemented elements are assembled/integrated as they
become available – allows starting integration quickly
Incremental
integration
In a pre-defined order (specified), one/few implemented elements are
added to an already integrated increment of implemented elements
Subset integration Implemented elements are integrated by subsets, then subsets are
assembled together – saves time due to parallel integration of sub-set
system elements
Top-down
integration
Integration is based on the activation or utilisation order of elements
Bottom-up
integration
Opposite of top-down integration
Criterion driven
integration
Critical implemented elements are integrated first – based on criteria that
is related to risk.
Source SEBoK Wiki
SEBoK - Part 3: Systems Engineering and
Management: Knowledge Area
• System Verification
– Actions to check the correctness of any implemented
element (system element, system, document, service,
task, requirement, process etc)
Verification vs Validation
• validation – are we working
on the right problem?
• verification – did we solve
the problem right?
Source SEBoK Wiki
SEBoK - Part 3: Systems Engineering and
Management: Knowledge Area
• System Validation
– Actions to check compliance of any element
– Validate to ensure the system meets requirements of
stakeholders
Source SEBoK Wiki
SEBoK - Part 3: Systems Engineering and
Management: Knowledge Area
• Validation and Verification Comparison
Verification Verification Validation
Purpose of the Activity Detect, identify faults/defects
(supplier oriented)
Acquire confidence (end user
oriented)
Idea behind the Term Based on truth
(objective/unbiased)
Vased on value judgement (more
subjective)
Level of Concern Detail and local Global in the context of use
Vision Glass box (how it runs inside) Black box (application of inputs
provides the expected effect)
System (Product, Service,
Enterprise)
"Done Right" (respects the state of
the art); focus on (physical)
characteristics
"Does Right" (produces the
expected effect); focus on
services, functions
Baseline Reference for
Comparison (Product, Service,
Enterprise)
System design System requirements (and
stakeholder requirements)
Order of Performance First Second
Organization of Activity
Verification actions are defined
and/or performed by
development/designer team
Validation actions are defined
and/or performed by experts and
external members to
development/designer team
Source SEBoK Wiki
SEBoK - Part 3: Systems Engineering and
Management: Knowledge Area:
• Systems Deployment and Use
– The transition of the capability to the end-user
– Transition of support and maintenance responsibilities
– System use includes continual assessment of the
operational effectiveness of the deployed system or
service
– Topics:
• System Deployment
• Operation of the System
• System maintenance
• Logistics
Source SEBoK Wiki
SEBoK - Part 3: Systems Engineering and
Management: Knowledge Area:
• Systems Deployment
– ISO/IEC/IEEE 15288 2015 - “Process installs a
verified system, together with relevant enabling
systems, e.g., operating system, support system,
operator training system, user training system, as
defined in agreements. This process is used at each
level in the system structure and in each stage to
complete the criteria established for exiting the stage”
Source SEBoK Wiki
SEBoK - Part 3: Systems Engineering and
Management: Knowledge Area:
• Systems Deployment – What do we need?
– Deployment/Transition Strategy
– Plans for transitioning systems
• Installation
• Integration
• Verification and validation
• On-site Acceptance test (OSAT)
– System run-in
– Phasing in/out
Source SEBoK Wiki
SEBoK - Part 3: Systems Engineering and
Management: Knowledge Area:
• Operation of the System
– Assign personnel to operate the system and monitor
performance
– Analyse operational problems in relation to
stakeholder requirements, agreement and
organisation constraints
– Process approaches
• Update training and development of new training as required
• Evaluate operational effectiveness
• Failure reporting and corrective actions
Source SEBoK Wiki
SEBoK - Part 3: Systems Engineering and
Management: Knowledge Area:
• System Maintenance
– Initial requirements based on stakeholder needs and
requirements
– Requirements continue to evolve during the
development and operation of the system
• Maximising system availability to meet operational
requirements
• Preserving system operating potential through proper
planning of system scheduled maintenance
• Potential outsourcing of non-critical activities to approved
maintenance suppliers/subcontractors
• Harnessing IT for maintenance management
Source SEBoK Wiki
SEBoK - Part 3: Systems Engineering and
Management: Knowledge Area:
• Logistics
– SEBoK Definition: “the science of planning and
implementing the acquisition and use of the resources
necessary to sustain the operation of a system’
– Sustainability Operational Suitability
• Architecture considerations
• Reliability considerations
• Maintainability considerations
• Support considerations
Source SEBoK Wiki
SEBoK - Part 3: Systems Engineering and
Management: Knowledge Area:
• Logistics
S o
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Part 3: Systems Engineering and
Management: Knowledge Area:
• Systems Engineering Management – Requires
coordination of technical and managerial components
– Management provides planning, structure, collaboration and control to ensure stakeholder requirements are met
Source SEBoK Wiki
Part 3: Systems Engineering and
Management: Knowledge Area:
• Systems Engineering Management
– Planning
– Assessment and Control
– Risk Management
– Measurement
– Decision Management
– Configuration Management
– Information Management
– Quality Management
Source SEBoK Wiki
Part 3: Systems Engineering and
Management: Knowledge Area:
• Product and Service Life Management – System sustainment – supporting operational
systems from the start to the end
– Topics • Service Life Extension
– Extending the life of a product/service/system beyond its original design life requirement
• Modernisation and Upgrades
– Modernising and upgrades involve changing the product or service to include new functions and interfaces, improve system performance, and/or improve system supportability
• Disposal and Retirement
– Phasing out a system due to being obsolete, unrepairable or uneconomical to maintain
Source SEBoK Wiki
Part 3: Systems Engineering and
Management: Knowledge Area:
• Systems Engineering Standards
– Numerous standards relevant to SE
– Effort being made to align to achieve a consistent set
of standards
– http://sebokwiki.org/wiki/Alignment_and_Comparison
_of_the_Standards
Source SEBoK Wiki
PMI (2013) The
Standard for Program
Management -- Third
Edition Chapter 7
PMI (2013) The Standard for Program
Management -- Third Edition Chapter 8
• Program Management Supporting Processes: – Communications management
– Financial management
– Integration management
– Procurement management
– Quality management
– Resource management
– Risk management
– Schedule management
– Scope management
Source: PMI Standard for Program Management 2013
PMI (2013) The Standard for Portfolio
Management -- Third Edition Chapter 6
• Portfolio Performance Management
– Determine what is the optimal mix of proposed projects/programs to achieve organisational strategy and objectives
• Systematic planning, measurement, and monitoring value
– Also manages the sourcing of: • Finance
• Assets
• HR
Source: PMI Standard for Portfolio Management 2013
PMI (2013) The Standard for Portfolio
Management -- Third Edition Chapter 6
Source: PMI Standard for Portfolio Management 2013
PMI (2013) The Standard for Portfolio
Management -- Third Edition Chapter 7
• Portfolio Communication Management
– What is the communication strategy?
– Does it satisfy the most important information
needs of stakeholders so effective decisions
can be made?
– Are the decisions made to achieve
organisational objectives?
– How to ensure information is current and
accurate?
Source: PMI Standard for Portfolio Management 2013
PMI (2013) The Standard for Portfolio
Management -- Third Edition Chapter 7
Source: PMI Standard for Portfolio Management 2013
PMI (2013) The Standard for Portfolio
Management -- Third Edition Chapter 7
Source: PMI Standard for Portfolio Management 2013
PMI (2013) The Standard for Portfolio
Management -- Third Edition Chapter 7 S
o u rc
e : P
M I S
ta n d a rd
fo r P
o rtfo
lio M
a n a g e m
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0 1 3
PMI (2013) The Standard for Portfolio
Management -- Third Edition Chapter 7
Source: PMI Standard for Portfolio Management 2013
Portfolio and Program
Management
• Sounds straight forward doesn’t it!
• But why do things go wrong?
• PPPMIS systems help us manage
information
Kerzner (2013): Chapter 23
• The Project Office
– The guardian of
PM Intellectual
Property
– There must exist a
process and tools
to capture all of
this information
Source: Kerzner 203
Kerzner (2013): Chapter 23
• PPP Information Systems
– Earned Value Management IS
– Risk Management IS
– Performance failure IS
– Lessons Learned IS
• Dissemination of Information
• Continuous Improvement
• Managing Stakeholder relations
• Portfolio management
Source: Kerzner 203
YouTube
• Introduction to project, program and portfolio management (PPPM). It's a little over 5 mins to watch. If you want to get a better idea of PPPM (more commonly referred to as P3M - although that has been trade marked - hence I use PPPM) then you'll find lots of other videos on YouTube. Some people also talk of Project Portfolio Management (PPM), basically though it's all the same thing as P3M. You might like to search for either P3M or PPM on Google to see what you come up with:
• YouTube: – What is Portfolio Management vs. Project Management?
36
PPMP20012
Program & Portfolio Information Systems
REFLECTION
Week 6 - Topic: Describe what Project, Program and Portfolio Management
(PPPM) application systems can lead to effective PPPM
knowledge management and decision making.
• Reflection:
– At this stage in the course you should be able to
self-direct your reflections against this week’s
topic and learning outcomes…. But here are
some for you:
• What is the problem or inhibitors to project realisation?
• What do the application systems need to do?
• Write your reflections for your Week 6
Portfolio.
38
Summary
• Topic for the week is:
– “Describe how the use of PM application systems can
lead to effective PM knowledge management and
decision making.”
• Lecture
– Overview
– Tasks
– Week 6
– Portfolio
39