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

PPMP20012LectureWeek7-RevisedRDE.pdf

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PPMP 20012

Program & Portfolio Information Systems

Lecture 7 for Week 7

Prepared by:

Dr. Ronny Veljanovski, BSc, PhD, GradCertTed, CertIVFMB, PMP

Discipline Leader for Project Management,

School of Engineering & Technology

Higher Education Division

CQUniversity Rockhampton

Topics

• Topic for the week is:

– “Compare and contrast the advantages and

disadvantages of different manual and electronic

PPPM application systems within each PPPM

knowledge area over the life cycle of a project.”

• Lecture

– Overview

– Tasks

– Week 7

– Portfolio

Week 7 - Topic: Compare and contrast the advantages and disadvantages of different

manual and electronic PPPM application systems within each PPPM

knowledge area over the life cycle of a project.

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

• Part 4: Applications of Systems Engineering;

– AS/NZS 15288:2015 Annex F & G;

• Optional Readings • AS ISO 21504:2016 Project, program and portfolio management

• BP News Wrap-up December 2014 from the Guardian Newspaper;

• YouTube –

• Web Sites –

• Portfolio for Week 6

http://www.sebokwiki.org/

PPMP20012

Program & Portfolio Information Systems

THE 7TH WEEK’S READINGS

Reading - SEBoK http://www.sebokwiki.org

• Part 4: Applications of Systems Engineering

– Product Systems Engineering

– Service Systems Engineering

– Enterprise Systems Engineering

– Systems of Systems (SoS)

• Goal: transform specific stakeholder need into a

system product of service that provides for the

need.

Source: SeBOK Wiki

http://www.sebokwiki.org/

Part 4: Applications of Systems Engineering:

Product Systems Engineering

• Core of new product development processes.

• Needed to successfully develop and deploy

products into different market segments

– Consumer based (private companies or general

consumers)

– Public (not for profit)

Source: SeBOK Wiki

Part 4: Applications of Systems Engineering:

Product Systems Engineering

• What is a product?

– Created by some person or by some process such as

a manufacturing process, software source code

compilation and integration, building construction,

creative writing process, or data processing.

– Thing produced by labour or effort, or the result of an

act or a process. It stems from the verb produce, from

the Latin prōdūce(re) (to) lead or bring forth. Since

1575, the word product has referred to anything

produced, and since 1695, the word product has

referred to a thing or things produced.

Source: SeBOK Wiki

Part 4: Applications of Systems Engineering:

Product Systems Engineering

• What is a Product System?

– Combination of end products and the enabling

products for those end products

Source: SeBOK Wiki

Part 4: Applications of Systems Engineering:

Product Systems Engineering

• What is a Product System?

– Combination of end products and the enabling

products for those end products

Source: SeBOK Wiki

Part 4: Applications of Systems Engineering:

Product Systems Engineering

• Product Realisation System

– A related system that enables the realisation of the

product

– It consists of all the resources to be applied in

causing the Intervention System (i.e., the product

system, in this case) to be fully conceived, developed,

produced, tested, and deployed

Source: Martin 2004

Source: SeBOK Wiki

Part 4: Applications of Systems Engineering:

Product Systems Engineering

• Product Realisation System – Creating Value

– An enterprise that creates products must also create

value in the eyes of the customer

• Value must be greater than the cost of the product developed

• Applies to both Private and Public sectors

– Enterprises also need to understand the effects of

the:

• Global economy,

• Trends in industry,

• Technology development needs,

• Effects of new technology breakthroughs,

• Market segments creation

• Evolving customer expectations.

Source: SeBOK Wiki

Part 4: Applications of Systems Engineering:

Product Systems Engineering

• Product Realisation System – Creating Value

– Aligning product characteristics with operational

activities

• Product is viewed as an asset that can be utilised in one

owns system of interest

– Evaluation criteria in Product alternative selection

• Quality, efficiency, cost, performance, schedule and meeting

customer’s requirements or market opportunity

– Trade-offs in maximising value

• Superior performance vs schedule/cost

Source: SeBOK Wiki

Part 4: Applications of Systems Engineering:

Service Systems Engineering

• Service Systems require: – Trans-disciplinary collaborations between

• Society

• Science

• Enterprises / companies

• Engineering

– Customised and personalised to meet a particular customer need

– Requires a disciplines and systematic approach amongst stakeholders and resources to emphasise end-user satisfaction in the design and delivery of the service

Source: SeBOK Wiki

Part 4: Applications of Systems Engineering:

Service Systems Engineering

• Fundamentals of Services

– Activities that cause a transformation of the state of a:

• Person

• Product

• Business

• Region

• Nation etc.

– Mutually agreed terms between the service provider

and the customer

Source: SeBOK Wiki

Part 4: Applications of Systems Engineering:

Service Systems Engineering

• Service Systems

– A service and/or a set of service developed and accessible by a customer

– Can be formal or informal • Formal – e.g. SLA’s – written contracts between and among

service system entities

• Informal – without written contractual agreements

– What services to CQU provide?

Source: SeBOK Wiki

Part 4: Applications of Systems Engineering:

Service Systems Engineering

• The Service Sector: – Requires information as an input

– Involves the customer at the production/delivery stage

– Technology intensive services are: • Information-driven

– Creation, management and sharing of information

• Customer centric – Customers are usually the co-producer of the services

• E-oriented – E.g. Electronic access

• Productivity focused – Efficiency and effectiveness are important in the design, delivery

and support of services

• Value Add – Needs to provide some value for the target clients

Source: SeBOK Wiki

Part 4: Applications of Systems Engineering:

Service Systems Engineering

• A PPPM Information System is a what?

– Is it a Service or a Product? Or both?

• What does it require?

• Who are the customers / end-users?

• Is it e-oriented or manual?

• What is its focus?

• How does id add value for the target clients?

Source: SeBOK Wiki

Part 4: Applications of Systems Engineering:

Service Systems Engineering

• System Service Entities

Entities:

• Customers

• Goals

• Inputs

• Outputs

• Processes

• Human Enablers

• Physical Enablers

• Informatics Enablers

• Environment

Source: SeBOK Wiki

Part 4: Applications of Systems Engineering:

Service Systems Engineering

• Properties of Services

– http://sebokwiki.org/wiki/Properties_of_Services

• SLA’s

• Service KPI’s

• Evolution of Services

Source: SeBOK Wiki

http://sebokwiki.org/wiki/Properties_of_Services

Part 4: Applications of Systems Engineering:

Service Systems Engineering

• Scope of Service Systems Engineering

– Involves all aspects of the enterprise/company

• Plan, develop, manage and enhance their infrastructure,

products and services.

• Includes marketing strategies for product and service offerings.

– Involves the collaboration of many domains such as:

• Management, business processes, cognitive and decision

science, engineering, business operations, infrastructure, social

science, computer, management and behavioural science,

decision making science etc…

– Visit:

http://sebokwiki.org/wiki/Scope_of_Service_Systems_Engi

neering

Source: SeBOK Wiki

http://sebokwiki.org/wiki/Scope_of_Service_Systems_Engineering

Part 4: Applications of Systems Engineering:

Service Systems Engineering

• What is the value of Service Systems

Engineering?

• <discuss>

Part 4: Applications of Systems Engineering:

Enterprise Systems Engineering

• What is an enterprise?

– A purposeful combination of:

• Resources such as people, processes,

organisations, technology etc.

• They interact with each other to coordinate

functions, share information, create workflows,

make decisions

• Aims to achieve business and operational goals

Source: SeBOK Wiki

Part 4: Applications of Systems Engineering:

Enterprise Systems Engineering

• The Enterprise as a System

Source: SeBOK Wiki

Part 4: Applications of Systems Engineering:

Enterprise Systems Engineering

• The Enterprise as a System

– Create Value

– Optimise Resources

– Projects, Programs and Businesses

Source: SeBOK Wiki

Part 4: Applications of Systems Engineering:

System of Systems

• What is a SoS?

– An integration of a finite number of systems

– These systems are independent and operatable

– When connected together achieve a higher goal

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Source: SeBOK Wiki

AS/NZS 15288:2015 – Annex G

• Systems of Systems

– Is a System of Interest whose elements are

themselves systems

– A SoS brings together a set of systems for a

task that none of the systems on its own can

accomplish

Source: AS/NZS 15288:2015

Part 4: Applications of Systems Engineering:

System of Systems

• SoS Domains – Transportation

– Energy

– Disaster Reponses

– Consumer Products

– Business

– Health care

– Natural resource management

Source: SeBOK Wiki

AS/NZS 15288:2015 – Annex G

• Systems of System Types

Source: AS/NZS 15288:2015

AS/NZS 15288:2015 – Annex F • The architecture of a system can be understood as a set of

structured architectural entities and of their relationships, such as:

– functions,

– function flows,

– interfaces,

– resource flow items,

– information/data elements,

– physical components,

– containers,

– Nodes,

– links,

– communication resources,

– etc.

• These architectural entities may possess characteristics such as

dimensions, environmental resilience, availability, robustness,

execution efficiency, mission effectiveness, etc. Source: AS/NZS 15288:2015

PMI (2013) The Standard for Program

Management -- Third Edition Appendix X3

• Program Types

– Strategic • The result of the organisations strategic planning

process – supports strategic goals and objectives

– Compliance • The result of legislation, regulations or contractual

obligations – not strategic but must be performed

– Emergent • The result of recognising that disparate initiatives

are related through a common outcome, capability or strategic objective

Source: PMI Standard for Program Management 3rd Ed.

PMI (2013) The Standard for Program

Management -- Third Edition Appendix X3

• Program Management Performance – Important to perform the program definition and

initiative activities

– Important to integrate and control the interdependencies among components

– The program manager oversees this • Coordinating common activities

• Responding effectively to risks

• Align program effort with strategic direction

• Resolving scope/cost/schedule/quality impacts

• Tailoring processes to effectively address cultural, socioeconomic, political and environmental differences

Source: PMI Standard for Program Management 3rd Ed.

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PMI (2013) The Standard for Program

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PMI (2013) The Standard for Portfolio

Management -- Third Edition Chapter 8

• Portfolio Risk

Management

– Risks that occur

could can have a

positive or

negative impact

on project

objectives and

portfolio success

Source: PMI Standard for Portfolio Management 3rd Ed.

PMI (2013) The Standard for Portfolio

Management -- Third Edition Chapter 8

• Risk vs Reward

• Internal Risks

– Management decisions

– Bankruptcy

– Corruption

– Changing priorities

– Funding reallocation

– Restructures/realignments

• External Risks

– Competitors

– The market palce

– Financial market

– Politics

– Lega

– Technological advances

– Natural events

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PMI (2013) The Standard for Portfolio

Management -- Third Edition Chapter 8

• Portfolio Risks

Source: PMI Standard for Portfolio Management 3rd Ed.

PMI (2013) The Standard for Portfolio

Management -- Third Edition Chapter 8

• Portfolio Risks

Source: PMI Standard for Portfolio Management 3rd Ed.

Additional File for Interest

• FYI - BP News

Wrap-up

December 2014

from the Guardian

Newspaper

Website File

– Visit Moodle (Week

7) for the download

link

PPMP20012

Program & Portfolio Information Systems

REFLECTION

Week 7 - Topic: Compare and contrast the advantages and disadvantages of

different manual and electronic PPPM application systems within

each PPPM knowledge area over the life cycle of a project.

• Reflection:

• What is the life cycle of the project? – Pre-initiation, Initiation, Planning, Execution, Monitoring & Controlling, Closing, Post-closing?

– Does the life cycle change when the project is one between an operator and a project-based organisation?

– Does it change with the type of project?

– Does it change if your organisation supports PPPM?

• What is the purpose of the life cycle? – To the project management system?

– To the project work system?

– To the sponsoring organisation?

– To any other stakeholders?

– To programs and portfolios?

• What are the advantages and disadvantages of MANUAL PPPM app’ systems? – Speed of record making?

– Accuracy of record taking?

– Ability to recall?

– Ability to share? • With other people within the project?

• With other people at the program level?

• With other people at the profile level?

• With electronic systems?

Week 7 - Topic: Compare and contrast the advantages and disadvantages of

different manual and electronic PPPM application systems within

each PPPM knowledge area over the life cycle of a project.

• Reflection:

• What are the advantages and disadvantages of ELECTRONIC PPPM app’ systems? – Speed of record making?

– Accuracy of record taking?

– Ability to recall?

– Ability to share? • With other people within the project?

• With other people at the program level?

• With other people at the profile level?

• With electronic systems?

– Assumption that the vendor of electronic applications systems knows what they are doing?

– How much modification of the electronic app system is required to make it work for you?

– Will people be able to use it?

• How do aspects of the PPPM knowledge areas impact on these systems? – What knowledge areas need systems that should:-

• Deliver real time data? – Integration? i.e. Change management

– Risk? i.e. Safety

– Human Resources? i.e. Team development training or certification

– Time? i.e. Activity performance

– Quality? i.e. Quality Control

Week 7 - Topic: Compare and contrast the advantages and disadvantages of

different manual and electronic PPPM application systems within

each PPPM knowledge area over the life cycle of a project.

• Reflection:

• How do aspects of the knowledge areas impact on these systems? (continued) – What knowledge areas need systems that should:-

• Capture substantial volumes of data for portfolio uses? i.e. dash-boarding systems (PMI Standard for Portfolio Management 2013 p. 116)

– Project, program, portfolio identifiers

– Changes to the contract conditions/schedules?

– Procurements?

• Interface to central corporate systems? – What data should interface?

– What should be shown for the status of projects, programs, portfolios?

– Should that interface be synchronous?

– Can that interface be asynchronous?

– Material and resource movements?

– Asset status?

– Configuration components?

– Costs capture?

Week 7 - Topic: Compare and contrast the advantages and disadvantages of

different manual and electronic PPPM application systems within

each PPPM knowledge area over the life cycle of a project.

• Reflection:

• How do aspects of the knowledge areas impact on these systems? (continued)

– How do the interfaces to HR systems work? • Pay (standard time, overtime)

• Rostering

• RDO’s

• Fatigue?

• Trade Certifications?

– Do these change when a project-based organisation is working for an operator?

• Does mobility solutions change any aspect of this paradigm?

• What happens if the information (not the data) is incomplete?

• How do organisational process assets get captured?

• How does innovation become recognised?

• Particularly by the project-based organisation?

• How do these systems or issues or information interface in the BP Deepwater Horizon environment?

• What insights does systems engineering provide into any of these issues?

Summary

• Topic for the week is:

– “Compare and contrast the advantages and

disadvantages of different manual and electronic

PPPM application systems within each PPPM

knowledge area over the life cycle of a project.”

• Lecture

– Overview

– Tasks

– Week 7

– Portfolio