Project Management: Program and Portfolio Information Systems course (written essay)
PPMP 20012
Program & Portfolio Information Systems
Lecture 8 for Week 8
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:
– “Identify how PM application systems can assist
project managers to monitor performance and
manage changes within the project.”
• Lecture
– Overview
– Tasks
– Week 8
– Portfolio
2
Week 8 - Topic: Identify how PM application systems can assist project managers to
monitor performance and manage changes within the project..
• Mandatory Readings
– PMI (2013) The Standard for Program
Management -- Third Edition Chapter 8;
– PMI (2013) The Standard for Portfolio
Management -- Third Edition Chapter 7;
• Optional Readings
– None this week;
• Portfolio for Week 7
3
PPMP20012
Program & Portfolio Information Systems
THE 8TH WEEK’S READINGS
PMI (2013) The Standard for Program
Management -- Third Edition Chapter 8
• Communications Management
• Financial Management
• Procurement Management
• Quality Management
• Resource Management
• Risk Management
• Schedule Management
• Scope Management
Source: PMI Program Management Standard 2013
Program Communications
Management
• What is it?
• Why is it important?
• How does information managed?
• How is information distributed?
• How do the systems that manage
information help a project manager?
Source: PMI Program Management Standard 2013
Program Communications
Management
• Activities include:
– Facilitating time and appropriate information
generation
– Information collection
– Distribution
– Storage
– Retrieval
– Disposition
Source: PMI Program Management Standard 2013
Program Communications
Management
• Program Communication is different form
project communication
– It affects different stakeholders
– Different approaches and methods are
required
• Communications Planning
• Information Distribution
• Performance Reporting
Source: PMI Program Management Standard 2013
Program Communications
Management - Planning • Involved determining the information and
communication needs of program stakeholders
• Requirements need to be clearly defined – Information transfer from project to program to program
stakeholder
• Programs have a larger degree of uncertainty – New projects are added
– New stakeholders need to be identified
– Communication needs need to be addressed
– Program managers leave, new ones are recruited
– Programs generally have a large life cycle
– Cultural differences, time zones, globalisation challenges
Source: PMI Program Management Standard 2013
Program Communications Management –
Information Distribution
• To provide timely and accurate information to program stakeholders in a useful format and appropriate media – Status information
• Program, projects, other work, cost, risks
• Notifications of change requests to programs and projects
• Budget information (internal and external)
• Government and regulatory information
• Public announcements / press releases
• Media
• Benefit updates
Source: PMI Program Management Standard 2013
Program Communications Management –
Information Distribution
• Considerations / Questions
– Program Manager’s Communication Skills • Why are they important?
– Information gathering and retrieval systems • Why is this critical?
– Information distribution methods • How is it done?
• Why is it important?
• Is it critical?
• What could happen if it (information) is not distributed appropriately?
– Lessons Learned • Why are they critical assets?
Source: PMI Program Management Standard 2013
Program Communications Management –
Performance Reporting
• Consolidation of performance data to
provide stakeholders information about
how resources are used to deliver
program benefits
– Aggregate of all performance information
across project and other work
– Paints a clear picture of performance as a
whole
– How should it be communicated?
Source: PMI Program Management Standard 2013
Program Financial Management
• Identifying the programs financial sources
and resources
• Integrating budgets of the program
components
• Developing overall budget for the program
• Controlling costs
Source: PMI Program Management Standard 2013
Program Financial Management
• Program Definition Phase:
– Program Cost Estimation
– Program Financial Framework Establishment • Financial framework
• Business case updates
• Updates to comms and stakeholder plans
– Program Financial Management Plan Development
• Financial management plan, funding schedules, component pay schedules
• Operational cost and financial metrics
Source: PMI Program Management Standard 2013
Program Financial Management
• Program Benefits Delivery Phase:
– Component cost estimation
– Program cost budgeting
• Program baseline
• Payment schedules
– Program financial monitoring and control
Source: PMI Program Management Standard 2013
Program Financial Management
• Program Closure Phase:
– Program Financial Closure
• Final performance reporting
• Updates to plans
• Documentation of new tools and techniques
• Financial closing statement
• Closed program budget
Source: PMI Program Management Standard 2013
Program Integration Management
• Identify, define, combine, unify and
coordinate multiple components within the
program
• It coordinates various program
management activities across the program
management life cycle
Source: PMI Program Management Standard 2013
Program Integration Management
• Program Definition Phase: – Program Initiation
– Program management plan development
– Program infrastructure development
• Program Delivery Phase: – Program execution management
– Program performance monitoring and control
• Program Closure Phase: – Program transition and benefits sustainment
– Program closure
Source: PMI Program Management Standard 2013
Program Procurement Management
• Addresses the activities necessary to
acquire products and services
• Addresses specific procurement needs
that are unique to managing the overall
program (and the constituent projects)
• Acquisitions, procurement and contract
management are all specialised disciplines
with unique skills and training
Source: PMI Program Management Standard 2013
Program Procurement Management
• Program Definition Phase:
– Program Procurement Planning
• Program Benefit Delivery Phase:
– Program procurement
– Program procurement administration
• Program Closure Phase:
– Program procurement closure
Source: PMI Program Management Standard 2013
Program Quality Management
• Determine program quality policies, quality
objectives, and responsibilities so that the
program will be successful
• See PMBOK Section 8
– Those activities are adequate with some
minor modifications
Source: PMI Program Management Standard 2013
Program Quality Management
• Program Definition Phase:
– Program quality planning
• Program Benefits Delivery Phase:
– Program QA
– Program QC
Source: PMI Program Management Standard 2013
Program Resource Management
• Different to managing resources at the component/project level
• Must balance the needs of the component
• A program manager needs to work within the bounds of uncertainty
• Resource includes
– People, office space, labs, data centres, facilities, infrastructure, software, consumables etc.
Source: PMI Program Management Standard 2013
Program Resource Management
• Program Definition Phase:
– Resource Planning
• Program Benefits Delivery Phase:
– Resource Prioritisation
– Resource interdependency management
Source: PMI Program Management Standard 2013
Program Risk Management
• Identifying, tracking and resolving
program-level risks
– Program Definition Phase:
• Program risk management planning
– Program Benefits Delivery Phase:
• Program risk identification
• Program risk analysis
• Program risk response planning
• Program risk monitoring and control
Source: PMI Program Management Standard 2013
Program Schedule Management
• Program Scope and Program WBS Schedule
• Major program-level milestones
• Program master schedule is created before detailed schedules of components/projects are available
• The Program master schedule is a top-level program document that defines component/project schedules and dependencies between them
– Program Definition Phase – schedule planning
– Program Benefits Delivery Phase – schedule control
Source: PMI Program Management Standard 2013
Program Schedule Management
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Program Scope Management
• The work required to delivery a benefit at the program level – Major product, service, or result)
• Planning and managing the program’s scope and aligning the scope with program’s goals and objectives – Decomposition into deliverable component
products
• Program Definition Phase – scope planning
• Program Benefits Delivery Phase – scope control
Source: PMI Program Management Standard 2013
PMI (2013) The Standard for Portfolio
Management -- Third Edition Chapter 7
• Portfolio Communications Management
Source: PMI Portfolio Management Standard 2013
Portfolio Communications
• Facilitates two way communication between affected internal and external stakeholders, individual, or groups – Exec managers
– Operations managers
– Governing bodies
– Sponsors
– Suppliers and external resource providers
– Regulatory bodies
– Project/program and portfolio managers
– Etc.
Source: PMI Portfolio Management Standard 2013
Types of Stakeholders
Source: PMI Portfolio Management Standard 2013
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Communicating to Stakeholders S
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PPMP20012
Program & Portfolio Information Systems
REFLECTION
Week 8 - Topic: Identify how PM application systems can assist project managers
to monitor performance and manage changes within the project.
• Reflection: – What would you reflect on?
– What are some of the questions that are related to this topic?
– What does this topic have to do with PM application systems?
• What is monitoring performance? – Performance of what?
• How does performance monitoring feed into change management? – Does the way you manage change, change with different types of
change?
• How do you measure the success of change? – What happens if there is no change?
• Why are we only worried with the change to the project? Why not to the program or portfolio?
• Do you need to monitor performance in real time or is a delay acceptable? – If so then how much delay/lag is acceptable?
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Summary
• Topic for the week is:
– “Identify how PM application systems can assist
project managers to monitor performance and
manage changes within the project.”
• Lecture
– Overview
– Tasks
– Week 8
– Portfolio
36