Project Management: Program and Portfolio Information Systems course (written essay)
harik
PPMP20012LectureWeek1-revisedRDE.pdf
PPMP 20012
Program & Portfolio Information Systems
Lecture 1 for Week 1
Dr. Ronny Veljanovski, BSc, PhD, GradCertTEd, CertIVFMB, PMP
Discipline Leader for Project Management
School of Engineering & Technology
Higher Education Division
CQUniversity Melbourne
Topics
• Overview
• Targets
• Week 1, 2, & 3 overview
• Week 1 Lecture
• What’s this course all about?
2
Course Overview
1. The course introduces systems thinking, systems engineering and systems management principles, concepts, tools and techniques for project, program and portfolio managers (PPPM).
2. Systems thinking offers a powerful perspective to help design clever enduring solutions to meet organisational strategic goals.
3. Through their study of the PPPM process students will learn how to effectively apply systems engineering and systems management to organise complex projects and identify the implementation of systems to create outputs, manage information flow and support effective knowledge management and decision making.
4. Students study how these PPPM application systems may be implemented as a mix of manual processes or electronically (through applications such as Oracle Primavera, SAP ERP, Microsoft Project, or IBM Maximo).
5. Contemporary developments using international standards and knowledge bases as well as modelling and simulation techniques are studied to allow 'what if' questioning to occur in the project, program and portfolio environment.
3
Disclaimer
This is a post-graduate ACADEMIC practical
course about project management!
Not a HANDS ON practical course!
If you want a hands on practical course then you
must go to TAFE and do the competency based
education pathway!
4
Study 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
– Some Old Lecturers and Material
• Assignments – Portfolio (each Week and Consolidated at the end of the course) –
35%
– Online Quiz (Week 7) – 10%
– Essay (Week 9) – 20%
– Online Test (end of term) – 35%
5
Learning Outcomes
1. Explain the relevance of systems thinking to the project, program and portfolio manager.
2. Identify different systems thinking tools and techniques to aid project managers solve project problems.
3. Assess the relevance of systems engineering to project cases.
4. Describe how systems engineering concepts and methodologies can help a project, program and portfolio managers organise a project.
5. Explain the importance of appropriate selection of project management (PM) application systems in regards to meeting the internal and external objectives of a project.
6. Describe how the use of project management (PM) application systems can lead to effective PM knowledge management and decision making.
7. Compare and contrast the advantages and disadvantages of different manual and electronic project, program and portfolio (PPPM) application systems within each PPPM knowledge area over the life cycle of a project, program or portfolio.
8. Identify how project, program and portfolio (PPPM) application systems can assist project managers to monitor performance and manage changes within a project.
9. Propose appropriate project, program and portfolio (PPPM) application systems to support successful project, program and portfolio execution in different industry domains.
10. Discuss contemporary developments in the use of project, program and portfolio (PPPM) application systems.
Assignments
1. Portfolio – 35%
2. Essay – 20%
3. Online Quiz – 10%
4. Online Test – 35%
Further explanations given during the tutorial
7
PPMP20012
Program & Portfolio Information Systems
THE FIRST THREE WEEKS
Week 1 - Topic: Explain the relevance of systems thinking
to project, program and portfolio management (PPPM).
• Mandatory Readings: – SEBoK http://www.sebokwiki.org;
• Part 1: SEBoK Introduction - 'Introduction to SEBoK'
• Part 1: SEBoK Introduction -'Introduction to Systems Engineering';
• Part 7: Systems Engineering Implementation Examples: Matrix of Implementation Examples;
– 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
– Portfolio Instructions
• Case Study Web Site: – PDF Report - Full Final Report from the National Commission on the BP
Deepwater Horizon Oil Spill and Offshore Drilling
– YouTube - Anatomy of a Disaster - A Safety Video by CSB
– YouTube - Deepwater Horizon (Documentary) - from National Geographic Channel
– YouTube - Deep Water Horizon: What Happened, why, and where do we go from here? - by Frank Alcock, New College of Florida
9
Week 1 - Topic: Explain the relevance of systems thinking
to project, program and portfolio management (PPPM).
• Reflection: – What is a system?
– What is systems thinking?
– What is a project, a program, and a portfolio?
– Does systems thinking have any advantages for project management, or program management, or portfolio management?
– Does systems thinking have any disadvantages for PPPM?
– Is there anything that will explain these reflections using the Project-based Work Flow?
• How will you write these reflections in the Portfolio for Week 1?
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
11
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?
12
Week 3 - Topic: Assess the relevance of systems
engineering to project cases.
• Mandatory Readings: – SEBoK http://www.sebokwiki.org
• Part 2: Foundations of Systems Engineering - 'Knowledge Area: Systems Fundamentals';
• Part 2: Foundations of Systems Engineering - 'Knowledge Area: Systems Science';
• Part 2: Foundations of Systems Engineering - 'Knowledge Area: Systems Thinking';
• Part 2: Foundations of Systems Engineering - 'Knowledge Area: Representing Systems with Models';
• Part 6: Related Disciplines - 'Knowledge Area: Systems Engineering and Industrial Engineering';
• Part 6: Related Disciplines - 'Knowledge Area: Systems Engineering and Specialty Engineering';
• Part 7: Systems Engineering Implementation Examples: How Lack of Information Sharing Jeopardized the NASA/ESA Cassini/Huygens Mission to Saturn;
• Part 7: Systems Engineering Implementation Examples: Project Management Case Study;
– Kerzner (2013) Chapters 17.12-17.17;
– AS/NZS 15288:2015 Chapter 5;
• Optional Readings – AS ISO 21504:2016 Project, programme and portfolio management—Guidance on portfolio
management;
• YouTube Videos: – YouTube: "Systems Engineering" (by ThinkTVPBS)
– YouTube: Modeling the Management of Systems Engineering Projects (by VitechCorp)
• Other Web Sites: – Web site for International Council on Systems Engineering (INCOSE)
– Web site for Systems Engineering Society of Australia
– The Guide to Lean Enablers for Managing Engineering Programs - MIT Web site
• Portfolio for Week 2
13
Week 3 - Topic: Assess the relevance of systems
engineering to project cases.
• Reflection:
– What is systems engineering?
– Why would an organisation use systems engineering?
– Who in an organisation would use systems engineering?
– What is the relevance to project management?
– What is the relevance to portfolio management?
– What is the relevance to the project cases?
– Is there anything that will explain these reflections using
the Project-based Work Flow?
• How will you write these reflections in the Portfolio
for Week 3?
14
PPMP20012
Program & Portfolio Information Systems
THE READINGS FOR THE 1ST WEEK
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
…
Systems, Programs and Projects
• Systems
– are a collection of interacting subsystems
• When properly organised can provides synergistic output
• Closed system: – E.g. Business firm system completely isolated from the environmental
system • Management has complete control over all system components
• Open system: – E.g. Business system reacts with the environment
• Extended System: – A system is significantly dependent on other systems
Source: Kerzner 2013
Systems, Programs and Projects
• Airforce System Definition:
– A composite of equipment, skills, and techniques
capable of performing and/or supporting an
operational role.
– A complete system includes related facilities,
equipment, material services, and personnel required
for its operation to the degree that it can be
considered as a self- sufficient unit in its intended
operational and/or support environment.
Source: Kerzner 2013
Systems, Programs and Projects
• Programs
– An integrated time-phased task necessary to
accomplish a particular purpose
– A relative series of undertakings that continue over a
period of time that are design to accomplish a goal
– E.g. a series of related PROJECTS is a PROGRAM
Source: Kerzner 2013
Systems, Programs and Projects
• Projects
– Time-phased efforts (shorter than programs) and are
the first level of breakdown of a program
– A project is within a program
• Has a scheduled beginning and end
• Is undertaken to help the program achieve its goal
• Also could have a single objective
Source: Kerzner 2013
Product vs Project Management
• Products:
– Similar to programs in terms of management
– Program managers usually have a longer time frame to implement their programs and want them to continue (never end)
– Product Managers wants their product to be as long-lived and as profitable as possible
– Even when product demand decreases, product managers will look at ways to extend the product life
– Scope: features/functions that characterise the deliverables
• Projects:
– Has an end date, project managers focus on it
– Scope: work that must be accomplished to produce a deliverable • Deliverable can be a service or a product
Source: Kerzner 2013
Product vs Project Management
Source: Kerzner 2013
Project Success vs Failures
• Maturity in PM:
– Implementation of a standard methodology to
manage projects
– Accompanying processes to increase chances of
repeated success
• Organisations excellent in PM:
– Create the environment in which there exists a
continuous stream of managed projects that are
successful
– Success is measured by what the company and the
customer are interest in
Source: Kerzner 2013
PMI (2013) The Standard for Program
Management
PMI Standard for Program Management – Benefits
Management
Source: PMI Standard for Program Management, 2013
PMI Standard for Program Management – Interactions
Source: PMI Standard for Program Management, 2013
P ro
je c t,
P ro
g ra
m a
n d
P o rt
fo li o 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
ro g
ra m
M a
n a
g e
m e
n t, 2
0 1
3
PMI Standard for Program Management –
Relationships Source: PMI Standard for Program Management, 2013
PMI Standard for Program Management –
Program Life Cycle
Source: PMI Standard for Program Management, 2013
Role of the Program Manager
• Distinct for the role of a Project Manager
• Interacts with each project manager within the program to provide support and guidance on projects
• Works to ensure that the overall program structure and processes enable to the program and component teams to successfully complete their work and to integrate their components
• Work to ensure projects are organised and executed in a consistent manner
• Address issues systematically and effectively during the course of the program, e.g.:
– Optimising resources among program components
– Evaluate total cost of ownership
– Overseeing requirements and configuration management across components
Source: PMI Standard for Program Management, 2013
PMI (2013) The Standard for Portfolio
Management
PMI Standard for Portfolio Management –
Organisational Context
Source: PMI Standard for Portfolio Management, 2013
Role of the Portfolio Manager
• Establishing and maintaining a framework and policies/procedures for portfolio management
• Establishing and maintaining relevant processes
– Strategic management
– Governance management
– Communication management
– Performance management
– Risk management
• Guides the selection, prioritisation, balancing and termination of portfolio components to ensure strategic alignment
• Establish and maintain appropriate infrastructure
• Continuous review of the above
• Communicating with stakeholders
• Measuring and monitoring the value to the organisation through portfolio performance metrics and targets
• For more visit PMI
Source: PMI Standard for Portfolio Management, 2013
Information Management
• How is information managed within an
organisation that has many programs within a
portfolio and those programs have numerous
projects?
• How does an organisation make informed and
objective decisions?
Systems Thinking
• All decisions and policies/procedures are made
on the basis of judgements
• A systems approach can be defined as a logical
and disciplined process of problem solving
• Objective thinking – fundamental characteristic
of the systems approach – unprejudiced
– Subjective thinking is the opposite, decision makers
base their thinking on subjective
experiences/judgements, personal bias, fails to
recognise existence of alternatives
Source: Kerzner 2013
Systems Thinking Source: Kerzner 2013
Systems Thinking
• Vital for the success of a project
• PM systems needs new ways of strategically: – Viewing project needs
– Questioning needs
– Analysing project needs
• …for alternative technical and non-technical solutions
• Need to analyse the total project, and the project within the program and portfolio across an organisation rather than the individual parts
Source: Kerzner 2013
Introduction to SEBoK
• A guide to Systems Engineering Body of Knowledge
• Purpose:
– Ongoing studies of system cost and schedule failures and safety
failures have shown that the failures have mostly come not from
their domain disciplines, but from lack of adequate SE.
– To provide a foundation for the mutual understanding of SE
needed to reduce these failure, the SEBoK describes the
• boundaries,
• terminology,
• content, and
• structure of SE
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 http://www.sebokwiki.org
• Part 1: SEBoK Introduction - 'Introduction to SEBoK‘ – Scope of the SEBoK
• Large compendium of information about systems engineering
• SEBoK Domain Independent Context
• SEBoK Life Cycle Context
– Structure of the SEBoK • Part 1: SEBoK Introduction
• Part 2: Foundations of Systems Engineering
• Part 3: Systems Engineering and Management
• Part 4: Applications of Systems Engineering
• Part 5: Enabling Systems Engineering
• Part 6: Related Disciplines
• Part 7: Systems Engineering Implementation Examples
• Addenda
39
Introduction to SEBoK
• It provides references to more detailed sources of knowledge
• The SEBoK is global in applicability
• Although SE is practiced differently from industry to industry and
country to country, the SEBoK is written to be useful to systems
engineers anywhere
• The SEBoK aims to inform a wide variety of user communities about
essential SE concepts and practices, in ways that can be tailored to
different enterprises and activities.
Source: http://sebokwiki.org
Introduction to SEBoK
• Scope of the SEBoK: – Various specialists
– Engineers from disciplines other than systems engineering
– Managers
– Researchers, and
– Educators.
• The SEBoK includes use cases that highlight
ways that particular communities can draw upon
the content of the SEBoK.
Scope of the SEBoK
• The SEBoK is a large compendium of information about systems engineering.
– is a guide to the body of SE knowledge which provides references to detailed sources for additional information; it is not a self-contained knowledge resource
– focuses on Engineered Systems contexts
– while treating social and natural systems as relevant and important environmental considerations
– describes generic SE life cycle and process knowledge
– recognizes that SE principles can be applied differently to different types of products, services, enterprises, and systems of systems context
– provides resources for organisation support of SE activities
– explores the interaction between SE and other disciplines
– is domain-independent, with implementation examples to provide domain-specific context
Source: http://sebokwiki.org
SEBoK – Domain Independent
• The SEBoK uses language and concepts that are
generally domain independent
• Depending on your domain (e.g. telecommunications,
finance, health etc) it will have its own specialised
vocabulary and key concepts
• The SEBoK is designed to show how its domain
independent material related to individual domains with
the use of examples
Source: http://sebokwiki.org
SEBoK http://www.sebokwiki.org
• Part 1: SEBoK Introduction -'Introduction to Systems Engineering'; – Systems Engineering Overview
• An interdisciplinary approach and means to enable the realization of successful systems. Successful systems must satisfy the needs of their customers, users and other stakeholders. This article provides an overview SE as discussed in the SEBoK and the relationship between SE and systems.
1. Systems and Systems Engineering
2. Scope of Systems Engineering within the Engineered Systems Domain
3. Systems Engineering and Engineered Systems Project Life Cycle Context
– Economic Value of Systems Engineering 1. The Increasing Value of Systems Engineering
2. Further Quantitative Evidence of the Value of Systems Engineering
– Systems Engineering: Historic and Future Challenges 1. Historical Perspective
2. Evolution of Systems Engineering Challenges
3. Future Challenges
– Systems Engineering and Other Disciplines 1. Engineering Disciplines Other than Systems Engineering
2. Non-Engineering Disciplines – Project Management
44
Introduction to Systems Engineering
• What is a Successful System?
– Satisfied needs of customers, users and other stakeholders
• A ‘system’ means a collections of technical, natural or social
elements, or a combination of these
Source: http://sebokwiki.org
System Boundaries
Source: http://sebokwiki.org
The Value of SE
SEBoK http://www.sebokwiki.org
• Part 7: Systems Engineering Implementation Examples: Matrix of Implementation Examples – Table 1. Short Titles for the SEBoK Case Studies.
– Table 2. Implementation Examples. Coverage of SEBoK Topics for Each Case Study
– Table 3. Short Titles for the Vignettes
– Table 4. Implementation Examples. Coverage of SEBoK Topics for Each Vignette
• https://www.youtube.com/embed/q23H2fS5sgI?f eature=player_embedded
48
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.
…
AXELOS (2011) Managing Successful Programmes
• You might like to download:- – Managing Successful Programmes (MSP®): A basic
overview Rod Sowden, Aspire Europe Ltd
– https://www.axelos.com/CMSPages/GetFile.aspx?gui d=eaafbad2-15af-47b1-a2ca-0b23b22817d3
– Introduction 1 What is programme management?
2 Types of programme
3 MSP principles
4 The governance themes
5 The transformational flow
6 Conclusion
AXELOS (2011) Management of Portfolios
• You might like to download:- – How to implement Management of Portfolios within 100 days Craig Kilford
– https://www.axelos.com/CMSPages/GetFile.aspx?guid=bbf43295-8481- 4a52-afae-220e2b757dda
– Introduction from the Director General 1 Understanding where we were
2 Understanding where we wanted to go
3 Working together to get there
4 Going beyond 100 days
– Top tips
– Appendix 1 Portfolio management blueprint
– Appendix 2 Portfolio delivery journey 2012–14 Appendix 3 Portfolio delivery unit model
– Appendix 4 Portfolio governance model
– Appendix 5 ONS future wall
– Glossary of ONS portfolio management terms
Summary
• Overview
• Targets
• Week 1, 2, & 3
• Week 1 Lecture
• What’s this course all about?
• In the tutorial today
– Assessments discussed in detail
– BP Deepwater Horizon
52
