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

PPMP20012LectureWeek6-RevisedRDE.pdf

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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

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

http://www.sebokwiki.org/

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;

http://www.sebokwiki.org/

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

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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

http://sebokwiki.org/wiki/Alignment_and_Comparison_of_the_Standards

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

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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?

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.

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