Project Management: Program and Portfolio Information Systems course (written essay)
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PPMP20012LectureWeek9-revistedRDE.pdf
PPMP 20012
Program & Portfolio Information Systems
Lecture 9 for Week 9
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:
– “Propose appropriate PM application systems to
support successful project execution in the
infrastructure and resource industries.”
• Lecture
– Overview
– Tasks
– Week 9
– Portfolio
2
PPMP20012
Program & Portfolio Information Systems
THE 9TH WEEK’S READINGS
Nicholas & Steyn (2012) Figure 3.2 p.87 & Figure 4.1 p.127
Four-phase model and detailed stages of the SDLC
4
Phase A: Conception phase
• Initiation stage
• Feasibility stage
• Proposal preparation
Phase B: Definition phase
• Project Definition
• Systems Definition
• User and system requirements
Phase C: Execution phase
• Design stage
• Production/build stage
• Fabrication
• Testing
• Implementation stage
• Training
• Acceptance tests
• Installation
• Termination
Phase D: Operation phase
• Systems maintenance and evaluation
Systems
Improvement Systems
Termination
To Phase A
(to repeat the cycle)
Ask yourself how does this compare with the PMBOK or PRINCE2?
Organisation Behaviour
• Project Organisation Structure and Integration – Formal Organisation Structure
– Organisation Design by Differentiation and Integration
– Requirements of Project Organisations
– Integration of Subunits in Projects
– Liaison Roles, Task Forces, and Teams
– Project Expeditors and Coordinators
– Pure Project Organisations
– Matrix Organisations
– Project Office and PMO
– Integration in Large-Scale Projects
– Integration in Systems Development Projects
– Concurrent Engineering
5
Organisation Behaviour
• Project Roles, Responsibilities and Authority
– The Project Manager
– Project Management Authority
– Selecting the Project Manager
– Ways of Filling the Project Management Role
– Roles in the Project Team
– Roles Outside the Project Team
6
Nicholas & Steyn (2012) – PART IV Organisation
Behaviour Ch. 15
• Managing Participation, Teamwork and Conflict 15.1 Leadership in Project Management
15.2 Participative Management
15.3 Teams in Project Management
15.4 The Team-Building Approach
15.5 Improving Ongoing Work Teams
15.6 Building New Teams
15.7 Intergroup Problem-Solving
15.8 Origins of Conflict
15.9 Consequences of Conflict
15.10 Managing Conflict
15.11 Team Methods for Resolving Conflict
15.12 Emotional Stress
15.13 Stress Management
15.14 Summary
7
People in Project Management making sure everyone knows what’s
happening!
8
Wayne Greenwood, Managing Director Eastern Australia for Priority Management NSW.
Discussing Scheduling for an Oil Rig Refit in Indonesia 4th October 2013
Project Management in the Corporate Context
• The Management of Project Management
– Project Management Methodology
– Project Management Maturity and Maturity Models
– Knowledge Management in Project Management
– Project Management Office
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Project Management in the Corporate Context
• Project Selection and Portfolio Management
– Project Portfolio Management
– Framework for Project Selection and Portfolio
Management
– Methods for Individual Project Analysis
– Methods for Comparing and Selecting Projects
– Periodic Project Review and Assessment
– Integrating the Gating Process with Portfolio
Management
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Project Management in the Corporate Context
• International Project Management – International Projects
– Problems Management International Projects
– Local Institutions and Culture
– Local Stakeholders
– Geo-National Issues
– Project Manager
– Local Representative
– Top Management, Steering Committees and PMO
– Team- and Relationship-Building
– Project Definition
– Project Monitoring
– Communication
– Risks and Contingencies
11
Application Systems May be Manual or
Electronic
(PMBOK 2013, p.
78)
Portfolio Management
Portfolio Management
Portfolio Management
Portfolio Management
PMI The Standard for Portfolio Management (2013)
Chapter 7
7. Portfolio Communication Management
7.1 Develop Portfolio Communication Management Plan
• Develop Portfolio Communication Management Plan: Inputs
– Portfolio
– Portfolio Roadmap
– Portfolio Management Plan
– Portfolio Reports
– Portfolio Process Assets
• Develop Portfolio Communication Management Plan: Tools and Techniques
– Stakeholder Analysis
– Elicitation Techniques
– Communication Requirements Analysis
• Develop Portfolio Communication Management Plan: Outputs
– Portfolio Management Plan Updates
– Portfolio Process Assets Updates
PMI The Standard for Portfolio Management (2013)
Chapter 7
• 7. Portfolio Communication Management
– 7.2 Manage Portfolio Information
• Manage Portfolio Information: Inputs
– Portfolio
– Portfolio Management Plan
– Portfolio Reports
– Portfolio Component Reports
– Portfolio Process Assets
• Manage Portfolio Information: Tools and Techniques
– Elicitation Techniques
– Portfolio Management Information System
– Communication Requirements Analysis
– Communication Methods
• Manage Portfolio Information: Outputs
– Portfolio Management Plan Updates
– Portfolio Reports
– Portfolio Process Assets Updates
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Table 7-2 Stakeholder Matrix for Use in
Stakeholder Analysis
PMI The Standard for Portfolio Management (2013)
Chapter 8
• 8. Portfolio Risk Management
– 8.1 Develop Portfolio Risk Management Plan
• Develop Portfolio Risk Management Plan: Inputs
– Portfolio Management Plan Updates
– Portfolio Process Assets
– Portfolio Reports
– Organisational Process Assets
– Enterprise Environmental Factors
• Develop Portfolio Risk Management Plan: Tools and Techniques
– Weighted Ranking and Scoring Techniques
– Graphical Analytical Methods
– Quantitative and Qualitative Analysis
• Develop Portfolio Risk Management Plan: Outputs
– Portfolio Management Plan Updates
– Portfolio Process Assets Updates
– Organisational Process Assets Updates
PMI The Standard for Portfolio Management (2013)
Chapter 8
• 8. Portfolio Risk Management
– 8.1 Manage Portfolio Risks
• Manage Portfolio Risks: Inputs
– Portfolio
– Portfolio Management Plan
– Portfolio Reports
– Portfolio Process Assets
– Organisational Process Assets
– Enterprise Environmental Factors
• Manage Portfolio Risks: Tools and Techniques
– Weighted Ranking and Scoring Techniques
– Quantitative and Qualitative Analysis
• Manage Portfolio Risks: Outputs
– Portfolio Management Plan Updates
– Portfolio Reports
– Portfolio Process Assets Updates
– Organisational Process Assets Updates
Figure 8-2 Elements
of Portfolio Risk
Management
Portfolio Performance Management
Portfolio Performance Management
Also see Modern Portfolio Theory developed
by Harry Markowitz
http://portfoliotheory.co.uk/
PMI The Standard for Program
Management (2013)
PMI The Standard for Program
Management (2013)
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6.1 Program Governance Boards
6.2 Program Governance Boards Responsibilities
Program Governance and the Vision and Goals of the Organisation
Program Approval, Endorsement and Initiation
Program Funding
Establishing a Program Governance Plan
Program Success Criteria, Communication and Endorsement
Approving Program Approach and Plans
Program Performance Support
Program Reporting and Control Process
Program Quality Standards and Planning
Monitoring Program Progress and the Need for Change
Phase-Gate and Other Decision-Point Reviews
Approving Component Initiation or Transition
Program Closure
6.3 Relationship Between Program Governance and Program Management
6.4 Common Individual Roles Related to Program Governance
6.5 Programs as Governing Bodies: The Governance of Program Components
6.6 Other Governance Activities that Support Program Management
The Program Management Office
Program Management Information Systems
Program Management Knowledge Management
Program Management Audit Support
Program Management Education and Training
PMI The Standard for Program Management (2013)
Chapter 7
• 7. Program Life Cycle Management
– 7.1 The Program Life Cycle
• Program Definition Phase
• Program Benefits Delivery Phase
• Program Closure Phase
• Mapping of the Program Life Cycle to Program Supporting
Processes
Table 7-1 Mapping of Program Management
Life Cycle Phases to Supporting Activities
29
PMI The Standard for Program Management (2013)
Chapter 8
• 8. Program Management Supporting Processes
– 8.1 Program Communications Management
• Communications Planning
• Information Distribution
• Program Performance Reporting
– 8.2 Program Financial Management
– 8.3 Program Integration Management
– 8.4 Program Procurement Management
– 8.5 Program Quality Management
– 8.6 Program Resource Management
– 8.7 Program Risk Management
– 8.8 Program Schedule Management
– 8.9 Program Scope Management
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PMI The Standard for Program
Management (2013) Chapter 8 – Key Outputs 1
8.3.1.6 Program Roadmap & Program Charter
Program Roadmap
Also see 3.2 & 4.2.2
Program Charter
Justification
Vision
Strategic Fit
Outcomes
Scope
Benefit Strategy
Assumptions and constraints
Components
Risks and issues
Timeline
Resources needed
Stakeholder considerations
Program governance
31
PMI The Standard for Program Management (2013)
Chapter 8 – Key Outputs 2
• 8.3. Program Management Plan
– Program overall plan for integrating and managing the program individual
components, including:
• Benefits realisation plan (4.2.1)
• Stakeholder engagement plan (5.2)
• Governance plan (6.2.4)
• Communications management plan (8.1)
• Financial management plan (8.2)
• Program management plan (8.3)
• Procurement management plan (8.4)
• Quality management plan (8.5)
• Resource management plan (8.6)
• Risk management plan (8.7)
• Schedule management plan (8.8)
• Scope management plan (8.9)
–
PMI The Standard for Program
Management (2013) – Appendix X5
33
PPMP20012
Program & Portfolio Information Systems
REFLECTION
Week 9 - Topic: “Propose appropriate PM application systems to support successful project
execution in the infrastructure and resource industries.”
• What is the difference between the words – “identify” (week 8th topic), and
– “propose” (week 9th topic)?
• What does appropriate mean? – What would appropriate be for BP Texas City or Deepwater Horizon?
– What would appropriate be for a CQU group assignment?
– What would appropriate be for infrastructure and resources PPPM’s?
• What do you need to know to execute a project? – PMBOK (Execution + Monitor and Control)
• Will adoption of any of these make a difference to what is proposed? – Program Management Standard
– Portfolio Management Standard
– Systems Engineering
– INCOSE, SEBoK; AS/NZS 15288
• If a project is distributed, virtual, international does this make a difference?
35
Summary
• Topic for the week is:
– “Propose appropriate PM application systems to
support successful project execution in the
infrastructure and resource industries.”
• Lecture
– Overview
– Tasks
– Week 9
– Portfolio
36
