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PowerPoint Presentation PPMP 20012 Program & Portfolio Information Systems Lecture 2 for Week 2 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 different systems thinking tools and techniques to aid project managers solve project problems” • Lecture – Overview – Tasks – Week 2 – Portfolio 2 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 3 http://www.sebokwiki.org/ PPMP20012 Program & Portfolio Information Systems THE 2ND WEEK’S READINGS 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 … 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. … Reading - 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'; 7 http://www.sebokwiki.org/ Systems Engineering Evolution • Systems engineering has evolved from a combination of practices in a number of industries • Basis for a standardised approach to the life cycle of any complex system • Continues to evolve in response to increasing system complexity – Understanding stakeholder needs, – Modelling specific system properties – Representing system architectures – Integration across disciplines – etc 8 INCOSE Vision 2025 attributes of a transformed SE discipline in the future: • Relevant to a broad range of application domains to meet society’s growing quest for sustainable system solutions to providing fundamental needs, in the globally competitive environment. • Applied more widely to assessments of socio-physical systems in support of policy decisions and other forms of remediation. • Comprehensively integrating multiple market, social and environmental stakeholder demands against “end-to-end” life-cycle considerations and long-term risks. • A key integrating role to support collaboration that spans diverse organisational and regional boundaries, and a broad range of disciplines. • Supported by a more encompassing foundation of theory and sophisticated model- based methods and tools allowing a better understanding of increasingly complex systems and decisions in the face of uncertainty. • Enhanced by an educational infrastructure that stresses systems thinking and systems analysis at all learning phases. • Practised by a growing cadre of professionals who possess not only technical acumen in their domain of application, but who also have mastery of the next generation of tools and methods necessary for the systems and integration challenges of the times. 9 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 Users and Uses • http://sebokwiki.org/wiki/SEBoK_Users_and_Us es • Primary and Secondary Users http://sebokwiki.org/wiki/SEBoK_Users_and_Uses SE Transformations • Transitioning SE to a Model-based Discipline – http://sebokwiki.org/wiki/Transitioning_Systems_Engi neering_to_a_Model-based_Discipline • Healthcase SE – http://sebokwiki.org/wiki/Healthcare_Systems_Engine ering • Overview of the Healthcare Sector – http://sebokwiki.org/wiki/Overview_of_the_Healthcare _Sector http://sebokwiki.org/wiki/Transitioning_Systems_Engineering_to_a_Model-based_Discipline http://sebokwiki.org/wiki/Healthcare_Systems_Engineering http://sebokwiki.org/wiki/Overview_of_the_Healthcare_Sector SE and Project Management • This SEBoK Knowledge Area (KA) is about: – Acquainting systems engineers with elements of project management – Explaning the relationship between project management and systems engineering – http://sebokwiki.org/wiki/Relationships_between_Syst ems_Engineering_and_Project_Management http://sebokwiki.org/wiki/Relationships_between_Systems_Engineering_and_Project_Management SE and PM • Overlap between scope of SE (SEBoK) and PM (PMBoK) This material is used under a Creative Commons Attribution- NonCommercial ShareAlike 3.0 Unported License from The Trustees of the Stevens Institute of Technology. SE and PM • PMBoK and SEBoK describe the importance of: – understanding the scope of the work – how to plan for critical activities – how to manage efforts while reducing risk – and how to successfully deliver value to a customer. • A SE on a project will: – Plan, monitor, confront risk, and deliver the technical aspects of the project • A PM on a project will: – Do the same kinds of activities for the overall project. Systems Thinking in PPPM • Systems thinking is necessary for all complex problems. E.g. – Project management, – Portfolio management, – Quality management, – Business process improvement, – Organisational management – PMBoK has strong roots in system thinking because it provides ways to create solutions. Systems Thinking focuses on the whole: • Prompts questions and reveals new opportunities or possibilities and options not seen when ‘components’ are looked at in isolation • Raises awareness, (e.g. project visibility) across an organisation • Assists in identifying risks and managing these risks which stem from relationships and dependencies • Improves communication • Avoids ‘silos’ in a business • Can lead to better product or service outcomes • Facilitates in faster decision making Source: https://www.projectsmart.co.uk Recapping what a System is • Closed vs Open • All systems are components of a larger system • 5 primary elements – Objects – e.g. PMBoK Plan Risk Responses process – Attributes – e.g. Plan Risk Responses , properties – Relationships – e.g. risk register change requests – Boundaries – e.g. Identify Risks Plan Risk responses Control Risks – Environmental Influences – Company doesn’t make decisions based on current and valid information Controlling Risk process doesn’t adapt Stakeholders affected (jeopardised project, deliverables) Project, Program and Portfolio Strategic Alignment and Management The optional reading is • AS ISO 21504:2016 Project, programme and portfolio management—Guidance on portfolio management. However this presentation has referred the PMI Guidance’s on Program and Portfolio Management as a more comprehensive source to AS ISO 21504. You are not expected to be an expert on Program and Portfolio Management instead to only have an appreciation so that you can reflect on how a large organisation is going to translate it’s strategy to projects and then gain visibility into the effectiveness of projects and their operation. Reading - PMI (2013) The Standard for Portfolio Management 19 P o rt fo lio S tr a te g ic 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 o rt fo lio M a n a g e m e n t, 2 0 1 3 Developing the Portfolio Strategic Plan S o u rc e : P M I S ta n d a rd f o r P o rt fo lio M a n a g e m e n t, 2 0 1 3 Developing the Portfolio Strategic Plan S o u rc e : P M I S ta n d a rd f o r P o rt fo lio M a n a g e m e n t, 2 0 1 3 D e v e lo p in g t h e P o rt fo lio C h a rt e r S o u rc e : P M I S ta n d a rd f o r P o rt fo lio M a n a g e m e n t, 2 0 1 3 D e fi n in g t h e P o rt fo lio R o a d m a p S o u rc e : P M I S ta n d a rd f o r P o rt fo lio M a n a g e m e n t, 2 0 1 3 Defining the Portfolio Roadmap S o u rc e : P M I S ta n d a rd f o r P o rt fo lio M a n a g e m e n t, 2 0 1 3 M a n a g in g S tr a te g ic C h a n g e S o u rc e : P M I S ta n d a rd f o r P o rt fo lio M a n a g e m e n t, 2 0 1 3 Reading - PMI (2013) The Standard for Program Management 27 A key difference between Program and Project Management is the strategic focus of programs Programs are aligned with organisational strategy to ensure benefit realisation Source: PMI Standard for Program Management, 2013 Organisational Strategy and Program Alignment • Program Business Case • Program Plan – Vision – Mission – Goals and objectives 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 Program Roadmap S o u rc e : P M I S ta n d a rd fo r P ro g ra m M a n a g e m e n t, 2 0 1 3 Environmental Assessments • Environmental Enterprise Factors • Environment Analysis – Comparative advantage analysis – Feasibility studies – SWOT analysis – Assumptions analysis – Historical information 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 Looks pretty straight