Please read the lecture note and check reading lists then answer the questions with your own words, thanks
PowerPoint Presentation PPMP 20012 Program & Portfolio Information Systems Lecture 3 for Week 3 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: – “Assess the relevance of systems engineering to project cases” • Lecture – Overview – Tasks – Week 3 2 Week 2 - Topic: Identify different systems thinking tools and techniques to aid project managers solve project problems • 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; 3 http://www.sebokwiki.org/ PPMP20012 Program & Portfolio Information Systems THE 3RD WEEK’S READINGS SEBoK Readings – Foundations of System Engineering • 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; SEBoK – Part 2 - What is a System? SEBoK – Part 2 - What is a System? • System classifications, e.g: – Structures – Controls – Humans – Social, e.g. families • Engineered Systems Classifications – Created, used and sustained to achieve a purpose, mission, goal – Driven by stakeholders – Hardware, software, human, services etc – Have a life cycle • Enterprise and Enterprise Systems • Products and Product Systems • Services and Service Systems • Systems of Systems & Capability – A system contains elements which can be considered independent (systems) – The combination of enterprise, service and product systems provide a capability greater than any individual enterprise SEBoK – Part 2 – System Complexity • Structural Complexity – Looks at the system elements and relationships. – How many different ways system elements can be combined? – Can the system adapt to external needs? • Dynamic Complexity – Considers the complexity which can be observed when systems are used to perform particular tasks in an environment – The ways in which systems interact in the short term is directly related to system behaviour – The longer term effects of using systems in an environment is related to system evolution • Socio-political Complexity – The effect of individuals or groups of people on complexity. – People-related complexity: • Multiple stakeholder viewpoints, social or cultural biases add to the wider influences on a system context • Irrational behaviour of an individual or the swarm behaviour, unpredicted and can be counterproductive • Relationships and interactions of people SEBoK – Part 2 – Systems Science SEBoK – Part 2 – Systems Thinking SEBoK – Part 2 – Concepts of Systems Thinking • Wholeness and Interaction • Regularity • State and Behaviour • Survival Behaviour • Goal Seeking Behaviour • Control Behaviour • Function • Hierarchy, Emergence and Complexity • Effectiveness, Adaptation and Learning SEBoK – Part 2 – Representing Systems with models • What is a model? (some definitions in SEBoK): – a physical, mathematical, or otherwise logical representation of a system, entity, phenomenon, or process (DoD 1998); – a representation of one or more concepts that may be realised in the physical world (Friedenthal, Moore, and Steiner 2009); – a simplified representation of a system at some particular point in time or space intended to promote understanding of the real system (Bellinger 2004); – an abstraction of a system, aimed at understanding, communicating, explaining, or designing aspects of interest of that system (Dori 2002); SEBoK – Part 2 – Representing Systems with models • The modelling of systems and simulations during the early stages of the system design of complex systems and architectures can: – document system functions and requirements – assess the mission performance – estimate costs – evaluate trade-offs – provide insights to improve performance, reduce risk, and manage costs • Modelling serves to make concepts concrete and formal, enhance quality, productivity, documentation, and innovation, as well as to reduce the cost and risk of systems development SEBoK – Part 2 – Representing Systems with models • Modelling examples – Integrated Circuit Simulation (e.g. microchip) – 3D computer aided models for mechanical engineering (e.g. Engine) – Software design and architecture models (e.g. app development) – Flight simulation for pilot training • Modelling can complement actual testing and verification • Organisations can use models and simulations to obtain greater predictability of their projects and programs as well as model alternatives SEBoK – Part 2 – Representing Systems with models SEBoK – Part 7 Case Studies (read) • Complex Adaptive Project Management – http://sebokwiki.org/wiki/Complex_Adaptive_Project_ Management_System_Case_Study • NASA’s mission to Saturn – http://sebokwiki.org/wiki/How_Lack_of_Information_S haring_Jeopardized_the_NASA/ESA_Cassini/Huygen s_Mission_to_Saturn http://sebokwiki.org/wiki/Complex_Adaptive_Project_Management_System_Case_Study http://sebokwiki.org/wiki/How_Lack_of_Information_Sharing_Jeopardized_the_NASA/ESA_Cassini/Huygens_Mission_to_Saturn AS/NZS 15288:2015 • Chapter 5 – Key Concepts and application of this International Standard – 5.1 Introduction – 5.2 System Concepts – 5.3 Organisation and Project Concepts – 5.4 Life Cycle Concepts – 5.5 Process Concepts – 5.6 Processes in this standard – 5.7 Process Application – 5.8 Process reference model 15288:2015 - 5.2 System Concepts • Systems: man-made, created and utilised to provide products or services in defined environments for the benefit of users and other stakeholders – Hardware – Software – Data – Humans – Processes – Procedures – Facilities – Materials – Etc. Source: ANZ/NZS ISO/IEC/IEEE 15288:2015 15288:2015 - 5.2 System Concepts • A stakeholder’s system-of-interest can be a system element in another stakeholder’s system-of-interest – defined boundaries encapsulate meaningful needs and practical solutions; – there is a hierarchical or other relationship between system elements; – an entity at any level in the system-of-interest can be viewed as a system; – a system comprises an integrated, defined set of subordinate system elements; – humans can be viewed as both users external to a system and as system elements (i.e., operators) within a system; – a system can be viewed in isolation as an entity, i.e. a product; or as a collection of functions capable of interacting with its surrounding environment, i.e., a set of services. Source: ANZ/NZS ISO/IEC/IEEE 15288:2015 15288:2015 - 5.2 System Concepts Source: ANZ/NZS ISO/IEC/IEEE 15288:2015 15288:2015 - 5.2 System Concepts Source: ANZ/NZS ISO/IEC/IEEE 15288:2015 15288:2015 - 5.2 System Concepts S o u rc e : A N Z /N Z S IS O /IE C /IE E E 1 5 2 8 8 :2 0 1 5 15288:2015 - 5.6 Processes in this standard Source: ANZ/NZS ISO/IEC/IEEE 15288:2015 Systems and PPPM • Why should organisations think in terms of systems? • How is it relevant to PPPM? Kerzner (2013): 17.12 – 17.17 • Chapter 17 – Risk Management 17.1 – Plan Risk Responses 17.13 – Monitor & Control Risks … … 17.17 – The Impact of Risk Handling Measures Future Risks Customer’s Knowledge Experienced Inexperienced Simple Complex Contract Type Source: Kerzner 2013 How Much Risk Is Acceptable? • High tolerance for risk • Medium tolerance for risk • Low tolerance for risk Source: Kerzner 2013 R&D Manufacturing Marketing Time Low Risk Degrees of Downstream Risk Source: Kerzner 2013 R&D Manufacturing Marketing Information Exchange Time Moderate Risk Degrees of Downstream Risk Source: Kerzner 2013 R&D Manufacturing Marketing Time High Risk Degrees of Downstream Risk Source: Kerzner 2013 Prioritization of Risks Schedule Cost Technical Performance or Quality First (Highest) Priority Second Priority Third Priority Source: Kerzner 2013 Risk Controls S c h e d u le L e n g th Risk Controls Appropriate Too Long Low High Too Many Risk Management Filters and Gates No Risk Plan Source: Kerzner 2013 Risk Control Measures In te n s it y o f C o n tr o ls Risk Intensity Standard Controls High Range of Controls Low Low Extreme Source: Kerzner 2013 P ro je c t P ro c e d u ra l D o c u m e n ta ti o n Guidelines High Low Tolerance for Risk Rigid Policies/ Procedures Assumption Reduction Transfer Avoidance Which Method to Use? Source: Kerzner 2013 The Risk-Reward Matrix Low High Reward Medium Risk High Low Medium Source: Kerzner 2013 Specification Limit On Characteristic B Interacting Risks P ro d u c t F e a tu re A Product Feature B Desirable Undesirable Undesirable Desirable Source: Kerzner 2013 Poor Risk Management Risk Planning Technical Inability P e rf o rm a n c e Time Source: Kerzner 2013 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? 38 Summary • Topic for the week is: – “Assess the relevance of systems engineering to project cases” • Lecture – Overview – Tasks – Week 3 39 SEBoK – Part 7 Case Studies (read) • Complex Adaptive Project Management – http://sebokwiki.org/wiki/Complex_Adaptive_Project_ Management_System_Case_Study • NASA’s mission to Saturn – http://sebokwiki.org/wiki/How_Lack_of_Information_S haring_Jeopardized_the_NASA/ESA_Cassini/Huygen s_Mission_to_Saturn http://sebokwiki.org/wiki/Complex_Adaptive_Project_Management_System_Case_Study http://sebokwiki.org/wiki/How_Lack_of_Information_Sharing_Jeopardized_the_NASA/ESA_Cassini/Huygens_Mission_to_Saturn · Readings: 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; · AS/NZS 15288:2015 Chapter 5; Optional Readings · Kerzner (2013) Chapters 17.12-17.17; · AS ISO 21504:2016 Project, programme and portfolio management—Guidance on portfolio management; Movie 1: Have a look at