Summary of Learning Outcome One
Discuss about the Program and Portfolio Management Information Systems for Frameworks.
Project management is the science and art of human interactions undertaken by a given group of people to meet the needs of other people or groups. For many projects, a large number of problems encountered have to do with unforeseen and unexpected consequences of deliberate and unintentional human acts of omission or commission (Virine, 2013). People, by their nature, forget crucial things, make poor estimates, make mistakes and seem small, and communicate poorly; all factors that conspire to cause bigger issues that are more serious. Despite having technical knowledge and skills, as well as the requisite qualifications in project management, projects are still faced with major failures. One of the reasons why projects fail is because decision making is wanting; either the wrong decisions are made or the decisions re made at the wrong time. Humans have a tendency to repeat the same mistakes, and this can explain why many projects, especially large complex ones seem to fail, despite the best efforts to successfully deliver projects.
Project management processes have been established to provide a framework that minimizes mistakes; however, setting up systems, frameworks, and processes, and then following them is hard and very challenging. Some of the little mistakes human beings make, and so do project managers, eventually conspire to cause projects failure; the use of various tools can help project managers make better decisions. One of these tools is the use of application systems designed specifically for purposes of project management. When married to the concepts of systems thinking, that are based on systems engineering, project managers can be able to make better decisions. This paper reflects on course lessons for week six which broadly talk about how project management application systems can lead to effective decision making and project knowledge management and discusses the learning outcomes in detail, with supporting material
Itemized learning outcomes
Summary: Explain the relevance of systems thinking to the project, program and portfolio manager
Projects continue to experience high rates of failure, despite the availability of tools and techniques, including project management methodologies that should ensure such projects do not fail (Ika, 2012). One reason is that project managers and organizations view elements within projects as single entities, rather than parts of a whole system. My understanding of systems thinking in the context of project management is that a project, especially complex ones, is like a human body, composed of several specialized organs that are controlled by the central nervous system and which work collaboratively to sustain life processes (Matta & Ashkenas, 2013). As such, the concept of systems thinking is very relevant and important for today’s project manager because projects are like a system with internal and external effects and influences; projects also impact internal and the external environment (Sherrer, 2010). In the context of systems thinking, projects have got inputs, processes, and outputs that work in a cyclical manner, influencing all elements within the system, and interacting with other elements and other systems. Adopting the systems thinking model is an important tool for project managers, because while most if not all (project managers) have the requisite technical skills and knowledge on projects management, I feel that what has been missing is the soft skill of looking at projects as systems that interact with other systems, and have internal individual elements that all affect each other (Maddison Warren, 2016. Being part of a system, any change to a single element within a project affects other elements; and making changes to this single element without making corresponding adjustments to other elements means the whole system will be affected (Rajkumar, 2010).
Summary of Learning Outcome Two
So for instance, a change in the hiring policy where low productivity is compensated for by hiring more staff will affect the project finances, schedule, and resource allocation. Such a change will require, if systems thinking is used, for adjustments to be made in the project budget. With the tacit knowledge of how to use systems thinking, project managers are better able to deliver successful projects within time, schedule, and budget (Moustaghfir, 2009). Systems thinking is especially useful to the project manager because traditionally, the triple constraints were considered only as being time, scope, and budget; with increased complexity and the need to deliver projects with increasingly scarce resources, and with the additional constraints of customer satisfaction, stakeholder requirements, and the need to innovate, systems thinking provides project managers a very useful tool for effectively managing projects. Because of the need to do much more; innovate, manage stakeholders, manage customers, manage teams, as well as deliver on the triple constraints, systems thinking and systems engineering are an indispensable tool for the modern project manager (Gaia, 2018). Systems thinking provides a project manager invaluable tools for collaboration, problem solving, and enables a project to be viewed as a whole made up of different components, rather than the traditional ‘snap shot’ view (Grohs, Kirk, Soledad, & Knight, 2018)
Evidence: these are derived from the article Risk management through the lens of complexity– the BP oil crisis
Summary: Identify different systems thinking tools and techniques to aid project managers solve project problems.
As stated before, systems thinking has inputs, tools and techniques, and outputs. The tools a project manager can use in the systems thinking paradigm include alternative analysis, expert judgment, estimated published data, bottom up estimation, and the use of project management software and systems. Within systems thinking are basic elements in which different specific tools can be used; the elements include objects that make up the parts and components of the system (‘Burge Hughes Walsh’, 2018). The tools and techniques the project manager can use include the seven basic quality tools (cause and effect diagrams, histograms, flow charts, Pareto charts, run charts, control charts, and scatter diagrams). I In addition, they can use statistical sampling, inspections, and approved change requests, mainly for controlling quality. Because systems interact with other systems in such a way that outputs from a given system will also act as inputs for another system; the project manager should use the causal loop diagrams for establishing causes and effects within the different objects and elements in a project when using systems thinking to manage projects (Elmansy, 2016). As projects become increasingly complex, project managers need to use better tools to solve problems. In the context of systems thinking, some excellent tools for solving problems include causal loop diagrams in which labelled circular arrows are used to show causes and effects, relationships among the components of a system, and time delays. Projects when managed through a systems thinking approach are characterized by elements within the system that depend on, and affect each other; with the CLD’s, project managers are better able to understand how one element relates with another and how a change in one element will impact other elements within that system (Sankaran, 2010).
One of the main reasons as to why projects fail is because project managers fail to take note or understand how one system affects others; in undertaking projects, the productivity of staff usually peaks around project start time and then declines towards the middle of the project, peaking again towards the end of the project, for example. Without tools such as CLD’s and using the systems thinking approach, a project manager might want to hire more staff to keep the project on schedule; however, the CLD’s can help highlight the reason as to why the staff productivity has slackened, and may realize that motivation rather than work overload new staff is the cause of the decline in productivity, and subsequently, seek ways to keep his project team motivated (Kim, 2016). CLD’s should be used together with behaviour over time to better understand staff productivity as well as understand how this affects the project schedule, scope, and budget and the needs and expectations of various stakeholders affected by the project. Complex situations will require the use of even better tools and techniques, including stock and flow diagrams that are especially useful in solving problems in complex projects (Jacobson, McDuff, & Monroe, 2015). Depending on the situation and circumstances, the project manager can as well make use of the soft systems methodology to better solve problems and challenges in projects, using tools such as rich pictures and root definitions, especially for troubled projects (Hu?rlimann, 2009). Causal loop diagrams can be used with other tools to make systems thinking more effective in successfully managing projects, including BOT (behaviour over time) graphs (Hu?rlimann, 2009)
Evidence obtained from PMI article: Systems thinking approaches to address complex issues in project management
Summary: Assess the relevance of systems engineering to project cases.
Most or all of the project management methodologies, including SEBOK, BABOK, PMBOK, Six Sigma, Lean, and TQM all have their roots in systems thinking. Using systems thinking and systems engineering approach is an effective way of determining and managing project requirements; accurate and competent management of project requirements is the basis for successful project management (Ralyte?, 2012). One important tool in systems thinking that is useful for project cases is soft systems methodology(SSM), which is helpful during the inception and conception phases of a project. The success of projects requires the involvement of all stakeholders; using SSM, different reality perceptions can be incorporated in order to have different viewpoints of a project as a whole system, rather than looking at individual parts and components within the project in a snapshot manner (Elm, 2012). Using SSM, tools such as rich pictures are used to elucidate how individuals (stakeholders) feel about an issue or a project. This can be a very effective manner with which to find solutions to complex problems rather than using brainstorming (SEBOK, 2014). Rich pictures involve the use of informal drawings for individuals to express their feelings without the constraints of predetermined frameworks or social conventions. Through rich pictures, issues and their related processes are identified In problem situation to seek effective and lasting solutions in a holistic manner. As with software or any systems engineering, there is a great deal of overlap with project management. Depending on the organization and its environment, the two systems can be a subset of the other, be disjoint, or be seen as intersecting partially.
There is no standard relationship between the two, but the systems engineer and [project manager encompass the managerial and technical leadership in projects between them. As such the enterprise of the systems engineer and that of the project manager are required to work out project particulars and successfully manage the projects. However, I feel there can be some confusion, for instance, in software projects because of the overlapping roles of the project manager and the systems engineer (Checkland, 2011). This confusion can be reduced, however, by describing roles explicitly as well as responsibilities between the two, and doing this for key members of the project team. This can be done by developing the SEMP (systems engineering management plan) and the PMP (project management plan). In using the systems thinking approach in projects, the PMP becomes the master planning document as it describes all the activities, including the technical ones, which must be controlled and integrated within the project during the entire life cycle of the project (Wilson & Van, 2015). The SEMP document then becomes the master planning document for technical elements within the project. The SEMP defines processes related to systems engineering as well as the relevant methodologies to be used and how the systems engineering activities elate to other activities and tasks within the project. As such, the SEMP must remain consistent with the PMP, as well as evolve with the PMP for the duration of the execution of the project. In using systems thinking in projects, the project manager must ensure that the technical project management plans integrate seamless with the plans and activities of customers as well as other stakeholders. This is because the underlying principle of systems thinking is a holistic view of the entire project, its internal and external environment, as well as how it impacts, and is impacted by various stakeholders (Kulak & Li, 2017).
Evidence: Obtained from the article: Systems engineering the project
Summary: Describe how systems engineering concepts and methodologies can help a project, program and portfolio managers organise a project.
Systems thinking entail a holistic wholesome view of projects; I want to use the analogy of a film or moving picture to illustrate this; systems thinking entails looking at a project as a moving picture (film), in which each section flows to the next and ensures a better understanding of the entire project life cycle. Traditional approaches to project management entail having a snapshot or static picture view of the project; it is less likely that the project manager would understand the gist of a film by just looking at the static images or snap shots (Van Gemret, 2013). However, with systems thinking, it is like watching a movie film, with moving pictures that are interrelated and it is highly likely that the meaning of the film will be better understood. Appling systems thinking to traditional methods of project management creates a higher level of utility. Based on Hitchin’s’ five layer model, a project has five layers; the socio economic layer which is layer five, the industry layer which is layer four, the business layer which is layer three, the system or project layer which is layer two, and the product layer which is layer one. Systems thinking provide the project manager with various traits and competencies to enable them have a big picture view of the project, as well as the breadth, leadership, and communications skills (Swink, 2011). Systems thinking have various artefacts that include task definitions, the WBS, risk management and risk register, and stakeholder management plans. Further, it enhances the management of responsibilities including risk management and requirements management. With these tools, project managers have a much higher chance of successfully delivering projects. Systems thinking enable project managers to have a holistic view of the whole project to better understand issues and how they relate with other elements and systems
Evidence obtained from the article Risk management through the lens of complexity– the BP oil crisis
Summary: Explain the importance of appropriate selection of project management (PM) application systems in regards to meeting the internal and external objectives of a project.
Applications systems are like a reporting dashboard; too often, projects fail because there is more focus on one or a few important aspects while ignoring or not paying attention to other systems. Further, project success requires effective communication and collaboration; as such, the best application system for a project plays a major role in ensuring project success. A given application system will be suitable for a specific kind of project or for use in a given industry. For instance, the SAP project System is useful for managing projects in service sector enterprises, especially those already using SAP systems as the systems seamlessly integrate. The concept of systems thinking requires a wholesome view of projects and their interactions with external systems and the external environment; using the right application system enables the project team and organization to have a wholesome view of the project elements within the system to better deal with stakeholder and customer expectations, and meet the needs and objectives of the project. Systems engineering is a concept that places greater focus upon the design and application of the entire system as being distinct from the parts (Van Gemret, 2013). It entails looking at problems in their entirety while taking into consideration all the facets and variables in the project and relating the technical aspects of a project to the social aspects. It is an iterative top down synthesis process that entails the development and operation of real world systems that satisfy in a manner that is near optimal, the full range of the systems’ requirements. Systems are recursive and the big idea behind their use in project management is to control emergences; however, it is not possible to optimize a system by optimizing its components separately.
Evidence obtained from the article: Systems thinking approaches to address complex issues in project management
Summary: Describe how the use of project management (PM) application systems can lead to effective PM knowledge management and decision making.
Projects benefit greatly, and are likely to succeed from learning; traditional learning usually occurs at the end of a cycle; however, in the context of systems thinking and the use of the right application, learning can happen on the fly; the organization learns as the project is being executed to enhance decision making and ensure the objectives are met and mistakes avoided, rather than made because the organization will ‘learn from mistakes’ at the end.
Evidence obtained from the article: Systems thinking approaches to address complex issues in project management
Summary: 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.
The effective use of application systems enables project managers and teams to better understand the interrelationships between elements with a system, in the context of project management.
Evidence obtained from the article: Systems thinking approaches to address complex issues in project management
Summary: Identify how project, program and portfolio (PPPM) application systems can assist project managers to monitor performance and manage changes within a project.
These PPPM application systems provide feedback and dashboards; they are like the instruments panel for a pilot in an airplane that gather and return feedback information that the pilot then uses for decision making. The PPPM systems enable project managers to better align the needs of the project with business needs of the organization for effective decision making. PPPM are effective decision support tools; the information entered into them enables collaboration and integrate all elements within the project, creating a system in which a change in one element affecting others is quickly identified and remedial actions taken. For instance, if a drop in productivity causes a delay in the project, the project manager can use the PPPM application system to understand how adding more personnel or motivating the current team will impact not only the budget, but the project schedule as well.
Evidence obtained from the article: Introduction to a project portfolio management maturity model
Summary: Propose appropriate project, program and portfolio (PPPM) application systems to support successful project, program and portfolio execution in different industry domains.
The SAP PPPM programs are enterprise systems that are more suited for managing projects in the service and hospitality sectors. This is because they are able to better integrate with systems such as My Sap that is popular in this industry sector.
Microsoft project is more suited to projects in the construction sector because of its ability to manage and track resources and resource use, as well as the interrelationships and dependencies between project tasks. IBM is better suited to the manufacturing sector and cross border complex projects, while Oracle is better suited for the effective management of ICT and software projects
Evidence obtained from the article: Introduction to a project portfolio management maturity model
Summary: Discuss contemporary developments in the use of project, program and portfolio (PPPM) application systems.
PPPM systems use has become ubiquitous, because of increased project constraints and the need to innovate and achieve much ore with significantly less resources.
Evidence obtained from the article: Introduction to a project portfolio management maturity model
References
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