(Insert Student Name) / (Insert Student Number) - PPMP20012 Unit Portfolio for Week 5

Week 5: Explain the importance of appropriate selection of Project Management (PM) application systems in regards to project realisation.

Reading samples / Learning outcomes of the unit / Learnings from your weekly study, experience, this and prior unit readings and assignments / Supporting documentation including any prior learning
Mandatory Readings
  • SEBoK
  • Part 3: Systems Engineering and Management: Knowledge Area: Introduction to Life Cycle Processes;
  • Part 3: Systems Engineering and Management: Knowledge Area: Life Cycle Models;
  • Part 3: Systems Engineering and Management: Knowledge Area: Concept Definition;
  • Part 3: Systems Engineering and Management: Knowledge Area: Systems Definition;
  • Part 6: Related Disciplines - 'Knowledge Area: Systems Engineering and Software Engineering';
  • Kerzner (2013) Chapters 15.16-15.23; 23.5-23.6;
  • AS/NZS 15288:2015 Chapter 6.3-6.4;
  • Raymond L., & Bergeron F., (2008) "Project management information systems: An empirical study of their impact on project managers and project success"
Optional Readings
  • AS ISO 21504:2016
  • SWEBOK V3 Guide.
Web Sites
  • SAP
  • Oracle Primavera
  • IBM Maximo & BPM
  • Microsoft Project.
/
  1. Explain the relevance of systems thinking to the project, program and portfolio manager.
/ The objective of this week’s topic is to look at some applications systems and reflect upon their use in project management. So, some of the questions that might immediately spring to your mind are:
  • What are application systems? To answer this question you might like to go back to the PMBOK and look up PMIS (Project Management Information Systems). A PMIS is an essential component for Project Management decision making. However, it’s fairly obvious that information is the raw material of decision making and without information then making decisions is guesswork! The big computer software vendors SAP, Oracle, IBM, Microsoft, and others know this very well and promote the message that their systems are superb at allowing quick and powerful decisions to be made! But do you think their claims are true?
  • The problem with information is that to obtain it takes time and cost money? So how much time do you have and how much should you spend? Have a look at the SEBoK, Kerzner, AS/NZS 15288 and the Raymond & Bergeron article to try to get a handle on this issue. You might also like to consider the advice in AS ISO 21504 on Project, programme and portfolio management. The theory from 21504 is that information flows from the program up to the portfolio and strategy flows down from the portfolio to the project. Sounds good. But is it that simple? If so then why did BP not implement project, programme and portfolio management and solve their problems?
In this portfolio please reflect on the readings (1st column) and the learning outcome (2nd column). Ask yourself in what way does the readings provide insights into the learning outcome? Maybe they don’t! What are your thoughts?
Are there other insights that you can make from other units that you have studied? Or your work and life experience? / PPMP20012 Unit Profile
PPMP20012 Moodle Web site
Have you any insights you can add from other units you have studies or readings you’ve made?
Mandatory Readings
  • SEBoK
  • Part 3: Systems Engineering and Management: Knowledge Area: Introduction to Life Cycle Processes;
  • Part 3: Systems Engineering and Management: Knowledge Area: Life Cycle Models;
  • Part 3: Systems Engineering and Management: Knowledge Area: Concept Definition;
  • Part 3: Systems Engineering and Management: Knowledge Area: Systems Definition;
  • Part 6: Related Disciplines - 'Knowledge Area: Systems Engineering and Software Engineering';
  • Kerzner (2013) Chapters 15.16-15.23; 23.5-23.6;
  • AS/NZS 15288:2015 Chapter 6.3-6.4;
  • Raymond L., & Bergeron F., (2008) "Project management information systems: An empirical study of their impact on project managers and project success"
Optional Readings
  • AS ISO 21504:2016
  • SWEBOK V3 Guide.
Web Sites
  • SAP
  • Oracle Primavera
  • IBM Maximo & BPM
  • Microsoft Project.
/
  1. Identify different systems thinking tools and techniques to aid project managers solve project problems.
/ The objective of this week’s topic is to look at some applications systems and reflect upon their use in project management. So, some of the questions that might immediately spring to your mind are:
  • What are application systems? To answer this question you might like to go back to the PMBOK and look up PMIS (Project Management Information Systems). A PMIS is an essential component for Project Management decision making. However, it’s fairly obvious that information is the raw material of decision making and without information then making decisions is guesswork! The big computer software vendors SAP, Oracle, IBM, Microsoft, and others know this very well and promote the message that their systems are superb at allowing quick and powerful decisions to be made! But do you think their claims are true?
  • The problem with information is that to obtain it takes time and cost money? So how much time do you have and how much should you spend? Have a look at the SEBoK, Kerzner, AS/NZS 15288 and the Raymond & Bergeron article to try to get a handle on this issue. You might also like to consider the advice in AS ISO 21504 on Project, programme and portfolio management. The theory from 21504 is that information flows from the program up to the portfolio and strategy flows down from the portfolio to the project. Sounds good. But is it that simple? If so then why did BP not implement project, programme and portfolio management and solve their problems?
In this portfolio please reflect on the readings (1st column) and the learning outcome (2nd column). Ask yourself in what way does the readings provide insights into the learning outcome? Maybe they don’t! What are your thoughts?
Are there other insights that you can make from other units that you have studied? Or your work and life experience? / PPMP20012 Unit Profile
PPMP20012 Moodle Web site
Have you any insights you can add from other units you have studies or readings you’ve made?
Mandatory Readings
  • SEBoK
  • Part 3: Systems Engineering and Management: Knowledge Area: Introduction to Life Cycle Processes;
  • Part 3: Systems Engineering and Management: Knowledge Area: Life Cycle Models;
  • Part 3: Systems Engineering and Management: Knowledge Area: Concept Definition;
  • Part 3: Systems Engineering and Management: Knowledge Area: Systems Definition;
  • Part 6: Related Disciplines - 'Knowledge Area: Systems Engineering and Software Engineering';
  • Kerzner (2013) Chapters 15.16-15.23; 23.5-23.6;
  • AS/NZS 15288:2015 Chapter 6.3-6.4;
  • Raymond L., & Bergeron F., (2008) "Project management information systems: An empirical study of their impact on project managers and project success"
Optional Readings
  • AS ISO 21504:2016
  • SWEBOK V3 Guide.
Web Sites
  • SAP
  • Oracle Primavera
  • IBM Maximo & BPM
  • Microsoft Project.
/
  1. Assess the relevance of systems engineering to project cases.
/ The objective of this week’s topic is to look at some applications systems and reflect upon their use in project management. So, some of the questions that might immediately spring to your mind are:
  • What are application systems? To answer this question you might like to go back to the PMBOK and look up PMIS (Project Management Information Systems). A PMIS is an essential component for Project Management decision making. However, it’s fairly obvious that information is the raw material of decision making and without information then making decisions is guesswork! The big computer software vendors SAP, Oracle, IBM, Microsoft, and others know this very well and promote the message that their systems are superb at allowing quick and powerful decisions to be made! But do you think their claims are true?
  • The problem with information is that to obtain it takes time and cost money? So how much time do you have and how much should you spend? Have a look at the SEBoK, Kerzner, AS/NZS 15288 and the Raymond & Bergeron article to try to get a handle on this issue. You might also like to consider the advice in AS ISO 21504 on Project, programme and portfolio management. The theory from 21504 is that information flows from the program up to the portfolio and strategy flows down from the portfolio to the project. Sounds good. But is it that simple? If so then why did BP not implement project, programme and portfolio management and solve their problems?
In this portfolio please reflect on the readings (1st column) and the learning outcome (2nd column). Ask yourself in what way does the readings provide insights into the learning outcome? Maybe they don’t! What are your thoughts?
Are there other insights that you can make from other units that you have studied? Or your work and life experience? / PPMP20012 Unit Profile
PPMP20012 Moodle Web site
Have you any insights you can add from other units you have studies or readings you’ve made?
Mandatory Readings
  • SEBoK
  • Part 3: Systems Engineering and Management: Knowledge Area: Introduction to Life Cycle Processes;
  • Part 3: Systems Engineering and Management: Knowledge Area: Life Cycle Models;
  • Part 3: Systems Engineering and Management: Knowledge Area: Concept Definition;
  • Part 3: Systems Engineering and Management: Knowledge Area: Systems Definition;
  • Part 6: Related Disciplines - 'Knowledge Area: Systems Engineering and Software Engineering';
  • Kerzner (2013) Chapters 15.16-15.23; 23.5-23.6;
  • AS/NZS 15288:2015 Chapter 6.3-6.4;
  • Raymond L., & Bergeron F., (2008) "Project management information systems: An empirical study of their impact on project managers and project success"
Optional Readings
  • AS ISO 21504:2016
  • SWEBOK V3 Guide.
Web Sites
  • SAP
  • Oracle Primavera
  • IBM Maximo & BPM
  • Microsoft Project.
/
  1. Describe how systems engineering concepts and methodologies can help a project, program and portfolio managers organise a project.
/ The objective of this week’s topic is to look at some applications systems and reflect upon their use in project management. So, some of the questions that might immediately spring to your mind are:
  • What are application systems? To answer this question you might like to go back to the PMBOK and look up PMIS (Project Management Information Systems). A PMIS is an essential component for Project Management decision making. However, it’s fairly obvious that information is the raw material of decision making and without information then making decisions is guesswork! The big computer software vendors SAP, Oracle, IBM, Microsoft, and others know this very well and promote the message that their systems are superb at allowing quick and powerful decisions to be made! But do you think their claims are true?
  • The problem with information is that to obtain it takes time and cost money? So how much time do you have and how much should you spend? Have a look at the SEBoK, Kerzner, AS/NZS 15288 and the Raymond & Bergeron article to try to get a handle on this issue. You might also like to consider the advice in AS ISO 21504 on Project, programme and portfolio management. The theory from 21504 is that information flows from the program up to the portfolio and strategy flows down from the portfolio to the project. Sounds good. But is it that simple? If so then why did BP not implement project, programme and portfolio management and solve their problems?
In this portfolio please reflect on the readings (1st column) and the learning outcome (2nd column). Ask yourself in what way does the readings provide insights into the learning outcome? Maybe they don’t! What are your thoughts?
Are there other insights that you can make from other units that you have studied? Or your work and life experience? / PPMP20012 Unit Profile
PPMP20012 Moodle Web site
Have you any insights you can add from other units you have studies or readings you’ve made?
Mandatory Readings
  • SEBoK
  • Part 3: Systems Engineering and Management: Knowledge Area: Introduction to Life Cycle Processes;
  • Part 3: Systems Engineering and Management: Knowledge Area: Life Cycle Models;
  • Part 3: Systems Engineering and Management: Knowledge Area: Concept Definition;
  • Part 3: Systems Engineering and Management: Knowledge Area: Systems Definition;
  • Part 6: Related Disciplines - 'Knowledge Area: Systems Engineering and Software Engineering';
  • Kerzner (2013) Chapters 15.16-15.23; 23.5-23.6;
  • AS/NZS 15288:2015 Chapter 6.3-6.4;
  • Raymond L., & Bergeron F., (2008) "Project management information systems: An empirical study of their impact on project managers and project success"
Optional Readings
  • AS ISO 21504:2016
  • SWEBOK V3 Guide.
Web Sites
  • SAP
  • Oracle Primavera
  • IBM Maximo & BPM
  • Microsoft Project.
/
  1. Explain the importance of appropriate selection of project management (PM) application systems in regards to meeting the internal and external objectives of a project.
/ The objective of this week’s topic is to look at some applications systems and reflect upon their use in project management. So, some of the questions that might immediately spring to your mind are:
  • What are application systems? To answer this question you might like to go back to the PMBOK and look up PMIS (Project Management Information Systems). A PMIS is an essential component for Project Management decision making. However, it’s fairly obvious that information is the raw material of decision making and without information then making decisions is guesswork! The big computer software vendors SAP, Oracle, IBM, Microsoft, and others know this very well and promote the message that their systems are superb at allowing quick and powerful decisions to be made! But do you think their claims are true?
  • The problem with information is that to obtain it takes time and cost money? So how much time do you have and how much should you spend? Have a look at the SEBoK, Kerzner, AS/NZS 15288 and the Raymond & Bergeron article to try to get a handle on this issue. You might also like to consider the advice in AS ISO 21504 on Project, programme and portfolio management. The theory from 21504 is that information flows from the program up to the portfolio and strategy flows down from the portfolio to the project. Sounds good. But is it that simple? If so then why did BP not implement project, programme and portfolio management and solve their problems?
In this portfolio please reflect on the readings (1st column) and the learning outcome (2nd column). Ask yourself in what way does the readings provide insights into the learning outcome? Maybe they don’t! What are your thoughts?
Are there other insights that you can make from other units that you have studied? Or your work and life experience? / PPMP20012 Unit Profile
PPMP20012 Moodle Web site
Have you any insights you can add from other units you have studies or readings you’ve made?
Mandatory Readings
  • SEBoK
  • Part 3: Systems Engineering and Management: Knowledge Area: Introduction to Life Cycle Processes;
  • Part 3: Systems Engineering and Management: Knowledge Area: Life Cycle Models;
  • Part 3: Systems Engineering and Management: Knowledge Area: Concept Definition;
  • Part 3: Systems Engineering and Management: Knowledge Area: Systems Definition;
  • Part 6: Related Disciplines - 'Knowledge Area: Systems Engineering and Software Engineering';
  • Kerzner (2013) Chapters 15.16-15.23; 23.5-23.6;
  • AS/NZS 15288:2015 Chapter 6.3-6.4;
  • Raymond L., & Bergeron F., (2008) "Project management information systems: An empirical study of their impact on project managers and project success"
Optional Readings
  • AS ISO 21504:2016
  • SWEBOK V3 Guide.
Web Sites
  • SAP
  • Oracle Primavera
  • IBM Maximo & BPM
  • Microsoft Project.
/
  1. Describe how the use of project management (PM) application systems can lead to effective PM knowledge management and decision making.
/ The objective of this week’s topic is to look at some applications systems and reflect upon their use in project management. So, some of the questions that might immediately spring to your mind are:
  • What are application systems? To answer this question you might like to go back to the PMBOK and look up PMIS (Project Management Information Systems). A PMIS is an essential component for Project Management decision making. However, it’s fairly obvious that information is the raw material of decision making and without information then making decisions is guesswork! The big computer software vendors SAP, Oracle, IBM, Microsoft, and others know this very well and promote the message that their systems are superb at allowing quick and powerful decisions to be made! But do you think their claims are true?
  • The problem with information is that to obtain it takes time and cost money? So how much time do you have and how much should you spend? Have a look at the SEBoK, Kerzner, AS/NZS 15288 and the Raymond & Bergeron article to try to get a handle on this issue. You might also like to consider the advice in AS ISO 21504 on Project, programme and portfolio management. The theory from 21504 is that information flows from the program up to the portfolio and strategy flows down from the portfolio to the project. Sounds good. But is it that simple? If so then why did BP not implement project, programme and portfolio management and solve their problems?
In this portfolio please reflect on the readings (1st column) and the learning outcome (2nd column). Ask yourself in what way does the readings provide insights into the learning outcome? Maybe they don’t! What are your thoughts?
Are there other insights that you can make from other units that you have studied? Or your work and life experience? / PPMP20012 Unit Profile
PPMP20012 Moodle Web site
Have you any insights you can add from other units you have studies or readings you’ve made?
Mandatory Readings
  • SEBoK
  • Part 3: Systems Engineering and Management: Knowledge Area: Introduction to Life Cycle Processes;
  • Part 3: Systems Engineering and Management: Knowledge Area: Life Cycle Models;
  • Part 3: Systems Engineering and Management: Knowledge Area: Concept Definition;
  • Part 3: Systems Engineering and Management: Knowledge Area: Systems Definition;
  • Part 6: Related Disciplines - 'Knowledge Area: Systems Engineering and Software Engineering';
  • Kerzner (2013) Chapters 15.16-15.23; 23.5-23.6;
  • AS/NZS 15288:2015 Chapter 6.3-6.4;
  • Raymond L., & Bergeron F., (2008) "Project management information systems: An empirical study of their impact on project managers and project success"
Optional Readings