2012 templatesA Template with Ideas for the structure of the Co.docx

2012 templates/A Template with Ideas for the structure of the
Consolidated Portfolio.pdf
Ideas for the structure of the Consolidated Portfolio
There are many possible approaches, and it is the intention to
test how well the students are at
tackling the problem. In real life (as you probably know) a
project manager is frequently confronted
with the need to write a report and structuring the report for the
audience is always a tricky thing to
do.
However, a way of tackling the consolidated portfolio is to do
the following: -
1. Introduction and summary of outcomes
2. Itemise each learning outcome: -
a. LO1
i. Summary
ii. Evidence
b. LO2
i. Summary
ii. Evidence
c. … etc.
3. Discussion and Conclusion
4. References

5. Appendix of the weeks
a. Week 1
b. Week 2
c. ... etc.
Without going overboard then when formatted bullets 1 to 3
above will be most likely 8 to 10
pages. It might be more, but it should not be less. Each LO
would contain two to three
paragraphs. The important thing is to say in the LO section how
the student achieved the LO. This is
done through the summary and the evidence that points to each
week in the appendix.
In the course profile students are encouraged to imagine they
are going before an interview panel
and had been asked to show them how they could meet the job
criteria (learning outcomes). So, as
a prerequisite they had to prepare a paper for them.
The marking criteria can often be encapsulated into a four stage
criteria: -
1. Does the section or topic meet all of the basic learning
requirements relevant of the
course, such as knowledge of fundamental concepts and
performance of basic skills;
demonstrates sufficient quality of performance to be considered
satisfactory or
adequate or competent or capable in relation to the learning
outcomes of the
assignment? (25%)

2. Does the section or topic reflect an ability to use and apply
fundamental concepts
and skills of the course, going beyond mere replication of
content knowledge or skill
to show understanding of key ideas, awareness of their
relevance, some use of
analytical skills, and some originality or insight? (50%)
3. Does the section or topic demonstrate awareness and
understanding of deeper and
less obvious aspects of the course, such as ability to identify
and debate critical
issues or problems, ability to solve non-routine problems,
ability to adapt and apply
ideas to new situations, and ability to invent and evaluate new
ideas? (75%)
4. Has the section or topic been presented with imagination,
originality or flair, based
on proficiency in all the relevant learning outcomes of the
course; work is interesting
or surprisingly exciting, challenging, well read or scholarly?
(100%)
This criterion is ADDITIVE. In other words, the last item (4) is
inclusive of the previous
ones (1, 2, and 3). If you feel that a student did most of 4 then
you might give them 25% of
the overall mark for the first criteria and then 25% of the
overall mark for the second criteria
and then 25% of the overall mark for the third criteria and
finally 10% of the mark for the
fourth criteria. So, the overall mark will be 85% overall.

This means that the first gate the student must meet is (1) the
basic learning requirements
relevant of the course, such as knowledge of fundamental
concepts and performance of
basic skills; demonstrates sufficient quality of performance to
be considered satisfactory or
adequate or competent or capable in relation to the learning
outcomes of the assignment. If
they don't meet that criteria then they can't get a grade for the
second criteria.
You can use a similar concept when you think of many
assignments. In other words, is the
assignment (1) average, (2) good, (3) excellent, (4) amazingly
superb? It makes it easier to
think of things that way. The words in each of the criteria is
just a rational and fancy way of
expressing average, good, excellent, amazingly superb!
2012 templates/PPMP20012 Template Week 1.docx
(Insert Student Name) / (Insert Student Number) -
PPMP20012Unit Portfolio for Week 1
Week 1 Topic: Explain the relevance of systems thinking to PM.
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: 'Introduction to SEBoK'
· SEBoK: 'Introduction to Systems Engineering';
· SEBoK:Part 7: Systems Engineering Implementation Examples
· 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;
1. Explain the relevance of systems thinking to the project,
program and portfolio manager.
The objective of this week’s topic is to make sure you have
abroad understanding of
· The unit’s fundamental objectives;
· Systems Thinking
· Systems Engineering
· Project, Program and Portfolio management;
· The Deepwater Horizon and Texas City disasters
· The challenges that face organisations like BP, it’s partners
and the broader community;
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?
PPMP20012Unit Profile
PPMP20012 Moodle Web site
Have you any insights you can add from other units you have
studies or readings you’ve made?
References

1 of 2
(Insert Student Name) / (Insert Student Number) - PPMP20012
Unit Portfolio for Week 10 and 11
Week 10 and 11: Discuss contemporary developments in the use
of PM application systems.
Reading samples
Mandatory Readings
· Sterman Chapters 1, 2, 13 and 15;
· Insight Maker
Optional Readings
· INCOSE
Web Sites
· -
1. Discuss contemporary developments in the use of project,
program and portfolio (PPPM) application systems.
Finally, we come to the last of the formal portfolio templates.
After this template you will start putting together your
consolidated portfolio.
However, please bear in mind that there is some additional
material next week that you should reflect on in the
Consolidated Portfolio. Don’t fail to reflect on it in your
Consolidated Portfolio since they are included in the marking
criteria. It’s just that once you’ve uploaded this 10th portfolio
in the 11th week there is not much chance of providing further
discussion in the tutorials. Also, by now you should have got

the idea about the portfolios and so don’t really need a
template!
The topic for both week 10 and 11 is the same and concerns
where and what is happening with project management
application systems to make them really useful. In this unit we
started with looking at BP and the tragic disasters they have had
at Texas City and Deepwater Horizon. We then spent the past
ten weeks considering aspects of project management
applications and how they might help project, program and
portfolio management. The key objective is to be able to
provide visibility and accuracy into what’s happening in an
organisation so that quick decisions can be made. The
consequence is that an organisation such as BP will be able to
take alternate actions and avoid Texas City and Deepwater
incidents! However, hopefully your reflections and
investigations have also revealed that this is a lot easier to say
and write than to do in real life!
The material from both the Sterman book and the InsightMaker
web site show how models can be developed to allow analysis
of possible scenarios. Imagine that there is a connection
between those models and the data that is being collected in the
real world. Then scenario analysis could be performed to
provide the possibilities of different outcomes. Would that be
useful to BP? What would be required to ensure that the models
are an accurate reflection of the real world? What commitment
would be required by people to make this happen?

PPMP20012 Unit Profile
References
1 of 2
(Insert Student Name) / (Insert Student Number) -
PPMP20012Unit Portfolio for Week 2
Week 2: Identify different systems thinking tools and
techniques to aid project managers solve project problems.
Reading samples
Mandatory Readings
· 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
Case Study
· Chief Counsel's Report - Chapter 5 (PDF 700KB),
1. Identify different systems thinking tools and techniques to

aid project managers solve project problems.
The objective of this week’s topic is to ask questions about how
systems thinking can be implemented. To achieve this we need
to have a good understanding of:
· What systems thinking is and what it is trying to achieve. You
might want to review back to last week’s readings and material;
· Secondly what tools and techniques can be used to make
systems thinking work? In fact this is the purpose of systems
engineering, which is a comprehensive way of implementing
systems thinking;
· How with systems thinking and systems engineering project
managers might solve problems?
· The conventional project management thinking says that
Project, Program and Portfolio management is a solution to
solving project problems. But is it really?
· Think of the problems that BP have faced with The Deepwater
Horizon and Texas City disasters. Did systems thinking and
systems engineering help them?
· How about the Chief Counsel’s Report? Does it show that BP
had a good idea about systems thinking?
References

1 of 2
Unit Portfolio for Week 3
Week 3: Assess the Relevance of Systems Engineering to
Project Cases.
Reading samples
Mandatory Readings
· SEBoK Part 2: Foundations of Systems Engineering –
· 'Knowledge Area: Systems Fundamentals';
· 'Knowledge Area: Systems Science';
· 'Knowledge Area: Systems Thinking';
· 'Knowledge Area: Representing Systems with Models';
· Part 6: Related Disciplines –
· 'Knowledge Area: Systems Engineering and Industrial
Engineering';
· '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;
· Project Management Case Study;
· Kerzner (2013) Chapters 17.12-17.17;
· AS/NZS 15288:2015 Chapter 5;
Optional Readings

Movies and Web sites
· YouTube:
· "Systems Engineering" (by ThinkTVPBS)
· Modeling the Management of Systems Engineering Projects
(by VitechCorp)
· Web Sites:
· International Council on Systems Engineering (INCOSE)
· Systems Engineering Society of Australia
· The Guide to Lean Enablers for Managing Engineering
Programs - MIT
1. Assess the relevance of systems engineering to project cases.
The objective of this week’s topic is to ask questions about how
valuable is Systems Engineering to Project Management and the
project cases we are considering. The big case we have been
looking at has been BP and Texas City then Deepwater Horizon.
We now have a basic understanding of Systems Engineering,
Project, Program, and Portfolio Management, so we can ask
ourselves:
· Does Systems Engineering have any relevance to the two BP
catastrophes?
· Are there any sources that might claim there is relevance, for
example SEBoK?
· How with systems thinking and systems engineering project
managers might solve problems?
· Does Project, Program and Portfolio management provide any
relevance? Either in conjunction or not with Systems
Engineering?
· How do we know these things? What proof do we have? How
strong is it? Would the strength of the proof encourage the
board of BP to invest in these solutions?
· Think of the problems that BP have faced with The Deepwater
Horizon and Texas City disasters. Did Project, Program and
Portfolio Management as well as systems engineering help
them? If not then why not? After all BP has more money than
we can imagine and surely they did not allow these catastrophes
to occur out of ignorance and because they wanted to pay

billions in compensation, as well as kill people and ruin the
environment?
· How about the Chief Counsel’s Report? Does it show that BP
had a good idea about Project, Program and Portfolio
Management as well as systems engineering?
References
1 of 4
Week 4: Describe how systems engineering concepts and
methodologies can help a project manager organise a project.
Reading samples
Mandatory Readings

· SEBoK Part 2: Foundations of Systems Engineering -
'Knowledge Area: Systems Approach Applied to Engineered
Systems';
· Part 5: Enabling Systems Engineering;
· Kerzner (2013) Chapters 1.21; 2.16-2.18; 17.18;
· AS/NZS 15288:2015 Chapter 6.1-6.2;
· Al-Mamary Y.H., Shamsuddin A, &Aziati N., (2013) "The
Impact of Management Information Systems Adoption in
Managerial Decision Making: A Review"
Optional Readings
· AS ISO 21504:2016
· Portfolio Management;
· Movie: Enterprise Project Portfolio Management (EPPM).
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 ask questions about the
concepts and methodologies in systems engineering and how a
project manager might use them. At first reading you might
start thinking that this topic is similar to last week “Week 3:
Assess the relevance of systems engineering to project cases.”
However, if you think about it then you hopefully realise that
there are differences. Last week we were thinking about the
relevance of systems engineering to BP, whereas this week
we’re asking a more broader question about the systems
engineering concepts and methodologies to organising a project.
So, some of the questions that might immediately spring to your
mind are:
· What is the difference between a concept and methodology -
maybe you’ll need to look this up in a dictionary? You might
like to consider the comparison of a taxonomy to an axiom.
From this thought what do you think a concept is? Is it a
taxonomy or an axiom? Similarly, what is a methodology -
taxonomy or an axiom?
· Are there specific things we can find in SEBoK that help with
defining concepts and methodologies? Are there common ideas

in project, program and portfolio management that help? How
about the Kerzner text book? Is there anything useful in the Al-
Mamary, Shamsuddin, &Aziati article?
References
1 of 2
Week 5: Explain the importance of appropriate selection of
Project Management (PM) application systems in regards to
project realisation.
Reading samples
Mandatory Readings
· SEBoK

· Part 3: Systems Engineering and Management: Knowledge
Area: Introduction to Life Cycle Processes;
Area: Life Cycle Models;
Area: Concept Definition;
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?
References
1 of 3

Week 6: Describe how the use of PM application systems can
lead to effective PM knowledge management and decision
making.
Reading samples
Mandatory Readings
· SEBoK
Area: Systems Realization;
Area: Systems Deployment and Use;
Area: Systems Engineering Management;
Area: Product and Service Life Management;
Area: Systems Engineering Standards;
· Kerzner (2013) Chapters 23;
· AS/NZS 15288:2015 Annex E
Optional Readings
· AS ISO 21504:2016
Web Sites
· YouTube: What is Portfolio Management vs. Project
Management?
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 describe how the use
ofapplications systems impact and realise effective decision

making through knowledge management. I have deliberately
underlined certain section in the previous sentence. You might
like to compare this week’s topic with last week’s topic. They
are similar, but for the emphasis on describing the use of
applications systems and knowledge management. Last week we
investigated some application systems, notably those from SAP,
Oracle, IBM and Microsoft. This week you are trying to
describe how they influence knowledge management and
particularly decision making. The importance of decision
making is of preeminent significance. If we are not going to
decide, then what are we doing? The whole point of project
management is to plan what we want to do. Then monitor and
control that we’re doing what we want. If anything deviates
from our goal, then we apply our knowledge to make decisions
and get things back on track! So, ask yourself and reflect on:
· What are application systems? To answer this question, you
might like to go to your reflections last week?
· What is the problem or inhibitors to project realisation?
· What do the application systems need to do?
· How does knowledge management help in this process?
· What do we need to be in place to make effective decisions?
In this week’s readings and material, you’ll find answers to
these questions.

References
1 of 3
Week 7: Compare and contrast the advantages and
disadvantages of different manual and electronic PM application
systems within each PM knowledge area over the life cycle of a
project.
Reading samples
Mandatory Readings
· SEBoKPart 4: Applications of Systems Engineering;
· AS/NZS 15288:2015 Annex F & G
Optional Readings
· AS ISO 21504:2016
· BP News Wrap-up
Web Sites
· -
1. 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 objective of this week’s topic is to encourage youto ask
yourself questions about the veracity of electronic computer
systems against the applicability and stickability of manual (i.e.

paper, but not only paper) systems. Previously you have seen
and heard from the likes of Oracle, SAP, IBM and Microsoft. If
you believe them then you will be convinced that all you need
to do is invest in their software and life is good! Does that then
mean that you can dispense with a diary or note book? What
about work instructions, job packs, safety checklists, hand
written notes and diagrams? How about the taking photos at
work of equipment or the environment? Will the computer
system do that for you? Is the use of electronic computer
systems equal for all people across all projects? Is it the same
in engineering, mining, manufacturing, healthcare, IT, in the
city, in the country, at sea, in the air? Is there a need to use
electronic or manual systems at different phases of the life
cycle, such as initiation, planning , execution, closing, reporting
to the project board, holding meetings with clients, So, ask
yourself and reflect on:
· How comprehensive are the application systems?
· Are there times when human beings need to read and write on
paper?
· Does this change as the project or project environment
changes?
these questions. The SEBoK reading is particularly useful and
describes five different applications of systems engineering.
15288 is quite interesting with the descriptions of various
models. Does modelling help or confuse? Who would benefit
from a model?

References
1 of 2
Week 8: Identify how PM application systems can assist project
managers to monitor performance and manage changes within
the project.
Reading samples
Mandatory Readings
· PMI (2013) The Standard for Program Management -- Third
Edition Chapter 8;
· PMI (2013) The Standard for Portfolio Management -- Third
Edition Chapter 7;
Optional Readings
· -
Web Sites
· -
1. Identify how project, program and portfolio (PPPM)
application systems can assist project managers to monitor
performance and manage changes within a project.
The objective of this week’s topic is to provide you with an

opportunity to reflect on the impact and life cycle of changes to
the project. Project management is about risk and uncertainty
management! If there is no uncertainty then there is no need for
a project! Because there is always uncertainty with a project
then there are almost always occasions when change is required.
Change being the process of having to adjust the thing or things
that has been planned. So, ask yourself and reflect on:
· How do application systems help monitor performance?
· How do application systems help manage change?
· For fun you might like to reverse those questions above, such
as, asking how do applications systems hinder performance
monitoring or manage change?
these questions. In 2017 the PMI updated both the Program and
Portfolio Management Standards. You can either look at the
3rd or 4th editions, or if you’re keen both! The 3rd edition of
Program Management chapter 8 discusses the Supporting
Processes, whereas the 4th has called it Program Activities – the
changes and additions between the two are quite interesting. In
the 3rd edition of the Portfolio Management Standard chapter 7
is called Portfolio Communication Management, whereas in the
4th it is called Value Management. Appendix X1 explains the
rationale for the changes.

References
1 of 2
Week 9: Propose appropriate PM application systems to support
successful project execution in different industries.
Reading samples
Mandatory Readings
· PMI (2013) The Standard for Program Management -- Third
Edition Chapter 8;
· PMI (2013) The Standard for Portfolio Management -- Third
Edition Chapter 7;
Optional Readings
· -
Web Sites
· -
1. Propose appropriate project, program and portfolio (PPPM)
application systems to support successful project, program and
portfolio execution in different industry domains.
Gosh, what a wonderful week – no readings or anything to do!!!
However, the objective of this week’s topic is to provide you
with an opportunity to propose what application systems you
think will support successful project execution in different
industries.

So, ask yourself and reflect on:
· What is required by organisations from their application
systems? Think about PMIS’s i.e. the systems required to run a
project, program, and portfolio. What is required to
communicate between them? From the portfolio down to the
project and then from the project back to the portfolio.
· How do application systems help this happen? What is the
information that needs to flow up and down?
· In what way would the appropriate application systems have
helped BP? Or any other organisation you might have studied
in this course?
This week’s topic is really the heart of this unit PPMP20012
Program and Portfolio Information Systems. Obviously, for a
big organisation like BP having visibility into what’s happening
within the organisation is incredibly important. Failure to do so
means that accidents like Texas City and Deepwater Horizion
become far worse that they should. The Chief Counsel
identified some fundamental managerial, training, systems,
cultural, and relationship failures in Chapter Five of his report.
Addressing these will have substantial impact in the future.
However, an organisation like BP is working in an inherently
dangerous environment (hydrocarbons). Surely it is incumbent
on them to make sure that everything they do is safe? To really
achieve maximum safety, they need to make sure that they have
total visibility into everything. But is this possible? What
technology can achieve this? What will be the cost? How long
will it take and who should be involved?
Then think about other industries, such as governments, health
care, transportation, manufacturing, construction, entertainment
tourism, military, justice and the police, and so on and on. Is it
the same for all of them? Do they all need visibility into what’s
happening in their organisations?

References
1 of 2

2012 templatesA Template with Ideas for the structure of the Co.docx

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