PPMP20012 Program And Portfolio Management Information Systems

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PPMP20012 Program And Portfolio Management Information Systems

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PPMP20012 Program And Portfolio Management Information Systems

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Course Code: PPMP20012
University: Central Queensland University

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Country: Australia

Question:
Writer write answers of third column from below lists.
Mandatory Readings
Sterman J. (2000) Chapters 1 & 2Sterman presents Business Dynamics to us on this course. There are tools that allow models to be built and there are new sources being introduced all the time around systems thinking/engineering, and Systems and Business Dynamics modelling on the Internet. An example you might like to review to gain a hands on experience with Systems and Business Dynamics is:-
Insight Maker 
Insight Maker contains a number of very interesting project management models. Click on the menu option ‘Find Insights’ and type ‘project management’ into the search criteria.”Project management 104″ by Geoff McDonnell is a model that works without any complicated settings
Optional Readings
INCOSE – if you have access to INCOSE BoK then compare with Section 5.8 Information Management Process and 8.4 Information ManagementSterman J. (2000) Chapters 13 & 15
Optional Readings
INCOSE-TP-2003 if you have access to INCOSE BoK then skim over Chapters 6 to 10;The Systems Thinker is a web site that works to catalyze effective change by expanding the use of systems approaches 
Week 10 and 11:
Discuss contemporary developments in the use of PM application systems.
Answer:

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
· Sterman Chapters 1, 2, 13 and 15;
· Insight Maker
Optional Readings
· INCOSE
 

The study has been helpful to understand relevance of systems thinking to the project, program and portfolio managers.
 

The latest applications of project management have been including various implications of IT, researches and developments. It has included new products, corporate changes, services and development of software. Here the properties of the projects have been very distinct from the conventional ones. This includes the sectors of engineering and constructions. These are highly needed for the development latest project management tools (Levin, 2014). Currently there have been many practical developments. The history of the methodologies of project management can be seen from PERT, VPM and various current directions towards complex chain project management and various agile methods. Here, an important area of application for further developments has been the methodological changes and latest service and product developments.
As compared to various business processes, the project management has been specifically complex (Low & Ong, 2014). This has been from both practical and theoretical view-points. As seen theoretically, there has been problem of fundamental planning of various resource scheduling that has been largely intractable. From a practical perspective, the two standard objectives in project management are defined to be completion of the project on time and on budget.
However, various projects have been failing to meet those criteria. This has been despite the detail planning prior the beginning of execution and usage of current software of project management. Moreover, failure rate of projects is higher in many modern applications than in traditional ones, due to less reliable data and the more challenging. However it can be claimed that in spite the present growth in use, the applications of project managements has been complicated in managing (Olafsdottir, 2016). This has been giving rise to various interesting research scopes. Here, its reason of working has been to demonstrate what those opportunities have been and to deliver some specific examples.
Besides, the modern and conventional projects has been possessing distinct properties. At first, they have been possessing eventual configuration of conventional projects. This has been more clear that the current projects. Here, the construction of bridges and skyscrapers has not been starting toll the blueprints are been drawn up.
On the other hand, the exact formula to be used in business has been typically unknown until late in the project. This has been resulting into as a testing and regulatory approval. In the same way, the exact configuration of a software code is not known until its last line is written (Olafsdottir, 2016). The processes of scheduling and budgeting of various has been considerably more complex for nondeterministic projects than for the deterministic ones. Further, another second distinction has been lying in the complexity to determine the quantity of work that has been finished so far. As rough estimates have been available in the case of projects, it has been typically not available for software programs. 
Thus various conclusions can be drawn. First of all, the trends have been making project management applications complicated. It has raised competition, service life cycles, shorter products, strict budgets globally distributes, complex applications and multicultural project teams. On the other hand, various trends are there to make project managements simpler. They are effective management training, publishing nest practice information and supporting of better software. Moreover, there has been relative effect of the impacts varying from various applications. The underestimations of the project values as an effective plan from last 20 years has been leading researches to fall beyond the current business innovations and rise in applications. Various crucial developments in the current era of business innovation side of project management have not been supported well by this research. Further, various popular journals in operations ate researches and operation managements are publishes that has surveyed project management applications for the last decades. The researches’ and practices have now been diverged and various new researches have been originating entering into the field of project management. Thus it can be effectively concluded that the confluences of the factors has resulted in various interesting opportunities for research in the area of project management for the following 10 years.
However one of the important challenges is to what extent it is possible to model and evaluate the scalability of different kinds of management applications. Various kinds of models would necessarily incorporate both economic and behavioral components. This is because of the importance that the applications are made on various interactions and communications (Kwon, Lee & Shin, 2014). An interesting potential extension would be to develop a model that could be used, for a given project management application, to inform a choice between traditional project management and the new ones.
 

Kwon, O., Lee, N., & Shin, B. (2014). Data quality management, data usage experience and acquisition intention of big data analytics. International Journal of Information Management, 34(3), 387-394.
Levin, G. (2014). Project Quality Management: Why, What and How. Project Management Journal, 45(5).
Low, S. P., & Ong, J. (2014). Quality Management. In Project Quality Management (pp. 29-36). Springer Singapore.
Olafsdottir, H. (2016). Announcement of the IPMA Research Awards 2015. International Journal of Project Management, 34, A1-A2.
 
 
 
 
 
 
 
 

References
Kwon, O., Lee, N., & Shin, B. (2014). Data quality management, data usage experience and acquisition intention of big data analytics. International Journal of Information Management, 34(3), 387-394.
Levin, G. (2014). Project Quality Management: Why, What and How. Project Management Journal, 45(5).
Low, S. P., & Ong, J. (2014). Quality Management. In Project Quality Management (pp. 29-36). Springer Singapore.
Olafsdottir, H. (2016). Announcement of the IPMA Research Awards 2015. International Journal of Project Management, 34, A1-A2.

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