Program and Portfolio Management Information System

This article discusses program and portfolio management information system and its benefits. It covers topics such as system thinking, engineering concepts, and project management practices. It also provides insights into IT risk analysis and big data analysis. The article is based on various case studies from different companies.

Running head: PROGRAM AND PORTFOLIO MANAGEMENT INFORMATION SYSTEM
Program and Portfolio Management Information System
Name of the student:
Name of the university:
Author Note

1PROGRAM AND PORTFOLIO MANAGEMENT INFORMATION SYSTEM
1. Introduction and summary of outcome:
The project portfolio management is the process used for analyzing various potential returns.
The following has organized and consolidated various process of data of various projects. The
learning outcomes are helpful for project portfolio managers to forecast the business in investing
over new projects.
1. Learning outcome 1:
Summary: The greater level of stakeholder engagement can be made with the help of proper
system thinking. It has lead in better understanding of real requirements, proper solutions and
understanding problems. Further comprehensive planning of risks with different acts has been
leading to higher confidences for the costs and schedules. Here, more comprehensive planning of
risks and various mitigation activities leads to greater confidence to ultimate schedule and costs
(Andler, 2016).
There has been various system thinking techniques and tools. They can be used for
brainstorming like mindmaps, concept mapping, temporal and dynamic thinking or relations and
graphs in due time along with CLDs. This also includes structural thinking like graphical thinking,
policy structures, decision-making processes and structure behaviors. Further, there have been
various tools that contribute in developing of various conceptual models and have been also
computer based like stock and flow diagrams, casual loops and graphs. These tools are used for
creating on one another (Badewi, 2016). Here, the best has been used through combining for
achieving in-depth insights to complex situations.

2PROGRAM AND PORTFOLIO MANAGEMENT INFORMATION SYSTEM
Prior exploring the concept of using system engineering, the primary differentiators are to be
examined as two functions and intersect. At first it has been vital to know that the project or program
has been on the basis of requirements (Bider & Jalali, 2016). Moreover, there have been regulatory
requirements, markets and businesses for the products and performance requirements against which
successful finishing is calculated. Here the product is to be developed for meeting every customer
requirements.
Evidences: For this cloud computing implementation at Woolworths, Australia is followed.
2. Learning outcome 2:
Summary: The project managers must include various values regarding engineering concepts foe
assuring that the projects and project teams has been focusing in proper vision and project
objectives. However, the valuation of engineering practices and methodologies has already existed.
Thus, the methods have been overlooked. The value engineering with processes, techniques and
tools has been provided by guidelines providing long terms values to project management process
and managers (Bider & Jalali, 2016). At present time, having the capability to insert values and
designing abilities has been delivering the best probable results to the stakeholders using results,
This are understood by them has vital regarding efficient project management.
Without any plan for project realization, it has been complex to envisage the way in which
business has been realizing the benefits (Badewi, 2016). Thus, planning benefits has been occurring
before the project has been approved to implement. The benefit realization plan outlines the places
where business benefits has been occurring, who on the business must be receiving benefits, who has
been liable for the delivery, how those advantages are linked to various project outputs (Kerzner &

3PROGRAM AND PORTFOLIO MANAGEMENT INFORMATION SYSTEM
Kerzner, 2017). Next the actions needed by stakeholders are determined for assuring the delivery of
various benefits.
The project management has been emerging as the discipline of large level decision making
through digital and analogue tools. This helps in augmenting intuition of project managers and teams
to undertake decision for the future projects. These tools are common and have been based on
common senses and utilized in every trade to back up decisions that are undertaken by authorities of
decision making.
With the help of decision making models the businesses plans for risks and performs reality
checks that is step to take the reaction of specific situations. The situation has been accounting for
positive and negative risks. These risks must deduce risk response plans (Binder, 2016).
The advantages of PPPM application systems have including various benefits for activating
project portfolio managements. The first advantage includes various programs that are going on and
it has tough to pinpoint the exact resources available (Kerzner & Kerzner, 2017). Next, PPM has
been allowing higher insights for every involvement around all kind of verticals. Moreover, as one
opens the projects for sharing resources in portfolios, they lessen risks of the failure of projects.
However, it has also seen that PPM has been possessing no- obstacles as it came to various
advantaged that can reaped by the business (Drury-Grogan, 2014). Further, as the resources have
been the benefits as the responsibility of the program is shared, this also leads to the downfall of
project portfolio management. Besides, project management has been calling for the capability to
categorize and define various elements under the project for prioritizing them.
Evidence: Here the IT risk analysis at Xero, Australia can be considered.

4PROGRAM AND PORTFOLIO MANAGEMENT INFORMATION SYSTEM
3. Learning outcome 3:
Summary: The point of exercise has been to consider what has been learnt from executing the plans
and to re-plan the basis of the new information and preventing future project work from becoming
detached from the plan. Comparing and evaluating the measured outcomes of the plans has been the
principle of the process group. Here, the progress has been deviating highly and this has indicated
outside the limit of predetermine tolerances (Kerzner & Kerzner, 2017). Thus it has been vital to
determine the underpinning causes and undertake corrective measures.
The current performance of individuals, systems and processes are to be analyzed, the
primary scopes of improvement is to be determined, a roadmap is needed to be developed along with
an action plan to execute.
Evidence: Here, big data analysis Atlassian, Australia can be considered.
4. Discussion and conclusion:
The above discussion has showed that though project budgets can go over. However efficient
use of PPM tools helps companies to fetch potential benefits. They are further helpful to determine
whether the project has been already over that budget and posing problems as the financial over at
various areas. As the projects falls beyond, the leaderships has the capability to stifle the effective
ripple effects through various techniques of project portfolio managements.

5PROGRAM AND PORTFOLIO MANAGEMENT INFORMATION SYSTEM
5. References:
Andler, N. (2016). Tools for project management, workshops and consulting: a must-have compendium
of essential tools and techniques. John Wiley & Sons.
Badewi, A. (2016). The impact of project management (PM) and benefits management (BM) practices
on project success: Towards developing a project benefits governance framework. International
Journal of Project Management, 34(4), 761-778.
Bider, I., & Jalali, A. (2016). Agile business process development: why, how and when—applying
Nonaka’s theory of knowledge transformation to business process development. Information
Systems and e-Business Management, 14(4), 693-731.
Binder, J. (2016). Global project management: communication, collaboration and management across
borders. Routledge.
Drury-Grogan, M. L. (2014). Performance on agile teams: Relating iteration objectives and critical
decisions to project management success factors. Information and Software Technology, 56(5),
506-515.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling,
and controlling. John Wiley & Sons
Morozov, V. V., & Timinsky, A. G. (2016, August). Strategic gaps in the capabilities of internal and
external adaptation of methodologies and information systems of project management. In Data
Stream Mining & Processing (DSMP), IEEE First International Conference on (pp. 405-409).
IEEE.
Webb, A. (2017). Project management for successful product innovation. Routledge.