PPMP20012: Application Systems for Successful Project Execution

This report discusses the role of project management application systems in supporting successful project execution across various industries. It emphasizes the importance of organizational behavior and structure in choosing appropriate project management methodologies, highlighting the differences between PMBoK and PRINCE2. The report covers key aspects such as communication management, financial management, program integration, risk management, and quality assurance, control, and planning. Effective communication, stakeholder engagement, and the integration of various project components are identified as critical for project success. The document also references several sources to support its arguments and provide a comprehensive overview of the subject matter.

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WEEK 9: PROPOSE APPROPRIATE PM APPLICATION SYSTEMS TO SUPPORT SUCCESSFUL PROJECT EXECUTION IN
DIFFERENT INDUSTRIES.
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
 PMI (2013)
The Standard
for Program
Management
-- Third
Edition
Chapter 8;
 PMI (2013)
The Standard
for Portfolio
Management
-- Third
Edition
Chapter 7;
Organizational
behaviour as well as
structure plays an
important role in
defining the project
management
methodologies to be
chosen.
The project management methodologies define the role of the project manager.
For instance, if PMBoK is chosen then the project management is the primary
resource to manage the project and in case of PRINCE2 the project manager is
the mediator between the two parties i.e., internal and external stakeholders.
PPMP20012 Unit Profile
PPMP20012 Moodle
Web site
Communications
remains the key aspect
to project success and is
essential to ensure the
communication being
carried out is effective.
Communication
management involves
various tasks such as
information storage,
collection, sharing and
Application systems which are involved in the project and portfolio management
process could be made electronic in the near future.
Conti, T. (2006). Quality
thinking and systems
thinking. The TQM
Magazine, 18(3), pp.297-
308.
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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
transformation.
Every kind of party
involved with the
project needs a
different type of
communication and
communication
management must
effectively cater to that.
There is a clear cut
different project
program
communication and
project communication.
As such, the
requirements of
different stakeholders
should be addressed in
the communication
management plan.
Timely information
should be provided to
the stakeholders in the
information
disbursement phase.
Stakeholder engagement and assessment is carried out in various project with
the help of stakeholder map and matrix. The interest levels and contribution of
stakeholders could be assessed based on a variety of these matrices.
Dominici, G. (2015).
Systems Thinking and
Sustainability in
Organisations. Journal of
Organisational
Transformation & Social
Change, 12(1), pp.1-3.
Financial management
is a process wherein the
finances and costs
The communication management component is used to ensure that all external
and internal stakeholders are mangaged properly. Also, the stakeholders which
are associated with the development of various communication process and
Gasik, S. (2015). An
Analysis of Knowledge
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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
associated with the
programm are
completely managed.
Integration of various
components including
their budgets is
executed by controlling
of funds and costs.
Financial management
plan as well as cost
estimation is also
accomplished within
this process.
guidelines ensure that all the requirements of stakeholders are addressed. Management in
PMBOK® Guide. [online]
Sybena.pl. Available at:
http://www.sybena.pl/d
okumenty/PM-World-
Journal-2015-January-
Gasik-Analysis-of-
knowledge-
management-in-PMBOK-
Guide-PMI.pdf [Accessed
25 Apr. 2018].
Kerzner, H. (2013). A
Systems Approach to
Planning, Scheduling,
and Controlling. [online]
Books.mec.biz. Available
at:
https://books.mec.biz/t
mp/books/55F1OL4WQC
7HL2OBCGHS.pdf
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(Insert Student Name) / (Insert Student Number) - PPMP20012 Unit Portfolio for Week 1
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
[Accessed 25 Apr. 2018].
Program integration
management is
executed to integrate
various different
modules as well as
components with each
other’s. Some of these
modules may be
included in the quality
management and
procurement
management plans. Risk
management plays a
critical role in the
program management.
The risks which are
managed is done in the
following ways:
Identification of risk,
assessment of risk,
evaluation of risk,
treatment of risk and
closure.
Quality assurance, control and planning are 3 critical activities which are
involved in the overall process of quality management. These activities helps to
ensure that the project adheres to best practices and quality standards.
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References
Dominici, G. (2015). Systems Thinking and Sustainability in Organisations. Journal of Organisational Transformation & Social Change, 12(1),
pp.1-3.
Gasik, S. (2015). An Analysis of Knowledge Management in PMBOK® Guide. [online] Sybena.pl. Available at:
http://www.sybena.pl/dokumenty/PM-World-Journal-2015-January-Gasik-Analysis-of-knowledge-management-in-PMBOK-Guide-PMI.pdf
[Accessed 25 Apr. 2018].
Kerzner, H. (2013). A Systems Approach to Planning, Scheduling, and Controlling. [online] Books.mec.biz. Available at:
https://books.mec.biz/tmp/books/55F1OL4WQC7HL2OBCGHS.pdf [Accessed 25 Apr. 2018].
Conti, T. (2006). Quality thinking and systems thinking. The TQM Magazine, 18(3), pp.297-308.
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