PPMP20013 Unit Portfolio: Week 9 - Manage Change and Disputes

This portfolio assignment for PPMP20013, Week 9, focuses on managing change, disputes, arbitration, and mediation within the context of project, program, and portfolio management practices in asset-rich organizations. The assignment reviews key areas such as asset allocation, diversification, and rebalancing. It also discusses tools and techniques for investigating project processes related to developing new facilities, equipment, and processes. The assignment further presents major processes for project justification, tenders, contracts, and selection criteria. It critically analyzes management strategies and operational activities to ensure safety, quality, and effective decision-making, and emphasizes effective teamwork and communication. The student incorporates insights from the unit's readings, including Smith Chapters 4, 15 & 20, and optional readings by Pinto & Kharbanda and Diekmann & Girard, along with a case study from QBCC.

(Insert Student Name) / (Insert Student Number) - PPMP20013 Unit Portfolio for Week 9
Week 9: Manage change, disputes, arbitration and mediation.
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
 Smith Chapters 4,
15 & 20;
Optional Readings
 Pinto, J. K. &
Kharbanda, O. P.
(1995);
 Diekmann, J. E. &
Girard, M. (1995).
Case Study
 QBCC.
1. Review using clear
terminology the key
areas and processes of
project, program and
portfolio management
practices as applies to
asset rich
organisations.
Asset allocation: long-term mix of assets has been one of the key to effective
portfolio management that has been based on the knowledge about the
different types of the assets and their nature of volatility and concert.
Diversification: it is a process of identifying the large scope of the identified
assets or class of the assets that has been a spreading of the rewards and risks
among asset class.
Rebalancing: Returning the portfolio into real target location within an interval
of a year can be described as the key actor for the PPPM. Reflecting on the
investor’s return or risk profile is a crucial aspect for the retaining the asset mix.
PPMP20013 Unit Profile
PPMP20013 Moodle
Web site
Have you any insights
you can add from other
units you have studies or
readings you’ve made?
Mandatory Readings
 Smith Chapters 4,
15 & 20;
Optional Readings
 Pinto, J. K. &
Kharbanda, O. P.
(1995);
 Diekmann, J. E. &
Girard, M. (1995).
2. Discuss the relevance
of tools and
techniques for
investigating and
describing project
process related to
developing new
workings, facilities,
equipment, plant and
processes for
justifying, designing,
developing, or
maintaining existing
Equivalent annual cost comparison: this comparison is helpful in comparing the
quantitative value of the cost comparison and managing the other constraints
based on this finding.
Compiling the capital budget: capital budget compilation is always an effective
approach towards analysing the present value of the intellectual property and
assets available to the organization.
Return on Investment calculations: It is an estimation of the output gained
through the investment made throughout the project lifecycle that alternatively
helps in managing the asset lifecycle
PPMP20013 Unit Profile
PPMP20013 Moodle
Web site
Have you any insights
you can add from other
units you have studies or
readings you’ve made?
1 of 4

(Insert Student Name) / (Insert Student Number) - PPMP20013 Unit Portfolio for Week 9
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
Case Study
 QBCC.
facilities and
equipment within the
context of their
technological and
asset lifecycle status.
Mandatory Readings
 Smith Chapters 4,
15 & 20;
Optional Readings
 Pinto, J. K. &
Kharbanda, O. P.
(1995);
 Diekmann, J. E. &
Girard, M. (1995).
Case Study
 QBCC.
3. Present and interpret
major processes that
are based on sound
policy, information,
and research that
enable project
justification, tenders,
contracts, and
selection criteria to
occur in an asset rich
organisation.
Following are the major processes involved in the sections mentioned in the
question:
Determining the tender process that will consider the opening tender, select
tendering, multi-stage tendering, and invited tendering.
Requesting for the preparation of the tender, tenders being already invited,
response of the suppliers, Selection after evaluation, debriefing after notifying
about the tender, and finally, contracts establishment and management. These
processes can play very crucial role in the fulfilment of the requirements those
are necessary for the project enabling, contracts, tenders, justification and
selection criteria.
PPMP20013 Unit Profile
PPMP20013 Moodle
Web site
Have you any insights
you can add from other
units you have studies or
readings you’ve made?
Mandatory Readings
 Smith Chapters 4,
15 & 20;
Optional Readings
 Pinto, J. K. &
Kharbanda, O. P.
(1995);
 Diekmann, J. E. &
4. Critically analyse
management
strategies and
operational activities
from a broad
perspective to ensure
safety and quality, to
avoid overruns or
rework, to manage
variations and claims,
and to make
Following are some of the operational activities management strategies those
could be helpful in contributing the management of the constraints mentioned
in the left column:
Identifying the emerging trends, and Gaps is an effective approach towards the
estimation of the strategies those can drag the project towards success.
Implementation of the changes in smooth manner: Changes are the behaviour
of the project and should be implemented within the project in manner
motivate them towards the set objectives and goals.
PPMP20013 Unit Profile
PPMP20013 Moodle
Web site
Have you any insights
you can add from other
units you have studies or
readings you’ve made?
2 of 4

(Insert Student Name) / (Insert Student Number) - PPMP20013 Unit Portfolio for Week 9
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
Girard, M. (1995).
Case Study
 QBCC.
decisions to
discontinue or close
projects.
Project evaluation helps in identifying the efficiency and effectiveness of the
project those needs to be manipulated for the successful delivery of the project
Risk Management helps in managing the impact of the risks at the minimum
level
Quality Management ensures that the delivery of the project is of high quality
Mandatory Readings
 Smith Chapters 4,
15 & 20;
Optional Readings
 Pinto, J. K. &
Kharbanda, O. P.
(1995);
 Diekmann, J. E. &
Girard, M. (1995).
Case Study
 QBCC.
5. Demonstrate an
effective,
professional level of
teamwork and
communication and
support collaborative
peer group learning.
As mentioned above, changes are always viable approach towards motivating
the delivery of the project as per the expected output and deliveries. However,
it has two perspectives on which the entire change can be turned into an asset
or disaster. Proper management strategies can lead towards the successful
implementation of the change and bring out necessary positive outcomes. On
the other hand, if the identified change brings dispute in the project delivery it
can be turned towards the legal systems and court rooms. Thus, consideration
of the effective and efficient approach is most valuable aspect in the overall
delivery of this project.
PPMP20013 Unit Profile
PPMP20013 Moodle
Web site
Have you any insights
you can add from other
units you have studies or
readings you’ve made?
3 of 4

(Insert Student Name) / (Insert Student Number) - PPMP20013 Unit Portfolio for Week 9
References
Heldman, K. (2018). PMP: project management professional exam study guide. John Wiley & Sons.
Jeston, J. (2014). Business process management. Routledge.
Stark, J. (2015). Product lifecycle management. In Product Lifecycle Management (Volume 1) (pp. 1-29). Springer, Cham.
Verzuh, E. (2015). The fast forward MBA in project management. John Wiley & Sons.
4 of 4