Project Management Portfolio: Systems Thinking Learning Outcomes

This portfolio provides a comprehensive overview of systems thinking within the context of project management. It begins with an introduction to project management principles and the role of a project manager, highlighting the benefits of adopting systems thinking approaches. The portfolio then delves into specific learning outcomes, exploring the relationship between project management and systems thinking, including its historical evolution and practical applications in areas like construction. It examines the tools and systems used within the systems thinking approach, such as brainstorming tools and casual loop diagrams, demonstrating their utility in managing project complexities. The portfolio concludes by reinforcing the value of systems thinking in providing a holistic view of project components, facilitating innovation, risk management, and improved project outcomes. Desklib offers a wealth of similar resources and study tools for students.

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INTRODUCTION
Projects vary in size and the scope of work to be done. Some projects are centered on technical
work, others are centered on social work among others. Therefore, it is important for any project
to employ a project manager well conversant with the field involved. That said, the project
management institute defined project management as the application of the various skills, tools
and techniques on a wide range of activities that are centered on meeting the needs of the
particular project (Cicmil, Cooke-Davies, Crawford, & Richardson, 2009). The application of the
aforementioned usually covers the whole project life and this is basically from start to the finish.
As such, the project manager is the person responsible for overseeing the proper execution of the
different tasks and activities that the project entails. Improper execution and coordination may
lead to improper project outcomes and/or delay in the completion time while proper project
management will lead to desirable outcomes such as early start.
The responsibility of the project manager is stipulated by the project board who ensure that the
project team is managed effectively and efficiently (Elmansy, n.d.). Moreover, besides managing
the project and the project team, the project manager ensures that there is a smooth interaction
between the project and the area that the business is to be conducted (Haslett, & Sankaran,
2009). Some of the responsibilities within the project include: the planning and the coordination
of the various activities, ensuring that the project deliverables are attained within the required
timeline, the management of risks that are associated with the project, the management of project
administration among others.
Some of the benefits of adopting project management methodologies and system thinking
approaches include: planning and organizing the chaos that are associated with a project,
scheduling and planning all the project activities, ensuring that there is teamwork throughout the
project, ensuring that there is maximum use of resources, the management of costs that are
associated with the project, ensuring that there is a proper transition of project activities,ensuring
that the project is within the required qualities, the usage and retention of knowledge and the
obtainance of knowledge from failure.
Besides the project manager, there is the program manager and the portfolio manager, the three
types of managers vary in size with the project manager managing the least amount of work
since he/she manages a single project. The program manager manages a group of related projects

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and therefore has a number of tasks under his/her belt as per the requirements of the different
projects.Finally,the portfolio manager manages a range of different projects which may fall
under different program managers and therefore has the largest degree of scrutiny and tasks. The
three managers are in the ascending order with the project manager reporting to the program
manager who consequently reports to the portfolio manager.

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COURSE LEARNING OUTCOMES
Learning Outcome 1
To begin with, it is important to understand that there is an area where the aspects of project
management and systems thinking interact. The relationship has developed and evolved over
time with the field of science employing the approach more than any other fields (Kim, 2018).
The relationship between project management and other system approaches such as systems
engineering has evolved over time. In particular, this was when operations research was used to a
large extent to manage and monitor projects that were mainly done during the 90’s (Remington
& Remington, 2008).As a matter of fact, system approaches and thinking were used because of
the complexity and uncertainty that faced humongous projects that were initiated for defense
purposes..
World War 2 saw the use of an integrated approach of project management and systems
engineering but after the war, the two disciplines separated and this culminated in the
development of different bodies of project management (Parkhurst, 2016). Many scholars have
indicated that project management and systems thinking have different professional codes of
practice but have a number of common grounds which may be on aspects such as the approach
which is centered on design, conceptualization and management of projects and systems (Haslett,
& Sankaran, 2009).
By definition, a system is a chain of interacting activities and or equipments.However, in the
case of projects, a system interacts with the environment but all this depends on the boundary.
Projects boundaries are categorized and managed by the scope and the amount of interest
invested. Interaction with the external environment can either be in the form of stakeholder
management or in the usage of environmental materials in the production of new commodities
and goods. The approach has been used extensively in various project management aspects and
has been widely explored in the various books and bodies that cover project management.
Moreover, considering the complexity of various projects and the management levels required,
systems thinking offers long term solutions and in this reduces the chances of a problem
reoccurring with the main aim to reduce and minimize consequences that would remain unsolved
throughout the project lifecycle (Taylor, 2010).

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Some of the advantages of using system thinking as part of project management include:
Innovation and creativity brought about when the system is looked in complete rather than when
the individual components are looked into. Looking at the project as one aspect and as a whole
sparks questions that mainly center on the integration of the different components which leads to
innovation. Secondly, system thinking provides a blueprint from where the different problems
that are associated with the integration of the different components can be solved. All the risks
associated with the dependencies can be mitigated which saves on cost and time. Thirdly, system
thinking provides a benchmark from where the different business objectives can be looked at.
Looking at the business in whole without considering the different individual components
ensures that the bigger picture can be obtained. Moreover, system thinking ensures that abrupt
changes in the requirements can be easily done without much stress and strain (Acarogrlu, 2017).
Last but not least is the fact that system thinking leads to better production and manufacturing
processes which ensures that the commodities produced are superior in quality.
Evidence
System thinking approach is employed in a construction firm whereby the design and
construction of a new building needs to consider the integration of the different systems
involved. The initial plans have to consider the manufacture and assembly of the different
building parts. Buildings are made up of slabs, walls, windows, beams, columns etc. and this
needs to be looked at in detail prior to the commencement of the actual construction work. By
doing so, not only will the building have a better appearance, it will also be durable with the
different components properly aligned and integrated. Furthermore, the different building
components will be in sync which will ensure that the time factor is adequately covered.
Learning outcome 2
There are a number of tools and systems that are used with the system thinking approach. They
are collective systems that help visualize the whole approach and are therefore very useful when
it comes to management of projects. However, these tools can be put into different categories
with the categories which may be independent or dependent on each other.
To begin with, the brainstorming tools are used in identifying the hard and soft quantities that are
identified in a session that involves free flowing thoughts (Boardman & Sauser, 2008). One
example is the double q diagram that ensures that the members see the whole picture. Secondly

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is the dynamic thinking tools which provide an insight on the relationship between the different
variables. The third category is that of structural thinking tools which, besides indicating the
relationship, provides an indication of how the variables affect one another (McGlynn, 2016).
Finally, there is the computer based tools which base the relationship on algorithms and
calculations ( Shankar, Tim, & Jim, 2010).
Evidence
In establishing the relationship between the different components of a building and the necessary
labor required, it is important to employ some of the system thinking tools. One such tools that
has been extensively employed is the casual loop diagram (Syed, & Sankaran, 2009). The
diagram explains how the various variables interact and therefore provides a general view of the
scope of work required. The laying of the foundation, casting of the beams and columns as well
as other structural works are all interrelated and this is clearly indicated by the casual loop
diagram.Therefore,the project managers and stakeholders have a general look at the precedence
of activity and the interdependencies.

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Conclusion
System thinking and project management may be two disciplines but have a common foundation
to their different principles and outlines. System thinking is employed in complex systems and is
used to provide a general outline of how the various components interact. The approach has been
widely used in the management of innovative and new projects that require an overview and
overlook of the different project aspects. In this, there has been an increase in the production of
commodities as well as design of quality products. Furthermore, risks that are associated with the
integration of the different components can be looked at which means that the project manager
can save on both time and money.
There are different tools that are used in the system thinking approach. These tools can be used
individually or as a combination. They give the project manager and the team a general outlook
of the interaction.

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References
Shankar, S., Tim, H., & Jim, S. (2010). Systems thinking approaches to address complex issues
in project management. From project management institute.
Acarogrlu, L. (2017). Tools of a system thinker. From
https://medium.com/disruptive-design/tools-for-systems-thinkers-the-6-fundamental-
concepts-of-systems-thinking-379cdac3dc6a
Boardman, J., & Sauser, B. (2008). ystems thinking: Coping with 21st century problems.
Cicmil, S., Cooke-Davies, T., Crawford, L., & Richardson, K. (2009). xploring the complexity of
projects: Implications of complexity theory for project management practice.
Elmansy, R. (n.d.). The Six Systems Thinking Steps to Solve Complex Problems. From
Designorate: http://www.designorate.com/systems-thinking-steps-solve-complex-
problems/
Haslett,, T., & Sankaran, S. (2009). Applying multi-methodological system theory to project
management.
Kim, D. (2018). Palette of Systems Thinking Tools. From system thinkers.
McGlynn, J. (2016). Can systems thinking deliver better project outcomes? From apm:
https://www.apm.org.uk/blog/can-systems-thinking-deliver-better-project-outcomes/
Parkhurst, M. (2016). Tools for Supporting Systems Thinking and Change. From
https://www.fsg.org/blog/tools-supporting-systems-thinking-and-change
Remington, K., & Remington, S. (2008). ools for complex projects.
Syed,, G., & Sankaran, S. (2009). Investigating an interpretive framework to manage complex
information technology projects.
Taylor, M. D. (2010). Systems Thinking in Project Management. From the project management
hut: https://pmhut.com/systems-thinking-in-project-management