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UTS:DESIGN,ARCHITECTURE
AND BUILDINGUTS CRICOS PROVIDER CODE: 00099F
SIMULATION & STUDY DECISION MAKING IN PROJECT PORTFOLIO MANAGEMENT (PPM)
dab.uts.edu.au
Saeed Shalbafan Dr. Elyssebeth Leigh Dr. Julien Pollack Professor Shankar Sankaran
dab.uts.edu.au
PROJECT PORTFOLIO FRAMEWORK
Service 1
Product 1
Product 2
Project Evaluation
Project Prioritisation
Project Retirement
Project Evaluation
Project Prioritisation
Project Retirement
Project Evaluation
Project Prioritisation
Project Retirement
Gate 1 Initiation
Gate 2 Develop
ment
Gate 3 Implementation
Finance
Strategy
Personnel
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PROJECT PORTFOLIO MANAGEMENT
Key Interfaces of PPM and Complexity
• Organisation structure
• Business environment
• Individual decision makers’ background
• Single projects
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HOOSHMAND – 1 DESIGN
Key Principles of design
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CYNEFIN
Cynefin Framework
Un-ordered
Simple
ComplicatedComplex
Chaos
(Kurtz and Snowden 2003)
Sense – Categorise – Response
Sense – Analyse – ResponseProb – Sense – Response
Act – Sense – Response
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BA – CHARACTERISTICS
Four key characteristics of BA – Knowledge Creation
(Nonaka and Konno 1998)
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DEFENSIVE ROUTINES & SELECTION Reducing Defensive Routines enhances learning through experiments
Defensive Routines
• Avoid critiques • Persist against learning • Avoid discourse of facts
for others’ satisfaction
Participants Selection
Rules
• Participants with diversified management experience (Minimum three years)
• Direct colleagues could not play in the same group
• Professional background in project-based organisations
• Preferably not from the same organisations
Argyris, C. (1986)
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SIMULATION RULES
• Participants commence the simulation with the facilitator’s announcement
• Participants are not allowed to swap tables or leave their tables without
coordination with Facilitator
• Each Table must inform facilitator when they finish each stage (1&2)
• Participants must return all individual paper works into relevant folder
when the simulation finishes
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SIMULATION PROCESS
• Grouping• Facilitation
Brief
• Information Integration
• Role Play
Simulation• Sense
Making • Reflection
Debrief
ObservationNotes
Sense Maker items
Sound recorded dialogues
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HOOSHMAND – 1 ARRANGEMENT
R1
R2R3
R1
R2R3
R1
R2R3
Scenarios
G1 G2
G3
Real-time Events:1- Organisation change2- Cancellation of projects by a client
Scenario 1:10 percent budget reduction
Scenario 2:New opportunities for expansion
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UTS:DESIGN, ARCHITECTURE
& BUILDINGUTS CRICOS PROVIDER CODE: 00099F
Q & A – INTERACTIVE [email protected]
dab.uts.edu.au
ACTION LEARNING CYCLESSix Cycles of Action Learning were used to finalise design of simulation for the context of project portfolio decision making in complex and complicated conditions.
Knowledge Base
WIP WAP
Air Power 2100
Portfolio Selection
Hooshmand 1st Pilot
Hooshmand 2nd Pilot
Literature Review2012
Development and Test2013
Implementation2014
