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PMGT5879: Strategic Portfolio & Program Management (2013 - Semester 2 Block Mode)

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Unit: PMGT5879: Program and Portfolio Management (6 CP)
Mode: Block Mode
On Offer: Yes
Level: Postgraduate
Faculty/School: School of Project Management
Unit Coordinator/s: Mr McGarry, Gerard
Session options: Semester 1 Online, Semester 2 Block Mode
Versions for this Unit:
Site(s) for this Unit: http://elearning.sydney.edu.au/
Campus: Camperdown/Darlington
Pre-Requisites: None.
Brief Handbook Description: This unit specifically addresses the selection and prioritisation of multiple programmes and projects which have been grouped to support an organisation's strategic portfolio. The allocation of programmes of work within a multi-project environment, governing, controlling and supporting the organisation's strategy, are considered. The aim is to formulate and manage the delivery of the portfolio of strategies using programme management. Students will learn and practice the issues to be considered in selecting an effective organisation portfolio and how to implement a Portfolio Management Framework. Also they will encounter the many conflicting issues facing Program Managers as they seek to implement organisation strategy through programs and learn how to balance these to obtain desired outcomes.
Assumed Knowledge: None.
Timetable: PMGT5879 Timetable
Time Commitment:
# Activity Name Hours per Week Sessions per Week Weeks per Semester
1 Lecture 2.00 1 13
2 Tutorial 1.00 1 13
3 Independent Study 6.00 13

Learning outcomes are the key abilities and knowledge that will be assessed in this unit. They are listed according to the course goal supported by each. See Assessment Tab for details how each outcome is assessed.

Project Development (Level 5)
1. Understand how portfolio and program management, together with project management, are used to implement organization strategy;
2. Understand how mature portfolio management can assist organizations to obtain improved business value from their investments in programs and projects, by selecting the best mix of these initiatives;
Project Leadership (Level 5)
3. Understand how program management assists organizations to coordinate projects to implement strategy, and manage organization change in order to obtain the proposed benefits;
4. Understand how projects are delivery focused and enablers, but when combined with business change can create value for the organization.
Project Delivery (Level 5)
5. Understand how to ensure that benefits are realised from investments in programs and projects, and the role of effective governance and reporting in doing so.
Assessment Methods:
# Name Group Weight Due Week Outcomes
1 Assignment 1 Yes 30.00 Week 11 1, 2,
2 Assignment 2 Yes 30.00 Week 12 1, 3, 4, 5,
3 Reflective Learning Report No 30.00 Week 13 1, 2, 3, 4, 5,
4 Discussion Forum No 10.00 Multiple Weeks 1, 2, 3, 4, 5,
Assessment Description: Assignment 1: Portfolio assignment (30%). A brief case (4 pages) is provided for student teams to select a portfolio of investments for the case organisation and write an explanation as to why this selection was made. Also recommend how to implement a Portfolio Management Framework in the case organisation Note that a CPE (Confidential Peer Evaluation) is required and marks may be scaled where contribution is inadequate.

Assignment 2: Program assignment (35%). A case is provided (3 pages) and a series of questions on how to approach it. Also second part of case provided (2 pages) and your team will be required to respond with some ideas on an approach. Note again that individual marks for this team assignment may be scaled based on CPE results.

Reflective Learning Report (25%). 10-15 pages on major lessons learned from the unit.

Discussion forums (10%). Participate in 4 on-line forums over 8 weeks.
Grading:
Grade Type Description
Standards Based Assessment Final grades in this unit are awarded at levels of HD for High Distinction, DI (previously D) for Distinction, CR for Credit, PS (previously P) for Pass and FA (previously F) for Fail as defined by University of Sydney Assessment Policy. Details of the Assessment Policy are available on the Policies website at http://sydney.edu.au/policies . Standards for grades in individual assessment tasks and the summative method for obtaining a final mark in the unit will be set out in a marking guide supplied by the unit coordinator.
Recommended Reference/s: Note: References are provided for guidance purposes only. Students are advised to consult these books in the university library. Purchase is not required.
Online Course Content: Blackboard site: http://elearning.sydney.edu.au/
Note on Resources: PMI Standard for Portfolio Management - http://marketplace.pmi.org/Pages/ProductDetail.aspx?GMProduct=00101388901

PMI Standard for Program Management - http://marketplace.pmi.org/Pages/ProductDetail.aspx?GMProduct=00101388801

Best Management Practice website: http://www.best-management-practice.com

See also course material on Blackboard site.

Note that the "Weeks" referred to in this Schedule are those of the official university semester calendar https://web.timetable.usyd.edu.au/calendar.jsp

Week Description
Week 1 Introduction to the unit. Introductory tutorials.
Week 2 Strategy. How focus is on strategy implementation, since this is where portfolio and program management are part of the implementation system.
Week 3 Portfolio management. An overview.
Week 4 Portfolio management (continued).
Week 5 Portfolio management (continued).
Week 6 Program management. An overview of program management and how it is different from project management.
Week 7 Program management (continued).
Week 8 Program management (continued).
Week 9 Strategic risk. At a program and portfolio level, the risks to be considered need to be at a strategic level.
Week 10 Business cases. The business case is an important document to be used in selecting which programs and projects to undertake.
Week 11 Benefits realisation. How to realise the benefits from investment in programs and projects.
Assessment Due: Assignment 1
Week 12 Governance and reporting. Effective governance will be important in ensuring that benefits are realised from the investment. The reporting that it will need will be appropriate for governance purposes. Also the role of PMOs in Portfolio and Program Management.
Assessment Due: Assignment 2
Week 13 Stakeholder and change management. How to keep stakeholders engaged through the project lifecycle. The issues involved with managing organisational change.
Assessment Due: Reflective Learning Report

Course Relations

The following is a list of courses which have added this Unit to their structure.

Course Year(s) Offered
Master of Project and Program Management 2019, 2020, 2021, 2022
Bachelor of Project Management (Honours) 2013, 2014, 2015, 2016, 2017, 2018, 2019, 2020, 2021, 2022, 2023
Graduate Certificate in Project and Program Management 2019, 2020, 2021, 2022
Graduate Diploma in Project Management 2015, 2016, 2017, 2018
Master of Project Management 2015, 2016, 2017, 2018

Course Goals

This unit contributes to the achievement of the following course goals:

Attribute Practiced Assessed
Project Development (Level 5) No 53.5%
Project Leadership (Level 5) No 31%
Project Delivery (Level 5) No 15.5%
Project Communication (Level 5) No 0%

These goals are selected from Project Management Learning Progression Table which defines overall goals for courses where this unit is primarily offered. See Project Management Learning Progression Table for details of the attributes and levels to be developed in the course as a whole. Percentage figures alongside each course goal provide a rough indication of their relative weighting in assessment for this unit. Note that not all goals are necessarily part of assessment. Some may be more about practice activity. See Learning outcomes for details of what is assessed in relation to each goal and Assessment for details of how the outcome is assessed. See Attributes for details of practice provided for each goal.