Saeed Apros 2015-Rev 2a

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

dab.uts.edu.au

UTS:DESIGN, ARCHITECTURE

& BUILDINGUTS CRICOS PROVIDER CODE: 00099F

Q & A – INTERACTIVE SESSIONCONTACTSAEED.SHALBAFAN@AQUENTA.COM.AU

11201338@STUDENT.UTS.EDU.AU

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