Establishing an Integrated Project, Program, and Portfolio Management (IPPM) Digital Ecosystem – Pisano

In recent years the major thrust regarding integration of domains in project and program management has focused on earned value and schedule performance. The Aerospace & Defense industry in cooperation with the U.S. Department of Defense and the federal agencies has advanced this concept through the use of common schemas for this data.

These schemas have facilitated the accurate capture, transformation, and load (ETL) of this data, and have done so in such a way as to provide a deeper and broader capture of data essential to informed decision-making.

This presentation will present case studies where data has been integrated across the entire IPPM ecosystem. This integration not only entails improvements in timeliness and, hence, the value of earned value and schedule data, but also incorporates program framing assumptions, goals, and objectives; systems engineering, to include management of technical requirements, drawings, and documents; program-focused contract and financial management, technical performance, risk management to include joint cost and schedule confidence level assessments, measures of systems data integrity and validity, and process automation on milestones and in support of the Integrated Baseline Review (IBR).

As part of this presentation, the audience will be introduced to concepts regarding quantitative measures of improvement in data value, such as Intrinsic Value of Information (IVI) and Business Value of Information (BVI). Documented cost savings, as opposed to cost avoidance, will be emphasized and the methods of documenting these effects will be discussed. Determination of qualitative improvements, as well as elimination of redundancy, will also be covered. Finally, lessons learned from these efforts will be used to propose a set of principles that establish best practices in transitioning to a Digital IPPM environment.

PMI Talent Triangle: Technical Project Management (Ways of Working)

Multidimension Portfolio Management Structures: Missions, Capabilities, and Systems – Driessnack and Kenney

This paper will discuss approaches for management across multidimensional portfolios (systems, capabilities, missions) to expand and enhance performance management insights across the three portfolio types within the Department of Defense. Current portfolio management interacts with programmatic data across the three decision support systems: the Defense Acquisition System, the Joint Capabilities Integration & Development System, and the Planning, Programming, Budgeting & Execution Process. This information is often provided around individual programs, systems, and projects, not missions or capabilities, making portfolio management at the OSD level a challenge. Methods for developing a model-based systems programmatic (MBProg) structure that allows for capability and mission views and interfaces to Mission Engineering models are reviewed. The result is improved analysis and the ability to make data-driven decisions within the DoD Decisions Support Systems (D2S2) across multidimensional portfolios.