Project, Portfolio and Program Management

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ASSESSMENT 3 BRIEF
Subject Code and Title PROJ6018 Project, Portfolio and Program Management
Assessment Case study-based Recommendations Report
Individual/Group Individual
Length 2,500 words (+/–10%)
Learning Outcomes The Subject Learning Outcomes demonstrated by successful
completion of the task below include:
a) Critically evaluate and reflect on the strategic value of
project, program, and portfolio management, on project
management lifecycles and organisational change
management.
b) Analyse project, program and portfolio management tools
and techniques and argue their significance in improving
business practices, value delivery and performance.
c) Appraise and justify project, program, and portfolio
management frameworks in diverse global organisational
settings.
Submission Due by 11.55 pm AEST/AEDT Sunday end of Module 6.1 (Week 11)
Weighting 40%
Total Marks 100 marks

Assessment Task
Prepare a 2,500-word recommendation report to present your analysis of a Project Portfolio
Management Maturity in an organisation of your choice. The report should clearly recommend
options and strategies to improve the level of Project Portfolio Management of the organisation and
to ensure the delivery of value and benefits that align with the organisational strategy and goals of
the project.
Please refer to the Instructions for details on how to complete this task.
Context
Organisational project maturity is a determinant of project success in organisations and can be
affected by the effective management of initiatives, such as the Project Management Office (PMO),
Program Management Office (PgMO) or Portfolio Management Office (PfMO). As a Project
Management (PM) professional, you will be called on to identify the level of maturity in the
organisation and assess the effect of this maturity level on your selected project(s), program(s) or
portfolio(s). An organisation that displays a low level of maturity may not be able to deliver the value
and benefits identified as the outcomes of the organisation’s projects. Implementing Project
Portfolio Management in an organisation requires a considerable assessment of the potential
success of the strategic framework to deliver the value and benefits, while ensuring it aligns with
and supports the strategic objectives of the organisation.

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An understanding of the organisational structure, the effectiveness of tools and techniques and the
key influence of a PMO or enterprise Portfolio Management Office (ePMO) or PfMO in the
implementation process is essential. Before developing recommendations that will propose a
roadmap to a successful outcome, it is incumbent on the PM professional to understand and
effectively analyse the organisational needs, opportunities and threats, using appropriate and
relevant tools and techniques. These recommendations must be based on an effective and wellunderstood framework, apply well-tested methodologies and models and demonstrate an
understanding of the validity of the selected approach as it applies to the organisation.
Instructions
1. Read and review the contents of Modules 1—6.1, including all the Learning Activities and any
additional resources that you find relevant.
2.
Select an organisation from the supplied list of case studies. With the approval of your learning
facilitator, you can select the organisation that you used in Assessment 1.
3. Investigate and critically analyse your selected organisation, identifying
business and project
portfolio management needs
and considering the tools and techniques relevant to the project,
program and portfolio management in improving business practices, value delivery and
performance.
4. Carry out a
maturity assessment using your selected organisation. The Project/Portfolio
Management Maturity assessment is the foundation for the development of recommendations
that align the organisation’s maturity with its ability to deliver outcomes relevant to its strategic
objectives.
5. Your assessment and investigation should also include a project inventory and an analysis of
current
project selection processes that may lead to recommendations for improvements.
6. You then need to provide recommendations that will improve the level of organisational PM
maturity. Base your recommendations on your selected
PM framework and include a roadmap
for the portfolio management implementation into this organisation. At a minimum, your
recommendations should address the following questions related to improvements, but you
may add others:
What is the level of Project/Program /Portfolio Management maturity in the
organisation? What recommendations are you making to improve the organisation’s
maturity level? How long do you think the organisation will need to reach the next and
desired level? Are the next and desired levels the same level?
What is the current PM approach? How does the organisation manage its projects? Is
the organisation investing in the right project and optimising its capacity? Are the
promised
project benefits being realised and how does this relate to the current level of
maturity? What are your recommendations for ensuring that the right projects are being
selected for organisational investment and inclusion in the program or portfolio? How
will this be measured?
What are the key best practices and models currently in use? What are your
recommendations to improve the maturity level? Which model are you recommending
and why?

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What is the current method used to evaluate the project portfolio? How successful is
this method? What recommendations would you make to improve the current state?
Has a benefits management lifecycle been implemented in the organisation? How
would you describe the processes of the lifecycle? Has the lifecycle been applied at the
project, program or portfolio level? What are your recommendations to improve the
management and realisation of the ongoing and sustained benefits? How does this
relate to the current and desired maturity level? How does the benefits management
align with the deliverable goals of the organisation’s projects?
How would you assess the corporate culture and more specifically, the potential
likelihood of differences in terms of key internal stakeholders’ influence and input? Who
are the key stakeholders in this organisation? Do they each hold the same perspective in
relation to the implementation of portfolio management and/or improvements in the
project/portfolio management maturity of the organisation? What effects do these
different perspectives have on your recommendations? How will you approach these
differences and find an agreed approach to the acceptance of your recommendations?
What strategies are you recommending? Will a PMO improve this scenario? How and
where will the PMO need to be situated in the organisational structure to achieve
synergy in the acceptance of your recommendations?
How would you define and recommend a change management approach and model for
the organisation given the organisational readiness for and acceptance of the changes
you are recommending? Which challenges can you identify that you believe may be
encountered regarding the changes and stakeholders’ acceptance of the changes and
what solutions would you recommend to manage these challenges?
How is a PMO valuable in the context of the current level of maturity and how can it
improve the maturity level? What sort of PMO and at which organisational level should
the PMO be implemented in the organisation? What type of Portfolio Management or
Program Management model do you recommend? Include a roadmap for the
implementation of the PMO, including an approach for change management, resource
allocation and capacity and capability planning. What are the responsibilities for your
planned PMO and what type of PMO are you recommending? What recommendations
would you make regarding the change management approach, training, tools and
techniques used and recommended in the management of the project portfolio?
What is the likely success of introducing the Portfolio Management or Program
Management and an associated PMO? How will you define the success of this
implementation? What
challenges are likely to be faced by your selected organisation?
What recommendations will you propose to increase the success of this initiative and
overcome the challenges that you have identified?
NOTE: Ensure that you have considered and included an overall plan and roadmap for
the improvement of the maturity level of the organisation and consider whether you are
implementing portfolio or program management.
7. Report structure
Title page: Include the Title of the Report, Student Name, Student ID, Learning
Facilitator’s Name, Word Count and Date Submitted.
Executive Summary: Provide a summary of your report, findings and recommendations.
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Table of Content: Include page numbers and headings.
Introduction: Outline the background and the specific context of the organisation you
have analysed.
Body of the Report: Provide your findings and recommendations.
Conclusion: Provide a summary of your findings and recommendations.
References: List all the references cited in the report, including references for any
diagrams and images included.
8. Format of the report
The report should:
Be created using MS Word.
Use 11-point Calibri or Arial, use 1.5 line spacing for ease of reading and have page
numbers at the bottom of each page.
Be saved in native .docx format. Reports should not be converted to .pdf for submission.

Be saved with a file name that adopts the following format:
PROJ6018_Assessment_3_your_name_studentid.docx

9. Your Recommendations Report will be assessed according to the Assessment Rubric provided
below.
Referencing
It is essential that you use appropriate APA style for citing and referencing research. For more
information on referencing, visit the
Academic Skills webpage.
Submission Instructions
Submit this task via the Assessment link in the main navigation menu in PROJ6018 Project, Portfolio
and Program Management
. You should select Assessment 3—Case Study-based Recommendations
Report
and then select Assessment 3—Submission. The learning facilitator will provide feedback via
the Grade Centre in the LMS portal. Feedback can be viewed in My Grades.
Please note during the submission process:
If your submission includes additional items, you may attach them by clicking ‘
add content’ and
selecting ‘
insert local files’; click ‘Browse Your Computer’ to attach your extra files. Then, click Final
Submit’
button. Please note that you will only be able to submit once, so you should add any
additional content before clicking the ‘Final Submit’ button.
Academic Integrity
All students are responsible for ensuring that all work submitted is their own and is appropriately
referenced and academically written according to the
Academic Writing Guide. Students also need
to have read and be aware of Torrens University Australia Academic Integrity Policy and Procedure
and subsequent penalties for academic misconduct. These are
viewable online.
Students also must keep a copy of all submitted material and any assessment drafts.
Special Consideration
To apply for special consideration for a modification to an assessment or exam due to unexpected or
extenuating circumstances, please consult the
Assessment Policy for Higher Education Coursework
and ELICOS
and if applicable to your circumstance, submit a completed Application for Assessment
Special Consideration Form
to your learning facilitator.
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Assessment Rubric

Assessment Attributes Fail
(Yet to achieve minimum
standard)
0–49%
Pass
(Functional)
50–64%
Credit
(Proficient)
65–74%
Distinction
(Advanced)
75-84%
High Distinction
(Exceptional)
85–100%
Knowledge and
understanding of
Project, Program and
Portfolio Management
Including a
demonstration of
knowledge and an
understanding of
Project
/Program/Portfolio
Management Maturity
Best practices and
models
Evaluation of the
Project portfolio
Benefits Management
Lifecycle
Corporate Culture
PMO
Change Management
Implementation
planning
Portfolio Management
roadmap
Percentage for this
criterion = 10%
Demonstrates a partially
developed understanding
of Project, Program and
Portfolio Management.
Key concepts are not
demonstrated or included
or inappropriate
recommendations have
been developed.
Demonstrates functional
knowledge of Project,
Program and Portfolio
Management.
Some key concepts are
identified and outlined with
recommendations that
partially address the
requirements.
Demonstrates proficient
knowledge of Project,
Program and Portfolio
Management.
Proficient understanding of
key concepts demonstrated
by discussion and
recommendations that
address many of the
requirements.
Demonstrates advanced
knowledge of Project,
Program and Portfolio
Management.
Most key concepts are well
addressed, demonstrating
an advanced knowledge
and understanding leading
to effective
recommendations.
Demonstrates exceptional
knowledge of Project,
Program and Portfolio
Management.
All key concepts are
exceptionally addressed
and demonstrated.
Recommendations are
based on tested methods
and approaches and meet
the requirements of the
organisation.

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Analysis and
application with
synthesis of new
knowledge
Analysis of PM maturity
with development of
recommendations that
synthesise the
outcomes of the
analysis and apply the
tools and techniques,
best practices,
frameworks and
strategies, models and
methodologies.
Percentage for this
criterion = 30%
Limited synthesis and
analysis.
Limited
application/recommendat
ions based on analysis.
Demonstrated analysis and
synthesis of new knowledge
with application.
Shows an ability to interpret
relevant information and
literature.
Well-developed analysis
and synthesis with
application of
recommendations linked to
analysis/synthesis.
Thoroughly developed and
creative analysis and
synthesis with application
of pretested models and/or
independently developed
models and justified
recommendations linked to
analysis/synthesis.
Highly sophisticated and
creative analysis, synthesis
of new and existing
knowledge.
Strong application by way
of pretested models and/or
independently developed
models. Recommendations
are clearly justified based
on the analysis/synthesis.
Application of knowledge
to new situations/other
cases.
Evaluation of
information selected to
support the case study
Carries out a PM
maturity (PMM)
assessment using a
valid PMM tool and
provides
recommendations,
including a method to
reach a higher level of
PMM
Limited understanding of
key concepts required to
support the case study.
Confuses logic and
emotion. Information
taken from reliable
sources but lacks a
coherent analysis or
synthesis.
Viewpoints of experts are
taken as fact with little
questioning.
Resembles a recall or
summary of key ideas.
Often conflates/confuses the
assertion of personal opinion
with information
substantiated by evidence
from the research/course
materials.
Analysis and evaluation do
not reflect expert judgement,
intellectual independence,
rigor and adaptability.
Supports personal opinion
and information
substantiated by evidence
from the research/course
materials.
Demonstrates a capacity to
explain and apply relevant
concepts.
Identifies logical flaws.
Questions viewpoints of
experts.
Discriminates between
assertion of personal
opinion and information
substantiated by robust
evidence from the
research/course materials
and extended reading.
Well-demonstrated
capacity to explain and
apply relevant concepts.
Viewpoints of experts are
subject to questioning.
Systematically and critically
discriminates between the
assertion of personal
opinion and information
substantiated by robust
evidence from the
research/course materials
and extended reading.
Information is taken from
sources with a high level of
interpretation/evaluation
to develop a

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Ensures that the right
projects are being
selected, including the
benefits management
lifecycle and portfolio
evaluation approach
Best practices and
models
Change management
approach
PMO implementation
approach and roadmap
Percentage for this
criterion = 30%
Analysis and evaluation
reflect growing judgement,
intellectual independence,
rigor and adaptability.
comprehensive critical
analysis or synthesis.
Identifies gaps in
knowledge.
Exhibits intellectual
independence, rigor, good
judgement and
adaptability.
Effective
Communication
(Written)
Uses relevant
specialised language
and terminology
Effective and well
structured report,
including correct
spelling, grammar,
sequencing and
punctuation
Presents information.
Specialised language and
terminology are rarely or
inaccurately employed.
Meaning is repeatedly
obscured by errors in the
communication of ideas,
including errors in
structure, sequence,
spelling, grammar,
punctuation and/or the
acknowledgment of
sources.
Communicates in a readable
manner that largely adheres
to the given format.
Generally, employs
specialised language and
terminology with accuracy.
Meaning is sometimes
difficult to follow.
Information, arguments and
evidence are structured and
sequenced in a way that is
not always clear and logical.
Communicates in a
coherent and readable
manner that adheres to the
given format.
Accurately employs
specialised language and
terminology.
Meaning is easy to follow.
Information, arguments and
evidence are structured and
sequenced clearly and
logically.
Communicates coherently
and concisely in a manner
that adheres to the given
format.
Accurately employs a wide
range of specialised
language and terminology.
Engages audience interest.
Information, arguments and
evidence are structured and
sequenced in a way that is
clear and persuasive.
Communicates eloquently.
Expresses meaning
coherently, concisely and
creatively within the given
format.
Discerningly selects and
precisely employs a wide
range of specialised
language and terminology.
Engages and sustains
audience interest.
Information, arguments
and evidence are insightful,

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Percentage for this
criterion = 15%
Some errors are evident in
spelling, grammar and/or
punctuation.
Occasional minor errors
present in spelling,
grammar and/or
punctuation.
Spelling, grammar and
punctuation are free from
errors.
persuasive and expertly
presented.
Spelling, grammar and
punctuation are free from
errors.
Correct citation of key
resources and evidence
Percentage for this
criterion = 15%
Demonstrates
inconsistent use of good
quality, credible and
relevant resources to
support and develop
ideas.
Referencing is omitted or
does not resemble APA.
Demonstrates use of credible
and relevant resources to
support and develop ideas,
but these are not always
explicit or well developed.
Referencing resembles APA,
with frequent or repeated
errors.
Demonstrates use of
credible resources to
support and develop ideas.
Referencing resembles APA,
with occasional errors.
Demonstrates use of good
quality, credible and
relevant resources to
support and develop
arguments and statements.
Shows evidence of wide
scope within the
organisation for sourcing
evidence.
APA referencing is free
from errors.
Demonstrates use of high
quality, credible and
relevant resources to
support and develop
arguments and position
statements.
Shows evidence of wide
scope within and outside of
the organisation for
sourcing evidence.
APA referencing is free
from errors.