Program Director Contact Details: Innovation and Entrepreneurship
Name: Dr Wendy Lindsay
Email: wendy.lindsay@adelaide.edu.au

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Teaching Staff:

Name: Dr Larissa Statsenko

Dr Larissa Statsenko's expertise and interests are in Applied and Complex Project Management, Supply Chain Management, and Industry Clusters. She completed her PhD degree from Kazakh National Technical University in 2008, and has 12 years of academic, research and consultancy experience. She has managed and participated in mining industry-related research and consultancy projects in Kazakhstan, including companies such as ENRC and United Minerals. She is currently managing a State Government funded project in collaboration with SA mining industry aimed at identifying opportunities for and barriers to the formation of collaborative clusters in the South Australian resource and energy supply chains.

Email: larissa.statsenko@adelaide.edu.au
Linked-in: https://www.linkedin.com/in/larissa-statsenko-498423a2/

On successful completion of this course, students will be able to:

1	Describe the latest research and developments in the field of project management;
2	Apply project management principles to issues involved in creating a new venture;
3	Demonstrate the application of systems thinking in project management of new ventures;
4	Demonstrate project management leadership using agile project management perspectives;
5	Explain the need for ethical, social and cultural understanding in the creations of new ventures.

Timmons, Jeffry A., Gillin, L. M., Burshtein, S., and Spinelli, Stephen Jr. (2010). New Venture Creation: Entrepreneurship for the 21st Century – A Pacific Rim Perspective, 1st Edition. McGraw-Hill Irwin.

A Guide to the Project Management Body of Knowledge (the PMBOK Guide) Sixth edition. 

Readings will also be available through MyUni

• Further Readings
• Edson, MC 2007, 'Group Development : A CAS Perspective', pp. 1-23
• Edson, MC 2012, 'A Complex Adaptive Systems View of Resilience in a Project Team', Systems Research and Behavioral Science, vol. 29, no. 5, pp. 499-516
• Fuller, T & Warren, L 2006, 'Entrepreneurship as foresight: A complex social network perspective on organisational foresight', Futures, vol. 38, no. 8, pp. 956-971
• Fuller, T, Warren, L & Argyle, P 2008, 'Sustaining entrepreneurial business: a complexity perspective on processes that produce emergent practice', International Entrepreneurship And Management Journal, vol. 4, no. 1, pp. 1-17
• Goldstein, JA, Hazy, JK, Silberstang, J & Lewin, K 2008, 'Complexity and Social Entrepreneurship: A Fortuitous Meeting', Emergence: Complexity & Organization, vol. 10, no. 3, pp. 9-24
• Hock, DW 1995, 'The chaordic organization: Out of control and into order', World Business Academy Perspectives, vol. 9, no. 1, pp. 5-18
• Lichtenstein, BB, Carter, NM, Dooley, KJ & Gartner, WB 2007, 'Complexity dynamics of nascent entrepreneurship', Journal of Business Venturing, vol. 22, no. 2, pp. 236-261
• Zivkovic, S 2011, 'EMES CONFERENCES 3 rd EMES International Research Conference on Social Enterprise'

Library Resources
The University of Adelaide’s Barr Smith Library provides a range of learning resources including texts, journals, periodicals, magazines, and access to online databases and information services. It also offers a virtual library which is accessible via the University’s website. Access to the Library's electronic resources.

MyUni is the University of Adelaide's online learning environment. It is used to support traditional face-to-face lectures, tutorials and workshops at the University. MyUni provides access to various features including announcements, course materials, discussion boards and assessments for each online course of study.

This course is offered in blended learning mode with the face-to-face component offered as intensives.

As a guide, a 3 unit course comprises a total of 156 hours work (this includes face-to-face contact, any online components, and self directed study).

This is a draft schedule and session dates are a guide only. The timetable may be changed during the course delivery if necessary.

Intensive day	Content	Activities
1	Introduction to Project Management and New Ventures	Group discussion
2	Applying project management concepts to the development of a new venture proposal	Working in teams
3	Applying project management concepts to the development of a new venture proposal	Working in teams
4	Reflections on traditional project management concepts and current challenges	Group discussion
5	Applying agile project management concepts to the development of a new venture proposal	Working in teams
6	Applying agile project management concepts to the development of a new venture proposal	Working in teams

An overview of the course assessment appears in the following Table. Details appear in the following section:

#	Assessment Task	Task Type	Length	Weighting	Learning Outcomes
1	Group Presentation	Individual	1500 words	15%	1,2
2	Individual Project Plan	Individual	3000 words	30%	1,2,3,4,5
3	Individual Report	Individual	1500 words	15%	1,2,4
4	Group Project	Group	4000 words	30%	2,4
5	Participation	Individual	Course duration	10%	1,2,3,4,5
	Total			100%

Students should attend all classes in order to pass the course. There is considerable experiential learning in workshops during the intensive classes that build your knowledge and thus enable you to be successful in this course.

Course results are subject to moderation by the ECIC Board of Examiners

Assessment 1: Individual Report
Weighting: 15%
Task: Using a business idea developed in class, explain how various aspects of a traditional project management approach will enable you to plan the development of the venture. Will this approach support the creation a business plan? How? What are the strengths and weaknesses of this approach?


Assessment 2: Individual Project Plan
Weighting: 30%
Task: Develop a project plan for the establishment of the new venture identified in assessment 1.


Assessment 3: Individual Report
Weighting: 15%
Task: Using a business idea developed in class, explain how various aspects of a traditional project management approach will enable you to plan the development of the venture. Will this approach support the creation a business plan? How? What are the strengths and weaknesses of this approach?


Assessment 4: Group Project
Weighting: 30%
Task: Develop a pitch for a potential investor in the establishment of your new venture (agreed to by the lecturer) which incorporates the use of agile project management methods in the development of both the product/service and the business.


Assessment 5: Individual Participation and Group Contribution
Weighting: 10%
Task: Fully participate in all individual and group tasks and activities throughout the duration of the course. Participation will be evaluated based on students’ preparedness, interaction, and in-class work (whole class and group work).

All text based assignments must be submitted via MyUni.
Please refer to step by step instructions: MyUni Learning Centre

There are a few points to note about the submission of assignments:

• Assignment Submission:  Assignments should not be emailed to the instructor; they must be lodged via the MyUni Course site (unless specified to do both). Note that assignments may be processed via TURNITIN, which is an online plagiarism prevention tool.
• Cover Sheet:  Please include in the assignment a completed University of Adelaide Assessment Cover Sheet providing details of yourself and your team members (if applicable), your assignment, the course, date submitted, etc. as well as the declaration signed by you that this is your (your team’s) work.  Note that the declaration on any electronically submitted assignment will be deemed to have the same authority as a signed declaration.
• Backup Copy of Assignments:  You are advised to keep a copy of your assignments in case the submitted copy goes missing.  Please ensure that all assignment pages are numbered. If your assignment contains confidential information, you should discuss any concerns with the Course Lecturer prior to submission.
• Extensions of Time:  An application for Assessment Extension should be made well before the due date of the assignment to the Course Lecturer.  Normally, extensions will only be granted for a maximum of two weeks from the original assignment submission date.  Extensions will only be granted in cases of genuine medical, compassionate or extenuating circumstances.
• Failure to submit: Failure to submit an assignment on time or by the agreed extension deadline may result in penalties and may incur a fail grade.  Note that a late penalty of 5% of the total available marks for that assessment item will be incurred each day an assignment is handed in late (Unless otherwise stated in 'Assessment Related Requirements' or 'Assessment Detail' above). Assignments handed in after 14 days from the due submission date will fail even if a 100% mark is granted for the work.

Resubmission & Remarking
Resubmission of an assignment for remarking after reworking it to obtain a better mark will not normally be accepted.  Approval for resubmission will only be granted on medical or compassionate grounds.