MANAGEMT 7040 - Project Management
North Terrace Campus - Trimester 2 - 2016
General Course Information
Course Code MANAGEMT 7040 Course Project Management Coordinating Unit Business School Term Trimester 2 Level Postgraduate Coursework Location/s North Terrace Campus Units 3 Contact Up to 3 hours per week Available for Study Abroad and Exchange Y Prerequisites MANAGEMT 7086, MANAGEMT 7100 & MANAGEMT 7101 Course Description This course investigates the increasing use of projects to accomplish limited duration tasks in many organisations and the unique style of administration required to manage them. Projects considered include RandD studies, campaigns, construction, emergency operations and other such endeavours. Topics include the selection of projects, creativity and technological forecasting, the role of the project manager, how to organise and plan a project, negotiation and conflict resolution, budgeting and cost estimation, project scheduling (PERT/CPM) and resource location among multiple projects, project monitoring and information systems (including project management software), controlling projects, auditing projects, ways of terminating projects and running projects in multicultural settings.
Course StaffMs Alina Lebed
MBA, BSc., G.Cert. Ed., Dip. Mngmnt & Int Trade
Alina Lebed is a practical hands-on lecturer with extensive management and consulting experience. She is recognised by her clients for her conceptual and analytical abilities, strategic thinking, dependability and excellent organisational skills. She has an MBA degree from the University of Adelaide with outstanding results and prestigious awards (Best Graduating Student, Director’s List, Guy Lloyd scholarship, awards in Finance and Strategic Management). She also holds a Science degree from Moscow University and qualifications in Education from Vilnius Pedagogical University and Management and International Trade from the Italian Institute of Foreign Trade.
Alina is currently managing a consultancy business that helps a variety of clients in Australia solve complex business problems. Prior to founding this consultancy she lead the Business Advisory practice for a global consulting firm, worked with a large utilities company and held management positions in R&D, manufacturing and consulting companies in Australia and overseas. Alina’s business activities include the provision of business and strategic advice to a portfolio of clients. This involves the development of strategic planning outputs, planning and implementation of projects, financial analysis, business improvement, problem solving, facilitation of workshops and liaison with stakeholders and Boards. Alina has developed and implemented project management frameworks, conducted complex organisational reviews and process improvement projects, prepared persuasive business cases for companies in various industries and translated them into effective implementation strategies. Through management of a wide variety of projects she has developed a structured and well-organised approach to meet business challenges and achieve results.
Alina has been teaching at executive and postgraduate level since 2000. She has designed and delivered multiple training and executive development courses on various topics in Australia, Europe, Middle East, Malaysia, South Pacific and the USA. She is a lecturer of Masters programs at Torrens University and University of Adelaide and conducts intensive workshops and seminars for clients and employees on strategic management, business case development, project management, financial modelling, risk management, contract management, performance evaluation, team dynamics and problem solving, decision making and influence, business research, business statistics and quantitative methods and others.
Course Website: www.myuni.adelaide.edu.au
The full timetable of all activities for this course can be accessed from Course Planner.The course is offered in an intensive mode, comprising three 2-day sessions on 3-4 June, 17-18 June and 5-6 August. The sessions are scheduled for 9am-3 pm on Fridays and Saturdays, but an alternative frontloading schedule of 9 am – 5 pm for the June sessions is preferable and will be discussed during the first session.
Course Learning Outcomes• An understanding of the strategic context of effective project management and the role it can play as a source of competitive advantage
• An understanding of the role of projects in value creation through the integrated management of project portfolio
• An understanding of the basic theories and tools that support managerial decisions in project design, planning and implementation
• Capacity to apply relevant tools and techniques to the demands of business and management practice
• Ability to identify potential project issues, ascertain their causes and effects, develop feasible and constructive solutions and contingency plans
• An appreciation of the constraints facing project managers in solving day to day project challenges as they balance the application of management theories to practical situations
• Ability to critically assess project management practices in organisations and identify areas for improvement
University Graduate Attributes
This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:
University Graduate Attribute Course Learning Outcome(s) Deep discipline knowledge
- informed and infused by cutting edge research, scaffolded throughout their program of studies
- acquired from personal interaction with research active educators, from year 1
- accredited or validated against national or international standards (for relevant programs)
An understanding of key project management concepts, tools and techniques Critical thinking and problem solving
- steeped in research methods and rigor
- based on empirical evidence and the scientific approach to knowledge development
- demonstrated through appropriate and relevant assessment
Ability to apply key project management tools and techniques in practice leading to improved control over the achievement of intended outcomes High level analytical, critical thinking and problem solving skills as applied to projects Teamwork and communication skills
- developed from, with, and via the SGDE
- honed through assessment and practice throughout the program of studies
- encouraged and valued in all aspects of learning
Capacity to participate constructively in team situations to complete tasks and meet deadlines Career and leadership readiness
- technology savvy
- professional and, where relevant, fully accredited
- forward thinking and well informed
- tested and validated by work based experiences
Ability to integrate project management methodologies and personal business experience to find progressive solutions for the challenges of todayâs businesses and organisations Intercultural and ethical competency
- adept at operating in other cultures
- comfortable with different nationalities and social contexts
- Able to determine and contribute to desirable social outcomes
- demonstrated by study abroad or with an understanding of indigenous knowledges
An appreciation of the role of business ethics in project situations An appreciation of cultural diversity and sensitivity to the operation of business in this context An appreciation of social justice through organisations that pursue good governance, meet professional standards and conform to societal norm Self-awareness and emotional intelligence
- a capacity for self-reflection and a willingness to engage in self-appraisal
- open to objective and constructive feedback from supervisors and peers
- able to negotiate difficult social situations, defuse conflict and engage positively in purposeful debate
A commitment to objectivity, intellectual inquiry and intellectual rigour Capacity to engage in life-long learning Dedication to the pursuit of new knowledge and continuous learning
Required ResourcesThe recommended text for this course is
Jeffrey K. Pinto, Project Management: Achieving Competitive Advantage, Pearson, Global Edition (4e), 2016
Recommended ResourcesThere are many textbooks that students can use as references. If fact, students will find any text in project management useful in supplementing the materials provided in the course text, the course outline and the readings.
In addition, I strongly recommend that you register on the PMI website (http://www.pmi.org) and access the resources available there (many of them for free).
For example, the following optional resources may be useful:
• A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition available for purchase online from PMI
• Free exposure draft of the new sixth edition of the PMBOK® Guide (if still available)
• Standard for Program Management
• Standard for Portfolio Management
• Organisational Project Management Maturity Model (OPM3 ®)
• The exposure drafts of the Standard for Program Management and the Standard for Portfolio Management are expected to be available in Q3-4 of 2016
• Pulse of the Profession
• Thought Leadership topics
• Practice Standards and Frameworks and
• Practice Guides.
Online LearningImportant messages, topic notes, power point slides and other materials relating to the course will be placed on MyUni throughout the course. MyUni can be found at (www.myuni.adelaide.edu.au ).
Please e-mail the lecturer if you can not access the course on myuni.
Learning & Teaching Activities
Learning & Teaching ModesIn this course, we focus both on building the knowledge of project management concepts, tools and techniques and on their application. The course aims to provide a hands-on, stimulating learning experience. It is highly interactive, with opportunities to advance your opinions and ideas and share experiences in a supportive environment. To ensure the concepts introduced during the program are understood, they will be reinforced through a mix of learning methods, including lecture style presentation, open discussion, case studies and group work.
I hope you find this subject interesting and challenging, but more so, I hope that completing the required work will make a positive contribution to the way you handle the broad range of situations you encounter at work and in your private lives.
The information below is provided as a guide to assist students in engaging appropriately with the course requirements.The information below is provided as a guide to assist students in engaging appropriately with the course requirements.
The course is offered in an intensive mode, comprising three 2-day sessions. It will require a disciplined and organised approach to manage the workload. The preparation time each student will need to spend in addition to the lectures will vary depending on existing knowledge and skills. Previous study and work experience, English language proficiency, math and technology skills and learning style all impact on how quickly different students can complete various learning activities.
It is strongly recommended that the reading materials for each session are studied over the whole period between sessions. Attempting it all the night before is likely to leave you frustrated, underprepared and unable to relate to the relevant discussions in the class.
Assignments will demand additional concentrated periods of non-classroom study, on your own or with your allocated student group. As a rough indication, you could expect to spend in the order of 120 hours of study time to complete the course, of which 36 hours would be in class. As most of the course is scheduled to run over a comparatively short time period, you will need to plan your workload carefully.
Learning Activities Summary
Session 1: 3-4 June
Note: please have the topic of your group project ready before this session. You may have an opportunity to work on your group projects during the class.TopicReadings
Topic 1 Introduction to Project Management Text Chapter 1,
Topic 1 readings and exercises: 1.1, 1.4, 1.5, 1.7
Topic 2 Project Initiation and scoping Text Chapter 5,
Topic 2 readings and exercises: 2.3, 2.5
Topic 3 Project Planning
Budgeting, scheduling, resource management
Text Chapters 8,9,10,12
Topic 3 readings and case study 3.4, 3.10, 3.13
Session 2: 17-18 June
Topic 4 Project Risk Management
Text Chapter 7
Topic 4 readings, videos and exercises 4.1, 4.2, 4.5, 4.6, 4.12
Topic 5 Monitoring and Controlling Project Progress Text Chapter 13
Topic 5 readings and exercises: 5.1, 5.9, 5.10
Topic 6 Project Leadership and Team Management Text Chapter 4, 6
Topic 6 readings 6.2, 6.4, 6.5, 6.7, 6.14
Topic 7 Project Selection, Organisation and Portfolio Management Text Chapters 2, 3
Topic 7 readings and exercises: 7.3, 7.4, 7.6, 7.7, 7.9
Session 3: (5-)6 August
Topic 8 Project completion / Termination
Project Auditing and Appraisal
Text Chapter 14
Topic 8 reading 8.2
Topic 9 Advanced topics in planning and scheduling
Text Chapter 11 (optional)
Specific Course RequirementsIn preparation of the course materials I have assumed that all MBA students are reasonably skilled in basic quantitative analysis techniques. No prior knowledge of project management is required.
Please make sure you prepare for each session by reading the assigned case studies and readings.
The University's policy on Assessment for Coursework Programs is based on the following four principles:
- Assessment must encourage and reinforce learning.
- Assessment must enable robust and fair judgements about student performance.
- Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
- Assessment must maintain academic standards.
Percentage of Total Mark
Evidence of Preparation and Participation in Class Discussion 10% Individual Assignment – project planning 30% Test 30% Group Project Report 15% Group Presentation 15%
Assessment Related RequirementsIn this course, seventy percent (70%) of the total value of a course’s assessment will be devoted to individually submitted work. Students must attain at least fifty percent (50%) for the individually assessed items, in order to achieve an overall pass for the course.
Assessment DetailEvidence of Preparation and Participation in Class Discussion (10%)
Thorough preparation and willingness to participate in class discussion is essential to the educational process. Those who complete all exercises, self-assessments and readings and share their thoughts are more likely to learn and retain more from the course. Students can expect to be selected at random to provide a summary / critical review of each week’s readings – please come to class prepared.
The following factors will impact the assessment of class participation:
Knowledge, content and application
• thorough preparation for the class (both readings and exercises)
• demonstration of the knowledge of the course material to date and correct application of course concepts
• relevance to the topic and the stage of the debate
• evidence of critical thinking and analysis, including sound use of data to support analysis and recommendations (if required)
• insight and a sense of judgment
• completeness / comprehensiveness of the answer
Engagement, interaction and leadership
• engagement with other students’ ideas, building on their arguments
• frequency of engagement
• significance of the contribution to the discussion
• trigger for a new meaningful direction in the debate
• fellow students’ respect and feedback for the point of view raised
• display of leadership qualities
• educational value of the contributions
• logic and clarity of expression
• use of academic and professional conventions (e.g., use of business language, appropriate
• referencing, if needed)
A small amount of good quality input will be valued more highly than a large amount of poor quality. Particularly valued are insights that advance other students’ learning and understanding of the material.
You are encouraged to take responsibility for your own learning and to be proactive in seeking my feedback on your class participation.
Individual Assignment (30%)
Due: 18 June 2016. Questions regarding this assignment, if any, will be accepted by e-mail till COB 10 June 2016
Assignment case study will be provided at the first session. You task is, based on the information provided in the case, to:
1. Develop the following project plan components:
A. Project Executive Summary – no more than 1 page
B. WBS, including tasks, their durations and dependencies
C. Network diagram, including critical path analysis
D. Gantt chart
E. Project budget
2. Propose a practical team structure and resource plan.
Word limit is 500 words, excluding diagrams and tables.
Pass: Acceptable answer to 1A,B,C,D,E
Credit: Good quality answer to 1A,B,C,D,E; Acceptable answer to 2
Distinction: Excellent answer to all questions
High distinction: Exceptional quality answer to all questions
Written In-Class Test (30%)
This short in-class test will consist of a small number of short questions and tasks based on the concepts discussed and skills developed during the course to date.
The test is scheduled for Saturday, 6 August (unless agreed otherwise)
Group Project Report and Presentation (30%)
Participants will be required to form into teams of three to five participants, to undertake a team project. Ideally, the groups should be formed prior to the first intensive session. Please inform the lecturer as soon as possible if you have established a team or have team preferences. Otherwise, to facilitate this process, a random allocation of teams will be proposed. Teams will be required to submit a brief (half page) outline of their selected topics and team membership by Friday 10 June, at the latest.
The team should address a specific application of project management principles and concepts. This can be for an organisation represented by one of the team members or you may use another organisation as the focus of you project. An interesting alternative is to benchmark across the organisations represented by the team members.
You should approach the project from the perspective of a consultant reviewing how the organisation applies project management principles and concepts to a specific situation.
o New product development
o IT projects
o Reengineering/restructuring project
o Plant shutdown/turnaround management
o Construction projects – buildings, plants, housing
o Organisational change project
o Research and development project
o Project prioritisation and project portfolio management
o Benefit realisation reviews, etc.
The project report should include the following:
o Brief description of the organisation and situation;
o A review of the project management practices as they are currently applied. Include examples of standard forms/work sheets, check sheets etc. as appendices;
o A discussion and critique of the observed practice against what has been covered in the subject;
o Recommendations as to how the organisation may improve their approach;
o Lessons learned.
The report length should be no more than 2,000 words excluding any materials presented in appendices. Project report is due to be submitted the day before the presentation (Friday August 5).
Teams will be required to deliver a 20 minute presentation during the final session. All members of the team will be required to present.
The assessment of group presentations will be based on the following factors:
o Identification and articulation of both the achievements and problems facing the company. Clarity and thoroughness with which the team identifies and articulates the issues which management needs to address or draws lessons from company performance
o The calibre (depth and breadth) of your team’s analysis of the situation and demonstrated ability to use the concepts and tools of project management (both quantitative and qualitative) in a competent fashion
o The breadth, depth and practicality of the team’s recommendations, degree of detail and specificity of recommended actions, calibre of supporting arguments
o Presentation structure, flow, logic and style; ability to maintain the focus of the audience
o The degree of preparation, professionalism, energy, enthusiasm and skills demonstrated in delivering the presentation
o Overall persuasive power of the presentation and ability to engage the audience
o Both business and learning value of the group project
o Report content and presentation
Peer feedback may form part of the assessment.
SubmissionAll assignments are to be submitted in hard copy prior to the beginning of the class on the due date.
Presentation of Assignments
• Please must retain a copy of all assignments submitted.
• Please attach an ‘Assignment Cover Sheet’, which is signed and dated by you before submission.
• All group assignments must be attached to a ‘Group Assignment Cover Sheet’, which must be signed and dated by all group members before submission. All team members are expected to contribute approximately equally to a group assignment.
Lecturers can refuse to accept assignments, which do not have a signed acknowledgement of the University’s policy on plagiarism.
Assignment Guidelines including Referencing Details
A copy of the Postgraduate Programs: Communication Skills Guide will have been given to you at the beginning of your program. This guide will assist you structure your assignments. A copy of the guide can also be downloaded from http://www.business.adelaide.edu.au/current/mba/download/2009MBACommSkillsGuide.pdf
This publication also provides guidelines on a range of other important communication skills including writing essays and management reports, making oral presentations etc.
In preparing any written piece of assessment for your postgraduate studies it is important to draw on the relevant ‘literature’ to support critical analysis. Also essential is to reference the literature used. Correct referencing is important because it identifies the source of the ideas and arguments that you present, and sometimes the source of the actual words you use, and helps to avoid the problem of plagiarism. (Further information on plagiarism is provided later in this course outline.)
The Harvard system is widely used in the Business School. Guidelines for the use of this style of referencing can be found in the Communication Skills Guide.
Further assistance with referencing is available from the Faculty’s Learning Support Advisors. The contact details are provided on page 6 of the Communication Skills Guide.
Late Assignment Submission
Students are expected to submit their work by the due date to maintain a fair and equitable system. Extensions will generally only be given for medical or other serious reasons. All requests for extensions must be emailed to the lecturer in charge of the course before the due date. Each request will be assessed on its merits. A late assignment (without prior arrangement) will be penalised by a 5% mark reduction for each day that it is late.
Return of Assignments
Lecturers aim to mark and return assignments to students within two (2) weeks of the due date with written feedback. Students are responsible for collecting their marked assignments from either their tutorials or lectures. If assignments aren’t collected after two (2) weeks, the assignments will be available at the Student Hub for two (2) weeks. The remaining assignments will only be posted out to the students, if the correct mailing addresses are on the assignments.
Grades for your performance in this course will be awarded in accordance with the following scheme:
M10 (Coursework Mark Scheme) Grade Mark Description FNS Fail No Submission F 1-49 Fail P 50-64 Pass C 65-74 Credit D 75-84 Distinction HD 85-100 High Distinction CN Continuing NFE No Formal Examination RP Result Pending
Further details of the grades/results can be obtained from Examinations.
Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.
Final results for this course will be made available through Access Adelaide.
The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.
SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.
- Academic Support with Maths
- Academic Support with writing and speaking skills
- Student Life Counselling Support - Personal counselling for issues affecting study
- International Student Support
- AUU Student Care - Advocacy, confidential counselling, welfare support and advice
- Students with a Disability - Alternative academic arrangements
- Reasonable Adjustments to Teaching & Assessment for Students with a Disability Policy
Policies & Guidelines
This section contains links to relevant assessment-related policies and guidelines - all university policies.
- Academic Credit Arrangement Policy
- Academic Honesty Policy
- Academic Progress by Coursework Students Policy
- Assessment for Coursework Programs
- Copyright Compliance Policy
- Coursework Academic Programs Policy
- Elder Conservatorium of Music Noise Management Plan
- Intellectual Property Policy
- IT Acceptable Use and Security Policy
- Modified Arrangements for Coursework Assessment
- Student Experience of Learning and Teaching Policy
- Student Grievance Resolution Process
Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student’s disciplinary procedures.
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