Name: Peter de Haan

Short Bio:
After graduating from the University of South Australia in 1994, Peter worked predominately in the defence industry in software/systems engineering roles across a variety of projects providing him with exposure to the systems/software lifecycle management and a variety of project management practices. Projects on which Peter has worked include: ANZAC Frigate Combat System, Jindalee and JORN Radar Systems, Seahawk Helicopter Simulator and Naval Imaging Systems. Outside of defence, Peter’s projects have included control systems for Steel Rolling Mill and development of a prototype Train Simulator driver trainer. During his tenure at BAE Systems Peter was the Systems/Software Engineering Environment Lead for the Engineering Division with a brief that oversaw all BAE Systems projects in Australia, the introduction of virtual teams and development of communities of practice. Peter went on to join BHP-Billiton as an Information and Knowledge Management Specialist before taking a sabbatical during which he became an owner/builder to oversee the building of his bespoke home. Peter has completed masters’ degrees in both entrepreneurship and project management, will complete his MBA in 2014 and founded Freelance Systems Thinking in 2008. Peter also lectures in areas of Complex Project Management, Systems Engineering, Business Architecture and Systems, and Logistics and Supply Chain Management. http://www.linkedin.com/in/dehaan

Email: peter.dehaan@adelaide.edu.au

Phone: +61 8 8313 7422 (ECIC Front Desk)

Opening intensive:
Monday 24th, Tuesday 25th & Wednesday 26th March
9am-4pm
5.01, Level 5, Nexus 10

Closing intensive:
Monday 5th, Tuesday 6th & Wednesday 7th May
9am-4pm
5.01, Level 5, Nexus 10

1	Knowledge and understanding of the latest research and developments in the field of project management;
2	Application of research to the issues involved in creating a new venture;
3	Identification and use of the latest research findings on project management, systems thinking and soft systems methodology;
4	The application of systems thinking research in the development of potential solutions to issue such as investor and stakeholder relations, and dealing with communities individually and in groups;
5	Ability to explain and gain resolution of issues and provide confidence to stakeholders and investor groups;
6	Recognition of the need to lead project teams and migrate them from a traditional project management to a complex project management perspective;
7	Appreciation of ethical, social and cultural issues and an understanding of the implication of these issues in the creations of new ventures.
8	To acquire a wide source of material that facilitates a continual learning process

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.

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'

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 (see: https://myuni.adelaide.edu.au)

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

#	Assessment	Length	Weighting	Due Date	Learning Outcomes
1	Individual Essay	1000 words		6th April	1 & 2
2	Individual Report	2000 words		20th April	1,2 & 5
3	Individual Presentation	Presentation		5th May	1,2 & 5
4	Individual Essay	1000 words		18th May	3 & 4
5	Group Assignment	4000+ words		25th May	1-7
6	Individual & Group participation			Ongoing	1-8

Students must complete all course assessment requirements and must attend lectures to be eligible to pass the course.
Course results are subject to moderation by the ECIC Board of Examiners

All text based assignments must be submitted via MyUni.
Please refer to step by step instructions: http://www.adelaide.edu.au/myuni/tutorials/files/AssignmentStudentSubmission.pdf

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 submit, separate to your assignment, the 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:  Any request for an extension of time for the submission of an assignment 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 extenuating circumstances and proof, such as a doctor’s certificate, may be required.
• 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.