TECHCOMM 2000 - Project Management for New Ventures

North Terrace Campus - Semester 1 - 2014

Types and importance of project plans; Project Manager's responsibilities, goals and success factors; Microsoft Project; charts and other tools; time, money and quality relationships.

  • General Course Information
    Course Details
    Course Code TECHCOMM 2000
    Course Project Management for New Ventures
    Coordinating Unit Entrepreneurship, Commercialisation & Innov Centre
    Term Semester 1
    Level Undergraduate
    Location/s North Terrace Campus
    Units 3
    Contact Intensive lectures, tutorials and practicals
    Course Description Types and importance of project plans; Project Manager's responsibilities, goals and success factors; Microsoft Project; charts and other tools; time, money and quality relationships.
    Course Staff

    Course Coordinator: Dr Gary Hancock

    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.


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

    The full timetable of all activities for this course can be accessed from Course Planner.

    Opening intensive:
    Monday 24th, Tuesday 25th & Wednesday 26th March
    5.01, Level 5, Nexus 10

    Closing intensive:
    Monday 5th, Tuesday 6th & Wednesday 7th May
    5.01, Level 5, Nexus 10
  • Learning Outcomes
    Course Learning Outcomes
    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
    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)
    Knowledge and understanding of the content and techniques of a chosen discipline at advanced levels that are internationally recognised. 1-4
    The ability to locate, analyse, evaluate and synthesise information from a wide variety of sources in a planned and timely manner. 1-4
    An ability to apply effective, creative and innovative solutions, both independently and cooperatively, to current and future problems. 2,5-7
    Skills of a high order in interpersonal understanding, teamwork and communication. 5-7
    A proficiency in the appropriate use of contemporary technologies. 1,3,4,5,6
    A commitment to continuous learning and the capacity to maintain intellectual curiosity throughout life. 2-4,8
    A commitment to the highest standards of professional endeavour and the ability to take a leadership role in the community. 5,6,7
    An awareness of ethical, social and cultural issues within a global context and their importance in the exercise of professional skills and responsibilities. 5,7
  • Learning Resources
    Required Resources
    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
    Recommended Resources
    •  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'
    Online Learning
    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:
  • Learning & Teaching Activities
    Learning & Teaching Modes

    No information currently available.


    No information currently available.

    Learning Activities Summary

    No information currently available.

  • Assessment

    The University's policy on Assessment for Coursework Programs is based on the following four principles:

    1. Assessment must encourage and reinforce learning.
    2. Assessment must enable robust and fair judgements about student performance.
    3. Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
    4. Assessment must maintain academic standards.

    Assessment Summary

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

    #AssessmentLengthWeightingDue DateLearning 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
    Assessment Related Requirements
    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
    Assessment Detail

    No information currently available.

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

    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.
    Course Grading

    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.

  • Student Feedback

    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 ( 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.

  • Student Support
  • Policies & Guidelines
  • Fraud Awareness

    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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