TECHCOMM 2000NA - Project Management for New Ventures

Ngee Ann Academy - Quadmester 1 - 2015

This course applies various project management techniques to overcome issues commonly experienced in creating a new venture. Project planning, work breakdown structures, cost and schedule estimating in traditional project management and the application of SCRUM and Lean startup techniques using Agile project management.

  • General Course Information
    Course Details
    Course Code TECHCOMM 2000NA
    Course Project Management for New Ventures
    Coordinating Unit Entrepreneurship, Commercialisation & Innov Centre
    Term Quadmester 1
    Level Undergraduate
    Location/s Ngee Ann Academy
    Units 3
    Contact Intensive lectures, tutorials and practicals
    Available for Study Abroad and Exchange Y
    Course Description This course applies various project management techniques to overcome issues commonly experienced in creating a new venture. Project planning, work breakdown structures, cost and schedule estimating in traditional project management and the application of SCRUM and Lean startup techniques using Agile project management.
    Course Staff

    Course Coordinator: Peter de Haan

    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 grounding his broad knowledge in 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 which oversaw all BAE Systems projects in Australia, and introduced the use of virtual teams and developed a number of communities of practice. Peter was recruited by BHP-Billiton as an Information and Knowledge Management Specialist before
    taking a career sabbatical during which he became an owner/builder of his bespoke home.

    Peter has completed masters’ degrees in Entrepreneurship, Project Management, and recently completed an MBA. Peter founded
    Freelance Systems Thinking in 2008 to offer consulting services in project management, complex systems thinking and knowledge management and now lectures in areas of Complex Project Management, Systems Engineering, Systems Thinking, Business Architecture and Systems, and Logistics and Supply Chain Management.

    Email: peter.dehaan@adelaide.edu.au
    Course Timetable

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

    Singapore timetable

    Opening intensive:

    Friday 30January 2015 7pm-10pm Promising entrepreneurs need a drive to succeed and a thirst for knowledge.
    Saturday 31 January 2015 1pm-8pm
    Sunday 1 February 2015 9am-4pm

    Closing intensive:

    Friday 6 March 2015 7pm-10pm Promising entrepreneurs need a drive to succeed and a thirst for knowledge.
    Saturday 7 March 2015 1pm-8pm
    Sunday 8 March 2015 9am-4pm
  • Learning Outcomes
    Course Learning Outcomes
    1 Knowledge and understanding of the latest research and developments in the field of project management;
    2 Application of project management 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 adapt from traditional project management to a agile project management perspective when required;
    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
    Textbook:


    Recommended Resources
    The following text is optional:
    Timmons, Jeffry A., Gillin, L. M., Burshtein, S., and Spinelli, Stephen Jr. (2010). New Venture Creation: Entrepreneurship forthe 21st Century – A Pacific Rim Perspective, 1st Edition. McGraw-Hill Irwin.

    Knowledge of activities required in starting a new venture is viewed as advantageous

    There is a wide range of material on the course topics available. The following provides some additional reading guidance (listed by topic) if you are interested in reading further on the topic.

    Overview of New Ventures
    Carter, NM, Gartner,WB & Reynolds, PD 1996, 'Exploring Startup Event Sequences', Journal of Business Venturing, vol. 11,
    pp. 151-166.

    Gartner, WB, Mitchell, TR & Vesper, KH 1989, 'A taxonomy of new business ventures', Journal of Business
    Venturing, vol. 4, pp. 169-186

    Gruber, M 2007, 'Uncovering the value of planning in new venture creation: A process and contingency perspective', Journal
    of Business Venturing, vol. 22, no. 6, pp. 782-807

    Hamel, G 2012, What matters now:How to win in a world of relentless change, ferocious competition, and
    unstoppable innovation, John Wiley & Sons


    Overview of Project Management
    Guide, A 2001, 'PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK® GUIDE)', Project Management Institute

     
    Overview of Systems Engineering
    Bahill, AT & Henderson, SJ 2005, 'Requirements development, verification, and validation exhibited in famous failures', Systems Engineering, vol. 8, no. 1, pp.1-14

    Doran, T 2006, 'IEEE 1220: for practical systems engineering', Computer, vol. 39, no. 5, pp. 92-94 


    Project Management Models
    Augustine, S, Payne, B, Sencindiver, F & Woodcock, S 2005, 'Agile Project Management, Steering from the Edges', COMMUNICATIONS OF THE ACM, vol. 48, no. 12, p. 4

    Boehm B. and Lane J.A. (2007), ‘Using the Incremental Commitment Model to Achieve Successful
    System Development’, University of Southern California Center for Systems and
    Software Engineering

    Cervone, F 2011, 'Understanding agile project management methods using Scrum', OCLC Systems & Services,
    vol. 27, no. 1, pp. 18-22

    Frühauf, K 2004, 'Agile Project Management', http://www.viamichelin.co.uk/viamichelin/gbr/dyn/controller/Driving_directions, viewed 28/02/2014


    Methods for Understanding New Venture Environment
    Checkland, P 1985, 'Achieving 'Desirable and Feasible' Change: An Application of Soft Systems Methodology', The
    Journal of the Operational Research Society, vol. 36, no. 9, pp. 821-831

    Salner, M 2001, 'Beyond Checkland and Scholes: Improving SSM', no. 11, University of Western Sydney.

     
    Overview of Complexity
    Bar-Yam, Y 2001, 'Introducing Complex Systems', pp. 1-56<http://necsi.edu/projects/yaneer/EOLSSBriefIntrotoCX.pdf>

    Kurtz, CF & Snowden, D 2003, 'The new dynamics of strategy: Sense-making in a complex and complicated world', Systems Journal, vol. 42, no. 3, pp. 462-483

    Meadows, D 2010, 'Dancing with Systems', <https://myuni.adelaide.edu.au/courses/1/3139_MANAGEMT_7087/content/_4205751_1/Dancing_with_Systems.htm>

    Mitleton-Kelly, E 2003, 'Ten Principles of Complexity & Enabling Infrastructures', Elsevier, pp. 1-31

    Snowden, DJ & Boone, ME 2007, 'A leader's framework for decision making', Harvard Business Review, vol. 85, no. 11, p. 68


    Overview of Systems Thinking
    Cavana, RY & Maani, KE 2003, 'A Methodological Framework for Systems
    Thinking and Modelling (ST&M) Interventions', <http://ftp.informatik.rwth-aachen.de/Publications/CEUR-WS/Vol-72/019 Cavana Methodological.pdf>

    Eijnatten, FMV 2004, 'Chaordic systems thinking: Some suggestions for a
    complexity framework to inform a learning organization', The Learning Organization, vol. 11, no. 6, pp. 430-449

    Senge, PM 1990, Fifth Discipline,
    Currency Doubleday <http://ebookbrowsee.net/peter-senge-the-fifth-discipline-1-1-pdf-d134228092>

     

    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. The University Library web page is: http://www.adelaide.edu.au/library/ 
    From this link, you are able to access the Library's electronic resources.
    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: https://myuni.adelaide.edu.au )
  • Learning & Teaching Activities
    Learning & Teaching Modes
    This course is offered in blended learning mode with the face-to-face component offered as intensives.
    Workload

    The information below is provided as a guide to assist students in engaging appropriately with the course requirements.

    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).
    Learning Activities Summary

    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 Refelctions 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
  • 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 Report 1500 words 15% 8 Feb 2015 1,2,5,7,8
    2 Individual Project Plan 3000 words 30% 1 Mar 2015 1,2,5,7,8
    3 Individual Report 1500 words 15% 15 Mar 2015 1,2,5,6,7,8
    4 Group Project 4000 words 30% 5 Apr 2015 1-8
    5 Participation Course Duration 10% ongoing 1-8
    Total 100%
    Assessment Related Requirements
    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 Detail
    Assessment 1: Individual Report
    Weighting: 15%
    Submission Details: Online through MyUni

    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?

    Scope:
    This assignment will assess your understanding of the topics presented, discussed and/or applied over days 1 to 3 of the course.

    Length and Presentation: 1500 words

    Criteria by which your assessment will be marked:
    Will be provided by the lecturer in class.


    Assessment 2: Inidividual Project Plan
    Weighting: 30%
    Submission Details: Online through MyUni

    Task:
    Develop a project plan for the establishment of the new venture identified in assessment 1.

    Scope:
    This assignment will assess your understanding of course topics presented and discussed over days 1 to 3 of the course.

    Length and Presentation: 3000 words

    Criteria by which your assessment will be marked:
    Will be provided by the lecturer in class.


    Assessment 3: Individual Report
    Weighting: 15%
    Submission Details: Online through MyUni

    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?

    Scope:
    This assignment will assess your understanding of the topics presented, discussed and/or applied over days 4 to 6 of the course.

    Length and Presentation: 1500 words

    Criteria by which your assessment will be marked:
    Will be provided by the lecturer in class.


    Assessment 4: Group Project
    Weighting: 30%
    Submission Details: Online through MyUni

    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.

    Scope:
    This assignment will assess your understanding of course topics presented and discussed over days 1 to 6 of the course.

    Length and Presentation:
    3000 words

    Criteria by which your assessment will be marked:
    Will be provided by the lecturer in class.


    Assessment 5: Individual Participation and Group Contribution
    Weighting: 10%

    Task:
    To 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).

    Scope:
    This assessment will assess understanding of the course content presented and discussed throughout days 1 to 6 of the course.

    Criteria by which your assessment will be marked:
    Will be provided by the lecturer in class.
    Submission
    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.

    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.
    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.

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    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.

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