Program Director Contact Details:
Project Management
Name: Associate Professor Indra Gunawan
email: indra.gunawan@adelaide.edu.au

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Teaching Staff:

Term 1
Name: Associate Professor Indra Gunawan
email: indra.gunawan@adelaide.edu.au
Researcher profile: https://researchers.adelaide.edu.au/profile/indra.gunawan

Course Dates: Monday 8 January - Sunday 18 March 2018

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

1	Identify what a complex system is and how they differ from simple and complicated systems;
2	Use key aspects of complex systems and the benefits of particular approaches in managing complexity;
3	Recognise whether a proposed system or project should be primarily in a controlled space or in the innovation space on the edge of chaos in order to gain the benefits;
4	Recognise the benefits of system dynamics and its use in identifying leverage points in systems;
5	Apply these advanced and uncommon skills to address societal problems;
6	Investigate international best practice.

No textbook required.

Additional Support References are:

Week 1	Kurtz, C. F., & Snowden, D. J. (2003). The new dynamics of strategy: Sense-making in a complex and complicated world. IBM Systems Journal, 42(3), 462-483.	Norman, D. & Kuras, M. (2006)  Engineering Complex Systems in Complex Systems (C10) (2006), in Complex Engineered Systems, edited by Dan Braha, Ali Minai and Yaneer Bar-Yam, Springer;
Week 2	Andriani, P. (2011), Complexity and Innovation, in Allen, P, Maguire, S. & McKelvey, B., [Eds], (2011), SAGE Handbook of Complexity and Management, Los Angeles, 454-470;	Andriani, P., & B. McKelvey. (2010). Using Scale-free Theory from Complexity Science to Better Management Risk. Risk Management, An International Journal, 12(1): 54-82.
Week 4	Andriani, P. & Mckelvey, B., (2011a),Using scale free processes to explain punctuated change in management-relevantphenomena, International Journal of Complexity in Leadership and Management,Vol 1, No 3, 211-249;	Andriani, P. & Mckelvey, B., (2011b),From Skew Distributions to Power Law Science, in Allen, P, Maguire, S. &McKelvey, B., [Eds], (2011), SAGE Handbook of Complexity and Management, LosAngeles, 254-273;
Week 5	van Eijnatten, F. M.(2004a). Chaordic SystemsThinking: SomeSuggestions fora Complexity Framework to Informa Learning Organization. The Learning Organization, 11(6), 430-449.	van Eijnatten, F. M. (2008). A Toolkit for Phase Transitions. Proceedings of EuropeanChaos and Complexity in Organisations Network (ECCON) Annual Meeting, 17-19 October. Bergen-Ann-Zee.	Zhu, Z.(2007). ComplexityScience, Systems Thinkingand Pragmatic Sensibility. SystemsResearch andBehavioural Science,24(4), 445-464.
Week 6	Bak, P. & Chen, K., (1991),Self-Organised Criticality, Scientific American. January;	Helbing, D. (2013),Globally networked risks and how to respond, Nature, vol. 497, no. 7447;
Week 8	Bosch, O., C.N. Nam, T. Maeno, & T.Yasui, Managing Complex Issues through Evolutionary Learning Laboratories,Systems Research and Behavioural Science, 2013.
Week 9	Meadows, D., (2008), Dancing with Systems,Donella Meadows Institute,http://www.donellameadows.org/archives/dancing-with-systems/

 

Course Notes, Readings and PowerPoint Slides
These are all available electronically for enrolled students by download from MyUni.

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.  

LEARN is the University of Adelaide’s platform for dedicated online delivery. LEARN is a customised version of Moodle, and houses all course requirements including the course profile, announcements, additional course materials (beyond the prescribed text), assessment items, discussion forums, grading, feedback, links to various university and course resources, an internal website email system, a technical assistance facility, etc. LEARN is only accessible once the URL and a password have been provided to the student on enrolment. Students are given access to the course prior to the start date to familiarise themselves with the operational aspects and functionality of the website.

This course is offered in online mode.

As a guide, a 3 unit course comprises a total of 156 hours.

Schedule

Week 1	What is a Complex System? Reductionism General Systems Theory
Week 2	How Complex Systems Operate Examples of Complex Systems Directed, Acknowledged, Collaborative, Virtual Families Federated Governments United Nations Supply chains The Air Operations Centre
Week 3	Ashby’s Requisite Variety Emergence Complicated and Complex Systems Self-organization Edge of Chaos Chaordic Systems
Week 4	Fractal and Power Laws Scale Free Behaviour Paretian Statistics
Week 5	Panarchy and Cycles of Change Tiny Initiating Events Importance of Context and the Environment Driving System Structure
Week 6	Self-organised Criticality Systemic and Cascading Risks Behavior
Week 7	Phase Space Path History Attractor Cages Fitness Landscape
Week 8	Systems Dynamics Bosch Approach Sense Making Leverage Points
Week 9	Complexity Leadership How Leaders of Complex Organisations Think Dancing with Systems Systems Intelligence
Week 10	Use of tools and techniques

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

#	Assessment Task	Length	Weighting	Due Date/Week	Learning Outcomes
1	Discussion Contributions		20%	Day 3-7, All weeks	1-6
2	Assignment 1	1,500 words max	20%	Day 7, Week 6	1-3
3	Assignment 2	1,500 words max	20%	Day 7, Week 7	4-6
4	Assignment 3 (Group)	3000 words per group member	40%	Day 7, Week 10	1-6
	Total		100%

Students must complete all course assessment requirements and must attend all lectures to be eligible to pass the course. 

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

Assessment 2: Individual Assignment 1
Weighting: 20%
Submission Details: Online
An electronic copy of this report is required. Preferably any documents created under Excel or Microsoft Project should be included in the Word version of the electronic copy.

Task:
Analyse one of the following examples and report:

Analyze one of the examples provided below and report: Why the situation is complex; How you would identify what the issues are; How you would coordinate action; What tools you would use from the set provided in this course.

Examples to choose from:

1. An example of a complex system of your own choosing (discuss with the lecturer).
2. Dealing with traffic congestion in a major city;
3. Introduction of the National Broadband Network
4. Addressing climate change across a group of countries;
5. Security at a G20 meeting;
6. The task of the European Central Bank;
7. Pre-disaster preparation by communities;
8. Addressing corruption in trade;

Length and Presentation:
1500 words max in report format.

Criteria by which your assignment will be marked:
Are given in Module 0.

The objective of these questions is for the participant to consider the material supplied and relate it to a real project example. Therefore, evidence of having read and understood the material is important. Marks will be given for the comprehensiveness of the content, evidence of additional reading, and referencing the course readings and other literature.

The word limit is set to ensure you learn how to express yourself concisely; this is an important skill. There will be penalties for exceeding the word limit. Quotations do not count in the words counted.

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Assessment 3: Individual Assignment
Weighting: 20%
Submission Details: Online
An electronic copy of this report is required. Preferably any documents created under Excel or Microsoft Project should be included in the Word version of the electronic copy.

Task:
In preparation for dealing with complex projects:a. Why do we study complexity when the general systems model, and a reductionist approach, offers a simpler model? b. What are the consequences if we do not recognize complexity and provide two examples to illustrate your points; c. Comment on the use of PMBOK to manage the following projects: The current and recent ISIS invasion of Iraq & Syria; Solving disputes between warring nations; Reduction of corruption; A problem with a personal friend and partner (F:F, M:M, M:F); Analyse the systems that affect teenage development? How can a parent manage it? A close long-term personal relationship

In addressing this question:
• Describe the problem context
• Analyse and comment on why the issues is complex
• Discuss your recommended choice of methods to understand the issue better
• Choose tools to manage the issue and describe how you would operate these
• Describe how the project manager exercises governance

Length and Presentation:
1500 words max in report format.

Criteria by which your assignment will be marked:
Are given in Module 0.

The objective of these questions is for the participant to consider the material supplied and relate it to the questions. Therefore, evidence of having read and understood the material is important. Marks will be given for the comprehensiveness of the content, evidence of additional reading, and referencing the course readings and other literature.

The word limit is set to ensure you learn how to express yourself concisely; this is an important skill. There will be penalties for exceeding the word limit. Quotations do not count in the words counted.

In answering these questions try and state principles as well as detail. Just transcribing material is not enough!

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Assessment 4: Group project plan
Weighting: 40%
Submission Details: Online
An electronic copy of this report is required. The report need only be submitted by one group member but ensure all names are clearly included. Preferably any documents created under Excel or Microsoft Project should be included in the Word version of the electronic copy.

Task:
Form groups and select a complex system problem. (Note: Make sure it conforms to the definition of ‘complex system’ given in this course.)

Describe the system or problem in detail covering political, economic, social, cultural, technological, legal and environmental aspects. Outline the context of the problem including its interactions with external systems and the major characteristics that will impact your choice of methodologies, methods, tools, techniques and processes.

Develop an approach to managing this system or problem using concepts and methodologies taught in this course and other relevant approaches. Prepare the outline of a project plan that describes how you propose to implement improvements to the system of interest in order to achieve your desired outcomes.

Length and Presentation:
3000 words per group member

Criteria by which your assignment will be marked:
This assignment will be assessed upon how well you are able to present a project plan that meets the requirement defined in the Task (above).

All text based assignments must be submitted via Drop Box in LEARN
There are a few points to note about the submission of assignments:

• Assignment Submission: Assignments should be lodged via Drop Box in the LEARN system. Please refer to individual assignment tasks for specific submission details relevant to each task. Note that assignments may be processed via TURNITIN, which is an online plagiarism prevention tool.
• Cover Sheet: As part of your assignment, please add the completed University of Adelaide Assessment Cover Sheet to your assignment, 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. Where applicable, also include the word count excluding title pages and references.
• 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 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.