PROJMGNT 7040 - Portfolios and Programs Management

North Terrace Campus - Trimester 1 - 2017

Course content This unit specifically addresses how organisations achieve strategic goals and objectives through Project Portfolio and Programs of multiple Projects and how participants can gain competence in managing these. Specifically, this unit will address how an organisation strategically applies systematic problem solving techniques, and selects, initiates, prioritises, executes and controls initiatives through Portfolio Alignment, Monitoring and Control. The course will also consider how an organisation can benefit from delivering multiple projects in a Program environment including governing, controlling and supporting the organisation's strategy through Program Management. The course objective is to build competence in managing portfolios and programs.

  • General Course Information
    Course Details
    Course Code PROJMGNT 7040
    Course Portfolios and Programs Management
    Coordinating Unit Entrepreneurship, Commercialisation & Innov Centre
    Term Trimester 1
    Level Postgraduate Coursework
    Location/s North Terrace Campus
    Units 3
    Contact Intensive: 36 to 40 hours
    Available for Study Abroad and Exchange Y
    Prerequisites PROJMGNT 5021
    Course Description Course content
    This unit specifically addresses how organisations achieve strategic goals and objectives through Project Portfolio and Programs of multiple Projects and how participants can gain competence in managing these. Specifically, this unit will address how an organisation strategically applies systematic problem solving techniques, and selects, initiates, prioritises, executes and controls initiatives through Portfolio Alignment, Monitoring and Control. The course will also consider how an organisation can benefit from delivering multiple projects in a Program environment including governing, controlling and supporting the organisation's strategy through Program Management. The course objective is to build competence in managing portfolios and programs.
    Course Staff

    Course Coordinator: Associate Professor Indra Gunawan

    Program Director Contact Details:
    Project Management
    Name: Dr Indra Gunawan
    Email: indra.gunawan@adelaide.edu.au

    Teaching staff

    Trimester 1
    Name: Tracey Dodd
    Short Bio:

    Tracey Dodd is founder and Chief Executive Officer of Sustainable Innovation a boutique advisory firm providing project management and strategic planning advice to national clients including Virgin Australia Airlines, the Australian Government, the South Australian Department of the Premier and Cabinet, Housing Choices Australia and Common Ground Adelaide. Tracey has over 16 years of project management experience, including overseeing large tender teams who have won over $16M in funding, as well as negotiations with the Australian Government on reform agreements totalling more than $400M.Tracey earned a Masters of Public Policy and Management with Carnegie Mellon University in 2009, and is now completing her PhD with UniSA. Her research, in the area of innovation, entrepreneurship and sustainability, has been published by the Telecommunications Journal of Australia and the Encyclopedia of Public Administration and Public Policy.Tracey has also presented her research globally, including to the World Business Council on Sustainable Development, Geneva in 2015, the Academy of Management, Anaheim and Strategic Management

    Email: tracey.dodd@adelaide.edu.au 

    Trimester 3

    Name: Mr John Maclay BSc (Chemical Engineering), MBA, GAICD, Assoc IIB.

    Short Bio:
    John Maclay has operated at the executive level in the corporate and enterprise sectors. He is experienced in transforming organisations by implementing innovative cultures that have engaged employees in the task of turning these businesses from returning a flat to declining business result to substantial growth through changing the basis of competition. He is also experienced in taking products to market and establishing new markets in the wider manufacturing, resource sectors, specialty retailing, services sectors and with a technology start-up company.

    His expertise includes relaunching the Brand and the customer experience once in B2B and B2C business models, changing the basis of competition to achieve business growth in what had been flat to declining businesses, initiating alliances and partnerships at strategic accounts to deliver customer value and working with distributors and wholesalers, as well as direct supply to deliver the customer’s requirements. He has developed the ability to establish an innovative environment within businesses and align resources to take technologies to market. A business mentor and coach who works with individuals to maximize their potential and their project management skills.

    An extensive career with 3M where he rose to be regional Technical Director while General Manager of the Industrial Markets Sector of 3M Australia, General Manager of Konica Photographics, CEO of Camera House a co-operative retail chain and COO of Fluorosolar Systems Ltd a Start-up Company in the Green Energy Market. He is currently contracted as Program Manager for the Hargraves Institute, a member driven business best practices network that operate in an innovative environment that focuses on Implementing Disruptive Business Models, Developing Leadership for Innovation by building the capabilities of these members to be able to sustain the transformation and have the skills in-house to handle future transformation.

    An Accredited Associate of the Institute for Independent Business, an international network of business advisors that focuses on the enterprise sector with practical business advice that works. An Associate of the Creative Skills Training Council, an International Council that focuses on developing the skills within organizations that are associated with creativity and innovation.
    He is located in Sydney

    Email: john.maclay@adelaide.edu.au

    Phone: +61 (0) 400 457 182

    Course Timetable

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

    Opening intensive:
    Tuesday 7th and Wednesday 8th February 2017
    9am to 6pm
    Napier 210 Teaching Room

    Closing intensive:
    Tuesday 21 and Wednesday 22nd March 2017
    9am to 6pm
    Ingkarni Wardli, B18, Teaching Room
  • Learning Outcomes
    Course Learning Outcomes

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

    1 Use best practice principles of portfolios management when balancing investment initiatives (portfolio components) required to align with an organisation’s strategic and business objectives and discuss the latest research and development of the principles for portfolio and programs management;
    2 Evaluate portfolio needs with organisational constraints to select the right projects by using critical analysis techniques, creating models to prioritise portfolio initiatives;
    3 Explain the nature of program management, its focus on benefits realisation, and the inter-relationship between program components;
    4 Establish the appropriate governance, including risk management, for successful achievement of portfolio and program outcomes through understanding of stakeholders needs and influence;
    5 Establish the portfolio and program performance reporting requirements for stakeholders and ensure strategic alignment of portfolios and their components;
    6 Work effectively in a team, to have a positive influence and focus on strategic outcomes.
    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)
    1,2,3,5
    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
    1,2,3,5
    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
    2,3,4,5,6
    Career and leadership readiness
    • technology savvy
    • professional and, where relevant, fully accredited
    • forward thinking and well informed
    • tested and validated by work based experiences
    1-6
    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
    4,6
    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
    4,6
  • Learning Resources
    Required Resources
    Project Management Institute, (2013) The Standard for Portfolio Management, 3nd Edition, ISBN13: 978-1935589693

    Project Management Institute, (2013) The Standard for Program Management, 3nd Edition, ISBN13: 978-1935589686

    *note: students can use either the 2013 or 2014 editions of the two textbooks listed above
    Recommended Resources
    Strategic Project Portfolio Management: Enabling a Productive Organization (Microsoft Executive Leadership Series) by Simon Moore.

    Optimizing Corporate Portfolio Management: Aligning Investment Proposals with Organizational Strategy, by Anand Sanwal.

    Project Portfolio Management, Leading the Corporate Vision (2007) by Shan Rajegopal, Phili McGuin and James Waller.

    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. Access to the Library's electronic resources.

    Other resources
    If you are a member of the PMI (http://www.pmi.org/Membership.aspx) you will “gain exclusive access to PMI publications and our global standards*, networking options with our chapters and online communities of practice, and leadership and volunteer opportunities. You’ll also receive discounts on certification exams and renewals, as well as our professional development offerings.” Student membership is USD$40 to join and USD$30 to renew.

    * Log in to access complimentary read-only PDFs of all of PMI's published standards or take advantage of discounts on paperback editions
    http://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards.aspx
    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.
  • 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
    Module Content Readings Activities
    1
    • Organisational Context
    • Problem Definition
    Portfolio Management Standard (PMI) Combination of lecture and exercises
    2
    • Problem Solving skills
    • The portfolio prioritisation process
    Portfolio Management Standard (PMI) Combination of lecture and exercises
    3
    • Recap
    • Select an organisation and a challenge
    • Assignment 1
    Portfolio Management Standard (PMI) Work on Assignment 1
    4
    • Program Context
    • Program management processes
    Program Management Standard (PMI) Combination of lecture and exercises
    5
    • Explain the 11 program management processes
    Project / Program Management Standards (PMI) Combination of lecture and exercises
    6
    • Select an organisation program
    • Start Assignment 2
    Project / Program Management Standards (PMI) Work on Assignment 1
  • 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 Portfolio Presentation & Report 4000 words report, 15-20 slide presentation, Prioritisation model 30% See MyUni
    2 Program Office, Charter, Plan and Control 5000 words 50% See MyUni
    3 Research Paper, Case Study and Critique 3000 words 20% See MyUni
    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

    Appropriate use of the Internet in assignments

    The purpose of this document is to assist students with appropriate use of the material they have accessed on the Internet in assignments. The Internet is a wonderful source of information and sometimes students are not aware of how to use it properly. For example, a recent case had over 70% of words copied from over 20 other sources. Furthermore, many students think this is the appropriate use of the Internet.

    IT IS NOT.

    Due to an increasing number of students infringing the University’s Academic Dishonesty Requirements within the Master of Applied Project Management, a more rigorous method of checking assignments is used.

    There is a hierarchy of penalties, the lowest of which is the loss of some assignment marks and the student’s name being placed on the Faculty’s Academic Dishonesty Register for six months. This only occurs if I believe this occurred through error. The second level penalty is more significant which is loss of all marks for the assignment and being placed on the University’s Academic Dishonesty Register for the remainder of their time at the University. Even higher penalties can involve the University deciding the student should not graduate. This has occurred in the Master of Project Management.

    Appropriate use of the Internet is to include all directly copying of sections of other reports in ‘inverted comas’, as a quotation, and note the source of the quote. To include a group of words without use of inverted commas and without noting where the words came from is an example of academic dishonesty.

    Students may not be aware that the University has use of an international database called Turnitin in which all direct use of other material can be traced.

    On a more positive note students need to understand the points made in any paper they access on the Internet and integrate these thoughts into their argument rather than just copying large passages. Of course this takes more work but this is what tertiary education requires and, in the end, make students into better thinkers and more able to express their ideas in their assignments.


    Assessment Detail
    Assessment 1: Portfolio Presentation & Report (Group)
    Weighting: 30%
    Submission Details: Online through MyUni

    Task:
    Develop a presentation, report and associated excel sheets to present to the Board of XCorp the recommended prioritised Portfolio that will address its market opportunities and challenges within its organisational constraints.

    You will submit an Organisation Portfolio Selection Presentation in Powerpoint (15 – 20 slides) supported by a prioritisation model in MS Excel and a 4000 word report

    Length and Presentation:
    4000 word report, 15-20 slide presentation

    Criteria by which your assignment will be marked:
    The quality of the presentation, report and associated excel sheets to present to the Board of XCorp the recommended prioritised.
    Portfolio that will address its market opportunities and challenges within its organisational constraints.
    Demonstrated ability to transfer or apply concepts covered in the course to this topic.
    Demonstrated awareness of and insight with regard to this topic.
    Application of theory and principles into practice.
    Demonstrated quality and depth of analysis.
    Demonstrated quality of writing.



    Assessment 2: Program Office, Charter, Plan and Control (Individual)
    Weighting: 50%
    Submission Details: Online through MyUni

    Task:
    Define the required program office processes to manage the successful delivery of the above recommended portfolio/program
    · Develop the Program Charter.
    · Develop the Program Management Plan.
    · Develop the Program Control and Closure Plan.

    Length and Presentation:
    5000 words

    Tools and Templates used and included in the submission

    Criteria by which your assignment will be marked:
    The quality of the required program office processes to manage the successful delivery of the recommended portfolio/program
    • Quality of the Program Charter
    • Quality of the Program Management Plan
    • Quality of the Program Control and Closure Plan
    Demonstrated ability to transfer or apply concepts covered in the course to this topic.
    Demonstrated awareness of and insight with regard to this topic.
    Application of theory and principles into practice;
    Demonstrated quality and depth of analysis.
    Demonstrated quality of writing.



    Assessment 3: Research Paper, Case Study and Critique (Individual)
    Weighting: 20%
    Submission Details: Online through MyUni

    Task:
    Carry out a review of business and academic literature to identify key transformation case studies. Describe the approach adopted for selecting and implementing the transformation program, its advantage and disadvantages
    Examine what you would have done differently and the lessons learnt

    Length and Presentation:
    3000 words

    Criteria by which your assignment will be marked:
    Extent of research in terms of references and readings
    The materiality of the ropic or case study selected
    The quality of writing and presentation


    In completing these assignments, higher marks will be awarded for evidence of reading notes, text and papers, and integration of this theory into your answers. This means the application of theory into practical application. Direct referencing of external material in your answers is preferred.
    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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  • Policies & Guidelines
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