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

Opening intensive:
Thursday 28th and Friday 29th September 2017
9am to 6pm
Petroleum Engineering, G04, Teaching Room

Closing intensive:
Thursday 2nd and Friday 3rd November 2017
9am to 6pm
Petroleum Engineering, G04, Teaching Room

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.

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

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

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.

This course is offered in blended learning mode with the face-to-face component offered as intensives.

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).

Module	Content	Readings	Activities
	Opening Intensive
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
	Closing Intensive
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 Task	Task Type	Due	Weighting	Learning Outcome
1. Proposal for a Portfolio Management Framework	Group Assignment	16th October	30%	1,2,4,5,6
2. Program Charter, Plan & Control	Individual Assignment	23rd October	Assignment 30% Presentation 10%	3,4,5
3. Research Paper	Individual Research Paper	13th November	30%	1-5

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.

Assignment 1
Group Assignment
Proposal for a Portfolio Management Framework Overview
Weight:  30%
Due Date: Adelaide Due 16th October, 2017

Details:
Prepare a proposal to an organisation of your choice for implementing a Portfolio Management Framework. You will also need to include how you would facilitate an Alignment Workshop with initial recommendations as to how the organisation can balance their Project Portfolio to achieve the strategic directions of the organisation.

Note Groups should be no more tha 4 people

Content: 4000 words (max) to include any Appendices but not references

Presentation: 15-20 slide presentation covering the prioritisation model selected



Assignment 2
Individual Assignment - Program Charter, Plan and Control
Weight: 30%
Presentation Weight: 10%
Due Date: Adelaide Due 23rd October, 2017

Details: Building from the Group Assignment.
Develop a Program Charter, Management Plan and Control and Closure Plan for initiating and executing a series of projects towards one of the organisation's strategic objectives. In addition to these deliverables, you will also need to prepare a presentation to the Portfolio Management Board to gain their comfort in granting you approval to proceed with the executon
Content; 5000 words (max) to include any Appendices but not references
 


Assignment 3:
Individual Research Paper
Weight: 30%
Adelaide Due: 13th November, 2017

Details: Research media and academic reports and present a research paper that describes how an organisation or group of organisations have identified the challenges that they are facing. Develop a transformation plan that will assist them in addressing these challenges.

Content: 3000 words (max) to include any Appendices but not references

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

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.