PROJMGNT 7040NA - Portfolios and Programs Management
Ngee Ann Academy - Trimester 3 - 2016
General Course Information
Course Code PROJMGNT 7040NA Course Portfolios and Programs Management Coordinating Unit Entrepreneurship, Commercialisation & Innov Centre Term Trimester 3 Level Postgraduate Coursework Location/s Ngee Ann Academy 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 Coordinator: Associate Professor Indra GunawanProgram Director Contact Details:
Name: Dr Indra Gunawan
Name: Mr John Maclay BSc (Chemical Engineering), MBA, GAICD, Assoc IIB.
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
Phone: +61 (0) 400 457 182
The full timetable of all activities for this course can be accessed from Course Planner.
Course Learning OutcomesOn successful completion of this course students will be able to:
1. Know, understand and competently address the latest research and development of the principles for portfolio and programs
2. Apply research and professional practice tools to a range of contemporary issue such as climate change, terrorism, the global
financial crises and disputes between waring communities
3. Lead a research team to, or individually, apply the principles for portfolio and programs management research in the development of potential solutions to contemporary issue both commercial and public
4.Understand and use state-of-the-art processes and techniques developed for portfolio and programs management
5. Understand and recognise the need to maintain ethical, social and cultural standards on projects
6. Understand the role of portfolios and programs in determining a balanced set of investment initiatives, programs and projects
(components of a portfolio) that should be undertaken to meet the organisation’s strategic and business objectives
7. Understand and use principles of systematic problem solving techniques and issues trees to identify possible project ideas and
8. Understand how to balance a portfolio needs with organisational constraints in order to select the right projects
9. Understand and use the governance and risk parameters and processes needed for the success of a portfolio
10. Understanding how to monitor, control and report on the execution and benefit realisation.
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)
1,2,3,4,8,9,10 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
2,3,7 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
3,5,7 Career and leadership readiness
- technology savvy
- professional and, where relevant, fully accredited
- forward thinking and well informed
- tested and validated by work based experiences
1,4,6,8,9,10 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
5 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
Required ResourcesProject 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
Recommended ResourcesStrategic 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.
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.
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
Online LearningMyUni 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 ModesThis course is offered in blended learning mode with the face-to-face component offered as intensives.
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
- 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
The University's policy on Assessment for Coursework Programs is based on the following four principles:
- Assessment must encourage and reinforce learning.
- Assessment must enable robust and fair judgements about student performance.
- Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
- Assessment must maintain academic standards.
Assessment Task Task Type Due Weighting Learning Outcome 1. Proposal for a Portfolio Management Framework Group Assignment
30% 2. Program Charter, Plan & Control Individual Assignment 30th October Assignment 30%
3. Research Paper Individual Research Paper 20th November 30%
Assessment Related RequirementsStudents 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 DetailAssignment 1
Proposal for a Portfolio Management Framework Overview
Due Date: See MyUni
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
Individual Assignment - Program Charter, Plan and Control
Presentation Weight: 10%
Due Date: See MyUni
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
Individual Research Paper
Due Date: See MyUni
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
SubmissionAll 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.
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.
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 (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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