PROJMGNT 7040OL - Portfolios and Programs Management

Online - Quadmester 3 - 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 7040OL
    Course Portfolios and Programs Management
    Coordinating Unit Entrepreneurship, Commercialisation & Innov Centre
    Term Quadmester 3
    Level Postgraduate Coursework
    Location/s Online
    Units 3
    Contact Approximately 4 hours per week over 10 weeks (interaction & preparation)
    Available for Study Abroad and Exchange N
    Prerequisites PROJMGNT 5021
    Assessment Tests, workshops and assignments
    Course Staff

    Course Coordinator: Associate Professor Indra Gunawan

    Program Director Contact Details:
    Project Management
    Name: Associate Professor Indra Gunawan

    Teaching Staff:

    Term 3 online

    Name: John Woodward

    John is a senior executive with expertise in the fields of project management and technology. He earned his MBA at La Trobe University. He currently serves as the non-executive director witht Statewide Super and The Hospital Research Foundation and is  Professional Development Director with the Adelaide PMI Chapter.  John is also an Elected Member (Councillor) with the City of West Torrens.  He has PMP and MSP project based certifications.

    John joined the University of Adelaide as a lecturer in February 2015.

    Phone: 0418 414 041
    Skype: n/a
    Office Hours: evenings and weekends

    Course Timetable

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

    Monday 10th July to Sunday 17th September 2017
  • 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)
    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
    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
    Career and leadership readiness
    • technology savvy
    • professional and, where relevant, fully accredited
    • forward thinking and well informed
    • tested and validated by work based experiences
    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
    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
  • Learning Resources
    Required Resources
    Text book:
    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
    Recommended Resources

    Project Portfolio Management - Selecting and Prioritizing Projects for Competitive Advantage by Lowell D. Dye.

    Project Portfolio Management: A Practical Guide to Selecting Projects, Managing Portfolios, and Maximizing Benefits (Jossey-Bass Business & Management) by Harvey A Levine.

    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. The University Library web page is: 

    From this link, you are able to access the Library's electronic resources.

    Other resources
    If you are a member of the PMI ( 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 Learning

    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. 

  • Learning & Teaching Activities
    Learning & Teaching Modes
    This course is offered in online mode.

    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.
    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.
    Week Content Readings Activities
    1 Introduction to Portfolio Management   
    Chapters 1, 2, 3
    Week 1 Lecture Notes
    Confirm group members
    2 Portfolio Identification
    Chapter 4
    Week 2 Lecture Notes
    Group Discussion  
    Submit Mini Assignment 1
    Submit Major Project progress report
    3 Portfolio Categorisation and Evaluation
    Chapters 4, 5
    Week 3 Lecture Notes
    4 Portfolio Prioritisation, Scheduling and Balancing Chapters 4, 5
    Week 4 Lecture Notes
    Group Discussion
    Submit Mini Assignment 2
    5 Portfolio Communication, Tracking, Setup and Governance Chapters 5, 6, 7, 8
    Week 5 Lecture Notes
    6 Introduction to Program Management Chapters 1, 2, 3, 8
    Week 6 Lecture Notes
    Group Discussion   
    Submit Mini Assignment 3
    Submit Major Project progress report
    7 Program Management Lifecycle and the Initiation and Planning Processes  
    Chapters 3, 4, 6, 7
    Week 7 Lecture Notes
    Submit Major Project Part 1
    8 Program Management Execution, Monitoring, Closing and Integration Processes     
    Section 6, 7
    Week 8 Lecture Notes
    Group Discussion
    9 Program Change, Benefits and Communication Management   
    Chapter 4, 5, 6
    Week 9 Lecture Notes
    10 Establishing a PgMO and Completing and Submitting a Detailed Program Charter None
    Week 10 Lecture Notes
    Submit Major Project Part 2
  • 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 Discussions x 4 100+ word post and 3-4 responses to other posts 20% Days 3-7 of Weeks 2,4,6,8 1,2,3,4,5,6
    2 Mini-Reflective Journals x 3 (10% each) 800- 1000 words (max) 30% Day 7 of Weeks 2,4,6


    3 Major Project Progress Report 1200- 1500 words (max) not graded Day 7 of Week 2 1
    4 Major Project – Part 1.
    Portfolio Selection and Prioritisation
    3500 – 4500 words (max)
    10-20 PowerPoint Slides
    Excel Prioritisation Model
    30% Day 7 of Week 7 1,2,3
    5 Major Project – Part 2.
    Program Charter
    3200 –4000 words (max)
    12-15 PowerPoint Slides
    20% Day 7 of Week 10 1,4,5,6
    Total 100%
    Assessment Related Requirements
    Students must complete all course assessment requirements.

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

    Assessment 1: Discussions
    Weighting: 20% (5% each)
    Due Dates: Days 3-7 of Weeks 2,4,6,8

    Read the lecture material and readings in preparation for your discussions. Then, post a 100+ word response to the questions. Read others’ posts and respond to them for a total of at least 3-4 posts per discussion.

    Grading Criteria: see details in LEARN

    Assessment 2: Mini-Reflective Journals (3)
    Weighting: 30% (10% each)
    Due Dates: Day 7 of Weeks 2,4,6
    Submission Details: Via Drop Box in LEARN

    Identify a reporter for each mini-assignment from your group. Rotate this role so each group member experiences this role. Collate, summarise and reflect on what you have learnt in Weeks 1 and 2 and the discussions this week. You should summarize what was
    discussed and incorporate what has been learned so far from the weekly readings and lesson material. our goal is to apply these theory-based conversations to the individual final projects.

    Length and Presentation:
    Submit your reflective summary in a MS Word document of 800-1000 words (max) to the
    Assignment Submission tab in LEARN by Day 7 of the assigned week.

    Criteria by which your assignment will be marked:
    • Demonstrated ability to transfer or apply concepts covered in the course to this topic.
    • Demonstrated awareness of and insight with regard to this topic.
    • Demonstrated quality and depth of analysis.
    • Demonstrated quality of writing.

    Assessment 3: Major Project 1: Progress Report
    Weighting: not graded
    Due Dates: Day 7 of Week 2
    Submission Details: Via Drop Box in LEARN

    You will select an organisation, to use as a case study throughout the course. Name the organisation, its background, current situation and the challenges facing it.
    Compose and submit a progress report based on the defined situation, challenges, and list of project ideas you have identified to transform your selected organisation. This is a crucial step as it drives everything from this point forward related to the major project. You will receive feedback by your academic staff.

    Length and Presentation:
    In a MS Word document - 1200 to 1500 words (max)

    Assessment 4: Major Project - Part 1
    Weighting: 30%
    Due Date: Day 7 of Week 7
    Submission Details: Via Drop Box in LEARN

    Create a proposal to an organisation of your choice for implementing a Portfolio Management Framework. Additionally, you will have to demonstrate how you would facilitate an Alignment Workshop with initial recommendations for balancing their Project Portfolio.

    You will submit three parts to this assignment:

    1. Organisation Portfolio Selection Presentation in PowerPoint (10 – 20 slides) supported by a
    2. Prioritisation model in MS Excel.
    3. Full word report (MS Word) for senior management in at least 3500 – 4500 words (max). The purpose of the report is to explain the benefits and process of establishing a Project Portfolio Office for the organisation and using major project – part one as the case study within.
    Length and Criteria:
    10-20 PowerPoint slides
    MS Word report 3500 - 4500 words (Font Arial size 10)
    APA referencing system formatting 

    (see LEARN site for grading details)

    Assessment 5: Major Project - Part 2
    Weighting: 20%
    Due Date: Day 7 of Week 10
    Submission Details: Via Drop Box in LEARN

    Develop a portfolio/program charter and a presentation to the Board. Building from major project (part one), you are now asked to put together a Program Plan (MS Word) for initiating and executing a series of projects towards one of the organisation’s strategic objectives. Prepare a program charter and plan to deliver the portfolio proposed in part one by highlighting the objectives, context, the project components, scope, time, resources cost, dependencies, benefits, change management, quality assurance, procurement and proposed risk management approach. In addition to a written report, you will also need to prepare a PowerPoint presentation to the Portfolio Management Board to gain their comfort in granting you approval to proceed with execution.

    Length and Presentation:
    12-15 PowerPoint slides
    MS Word Program Charter 3200 - 4000 words max (Font Arial size 10)
    APA referencing system formatting

    (see LEARN site for grading details)


    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: 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. Assignments handed in after 14 days from the due submission date will fail even if a 100% mark is granted for the work
    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 ( 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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