PROJMGNT 7056 - Enterprise Transformation and Innovation
North Terrace Campus - Trimester 1 - 2019
General Course Information
Course Code PROJMGNT 7056 Course Enterprise Transformation and Innovation 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 This course focuses on the importance of achieving successful and sustainable enterprise transformation and innovation in turbulent modern times. Companies face changes to survive or become successful in the marketplace. This course will provide students with a set of enterprise transformation principles and a roadmap which may serve as a holistic analysis framework for analysing enterprise current state, future aspirations and identification of actions needed to achieve successful enterprise transformation. The holistic analysis framework integrates many enterprise managerial concepts such as strategy, risk, value creation, organisational maturity, resources, process, IT, human resources, leadership and project management. This course will introduce each of these topics and how they interact with each other in achieving successful enterprise transformations. The course uses real cases to illustrate those concepts.
Course Coordinator: Associate Professor Indra GunawanProgram Director Contact Details: Project Management
Name: Associate Professor Indra Gunawan
Name: Dr Graciela Corral de Zubielqui
Researcher Profile: https://researchers.adelaide.edu.au/profile/graciela.corraldezubielqui
The full timetable of all activities for this course can be accessed from Course Planner.
Course Learning OutcomesAn action learning approach is adopted whereby students “learn through doing” through analysis of relevant cases and through interactive and traditional exercises that relate to lecture topics.
On successful completion of this course, students will be able to:
- Explain the enterprise transformation process.
- Describe the enterprise transformation roadmap.
- Define the case of change.
- Describe the seven lenses of current state analysis: stakeholder analysis, process analysis, performance measurement, enterprise alignment, costs and resources, enterprise maturity, and enterprise wastes.
- Apply the current state analysis approaches to identify improvement opportunities in their enterprise.
- Develop a future state vision for their enterprise.
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 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
3, 4, 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
1-5 Career and leadership readiness
- technology savvy
- professional and, where relevant, fully accredited
- forward thinking and well informed
- tested and validated by work based experiences
1,3,6 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
1 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, 5 , 6
The following book is available online at the library. (You are not required to buy it).
Uhl, A., & Gollenia, L.A. (2012). A Handbook of Business Transformation Management Methodology. Gower.
Recommended ResourcesThere is a wide range of material available on the course topics including the following:
Bland, J., & Westlake, S. (2013). Don’t Stop Thinking About Tomorrow: A Modest Defence of Futurology. London: NESTA. Retrieved October, 7, 2014.
Hamel, G. (2006). The why, what, and how of management innovation. Harvard business review, 84(2), 72.
Helbing, D. (2013). Globally networked risks and how to respond. Nature, 497(7447), 51-59.
Uhl, A., Gollenia, L., (2013) Business Transformation Essentials, Gower Pub Co. The accompanying book of case studies provides useful illustrations. ISBN-10: 1472426983 ISBN-13: 978-1472426987
Zachman. J. A., The Zachman Enterprise Framework, 1987
There is a range of journals where project Management research scholars publish their research, such as (note that this list is not definitive):
International Journal of Project Management
Journal of Small Business Management
Project Management Journal
Small Business Economics
International Journal of Innovation Management
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: Project Management Institute
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 details
* 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.
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
Learning Activities Summary
Learning Activity Related Learning Outcomes Intensive lectures 1-6
Content Readings Activities 1
1. Opening Comments, Course Objectives and Introductions
2. Enterprise Transformation Background
Chaper 1 In the Buisness Transformation Methodology. Don't Stop Thinking about tomorrow.
3. Meta Management
Chapter 2 in Business Transformation Management Methodology.
4. Business Strategy
Chapter 3 In Business Transformation Management Methodology. 2
5. Opening Comments, recap of day 1. Value Management
Chapter 4 in Business Transformation Management Methodology.
6. Enterprise risk management
Chapters 5 in Business Transformation Management Methodology. Helbing, D., (2013), Globally networked risks and how to respond, Nature, May Vol 497, 51-59.
7. Business Process Management
Chapters 6 in Business Transformation Management Methodology.
7. Information technology management and enterprise architecture.
Chapters 7 in Business Transformation Management Methodology.
Zachman. J. A., The Zachman Enterprise Framework, 1987 Guest Speaker
8. Change management
Chapters 8, 9 and 10 in Business Transformation Management Methodology.
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 must maintain academic standards.
Assessment SummaryAn overview of the course assessment appears in the following Table. Details appear in the following section:
# Assessment Task Length Weighting Learning outcomes 1 Individual Assignment 2,000 words maximum 35% 1-6 2 Group Assignment 5 people, 4000 maximum 30% 1-6 3 Final Test 90 minutes 35% 1-6
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
Avoiding Plagiarism is not just referencing sources used within an assignment. It is taking the source information and critically evaluating it against other sources, your own views and original research on the matter, and how that fits the hypothesis of your assignment topic. It is Plagiarism when there is little or no original content in the assignment, regardless of citing sources. For more information, read the extensive resources on Avoiding Plagiarism at the University’s Writing Centre.
The University’s Writing Centre provide excellent guides to assist in appropriate referencing and avoiding plagiarism
Due to an increasing number of students infringing the University’s Academic Honesty Policy, Turnitin is used to check assignments.
Assessment DetailPlease find the detailed information about this course assignments at myUni.
SubmissionAll 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 include in the assignment a 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: An application for Assessment Extension 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 medical, compassionate or extenuating circumstances.
- 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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This section contains links to relevant assessment-related policies and guidelines - all university policies.
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