PROJMGNT 7056 - Enterprise Transformations
North Terrace Campus - Trimester 3 - 2016
General Course Information
Course Code PROJMGNT 7056 Course Enterprise Transformations Coordinating Unit Entrepreneurship, Commercialisation & Innov Centre Term Trimester 3 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 is a capstone course in the Master of Applied Project Management and focuses on development and transformation of the enterprise. Topics covered include assessment of the strengths and weaknesses of the enterprise (eg marketing, cost management, delivery of objectives, weak aspects such as leadership, or middle level management, or other); setting of clear goals, creation of a clear structure, strong leadership, engagement of employees, assessment of the mindsets of staff, and implementation of a clear change process.
Course Coordinator: Associate Professor Indra GunawanDr Graciela Corral de Zubielqui is the Associate Head Research of the Entrepreneurship, Commercialisation and Innovation Centre. She is also a Program Director and a lecturer in Project Management. She holds a Bachelor of Economics (Honours), Master in Economics and Business Administration, and a PhD in Business and Management.
Her main research interests are in innovation, knowledge transfer for innovation purpose, and innovative collaboration activities in small to medium-sized enterprises (SMEs), and in turn the impact of these activities on regional economic development. She has extensive experience in quantitative research methods, and much of her recent research has been based on the analysis of multiple innovation surveys based upon the Organisation for Economic Co-operation and development’s Oslo Manual.
From 2008 to the present, she has held diverse appointments as a lecturer in the Business School, Adelaide University, and the Entrepreneurship, Commercialisation and Innovation Centre, The University of Adelaide. From 2001 to mid-2004, she held positions at The National University of Rosario, Argentina and as a researcher at Economic Science Council and College of Graduates in Economic Science. From 1992 to 2001, Graciela worked in diverse roles in private sector companies and as a consultant. Graciela has also been involved in projects which linked government departments, industry and university.
Currently she is involved in projects on open innovation, appropriability methods, absorptive capacity for innovation purpose, types of knowledge transfer for innovation activities (traditional and digital) and the role of modern HRM practices, and their effect on financial and non-financial measures of performance. These research projects have led to publications in high impact journals including Small Business Economics, Journal of Business and Industrial Marketing, Entrepreneurship Research Journal and International Journal of Innovation Management.
The full timetable of all activities for this course can be accessed from Course Planner.Opening intensive:
Monday 12th and Tuesday 13th September 2016
8am - 5pm
Horace Lamb, 422 Teaching Room
Monday 10th and Tuesday 11th October 2016
Horace Lamb, 422 Teaching Room
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 completion of this course, students should be able to:
1. Understand enterprise transformation process
2. Describe the enterprise transformation roadmap
3. Define the case of change
4. Describe the seven lenses of current state analysis: stakeholder analysis, process analysis, performance measurement, enterprise alignment, costs and resources, enterprise maturity, and enterprise wastes.
5. Apply the current state analysis approaches to identify improvement opportunities in their enterprise
6. 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)
1,2,4,5,6 and 7 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
1,3,4,5,6 and 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
1,2,4,5,6 and 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
1,2,4,5,6 and 7 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
1,3,6 and 7 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
1 and 3
No Text book required.
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. 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
Learning Activities SummaryBland, J., & Westlake, S. (2013). DonâÂÂt Stop Thinking About Tomorrow: A Modest Defence of Futurology. London: NESTA. Retrieved October, 7, 2014.Bland, J., & Westlake, S. (2013). DonâÂÂt Stop Thinking About Tomorrow: A Modest Defence of Futurology. London: NESTA. Retrieved October, 7, 2014.in Business Transformation Management Methodology.in Business Transformation Management Methodology.This is a draft schedule and session dates are a guide only. The timetable may be changed during the course delivery if necessary.Â
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.Â Opening Comments, recapÂ of day 1. Â Value Management
Chapter 4 in Business Transformation Management Methodology.
6. Enterprise risk management and systemic and cascading risk
Chapters 5 in Business Transformation Management Methodology. Helbing, D., (2013), Globally networked risks and how to respond, Nature, May Vol 497, 51-59.
6. 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
8. Business models
9. Change management
Chapters 8, 9 and 10 in Business Transformation Management Methodology.
âÂ¢ Hamel, G. (2006). The why, what, and how of management innovation. Harvard business review, 84(2), 72.
Specific Course RequirementsNone
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Assessment SummaryAn overview of the course assessment appears in the following Table. Details appear in the following section:
Assessment No. Form of Assessment/Collaborative Task Length (in word count) Weighting Due Date Learning outcomes covered (see 2.1 for detail) 1 Individual Short Report 3,000 words
30% see MyUni 1-6 2 Group Project Plan 1 person, 5,000 words min,
2 people, 7000 words min, 3 people 10,000 words min
30% see MyUni 1-6 3 Individual Report 3,000 words max 30% see MyUni 1-6 4 Class Presentation 5-10 slides 10% see MyUni 1-6
No information currently available.
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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
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