PROJMGNT 7056 - Enterprise Transformations

North Terrace Campus - Trimester 3 - 2017

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.

  • General Course Information
    Course Details
    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 Staff

    Course Coordinator: Associate Professor Indra Gunawan

    Program Director Contact Details:
    Project Management
    Name: Associate Professor Indra Gunawan
    email: indra.gunawan@adelaide.edu.au

    Teaching staff:

    Name: Dr Graciela Corral de Zubielqui

    Short Bio:

    Dr Graciela Corral de Zubielqui is the Associate Head Research of the Entrepreneurship, Commercialisation and Innovation Centre. She is also a senior 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. 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 highimpact journals including Technologicla Forecasting and Social Change, Small Business Economics, Journal of Business and Industrial Marketing, Entrepreneurship Research Journal and International Journal of Innovation Management.

    Email: graciela.corraldezubielqui@adelaide.edu.au
    Course Timetable

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

    Opening Intensive:
    Tuesday 5th and Wednesday 6th September 2017
    9am - 5pm
    Napier, 210, Teaching Room

    Closing Intensive:
    Tuesday 17th and Wednesday 18th October 2017
    9am - 5pm
    Napier, 210, Teaching Room
  • Learning Outcomes
    Course Learning Outcomes
    An 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:

    1. Explain the 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)
    1-6
    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
    1-6
    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
    1-6
  • Learning Resources
    Required Resources

    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 Resources
    There 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
     

    Journals

    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
    Technovation

    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
    Online Learning
    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.
  • Learning & Teaching Activities
    Learning & Teaching Modes
    This course is offered in blended learning mode with the face-to-face component offered as intensives.
    Workload

    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
    Learning Activity Related Learning Outcomes
    Intensive lectures 1-6
    This is a draft schedule and session dates are a guide only. The timetable may be changed during the course delivery if necessary.

    Lecture Schedule
    Intensive
    day
    Content Readings Activities
    1

    1. Opening Comments, Course Objectives and Introductions



    2. Enterprise Transformation Background

    Chapter 1 In Business Transformation Management 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 and systemic and cascading risk

    Chapter 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

    Chapter 6 in Business Transformation Management Methodology.

    3

    7. Information technology management and enterprise architecture.

    Chapter 7 in Business Transformation Management Methodology.

    Zachman. J. A., The Zachman Enterprise Framework, 1987

    8. Business models

    Short presentation

    4

    9. Change management

    Chapters 8, 9 and 10 in Business Transformation Management Methodology.

    http://www.change-management-consultant.com/john-kotter.html

    10. Innovation

    Hamel, G. (2006). The why, what, and how of management innovation. Harvard business review, 84(2), 72.
    Bland, J., & Westlake, S. (2013). Don't Stop Thinking About Tomorrow: A Modest Defence of Futurology. London: NESTA. Retrieved October, 7, 2014.

    Uhl, A., & Gollenia, L.A. (2012). A Handbook of Business Transformation Management Methodology. Gower.
    Specific Course Requirements
     
  • 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:
    #. Assessment Task Task Type Length
    Weigh Learning outcomes
    1 Short Report Individual 3,000 words
    maximum
    30% 1-6
    2 Video Individual 5 minutes 20% 1-6
    3 In Class test Individual One hour 20% 1,2
    4 Group assignment
    Group Minimum length:
    2 people – 4,000 words
    3 people – 6,000 words.
    30% 1-6
    Assessment Related Requirements
    Students must complete all course assessment requirements and must attend lectures to be eligible to pass the course. Course results are subject to moderation by the ECIC Board of Examiners
    Assessment Detail
    Assessment 1: Individual Report
    Weighting: 30%
    Due Date: 24/09/2017
    Submission Details: Online through MyUni

    Task:

    As part of your assignment you will investigate an organisation transformation process that happened in the last two years using secondary data (news, videos, etc.). 

    Based on your investigation process, you will be required to write a report.

    In developing your assignment please consider the following points:

    Introduce the company selected (use statistics to show some relevant information about the company). The company selected can’t be one from the class cases.

    Explain at least 3 things that the organisation leaders considered when they were planning and leading an enterprise transformation project.

    Analyse in detail external and internal factors influencing the company transformation. Use appropriate tools of analysis, such as SWOT, Pestle and Porter's five forces analysis.

    Explain why the organisation of your choice had to go through a transformation process.

    How long did the transformation process take? 

    Length and Presentation:
    3000 words max in report format

    Criteria by which your assignment will be marked:
    The standards by which the assignment will be assessed include understanding the principles and referencing these principles. Given the word limit, assessment will reward content included. There will be penalties for exceeding the word limit. Quotations and tables do not count in the word count total. The objective of these questions is for you to consider the theoretical material supplied and attempt to apply it to a real project example. Therefore, evidence of having read and understood the material is important. Marks will be given for the comprehensiveness of the content, evidence of additional reading, referencing these readings in the answer, and application. In answering these questions try to state principles as well as detail. Just reproducing material by cutting and pasting is not enough!

    Learning Outcomes: 1- 6
     

    Assessment 2: Individual Assignment (video)
    Weighting: 20%
    Due Date: 01/10/2017
    Submission details: Online through MyUni. An electronic copy of this report is required.

    Task:
    Reflect on what you have learned during the first intensive from this course and then identify one topic on which you would like to extend your knowledge (topics taught outside of the first intensives won’t be considered). You will need to submit a 5 minute teaching video on the selected topic. The idea is to teach your classmates something you have learned from the enterprise transformation process, and your reflection on and research into this area. Selected videos will be shown in class during the second intensive. Outstanding videos will be posted on the course website. 

    Length and Presentation:
    5 minute video

    Criteria by which your assignment will be marked:
    This assignment will be assessed upon how well you are able to identify and articulate the concepts. In preparing your video please consider the following:

    - Focus on what is important, not on basic definitions or background information.
    - You must only use your own words in this presentation.
    - Direct quotes from other sources are not acceptable in this case.
    - Any diagrams, graphics or figures must be your own work. You are not to “cut and paste” any material from any other sources.
    - Replication from other social media material is not acceptable and is considered plagiarism.
     
    Learning Outcomes: 1-6

     
    Assessment 3: Open book in class test
    Weighting: 20%
    Due Dates: 17/10/2017
    Submission Details: 9 am to 10 am in class test

    Task:
    You will need to respond to a set of questions (multiple choice or open questions).This is an open book assignment. 

    Scope:
    The open book in-class test will assess your knowledge and understanding of topics presented during intensive 1. 

    Length and Presentation:
    One hour

     Criteria by which your assignment will be marked:

    -Understanding of main course topics.
    -Specific knowledge about Enterprise Transformation
    -Clarity of expression and good use of language.
    -Structure and sequence of presenting your answers.

    Learning Outcomes: 1 and 2


    Assessment 4: Group project
    Weighting: 30%
    Due Date: 31/10/2017
    Submission Details: Online through MyUni; an electronic copy of this report is required.
    Just send one copy for the group but ensure both or more names are clear. All documents created in Excel or Microsoft Project should be included in the Word version of the electronic copy. Only one document per group will be accepted. A page with a detailed explanation of each member’s contribution is required to be added at the beginning of the report (name of the group member, student ID and contribution to the group assignment). The lecturer reserves the option of grading students differently if the contributions are very dissimilar.
     
    Task:
    Describe an enterprise’s transformation case illustrating the current context of the organisation, and reasons for the firm to undertake an ET process. Please focus on aspects such as organisational change, HR, project teams, competencies, training and culture. 

    Scope:
    This assignment will assess your understanding of relevant issues and their interactions.

    Length and Presentation:
    Minimum length:
    2 people – 4,000 words
    3 people – 6,000 words.

    Criteria by which your assignment will be marked:
    This assignment will be assessed upon how well you are able to present the project transformation plan for the focus areas that meets the requirement defined in the Task (above). A clear statement is required on the material you generated for the sake of this assignment and the work generated, by you or others, for the project.
     
    Learning Outcomes: 1-6.
    Submission
    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.
    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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