Program Director Contact Details:
Project Management
Name: Dr Graciela Corral de Zubielqui
Email: graciela.corraldezubielqui@adelaide.edu.au

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Teaching Staff:

Trimester 1 Singapore
Name: Professor Vernon Ireland
BE, BA, MEngSc, PhD, FIEAust, EngExec

Short Bio:
From 1991-1996 Vernon was Corporate Development Director of Fletcher Challenge Construction, responsible for people and business systems improvement in the USA, NZ, Australia, the Pacific and Asian businesses. He then became CEO of the Australian Graduate School of Engineering Innovation, an advanced engineering centre.

Prior to this he was Dean of the Faculty of Design, Architecture and Building at the University of Technology, Sydney. He was also Chair of the Building Services Corporation of NSW from 1987 to 1990 reporting to both Labor and Coalition Ministers. While an academic he completed his PhD in project management. After graduation he practised as a structural engineer for seven years.

Vernon initiated and completed the proposal to Congress and Council of Engineers Australia to establish CELM and was Deputy Chair of the National Board for five years.

He was also President of the Sydney Division of Engineers Australia in 2004.

Vernon Ireland is currently Director of Project Management and Industry Programs for the Entrepreneurship, Commercialisation and Innovation Centre of The University of Adelaide. He is based in Sydney.

Vernon has received three medals:

• The Silver Magnolia Medal awarded by the Shanghai Government for contributions to Chinese overseas relations;
• The Rotary International Gold Medal for contribution to vocational Education;
• Engineers Australia’s Medal for contribution to engineering.

Vernon has conducted four sets of international benchmarking studies, comparing Australia’s project management performance with that of the USA, the UK, Canada, Germany, Sweden and New Zealand for two Royal Commissions.

He has recently edited a volume of the Australian Journal of Civil Engineering on the business, leadership and management of civil engineering.

He has been named by the Shanghai Government as one of the world 100 experts on Infrastructure.

Email: vernon.ireland@adelaide.edu.au

Phone: +61 411 153 861

Opening intensive:

Friday 26 February 2016	7pm-10pm
Saturday 27 February 2016	1pm-8pm	Promising entrepreneurs need a drive to succeed and a thirst for knowledge.
Sunday 28 February 2016	9am-4pm

Closing intensive:

Friday 22 April 2016	7pm-10pm
Saturday 23 April 2016	1pm-8pm	Promising entrepreneurs need a drive to succeed and a thirst for knowledge.
Sunday 24 April 2016	9am-4pm

On the successful completion of this course, students will be able to:

1	Know and understand the latest research and development of complex systems and how they contrast with the development of linear based projects
2	Competently apply research and professional practice tools to a range of contemporary issue such as enterprise transformation, contribution to social, political , economic issues, addressing climate change, terrorism, the global financial crises and disputes between waring communities
3	Identification and use of the latest research findings on complex systems
4	Apply SoS research in the development of potential solutions to contemporary issue such as those listed in 2.
5	Explain and gain resolution of issues and provide confidence to stakeholders
6	Recognise that different interpersonal skills are required on complex projects
7	Use state-of-the-art processes and techniques developed in defence, IT&T, software industries and social issues
8	Recognise that complex systems is a developing discipline and commitment to keep up to date
9	Lead project teams to bring them from a linear project perspective to a complex project perspective
10	Recognise and practice maintenance of ethical, social and cultural standards on projects.

Text book:
Mo Jamshidi, (2009) System of Systems – Innovations for the 21st Century, Hoboken, John Wiley- ISBN: 978-0470195901

References
Please see list in Course Notes

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: http://www.adelaide.edu.au/library/
From this link, you are able to access 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

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 (see: https://myuni.adelaide.edu.au)

This course is offered in blended learning mode with the face-to-face component offered as intensives.

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).

This is a draft schedule and session dates are a guide only. The timetable may be changed during the course delivery if necessary. 

Intensive	Content	Readings/Activities
Opening Intensive	Topics 1-6 in notes	Jamshidi, M. (2008). “Chapter 1 Introduction to System of Systems.” in System of Systems Engineering: Innovations for the 21st Century; M. Jamshidi (ed.) Hoboken, NJ: Wiley & Sons. pp 1-20 Azani, C. (2008). “Chapter 2 An Open Systems Approach to System of Systems Engineering.” in System of Systems Engineering: Innovations for the 21st Century; M. Jamshidi (ed.) Hoboken, NJ: Wiley & Sons. pp 1-20 Dagli, C. and N. Kilicay-Ergin. (2008). “Chapter 4 SoS Management.” in System of Systems Engineering: Innovations for the 21st Century; M. Jamshidi (ed.) Hoboken, NJ: Wiley & Sons. pp 77-100 Sauser, B., J. Boardman, and A. Gorod. (2008). “Chapter 8 SoS Management.” in System of Systems Engineering: Innovations for the 21st Century; M. Jamshidi (ed.) Hoboken, NJ: Wiley & Sons. pp191-218 DeLaurentis, D. (2008). “Chapter 20 Understanding Transportation as a System of Systems Problem.” in System of Systems Engineering: Innovations for the 21st Century; M. Jamshidi (ed.) Hoboken, NJ: Wiley & Sons. pp 520-541 Gorod, A., B. Sauser, and J. Boardman. (2008). “System of Systems Engineering Management: A Review of Modern History and a Path Forward.” IEEE Systems Journal. 2(4):484-499 Keating C., R. Rogers., R. Unal., D. Dryer., A. Sousa-Poza., R Safford., W. Peterson., and G. Rabadi. (2003). “System of Systems Engineering.” Engineering Management Journal 15(3):36-45 Boardman, J. and B. Sauser. (2006) System of Systems – the meaning of Of. IEEE International Conference on System of Systems Engineering. April 24-26, Los Angeles, CA Bar-Yam.Y., M. Allison., R. Batdorf., H. Chen., H. Generazio., H. Singh., and S. Tucker. (2004) “The Characteristics and Emerging Behaviors of System of Systems.”NECSI: Complex Physical, Biological and Social Systems Project (www.necsi.edu/education/oneweek/winter05/NECSISoS.pdf) D. Firesmith (2010) “Profiling Systems Using the Defining Characteristics of Systems of Systems (SoS).” Report CMU/SEI-2010-TN-001 Software Engineering Institute, Carnegie Mellon (http://www.sei.cmu.edu/reports/10tn001.pdf) Maier M. (1998). “Architecting Principles for System-of-Systems.” Systems Engineering 1 (4), pp. 267-284 Haimes, Y., “Chapter 3 The Process of Risk Assessment and Management.” in Handbook of Systems Engineering and Management; A.P. Sage., W.B. Rouse (ed.) Hoboken, NJ: Wiley & Sons. pp. 155-205 Gandhi, J., A. Gorod, and B. Sauser.(2011). “Systemic Risk of System of Systems.” IEEE International Systems Conference. April 4-7. Montreal, Quebec, Canada Recommended: Gorod, A., B. White, V. Ireland, J. Gandhi, and B. Sauser. (eds.) (2014) “Case Studies in System of Systems, Enterprises, and Complex Systems Engineering” New York, NY: CRC Press, Taylor & Francis. Shenhar, A. and D. Dvir. (2007) “Reinventing Project Management: The Diamond Approach to Successful Growth & Innovation.” Harvard Business School Press, Boston Francois. C (1999). “Systemics and Cybernetics in a Historical Perspective.” Systems Research and Behavioral Science 16(3):203-219 Sage A.P., and W.B. Rouse. “Chapter 1 An Introduction to Systems Engineering and Systems Management.” in Handbook of Systems Engineering and Management, 2nd ed.; A.P. Sage., W.B. Rouse (ed.) Hoboken, NJ: Wiley & Sons. pp. 1-64 Eisenhardt, K. (1989) “Building Theories from Case Study Research.” Academy of Management Review 14(4):532-550 Conrow, E.H. (2005). “Risk Management for Systems of Systems.” Cross Talk: The Journal of Defense Software Engineering Gorod, A., J. Gandhi, B. Sauser, and J. Boardman. (2008). “Flexibility of System of Systems.” Global Journal of Flexible Systems Management. 9(4) Volberda H. W. (1998) “Building the Flexible Firm: How to Remain Competitive.” New York, Oxford University Press Mansouri, M., A. Gorod, and B. Sauser. (2010). “A Typology-based Approach to Adopting Effective Management Styles for Enterprise Systems.” IEEE International Systems Conference. April 5-8. San Diego, CA.
Closing Intensive	Topics 7-8 in notes	Keating, C.B., “Chapter 7 Emergence in System of Systems.” in System of Systems Engineering: Innovations for the 21st Century; M. Jamshidi (ed.) Hoboken, NJ: Wiley & Sons. pp191-218 Mittal, S., Zeigler, J. Risko Martin, F. Sahin, M. Jamshidi. (2008). “Chapter 5 Modeling and Simulation for Systems of Systems Engineering.” in System of Systems Engineering: Innovations for the 21st Century; M. Jamshidi (ed.) Hoboken, NJ: Wiley & Sons. pp.191-218 Sheard, S., “Chapter 30 Complex Adaptive Systems in Systems Engineering and Management.” in Handbook of Systems Engineering and Management; A.P. Sage., W.B. Rouse (ed.) Hoboken, NJ: Wiley & Sons. pp. 1283-1318 Sterman, J. (2006) “Learning from Evidence in a Complex World.” American Journal of Public Health. 96(3):505-514 Epstein, J., (2008) “Why Model?” Journal of Artificial Societies and Social Simulation. 11(412) Recommended: Gorod, A., B. White, V. Ireland, J. Gandhi, and B. Sauser. (eds.) (2014) “Case Studies in System of Systems, Enterprises, and Complex Systems Engineering” New York, NY: CRC Press, Taylor & Francis. Magee, C. L., and O.L. de Weck (2004) “Complex System Classification.” 14th Annual International Symposium of the International Council on Systems Engineering (INCOSE) June 20-24 Sterman, J., (2002) “All Models are wrong: reflections on becoming a systems scientist.” Systems Dynamics Review 18(4):501-531

An 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 assignment	2000 words maximum	15%	see MyUni
2	Individual assignment	2000 words maximum	15%	see MyUni
3	Individual assignment	2500 words	20%	see MyUni
4	Group assignment	Minimum length: 10000 words for group of 3 or at least 3500 words each member	40%	see MyUni
5	Individual presentation	6 to 10 PPT slides	10%	see MyUni
	Total		100%

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 1: Individual Assignment
Why are some projects complex and why cannot PMBOK be used as the management framework?
Note contributions by various authors on this topic and case studies illustrating your points.

Maximum: 2000 words 
Weighting: 15%
Due date: see MyUni
Submission Details: Online through MyUni via Turnitin
Learning objectives addressed: 1, 2

All 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 but should be lodged via the MyUni Course site. 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.