PROJMGNT 7024NA - Complex Project Management 1

Ngee Ann Academy - Trimester 1 - 2016

Understanding of complex systems and development of competence to manage the investigation, feasibility, requirements definition, planning and delivery of complex projects, which include autonomous and independent systems. Consideration of different management styles for complicated (linear projects) and complex projects, including use of various techniques addressed in Systems Fundamentals. The course follows system fundamentals and includes a number of aspects of managing complex projects. These are: the modern history of system of systems engineering (SOSE); SoSE case studies; types of uncertainty and emergence; key aspects of complex systems; risk management of complex systems; systems thinking including soft systems methodology; modelling and simulation of SoS; sense making and tiny initiating events.

  • General Course Information
    Course Details
    Course Code PROJMGNT 7024NA
    Course Complex Project Management 1
    Coordinating Unit Entrepreneurship, Commercialisation & Innov Centre
    Term Trimester 1
    Level Postgraduate Coursework
    Location/s Ngee Ann Academy
    Units 3
    Contact Intensive: 36 to 40 hours
    Available for Study Abroad and Exchange Y
    Prerequisites PROJMGNT 5021
    Course Description Understanding of complex systems and development of competence to manage the investigation, feasibility, requirements definition, planning and delivery of complex projects, which include autonomous and independent systems. Consideration of different management styles for complicated (linear projects) and complex projects, including use of various techniques addressed in Systems Fundamentals. The course follows system fundamentals and includes a number of aspects of managing complex projects. These are: the modern history of system of systems engineering (SOSE); SoSE case studies; types of uncertainty and emergence; key aspects of complex systems; risk management of complex systems; systems thinking including soft systems methodology; modelling and simulation of SoS; sense making and tiny initiating events.
    Course Staff

    Course Coordinator: Associate Professor Graciela Corral de Zubielqui

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


    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



    Course Timetable

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

    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
  • Learning Outcomes
    Course Learning Outcomes
    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.
    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)
    1-10
    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
    1-4, 7-8
    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
    5-6, 9-10
    Career and leadership readiness
    • technology savvy
    • professional and, where relevant, fully accredited
    • forward thinking and well informed
    • tested and validated by work based experiences
    9-10
    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
    5-6, 9-10
    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
    5-10
  • Learning Resources
    Required Resources
    Text book:
    Mo Jamshidi, (2009) System of Systems – Innovations for the 21st Century, Hoboken, John Wiley- ISBN: 978-0470195901
    Recommended Resources
    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
    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 (see: https://myuni.adelaide.edu.au)
  • 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
    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
  • 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 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%
    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 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

    Scope:
    The objective of these questions is for the participant to consider the theoretical material supplied and attempt to apply it to a real project example, if possible. Therefore evidence of having read and understood the material is important. Arguments and assertions should be based on the research articles listed, the important ones of which are encompassed in the notes. This assignment will assess your understanding of the course topics.

    Learning objectives addressed:
    1, 2


    Assignment 2: Individual Assignment

    Discuss the benefits of systems thinking and how this can be applied on projects and particularly project sponsors. Comment on why companies are reluctant to change.

    Maximum: 2000 words
    Weighting: 15%
    Due date: see MyUni
    Submission Details: Online through MyUni via Turnitin 
     
    Scope:
    The objective of these questions is for the participant to consider the theoretical material supplied and attempt to apply it to a real project example, if possible. Therefore evidence of having read and understood the material is important. Arguments and assertions should be based on the research articles listed, the important ones of which are encompassed in the notes. This assignment will assess your understanding of the course topics.

    Learning objectives addressed: 1, 2, 3


    Assessment 3: Individual Assignment
    Review the various topics in the overall course and comment on their relevance to complex project management.  Review and comment on whether additional topics should have been included.
    Maximum: 2500 words
    Weighting: 20%
    Due date: see MyUni
    Submission Details: Online through MyUni via Turnitin

    Scope:
    The objective of these questions is for the participant to consider the theoretical material supplied and attempt to apply it to a real project example, if possible.  Therefore evidence of having read and understood the material is important.  Arguments and assertions should be based on the research articles listed, the important ones of which are encompassed in the notes.  The assignment will assess your understanding of the course topics.

    Learning objectives addressed: 1, 2, 3


    Assessment 4: Group Assignment
    As a group of three people, develop a project plan for addressing the major complex project.  This could be either a work based project of one for the members of the group, or a wicked problem such as corruption, illicit drugs, climate change, many ISIS, or another.

    Indicate the contributions of each member of the group in any integrated assignment, with each member contributing at least 3,500 words.  Miniumum length of 10,000 words as a group

    Minimum: 3500 words per group member; 10000 words as a group
    Weighting: 40%
    Due date: see MyUni
    Submission Details: Online through MyUni

    Scope:
    The objective of these questions is for the participant to consider the theoretical material supplied and attempt to apply it to a real project example, if possible.  Therefore evidence of having read and understood the material is important.  Arguments and assertions should be based on the research articles listed, the important ones of which are encompassed in the notes.  This assignment will assess your understanding of the course topics.

    Learning objectives addressed:
    1, 2, 3


    Assessment 5: Individual Assignment
    Individually present any topic in the course to the class via 6 to 10 PowerPoint slides, indicating why you think this topic is important, and its contribution to complex project management

    Weighting: 10%
    Due date:
    see MyUni
    Submission Details: Present topic in class

    Scope:
    The objective of these questions is for the participant to consider the theoretical material supplied and attempt to apply it to a real project example, if possible.  Therefore evidence of having read and understood the material is important.  Arguments and assertions should be based on the research articles listed, the important ones of which are encompassed in the the notes.  This assignment will assess your understanding of the course topics.

    Learning objectives addressed: 1, 2, 3
    Submission

    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.
    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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