PROJMGNT 7024OL - Complex Project Management 1

Online - Quadmester 3 - 2017

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 7024OL
    Course Complex Project Management 1
    Coordinating Unit Entrepreneurship, Commercialisation & Innov Centre
    Term Quadmester 3
    Level Postgraduate Coursework
    Location/s Online
    Units 3
    Contact Approximately 4 hours per week over 10 weeks (interaction & preparation)
    Available for Study Abroad and Exchange N
    Prerequisites PROJMGNT 5021 & PROJMGNT 7047
    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 Indra Gunawan

    Teaching staff:

    Term 3 Online
    Name: Associate Professor Indra Gunawan

    Associate Professor Indra Gunawan received his PhD in Industrial Engineering and MSc in Construction Management from Northeastern University, USA.  Prior to joining the University of Adelaide, he was a program coordinator for Maintenance and Reliability Engineering at Monash University.  Previously he has also taught in the Department of Mechanical and Manufacturing Engineering at
    Auckland University of Technology, New Zealand and worked as the Head of Systems Engineering and Management program at Malaysia University of Science and Technology (in collaboration with the MIT, USA).  His current research interests include system reliability modelling, maintenance optimisation, project management, applications of operations research, and operations management.  He is actively involved in the Asset Management Council, a technical society of Engineers Australia.

    Email:
    indra.gunawan@adelaide.edu.au

    Phone:
    +61 (8) 8313 3255
    Course Timetable

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

    Monday 10th July to Sunday 17th September 2017
  • Learning Outcomes
    Course Learning Outcomes
    On the successful completion of this course, students will be able to:

    1
    Identify different types of projects in project management and explain how management styles can vary depending on the type of a project employed.
    2 Analyze real life complex project management case studies from multiple domains and illustrate practical application of research methods and toolsets.
    3 Examine the latest interdisciplinary research in complex project management and apply lessons learned and best practices to the development of potential solutions to contemporary global challenges. 
    4 Compare and employ different levels of interpersonal skills as appropriate for effective teamwork and leadership in complex project management.
    5 Demonstrate the importance of developing broader awareness and maintaining high ethical and socio-cultural standards to successful complex project management.
    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)
    1-3
    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
    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
    4-5
    Career and leadership readiness
    • technology savvy
    • professional and, where relevant, fully accredited
    • forward thinking and well informed
    • tested and validated by work based experiences
    1-5
    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
    4-5
    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
    1-5
  • Learning Resources
    Required Resources
    Peter Allen, Steve Maguire, Bill McKelvey (2011), The SAGE Handbook of Complexity and Management, 1st edition, SAGE Publications, ISBN-10 184787696, USBN-13 9781847875693

    Recommended Resources

    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.

    Online Learning

    LEARN is the University of Adelaide’s platform for dedicated online delivery. LEARN is a customised version of Moodle, and houses all course requirements including the course profile, announcements, additional course materials (beyond the prescribed text), assessment items, discussion forums, grading, feedback, links to various university and course resources, an internal website email system, a technical assistance facility, etc. LEARN is only accessible once the URL and a password have been provided to the student on enrolment. Students are given access to the course prior to the start date to familiarise themselves with the operational aspects and functionality of the website. 

  • Learning & Teaching Activities
    Learning & Teaching Modes
    This course is offered in online mode
    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.
    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.

    Schedule
    Week 1 Introduction to Complex Project Management
    Week 2 Modern History of System of Systems Engineering
    Week 3 SoSE Case Studies
    Week 4 Types of Uncertainties and Emergence
    Week 5 Risk Management of Complex Systems
    Week 6 Key Aspect of Complex Systems
    Week 7 Systems Thinking and Soft Systems Methodology
    Week 8 Systems Thinking and Soft Systems Methodology
    Week 9 Modeling and Simulation of Complex Systems
    Week 10 Sense Making and Tiny Initiating Events
  • 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 TaskTask TypeLengthWeightDue Date/WeekLearning Outcomes
    1a Assignment Individual 1500 words 20% Day 7, Week 5 1-3
    1b Assignment Individual 1500 words 20% Day 7, Week 7 4-5
    2 Final Report Group 4 people 15000 words 40% Day 7, Week 10 1-5
    3 Discussion/Participation Individual 20% Weeks 1-10 1-5
    Total 100%
    Assessment Related Requirements

    Students must check all discussion forums weekly and to actively participate in and contribute to any ongoing online discussion threads.

    Students must complete all course assessment requirements.

    Course results are subject to moderation by the ECIC Board of Examiners.

    Appropriate use of the Internet in assignments

    The purpose of this document is to assist students with appropriate use of the material they have accessed on the Internet in assignments. The Internet is a wonderful source of information and sometimes students are not aware of how to use it properly. For example, a recent case had over 70% of words copied from over 20 other sources. Furthermore, many students think this is the appropriate use of the Internet.

    IT IS NOT.

    2015 was a bad year for students infringing University’s Academic Dishonesty Requirements with over 10 students infringing within the Master of Applied Project Management.

    There is a hierarchy of penalties, the lowest of which is the loss of some assignment marks and the student’s name being placed on the Faculty’s Academic Dishonesty Register for six months. This only occurs if I believe this occurred through error. The second level penalty is more significant which is loss of all marks for the assignment and being placed on the University’s Academic Dishonesty Register for the remainder of their time at the University. Even higher penalties can involve the University deciding the student should not graduate. This has occurred in the Master of Project Management.

    Appropriate use of the Internet is to include all directly copying of sections of other reports in ‘inverted commas’, as a quotation, and note the source of the quote. To include a group of words without use of inverted commas and without noting where the words came from is an example of academic dishonesty.

    Students may not be aware that the University has use of an international database called Turnitin in which all direct use of other material can be traced.

    On a more positive note students need to understand the points made in any paper they access on the Internet and integrate these thoughts into their argument rather than just copying large passages. Of course this takes more work but this is what tertiary education requires and, in the end, make students into better thinkers and more able to express their ideas in their assignments.
    Assessment Detail

    Assignment 1 (Individual):
    Assignment one is broken up into 2 parts each worth 20%.

    Question 1a: Why are some projects complex? How do they differ from complicated projects? Provide some examples of complexprojects. Why have traditional project management models failed to provide adequate structural support for complex projects?

    Due Day 7, Week 5, 20%

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

    Given the word limit on these questions, assessment will reward content included and quality of response. There will be penalties for exceeding the word limit. Quotations do not count in the total word count. Submit the Microsoft Word document to the dropbox located below on Day 7.

    Length and Presentation:
    Complete a 1500 word response to the prompt below. This activity is worth 20% of your final grade.

    Late work will receive a deduction of 20 marks out of 100 for time in the first week late. Beyond the first week, a zero mark will be awarded.

    In completing these assignments, higher marks will be awarded for evidence of reading notes, text and papers, and integration of these theories and concepts into your answers. Direct referencing of external material in your answers is preferred.


    Question 1b: Explain the effects of complexity on the management of a project and discuss whether some of the many facets of
    complex systems can be used to assist project management.

    Due Day 7, Week 7, 20%

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

    Given the word limit on these questions, assessment will reward content included and quality of response. There will be penalties for exceeding the word limit. Quotations do not count in the total word count. Submit the Microsoft Word document to the dropbox located below on Day 7.

    Length and Presentation:
    Complete a 1500 word response to the prompt below. This activity is worth 20% of your final grade.

    Late work will receive a deduction of 20 marks out of 100 for time in the first week late. Beyond the first week, a zero mark will be awarded.

    In completing these assignments, higher marks will be awarded for evidence of reading notes, text and papers, and integration of these theories and concepts into your answers. Direct referencing of external material in your answers is preferred.


    Assignment 2: Final report (Group):
    Weighting: 40%
    Due Dates: Day 7 Week 10

    Submission Details: Online
    Send one copy for the group ensuring all group member names are clear. Preferably any documents created under Excel or
    Microsoft Project should be included in the Word version of the electronic copy.

    Task:
    Create a case study report for an approved project as instructed below, implementing the theoretical material you have
    covered. Groups should be of four people. To add additional team members, you need to seek special approval stating reasons. This assignment is intended to be the application of theory so I do not want theory reproduced, but the application of theory to a project.

    As you may be using material in this report which was developed by others, it is important to state what was your contribution and what was the contribution of others. The paper should have the following headings with the following specifications:

    Abstract
    • 200 words or less

    Introduction
    • Briefly describe the SoS under consideration
    • What problem is this SoS addressing for what organization, program, or activity
    • Define the perceived System of Systems Engineering process, situation or problem presented in the case

    Background Information
    • Context for SoS and your case
    • Definitions that apply to the process, situation or problem: advanced terminology or jargon, explain what each word
    means in your study, concisely and clearly.
    • Relevant theories/research and prior development regarding SoS and your case: What has other research or studies
    found to be true in SoS and your specific case.

    System of Systems Description
    • History and Development
    • High-Level Diagram or Layout
    • Sponsors/Customers, Industry Sector, Companies Involved, Country, Budget
    • Mission/Purpose/Goals/Objectives
    • Principles/Characteristics
    • Settings/Structure/Boundaries
    • External Factors and Constrains
    • Constituent Systems (new/legacy, scope) System of

    Systems Engineering Analysis
    • Analysis and Analytical Findings
    • Activities/Problems/Conflicts
    • Timeframe/Sequence of events
    • Methods and tools used
    • Lessons Learned
    • Best Practices
    • Steps and conditions for replicating the SoS elsewhere

    Conclusion
    • Summary of the case and your findings/recommendations

    Questions for Discussion
    • Please provide 2-5 questions that are based on this case and could be used for a discussion in a classroom environment.

    References
    Please ensure you add page numbers to your
    assignment and it is advisable to add each team member’s last name in the
    footer or header.

    Scope:
    The SoS Case Study Paper is expected to reflect the following:
    1. Describes multiple integrated complex systems working together to achieve one common objective;
    2. Present a real life process, situation or problem;
    3. Offer adequate and detailed information to assess the process, situation or problem by the case reader;
    4. Present an objective view of the process situation or problem;
    5. Offers relevant questions for further discussion;
    6. Be cogent;
    7. Satisfactorily explain the basis for its conclusions;

    Length and Presentation:
    Minimum length: 4 people – 15,000 words.
    Note: additional marks are awarded for more comprehensive reports.

    The paper should follow the style guide of the IEEE (see Template for Transactions Section at http://www.ieee.org/publications_standards/publications/authors/authors_journals.html)

    Criteria by which your assignment will be graded:
    In completing this assignment, higher graded will be awarded for evidence of reading notes, text and papers, use of concepts
    from Systems Fundamentals, and integration of this theory into your answers. Direct referencing of external material in your answers is preferred.

    Assignment 3 (Individual):
    Participation in the weekly discussions is expected (week 1-10).

    Submission

    All text based assignments must be submitted via Drop Box in LEARN

    There are a few points to note about the submission of assignments:

    • Assignment Submission: Assignments should be lodged via Drop Box in the LEARN system. Please refer to individual assignment tasks for specific submission details relevant to each task. Note that assignments may be processed via TURNITIN, which is an online plagiarism prevention tool.
    • Cover Sheet: As part of your assignment, please add the completed University of Adelaide Assessment Cover Sheet to your assignment, 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. Where applicable, also include the word count excluding title pages and references.
    • 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 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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    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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