PROJMGNT 7057 - Project Management Controls

North Terrace Campus - Semester 2 - 2016

This course develops the competencies for managing linear and non-complex projects which were first addressed in Applied Project Management 1. It covers the management techniques and tools required to achieve outcomes on projects primarily in each of the areas of stakeholders, scope, time, cost and quality control: however, attention is also paid to risk, procurement, human resources, communication, procurement and integration of these. Cost and time management skills and contract management are addressed.

  • General Course Information
    Course Details
    Course Code PROJMGNT 7057
    Course Project Management Controls
    Coordinating Unit Entrepreneurship, Commercialisation & Innov Centre
    Term Semester 2
    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 course develops the competencies for managing linear and non-complex projects which were first addressed in Applied Project Management 1. It covers the management techniques and tools required to achieve outcomes on projects primarily in each of the areas of stakeholders, scope, time, cost and quality control: however, attention is also paid to risk, procurement, human resources, communication, procurement and integration of these. Cost and time management skills and contract management are addressed.
    Course Staff

    Course Coordinator: Associate Professor Indra Gunawan

    Trimester 2, Semester 2 and Trimester 3

    Name:
    Dr John Sing

    Short Bio:

    As an Adjunct Associate Professor and Business Consultant, John develops and delivers academic and professional development programs for both the public and private sector.

    Prior to establishing a small consultancy firm, John had worked for as an executive within the Queensland Public Sector where he was responsible for leading and implementing the Government’s financial and economic reform agenda. This included overseeing the organizations transition from cash based to accrual accounting, financial and management reporting to the CEO and governing board of directors, and project and risk management at the strategic and operational levels.

    John has conducted numerous management, leadership, risk, financial and project management courses for industry. He was recruited after having been a full-time academic where he has researched and taught at both undergraduate and postgraduate levels in the domains of financial accounting, auditing, project and risk management. He is currently involved in the development and delivery of specialized project and risk management programs for finance and engineering professionals working in capital intensive project based organizations. Following the attainment of his Bachelor degree in accounting, John obtained a Doctoral degree in risk from Southern Cross University. He also holds a Master of Accounting degree, Post graduate degree in Education and a Bachelor of Business degree in Accounting.


    Email: john.sing@adelaide.edu.au
    Course Timetable

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

    Opening intensive:
    Monday 29th and Tuesday 30th August 2016
    9am to 6pm
    Petroleum Engineering GO4 Teaching Room

    Closing intensive:
    Monday 26th and Tuesday 27th September 2016
    9am to 6pm
    Hughes 113 Teaching Room


  • Learning Outcomes
    Course Learning Outcomes
    1 Use knowledge and developing competence in applied techniques of project management for primarily linear projects
    2 Capture, interpret and document project scenarios, requirements and activities
    3 Competently develop a brief and feasibility study which can convince stakeholders of the benefits of developing the project
    4 Apply project management techniques to a wide range of industries, including Information technology, defence, construction,
    roll-out of government services, social, finance, medical, research and commercialisation
    5  Promote team work and effective communications in the development and support of projects
    6 Apply appropriate technologies to support the project management process
    7 Appreciate the benefits of continuing personal and professional development in the field of project management
    8 Appreciate the leadership roles and acceptance of personal responsibility required to encourage wider community involvement in the successful and sustainable development of projects
    9 Appreciate ethical, social and cultural issues and an understanding of the implication of these issues in the sustainable development and management of 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)
    1-9
    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
    2, 3, 4 & 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
    3 & 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
    6 & 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
    9
    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
    1-9
  • Learning Resources
    Required Resources

    Text book:

    Kerzner, H. R., (2013) Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 11th Edition, Wiley
    ISBN-13: 978-1118022276
    ISBN-10: 1118022270

    Recommended Resources

    PMBOK: A Guide to the Project Management Body of Knowledge, 2013, Project Management Institute, USA. 5th Ed. ISBN 978-1935589679

    Gray, Clifford & Larson, Erik, 2000, Project Management, McGraw-Hill.

    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.  Students are encouraged to read as much of the Kerzner chapters as possible prior to the intensive sessions - essentially structured as follows: 
    Intensive Days
    Dates              Readings/Activities
    1 & 2 see MyUni Overview, concepts and definitions Chs 1 & 2
    Organisational structures Ch 3
    Management functions Ch 5
    Conflicts & special topics Ch 7 & 8
    Planning Ch 11
    3 & 4 see MyUni Pricing & Estimating Ch 14
    Cost control Ch 15
    Risk management Ch 17
    Quality management Ch 20
    Contract management Ch 19
  • 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. Specific details for each assessment item appear in the following section:

    #AssessmentLengthWeightingDue DateLearning Outcomes
    1 Classroom participation (intensive sessions)  N/A 10% See MyUni 1 - 8
    2 Individual Assignment 1500 words 15% See MyUni 1, 3, 5, 6
    3 Individual Project Control & Governance Report 3000-4000 words 25% See MyUni 1, 3, 4, 5
    4 Capstone Project Management Control Case study
      - Part A - Group component
      - Part B - Individual component

    10000 words
      4000 words

    30%
    20%
    See MyUni 1- 8
    Total 100%
    Assessment Related Requirements
    Students should attend all classes in order to pass the course. There is considerable experiential learning in workshops during the intensive classes that build your knowledge and thus enable you to be successful in this course.  

    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.

    Due to an increasing number of students infringing the University’s Academic Dishonesty Requirements within the Master of Applied Project Management, a more rigorous method of checking assignments is used.

    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 comas’, 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

    Assessment 1: Intensive sessions - classroom discussion & participation
    Weighting: 10%
    Due Dates: Intensive sessions

    Task:
    You are expected to attend and participate in the discussions during the intensive sessions.  Your lecturer will provide you with opportunities to participate and contribute to the learnings during each of the intensive sessions.  

    Scope:
    Discussion topics will be taken primarily from the assigned readings and course material.  You are encouraged to actively participate during the classroom sessions and to contribute positively to the learning environment.

    Length and Presentation: 
    You will be graded on your attendance and quality of your participation in class and subsequent discussions to the key topic areas being covered.  It is expected that students will practice their PM skills by being punctual to the sessions as well as substantially participate in all assigned discussions (e.g. a short response like - yes, I agree with you - will not really add value).  Discussions and sharing of learnings from your own PM experiences/context and actions in applying the techniques will enhance the classroom discussion and learning. 

    Criteria by which you will be marked:
    - Participation based on your own comments/experiences on the topic covered
    - Participation and discussions demonsatrate application of the concepts, critical thinking and insight
    - Participation indicates you understand the issues and the underlying concepts
    - Student response to classroom activities met minimum substantive expectations
    - Demonstrated appropriate communication style and language choices
     
     
     
    Assessment 2: Individual Assignment
    Weighting: 15%
    Due Date: See MyUni
    Submission Details: Online through MyUni via Turnitin link

    Task:
    Answer a set of questions based on the case study (to be provided in the class during the opening intensive). The objective of the case study questions is for the participant to consider the theoretical material supplied and attempt to apply it to a real project case.

    Scope:
    Understating and application of Cost management tools / techniques

    Length and Presentation:
    1500 words

    Criteria by which your assignment will be marked:
    Evidence of having read and understood the material, the tools and techniques of ‘Cost Management’ is important. Marks will be given for demonstrating a good understanding of the content, evidence of additional reading, referencing these readings in the answer, and application. In answering these questions try and state principles as well as detail.

    Learning objectives with this assessment 1, 3, 5, 6
     
     
     
    Assessment 3: Individual assignment - Project Control and Governance Report
    Weighting: 25%
    Due Date: See MyUni
    Submission Details: Online through MyUni via Turnitin link

    Task
    Despite the plethora of project management methodologies, tools and templates available and being applied, evidence indicates that there still exists a high proportion of project failures (as measured by schedule delays, cost overruns and quality concerns).  Clearly simply using project management tools and techniques does not necessarily guarantee project success for the project manager.  There needs to be a clear understanding as to why projects fail as well as the importance of having in place an effective project governance and control arrangement.  As a result of the above context and expectations, the following tasks are required to be undertaken.

    1) Research, analyse and identify why projects fail. Consider what is deemed to be a project failure.  How is success/failure measured?  Does your organisation provide metrics for project failure?  Provide a definitive list of factors (i.e hot spots) that you believe are the reasons as to why 'value' is eroded and projects fail.
    Comment:  If as a project manager you have a better understanding and can anticipate where anwhy projects are failing, this should assist in determining whcih areas require greater focus (and why).

    2) Based on the results from your analysis, provide a suggested approach for how project governance and control arrangements can be improved in order to achieve project success. 
    Hint: If for example, you identify a 'hot spot' from 1), to be - 'scope change/scope creep' and that this could be a possibility with your project (hence threat to your project success), then you will need to consider how you intend to control for this particular threat.  What will you need to put in place in order to control for scope and ensure clarity in scope and definition.  How will you handle scope changes, variation requests etc?

    Deliverables:
    A concise management report that is reflective of the 2 key tasks as provided above.  Section 1 of your report should contain your research, analysis and findings from task 1.  This should then be used as the basis to shape up section 2 of your report.

    Scope:
     
    Project management  governance and controls

    Length and Presentation:
    3000-4000 words

    Criteria by which your assignment will be marked:
    - Demonstrated ability to transfer or apply concepts covered in the course to each of the project components
    - Demonstrated awareness of and insight with regard to project management controls and assurance assessments
    - Demonstrated quality and depth of analysis, problem solving and synthesis
    - Demonstrated quality of writing
     
     Learning objectives 1-8
     
    Assessment 4: Capstone Project Management Control case study Group assignment part A and Individual assignment part B
    Weighting: 30% + 20%
    Due date: See MyUni
    Submission Details: Online through MyUni via Turnitin link

    Part A is a group assignment (2 members per group) - 30%
    Part B is an individual assignment - 20% 

    Task:

    This case study is set outside of Dusty Plains, a small dusty town near Broome in Western Australia.  While the location, and the legal and taxation environment is real, the on-shore Dusty Plains field is hypothetical.  It is, however, based on realistic data drawn from similar projects from around the world.  In this scenario, you are working for 'IOC One' and are responsible for overseeing and controlling a myriad of issues associated with this project.  Appropriate and timely decisions are vital to the success of this $600 million, 2 year development and the organisation is looking to your advice as the project unfolds.   There are many questions and issues to be considered in the successful completion of this development.

    Note: The specific case study details will be distributed to students during the classroom intensive session. 

    This is a 'capstone' case study and provides you and your partner with an opportunity of drawing on your previously acquired project management skills and material covered in this course.

    Overall you are responsible for creating and realising value for the shareholders of IOC One.  This is however a complex project and will be a challenge for you to ensure successful achievement of the project's outcomes. 

    Spefically you are required to provide responses to the following tasks:

    Part A - group component (30%)

    1) Joint venture arrangement:
    a. What do you see as being the key strengths, weaknesses, opportunities and threats of the JV arrangement that has been agreed to between all parties.
    b. Specifically relating to the opportunities and threats identified, how do you propose to manage these (and why)?

    2) Stakeholder analysis:
    a. Identify whom you believe are your key stakeholders
    b. Based on your list, map them according to your view as to perceived level of influence and perceived level of interest that you believe they hold in this project
    c. Based on your mapping, what 'communication' strategies would you propose for managing stakeholders and why?

    3) Risk management:
    a. Identify the specific 'value drivers' for your project and specify 4 objectives (consider & test against S.M.A.R.T)
    b. Apply the risk management process and create a risk register.  Specific focus to be given to your recommended risk responses to the high risk items identified
    c. As a result of your risk work, what are your recommendations in relation to a 'contingency' component of the cost estimate
    d. How will you ensure costs for the project will be managed (i.e managed and reported)?

    Part B - Individual component (20%)

    4) Contract & procurement:
    a. Based on your assumptions about the state of the market, risks from your risk register, and local content requirements, what contract types would you recommend for the various activities that need to be delivered (and why)?
    b. As a result of a, what type of contractor behaviour do you anticipate may eventuate in relation to productivity, safety, quality, resourcing etc.

    5) Contract management:
    a. What are the main elements you consider should be included in your contract management plan?
    b. Nominate your top 5 key performance indicators that you would recommend be included in your contract management plan (and why)?


    Deliverables:

    Two concise management reports that are reflective of the key tasks as provided above.  i.e Report 1 based on tasks 1, 2 & 3 - submitted as a group report and report 2 based on tasks 4 & 5 - submitted as an individual report.

    Scope:

    Understating and application of various concepts across a project

    Length:
    Suggested length 10000 words - Part A and 4000 words Part B

    Criteria by which your assignment will be marked:
    - Demonstrated ability to transfer or apply concepts covered in the course to each of the project components
    - Demonstrated awareness of and insights with regard to project management controls
    - Demonstrated quality and depth of analysis, problem solving and synthesis
    - Demonstrated quality of writing 

    Learning objectives 1-8

    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; 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 section 5.2 or 5.3) 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.

  • Student Feedback

    The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.

    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.

  • Student Support
  • Policies & Guidelines
  • Fraud Awareness

    Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student’s disciplinary procedures.

The University of Adelaide is committed to regular reviews of the courses and programs it offers to students. The University of Adelaide therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.