PROJMGNT 7057OL - Project Management Controls

Online - Quadmester 2 - 2017

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 7057OL
    Course Project Management Controls
    Coordinating Unit Entrepreneurship, Commercialisation & Innov Centre
    Term Quadmester 2
    Level Postgraduate Coursework
    Location/s Online
    Units 3
    Contact Assignments, reports
    Available for Study Abroad and Exchange
    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

    Program Director Contact Details:
    Project Management
    Name: Associate Professor Indra Gunawan

    Teaching Staff:

    Term 2 Online
    Dr John Sing

    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.

    Course Timetable

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

    Monday 10th April to Sunday 18th June 2017
  • Learning Outcomes
    Course Learning Outcomes

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

    1 Know and understand the project management control tools and techniques as applied to linear projects
    2 Competently develop a project brief that can convince stakeholders of the benefits of developing the project
    3 Choose and use a project management control framework and be competent to initiate value assurance reviews throughout the project lifecycle
    4 Competently plan the controls required for a medium-sized linear project appropriate to satisfying PMI’s Project Management Professional standards
    5 Demonstrate continued learning and personal development
    6 Recognise ethical, social and cultural issues and their importance for project managers
    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)
    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
    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
    2 & 4
    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, 2, 3 & 4
    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
    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
  • Learning Resources
    Required Resources
    Project Management - A Systems Approach to Planning, Scheduling, and Contracting by Harold R. Kerzner (Author)
    ISBN-13: 978-1118022276  eText: ISBN-13 9781118483220
    ISBN-10: 1118022270    eText: ISBN-10 1118483227
    Edition: 11th
    Publisher: John Wiley & Sons
    Recommended Resources

    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: 
    From this link, you are able to access the Library's electronic resources.

    Other resources
    If you are a member of the PMI ( 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
    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.

    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
    Learning Activities Summary
    Week Content Readings Activities
    1 · Projects
    · Product versus Project Management
    · SOW and Project Specifications
    · Project Charter and Management Control
    Kerzner pp 25-30, 64-66, 521-528, 556-575,

    PMBOK: pp 63, pp. 391
    4 Project Integration Management;
    13 Project Stakeholder Management

    Forum discussion
    2 · Work Breakdown Structure and Role of the Executive in Project Selection
    · Project Plan and Total Project Planning

    Kerzner pp 528-541, 556-565.

    PMBOK, pp 105.
    5 Project Scope Management
    Forum discussion

    · Planning
    · Scheduling Techniques

    Kerzner pp505-520, 637, 536-540, 546-555.
    597, 639

    PMBOK, pp141
    6 Project Time Management

    Forum discussion

    · Pricing and Estimates

    Kerzner pp 677-707

    PMBOK, pp 193
    7 Project Cost Management
    Forum discussion

    · Cost Control

    Kerzner pp 737-792

    PMBOK pp 215
    7.4 Control Costs
    Forum discussion

    · Quality Management

    Kerzner pp1015-1065,

    PMBOK, pp 227
    8 Quality Management

    Finalise and submit governance report

    Forum discussion

    · Organising and Staffing the Project Office and Team
    · Management Functions

    Kerzner pp 171-213, 223-264, 1097-1110.

    PMBOK, pp 5-17, 255
    1.3 What is Project Management,
    9 Project Human Resources Management
    Forum discussion

    · Communications
    · Procurement Planning

    Kerzner pp 265-312, 975-1003

    PMBOK, pp287-308, 355-390
    10 Project Communication Management,
    12 Project Procurement Management
    Forum discussion

    · Integrated Change Control
    · Close Project or Phase

    Kerzner pp 94-100, 572-575, 578-582, 549-550

    PMBOK, pp 57
    3.7 Closing Process Group

    · Finish up

    Finalise and submit final project
    Specific Course Requirements
    Students have already completed TECHCOMM 5021OL APM1 and are familiar with PMBOK elements and 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 Length Weighting Due Date Learning Outcomes
    1 Forum Discussion Participation Quality of the Initial Posting (100+ words) and subsequent responses at the forum 20% Day 7 of Weeks 1-8 1,3,4,5,8
    2 Project Governance Report 3000 - 4000 words words 30% Day 7 of Week 6 1-5,8
    3 Final Group Project Max. 12,000 words 50% Day 7 of Weeks 10 1-8
    Total 100%
    Assessment Related Requirements
    Students must complete reading assignments, participate in the forum discussion by posting Initial Posting and responses, submit project governance report and the final group project.

    Students must complete all course assessment requirements.

    Course results are subject to moderation by the ECIC Board of Examiners
    Assessment Detail
    Assessment 1: Forum Discussion Participation
    Weighting: 20%
    Due Dates: Day 1-3 on Initial Posting, Day4-7 response to others postings, weeks 1-8
    Submission Details: Via Forum in LEARN

    Your lecturer will notify you before the start of the week via course announcement, which of the discussion questions (DQ) you will complete for each week.

    Discussion topics are taken primarily from your assigned readings and weekly topics. You are encouraged to do additional research to support your responses. The research should include but not limited to published papers/ articles from peer-reviewed journals/ or periodic. Proper citation is required (see university's plagiarism policy, 2.1 a: )

    Length and Presentation:
    You will be graded on the quality of your initial posting and subsequent responses to other postings in the forum, not on the quantity—what is expected is substantive participation in all assigned discussions. (Eg: a short response like: Yes, I agree with other classmate or simply rephrase others' postings do not add values in the forum discussion, on the other hand, posting from your own experiences/ context and actions in applying the techniques enhance the forum discussion and learning).

    Criteria by which your assignment will be marked:
    · Initial posting on your own comments/ experiences on the week's DQ.
    · Initial posting and response demonstrate critical thinking and insight.
    · Initial posting and response indicate you understand the assignment and the underlying concepts.
    · Student response to question met minimum substantive expectations.
    · Demonstrated appropriate writing style and language choice.

    · Post Initial posting (at least 100 words, by Day 3) and subsequent responses to posts of your classmates, or to responses to your initial post — responses are substantive in nature.
    · Initial posting and responses indicate critical thinking, constructive feedback and meaningful inputs to the discussion
    · Demonstrated quality of writing and concise language choice

    Learning objectives with this assessment (refer to section 2.1): 1, 3, 4, 5, 8

    Assessment 2 Project governance report

    Weighting: 30%
    Due Dates: Day 7, week 6
    Submission Details: Via Drop Box in LEARN
    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 and why projects are failing, this should assist in determining which 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 a threat to your project success), then you will need to consider how in 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?

    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. 

    Suggested length
    o    3000 – 4000 words

    Please note: I am providing the suggested length as an indicative guide only.  You have complete flexibility in determining your final report deliverable.

    Assessment criteria – As per the course outline

    ·       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 techniques.

    ·       Demonstrated quality and depth of analysis, problem-solving, and synthesis. Demonstrated quality of writing.

    Learning objectives with this assessment (refer to section 2.1): 1-5, 8

    Assessment 3: Final Group Project
    Weighting: 50%
    Due Dates: Day 7, week 10
    Submission Details: Via Drop Box in LEARN

    This is a group assignment (2 members per group)

    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, your group is working for ‘IOC One’, and is 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 group’s advice as the project unfolds (See appendix A).

    There are many questions and issues to be considered in the successful completion of this development.

    Your tasks:
    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 your group is 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.  The following graph highlights 5 key domains that follow the project lifecycle phases and also form part of an effective project governance and controls framework (necessary to ensure ‘value’ creation and realisation):

    1)    JV agreements,

    2)    Stakeholder analysis,

    3)    Risk management,

    4)    Contracting & procurement and

    5)    Contract Management.


    Specific tasks: Your group (2 members) is required to provide responses to the following tasks.

    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 management 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 your 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 ensure costs for the project will be managed (i.e measured and reported)?

    4)    Contracting & 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 behavior do you anticipate may eventuate in relation to productivity, safety, 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)?


    A concise management report that is reflective of the key tasks as provided above.  Suggested length 12,000 words

    Please note: I am providing the suggested length as an indicative guide only.  You have complete flexibility in determining
    your final report deliverable.

    Assessment criteria – As per the course outline

    ·      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 techniques.

    ·      Demonstrated quality and depth of analysis, problem-solving, and synthesis. Demonstrated quality of writing.

    Learning objectives with this assessment (refer to section 2.1): 1-8

    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. 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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