PROJMGNT 7012 - Project Governance and Contracts
North Terrace Campus - Trimester 2 - 2020
General Course Information
Course Code PROJMGNT 7012 Course Project Governance and Contracts Coordinating Unit Entrepreneurship, Commercialisation & Innov Centre Term Trimester 2 Level Postgraduate Coursework Location/s North Terrace Campus Units 3 Contact Intensive: 36 to 40 hours Available for Study Abroad and Exchange Y Course Description Despite the application of the key project management elements, evidence indicates that there still exists a high proportion of project problems experienced during the 'delivery' phase of a project (resulting in schedule delays, cost overruns and/or quality concerns). Clearly developing a project management plan does not necessarily guarantee project success for the project manager. Project governance and contracting decision making need to be aligned with the organisation's governance model across the entire project lifecycle and therefore is a critical element of any project. This course develops the competencies for establishing and maintaining an effective project governance framework that enables and informs effective project decision making. It covers the key project governance and contract principles, in support of the 'prudency' and 'efficiency' of the capital spend for all linear type projects.
Course Coordinator: Tracey Dodd
The full timetable of all activities for this course can be accessed from Course Planner.
Course Learning Outcomes
On successful completion of this course, students will be able to:
1 Identify and analyse effective project governance & contracting in different organisational contexts 2 Examine and implement an effective project governance and contract management framework 3 Apply effective project governance and contracting to a wide range of industries, including Information technology, defence, construction, public sector, social, finance, medical, research and commercialization. 4 Apply appropriate policies and procedures to strengthen and support the project management governance process 5 Illustrate 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)
1-6 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
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
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
6 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
3 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
Required ResourcesA guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition, Project Management Institute, 2013.
Recommended Resources• Harold R Kerzner, Project Management: A systems approach to planning, scheduling and controlling, Eleventh Edition, Wiley. 2013
• Supplementary readings list and suggested books
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.
Other resources: Project Management Institute
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 details
* Log in to access complimentary read-only PDFs of all of PMI's published standards or take advantage of discounts on paperback editions.
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Learning & Teaching Activities
Learning & Teaching ModesThis course is offered in blended learning mode with the face-to-face component offered as intensives.
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.
Days Content Readings/Activities 1&2 Course Notes Why project governance – what is it and what are the key drivers? What are the key project governance principles?
Terminology, what is ‘project governance’ and why is it important?
Establishing a framework
Effective project decision making Establishing the ‘prudency’ of the capital spend
Needs and options analysis: Drivers of business needs and developing viable options
Strategic intent and risk management and the role of risk management
Methods of project evaluation concepts - NPV, IRR and assumptions
Financial analysis: discounting cash flows, selecting the discount rate
Business case example review and analysis
Identification & analysis of the ‘hot spots’ Examination of the main project governance tools
Policies, procedures, templates
Establishing the ‘efficiency’ of the capital spend Contracting & procurement
What is a ‘contract’?
Why ‘contracting and procurement’?
Summary and key take-aways 3&4 Course Notes Brief recap from intensive 1 Developing a contracting strategy Contracting tactics Sourcing & award Contract management Claims & variations Summary and key take-aways
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# Assessment Task Task Type Length Weighting Learning Outcomes 1 Class participation Individual N/A 10% All 2 Written assignment Individual 3,000 words 30% 1, 2, 3, & 4 3 Report Group 3,000 words 20% 1, 2, 3, & 4 3 Presentation Group 1,000 words 10% 4, 5 & 6 4 Final written assignment Individual 4,000 words 30% 3, 4, 5, & 6 Total 100%
Assessment Related RequirementsStudents should attend all classes in order to pass the course. There is considerable experiential learning during classes that build your knowledge and thus enable you to be successful in this course.
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Assessment DetailClassroom discussion & participation
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.
Develop a ‘business case’ template that can then be used by the organization. Give consideration as to the key components that you believe are important to be included (and why you believe them to be important).
A case study / role playing scenario is provided to the students to develop a Project Governance framework report. The report should provide the necessary information to assist the case study organization in establishing an effective project governance framework for the very first time. It therefore needs to provide advice as to the proposed project governance structure (why) and roles and responsibilities (who). This would include the project lifecycle (stage gates), as well as the ‘terms of reference’ for the Project Steering committee and other necessary policies and procedures required as to how the PSC is to operate.
Based on your group’s Report, your group will develop and make a formal presentation of your report. Prepare your presentation on the assumption that you are presenting your key findings and recommendations to the Board of Directors and Senior Management team.
Final written report
Answer a set of questions based on the project governance and contracts case study. The objective of the case study questions is for you to consider the contracting and procurement material supplied and attempt to apply it to a real project governance case.
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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
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