Units

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Sample subject outline - 5 Week Teaching Period - 2 2013

Note: Subject outlines often change before the semester begins. Below is a sample outline.

Rationale

Complex projects are usually initiated to implement long range strategies in contexts of high complexity and uncertainty, where project outcomes are often emergent. This unit examines strategic and systems concepts and frameworks that will help the complex project manager to understand a project's strategic context and develop project strategies capable of delivering successful project outcomes. Strategic management competencies are developed through the application of strategic and systems concepts and frameworks to real-life case studies of complex projects. Project leaders need to understand the character of project complexity, strategic alignment and the challenges it presents. They also need innovative but frequently non-traditional development and delivery methodologies to meet these challenges. In particular they will be cognizant of uncertainty and be able to develop and implement complex projects to deal with emergence.

Aims

The aim of this unit is for students to develop skills in strategic management of complex projects through case study analysis of real-life businesses and complex projects.

Objectives

Course Learning Goals (Corporate Programs)

The QUT Business School has established the Assurance of Learning (AOL) Goals to meet contemporary industry needs and standards. Achieving these learning outcomes will assist you to meet the desired graduate outcomes set at QUT - aligned with other internationally renowned business schools. Students will develop the following capabilities relevant to a contemporary global and sustainable business environment:

Program Goal 1: Understand Self and Lead Others in an International Environment (ULO)

1.1 Develop the personal attributes of action and outcome orientation, ability to influence and self-knowledge that distinguish the manager of complex projects.
1.2 Develop and demonstrate the leadership and communication skills to manage the staff involved in complex projects
1.3 Work effectively in managing people and a wide range of stakeholders through understanding of culture cognition, personality and human lifecycle.

Program Goal 2: Lead Strategic Planning, Design and Implementation (SPDI)

2.1 Understand the context of complex projects and the design and implementation of appropriate project strategy and systems to match emergent requirements
2.2 Demonstrate the capacity to design, establish and manage the organisational architecture for complex projects
2.3 Develop the understanding and skill to deliver probity and governance requirements for complex projects
2.4 Develop the capacity to design and implement innovative business planning, reporting and performance measurement systems.

Program Goal 3: Think Holistically: Innovate and Creatively Problem Solve (TH)

3.1 Develop the insights to manage people and systems subject to on-going change and constantly adapt to emergent conditions
3.2 Demonstrate the capacity to envision novel, critical and creative responses to complex and emerging problems

Program Goal 4: Develop the understanding of and skill to design, manage and lead strategic procurement practices that respond to the challenges of the complex organisational and project management environment. (SP)

4.1 Develop, plan and implement a comprehensive and effective acquisition strategy to deliver complex strategic capabilities.
4.2 Assess and implement the contractual requirements of a complex acquisition taking into account the implications of international law and conventions, intellectual property rights, and ensuring the appropriate allocation and mitigation of contractual risks.
4.3 Develop, plan and implement strategic sourcing arrangements covering the capability life-cycle.

Unit Objectives
At the completion of the unit, students will be able to:
1. Strategically analyse organisational capabilities in the context of the external environment
2. Design project strategy to match emergent requirements
3. Understand how the strategic management of projects is informed through multiple perspectives
4. Understand the relationships between project, program and organisational alignment and strategy
5. Design project strategy in the context of the different perspectives of complexity

Content

• Strategy and complex projects; defining strategy; strategic lenses; strategic management of complex projects; issues in strategy implementation


• Strategic analysis; industry structures and value chains; VRIO analysis; Porter's Five Forces and PEST models; firm and industry analysis


• Internal influences on strategy execution; analysis of organisational capability; leadership, people and culture influences; organisational contexts and the processes of sense-making to influence strategy development; strategy development and implementation; processes; stakeholder understanding and engagement; alternative approaches to decision-making; planning in emergent conditions and complex projects


• Strategic alignment; issues of complexity and its impact; portfolio and program management; linking strategy and projects; strategic nature of projects; strategic portfolio, program and project structure and process integration; traditional and non-traditional project management development


• Practising strategy and the management of uncertainty; managing strategy in the context of holistic thinking; uncertainty, planning and strategising; emergent strategies - tools and techniques; application of uncertainty to a real complex case


• Complexity in projects: Complex Adaptive Systems - explore structural, technical, temporal and directional dimensions of project complexity and broadly consider the strategies which project managers can employ in meeting the challenges posed; Other Complexity concepts -Order to Chaos Continuum; Fitness Landscapes; Edge of Chaos. Mapping project complexity and implications for strategy

Approaches to Teaching and Learning

A blended learning approach is taken with this unit. Students will engage with the material through a blend of:

• Guided instruction, learning activities, readings and cases presented in a comprehensive study guide. Students are expected to engage with the readings and learning activities in the study guide prior to the face to face session


• A comprehensive set of readings, cases, workplace documents and other authentic materials is provided in advance with the study guide. Set texts for units will be provided in advance to students


• Intensive face-to-face sessions for each of the modules of the unit where students will actively engage in exploring the concepts, issues and cases provided in the study guide. A focus on facilitated group learning and collaboration is a feature of the face-to-face sessions rather than content input by the lecturer


• A Blackboard learning site is provided where additional materials such as podcasts, vodcasts, audio and video files, and computer simulations can be shared through the life of the unit. Collaboration tools for students such as blogs, wikis, discussion forums, and group tools will be a feature of the Blackboard site


• There is a commitment to critical inquiry and intellectual debate in regard to the material covered, and students are encouraged to relate the theories and research discussed to situations known to them.

Assessment

General feedback about each piece of assessment will be discussed in the individual modules. In addition, students are welcome to make an appointment with the lecturer to discuss their individual assessment items.
Each piece of assessment has an individual criteria sheet. These will be returned to the student with additional notes on the text of individual and group proposals.

Assessment name: Case Study
Description: Students will analyse a case study in small groups.
Students will analyse a case study in small groups. The Task requires you to undertake a strategic analysis of the case provided (¿TCS Case¿). Based on this analysis you are to provide a presentation to the Board of Directors of Tata Consulting Services (TCS), regarding submission of a bid for the Ministry of Company Affairs (MCA) 21 project. The analysis is intended to inform discussion on your resulting recommendations and should be based on TCS long-term strategy, capabilities, and stakeholder expectations contrasted with the opportunity¿s potential benefits and risks.

Length: 15 minute group presentation
Relates to objectives: Unit objectives: 1, 2 & 3
AOL goals: 1.2, 1.2, 2.1, 2.2, 2.3, 2.4
Weight: 40%
Internal or external: Internal
Group or individual: Group
Due date: End of Module 6

Assessment name: Organisational Alignment
Description: You are required to critically analyse the alignment between strategy and project management within an organization described in a topical case study, and recommend how that alignment can be materially improved. Your analysis of this case should also take into account complexity issues and consider how these issues are to be addressed within your recommendations.

Length: 3,000 words
Relates to objectives: Unit objectives: 2, 3 & 4
AOL goals: 1.1, 1.2, 2.1, 2.2, 2.3, 2.4, 3.2
Weight: 60%
Internal or external: Internal
Group or individual: Individual
Due date: End of Module 6

Academic Honesty

QUT is committed to maintaining high academic standards to protect the value of its qualifications. To assist you in assuring the academic integrity of your assessment you are encouraged to make use of the support materials and services available to help you consider and check your assessment items. Important information about the university's approach to academic integrity of assessment is on your unit Blackboard site.

A breach of academic integrity is regarded as Student Misconduct and can lead to the imposition of penalties.

Resource materials

Remmington, K., & Pollack, J. (2007). Tools for Complex Projects.
Hampshire, UK: Gower.
Case Study : Mission to Mars (Harvard)
A Blackboard Site
Recommended readings and further readings can be obtained via the Blackboard site

Risk assessment statement

There are no out-of-the-ordinary risks associated with lectures or tutorials in this unit. You should, however, familiarise yourself with evacuation procedures operating in the buildings in which you attend classes and take the time to
view the Emergency video.

Disclaimer - Offer of some units is subject to viability, and information in these Unit Outlines is subject to change prior to commencement of semester.

Last modified: 18-Feb-2013