Units

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Sample subject outline - 5 Week Teaching Period - 7 2013

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

Rationale

There are a multitude of ways to deliver outcomes in terms of contracting strategy, remuneration, financing, industry engagement and ownership. Managers of complex projects need to be able to critically appraise the options available for delivering strategic/complex projects. This includes a thorough understanding of all risks and benefits so as to optimise the alignment of the chosen acquisition strategy with the business objectives. The strategic procurement specialisation within this program is underpinned by a series of themes and concepts which provide a basis for assisting senior personnel to develop and implement strategies for complex acquisition projects. A particular focus in developing such capabilities in relation to complex projects is the public sector acquisition environment.

Aims

While this unit builds upon the procurement framework introduced in GSZ510 Complex Projects and the Law, this unit is the foundation for the strategic procurement specialisation within this program and sets the strategic and contextual framework upon which the subsequent units will further build. The aim of this unit is for students to develop skills and expertise in identifying, evaluating and selecting acquisition strategies to deliver business strategic objectives and capabilities.

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. Identify and evaluate all significant factors affecting a complex acquisition.
2. Select and plan optimal contracting, industry engagement and financial arrangements.
3. Identify and evaluate alternate project ownership options including public private partnerships.
4. Prepare an acquisition strategy covering the capability lifecycle

Content

This unit contains the following modules:
Module 1 - Acquisition Strategies for Complex Environments
Module 2 - Strategic Procurement and Risk
Module 3 - Contracting Options
Module 4 - Industry Capability and Engagement
Module 5 - Funding and Financing Options
Module 6 - Project Ownership
Module 7 - Case Studies

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 that will be 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 where additional materials 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.

Assessment name: Acquisition Strategy
Description: Development of an acquisition strategy for a given case
Length: 1,500 - 2000
Formative or Summative: Formative
Relates to objectives: Unit objectives: 1, 2, 3 and AOL goals: KS (1.1), CTA (2.1), PC (3.1)
Weight: 45%
Internal or external: Internal
Group or individual: Individual
Due date: End of Module 3

Assessment name: Critical Analysis
Description: Read the ANAO Audit report on the FFG Upgrade (Audit Report No 11 2007/2008)
This Audit report identifies several shortcomings with the FFG upgrade acquisition strategy and project management arrangements. You are required to explore what acquisition strategy was adopted for the project and make recommendations as to how the acquisition strategy could have been improved.

Length: 2,000 words

Type: Summative
Relates to objectives: Unit objectives: 1, 2, 3, 4 and AOL goals: KS (1.1), CTA (2.1), PC (3.1)
Weight: 55%
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

Bent Flyvbjerg, Megaprojects and Risk: An Anatomy of Ambition

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: 08-Mar-2013