Units

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Sample subject outline - 5 Week Teaching Period - 4 2013

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

Rationale

This unit develops capability to achieve high performance in dynamic and complex project based organisations (PBOs). Knowledge creating companies such as PBOs are characterised by rich expertise and concomitant dependence on experts themselves (human capital). Given this, two distinctive yet complementary bodies of work underpin the development of organisational capability in PBOs.

The first body of literature centres on multi-level strategic human resource management strategies to maximise expertise development, deployment and retention in PBOs. Shaping and responding to the design features of dynamic organisational architecture and developing an appropriate organisational culture are also considered in this context.

The second theoretical approach focuses on knowledge as a strategic asset and the necessity to convert individual knowledge to sustainable organisational knowledge. Commercially significant knowledge in PBOs may be fragmented, dispersed, personally held, inaccessible and at risk. Given the predictable knowledge discontinuities in PBOs, systematic transfer of know-how from, between and within projects has significant impact on the success of projects and the organisation itself. Therefore, the focus is on building organisational knowledge assets to underpin expert performance and optimise project and company results.

Aims

This unit considers the organisational capability development challenges that occur uniquely within the PBO context. It describes and critically assesses organisational development, strategic human resource development and organisational knowledge creation opportunities within an integrated framework designed to maximise project and company performance. Within the PBO context, improving the sustainability, longevity and impact of organisational knowledge (in contrast with personally-held knowledge) is a priority.

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
Upon completion of this unit, you should be able to:

1. Identify the key people and knowledge issues that impact project and organisational performance.
2. Apply a critical understanding of relevant theories and models to assess the people and knowledge development risks, opportunities and priorities in existing projects.
3. Develop strategies to optimise capability development achievements in individual projects and the organisation, considering both people and knowledge issues.

The specific course learning goals and unit objectives that apply to this unit are shown in the assessment section of this unit outline.

Content

• Designing organisational architecture in dynamic PBO environments to ensure that fit, congruence and creative tension are appropriately managed



• Identifying an integrated multidisciplinary approach to organisational design to deliver project outcomes and support organisational goals



• Identifying gaps and strategies to build organisational capability



• Conceptualising knowledge as a PBO asset: personal and organisational; operational and strategic; transitory and sustainable



• Systematising know-how transfer from, within and between projects to improve knowledge longevity and impact

Approaches to Teaching and Learning

• Students through their working roles are immersed in complex project environments. Their rich experiences will be drawn upon to introduce relevant theories and research.



• Teaching materials will provide the conceptual and analytical frameworks to identify and evaluate their organisational capability landscape.



• Case studies will be used to promote peer knowledge development, sharing and learning.



• Students are expected to consider relevant written material before each meeting.



• Students are guided to critically evaluate features of their workplace as the basis of their individual assessment assignments.



• Resources, including email contacts for lecturers and class members, are available online.

Assessment

Students will receive feedback in various forms throughout the semester which may include:

• Informal: worked examples, such as verbal feedback in class, personal consultation


Formal: in writing, such as checklists (e.g. criteria sheets), written commentary

Direct: to individual students, either in written form or in consultation

Indirect: to the whole class

Assessment name: Capability Development
Description: Apply course theory and models to identify, analyse and synthesise the organisational capability-related strengths and weaknesses of an existing project.

Length: 1500 words
Relates to objectives: Unit objectives; 1, 2 and AOL goals: ULO (1.3), SPDI (2.1) TH (3.1), (3.2)
Weight: 40%
Internal or external: Internal
Group or individual: Individual
Due date: End of Module 3

Assessment name: Capability Building Plan
Description: Building on the existing and recommended capability development practices and processes you identified in Assessment Item One, develop a Projects Capability Plan to advance the priorities in your existing project. Your plan needs to identify and analyse the knowledge-related strengths and weaknesses of your existing project and knowledge-related improvement priorities for your PBO. Your analysis should include an identification of the influential top down aspects of the PBO that impact on your project and the influential bottom up aspects of your project that shape your PBO.

Length: 2,500 words
Relates to objectives: Unit objectives; 1, 2, 3 and AOL goals: ULO (1.3), SPDI (2.1), (2.4) TH (3.1), (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

Prescribed Text
EMCPM learning guide

Other Resources
GSZ534 Blackboard site
Recommended readings and further readings can be obatained 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: 25-Feb-2013