Units of Study Descriptions
|PMGT5875||Project Innovation Management|
|PMGT5891||Project Risk Management|
|PMGT5897||Disaster Project Management|
|PMGT5896||Sustainability & Intelligence in Project Management|
|PMGT5860 & PMGT5861||Project Leadership Thesis|
|PMGT5876||Strategic Delivery of Change or|
|WORK6026||Organisational Change and Development|
|PMGT5898||Complex Project Leadership or|
|WORK6130||Leadership in Organisations|
Project Innovation Management
This course is intended for students who want to know what is going on at the leading edges of innovation in project management practice. Important trends in innovation in project organisation, management and delivery are identified and their implications for project innovation management explored. Major topics include: the trend to open information ("open source") rather than protected intellectual property innovation structure; impact of the open innovation structure on organisational project management; improved understanding of the client requirements and achievement of quality goals through open based or user driven project innovation management practices; distribution of innovation over many independent but collaborating actors; and toolkits that empower users to innovate for themselves.
Strategic Delivery of Change
Within this unit we focus on the skills managers need to successfully plan and implement to: Change management approaches, development and implementation of change management techniques, development and implementation of change management communications and training, cultural change management - how does change to culture take place and how can it be managed, organisational factors and how do they play a role with projects and change management.
Project Risk Management
The aims of this course are to develop students understanding and ability in applying project risk management skills in project environments. The course enables the students to apply best practice techniques and methods commonly used by industry in project risk management. The competencies developed through this unit cover and go beyond the competencies in Risk areas as outlined in the competency standards by the Australian Institute of Project Management and Project Management Institute in the USA, respectively. The UoS aims to develop students ability to understand and conceptualise risk management issues, and analyse and apply risk management techniques using concepts and frameworks from the underpinning literature. - Ability to establish risk management plans, policies & integrate them with other project plans, organisation & align them to the business case - Ability to understand the sources of potential risks (including but not limited to political, organisational, psychological and technical risks) and to use risk management tools & techniques to identify, assess, evaluate, & prioritise risks - Ability to simulate the potential effects of risks on schedule, cost and other performance dimensions using sensitivity analysis, decision tree analysis and simulation techniques. - Ability to track, monitor & control risks & actions to achieve project objectives & the business case - Ability to close risks for an optimal outcome.
Sustainability & Intelligence inProject Management
In order to run projects successfully, project managers need to master more than the requisite technical knowledge. The more complex the project, the more significant interpersonal skills become to achieving a successful outcome. Without the people skills necessary to lead effectively, even the most carefully orchestrated project can quickly fall apart. This unit aims to introduce project managers to the basic concepts of emotional intelligence and shows how to apply them to their project goals. Students will learn how to: Set the tone & direction for the project, communicate more effectively, improve listening skills, create a positive work environment, motivate, coach and mentor team members and productively handle stress, criticism and blame. Permission required to enrol.
Disaster Project Management
This unit identifies the causes of some well-known project failures and reveals what can be learned by being able to think critically and analyse the issues. The aim of this unit is to outline traditional and contemporary theories in emergency response planning; to provide an overall scope of comprehensive emergency planning and the major elements that must be addressed in an Emergency Response Plan. Student outcomes from this unit include: Developing & implementing an Emergency Response Plan; Specific recommendations for the health & safety of emergency response personnel and provides concise information on learning objectives and a review of important concepts. Permission required to enrol.
Complex Project Leadership
This unit will offer students an innovative way of looking at projects and treating them as complex adaptive systems. Applying the principles of complexity thinking will enable project managers and leadership teams to manage large-scale initiatives successfully. The expected outcomes of this unit include: Exploring how complexity thinking can be used to find new, creative ways to think about and manage projects; Diagnose complexity on a wide range of projects; Understand and manage the complexity of the business problem and use the Project Complexity Model to determine the most effective approach to managing all aspects of a project based on the level of complexity involved. Permission required to enrol.
PMGT5860 & PMGT5861
Project Leadership Thesis
This thesis is aimed at providing candidates with an opportunity to develop deeper understanding of issues related to different aspects of leadership in managing projects in complex setting. This is an independent study guided by regular academic supervision as well as feedback from industry experts or advisors who would be serving on the thesis panel. Candidates would be required to bring real world problem from their current work environment and develop rigorous analysis of the problem by summarizing the existing literature and practices. Most of the work would involve using a case study, interpretative study and or action research as a methodological approach to investigate and analyse the phenomenon under investigation. Permission required to enrol. More information can be found in the Thesis Guide.
Leadership in Organisations
This unit of study is designed to encourage you to consider the role and significance of leadership in various organisational contexts. It will introduce you to the major streams of leadership theory and traces the development of our understanding about leadership. We will explore how these theories allow us to understand leadership in practice and in what ways leadership is linked to different aspects of organisational effectiveness. We will examine the positive forms of leadership (transformational, charismatic) and negative forms (narcissistic and Machiavellian). This unit will also cover the concepts of leading for diversity and diversity in leadership (e.g. based on gender, culture and ethnicity) and the role of leaders in constituting ethical and socially responsible organisations. The critical role of leaders in effecting organisational change will be explored and we will examine the leadership of top management teams, and leadership succession. We will also examine leadership development programs and instruments and you will have an opportunity to reflect on factors that might influence your own leadership style.
Organisational Change and Development
This unit seeks to develop diagnostic and prescriptive skills in relation to the management of organisational change while also encouraging the adoption of a critical perspective of the field. Part 1 (Organisational Change and the Nature of Organisations) introduces the fields of organisational change, explains its relevance to organisation performance and strategy and examines key change management models. Part 2 (Diagnosis and Intervention) examines the utility of key organisational change models and techniques and identifies factors that may impact on the effectiveness of the change management process. Part 3 (Key Areas of Intervention) analyses the application of organisational change practices and initiatives to a number of specific organisational issues.