This course focus on the impact of innovation into the project management practice. Important trends in innovation in project organisation, management and delivery are identified and their implications for project management explored. Major topics include: trends, such as ``open source``model 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 tools and methodologies based on an user driven approach; distribution of innovation over many independent but collaborating actors; and the importance of diverse thinking toolkits(for example: design thinking, systems thinking, integrative thinking, and hybrid thinking) that empower users to innovate for themselves.

This unit is delivered in multiple modes. Please ensure that the correct mode is selected before checking the detailed content. The modes are categorised in the following way:
Semester 1 = weekly delivery
Semester 1a = online delivery
Semester 1f = block delivery
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

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. Also, the concepts of sustainability and corporate responsibility are also gaining importance in our globalised economy and are having and increasing influence business and project objectives and it is becoming imperative that they are incorporated into the practice of project management.
This unit of study embraces this new reality by providing students with an expanded understanding of value creation and how this is delivered through projects. The emphasis is on using projects to deliver value in terms of economic capital whilst also developing social capital and preserving natural capital via the incorporation of sustainability principles into the practice of project management.
Students will be introduced to the sophisticated concepts of emotional intelligence, sustainability and knowledge management and apply these concepts via developing diagnostic frameworks; the preparation of recommendation reports; developing tailored project management deliverables; conducting research and analysis; and presenting on related topics.
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. And will also be given the opportunity to undertake a detailed self-development exercise with the aid of an assessment instrument and a professional coach

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.

Project Leadership Thesis A & B provide an opportunity for students to undertake a major project in a specialised area relevant to Project Leadership. Students will work individually to plan and write reports
Project Leadership Thesis can be spread over a whole year, in two successive Units of Study of 6 credits points each, Project Leadership Thesis A (PMGT5860) and Project Leadership Thesis B (PMGT5861). This particular unit of study, which must precede PMGT5861 Project Leadership Thesis B, should cover the first half of the work required for a complete thesis project. In particular, it should include almost all project planning, a major proportion of the necessary background research, and a significant proportion of the investigative or design work required of the project.
Project Management Leadership Thesis A & B 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 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 comprise using case study, interpretative study and or action research as a methodological approach to investigate and analyse the phenomenon under investigation.

Project Leadership Thesis A & B provide an opportunity for students to undertake a major project in a specialised area relevant to Project Leadership. Students will work individually to plan and write reports
Project Leadership Thesis can be spread over a whole year, in two successive Units of Study of 6 credits points each, Project Leadership Thesis A (PMGT5860) and Project Leadership Thesis B (PMGT5861). This particular unit of study, which must be preceded by or be conducted concurrently with PMGT5860 Project Leadership Thesis A, should cover the first half of the work required for a complete thesis project. In particular, it should include completion of all components planned but not undertaken or completed in PMGT5860 Project Leadership Thesis A.
Project Management Leadership Thesis A & B 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 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 comprise using case study, interpretative study and or action research as a methodological approach to investigate and analyse the phenomenon under investigation.

Welcome to PMGT5876 Strategic Delivery of Change. This course is designed to foster and promote critical thinking and the application of good theory to inform good practice in the strategic delivery of organisational change. The philosophy underpinning this course is design thinking. You will learn quite a bit about this idea over the duration of the course, and why it is increasingly important to change management. The course develops capabilities that will differentiate you from the average project manager and change agent, and which are in high demand in forward thinking organisations.

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.

This unit will offer students an innovative way of looking at projects and treating them as complex adaptive systems. Applying the principles of systems thinking will assist project managers and leadership teams in formulating approaches to management and leadership of challenging and large-scale initiatives. The expected outcomes of this unit include: Exploring how systems thinking and complexity theories 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 a range of systems thinking approaches and management modelling techniques to determine the most effective approach to managing all aspects of a project based on the level of complexity involved.

This unit of study is designed to encourage you to consider the role and significance of leadership in various organisational contexts. The unit introduces 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 'good, the bad, and the ugly' sides of leadership, e.g. positive forms (transformational, charismatic) and negative forms (narcissistic and Machiavellian). We will explore 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.

The purpose of this unit is to enable students to undertake an overseas learning activity during the university's summer or winter break while completing a Masters degree in either Engineering, Professional Engineering, Information Technologies or Project Management. The learning activity may comprise either a short project under academic or industry supervision or summer or winter school unit of study at an approved overseas institution. The learning activity should demonstrate outcomes and workload equivalent to a 6 credit point Master's level unit in the student's current award program.
Students may enrol in this unit with permission from the school and the Sub-Dean Students for the Faculty of Engineering and Information Technologies.

The purpose of this unit is to enable students to undertake an overseas learning activity during the university's summer or winter break while completing a Masters degree in either Engineering, Professional Engineering, Information Technologies or Project Management. The learning activity may comprise either a short project under academic or industry supervision or summer or winter school unit of study at an approved overseas institution. The learning activity should demonstrate outcomes and workload equivalent to a 6 credit point Master's level unit in the student's current award program.
Students may enrol in this unit with permission from the school and the Sub-Dean Students for the Faculty of Engineering and Information Technologies.

This course focus on the impact of innovation into the project management practice. Important trends in innovation in project organisation, management and delivery are identified and their implications for project management explored. Major topics include: trends, such as ``open source``model 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 tools and methodologies based on an user driven approach; distribution of innovation over many independent but collaborating actors; and the importance of diverse thinking toolkits(for example: design thinking, systems thinking, integrative thinking, and hybrid thinking) that empower users to innovate for themselves.

This unit is delivered in multiple modes. Please ensure that the correct mode is selected before checking the detailed content. The modes are categorised in the following way:
Semester 1 = weekly delivery
Semester 1a = online delivery
Semester 1f = block delivery
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

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. Also, the concepts of sustainability and corporate responsibility are also gaining importance in our globalised economy and are having and increasing influence business and project objectives and it is becoming imperative that they are incorporated into the practice of project management.
This unit of study embraces this new reality by providing students with an expanded understanding of value creation and how this is delivered through projects. The emphasis is on using projects to deliver value in terms of economic capital whilst also developing social capital and preserving natural capital via the incorporation of sustainability principles into the practice of project management.
Students will be introduced to the sophisticated concepts of emotional intelligence, sustainability and knowledge management and apply these concepts via developing diagnostic frameworks; the preparation of recommendation reports; developing tailored project management deliverables; conducting research and analysis; and presenting on related topics.
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. And will also be given the opportunity to undertake a detailed self-development exercise with the aid of an assessment instrument and a professional coach

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.

Welcome to PMGT5876 Strategic Delivery of Change. This course is designed to foster and promote critical thinking and the application of good theory to inform good practice in the strategic delivery of organisational change. The philosophy underpinning this course is design thinking. You will learn quite a bit about this idea over the duration of the course, and why it is increasingly important to change management. The course develops capabilities that will differentiate you from the average project manager and change agent, and which are in high demand in forward thinking organisations.

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.

This unit will offer students an innovative way of looking at projects and treating them as complex adaptive systems. Applying the principles of systems thinking will assist project managers and leadership teams in formulating approaches to management and leadership of challenging and large-scale initiatives. The expected outcomes of this unit include: Exploring how systems thinking and complexity theories 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 a range of systems thinking approaches and management modelling techniques to determine the most effective approach to managing all aspects of a project based on the level of complexity involved.

This unit of study is designed to encourage you to consider the role and significance of leadership in various organisational contexts. The unit introduces 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 'good, the bad, and the ugly' sides of leadership, e.g. positive forms (transformational, charismatic) and negative forms (narcissistic and Machiavellian). We will explore 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.

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. Also, the concepts of sustainability and corporate responsibility are also gaining importance in our globalised economy and are having and increasing influence business and project objectives and it is becoming imperative that they are incorporated into the practice of project management.
This unit of study embraces this new reality by providing students with an expanded understanding of value creation and how this is delivered through projects. The emphasis is on using projects to deliver value in terms of economic capital whilst also developing social capital and preserving natural capital via the incorporation of sustainability principles into the practice of project management.
Students will be introduced to the sophisticated concepts of emotional intelligence, sustainability and knowledge management and apply these concepts via developing diagnostic frameworks; the preparation of recommendation reports; developing tailored project management deliverables; conducting research and analysis; and presenting on related topics.
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. And will also be given the opportunity to undertake a detailed self-development exercise with the aid of an assessment instrument and a professional coach

This unit will offer students an innovative way of looking at projects and treating them as complex adaptive systems. Applying the principles of systems thinking will assist project managers and leadership teams in formulating approaches to management and leadership of challenging and large-scale initiatives. The expected outcomes of this unit include: Exploring how systems thinking and complexity theories 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 a range of systems thinking approaches and management modelling techniques to determine the most effective approach to managing all aspects of a project based on the level of complexity involved.

This unit of study is designed to encourage you to consider the role and significance of leadership in various organisational contexts. The unit introduces 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 'good, the bad, and the ugly' sides of leadership, e.g. positive forms (transformational, charismatic) and negative forms (narcissistic and Machiavellian). We will explore 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.

This course focus on the impact of innovation into the project management practice. Important trends in innovation in project organisation, management and delivery are identified and their implications for project management explored. Major topics include: trends, such as ``open source``model 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 tools and methodologies based on an user driven approach; distribution of innovation over many independent but collaborating actors; and the importance of diverse thinking toolkits(for example: design thinking, systems thinking, integrative thinking, and hybrid thinking) that empower users to innovate for themselves.

Welcome to PMGT5876 Strategic Delivery of Change. This course is designed to foster and promote critical thinking and the application of good theory to inform good practice in the strategic delivery of organisational change. The philosophy underpinning this course is design thinking. You will learn quite a bit about this idea over the duration of the course, and why it is increasingly important to change management. The course develops capabilities that will differentiate you from the average project manager and change agent, and which are in high demand in forward thinking organisations.

This unit is delivered in multiple modes. Please ensure that the correct mode is selected before checking the detailed content. The modes are categorised in the following way:
Semester 1 = weekly delivery
Semester 1a = online delivery
Semester 1f = block delivery
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

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.