Project Management processes are what moves the project from initiation through all its phases to a successful conclusion. This course takes the project manager from a detailed understanding of process modelling through to the development and implementation of management processes applicable to various project types and industries and covers approaches to reviewing, monitoring and improving these processes.

This course examines the challenges and approaches of managing project-oriented organisations. These could be independent business units or divisions within a larger corporation. Examples are construction contractors, ICT services, R&D units and many internal business units that are project-oriented.
Today, more organisations are adopting project management as a management strategy to provide effective and timely solutions to clients. They are managing organisational architecture to support both 'business as usual' and projects that are increasingly important to the organisation.
Focus is on the relationship between project management and the following: organisational culture, structure, processes, cross-functional teams, project governance, performance management, organisational learning, change and knowledge management. The assessment comprises a series of case study based assignments, quizzes and exams.

Students should achieve an understanding of the roles of statistical methods, coordinate transformations, and mathematical analysis in mapping complex, unpredictable dynamical systems. Systems Thinking is a more natural and better way to think, learn, act, and achieve desired results. Effectively implemented, it can dramatically improve a manager`s effectiveness in today`s complex and interconnected business world. This course provides managers with many practical new Systems Thinking tools and the main concepts of Systems Thinking to enhance individual, team, and organizational learning, change, and performance.

Computer-Aided Project Management builds a bridge from the genesis of project management principles through today`s software, developing a postmodern project management systems paradigm for the twenty-first century. Adopting a unique systems perspective that emphasises project coding--an essential skill in project database management--this course demonstrates what fundamental project management principles are, what they do, and how they work in the software environment. Addressing all phases of a project, it illustrates and expands theories through the use of realistic case studies and extensive exercises running on PCs. An important feature of systems project management, the use of ``scope`` and ``quality,`` is also discussed.
By the end of this unit of study, students should be able to:
- Understand application-based introduction to effective systems and methods for project planning and control
- Understand essential knowledge to manage successfully and to create, use, and communicate PC-, Server-, Web-, and Internet-based project management information.
- Understand the use of structures such as PDS (Project Definition Structure), WBS (Work Breakdown Structure), OBS (Organizational Breakdown Structure), and Masterformat project coding for areas, functions, elements, phases, stages, packages, purchase orders, contracts, and human resources planning and scheduling by CPM (Critical Path Method) and PERT (Program Evaluation and Review Technique) communicating with Gantt and bar charts and graphics such as S curves relating estimating and cost control from order-of-magnitude numbers to appropriation grade budgets.

The aim of this unit is the understanding of fundamental contracts as it relates to project management. The aim is that students are able to understand various contracts that are available and have the ability to select the right contract for a project. The unit aims to give an understanding of contract terms and conditions that may give rise to potential issues and methods to mitigate this. Given contracts are pivotal in a project manager's role the overall aim is for students to understand contracts better and have the confidence to use contracts in their day to day activities to avoid potential risks and conflicts. In addition it will assist students to have the ability to solve complex issues by being able to think critically and analyze issues.
Outcomes:
Understanding the basis of contract management-including traditional and contemporary theories;
Being able to identify contract terms that expose the project manager to risk;
Gain confidence to be able to raise contract issues and negotiate terms.

This course has been designed to suggest the development of best practices in communication, collaboration and management across international borders. The objectives are to: Understand the challenges faced by a global program and project teams; and, Improve the overall skills and practices of global project managers that will lead international companies to achieve maturity in global project management. Topics include: Introduction to traditional, distributed, and virtual project work; Global projects and requirements; Organisational change and organisational theory; Cross-cultural collaboration; Global project leadership; Trust building and conflict resolution; Coaching over distance; Global communication and channels; Leading a global organisation; Implementing collaborative tools; and, Implementing a Global Project Management Framework.

This UoS is designed to introduce students to the global context of much of contemporary engineering and the consequent strategic and operational issues. It will address the nature, characteristics and variety of risks of global businesses, the opportunities and pressures for effective strategies, and the many management challenges in international business. In particular it will focus on Australian consulting, logistics and construction engineering firms that are operating on a global basis.

Aims: Students should achieve an understanding of the applications of statistical methods in project environments.
Objectives: Students should be able to:
- Conduct hypothesis test and draw conclusions;
- Apply regression analysis to examine relationships between variables;
- Explain the relationships between variables;
- Describe the distributions of variables;
- Draw conclusions based on results observed in a sample;
- Discuss the application of statistical model for project selection;
- Appl the statistical techniques learned to a range of different "real world" situations;
- Apply R in analyzing and evaluating statisitcal information.
By the end of this unit of study, students should be able to:
- Discuss the applications of statistical methods;
- Evaluate a project situation based on statistical results; and
- Apply simple statistical methods to problem-solving in project management.

Methods studied in this unit are used in a wide range of project management tasks and problems. The unit explains why and where particular methods are used and provides examples and opportunities to apply these methods in practice. This UoS will also facilitate the understanding of the mechanics of these methods and their underlying theory.

This unit of study focuses on the integrated management of project scope, time and cost for effective control and delivery of projects. The scope of the subject matter includes delivering comprehensive theoretical knowledge and application skills in integrated management and control of cost and schedule in complex projects. By successful completion of this unit of study, students should achieve a clear understanding of the time and cost management and appropriate control measures in project development environments.
Objectives:
Students should be able to:
- Discuss the project management trade-offs on balancing the triple-constraint;
- Explain the integrated cost and schedule control processes;
- Construct work breakdown structure (WBS) using given project information;
- Discuss scope monitoring and change control system;
- Produce networks diagrams for project scheduling;
- Apply critical path analysis (CPA) in network scheduling;
- Apply critical chain method in project scheduling;
- Estimate the project cost and duration;
- Apply resource scheduling techniques;
- Construct a time-phased budget plan;
- Discuss cost monitoring and control processes;
- Undertake earned value analysis (EVA); and
- Undertake integrated cost and schedule control processes using project management software (Microsoft Project or Primavera)
By the end of this unit of study, students should be able to:
- Undertake WBS exercises, CPA, EVA and trade-off analysis using the given project information;
- Explain how the components of time and cost management interrelate;
- Explain in depth why integrated cost and schedule management are important to project management; and
- Analyze a project situation that involves time and cost management issues and apply a solution(s)

This course equips members of project management teams with information and tools to do financial appraisal and optimise decision making. It imparts basic knowledge and competencies required in project appraisal and financial management applicable to all sectors of industry and business. These include services, business investment, R&D, capital projects, local, state and national government departments and agencies.
Topics include:
- Review of the Fundamentals of Project Economics and Financial Techniques
- Implementation of Fundamental Principles including EUAC, NPV, IRR, B/C, Valuation, Depreciation, Replacement Studies and Life Cycle Costing
- Development of Project Alternatives and Application of the Analysis Techniques
- Sensitivity Analysis, Risk Analysis and Management
- Project Funding and Selection
- Project Appraisal Report.

Aims: Students should achieve an understanding of the applications of statistical methods in project environments.
Objectives: Students should be able to:
- Conduct hypothesis test and draw conclusions;
- Apply regression analysis to examine relationships between variables;
- Explain the relationships between variables;
- Describe the distributions of variables;
- Draw conclusions based on results observed in a sample;
- Discuss the application of statistical model for project selection;
- Appl the statistical techniques learned to a range of different "real world" situations;
- Apply R in analyzing and evaluating statisitcal information.
By the end of this unit of study, students should be able to:
- Discuss the applications of statistical methods;
- Evaluate a project situation based on statistical results; and
- Apply simple statistical methods to problem-solving in project management.

Methods studied in this unit are used in a wide range of project management tasks and problems. The unit explains why and where particular methods are used and provides examples and opportunities to apply these methods in practice. This UoS will also facilitate the understanding of the mechanics of these methods and their underlying theory.

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 subject is designed to support Engineers in the implementation of engineering tasks in the workplace, It addresses the use of quality control and management as well as systems assurance processes. It is designed to enable engineers entering practice from other related disciplines or with overseas qualifications to do so in a safe and effective way. The study program will include management of quality in research, design and delivery of engineering works and investigation, as well as of safe work practices and systems assurance.

Aims: Students should achieve an understanding of the applications of statistical methods in project environments.
Objectives: Students should be able to:
- Conduct hypothesis test and draw conclusions;
- Apply regression analysis to examine relationships between variables;
- Explain the relationships between variables;
- Describe the distributions of variables;
- Draw conclusions based on results observed in a sample;
- Discuss the application of statistical model for project selection;
- Appl the statistical techniques learned to a range of different "real world" situations;
- Apply R in analyzing and evaluating statisitcal information.
By the end of this unit of study, students should be able to:
- Discuss the applications of statistical methods;
- Evaluate a project situation based on statistical results; and
- Apply simple statistical methods to problem-solving in project management.

Methods studied in this unit are used in a wide range of project management tasks and problems. The unit explains why and where particular methods are used and provides examples and opportunities to apply these methods in practice. This UoS will also facilitate the understanding of the mechanics of these methods and their underlying theory.

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 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 specifically addresses the selection and prioritisation of multiple programmes and projects which have been grouped to support an organisation's strategic portfolio.
The allocation of programmes of work within a multi-project environment, governing, controlling and supporting the organisation's strategy, are considered. The aim is to formulate and manage the delivery of the portfolio of strategies using programme management. Students will learn and practice the issues to be considered in selecting an effective organisation portfolio and how to implement a Portfolio Management Framework. Also they will encounter the many conflicting issues facing Program Managers as they seek to implement organisation strategy through programs and learn how to balance these to obtain desired outcomes.

Methods studied in this unit are used in a wide range of project management tasks and problems. The unit explains why and where particular methods are used and provides examples and opportunities to apply these methods in practice. This UoS will also facilitate the understanding of the mechanics of these methods and their underlying theory.

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 OR online delivery OR block mode delivery
Semester 2 = block mode delivery
Intensive December Session = block mode delivery.
This is a core program unit with a focus on enhancing leadership and people management capability. It covers diverse traditional and innovative theories, models and tools. It complements traditional views based as PMBoK, applying diverse approaches to contemporary project environments. Many of the unit tasks are framed in uncertain and potentially ambiguous terms as is common in many project environments.
Topic areas covered:
* Project context
* Personal Competence
* Interpersonal Competence
* Team Competence
The unit references a range of Australian and global Project Management, Management and Consulting Standards. It integrates theory and practice to optimise results.
Recommended reading: A Guide to the Project Management Body of Knowledge (PMBOK® Guide)

This UoS teaches the fundamental knowledge on the importance, organizational context and professional practice in project management. It serves as an introduction to project management practices for non-PM students. For PM students, this UoS lays the foundation to progress to advanced PM subjects. Although serving as a general introduction unit, the focus has been placed on scope, time, cost, and integration related issues.
Specifically, the UoS aims to
1. introduce students to the institutional, organisational and professional environment for today's project management practitioners as well as typical challenges and issues facing them;
2. demonstrate the importance of project management to engineering and organizations;
3. demonstrate the progression from strategy formulation to execution of the project;
4. provide a set of tools and techniques at different stages of a project's lifecycle with emphasis on scope, time, cost and integration related issues;
5. highlight examples of project success/failures in project management and to take lessons from these;
6. consider the roles of project manager in the organization and management of people;
7. provide a path for students seeking improvements in their project management expertise.

Critical & Systems Thinking is the first of a two unit sequence dealing with the analytical abilities required in deciding and communicating management strategy for complex large-scale projects.
As first in the sequence, the unit develops skills in making basic critical judgments on complex problem situations involving uncertainty, incomplete information and dynamically interacting technical and non- technical systems and contexts. There is a particular focus on the ability to articulate a critical, well- reasoned response at a level that contributes usefully to project strategy discussions.
The unit is pitched at the level of Associate to Practitioner (Levels 2 to 3) on the Project Management Learning Progression Table, addressing the critical thinking and systems thinking dimensions of Project Communication and Project Development. At this level, you are not necessarily expected to produce fully researched and optimised solutions to the problems posed, but you do need to be able to clearly define the main problem at hand, organise and filter relevant evidence and issues, identify and evaluate logical connections, recognise critical assumptions and uncertainties, reach well-reasoned conclusions, develop and reflect on your own personal views and present critical arguments in a constructive manner to colleagues and supervisors. These abilities are essential foundations for the broader, more thoroughgoing analysis of complex system dynamics and the potential implications of particular management strategies to be developed in the subsequent Critical Thinking & Complex Systems Assessment unit of study and in other advanced Project Management units.

This unit develops skills in critically evaluating different project management methods and tools in relation to the complex systems environments that they are required to manage. Students will work on project case studies and be given the opportunity to consider different contemporary project delivery frameworks and methodologies including Lean Six Sigma, the PMBoK Project Lifecycle, Agile methods and others.
The unit targets the higher analytical capabilities required at Practitioner to Manager levels (Levels 3 to 4) on the Project Management Learning Progression Table, addressing the critical thinking and systems thinking dimensions of Project Methods, Project Development, Project Communication and Project Delivery. The distinguishing quality of thinking at this level is its systematic character, working from a broad-based theoretical and practical understanding of the project delivery environment.
The aim at this level is not only to formulate reasonable and critical responses to a given problem, but also to articulate thorough and conclusive assessments for the development of tailored project delivery approaches that combine elements from different project delivery systems and methodologies. You need to identify key elements of the project and organise them into a coherent and persuasive argument about the recommended project delivery approach, encompassing consideration of the various risks, benefits, costs and processes involved.

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 specifically addresses the selection and prioritisation of multiple programmes and projects which have been grouped to support an organisation's strategic portfolio.
The allocation of programmes of work within a multi-project environment, governing, controlling and supporting the organisation's strategy, are considered. The aim is to formulate and manage the delivery of the portfolio of strategies using programme management. Students will learn and practice the issues to be considered in selecting an effective organisation portfolio and how to implement a Portfolio Management Framework. Also they will encounter the many conflicting issues facing Program Managers as they seek to implement organisation strategy through programs and learn how to balance these to obtain desired outcomes.

In this simulated project, students are required to apply all of the skills necessary to successfully initiate and plan a project. Working as part of a team, students select a from a range of challenging case studies and are responsible for developing the key project management deliverables, including the project charter, project plan, change control process, status reports and post-planning reviews. Students will facilitate workshops on scoping and risk idenifications, as well as update the project plan in response to a change request or variation. Students will be required to present on project status and to complete a post planning review to identify lessons learned and improvements for future projects. Under the guidance of a senior project management professional, students will be guided through the PMBoK project management lifecycle and learn about real world practices and technqiues. Students will have time in most sessions to work on their assessment tasks whilst recieving guidance and immediate feedback on their progress. Most semesters their is a guest lecture from a highly successful project management practitioner and the unit concludes with practical tips on how to search for a role within the project management profession.

This unit builds upon and challenges traditional views of project management. It concentrates on creating environments for the success of multiple, large and complex projects. Particular attention is paid to the potential causes of project failure. Projects and problems are viewed 'as systems' composed of interacting, interrelated, and interdependent components.
Topics:
- Project Failure
- Systems Thinking
- Business Case Development
- Large and Multiple Projects
- International Project Teams
- Organisational Learning
- Corporate Law
- Organisational Design
- Performance and Benefit Measurement
- Project Management Methodologies
- Systems and Data Integration
Unit outcomes include an ability to:
* identify complex problems and situations
* analyse situations and apply research findings to cases / projects
* integrate diverse considerations
* examine multiple views
* prioritise information
* differentiate between process and content
* synthesise findings
Recommended reading: A Guide to the Project Management Body of Knowledge (PMBOK® Guide)

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.

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.

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.

Project Management Thesis A & B provide an opportunity for students to undertake a major project in a specialised area relevant to Project Management. Students will work individually to plan and write reports
Project Management Thesis can be spread over a whole year, in two successive Units of Study of 6 credits points each, Project Management Thesis A (PMGT5883) and Project Management Thesis B (PMGT5884). This particular unit of study, which must precede PMGT5884 Project Management 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 Thesis A & B provide an opportunity for students to undertake a major project in a specialised area relevant to Project Management. Students will work individually to plan and write reports
Project Management Thesis can be spread over a whole year, in two successive Units of Study of 6 credits points each, Project Management Thesis A (PMGT5883) and Project Management Thesis B (PMGT5884). This particular unit of study, which must be preceded by or be conducted concurrently with PMGT5883 Project Management Thesis A, should cover the second 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 PMGT5883 Project Management Thesis A.

Project Management processes are what moves the project from initiation through all its phases to a successful conclusion. This course takes the project manager from a detailed understanding of process modelling through to the development and implementation of management processes applicable to various project types and industries and covers approaches to reviewing, monitoring and improving these processes.

This course examines the challenges and approaches of managing project-oriented organisations. These could be independent business units or divisions within a larger corporation. Examples are construction contractors, ICT services, R&D units and many internal business units that are project-oriented.
Today, more organisations are adopting project management as a management strategy to provide effective and timely solutions to clients. They are managing organisational architecture to support both 'business as usual' and projects that are increasingly important to the organisation.
Focus is on the relationship between project management and the following: organisational culture, structure, processes, cross-functional teams, project governance, performance management, organisational learning, change and knowledge management. The assessment comprises a series of case study based assignments, quizzes and exams.

Students should achieve an understanding of the roles of statistical methods, coordinate transformations, and mathematical analysis in mapping complex, unpredictable dynamical systems. Systems Thinking is a more natural and better way to think, learn, act, and achieve desired results. Effectively implemented, it can dramatically improve a manager`s effectiveness in today`s complex and interconnected business world. This course provides managers with many practical new Systems Thinking tools and the main concepts of Systems Thinking to enhance individual, team, and organizational learning, change, and performance.

Computer-Aided Project Management builds a bridge from the genesis of project management principles through today`s software, developing a postmodern project management systems paradigm for the twenty-first century. Adopting a unique systems perspective that emphasises project coding--an essential skill in project database management--this course demonstrates what fundamental project management principles are, what they do, and how they work in the software environment. Addressing all phases of a project, it illustrates and expands theories through the use of realistic case studies and extensive exercises running on PCs. An important feature of systems project management, the use of ``scope`` and ``quality,`` is also discussed.
By the end of this unit of study, students should be able to:
- Understand application-based introduction to effective systems and methods for project planning and control
- Understand essential knowledge to manage successfully and to create, use, and communicate PC-, Server-, Web-, and Internet-based project management information.
- Understand the use of structures such as PDS (Project Definition Structure), WBS (Work Breakdown Structure), OBS (Organizational Breakdown Structure), and Masterformat project coding for areas, functions, elements, phases, stages, packages, purchase orders, contracts, and human resources planning and scheduling by CPM (Critical Path Method) and PERT (Program Evaluation and Review Technique) communicating with Gantt and bar charts and graphics such as S curves relating estimating and cost control from order-of-magnitude numbers to appropriation grade budgets.

The aim of this unit is the understanding of fundamental contracts as it relates to project management. The aim is that students are able to understand various contracts that are available and have the ability to select the right contract for a project. The unit aims to give an understanding of contract terms and conditions that may give rise to potential issues and methods to mitigate this. Given contracts are pivotal in a project manager's role the overall aim is for students to understand contracts better and have the confidence to use contracts in their day to day activities to avoid potential risks and conflicts. In addition it will assist students to have the ability to solve complex issues by being able to think critically and analyze issues.
Outcomes:
Understanding the basis of contract management-including traditional and contemporary theories;
Being able to identify contract terms that expose the project manager to risk;
Gain confidence to be able to raise contract issues and negotiate terms.

This subject is designed to support Engineers in the implementation of engineering tasks in the workplace, It addresses the use of quality control and management as well as systems assurance processes. It is designed to enable engineers entering practice from other related disciplines or with overseas qualifications to do so in a safe and effective way. The study program will include management of quality in research, design and delivery of engineering works and investigation, as well as of safe work practices and systems assurance.

This UoS is designed to introduce students to the global context of much of contemporary engineering and the consequent strategic and operational issues. It will address the nature, characteristics and variety of risks of global businesses, the opportunities and pressures for effective strategies, and the many management challenges in international business. In particular it will focus on Australian consulting, logistics and construction engineering firms that are operating on a global basis.

This course equips members of project management teams with information and tools to do financial appraisal and optimise decision making. It imparts basic knowledge and competencies required in project appraisal and financial management applicable to all sectors of industry and business. These include services, business investment, R&D, capital projects, local, state and national government departments and agencies.
Topics include:
- Review of the Fundamentals of Project Economics and Financial Techniques
- Implementation of Fundamental Principles including EUAC, NPV, IRR, B/C, Valuation, Depreciation, Replacement Studies and Life Cycle Costing
- Development of Project Alternatives and Application of the Analysis Techniques
- Sensitivity Analysis, Risk Analysis and Management
- Project Funding and Selection
- Project Appraisal Report.

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 specifically addresses the selection and prioritisation of multiple programmes and projects which have been grouped to support an organisation's strategic portfolio.
The allocation of programmes of work within a multi-project environment, governing, controlling and supporting the organisation's strategy, are considered. The aim is to formulate and manage the delivery of the portfolio of strategies using programme management. Students will learn and practice the issues to be considered in selecting an effective organisation portfolio and how to implement a Portfolio Management Framework. Also they will encounter the many conflicting issues facing Program Managers as they seek to implement organisation strategy through programs and learn how to balance these to obtain desired outcomes.

This course has been designed to suggest the development of best practices in communication, collaboration and management across international borders. The objectives are to: Understand the challenges faced by a global program and project teams; and, Improve the overall skills and practices of global project managers that will lead international companies to achieve maturity in global project management. Topics include: Introduction to traditional, distributed, and virtual project work; Global projects and requirements; Organisational change and organisational theory; Cross-cultural collaboration; Global project leadership; Trust building and conflict resolution; Coaching over distance; Global communication and channels; Leading a global organisation; Implementing collaborative tools; and, Implementing a Global Project Management Framework.

This unit of study focuses on the integrated management of project scope, time and cost for effective control and delivery of projects. The scope of the subject matter includes delivering comprehensive theoretical knowledge and application skills in integrated management and control of cost and schedule in complex projects. By successful completion of this unit of study, students should achieve a clear understanding of the time and cost management and appropriate control measures in project development environments.
Objectives:
Students should be able to:
- Discuss the project management trade-offs on balancing the triple-constraint;
- Explain the integrated cost and schedule control processes;
- Construct work breakdown structure (WBS) using given project information;
- Discuss scope monitoring and change control system;
- Produce networks diagrams for project scheduling;
- Apply critical path analysis (CPA) in network scheduling;
- Apply critical chain method in project scheduling;
- Estimate the project cost and duration;
- Apply resource scheduling techniques;
- Construct a time-phased budget plan;
- Discuss cost monitoring and control processes;
- Undertake earned value analysis (EVA); and
- Undertake integrated cost and schedule control processes using project management software (Microsoft Project or Primavera)
By the end of this unit of study, students should be able to:
- Undertake WBS exercises, CPA, EVA and trade-off analysis using the given project information;
- Explain how the components of time and cost management interrelate;
- Explain in depth why integrated cost and schedule management are important to project management; and
- Analyze a project situation that involves time and cost management issues and apply a solution(s)

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

Aims: Students should achieve an understanding of the applications of statistical methods in project environments.
Objectives: Students should be able to:
- Conduct hypothesis test and draw conclusions;
- Apply regression analysis to examine relationships between variables;
- Explain the relationships between variables;
- Describe the distributions of variables;
- Draw conclusions based on results observed in a sample;
- Discuss the application of statistical model for project selection;
- Appl the statistical techniques learned to a range of different "real world" situations;
- Apply R in analyzing and evaluating statisitcal information.
By the end of this unit of study, students should be able to:
- Discuss the applications of statistical methods;
- Evaluate a project situation based on statistical results; and
- Apply simple statistical methods to problem-solving in project management.

Methods studied in this unit are used in a wide range of project management tasks and problems. The unit explains why and where particular methods are used and provides examples and opportunities to apply these methods in practice. This UoS will also facilitate the understanding of the mechanics of these methods and their underlying theory.

This UoS teaches the fundamental knowledge on the importance, organizational context and professional practice in project management. It serves as an introduction to project management practices for non-PM students. For PM students, this UoS lays the foundation to progress to advanced PM subjects. Although serving as a general introduction unit, the focus has been placed on scope, time, cost, and integration related issues.
Specifically, the UoS aims to
1. introduce students to the institutional, organisational and professional environment for today's project management practitioners as well as typical challenges and issues facing them;
2. demonstrate the importance of project management to engineering and organizations;
3. demonstrate the progression from strategy formulation to execution of the project;
4. provide a set of tools and techniques at different stages of a project's lifecycle with emphasis on scope, time, cost and integration related issues;
5. highlight examples of project success/failures in project management and to take lessons from these;
6. consider the roles of project manager in the organization and management of people;
7. provide a path for students seeking improvements in their project management expertise.

Critical & Systems Thinking is the first of a two unit sequence dealing with the analytical abilities required in deciding and communicating management strategy for complex large-scale projects.
As first in the sequence, the unit develops skills in making basic critical judgments on complex problem situations involving uncertainty, incomplete information and dynamically interacting technical and non- technical systems and contexts. There is a particular focus on the ability to articulate a critical, well- reasoned response at a level that contributes usefully to project strategy discussions.
The unit is pitched at the level of Associate to Practitioner (Levels 2 to 3) on the Project Management Learning Progression Table, addressing the critical thinking and systems thinking dimensions of Project Communication and Project Development. At this level, you are not necessarily expected to produce fully researched and optimised solutions to the problems posed, but you do need to be able to clearly define the main problem at hand, organise and filter relevant evidence and issues, identify and evaluate logical connections, recognise critical assumptions and uncertainties, reach well-reasoned conclusions, develop and reflect on your own personal views and present critical arguments in a constructive manner to colleagues and supervisors. These abilities are essential foundations for the broader, more thoroughgoing analysis of complex system dynamics and the potential implications of particular management strategies to be developed in the subsequent Critical Thinking & Complex Systems Assessment unit of study and in other advanced Project Management units.

This unit develops skills in critically evaluating different project management methods and tools in relation to the complex systems environments that they are required to manage. Students will work on project case studies and be given the opportunity to consider different contemporary project delivery frameworks and methodologies including Lean Six Sigma, the PMBoK Project Lifecycle, Agile methods and others.
The unit targets the higher analytical capabilities required at Practitioner to Manager levels (Levels 3 to 4) on the Project Management Learning Progression Table, addressing the critical thinking and systems thinking dimensions of Project Methods, Project Development, Project Communication and Project Delivery. The distinguishing quality of thinking at this level is its systematic character, working from a broad-based theoretical and practical understanding of the project delivery environment.
The aim at this level is not only to formulate reasonable and critical responses to a given problem, but also to articulate thorough and conclusive assessments for the development of tailored project delivery approaches that combine elements from different project delivery systems and methodologies. You need to identify key elements of the project and organise them into a coherent and persuasive argument about the recommended project delivery approach, encompassing consideration of the various risks, benefits, costs and processes involved.

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 OR online delivery OR block mode delivery
Semester 2 = block mode delivery
Intensive December Session = block mode delivery.
This is a core program unit with a focus on enhancing leadership and people management capability. It covers diverse traditional and innovative theories, models and tools. It complements traditional views based as PMBoK, applying diverse approaches to contemporary project environments. Many of the unit tasks are framed in uncertain and potentially ambiguous terms as is common in many project environments.
Topic areas covered:
* Project context
* Personal Competence
* Interpersonal Competence
* Team Competence
The unit references a range of Australian and global Project Management, Management and Consulting Standards. It integrates theory and practice to optimise results.
Recommended reading: A Guide to the Project Management Body of Knowledge (PMBOK® Guide)

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 specifically addresses the selection and prioritisation of multiple programmes and projects which have been grouped to support an organisation's strategic portfolio.
The allocation of programmes of work within a multi-project environment, governing, controlling and supporting the organisation's strategy, are considered. The aim is to formulate and manage the delivery of the portfolio of strategies using programme management. Students will learn and practice the issues to be considered in selecting an effective organisation portfolio and how to implement a Portfolio Management Framework. Also they will encounter the many conflicting issues facing Program Managers as they seek to implement organisation strategy through programs and learn how to balance these to obtain desired outcomes.

This unit builds upon and challenges traditional views of project management. It concentrates on creating environments for the success of multiple, large and complex projects. Particular attention is paid to the potential causes of project failure. Projects and problems are viewed 'as systems' composed of interacting, interrelated, and interdependent components.
Topics:
- Project Failure
- Systems Thinking
- Business Case Development
- Large and Multiple Projects
- International Project Teams
- Organisational Learning
- Corporate Law
- Organisational Design
- Performance and Benefit Measurement
- Project Management Methodologies
- Systems and Data Integration
Unit outcomes include an ability to:
* identify complex problems and situations
* analyse situations and apply research findings to cases / projects
* integrate diverse considerations
* examine multiple views
* prioritise information
* differentiate between process and content
* synthesise findings
Recommended reading: A Guide to the Project Management Body of Knowledge (PMBOK® Guide)

Project Management processes are what moves the project from initiation through all its phases to a successful conclusion. This course takes the project manager from a detailed understanding of process modelling through to the development and implementation of management processes applicable to various project types and industries and covers approaches to reviewing, monitoring and improving these processes.

This course examines the challenges and approaches of managing project-oriented organisations. These could be independent business units or divisions within a larger corporation. Examples are construction contractors, ICT services, R&D units and many internal business units that are project-oriented.
Today, more organisations are adopting project management as a management strategy to provide effective and timely solutions to clients. They are managing organisational architecture to support both 'business as usual' and projects that are increasingly important to the organisation.
Focus is on the relationship between project management and the following: organisational culture, structure, processes, cross-functional teams, project governance, performance management, organisational learning, change and knowledge management. The assessment comprises a series of case study based assignments, quizzes and exams.

Students should achieve an understanding of the roles of statistical methods, coordinate transformations, and mathematical analysis in mapping complex, unpredictable dynamical systems. Systems Thinking is a more natural and better way to think, learn, act, and achieve desired results. Effectively implemented, it can dramatically improve a manager`s effectiveness in today`s complex and interconnected business world. This course provides managers with many practical new Systems Thinking tools and the main concepts of Systems Thinking to enhance individual, team, and organizational learning, change, and performance.

Computer-Aided Project Management builds a bridge from the genesis of project management principles through today`s software, developing a postmodern project management systems paradigm for the twenty-first century. Adopting a unique systems perspective that emphasises project coding--an essential skill in project database management--this course demonstrates what fundamental project management principles are, what they do, and how they work in the software environment. Addressing all phases of a project, it illustrates and expands theories through the use of realistic case studies and extensive exercises running on PCs. An important feature of systems project management, the use of ``scope`` and ``quality,`` is also discussed.
By the end of this unit of study, students should be able to:
- Understand application-based introduction to effective systems and methods for project planning and control
- Understand essential knowledge to manage successfully and to create, use, and communicate PC-, Server-, Web-, and Internet-based project management information.
- Understand the use of structures such as PDS (Project Definition Structure), WBS (Work Breakdown Structure), OBS (Organizational Breakdown Structure), and Masterformat project coding for areas, functions, elements, phases, stages, packages, purchase orders, contracts, and human resources planning and scheduling by CPM (Critical Path Method) and PERT (Program Evaluation and Review Technique) communicating with Gantt and bar charts and graphics such as S curves relating estimating and cost control from order-of-magnitude numbers to appropriation grade budgets.

The aim of this unit is the understanding of fundamental contracts as it relates to project management. The aim is that students are able to understand various contracts that are available and have the ability to select the right contract for a project. The unit aims to give an understanding of contract terms and conditions that may give rise to potential issues and methods to mitigate this. Given contracts are pivotal in a project manager's role the overall aim is for students to understand contracts better and have the confidence to use contracts in their day to day activities to avoid potential risks and conflicts. In addition it will assist students to have the ability to solve complex issues by being able to think critically and analyze issues.
Outcomes:
Understanding the basis of contract management-including traditional and contemporary theories;
Being able to identify contract terms that expose the project manager to risk;
Gain confidence to be able to raise contract issues and negotiate terms.

This subject is designed to support Engineers in the implementation of engineering tasks in the workplace, It addresses the use of quality control and management as well as systems assurance processes. It is designed to enable engineers entering practice from other related disciplines or with overseas qualifications to do so in a safe and effective way. The study program will include management of quality in research, design and delivery of engineering works and investigation, as well as of safe work practices and systems assurance.

This UoS is designed to introduce students to the global context of much of contemporary engineering and the consequent strategic and operational issues. It will address the nature, characteristics and variety of risks of global businesses, the opportunities and pressures for effective strategies, and the many management challenges in international business. In particular it will focus on Australian consulting, logistics and construction engineering firms that are operating on a global basis.

This course equips members of project management teams with information and tools to do financial appraisal and optimise decision making. It imparts basic knowledge and competencies required in project appraisal and financial management applicable to all sectors of industry and business. These include services, business investment, R&D, capital projects, local, state and national government departments and agencies.
Topics include:
- Review of the Fundamentals of Project Economics and Financial Techniques
- Implementation of Fundamental Principles including EUAC, NPV, IRR, B/C, Valuation, Depreciation, Replacement Studies and Life Cycle Costing
- Development of Project Alternatives and Application of the Analysis Techniques
- Sensitivity Analysis, Risk Analysis and Management
- Project Funding and Selection
- Project Appraisal Report.

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 specifically addresses the selection and prioritisation of multiple programmes and projects which have been grouped to support an organisation's strategic portfolio.
The allocation of programmes of work within a multi-project environment, governing, controlling and supporting the organisation's strategy, are considered. The aim is to formulate and manage the delivery of the portfolio of strategies using programme management. Students will learn and practice the issues to be considered in selecting an effective organisation portfolio and how to implement a Portfolio Management Framework. Also they will encounter the many conflicting issues facing Program Managers as they seek to implement organisation strategy through programs and learn how to balance these to obtain desired outcomes.

This course has been designed to suggest the development of best practices in communication, collaboration and management across international borders. The objectives are to: Understand the challenges faced by a global program and project teams; and, Improve the overall skills and practices of global project managers that will lead international companies to achieve maturity in global project management. Topics include: Introduction to traditional, distributed, and virtual project work; Global projects and requirements; Organisational change and organisational theory; Cross-cultural collaboration; Global project leadership; Trust building and conflict resolution; Coaching over distance; Global communication and channels; Leading a global organisation; Implementing collaborative tools; and, Implementing a Global Project Management Framework.

This unit of study focuses on the integrated management of project scope, time and cost for effective control and delivery of projects. The scope of the subject matter includes delivering comprehensive theoretical knowledge and application skills in integrated management and control of cost and schedule in complex projects. By successful completion of this unit of study, students should achieve a clear understanding of the time and cost management and appropriate control measures in project development environments.
Objectives:
Students should be able to:
- Discuss the project management trade-offs on balancing the triple-constraint;
- Explain the integrated cost and schedule control processes;
- Construct work breakdown structure (WBS) using given project information;
- Discuss scope monitoring and change control system;
- Produce networks diagrams for project scheduling;
- Apply critical path analysis (CPA) in network scheduling;
- Apply critical chain method in project scheduling;
- Estimate the project cost and duration;
- Apply resource scheduling techniques;
- Construct a time-phased budget plan;
- Discuss cost monitoring and control processes;
- Undertake earned value analysis (EVA); and
- Undertake integrated cost and schedule control processes using project management software (Microsoft Project or Primavera)
By the end of this unit of study, students should be able to:
- Undertake WBS exercises, CPA, EVA and trade-off analysis using the given project information;
- Explain how the components of time and cost management interrelate;
- Explain in depth why integrated cost and schedule management are important to project management; and
- Analyze a project situation that involves time and cost management issues and apply a solution(s)

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

Aims: Students should achieve an understanding of the applications of statistical methods in project environments.
Objectives: Students should be able to:
- Conduct hypothesis test and draw conclusions;
- Apply regression analysis to examine relationships between variables;
- Explain the relationships between variables;
- Describe the distributions of variables;
- Draw conclusions based on results observed in a sample;
- Discuss the application of statistical model for project selection;
- Appl the statistical techniques learned to a range of different "real world" situations;
- Apply R in analyzing and evaluating statisitcal information.
By the end of this unit of study, students should be able to:
- Discuss the applications of statistical methods;
- Evaluate a project situation based on statistical results; and
- Apply simple statistical methods to problem-solving in project management.

Methods studied in this unit are used in a wide range of project management tasks and problems. The unit explains why and where particular methods are used and provides examples and opportunities to apply these methods in practice. This UoS will also facilitate the understanding of the mechanics of these methods and their underlying theory.

This UoS teaches the fundamental knowledge on the importance, organizational context and professional practice in project management. It serves as an introduction to project management practices for non-PM students. For PM students, this UoS lays the foundation to progress to advanced PM subjects. Although serving as a general introduction unit, the focus has been placed on scope, time, cost, and integration related issues.
Specifically, the UoS aims to
1. introduce students to the institutional, organisational and professional environment for today's project management practitioners as well as typical challenges and issues facing them;
2. demonstrate the importance of project management to engineering and organizations;
3. demonstrate the progression from strategy formulation to execution of the project;
4. provide a set of tools and techniques at different stages of a project's lifecycle with emphasis on scope, time, cost and integration related issues;
5. highlight examples of project success/failures in project management and to take lessons from these;
6. consider the roles of project manager in the organization and management of people;
7. provide a path for students seeking improvements in their project management expertise.

Critical & Systems Thinking is the first of a two unit sequence dealing with the analytical abilities required in deciding and communicating management strategy for complex large-scale projects.
As first in the sequence, the unit develops skills in making basic critical judgments on complex problem situations involving uncertainty, incomplete information and dynamically interacting technical and non- technical systems and contexts. There is a particular focus on the ability to articulate a critical, well- reasoned response at a level that contributes usefully to project strategy discussions.
The unit is pitched at the level of Associate to Practitioner (Levels 2 to 3) on the Project Management Learning Progression Table, addressing the critical thinking and systems thinking dimensions of Project Communication and Project Development. At this level, you are not necessarily expected to produce fully researched and optimised solutions to the problems posed, but you do need to be able to clearly define the main problem at hand, organise and filter relevant evidence and issues, identify and evaluate logical connections, recognise critical assumptions and uncertainties, reach well-reasoned conclusions, develop and reflect on your own personal views and present critical arguments in a constructive manner to colleagues and supervisors. These abilities are essential foundations for the broader, more thoroughgoing analysis of complex system dynamics and the potential implications of particular management strategies to be developed in the subsequent Critical Thinking & Complex Systems Assessment unit of study and in other advanced Project Management units.

This unit develops skills in critically evaluating different project management methods and tools in relation to the complex systems environments that they are required to manage. Students will work on project case studies and be given the opportunity to consider different contemporary project delivery frameworks and methodologies including Lean Six Sigma, the PMBoK Project Lifecycle, Agile methods and others.
The unit targets the higher analytical capabilities required at Practitioner to Manager levels (Levels 3 to 4) on the Project Management Learning Progression Table, addressing the critical thinking and systems thinking dimensions of Project Methods, Project Development, Project Communication and Project Delivery. The distinguishing quality of thinking at this level is its systematic character, working from a broad-based theoretical and practical understanding of the project delivery environment.
The aim at this level is not only to formulate reasonable and critical responses to a given problem, but also to articulate thorough and conclusive assessments for the development of tailored project delivery approaches that combine elements from different project delivery systems and methodologies. You need to identify key elements of the project and organise them into a coherent and persuasive argument about the recommended project delivery approach, encompassing consideration of the various risks, benefits, costs and processes involved.

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 OR online delivery OR block mode delivery
Semester 2 = block mode delivery
Intensive December Session = block mode delivery.
This is a core program unit with a focus on enhancing leadership and people management capability. It covers diverse traditional and innovative theories, models and tools. It complements traditional views based as PMBoK, applying diverse approaches to contemporary project environments. Many of the unit tasks are framed in uncertain and potentially ambiguous terms as is common in many project environments.
Topic areas covered:
* Project context
* Personal Competence
* Interpersonal Competence
* Team Competence
The unit references a range of Australian and global Project Management, Management and Consulting Standards. It integrates theory and practice to optimise results.
Recommended reading: A Guide to the Project Management Body of Knowledge (PMBOK® Guide)

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 specifically addresses the selection and prioritisation of multiple programmes and projects which have been grouped to support an organisation's strategic portfolio.
The allocation of programmes of work within a multi-project environment, governing, controlling and supporting the organisation's strategy, are considered. The aim is to formulate and manage the delivery of the portfolio of strategies using programme management. Students will learn and practice the issues to be considered in selecting an effective organisation portfolio and how to implement a Portfolio Management Framework. Also they will encounter the many conflicting issues facing Program Managers as they seek to implement organisation strategy through programs and learn how to balance these to obtain desired outcomes.

This unit builds upon and challenges traditional views of project management. It concentrates on creating environments for the success of multiple, large and complex projects. Particular attention is paid to the potential causes of project failure. Projects and problems are viewed 'as systems' composed of interacting, interrelated, and interdependent components.
Topics:
- Project Failure
- Systems Thinking
- Business Case Development
- Large and Multiple Projects
- International Project Teams
- Organisational Learning
- Corporate Law
- Organisational Design
- Performance and Benefit Measurement
- Project Management Methodologies
- Systems and Data Integration
Unit outcomes include an ability to:
* identify complex problems and situations
* analyse situations and apply research findings to cases / projects
* integrate diverse considerations
* examine multiple views
* prioritise information
* differentiate between process and content
* synthesise findings
Recommended reading: A Guide to the Project Management Body of Knowledge (PMBOK® Guide)