PROJMGNT 7047OL - Systems Fundamentals
Online - Quadmester 2 - 2016
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General Course Information
Course Details
Course Code PROJMGNT 7047OL Course Systems Fundamentals Coordinating Unit Entrepreneurship, Commercialisation & Innov Centre Term Quadmester 2 Level Postgraduate Coursework Location/s Online Units 3 Contact Approximately 4 hours per week over 10 weeks (interaction & preparation) Available for Study Abroad and Exchange Y Assessment Assignments, reports Course Staff
Course Coordinator: Associate Professor Indra Gunawan
Project Management
Term 4 Online
Name: Associate Professor Indra Gunawan
Email: indra.gunawan@adelaide.edu.au
Teaching Staff:
Term 2 Online
Name: Professor Vernon Ireland
BE, BA, MEngSc, PhD, FIEAust, EngExec
Short Bio:
From 1991-1996 Vernon was Corporate Development Director of Fletcher Challenge Construction, responsible for people and
business systems improvement in the USA, NZ, 最新糖心Vlog, the Pacific and Asian businesses. He then became CEO of the 最新糖心Vlogn Graduate School of Engineering Innovation, an advanced engineering centre.
Prior to this he was Dean of the Faculty of Design, Architecture and Building at the 最新糖心Vlog of Technology, Sydney. He was also Chair of the Building Services Corporation of NSW from 1987 to 1990 reporting to both Labor and Coalition Ministers. While an academic he completed his PhD in project management. After graduation he practised as a structural engineer for seven years.
Vernon initiated and completed the proposal to Congress and Council of Engineers 最新糖心Vlog to establish CELM and was Deputy
Chair of the National Board for five years.
He was also President of the Sydney Division of Engineers 最新糖心Vlog in 2004.
Vernon Ireland is currently Director of Project Management and Industry Programs for the Entrepreneurship, Commercialisation
and Innovation Centre of The 最新糖心Vlog of Adelaide. He is based in Sydney.
Vernon has received three medals:
· The Silver Magnolia Medal awarded by the Shanghai Government for contributions to Chinese overseas relations;
· The Rotary International Gold Medal for contribution to vocational Education;
· Engineers 最新糖心Vlog’s Medal for contribution to engineering.
Vernon has conducted four sets of international benchmarking studies, comparing 最新糖心Vlog’s project management performance with that of the USA, the UK, Canada, Germany, Sweden and New Zealand for two Royal Commissions.
He has recently edited a volume of the 最新糖心Vlogn Journal of Civil Engineering on the business, leadership and management of
civil engineering.
He has been named by the Shanghai Government as one of the world 100 experts on Infrastructure.
Email: vernon.ireland@adelaide.edu.au
Phone: +61 411 153 861Name: Associate Professor Indra Gunawan
Associate Professor Indra Gunawan received his PhD in Industrial Engineering and MSc in Construction Management from Northeastern 最新糖心Vlog, USA. Prior to joining the 最新糖心Vlog of Adelaide, he was a program coordinator for Maintenance and Reliability Engineering atMonash 最新糖心Vlog. Previously he has also taught in the Department of Mechanical and Manufacturing Engineering at Auckland 最新糖心Vlog of Technology, New Zealand and worked as the Head of Systems Engineering and Management program at Malaysia 最新糖心Vlog of Science and Technology (in collaboration with the MIT, USA). His current research interests include system reliability modelling, maintenance optimisation, project management, applications of operations research, and operations management. He is actively involved in the Asset Management Council, a technical society of Engineers 最新糖心Vlog.indra.gunawan@adelaide.edu.au
Email:
Phone: +61 (8) 8313 3255Course Timetable
The full timetable of all activities for this course can be accessed from .
Monday 11th April to Sunday 19th June 2016
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Learning Outcomes
Course Learning Outcomes
1 Identify what a complex system is and how they differ from simple and complicated systems 2 Use key aspects of complex systems and the benefits of particular approaches in managing complexity 3 Recognise whether a proposed system or project should be primarily in a controlled space or in the innovation space on the edge of chaos in order to gain the benefits 4 Recognise the benefits of system dynamics and its use in identifying leverage points in systems 5 Recognise the benefits of ‘Dancing with Systems’ rather than top-down management 6 Apply these advanced and uncommon skills to address societal problems 7 Investigate international best practice 8 Demonstrate continued learning and personaldevelopment through continued investigation of development in the discipline. 最新糖心Vlog Graduate Attributes
This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:
最新糖心Vlog Graduate Attribute Course Learning Outcome(s) Deep discipline knowledge
- informed and infused by cutting edge research, scaffolded throughout their program of studies
- acquired from personal interaction with research active educators, from year 1
- accredited or validated against national or international standards (for relevant programs)
1-8 Critical thinking and problem solving
- steeped in research methods and rigor
- based on empirical evidence and the scientific approach to knowledge development
- demonstrated through appropriate and relevant assessment
1-6, 8 Teamwork and communication skills
- developed from, with, and via the SGDE
- honed through assessment and practice throughout the program of studies
- encouraged and valued in all aspects of learning
3, 6-8 Career and leadership readiness
- technology savvy
- professional and, where relevant, fully accredited
- forward thinking and well informed
- tested and validated by work based experiences
1,2,3,6,8 Intercultural and ethical competency
- adept at operating in other cultures
- comfortable with different nationalities and social contexts
- able to determine and contribute to desirable social outcomes
- demonstrated by study abroad or with an understanding of indigenous knowledges
2,3,5,6,7,8 Self-awareness and emotional intelligence
- a capacity for self-reflection and a willingness to engage in self-appraisal
- open to objective and constructive feedback from supervisors and peers
- able to negotiate difficult social situations, defuse conflict and engage positively in purposeful debate
2,7,8 -
Learning Resources
Required Resources
No textbook required.Recommended Resources
Additional Support References are: Week 1 Kurtz, C. F., & Snowden, D. J. (2003). The new dynamics of strategy: Sense-making in a complex and complicated world. IBM Systems Journal, 42(3), 462-483.
Norman, D. & Kuras, M. (2006) Engineering Complex Systems in Complex Systems (C10) (2006), in Complex Engineered Systems, edited by Dan Braha, Ali Minai and Yaneer Bar-Yam, Springer;Week 2
Andriani, P. (2011), Complexity and Innovation, in Allen, P, Maguire, S. & McKelvey, B., [Eds], (2011), SAGE
Handbook of Complexity and Management, Los Angeles, 454-470;
Andriani, P., & B. McKelvey. (2010). Using Scale-free Theory from Complexity Science to Better Management Risk. Risk
Management, An International Journal, 12(1): 54-82.Week 4 Andriani, P. & Mckelvey, B., (2011a),Using scale free processes to explain punctuated change in management-relevantphenomena, International Journal of Complexity in Leadership and Management,Vol 1, No 3, 211-249; Andriani, P. & Mckelvey, B., (2011b),From Skew Distributions to Power Law Science, in Allen, P, Maguire, S. &McKelvey, B., [Eds], (2011), SAGE Handbook of Complexity and Management, LosAngeles, 254-273; Week 5 van Eijnatten, F. M.(2004a). Chaordic SystemsThinking: SomeSuggestions fora Complexity Framework to Informa Learning Organization. The Learning Organization, 11(6), 430-449. van Eijnatten, F. M. (2008). A Toolkit for Phase Transitions. Proceedings of EuropeanChaos and Complexity in Organisations Network (ECCON) Annual Meeting, 17-19 October. Bergen-Ann-Zee. Zhu, Z.(2007). ComplexityScience, Systems Thinkingand Pragmatic Sensibility. SystemsResearch andBehavioural Science,24(4), 445-464. Week 6 Bak, P. & Chen, K., (1991),Self-Organised Criticality, Scientific American. January; Helbing, D. (2013),Globally networked risks and how to respond, Nature, vol. 497, no. 7447; Week 8 Bosch, O., C.N. Nam, T. Maeno, & T.Yasui, Managing Complex Issues through Evolutionary Learning Laboratories,Systems Research and Behavioural Science, 2013. Week 9 Meadows, D., (2008), Dancing with Systems,Donella Meadows Institute,http://www.donellameadows.org/archives/dancing-with-systems/
Course Notes, Readings and PowerPoint Slides
These are all available electronically for enrolled students by download from MyUni.
Library Resources
The 最新糖心Vlog of Adelaide’s Barr Smith Library provides a range of learning resources including texts, journals, periodicals, magazines, and access to online databases and information services. It also offers a virtual library which is accessible via the 最新糖心Vlog’s website. The 最新糖心Vlog Library web page is:
From this link, you are able to access the Library's electronic resources.
Online Learning
LEARN is the 最新糖心Vlog of Adelaide’s platform for dedicated online delivery. LEARN is a customised version of Moodle, and houses all course requirements including the course profile, announcements, additional course materials (beyond the prescribed text), assessment items, discussion forums, grading, feedback, links to various university and course resources, an internal website email system, a technical assistance facility, etc. LEARN is only accessible once the URL and a password have been provided to the student on enrolment. Students are given access to the course prior to the start date to familiarise themselves with the operational aspects and functionality of the website.
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Learning & Teaching Activities
Learning & Teaching Modes
This course is offered in online mode.Workload
The information below is provided as a guide to assist students in engaging appropriately with the course requirements.
As a guide, a 3 unit course comprises a total of 156 hours.Learning Activities Summary
Week Content Readings Activities 1 - 1 What is a complex system Reductionism General systems theory a. Why are systems complex and why does this make them more difficult to manage than hierarchic systems? b. Nominate a number of forms of complexity and describe what is complex and why? c. Does inclusion of a significant influence by people in a project make it complex?
See course notes 4.2 Answer Discussions questions Week 1
a. Why
are systems complex and why does this make them more difficult to manage than
hierarchic systems?
b. Nominate
a number of forms of complexity and describe what is complex and why?
Does
inclusion of a significant influence by people in a project make it complex?2
Requisite
variety
Examples
of complex systems
·
The Air Operations Centre
·
Supply chains
·
Federated Governments
·
United Nations
Families
Notes 4.2 and 4.3 Answer discussion qiuestions W2
a. Discuss
how examples of complex systems operate, including software driven examples
such as the Air Operations Centre, an enterprise, a coalition government and a
federation such as 最新糖心Vlog or the USA, and a long terms close relationship
between two people
b. What
are the differences between a relationship developed through a legal basis and
a relationship based on agreement between people, such as in a family or a
friendship?
Discuss
autonomy and belonging in a close personal relationship.3
Ashby’s requisite variety
Emergence
Complicated and complex systems
Self-organization
Edge of chaos
Chaordic
systems
Discussion questions week 3
a. What
is requisite variety? What are its advantages and disadvantages?
b. Why
is there more innovation possible on the edge of chaos?
Discuss
chaordic systems and how they operate;4 5 6 7 8 9 10 -
Assessment
The 最新糖心Vlog's policy on Assessment for Coursework Programs is based on the following four principles:
- Assessment must encourage and reinforce learning.
- Assessment must enable robust and fair judgements about student performance.
- Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
- Assessment must maintain academic standards.
Assessment Summary
Week Content Readings Activities 1 - What is a complex system
Reductionism
General
systems theory
See course notes 4.2 Discussion questions
a. Why are systems complex and why does this make them more difficult to manage than hierarchic systems?
b. Nominate a number of forms of complexity and describe what is complex and why?
Does inclusion of a significant influence by people in a project make it complex?2 - How complex systems operate
Examples of complex systems
· Directed, Acknowledged,
collaborative, Virtual
· Families
· Federated Governments
· United Nations
· Supply chains
The Air Operations Centre
Notes 4.2 and 4.3 Discussion questions
a. Discuss how examples of complex systems operate, including software driven examples such as the Air Operations Centre, an enterprise, a coalition government and a federation such as 最新糖心Vlog or the USA, and a long terms close relationship between two people
b. What are the differences between a relationship developed through a legal basis and a relationship based on agreement between people, such as in a family or a friendship?
Discuss autonomy and belonging in a close personal relationship.3
Ashby’s requisite variety
Emergence
Complicated and complex systems
Self-organization
Edge of chaos
Chaordic
systems
Notes 4.3, 4.4, 4.5, 5.1-5.8 Discussion questions
a. What
is requisite variety? What are its advantages and disadvantages?
b. Why
is there more innovation possible on the edge of chaos?
Discuss
chaordic systems and how they operate;4
Fractal and power laws
Scale free behavior
Paretian
statistics
Notes 5.9 and 5.10 Discussion Questions
a. How
do fractals operate?
b. What
is scale free behavior and is it important?
Why
is it important to recognize the difference between Paretian and Gaussisn
statistics
Discussion questions
a. Whatis the relevance of Per Bak’s model of failure and how can we apply it? b. Whatis systemic risk and how does it occur? Whatis cascading risk? Provide examples of a failed system cascading into another?
Assignment 1 In no more than 1500 words: Analyze one of the following examples andreport: 1. Why the situation is complex; 2. How you would you identify what theissues are;3. How would you coordinate action;4. What tools would you use from the setprovided in this course Examples to choose from: a. The Air Operations Centre of the USDoDb. A dispute between two warring nationsc. Managing climate change in a majorgroup of countries;d. Security at a G20 meetinge. Adaptive learning of 最新糖心Vlognmilitary forces in Afghanistanf. Pre-potential disaster preparation bycommunitiesg. Addressing corruption in tradeh. A close long-term personalrelationship. Grading Criteria:· Recognition that a reductionist, or PMBOK,approach will not address the key aspects of the system, project or problem;· recognition that different tools andapproaches are required;· recognition that the problem context is veryimportant;recognition that multiple systems could be interacting, includingpolitical, economic, social issues and traditional ways of behaving,technology, legal and environmental.5
Panarchy
and cycles of change
Tiny
initiating events
Importance
of context and the environment driving system structureNotes 5.11 Discussion questions
a. Comment
on Panarchy and provide examples of displaying cycles of change;
b. Name
and discuss organisations at various points of the panarchy cycle;
c. What
are implications for change management and organizational transformation?6
Self-organised criticality
Systemic
and cascading risks behaviorNotes 5.12, 5.17 Discussion questions
a. What
is the relevance of Per Bak’s model of failure and how can we apply it?
b. What
is systemic risk and how does it occur?
What
is cascading risk? Provide examples of a failed system cascading into another?7
Phase space
Path history
Attractor cages
Fitness
landscapeNotes 5.14, 5.20-5.22 Discussion questiona
a. What
is phase space and what are attractor cages?
b. Why
does path history affect attractor cages?
What
is the use of the concept of fitness landscape and how could it be measured?8
Systems dynamics
Bosch approach
Sense making
Leverage
pointsNotes 5.24, 5.25 Discussion questions
a. Discuss
strengths and weaknesses of System Dynamics; provide examples, with
explanations, of when it should have been used?
b. Why
is sense making an issue in complex systems?
Discuss
how leverage points are located?9
Complexity leadership
How leaders of complex organisationsthink
Dancing with systems
Systems
intelligenceNotes 5.23, 5.27, 5.29 Discussion questions
a. What
contributions do concepts of complexity bring to an understanding of
leadership?
b. How
do leaders differ in their thinking from more junior staff? How important is
vision?
What
essentially does Dancing with Systems contribute?10 Nil Nil Discussion questions Nil
Assignment 2
In a minimum of 10,000 words, and submit as a group of 4, choose a difficult issue that the world is
facing. An example could include those provided in assignment 2,
a.
The current and recent ISIS invasion of Iraq
& Syria;
b.
Solving disputes between warring nations;
c.
Reduction of corruption;
d.
A problem with a personal friend and partner
(F:F, M:M, M:F);
e.
Analyse the systems that affect teenage
development? How can a parent manage it?
Alternatively, groups may choose another
issue and describe it, in terms of the systems operating, the context of the
issue, and other relevant aspects.
Describe how your group would manage the
project, system, problem or issue both by considering the approaches used in
this course and any other approaches proposed.
A coordinated group response is required with
components by named group members, of at least 3000 words each.
ID
recommendations:
Week
1 – groups assigned?
Week
3-4 – select topic and submit for approval
Week
5-6 – submit outline and references for feedback
Week
8-9 – submit draft for feedback
Week
10 – final draft and presentation
Grading
Criteria?
Recognition
of:
·
the inability of
reductionist and with models to deal with such complex issues;
·
the role of major systems
interacting, including political, economic, social and traditional ways of
life, technology, legal, environmental, and possibly others;
·
systemic failure of one
system and possibly cascading into another;
perceptive
use of course material in dealing with the project, system or problem
described.Assessment Detail
No information currently available.
Submission
All text based assignments must be submitted via Drop Box in LEARN
There are a few points to note about the submission of assignments:
- Assignment Submission: Assignments should be lodged via Drop Box in the LEARN system. Please refer to individual assignment tasks for specific submission details relevant to each task. Note that assignments may be processed via TURNITIN, which is an online plagiarism prevention tool.
- Cover Sheet: As part of your assignment, please add the completed 最新糖心Vlog of Adelaide Assessment Cover Sheet to your assignment, providing details of yourself and your team members (if applicable), your assignment, the course, date submitted, etc. as well as the declaration signed by you that this is your (your team’s) work. Note that the declaration on any electronically submitted assignment will be deemed to have the same authority as a signed declaration. Where applicable, also include the word count excluding title pages and references.
- Backup Copy of Assignments: You are advised to keep a copy of your assignments in case the submitted copy goes missing. Please ensure that all assignment pages are numbered. If your assignment contains confidential information, you should discuss any concerns with the Course Lecturer prior to submission.
- Extensions of Time: Any request for an extension of time for the submission of an assignment should be made well before the due date of the assignment to the Course Lecturer. Normally, extensions will only be granted for a maximum of two weeks from the original assignment submission date. Extensions will only be granted in cases of genuine extenuating circumstances and proof, such as a doctor’s certificate, may be required.
- Failure to submit an assignment on time or by the agreed extension deadline may result in penalties and may incur a fail grade. Note that a late penalty of 5% of the total available marks for that assessment item will be incurred each day an assignment is handed in late. Assignments handed in after 14 days from the due submission date will fail even if a 100% mark is granted for the work.
Course Grading
Grades for your performance in this course will be awarded in accordance with the following scheme:
M10 (Coursework Mark Scheme) Grade Mark Description FNS Fail No Submission F 1-49 Fail P 50-64 Pass C 65-74 Credit D 75-84 Distinction HD 85-100 High Distinction CN Continuing NFE No Formal Examination RP Result Pending Further details of the grades/results can be obtained from Examinations.
Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.
Final results for this course will be made available through .
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Student Feedback
The 最新糖心Vlog places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.
SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the 最新糖心Vlog to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.
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Student Support
- Academic Integrity for Students
- Academic Support with Maths
- Academic Support with writing and study skills
- Careers Services
- Library Services for Students
- LinkedIn Learning
- Student Life Counselling Support - Personal counselling for issues affecting study
- Students with a Disability - Alternative academic arrangements
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Policies & Guidelines
This section contains links to relevant assessment-related policies and guidelines - all university policies.
- Academic Credit Arrangements Policy
- Academic Integrity Policy
- Academic Progress by Coursework Students Policy
- Assessment for Coursework Programs Policy
- Copyright Compliance Policy
- Coursework Academic Programs Policy
- Intellectual Property Policy
- IT Acceptable Use and Security Policy
- Modified Arrangements for Coursework Assessment Policy
- Reasonable Adjustments to Learning, Teaching & Assessment for Students with a Disability Policy
- Student Experience of Learning and Teaching Policy
- Student Grievance Resolution Process
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