最新糖心Vlog

Project Management
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: +61 411 153 861

Term 4 Online indra.gunawan@adelaide.edu.au

Phone: +61 (8) 8313 3255

Monday 10th October to Sunday 18th December 2016

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.

No textbook required.

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.  

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.

This course is offered in online mode.

As a guide, a 3 unit course comprises a total of 156 hours.

Week 1
What is a Complex System?
Reductionism
General Systems Theory

Week 2
How Complex Systems Operate
Examples of Complex Systems
Directed, Acknowledged, Collaborative, Virtual
Families
Federated Governments
United Nations
Supply chains
The Air Operations Centre

Week 3
Ashby’s Requisite Variety
Emergence
Complicated and Complex Systems
Self-organization
Edge of Chaos
Chaordic Systems

Week 4
Fractal and Power Laws
Scale Free Behaviour
Paretian Statistics

Week 5
Panarchy and Cycles of Change
Tiny Initiating Events
Importance of Context and the Environment Driving System Structure

Week 6
Self-organised Criticality
Systemic and Cascading Risks Behavior

Week 7
Phase Space
Path History
Attractor Cages
Fitness Landscape

Week 8
Systems Dynamics
Bosch Approach
Sense Making
Leverage Points

Week 9
Complexity Leadership
How Leaders of Complex Organisations Think
Dancing with Systems
Systems Intelligence

Week 10
Use of tools and techniques

An overview of the course assessment appears in the following Table. Details appear in the following section:

#	Assessment	Length	Weighting	Due Date	Learning Outcomes
1	Discussion Contributions		20%	Wednesday-Sunday All Weeks	1-8
2	Assignment 1	1500 words	20%	Sunday Week 6	1-4
3	Assignment 2	1500 words	20%	Sunday Week 7	4-5
4	Assignment 3 (Group)	3000 words per group member	40%	Sunday Week 10	1-8
	Total		100%

Students must complete all course assessment requirements and must attend all lectures to be eligible to pass the course. 

Course results are subject to moderation by the ECIC Board of Examiners

 

Discussion Contributions Wednesday-Sunday All Weeks 20%
Assignment 1 Sunday Week 6 20%
Assignment 2 Sunday Week 7 20%
Assignment 3 (Group) Sunday Week 10 40%


Assignment 1
Submit your completed assignment to the Assignment Submission tab below by Sunday of this week. 

Learning outcomes:
Understanding of key aspects of complex issues
Discrimination between the various components which could be used
Application of Systems Fundamentals concepts to current complex issues in society
Development of a plan to understand and deal with the issue.

 
ASSIGNMENT INSTRUCTIONS:
Analyze one of the following examples and report: 

1.     Why the situation is complex? 

2.     How you would you identify what the issues are; 

3.     How would you coordinate action; 

4.     What tools would you use from the set provided in this course.

 
EXAMPLES TO CHOOSE FROM:
·       The Air Operations Centre of the US DoD
·       A disputebetween two warring nations
·       Managingclimate change in a major group of countries
·       Security ata G20 meeting
·       Adaptivelearning of 最新糖心Vlogn military forces in Afghanistan
·       Pre-potentialdisaster preparation by communities
·       Addressingcorruption in trade
·       A closelong-term personal relationship



Assignment 2
Submit your completed assignment to the Assignment Submission tab below by Sunday of this week. 

 
ASSIGNMENT INSTRUCTIONS
In preparation for dealing with complex projects:

a. Why do we study complexity when the general systems model, and a reductionist approach, offers a simpler model? 

b. What are the consequences if we do not recognize complexity and provide two examples to illustrate your points; 

c. Comment on the use of PMBOK to manage the following projects: 

·       The current and recent ISIS invasion of Iraq & Syria;
·       Solving disputes between warring nations;
·       Reduction of corruption;
·       A problem with a personal friend and partner (F:F, M:M, M:F);
·       Analyse the systems that affect teenage development? How can a parent manage it?
·       A close long-term personal relationship

 
IN PROVIDING AN ANSWER:
·       Describe the context of the issue and how this is relevant.
·       Analyse and comment on why the issues is complex.
·       Discuss your recommended choice of methods to understand the issue better.
·       Choose tools to manage the issue and how you would operate these.
·       How does a project manager exercise governance?
·       How is resilience encouraged?



Assignment 3
 
ASSIGNMENT INSTRUCTIONS
Choose a difficult issue that the world is facing. An example could include those provided in assignment 2, 

·       The current and recent ISIS invasion of Iraq & Syria;
·       Solving disputes between warring nations;
·       Reduction of corruption;
·       A problem with a personal friend and partner (F:F, M:M, M:F);
·       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.

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.