PROJMGNT 7056 - Enterprise Transformations

North Terrace Campus - Trimester 3 - 2016

This is a capstone course in the Master of Applied Project Management and focuses on development and transformation of the enterprise. Topics covered include assessment of the strengths and weaknesses of the enterprise (eg marketing, cost management, delivery of objectives, weak aspects such as leadership, or middle level management, or other); setting of clear goals, creation of a clear structure, strong leadership, engagement of employees, assessment of the mindsets of staff, and implementation of a clear change process.

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Course Details

Course Code	PROJMGNT 7056
Course	Enterprise Transformations
Coordinating Unit	Entrepreneurship, Commercialisation & Innov Centre
Term	Trimester 3
Level	Postgraduate Coursework
Location/s	North Terrace Campus
Units	3
Contact	Intensive: 36 to 40 hours
Available for Study Abroad and Exchange	Y
Prerequisites	PROJMGNT 5021
Assessment	Individual and group assignments

Course Staff

Course Coordinator: Associate Professor Indra Gunawan

Dr Graciela Corral de Zubielqui is the Associate Head Research of the Entrepreneurship, Commercialisation and Innovation Centre. She is also a Program Director and a lecturer in Project Management. She holds a Bachelor of Economics (Honours), Master in Economics and Business Administration, and a PhD in Business and Management.

Her main research interests are in innovation, knowledge transfer for innovation purpose, and innovative collaboration activities in small to medium-sized enterprises (SMEs), and in turn the impact of these activities on regional economic development. She has extensive experience in quantitative research methods, and much of her recent research has been based on the analysis of multiple innovation surveys based upon the Organisation for Economic Co-operation and development’s Oslo Manual.

From 2008 to the present, she has held diverse appointments as a lecturer in the Business School, Adelaide 最新糖心Vlog, and the Entrepreneurship, Commercialisation and Innovation Centre, The 最新糖心Vlog of Adelaide. From 2001 to mid-2004, she held positions at The National 最新糖心Vlog of Rosario, Argentina and as a researcher at Economic Science Council and College of Graduates in Economic Science. From 1992 to 2001, Graciela worked in diverse roles in private sector companies and as a consultant. Graciela has also been involved in projects which linked government departments, industry and university.

Currently she is involved in projects on open innovation, appropriability methods, absorptive capacity for innovation purpose, types of knowledge transfer for innovation activities (traditional and digital) and the role of modern HRM practices, and their effect on financial and non-financial measures of performance. These research projects have led to publications in high impact journals including Small Business Economics, Journal of Business and Industrial Marketing, Entrepreneurship Research Journal and International Journal of Innovation Management.

Course Timetable

The full timetable of all activities for this course can be accessed from .

Opening intensive:
Monday 12th and Tuesday 13th September 2016
8am - 5pm
Horace Lamb, 422 Teaching Room

Closing intensive:
Monday 10th and Tuesday 11th October 2016
9am-6pm
Horace Lamb, 422 Teaching Room

Course Learning Outcomes

An action learning approach is adopted whereby students “learn through doing” through analysis of relevant cases and through interactive and traditional exercises that relate to lecture topics. On completion of this course, students should be able to:

1.     Understand enterprise transformation process
2.     Describe the enterprise transformation roadmap
3.     Define the case of change
4.     Describe the seven lenses of current state analysis: stakeholder analysis, process analysis, performance measurement, enterprise alignment, costs and resources, enterprise maturity, and enterprise wastes.

5.     Apply the current state analysis approaches to identify improvement opportunities in their enterprise
6.     Develop a future state vision for their enterprise

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)	1,2,4,5,6 and 7
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	1,3,4,5,6 and 7
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	1,2,4,5,6 and 7
Career and leadership readiness technology savvy professional and, where relevant, fully accredited forward thinking and well informed tested and validated by work based experiences	1,2,4,5,6 and 7
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	1,3,6 and 7
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	1 and 3

Learning Resources

Required Resources

No Text book required.

Recommended Resources

There is a wide range of material available on the course topics including the following:

Bland, J., & Westlake, S. (2013). Don’t Stop Thinking About Tomorrow: A Modest Defence of Futurology. London: NESTA. Retrieved October, 7, 2014.

Hamel, G. (2006). The why, what, and how of management innovation. Harvard business review, 84(2), 72.

Helbing, D. (2013). Globally networked risks and how to respond. Nature, 497(7447), 51-59.

Uhl, A., Gollenia, L., (2013) Business Transformation Essentials, Gower Pub Co. The accompanying book of case studies provides useful illustrations. ISBN-10: 1472426983 ISBN-13: 978-1472426987

Zachman. J. A., The Zachman Enterprise Framework, 1987

Journals

There is a range of journals where project Management research scholars publish their research, such as (note that this list is not definitive):

International Journal of Project Management
Journal of Small Business Management
Project Management Journal
Small Business Economics
International Journal of Innovation Management
Technovation

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.

Other resources
If you are a member of the PMI () you will “gain exclusive access to PMI publications and our global standards*, networking options with our chapters and online communities of practice, and leadership and volunteer opportunities. You’ll also receive discounts on certification exams and renewals, as well as our professional development offerings.” Student membership is USD$40 to join and USD$30 to renew.

* Log in to access complimentary read-only PDFs of all of PMI's published standards or take advantage of discounts on paperback editions

Online Learning

MyUni is the 最新糖心Vlog of Adelaide's online learning environment. It is used to support traditional face-to-face lectures, tutorials and workshops at the 最新糖心Vlog. MyUni provides access to various features including announcements, course materials, discussion boards and assessments for each online course of study (see: )

Learning & Teaching Modes

This course is offered in blended learning mode with the face-to-face component offered as intensives.

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 work (this includes face-to-face contact, any online components, and self
directed study).

Learning Activities Summary

Bland, J., & Westlake, S. (2013). Donâ脗聙脗聶t Stop Thinking About Tomorrow: A Modest Defence of Futurology. London: NESTA. Retrieved October, 7, 2014.Bland, J., & Westlake, S. (2013). Donâ脗聙脗聶t Stop Thinking About Tomorrow: A Modest Defence of Futurology. London: NESTA. Retrieved October, 7, 2014.in Business Transformation Management Methodology.in Business Transformation Management Methodology.This is a draft schedule and session dates are a guide only. The timetable may be changed during the course delivery if necessary.Â

Intensive day	Content	Readings	Activities
1	1. Opening Comments, Course Objectives and Introductions
	2. Enterprise Transformation Background	Chaper 1 In the Buisness Transformation Methodology.	Don't Stop Thinking about tomorrow.
	3. Meta Management	Chapter 2 in Business Transformation Management Methodology.
	4. Business Strategy	Chapter 3 In Business Transformation Management Methodology.
2	5.Â Opening Comments, recapÂ of day 1. Â Value Management	Chapter 4 in Business Transformation Management Methodology.
	6. Enterprise risk management and systemic and cascading risk	Chapters 5 in Business Transformation Management Methodology.	Helbing, D., (2013), Globally networked risks and how to respond, Nature, May Vol 497, 51-59.
	6. Business Process Management	Chapters 6 in Business Transformation Management Methodology.
3	7. Information technology management and enterprise architecture.	Chapters 7 in Business Transformation Management Methodology.	Zachman. J. A., The Zachman Enterprise Framework, 1987
	8. Business models	Short presentation
4	9. Change management	Chapters 8, 9 and 10 in Business Transformation Management Methodology.
	10. Innovation		â脗聙¢ Hamel, G. (2006). The why, what, and how of management innovation. Harvard business review, 84(2), 72.

Specific Course Requirements

None

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

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

Assessment No.	Form of Assessment/Collaborative Task	Length (in word count)	Weighting	Due Date	Learning outcomes covered (see 2.1 for detail)
1	Individual Short Report	3,000 words maximum	30%	see MyUni	1-6
2	Group Project Plan	1 person, 5,000 words min, 2 people, 7000 words min, 3 people 10,000 words min	30%	see MyUni	1-6
3	Individual Report	3,000 words max	30%	see MyUni	1-6
4	Class Presentation	5-10 slides	10%	see MyUni	1-6

Assessment Detail

No information currently available.

Submission

All text based assignments must be submitted via MyUni.
Please refer to step by step instructions:

There are a few points to note about the submission of assignments:

Assignment Submission: Assignments should not be emailed to the instructor but should be lodged via the MyUni Course site. Note that assignments may be processed via TURNITIN which is an online plagiarism prevention tool.
Cover Sheet: Please submit, separate to your assignment, the completed 最新糖心Vlog of Adelaide Assessment Cover Sheet 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.
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: 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 .

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.
Student Support
Policies & Guidelines
This section contains links to relevant assessment-related policies and guidelines - all university policies.
Fraud Awareness

Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student鈥檚 disciplinary procedures.

The 最新糖心Vlog of Adelaide is committed to regular reviews of the courses and programs it offers to students. The 最新糖心Vlog of Adelaide therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.

Authorised by:	Deputy Vice-Chancellor and Vice-President (Academic)
Maintained by:	Course Outlines Administrator

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