University of Technology, Sydney

Staff directory | Webmail | Maps | Newsroom | What's on

15361 Specialist Project Study 2

Warning: The information on this page is indicative. The subject outline for a particular session, location and mode of offering is the authoritative source of all information about the subject for that offering. Required texts, recommended texts and references in particular are likely to change. Students will be provided with a subject outline once they enrol in the subject.

Subject handbook information prior to 2020 is available in the Archives.

UTS: Design, Architecture and Building: School of the Built Environment
Credit points: 6 cp
Result type: Grade and marks

Description

The subject includes topics that are important to organisational project management (OPM) with an emphasis on collaboration and partnership in projects. According to the Project Management Institute (PMI 2003), organisational project management is the systematic management of projects, programs, and portfolios in alignment with the achievement of strategic goals. The concept of organisational project management is based on the idea that there is a correlation between an organisation's capabilities in project management, program management, and portfolio management, and the organisation's effectiveness in implementing its strategy. Topics covered in this subject include organisational strategy and role of projects, project portfolios and decision making, partnership and collaboration and organisational capability (including dynamic capability) to support collaboration in projects.

Subject learning objectives (SLOs)

On successful completion of this subject, students should be able to:

1. Understand how projects contribute to an organisationís strategy
2. Develop an ability to manage inter-organisational relationships for effective management of partnerships and collaboration in projects.
3. Demonstrate the capability to make decisions on project portfolios in alignment with an organisationís strategies
4. Understand the importance of organisational capabilities, including dynamic capabilities, to successfully manage partnerships and collaboration in projects
5.. Debate the nature of value (tangible and intangible) perceived by stakeholders to enable organizations to make balanced decisions project portfolio selection.
6. Demonstrate effective communication skills by preparing and delivering presentations on case studies

Teaching and learning strategies

Mixed-mode block workshop alternating between delivery of content and facilitated group exercises

Content (topics)

  • Organisational strategy and role of projects
  • Project portfolios and decision making
  • Partnership and collaboration in projects
  • Collaborative capabilities
  • Dynamic capability
  • Value in projects

Assessment

Assessment task 1: Pre-Workshop assignment

Objective(s):

This task addresses the following subject learning objectives:

1

This task also addresses the following course intended learning outcomes that are linked with a code to indicate one of the five CAPRI graduate attribute categories (e.g. C.1, A.3, P.4, etc.):

.1 and .2

Type: Report
Groupwork: Individual
Weight: 10%

Assessment task 2: Team workshop activities

Objective(s):

This task addresses the following subject learning objectives:

2, 3, 4, 5. and 6

This task also addresses the following course intended learning outcomes that are linked with a code to indicate one of the five CAPRI graduate attribute categories (e.g. C.1, A.3, P.4, etc.):

.1, .2, .2 and .3

Type: Exercises
Groupwork: Group, group assessed
Weight: 30%

Assessment task 3: Essay

Objective(s):

This task addresses the following subject learning objectives:

2, 3, 4 and 5.

This task also addresses the following course intended learning outcomes that are linked with a code to indicate one of the five CAPRI graduate attribute categories (e.g. C.1, A.3, P.4, etc.):

.1, .2 and .5

Type: Essay
Groupwork: Individual
Weight: 60%

Required texts

None required. e-readings will be available from UTS library

Recommended texts

Readings:

Drouin, N., Bourgault, M., Lizarralde, G. (2012) Collaborative capability to build innovative projects. XXIII ISPIM Conference (International Society For Professional Innovation Management), Barcelona, 17-20 June .

Hammond, J.S., Keeney, R.L. (2006) The hidden traps in decision making, Harvard Business Reiew, 2006, pp. 118-126.

Killen, C P (2014), Organizational agility through project portfolio management, Chapter 1 in Levin, G. (ed.), Portfolio Management: A Strategic Approach, CRC Press, Boca Raton FL.

Killen, C. P., Hunt, R. A., & Kleinschmidt, E. J. (2008). Project portfolio management for product innovation. International Journal of Quality & Reliability Management, 25(1), 24-38.

Mankin, D, Cohen, S, Fitztgerald, SP (2004), Developing complex collaborations: basic principles to guide design and implementation, in Complex collaboration; Building the capabilities for working across boundaries. Advances in interdisciplinary studies of work teams Volume 10, Emerald Group Publishing Limited, pp.1-26

References

Alexander Lord, M. (1993). Implementing strategy through project management. Long Range Planning, 26(1), 76-85. doi: http://dx.doi.org/10.1016/0024-6301(93)90236-9

Anderson, D. K., & Merna, T. (2003). Project Management Strategy—project management represented as a process based set of management domains and the consequences for project management strategy. International Journal of Project Management, 21(6), 387-393. doi: http://dx.doi.org/10.1016/S0263-7863(02)00087-X

Archer, N. P., & Ghasemzadeh, F. (1999). An integrated framework for project portfolio selection. International Journal of Project Management, 17(4), 207-216.

Artto, K., Kujala, J., Dietrich, P., & Martinsuo, M. (2008). What is project strategy? International Journal of Project Management, 26(1), 4-12.

Artto, K. A., Martinsuo, M., & Aalto, T. (2001). Project portfolio management: Strategic management through projects: Project Management Association Finland.

Barreto, I. (2010), Dynamic capabilities: A review of past research and an agenda for the future, Journal of Management, 36 (1) pp. 256-280

Blichfeldt, B. S., & Eskerod, P. (2008). Project portfolio management–There’s more to it than what management enacts. International Journal of Project Management, 26(4), 357-365.

Brady, T., & Davies, A. (2004). Building project capabilities: from exploratory to exploitative learning. Organization studies, 25(9), 1601-1621.

Brady, T., Davies, A., & Gann, D. M. (2005). Creating value by delivering integrated solutions. International Journal of Project Management, 23(5), 360-365.

Blomqvist, K & Levy, J 2006, Collaboration capability – a focal concept in knowledge creation and collaborative innovation in networks, International Journal of Management Concepts and Philosophy, 2 (1), 31-48.

Clegg, S. R., Pitsis, T. S., Rura-Polley, T., & Marosszeky, M. (2002). Governmentality matters: designing an alliance culture of inter-organizational collaboration for managing projects. Organization studies, 23(3), 317-337.

Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (1999). New product portfolio management: practices and performance. Journal of Product Innovation Management, 16(4), 333-351.

Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (2001). Portfolio management for new products: Basic Books.

Crawford, L., Hobbs, J. B., & Turner, J. R. (2006). Aligning capability with strategy: Categorizing projects to do the right projects and to do them right. Project Management Journal, 37(2), 38-50.

Cuijpers, M., Gunter, H & Hussinger, K. (2011). Costs and benefits of inter-departmental innovation collaboration. Research. Policy Vol 40. Issue 4 pp.564-575

Drouin, N., Bourgault, M., Bartholomew, S. (2009). Investigation of contextual factors in shaping HR approaches and determining the success of international joint ventures projects: Evidence from the Canadian telecom industry. International Journal of Project Management, 27(4), 344–354.

Drouin, N., Bourgault, M., Gervais, C. (2010). Effects of organizational support on components of virtual project teams. International Journal of Managing Projects in Business. 3(4), 625–641.

Drouin, N., Jugdev, K. (2014). Standing on the Shoulders of Strategic Management Giants to Advance Organizational Project Management. International Journal of Managing Projects in Business.,

Drouin, N., Bourgault, M., Lizarralde, G. (2012) Collaborative Capability to build Innovative Projects. XXIII ISPIM Conference (International Society For Professional Innovation Management), Barcelona, 17-20 June[ND1] .

Dye, L. D., & Pennypacker, J. S. (1999). Project portfolio management: selecting and prioritizing projects for competitive advantage: Center for Business Practices.

Englund, R. L., & Graham, R. J. (1999). From experience: linking projects to strategy. Journal of Product Innovation Management, 16(1), 52-64.

Ghasemzadeh, F., & Archer, N. P. (2000). Project portfolio selection through decision support. Decision Support Systems, 29(1), 73-88.

Howick, S., Ackermann, F., & Andersen, D. (2006). Linking event thinking with structural thinking: methods to improve client value in projects. System Dynamics Review, 22(2), 113-140.

Killen, C. P., & Hunt, R. A. (2010). Dynamic capability through project portfolio management in service and manufacturing industries. International Journal of Managing Projects in Business, 3(1), 157-169.

Killen, C. P., Hunt, R. A., & Kleinschmidt, E. J. (2008). Learning investments and organizational capabilities: case studies on the development of project portfolio management capabilities. International Journal of Managing Projects in Business, 1(3), 334-351.

Killen, C. P., Hunt, R. A., & Kleinschmidt, E. J. (2008). Project portfolio management for product innovation. International Journal of Quality & Reliability Management, 25(1), 24-38.

Lendrum, T. (2003). The Strategic Partnering Handbook: The Practitioner’s Guide to Partenrships and Alliances, McGraw Hill Australia, Sydney

Mankin, D, Cohen, S, Fitztgerald, SP 2004, Developing complex collaborations: basic principles to guide design and implementation, in Complex collaboration; Building the capabilities for working across boundaries. Advances in interdisciplinary studies of work teams Volume 10, Emerald Group Publishing Limited, pp.1-26[ND2] .,

Meskendahl, S. (2010). The influence of business strategy on project portfolio management and its success—a conceptual framework. International Journal of Project Management, 28(8), 807-817.

Morris, P., & Pinto, J. K. (2010). The Wiley guide to project, program, and portfolio management (Vol. 10): John Wiley & Sons.

Morris, P.W.G.& Jamieson, A. (2005) Moving from Corporate Strategy to Projects Srategy. Project Management Journal 36 (4), 5-18.

Pellegrinelli, S., & Bowman, C. (1994). Implementing strategy through projects. Long Range Planning, 27(4), 125-132.

Rajegopal, S., Waller, J., & McGuin, P. (2007). Project portfolio management: leading the corporate vision: Palgrave Macmillan.

Shenhar, A. J., Dvir, D., Levy, O., & Maltz, A. C. (2001). Project success: a multidimensional strategic concept. Long Range Planning, 34(6), 699-725.

Steinthorsson, R.S._&_Soderholm, A. (2002) Strategic management as multi-contextual sensemaking in intermediate organizations. Scandinavian Journal of Management 18, 233-248

Van Der Merwe, A. (2002). Project management and business development: integrating strategy, structure, processes and projects. International Journal of Project Management, 20(5), 401-411.

Walls, M. R. (2004). Combining decision analysis and portfolio management to improve project selection in the exploration and production firm. Journal of Petroleum Science and Engineering, 44(1), 55-65.

Williams, T., & Samset, K. (2010). Issues in front?end decision making on projects. Project Management Journal, 41(2), 38-49.

Other resources

TBA