Overview
Leading Lean Projects will develop your hard and soft skills in project management methodologies and core principles of the lean approach in project management. You will discover the evolving nature of lean principles and explore how project management concepts can be embedded in a continuous improvement initiative. You will learn about leadership competencies that are crucial for delivering successful projects. You will be presented with case studies that highlight the methodologies and lean principles and how they can affect project outputs and outcomes. You will familiarise yourself with the use of common management control systems to illustrate how to successfully lead and deliver lean transformations for projects.
Details
Pre-requisites or Co-requisites
There are no requisites for this unit.
Important note: Students enrolled in a subsequent unit who failed their pre-requisite unit, should drop the subsequent unit before the census date or within 10 working days of Fail grade notification. Students who do not drop the unit in this timeframe cannot later drop the unit without academic and financial liability. See details in the Assessment Policy and Procedure (Higher Education Coursework).
Offerings For Term 1 - 2019
Attendance Requirements
All on-campus students are expected to attend scheduled classes – in some units, these classes are identified as a mandatory (pass/fail) component and attendance is compulsory. International students, on a student visa, must maintain a full time study load and meet both attendance and academic progress requirements in each study period (satisfactory attendance for International students is defined as maintaining at least an 80% attendance record).
Recommended Student Time Commitment
Each 6-credit Postgraduate unit at CQUniversity requires an overall time commitment of an average of 12.5 hours of study per week, making a total of 150 hours for the unit.
Class Timetable
Assessment Overview
Assessment Grading
This is a graded unit: your overall grade will be calculated from the marks or grades for each assessment task, based on the relative weightings shown in the table above. You must obtain an overall mark for the unit of at least 50%, or an overall grade of ‘pass’ in order to pass the unit. If any ‘pass/fail’ tasks are shown in the table above they must also be completed successfully (‘pass’ grade). You must also meet any minimum mark requirements specified for a particular assessment task, as detailed in the ‘assessment task’ section (note that in some instances, the minimum mark for a task may be greater than 50%). Consult the University’s Grades and Results Policy for more details of interim results and final grades.
All University policies are available on the CQUniversity Policy site.
You may wish to view these policies:
- Grades and Results Policy
- Assessment Policy and Procedure (Higher Education Coursework)
- Review of Grade Procedure
- Student Academic Integrity Policy and Procedure
- Monitoring Academic Progress (MAP) Policy and Procedure – Domestic Students
- Monitoring Academic Progress (MAP) Policy and Procedure – International Students
- Student Refund and Credit Balance Policy and Procedure
- Student Feedback – Compliments and Complaints Policy and Procedure
- Information and Communications Technology Acceptable Use Policy and Procedure
This list is not an exhaustive list of all University policies. The full list of University policies are available on the CQUniversity Policy site.
Feedback, Recommendations and Responses
Every unit is reviewed for enhancement each year. At the most recent review, the following staff and student feedback items were identified and recommendations were made.
Feedback from PM Discipline committee
Unit content needs to better reflect evolution of project management industry best practices (i.e. PMBOK v6).
Revise all unit content to be more pertinent to lean project management processes and revise unit title accordingly.
Feedback from Student evaluation
Weekly portfolios to be marked rather than only marking the final consolidated portfolio.
Provide students with a better explanation for the purpose of weekly portfolio submissions.
Feedback from Student evaluation
Enhance PowerPoint slide content.
Reduce overlapping of content with material from other units and increase written content on slides.
Feedback from Student evaluation
Provide more practical examples of processes and procedures.
Use YouTube videos and journal articles to help link unit content to practical examples.
Feedback from Student evaluation
Timing of assignments (all due in the latter part of the term).
Revise submission dates to allow students appropriate time to complete tasks.
- Review lean transformation framework by explaining lean approaches, project lifecycle and change management
- Compare and contrast project management methodologies
- Examine leadership competencies for successful delivery of projects
- Determine management control systems for lean process capabilities
- Explain the processes and techniques to acquire, develop and manage project teams.
- Business Analysis (BUAN),
- Project Management (PRMG),
- Stakeholder Relationship Management (RLMT),
- Systems Integration (SINT),
- Change Management (CHMG),
- Release and Deployment (RELM),
- IT Operations (ITOP),
- Problem Management (PBMG).
Alignment of Assessment Tasks to Learning Outcomes
| Assessment Tasks | Learning Outcomes | ||||
|---|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 | |
| 1 - Written Assessment - 40% | |||||
| 2 - Written Assessment - 40% | |||||
| 3 - Online Quiz(zes) - 20% | |||||
Alignment of Graduate Attributes to Learning Outcomes
| Graduate Attributes | Learning Outcomes | ||||
|---|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 | |
| 1 - Knowledge | |||||
| 2 - Communication | |||||
| 3 - Cognitive, technical and creative skills | |||||
| 4 - Research | |||||
| 5 - Self-management | |||||
| 6 - Ethical and Professional Responsibility | |||||
| 7 - Leadership | |||||
| 8 - Aboriginal and Torres Strait Islander Cultures | |||||
Alignment of Assessment Tasks to Graduate Attributes
| Assessment Tasks | Graduate Attributes | |||||||
|---|---|---|---|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | |
| 1 - Written Assessment - 40% | ||||||||
| 2 - Written Assessment - 40% | ||||||||
| 3 - Online Quiz(zes) - 20% | ||||||||
Textbooks
There are no required textbooks.
Additional Textbook Information
- An eBook version of A Guide to The Project Management Body of Knowledge (PMBOK® Guide) is available through CQU Library. Please follow the instructions posted on the Moodle web site to set up an account and download the eBook via CQUniversity Library. User limits apply, if you would prefer your own copy, please see the Bookshop here: http://bookshop.cqu.edu.au (search on the Unit code)
- An eBook version of Directing Successful Projects with PRINCE2 is available through the TSO Shop UK. Please follow the link http://www.tsoshop.co.uk/bookstore.asp?FO=1162740#GEMS6473576 to purchase a copy. However, if paper copies are preferred, copies will be available at the CQUni Bookshop here: http://bookshop.cqu.edu.au (search on the Unit code).
- Other ebooks are:
- 1.PMI Agile Practice Guide
- 2.Managing Successful Projects with PRINCE2 ( Paper copies are available at the CQUni Bookshop)
- 3.PRINCE2™ For Dummies - 2nd Edition URL
- 4.Illustrating PRINCE2 Project Management in Real Terms
- 5.PMI Implementing Organizational Project Management : A practice guide URL
- 6.Harold Kerzner: A systems approach to planning, scheduling and controlling , 12th Edition ( Paper copies are available at the CQUni Bookshop)
IT Resources
- CQUniversity Student Email
- Internet
- Unit Website (Moodle)
All submissions for this unit must use the referencing style: American Psychological Association 6th Edition (APA 6th edition)
For further information, see the Assessment Tasks.
r.islam@cqu.edu.au
Module/Topic
LEAN TRANSFORMATION FRAMEWORK
Chapter
Mandatory Reading:
1. Lean Project Management In Large Scale Industrial & Infrastructure Project via Standardization.
(URL link provided in Moodle Week 1 Tab)
Optional Reading:
2.Lean Six Sigma – getting better all the time
3. The integration of Six Sigma and lean management
(URL link provided in Moodle Week 1 Tab)
Mandatory Readings (Journal / Article):
J1. Lean Project Management · Evolution from Lean Thinking -> Lean Design -> Lean Production -> Lean Construction -> Lean Project Management
J2. Lean Six Sigma – getting better all the time · Origins of Lean Six Sigma, What is Six Sigma, Why use Six Sigma, Benefits of Six Sigma, Integration of Lean and Six Sigma.
J3. The integration of Six Sigma and lean management · Explain how Lean compares to Six Sigma and outline the benefits for integrating them.
Mandatory Video Viewing:
V1.The Seven Waste for Lean Foundation (8 mins)
Events and Submissions/Topic
- Start of Unit Induction
- Lecture 1
- Tutorial 1
- Tutorial 1 Answer
Module/Topic
INTRODUCTION TO PMBOK KNOWLEDGE AREAS
Chapter
Mandatory reading:
PMBOK ver 6 (Part 1):
- Chapter 4 - Project Integration Management (pages 69 - 71)
- Chapter 5 - Project Scope Management (pages 129 - 130)
- Chapter 6 - Project Schedule Management (pages 173 - 174)
- Chapter 7 - Project Cost Management (pages 231 - 232)
- Chapter 8 - Project Quality Management (pages 271 - 272)
- Chapter 9 - Project Resources Management (pages 307 - 308)
- Chapter 10 - Project Communications Management (pages 359 - 360)
- Chapter 11 - Project Risk Management (pages 395 - 396)
- Chapter 12 - Project Procurement Management (pages 459 - 460)
- Chapter 13 - Project Stakeholder Management (pages 503 - 504)
Mandatory Readings (Journal / Article):
J4. Production Line Analysis via Value Stream Mapping: A Lean Manufacturing Process of Color Industry. This paper introduces Value Stream Mapping (VSM) to implement lean management by identifying and eliminating waste.
J5. Value Through Continuous Improvement: An article highlighting the potential for high return on investment (ROI) for continuous improvement activities - a case of the mining industry.
Mandatory Video Viewing:
V2. Harold Kerzner Video: Value Driven Project Management (9 mins):
Optional Video Viewing:
The Lean Construction Institute advocates lean concepts for construction management. There are some interesting videos on how lean concepts are embedded in project management. Please have a look at the videos available on their site.
https://www.leanconstruction.org/learning/getting-started-with-lean/
Events and Submissions/Topic
- Lecture 2
- Tutorial 2
- Tutorial 2 Answer
Module/Topic
INTRODUCTION TO PMBOK PROCESS GROUPS
Chapter
Mandatory reading:
PMBOK ver 6 (Part 2):
- Chapter 2 - Initiating Process Group (pages 561 - 562)
- Chapter 3 - Planning Process Group (pages 565 - 594)
- Chapter 4 - Executing Process Group (pages 596 - 611)
- Chapter 5 - Monitoring and Controlling Process Group (pages 613 - 632)
- Chapter 6 - Closing Process Group (pages 633 - 635)
Mandatory Readings (Journal / Article):
J6. University of California:Ballard Howell Lean Project Management
The paper discusses lean project management. It emphasizes that when the value is maximised by minimising waste, lean project management can be achieved. It also describes how lean project management is different from traditional project management
J7. Implementation of TQM and Lean Six Sigma tools in local government: a framework and a case study
This paper presents a case study for the application of Six Sigma tools for a local government - using DMAIC methodology to improve the financial process within the local government operations.
Mandatory Video Viewing:
V5. Harold Kerzner Video: The Hexagon of Excellence in Project Management (9 mins)
Events and Submissions/Topic
- Lecture 3
- Tutorial 3
- Tutorial 3 Answer
Module/Topic
INTRODUCTION TO THE PRINCE2 (PRINCIPLES AND THEMES)
Chapter
Mandatory reading:
Directing Successful Projects with PRINCE2 : 2009
- Chapter 2: Overview of PRINCE2 ® (pages 9 - 20)
Illustrating PRINCE2 Project Management in Real Terms
- Chapter 2: Seven Principles (pages 16-26)
-
Chapter 3: Seven Themes (pages 27-39)
Mandatory Readings (Journal / Article):
J9. Analyses the CSF (Critical Success Factor) for Lean Six Sigma implementation and its impact on company performance (Case - electronic manufacturing).
Mandatory Video Viewing:
V6. HBR Video: Why the Lean Start-Up Changes Everything (9 min)
Events and Submissions/Topic
- Lecture 4
- Tutorial 4
- Tutorial 4 Answer
Module/Topic
INTRODUCTION TO THE PRINCE2 (PROCESSES)
Chapter
Mandatory reading:
Illustrating PRINCE2 Project Management in Real Terms
- Chapter 4: Seven Processes (pages 40-55)
Mandatory Readings (Journal / Article):
J9. The integration of Lean Management and Six Sigma
Eliminate misconceptions regarding Six Sigma and Lean Management. Understand how organisations can benefit from both approaches.
Mandatory Video Viewing:
V7. Project Governance (9 mins)
Events and Submissions/Topic
- Lecture 5
- Tutorial 5
- Tutorial 5 Answer
Module/Topic
Chapter
Events and Submissions/Topic
Module/Topic
ORGANISATIONAL PROJECT MANAGEMENT (OPM)
Chapter
Mandatory reading:
PMI Implementing Organisational Project Management: A practice guide
-
Chapter 2 - How to Prepare for an OPM Implementation (pages 19 -28)
-
Chapter 3 - How to Implement and Improve OPM (pages 29 - 48)
Mandatory Readings (Journal / Article):
J10.The integration of Lean Healthcare: What can hospital learn from a world class automaker?
This paper discusses the variety of process improvement opportunities to address inefficiencies in health care delivery. It also discusses the potential challenges in introducing and implementing lean production methods in the health care environment
J11. Lean Six Sigma in Healthcare
This paper illustrates the principles of lean thinking and Six Sigma which may be combined to deliver innovations and efficiency in the healthcare industry.
Mandatory Video Viewing:
V8. Harold Kerzner Video:An introduction to the Best Practices in Project Management (11 mins)
Events and Submissions/Topic
- Lecture 6
- Tutorial 6
- Tutorial 6 Answer
Module/Topic
PROJECT LIFE CYCLE
Chapter
Mandatory reading:
PMI Agile Practice Guide
Mandatory Readings (Journal / Article):
J12. Measuring lean initiatives in healthcare services: Issues and findings
This paper discusses issues faced when implementing lean thinking for a health care environment. It talks about the mindset shift and the availability of suitable performance measuring process to ensure the success of lean implementation.
This paper presents the actual improvements achieved in increasing the operating room efficiency for a medical centre by implementing Lean Six Sigma methodology.
Mandatory Video Viewing:
V9. YouTube:What is Agile...Explained with a Pencil (4 mins 35 secs)
Events and Submissions/Topic
- Lecture 7
- Tutorial 7
- Tutorial 7 Answer
Module/Topic
LEADERSHIP COMPETENCIES IN TRADITIONAL PROJECT TEAMS
Chapter
Mandatory reading:
1. PMBOK ver 6:
- Chapter 3 - The role of the project manager (pages 51 - 68)
2. Harold Kerzner: A systems approach to planning, scheduling and controlling, 12th Edition
- Chapter 5 - Management Functions (pages 145 - 171)
- Chapter 7 - Conflicts (pages 237 - 244)
Mandatory Readings (Journal / Article):
J14. Optimisation of coaching using Lean Six Sigma
The paper discusses the potential application of Six Sigma approach for performance measurements and improvements in sports science.
J20. Leadership characteristics for Lean Six Sigma
The paper discusses the relationship between leadership and the success level for Lean Six Sigma deployment.
J22: Identifying Key Agile Behaviours that Enhance Traditional Project Management Methodology
Mandatory Video Viewing:
The Lean Construction Institute advocates lean concepts for construction management. There are some interesting videos on how lean concepts are embedded in project management
https://www.leanconstruction.org/learning/getting-started-with-lean/
V11. High Performing Teams (2 mins 23 secs)
Events and Submissions/Topic
- Lecture 8
- Tutorial 8
- Tutorial 8 Answer
Module/Topic
LEADERSHIP COMPETENCIES IN AGILE PROJECT TEAMS
Chapter
Mandatory reading:
1.PMI Agile Practice Guide
- Chapter 4 - Implementing Agile:Creating an Agile environment (pages 33 - 47)
Mandatory Readings (Journal / Article):
J15. A framework for applying six sigma improvement methodology in an academic environment
This paper examines the challenges of implementing six sigma methodology (DMAIC) in an academic environment and proposes a framework that may guide its implementation.
J16. Lean Six Sigma for higher education institutions (HEIs)
This paper evaluates Lean Six Sigma implementation in higher education. It presents the challenges and barriers for implementation. It discusses the Critical Success Factors (CSFs) and also looks at the use of tools and technique that may aid in improving the effectiveness and efficiency of HEI operations.
J21. Servant Leadership: A Review and Synthesis
This paper looks at the attributes of Servant Leadership style.
J23: Understanding Shared Leadership in Agile Development: A Case Study
Mandatory Video Viewing:
The Lean Construction Institute advocates lean concepts for construction management. There are some interesting videos on how lean concepts are embedded in project management
https://www.leanconstruction.org/learning/getting-started-with-lean/
V13. Leadership and Lean IPD - Integrated Project Delivery (2 mins)
Events and Submissions/Topic
- Lecture 9
- Tutorial 9
- Tutorial 9 Answer
-
Assessment 1 - Individual Work (40%)
- due on or before 2355 hrs AEST Friday, 17 May 2019
INDIVIDUAL ASSESSMENT Due: Week 9 Friday (17 May 2019) 11:45 pm AEST
Module/Topic
PROJECT QUALITY MANAGEMENT TOOLS & TECHNIQUES
Chapter
Mandatory reading:
1. PMBOK ver 6:
- Chapter 8 - Project Quality Management (pages 271 - 306)
Optional reading:
2. Harold Kerzner: A systems approach to planning, scheduling and controlling, 12th Edition
- Chapter 20 - Quality Management (pages 697 - 727)
Mandatory Readings (Journal / Article):
J17. Basic Quality Tools in Continuous Improvement Process
Discusses the usage of 7 QC tools ( Flow chart, pareto diagram, checksheet, control chart, histogram, scatter plot, cause and effect diagram / fishbone diagram) for continuous improvement process.
Mandatory Video Viewing:
See this video to appreciate the concept of 5S - Sort, Set in Order, Shine, Standardise and Sustain
V18.5S in Lean Manufacturing (8 mins 17 secs)
Events and Submissions/Topic
- Lecture 10
- Tutorial 10
- Tutorial 10 Answer
Module/Topic
OTHER PROJECT MANAGEMENT TOOLS AND TECHNIQUES
Chapter
Mandatory reading:
1. PMBOK ver 6:
- Chapter 9 - Project Resource Management (page 317)
- Chapter 13 - Project Stakeholder Management (page 512)
- Chapter 6 - Project Schedule Management (pages 189 - 190)
- Chapter 6 - Project Schedule Management (pages 210 - 211)
- Chapter 7 - Project Schedule Management (pages 244 - 245)
Mandatory Readings (Journal / Article):
J18. The application of 7 QC tools for continuous improvement of manufacturing processes
Discusses the usage of 7 QC tools ( Flow chart, pareto diagram, checksheet, control chart, histogram, scatter plot, cause and effect diagram / fishbone diagram) in a manufacturing process.
Mandatory Video Viewing:
The Lean Construction Institute advocates lean concepts for construction management. There are some interesting videos on how lean concepts are embedded in project management
https://www.leanconstruction.org/learning/getting-started-with-lean/
V15.The Last Planner Systems (2 mins 37 secs)
Events and Submissions/Topic
- Lecture 11
- Tutorial 11
- Tutorial 11 Answer
Module/Topic
TEAM ACQUISITION, DEVELOPMENT AND MANAGEMENT OF PROJECT TEAM
Chapter
Mandatory reading:
1. PMBOK ver 6:
- Chapter 9 - Project Resource Management (pages 328 - 351)
2. Harold Kerzner: A systems approach to planning, scheduling and controlling, 12th Edition
- Chapter 4 - Organizing and Staffing the Project Office and Team (pages 115 - 139)
Mandatory Readings (Journal / Article):
J19. The implementation of Lean Six Sigma in financial services organisation
This paper presents the benefits achieved, the challenges faced and lesson learned in implementing Lean Six Sigma for a financial institution (GE Money)
Mandatory Video Viewing:
The Lean Construction Institute advocates lean concepts for construction management. There are some interesting videos on how lean concepts are embedded in project management
https://www.leanconstruction.org/learning/getting-started-with-lean/
V16. Team Partner Selection (2 mins)
Events and Submissions/Topic
- 7Lecture 12
- Tutorial 12
- Tutorial 12 Answer
-
2. Assessment 2 - Group Work (40%)
- due on or before 2355 hrs AEST Friday, 7 Jun 2019
GROUP ASSESSMENT Due: Week 12 Friday (7 June 2019) 11:55 pm AEST
Module/Topic
Chapter
Events and Submissions/Topic
Module/Topic
Online Quiz
Chapter
Lectures 1 - 12
Events and Submissions/Topic
- Assessment 3 - Individual Online Quiz (20%)
- Available 0900 hrs AEST Monday, 17 Jun 2019 - 1700 hrs AEST Tuesday to 18 Jun 2019 ONLY.
- MUST BE completed latest by 1700 hrs AEST Tuesday, 18 Jun 2019.
- ONE ATTEMPT ONLY.
INDIVIDUAL ASSESSMENT Due: Exam Week Tuesday (18 June 2019) 5:00 pm AEST
1. Assessment 1 - Individual Work (40%)
- due on or before 2355 hrs AEST Friday, 17 May 2019
2. Assessment 2 - Group Work (40%)
- due on or before 2355 hrs AEST Friday, 7 Jun 2019
3. Assessment 3 - Individual Online Quiz (20%)
- Available 0900 hrs AEST Monday, 17 Jun 2019 - 1700 hrs AEST Tuesday to 18 Jun 2019 ONLY.
- MUST BE completed latest by 1700 hrs AEST Tuesday, 18 Jun 2019.
- ONE ATTEMPT ONLY.
1 Written Assessment
Introduction
You are one of the directors in a major project management consultancy. Your consultancy wants to undertake government work but has been informed that it needs to show use of “Lean Project Management (LPM)” principles in its project management processes before being able to apply for any government work. The board of directors has decided, therefore, that they need to introduce LPM principles in all future projects in order to eventually be eligible for government work.
Your tasks
The Board of Directors has chosen you to be in charge of implementing the LPM approach. This assessment, therefore, is to be done INDIVIDUALLY.
As the Director in charge, your task is to write a memo to all staff informing them about the decision and the proposed implementation process for LPM.
Your memo must:
a) Address the initial reason for implementing LPM
b) Describe the benefits that can be gained by the various stakeholders in a project from implementing LPM
c) Describe the Critical Success Factors (CSF) needed to be in place within the consultancy organisation to achieve successful implementation of LPM
d) Describe the steps by which you propose to ensure CSF are in place and how to achieve the LPM mindset within the consultancy staff
e) List and describe training requirements for individual staff
f) Describe a method to assess when the consultancy has sufficiently adopted the LPM approach to be able to tender for government work
(All work must be properly referenced)
Word count between 2500 and 3000 words
(Please refer to the Assessment 1 document available in your Moodle Assessment 1 tab for complete instructions and requirements of this assessment)
Week 9 Friday (17 May 2019) 11:45 pm AEST
Week 11 Friday (31 May 2019)
Marking Criteria:
Your assignment will be assessed on the extent and quality to which it meets each of the following criteria:
| No | Marks | |
| 1 | Clear and appropriate description of initial reason | 3 |
| 2 | Describe the benefits that can be gained by the various stakeholders in a project from implementing LPM | |
| · Extent of benefits identified | 2 | |
| · Adequacy of descriptions | 4 | |
| 3 | Describe the Critical Success Factors (CSF) needed to be in place within the consultancy organisation to achieve successful implementation of LPM | |
| a) Extent of factors identified | 2 | |
| b) Adequacy of descriptions | 4 | |
| 4 | Describe the steps by which you propose to ensure CSF are in place and how to achieve the LPM mindset within the consultancy staff | |
| a) Appropriateness of steps to put CSF in place | 4 | |
| b) Understanding of how the mindset could be achieved | 4 | |
| 5 | List and describe training requirements for individual staff | |
| a) Appropriateness and extent of training described | 4 | |
| 6 | Describe a method to assess when the consultancy has sufficiently adopted the LPM approach to be able to tender for government work | |
| a) Practicality of method | 4 | |
| b) Adequate linkage to adoption of LPM | 3 | |
| 7 | Memo presentation (clear, appropriate format, spelling, grammar, referencing) | 6 |
| Total | 40 | |
- Review lean transformation framework by explaining lean approaches, project lifecycle and change management
- Compare and contrast project management methodologies
- Knowledge
- Communication
- Cognitive, technical and creative skills
- Research
2 Written Assessment
Introduction
SINTEF Ltd, a functional organisation with various departments such as finance, information technology, engineering (which includes R&D and new product development teams), production, sales and marketing, human capital management, procurement and warehousing, is embarking on an initiative to implement lean principles for its business operations. Agile best practices have been identified as a mechanism to implement lean principles. Though the application of agile best practices is predominantly centered within the IT domain, the management team is exploring the possibility of extending to other business functions where applicable. The senior management team realises that there are various leadership styles that may be suitable to guide this initiative.
The senior management team has decided that they will manage this initiative as a project. To that effect, a team will be formed. This team will be called “THE A TEAM”. It will be led by a project manager and initially will have 3 to 4 project members.
Your tasks
This assessment item requires you to work in a group (no more than 3 students).
You have been engaged as a consultant to assist the senior management team identify a project team that comprises a project manager and several key project team members who will spear head the implementation of lean principles in SINTEF. The senior management team has asked you to provide a REPORT that covers the following:
Questions:
Compare and distinguish various leadership styles that could potentially be adopted by the selected project manager.
Select one (1) leadership style and explain in detail why you think it will be the best option given SINTEF’s organisational structure and context.
Determine characteristics that will be required to become a valuable team member of “THE A TEAM”.
Propose tools / techniques that could be implemented in various departments of SINTEF that will improve their efficiency. Provide specific examples on how the tools will be implemented. (You may include tools/techniques from any best practices taught in this unit. You should also include assumptions to facilitate your choice of tools and techniques)
Additional Information:
Please refer to the Assessment 2 document available in your Moodle Assessment 2 tab for complete instructions and requirements of this assessment
(All work must be properly referenced)
Word count between 2500 and 3000 words
Week 12 Friday (7 June 2019) 11:55 pm AEST
After grade certification date
Marking Criteria:
Your assignment will be assessed on the extent and quality to which it meets each of the following criteria:
| No | Attributes | (%) |
| 1.0 | Introduction | 2 |
| 2.0 | Compare and distinguish various leadership styles | 8 |
| 3.0 | Select and explain the preferred leadership style | 6 |
| 3.0 | Determine characteristics to become a valuable team member of “THE A TEAM” | 6 |
| 4.0 | Tools and techniques to facilitate lean business operations List of assumptions | 8 4 |
| 5.0 | Conclusion | 2 |
| 6.0 | Clarity of expression, grammar, spelling and correct APA style referencing | 4 |
| Total | 40 | |
- Examine leadership competencies for successful delivery of projects
- Determine management control systems for lean process capabilities
- Knowledge
- Communication
- Cognitive, technical and creative skills
- Research
- Ethical and Professional Responsibility
3 Online Quiz(zes)
You will be required to complete a set of multiple-choice quiz questions related to all learning outcomes of this unit.
Purpose
The primary purpose of this assessment item is to help you to identify factors associated with leading lean projects. The
secondary purpose of this assignment is to give you the opportunity to enhance your analysis and critical thinking skills.
Notes:
The quiz will be based on the learning from lectures Week 1 - 12
In order for you to complete the quiz, it is necessary for you to complete all learning activities prescribed in the unit.
Important Information:
1. The quiz will ONLY be available during the following time period:
Start: 0900 hrs Monday, 17 Jun 2019
End: 1700 hrs Tuesday, 18 Jun 2019.
2. ONE ATTEMPT ONLY. MUST BE completed latest by Tuesday, 18 Jun 2019.
3. The quiz is an OPEN BOOK test. You may refer to the unit materials (lectures slides, your own notes etc).
4. Questions will be drawn from a pool of 450 questions. When you attempt the quiz, 40 questions will be selected and
displayed in RANDOM ORDER. It is very unlikely that two students will see the same questions.
5. The link for the quiz is now added to your PPMP20009 Moodle assessment tab and will become active on 0900hrs
Monday, 17 Jun 2019. The quiz will terminate at 1700 hrs on Tuesday18 Jun 2019. Please plan to complete the quiz
within this timeframe.
6. There will be 40 questions to be answered in 50 minutes. Questions will be:
Multiple choice
True / False
Some sample questions are given below to give you an idea of what to expect on the Quiz.
Example 1
Which one of the following is not a PMBoK process group:
Initiating
Planning
Executing
Measuring and Controlling
Closing
Example 2
Choose one statement which does not reflect the attribute of a competent Project Manager:
Good people and technical management skills
Effective communicator
Extremely meticulous to the minute detail and a control freak
Believes in honesty and integrity
Example 3
Determine if the following statement is true or false.
Kerzner has identified barriers to effective project management and these include:
Cultural barriers
Status and political barriers
Project management barriers
TRUE FALSE
Example 4
Determine if the following statement is true or false.
"In order to formulate the Organisational Project Management, aspects that must be considered are Project Management
Practices, Business Management Practices, and Organisational Strategy"
TRUE FALSE
1
Other
Exam Week Tuesday (18 June 2019) 5:00 pm AEST
Quiz must be completed by Tuesday, 18 Jun 2019 5:00PM AEST of Exam Week
Exam Week Friday (21 June 2019)
This assignment will be marked by the Moodle computer program upon submission. Marks will only be released AFTER THE QUIZ IS CLOSED.
- The percentage of correct answers
- No penalty deduction for wrong answers
- Review lean transformation framework by explaining lean approaches, project lifecycle and change management
- Compare and contrast project management methodologies
- Examine leadership competencies for successful delivery of projects
- Determine management control systems for lean process capabilities
- Explain the processes and techniques to acquire, develop and manage project teams.
- Knowledge
- Communication
- Cognitive, technical and creative skills
- Research
- Ethical and Professional Responsibility
As a CQUniversity student you are expected to act honestly in all aspects of your academic work.
Any assessable work undertaken or submitted for review or assessment must be your own work. Assessable work is any type of work you do to meet the assessment requirements in the unit, including draft work submitted for review and feedback and final work to be assessed.
When you use the ideas, words or data of others in your assessment, you must thoroughly and clearly acknowledge the source of this information by using the correct referencing style for your unit. Using others’ work without proper acknowledgement may be considered a form of intellectual dishonesty.
Participating honestly, respectfully, responsibly, and fairly in your university study ensures the CQUniversity qualification you earn will be valued as a true indication of your individual academic achievement and will continue to receive the respect and recognition it deserves.
As a student, you are responsible for reading and following CQUniversity’s policies, including the Student Academic Integrity Policy and Procedure. This policy sets out CQUniversity’s expectations of you to act with integrity, examples of academic integrity breaches to avoid, the processes used to address alleged breaches of academic integrity, and potential penalties.
What is a breach of academic integrity?
A breach of academic integrity includes but is not limited to plagiarism, self-plagiarism, collusion, cheating, contract cheating, and academic misconduct. The Student Academic Integrity Policy and Procedure defines what these terms mean and gives examples.
Why is academic integrity important?
A breach of academic integrity may result in one or more penalties, including suspension or even expulsion from the University. It can also have negative implications for student visas and future enrolment at CQUniversity or elsewhere. Students who engage in contract cheating also risk being blackmailed by contract cheating services.
Where can I get assistance?
For academic advice and guidance, the Academic Learning Centre (ALC) can support you in becoming confident in completing assessments with integrity and of high standard.
What can you do to act with integrity?
