MN601 - Network Project Management
Credit Points: 20 credit points
Workload: 60 hours
Aims & Objectives
This is a core unit out of a total of 6 units in the Graduate Diploma of Networking (GDNet) and 12 units in Master of Networking (MNet) / Master of Engineering (Telecommunications) (MEng(Tel)). This unit addresses the MNet and MEng(Tel) course learning outcomes and complements other courses in a related field by developing students’ knowledge of ICT project management. For further course information refer to: http://www.mit.edu.au/study-with-us/programs/master-networking, http://www.mit.edu.au/study-with-us/programs/master-engineering-telecommunications and http://www.mit.edu.au/study-with-us/programs/graduate-diploma-networking. This unit is part of the AQF Level 8 (GDNet) and level 9 (MNet and MEng (Tel)) courses.
This unit provides students with the knowledge and skills to effectively manage networking projects. It covers professional practice in the context of networking projects. The unit employs case studies and follows projects from conception through to completion. It covers the key knowledge areas identified by the project management body of knowledge (PMBOK) developed by the Project Management Institute.
The unit enhances knowledge, and uses in-depth analysis of common issues/risks that project team members often face and strategies to mitigate these issues/risks. This unit helps students to learn about how project characteristics and management differs in the context of current enterprise case studies.
This unit will cover the following topics:
- Project management process
- Initiation and planning projects
- Scheduling, resourcing, budgeting projects
- Project quality, risk management and ethics
- Project management integration and closure.
4.1 Course Learning Outcomes
The Course learning outcomes applicable to this unit are listed on the Melbourne Institute of Technology’s website: www.mit.edu.au
4.2 Unit Learning Outcomes
At the completion of this unit students should be able to:
a. apply project management skills as a strategic tool, framework, or methodology for business development;
b. demonstrate project leadership skills; identify and assess risk in designing, executing a major project;
c. critically reflect on current project management ethics, research, and theory and practice;
d. lead and manage projects effectively through planning, leadership, monitoring, teamwork, and global awareness;
e. evaluate various ICT services management systems.
This unit will cover the content below:
|1||Project Management (PM) Overview – PM basics, PM selection and prioritization, organizational structure, organizational culture, project life cycle, and project management roles of the parent organization, chartering projects|
|2||Initiation and Planning Projects – Project initiation, stakeholders analysis and communication planning|
|3||Project Planning – Project scope planning, project constraints (time, cost, resource), establishing project priorities, developing WBS (Work Breakdown Structure)|
|4||Project Risk Planning – Plan risk management, risk management process, risk identification, risk assessment, risk response development and risk response control|
|5||Scheduling Projects – Purpose of a project schedule, define and sequence activities, estimate activity duration and develop project schedules|
|6||Resourcing Projects – Estimate resource needs, create staffing management plan, assign resource to each activity, and project crushing Professional ethics in project management|
|7||Budgeting Projects – Estimate cost; determine budget, and establishing cost control|
|8||Project Quality Planning and Project Kick-off – Project quality concepts, quality management plan, quality tools, quality standards and kick off project|
|9||Leading and Managing Project Team – Acquiring and developing a project team, managing and leading the project team, managing stakeholder expectations, managing conflict in project team and managing global project teams|
|10||Determining Project Progress and Results – Internal project issues, customer issues, and financial issues|
|11||Project Activities Integration and Closure – Project integration, verify scope, close procurements, close project and post project activities|
|12||ITIL and IT Services Management Review|
|Assessment Task||Due Date||Release Date||A||B||Learning Outcomes Assessed|
|Formative Assignment 1||Week 3 (10/4/2022)||Week 1||5%||a|
|In-class test (On Campus, Face to Face)||Week 6 (29/4/2022)||10%||a-b|
|Assignment 2 Group||Week 11 (5/6/2022)||Week 6||25%||c-e|
|Class participation & contribution||Week 2-11 (10/6/2022)||Week 2-11||10%||a-e|
|Final Examination (3 hours)||50%||a-e|
Task Type: Type A: unsupervised, Type B: supervised.
Class Participation and Contribution
This unit has class participation and student contribution as an assessment. The assessment task and marking rubric will follow the Guidelines on Assessing Class Participation (https://www.mit.edu.au/about-us/governance/institute-rules-policies-and-plans/policies-procedures-and-guidelines/Guidelines_on_Assessing_Class_Participation). Further details will be provided in the assessment specification on the type of assessment tasks and the marking rubrics.
Textbook and Reference Materials
- T. J. Kloppenborg, Contemporary Project Management: Organize, Plan and Perform. 3rd ed., South-Western Cengage Learning, 2014.
- C. Gray and E. Larson, Project management – The managerial process. 7th ed., New York: McGraw-Hill, 2017.
- K. Schwalbe, Information technology project management 9th ed., Cengage Learning US, 2018.
- Jack Gido, Jim Clements, Successful Project Management, 7th ed, Cengage Learning US, 2017,
- Albert Lester, Project Management, Planning and Control, 7th ed, Butterworth-Heinemann, 2017
- Jeffrey Pinto, Project Management: Achieving Competitive Advantage, eBook, 5th ed, Pearson Higher Ed USA, 2019.
- Project Management Institute. (Undated). [Online]. Viewed July 2017. Available: http://www.pmi.org/
- The Australian Institute of Project Management. (Undated). [Online]. Viewed July 2017. Available: http://www.aipm.com.au/
- The Australian Computer Society. (Undated). [Online]. Viewed July 2017. Available: http://www.acs.org.au/
Adopted Reference Style: IEEE
Students are required to purchase the prescribed text and have it available each week in the class.
MIT is committed to ensure the course is current, practical and relevant so that graduates are “work ready” and equipped for life-long learning. In order to accomplish this, the MIT Graduate Attributes identify the required knowledge, skills and attributes that prepare students for the industry.
The level to which Graduate Attributes covered in this unit are as follows:
|Ability to communicate||Independent and Lifelong Learning||Ethics||Analytical and Problem Solving||Cultural and Global Awareness||Team work||Specialist knowledge of a field of study|
|Levels of attainment||Extent covered|
|The attribute is covered by theory and practice, and addressed by assessed activities in which the students always play an active role, e.g. workshops, lab submissions, assignments, demonstrations, tests, examinations.|
|The attribute is covered by theory or practice, and addressed by assessed activities in which the students mostly play an active role, e.g. discussions, reading, intepreting documents, tests, examinations.|
|The attribute is discussed in theory or practice; it is addressed by assessed activities in which the students may play an active role, e.g. lectures and discussions, reading, interpretation, workshops, presentations.|
|The attribute is presented as a side issue in theory or practice; it is not specifically assessed, but it is addressed by activities such as lectures or tutorials.|
|The attribute is not considered, there is no theory or practice or activities associated with this attribute.|