MN641 - Project Management for Entrepreneurs
Credit points: 20 credit points
Workload: 60 hours
Prerequisite: N/A
Co-requisite: N/A
Aims & objectives
This is an elective unit out of a total 12 units in Master of Networking (MNet). This unit addresses the course learning outcomes and complements other courses in a related field by developing students’ specialised knowledge in project management for entrepreneurs. For further course information refer to: http://www.mit.edu.au/study-with-us/programs/master-networking. This unit is part of the AQF level 9 (MNet) course.
Urgent deadlines, constant lack of time, permanent delays - these are the most faithful companions and, at the same time, the greatest enemies of the project manager. Even certified project managers, people with enormous knowledge and a lot of experience, find themselves in a situation where they need great mental resilience in order not to give up. The unit covers most of the critical situations a project manager might need to handle along the project’s lifecycle.
This unit covers:
- Project management skills to software developers, project managers, engineering managers and software development directors, sales reps, executive and founders.
Learning outcomes
At the completion of this unit students should be able to:
- Examine the main reasons for delays in projects and see where they come from.
- Review the key success factors in managing projects beyond project management methodologies and techniques.
- Analyse the critical moments of projects and see how to prepare for them.
- Apply a pragmatic strategy and philosophy for successful project delivery and cooperation with customers.
- Advice on critical situations as project managers and IT organization managers.
Weekly topics
This unit will cover the content below:
Week # | Lecture Topic | Laboratory Topics |
---|---|---|
1 | Lecture 1 Project Start, engage with sales people | Laboratory 1 Collaborative environments |
2 | Lecture 2 Payment Schedule and the Subsequent Condition of the Project | Laboratory 2 Limited resources |
3 | Lecture 3 Attitude Matters More Than Outcomes | Laboratory 3 Learning and strategizing |
4 | Lecture 4 The Steering Committee as a Project Manager’s Tool | Laboratory 4 Mid-term review |
5 | Lecture 5 Always Be Prepared for the Worst | Laboratory 5 Stakeholder engagement |
6 | Lecture 6 Approaches to Project Management – Academic Discussions vs. Real Life | Laboratory 6 Academic Discussions vs. Real Life |
7 | Lecture 7 The Management Strategy Depends on the Stage of the Project | Laboratory 7 Management Strategy |
8 | Lecture 8 People’s Availability at Particular Stages of the Project | Laboratory 8 People’s Availability |
9 | Lecture 9 Low-Level Estimates – A Source of Everlasting Delays and a Foundation of Planning | Laboratory 9 Source of Everlasting Delays |
10 | Lecture 10 Fixing Bugs, Managing Delays | Laboratory 10 Draft copy of assignment 2 |
11 | Lecture 11 The Whole Truth About User Acceptance Tests | Laboratory 11 Assignment 2 demonstration |
12 | Lecture 12 When the Time Comes for Renegotiation or Terminating the Contract, Review | Laboratory 12 Review and submission of remaining laboratory and tutorial |
Assessment
Assessment Task | Due Date | A | B | Learning Outcomes Assessed |
---|---|---|---|---|
Assessment 1 Individual -Formative | Week 3 | 10% | a | |
Assessment 2 - In-class test (On Campus, Face to Face) | Week 6 | 10% | a-b | |
Assessment 3 - Group | Week 11 | 20% | c-e | |
Assessment 4 - Class Participation and Contribution | Week 2-11 | 10% | a-e | |
Final Examination (3 hours) | 50% | a-e | ||
TOTALS | 40% | 60% |
Task Type: Type A: unsupervised, Type B: supervised
Contribution and participation (10%)
This unit has class participation 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
Note: Students are required to purchase the prescribed textbook and have it available each week in class.
Textbook:
M. Dąbrowski, Managing IT Projects: How to Pragmatically Deliver Projects for External Customers, Apress, 2023
References:
- T. Schmidt, Strategic Project Management Made Simple: Solution Tools for Leaders and Teams, 2021
- J. Stockwell Agile and Scrum: Streamlining Project Management for Efficient Team Collaboration, 2023
- C. Sherman, Lean Project Management: Streamlining Processes for Efficient Project Delivery, 2023
- Gerard, The Complete Project Management Office Handbook, 2022
- R. S. Agile, Being an Effective Project Manager: Your Guide to Becoming a Project Management Rock Star: Best Practices, Methodology, and Success Principles for a Project Leader, 2020
- R. S. Agile, Become an Agile Project Manager: Beginner’s Guide to Mastering Agile Project Management with Scrum, Kanban, Scrumban, Lean, Six Sigma, and Extreme Programming, 2020
- W. E. Donah, Mastering Project Management: Planning For Performance: A Competency-Based Guidebook Focused on Technical Project Management, 2023
- M. Clayton, Project Management Templates: Simple Templates to Help You Manage a Great Project, 2023
Adopted Reference Style: IEEE
Graduate attributes
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 |
---|---|---|---|---|---|---|
Legend
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. |