MN642 - Project Governance and Resource Management

Credit points: 20 credit points

Workload: 60 hours

Prerequisite: MN641 Project Management for Entrepreneurs

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 governance and resource management. 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.
Project, programme and portfolio management (P3M) has a large part to play in ensuring the right initiatives are delivered successfully. However, management alone cannot ensure this, as management must operate within a governance framework. It is the governance framework that determines how decision-making operates and who makes what decisions. If a governance framework is designed to optimize the effectiveness and efficiency of the decisions to be made, those decisions are more likely to support optimum outcomes. The focus of this guide is P3G. It does not address P3M except as an aid to understanding P3G.

This unit covers:

  • Fundamentals of organizational governance are common to the effective governance of projects, programmes and portfolios 
  • Independence between governing bodies and those being governed 
  • Clearly defined frameworks of accountability and responsibility, and the associated decision-making rights and processes 
  • Effective structure and composition of governance bodies 
  • Management of the interests of stakeholders 
  • Compliance or explanation: in which an organization, project or programme shall either comply with corporate governance codes or explain why it does not comply Risk management 
  • The need for appropriate checks and balances (e.g. the importance of non-executive directors) and appropriate assurance mechanisms (including an organization’s Three Lines Model5
     

Learning outcomes

At the completion of this unit students should be able to:

  • Apply advanced knowledge of project governance structures, industry standards and procedures for project control and practices. 
  • Critically evaluate the processes required to make effective use of people and other resources. 
  • Critically evaluate the processes required to acquire goods and services from outside the project organisation and explain principles for improving project procurement. 
  • Develop and apply knowledge of quality planning, quality assurance and quality control practices to ensure that projects will satisfy the needs. 
  • Communicate effectively as a professional and function as an effective leader or member of a diverse team.
     

Weekly topics

This unit will cover the content below:

Week # Lecture Topics Laboratory Topics
1 Lecture 1 Introduction, Organizational context for Projects, programmes and portfolios (P3G) Laboratory 1 Organizational context
2 Lecture 2 Defining project, programme and portfolio governance Laboratory 2 Defining project, programme and portfolio governance
3 Lecture 3 Principles of P3G
Principle 1: Treat change differently from business as usual
Principle 2: Ensure a single point of accountability for each project or programme		 Laboratory 3 Accountability
4 Lecture 4 Principle 3: Business outcome accountability determines project or programme accountability
Principle 4: Support the person accountable for a project or programme with a governance board		 Laboratory 4 Mid-term review
5 Lecture 5 Principle 5: Separate project and programme decision-making from stakeholder engagement
Principle 6: Align investments with strategic objectives		 Laboratory 5 Strategic objectives
6 Lecture 6 Principle 7: Maintain the business case
Principle 8: Design portfolio governance to drive investment outcomes		 Laboratory 6 Design portfolio
7 Lecture 7 Principle 9: Ensure consistent and logical decision-making rights
Principle 10: Enable evidence-based investment decision-making		 Laboratory 7 Investment decision-making
8 Lecture 8 Project, Programme and Portfolio Governance Laboratory 8 Portfolio Governance
9 Lecture 9 P3G implementation and agile approaches Laboratory 9 P3G implementation
10 Lecture 10 Case studies on Basic project – payroll implementation; Complex programme – public sector transformation Laboratory 10 Draft copy of assignment 2
11 Lecture 11 Standing programme boards – utility business Laboratory 11 Assignment 2 demonstration
12 Lecture 12 Portfolio governance models, 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:
R. Garland, Project, Programme and Portfolio Governance (P3G), TSO (The Stationery Office), 2023

References:

  • Foster, Agile Project Management: Your Questions Answered!: Master the Concepts of Agile Project Management with this Comprehensive Guide of Thought, Enlighten Publications, 2023
  • R. Joslin, Project Management Methodologies, Governance and Success: Insight from Traditional and Transformative Research, Auerbach Publications; 1st edition, 2023
  • G. Banjanin, Agile and Lean Governance of Project Portfolios: Methodological Framework of Improving the Governance of Project Portfolios by Agile and Lean Methods, Scholars' Press, 2020

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.