MGT8024 Project Quality, Risk and Procurement Management
|Semester 2, 2012 Online Toowoomba|
|Faculty or Section :||Faculty of Business and Law|
|School or Department :||School of Management and Marketing|
|Version produced :||30 December 2013|
Examiner: Eric Too
Moderator: Jon Whitty
Although there are no formal pre-requisite nor co-requisite courses for MGT8024, it is recommended that students enrol in MGT8022 Project-based Management prior to, or simultaneously with, study of MGT8024 except where the student is intending to undertake the Complex Project Management specialisation.
Students are required to have access to a personal computer, e-mail capabilities and Internet access to UConnect. Current details of computer requirements can be found at http://www.usq.edu.au/current-students/support/computing/hardware.
One of the major objectives of project stakeholders is to achieve the optimal quality defined for the project, but the project environment will give rise to many risks to achieving that objective and others. Risk and uncertainty are natural ingredients in the development and execution of all complex projects, and proper identification of risk and a structured approach to its analysis and monitoring are essential. Risk mitigation is a primary objective of successful contracting and procurement, and the optimal outcome is achieved by allocation of risks to the stakeholders who are best situated to deal with the respective risks. Procurement management guides the formation of contractual relationships and the formal contracts that flow from those relationships.
The course examines the following: the environment in which projects are carried out; the need to establish the appropriate levels of quality in a project; how to build quality into the project processes and deliverables; how to ensure that the appropriate quality is delivered at the end of the project; planning for the level of risk in a project and identifying the risks and uncertainties that could impact on the project; analysis and evaluation of the identified risks; definition of risk treatment strategies so that appropriate plans are in place for anticipated events; planning an appropriate procurement strategy for the project; review of the various procurement strategies and their implications for stakeholders; procedures for procurement solicitation and source selection; monitoring and control of the procurement processes and contractual arrangements; the value of periodic project reviews and post-completion audits.
On successful completion of this course, students should be able to:
- apply the principles of total quality management to a project environment
- carry out quality planning and quality assurance for a selected project
- apply project quality control procedures
- identify the risks inherent in any project and quantify their likelihood and consequences
- develop appropriate risk responses
- recommend procurement strategies and contractual relationships appropriate for the stakeholders' objectives
- apply relevant legal principles to a project environment
- define the resources, goods and services necessary to carry out a project
- solicit proposals, quotations and tenders for the supply of goods and services and the carrying out of the project works
- prepare and administer simple contracts for a project context
- finalise the procurement process and hand over the works
- bring the project to final completion.
|1.||The project environment||5.00|
|2.||Project quality context||10.00|
|3.||Quality planning and assurance||10.00|
|5.||Project risk planning and identification||10.00|
|6.||Project risk analysis and evaluation||10.00|
|7.||Project risk treatment and review||10.00|
|8.||Procurement planning and strategies||10.00|
|9.||Procurement solicitation and source selection||10.00|
|10.||Procurement monitoring and control||10.00|
|11.||Project review and completion||5.00|
Text and materials required to be purchased or accessed
ALL textbooks and materials available to be purchased can be sourced from USQ's Online Bookshop (unless otherwise stated). (https://bookshop.usq.edu.au/bookweb/subject.cgi?year=2012&sem=02&subject1=MGT8024)
Please contact us for alternative purchase options from USQ Bookshop. (https://bookshop.usq.edu.au/contact/)
PMI 2008, A guide to the project management body of knowledge (PMBOK), 4th edn, Project Management Institute, Newtown Square, Pennsylvania.
(NOTE: This text is common to MGT8024, MGT8025 and MGT8027.)
Standards Australia Limited 2009, Risk management: principles and guidelines, Standards Australia, Sydney, New South Wales.
(AS/NZS IS0 31000:2009.)
Summers, J & Smith, B 2010, Communication skills handbook, 3rd edn, John Wiley & Sons, Milton, Queensland.
Dowler, W & Miles, C 2011, A guide to business law, 19th edn, Thomson Reuters, Pyrmont, New South Wales.
(NOTE: An alternative to the Dowler & Miles text may be any current text that covers business and commercial law issues such as one of the following texts: Turner, C 2011, 'Australian commercial law', 28th edn, Lawbook Co, Sydney, New South Wales OR Griggs, L, Clark, E & Iredale, I 2009, 'Managers and the law: a guide for business decision makers', 3rd edn, Lawbook Co, Pyrmont, New South Wales.)
Gardiner, P 2005, Project management: a strategic planning approach, Palgrave Macmillan, Basingstoke, UK.
Kerzner, H 2009, Project management: a systems approach to planning, scheduling, and controlling, 10th edn, John Wiley & Sons, New York.
(The 2006 version is held as an e-book by the library.)
Meredith, J & Mantel, S Jr 2009, Project management: a managerial approach, 7th edn, John Wiley & Sons, Hoboken, New Jersey.
Turner, JR 1995, The commercial project manager: managing owners, sponsors, partners, supporters, stakeholders, contractors and consultants, McGraw-Hill, London.
Turner, JR 1999, The handbook of project-based management: leading strategic change in organizations, 2nd edn, McGraw-Hill, London.
Student workload requirements
|Description||Marks out of||Wtg (%)||Due Date||Notes|
|ASSIGNMENT 1||100||5||08 Aug 2012||(see note 1)|
|ASSIGNMENT 2||100||30||10 Sep 2012||(see note 2)|
|ASSIGNMENT 3||100||65||29 Oct 2012|
- Assignment 1 requires students to select an appropriate project for analysis and is a small case study report. Students are encouraged to complete the activity to ensure they understand the nature of the studies in the course and the scope of assignments 2 and 3.
- Assignments 2 and 3 are major project-based case studies and require students to obtain sufficient information on a project of their choice to carry out a critical analysis of nominated aspects of that project. Students should choose a project as early as possible after reading the requirements of assignments 2 and 3. The same project can be used for assignments 2 and 3.
Important assessment information
There are no attendance requirements for this course. However, it is the students' responsibility to study all material provided to them or required to be accessed by them to maximise their chance of meeting the objectives of the course and to be informed of course-related activities and administration.
Requirements for students to complete each assessment item satisfactorily:
To satisfactorily complete an individual assessment item a student must achieve at least 50% of the marks. (Depending upon the requirements in Statement 4 below, students may not have to satisfactorily complete each assessment item to receive a passing grade in this course.)
Penalties for late submission of required work:
If students submit assignments after the due date without prior approval of the examiner, then a penalty of 5% of the total marks gained by the student for the assignment may apply for each working day late up to ten working days at which time a mark of zero may be recorded. See Assessment Notes item 1 below.
Requirements for student to be awarded a passing grade in the course:
To be assured of receiving a passing grade a student must achieve at least 50% of the total weighted marks available for the course.
Method used to combine assessment results to attain final grade:
The final grades for students will be assigned on the basis of the aggregate of the weighted marks obtained for each of the summative assessment items in the course.
There is no examination in this course.
Examination period when Deferred/Supplementary examinations will be held:
University Student Policies:
Students should read the USQ policies: Definitions, Assessment and Student Academic Misconduct to avoid actions which might contravene University policies and practices. These policies can be found at http://policy.usq.edu.au.
Assignments: (i) Assignments must be submitted electronically by 11.59pm (AEST) on the due date. (ii) Students must retain a copy of each assignment submitted for assessment. This must be produced within 24 hours if required by the examiner. (iii) The examiner may grant an extension of the due date of an assignment in extenuating circumstances. If the required extension is less than seven days, there is no need to obtain prior approval. In such cases, submit your assignment as soon as possible after the due date together with any supporting documentation that might be required. The authority for granting extensions rests with the relevant examiner. (iv) The examiner will normally only accept assessments that have been prepared using electronic media. (v) The examiner will not accept submission of assignments by facsimile. (vi) Students who are disadvantaged by these regulations may be given special consideration. They should contact the examiner to negotiate such special arrangements. (vii) In the event that a due date for an assignment falls on a local public holiday in their area, such as a show holiday, the due date for the assignment will be the next day. Students are to note on the assignment cover the date of the public holiday for the examiner's convenience.
Referencing in assignments: Harvard (AGPS) is the referencing system required in this course. Students should use Harvard (AGPS) style in their assignments to format details of the information sources they have cited in their work. The Harvard (AGPS) style to be used is defined by the USQ Library's referencing guide at http://www.usq.edu.au/library/referencing.
Course weightings: Course weightings of topics should not be interpreted as applying to the number of marks allocated to assessment.
Deferred work: Students who, for medical, family/personal, or employment-related reasons, are unable to complete an assignment at the scheduled time may apply to defer an assessment in a course. Such a request must be accompanied by appropriate supporting documentation. The temporary grade of IDM (Incomplete Deferred Make-up) may be awarded.
Make-up work: Students who have undertaken all of the required assessments in a course but who have failed to meet some of the specified objectives of a course within the normally prescribed time may be awarded the temporary grade: IM (Incomplete - Make up). An IM grade will only be awarded when, in the opinion of the examiner, a student will be able to achieve the remaining objectives of the course after a period of non directed personal study.
Computer, e-mail and Internet access: Students are required to have access to a personal computer, e-mail capabilities and Internet access to UConnect. Current details of computer requirements can be found at http://www.usq.edu.au/current-students/support/computing/hardware.