PPMP20013 Project Management for Operators of Large Assets

Reading samples

Learning outcomes of the unit

Learnings from your weekly study, experience, this and prior unit readings and assignments

Supporting documentation including any prior learning

Mandatory Readings

· Smith Chapters 4, 15 & 20;

Optional Readings

· Pinto, J. K. & Kharbanda, O. P. (1995);

· Diekmann, J. E. & Girard, M. (1995).

Case Study

· QBCC.

1. Review using clear terminology the key areas and processes of project, program and portfolio management practices as applies to asset rich organisations.

The objective of this week’s topic is to explore the nature of change, disputes, arbitration and mediation. The starting point of this exploration is that sometimes changes occur in a project. From the time that the change is identified onwards there are two possible paths. Firstly the change will be absorbed within the project and the work catered for as part of the internal mechanism via the planning process, governance, quality, risk management, procurement and so on. Or secondly, the change will not be catered for and then the path will be a potential dispute pathway. When the pathway is the dispute route then most contracts will have a mechanism for arbitration and mediation. Failure to achieve arbitration then leads into the courts and the legal system!

You might like to ask yourself:

· How does the dissertation in Smith Chapter 4 regarding Quality Management in Projects have relevance in the change, disputes, arbitration and mediation process?

· How does the dissertation in Smith Chapter 15 regarding Supply-Chain Management Management in Projects have relevance in the change, disputes, arbitration and mediation process?

· How does the dissertation in Smith Chapter 20 regarding Projects in a Controlled Environment have relevance in the change, disputes, arbitration and mediation process?

· Are each of these chapters different or the same when change, disputes, arbitration and mediation processes are considered?

· Why would a large asset owner be interested in change, disputes, arbitration and mediation processes?

· Why would a large asset owner not want to bankrupt contractors?

The optional readings consist of papers by Pinto and Kharbanda concerning conflict resolution. Then finally another paper by Diekmann and Girard with their observations into the construction industry.

Finally, the case study points you to the Queensland Building and Construction Commission (QBCC) Get help getting paid, web site. For small contractors payment is an ever present challenge. Disputes over changes become a very vexatious issue for these contractors.

· What additional insights do you also think the optional reading and the case study links provide from previous weeks?

In this portfolio please reflect on the readings (1st column) and the learning outcome (2nd column). Ask yourself in what way does the readings provide insights into the learning outcome? Maybe they don’t! What are your thoughts?

Are there other insights that you can make from other units that you have studied? Or your work and life experience?

PPMP20013 Unit Profile

PPMP20013 Moodle Web site

Have you any insights you can add from other units you have studies or readings you’ve made?

Mandatory Readings

· Smith Chapters 4, 15 & 20;

Optional Readings

· Pinto, J. K. & Kharbanda, O. P. (1995);

· Diekmann, J. E. & Girard, M. (1995).

Case Study

· QBCC.

2. Discuss the relevance of tools and techniques for investigating and describing project process related to developing new workings, facilities, equipment, plant and processes for justifying, designing, developing, or maintaining existing facilities and equipment within the context of their technological and asset lifecycle status.

The objective of this week’s topic is to explore the nature of change, disputes, arbitration and mediation. The starting point of this exploration is that sometimes changes occur in a project. From the time that the change is identified onwards there are two possible paths. Firstly the change will be absorbed within the project and the work catered for as part of the internal mechanism via the planning process, governance, quality, risk management, procurement and so on. Or secondly, the change will not be catered for and then the path will be a potential dispute pathway. When the pathway is the dispute route then most contracts will have a mechanism for arbitration and mediation. Failure to achieve arbitration then leads into the courts and the legal system!

You might like to ask yourself:

· How does the dissertation in Smith Chapter 4 regarding Quality Management in Projects have relevance in the change, disputes, arbitration and mediation process?

· How does the dissertation in Smith Chapter 15 regarding Supply-Chain Management Management in Projects have relevance in the change, disputes, arbitration and mediation process?

· How does the dissertation in Smith Chapter 20 regarding Projects in a Controlled Environment have relevance in the change, disputes, arbitration and mediation process?

· Are each of these chapters different or the same when change, disputes, arbitration and mediation processes are considered?

· Why would a large asset owner be interested in change, disputes, arbitration and mediation processes?

· Why would a large asset owner not want to bankrupt contractors?

The optional readings consist of papers by Pinto and Kharbanda concerning conflict resolution. Then finally another paper by Diekmann and Girard with their observations into the construction industry.

Finally, the case study points you to the Queensland Building and Construction Commission (QBCC) Get help getting paid, web site. For small contractors payment is an ever present challenge. Disputes over changes become a very vexatious issue for these contractors.

· What additional insights do you also think the optional reading and the case study links provide from previous weeks?

In this portfolio please reflect on the readings (1st column) and the learning outcome (2nd column). Ask yourself in what way does the readings provide insights into the learning outcome? Maybe they don’t! What are your thoughts?

Are there other insights that you can make from other units that you have studied? Or your work and life experience?

PPMP20013 Unit Profile

PPMP20013 Moodle Web site

Have you any insights you can add from other units you have studies or readings you’ve made?

Mandatory Readings

· Smith Chapters 4, 15 & 20;

Optional Readings

· Pinto, J. K. & Kharbanda, O. P. (1995);

· Diekmann, J. E. & Girard, M. (1995).

Case Study

· QBCC.

3. Present and interpret major processes that are based on sound policy, information, and research that enable project justification, tenders, contracts, and selection criteria to occur in an asset rich organisation.

The objective of this week’s topic is to explore the nature of change, disputes, arbitration and mediation. The starting point of this exploration is that sometimes changes occur in a project. From the time that the change is identified onwards there are two possible paths. Firstly the change will be absorbed within the project and the work catered for as part of the internal mechanism via the planning process, governance, quality, risk management, procurement and so on. Or secondly, the change will not be catered for and then the path will be a potential dispute pathway. When the pathway is the dispute route then most contracts will have a mechanism for arbitration and mediation. Failure to achieve arbitration then leads into the courts and the legal system!

You might like to ask yourself:

· How does the dissertation in Smith Chapter 4 regarding Quality Management in Projects have relevance in the change, disputes, arbitration and mediation process?

· How does the dissertation in Smith Chapter 15 regarding Supply-Chain Management Management in Projects have relevance in the change, disputes, arbitration and mediation process?

· How does the dissertation in Smith Chapter 20 regarding Projects in a Controlled Environment have relevance in the change, disputes, arbitration and mediation process?

· Are each of these chapters different or the same when change, disputes, arbitration and mediation processes are considered?

· Why would a large asset owner be interested in change, disputes, arbitration and mediation processes?

· Why would a large asset owner not want to bankrupt contractors?

The optional readings consist of papers by Pinto and Kharbanda concerning conflict resolution. Then finally another paper by Diekmann and Girard with their observations into the construction industry.

Finally, the case study points you to the Queensland Building and Construction Commission (QBCC) Get help getting paid, web site. For small contractors payment is an ever present challenge. Disputes over changes become a very vexatious issue for these contractors.

· What additional insights do you also think the optional reading and the case study links provide from previous weeks?

In this portfolio please reflect on the readings (1st column) and the learning outcome (2nd column). Ask yourself in what way does the readings provide insights into the learning outcome? Maybe they don’t! What are your thoughts?

Are there other insights that you can make from other units that you have studied? Or your work and life experience?

PPMP20013 Unit Profile

PPMP20013 Moodle Web site

Have you any insights you can add from other units you have studies or readings you’ve made?

Mandatory Readings

· Smith Chapters 4, 15 & 20;

Optional Readings

· Pinto, J. K. & Kharbanda, O. P. (1995);

· Diekmann, J. E. & Girard, M. (1995).

Case Study

· QBCC.

4. Critically analyse management strategies and operational activities from a broad perspective to ensure safety and quality, to avoid overruns or rework, to manage variations and claims, and to make decisions to discontinue or close projects.

The objective of this week’s topic is to explore the nature of change, disputes, arbitration and mediation. The starting point of this exploration is that sometimes changes occur in a project. From the time that the change is identified onwards there are two possible paths. Firstly the change will be absorbed within the project and the work catered for as part of the internal mechanism via the planning process, governance, quality, risk management, procurement and so on. Or secondly, the change will not be catered for and then the path will be a potential dispute pathway. When the pathway is the dispute route then most contracts will have a mechanism for arbitration and mediation. Failure to achieve arbitration then leads into the courts and the legal system!

You might like to ask yourself:

· How does the dissertation in Smith Chapter 4 regarding Quality Management in Projects have relevance in the change, disputes, arbitration and mediation process?

· How does the dissertation in Smith Chapter 15 regarding Supply-Chain Management Management in Projects have relevance in the change, disputes, arbitration and mediation process?

· How does the dissertation in Smith Chapter 20 regarding Projects in a Controlled Environment have relevance in the change, disputes, arbitration and mediation process?

· Are each of these chapters different or the same when change, disputes, arbitration and mediation processes are considered?

· Why would a large asset owner be interested in change, disputes, arbitration and mediation processes?

· Why would a large asset owner not want to bankrupt contractors?

The optional readings consist of papers by Pinto and Kharbanda concerning conflict resolution. Then finally another paper by Diekmann and Girard with their observations into the construction industry.

Finally, the case study points you to the Queensland Building and Construction Commission (QBCC) Get help getting paid, web site. For small contractors payment is an ever present challenge. Disputes over changes become a very vexatious issue for these contractors.

· What additional insights do you also think the optional reading and the case study links provide from previous weeks?

In this portfolio please reflect on the readings (1st column) and the learning outcome (2nd column). Ask yourself in what way does the readings provide insights into the learning outcome? Maybe they don’t! What are your thoughts?

Are there other insights that you can make from other units that you have studied? Or your work and life experience?

PPMP20013 Unit Profile

PPMP20013 Moodle Web site

Have you any insights you can add from other units you have studies or readings you’ve made?

Mandatory Readings

5. Demonstrate an effective, professional level of teamwork and communication and support collaborative peer group learning.

The objective of this week’s topic is to explore the nature of change, disputes, arbitration and mediation. The starting point of this exploration is that sometimes changes occur in a project. From the time that the change is identified onwards there are two possible paths. Firstly the change will be absorbed within the project and the work catered for as part of the internal mechanism via the planning process, governance, quality, risk management, procurement and so on. Or secondly, the change will not be catered for and then the path will be a potential dispute pathway. When the pathway is the dispute route then most contracts will have a mechanism for arbitration and mediation. Failure to achieve arbitration then leads into the courts and the legal system!

You might like to ask yourself:

· How does the dissertation in Smith Chapter 4 regarding Quality Management in Projects have relevance in the change, disputes, arbitration and mediation process?

· How does the dissertation in Smith Chapter 15 regarding Supply-Chain Management Management in Projects have relevance in the change, disputes, arbitration and mediation process?

· How does the dissertation in Smith Chapter 20 regarding Projects in a Controlled Environment have relevance in the change, disputes, arbitration and mediation process?

· Are each of these chapters different or the same when change, disputes, arbitration and mediation processes are considered?

· Why would a large asset owner be interested in change, disputes, arbitration and mediation processes?

· Why would a large asset owner not want to bankrupt contractors?

The optional readings consist of papers by Pinto and Kharbanda concerning conflict resolution. Then finally another paper by Diekmann and Girard with their observations into the construction industry.

Finally, the case study points you to the Queensland Building and Construction Commission (QBCC) Get help getting paid, web site. For small contractors payment is an ever present challenge. Disputes over changes become a very vexatious issue for these contractors.

· What additional insights do you also think the optional reading and the case study links provide from previous weeks?

In this portfolio please reflect on the readings (1st column) and the learning outcome (2nd column). Ask yourself in what way does the readings provide insights into the learning outcome? Maybe they don’t! What are your thoughts?

Are there other insights that you can make from other units that you have studied? Or your work and life experience?

PPMP20013 Unit Profile

PPMP20013 Moodle Web site

Have you any insights you can add from other units you have studies or readings you’ve made?