PROJECT MANAGEMENT FOR OPERATORS OF LARGE ASSETS

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A Template with Ideas for the structure of the Consolidated Portfolio (1).pdf

Ideas for the structure of the Consolidated Portfolio There are many possible approaches, and it is the intention to test how well the students are at tackling the problem. In real life (as you probably know) a project manager is frequently confronted with the need to write a report and structuring the report for the audience is always a tricky thing to do. However, a way of tackling the consolidated portfolio is to do the following: -

1. Introduction and summary of outcomes 2. Itemise each learning outcome: -

a. LO1 i. Summary

ii. Evidence b. LO2

i. Summary ii. Evidence

c. … etc. 3. Discussion and Conclusion 4. References 5. Appendix of the weeks

a. Week 1 b. Week 2 c. ... etc.

Without going overboard then when formatted bullets 1 to 3 above will be most likely 8 to 10 pages. It might be more, but it should not be less. Each LO would contain two to three paragraphs. The important thing is to say in the LO section how the student achieved the LO. This is done through the summary and the evidence that points to each week in the appendix. In the course profile students are encouraged to imagine they are going before an interview panel and had been asked to show them how they could meet the job criteria (learning outcomes). So, as a prerequisite they had to prepare a paper for them.

The marking criteria can often be encapsulated into a four stage criteria: -

1. Does the section or topic meet all of the basic learning requirements relevant of the course, such as knowledge of fundamental concepts and performance of basic skills; demonstrates sufficient quality of performance to be considered satisfactory or adequate or competent or capable in relation to the learning outcomes of the assignment? (25%)

2. Does the section or topic reflect an ability to use and apply fundamental concepts and skills of the course, going beyond mere replication of content knowledge or skill to show understanding of key ideas, awareness of their relevance, some use of analytical skills, and some originality or insight? (50%)

3. Does the section or topic demonstrate awareness and understanding of deeper and less obvious aspects of the course, such as ability to identify and debate critical issues or problems, ability to solve non-routine problems, ability to adapt and apply ideas to new situations, and ability to invent and evaluate new ideas? (75%)

4. Has the section or topic been presented with imagination, originality or flair, based on proficiency in all the relevant learning outcomes of the course; work is interesting or surprisingly exciting, challenging, well read or scholarly? (100%)

This criterion is ADDITIVE. In other words, the last item (4) is inclusive of the previous ones (1, 2, and 3). If you feel that a student did most of 4 then you might give them 25% of the overall mark for the first criteria and then 25% of the overall mark for the second criteria and then 25% of the overall mark for the third criteria and finally 10% of the mark for the fourth criteria. So, the overall mark will be 85% overall. This means that the first gate the student must meet is (1) the basic learning requirements relevant of the course, such as knowledge of fundamental concepts and performance of basic skills; demonstrates sufficient quality of performance to be considered satisfactory or adequate or competent or capable in relation to the learning outcomes of the assignment. If they don't meet that criteria then they can't get a grade for the second criteria. You can use a similar concept when you think of many assignments. In other words, is the assignment (1) average, (2) good, (3) excellent, (4) amazingly superb? It makes it easier to think of things that way. The words in each of the criteria is just a rational and fancy way of expressing average, good, excellent, amazingly superb!

PPMP20013 Template Portfolio - Week 1 v01a.docx

(Insert Student Name) / (Insert Student Number) - PPMP20013 Unit Portfolio for Week 1

Week 1 Topic: Explain the relevance of systems thinking to PM.

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 1 & 2;

· Australia National Audit Office - Planning and Approving Projects

· AS 4120-1994 Code of tendering;

Optional Readings

· Locate your company internal Project Development Manuals (if it exists and available);

· You can also study the Californian Government Department of Transportation Project Development Procedures;

· Download and study the Engineers Australia Infrastructure Report Card for your State;

Case Study

· Brisbane Airport's New Parallel Runway;

· YouTube: Brisbane's New Parallel Runway – Overview;

· Brisbane Airport 2014 Approved Master Plan.

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 [Week 1: Define project management for operators of mines, plants and owners of large assets] is to make sure you have a broad understanding of

· The unit’s fundamental objectives;

· Projects and Project Management, particularly as applied to a project like the Brisbane Airport Parallel Runway;

· Value Management, particularly as applied to a project like the Brisbane Airport Parallel Runway;

· Other perspectives such as how major organisations like the Australia National Audit Office, undertake planning and approving of projects;

· The contents of AS 4120-1994 Code of tendering.

Note: some of these readings are quite long. You are not expected to read everything, rather to gain an overview and be able to reflect on the material and case study using your own thoughts.

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 1 & 2;

· Australia National Audit Office - Planning and Approving Projects

· AS 4120-1994 Code of tendering;

Optional Readings

· Locate your company internal Project Development Manuals (if it exists and available);

· You can also study the Californian Government Department of Transportation Project Development Procedures;

· Download and study the Engineers Australia Infrastructure Report Card for your State;

Case Study

· Brisbane Airport's New Parallel Runway;

· YouTube: Brisbane's New Parallel Runway – Overview;

· Brisbane Airport 2014 Approved Master Plan.

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 [Week 1: Define project management for operators of mines, plants and owners of large assets] is to make sure you have a broad understanding of

· The unit’s fundamental objectives;

· Projects and Project Management, particularly as applied to a project like the Brisbane Airport Parallel Runway;

· Value Management, particularly as applied to a project like the Brisbane Airport Parallel Runway;

· Other perspectives such as how major organisations like the Australia National Audit Office, undertake planning and approving of projects;

· The contents of AS 4120-1994 Code of tendering.

Note: some of these readings are quite long. You are not expected to read everything, rather to gain an overview and be able to reflect on the material and case study using your own thoughts.

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 1 & 2;

· Australia National Audit Office - Planning and Approving Projects

· AS 4120-1994 Code of tendering;

Optional Readings

· Locate your company internal Project Development Manuals (if it exists and available);

· You can also study the Californian Government Department of Transportation Project Development Procedures;

· Download and study the Engineers Australia Infrastructure Report Card for your State;

Case Study

· Brisbane Airport's New Parallel Runway;

· YouTube: Brisbane's New Parallel Runway – Overview;

· Brisbane Airport 2014 Approved Master Plan.

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 [Week 1: Define project management for operators of mines, plants and owners of large assets] is to make sure you have a broad understanding of

· The unit’s fundamental objectives;

· Projects and Project Management, particularly as applied to a project like the Brisbane Airport Parallel Runway;

· Value Management, particularly as applied to a project like the Brisbane Airport Parallel Runway;

· Other perspectives such as how major organisations like the Australia National Audit Office, undertake planning and approving of projects;

· The contents of AS 4120-1994 Code of tendering.

Note: some of these readings are quite long. You are not expected to read everything, rather to gain an overview and be able to reflect on the material and case study using your own thoughts.

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 1 & 2;

· Australia National Audit Office - Planning and Approving Projects

· AS 4120-1994 Code of tendering;

Optional Readings

· Locate your company internal Project Development Manuals (if it exists and available);

· You can also study the Californian Government Department of Transportation Project Development Procedures;

· Download and study the Engineers Australia Infrastructure Report Card for your State;

Case Study

· Brisbane Airport's New Parallel Runway;

· YouTube: Brisbane's New Parallel Runway – Overview;

· Brisbane Airport 2014 Approved Master Plan.

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 [Week 1: Define project management for operators of mines, plants and owners of large assets] is to make sure you have a broad understanding of

· The unit’s fundamental objectives;

· Projects and Project Management, particularly as applied to a project like the Brisbane Airport Parallel Runway;

· Value Management, particularly as applied to a project like the Brisbane Airport Parallel Runway;

· Other perspectives such as how major organisations like the Australia National Audit Office, undertake planning and approving of projects;

· The contents of AS 4120-1994 Code of tendering.

Note: some of these readings are quite long. You are not expected to read everything, rather to gain an overview and be able to reflect on the material and case study using your own thoughts.

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 1 & 2;

· Australia National Audit Office - Planning and Approving Projects

· AS 4120-1994 Code of tendering;

Optional Readings

· Locate your company internal Project Development Manuals (if it exists and available);

· You can also study the Californian Government Department of Transportation Project Development Procedures;

· Download and study the Engineers Australia Infrastructure Report Card for your State;

Case Study

· Brisbane Airport's New Parallel Runway;

· YouTube: Brisbane's New Parallel Runway – Overview;

· Brisbane Airport 2014 Approved Master Plan.

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

The objective of this week’s topic [Week 1: Define project management for operators of mines, plants and owners of large assets] is to make sure you have a broad understanding of

· The unit’s fundamental objectives;

· Projects and Project Management, particularly as applied to a project like the Brisbane Airport Parallel Runway;

· Value Management, particularly as applied to a project like the Brisbane Airport Parallel Runway;

· Other perspectives such as how major organisations like the Australia National Audit Office, undertake planning and approving of projects;

· The contents of AS 4120-1994 Code of tendering.

Note: some of these readings are quite long. You are not expected to read everything, rather to gain an overview and be able to reflect on the material and case study using your own thoughts.

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?

References

8 of 8

PPMP20013 Template Portfolio - Week 2 v01a.docx

(Insert Student Name) / (Insert Student Number) - PPMP20013 Unit Portfolio for Week 2

Week 2: Explore and explain the project justification and contract processes.

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 3, 4 & 5;

Optional Readings

· Australia National Audit Office Developing and Managing Contracts - Getting the right outcome, achieving value for money;

· HB 140-2000 Administration manual for AS 4000-1997 General conditions of contract.

· Australian Commonwealth Government Procurement Rules

· Victorian Government Procurement Rules

· WA Government Procurement Rules

· NSW Government Procurement Rules

· QLD Government Procurement Transformation;

Case Study

· Brisbane Airport's New Parallel Runway – Climate Change;

· BNE Airports EIS/MDP - Approvals.

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 project justification and contract processes. So please consider;

· How projects are justified? For example how was the Brisbane new parallel runway justified? Is it an easy process? How long does it take? Who’s involved? What must be considered?

· Once the project is justified then how does the work occur? Is it just allocated on a whim? Is there a formal process? What is the basis of that process?

· In Australia we use AS 4120-1994 Code of tendering, as the basis of contracting work. Why would such a standard exist? What are the problems that occur if it does not exist and is not followed?

· How much specialist knowledge does the project team need to have regarding the contents of the contract and tits administration?

Note: some of these readings are quite long. You are not expected to read everything, rather to gain an overview and be able to reflect on the material and case study using your own thoughts.

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 3, 4 & 5;

Optional Readings

· Australia National Audit Office Developing and Managing Contracts - Getting the right outcome, achieving value for money;

· HB 140-2000 Administration manual for AS 4000-1997 General conditions of contract.

· Australian Commonwealth Government Procurement Rules

· Victorian Government Procurement Rules

· WA Government Procurement Rules

· NSW Government Procurement Rules

· QLD Government Procurement Transformation;

Case Study

· Brisbane Airport's New Parallel Runway – Climate Change;

· BNE Airports EIS/MDP - Approvals.

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 project justification and contract processes this is learnings from the this week

Project justification is is depends on the project appraisal and selection which are the justifications

· Once the project begins the appraisal stage can process are realistic running cost and realistic time cost appropriate standard performances

· Developing the new upgraded technology to the project

· Then moreover it contains baseline, impact prediction ,scoping these tools which can immaculate the environmental factors

Process improvement plan which are boundaries ,configuration and metric improved measurements

Note: some of these readings are quite long. You are not expected to read everything, rather to gain an overview and be able to reflect on the material and case study using your own thoughts.

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 3, 4 & 5;

Optional Readings

· Australia National Audit Office Developing and Managing Contracts - Getting the right outcome, achieving value for money;

· HB 140-2000 Administration manual for AS 4000-1997 General conditions of contract.

· Australian Commonwealth Government Procurement Rules

· Victorian Government Procurement Rules

· WA Government Procurement Rules

· NSW Government Procurement Rules

· QLD Government Procurement Transformation;

Case Study

· Brisbane Airport's New Parallel Runway – Climate Change;

· BNE Airports EIS/MDP - Approvals.

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 project justification and contract processes. So please consider;

· How projects are justified? For example how was the Brisbane new parallel runway justified? Is it an easy process? How long does it take? Who’s involved? What must be considered?

· Once the project is justified then how does the work occur? Is it just allocated on a whim? Is there a formal process? What is the basis of that process?

· In Australia we use AS 4120-1994 Code of tendering, as the basis of contracting work. Why would such a standard exist? What are the problems that occur if it does not exist and is not followe

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 3, 4 & 5;

Optional Readings

· Australia National Audit Office Developing and Managing Contracts - Getting the right outcome, achieving value for money;

· HB 140-2000 Administration manual for AS 4000-1997 General conditions of contract.

· Australian Commonwealth Government Procurement Rules

· Victorian Government Procurement Rules

· WA Government Procurement Rules

· NSW Government Procurement Rules

· QLD Government Procurement Transformation;

Case Study

· Brisbane Airport's New Parallel Runway – Climate Change;

· BNE Airports EIS/MDP - Approvals.

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 project justification and contract processes. So please consider;

· How projects are justified? For example how was the Brisbane new parallel runway justified? Is it an easy process? How long does it take? Who’s involved? What must be considered?

· Once the project is justified then how does the work occur? Is it just allocated on a whim? Is there a formal process? What is the basis of that process?

· In Australia we use AS 4120-1994 Code of tendering, as the basis of contracting work. Why would such a standard exist? What are the problems that occur if it does not exist and is not followed?

· How much specialist knowledge does the project team need to have regarding the contents of the contract and tits administration?

Note: some of these readings are quite long. You are not expected to read everything, rather to gain an overview and be able to reflect on the material and case study using your own thoughts.

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 3, 4 & 5;

Optional Readings

· Australia National Audit Office Developing and Managing Contracts - Getting the right outcome, achieving value for money;

· HB 140-2000 Administration manual for AS 4000-1997 General conditions of contract.

· Australian Commonwealth Government Procurement Rules

· Victorian Government Procurement Rules

· WA Government Procurement Rules

· NSW Government Procurement Rules

· QLD Government Procurement Transformation;

Case Study

· Brisbane Airport's New Parallel Runway – Climate Change;

· BNE Airports EIS/MDP - Approvals.

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 project justification and contract processes. So please consider;

· How projects are justified? For example how was the Brisbane new parallel runway justified? Is it an easy process? How long does it take? Who’s involved? What must be considered?

· Once the project is justified then how does the work occur? Is it just allocated on a whim? Is there a formal process? What is the basis of that process?

· In Australia we use AS 4120-1994 Code of tendering, as the basis of contracting work. Why would such a standard exist? What are the problems that occur if it does not exist and is not followed?

· How much specialist knowledge does the project team need to have regarding the contents of the contract and tits administration?

Note: some of these readings are quite long. You are not expected to read everything, rather to gain an overview and be able to reflect on the material and case study using your own thoughts.

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?

References

8 of 8

PPMP20013 Template Portfolio - Week 3 v01a.docx

(Insert Student Name) / (Insert Student Number) - PPMP20013 Unit Portfolio for Week 3

Week 3: Explore and explain the financing of projects.

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 6;

· Chapter 26 from Edwards J. D., Hermanson R. H., Ivancevich S D. (2010) Accounting Principles Vol 2: Managerial Accounting;

Optional Readings

· Chapter 18 from Edwards J. D., Hermanson R. H., Ivancevich S D. (2010) compares managerial accounting with financial accounting;

Case Study

· Brisbane Airport New Parallel Runway Funding Facts;

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 and explain the financing of projects;

· N.J. Smith Chapter 6 discusses Project Finance. However although Smith’s discussion is good, it is relatively high level and focusses on the different types of vehicles that might be established and how they are funded. In this respect the discussion in Smith assumes that there is a separate entity that is established for the project. This is a good idea when the risks are large and warrant the trouble of doing this. But for many owners of large assets they do not want to go this far and will manage the project in-house albeit use contractors to do the work.

· Edwards J. D., Hermanson R. H., Ivancevich S. D., provide a free book on accounting and have a good discussion on Capital Budgeting and Long-range Planning. In fact the whole of Volume 2 is relevant for the justification of projects using the principles of management accounting. In many owners of large assets project environments the project managers (or often project directors) will spend a lot of time applying the principles that Edwards, Hermanson, and Ivancevich espouse. This was certainly the case in my career as a project director!

If you’re new to accounting and financing many of these ideas may be quite complicated to understand. However, try to gain an overall appreciation that there are tools and techniques that are frequently used, such as rates of return, NPV, profitability, time and so on (see Chapter 26 from Edwards, Hermanson, and Ivancevich for more detail).

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 6;

· Chapter 26 from Edwards J. D., Hermanson R. H., Ivancevich S D. (2010) Accounting Principles Vol 2: Managerial Accounting;

Optional Readings

· Chapter 18 from Edwards J. D., Hermanson R. H., Ivancevich S D. (2010) compares managerial accounting with financial accounting;

Case Study

· Brisbane Airport New Parallel Runway Funding Facts;

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 and explain the financing of projects;

· N.J. Smith Chapter 6 discusses Project Finance. However although Smith’s discussion is good, it is relatively high level and focusses on the different types of vehicles that might be established and how they are funded. In this respect the discussion in Smith assumes that there is a separate entity that is established for the project. This is a good idea when the risks are large and warrant the trouble of doing this. But for many owners of large assets they do not want to go this far and will manage the project in-house albeit use contractors to do the work.

· Edwards J. D., Hermanson R. H., Ivancevich S. D., provide a free book on accounting and have a good discussion on Capital Budgeting and Long-range Planning. In fact the whole of Volume 2 is relevant for the justification of projects using the principles of management accounting. In many owners of large assets project environments the project managers (or often project directors) will spend a lot of time applying the principles that Edwards, Hermanson, and Ivancevich espouse. This was certainly the case in my career as a project director!

If you’re new to accounting and financing many of these ideas may be quite complicated to understand. However, try to gain an overall appreciation that there are tools and techniques that are frequently used, such as rates of return, NPV, profitability, time and so on (see Chapter 26 from Edwards, Hermanson, and Ivancevich for more detail).

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 6;

· Chapter 26 from Edwards J. D., Hermanson R. H., Ivancevich S D. (2010) Accounting Principles Vol 2: Managerial Accounting;

Optional Readings

· Chapter 18 from Edwards J. D., Hermanson R. H., Ivancevich S D. (2010) compares managerial accounting with financial accounting;

Case Study

· Brisbane Airport New Parallel Runway Funding Facts;

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 and explain the financing of projects;

· N.J. Smith Chapter 6 discusses Project Finance. However although Smith’s discussion is good, it is relatively high level and focusses on the different types of vehicles that might be established and how they are funded. In this respect the discussion in Smith assumes that there is a separate entity that is established for the project. This is a good idea when the risks are large and warrant the trouble of doing this. But for many owners of large assets they do not want to go this far and will manage the project in-house albeit use contractors to do the work.

· Edwards J. D., Hermanson R. H., Ivancevich S. D., provide a free book on accounting and have a good discussion on Capital Budgeting and Long-range Planning. In fact the whole of Volume 2 is relevant for the justification of projects using the principles of management accounting. In many owners of large assets project environments the project managers (or often project directors) will spend a lot of time applying the principles that Edwards, Hermanson, and Ivancevich espouse. This was certainly the case in my career as a project director!

If you’re new to accounting and financing many of these ideas may be quite complicated to understand. However, try to gain an overall appreciation that there are tools and techniques that are frequently used, such as rates of return, NPV, profitability, time and so on (see Chapter 26 from Edwards, Hermanson, and Ivancevich for more detail).

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 6;

· Chapter 26 from Edwards J. D., Hermanson R. H., Ivancevich S D. (2010) Accounting Principles Vol 2: Managerial Accounting;

Optional Readings

· Chapter 18 from Edwards J. D., Hermanson R. H., Ivancevich S D. (2010) compares managerial accounting with financial accounting;

Case Study

· Brisbane Airport New Parallel Runway Funding Facts;

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 and explain the financing of projects;

· N.J. Smith Chapter 6 discusses Project Finance. However although Smith’s discussion is good, it is relatively high level and focusses on the different types of vehicles that might be established and how they are funded. In this respect the discussion in Smith assumes that there is a separate entity that is established for the project. This is a good idea when the risks are large and warrant the trouble of doing this. But for many owners of large assets they do not want to go this far and will manage the project in-house albeit use contractors to do the work.

· Edwards J. D., Hermanson R. H., Ivancevich S. D., provide a free book on accounting and have a good discussion on Capital Budgeting and Long-range Planning. In fact the whole of Volume 2 is relevant for the justification of projects using the principles of management accounting. In many owners of large assets project environments the project managers (or often project directors) will spend a lot of time applying the principles that Edwards, Hermanson, and Ivancevich espouse. This was certainly the case in my career as a project director!

If you’re new to accounting and financing many of these ideas may be quite complicated to understand. However, try to gain an overall appreciation that there are tools and techniques that are frequently used, such as rates of return, NPV, profitability, time and so on (see Chapter 26 from Edwards, Hermanson, and Ivancevich for more detail).

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 6;

· Chapter 26 from Edwards J. D., Hermanson R. H., Ivancevich S D. (2010) Accounting Principles Vol 2: Managerial Accounting;

Optional Readings

· Chapter 18 from Edwards J. D., Hermanson R. H., Ivancevich S D. (2010) compares managerial accounting with financial accounting;

Case Study

· Brisbane Airport New Parallel Runway Funding Facts;

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 and explain the financing of projects;

· N.J. Smith Chapter 6 discusses Project Finance. However although Smith’s discussion is good, it is relatively high level and focusses on the different types of vehicles that might be established and how they are funded. In this respect the discussion in Smith assumes that there is a separate entity that is established for the project. This is a good idea when the risks are large and warrant the trouble of doing this. But for many owners of large assets they do not want to go this far and will manage the project in-house albeit use contractors to do the work.

· Edwards J. D., Hermanson R. H., Ivancevich S. D., provide a free book on accounting and have a good discussion on Capital Budgeting and Long-range Planning. In fact the whole of Volume 2 is relevant for the justification of projects using the principles of management accounting. In many owners of large assets project environments the project managers (or often project directors) will spend a lot of time applying the principles that Edwards, Hermanson, and Ivancevich espouse. This was certainly the case in my career as a project director!

If you’re new to accounting and financing many of these ideas may be quite complicated to understand. However, try to gain an overall appreciation that there are tools and techniques that are frequently used, such as rates of return, NPV, profitability, time and so on (see Chapter 26 from Edwards, Hermanson, and Ivancevich for more detail).

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?

References

7 of 7

PPMP20013 Template Portfolio - Week 4 v01a.docx

(Insert Student Name) / (Insert Student Number) - PPMP20013 Unit Portfolio for Week 4

Week 4: Define and apply estimating processes and concepts to the project.

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 7;

· AS 4915-2002 Project management - General conditions;

Optional Readings

· Engineering & Construction Risk Institute;

Case Study

· BMD Constructions Awarded Civil Contract for the Reclamation Phase of the New Parallel Runway at Brisbane Airport

· Jan De Nul Group: New parallel runway for Brisbane Airport

· Hall Contracting: New Parallel Runway Project

· Jacobs Awarded Contracts through Brisbane Airport Airside

· Airbiz: Aircraft noise projections

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 and explain estimating processes and concepts to the project;

· N.J. Smith Chapter 7 will most likely be a substantial part of the way that you’ll explore the estimating process. I think this chapter is particularly good and very relevant to the owners of large assets.

· You may also find that the volume of Edwards, Hermanson, and Ivancevich book on accounting has some additional insights that are worth reflecting on!

· AS 4915 is another standard for a contract. This time it’s about the provision of project management. You might like to compare some of its clauses with the other forms of contract you can find on the SAI web site. In week 7 there is an optional reading for AS 4902-2000 General conditions of contract for design and construct.

· The optional readings from the Engineering & Construction Risk Institute also have summaries of contract issues worth considering. Obviously when negotiating a contract the accuracy of the estimates becomes critical.

· In this last respect you might like to reflect on the links concerning the participants in the Brisbane Airport New Parallel Runway. What kinds of estimates and contracts might be put together for these participants?

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 7;

· AS 4915-2002 Project management - General conditions;

Optional Readings

· Engineering & Construction Risk Institute;

Case Study

· BMD Constructions Awarded Civil Contract for the Reclamation Phase of the New Parallel Runway at Brisbane Airport

· Jan De Nul Group: New parallel runway for Brisbane Airport

· Hall Contracting: New Parallel Runway Project

· Jacobs Awarded Contracts through Brisbane Airport Airside

· Airbiz: Aircraft noise projections

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 and explain estimating processes and concepts to the project;

· N.J. Smith Chapter 7 will most likely be a substantial part of the way that you’ll explore the estimating process. I think this chapter is particularly good and very relevant to the owners of large assets.

· You may also find that the volume of Edwards, Hermanson, and Ivancevich book on accounting has some additional insights that are worth reflecting on!

· AS 4915 is another standard for a contract. This time it’s about the provision of project management. You might like to compare some of its clauses with the other forms of contract you can find on the SAI web site. In week 7 there is an optional reading for AS 4902-2000 General conditions of contract for design and construct.

· The optional readings from the Engineering & Construction Risk Institute also have summaries of contract issues worth considering. Obviously when negotiating a contract the accuracy of the estimates becomes critical.

· In this last respect you might like to reflect on the links concerning the participants in the Brisbane Airport New Parallel Runway. What kinds of estimates and contracts might be put together for these participants?

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 7;

· AS 4915-2002 Project management - General conditions;

Optional Readings

· Engineering & Construction Risk Institute;

Case Study

· BMD Constructions Awarded Civil Contract for the Reclamation Phase of the New Parallel Runway at Brisbane Airport

· Jan De Nul Group: New parallel runway for Brisbane Airport

· Hall Contracting: New Parallel Runway Project

· Jacobs Awarded Contracts through Brisbane Airport Airside

· Airbiz: Aircraft noise projections

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 and explain estimating processes and concepts to the project;

· N.J. Smith Chapter 7 will most likely be a substantial part of the way that you’ll explore the estimating process. I think this chapter is particularly good and very relevant to the owners of large assets.

· You may also find that the volume of Edwards, Hermanson, and Ivancevich book on accounting has some additional insights that are worth reflecting on!

· AS 4915 is another standard for a contract. This time it’s about the provision of project management. You might like to compare some of its clauses with the other forms of contract you can find on the SAI web site. In week 7 there is an optional reading for AS 4902-2000 General conditions of contract for design and construct.

· The optional readings from the Engineering & Construction Risk Institute also have summaries of contract issues worth considering. Obviously when negotiating a contract the accuracy of the estimates becomes critical.

· In this last respect you might like to reflect on the links concerning the participants in the Brisbane Airport New Parallel Runway. What kinds of estimates and contracts might be put together for these participants?

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 7;

· AS 4915-2002 Project management - General conditions;

Optional Readings

· Engineering & Construction Risk Institute;

Case Study

· BMD Constructions Awarded Civil Contract for the Reclamation Phase of the New Parallel Runway at Brisbane Airport

· Jan De Nul Group: New parallel runway for Brisbane Airport

· Hall Contracting: New Parallel Runway Project

· Jacobs Awarded Contracts through Brisbane Airport Airside

· Airbiz: Aircraft noise projections

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 and explain estimating processes and concepts to the project;

· N.J. Smith Chapter 7 will most likely be a substantial part of the way that you’ll explore the estimating process. I think this chapter is particularly good and very relevant to the owners of large assets.

· You may also find that the volume of Edwards, Hermanson, and Ivancevich book on accounting has some additional insights that are worth reflecting on!

· AS 4915 is another standard for a contract. This time it’s about the provision of project management. You might like to compare some of its clauses with the other forms of contract you can find on the SAI web site. In week 7 there is an optional reading for AS 4902-2000 General conditions of contract for design and construct.

· The optional readings from the Engineering & Construction Risk Institute also have summaries of contract issues worth considering. Obviously when negotiating a contract the accuracy of the estimates becomes critical.

· In this last respect you might like to reflect on the links concerning the participants in the Brisbane Airport New Parallel Runway. What kinds of estimates and contracts might be put together for these participants?

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 7;

· AS 4915-2002 Project management - General conditions;

Optional Readings

· Engineering & Construction Risk Institute;

Case Study

· BMD Constructions Awarded Civil Contract for the Reclamation Phase of the New Parallel Runway at Brisbane Airport

· Jan De Nul Group: New parallel runway for Brisbane Airport

· Hall Contracting: New Parallel Runway Project

· Jacobs Awarded Contracts through Brisbane Airport Airside

· Airbiz: Aircraft noise projections

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 and explain estimating processes and concepts to the project;

· N.J. Smith Chapter 7 will most likely be a substantial part of the way that you’ll explore the estimating process. I think this chapter is particularly good and very relevant to the owners of large assets.

· You may also find that the volume of Edwards, Hermanson, and Ivancevich book on accounting has some additional insights that are worth reflecting on!

· AS 4915 is another standard for a contract. This time it’s about the provision of project management. You might like to compare some of its clauses with the other forms of contract you can find on the SAI web site. In week 7 there is an optional reading for AS 4902-2000 General conditions of contract for design and construct.

· The optional readings from the Engineering & Construction Risk Institute also have summaries of contract issues worth considering. Obviously when negotiating a contract the accuracy of the estimates becomes critical.

· In this last respect you might like to reflect on the links concerning the participants in the Brisbane Airport New Parallel Runway. What kinds of estimates and contracts might be put together for these participants?

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?

References

6 of 6

PPMP20013 Template Portfolio - Week 5 v01a.docx

(Insert Student Name) / (Insert Student Number) - PPMP20013 Unit Portfolio for Week 5

Week 5: Manage the project requirements and change processes.

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 8, 9, 10;

· QLD Dept. Transport and Main Roads. 2017. Project cost estimating manual;

Optional Readings

· AS/NZS ISO/IEC 15288:2015 Systems and software engineering;

Case Study

· BMD Constructions has a unique capability and portfolio of projects

· Brisbane Airport Corporation’s New Parallel Runway

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 think about project requirements and change processes. Once a project is being executed then any changes from the planned baseline needs to go through a change process. Large asset owners hate changes! Their carefully laid plans and budgets might be compromised. Production might be impacted. But catering for change is an essential element of project management. Changes might occur because the planning either could not or did not occur properly. Changes might occur for unforeseen circumstances, such as weather events, or marketplace changes. So how to the large asset owners handle changes?

· N.J. Smith Chapters 8, 9 and 10 discusses Programme Management, Planning and Project Control using EVM. I’m sure you covered these topics in other units? But are there any additional insights that you might gain from Smith. Chapter 8 discusses Programme Management (programme is the British spelling of Program). Section 8.1 is about Strategic management, managing change and programme management. Read this section carefully and then use it as the basis for the remainder of your reflection.

· You also may find the thoughts and web information found on the QLD Transport and Main Roads web site a useful insight to how a large asset owner practices project management and change.

· What additional insights do the optional reading and the case study links provide?

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 8, 9, 10;

· QLD Dept. Transport and Main Roads. 2017. Project cost estimating manual;

Optional Readings

· AS/NZS ISO/IEC 15288:2015 Systems and software engineering;

Case Study

· BMD Constructions has a unique capability and portfolio of projects

· Brisbane Airport Corporation’s New Parallel Runway

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 think about project requirements and change processes. Once a project is being executed then any changes from the planned baseline needs to go through a change process. Large asset owners hate changes! Their carefully laid plans and budgets might be compromised. Production might be impacted. But catering for change is an essential element of project management. Changes might occur because the planning either could not or did not occur properly. Changes might occur for unforeseen circumstances, such as weather events, or marketplace changes. So how to the large asset owners handle changes?

· N.J. Smith Chapters 8, 9 and 10 discusses Programme Management, Planning and Project Control using EVM. I’m sure you covered these topics in other units? But are there any additional insights that you might gain from Smith. Chapter 8 discusses Programme Management (programme is the British spelling of Program). Section 8.1 is about Strategic management, managing change and programme management. Read this section carefully and then use it as the basis for the remainder of your reflection.

· You also may find the thoughts and web information found on the QLD Transport and Main Roads web site a useful insight to how a large asset owner practices project management and change.

· What additional insights do the optional reading and the case study links provide?

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 8, 9, 10;

· QLD Dept. Transport and Main Roads. 2017. Project cost estimating manual;

Optional Readings

· AS/NZS ISO/IEC 15288:2015 Systems and software engineering;

Case Study

· BMD Constructions has a unique capability and portfolio of projects

· Brisbane Airport Corporation’s New Parallel Runway

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 think about project requirements and change processes. Once a project is being executed then any changes from the planned baseline needs to go through a change process. Large asset owners hate changes! Their carefully laid plans and budgets might be compromised. Production might be impacted. But catering for change is an essential element of project management. Changes might occur because the planning either could not or did not occur properly. Changes might occur for unforeseen circumstances, such as weather events, or marketplace changes. So how to the large asset owners handle changes?

· N.J. Smith Chapters 8, 9 and 10 discusses Programme Management, Planning and Project Control using EVM. I’m sure you covered these topics in other units? But are there any additional insights that you might gain from Smith. Chapter 8 discusses Programme Management (programme is the British spelling of Program). Section 8.1 is about Strategic management, managing change and programme management. Read this section carefully and then use it as the basis for the remainder of your reflection.

· You also may find the thoughts and web information found on the QLD Transport and Main Roads web site a useful insight to how a large asset owner practices project management and change.

· What additional insights do the optional reading and the case study links provide?

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 8, 9, 10;

· QLD Dept. Transport and Main Roads. 2017. Project cost estimating manual;

Optional Readings

· AS/NZS ISO/IEC 15288:2015 Systems and software engineering;

Case Study

· BMD Constructions has a unique capability and portfolio of projects

· Brisbane Airport Corporation’s New Parallel Runway

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 think about project requirements and change processes. Once a project is being executed then any changes from the planned baseline needs to go through a change process. Large asset owners hate changes! Their carefully laid plans and budgets might be compromised. Production might be impacted. But catering for change is an essential element of project management. Changes might occur because the planning either could not or did not occur properly. Changes might occur for unforeseen circumstances, such as weather events, or marketplace changes. So how to the large asset owners handle changes?

· N.J. Smith Chapters 8, 9 and 10 discusses Programme Management, Planning and Project Control using EVM. I’m sure you covered these topics in other units? But are there any additional insights that you might gain from Smith. Chapter 8 discusses Programme Management (programme is the British spelling of Program). Section 8.1 is about Strategic management, managing change and programme management. Read this section carefully and then use it as the basis for the remainder of your reflection.

· You also may find the thoughts and web information found on the QLD Transport and Main Roads web site a useful insight to how a large asset owner practices project management and change.

· What additional insights do the optional reading and the case study links provide?

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 8, 9, 10;

· QLD Dept. Transport and Main Roads. 2017. Project cost estimating manual;

Optional Readings

· AS/NZS ISO/IEC 15288:2015 Systems and software engineering;

Case Study

· BMD Constructions has a unique capability and portfolio of projects

· Brisbane Airport Corporation’s New Parallel Runway

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 think about project requirements and change processes. Once a project is being executed then any changes from the planned baseline needs to go through a change process. Large asset owners hate changes! Their carefully laid plans and budgets might be compromised. Production might be impacted. But catering for change is an essential element of project management. Changes might occur because the planning either could not or did not occur properly. Changes might occur for unforeseen circumstances, such as weather events, or marketplace changes. So how to the large asset owners handle changes?

· N.J. Smith Chapters 8, 9 and 10 discusses Programme Management, Planning and Project Control using EVM. I’m sure you covered these topics in other units? But are there any additional insights that you might gain from Smith. Chapter 8 discusses Programme Management (programme is the British spelling of Program). Section 8.1 is about Strategic management, managing change and programme management. Read this section carefully and then use it as the basis for the remainder of your reflection.

· You also may find the thoughts and web information found on the QLD Transport and Main Roads web site a useful insight to how a large asset owner practices project management and change.

· What additional insights do the optional reading and the case study links provide?

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?

References

6 of 6

PPMP20013 Template Portfolio - Week 6 v01a.docx

(Insert Student Name) / (Insert Student Number) - PPMP20013 Unit Portfolio for Week 6

Week 6: Identify and apply project contract conditions to project teams and project processes.

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 11 & 12;

· Australian Contractors Association (ACA) Relationship Contracting;

Optional Readings

· BMA's Caval Ridge Mine;

· Adani Mining Pty Ltd Carmichael Coal Mine and Rail Project;

Case Study

· Enhanced instructions and grading criteria.

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 think about how and why a large asset owner might use different types of project contracts to manage their projects. You may recall from previous studies when you read Kerzner or the PMBOK how contracts can be used for risk transference? Kerzner in Chapter 19 of Project Management: A Systems Approach to Planning, Scheduling, and Controlling has a very comprehensive discussion of Contract Management. Equally in N. J. Smith’s book Chapters 11 and 12 also discuss Contract Management. In Smith the two chapters are authored in the book by David Wright – you might like to read of David’s biography on page xvii. As you read the chapters can you see what might be the motivation by a large asset owner to:

· Influence the project outcomes, performance, and cost through different types of contracts or contract processes?

· Impose on contractor’s contracts that might be unsuitable and beyond the contractor’s capabilities?

· Apply the legal context of contracts in a zealous manner?

You may find it interesting to scan the Australian Contractors Association (ACA) web site to see what their approach to contracts is. Ask yourself whether their view is different to that of David Wright?

Finally the optional readings point you to the QLD Government's Department of State Development, Infrastructure and Planning web pages for a couple of mine sites. You may find it additionally interesting to reflect on conditions that are increasingly being imposed by third parties, such as governments, external to the asset owner and 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 11 & 12;

· Australian Contractors Association (ACA) Relationship Contracting;

Optional Readings

· BMA's Caval Ridge Mine;

· Adani Mining Pty Ltd Carmichael Coal Mine and Rail Project;

Case Study

· Enhanced instructions and grading criteria.

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 think about how and why a large asset owner might use different types of project contracts to manage their projects. You may recall from previous studies when you read Kerzner or the PMBOK how contracts can be used for risk transference? Kerzner in Chapter 19 of Project Management: A Systems Approach to Planning, Scheduling, and Controlling has a very comprehensive discussion of Contract Management. Equally in N. J. Smith’s book Chapters 11 and 12 also discuss Contract Management. In Smith the two chapters are authored in the book by David Wright – you might like to read of David’s biography on page xvii. As you read the chapters can you see what might be the motivation by a large asset owner to:

· Influence the project outcomes, performance, and cost through different types of contracts or contract processes?

· Impose on contractor’s contracts that might be unsuitable and beyond the contractor’s capabilities?

· Apply the legal context of contracts in a zealous manner?

You may find it interesting to scan the Australian Contractors Association (ACA) web site to see what their approach to contracts is. Ask yourself whether their view is different to that of David Wright?

Finally the optional readings point you to the QLD Government's Department of State Development, Infrastructure and Planning web pages for a couple of mine sites. You may find it additionally interesting to reflect on conditions that are increasingly being imposed by third parties, such as governments, external to the asset owner and 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 11 & 12;

· Australian Contractors Association (ACA) Relationship Contracting;

Optional Readings

· BMA's Caval Ridge Mine;

· Adani Mining Pty Ltd Carmichael Coal Mine and Rail Project;

Case Study

· Enhanced instructions and grading criteria.

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 think about how and why a large asset owner might use different types of project contracts to manage their projects. You may recall from previous studies when you read Kerzner or the PMBOK how contracts can be used for risk transference? Kerzner in Chapter 19 of Project Management: A Systems Approach to Planning, Scheduling, and Controlling has a very comprehensive discussion of Contract Management. Equally in N. J. Smith’s book Chapters 11 and 12 also discuss Contract Management. In Smith the two chapters are authored in the book by David Wright – you might like to read of David’s biography on page xvii. As you read the chapters can you see what might be the motivation by a large asset owner to:

· Influence the project outcomes, performance, and cost through different types of contracts or contract processes?

· Impose on contractor’s contracts that might be unsuitable and beyond the contractor’s capabilities?

· Apply the legal context of contracts in a zealous manner?

You may find it interesting to scan the Australian Contractors Association (ACA) web site to see what their approach to contracts is. Ask yourself whether their view is different to that of David Wright?

Finally the optional readings point you to the QLD Government's Department of State Development, Infrastructure and Planning web pages for a couple of mine sites. You may find it additionally interesting to reflect on conditions that are increasingly being imposed by third parties, such as governments, external to the asset owner and 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 11 & 12;

· Australian Contractors Association (ACA) Relationship Contracting;

Optional Readings

· BMA's Caval Ridge Mine;

· Adani Mining Pty Ltd Carmichael Coal Mine and Rail Project;

Case Study

· Enhanced instructions and grading criteria.

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 think about how and why a large asset owner might use different types of project contracts to manage their projects. You may recall from previous studies when you read Kerzner or the PMBOK how contracts can be used for risk transference? Kerzner in Chapter 19 of Project Management: A Systems Approach to Planning, Scheduling, and Controlling has a very comprehensive discussion of Contract Management. Equally in N. J. Smith’s book Chapters 11 and 12 also discuss Contract Management. In Smith the two chapters are authored in the book by David Wright – you might like to read of David’s biography on page xvii. As you read the chapters can you see what might be the motivation by a large asset owner to:

· Influence the project outcomes, performance, and cost through different types of contracts or contract processes?

· Impose on contractor’s contracts that might be unsuitable and beyond the contractor’s capabilities?

· Apply the legal context of contracts in a zealous manner?

You may find it interesting to scan the Australian Contractors Association (ACA) web site to see what their approach to contracts is. Ask yourself whether their view is different to that of David Wright?

Finally the optional readings point you to the QLD Government's Department of State Development, Infrastructure and Planning web pages for a couple of mine sites. You may find it additionally interesting to reflect on conditions that are increasingly being imposed by third parties, such as governments, external to the asset owner and 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 11 & 12;

· Australian Contractors Association (ACA) Relationship Contracting;

Optional Readings

· BMA's Caval Ridge Mine;

· Adani Mining Pty Ltd Carmichael Coal Mine and Rail Project;

Case Study

· Enhanced instructions and grading criteria.

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 think about how and why a large asset owner might use different types of project contracts to manage their projects. You may recall from previous studies when you read Kerzner or the PMBOK how contracts can be used for risk transference? Kerzner in Chapter 19 of Project Management: A Systems Approach to Planning, Scheduling, and Controlling has a very comprehensive discussion of Contract Management. Equally in N. J. Smith’s book Chapters 11 and 12 also discuss Contract Management. In Smith the two chapters are authored in the book by David Wright – you might like to read of David’s biography on page xvii. As you read the chapters can you see what might be the motivation by a large asset owner to:

· Influence the project outcomes, performance, and cost through different types of contracts or contract processes?

· Impose on contractor’s contracts that might be unsuitable and beyond the contractor’s capabilities?

· Apply the legal context of contracts in a zealous manner?

You may find it interesting to scan the Australian Contractors Association (ACA) web site to see what their approach to contracts is. Ask yourself whether their view is different to that of David Wright?

Finally the optional readings point you to the QLD Government's Department of State Development, Infrastructure and Planning web pages for a couple of mine sites. You may find it additionally interesting to reflect on conditions that are increasingly being imposed by third parties, such as governments, external to the asset owner and 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?

References

7 of 7

PPMP20013 Template Portfolio - Week 7 v01a.docx

(Insert Student Name) / (Insert Student Number) - PPMP20013 Unit Portfolio for Week 7

Week 7: Define and apply quality assurance and quality control.

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, 11 & 12;

· AS/NZS ISO 9004:2011;

Optional Readings

· AS 9002-2000(+A1);

Case Study

· BMD: Management Systems;

· BAC: EIS and MDP.

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 apply both quality assurance and quality control to the project. Naturally quality is important! No one wants something that is poor quality. The readings from Smith have already been covered in week 2 and last week in week 6, so you should be familiar with the ideas surrounding quality? You might like to ask yourself:

· In what way does a large asset owner gain the highest project quality?

· What is the difference between quality assurance and quality control?

· Who pays for quality assurance?

· Who pays for quality control?

· What contracts are involved? In other words quality assurance is often part of the main contract for work, whereas quality control may form part of a different contract. Why is this the case?

AS/NZS ISO 9004:2011 Managing for the sustained success of an organization - A quality management approach is an International Standard that has been adopted by both Australia and New Zealand. Hence the AS/NZS ISO. In this respect it is a standard that is in wide circulation and therefore pretty important. The 9004 standard provides a good overview of the role of quality. You may find it helpful in reflecting on the above bullet points.

AS 4902-2000(+A1) is an Australian standard – the 2000 is the year it was introduced - +A1 means that Amendment 1 was incorporated in 2005. This standard covers the general conditions of contract for design and construct. However, there are many different contracts in the SAI web site. You might like to access SAI and type in “contract” then see how many different forms of standard contract exist. Is there anything that might assist your reflections on the bullet points above? Particularly with respect to the role of quality assurance versus control?

Finally the case study web site for BMD provides you with an insight into how BMD promote themselves. Is there any focus that you can see? What about their overall presentation regarding quality? Is there a message they are trying to get over? What about BCA? Are there differences?

· 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, 11 & 12;

· AS/NZS ISO 9004:2011;

Optional Readings

· AS 9002-2000(+A1);

Case Study

· BMD: Management Systems;

· BAC: EIS and MDP.

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 apply both quality assurance and quality control to the project. Naturally quality is important! No one wants something that is poor quality. The readings from Smith have already been covered in week 2 and last week in week 6, so you should be familiar with the ideas surrounding quality? You might like to ask yourself:

· In what way does a large asset owner gain the highest project quality?

· What is the difference between quality assurance and quality control?

· Who pays for quality assurance?

· Who pays for quality control?

· What contracts are involved? In other words quality assurance is often part of the main contract for work, whereas quality control may form part of a different contract. Why is this the case?

AS/NZS ISO 9004:2011 Managing for the sustained success of an organization - A quality management approach is an International Standard that has been adopted by both Australia and New Zealand. Hence the AS/NZS ISO. In this respect it is a standard that is in wide circulation and therefore pretty important. The 9004 standard provides a good overview of the role of quality. You may find it helpful in reflecting on the above bullet points.

AS 4902-2000(+A1) is an Australian standard – the 2000 is the year it was introduced - +A1 means that Amendment 1 was incorporated in 2005. This standard covers the general conditions of contract for design and construct. However, there are many different contracts in the SAI web site. You might like to access SAI and type in “contract” then see how many different forms of standard contract exist. Is there anything that might assist your reflections on the bullet points above? Particularly with respect to the role of quality assurance versus control?

Finally the case study web site for BMD provides you with an insight into how BMD promote themselves. Is there any focus that you can see? What about their overall presentation regarding quality? Is there a message they are trying to get over? What about BCA? Are there differences?

· 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, 11 & 12;

· AS/NZS ISO 9004:2011;

Optional Readings

· AS 9002-2000(+A1);

Case Study

· BMD: Management Systems;

· BAC: EIS and MDP.

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 apply both quality assurance and quality control to the project. Naturally quality is important! No one wants something that is poor quality. The readings from Smith have already been covered in week 2 and last week in week 6, so you should be familiar with the ideas surrounding quality? You might like to ask yourself:

· In what way does a large asset owner gain the highest project quality?

· What is the difference between quality assurance and quality control?

· Who pays for quality assurance?

· Who pays for quality control?

· What contracts are involved? In other words quality assurance is often part of the main contract for work, whereas quality control may form part of a different contract. Why is this the case?

AS/NZS ISO 9004:2011 Managing for the sustained success of an organization - A quality management approach is an International Standard that has been adopted by both Australia and New Zealand. Hence the AS/NZS ISO. In this respect it is a standard that is in wide circulation and therefore pretty important. The 9004 standard provides a good overview of the role of quality. You may find it helpful in reflecting on the above bullet points.

AS 4902-2000(+A1) is an Australian standard – the 2000 is the year it was introduced - +A1 means that Amendment 1 was incorporated in 2005. This standard covers the general conditions of contract for design and construct. However, there are many different contracts in the SAI web site. You might like to access SAI and type in “contract” then see how many different forms of standard contract exist. Is there anything that might assist your reflections on the bullet points above? Particularly with respect to the role of quality assurance versus control?

Finally the case study web site for BMD provides you with an insight into how BMD promote themselves. Is there any focus that you can see? What about their overall presentation regarding quality? Is there a message they are trying to get over? What about BCA? Are there differences?

· 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, 11 & 12;

· AS/NZS ISO 9004:2011;

Optional Readings

· AS 9002-2000(+A1);

Case Study

· BMD: Management Systems;

· BAC: EIS and MDP.

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 apply both quality assurance and quality control to the project. Naturally quality is important! No one wants something that is poor quality. The readings from Smith have already been covered in week 2 and last week in week 6, so you should be familiar with the ideas surrounding quality? You might like to ask yourself:

· In what way does a large asset owner gain the highest project quality?

· What is the difference between quality assurance and quality control?

· Who pays for quality assurance?

· Who pays for quality control?

· What contracts are involved? In other words quality assurance is often part of the main contract for work, whereas quality control may form part of a different contract. Why is this the case?

AS/NZS ISO 9004:2011 Managing for the sustained success of an organization - A quality management approach is an International Standard that has been adopted by both Australia and New Zealand. Hence the AS/NZS ISO. In this respect it is a standard that is in wide circulation and therefore pretty important. The 9004 standard provides a good overview of the role of quality. You may find it helpful in reflecting on the above bullet points.

AS 4902-2000(+A1) is an Australian standard – the 2000 is the year it was introduced - +A1 means that Amendment 1 was incorporated in 2005. This standard covers the general conditions of contract for design and construct. However, there are many different contracts in the SAI web site. You might like to access SAI and type in “contract” then see how many different forms of standard contract exist. Is there anything that might assist your reflections on the bullet points above? Particularly with respect to the role of quality assurance versus control?

Finally the case study web site for BMD provides you with an insight into how BMD promote themselves. Is there any focus that you can see? What about their overall presentation regarding quality? Is there a message they are trying to get over? What about BCA? Are there differences?

· 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, 11 & 12;

· AS/NZS ISO 9004:2011;

Optional Readings

· AS 9002-2000(+A1);

Case Study

· BMD: Management Systems;

· BAC: EIS and MDP.

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 apply both quality assurance and quality control to the project. Naturally quality is important! No one wants something that is poor quality. The readings from Smith have already been covered in week 2 and last week in week 6, so you should be familiar with the ideas surrounding quality? You might like to ask yourself:

· In what way does a large asset owner gain the highest project quality?

· What is the difference between quality assurance and quality control?

· Who pays for quality assurance?

· Who pays for quality control?

· What contracts are involved? In other words quality assurance is often part of the main contract for work, whereas quality control may form part of a different contract. Why is this the case?

AS/NZS ISO 9004:2011 Managing for the sustained success of an organization - A quality management approach is an International Standard that has been adopted by both Australia and New Zealand. Hence the AS/NZS ISO. In this respect it is a standard that is in wide circulation and therefore pretty important. The 9004 standard provides a good overview of the role of quality. You may find it helpful in reflecting on the above bullet points.

AS 4902-2000(+A1) is an Australian standard – the 2000 is the year it was introduced - +A1 means that Amendment 1 was incorporated in 2005. This standard covers the general conditions of contract for design and construct. However, there are many different contracts in the SAI web site. You might like to access SAI and type in “contract” then see how many different forms of standard contract exist. Is there anything that might assist your reflections on the bullet points above? Particularly with respect to the role of quality assurance versus control?

Finally the case study web site for BMD provides you with an insight into how BMD promote themselves. Is there any focus that you can see? What about their overall presentation regarding quality? Is there a message they are trying to get over? What about BCA? Are there differences?

· 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?

References

6 of 8

PPMP20013 Template Portfolio - Week 8 v01a.docx

(Insert Student Name) / (Insert Student Number) - PPMP20013 Unit Portfolio for Week 8

Week 8: Design and apply document management and governance processes.

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 12, 13 & 14;

Optional Readings

· AS/NZS 8016:2013 Governance of IT enabled projects.

· lyas, Hassan, & Ilyas, (2013). PMIS: boon or bane?

· Kelly (2010). Governance rules!

Case Study

· BCA Annual Report pp44-51;

· BAC: EIS and MDP.

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 investigate document management and governance? You might like to ask yourself:

· What is document management?

· What is governance?

· Are they different or the same?

· Why would a large asset owner be interested is either document management or governance?

The questions above are both very simple and yet at the same time very profound! You might like to reflect on the reverse, in other words the lack of document management and the lack of governance! What then is the impact to an owner of large assets?

The optional readings consist of AS/NZS 8016:2013 which is about governance of IT enabled projects. Are there any arguments that support the reason why large asset owners might require governance in their projects? This is then supported by Kelly’s advocating and exposition of the principles for governance.

Finally the case study BCA Annual Report illustrates BAC’s approach to governance from the perspective of a large asset owner. How would this approach influence the project for the Parallel Runway?

· 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 12, 13 & 14;

Optional Readings

· AS/NZS 8016:2013 Governance of IT enabled projects.

· lyas, Hassan, & Ilyas, (2013). PMIS: boon or bane?

· Kelly (2010). Governance rules!

Case Study

· BCA Annual Report pp44-51;

· BAC: EIS and MDP.

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 investigate document management and governance? You might like to ask yourself:

· What is document management?

· What is governance?

· Are they different or the same?

· Why would a large asset owner be interested is either document management or governance?

The questions above are both very simple and yet at the same time very profound! You might like to reflect on the reverse, in other words the lack of document management and the lack of governance! What then is the impact to an owner of large assets?

The optional readings consist of AS/NZS 8016:2013 which is about governance of IT enabled projects. Are there any arguments that support the reason why large asset owners might require governance in their projects? This is then supported by Kelly’s advocating and exposition of the principles for governance.

Finally the case study BCA Annual Report illustrates BAC’s approach to governance from the perspective of a large asset owner. How would this approach influence the project for the Parallel Runway?

· 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 12, 13 & 14;

Optional Readings

· AS/NZS 8016:2013 Governance of IT enabled projects.

· lyas, Hassan, & Ilyas, (2013). PMIS: boon or bane?

· Kelly (2010). Governance rules!

Case Study

· BCA Annual Report pp44-51;

· BAC: EIS and MDP.

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 investigate document management and governance? You might like to ask yourself:

· What is document management?

· What is governance?

· Are they different or the same?

· Why would a large asset owner be interested is either document management or governance?

The questions above are both very simple and yet at the same time very profound! You might like to reflect on the reverse, in other words the lack of document management and the lack of governance! What then is the impact to an owner of large assets?

The optional readings consist of AS/NZS 8016:2013 which is about governance of IT enabled projects. Are there any arguments that support the reason why large asset owners might require governance in their projects? This is then supported by Kelly’s advocating and exposition of the principles for governance.

Finally the case study BCA Annual Report illustrates BAC’s approach to governance from the perspective of a large asset owner. How would this approach influence the project for the Parallel Runway?

· 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 12, 13 & 14;

Optional Readings

· AS/NZS 8016:2013 Governance of IT enabled projects.

· lyas, Hassan, & Ilyas, (2013). PMIS: boon or bane?

· Kelly (2010). Governance rules!

Case Study

· BCA Annual Report pp44-51;

· BAC: EIS and MDP.

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 investigate document management and governance? You might like to ask yourself:

· What is document management?

· What is governance?

· Are they different or the same?

· Why would a large asset owner be interested is either document management or governance?

The questions above are both very simple and yet at the same time very profound! You might like to reflect on the reverse, in other words the lack of document management and the lack of governance! What then is the impact to an owner of large assets?

The optional readings consist of AS/NZS 8016:2013 which is about governance of IT enabled projects. Are there any arguments that support the reason why large asset owners might require governance in their projects? This is then supported by Kelly’s advocating and exposition of the principles for governance.

Finally the case study BCA Annual Report illustrates BAC’s approach to governance from the perspective of a large asset owner. How would this approach influence the project for the Parallel Runway?

· 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 12, 13 & 14;

Optional Readings

· AS/NZS 8016:2013 Governance of IT enabled projects.

· lyas, Hassan, & Ilyas, (2013). PMIS: boon or bane?

· Kelly (2010). Governance rules!

Case Study

· BCA Annual Report pp44-51;

· BAC: EIS and MDP.

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 investigate document management and governance? You might like to ask yourself:

· What is document management?

· What is governance?

· Are they different or the same?

· Why would a large asset owner be interested is either document management or governance?

The questions above are both very simple and yet at the same time very profound! You might like to reflect on the reverse, in other words the lack of document management and the lack of governance! What then is the impact to an owner of large assets?

The optional readings consist of AS/NZS 8016:2013 which is about governance of IT enabled projects. Are there any arguments that support the reason why large asset owners might require governance in their projects? This is then supported by Kelly’s advocating and exposition of the principles for governance.

Finally the case study BCA Annual Report illustrates BAC’s approach to governance from the perspective of a large asset owner. How would this approach influence the project for the Parallel Runway?

· 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?

References

4 of 6

PPMP20013 Template Portfolio - Week 9 v01a.docx

(Insert Student Name) / (Insert Student Number) - PPMP20013 Unit Portfolio for Week 9

Week 9: Manage change, disputes, arbitration and mediation.

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

· Smith Chapters 4, 15 & 20;

Optional Readings

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

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

Case Study

· QBCC.

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?

References

9 of 9

PPMP20013 Template Portfolio - Week 10 v01a.docx

(Insert Student Name) / (Insert Student Number) - PPMP20013 Unit Portfolio for Week 10, 11 and 12

Week 10: Critically analyse the implications and impacts of safety.

Week 11: Explore modern approaches to extended projects.

Week 12: Ensure sustainability.

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 3, 11 to 3.13;

· 4801-2001;

· 4804-2001;

· Smith Chapters 16 & 17;

· Smith Chapters 18, 19, 20 & 21.

Optional Readings

· Safe Work Australia;

· AS 1470-1986;

· Australian Constructors Association;

· Civil Contractors;

· Department of the Environment;

· BHP;

· AS/NZS 5911:2013.

Case Study

· BAC: Work Health & Safety;

· BMD Empower: Health, Safety, Environment and Quality (HSEQ);

· Productivity Commission: Public Infrastructure Inquiry report;

· PMI: Submission to the Productivity Commission;

· BAC sustainability Fact Sheets;

· BMD Empower.

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

Finally we come to the last of the formal portfolio templates. After this template you will start putting together your consolidated portfolio.

However, please bear in mind that there are two additional weeks that you should reflect on in the Consolidated Portfolio, namely weeks 11 and 12. The topics are:

· Week 11: Explore modern approaches to extended projects;

· Week 12: Ensure sustainability.

Don’t fail to reflect on them in your Consolidated Portfolio since they are included in the marking criteria. It’s just that once you’ve uploaded this 10th portfolio in the 11th week there is not much chance of providing further discussion in the tutorials. Also by now you should have got the idea about the portfolios and so don’t really need a template for each week!

The objective of this week’s topic is to critically analyse the implications and impacts of safety! Firstly you might like to consider why the topic starts with the words “critically analyse”? One aspect of safety is that it is an aspirational concept! In other words there is no such thing as too safe! What was safe ten years ago is not safe now! And, what is safe now is not going to be considered safe in ten years’ time! Therefore there is a relationship between safety and risk – see Smith sections 3.11, 3.12, and 3.13.

You might like to look at the optional readings and ask yourself how they correlate to some of the ideas Smith considers regarding risk and uncertainty management:

· Safe Work Australia web site?

· AS 1470-1986 Health and safety at work?

In week 11 and week 12 we consider where all this is going with regards to contemporary and future approaches as well as sustainability. Smith discusses in his chapters many interesting ideas around:

· Partnering

· Finance

· Stakeholders

· Developing countries

· PRINCE2 and the Future

Again have a look at the optional readings and the case study web sites to ask yourself in what way do they explore contemporary and future approaches as well as sustainability.

· 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 3, 11 to 3.13;

· 4801-2001;

· 4804-2001;

· Smith Chapters 16 & 17;

· Smith Chapters 18, 19, 20 & 21.

Optional Readings

· Safe Work Australia;

· AS 1470-1986;

· Australian Constructors Association;

· Civil Contractors;

· Department of the Environment;

· BHP;

· AS/NZS 5911:2013.

Case Study

· BAC: Work Health & Safety;

· BMD Empower: Health, Safety, Environment and Quality (HSEQ);

· Productivity Commission: Public Infrastructure Inquiry report;

· PMI: Submission to the Productivity Commission;

· BAC sustainability Fact Sheets;

· BMD Empower.

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.

Finally we come to the last of the formal portfolio templates. After this template you will start putting together your consolidated portfolio.

However, please bear in mind that there are two additional weeks that you should reflect on in the Consolidated Portfolio, namely weeks 11 and 12. The topics are:

· Week 11: Explore modern approaches to extended projects;

· Week 12: Ensure sustainability.

Don’t fail to reflect on them in your Consolidated Portfolio since they are included in the marking criteria. It’s just that once you’ve uploaded this 10th portfolio in the 11th week there is not much chance of providing further discussion in the tutorials. Also by now you should have got the idea about the portfolios and so don’t really need a template!

The objective of this week’s topic is to critically analyse the implications and impacts of safety! Firstly you might like to consider why the topic starts with the words “critically analyse”? One aspect of safety is that it is an aspirational concept! In other words there is no such thing as too safe! What was safe ten years ago is not safe now! And, what is safe now is not going to be considered safe in ten years’ time! Therefore there is a relationship between safety and risk – see Smith sections 3.11, 3.12, and 3.13.

You might like to look at the optional readings and ask yourself how they correlate to some of the ideas Smith considers regarding risk and uncertainty management:

· Safe Work Australia web site?

· AS 1470-1986 Health and safety at work?

In week 11 and week 12 we consider where all this is going with regards to contemporary and future approaches as well as sustainability. Smith discusses in his chapters many interesting ideas around:

· Partnering

· Finance

· Stakeholders

· Developing countries

· PRINCE2 and the Future

Again have a look at the optional readings and the case study web sites to ask yourself in what way do they explore contemporary and future approaches as well as sustainability.

· 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 3, 11 to 3.13;

· 4801-2001;

· 4804-2001;

· Smith Chapters 16 & 17;

· Smith Chapters 18, 19, 20 & 21.

Optional Readings

· Safe Work Australia;

· AS 1470-1986;

· Australian Constructors Association;

· Civil Contractors;

· Department of the Environment;

· BHP;

· AS/NZS 5911:2013.

Case Study

· BAC: Work Health & Safety;

· BMD Empower: Health, Safety, Environment and Quality (HSEQ);

· Productivity Commission: Public Infrastructure Inquiry report;

· PMI: Submission to the Productivity Commission;

· BAC sustainability Fact Sheets;

· BMD Empower.

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.

Finally we come to the last of the formal portfolio templates. After this template you will start putting together your consolidated portfolio.

However, please bear in mind that there are two additional weeks that you should reflect on in the Consolidated Portfolio, namely weeks 11 and 12. The topics are:

· Week 11: Explore modern approaches to extended projects;

· Week 12: Ensure sustainability.

Don’t fail to reflect on them in your Consolidated Portfolio since they are included in the marking criteria. It’s just that once you’ve uploaded this 10th portfolio in the 11th week there is not much chance of providing further discussion in the tutorials. Also by now you should have got the idea about the portfolios and so don’t really need a template!

The objective of this week’s topic is to critically analyse the implications and impacts of safety! Firstly you might like to consider why the topic starts with the words “critically analyse”? One aspect of safety is that it is an aspirational concept! In other words there is no such thing as too safe! What was safe ten years ago is not safe now! And, what is safe now is not going to be considered safe in ten years’ time! Therefore there is a relationship between safety and risk – see Smith sections 3.11, 3.12, and 3.13.

You might like to look at the optional readings and ask yourself how they correlate to some of the ideas Smith considers regarding risk and uncertainty management:

· Safe Work Australia web site?

· AS 1470-1986 Health and safety at work?

In week 11 and week 12 we consider where all this is going with regards to contemporary and future approaches as well as sustainability. Smith discusses in his chapters many interesting ideas around:

· Partnering

· Finance

· Stakeholders

· Developing countries

· PRINCE2 and the Future

Again have a look at the optional readings and the case study web sites to ask yourself in what way do they explore contemporary and future approaches as well as sustainability.

· 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 3, 11 to 3.13;

· 4801-2001;

· 4804-2001;

· Smith Chapters 16 & 17;

· Smith Chapters 18, 19, 20 & 21.

Optional Readings

· Safe Work Australia;

· AS 1470-1986;

· Australian Constructors Association;

· Civil Contractors;

· Department of the Environment;

· BHP;

· AS/NZS 5911:2013.

Case Study

· BAC: Work Health & Safety;

· BMD Empower: Health, Safety, Environment and Quality (HSEQ);

· Productivity Commission: Public Infrastructure Inquiry report;

· PMI: Submission to the Productivity Commission;

· BAC sustainability Fact Sheets;

· BMD Empower.

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.

Finally we come to the last of the formal portfolio templates. After this template you will start putting together your consolidated portfolio.

However, please bear in mind that there are two additional weeks that you should reflect on in the Consolidated Portfolio, namely weeks 11 and 12. The topics are:

· Week 11: Explore modern approaches to extended projects;

· Week 12: Ensure sustainability.

Don’t fail to reflect on them in your Consolidated Portfolio since they are included in the marking criteria. It’s just that once you’ve uploaded this 10th portfolio in the 11th week there is not much chance of providing further discussion in the tutorials. Also by now you should have got the idea about the portfolios and so don’t really need a template!

The objective of this week’s topic is to critically analyse the implications and impacts of safety! Firstly you might like to consider why the topic starts with the words “critically analyse”? One aspect of safety is that it is an aspirational concept! In other words there is no such thing as too safe! What was safe ten years ago is not safe now! And, what is safe now is not going to be considered safe in ten years’ time! Therefore there is a relationship between safety and risk – see Smith sections 3.11, 3.12, and 3.13.

You might like to look at the optional readings and ask yourself how they correlate to some of the ideas Smith considers regarding risk and uncertainty management:

· Safe Work Australia web site?

· AS 1470-1986 Health and safety at work?

In week 11 and week 12 we consider where all this is going with regards to contemporary and future approaches as well as sustainability. Smith discusses in his chapters many interesting ideas around:

· Partnering

· Finance

· Stakeholders

· Developing countries

· PRINCE2 and the Future

Again have a look at the optional readings and the case study web sites to ask yourself in what way do they explore contemporary and future approaches as well as sustainability.

· 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 3, 11 to 3.13;

· 4801-2001;

· 4804-2001;

· Smith Chapters 16 & 17;

· Smith Chapters 18, 19, 20 & 21.

Optional Readings

· Safe Work Australia;

· AS 1470-1986;

· Australian Constructors Association;

· Civil Contractors;

· Department of the Environment;

· BHP;

· AS/NZS 5911:2013.

Case Study

· BAC: Work Health & Safety;

· BMD Empower: Health, Safety, Environment and Quality (HSEQ);

· Productivity Commission: Public Infrastructure Inquiry report;

· PMI: Submission to the Productivity Commission;

· BAC sustainability Fact Sheets;

· BMD Empower.

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

Finally we come to the last of the formal portfolio templates. After this template you will start putting together your consolidated portfolio.

However, please bear in mind that there are two additional weeks that you should reflect on in the Consolidated Portfolio, namely weeks 11 and 12. The topics are:

· Week 11: Explore modern approaches to extended projects;

· Week 12: Ensure sustainability.

Don’t fail to reflect on them in your Consolidated Portfolio since they are included in the marking criteria. It’s just that once you’ve uploaded this 10th portfolio in the 11th week there is not much chance of providing further discussion in the tutorials. Also by now you should have got the idea about the portfolios and so don’t really need a template!

The objective of this week’s topic is to critically analyse the implications and impacts of safety! Firstly you might like to consider why the topic starts with the words “critically analyse”? One aspect of safety is that it is an aspirational concept! In other words there is no such thing as too safe! What was safe ten years ago is not safe now! And, what is safe now is not going to be considered safe in ten years’ time! Therefore there is a relationship between safety and risk – see Smith sections 3.11, 3.12, and 3.13.

You might like to look at the optional readings and ask yourself how they correlate to some of the ideas Smith considers regarding risk and uncertainty management:

· Safe Work Australia web site?

· AS 1470-1986 Health and safety at work?

In week 11 and week 12 we consider where all this is going with regards to contemporary and future approaches as well as sustainability. Smith discusses in his chapters many interesting ideas around:

· Partnering

· Finance

· Stakeholders

· Developing countries

· PRINCE2 and the Future

Again have a look at the optional readings and the case study web sites to ask yourself in what way do they explore contemporary and future approaches as well as sustainability.

· 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?

References

4 of 9