Note: This unit version is currently being edited and is subject to change!
PMGT5876: Change Implementation (2023 - Semester 2)
| Unit: | PMGT5876: Change Implementation (6 CP) |
| Mode: | Block Mode |
| On Offer: | Yes |
| Level: | Postgraduate |
| Faculty/School: | Project Management |
| Unit Coordinator/s: |
Pollack, Julien
|
| Session options: | Semester 2 |
| Versions for this Unit: | |
| Site(s) for this Unit: |
| Campus: | Camperdown/Darlington |
| Pre-Requisites: | None. |
| Prohibitions: | WORK6026. |
| Brief Handbook Description: | Organisations as projects in a changing environment require careful consideration for the different components and actors involved. The variety of stakeholders, physical, technological, organisational structures, and environmental factors can enable or undermine projects’ completion and organisations’ survival. Thus, accounting for the diversity of those involved, and how these influence projects is pivotal in today’s complex environment. Change managers are traditionally responsible to drive change in projects and organisations. However, the increased complexity, diversity and interconnectedness of actors requires change managers not only to account for the actors involved but also to find alternative ways to engage them in the change. Opening to more collaborative forms of managing change offers aspiring change managers with opportunities to leverage the diversity of actors to contribute to shaping change. This unit provides managers with theoretical and practical understanding of change, change management frameworks and models, and alternative perspectives of change to effectively engage with the diverse actors and leverage these interactions for successful and smooth change implementation. |
| Assumed Knowledge: | None. |
| Lecturer/s: |
Portelli, Louise
|
|||||||||||||||||||||||||
| Timetable: | PMGT5876 Timetable | |||||||||||||||||||||||||
| Time Commitment: |
|
|||||||||||||||||||||||||
| T&L Activities: | This unit is delivered through online learning modules and face-to-face workshops. For the majority of the semester, you will be led through the theory of strategic delivery of change through videos, readings and online discussion. The online delivery has been designed to allow significant flexibility in how you engage with the material. The block delivery of this unit mirrors the online delivery. The primary difference is that the block delivery mode includes two two-day workshops. In the workshops, we will go through a series of exercises designed to enhance your ability to deliver organisational change. This will involve industry speakers, time dedicated to work on your group project, and an opportunity to get feedback on your team assignment from leading professionals in the discipline. In the online delivery, there will be no class time devoted to the group assignment, and opportunity to present to industry professionals and receive feedback on your assignment will be limited to virtual means. Time to work on your team assignment will be negotiated between yourself and your team members. The team assignment will be delivered entirely virtually, increasing flexibility in the ways you can work on this with your team members, but reducing opportunities for interaction and participation. |
Attributes listed here represent the key course goals (see Course Map tab) designated for this unit. The list below describes how these attributes are developed through practice in the unit. See Learning Outcomes and Assessment tabs for details of how these attributes are assessed.
| Attribute Development Method | Attribute Developed |
| Project leadership is conceptualised as being different to project management. Leadership emphasizes the transformational, inspirational and intrinsic motivational qualities necessary for implementing and executing change. A major assumption in the course is that leadership is about story telling and ensuring people feel as though they are central actors in that story. | Project Leadership (Level 4) |
For explanation of attributes and levels see Project Management Learning Progression Table 2019.
Learning outcomes are the key abilities and knowledge that will be assessed in this unit. They are listed according to the course goal supported by each. See Assessment Tab for details how each outcome is assessed.
Project Leadership (Level 4)
1. Evaluate the effectiveness of the organizational change implementation
2. Assess progress, and monitor business stability and capability to cope with change.
3. Explore implications inherent in employee relations and employee contracts
4. Appreciate the links and tensions between strategy, organisational change and project/programme management
5. Identify new methods and approaches for implementing changes in organisations
Project Communication (Level 4)
6. Identify the scope of change and prepare interventions, communication plans and training accordingly
| Assessment Methods: |
|
||||||||||||||||||||||||||||||
| Assessment Description: |
* means this assessment must be repeated or will be replaced with a different assessment if missed due to special consideration Late submissions will incur a penalty of 10% per day for up to 7 days starting directly after the cut off time. This means 5% will be deducted even if submitted on the due day but after the cut-off time. After one week, assessments will no longer be marked receive a 0 mark. IMPORTANT: There may be statistically defensible moderation when combining the marks from each component to ensure consistency of marking between markers, and alignment of final grades with unit outcomes |
||||||||||||||||||||||||||||||
| Assessment Feedback: | Online | ||||||||||||||||||||||||||||||
| Grading: |
|
||||||||||||||||||||||||||||||
| Policies & Procedures: | See the policies page of the faculty website at http://sydney.edu.au/engineering/student-policies/ for information regarding university policies and local provisions and procedures within the Faculty of Engineering and Information Technologies. |
| Prescribed Text/s: |
Note: Students are expected to have a personal copy of all books listed.
|
| Recommended Reference/s: |
Note: References are provided for guidance purposes only. Students are advised to consult these books in the university library. Purchase is not required.
|
| Online Course Content: | Please logon to Canvas on the first day of semester. |
Note that the "Weeks" referred to in this Schedule are those of the official university semester calendar https://web.timetable.usyd.edu.au/calendar.jsp
| Week | Description |
| Week 1 | Introduction to strategic planning |
| Week 2 | Strategic Analysis |
| Week 3 | Change Management |
| Assessment Due: Introduction - Building Trust* | |
| Week 4 | Change and Culture |
| Week 5 | Kotter's Eight Step Process |
| Week 6 | Kotter's Eight Step Process - Case Study |
| Week 7 | Project Management and Change Management |
| Assessment Due: Cultural Observation* | |
| Week 8 | Persuasion and Influence |
| Week 9 | Persuasion and Influence, cont. |
| Assessment Due: Change Management Plan* | |
| Week 10 | Positivity and Feedback |
| Week 11 | Organisational storytelling |
| Week 12 | A vision of the future |
Course Relations
The following is a list of courses which have added this Unit to their structure.
Course Goals
This unit contributes to the achievement of the following course goals:
| Attribute | Practiced | Assessed |
| Project Leadership (Level 4) | Yes | 0% |
| Project Communication (Level 4) | No | 0% |
These goals are selected from Project Management Learning Progression Table 2019 which defines overall goals for courses where this unit is primarily offered. See Project Management Learning Progression Table 2019 for details of the attributes and levels to be developed in the course as a whole. Percentage figures alongside each course goal provide a rough indication of their relative weighting in assessment for this unit. Note that not all goals are necessarily part of assessment. Some may be more about practice activity. See Learning outcomes for details of what is assessed in relation to each goal and Assessment for details of how the outcome is assessed. See Attributes for details of practice provided for each goal.
