Subjects overview
This program can be completed in 2 years (6 semesters)
Required Subjects
Students must complete the following one hundred and forty credit points (140CP) of subjects.
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ENFB71-104: Entrepreneurship and Innovation (10CP)
This subject is designed to help students develop fundamental entrepreneurial knowledge and skills. This includes the processes, heuristics and tools that inform entrepreneurial strategy, whether applied to the creation and growth of a new venture or leading change and innovation in the context of an established, mature organisation. Using a case-based, experiential approach, students examine start-up and innovation strategies that new and established companies have used to become world-class leaders in their industries. This subject is open to all disciplines and programs.
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HUMR71-100: Research Methods and Data Visualisation (10CP)
The ability to find, read, interpret and learn from data has become critical in determining the future of all human endeavours. This subject introduces you to the principles and applications of research methodology, equipping you with lifelong skills to design, execute and present research of integrity in your current studies and future professions. You will explore research purposes, methods and tools for data selection, interpretation and analysis, and learn how to present findings and visualise data in ways that address the needs of diverse educational and industry contexts.
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MGMT71-104: Managing People (10CP)
The Managing People subject provides an introduction to the field of organisational behaviour. The subject emphasises understanding, predicting, and influencing behaviour in organisations using insights gained from theory, empirical research, and sharing of practical experience. The facet that differentiates this subject from traditional organisational behaviour modules is the focus on self-assessment, self-insight, self-management and leadership. Topics discussed include: Work group dynamics and team decision making; Individual differences; Understanding how perceptions and attitudes affect behaviour at work; Motivation; Current models of motivation and job design; Conflict management and resolution; Leadership effectiveness; Organisational and national culture effects on individual and organisational behaviour. Methods used throughout the semester include lecture and readings, experiential exercises, self-assessment instruments, written and verbal assignments, video critiques, case discussions, and group discourse.
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MGMT71-326: Project Innovation and Change (10CP)
This subject immerses students in a practical, user-centric approach for the creative, evidence-based resolution of problems. This iterative, collaborative process draws heavily from design thinking and is applicable to a broad array of societal, organisational and project challenges. Key elements include a focus on understanding and empathising with the user, challenging assumptions, considering multiple perspectives, generating and exploring creative ideas, making and learning from mistakes, questioning implications and adaptively planning the implementation of validated solutions. It is a way of thinking and working as well as a collection of hands-on methods, and is especially useful in addressing problems that are ill-defined, complex or unknown, leading to innovative change. The approach can help project teams learn faster and achieve more effective and creative outcomes, while reducing the risks associated with launching new ideas or implementing change initiatives. This subject is open to all disciplines and programs to support the interdisciplinary problem-solving nature of this approach.
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SDCM71-323: Expert Witness and Dispute Resolution (10CP)
Project participants need to understand the legal context within which they make decisions and perform actions, as frequently disputes can arise that require resolution and/or expert opinion. Project quality and environmental management provide a convenient instance where disputes and the need for expert testimony can arise, and are examined here in the context of project closure, including lessons learnt, standards, continuous improvement and client satisfaction. A general appreciation of international legal principles informed by case law forms an important backdrop to the subject. Practitioners must understand the limitations of their involvement in legal proceedings and be familiar with the conduct of procedures that commonly occur, including alternative dispute resolution such as arbitration and mediation. A moot court environment is used to demonstrate the experience of appearing in a formal hearing, and students are asked to also prepare or critique an expert report related to an example of ‘defective’ work or service that is the subject of a contractual dispute.
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SDIM71-201: Risk Management (10CP)
Making effective decisions in the context of uncertainty is vital to all aspects of a project's life cycle. This subject explores the link between project scope and risk management with particular emphasis on the implementation (executing) phase of delivery. A comprehensive study of the identification, measurement, pricing and management of risks encountered in delivering large and complex projects is fundamental to the level of project performance. Key topics include: mitigation and contingency planning; dealing with uncertainty; disaster planning and recovery; risk identification, management and communication; change management (including scope change and creep); emergent risks; use and development of risk registers; use of risk software; and organisational risk management systems (including human safety). A novel simulation game is employed to test students ability to exercise good judgement in realistic life and death scenarios. The importance of proper scope definition, change and validation to maximise stakeholder satisfaction are reinforced via case studies.
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SSUD71-103: Principles of Project Management (10CP)
Managing complex projects involves an understanding of the processes, techniques and tools used in project management. This subject provides an overview of the discipline by exploring these systematically using the internationally recognised Project Management Body of Knowledge (PMBOK® Guide) as a foundation. Project integration, scope, schedule, cost, risk, quality, resource, communications, procurement, stakeholder and, looking forward, environmental management reflect the generic knowledge areas that combine to support successful project implementation and social responsibility. A hands-on (learning by doing) approach is adopted within a flipped classroom delivery strategy to link theory with practice and deal with project change in real-time. A key outcome for students is being able to evaluate how project managers can determine whether they have been successful (in terms of planned versus actual performance) by ensuring that the project is delivered within budget, on time, as specified, and with no surprises. Students demonstrate competency in project integration management, in particular, by preparing a detailed project plan for an authentic case study with the help of a personal 'coach' to provide individual direction and advice throughout the process.
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SSUD71-111: Project Finance and Procurement (10CP)
A robust understanding of finance and procurement is vital to successful project delivery. This subject examines financing and procurement management of projects, with particular emphasis on the initiation phase, using a range of international case studies drawn from both public and private sectors. The financing component includes the design, structuring, costing, sourcing and management of project finance, credit risk analysis, the cost of capital, principles of financial accounting, capital structure, markets and securitisation. The procurement component includes different types of contractual arrangements, responsibilities and appropriate organisational structures, solicitation planning, governance, the process of feasibility analysis, bid design and selection criteria, setting of a project budget and cost baseline, and implications for contract administration and contract close-out. Together, finance and procurement management ensure the ‘right project’ is selected and that client/sponsor satisfaction and value for money are ultimately delivered.
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SSUD71-305: Project Portfolio and Program Management (10CP)
Program management is the coordinated management of multiple related projects designed to implement strategies and deliver specific benefits, while portfolio management is a process for selection and prioritisation of projects and programs within an organisation. In both cases, considerable strategic awareness and judgement is needed. This subject therefore focuses on the monitoring and control of project or program delivery in the context of communications and stakeholder management and their alignment to organisational goals. In addition, students are exposed to the principles and application of program and portfolio management including project administration, project dashboards, earned value management, and the role that a project or program office can play in assisting control processes. A necessarily practical approach is taken to explore this area. The roles and responsibilities of the various professional associations that guide the future development of the global discipline and bear on personal career development are also examined.
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SSUD71-403: Project Resource Planning (10CP)
The two most commonly identified critical success factors for projects are an appropriately involved and supportive sponsor and an experienced and people-savvy project manager who understands what it takes to create a performance-focused culture. This subject emphasises the people (soft) skills of project management and the qualities of effective project leadership and communication, including emotional intelligence. These comprise leadership maturity, advocacy, strategic awareness, executive presence and project planning skills. Specific topics explore the interaction between project time and human resource management, such as high-performance teams, resource planning and productivity, resource allocation and levelling using industry-leading software, ethical behaviour, positive project-corporate politics, stakeholder engagement, influence and persuasion, the art of negotiation and compromise, and conflict management. The application of 'Agile' project management is also introduced and compared to traditional project planning frameworks.
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SSUD71-407: Systems Thinking and Management Modelling for Projects (10CP)
Projects and programs require management of change and complexity. Many of the challenges faced involve multiple stakeholders and have not been previously encountered, requiring recognition of different perspectives and the ability to devise novel solutions. System (or ‘big picture’) thinking enables managers to enhance their understanding and model complex social, economic, environmental, technical and/or political systems to support analysis, problem solving, decision-making and control in management practice. This subject introduces and provides opportunities for application of system thinking, system dynamics, soft systems methodology and operations research. New thinking in project management is explored and discussed using a range of online resources and video presentations.
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SSUD71-410: The Digital Project Manager (10CP)
Digital project management is a hands-on course designed to equip students with the knowledge and skills to manage today’s and tomorrow’s digital project. Students learn about digital project management, focusing on using digital tools such as artificial intelligence (AI) to enhance project efficiency and outcomes. Students will learn how to lead and collaborate with diverse teams and apply methods like Lean and Agile to successfully manage projects. Students develop practical skills and knowledge to align digital projects with global standards such as the PMBOK® Guide and ITIL Service Management. Students will be prepared to lead digital transformation projects, leveraging AI and other technologies to drive success in a rapidly evolving environment.
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SSUD74-200: Research Project (20CP)
This subject comprises the detailed investigation of a particular topic of interest related to the student's degree program, and culminates in the preparation of a 15,000-word dissertation plus a 5,000-word summary paper suitable for future conference publication. In both cases the work includes a rationale for the research, underpinning and fully referenced literature review, articulation of an appropriate method and ethical practice, collection of primary data, analysis, discussion and conclusions. Referencing is to be in the international APA style format. Each student is allocated a personal supervisor and mentor to provide guidance in this task, with regular meeting opportunities throughout the semester. Students are also invited to a mini-conference in the final week where they can present the key findings of their research in the form of ‘ten slides in ten minutes’. This subject is treated like a project, including demonstration of fundamental initiating, planning, executing, monitoring and controlling, and closing project management processes.
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General Electives
Students must choose forty credit points (40CP) of postgraduate subjects from across the University.
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University Postgraduate Electives
Students may choose from all postgraduate subjects across the University that are available as general electives.
Major / Minors / Specialisations Finder
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Study plan
Take the guess work out of planning your study schedule. Your program's study plan has been carefully curated to provide a clear guide on the sequential subjects to be studied in each semester of your program. Your study plan is designed around connected subject themes to equip you with the fundamental knowledge required as you progress through your course.
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