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We are aiming for an incremental return to campus in accordance with guidelines provided by NSW Health and the Australian Government. Until this time, learning activities and assessments will be planned and scheduled for online delivery where possible, and unit-specific details about face-to-face teaching will be provided on Canvas as the opportunities for face-to-face learning become clear.

We are currently working to resolve an issue where some unit outline links are unavailable. If the link to your unit outline does not appear below, please use the link in your Canvas site. If no link is available on your Canvas site, please contact your unit coordinator.

Unit of study_

PMGT5898: Complex Project Leadership

This unit offers students an innovative way of looking at projects and programs and treating them as complex adaptive systems. Applying the principles of complexity and systems thinking assists project and program managers and leadership teams in formulating approaches to leadership of challenging and large-scale initiatives. The expected outcomes of this unit include development of: ability to diagnose complexity on a wide range of projects types; understanding of how systems thinking and complexity theories can be used to find new, creative ways to think about and lead complex projects and programs; ability to select and apply a range of systems thinking and management modelling tools and techniques to understanding, management and leadership of complex business problems; ability to reflect upon your own practice and develop self awareness as a key to leadership in the face of complexity.

Code PMGT5898
Academic unit Civil Engineering
Credit points 6
Prerequisites:
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None
Corequisites:
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None
Prohibitions:
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WORK6130

At the completion of this unit, you should be able to:

  • LO1. understand the basic principles of complex adaptive systems and selected complexity theories and apply this understanding to management and leadership of projects
  • LO2. use categorisation techniques to diagnose levels of management complexity on projects as a guide to assessing risk and determining management approaches
  • LO3. select and use systems thinking approaches and modelling tools to assist in formulating responses to complex projects and organisational phenomena
  • LO4. recognise the difference between use of models as devices for design and implementation vs sense-making and learning
  • LO5. draw upon understanding of multiple perspectives when dealing with management complexity
  • LO6. critically reflect on practice and increase self-awareness in order to improve team and leadership effectiveness.

Unit outlines

Unit outlines will be available 2 weeks before the first day of teaching for 1000-level and 5000-level units, or one week before the first day of teaching for all other units.