https://courseoutline.auckland.ac.nz/dco/course/ENGGEN/731/1203

ENGGEN 731 : Agile and Lean Project Management

Engineering

2020 Semester One (1203) (15 POINTS)

Course Prescription

The culture, structures, roles, tools and techniques required for effective management of projects in uncertain, volatile and ambiguous environments where the project scope evolves or the timescale is the primary driver. Students will learn advanced techniques and apply them to reinforce their learning.

Course Overview

This course aims to deliver for the prospective student a broad understanding of the agile and lean approaches to project management, how they differ from the waterfall model, where they are used, case studies and how to implement the approach. The coursework is designed to allow students to demonstrate their ability to apply the course content in practice.

The course will have a total of 11 lectures, delivered weekly, followed by a 1-2 hour tutorial / practical workshop. In week 12 the students will present their products from the group assignment. The weekly topics covered in the lectures are as follows (note that the order in which topics are delivered may change):
  1. Introduction to Agile and Lean Project Management
  2. Conventional PM overview
  3. Interactions and Individuals: Teams
  4. Interactions and Individuals: Leadership & Roles
  5. Customer Collaboration
  6. Scrum
  7. Lean and XP
  8. Scale, DSDM and SAFe
  9. Working Product
  10. Change
  11. Agile in practice / application / evaluation
  12. Final presentation & summary development process highlights
The weekly tutorial is a participatory workshop in which students are expected to contribute to case studies and actively participate in the application of theories to problems and workshop scenarios. It is essential that everyone attends tutorials in weeks 10 and 11 to present their team assignment, and week 12 lecture time for the final presentation. Failure to attend and actively contribute will be reflected in the marking for one of the assignments.
 
The course delivery adopts a flexible learning approach in which materials are delivered via a mix of face-to-face and online methods. Students are expected to undertake considerable additional work per week reading and completing assignments. Note that one of the major assignments is team-based and as such students are expected to make time to meet with their team members.

Course Requirements

No pre-requisites or restrictions

Capabilities Developed in this Course

Capability 1: Disciplinary Knowledge and Practice
Capability 2: Critical Thinking
Capability 3: Solution Seeking
Capability 4: Communication and Engagement
Capability 5: Independence and Integrity
Capability 6: Social and Environmental Responsibilities
Graduate Profile: Master of Engineering Project Management

Learning Outcomes

By the end of this course, students will be able to:
  1. Explain the origin and development of agile practices and their origins in lean thinking, and the principles and philosophies underpinning the practices (Capability 1, 2, 3 and 5)
  2. Cite evidence of success from around the world; explain and critically assess the practical limitations and factors necessary for successful delivery (Capability 1 and 2)
  3. Critically analyse an organisation’s cultural readiness to adopt agile/lean practices; how to implement these practices; and identify reasons why they may not be working (Capability 2, 3, 4 and 5)
  4. Synthesise the concepts/artefacts of various alternative agile methodologies and determine the best fit for a particular situation (Capability 1, 2, 3 and 5)
  5. Apply agile and lean principles to a team project in an VUCA project environment and make innovative decisions with integrity to solve complex problems (Capability 2, 3, 5 and 6)
  6. Apply agile and lean principles to maximise value delivery to the customer (Capability 3, 4, 5 and 6)
  7. Apply and develop interpersonal/influencing skills in the execution of a project involving students from a range of backgrounds, cultures and ethnicities (Capability 4, 5 and 6)
  8. Communicate and present project information, deliverables and reports to stakeholders (Capability 4)
  9. Critically reflect on own and a team’s performance, and develop/execute improvement plans (Capability 2, 3, 4 and 5)

Assessments

Assessment Type Percentage Classification
Essay 10% Individual Coursework
Assignment 25% Individual Coursework
Essay 15% Individual Coursework
Project 40% Group Coursework
Reflection 10% Individual Coursework
5 types 100%
Assessment Type Learning Outcome Addressed
1 2 3 4 5 6 7 8 9
Essay
Assignment
Essay
Project
Reflection
The team assignment requires that students work in small-medium sized teams on a major assignment. Participation in the team assignment is required (there is no alternative assignment option for students who prefer not to work in teams). The expectation is that the team is a self- managing autonomous unit, and is used as a learning environment on the basis that projects are typically delivered in teams in the workplace.

A group mark will be given for the team assignment deliverables. Each team member will also be required to complete a peer assessment of the work attitudes and contributions of all other members of their team The individual student’s mark will then be determined based on the group mark, adjusted up or down in accordance with the results of the peer assessment by all other members of the team. Note also that your team assignment mark may be reduced substantially if there is evidence that you have not contributed to the team assignment, and zero participation in the team assignment will result in a zero mark.

A provisional schedule of deadlines is as follows (subject to confirmation in week 1):
  •  Individual research-based essay: week 3
  •  Individual assignment: week 6
  •  Individual research-based essay: week 8
  •  Team assignment: presentation week 12 and reports due end week 12
  •  Individual critical reflection on learning: week 12
Penalties will apply to late submissions as follows:
Time After the Due Date Penalty 
<=24 hours (1 day) -10% 
>24 hours but <=48 hours (2 days) -20% 
>48 hours but <=72 hours (3 days) -30% 
>72 hours but <=96 hours (4 days) -40%
>96 hours but <=168 hours (7 days) -50% 
>168 hours (7 days) -100%

Extensions will only be granted in exceptional circumstances. If you want to apply for an extension you should discuss your circumstances with the Course Coordinator before the assignment due date.

Workload Expectations

This course is a standard 15 point course and students are expected to spend 10 hours per week involved in each 15 point course that they are enrolled in.

For this course, you can expect 1 hour of face-to-face lectures, a 1-2 hour workshop (tutorial), 1 hour of engagement with online materials, 2 hours of reading and thinking about the content and approximately 5 hours of work on assignments. The team assignment will require that you engage in at least 1 hour of face-to-face meetings per week with your team members (self organised) as part of the assignment workload.

Learning Resources

There are no prescribed texts. Students may find a number of texts that cover the course material well, and should refer to several where possible. The following texts are suggested:
  • PMI, (2017) A guide to the Project Management Body of Knowledge (PMBoK Guide), 6th Edition (available as free electronic resource for student members of PMI)
  • Stellman, A., & Greene, J. (2014). Learning Agile. Sebastapol, California: O'Reilly.
  • Cline, A. (2015). Agile Development In The Real World. New York: Apress.
  • Goodpasture, J. C. (2010). Project Management the Agile Way - Making it Work in the Enterprise . Fort Lauderdale, Fl: J. Ross Publishing Inc.
  • Sutherland, J. (2014). Scrum. New York: Random House.
 The following are referred to on the course and will prove useful:
  • Adams, R. (2010). If you build it will they come? : three steps to test and validate any market opportunity. Hoboken, N.J.: Wiley.
  • Adkins, L. (2010). Coaching agile teams : a companion for ScrumMasters, agile coaches, and project managers in transition. Upper Saddle River, NJ: Addison-Wesley.
  • Carroll, J. (2012). Agile project management in easy steps. Warwickshire, UK: In Easy Steps. Crowder, J. A., & Friess, S. (2015). Agile Project Management: Managing for Success. Switzerland: Springer.
  • Gladwell, M. (2005). Blink. New York: Time Warner.
  • Highsmith, J. (2004). Agile Project Management. Boston, MA: Addison-Wesley.
  • Kennedy, M. N. (2003). Product Development for the Lean Enterprise. Richmond, Virginia: Oaklea Press.
  • Layton, M. (2012). Agile project management for dummies. Hoboken, N.J.: Wiley.
  • Lencioni, P. (2005). Overcoming the five dysfunctions of a team : a field guide for leaders, managers, and facilitators. San Francisco: Jossey-Bass.
  • Oosterwal, D. P. (2010). The lean machine : how Harley-Davidson drove top-line growth and profitability with revolutionary lean product development. New York: American Management Association.
  • Pichler, R. (2010). Agile Product Management With Scrum - Creating Products that Customers Love. Upper Saddle River, NJ: Addison-Wesley.
  • Poppendiek, M., & Poppendiek, T. (2003). LeanSoftware Development An Agile Toolkit. Upper Sadle River, NJ: Addison-Wesley.
  • Ries, E. (2011). The lean startup : how today's entrepreneurs use continuous innovation to create radically successful business. New York: Crown Business.
  • Schwaber, K. (2004). Agile project management with Scrum. Redmond, Wash.: Microsoft Press. Scott, S. (2004). Fierce conversations : achieving success at work & in life, one conversation at a time. New York: Berkley Books.
  • Tan, C.-M. (2012). Search inside yourself : the unexpected path to achieving success, happines, (and world peace). New York: HarperOne

Other Information

Restricted to postgraduate students only

Digital Resources

Course materials are made available in a learning and collaboration tool called Canvas which also includes reading lists and lecture recordings (where available).

Please remember that the recording of any class on a personal device requires the permission of the instructor.

Lecture notes and lecture voice recordings are available on Canvas and a course related website. Some other additional materials are also available on the course website. 

Academic Integrity

The University of Auckland will not tolerate cheating, or assisting others to cheat, and views cheating in coursework as a serious academic offence. The work that a student submits for grading must be the student's own work, reflecting their learning. Where work from other sources is used, it must be properly acknowledged and referenced. This requirement also applies to sources on the internet. A student's assessed work may be reviewed against online source material using computerised detection mechanisms.

Learning Continuity

In the event of an unexpected disruption we undertake to maintain the continuity and standard of teaching and learning in all your courses throughout the year. If there are unexpected disruptions the University has contingency plans to ensure that access to your course continues and your assessment is fair, and not compromised. Some adjustments may need to be made in emergencies. You will be kept fully informed by your course co-ordinator, and if disruption occurs you should refer to the University Website for information about how to proceed.

Class Representatives

Class representatives are students tasked with representing student issues to departments, faculties, and the wider university. If you have a complaint about this course, please contact your class rep who will know how to raise it in the right channels. See your departmental noticeboard for contact details for your class reps.

Inclusive Learning

All students are asked to discuss any impairment related requirements privately, face to face and/or in written form with the course coordinator, lecturer or tutor.

Student Disability Services also provides support for students with a wide range of impairments, both visible and invisible, to succeed and excel at the University. For more information and contact details, please visit the Student Disability Services’ website at http://disability.auckland.ac.nz

Special Circumstances

If your ability to complete assessed coursework is affected by illness or other personal circumstances outside of your control, contact a member of teaching staff as soon as possible before the assessment is due.

If your personal circumstances significantly affect your performance, or preparation, for an exam or eligible written test, refer to the University’s aegrotat or compassionate consideration page: https://www.auckland.ac.nz/en/students/academic-information/exams-and-final-results/during-exams/aegrotat-and-compassionate-consideration.html.

This should be done as soon as possible and no later than seven days after the affected test or exam date.

Student Feedback

At the end of every semester students will be invited to give feedback on the course and teaching through a tool called SET or Qualtrics. The lecturers and course co-ordinators will consider all feedback and respond with summaries and actions.

Your feedback helps teachers to improve the course and its delivery for future students.

Class Representatives in each class can take feedback to the department and faculty staff-student consultative committees.

Student Charter and Responsibilities

The Student Charter assumes and acknowledges that students are active participants in the learning process and that they have responsibilities to the institution and the international community of scholars. The University expects that students will act at all times in a way that demonstrates respect for the rights of other students and staff so that the learning environment is both safe and productive. For further information visit Student Charter (https://www.auckland.ac.nz/en/students/forms-policies-and-guidelines/student-policies-and-guidelines/student-charter.html).

Disclaimer

Elements of this outline may be subject to change. The latest information about the course will be available for enrolled students in Canvas.

In this course you may be asked to submit your coursework assessments digitally. The University reserves the right to conduct scheduled tests and examinations for this course online or through the use of computers or other electronic devices. Where tests or examinations are conducted online remote invigilation arrangements may be used. The final decision on the completion mode for a test or examination, and remote invigilation arrangements where applicable, will be advised to students at least 10 days prior to the scheduled date of the assessment, or in the case of an examination when the examination timetable is published.

Published on 14/02/2020 02:42 p.m.