ENGGEN 731 : Agile and Lean Project Management
Engineering
2024 Semester One (1243) (15 POINTS)
Course Prescription
Course Overview
- Introduction to Agile and Lean Project Management
- Conventional PM overview
- Interactions and Individuals: Teams
- Product Ownership and Customer Collaboration
- Leadership, Motivation, and Teamwork
- Scrum
- Scaling Agile
- Other Approaches and Wider Use of the Agile Mindset
- Working Product
- Responding to Change
- Agile in practice / application / evaluation
- Final presentation & summary development process highlights
Capabilities Developed in this Course
| Capability 3: | Knowledge and Practice |
| Capability 4: | Critical Thinking |
| Capability 5: | Solution Seeking |
| Capability 6: | Communication |
| Capability 7: | Collaboration |
Learning Outcomes
- Explain the origins and fundamental principles, disciplines, concepts, tools, techniques, and approaches to project management in volatile, uncertain, complex, and ambiguous environments. (Capability 3.2 and 4.1)
- Apply the fundamental principles, disciplines, concepts, tools, techniques and approaches of project management in volatile, uncertain, complex, or ambiguous environments to a collaborative project, and cite evidence of where this has been done. (Capability 3.2, 5.1, 6.1 and 7.1)
- Critically evaluate the fundamental principles, disciplines, concepts, tools, techniques, and approaches of project management in volatile, uncertain, complex, or ambiguous environments and their relevance/application to collaborative projects and organisations. (Capability 3.2, 4.2, 6.1 and 7.1)
- Critically evaluate their own and others' ability to apply Lean and Agile project management principles, disciplines, concepts, tools and techniques to a project or organisation in a volatile, uncertain, complex, or ambiguous environment with a team of diverse individuals, and develop improvement plans. (Capability 3.2, 4.2, 5.1, 6.1 and 7.1)
- Apply tools and techniques to communicate and present project documentation, information, deliverables and reports to stakeholders. (Capability 6.1 and 7.1)
Assessments
| Assessment Type | Percentage | Classification |
|---|---|---|
| Assignments (individual) | 35% | Individual Coursework |
| Reflection | 35% | Individual Coursework |
| Assignments (Group) | 30% | Group Coursework |
| 3 types | 100% |
| Assessment Type | Learning Outcome Addressed | |||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 | ||||||
| Assignments (individual) | ||||||||||
| Reflection | ||||||||||
| Assignments (Group) | ||||||||||
Workload Expectations
This course is a standard 15-point course and the total workload is 150 hours. For this course, you can expect:
- 30 hours of lectures/tutorials,
- 40 hours of self-directed study and reading and thinking about the subject, and
- 80 hours of assignments/projects.
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 (included in the amount break down).
Delivery Mode
Campus Experience
Attendance is expected at scheduled activities including tutorials to complete components of the course.
Lectures and tutorials will be available as recordings.
The activities for the course are scheduled as a standard weekly timetable.
Learning 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.
- PMI, (2021) A guide to the Project Management Body of Knowledge (PMBoK Guide), 7th 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.
- 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
Health & Safety
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.
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 for potential plagiarism or other forms of academic misconduct, using computerised detection mechanisms.
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 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.
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 course assessment continues to meet the principles of the University’s assessment policy. Some adjustments may need to be made in emergencies. You will be kept fully informed by your course co-ordinator/director, and if disruption occurs you should refer to the university website for information about how to proceed.
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 students may be asked to submit 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. In exceptional circumstances changes to elements of this course may be necessary at short notice. Students enrolled in this course will be informed of any such changes and the reasons for them, as soon as possible, through Canvas.