Page | 1 Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College 55 Regent Street, Chippendale, Sydney 2008: XXXXXXXXXX PRV12007; CRICOS 03048D Approved:...

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Assignment 2
word count: 2000
harvard refence style



Page | 1 Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College 55 Regent Street, Chippendale, Sydney 2008: 02-9318 8111 PRV12007; CRICOS 03048D Approved: 14/02/2019,Version 1 Unit Code and Title: SBM1101 Project Management Fundamentals Assessment Overview Assessment Task Weighting Due Length ULO Assessment 1: Article Summary (Individual) Individual Assignment wherein the student summarizes a recently published journal article in the field of the subject and covers the concepts suggested by the lecturer requiring the article’s main topic(s), aim/ purpose, key points and conclusions are identified and summarised clearly. 10% Week 4 400-500 words ULO-1 ULO-4 Assessment 2: Case Study (Individual) Students need to analyse a failed project, analyse various project methodologies; select an appropriate PM methodology and justify their selection. 20% Week 7 2000 words ULO-4 ULO-5 Assessment 3: Applied Project and Presentation (Group) Students are required to work in groups to investigate, analyze and report on the initiation and planning of a case project by applying PMBOK@ methodology. 20% 10% Week 10 Week 10 2500 words ULO-1 ULO-2 ULO-3 ULO-4 ULO-5 Assessment 4: Examination Examination covering theory and practice in the course. 40% Exam Week TBA ULO-1 ULO-2 ULO-3 ULO-4 ULO-5 Assessment Details Page | 2 Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College 55 Regent Street, Chippendale, Sydney 2008: 02-9318 8111 PRV12007; CRICOS 03048D Approved: 14/02/2019,Version 1 Assessment 1: Article Summary Due date: Week 4 Group/individual: Individual Word count / Time provided: 400 -500 words (excludes link and reference) Weighting: 10% Unit Learning Outcomes: ULO-1, ULO-4 Assessment Details: The students are expected to select a published journal article (not older than 5 years) from the field of project management related to Adoption of Agile methodology in Industry (Engineering, Construction or any domain of your choice) and summarize the article’s main topic(s), aim/ purpose, key points and conclusions clearly in 400 (min.) to 500 words (max.). Students must provide the article’s website link and correctly provide the article’s reference in the submitted word file. The link and reference are not included in the word count. Marking Criteria and Rubric: The assessment will be marked out of 100 and will be weighted 10% of the total unit mark Marking Criteria Not satisfactory (0-49%) of the criterion mark) Satisfactory (50-64%) of the criterion mark Good (65-74%) of the criterion mark Very Good (75-84%) of the criterion mark Excellent (85-100%) of the criterion mark Article choice (10 Marks) The article selected does not reflect the subject’s main concepts. The article selected is in the field of the subject and reflects one/some of the main concepts suggested by the lecturer. The article selected is in the field of the subject, covers the main concepts suggested by the lecturer but may not be current or scholarly. The article selected is in the field of the subject and covers the concepts suggested by the lecturer and is scholarly and relatively current. The article is from academic Journal and directly discusses the main concepts suggested by the lecturer and is highly relevant, scholarly and recently published. Written communication skills (20 marks) Writing lacks clarity and coherence. Points have not been paraphrased well. There are many errors in spelling, grammar and punctuation. Writing is generally clear with some lapses in coherence. Some points have been paraphrased well. There are some errors in spelling, grammar and punctuation. Writing is clear and coherent. Most points have been paraphrased well. There are some errors in spelling, grammar and punctuation. Writing shows good clarity and cohesion. Points have been paraphrased well. There are few errors in spelling, grammar and punctuation. Writing shows excellent clarity and cohesion. Points have been skilfully paraphrased. There are no or very few errors in spelling, grammar and punctuation. Content (40 marks) The article’s main topic(s), aim/ purpose, key points and conclusions are missing, unclear, inaccurate and/or irrelevant. The article’s main topic(s), aim/ purpose, key points and conclusions are generally evident, but may be vague, incomplete, or have some inaccuracies. The article’s main topic(s), aim/ purpose, key points and conclusions are identified and summarised accurately in most parts. Some The article’s main topic(s), aim/ purpose, key points and conclusions are identified and summarised clearly and accurately, providing a good The article’s main topic(s), aim/ purpose, key points and conclusions are identified and summarised clearly, accurately and precisely, providing Page | 3 Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College 55 Regent Street, Chippendale, Sydney 2008: 02-9318 8111 PRV12007; CRICOS 03048D Approved: 14/02/2019,Version 1 Marking Criteria Not satisfactory (0-49%) of the criterion mark) Satisfactory (50-64%) of the criterion mark Good (65-74%) of the criterion mark Very Good (75-84%) of the criterion mark Excellent (85-100%) of the criterion mark information may be irrelevant or inaccurate. overview of the article with minimal irrelevant or inaccurate information. an excellent overview of the original article. Structure (20 marks) The summary is not well organised, does not flow logically and is difficult to follow. The summary shows some organisation, but some parts may not flow logically and are difficult to follow. The summary shows organisation and is easy to follow, but occasionally still lacks flow. The summary shows coherent and logical organisation and most points are easy to follow. The summary shows coherent and logical organisation and has clear, well- structured points. Style and article link (10 mark) The article is not referenced and link is not provided. Reporting verbs and connecting words are not used. The article is referenced but link is not provided. Reference contains errors or does not follow Harvard referencing style. Limited reporting verbs and connecting words are used. The article is referenced in Harvard referencing style but may contain some minor errors. Article link is provided. Some reporting verbs and connecting words are used. The article is referenced in Harvard referencing style with few errors. Link is provided. Reporting verbs and connecting words are used well to create flow. The article is accurately referenced in Harvard referencing style. Link is provided. Reporting verbs and connecting words are used very well to create flow and cohesion. Assessment 2: Case Study Due date: Week 7 Group/individual: Individual Word count / Time provided: 2000 words (excluding references) Weighting: 20% Unit Learning Outcomes: ULO-4, ULO-5 Assessment Details: This assessment is designed to assess your analytical skills for a failed project. Each student needs to select a real-life project that has already been completed but failed in terms of meeting schedule, budget or customer requirements. Students need to describe specific reasons of mismanagement by the Project Management team that resulted in the failure. Students need to review various project methodologies and recommend an appropriate PM methodology that could have been better suited to manage this failed project. Students need to justify their recommendation to convince the company’s management to improve the organization’s processes for the future. Students are expected to discuss their work with lecturer and seek support. By completing this assessment successfully, you will be able to achieve ULO-4 (Apply knowledge and tools to projects in the work environment including setting up relevant systems and controls) and ULO-5 (Analyse project situations including strategic intent, business case, framework or governance issues and recommend solutions). Page | 4 Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College 55 Regent Street, Chippendale, Sydney 2008: 02-9318 8111 PRV12007; CRICOS 03048D Approved: 14/02/2019,Version 1 Marking Criteria and Rubric: The assessment will be marked out of 100 and will be weighted 20% of the total unit mark Marking Criteria Not satisfactory (0-49%) of the criterion mark) Satisfactory (50-64%) of the criterion mark Good (65-74%) of the criterion mark Very Good (75-84%) of the criterion mark Excellent (85-100%) of the criterion mark Content of case study and reasons for failure by accurately mentioning background of the project/problem and failure of the project management team, (20 marks) The case study’s background, key issues for failure and analysis of failures with unsatisfactory project management are missing, unclear, inaccurate and/or irrelevant. The case study’s background, key issues for failure and analysis of failures with unsatisfactory project management are generally evident, but may be vague, incomplete, or have some inaccuracies. The case study’s background, key issues for failure and analysis of failures with unsatisfactory project management are identified and summarised accurately in most parts. Some information may be irrelevant or inaccurate. The case study’s background, key issues for failure
Answered Same DayMar 24, 2021

Answer To: Page | 1 Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College...

Arunavo answered on Mar 28 2021
133 Votes
SBM1101 PROJECT MANAGEMENT FUNFAMENTALS
SYDNEY OPERA HOUSE PROJECT FAILURE ANALYSIS
Table of Contents
Introduction    3
Case Study— Sydney Opera House Project Failure    3
Project Methodologies    4
Choosing and Justifying the Right Project Methodology    5
Conclusion    6
References    8
Introduction
In the world of globalisation and industrialisation, various projects are being initiated all around the g
lobe. The necessity of the initiation of any project is to meet the needs of the industry and people. The most important requisite of initiating the projects is to aim to achieve the desired outcomes, for which the project was initially thought of. Besides, this can be only possible, if the steps of the project are followed as well as executed properly and in the exact way, as they were deemed as. However, the success of any project depends on various factors such as the strategic focus, which are the leadership factors, the planning and management support and many other factors. In spite of all these factors being instrumental for it, the project may not be successful and have to suffer failure if the proper strategic implementation is not followed properly, which in return, will lead to the delay in completion of the project as well as to the increment of the overhead cost burden. The following project is about the failure of the Sydney Opera House of Australia, which 14 years to complete, which was scheduled to be completed within 4 years. A detailed analysis will be done where the factors, which lead to the failure of the project, will be discussed along with the remedial initiatives that could have been taken during the project to avoid the delay.
Case Study— Sydney Opera House Project Failure
Every project regardless of the subject matter or purpose starts with an idea; a plan is made and based on that the project ends and then the functional reality of the idea are being observed. There are success and failures in the project however according to Rogers (2019) whatever may be the outcome of the project it offers excellent lessons on how to make corrections if failure takes place and the factors, which need to be considered, which had led to the success of the project. In the current project, the discussion is about the project failure of Sydney Opera House of Australia. Sydney Opera House is one of the most iconic buildings recognised around the world and considered as a symbol of Australia.
The construction of the building was started in the year 1959 and was originally scheduled to complete within four years with a budget of AUD 7million. However the project took fourteen years to be completed and the total cost of the project amounted by the end is AUD 102 million. Abyad (2019) have discussed that a series of mistakes have taken place and the construction is seen as one of the most disastrous construction project in the history both in financial point of view and in the time, it had taken to get completed. The project leader was Jorn Utzon who was the winner of 1958 competition of architect and he presented his red book of the project, which contained the elements of overall project such as design, consultant reports and varied plans.
Utzon however clearly stated that he had not finished the structural design the client insisted that the beginning of project should commence in any way possible. After without any final plan the project started the client immediately insisted that the floor plan should be changed and from two theatres to four theatres just after few days, the construction started. Since there was, only one person the project manager himself looking after everything from the ground zero it became a hectic challenge for him to manage everything, which includes coordinating with the engineers and other workers. Amidst the chaos between the workers there was another problem was that there was not a clearly defined project budget. Without a final design, with which the work stared, it was impossible to calculate the exact...
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