Microsoft Word XXXXXXXXXXT1 MN601 Assignment-1 MEL SYD V1.4
Prepared by: A/Prof Nalin Sharda Moderated by: Dr Sihui (Sue) Zhou April XXXXXXXXXXof 4
Assessment Details and Submission Guidelines
Unit Code MN601
Unit Title Network Project Management
Term, Year T1, 2019
Assessment
Type
Assignment 1, Individual
Assessment
Title
Individual case study assignment
Purpose of the
assessment
(with ULO
Mapping)
The purpose of this assignment is to build a clear understanding of project
management fundamentals and their application, specifically:
demonstrate project leadership skills; identify and assess risk in
designing, executing a major project;
critically reflect on cu
ent project management ethics, research, and
theory and practice;
Weight 15%
Total Marks 30
Word limit 800‐1000
Due Date Week 7, Friday, 11.55 PM.
Submission
Guidelines
A draft of the report must be submitted on Moodle by the day before the
Week‐6 class, to get feedback from the tutor in Week‐6. Updated version of
the report must be submitted on Moodle the day before your Week‐7 class.
The assignment must be in MS Word format, 1.5 spacing, 11‐pt Cali
i
(Body) font and 2 cm margins on all four sides of your page with appropriate
section headings.
Reference sources must be cited in the text of the report, and listed
appropriately at the end in a reference list using IEEE referencing style.
Extension If an extension of time to submit work is required, a Special Consideration
Application must be submitted directly on AMS. You must submit this
application three working days prior to the due date of the assignment.
Further information is available at:
http:
www.mit.edu.au/about‐mit/institute‐publications/policies‐
procedures‐and‐guidelines/specialconsiderationdeferment
Academic
Misconduct
Academic Misconduct is a serious offence. Depending on the seriousness of
the case, penalties can vary from a written warning or zero marks to
exclusion from the course or rescinding the degree. Students should make
themselves familiar with the full policy and procedure available at:
http:
www.mit.edu.au/about‐mit/institute‐publications/policies‐
procedures‐and‐guidelines/Plagiarism‐Academic‐Misconduct‐Policy‐
Procedure. For further information, please refer to the Academic Integrity
Section in your Unit Description.
MN601 Network Project Management XXXXXXXXXXT1 MN601 Assignment-1 MEL SYD V1.4 2 of 4
Prepared by: A/Prof Nalin Sharda Moderated by: Dr Sihui (Sue) Zhou
THE BEST PROJECT MANAGERS ARE
EMOTION-DRIVEN LEADERS
~ By Claude Emond, 12 Apr 2010
Acknowledgement: The following case study is taken ve
atim from
https:
www.projectsmart.co.uk/the-best-project-managers-are-emotion-driven-leaders.php
A short while ago, Charles J. Pellerin, the author of, How NASA Builds Teams:
Mission Critical Soft Skills for Scientists, Engineers, and Project Teams, came to
Montreal to lead a one-day workshop based on his book. This event was organised
with the sponsorship of the PMI-Montreal chapter.
This was a very enlightening day. Charles used his own personal ill-fated story, as
the project director for the launch of the Hu
le telescope, to get us to travel with
him on his journey to the discovery of true leadership. This journey not only got
him to redeem himself through an officially 'unauthorised' 60M US$ fix mission to
get astronauts to repair the telescope, but also got him to better understand the root
of true leadership and design a system to make it happen. This is this system he
talks about in his book. This is the system he is now applying as a consultant to
NASA teams with radical performance improvements, thoroughly documented,
scientifically measured…and all generously and clearly explained to us for our own
usage in his amazing book.
His leadership competency model is based on two continuums axes: the Emotional-
Logical decision making process continuum and the Intuited-Sensed data
preference continuum. Out of the reunion of those two continuums emerge four
types of leaders, which are basically characterised as follows:
The cultivating Emotional-Intuitive leader (green): great at giving
gratitude, s/he is a people-builder who cares deeply about human beings and
creates strong loyalty; the ultimate coach for large very complex projects.
The including Emotional-Sensing leader (yellow): great at making you feel
included as a part of the greatest whole, s/he is a team-builder who develops
harmonious teams and can mobilise and get the most difficult people to work
as a team; the ultimate marketer for large complex projects.
The visioning Logical-Intuitive leader (blue): mastering reality-based
optimism and living through complete commitment, s/he is an idea-builder,
fond of creative ideas and demanding excellence; the ultimate innovator that
can lead research and early phase projects…but might get stuck there.
MN601 Network Project Management XXXXXXXXXXT1 MN601 Assignment-1 MEL SYD V1.4 3 of 4
Prepared by: A/Prof Nalin Sharda Moderated by: Dr Sihui (Sue) Zhou
The directing Logical-Sensing leader (orange): organiser in chief, s/he is a
system-builder, highly disciplined, well organised and using reliable
processes; the ultimate project 'deliverer and closer' in hard times, putting the
task first and meeting the objectives ruthlessly.
Charles goes on, in his book and in his workshops, explaining that the most
effective project leaders are those that can lead through their emotions, the 'green'
and the 'yellow' ones, because project management is all about teamwork and
human relationships, all about journeying together towards a better place for all
stakeholders. He also says that, although emotion-driven leaders can always
compensate for less logical abilities, by finding good 'blue' and 'orange' team
collaborators, the reverse is not possible. So, ultimately, in order to become a very
effective project leader, one who does not have innate emotion-driven leadership
will have to develop the necessary genuine 'gratifying' and 'including' behaviours to
succeed, and be able to handle effectively larger, more complex project teams.
Charles has been using assessments of these leadership competencies to measure
leaders' and teams' profiles and behaviours along the two continuums. He has also
designed programmes to get teams in NASA and elsewhere to improve their
profiles, behaviours and, subsequently, performance in delivering outstanding
projects.
I wrote above that Charles Pellerin was very generous in the material he shares in
his fabulous book. He is also very generous on his website, How NASA Builds
Teams. If you go there and register, you'll get access to some of his presentation
PowerPoints. You will also be able to make a free assessment of your individual
leadership style as well as a free assessment of your team profile. And, if ever
Charles gets to your town for a workshop, just go have a journey into project
leadership with him. This man, innately a 'blue' Logical-Sensing guy, has
succeeded his transformation into a gratifying, very including man, who will lead
you to a better self and coach you to awaken the great project leader you were born
to be.
MN601 Network Project Management XXXXXXXXXXT1 MN601 Assignment-1 MEL SYD V1.4 4 of 4
Prepared by: A/Prof Nalin Sharda Moderated by: Dr Sihui (Sue) Zhou
Assignment task
Write a report on the above case that addresses the following issues; and ca
y out research on
project management practice and discuss the ethical implication. In your report, you must use the
headings given in Table 1. We encourage you to use 5‐ 10 key peer reviewed sources for your analysis
(a combination of journals, conference papers, website or any other reliable source to support your
analysis).
Table 1: Report headings, their description, and marks for each
Heading Description Marks
1. Executive
Summary
Give an executive summary that gives a big picture of the
issues presented in the case study.
5
2. Leadership issues Explain the problems that can arise if the project leader is
ineffective.
5
3. Leadership styles Describe the leadership styles articulated by Charles Pellerin. 5
4. Project Success Explain which leadership styles can build teams that can lead
to project success, and why?
5
5. Ethical issues Research and describe the Ethical issues in the Hu
le
telescope launch case?
What were the possible solutions to these Ethical issues?
5
6. References List all references and give in‐text referencing using IEEE style. 5
TOTAL 30
Marking Ru
ic:
Grade →
Mark →
HD
80‐100%
DI
70‐79%
CR
60‐69%
P
50‐59%
Fail
50%
For ↓ Excellent V. Good Good Satisfactory Unsatisfactory
All
questions
All points
discussed are
pertinent and
covered in depth.
Demonstrated the
ability to think
critically and
make good use of
the source
material.
Points
presented
are
elevant
and
soundly
analysed.
Points
presented
are generally
elevant and
analysed.
Points
presented
are
somewhat
elevance
and
iefly
discussed.
Points
presented are
not relevant to
the assignment
topic.