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 current 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 Calibri (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. Prepared by: A/Prof Nalin Sharda Moderated by: Dr Sihui (Sue) Zhou April 2019 1 of 4MN601 Network Project Management 2019 T1 MN601 Assignment-1 MEL SYD V1.4 2 of 4 THE BEST PROJECT MANAGERS ARE EMOTION-DRIVEN LEADERS~ By Claude Emond, 12 Apr 2010Acknowledgement: The following case study is taken verbatim fromhttps://www.projectsmart.co.uk/the-best-project-managers-are-emotion-driven-leaders.phpA 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 Hubble 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.Prepared by: A/Prof Nalin Sharda Moderated by: Dr Sihui (Sue) ZhouMN601 Network Project Management 2019 T1 MN601 Assignment-1 MEL SYD V1.4 3 of 4 ? 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. Prepared by: A/Prof Nalin Sharda Moderated by: Dr Sihui (Sue) ZhouMN601 Network Project Management 2019 T1 MN601 Assignment-1 MEL SYD V1.4 4 of 4 Assignment taskWrite a report on the above case that addresses the following issues; and carry 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 HeadingDescription Marks 1. Executive SummaryGive an executive summary that gives a big picture of the issues presented in the case study. 5 2. Leadership issuesExplain the problems that can arise if the project leader is ineffective. 5 3. Leadership stylesDescribe the leadership styles articulated by Charles Pellerin. 5 4. Project SuccessExplain which leadership styles can build teams that can lead to project success, and why? 5 5. Ethical issuesResearch and describe the Ethical issues in the Hubble telescope launch case?What were the possible solutions to these Ethical issues? 5 6. ReferencesList all references and give in-text referencing using IEEE style. 5 TOTAL 30 Marking Rubric: Grade ? Mark ? HD 80-100% DI 70-79% CR 60-69% P 50-59% Fail

A cellular telephone manufacturer that entered the post regulation market quickly has an initial problem with excessive customer complaints and consequent returns of cell phones for repair or replacement. The manufacturer wants to estimate the magnitude of the problem in order to design a quality control program. How many cellular telephones should be sampled and checked in order to estimate the fraction defective, p, to within .01 with 90% confidence?

Watch the http://presentations.inxpo.com/Shows/Laureate/HostedVideos/on_PhDVirtualResidency_r2s1/LaureateVideo.html

What challenges did the students face in developing a research question?
What strategies were used to help narrow their interests into a viable research question?

Read the following article in preparation for your scheduled cohort discussion:
o   Walkup, J., & Bock, E. (2009). What do prospective research participants want to know? What do they assume they know already? Journal of Empirical Research on Human Research Ethics, 4(2), 59.
Identify the following elements as you read the article and be prepared to discuss in the live session:

The Research Question and Hypothesis
General organization of the introduction section
The problem being addressed by the research problem
The theory or conceptual framework that guides the study
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The left side of the heart pumps oxygenated blood to the body.
See the picture below, that’s the heart.
Look at the left side of the picture, and now look at the right side of the picture. What do you see that’s different?
One side looks a lot thicker than the other. The side that is thicker is the left side of the heart. The thickness of that muscular wall helps pump the blood to the rest of your body.
How blood moves and the left ventricles role:
The heart is made up of four chambers. The blood flows into the superior vena cava which is a vein, and flows into the right atrium.
From the right atrium, moves into the right ventricle, and moves to the lungs through the pulmonary artery to get oxygen. After it becomes oxygenated, it moves back into the left atrium from the pulmonary vein and then goes into the left ventricle.
From the left ventricle, the blood carrying oxygen gets pumped into the aorta and exits the heart.