MQBS2010 Week 3 Notes

Acknowledgement of Country and Copyright

• This material is provided to you as a Macquarie University student for your individual research and study purposes only. You cannot share this material publicly online without permission. Macquarie University is the copyright owner of (or has licence to use) the intellectual property in this material. Legal and/or disciplinary actions may be taken if this material i s shared without the University’s written permission.

Acknowledgement of Country

• I acknowledge the traditional custodians of the Macquarie University land, the Wallumattagal clan of the Dharug nation, whose cultures and customs have nurtured, and continue to nurture, this land, since the Dreamtime. We pay our respects to Elders past, present and future.

• MQBS2010 2

Student Experience Survey (SES)

• SES currently open: 29 July - 31 August 2025.

• Complete the survey for a chance to win $1,000*.

• How to participate:

  • Check your student email or iLearn for your unique survey link from the Social Research Centre (ses@srcentre.com.au).

  • If you can’t find your link, scan the QR code to get started.

  • Visit SES activations outside 18 Wally’s Walk (between 11am - 2pm): HAVE YOUR SAY.

• Activation days listed: Tuesday 5 and 19 August; Thursday 31 July, 14 and 28 August.

• More information at qilt.edu.au/ses.

• *Terms and conditions apply.

Industry Partnership Program (and more) and Internships

• Recently advertised internship and job opportunities appear in the Career Hub.

• After logging in to Career Hub, confirm your email address to be added to the fortnightly newsletter with the latest news, events, jobs, and employability resources.

• URL: https://www.careerhub.mq.edu.au/students/jobs/search

• You can update your email preferences by selecting your name > Communication settings.

• Reiterates copyright and sharing restrictions for MQ materials.

Internship Opportunities (recently advertised)

• Commbank - Marketing and Corporate Affairs - Summer Internship

  • Link: https://www.careerhub.mq.edu.au/s/mq-student-employment/jobs/public/share/5535331

  • Applications close on 26th August 2025.

• MIRVAC – Funds Management Intern

  • Link: https://www.careerhub.mq.edu.au/s/mq-student-employment/jobs/public/share/5548399

  • Applications close on 26th August 2025.

• Solar Innovation – Marketing & Communication Internship

  • Link: https://www.careerhub.mq.edu.au/s/mq-student-employment/jobs/public/share/5543835

  • Applications close on 17th August 2025.

• QMC Group – Accounts Clerk

  • Link: https://www.careerhub.mq.edu.au/s/mq-student-employment/jobs/public/share/5543831

  • Applications close on 25th September 2025.

• Tetra Tech Coffey PTY LTD – HR Administrator

  • Link: https://www.careerhub.mq.edu.au/s/mq-student-employment/jobs/public/share/5543850

  • Applications close on 15th August 2025.

• Reiteration of copyright and sharing restrictions for MQ materials.

Guest Expert on Defining the Project

• Guest expert: Mark McPherson, Principal Business Analyst - Enterprise, Aware Super.

• Central message: A GOOD OUTPUT DEPENDS ON A WELL-DEFINED STARTING POINT.

• Reiteration of copyright and sharing restrictions for MQ materials.

Defining the Project (Overview)

• Mark McPherson (Aware Super) presents on defining the project.

• Core idea: A well-defined starting point drives successful project outcomes.

Quick Quiz: Origins of Project Management

• Question: From what discipline or industry did Project Management derive?

• Answer: Civil Engineering, in the 1950s.

Quick Quiz: What constitutes a project?

• Question: Are any of these items considered projects? 1) Get new software 2) Re-label product 3) Relocate team 4) Install ramp for wheelchairs 5) Change company logo 6) Avoid workplace incidents

• Note: This prompts thinking about whether activities constitute projects (scope, time, resources, objectives).

A successful project is driven by…

• 1) A need – What is the problem we’re trying to solve? A “solution” is not a project; Asking why helps.

• 2) Capacity – Do we have what’s required to deliver a solution?

Project Approach

• Concept: Work -> Detailed -> Solution -> The Need -> Delivery -> Breakdown & Planning -> Analysis -> Design.

Divergent vs Convergent Thinking in Defining the Project

• Divergent thinking leads to Needs, Assessment, and initial ideas.

• Convergent thinking leads to Work Breakdown & Planning, Detailed Analysis.

Defining the Project: Focusing on the Right Problem

• Key idea: Fix the right problem; break it down; detail the needs.

The Needs Assessment

• Purpose: Identify what needs to be solved; evidence-driven; aligns with problem statement.

• Slide hints: A backlog with evidence gathering, testing, feedback, team brainstorming, redefining problems, and revisiting/prioritising.

Needs Assessment Output: A Prioritised List of Needs

• Output is a backlog prioritized by impact and feasibility of solving.

• Includes evidence gathered and a revised problem statement.

• Examples of prioritised need statements include authority, reduced risk, clear vision, and defined scope.

Break it down: Work Breakdown & Planning

• WBS concept: Break the project down into smaller components to manage scope; allows controlled growth while staying connected to the overall objective.

• Structure emphasizes ownership and responsibilities.

Work Breakdown Structure (WBS) – Step 1

• First step: Initial breakdown; emphasize empathy and curiosity; listen, understand, and breakdown.

• Soft skills highlighted as essential to effective WBS development.

WBS: Team and Task Allocation

• WBS examples show project group configured into small, medium, and big tasks.

• Demonstrates ownership assignments and the progression from group tasks to individual tasks.

WBS: Project Phases

• Phases show progression: Phase 1 big group task; Phase 2 big task; with intermediate big/medium/small tasks.

• Indicates how tasks are grouped by phase and ownership.

WBS: Ownership and Scope management

• Each phase assigns owners to needs and tasks; ensures alignment with the project’s scope.

• Some needs may sit outside the current scope and be deprioritized or deferred.

Approach Options: Waterfall vs Agile

• High-level scope and ownership: What’s our approach?

• Waterfall: sequential phases; requirements -> design -> development -> testing -> deployment -> support.

• Agile: backlog-driven; develop, test, deploy, review; iterative delivery.

Defining the Project: Fix the Right Problem, Package the Problem, Understand the Problem

• Key triad: Needs assessment, Work breakdown & planning, Detailed analysis.

Detailed Analysis: What to detail and how

• Focus on detailing the need, not the solution.

• The overview emphasizes traceability, future process modelling, and detailed requirements.

Detailed Analysis – What you deliver

• Functional requirements or user stories; capture customer/user experience, task flow, and outcomes.

• As a [customer type], I want to [perform task], so that I can [achieve goal].

• Missing details may include technical specifics or how it will be achieved; distinguish business vs builders roles.

Detailed Analysis – Scope and Prioritisation

• Traceability from needs to to-be processes; ensure alignment with scope management and prioritisation.

Wrap-up and Transition

• Quick recap of the Defining the Project framework.

Challenges in Project Delivery

• People: projects can be exciting but hectic; potential aggression or apathy; manage expectations and emotions.

• Approach: budgets and resources may be limited; wear different hats; importance of regular and transparent communication; disagreements are normal and acceptable.

Key Takeaways – Defining the Project

• Focus on the problem; empathy is key; understand the need.

• Expect varied personalities; practice kindness, patience, and humility.

Applying Learning to a Scenario (Think, Pair, Share)

• Scenario: Retail store project to investigate why customers are spending less time and money and to develop strategic proposals with cross-department collaboration and data access.

• Task: Define the scope of this project; identify stakeholders; determine data needs; propose initial scope boundaries and success criteria.

Continuing Application: Think, Pair, Share (Repeat)

• Additional practice with the same scenario to reinforce understanding.

WIL Simulation: Introducing the Challenge

• WIL (Work-Integrated Learning) simulation is introduced as the challenge format.

• Copyright and sharing restrictions reiterated.

NDIS Quality and Safeguards Commission – Overview

• The National Disability Insurance Scheme (NDIS) is a national scheme managed by the Australian Government providing funding to eligible people with disability.

• Participants have individual plans detailing goals, supports, and allocated funding; NDIS is a human-centred scheme prioritising participant decision-making.

• Supports help with daily life activities, community participation, health, wellbeing, jobs, or volunteering. Providers deliver services and supports; providers can operate with or without registration.

• The NDIS Commission is the regulator ensuring quality and safeguards; primary aim is to uphold participant rights and promote safety in supports and services.

NDIS Participants by Jurisdiction (as at Q2 FY22/23)

• NSW: 172,190; VIC: 153,198; QLD: 120,898; SA: 49,596; WA: 49,419; TAS: 12,819; ACT: 9,793; NT: 5,375; Other jurisdictions/data not available: 52; Total participants: 573,342; First Nations people: 9.3%; CALD (Culturally and Linguistically Diverse): 8.5%; Remote areas: 1.5%.

NDIS Commission, NDIA, and NDIS – What’s the difference?

• The NDIS Commission is the Quality and Safeguards regulator.

• The NDIA is the National Disability Insurance Agency, which funds participants’ plans and supports.

• The NDIS is the overall scheme that enables disability supports.

• Participants are the people who receive supports from the NDIS.

Core Functions and Compliance & Enforcement

• Effective compliance and enforcement arrangements, including monitoring and investigation functions.

• Uphold rights and promote health, safety, and wellbeing of people with disability receiving supports, including NDIS participants.

• Promote continuous improvement among NDIS providers and the delivery of higher standards of supports and services.

• Underpinning legal basis: 181E of the National Disability Insurance Scheme Act 2013 (Cth).

• Develop a nationally consistent approach to managing quality and safeguards for NDIS participants, including screening of workers.

Core Functions – Detailed Areas

• Positive Behaviour Support: development and maintenance of the PSB Capability Framework; research to inform better practice.

• Reportable Incidents: receive, handle, and investigate serious incidents affecting participants.

• Registration: assess provider applications against NDIS Act and rules; run audits.

• Regulating Unregistered Providers: guidance and best practice information; compliance with the NDIS Code of Conduct and Practice Standards; investigations and complaints.

• Complaints: receive, investigate, manage, mediate, and resolve complaints.

Strategic Plan (2022-2027)

• Strategic enablers include: Regulate for positive impact, Practice and regulatory excellence, Work together to build trust, Data and digital approaches, Our people.

• Focus areas: Rights of people with disability, Quality providers and workers, Thriving, diverse markets.

• Our vision: People with disability achieve their aspirations.

• Our purpose: Uphold the rights of NDIS participants, elevate quality and safety, enable consumer independence.

• Our impact: Each participant has safeguards and access to quality services; consumer independence and informed choice via regulatory frameworks.

Strategic Architecture and Roadmap

• Strategic plan details include regulatory approach, workforce plan, and data/digital roadmap; alignment to ICT investments to support regulator maturity.

• Focus on upholding rights and promoting health, safety, and wellbeing of participants.

Current Channels for Communication and Engagement

• Social media (Facebook, LinkedIn); media; NDIS Commission website (limited interactivity); EDMs/e-news to providers; attendance at sector events; online and in-person forums/events; location-based campaigns; collaboration with peak advocacy and industry bodies; NDIA participant communications.

The Challenge: Designing a Public Engagement Platform

• Stakeholders (people with disability, providers, and sector participants) are invited to have their say and participate in co-designing resources and strategies.

• Question: What does best-practice look like for a dedicated, accessible online platform to complement other input channels?

What Does Success Look Like?

• Active engagement on an accessible platform from diverse groups across issues; elevate the voice of people with disability; place participants at the heart of NDIS Commission work.

• A plan to engage diverse participants in the platform’s design (inclusive mindset).

• A communications plan to engage multiple stakeholders with the platform.

• A digital design that supports engagement for diverse participants.

• Proposals to address engagement challenges (problem solving).

Thank You, Questions, and Contact

• Thank you for your attention; reach out with questions.

• Contact options: Free hotline 1800 035 544; email contactcentre@ndiscommission.gov.au; website www.ndiscommission.gov.au

Final Note

• Comments or questions can be asked in tutorials or posted to the general discussion forum.

• Reiteration of copyright and sharing restrictions for MQ materials.