2020/02/07

Course Details
Professional and Research Skills  • Course Co‐ordinators: Xebiso Kamudyariwa / Prof Dave 
Root
BUQS 3011 Xebiso.Kamudyariwa@wits.ac.za
Student Briefing David.Root@wits.ac.za
• Other Lecturers:
– As required (assessment panels etc.)
07 February 2020 • SAQA Credits (BUQS3011): 11 (equivalent to 110 hours 
X.B. Kamudyariwa of study)
• Wits points (BUQS3011): 12 (out of 156 for the year) 
• Direct Teaching Class hours scheduled ‐20 hours!

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Teaching and Learning Allocated groups
• This course is not about teaching you – It is about  • 23 groups
enabling you to learn
• We do this by providing you with challenging  • Based on about 160 students registered
assignments that require you to learn different  • 7 or 8 students per groups ‐ mixed
skills and acquire different bits of knowledge to 
do these assignments • Group allocation will happen by 14 February 
• The final assignment will not be clear unless you  2020.
clarify it in the briefing and nothing will go as  After allocation groups are expected to sit 
planned.
• You will do this in groups – that you have selected  together during lectures
in a way that assure all groups are random,
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Importance of Group Work Importance of Group Work
• Peer Review
• Peer Evaluation
• Core component of BUQS3011  • Individual Reflection
– Group formation and group roles • Group project portfolio
– Group functioning • Management of assignments as projects
– Groups of 7/8 allocated randomly – You will not be taught how to manage a project in this 
course but you will be assessed on your ability to manage a 
• Debrief by external facilitator (April / May) project and to report on the project!
– Group by group – Planning and Updating project plans
– I hours sessions – Record keeping and documentation, processes and progress
– Reflection of experience of working in the first two  – Good professional practice (project management skills)
assignments and preparation for the 3rd assignment. • Approach similar to Discourse/Research Report at 
Honours level
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Course Goals Course Outcomes
• To enable students to gain proficiency in  • At the end of this course, the learner will be 
academic skills needed for: able to:
– Academic discourse  – Develop a proposal that forms the basis of 
academic / professional discourse;
– Professional discourse 
– Structure an abstract problem to be addressed by 
an evidence‐ based and theory ‐driven argument; 
– Design a substantiated (evidence and theory) 
logical argument;
– Use information retrieval skills and map acquired 
knowledge on a given body of knowledge;

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Course Outcomes Structure of the Course
• At the end of this course, the learner will be 
able to: • Spread over First and Second Semesters
– Plan an executable synthesis of qualitative and 
quantitative data; • Built around 3 Assignments
– Accept and engage with a multiplicity of ‘right’  – 2 academic assignment
answers; – 1 professional assignment
– Accurately self evaluate to identify and address  – Groups assigned by 14 Feb (all students to be 
learning needs; present
– Interact effectively in a learning group; and
– Communicate effectively at professional and 
academic level

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Structure of the Course Structure of the Course

• First Semester • Second Semester
– 1 tutorial (academic reading (5%)
– 1 lecture + final briefing
– 2 group assignments (academic) (25% and 20% 
– briefing session (by group) (5%)
respectively)
– 1 group assignment (professional) (25%)
– Group debriefing in April/May (1 hour session 
per group) – Portfolios (group and individual (10%)
– Per group briefing regarding assignment 3 on 17 – Presentations to panel 14 ‐ 18 September (10%)
July

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First Semester Content First Semester Content
• Introduction to groups, group formation and group  • Truth logic and building of arguments
roles • Identification and structuring of problems
• Group functioning • Academic communication and presentation skills
• Academic literacy • Understanding audience 
• Academic reading • Understanding customer need /briefing
• Academic ethics • Scope Management
• Project management skills to manage group 
assignments
• Library skills and academic information search tactics
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Assessment Assessment
• Assessment criteria defined in course  • A minimum final mark of 50% must be obtained for 
descriptor the course.
– Tutorials 5% • Sub minimums apply:
– Group Assignment 1 25% – 40% for Assignment 3 (Proposal Document and 
– Group Assignment 2 20% Presentation)
– Briefing Session 5%
• Assignment 1 (70% individual and 30% group)
– Group Project Portfolio 5%
– Individual Reflection 5% • Assignment 2 (30% individual and 70% group)
– Proposal Document 20% • Assignment 3 (90% group)
– Proposal Presentation 15%

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Final Proposal and Assessment Managing for delivery
• Professional based scenario • Why is this a project?
• Professional Document submission • How can a project be managed?
• Professional Presentation to a professional  • Work breakdown structure
audience • Roles and responsibilities matrix
• Project Plan
• Managing non‐ conformities
• Review Process
Time management
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Research as a project Defining Success
• Within allocated Time (All given)?
• What is a project?
• Within Budgeted Cost ( of Resources used )( What levels of 
• What do you know about research scope,  Resource usage can be accepted by group e.g. in 
timelines, quality etc? terms of time spent)
• How do you plan a project? • At proper Performance Level (As agreed by group‐ it is a 
• How do you monitor and review a project? group effort and measurement)
• What is the different approaches that can be  • Accepted By Customer (Make sure you know what that is 
taken as a group? e.g. marking schedule)
• What is the overall group’s view on performance? • With minimum, mutually agreed scope changes
• What is the group’s idea on time management? • Without disturbing main work flow of organisation 
• Are there differences in culture between the  (The rest of your courses)
different programmes? • Without unplanned change to “Corporate Culture” (Do 
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not loose your friends, relationship or job)
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What Resources Are Available Time for Delivery
• And what would they cost the team to obtain?
• Due dates are given 
• People
– Team members training, skills and experiences  • What does this mean?
– Team strengths and weaknesses  – When are you finished? 
– Team development needs  – Who has reviewed?
– Team charter and underlying values
• Facilities and equipment
This is the main reason for group conflict!
– Meeting space Computers , printers etc. 
– Means to travel or connect
• Systems
– Have you set them in place?
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Performance Level
Exceptional – Deals creatively with challenging issues.
Example – Acceptable Performance
Presentation is clear, concise and well organised. ACTIVITY MEASURED VALUE PERFORMANCE VALUE ACTION
Comprehension and integration of theory exceptional.
+ 80 Significant use of widely sourced and validified material. Assignments 70%+ Excellent
Analysis of significant scope and depth and clear original thought demonstrated.
Recommendations clear, practical and implications of Recommendations analysed and risk 60 - 69% Good
assessment done. 50 - 59% Average/Acceptable
50% - Failure/unacceptable Re-grouping
75 – 79 Extremely good assignment – Concepts are well researched and integrated.
Demonstrated analysis of all relevant issues at a suitable depth and scope.
Tests/Exams 70%+ Excellent
65 – 74 Good Assignment – Present a logical and coherent analysis of relevant issues. Analysis 60 - 69% Good
thorough and relevant. 50 - 59% Average/Acceptable
Sourcing from sufficient sources and information validated.
Depth and scope of analysis acceptable to good.
50% - Failure/unacceptable Assign tutor

55 – 64 Passed – Deals with most important issues, adequately organise and examples of Group meeting attendance Non-attendance of 3+ Failure/unacceptable Warning, written
referencing is shown. (without written notice) 1 - 3 meetings Acceptable Warning, verbal
No critical approach to analysis not critical.
Depth and scope of analysis adequate.
Contribution to asssignments Non-contribution of 2+ Failure/unacceptable Non-
50 – 54 Marginally passed – A barely adequate assignment that address most important issues. performance
Presentation is of reasonable standard. policy applied
Limited analysis and discussion.
Argument not very clear and logic.
Group administration Later than 2 days Unacceptable Warning, verbal
40 – 49 Marginally failed – Inadequate in terms of basic understanding. Later than 5 days Failure Warning, written
Major omissions and errors regarding theory.
Analysis and presentation deficient.
Repetition of transgression >2 Failure Non-
No clear argument presented. performance
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0 – 39 Inadequate – Does not deal with basic issues and contains major errors and omissions.

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(;$ 0 3/($ & & (37$ %/(3(5)2 50 $ 1 & (

ACTIVITY MEASURED VALUE PERFORMANCE VALUE ACTION Scope Of Work
Assignments 70%+ Excellent
60 - 69% Good
50 - 59% Average/Acceptable • Detailed information sheet
50% - Failure/unacceptable Re-grouping
• Assessment rubric
Tests/Exams 70%+ Excellent
60 - 69%
50 - 59%
Good
Average/Acceptable
• When is the assignment over?
50% - Failure/unacceptable Assign tutor
• What determines the scope?
Group meeting attendance Non-attendance of 3+ Failure/unacceptable Warning, written
(without written notice) 1 - 3 meetings Acceptable Warning, verbal

Contribution to asssignments Non-contribution of 2+ Failure/unacceptable Non-

performance
policy applied

Group administration Later than 2 days Unacceptable Warning, verbal

Later than 5 days Failure Warning, written
Repetition of transgression >2 Failure Non-
performance
policy applied
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Schedule Schedule
• Due Dates?

???????
Course 1
• Holiday Periods? Course 2
• Time required per assignment?
• Resources? Exam

• Other assignments?
• Differences between different programs?
• Personal commitments? 2020

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• Project charter
• Agreed processes
Course 1 Course 2 Course 3
• Project Plan ‐ updating
Ass 1 Ass 2 Test Exam
• Minutes
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• Review meetings
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What is needed? Roles in a project
• Original Plan • What is a team leader?
• Updated plan as needed • What is a project manager?
• Progress evaluations • What is a team member?
• Minutes (signed) • Is there a link between a role and allocations 
• Evidence of interaction (Whatsup trail) in the WBS?
• Procedures • What does the “minute taker” do?
• Evidence of implementation of  • Who arranges meetings?
procedures

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0 $ 1 $ * ,1 *  Non performance‐
1 2 1 3(5)2 50 $ 1 & ( consequences and appeals
Non performance can only occur against agreed 
performance standards. • Where penalties applies 
Managing non performance can only happen according to  • Consensus and agreement‐ attached 
agreed, fair and consistently applied processes. signed recommendation
Processes and sanctions will and may be different in  • No consensus‐ appeal
different groups ‐ it depends on the team charter and the 
agreements reached within that group.  • Facilitation – X Kamudyariwa
• Arbitration – Prof Root
• REMEMBER YOUR EVIDENCE
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Discussion

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