PMGT2822 Reframing Projects
The Complete Exam Bible · S 2, 2026PMGT2822 Overview
- The University of Sydney
- Semester 2, 2026
- Undergraduate
- 6 credit points
PMGT2822 Reframing Projects is a current University of Sydney Semester 2, 2026 unit that moves a live project through immersion, problem structuring, cognitive and stakeholder mapping, creativity, design thinking, risk, option ranking, solution packaging and diffusion.
The verified assessment components are in-class exercises 20%, weekly quizzes 10%, Design Project 1 individual 5%, Design Project 2 in a two-person group 10%, Design Project 3 in a four-person group 5%, Design Project 4 in an eight-person group 20%, and a final examination 30%.
- Assessment In-class 20%, quizzes 10%, four design projects 5/10/5/20%, final exam 30%.
- Attendance At least 85% expected; possible faculty consequences are an attendance control, not a weighted task.
- Eight-stage decision route Move through framing, mapping, divergence, testing, ranking, packaging, diffusion and evidence-led review.
- Offering Semester 2, 2026 · Camperdown/Darlington · normal day.
How PMGT2822 is assessed
| Component | Weight | Format |
|---|---|---|
| In-class exercises | 20% | Workshops in Weeks 2–12 |
| Weekly quizzes | 10% | Weeks 3–12 |
| Design Project 1 | 5% | Individual; Week 5 |
| Design Project 2 | 10% | Two-person group; Week 8 |
| Design Project 3 | 5% | Four-person group; Week 10 |
| Design Project 4 | 20% | Eight-person group; Week 13 |
| Final examination | 30% | Formal examination period |
The current Canvas components total 100%. A separate unit page publishes an 85% attendance expectation and possible faculty consequences; this is represented as an attendance control rather than invented as a weighted task.
What PMGT2822 covers
The path runs from Frames, Narratives and Problem Structuring through Option Ranking, Bias and Decision Quality to Diffusion, Adoption and Reframing in Practice.
Frames, Narratives and Problem Structuring
frame · rich picture · problem structuring02Cognitive Mapping and Stakeholder Networks
cognitive map · centrality · boundary stakeholder03Creativity, Design Thinking and Risk as a Lens
divergence · prototype · assumption risk04Option Ranking, Bias and Decision Quality
decision criterion · sensitivity analysis · escalation of commitment05Solution Packages, Co-creation and Team Integration
solution package · co-creation · constructive feedback06Diffusion, Adoption and Reframing in Practice
diffusion · compatibility · reinventionThese total 100%.
The current unit page separately states an expectation of at least 85% attendance at timetabled activities and possible faculty consequences. This guide represents that as an attendance control, not as an invented weighted task or numeric assessment hurdle.
Students should verify current operation in the live outline.
Reframing exposes how a project definition selects boundaries, actors, causes and success. Narratives and rich pictures preserve ambiguity long enough to reveal conflict and missing voices. A useful frame changes the questions and option set while remaining bounded and testable.
Cognitive maps externalise beliefs and causal claims.
Stakeholder networks show information and influence pathways. Neither is objective truth: arrows need definitions and evidence, network metrics depend on relation and boundary, and legitimacy cannot be calculated from centrality.
Creativity and design thinking generate alternative frames and prototypes. Risk can prompt elimination, staging, graceful degradation and reversibility.
The smallest useful prototype tests the assumption most capable of changing direction, not the easiest feature to demonstrate.
Option ranking requires criteria linked to the reframed objective, honest measurement and visible trade-offs. Weighting expresses judgement.
Sensitivity, threshold criteria, independent estimates and stop rules protect against false precision, anchoring, optimism and escalation of commitment.
Solution packages coordinate technical, process, governance, capability and communication interventions.
The progressive design projects increase group size, making integration, feedback, contribution evidence and decision process part of the learning rather than administrative detail.
Diffusion depends on relative advantage, compatibility, complexity, trialability, observability, trust and social networks.
Local reinvention can improve fit while threatening core safety or evidence, so adaptable and invariant elements need governance.
All worked cases are original and do not reproduce current design-project prompts, quizzes, workshop exercises or final examination.
Current dates, attendance, team and SPARKPlus operations remain controlled by University of Sydney systems.
A practical course loop is frame → map → diverge → test → rank → package → diffuse → review. Every stage can send evidence backward. A prototype can expose the wrong frame; adoption can expose the wrong package; stakeholder feedback can change criteria.
Study by preserving version history.
For each project stage, record what the team believed, which evidence challenged it, what changed and what remained uncertain. This makes reframing an evidence trail rather than a sequence of workshop artefacts.
The guide therefore treats every visual tool as an inference aid with a boundary.
A frame is selective, a map contains claims, a prototype answers a limited question, a matrix embeds value judgements and adoption data can diverge from benefit. Strong work names these limits before making the next recommendation.
Reframe one project end to end
- 1Restate current frame.
- 1Map users and networks.
- 1Identify decision-critical assumption.
- 1Generate package alternatives.
- 1Test adoption and review frame.
Key terms
- frame
- A selective interpretation that defines what the situation is, what matters and which actions appear sensible.
- rich picture
- A visual problem-structuring device showing actors, tensions, processes, concerns and relationships without forcing early formalisation.
- problem structuring
- A facilitated process for exploring messy situations, multiple perspectives and alternative formulations.
- cognitive map
- A directed representation of concepts and perceived causal or influence relations used to explore how a person or group understands a situation.
- centrality
- A family of network measures describing structurally important positions according to a defined relation.
- boundary stakeholder
- A party connecting groups, domains or information communities that might otherwise remain separated.
- divergence
- Deliberate generation of multiple different interpretations or options before selection.
- prototype
- A representation built to learn about a specific uncertainty rather than to demonstrate completion.
- assumption risk
- The possibility that a decision-critical belief about need, feasibility, behaviour or context is wrong.
- decision criterion
- A dimension and measurement rule used to compare how well options serve the reframed objective.
PMGT2822 FAQ
How is PMGT2822 assessed?
In-class exercises 20%, quizzes 10%, four design projects totalling 40%, and final examination 30%.
What is the attendance rule?
The current page expects at least 85% attendance and describes possible faculty consequences; verify live application.
How do the design projects scale?
From individual work to groups of two, four and eight.
What does reframing change?
Problem boundary, stakeholders, causal story, success and therefore the option set.
Are maps objective evidence?
No. They externalise claims and relations for testing.
Are these official questions?
No. They are original practice.
What should a solution package contain?
Coherent technical, process, governance, capability and adoption elements tied to one value pathway.
Where are current operations?
In the live University of Sydney unit systems.
How to study for the exam
Use the eight-stage loop and keep a versioned evidence ledger: frame, map, divergence, prototype, ranking, package, diffusion and review.
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