49004 – Systems Engineering for Managers

49004 – SYSTEMS ENGINEERING FOR MANAGERS

SPRING 2025 PROJECT

SUSTAINABLE DATA CENTRES FOR DIGITALLY DEPENDENT FUTURE

A quick search online will make it obvious that there is an important drive happening across the world towards sustainability in all aspects of life. Responsible leaders and businesses are understanding we cannot keep using resources as we have been up to now. Energy, water, forestry, minerals, waste, pollution, safety and social equity - amongst others - are becoming concerns that need to be addressed with different perspectives to what until very recently had been “business as usual”; and it has become clear that a wider understanding, following a systemic approach, will lead to better solutions.

This assignment has been designed with the contribution of a real client to solve a real-life problem - within the obvious academic and time constraints - in which you will be applying sustainability concepts with a systemic approach to develop a real-life solution.

BACKGROUND

THE ENGINEERING CONSULTING FIRM AND THE CLIENT

You are all part of an engineering consulting firm focussing on using a systemic engineering approach to deliver sustainability solutions to clients in both the private and public sectors. This engineering firm uses a broad spectrum of engineering and other specialisations in each project which allows it to be true to the promise of providing a proven systemic approach that delivers the best foreseeable solution for the whole.

The client is Endeavour Energy which is an electricity distributor “transitioning from a traditional ‘poles and wires’ business to a distributed system operator” (About us | Endeavour Energy). It has a network spanning close to 25k kilometres with about 47k kilometres of overhead and underground cables, serving over 2.7 million people in Sydney’s Greater West, Blue Mountains, Southern Highlands, Illawarra and NSW South Coast. It is owned by the State of NSW (49.6%) and, under a 99-year lease arrangement, by a private consortium (50.4%).

THE BRIEF FROM CLIENT

BACKGROUND

As the digital economy accelerates, data centres have become critical infrastructure powering everything from cloud storage to artificial intelligence. However, their rapid expansion comes at a steep environmental cost. Modern data centres consume massive amounts of electricity and water to keep high-performance computing systems running and cool — with a single facility capable of drawing enough energy to power over 30,000 homes. In regions like New South Wales, demand for data centre connections has already outpaced the grid’s peak capacity, placing unprecedented pressure on our energy systems.

Beyond electricity, these facilities rely heavily on land, construction materials, and water, often in ways that are neither efficient nor circular. Diesel generators are widely used to meet high uptime requirements, adding further to carbon emissions and air pollution. While the demand for digital infrastructure is unlikely to wane, the way we design, build, and integrate data centres into the broader ecosystem must evolve to align with Australia’s—and the world’s—sustainability goals.

YOUR CHALLENGE

As a team of future-focused engineers, designers, and sustainability professionals, your task is to reimagine the end-to-end lifecycle of a data centre through the lens of sustainable development. This includes:

 Energy: How can data centres shift toward net-zero operations while maintaining 24/7 reliability? What mix of grid integration, on-site renewables, battery storage, or load flexibility can support this?

 Water: What innovations in cooling design or water reuse could minimize or eliminate freshwater consumption?

 Land and materials: How can site selection, land use, and construction materials support circular economy principles?

 Emissions: What strategies can reduce Scope 1–3 emissions across design, operation, and decommissioning phases?

 Systems integration: How can data centres become active participants in the grid of the future—supporting demand response, power resilience, or even community energy objectives?

DELIVERABLES SHOULD CONSIDER

 Innovative architectural, engineering, or operational design concepts.

 Economic and regulatory feasibility in the Australian context.

 Lifecycle sustainability impacts, including emissions, water, and materials use.

 Social and environmental co-benefits.

 The aim is not just to reduce harm, but to explore how data centres might contribute positively to a sustainable and resilient future.

THE PROJECT MECHANICS

TEAMS & GROUPS

Students are divided into teams of 8 students each. These teams must be formed by the end of week 1 by joining one of the pre-created groups in Canvas – do NOT create your own group on Canvas, join one of the existing groups. By the end of week 2, all the same colour teams will be working as a group under the guidance of 2 project managers.

LEADERSHIP

TEAM LEADERS

Each team will require one (1) team leader. The team leader for each team will be elected by all members of that team by the end of Week 1 – before midnight Sunday 03 Aug. Team leaders can nominate themselves or be nominated by another team member. A formal vote process must be followed and results recorded to be presented to the project managers and the teaching team.

RESPONSIBILITIES:

The team leader will be responsible, – amongst other things – for:

 attending all lectures

 ensuring every team member actually reads the assignment documents provided

 ensuring that every member in their team knows and understands:

˗ what is required of each one of them

˗ the purpose of the research and any other work they are required to do

˗ how their performance compares to that of the rest of the group

 liaising with the group project managers

 ensuring that their team’s submission is a worthy contribution to the final submission

 monitoring the proper functioning of their team (e.g. providing assistance to members that might have personality clashes or incentivising non-performing members)

 compiling weekly team submissions ensuring they meet requirements

 uploading weekly submissions on time

 assisting project managers with the implementation of the project management plan, recording of discussions and results of the weekly assessments

 contributing to the final presentation

SELECTION CRITERIA:

Each team will decide on their own leader according to what they see fit for their team. However, it is recommended that team members, when making the leader selection, give serious consideration and keep in mind the team work material that they will be preparing for week 2.

COMPENSATION:

Given that the role of team leader implies greater responsibility and a different workload when compared to the rest of the team members, team leaders will receive in compensation for their additional contribution to the success of their team:

 4% extra on top of their team’s average weekly mark, if the result is a credit grade

 7% extra on top of their team’s average weekly mark, if the result is a distinction grade

 10% extra on top of their team’s average weekly mark, if the result is a high distinction grade

PROJECT MANAGERS

Teams will come together in groups of 6 and each of the resulting groups will be assigned two (2) project managers.

The project managers will be selected after the project management candidates have submitted a written application (maximum 1 page) explaining their qualifications and why they are the best candidate for the position. The written application will be sent to the teaching team by 11:59 pm on Monday 04 August. The teaching team will decide the groups to which each set of project managers is assigned.

The project managers will be functioning at three different levels: (1) individual, (2) as part of the group management team of two, and (3) as a part of the larger team of project managers in charge of the cohort’s delivery.

RESPONSIBILITIES:

The project managers will be responsible, – amongst other things – for:

 individually:

˗ attending all lectures

˗ liaising with the team leaders of the four teams they are managing

˗ ensuring that each weekly submission is a worthy contribution to the final submission

˗ monitoring the proper functioning of their teams

˗ ensuring that submissions are uploaded according to requirements and on time

 as a project management team for their group:

˗ setting up a project management plan in collaboration with team leaders

˗ compiling the research and weekly reports of all the teams in their group

˗ ensuring that leaders are performing to requirements and expectations

˗ leading weekly reviews of progress

˗ ensuring that all teams are informed and understand at all times:

 the direction in which the group is moving

 the outcomes being pursued

 the research and submission requirements for each week

 the progress achieved every week

 the state of the compilation work for the report

 as a project management team for the whole cohort:

˗ setting up an overall project management plan for the delivery of the cohort as a whole

˗ leading weekly reviews of progress

˗ ensuring that all project management teams are performing effectively for their teams

˗ managing the weekly assessment process under the supervision of the teaching team

˗ organising the final presentation and compiling the final report

˗ liaising with the teaching team and the client

SELECTION CRITERIA:

Essential criteria:

 proven proficiency in English writing

 excellent interpersonal skills

 excellent communication skills

 proven prioritisation and time management skills

 problem solving and delegation skills

 proven influencing skills

 academic record to prove commitment and performance

Desirable criteria (not essential, but preferred):

 professional experience

 initiative

 tolerance for stress

 nurturing approach

COMPENSATION:

Given that the role of Project Manager implies greater responsibility and a different workload when compared to other students, PMs will receive in compensation for their additional contribution to the success of their group:

 5% extra marks on top of their group’s project mark, if the result is a credit grade

 10% extra marks on top of their group’s project mark, if the result is a distinction grade

 15% extra marks on top of their group’s project mark, if the result is a high distinction grade

The compensation reflects the extra work that the project managers will need to contribute to make these grades possible.

GENERAL CONDITIONS FOR TEAM LEADERSHIP AND PROJECT MANAGEMENT:

 team leaders and project managers will be selected and officially appointed by week 2

 team leaders and project managers MUST attend ALL classes, unless lecturer grants special dispensation for exceptional circumstances

 any member of a team, or project manager of the group, can challenge the team leader if they think the team leader’s performance is not adequate. To challenge, the challenger must put forward her/his argument for replacing the leader; the leader must be allowed to answer the challenge; a vote must be taken by all team members

 any team, can challenge a project manager if they think that the project manager’s performance is not adequate. To challenge, the nominated challenger must explain to all the other members of the group the shortcomings of the incumbent and provide a written application and short presentation for replacing the project manager; the project manager must be allowed to answer the challenge; a vote must be taken by all group members with both the incumbent and the challenger(s) as options;

 when there is a leadership challenge – either for team leader or project management, and regardless of whether it is successful or not – the teaching team must be notified; the tutors have the power to hear appeals; if the challenger or the challenged are not satisfied with the tutors’ determination, they can appeal for a hearing with the lecturer, whose determination will be absolutely final

ASSESSMENT

The project that makes this assignment is worth 70% of your overall mark for this subject.

The assessment of the project will be done in four ways:

 tri-weekly team’s progress report to client on their research and analysis on specific topics

 ‘adjustment’ for individual participation and peer assessment

 group report

 group presentation

ONGOING ASSESSMENT

THE TRI-WEEKLY REPORT FOR CLIENT

The progress reports for client assessment will add up to 36% of your overall mark for this subject.

Every three weeks, from week 3 to week 9, teams will prepare a report of progress for the client. Each report must be submitted via a Turnitin link provided in Canvas by 11:59 pm on Sunday before the scheduled day for client feedback.

For the client tri-weekly client reports:

 each team member must be assigned an assessable part of the work to be submitted

 the report will be an absolute maximum of 4 pages excluding references, Arial font 11 points, 1 ½ line spacing, 2.5 cm right and left margins, 1.8 cm top and bottom margins – this is very important as all the reports must have the same formatting

 the reports must be submitted with the file name containing the group identification – i.e. the colour and number and the progress report number - e.g. Red_2_First_Progress_Report or Blue_4_Second_Progress_Report

The reports will be assessed by both the client and the teaching team. Research quality as well as breadth and strength of systemic approach and innovation will be heavily considered in the assessment.

THE WEEKLY/BI-WEEKLY REPORT

Each week every team will have the opportunity to prepare for the following class a report on their proposals derived from the findings of their research on a specific topic that relates to the lectures and the brief you have as consultants. All teams submitting reports will get feedback, which will greatly improve the chances of achieving good marks for their reports to client. The weekly report should be submitted via a Turnitin link provided in Canvas by 5 pm on Tuesday each week before the class during which they will be discussed.

For the weekly reports:

 the weekly report will be an absolute maximum of 2 pages excluding references, Arial font 11 points, 1 ½ line spacing, 2.5 cm right and left margins, 1.8 cm top and bottom margins – this is very important as all the reports must have the same formatting

 the reports must be submitted with the file name containing the group identification – i.e. the colour name and the topic name - e.g. Red1_SystemsApproach_Report or Blue4_CLD_Report

The details for the weekly/bi-weekly completion of this requirement will be provided during classes, as well as being posted on Canvas.

GENERAL NOTES

Reports that do not comply with the strict formatting requirements and page limits specified will not receive feedback from either the client or the teaching team.

All reports – mandatory for client or optional for academic feedback – must include a table that names the team members that actively participated in the crafting of the report. Do not just list team members, briefly explain their contribution. The table must also contain a column where you tell the teaching team the percentage of contribution to overall effort, e.g.

 if someone did not contribute to the team effort, they will not be included in the table or, if they are, their percentage contribution will be 0%

 if someone contributed to the research or design but did not attend team meeting(s), the percentage cannot be more than 75%

 if the work contributed by a team member did not meet the expectations of the team, the percentage must reflect that shortfall

and note that the team must agree with the assigned percentages.

Team leaders and project managers will ensure that all teams in their group share what they have researched and/or proposed. This process will be managed and results recorded by the project managers, with the help of the team leaders.

The project managers will provide an oral report to the team leaders and the teaching team on the progress of the final report they are crafting from the work produced by their teams. They will also make available on Canvas - by 11:59 pm on the day before each class - the draft of the final report document as it stands at that point in time.

FINAL REPORT AND PRESENTATIONS ASSESSMENT

The final reports and group presentations will add up to 24% of your overall marks for this subject.

THE REPORT

The final report must:

 be submitted by project managers via Canvas by 11:59 pm on Sunday 26 October 2025

 be a commercial document but prepared with academic rigour

 not exceed 15 pages, excluding executive summary and references

 comply with the same formatting requirements as the progress reports

THE PRESENTATION

The final group presentation to the cohort:

 must be delivered as a live presentation or a video – or combination of both - to the client and the rest of the cohort on Wednesday 22 October

 should be a ‘sales pitch’ – prepared with academic rigour - that clearly and effectively explains the most relevant aspects of the proposal put forward

 can use audio-visual slides and/or any other communication tool

 must not exceed 12 minutes as a live presentation, 10 minutes as a video, or 15 minutes as a combination of video and live presentation

Further details for the completion of these requirements will be provided during classes, as well as being posted on Canvas.

ASSESSMENT OF REPORTS AND PRESENTATIONS

The final report and presentation will be assessed by both the teaching team and the client based on a set of criteria that will be made available with the detailed instructions for the final report

ADJUSTMENT FOR PARTICIPATION

The final mark of each student has a 5% component that will be awarded according to:

 participation in the weekly research report of their team

 participation in class discussions