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BSB51407Diploma of Project Management

Assessment Record BookVer. 1.6 Jan 2012

Candidate Name: Susan G Brown

Date Submitted: 14 December 2012

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Table of Content

Table of Content 3Project Assessment Guidelines 4The Assessment Model 5Requirements 8Project Management History 9Unit 2: Manage Project Scope 12Unit 3: Manage Project Time 19Unit 4: Manage Project Cost 27Unit 5: Manage Project Quality 35Unit 6: Human Resource Management 43Unit 7: Manage Project Communications 55Unit 8: Manage Project Risk 65Unit 9: Manage Project Procurement 70Unit 1: Manage Application of Project Integrative Processes 77Summary of elements of competency 86Appendix A Line Manager Comments 89Appendix B: Diploma of Project Management Competencies 91

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Project Assessment GuidelinesThis Assessment Record Book is designed for use with the Diploma of Project Management (BSB51407) from the Business Services Training Package (BSB07). The specific competencies against which assessment occurs are detailed in the following pages.

In order to obtain the Diploma in Project Management, candidates are to successfully complete all assessment tasks. The assessment reviews both underpinning knowledge (theory) and how this is applied in a project in a workplace context.

An essential requirement of the assessment is the submission of evidence of workplace application to demonstrate the skills you have acquired during your workshop programme or related areas. To be deemed competent, you must be able to demonstrate your competence within a workplace context.

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The Assessment Model Introduction:The Assessment

The process you will be following is known as a competency-based assessment. With competency-based assessment you are required to provide us with ‘evidence’ that you are ‘competent’ in the various sections as described in this booklet.

The competency standards we assess against are recognized nationally and internationally, as part of the Australian Training Qualification Framework, as well as by the Australian Institute for Project Management.

Recognition of prior learning/Recognition of current competency

Recognition of Prior Learning (RPL) /Recognition of Current Competency (RCC) mean’s you will complete this Assessment Record Book (ARB) using evidence from past or current projects, work history & related events and then submit the ARB to an assessor.

Assessment TasksTo receive the Diploma of Project Management you will be invited to complete a number of assessment activities, including:-

Respond to a series of knowledge related questions : As part of the evidence you present, you will also be asked to answer a number of selected questions to ensure you have the underpinning knowledge/theory that underpins the work of a project manager.

Submission of a number of project management work-based activities (evidence portfolio). Information on these tasks is detailed in the following pages.

The Assessment Record Book (ARB) is simply a record of where and how you have applied, (or are currently applying) the skills and knowledge that meet the competency standards described in this booklet.

You will present this evidence, and answer questions which explain how you manage projects within your organization or another workplace.

You will present your assessor with a completed ARB, any assessment tasks and a folio of attachments, which you provide as evidence to demonstrate your competence against the standards presented in the ARB. The assessor will review your ARB and attached evidence, and determine if it is sufficient to meet the criteria.

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You will then be either:

Competent against the national standards and need produce no more evidence, or Not yet competent, in that there is not sufficient evidence for us to make a decision on

your competence. If this is so, you will simply be asked to submit further evidence or explanation to clarify your experience with the standard in question.

The Assessor then makes a recommendation to the Registered Training Organisation regarding the outcome of the assessment.Essentially the ARB is divided into nine units, each aligned to a competency standard. These nine units are:

Scope Management Time Management Quality Management Risk Management Communications Management Cost Management Human Resources Management Procurement Management Integration Management

When you have satisfactorily completed the ARB, you will have covered the life cycle of a project & the nine functions of project management, understand the underpinning knowledge and applied the actions of:

Project initiation:-concept/scope

Plan/Design Implementing (or executing the plan) Closing/Handover; and Evaluation/ Review

Notes on completing the ‘Assessment Record Book (ARB)’

*NB: If you have any areas of concern or are uncertain about what is being requested, please contact the Academic Director, Leh Simonelli

You may find that you refer to the same piece of evidence several times.

For example a full project management plan (PMP) will show evidence of planning the time, quality, risk, communications, HRM, cost ,resource and procurement sections of the project, and therefore may be referred to several times within your Assessment Record Book.

If you believe this may apply, ensure you make it clear reference to the fact that one piece of evidence may apply to several areas.

Some important points about evidence include:

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You should try to take evidence from a number of projects or project activities; if possible

attempt to take evidence from at least 2 projects, one being more complex in nature. If you don’t have physical documentary evidence, then use the questions to provide

anecdotes or other information to add to the assessment.

Answering the questionsThe ARB Unit of competency will ask a series of questions, relevant to each unit, to ensure you clarify what you do that meets the standard in question.

Your responses to the questions and the examples of evidence show us that you have the underpinning knowledge & have applied the standard;

The responses to questions are critical and demonstrate that you understand the underpinning

knowledge /theory & comprehend the processes one must follow and why!

You should consider the theory that underpins good practice, the context in which this theory is

applied and finally, the implications of this application.

NOTE: - There is no word limit or minimum requirements but to allay any fears held it is suggested that approximately 500+ words would in most cases be a good indicator of the volume of information you should present for each section.

For further information please contact Leh SimonelliAcademic Director(+613) 9580 9638+61(0)411 225 657

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Requirements Candidates are invited to complete the following assessment tasks:

Background Information e.g. outlining your background & experience Knowledge Questions .Demonstrate you have a good understanding of the theory

/knowledge that underpins the work of a project manager. Work-based Evidence & Activities .Provide evidence from at least 2 projects .Each

element will indicate the type of evidence to present .When you collect & collate your evidence (i.e. artefact) give each piece of evidence (i.e. artefacts) an attachment or reference number & clearly indicate which project it refers to.

Statement of Validation / Comments :A statement from your line manager or other appropriate person supporting your portfolio

Submitting your completed assessmentWhen compiling your evidence, we recommend that you discuss it with your assessor to ensure that your evidence is adequate.

The completed portfolio should be submitted in an appropriate binder or folder, with a summary list of contents or an index. N B: - Please DO NOT submit ORGINAL documents. You are requested to submit copies of documents only.

Keep a copy of your portfolio in case it is misplaced in transit.

Please send your completed assessment portfolio to:Mr Leh Simonelli Academic Director 03 9580 96380411 225 657

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Project Management HistoryPlease provide an outline of your experience in Project Management. We will use this to put in context how long you have worked with projects. In particular we would like to see the projects you have worked on, approximately when they occurred, and your input to the management of the project.

For example you may have been on the project team as the person responsible for communications management, or you may have project managed but without dealing with contracts.

If you feel it is helpful, please attach a copy of your CV.

Present position:

Senior Educator Management, Project Management & Online Programs Swinburne TAFE School of Business

Current Project/s:

In 2004 I started teaching in the TAFE environment, each semester in this environment is a minor project where teachers are provided with a set of objectives and scope and are asked to develop their project usually the design and development of learning materials and session plans to run a 6, 9, 12 or 18 week program to teach or train groups of participants in particular skills.

For the past four years I have been involved in several projects to design and develop online programs for Swinburne TAFE.

In 2009 I commenced a project to design and develop the online Certificate IV in Frontline Management and the Certificate IV in Human Resource Management programs.

Our project objective was to design and develop a program that could run completely online with any face to face interaction. The project was

In 2011 I was given the project brief to design, develop and implement 8 units in an online Diploma of Management program. Before this project was delivered the project sponsor changed the scope of the project to include another five units to allow the School of Business to implement an online Diploma of Human Resource Management program.

2011/2012 has also seen me involved in projects to run Diploma of Project Management,

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Management and HR. Where the scope is to schedule a cost effective program. This involves a range of tasks including identifying program schedules (dates, times, rooms, enrolments), recruiting participants and facilitators, negotiating contracts, monitoring budgets, managing administration staff and the allocation of tasks and managing the communication process for all stakeholders.

Previous projects managed or involved in (over what period of time):

I have worked on a range of projects over the past 16 years starting with a role as project analyst with the National Bank in 1996.

HR System Development Project – Time and Attendance functionality

The project was a technology project to implement new functionality and capability to the organisation’s Human Resource Management Information system and payroll.

I was responsible for identifying business requirements and for interpreting the technical aspects of the project for business stakeholders, all part of setting the framework for the project objectives and project scope.

I was also responsible for the implementation of the project including meeting deadlines and the post implementation review.

HR Systems Development – Developing the Business Case to Replace NAB’s Payroll System

For this project I was part of a team that identified the requirements including costs and benefits of replacing the NAB’s payroll system. The team of 10 people spent 6 months building the business case and planning the project. The project did not go ahead; the project sponsor did not accept the time frame associated with the benefit realisation.

Year 2000 Project

My role was again business analyst identifying business requirements as part of the project objectives and scope, whilst I did not develop the plan my role contributed to the input. Once the plan was accepted I was part of the team which undertook the tasks and activities to implement to project on time and within budget. Our project was to unravel the technical programs associated with the payroll and HR information system fix any hard coded dates and restore the system ensuring continued functionality and performance.

Tender process to identify an ERP for NAB Back Office Transactional Processes

I was a project analyst on this project identifying business requirements and creating scenarios to be used in the tender process which allowed companies bidding for the tender to

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demonstrate how they would meet the business requirements.

SAP ERP design, development and implementation

I was a business analyst with the HR team working on this major project. Again I worked on the development of the project plan, the identification of scope, time, tasks, costs and benefits, I worked as a change manager on this program developing communications for stakeholder, managing issues, developing reports

I moved into a HR Adviser role in 2001 where I worked on a number of smaller projects including the implementation of changes to the enterprise agreement across the organisation in 2003 where I developed the project plan including, objectives, deadlines, scope, time, work breakdown structure, communications plan, risk management, training and post implementation review.

Give a brief description of the projects presented in this ARB.

Project 1:- Delivery of Diploma of Project Management Program in Industry

1: Project Name : APA Diploma of Project Management program delivery

2:Time frame: Mar 2012 to August 2012

3: Background description: This project required the management of the Diploma of Project Management program across four delivery options. My role included scheduling each program, determining costs and numbers to make the programs viable, engagement of students and facilitators as well as supervising the administration of the program.

Project 2:-Design and development of online Diploma programs

1: Project Name : Diploma of Management Online Learning Materials

2: Time frame: 6 months Aug – Dec 2011

3: Background description: I was asked to design and develop eight units for an online Diploma of Management. The brief included the design and development of online learning materials; assessment tasks; grading forms/rubrics; lesson plans for facilitator use and course guides. The timeframe for this project was originally set at six months. However the brief for the project was changed eight weeks into the project with the project sponsor including another five units to the development work so that the School of Business could deliver two online Diplomas rather than one. The scope of the project was also extended to include the implementation of the first two units of each of the two diplomas by November 2011.

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Unit 2: Manage Project ScopeA project scope document identifies and defines what stages, resources, time aspects and quality standards are included in the project. It also defines what is not part of the project! This is important because it ensures that an effective project avoids scope 'creep' which is the tendency to include other elements and deliverables into a project that were outside the understanding of either one of the stakeholders of the project. This aspect takes on greater importance in more complex projects.

This usually is achieved by producing a scope document. Part of producing a scope document is to ensure it indicates and includes project authorization as well as the management (how it will be used) of the scope document.

i. Project Authorisation Activities

You need to show evidence (within documents and/or explanations) that you have:

Gained approval to start or to continue with your project(s).

Evidence to present Your Evidence :Attachment or Reference No

To include:-a) Email /Minute/Statement assigning or giving ok to begin project work. Or b) Minutes of meeting Or other document where authority was given to continue.

Questions

1. Explain the process one must undertake to get authority to start work on a project(s) or to continue into each phase. Is process the same in more complex projects?

Dobie (2007) suggests that the process that needs to be undertaken to get authority to start work on a project is the initiation phase of project management. This phase includes two gates at which approval must be gained.

The initiation phase of the project should include confirmation of the business requirement. The owner or person putting forward the idea or request needs to clearly articulate what is required, and if possible commence documenting the requirement.

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This phase also includes the project definition, a broad statement of the parameters of the project Dobie (2007) suggests that this definition phase is a two step process where the initial scope of the project is best done by not seeking too much information too soon.Dobie (2007) argues that the first step in the project management process is to define the project in sufficient detail to gain provisional approval. The definition should include background information and the project requirements, a broad scope, objectives, constraints and cost/benefit analysis.

This stage should include an implementation strategy and an analysis of how the project is aligned to the strategic direction of the organisation a definition of the project or explanation of what the project will change within the business and the identification of the person who will take ultimate authority for the project.

At this point in the initiation phase approval will be sought from the appropriate level of the organisation. In a formal and mature project management environment, projects would be classified and prioritised depending on organisational need. Approval to commence the project would be sought and any decision to proceed would be based on a cost/ benefit/ risk analysis.

2. How does it work in your organization? How does this compare to the “theory”? Are there short comings in your organizations process?

The project management process within the department I work for at Swinburne University of Technology lacks maturity. I would suggest that the level of maturity is between level one – initial and level two – planned. (Dobie 2007 p22) The department tends to jump straight from the idea of a piece of work to a proposed solution without due consideration of the planning process.

The process used to gain authority to start work on a project is for the team or team member to take an idea or issue to the department manager, with an explanation of the cost and benefits to the department (similar to a mini business case). The manager then takes this idea to the head of the school. Some questions are generally asked as to where this idea fits with the business and is it in line with the overall strategy of the university. If the answers are yes the department is given the okay to proceed. A time frame will usually be set and resources assigned to the development of the project deliverables.

The scope of the project is often not formally documented and in fact becomes quite fluid depending on other ideas that present themselves as the work progresses, this of course generally means that timeframes are not adhered to and the project can become subsumed into business as usual.

3. Why is it important to get this authority, especially in more complex projects?

The project approval process is critical to any project but in particular complex projects where the costs and benefits to an organisation can be high. A project governance structure will clearly

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define how decisions are made and who will make these decisions. This is critical in complex projects where it is not possible to identify all aspects of the project at the start.

Approval will generally be based on a business case which sets out- The background,- The objectives,- Justification for the project,- Scope statements,- Analysis of potential options,- A broad strategy of what is to be untaken, in what sequence and delivering what

outcomes,- Cost estimates for the work to be undertaken- Risk analysis- The structure of the project team including roles and responsibilities, reporting line,- Procurement and contracting options and- Any previously approved steps. (Dobie 2007 pp39)

Hartley (2009) states that project governance needs to demonstrate accountability, transparency, predictability and participation towards managing the direction and control of a project. Hartley (2009) goes on to argue that an over-arching requirement of project management is the need for the ultimate and final authority and accountability for a project to be defined, accepted and communicated by the leadership team of the organisation to everyone associated with the project. (Hartley 2009 pp48)

In a project governance framework the project manager will have authority to a specific level however a clear line of decision making authority needs to be available if for example an unforeseen aspect of the project such as a new element of work, is identified part way through the planning or development stage of the project. Without steps in the approval process there is the potential for projects to be poorly defined, and for the business case to lack sufficient detail to ensure adequate decision making.

4. What happens if this authority is not received?If authority to proceed with the project is not received then the project cannot go ahead. Generally this is because the funds and resources needed for the project will be dependent on the authority to proceed. Lack of authority at the project sponsor level generally means that the project is unlikely to be accepted by the general population of the organisation. Projects are generally designed to introduce some type of change into the organisation, without approval from the project sponsor it is unlikely that all aspects of the project planning process will be adhered to.

ii. Project Scope Definition ActivitiesYou need to show evidence (within documents and/or explanations) that you have:

Defined the scope of the project – showing understanding of client requirements. Showed benefits and expected outcomes of the project, in the document used to scope. Defined or explained how scope will be managed through the project.

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Evidence to present Your Evidence: Attachment or Reference No

To include:-Scope document

Questions

1. What is the purpose of a Project Scope for managing a project? How should one ensure the scope definition reflects the requirements of the client/stakeholders?

Project scope details what is to be delivered and the circumstances of the delivery. It sets the boundaries for the project and provides guidance as to what needs to done and when.

The purpose of a project scope in the initiating and planning phase of the project is to define project objectives, the scope statement and the broad strategy as well as defining the tasks to be completed as part of the project. The scope statement includes any assumptions made about the project and exclusions or constraints and any related projects that might impact the project. During the delivery phase of the project the scope is managed through change management and reporting processes. (Dobie 2007 pp 47)

To ensure that the scope definition reflects the requirements of the client/stakeholders it needs to reflect the requirements set out in the business case and it is essential to circulate the scope document for consultation.

2. What guidance is provided from higher project authorities within the organisation, e.g. business owner, sponsor etc?

Guidance from the business owner should come in the form of the business case which provides the project manager with a clear direction as to the objectives and deliverable required from the project. For the two projects that I have undertaken my direct manager has taken the role of the Project Sponsor

3. How are the benefits and outcomes covered in a scope document? How can you measure against these benefits on project completion?

The benefits and outcomes are identified in the scope document as primary and secondary objectives; project success is measured against these objectives so it is important to get the objectives right.

4. How does the Project Scope Statement guide the communication and change management component of project management?

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Dobie (2007) suggests that the project scope statement identifies the higher level elements of the work required of the project and it describes, defines and explains what the client expects to see as result of the project.

The scope statement should specify the factors to be considered in order to achieve the objectives, factors such as the stakeholders to be consulted, the cost implications of potential options, and projected timeframes. The scope statement also lists specific inclusions and exclusions to the project.

The identification of stakeholders should be accompanied by an explanation of their interest in the project which can assist in determining the types and frequency of communication needed to keep them informed. The list of inclusions and exclusions provides a baseline for the project manager to work from and indicates that any change to the scope will require the initiation of a formal change request and approval process.

ii. Scope ControlsYou need to show evidence (within documents and/or explanations) that you have:

Agreed methods of changing scope of the project Utilised the scope changed methods, clearly showing impacts of scope changes to time,

cost, quality and other functions. Reviewed change methods through the project and made suggestions and escalated or

reported issues or suggestions relating to the change management processes.

Evidence to present Your Evidence :Attachment or Reference No

May include:Change requests or change documentsChange Control Process/Procedure

Questions

1. How should one manage changes to the project scope throughout the project lifecycle? Why is this aspect even more critical in more complex projects?What are the formal procedures for managing project scope in your projects?How should one gain agreement as to how changes to scope will be managed within the project?

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Changes to the scope of any project particularly a complex project should be managed through a formal change request and approval process. Changes can mean a significant change in cost and benefit and have the potential to stop a project from reaching its defined objectives.

The most effective method of managing changes to scope is to ensure that any changes are documented, agreed to and signed off on by the project sponsor.

The process for managing changes to the scope of projects I have been involved in recently are generally informal and often due to a change in the circumstances of the department. The project to develop the online Diploma of Management units was extended to include units for the Diploma of Human Resources Management because at the time some inquiries for the second diploma had been received. The department also determined that having a second online diploma might mean additional enrolments and therefore generate increased revenue.

The change in the project scope was authorised by the Director of the School of Business, but the changes were not documented and were expected to be included in the original scope. Unfortunately the change in scope did result in a change to the project end date, which meant an increase in the cost of delivery.

The process to address changes to scope needs to be agreed at the initiation stage of the project and included in the Project Scope document to ensure that project objectives are delivered on time and on budget. The approval process for change requests should also be agreed at the start of the project, the level of authority needed to approve changes to the project scope need to be identified and approved.

2. Explain how you assess the impact of the change on other PM functions? What are the critical areas/issues to consider?

A project needs to be divided into manageable parts and in order to do this the project manager will breakdown the tasks and actions required to meet project objectives, these will then be grouped into logical phases of the project. Each phase of the project has an outcome or deliverable. The initiation phase for example has an outcome of a project scope document and project approval. Each of these outcomes is a milestone for the project.

These milestones, says Dobie (2007) are critical tools for the project manager to control the progress of the project and to manage scope change. Any change to the project scope will have an impact on other project management functions. For example if the overall timeline for the project has been decreased then this could signal an increase in the required resources, or the cost of the project brought about by the payment of overtime to allow tasks and activities to be completed to the new deadlines.

Scope changes need to be added to the project plan and the consequences of the changes worked through all the phases of the project. Change requests should detail what the change is and why it is necessary and the project manager should then decide in consultation with the project sponsor and the client what the flow on effect is likely to be.

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The impact of any change should be part of the risk assessment of the project

3. Explain how you review the scope management process to ensure suggestions and recommendations for improvement are communicated for use in future projects.

Unfortunately there is no formal process in place within Swinburne’s School of Business to review the scope management process however a process for formally documenting the project scope would provide a means for evaluating the process and documenting suggestions and recommendations for future projects.

Documenting the process would allow Swinburne to pick up on any actions that were particularly useful to achieving the project objectives. It would also allow for reflection to identify activities that might need to be done differently in future projects.

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Unit 3: Manage Project Time The purpose of this assessment is to provide the participant the ability to manage time within projects. It covers determining and implementing the project schedule, and assessing time management outcomes

Determine Project ScheduleYou need to show evidence (within documents and/or explanations) that you have:

Scheduled tasks, showing effort, duration, sequence and dependencies of tasks Used appropriate techniques for the project in creating this schedule Checked the schedule with key stakeholders and agreed to the schedule

Evidence to Present Your Evidence :Attachment or Reference No

To include:

Project Schedule (…showing all effort/duration, sequence, dependencies etc…)May include Gantt chart, PERT chart, Resource loading chart, WBS, Network diagramOr Any other Schedule (you have created, or contributed to – ensure you state your contribution to creation of the schedule) See also 3.2

NB:-

The above may also be shown in a Project Management Plan

Questions

1. Despite the complexity of a project what are the techniques, processes etc used to create a comprehensive schedule?

The techniques used to create a comprehensive schedule include:

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Work breakdown structure, Gantt charts, network and activity diagrams, PERT diagrams

and critical path analyses.

Simple techniques to visualise the project include using a whiteboard or butchers paper and sticky notes in a brainstorming session.

Drawing a network diagram is a method used for visualising the project. It is a useful technique that allows the project manager and the project team to see and explain how all the pieces of the project fit together.

This diagram provides a visual plan that allows the project team to identify the task areas and critical paths through the project. It allows for the logical sequence of tasks to become evident and is the forerunner to developing the work breakdown structure.

Generally when I have been given a project to work on, my team and I (often only two or three people) work though a brainstorming session to identify all the tasks and activities that need to be done to achieve the project outcomes. From there I pull that information into a work breakdown structure which is then transferred to either a spreadsheet (if the project is not complex and of a short duration) or to Microsoft project (if there are a number of team members and multiple outcomes)

2. Describe the range of tools used to assist in planning time & resource elements. Give a brief description (e.g. key elements) of each of the major planning /scheduling tools.

Developing the schedule and the budget for a project starts with a broad strategy that is identified during the scope phase of the project. The first step is to identify the activities and tasks required, breaking down the phases of the project identified in the scoping exercise, into ‘manageable chunks of work’. (Dobie (2007) p 74)

This is followed by the identification of the resources needed for each task including people, equipment and facilities. The next step identifies the relationships between each of these aspects of the work breakdown schedule, which tasks are dependent on other tasks, which need to be completed before the next task commences, which tasks can run concurrently.

The final step is to estimate the length of time required to complete each task. Once these are added to the work breakdown schedule the project manager has a comprehensive picture of what needs to be achieved, by who and in what timeframe. He or she will also have an excellent start on developing the budget for the project.

The tools available to assist in planning time and resources include:- A work breakdown schedule – a breakdown of all the tasks and activities that need to be

accomplished to achieve the project outcomes, including the start and end dates and the duration of the task.

- A PERT diagram or network diagram – illustrates the logic and relationships that exist in the project, the flow of work, where the critical path lies, where the potential blockages are, how tasks are required for the project to be finished.

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- Network analysis – allows for the determination of additional scheduling information

related to non critical tasks.- The critical path – analysis of the schedule identified in a PERT diagram – the critical

path is the longest path throughout the schedule or the task or milestone driving the end date of the project. (Hartley 2009 pp155)

- The Gantt chart is the diagramming of the work breakdown schedule, including the relationships between tasks. The Gantt chart is a pictorial view of the project; it provides a visual of the critical path through the project that is easy to follow.

- The budget process allows for the project manager to identify and track the costs associated with the project including staff costs.

3. Where can you look for guidance in creation of the schedule?

Guidance in creating the schedule for the project can come from the project sponsor and the steering committee established to guide the successful completion of the project. The project manager can also seek assistance from project managers engaged with other projects. The project might also consult with project teams members and with stakeholders to ensure that the project schedule includes key tasks and activities.

My experience (particularly with the smaller less complex projects that I have managed recently) has been that the project client and my project sponsor is my best source of clarification regarding the schedule. Unfortunately the department does not formalise the project schedule, however I pulled together a spreadsheet of the tasks I believed were relevant and important for the small projects I was managing. This is more for my own information and to ensure that I did not miss any task or activity.

4. How do you ensure your schedule is acceptable to the sponsor, client and other stakeholders?

Consultation with stakeholders and the project sponsor to clarify the scope document and to validate the business case are key processes used to gain sign off on the schedule. The project sponsor needs to accept the schedule as does the project manager. The project sponsor needs to commit to the schedule to ensure that key personnel and resources are available as and when they are required. The sponsor and the client need to acknowledge that changes to the schedule can result in changes to project outcomes.

Circulation of the work breakdown schedule as part of the communication plan is another effective method of gathering feedback and ensuring acceptance. Because my projects have not included formal documentation, consultation and commitment to the project scope and the schedule have tended to be verbal and informal (Swinburne has the templates to formally document project plans but lack of project maturity ensures that this step is not formalised)

In a complex project this step would require formal sign off by the project sponsor and the client.

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Implement Project ScheduleYou need to show evidence (within documents and/or explanations) that you have:

Tracked project tasks against the schedule, and reported progress, including variance Analysed options and impacts of any required changes to the schedule and reported

these impacts Implemented and recorded any agreed changes to the schedule.


To include:-a)Updated project schedule(s) i.e. showing projection Vs actualb)Status or Progress Reports(NB may be combined with Status /Progress re costs)NB should indicate the project throughout the lifecycle of the project(s)

Questions

1. How should one monitor the progress or status of the project throughout the life of the project? (With regard to schedule)? How should progress be recorded / reported?

The simplest way to monitor the progress of a project is to check actual progress against the planned work breakdown schedule and the budget that you established. Any variances need to be analysed and a process identified to do something about the variance. Significant variance may mean that the project manager needs to undertake extensive re-planning. Small variances may require minor adjustments to the project plans both work breakdown schedule and budget.

2. Despite the complexity of the projects how should you approach any schedule changes required, with regard to considering options, and consider the impact of that schedule change?Does schedule change have different impact at different phases of the project?

Controlling the schedule is the process of monitoring the status of the project to update project progress and manage changes to the schedule baseline.

Schedule control is concerned with: Determining the current status of the project schedule, Influencing the factors that create schedule changes, Determining that the project schedule has changed, and Managing the actual changes as they occur.

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Any schedule changes need to be identified and analysed to determine what the impact will be on the overall project. If the project scope, work breakdown schedule and budget are well planned and a risk assessment has been carried out with potential risks identified then most change can be successfully managed particularly if the change is minor.

Monitoring and control of the project involves: Collecting actual time and cost information Determining what progress looks like Comparing the actual figures to the budget and the schedule Analysing and reporting on variances Managing any required corrective action Maintaining the schedule and the budget. (Dobie (2007) pp103)

Schedule change does have different impact at different phases of the project in the initiation and planning phases the changes can be incorporated in the plan and the deliverables amended accordingly. Schedule changes in the delivery and finalisation phases of the project are likely to have a greater impact on the overall outcomes of the project.

3. Give an example of a schedule change, and explain how you considered its impact on others and how you communicated this impact.

During the project to design and develop the online Diploma of Management the client and the project sponsor approached me to extend the number of units being developed to include sufficient units for a second Diploma. This change was a significant variance to the original project scope. The change meant that instead of the original eight week timeframe for the project, the deadline was to be extended to fourteen weeks.

The main impact associated with this change was the need to have additional teaching support to cover my normal job whilst I continued with the project.

When the change was first discussed I advised both the client and the sponsor that additional time would be required to successfully complete the project. The consequences of the increased time on the project were also discussed. Several staff members were required to take on additional workloads to cover my teaching load. The changes were communicated to the team during a team meeting and team members were asked to take on additional teaching duties.

4. Review/Assess Time Management OutcomesYou need to show evidence (within documents and/or explanations) that you have:

Reviewed how you have managed time through the project Made recommendations for future projects – lessons learned Passed on lessons to the project manager or other suitable person.

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To include :-Project completion report,or

Evaluation ;or Lessons Learnt document

Questions Explanation

1. How should one review the way in which the project was managed, in particular in relation to time and scheduling?How do you communicate this information?

The best way to review how the project was managed is to compare what was planned with the final project outcomes. Any variations in the schedule or the budget need to be managed.The problem we have at Swinburne is that the project plan including the work breakdown schedule is generally not well defined. This then causes issues when trying to deliver project objectives. Too often the smaller projects become part of business as usual before the final outcome is delivered.

If the organisation had a more mature project management process and project schedule was clearly defined and a regular reporting and communication process was implemented this would be less of a problem. The reporting process could (and should) include a range of reports including review and closeout reporting.

Currently I have regular weekly meetings with my project sponsor and the project team to discuss progress on both of the projects I have been working on. Unfortunately the current project (development of the Associate degree program) has been subsumed by the Swinburne Transition project (a major organisational change initiative to restructure and reposition Swinburne in the marketplace).

2. If you have not submitted lessons learned in a document above, please consider a project you have worked on, and list lessons learnt, in relation to project schedule, here.

I think the major lesson I have taken from all the projects I have worked on with Swinburne is that the lack of preliminary planning means that every step of the project is a struggle. And each time a new project is mooted I vow that I will get the planning process right this time but the client is usually reacting to a problem or perceived opportunity and moves straight to problem solving and identifying the benefit without developing a plan, a work breakdown schedule or realistic time and cost estimate.

My lessons learned (the things I personally need to get better at completing):

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Carefully articulate and agree the project scope with the project sponsor Develop a realistic project plan (not just agree to what the client and sponsor say. Develop the work breakdown schedule identifying categories of activities, dependencies,

realistic estimates of time, and cost Draw a network diagram to eliminate errors and surprises Transfer the plan to a Gantt Chart for easy reference Circulate the plan and Gantt chart for feedback Agree a review process with the project sponsor and Stick to this plan with all changes needing to be put through a change request process

and the project deliverables renegotiated when changes are required by the client or sponsor.

3. What methods and tools do you use to measure whether or not your projects are achieving their time management objectives?

The lack of formal planning means that most of the projects I have been part of either as a team member or as project manager have had a deadline set by the client and sponsor. The timeline is generally loosely based on an estimate that is requested before careful planning can be undertaken. This is generally because the business is reacting to a perceived problem or opportunity.

What should happen is that the project manager should request progress reports on a regular basis and the progress should be measured against the project schedule. Regular team meetings and communication should identify variances in the planned activities early enough that adjustments can be made. These actions are dependent on a comprehensive project plan.

The following is a brief list of the possible tools and techniques available to project managers to control the schedule of their project:

Performance Reviews - measure, compare, and analyse schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress. If earned value management (EVM) is utilised the schedule variance (SV) and schedule performance index (SPI) are used to assess the magnitude of schedule variations. An important part of schedule control is to decide if the schedule variation requires corrective action.

Variance Analysis - Schedule performance measurements (SV, SPI) are used to assess the magnitude of any variation to the original schedule baseline. Project schedule control includes determining the cause and degree of variance relative to the schedule baseline and deciding whether corrective or preventive action is required.

Project Management Software - software for scheduling provides the ability to track planned dates versus actual dates, and to forecast the effects of changes to the project schedule.

Resource Leveling - is used to optimise the distribution of work among resources.

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What-if Scenario Analysis - used to review various scenarios to bring the schedule into

alignment with the plan.

Adjusting Lead and Lag Estimates – used to find ways to bring project activities that are behind into alignment with plan.

Schedule Compression – techniques used find ways to bring project activities that are behind into alignment with the plan.

Scheduling Tools - data is updated and compiled into the schedule to reflect actual progress of the project and remaining work to be completed. The scheduling tool and the supporting schedule data are used in conjunction with manual methods or other project management software to perform schedule network analysis to generate an updated project schedule.

4. What is earned value management & how can this be used to manage schedule performance? Cite an example.

Earned value management (EVM), is a project management technique for measuring project performance and progress in an objective manner. Earned Value Management combines measurements of scope, schedule and cost in a single integrated system with the ability to provide accurate forecasts of project performance problems.

Early EVM research suggested that the areas of planning and control are significantly impacted by its use; and similarly, using the methodology improves scope definition and the analysis of overall project performance. More recent research studies have shown that the principles of EVM are positive predictors of project success. (Fleming & Koppelman (2010)0

5. Why is it important to control your project schedule, especially in more complex projects? What are the implications to the success of your project if you do not?

It is important to control the project schedule because to ensure that you are controlling the costs associated with your project, the realisation of expected benefits and the quality of the project outcomes.

This is even more important in a complex project as schedule and costs blowouts are likely to minimise any benefits identified.

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Unit 4: Manage Project Cost The purpose of this assessment is to provide the participant the ability to identify, analyze and refine project costs to produce a budget, and to use this budget as the principal mechanism to control project cost

i. Determine Project CostsYou need to show evidence (within documents and/or explanations) that you have:

Worked out resource requirements for tasks Estimated costs for your project, in a format appropriate to the project (this may be time

of people working on tasks, converted to a cost) Developed a process (or agreed a process) by which the costs will be monitored through

the project.


To include;a)Cost estimate documentsShould include estimated resource costs of the project(s)b)Project Budget(s)May include spread sheets etcNB:-


Appendix 1

Questions

1. Despite its complexity how should one identify the resource requirements for tasks or activities within the project?

As part of the process of planning the project the project manager needs to identify all the tasks and activities that need to be completed to achieve the project outcomes. As the work breakdown schedule is defining the work that needs to be undertaken to achieve project outputs the project manager will also identify the resources needed to accomplish the work. These resources will eventually be included in the work breakdown schedule

A key piece of the work breakdown schedule is an activity list. This is a comprehensive list including all schedule activities required on the project. The activity list includes the activity identifier and a scope of work description for each activity in sufficient detail to ensure that project team members understand what work is required to be completed. Eventually as the work breakdown schedule evolves the activity list will include the attributes of each activity

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including resource requirements, duration of the activity, dependencies, critical dates, constraints, and assumptions. (PMBOK (2008))

Activity attributes can also be used to identify the person responsible for executing the work, and the geographic area, or place where the work has to be performed.

2. How do you estimate the costs of your projects ;( does this differ in more complex projects)?What are some of the methods for estimating costs? How do you develop the figures for your budget? What are the different types of cost estimates?

The costs in projects that I have been involved in with Swinburne have generally been less complex and the cost estimate method used to has generally been a bottom up estimating method. The projects generally involve one or more persons being taken out of their ongoing role and assigned to a project for a short term duration. The costs attributed to these projects is the salary and on costs associated with that individual. Generally a project will have a number of budgets for the different aspects of the project depending on the constraints imposed by the organisation.

The process of estimating costs is used to develop an approximate picture of the monetary resources needed to complete project activities. Cost estimates are a prediction, based on project information available at a given point in time and include the identification and consideration of costing alternatives to initiate and complete the project.PMBOK suggests that there are a range of methods for estimating costs in a project. These include:1 Expert Judgment – a technique where cost estimates are influenced by numerous

variables such as labour rates, material costs, inflation, risk factors, and other variables. Expert judgment, guided by historical information, provides valuable insight about the environment and information from prior similar projects.

2 Analogous Estimating - uses the values of parameters, such as scope, cost, budget, and duration or measures of scale such as size, weight, and complexity, from a previous, similar project as the basis for estimating the same parameter or measure for a current project. This is a gross estimating approach and is often used when there is limited detailed information about the project.

3 Parametric Estimating - this method uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters, such as cost, budget, and duration. This technique can produce higher levels of accuracy depending upon the sophistication and underlying data built into the model.

4 Bottom-Up Estimating - is a method of estimating a component of work. The cost of individual work packages or activities is estimated with the greatest level of specified detail. The detailed cost is then summarized or “rolled up” to higher levels for subsequent

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reporting and tracking purposes. The cost and accuracy of bottom-up cost estimating is typically influenced by the size and complexity of the individual activity or work package.

5 Three-Point Estimates - the accuracy of single-point activity cost estimates can be improved by considering estimation uncertainty and risk. This concept originated with the program evaluation and review technique (PERT). PERT uses three estimates to define an approximate range for an activity’s cost:

Most likely (cM). The cost of the activity, based on realistic effort assessment for the required work and any predicted expenses.

Optimistic (cO). The activity cost based on analysis of the best-case scenario for the activity.

Pessimistic (cP). The activity cost based on analysis of the worst-case scenario for the activity.

PERT analysis calculated an expected (cE) activity cost using a weighted average of

these three estimates: Cost estimates based on this equation (or even on a simple average of the three points) may provide more accuracy, and the three points clarify the range of uncertainty of the cost estimates. (PMBOK (2008) Chapter 7)

6 Reserve Analysis – some cost estimates may include contingency reserves (sometimes called contingency allowances) to account for cost uncertainty. The contingency reserve may be a percentage of the estimated cost, a fixed number, or may be developed by using quantitative analysis methods.

7 Cost of Quality (COQ) - Assumptions about costs of quality may be used to prepare the activity cost estimate.

8 Project Management Estimating Software - cost estimating software applications, computerised spreadsheets, simulation, and statistical tools are becoming more widely accepted to assist with cost estimating. Such tools can simplify the use of some cost estimating techniques and thereby facilitate rapid consideration of cost estimate alternatives

9 Vendor Bid Analysis – a method that includes analysis of what the project should cost based on the responsive bids from qualified vendors. (PMBOK (2008) Chapter 7)

3. How are costs to be managed throughout the life of the project(s)?

Project cost management is primarily concerned with the cost of the resources needed to complete project activities. The process should also consider the effect of any decisions made

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regarding the subsequent recurring cost of using, maintaining, and supporting the product, service, or result that is an outcome or deliverable of the project.

In many organisations, the decisions regarding predicting and analysing the prospective financial performance of the product or service delivered by the project, is done outside the project.

Once a project has been established it is the project manager’s role to track that budget, to monitor and control costs. To do this PMBOK (2008) suggests that cost control includes:

Influencing the factors that create changes to the authorized cost baseline, Ensuring that all change requests are acted on in a timely manner, Managing the actual changes when and as they occur, Ensuring that cost expenditures do not exceed the authorized funding, by period and in

total for the project, Monitoring cost performance to isolate and understand variances from the approved cost

baseline, Monitoring work performance against funds expended. Preventing unapproved changes from being included in the reported cost or resource

usage, Informing appropriate stakeholders of all approved changes and associated cost, and Acting to bring expected cost overruns within acceptable limits.

The process of monitoring and controlling costs analyses the causes of positive and negative variances in the budget and is part of the overall integration phase of the project. (PMBOK (2008) Chapter 7)

4. Do you have contingencies in your budget? What factors do you need to consider?How do you estimate contingency?

Generally the lack of sophistication in project management in my department means that there is no contingency in the budget however in a more mature project environment, contingencies would be worked into the cost estimates presented as part of the budget.

Costs are estimated for all resources that will be charged to the project. This includes labour, materials, equipment, services, and facilities, as well as special categories such as an inflation allowance or contingency costs. A cost estimate is a quantitative assessment of the likely costs for resources required to complete the activity. (PMBOK (2008) Chapter 7)

Generally the costs associated with projects that I work on are significantly salary costs (and related on costs) equipment, facilities and normal office resources are absorbed into the on costs associated with employing an individual within the organisation. The contingency built into these projects is based in the time spent doing the activities. Any variances in the cost of a project are often absorbed into business as usual.

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ii. Monitor and Control Project Costs

You need to show evidence (within documents and/or explanations) that you have: Monitored income/expenditure against the budget, for your area of responsibility Reported progress and variations, using acceptable methods to the organisation Taken corrective action if budget variation requires it


To include:-a)Updated budget (estimate vs. actual costs…note show any variations etc)

b)Status or Progress reports (NB may be combined with Status /Progress re schedule)


1. How should one formally track & monitor costs throughout the life of the project(s)?How should these costs be reported?How do you do this with your projects?

What tools and analysis do you use to measure the effectiveness and efficiency of your project(s)? Does this differ in more complex projects?

The process used to formally track and monitor costs throughout the life of the project should be part of the cost management plan. It is in this plan that describes how the project costs will be managed and controlled.

The cost management plan can establish the following: Level of accuracy - activity cost estimates will adhere to a prescribed level, based on the

scope of the activities and size of the project, and may include an amount for contingencies.

Units of measure – the units of measurement to be used are defined for each identified resource.

Organisational procedures links - the work breakdown structure (WBS) provides the framework for the cost management plan, allowing for consistency with the estimates, budgets, and control of costs.

Control thresholds – the level of variance for monitoring cost performance that will be accepted before action needs to be taken may be specified in the plan.

Rules of performance measurement – this is where the rules are defined as to performance measures and performance management. For example if Earned Value Management (EVM) is used then the rules will be defined in the cost management plan.

Reporting formats - the formats and frequency for the various cost reports are defined.

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Process descriptions - descriptions of each of the three cost management processes

(estimate costs, determine budget and control costs) are documented.

All of this information should be included in the cost management plan, which is part of the overall project management plan. The cost management plan may be formal or informal, highly detailed or broadly framed, based upon the needs of the project. (PMBOK (2008) Chapter 7)

Monitoring and controlling costs involves analysing the relationship between the consumption of project funds to the physical work being accomplished for such expenditures.

The tools that can be used to monitor the costs on a project include: Earned value management (EVM) is a commonly used method of performance

measurement. EVM develops and monitors three key dimensions: Planned value (PV) is the authorised budget for the project. Often referred to

as the performance measurement baseline. Earned Value - (EV) is the value of work performed expressed in terms of the

approved budget assigned to that work for an activity or work breakdown structure component.

Actual cost (AC) - is the total cost actually incurred and recorded in accomplishing work performed for an.

Variances from the approved project baseline should be monitored including: Schedule variance (SV) - is a measure of schedule performance on a project.

It is equal to the earned value (EV) minus the planned value (PV). Cost variance (CV) is a measure of cost performance on a project. It is equal

to the earned value (EV) minus the actual costs (AC). (PMBOK (2008) Chapter 7)

Schedule performance index (SPI) is a measure of progress achieved compared to progress planned on a project.

Cost performance index (CPI) is a measure of the value of work completed compared to the actual cost or progress made on the project. (PMBOK (2008) Chapter 7)

What should one do if there is a variation between the estimated/projected and actual costs?

Any variation between the estimated cost and the actual cost on a project needs to be investigated and analysed for the impact it is likely to have on the budget. If the size or impact of the variation is minimal it is likely that the project manager will allow work to continue. If however the impact of the variation is going to be significant for example team members claiming overtime on a weekly basis, the project manager will need to stop the work and consider making adjustments to the project plan and activities. Once the causes of variations are understood then the project manager can take steps to manage the variations.

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Describe one situation where you have had to investigate cause for cost variation, and taken action to bring costs back in line with the plan.

I had a situation on my online development project where the time taken to develop the first two units was significantly longer (and therefore more expensive) than I had estimated. On reflection and investigation where I had a user test the materials, I realised that I was trying to add too much to the online units, too much information, too many activities. The user spent far more time than expected working through the unit than expected.

Following this investigation I reduced the amount of information and activity included in the next online unit and found that I completed the third unit in a timeframe much closer to the time I had estimated.

iii. Financial Completion ActivitiesYou need to show evidence (within documents and/or explanations) that you have:

Completed any financial reports/documents or sign off, at the end of your project, to signify financial completion.

Reviewed how costs were managed through the project and reported back any recommendations for future use – lessons learned.


To include document that shows either :-*Sign-off project costs or*Audit reports or *Financial reportNB :-May be contained within a larger report e.g. *Project Closure Report or Completion report

*If you do not author these documents, explain your contribution

Questions

1. How do you finalise project costs – for example you may need to close a cost code, or check that records and payments are complete?

At the point where the project I have been working on is moved to business as usual (and this is often before the product or service has been tested and accepted) I have provided a report to

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my project sponsor on what I calculate to be the final cost in time and salary for the work that was completed.

On a more complex project all receipts, invoices and payment records would be collated and a final cost management report completed and signed off by the project manager. If the project was using a separate cost code (which it should do to ensure that all project costs can be effectively monitored) then this account should be closed out.

2. How do you review the project, in terms of cost management? If you have lessons learnt within evidence above, refer to those here, if not please use this section to give example of lessons learnt with regard to cost management.

A final report should be produced for every project reiterating the scope and objectives of the project followed by reference to the finalisation of the project. The report should include reference to project outcomes - whether or these were achieved based on the original project objectives. An explanation of project plan variations and amendments should be provided here. The finalisation report should also include reference to the project budget with a table showing budgeted and actual costs for project resources.

Reference should be made to the project schedule with an explanation of any changes that were made and why – the explanation of why changes were made is a particularly useful reference for future projects. The finalisation report should also identify what the next steps are for project documentation. Finally the report needs to identify and document any outstanding project issues or risks that have not been addressed prior to finalisation and hand over of the project.

The report needs to be signed off by the project manager and project sponsor as completed and by the client needs to sign off acknowledging that the project deliverables have been accepted.

3. Who receives recommendations for improvement, and how are these used for future project use?

At Swinburne the department manager is the person who receives any recommendations for improvement following the handover of a project’s deliverable. From anecdotal evidence I would suggest that the lesson learned are reported to the team members and probably to the leadership team of the School of Business but the lessons from the specific project probably do not extend beyond the school.

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Unit 5: Manage Project Quality

The purpose of this assessment is to provide the participant with the opportunity to demonstrate their ability to address quality requirements.

This unit address the quality management of the projects including the development of a plan, administering and monitoring the project

Finalizing the project and Reviewing the project to identify lesson learnt for application to future projects.

i. Determine Quality RequirementsYou need to show evidence (within documents and/or explanations) that you have:

Included in your Project Management Plan, the quality objectives, standards and levels that have to be met in the delivery of the project.

Listed the level of quality required in each of the project outcomes or deliverables, and had these criteria agreed by relevant stakeholders, and included in the plan as a tool for performance measurement.

Evidence Your evidence: Attachment or Reference No

To include :-Quality Plan or Quality sections – e.g. where the criteria are defined, the testing strategy etc.NB:-


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1. What is project quality management (PQM)? What is the focus of PQM? Why is this important regardless of the complexity of a project? Who or what do you need to consider when you are deciding on the quality criteria of the project(s) and what project deliverables must meet?

Dobie (2007) identifies project quality management as the process of ‘defining the project deliverables and outcomes in terms of quality expectations and ensuring that control measures are in place to assure delivery to those standards’. Dobie (2007) goes on to argue that quality management ‘consists of activities required to optimise quality policy and the processes of a project’. (Dobie (2007) pp106)

PMBOK (2008) points out that project quality management addresses the management of the project and the product of the project and is applicable to all projects regardless of the product or service to be delivered.

Product quality measures and techniques are specific to the type of product produced by the project and failure to meet product or project quality requirements can have serious negative consequences for project stakeholders.

Both project and quality management recognise the importance of: Customer satisfaction. Prevention over inspection Continuous improvement and Management Responsibility.

2. How do you get agreement to the criteria, which have been identified, which your project(s) is required to meet?

Does this process differ if the project is more complex in nature?

Agreement on the quality criteria for projects that I have worked on has been reached by consultation and collaboration between the project manager, the client and the project sponsor.

The project quality plan is developed as part of the overall project plan and communicated to all stakeholders.

The same process should be adopted on more complex projects.

3. Explain how you use your quality plan to assist in performance measurement within the project(s).

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The quality management plan describes how the project team will implement the organisation’s quality policies and procedures project outcomes. The quality management plan includes quality control, quality assurance, and continuous process improvement approaches for the project.

The plan should be reviewed early in the project to ensure that decisions are based on accurate information. The benefits of this review can include reduction of cost and schedule overruns caused by rework.

Dobie (2007) suggests that even with specified quality procedures in place there is no guarantee that a product will meet the client’s requirements. However the key focus of quality management is product, process and people. The product is the physical deliverable and the quality of the product is measured against the specifications and performance expectations of the client. Process is a measure of effectiveness in relation to the product delivery and the supporting operational processes. And people need regular support and motivation to achieve quality outcomes. (Dobie (2007) pp111)

The project manager is responsible for ensuring that the project team understands their roles and that they also understand what their key performance indicators, this is what they are working towards. Quality needs to be one of these key performance indicators to ensure that the team is aware of the critical nature of the quality process.

4. Explain the difference between quality assurance & quality control & give two examples of each. What are some of the tools and techniques to measure quality assurance?

Quality control is a monitoring aspect of the project which includes running test cases against products and services as they are produced. The results are analysed and any variances corrected as needed. (Dobie (2007) pp 123) An example of quality control is evidenced in testing the features of a product to determine if they deliver what was promised and user acceptance testing designed to determine that the product does what the client asked for it to do.

Quality Assurance is the process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used. Quality assurance tools include a project quality checklist and process analysis. Process analysis examines problems experienced, constraints experienced, and non-value-added activities identified during process operation. Quality assurance also includes analysis of test reports to identify any quality issues or trends that can have implications for the project as a whole. (Dobie (2007) pp123) (PMBOK (2008) Chapter 8)

5. What measurement tools does quality control use?

PMBOK (2008) lists the following tools and techniques for monitoring and controlling project quality:

1. Cause and Effect Diagrams - illustrate how various factors might be linked to potential problems or effects.

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2. Control Charts - illustrate how a process behaves over time and when a process is

subject to special cause variation, resulting in an out-of-control condition. 3. Flowcharting - is used during Perform Quality Control to determine a failing process

step(s) and identify potential process improvement opportunities. 4. Histogram - is a vertical bar chart showing how often a particular variable state occurred. 5. Pareto Chart - is a specific type of histogram, ordered by frequency of occurrence. It

shows how many defects were generated by type or category of identified cause.6. Run Chart –similar to a control chart without displayed limits, a run chart shows the

history and pattern of variation. Trend analysis is performed using run charts and involves mathematical techniques to forecast future outcomes based on historical results.

7. Scatter Diagram - shows the relationship between two variables. This tool allows the quality team to study and identify the possible relationship between changes observed in two variables.

8. Statistical Sampling - samples are selected and tested as defined in the quality plan.9. Inspection – examines work product to determine whether it conforms to documented

standards.10. Approved Change Requests Review - all approved change requests should be reviewed

to verify that they were implemented as approved. (PMBOK (2008) Chapter 8)

6. How does quality management, during the phases of the project lifecycles, ensure success of the overall project?

Quality management ensures the success of the overall project by adopting the following measures at each phase of the project:

Initiation phase:o Ensure that the quality expectations of stakeholders is understoodo Define the required quality parameters for the project deliveryo Review quality documentation for quality standards, precedents and

conformance criteria. Planning phase

o Activities may include planning for contract review, quality control, and cost of correction.

Delivery phaseo Activities entail quality control, quality assurance, quality improvement and

human resource management. Finalisation phase

o The principles involved at this phase include ensuring that the needs of the client are paramount; that project work has been carried out as planned; that quality has been built into products and services; that an environment for quality has prevailed and continually seeking to improve all processes. (Dobie (2007) pp 121-124)

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ii. Implement quality assuranceYou need to show evidence (within documents and/or explanations) that you have:

Reviewed project work to ensure the standards and criteria, which have been set, are being met through project implementation.

Identified and actioned any non-compliance with your identified standards and set criteria.

Conducted further ongoing checks on quality processes, to ensure that the standards, criteria and approach taken to quality is sufficient to meet project needs.

Evidence to Present Your evidence: Attachment or Reference No

To include:-Any document showing you are checking against your plan, to ensure that the tests etc you have planned are being implemented and reported.eg Project status reports, test results, sign off of relevant documents relating to quality implementation, minutes of meetings, emails reporting on quality outcomes.

Questions Explanations

1 Explain how should one deal with unsatisfactory quality performance despite the level of project complexity?

Describe the actions you take to ensure a timely response is made once non-conformance is identified.

As unsatisfactory quality performance becomes apparent in the quality control process it should be analysed to determine the root cause and recommended corrective action.

Performance information from project activities should be collected as the project progresses. Performance results which may support the audit process include:

Technical performance measures, Project deliverables status, Schedule progress, and Costs incurred.

Quality control activities and the measurements they produce can be used to analyse and evaluate the quality standards and processes of the organisation and therefore the project.

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2 How should one check on the effectiveness of quality processes you have used during the project(s)? Provide an example.

Quality control should be performed throughout the project. Quality standards include project processes and product goals. Project results include deliverables and project management results, such as cost and schedule performance. Quality control activities identify causes of poor process or product quality and recommend and/or take action to eliminate them.

Quality metrics are used to describe a project or product attribute and how the quality control process will measure it. A measurement is an actual value. Allowable variations or tolerances are also described as part of the quality metrics.

Quality metrics are used in the quality assurance and quality control processes. Some examples of quality metrics include on-time performance, budget control, defect frequency, failure rate, availability, reliability, and test coverage.

I generally use user acceptance testing and client feedback as indicators of quality in my project deliverable.

3 Describe how one should undertake quality acceptance

The process of verifying scope is the process of formalising acceptance of the completed project deliverables. This phase of the project includes reviewing deliverables with the customer or sponsor to ensure that the deliverables are completed satisfactorily and obtaining formal acceptance of deliverables by the customer or sponsor.

Scope verification differs from quality control in that scope verification is primarily concerned with acceptance of the deliverables, while quality control is primarily concerned with correctness of the deliverables and meeting the quality requirements specified for the deliverables.

User acceptance testing is one method of gaining quality acceptance.

iii. Implement Project Quality Improvements You need to show evidence (within documents and/or explanations) that you have:

Reviewed project outcomes and project performance to determine how effectively the quality aspects of the project were managed.

Documented and passed on lessons learned relating to quality.


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If not already shown in other documents; you should present any of the following:-Post implementation reviews (or contribution to)Lessons LearnedEmailsStatus reports Minutes of meetings

Questions Explanations

1 If documents above are insufficient to show lessons learned relating to quality management for a project, (or phase of a project)

Please explain or list here, lessons learned relating to quality for a complex project.

A key lesson for me is to ensure that the quality requirements for the project are identified clearly during the planning phase of the project and that the quality checklist is implemented as a quality audit tool.

A regular quality audit should also be implemented to: Identify all the good/best practices being implemented, Identify all the gaps/shortcomings, Share the good practices introduced or implemented in similar projects in the

organisation and/ or industry, Proactively offer assistance in a positive manner to improve implementation of processes

to help the team raise productivity, and Highlight contributions of each audit in the lessons learned repository of the organisation.

2. What are the elements that drive continuous improvement? What are some of the tools of continuous improvement? Do these differ in more complex projects?

Why are they effective in achieving continuous improvement?

Essential factors that drive continuous improvement in an organisation include: Total commitment from senior management Opportunities for all employees to contribute to the continuous improvement process Ensuring employees know their role in achieving the business strategy Managing the performance and contribution of employees Good communications throughout the organisation Development and training of staff and linking training activities to operations and

business strategy Signing up to recognised quality management systems and standards Measuring and evaluating progress against key performance indicators and benchmarks

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Research suggests that by continually reviewing these areas, change in an organisation can be managed effectively and continuous improvement then becomes a natural part of the business process. It creates steady growth and development by keeping the business focused on its aims, priorities and performance. The continuous improvement process has been shown to bring significant benefits to an organisations such as better business performance resulting in increased profits; enhanced customer satisfaction; improved staff morale; better job satisfaction and improved recruitment and retention figures; better communications; improved relations with suppliers; better use of resources and more efficient planning

The American Society for Quality identifies the following as the most widely used continuous improvement tools:

a four-step quality model—the plan-do-check-act (PDCA) cycle, also known as Deming Cycle or Shewhart Cycle:

o Plan: Identify an opportunity and plan for change.o Do: Implement the change on a small scale.o Check: Use data to analyze the results of the change and determine whether it

made a difference.o Act: If the change was successful, implement it on a wider scale and continuously

assess your results. If the change did not work, begin the cycle again.

Other widely used methods of continuous improvement — such as Six Sigma, Lean, and Total Quality Management — emphasise employee involvement and teamwork; measuring and systematising processes; and reducing variation, defects and cycle times. (http://asq.org/learn-about-quality/continuous-improvement/overview/overview.html)

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http://asq.org/learn-about-quality/continuous-improvement/overview/overview.html

http://asq.org/learn-about-quality/continuous-improvement/overview/overview.html

http://asq.org/learn-about-quality/total-quality-management/overview/overview.html

http://asq.org/learn-about-quality/total-quality-management/overview/overview.html

http://asq.org/learn-about-quality/lean/overview/overview.html

http://asq.org/learn-about-quality/six-sigma/overview/overview.html

Unit 6: Human Resource ManagementThe purpose of this assessment is to provide the participant with the ability to undertake human resource management (HRM) within projects. Despite the complexity of the project(s) it will involve planning for human resources, implementing staff training and development, and managing the project team and stakeholders.

The greater the complexity of the project the greater the need for effective human resource planning and management because of the numbers of people on more complex projects and the greater the risk that performance issues, conflict, lack of clarity regarding roles and responsibilities and miscommunication can occur.

i. HRM planning activitiesYou need to show evidence (within documents and/or explanations) that you have:

Analysed tasks to determine how many people are required, and the competency required for those people to undertake the task.

Aligned which groups or individuals should be responsible for tasks or activities. Allocated people to tasks. Established a system of governance for management of people, within the project, to

ensure clarity for all stakeholders.


To include :-a)Work breakdown structures (with resource requirements) or Schedules with resource allocation b) Organizational chart or equivalent for the project (relating to management of or responsibility for people working on the project). c)RAM document

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1 Regardless the complexity of the project(s), how should one determine how many people are required to work on project tasks, and the competencies required by the tasks?

As part of the scoping or initiation phase of the project the project manager will undertake a comprehensive analysis of the project stakeholders. And the number of people and the skills and experience required should become clear with the development of the detailed work breakdown schedule.

The project manager may also develop a project responsibility matrix which allows the project manager to:

- Determine the tasks from the work breakdown schedule- Determine the resource requirements- Determine whether resources are available- Assign these resources to tasks- Indicate the level of responsibility assigned to the resources.

The project manager’s role in managing the people resources of the project is to:- Ensure ongoing team building- Facilitate communication- Manage relationships- Encourage motivation- Manage stakeholder expectations- Demonstrate emotional intelligence and leadership. (Dobie (2007) pp173)

2 In order to meet the requirements/needs of the project, how should one ensure staff have the appropriate skill or competency needs etc?How does this differ in more complex projects? By whose authority is staff allocated to a project(s)?

The project manager needs to be aware of team development and the stages teams go though. The five stages of group development are forming, storming, norming, performing and adjourning. Some basic rules that can assist in the development of high performing tams include:

- Making sure that team members have a shared understanding of project goals- Allowing team members to contribute and have their say- Allowing equal opportunity to influence the team- Encouraging innovation and improvement- Listen to others

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- Bring any ideas expressed to logical conclusions. (Dobie (2007) pp 176)

3 What legislation affects HR decisions?

How does it impact on your staffing requirements?

What the lines of command & authority are for both your organisation and your project? Does this differ in more complex projects?

Legislation impacting HR decisions include- Equal Opportunity, - Anti Discrimination- OHS- Privacy,- Industrial Relations (including performance management, dismissal, leave requirements,

remuneration requirements)

The legislation impacts employers and employees whether in projects or business as usual.

PMBOK (2008) discusses command and authority in projects and suggests that the project management team is a subset of the project team and is responsible for the project management and leadership activities such as initiating, planning, executing, monitoring, controlling, and closing the various project phases. This group can also be referred to as the core, executive, or leadership team.

For smaller projects, the project management responsibilities can be shared by the entire team or administered solely by the project manager whilst the project sponsor works with the project management team, typically assisting with matters such as project funding, clarifying scope, monitoring progress, and influencing others for the benefit of the project.

Managing and leading the project team also includes:- The four basic functions of management – planning, organising, directing and controlling Influencing and motivating project team members. Demonstrating professional and ethical behaviour.

4 What type of organisational structure are your projects working within?

What are the advantages and disadvantages of this structure?

How does it affect your ability to meet your project goals?

Does your structure change with more complex projects or during the different phases of the project lifecycle?

Swinburne’s organisational structure for projects is a line structure where personnel are assigned (or seconded) to the project. The advantages of this arrangement are that the project

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team members are removed from business as usual. Smaller projects tend to operate with personnel allocated some of their work week to a project. The rest of the work week is spent doing the business as usual tasks they are normally assigned to. The disadvantage of this arrangement is that the team member finds it difficult to organise time away from their normal work and this leads to extended deadlines for project work.

ii. Implement staff training and developmentYou need to show evidence (within documents and/or explanations) that you have:

Defined the levels of responsibility, authority and individual performance measurement criteria, so that all staff are clear on expectations

Identified, planned and implemented ongoing training and development for project team members

Measure individual performance against criteria and taken action to assist in overcoming shortfalls

Evidence to Present Your evidence :Attachment or Reference No

May include ;-a) Individual training or staff development plansb) Performance appraisal outcomes

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1 How do you plan and communicate to staff, their responsibility, authority and the criteria to which they must work (e.g. their personal performance measurement criteria)?Why does this take on greater significance in more complex projects?

The project manager has responsibility to plan resource usage, monitor the effectiveness of resources and control the output of team members

The human resource plan provides guide lines for how the project human resources should be defined, staffed, managed, controlled, and eventually released. The human resource plan should include:

- Roles and responsibilities of each team member including the level of authority they have regarding decision making and approvals. The skill and capacity required to complete project activities should also be included. If project team members do not possess required competencies, performance is likely to be less than expected.

- Project organisation charts indicating the reporting relationships of team members. - Staffing management plan which describes when and how human resource

requirements will be met. - Staff acquisition - Resource calendars indicating timeframes for acquiring resources, the hours allocated to

the project, leave bookings. This allows the project manager to monitor resource scheduling.

- Staff release plan indicating the method and timing of releasing team members from the project.

- Training needs for any team member who does not have the required competencies.- Recognition and rewards.- Compliance identifying strategies for complying with applicable government regulations,

union contracts, and other established human resource policies.- Occupational Health and Safety. (PMBOK (2008) Chapter 9)

2 How should one go about identifying the development and training needs of your project staff?

How does understanding your team’s learning styles assist in the preparing your training plan?

Ongoing formal or informal performance assessment can be undertaken throughout the project lifecycle. By continually assessing performance, the project management team can take action to resolve issues, improve performance, modify communication, address conflict, and improve team interaction.

The project manager needs to perform a training needs analysis to establish the skill level of the team members assigned to the project. The team may need to develop additional skill such as

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Ability to perform tasks Knowledge of why a task is performed in a particular way Ability to interact an work with others Knowledge of who to work with and how they usually prefer to work Knowledge of new procedures, tools and techniques Ability to implement new and existing knowledge in the workplace and Knowledge regarding of the political and cultural environment of the organisation. (Dobie

(2007) pp177)

When developing a training plan for individual team members the project manager needs to consider the following five key stages of training:

Identification of the training need Development of a program to meet the identified need Implementation of the program Validation of the training to determine whether it was successful Assessment of new skills and knowledge in the workplace

Understanding the team’s learning style means that the project manager can identify the most appropriate training and development for each individual.

3 What should one consider if you find individual performance is not to the agreed standard? Does this differ in less complex projects?What is meant by the concept “performance management”?

All employees need to understand their roles and responsibilities within the organisation, they should also be aware of the key performance indicators that measure success in their role. If an individual is not performing to an agreed standard it is the responsibility of the project manager to review the performance and to counsel the individual. Together the project manager and the team member should identify the performance gaps and agree on an individual development plan that will allow the individual to gain the necessary skills and training to bring the team member to optimum performance.

The process should be the same for complex and simple projects however too often in the smaller less complex project the individual is not supported and the poor performance continues.

Performance management is a process designed to help employees succeed in their jobs. It is directed by managers and supervisors but requires active participation by employees. The performance management framework in an organisation should ensure that employees:

are aware of their principal job functions, understand the level of performance expected receive timely feedback about their performance, have opportunities for education, training and development, and receive performance ratings and rewards in a fair and consistent manner.

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4 How does mentoring and coaching help train team members?

Why are these methods effective?

Mentoring and coaching are effective training methodologies to assist project teams to gain project management skills because they allow the project manager to show team members how a task is completed and to give the team member an opportunity to practice the skills they have learned. Coaching also allows the project manager to correct skills that may be inappropriate and to demonstrate the most efficient and effective methods, tools and techniques of project management. That transfer of knowledge can be a critical success factor for the organisation in relation to the professional development and up skilling of staff.

iii. Managing the project teamYou need to show evidence (within documents and/or explanations) that you have:

Monitored your project team, and individuals within, to promote continuous improvement. Monitor individuals and teams to enable action if internal or external influences affect

project work. Implement procedures to communicate, counsel, resolve conflict as appropriate through

the project. Identify and resolve inter and intra project conflict. Identify and pass on any lessons learned or recommendations for improvement as

appropriately.


You may find it difficult showing documentary evidence of this section. You may use file notes, emails etc or if necessary anecdotes (case studies) and explain relevant situations below, as your evidence.Examples of evidence could include:

Diary notes Anecdotes Emails Reports Meeting minutes Personnel records (black out

name)


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1 How do you monitor the project team, the team members and others on the project, to promote continuous improvement for the people and the project? Does this differ in more complex projects?How are the processes for giving feedback?

What are the opportunities for evaluating feedback?

One of the most effective methods of monitoring team members is to observe and interact with them, to discuss their performance to have regular counselling and coaching sessions with them to understand where they are with regards to skills level and motivation.

This interaction ensures that the project manager has regular communication with the team and that feedback is given and received. Regular team meetings are an effective tool for the project manager in motivating and communicating with the team, particularly if team members are given genuine opportunities for input and consultation.

2 How do you monitor the morale of the team − based on both internal and external influences on the individuals and the team? What remedial action may be taken?

In what situations would you report to a higher authority?

Staff surveys are a formal method of gathering relevant information regarding morale, however they are expensive and time consuming. Regular performance review conversations, coaching and mentoring session and team meetings are effective methods of monitoring the team.

The project manager, who consults with the team, provides updates on project progress and seeks team input to problem solving and decision making will very quickly become aware of issues related to motivation and morale.

If the team member discuss or exhibit signs that are cause for concern the project manager should refer them to a trained councilor. Most Australian organisations have some access to Employee Assistance Programs which can provide support and assistance to team members.

3 How should one deal with interpersonal communication, counselling and conflict resolution within the project team?

Cite an example of how you counseled a team member, or dealt with conflict within the team.

Conflict is inevitable in a project environment. Sources of conflict include scarce resources, scheduling priorities, and personal work styles. Team ground rules, group norms, and solid project management practices like communication planning and role definition, reduce the amount of conflict.

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Successful conflict management results in greater productivity and positive working relationships. When managed properly, differences of opinion can lead to increased creativity and better decision making.

Conflict should be addressed early and usually in private, using a direct, collaborative approach. If disruptive conflict continues, formal procedures may be used, including disciplinary actions.

When handling conflict in a team environment, project managers should recognize the following characteristics of conflict and the conflict management process:

Conflict is natural and forces a search for alternatives, Conflict is a team issue, Openness resolves conflict, Conflict resolution should focus on issues, not personalities, and Conflict resolution should focus on the present, not the past.

4 How do you manage conflict − within the project and/or between projects?

PMBOK (2008) suggests that success in managing project teams often depends on the project manager’s ability to resolve conflict. Project managers will have different conflict resolution styles however the factors that influence conflict resolution methods include:

Relative importance and intensity of the conflict, Time pressure for resolving the conflict, Position taken by players involved, and Motivation to resolve conflict on a long-term or a short-term basis.

In Australia the industrial relations framework includes a model dispute resolution and conflict management process that can assist project managers and organisations in this area.

There are six general techniques for resolving conflict: Withdrawing/Avoiding - Retreating from an actual or potential conflict situation. Smoothing/Accommodating - Emphasizing areas of agreement rather than areas of

difference. Compromising - Searching for solutions that bring some degree of satisfaction to all

parties. Forcing - Pushing one’s viewpoint at the expense of others; offers only win-lose

solutions. Collaborating - Incorporating multiple viewpoints and insights from differing perspectives;

leads to consensus and commitment. Confronting/Problem Solving - Treating conflict as a problem to be solved by examining

alternatives; requires a give-and-take attitude and open dialogue.(PMBOK (2008) Chapter 9)

It is useful for project managers and team members to develop an awareness of the way they personally deal with conflict and how they resolve conflict.

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5 Add here any anecdotes or examples of lessons learned with regard to management/leadership of the team.

Who should or did receive these lessons?

In my experience consultative and participative management styles provide better team member morale and motivation experiences. Where team members have input into problem solving and decision making anecdotally they are more productive and effective in their roles.

These lessons learned were for me and for the project sponsor.

6 What are the leadership skills, traits/behaviours project managers should exhibit?Are different leadership skills, traits, behaviours required in more complex projects or at different phases of the projects lifecycle?

Is there a difference between leadership & management, if so explain?

The fundamental difference between leadership and management relates to the allocation of formal and legitimate power as opposed to the effective use of influence that is independent of the authority granted through position.

Another definition or explanation of the difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do.

The following table illustrates the differences between manager and leader:

Leadership Management

1. Leaders work from an elected base Managers are appointed to position

2.Leadership continually thinks beyond the horizon

Management strives to reach the horizon

3. Leadership is a quality Management is a science and an art

4. Leadership provides vision Management provides realistic perspectives

5. Leadership deals with concepts Management relates to functions

6. Leadership exercises faith Management deals with facts

7. Leadership seeks for effectiveness Management strives for efficiency

8. Leadership challenges the status quo Management administers

9. Leadership provides direction Management is concerned with control

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10. Leadership thrives on finding opportunity Management succeeds on accomplishment

11. Leadership determines policy Management devises procedures

12. Leadership motivates people Management provides structure for people

13. Leadership determines true culture Management follows true culture

14.Leadership embraces and adapts to change

Management provides the process of change

15.Leadership is about having confidence in people

Management defines performance accountabilities

16. Leaders review position Management measures achievement

Author Credits Author: Paul McLoughlin of Intellectual Dynamics.

Project managers should exhibit the following leadership traits and personal qualities: Vision Self confidence Assertiveness Integrity Candour Curiosity and daring Creativity and imagination Adaptability and flexibility Trust

Leaders also need the following skills The ability to establish networks Leadership skills Conflict resolution skills Information processing skills Skills in unstructured decision making Entrepreneurial skills Resource allocation skills Skills of introspection. (Dobie (2007) pp 181)

7 What leadership style best describes you and why?

How does this style assist you in leading your team to perform better, especially in more complex projects?

What type of decisions do you have to make and what category do they fall into?

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My leadership style is consultative I like to gather information from those around me particularly people whose judgement I trust. My communication and learning style is collaborative I like to discuss issues and problems however at the end of the day as project manager it is my responsibility to take the information gathered and make an informed decisions to ensure that the project continues.

Because my projects are relatively small the decisions I make do not impact the overall operations of the organisation however they can and do impact my department. Both project discussed here have been successfully implemented and both are currently generating income for the department.

8 How do you motivate your project team? Are different things required in more complex projects or at the different phases of the projects lifecycle?

What factors motivate and de-motivate your team(s) and why?

Why is a motivated team crucial to the success of your projects?

The project team that I work with are professional and self motivated but they all respond well to congratulations and praise. They obviously respond less well to aggression and anger.

A motivated team is crucial to the success of my projects because it is very easy for people to avoid project work if they are not motivated and engaged in the project outcomes. Because team members are generally seconded to smaller projects for only part of their time and because the workplace is reactionary, responding to crisis on a regular basis it is very easy to ignore project tasks unless the team members are motivated.

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Unit 7: Manage Project Communications The purpose of this assessment is to provide the participant the ability to link people, ideas and information at all stages in the project life cycle.

Project communications management ensures the timely and appropriate generation, collection, dissemination, storage and disposal of project information through formal structures and processes. Once again, this aspect takes on greater significance in more complex projects.

i. Communications Planning ActivitiesYou need to show evidence (within documents and/or explanations) that you have:

Find out the information requirements of stakeholders, and have built strategies for communication with these stakeholders into your project management plan, this includes meetings, reports, emails, updates etc.

Established a communications network, to show the lines of communication through the implementation of the project.

Included in the Project management plan, a system explaining how project information will be distributed and gathered during project implementation.


To include:-Stakeholders analysis Communications plan

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1 How do you find out, and confirm, the information requirements /needs of your project stakeholders?Despite the complexity of the project what is the purpose of a stakeholder’s analysis, why is it important?

During the initiation phase of the project communications requirements are established and a comprehensive communications plan developed that sets out

what information will be communicated to who (as in which stakeholders), how information will be communicated – via email, news letter, progress report , weekly

meetings, project road show when the information will be communicated who will have responsibility for communications? (Dobie(2007) pp187)

PMBOK (2008) suggests that ‘project communications management includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information’.

Project managers spend the majority of their time communicating with the project team giving instructions coaching, supporting seeking input; and with project stakeholders. (PMBOK (2008) Chapter 10)

Stakeholder analysis is the process of identifying all people or organisations that will be impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on the success of the project.

Stakeholders are persons and organisations that are actively involved in the project, or whose interests may be positively or negatively affected by the implementation or completion of the project. These people or organisations may also have influence over the project and its deliverables.

Stakeholder analysis is critical to understanding the stakeholder and their needs regarding the project and generally follows the steps described here:

Step 1 – identify all potential stakeholders and relevant information Step 2 – identify the potential impact or support each stakeholder could generate, and

classify them so as to define an approach strategy. Step 3 – assess how stakeholders are likely to react or respond in various situations, in

order to plan how to influence them to enhance their support and mitigate potential negative impacts.(PMBOK (2008) Chapter 10)

To identify the stakeholders for my projects I have consulted with the client and the project sponsor and sought input from people such as the following:

Senior management,

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Other units within the organisation, Identified key stakeholders, Other project managers (either directly or through lessons learned), Subject matter experts (SMEs) Industry groups and consultants, and Professional and technical associations.

2 What are the Communication channels within your organisation?

Do they work?

Dobie (2007) points out that technology has changed the way that we communicate, particularly the way in which we manage the overwhelming amount of information that is available.

Swinburne is a relatively large organisation and it has a variety of communication channels available. It is useful to draw a communications network diagram to illustrate the various stakeholders, their relationship to the project, to each other and to the organisations. This can clarify the communication channel require.

PMBOK (2008) suggests that communication activity can be: Internal (within the project) and external (customer, other projects, the media, the public), Formal (reports, memos, briefings) and informal (emails, ad-hoc discussions), Vertical (up and down the organisation) and horizontal (with peers), Official (newsletters, annual report) and unofficial (off the record communications, the

grapevine), Written and oral, and Verbal and non-verbal (voice inflections, body language).

3 Either refer to a reference above, or explain how you have organised for information to go into and from the project, during implementation

Both of the projects I have referred to here have required minimal formal reporting most information has been communicated verbally at team meetings or via email. The lack of formal communication and project plans within this section of the organisation means that I do not have documented evidence.

However our department team meetings require that all team members report on their achievements and their concerns. This has meant that each time I work on a project I communicate progress, roadblocks, successes and concerns to my wider team. This is also an opportunity for me to seek input from people who understand the work associated with the project.

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I also use constant email and telephone contact with my key stakeholders to provide and seek information related to the project.

4 How would you manage communication throughout each phase of your project lifecycle?

Why is effective communication essential in any project environment?

Why communication is important to the overall success of your project and what role do you play as project manager? Which of the effective communication styles do you use? Do they assist you in your role? Does your style differ in more complex projects?

What are some of the barriers to effective communication? How do these barriers affect your role as a project manager?

Effective communication throughout the project requires appropriate communication at each phase of the project lifecycle. During the initiation phase of the project communication requirements are established and translated into a detailed communications plan. (Dobie (2007) pp187)

At the initiation phase communication inputs include understanding stakeholder expectations regarding communications. The planning phase of the project is where the communications management plan is developed. (Dobie (2007) pp187) The communications management plan provides:

Stakeholder communication requirements; Information to be communicated, including language, format, content, and level of detail; Reason for the distribution of that information; Time frame and frequency for the distribution of required information; Person responsible for communicating the information; Person responsible for authorising release of confidential information; Person or groups who will receive the information; Methods or technologies used to convey the information, such as memos, e-mail, and/or

press releases; Resources allocated for communication activities, including time and budget; Escalation process identifying time frames and the management chain (names) for

escalation of issues that cannot be resolved at a lower staff level; Method for updating and refining the communications management plan as the project

progresses and develops; Glossary of common terminology; Flow charts of the information flow within the project, a list of reports, and meeting plans,

and Any communication constraints.

The communications management plan often includes guidelines and templates for use in the various stages of the project to document project activity and reporting requirements. (PMBOK (2008) Chapter 10)

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In the delivery phase of the project the project manager needs to maintain control of the communication system to ensure that project communication continues to be effective. An in the finalisation phase of the project communications should be reviewed for overall effectiveness and to capture critical lessons learned. (Dobie (2007) pp187)

Communications theory identifies barriers to effective communication and the project manager needs to be aware of how, when and why the project communication might become less effective. Barriers such as logistics (managing virtual teams), workload, red tape and the hierarchy, political climate and culture of the organisation, language, technical capability of team members, lack of project experience, lack of team member commitment and engagement; all need to be identified and overcome to ensure that the project message is effectively communicated to all stakeholders.

ii. Information management & project reporting process You need to show evidence (within documents and/or explanations) that you have:

Secured project information as appropriate to the project Monitored the Communication plan to ensure all intended communication tasks are

handled appropriately Identified any communication issues, and escalated and/or dealt with the issues as

appropriate to the project. Maintained customer relationships to reduce conflict through the project. Sought advice regarding communication activities, as appropriate

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Evidence to Present Your evidence ;Attachment or Reference No

To include:-Status or Progress ReportPlus;-Other Examples of evidence may include:CorrespondenceReportsMinutes of meetingsemailsOffice management systems


1 How do you ascertain the level of security to place on your project documentation?

Project documentation can include any and or all of the following: Stakeholder notifications Project management plans Project reports Project presentations Project records Feedback from stakeholders Lessons learned documentation

Based on privacy requirements documentation at Swinburne is kept electronically in secure drives with the organisations technology network. Communication documents that pertain to budgets and which include personal information related to project stakeholders is restricted by access identification and password. Sensitive documents are password protected.

2 How do you keep project documents secure?

The project management plans and the associated project templates, reports and lessons learned documents are kept in a folder in the department secure network.

3 How do you go about monitoring the communication process throughout the project?Does this differ in more complex projects?

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Dobie (2007) suggests that monitoring is the collection and recording of information related to any and all aspects of project performance and control is the outcome of monitoring designed to determine who undertakes appropriate action and when.

My projects have been monitored by regular meeting and discussions on progress of the project activities with my project sponsor and update meetings (progress meetings with the client)

4 What type of information would you include in a Status or Progress Report?

Why would this information be required & who would it be forwarded to?

The standard format for project progress reports is: Summary or overview of the project Details of the current reporting period: schedule, budgets, risk foreseen, issues

addressed and activities summary Details of what is happening next: schedule, budgets, risks anticipated, issues that may

arise, forecast key activities, action required and decisions sought. (Dobie (2008) pp198)

The information is required to monitor progress of the project it is also required to keep stakeholders informed of where the project is at and to manage their expectations. The information should be forwarded to all stakeholders.

6 How do you maintain good project team/stakeholder relationships throughout the project, so as to minimise conflict?

Regardless of the complexity of a project ,why do you need to understand the effect of conflict, Why does it occur on a project? What are some of the conflict management styles and which do you prefer?

As project manager I am responsible for managing stakeholder expectations and maintaining good productive relationships with stakeholders throughout the term of the project. This involves communication activities directed toward stakeholders and designed to influence their expectations, address concerns, and resolve issues, such as:

Actively managing their expectations to increase the likelihood of project acceptance by negotiating and influencing their desires to achieve and maintain project goals,

Addressing concerns that have not become issues yet, usually related to the anticipation of future problems, and

Clarifying and resolving issues that have been identified.

If stakeholder expectations are not addressed it is likely that conflict will arise within the project.By anticipating stakeholder reaction, preventive actions can be taken to win support or minimise potential negative impacts.

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The project manager is responsible for stakeholder expectations management. By actively managing stakeholder expectations the project manager can decrease the risk that the project will fail to meet its goals and objectives due to unresolved stakeholder issues. Effective stakeholder management also limits disruptions during the project.

Conflict generally occurs on projects because people do not have a clear understanding of their roles and responsibility or because they have unreal expectations of the project and the project team.

PMBOK (2008) suggests that success in managing project teams often depends on the project manager’s ability to resolve conflict. Project managers will have different conflict resolution styles however the factors that influence conflict resolution methods include:

Relative importance and intensity of the conflict, Time pressure for resolving the conflict, Position taken by players involved, and Motivation to resolve conflict on a long-term or a short-term basis.

In Australia the industrial relations framework includes a model dispute resolution and conflict management process that can assist project managers and organisations in this area.

There are six general techniques for resolving conflict: Withdrawing/Avoiding - Retreating from an actual or potential conflict situation. Smoothing/Accommodating - Emphasizing areas of agreement rather than areas of

difference. Compromising - Searching for solutions that bring some degree of satisfaction to all

parties. Forcing - Pushing one’s viewpoint at the expense of others; offers only win-lose

solutions. Collaborating - Incorporating multiple viewpoints and insights from differing perspectives;

leads to consensus and commitment. Confronting/Problem Solving - Treating conflict as a problem to be solved by examining

alternatives; requires a give-and-take attitude and open dialogue.(PMBOK (2008) Chapter 9)

7 What are some of the objectives of negotiation? What are some of the important qualities required to be a good negotiator? What are some of the risks associated with negotiation?

Negotiation is a method by which people settle differences. It is a process by which compromise or agreement is reached while avoiding argument. In any disagreement, individuals understandably aim to achieve the best possible outcome for their position,

Alternatively negotiation has been defined as a dialogue between two or more parties, intended to reach an understanding, resolve a point of difference, or gain advantage in outcome of dialogue. Negotiation is a process where each party involved tries to gain an advantage for themselves by the end of the process.

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Individuals can often have strong dispositions towards numerous styles; the style used during a negotiation depends on the context and the interests of the other party, among other factors. In addition, styles can change over time. Negotiation styles have been identified as:

1. Accommodating: Individuals who enjoy solving the other party’s problems and preserving personal relationships. Accommodators are sensitive to the emotional states, body language, and verbal signals of the other parties. They can, however, feel taken advantage of in situations when the other party places little emphasis on the relationship.

2. Avoiding: Individuals who do not like to negotiate and don’t do it unless warranted. When negotiating, avoiders tend to defer and dodge the confrontational aspects of negotiating; however, they may be perceived as tactful and diplomatic.

3. Collaborating: Individuals who enjoy negotiations that involve solving tough problems in creative ways. Collaborators are good at using negotiations to understand the concerns and interests of the other parties. They can, however, create problems by transforming simple situations into more complex ones.

4. Competing: Individuals who enjoy negotiations because they present an opportunity to win something. Competitive negotiators have strong instincts for all aspects of negotiating and are often strategic. Because their style can dominate the bargaining process, competitive negotiators often neglect the importance of relationships.

5. Compromising: Individuals who are eager to close the deal by doing what is fair and equal for all parties involved in the negotiation. Compromisers can be useful when there is limited time to complete the deal; however, compromisers often unnecessarily rush the negotiation process and make concessions too quickly.

iii. Communications outcomesYou need to show evidence (within documents and/or explanations) that you have:

Finalised any communication issues and dealt with project records according to the organisation

Reviewed how communications were managed, and make suggestions for future projects.

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To include :-Any document that shows how communication issues were reviewed /managed;-May include:-Post implementation review documentsAny other review type document

If you have trouble finding a document which demonstrates lessons learned from your projects, please use the questions below to state the lessons learned with regard to project communication.


1 How are project records stored, once the project is complete? (Include any requirements to pass on particular project records for organisational knowledge base.)

Swinburne’s School of Business does not formally document the smaller projects that are undertaken.

However any documentation generated is scanned and held on the university’s technical network behind firewalls and log in identification and password protections. Generally the information is stored in the department folder of the network under the name of the project and is available for review and to ascertain lessons learned for future projects.

2 Please state here lessons learned regarding communication management within a project, if you have no reference stated above.

The key lesson for me is that project plans need to be drawn up even for very small projects with one or two people working on them. These plans should include the project scope, the work breakdown schedules, communications plans, the budget and the various plans to accommodate the phases of the project.

These documents would enable the project to keep track of progress it would also assist in benefits realisations.

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Unit 8: Manage Project Risk

The purpose of this assessment is to provide the participant with the opportunity to demonstrate their ability to;

This unit address the risk management of the projects including the development of a risk plan ,risk register ,contingency plan, controlling and monitoring the risks within a project(s).These aspects are critical in any project environment regardless of project complexity .

i. Determine project risk eventsYou need to show evidence (within documents and/or explanations) that you have:

Identified and documented risks relating to the project, and clarified with stakeholders as necessary.

Identified contingency measures.


To include :-a)Risk Management plan (inc contingency plan) b)Risk register


1 Describe the risk assessment process for a project? How if any, does this process differ in more complex projects?

How do you determine the contingency required?For my small projects the key risks have been that I as the developer would be unable to complete the work due to illness or transfer from the department.

Another major risk in the department is that the project becomes part of everyday operations and the activities are delayed due to operational activities.

In a more complex project these risks would apply but would be exacerbated due to the increased number of project members. The increased number of resources can also be a contingency in bringing the project to finalisation.

Risk has to components that need to be identified and monitored. The first is the likelihood that a risk will eventuate and the second is the consequences or impact on the project if the risk

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does eventuate. When the project manager is managing risk, they are attempting to identify any potential risks and to plan ways to minimise the level of the risk so that work can proceed. In some cases the project manager will decide that the level of the risk and the consequences if it does occur are so damaging that the activity will need to be altered or abandoned completely.

Best practice project management follows a seven step approach to the management of risk in projects. This approach includes:

Identify the risk Analyse the risk Evaluate the risk Assess the risk Treat the risk Communicate and consult with stakeholders Monitor and review

The risk management and risk assessment processes are essentially the same on both complex and simple projects.

2 Who do you verify your identified project risks with?What are the critical items included in a risk management plan?

Why are these important?

In my case the project risks were clarified and verified with the project sponsor. For the development of the online program the client had approved the assessment and proposed treatment of the risks identified. The key risk in the case of this project was that the key resource would become unavailable. The risk was significant if it occurred was deemed to be acceptable.

The critical items included in a risk management plan are: An explanation of the identified risk A estimation of the likelihood of the risk occurring An explanation of the consequences if the risk does eventuate An assessment of the level of the risk An explanation of the proposed treatment of the risk. Risk treatments may include:

o Avoiding the risk by not proceeding with the activityo Accepting the risk by establishing a risk financing plano Reducing the risk by introducing an initiative which will lower the likelihood or the

consequence of the risk (or both)o Transferring the risk by sharing it with another entity (insurance is the best

example)o Accepting and retaining the residual risk where the risk can only be partially

treated (paying an excess on insurance claims)

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3 How is the risk document distributed to relevant stakeholders?

Risks, their likelihood, their consequences, proposed treatment options, risk rating after treatment, result of analysis of risk treatment options, person responsible, timetable for implementation and how risk and risk treatment options will be monitored are all documented in a risk matrix which forms part of the overall project management plan.

The risk matrix is circulated to all project stakeholders for comment and feedback and is should be part of the overall communication plan – updated and circulated as part of the regular reporting for the project to the team, the sponsor and other major stakeholders.

ii. Monitor and control project riskYou need to show evidence (within documents and/or explanations) that you have:

Managed risks as they become relevant throughout the project. Review the risk management plan, throughout the project, to ensure it shows a current

assessment of the risks the project faces.


To include :-a) Updated risk registerb) Status /Progress reports


1 How do you, or relevant project team members, keep up-to-date with risks facing the project? How does this differ in more complex projects?

Every project whether simple or complex will face a variety of risks and therefore should have a risk management plan including a risk assessment matrix and a risk register. These documents should be circulated widely for comment and feedback and should then be communicated to stakeholders and the project team on a regular basis to keep those associated with project up to date.

The risk register should include: The context – should include details of the project scope and any assumptions made Identification – a list of the risk factors in defined risk categories Analysis – defining the consequences and the likelihood (probability) of the risk occurring Evaluation – assess priorities and treat high consequence, high probability risks first Treatment – identify options and treatment measures Monitoring and control – revisit the risk factors for variance analysis. (Dobie (2007) pp

151)

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2 How often should the risk register be reviewed? Why? How do you report or document this?

Dobie (2007) suggests that it is best to assign responsibilities for monitoring and control of risk with the expectation that the risk management plan and the risk register are updated and reported to leadership and team meetings regularly. The risk register could form part of the overall communications that are circulated to stakeholders (including the project team) weekly or fortnightly with any actions minuted and reported at project leadership or team meetings.

iii. Risk management outcomesYou need to show evidence (within documents and/or explanations) that you have:

Reviewed how risk was managed throughout the project, and recommendations for future improvement


To include :-Documents showing that risks were reviewed e.g. Post implementation reviewMinutes of meetingsReview documents, discussing risk.


1 If you have no document clearly reviewing how risk was managed through the project, with lessons learned, please add that information here in an anecdotal form.

The key risk to both the projects that I have been referring to has been key personnel. In the APA project discussed above I was managing the development of learning materials and assessment items for a program that was (and has been) delivered into a clients workplace. The facilitator who was hired to deliver the project into the workplace was also a subject matter expert whose own material was to be incorporated with the materials I had been charged to deliver.

The critical risk to this project was the availability of the resources, including the subject matter expert, his materials, the materials I was developing and the assessment materials.

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Two weeks into the project the subject matter expert informed my sponsor and I that he was taking overseas leave a month before the start of the implementation of the project, I also had scheduled leave two weeks before the final deadline for the project

The way that I managed the risk was to schedule meetings with the subject matter expert as soon as we were notified of his intention this meant that I had to reschedule my time and extend the deadline on other work scheduled but with regular meetings and email correspondence we were able to develop the required materials and have them reviewed and signed off before both key people left for holidays.

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Unit 9: Manage Project ProcurementThe purpose of this assessment is to provide the participant the ability to undertake procurement and contract management within projects. It covers determining procurement requirements, establishing agreed procurement processes, conducting contracting and procurement activities, and managing finalization processes.

i. Determine procurement requirementsYou need to show evidence (within documents and/or explanations) that you have:

Included in your project management plan, the goods or services that need to be outsourced or contracted for the project.

Defined how the delivery of the goods or services should be managed throughout the project.

Checked to make sure the procurement for the project is viable, in terms of time and cost limitations.

Made sure your plans to procure are compliant with any relevant legislative and/or organisational requirements.

Evidence Your evidence :Attachment or Reference No

To include:Procurement management plan


1 Explain the processes you use to select procurement options? Give at least, one example of this using a more complex project.E.g. outsource, go to tender, complete internally.For your projects, what portion of the goods and services will be obtained internally and what portion externally?

Do you have a centralised or decentralised system for procurement in your organisation? Or does this depend on the complexity of the project?

Project Procurement Management includes the processes required to facilitate the purchase or acquisition of products, services, or results needed from outside the project. It includes the contract management and change control processes required to develop and administer contracts or purchase orders issued by authorized project team members.

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Procurement management also includes the administration of contracts issued by external organisations that are dealing with the project team and administering contractual obligations placed on the project team by the contract. (PMBOK (2008) Chapter 12)

The procurement process for Swinburne depends on the size and requirements of the project. The Deputy Vice Chancellor has recently introduced a program office that will be responsible for the approval of all major projects for the organisation and for any procurement requirements.

However the smaller project in the various centre’s appear to be able run their own projects using their own approval processes. The School of Business has a list of preferred suppliers regarding industry facilitators, subject matter experts. The first preference for any work that needs to be completed o a project basis is too look internally first. This provides current staff with development opportunities and also helps to grow the organisation’s knowledge base.

If a suitable resource is not available internally then one of the preferred contractors will be approached. For my projects all goods and the majority of services have been obtained internally. The APA project has resourced an external facilitator and subject matter expert from the preferred list.

2 How do you ensure the selected procurement process is compliant with relevant legislative and organisational requirements?

The project procurement plan is the process of documenting project purchasing decisions, specifying the approach, and identifying potential sellers It identifies those project needs which can best be, or must be, met by acquiring products, services, or results outside of the organisation, versus those project needs which can be accomplished by the team.

Smaller projects within Swinburne are generally based on specific skill requirements and team members tend to be seconded from the internal workforce. There is an appeals process if employees feel they have been unfairly treated.

ii Establish agreed procurement processesYou need to show evidence (within documents and/or explanations) that you have:

Obtained information from potential external sources for decisions regarding the extent and nature of the procurement requirement.

You have approached and dealt with potential contractors in a professional and fair manner.

Prepared selection criteria and described the selection process for contractors/suppliers. Decide on the most appropriate method for procurement within the project, and gain any

required approvals to commence the procurement.


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To include :-Any documents (including emails) relating to initial contacts with potential contractors and the procurement or legal sections of your organisation, about procurement.May include:-*Expressions of interest*Request for proposal or tender*List of selection criteria


1 What process do you use to gather information, from external sources, relevant to your project procurement requirements? Use an example using a more complex project if possible.

The processes used to gather information from external sources include consultation with senior managers, consultants and industry groups to identify skilled and engaging facilitators.

Often clients will come to Swinburne and seek an alliance to deliver a qualification in industry (particularly when the facilitator does not have RTO registration)

The overall APA project commenced with this approach. My part of the project the materials development and validation and the assessment development and validation included the services of an external consultant.

2 Describe a selection process you have used. Use an example to explain (Include discussion of the evaluation process)

I have had to identify suitable resources as part of the implementation of the online Diploma project. These resources were required to user test the units and further resources were required to facilitate the units when they went live.

I have a pool of preferred facilitators that I am able to select from. The selection process requires analysis of skills sets based on resumes and previous work. Suitably skilled people are then approached to gauge their interest in facilitating programs. Those who indicate that they would like to participate are allocated units based on their expertise.

3 Does your organization have specific policies & procedures regarding the procurement process? Does this differ depending on the complexity of the project?What approval is required for procurement within the project?

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Swinburne does have a procurement policy and procedure for tenders and quotes, this would apply to complex projects and to smaller industry based projects where legal and binding contract are executed.

The contracts associated with my projects basically become employment contract when the project becomes business as usual.

iii .Procurement process activitiesYou need to show evidence (within documents and/or explanations) that you have:

Communicated procurement requirements to potential contractors ensuring clarity in understanding of project objective and contract terms and conditions.

Evaluated responses and selected a preferred contractor (following the agreed and compliant process).

Negotiated to agree contract terms and conditions.


To include :-Either RFT, RFQ, EOIQuotations from potential contractors/suppliersContractService Level Agreements (internal contracts)Evaluation of potential contractorsSee procurement as relating to any purchase of goods or services for the project. The suppliers or contractors may be external or internal and may relate to an RFT or a far smaller procurement event.


1 Using a more complex project as your example outline at least one procurement process you have undertaken, describing the steps involved.

I have been part of the procurement process for several smaller projects where external facilitators have been engaged based on a contract for service. In each case the project has been identified a viable, a facilitator for the program has been identified and approached based on expertise, cost and availability. A contract for service has been negotiated based on a template provided by Swinburne’s legal department. The contract has been discussed and any amendments made. It is then signed and sent to our legal and finance departments for

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verification. The individual is then inducted into Swinburne and their contract commences on the specified date.

iv. Implement contractYou need to show evidence (within documents and/or explanations) that you have:

Mapped the contract terms to the project management plan and ensured any variations are noted.

Monitored progress of contracts and reviewed with key stakeholders as appropriate. Managed changes to the contract according to the agreed legal framework of the

contract. Managed any contract related problems – escalating and taking remedial action as

required to meet the project objective.


To include :-Any document that shows monitoring of progress ,any variations/changes etc;-May include :-Progress reportsContractor management reportsDeliverable acceptance reportsInvoicesInventory reportsChange or variation documentsRelevant emails/letters/memos/diary notesMinutes of meetings


1 What types of contracts are used in within your project(s), do these differ depending on the complexity & dollar value?

What elements does the contract contain?

I have included a copy of a contract for your information.

2 Describe how contracts are monitored.

If changes are required to a contract, describe how this be done?

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Contracts are monitored based on performance of the work required and the payment invoices submitted.

3 Provide any anecdote where contract problems have arisen and been dealt with.

We have had instances where the facilitator has been unhappy with the contract when they actually come to marking assessments. A set time is allowed in the contract for this process and it is often insufficient compared to the actual time taken. These situations are dealt with on a case by case basis by negotiation with the project sponsor and the client.

Another issue that has arisen lately is where a contract has been negotiated in the past an rolled over without proper review and it is found that the invoices submitted based on the old contract are not longer cost effective or relevant based on the current client contract negotiations. In this case the contractor is paid for travel interstate as per his contract with Swinburne however Swinburne had not included those costs in their negotiation with the client. A resolution for this incident is still under negotiation.

v. Contract finalization proceduresYou need to show evidence (within documents and/or explanations) that you have:

Completed any activities necessary to complete or finalise a contract or procurement agreement

Reviewed the management of contracts and procurement throughout the project, and provided feedback and recommendations for use in future projects.

Managed changes to the contract according to the agreed legal framework of the contract.

Managed any contract related problems – escalating and taking remedial action as required to meet the project objective.


To include:-Post implementation reviewMinutes of meetingsReview documents, discussing procurement


1 What activities are required in closing a contract or agreement?

Use an example to explain.

In closing a contract or agreement for my project the final activity is the monitoring and control of the completion of the specified work, the finalisation of any assessment results and the submission of the final invoice. The results and the invoice are checked and the invoice is submitted for payment.

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2 If you have no document clearly reviewing how procurement was managed through the project, with lessons learned, please add that information here in an anecdotal form.

For me the lessons learned are to make sure that I am fully cognizant of the clients and sponsor’s expectations regarding costs and time before I attempt to negotiate a contract with a supplier/ I need to also ensure that the project is closed out and any contract going forward can be renegotiated as and when the client circumstances require changes.

A change issues log should be a critical part of the project to ensure that issues such as the one mentioned previously where work is invoiced but not included in the project budget are not a regular occurrence

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Unit 1: Manage Application of Project Integrative ProcessesThe purpose of this assessment is to provide the participant with the opportunity to demonstrate their ability to integrate and balance the overall project management functions of scope, time, cost, quality, human resources, communications, risk and procurement.

It also seeks to provide the participant with a demonstration of aligning and tracking the project objectives to comply with organizational goals, strategies and objectives. The greater the complexity of the project, the greater significance effective project integration plays in meeting the projects needs & achieving the desired project outcomes.

i. Implement integration of all the functions of project managementThis unit is deliberately placed at rear of main document!


Identified stakeholders to a project, conducted an analysis of the influence stakeholders have over the project. (Already covered in Unit 7 –Manage Project Communication).

Sought guidance from others to determine and agree the project objective. (Already covered in Unit 2 –Scope Management).

Created a project plan, which includes plans for any sub-projects, is approved and used as a basis for management of the project.

Incorporated into the project management plan, the method of managing change throughout the project.


To include:PMP (should include time, quality, resource & their respective tools)Stakeholders analysis /communication planPIRMay also include :-Finalisation plan/completion plansGovernance frameworkLessons learnt documents/reports


1 Describe your organizations project management processes and /or framework.(You should include its strengths & weaknesses)

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Is the framework or processes identical regardless of the complexity of the projects?What suggestions would you have to improve them?

Swinburne University applies for and receives considerable grant revenue from a range of sources, revenue that can amount to millions of dollars. Many of these projects are the result of tender processes which argue that at the senior levels of the organisation a formal reject management framework exists and is used. However at the department level the project management process is far less form often reactionary rather than planned.

The more complex and resource heavy a project is the more formal the project management process appears to be. It also appears that the less complex projects also lack planning, they are reactionary to pressure from senior executives or in response to a perceived opportunity to increase revenue also directed from above.

I would recommend that a simple resource such as guidelines for how project should be managed be made available to departments in each centre and faculty. Staff should be given professional development to assist them to effectively undertake project management, particularly the scoping and planning phases of the project.

The current restructure of the organisation includes a program office that will be responsible for the management of projects across the organisation, which suggests that the project management process will become more formal and hopefully efficient.

2 What are the factors that influence the outcomes of a project in your organization, especially in more complex projects?

Larger more complex projects within the organisation are often part of a grant or have a significant cost associated with them (IT Projects, partnership projects with industry). These projects are planned and monitored and controlled more closely than less complex projects.

The less complex projects tend to become business as usual as the project is implemented and before benefits can be effectively realised.

3 How do you ensure project objectives align, and continue to align, with the organisational goals and objectives?

Generally project objectives state why the organisation needs to undertake a proposed project. These objectives will be aligned to the strategic and operational goals of the organisation. Any project in the teaching departments is aligned to the strategic requirement of student engagement, innovation in teaching practice and industry involvement. All three strategies are part of Swinburne’s vision for 2020

Swinburne’s 2020 Plan builds on these strong traditions and values, providing a roadmap for future success. It is a blueprint both bold and aspirational, with an underpinning premise – a commitment to ‘One Swinburne’ and to working together in a coordinated way to:

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achieve excellence in all that we do ensure that our students optimise their potential and graduate as life-long learners ready

to embark on meaningful careers advance and build our research to achieve high quality outcomes directly relevant to

industry and society integrate more closely the educational and research aims, objectives and standards of

our Sarawak and Melbourne campuses to achieve better outcomes for all of our stakeholders

4 Discuss the meaning of the concept of project governance.

Why is it (governance) critical & how does it differ in more complex projects?

Hartley (2009) posits that successful projects are based on ‘four fundamental pillars of governance that work collectively on addressing control and direct in projects. These pillars are:

Accountability – the capacity to call people to account for their actions Transparency – visible and open processes Predictability – uniform compliance and enforcement within the laws and regulations Participation – stakeholder input and reality checking. (Hartley (2009) pp 48)

The link between project management and governance is defined by Hartley (2009) as being: the act, manner or function of governing regulate the proceedings of a corporation assign the decision right and accountability framework to encourage desirable

behaviours in the project define roles and responsibilities for all project stakeholders determine the decision making structure for the project an active role performed by committed senior management. (Hartley (2009) pp49)

With project governance framework in place Hartley (2009) argues that the project automatically receives transparent accountability with detailed, iterative, rigorous project plans based on critical path analysis, defined success factors, performance milestones and go/no-go decision gates. In addition to this with project governance framework an internal audit capability and accountability will be available to provide regular, timely, unambiguous and results driven reports on project performance, deliverables and outcomes. Hartley (2009) pp50)

5 What are the key aspects of a project management plan?

The elements of the project plan are as follows: document management instruction for the project plan the project name, creation date , sponsor client, project manager executive summary, rationale, business drivers aim of project, the key objectives, benefit and objectives project integration management plan – methodology, change control, performance

reporting, audit, dependencies

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project scope management – deliverables, inclusions and exclusions, handover project time management – the work breakdown schedule (including network diagrams

and Gantt chart) and project milestones project cost management – the budget, estimating methodology, confidence level,

contingency, source of funds, cash flow project human resource management – stakeholders, resource capability project communications management – the organisational structure and the escalation

process project procurement and contract management – the policies and processes required,

preferred options for procurement project risk management plan – constraints, assumptions, potential issues, risk register project quality management plan – the standards ad definition of quality required, how

quality will be designed into the project project authorisation – recommendations, approval, signoff relevant appendices.(Hartley (2009) pp 363 -367)

6 Planning is a critical part of project management, what 3 characteristics are critical to good planning?

Name 3 tools used within resource planning?

Planning is the process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans. The project plan defines how the project is executed, monitored and controlled, and closed. The plan content will vary depending upon the application area and complexity of project however the plan is developed through a series of integrated processes until the project is closed.

The characteristics critical to good project planning are - accuracy – including specific objectives, and strategies and actions to achieve objectives- feasibility – including an honest estimate of resources and the ability of the organisation

to acquire these- consistency – plan should be consistent with other project plans- constantly evaluated – monitored and evaluated to ensure the plan remains relevant- flexibility – allow for changes or corrections where necessary- generate participation and motivation – involve stakeholders and encourage

contributions, identify and engage stakeholders in achieving the objectives.

Three tools used in resource planning include:- network diagrams- work breakdown schedule- Gantt Charts

7 What methodologies, policies, tools and techniques do you use to assist you in the management of your projects?

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Prior to completing this qualification I tended to map the project in my head based on the lifecycle model. Now I am starting to use the project management process identified in Dobie (2007).I have started to identify with the four phases of project management including initiation, planning, delivery and finalisation. I have started to look at the key steps in each phase and methodically move through each phase without jumping straight to the planning and implementation phases. This has been a difficult transition for me as I tend to jump to the work before planning out what needs to be done, knowing full well that this is not the best way to go about my project.

But since doing the course I have started to go through each of the steps and am training myself to do this every time. I have printed off the diagrams of each phase in Dobie (2007) and I find these a great reminder of the process I need to follow.

What are the key milestones of your project and how do they relate to the integrations of the project functions?

The key milestones for my project are starting to coincide with the phases of the project lifecycle, my scope document is the first milestone followed by the project plan, I am now very aware of the gateways and the tasks and activities I need to accomplish before I move to the next phase of the project.

8 How do you control your project plan, especially in more complex projects? What mechanisms do you use?

Describe the change control processes for your projects?

Until now I really have not controlled my plan, I have reacted to every change without planning for it. I suspect that most of my projects have come in on time and on budget because I worked outside business hours to get the work done and I have not claimed overtime or additional hours for this work.

I am starting to document all the steps in initiating, planning, delivering and finalising my projects including setting up a change control process because I am sure that clients and sponsors do not plan the changes they want and they do now at this point acknowledge that a change has consequences for the deadline, the cost and deliverables of the project.

9 What control processes do you have in place for your project? How do they affect the

cost, schedule, quality and risk of your project?

How do these control processes assist you to manage the phases of the project lifecycle?

Why is it important for you to continually improve the control processes throughout the lifecycle of your projects?

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The control process I use are directly related to the lapsed time, I have an expected time frame for each of the sections of the project I am working on, each unit should take me approximately two weeks elapsed time to complete. I measure the actual time it has taken to complete the units as a guage as to whether I am on track to meet the project deadline.

Control in a project is achieved by comparing actual progress to the planned schedule and budget. Any significant variance may mean that the project plan needs to be adjusted. Once the project plan has been established, the project manager must monitor and control the progress of the project. This involves:

Collecting actual cost data Determining progress measures Comparing these to the budget Analysing and reporting variances and managing corrective action Maintaining the busget and Finalising the project.

Dobie (2007) suggests that a structured approach should be taken to monitoring the progress of the project he goes onto suggest that whilst monitoring should be undertaken in all phases of the project it is particularly important in the delivery phase.

Project monitoring is an iterative process, when a monthly progress report is required, it is likely that the project manager will require interim progress reviews.Project managers are also likely to have a set of monitoing and control tools such as schedules, risk registers, responsibility assignment matrices, communication chats and similar tolls to support the monitoring process. (Dobie (2007) pp 240)

Dobie (2007) points out that if the project manager is to monitor the porgress of the project in an integrated manner they will need to have ready access to integrated planning documentations.

The following tools are used to monitor and control projects:

the scope statement the work breakdown schedule change log schedule budget deliverables list quality control checklists risk register issues log stakeholder management plan resource management plan (skills, capacity) communications network diagram communications management matrix contract procurement plan. (Dobie (2007) pp243)

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ii. Coordinate internal and external environments


Planned and managed the project according to the organisations methods, procedures and working environment.

Aligned project objectives with the organisational goals and objectives, and reviewed this relationship during the project.

Resolved conflicts using appropriate processes for the organisation.

Examples of evidence Your Evidence : Attachment or Reference No

See above element


1 Despite the complexity of a project, how do you measure the success of a project? What measurement criteria do you need to have in place? How do you identify and manage the issues that arise throughout a project lifecycle?

Success in the work projects I have worked on is measured against the deadlines set at the initiation phase and in the ability of the product to deliver the perceived benefits that led to the project in the first place

2 Why is it important to understand the internal and external stakeholders of your project?

What are the tools that can assist you identify who these stakeholders are?

A stakeholder management plan can assist in managing your stakeholder and in understanding what the expectations of each stakeholder.

This is an important group as they generally include the sponsor, the client and the project team all of whom can have considerable impact on the successful outcome of the project.

iii. Implement project activities throughout life cycleYou need to show evidence (within documents and/or explanations) that you have:

Identified project phases, approval points and review points throughout the project. (Project schedule and WBS should cover this)

Reported project progress to others according to the agreed processes of communication (Already covered in Unit 7 –Communication Management).

Identified any issues concerning the integration of the functions in the management of the project.

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To include:- Finalisation plan/completion plansPIRLessons Learnt documents


1 What are the key elements of any finalization plan?

PMBOK (2008) suggests that the Finalisation phase of project management includes integration of all aspects of the project. At this point the effectiveness of the project is measured, lessons learned, and integrative processes are planned more effectively for the next project.

The major control point is the completion report and its circulation to senior project stakeholders for review and further action. Based on the major integration steps, the report offers a thorough reflection of application skills displayed in all project management functions, in a balanced summary that draws management attention to the real needs for improvement. (PMBOK (2008) Chapter 13)

PMBOK (2008) goes on to suggest that another output of finalisation is the transition plan for transfer of the developed product or service to operational control. The transition plan carries instructions on timings, roles, responsibilities, resource requirements, operating costs and, most importantly, benefits realisation criteria that will only become evident post-project.

2 Why is it necessary to conduct project reviews? What elements of your project should you focus upon?

What are the various types of review that you can conduct throughout your project lifecycle? Why is it imperative to conduct a post project review? Why are the lessons learned so important for future projects?

Dobie (2007) suggests that project finalisation is generally the most neglected phase of project management. Project finalisation is more than just getting sign off from the client.It also includes the process of completing all project management tasks, reviewing the project to determine if it was well managed and detrmining lesson learned for the organisation’s project management knowledge base. If finalisation is not done or not done properly then valuabe information could be lost, evaluation of project success or failure could be lost.

Some of the best lessons learned for future project have come from failed projects however it is often difficult for the project team to undertake a review of a failed project. It is recommended that the project manager document finalisation instructions to ensure that all activies are completed. The instructions should be structured as follows:

Introduction – an instruction of when, why and how the project is to befinalised

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Scope of work – high level detail of tasks to be completed Schedule – a detailed timetable to project finalisation Risks and issues – any outstanding risks or issues requiring management Schedule for release of project resources Project audit requirements Ongoing support requirements. (Dobie (2007) pp 308)

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Reference List:

Institute, Project Management, A Guide to the Project Management Body Of Knowledge (PMBOK® Guide), Fourth Edition. Project Management Institute. © 2008. Books24x7. <http://common.books24x7.com.ezproxy.lib.swin.edu.au/toc.aspx?bookid=29854> (accessed November 14, 2012)

Dobie, Colin (2007) A Handbook of Project Management: A complete guide for beginners to professionals Allen & Unwin Crows Nest NSW Australia

Fleming, Quentin W., and Joel M. Koppelman. Earned Value Project Management, Fourth Edition. Project Management Institute. © 2010. Books24x7. <http://common.books24x7.com.ezproxy.lib.swin.edu.au/toc.aspx?bookid=35843> (Accessed November 14, 2012)

Hartley, Stephen (2009) Project Management Principles, Processes and Practice 2nd Ed Pearson Education Australia

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Summary of elements of competencyDiploma of Project ManagementName of Candidate Susan Brown

Signature

Date 21/11/2012

Qualification BSB51407 – Diploma of Project Management

Registered Training Organisation

Swinburne University of Technology

Name and Contact Number of Assessor

Leh Simonelli 03 9580 96380411 225 657

For assessor use only C NYC Initial Date

UNIT 2: Scope Management

Element 2.1 - Conduct Project Authorisation Activities

Element 2.2 - Conduct Project Scope Definition Activities

Element 2.3 - Guide Application of Scope Controls

UNIT 3: Time Management

Element 3.1 - Determine Project Schedule

Element 3.2 - Implement Project Schedule

Element 3.3 - Assess Time Management Outcomes

UNIT 4: Cost Management

Element 4.1 - Determine Project Costs

Element 4.2 - Monitor and Control Project Costs

Element 4.3 - Conduct Financial Completion Activities

UNIT 5: Quality Management

Element 5.1 - Determine Quality Requirements

Element 5.2 - Implement Quality Assurance

Element 5.3 - Implement Project Quality Improvements

UNIT 6: Human Resource Management

Element 6.1 - Implement HRM Planning Activities

Element 6.2 - Implement Staff Training and Development

Element 6.3 - Guide the Project Team

UNIT 7: Communications Management

Element 7.1 - Implement Communications Planning Activities

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Element 7.2 & 7.3 - Guide Application of Information Management

Element7.4 - Assess Communications Management Outcomes

UNIT 8: Risk Management

Element 8.1 - Determine Project Risk Events

Element 8.2 - Monitor and Control Project Risk

Element 8.3 - Assess Risk Management Outcomes

UNIT 9: Procurement Management

Element 9.1 - Determine procurement requirements

Element 9.2 - Establish Agreed Procurement requirements

Element 9.3 - Conduct Procurement Process Activities

Element 9.4 - Implement Contract

Element 9.5 - Manage contract finalisation procedures

UNIT 1: Project Integrative Processes

Element 1.1 - Implement Integration of the nine functions of

project management

Element 1.2 - Coordinate internal and external environments

Element 1.3: Implement project activities throughout life cycle

Assessor Comments

The Candidate's work-based project was: Competent Not Yet Competent If not competent, please detail further evidence:

Assessor signature: Date: / /

Position

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Appendix A: - Statement of Validation:Line Manager CommentsName of Candidate Susan Brown

Qualification Diploma of Project Management

Registered Training Organisation Swinburne University

Name and Contact Number of Line Manager

Alison Roache 03 9214 8592

We are seeking evidence to support a judgement about the candidate competency .We would like you to complete this report. We value your contribution and ask that you carefully consider each question. The information you provide is a validation on how the candidate manages projects. There is room to add any additional comments you feel may be relevant.You may wish to discuss your comments with the candidate Part 1Please answer the following questionsHow long have your worked with the candidate? ___3_____ YearsHow closely do you work with the candidate? _________________________________Are you willing to be contacted if further validation is required? Yes No Before completing Part 2, please familiarise yourself with the competency standards associated with this assessment.Part 2Have you read the competencies for the unit(s) you are commenting on? Yes No .Place a tick in the appropriate box regarding whether the person competently and consistently performs the tasks described.Add further comments in the section provided.

Statement Yes No

1. Led, motivated and managed the performance of the project team through the project lifecycle.

2. Created a positive and supportive work environment for a large team of people from a diverse range of backgrounds and skills.

3. Managed the customer relationship with stakeholders at all levels within the organisation.

4. Developed good working relationships and managed stakeholders expectations through formal and informal liaison throughout the project lifecycle

5. Negotiated and managed the contracts with a range of service and equipment providers

6. Made recommendations for improvements and passed on lessons learned to both the organization and to the project team.

7. Provide guidance to and mentored junior staff and the project team.

8. Managed individual performance, set performance standards and resolved

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poor performance issues.

9. Communicated disseminated information and managed communications issues, if they were found to exist.

10. Implemented continuous improvement, rectified root causes, managed defects and ensured overall project and product quality.

Further comments on the candidate’s skills, knowledge and abilities if required

Signed by: Date: / /

Position:

Qualifications/experience in the area being assessed:

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Appendix B: Diploma of Project Management CompetenciesBSBPMG501A – Manage application of project integrative processes Element Performance criteria

1. Manage integration of all functions of project management

1.1 Identify project stakeholders and their interests, with guidance of higher project authority

1.2 Analyse all project management functions with higher project authority and relevant stakeholders to determine achievable project objectives

1.3 Develop a project plan to integrate all project management functions to achieve outcomes and requirements for time, cost, quality and risk

1.4 Obtain endorsement of project plan by higher project authority

1.5 Establish designated mechanisms to control planned activity

2. Coordinate internal and external environments

2.1 Manage the project within an established internal working environment to ensure work is conducted effectively throughout the project

2.2 Maintain established links to align project objectives with organisation objectives throughout the project life cycle

2.3 Seek assistance, where necessary, from higher project authority to resolve conflicts which may negatively affect project objectives

3. Implement project activities throughout life cycle

3.1 Ensure agreed project phases, approval points and review points occur

3.2 Report progress against established project baselines to measure performance throughout the project life cycle

3.3 Implement established finalisation plans, procedures and activities

3.4 Identify and document integration management issues and recommended improvements, and pass on to higher project authority for application to future projects

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BSBPMG502A – Manage project scopeElement Performance criteria

1. Conduct project authorisation activities

1.1 Develop and confirm procedures for project authorisation with an appropriate authority as the basis for future project management activity and the commitment of resources and effort

1.2 Obtain authorisation to expend resources

2. Conduct project scope definition activities

2.1 Identify project objectives, deliverables, constraints, exclusions, assumptions and principal work activities

2.2 Establish measurable project benefits and outcomes to enable evaluation of project performance

2.3 Establish agreement to a shared understanding of desired project outcomes with relevant stakeholders

2.4 Develop and implement scope management plan

3. Manage application of scope controls

3.1 Implement agreed scope management procedures and processes

3.2 Manage the impact of scope changes within established time, cost and quality constraints according to change control procedures and to meet project objectives

3.3 Review progress and record results to assess the effectiveness of scope management procedures

3.4 Identify and document scope management issues and recommended improvements, and pass on to higher authority for application to future projects

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BSBPMG503A – Manage project timeElement Performance criteria

1. Determine project schedule

1.1 Determine the duration, effort, sequence and dependencies of tasks from the scope definition as the basis for the project schedule

1.2 Obtain input and approval for the project schedule from stakeholders

1.3 Select and use methods, techniques and tools, within delegated authority, to determine preferred schedule, time management plan/s, resource allocation and financial requirements

1.4 Obtain agreement to the schedule from relevant project authority and communicate this agreement to stakeholders to provide the basis for measurement of progress

2. Implement project schedule

2.1 Implement mechanisms to measure, record and report progress of activities in relation to the agreed schedule and plans

2.2 Conduct ongoing analysis of options to identify variances and to forecast the impact of changes to the schedule

2.3 Review progress throughout the project life cycle and implement agreed schedule changes to ensure consistency with changing scope, objectives and constraints related to time and resource availability

2.4 Develop responses to perceived, potential or actual schedule changes, ensure agreement by a higher project authority, and implement to maintain project objectives

3. Assess time management outcomes

3.1 Review project outcomes from available records and information to determine the effectiveness of time management activities

3.2 Identify and document time management issues and recommended improvements, and pass on to relevant project authority for application in future projects

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BSBPMG504A – Manage project costsElement Performance criteria

1. Determine project costs

1.1 Determine resource requirements for individual tasks, with input from stakeholders and guidance of others

1.2 Estimate project costs to enable budgets to be developed and implement agreed cost management processes

1.3 Develop and implement a cost management plan, within delegated authority, to ensure clarity of understanding and ongoing management of project finances

2. Monitor and control project costs

2.1 Implement agreed financial management processes and procedures to monitor actual expenditure and to control costs

2.2 Select and use cost analysis methods and tools to identify cost variations, evaluate options and recommend actions to a higher project authority

2.3 Implement, monitor and modify agreed actions to maintain financial and overall project objectives throughout the project lifecycle

3. Conduct financial completion activities

3.1 Conduct appropriate activities to signify financial completion

3.2 Review project outcomes using available records and information to determine the effectiveness of cost management processes and procedures

3.3 Review cost management issues and identify improvements

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BSBPMG505A – Manage project qualityElement Performance criteria

1. Determine quality requirements

1.1 Determine quality objectives, standards and levels, with input from stakeholders and guidance of a higher project authority, to establish the basis for quality outcomes and a quality management plan

1.2 Select and use established quality management methods, techniques and tools to determine preferred mix of quality, capability, cost and time

1.3 Identify quality criteria, obtain agreement from a higher project authority and communicate to stakeholders, to ensure clarity of understanding and achievement of quality and overall project objectives

1.4 Include agreed quality requirements in the project plan and implement as basis for performance measurement

2. Implement quality assurance processes

2.1 Measure and document results of project activities and product performance throughout the project life cycle to determine compliance with agreed quality standards

2.2 Identify causes of unsatisfactory results, in consultation with client, and recommend appropriate actions to a higher project authority to enable continuous improvement in quality outcomes

2.3 Conduct inspections of quality processes and quality control results to determine compliance of quality standards to overall quality objectives

2.4 Maintain a quality management system to enable effective recording and communication of quality issues and outcomes to a higher project authority and stakeholders

3. Implement project quality improvements

3.1 Review processes and implement agreed changes continually throughout the project life cycle to ensure continuous quality improvement

3.2 Review project outcomes against performance criteria to determine the effectiveness of quality management processes and procedures

3.3 Identify and document lessons learned and recommended improvements, and pass on to higher project authority for application in future projects

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BSBPMG506A – Manage project human resourcesElement Performance criteria

1. Implement human resource and stakeholder planning activities

1.1 Identify project stakeholders and verify their expectations in order to quantify project outcomes

1.2 Determine resource requirements for individual tasks, with input from stakeholders and guidance from a higher project authority, to determine project staffing levels and required competencies

1.3 Establish project organisation and structure to align individual and group competencies with project tasks

1.4 Allocate staff to the project with the approval of a higher project authority, to meet work requirements throughout the project life cycle

1.5 Develop and use HRM methods, techniques and tools to implement procedures and plans to ensure clarity of understanding and ongoing HRM

2. Implement staff training and development

2.1 Communicate designated staff responsibilities, authority and individual performance measurement criteria to the project team and other relevant stakeholders, to ensure clarity of understanding of the work and to provide a basis for ongoing assessment

2.2 Identify, plan and implement ongoing development and training of project team members to achieve HRM and overall project objectives, with agreement of a higher project authority

2.3 Measure individuals' performance against agreed criteria and initiate actions to overcome shortfalls in performance and to encourage career progression

3. Manage the project team and stakeholders

3.1 Implement processes to promote continuous improvement of staff, and take actions to improve staff and overall project effectiveness

3.2 Monitor and report internal and external influences on individual and project team member performance and morale to a higher project authority, if necessary, for remedial action

3.3 Implement established procedures for interpersonal communication, counselling and conflict resolution to maintain a positive working environment

3.4 Continually review stakeholder expectations to resolve expectation variance and to ensure project is on track to deliver expected outcomes

3.5 Identify and manage inter-project and intra-project conflict to minimise impact on achievement of project objectives

3.6 Identify and document human resource and stakeholder management issues, and recommended improvements, and pass on to higher project authority for application in future projects

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BSBPMG507A – Manage project communicationsElement Performance criteria

1. Plan communications processes

1.1 Identify, document and analyse information requirements, with input from stakeholders and guidance from a higher project authority, as the basis for communications planning

1.2 Develop, within delegated authority, an agreed communications management plan to ensure clarity of understanding and achievement of project objectives throughout the project life cycle

1.3 Establish and maintain designated project management information system (PMIS) to ensure the quality, validity, timeliness and integrity of information and communication

2. Manage project information

2.1 Manage the generation, gathering, storage, retrieval, analysis and dissemination of information by project staff and stakeholders within established systems and procedures to aid decision making processes throughout the project life cycle

2.2 Implement, modify, monitor and control designated information validation processes to optimise quality and accuracy of data

2.3 Implement and maintain agreed communication networks between project staff, client and other stakeholders to ensure effective communications at appropriate levels throughout the project life cycle

2.4 Identify communication and information management system problems and report them to a higher project authority

3. Assess communications management outcomes

3.1 Conduct finalisation activities to ensure agreed ownership of, and responsibility for, information collected

3.2 Review project outcomes to determine the effectiveness of management information and communications processes and procedures

3.3 Identify and document lessons learned and recommended improvements, and pass on to higher project authority for application in future projects

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BSBPMG508A – Manage project riskElement Performance criteria

1. Determine project risks

1.1 Identify, document and analyse risks, in consultation with stakeholders and higher project authority, as the basis for risk planning

1.2 Use established risk management techniques and tools, within delegated authority, to analyse risks, assess options and recommend preferred risk approaches

1.3 Develop risk management plans, secure agreement of stakeholders and communicate plans to ensure clarity of understanding and ongoing management of risk factors

1.4 Establish designated risk management processes and procedures to enable effective management and communication of risk events, responses and results

2. Monitor and control project risks

2.1 Manage project in accordance with established project and risk management plans to ensure a common approach to the achievement of objectives

2.2 Monitor progress against project plans to identify variances and recommend responses to a higher project authority for remedial action

2.3 Implement agreed risk responses and modify plans to reflect changing project objectives in an environment of uncertainty

3. Assess risk management outcomes

3.1 Review project outcomes to determine effectiveness of risk management processes and procedures

3.2 Identify and document risk issues and recommended improvements, and pass on to higher project authority for application in future projects

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BSBPMG509A – Manage project procurementElement Performance criteria

1. Determine procurement requirements

1.1 Identify procurement requirements with input from stakeholders as the basis for procurement planning and contracts

1.2 Establish and maintain, within delegated authority, an agreed procurement management plan and strategies to ensure clarity of understanding between stakeholders and achievement of project objectives

2. Establish agreed procurement processes

2.1 Obtain information from established sources capable of fulfilling procurement requirements to determine how project objectives can be met

2.2 Adopt established selection processes and selection criteria, including occupational health and safety (OHS) requirements, and communicate to stakeholders and prospective contractors or suppliers to ensure fair competition

2.3 Obtain approvals for procurement processes to be used for the project from higher project authority to enable formal discussions to be conducted

3. Conduct contracting and procurement activities

3.1 Communicate agreed proposals and/or specifications to prospective contractors or suppliers to ensure clarity of understanding of project objectives

3.2 Evaluate responses and select preferred contractors or suppliers in accordance with current legal requirements and agreed selection processes

3.3 Conduct negotiations with preferred contractor or supplier, with guidance of higher project authority if necessary, to agree on contract terms and conditions, establish common goals and minimise uncertainty

4. Implement contract and/or procurement

4.1 Implement established procurement management plan and make modifications with higher project authority approval, to ensure a common approach to achievement of objectives

4.2 Review progress and manage agreed changes to ensure timely completion of tasks, resolution of conflicts and achievement of project objectives within the legal framework of the contract

4.3 Identify and report procurement management problems to higher project authority and implement agreed remedial actions to ensure project objectives are met

5 Manage contract and procurement finalisation procedures

5.1 Conduct finalisation activities to ensure contract deliverables meet contractual requirements

5.2 Review project outcomes using available procurement records and informationdetermine effectiveness of contracting and procurement processes and procedures

5.3 Document lessons learned and recommended improvements, and pass on to higher project authority for application in future projects

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