QUALIFICATION: Diploma of Project Management
UNITS: – BSBPMG511 – Manage Project Scope
|CANDIDATE to complete this section|
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|ASSESSOR to complete this section|
|RESULT IN EACH ASSESSMENT ITEM||Comments|
|Satisfactory||Unsatisfactory||Did not submit|
|Assessment 2: Part 1|
|Assessment 2: Part 2|
|Assessment 2: Part 3|
|ASSESSOR to complete this section|
|Name of assessor:|
|Date portfolio review completed:|
|Overall Results||Competent||Not Yet Competent|
(This section must be completed by the Assessor)
|Oral testing (if applicable)
Assessors may ask the candidate oral questions to gather further supporting evidence, where written evidence is deemed to be incomplete or insufficient.
ASSESSMENT GUIDELINES FOR STUDENTS
Refer to the following to complete this assessment:
This assessment has TWO parts
Carried out individually or by a group, a project is often undertaken involving research and design to possibly achieve certain aims and objectives that have been pre-determined by the collaboration.
Project management is the aspect of leading a team towards the achievement of goals and all the project objectives that were initially undertaken. To effective meet success regarding the project undertaken within a specific time, is where the effective project management us conducted.
A project is often carried out individually or by a group, a project is often undertaken involving research and design to possibly achieve certain aims and objectives that have been pre-determined by the collaboration whereas program is generally a group of projects, the projects could both be similar or related whereas the portfolio is a collection of different programs or projects within the disciplines of the organization (Bjorvatn and Wald, 2018).
A project life cycle structure generally consists of four phases where the first step of initiating or commencing, the second phase is planning or conducting or outlining the project and then implementation of the project planning effectively and finally having a closure is what the project cycle is consisted of.
Project constraints are the project variable or also known as project management triangle, those variables are time, scope and cost.
The project constraints are effective interrelated and is really can affect one another, one strain could possibly affect one or more than just one constraint eventually, if the scope for instance extend, the lack of time and resources might restrain one from delivering quality projects.
In order to start a new project business object and terminate once the project objectives are duly achieved, the project work is often initiated. On the other hand, the operational work is not allowed to initiate anything any new and generally continues the ongoing thing continue. Project generate unique and effective products and services or even result and outcomes, whereas operational work produce same products and always focused on earning profit (Borkovskaya, 2018).
The failure of projects could possibly contain various reasons and these five reasons for an unsuccess of a project are:
In order rot make a project success, the involvement intelligent and competent people are definitely an important factor, the aspect of having a compressive planning is something that needs to be conducted with the effective involvement of the project’s success. Having open and clear conversation is important and roper risk management is definitely a crucial factor in the aspect of project’s success. Having a strong propjet closure would be definitely important as well (Chofreh et al. 2019).
To create asset on behalf of the organisation is definitely one of the reasons why the decision making proves to invest in a project is often conducted by the business management of an organization. By maximizing the wealth and helping the stakeholders to increase their wealth by increasing the existing amount of assets is the ultimate goal of the specific project.
The involvement of the project governance provides credible directions for the project to continue successfully and gets executed without any kinds of inconveniences and help define all the decision-making process within the disciplines of the organisation. The project team also gets enabled because of the influence that project governance could possibly have on them and it allows them to perform and deliver on time (Daniel and Daniel, 2018).
The key governance stakeholders in a project are the project steering committees, the sponsors as well, the PMO, The suppliers, the government board, the business owners and the project team.
The project sponsor generally owns the project and the provides all the necessary project related resources and support to the program, project and the portfolio efficiently in order to be ab le to generate better project success (Demirkesen and Ozorhon, 2017).
They provide all the resource related and project related advice and also ensure the delivery outcomes and the project execution. They in fact suggest changes to make sure that the project accommodates all the necessary changes as it develops (Tereso et al. 2019).
The project manager ensures and effectively differentiates between a project success and project failure while they also try for ways to save financial expenses and try to leverage all the personal strengths of the entire project team that are involved in that project. By caring the most, the project manager allows the project to flow smoothly.
The core abilities of a project manager require to be organised, and competent enough to ensure that the project would come to a complete finished project. They are known to be multitasker and also knowledge in an organised manner. Effective risk management skills, critical thinking, task management, cost management and effective communication are some of the most effective skills that the project manager is required to have (Kivilä et al. 2017).
The project team handles and tackles all the project assigned by the project manager or the team leaders, they attempt to work synergistically and comply with the organisational regulations and tries to be a good brand ambassador for the company at all times to ensure that everything is run smoothly and effectively (Silvius, 2017).
Some of the key aspects of the project initiation are creating or developing business cases, conducting business feasibility, the creation of project charter, identifying stakeholders, team assembling, conducting all the final reviews (Lee et al. 2018).
The steering committee and the PMO generally have the project authority, or even the project initiator or the project sponsor, someone who is at the external of the project is to have the project authority.
The project delegation enables the project manager to effectively develop a relationship with the projects and all the tasks for its effective completion. The project authority is important because it develops the capacities of others and also help the other project team members to feel a valuable part of the organization (Ma et al. 2018).
In terms of the implementation process, measure phase and manage phases are the project boundaries. Product scope are another project boundary, project resources and project management competencies are some of the most crucial project boundaries.
In order for the objectives to be effective and measurable, the project objectives are required to be SMART. They also help quantify the objectives and allows the project management team to measure the progress effectively.
Q1: What is the overall approach that you have developed for the project?
Q2: what are the tasks that do you think will need to be completed?
Q3: What roles will people will work on during the execution of the project?
Q4: How much time do you and your team are required to execute the entire work?
Q5: What project work will you have working or functioning simultaneously at the same time
Q1: Are you aware of all the necessary resources related to the present project?
Q2: Do you back up plans for all the required resources?
Q3: How are you planning to implement the available resources into the project?
Q4: How will you manage the lack of certain project resources as the project develops?
Q5: What are the existing resources that you have?
TOR is generally indicating at the project or committee structures and ow the meeting or the organisation would be eventually conducted and how similar individuals have agreed to collaboratively work on something to effectively accomplish similar goals.
It is generally a process that systematically gathers all the qualitative information and then analyse them and eventually determine the interests of those whom should be considered and taken into account while developing any sort of programs or implementing the same.
The concept stage is extremely important since it allows the project team to identify how important the project is and how significant it could possibly be. It also allows the project team to decide and recognise what are the things that they wish to achieve and help them avoid any conflicts and project related problems (Meredith et al. 2017).
Some of the key activities and inputs in the concept stage of the project are high level project analysis, risk assessments, business modelling, dentification of the technical alternatives and possible business that are available.
Identification of the project deliverables could not get conducted and requirements of changes might not happen at all, the scope might not get process after all through the change control process, the analysis of the requirements might not get conducted and the prioritisation of the requirements might not occur properly.
Documenting all the requirements would be really important and communicating with all the project stakeholders is also some of the most effective measure that could be taken to avoid scope creep.
Assessment 2: Case Study- Project scope issues
Refer to the following to complete this assessment:
Read the case study below and answer the questions
Wendy and Ian both work for the same company that provide shop signage services for major food retailers across Queensland. They both had previously worked on numerous signage projects and for the same clients over the years. So they knew what different clients looked for in their signage requirements.
Wendy had been working for the company for last 10 years. Ian on the other hand had just joined the company from one of their major competitors and brought with him his market credibility as a project manager.
The two had met in the corridor after meeting one of their clients that morning to go over the projects definition. Both had earlier left the meeting believing they each fully understood client’s needs and expectations for the project.
Wendy did not take notes during the meeting and instead relied on her prior knowledge of the client and the types of projects they were always involved with. Ian, on the other hand, took notes during the meeting and wrote down client’s brief, scope and timelines. Wendy had always felt very comfortable with the client and knew their mood swings, values and business very well. Ian, on the other hand, being the ‘new kid on the block’, had little background to go on and had taken fast and furious notes during the meeting.
Wendy thought the client had already approved of her idea during the meeting and in fact, had authorised the project to start. Ian’s version of events was that the client had wanted further options presented to them with costings before their decision to proceed with the project.
After several minutes of failing to convince each other of their respective arguments, Wendy and Ian stormed off to their offices, slamming their doors behind them.
It very much is usual for two or more parties to get different impressions and understandings of the client’s needs on the same project. Since it is very likely that parties have different experiences and individuals’ understandings, and their implementation of that understandings and as well as their experiences into comprehending the client’s requirements. In this case, Wendy and both Ian have different experiences in the aspects of working signage services and therefore they have interpreted the client’s requirements in naturally while distinctively and differently something that have allowed for them to have different impressions of the client’s requirements (Picciotto, 2020).
The next step is to conduct a general meeting or some sort of an open form of discussion and to take thing from there one step at a time. That would allow for them to work on their disagreements accordingly and would allow them to come to a mutual ground and proceed with the project effectively (Radujković and Sjekavica, 2017).
Although Wendy did have a lot more experiences that Ian did, however, it is very important to note that Ian did take the notes during the project meeting with the client and Wendy did not. This does speak volumes and clarify who took the project much seriously and did not simply rely on their past experiences. With Wendy handling the project, there are high chances that she could fall short for the project performance (Bibarsov et al. 2017).
On conducting a meeting over the project all over again with the client, Ian and Wendy could possibly have a better conversation on the areas that they have missed regarding the client’s requirements and the overall aspect of how they could possibly accommodate all the requirements into the project developments and success (San Cristóbal et al. 2018).
Without the project scope, the aspect of time, the cost amount or even the labour that was involved in the overall execution of the project would never be informed to the project manager and would deteriorate the project quality development. It is essential for the overall success of a project (Armenia et al. 2019).
Refer to the following to complete this assessment:
Case study – Car Park Construction for Council’s Library
PART 1: PROJECT BRIEF
This project involved design and construction of an additional 150 car park facility at the local Council library. The aim of the project was to reduce parking congestion on the local streets.
The Council had issued a Request for Tender (RFT), inviting bids from suitably qualified organisations with experience in design and construction of car parks.
The following RFT provided an outline of what would be expected of the successful tenderer.
In an effort to reduce the number of library users parking on the local streets, the Council has authorised construction of a new car park next the Council Library. This car park shall provide 150 car parking spaces, thus limiting the impact on local residents who are currently unable to find street parking during Library operating hours.
The project consists of three stages:
Design and construct a car park facility with a minimum 150 car park spaces. Engage with local community on construction impacts, noise and project updates throughout construction phase of the project.
Design a car park with a minimum 150 car spaces;
Construct car park as per conditions of the contract
Design and install a boom gate at entry and exit of the car park
Handover car park with operating manuals
The proposal submitted by the contractor should detail the following:
Project duration from contract award date to handover shall be 18 months.
The contractor will be expected to work in accordance with all terms and conditions set out in the Council’s ‘standard capital work agreement’ (copy of standard terms and conditions attached). Any departures from these standard conditions are to be identified in the tenderer’s response.
Payment will be based on total cost for the project. Milestone payments will be made for each stage successfully completed.
The ownership of all Intellectual Property and all Information created as a result of the provision of these Services shall remain Council’s property.
PART 2: Successful tenderer
The successful tenderer was a local construction company called ‘Milford Projects’, who proposed a budget of $240,000 for an eighteen month project. Below is an extract from their proposal documents.
Stage One: Design Stage (2 months)
Stage Two: Construction Stage (15 months)
Stage Three: Handover Stage (1 month)
Resources: 1 X Project Manager, 1xDesigner, 5x Construction Staff
Project Duration: 18 months.
PART 3: The situation after winning the tender
Two weeks after the tender award:
The Project Manager, who was looking after the tender process for ‘Milford Projects” had suddenly resigned and left the organisation.
Council was also advised that there was only one designer, Neil available to work on this project for Council. Neil had very limited knowledge of working on Council’s projects previously. Neil was also unaware of Council’s strict design review processes which involved various iterations of the design before approval.
Five months after winning the tender
Five months had gone by and Council had just approved the final design of the project in writing.
There have been rumours of discontent between the Council and the Designer Neil. Neil had advised that Council was being unreasonable and ‘petty’ in their reviews and that was the reason why design was behind schedule. Council on the other hand blamed Neil’s lack of experience and quality of his design submissions for the delay.
‘Milford Projects’ in the meantime had set up site offices. No construction works had started.
‘Milford Projects’ faced a big financial loss on one of their other projects and were unable to continue operating and thus closed their business. Council had paid Stage One of the contracts to “Milford Projects”. But cancelled the remaining contract as per the contract terms and conditions.
Local community has been very unpleased with the slow progress on the project. They have used social media to vent their frustration.
PART 4: The situation at present
Your name is Ana. You are a Project Manager and work for a local construction company called KENNEDY CONSTRUCTIONS who has just taken over this contract. Your team and you are very excited. You have been given above information as a starting point for the take-over of the project.
While you do not have detailed information as to what stage the other company left the project on site, you feel confident that you will be able to gather further information from the client by asking the right questions. This would help you to prepare the ‘Scope’ document.
What you need to do
(Note: If you are completing this assessment in class, you will be required to role-play a project scope meeting. Your project management skills will be assessed based on your participation in the role-plays conducted throughout the course. Your trainer will use the checklist attached as an appendix to this assessment to assess your skills.
If you are undertaking this course online, you will be required to submit a third party report, which will be provided to you by your trainer.)
Complete the table below:
|Information already available in the case study||QUESTIONS YOU SHOULD ASK TO GATHER ADDITIONAL INFORMATION|
|SCOPE REMAINING / Work breakdown Structure||Work descriptions
|What are the possible project scopes?|
|The project deliverables
|How much project flexibility do you think have?|
|What are the long-term priorities that you have on the projects?|
|What is out of the available scopes within the project?|
|What are success criteria for the project?|
|Are you aware of the boundaries of the project?|
|Have all the project requirements and product requirements have clearly been defined?|
|COST||Design: $30,000||What are te materials that need to be shipped?|
|Design: $10,000||Is there any sorts of travelling involved?|
|What is your timeline?|
|Construction: $50,000||What is the productivity?|
|Construction: $40,000||What is the overall project materials required?|
|Construction: $20,000||What are the possible deliverables and the outputs?|
|Hand over: $20,000||Is internal media time included?|
|Will there be any amount due after the project delivery?|
|TIME||05/05/21- 05/07/21||What are we actually delivering regarding the project?|
|Is there any credible deadline provided?|
|What is the possible success benchmark?|
|05/01/22- 05/05/22||What are possibly not delivering regarding the project?|
|05/06/22- 05/08/22||What is the main point in contact?|
|Who are the possible clients?|
|Who are the possible work audience?|
Total: 18 months
|Who are performing/doing the work?|
|KEY RESOURCES||The worker||What is your approach to hire personnel to a project?|
|What information you specifically acquire from the project manager to hire staffs?|
|How would you approach a suspicious over time payment clime during the development of project?|
|What are your resource priorities?|
|Do you have resource related clarities?|
|What is your resource management style?|
|How do you manage the lack of resources during the project developments?|
|What are the possible project resources you think would be required?|
A sample template has been provided to you. You can use ideas from the template to respond to the questions below.
Table of Contents
Schedule Baseline and Work Breakdown Structure
Communications Management Plan.
Project Scope Management Plan.
The project management plan includes the construction of a car parking for the council library and that includes the 18 months duration project starting from May, around the early may possibly. The Milford construction was the first one who took over the project and the estimation was around $240,000. With the involvement of the new designer Neil, the project got abruptly discontinued and have taken over by our Kennedy Constructions since then (Aragonés-Beltrán et al. 2017).
Then project scope contains all the activities, the resources and timeline and all the deliverables. The project scope statement below in a table form:
|Project name||KENNEDY CONSTRUCTIONS|
|Project sponsor||Council Library||Project manager||Ana|
|Date of project approval||03.05.2021||Revision date||03.05.2021|
|Scope descriptions||– Set up of IVR systems overall
– Training of the project team
– Implementation of an administrative system
|Project deliverables||– Project configuration system
– Training manual for new and the existing project team members
|Acceptance criteria||– On being agreed by the team
– Client satisfactions
– Comprehensive understandings of the clients’ understandings
|Project constraints||Project tam are not necessarily dedicated and must adjust themselves|
|Project assumptions||An overall project team would be available at all times|
|Week 1||Week 2||Week 3||Week 4||week 5||Week 6||Week 7||Week 8||Week 9||week 10|
|Raw materials accumulation|
|Project budget and communication plan|
|Project performance and case closing|
Aragonés-Beltrán, P., García-Melón, M. and Montesinos-Valera, J., 2017. How to assess stakeholders’ influence in project management? A proposal based on the Analytic Network Process. International journal of project management, 35(3), pp.451-462.
Armenia, S., Dangelico, R.M., Nonino, F. and Pompei, A., 2019. Sustainable project management: A conceptualization-oriented review and a framework proposal for future studies. Sustainability, 11(9), p.2664.
Bibarsov, K.R., Khokholova, G.I. and Okladnikova, D.R., 2017. Conceptual basics and mechanism of innovation project management.
Bjorvatn, T. and Wald, A., 2018. Project complexity and team-level absorptive capacity as drivers of project management performance. International Journal of Project Management, 36(6), pp.876-888.
Borkovskaya, V., 2018. Project management risks in the sphere of housing and communal services. In MATEC Web of Conferences (Vol. 251, p. 06025). EDP Sciences.
Chofreh, A.G., Goni, F.A., Malik, M.N., Khan, H.H. and Klemeš, J.J., 2019. The imperative and research directions of sustainable project management. Journal of Cleaner Production, 238, p.117810.
Daniel, P.A. and Daniel, C., 2018. Complexity, uncertainty and mental models: From a paradigm of regulation to a paradigm of emergence in project management. International journal of project management, 36(1), pp.184-197.
Demirkesen, S. and Ozorhon, B., 2017. Impact of integration management on construction project management performance. International Journal of Project Management, 35(8), pp.1639-1654.
Demirkesen, S. and Ozorhon, B., 2017. Measuring project management performance: Case of construction industry. Engineering Management Journal, 29(4), pp.258-277.
Kivilä, J., Martinsuo, M. and Vuorinen, L., 2017. Sustainable project management through project control in infrastructure projects. International Journal of Project Management, 35(6), pp.1167-1183.
Lee, C.Y., Chong, H.Y., Liao, P.C. and Wang, X., 2018. Critical review of social network analysis applications in complex project management. Journal of Management in Engineering, 34(2), p.04017061.
Ma, X., Xiong, F., Olawumi, T.O., Dong, N. and Chan, A.P., 2018. Conceptual framework and roadmap approach for integrating BIM into lifecycle project management. Journal of Management in Engineering, 34(6), p.05018011.
Meredith, J.R., Shafer, S.M. and Mantel Jr, S.J., 2017. Project management: a strategic managerial approach. John Wiley & Sons.
Papke-Shields, K.E. and Boyer-Wright, K.M., 2017. Strategic planning characteristics applied to project management. International Journal of Project Management, 35(2), pp.169-179.
Picciotto, R., 2020. Towards a ‘New Project Management’movement? An international development perspective. International Journal of Project Management, 38(8), pp.474-485.
Radujković, M. and Sjekavica, M., 2017. Project management success factors. Procedia engineering, 196, pp.607-615.
San Cristóbal, J.R., Carral, L., Diaz, E., Fraguela, J.A. and Iglesias, G., 2018. Complexity and project management: A general overview. Complexity, 2018.
Silvius, G., 2017. Sustainability as a new school of thought in project management. Journal of Cleaner Production, 166, pp.1479-1493.
Tereso, A., Ribeiro, P., Fernandes, G., Loureiro, I. and Ferreira, M., 2019. Project management practices in private organizations. Project Management Journal, 50(1), pp.6-22.
Zuo, J., Zhao, X., Nguyen, Q.B.M., Ma, T. and Gao, S., 2018. Soft skills of construction project management professionals and project success factors. Engineering, Construction and Architectural Management.
APPENDIX: Assessor to complete this checklist based on the candidate’s participation in class activities
|Employability Skill||Industry/enterprise requirements for this qualification include:||Satisfactory (√) or Not applicable (NA) if not assessed as part of this unit||Comments|
|Communication||· consulting with stakeholders and others on developing a range of project management related plans
· negotiating contracts and solutions to new and emerging issues
· utilising excellent interpersonal skills and producing a wide range of reports and charts to document project progress, milestones and outcomes
|Teamwork||· defining performance measures and managing the work of others through positive leadership
· delegating roles and responsibilities to team for the implementation of project plans
|Problem-solving||· analysing data and evaluating the effectiveness of systems
· calculating resource requirements and acquiring them
· designing control mechanisms and evaluating procedures
· implementing continuous improvement processes as required
· performing cost benefit analyses, budgeting, assessing and managing risk
· solving complex and non-routine difficulties
· tracking and monitoring projects
· using a variety of problem-solving and decision-making strategies
|Initiative and enterprise||· responding to new and changing circumstances to ensure project outcomes remain achievable
· reviewing processes to inform future activity
|Planning and organising||· developing a quality assurance process and applying appropriate techniques and tools
· planning and managing projects in respect to time, cost, quality and resource management
· undertaking contingency planning and integrating all project processes
|Self-management||· managing own time and priorities and dealing with contingencies
· taking responsibility as required by work role and ensuring all organisational polices and procedures are followed
· using discretion and judgement required within complex environments
· using judgement in planning and selecting resources for oneself and others
|Learning||· providing learning and development opportunities for the project team
· counselling staff as required on skill development requirements
|Technology||· using electronic communication devices and processes such as internet, intranet, email, to produce written correspondence and reports
· using project management specific software including time analysis and risk analysis tools
· using technology to assist the management of information and to assist the planning process
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