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BSBPMG522
Undertake project work
Learner Guide
Table of Contents
Table of Contents
2
Unit of Competency
5
Performance Criteria
6
7
Foundation Skills
8
Assessment Requirements
9
Housekeeping Items
11
Objectives
11
1. Define project
12
1.1 - Access project scope and other relevant documentation
13
Project scope
13
1.2 - Define project stakeholders
16
Stakeholders
16
Activity 1A
18
1.3 - Seek clarification from delegating authority of issues related to project and project parameters
19
Delegating authority
19
Activity 1B
21
1.4 - Identify limits of own responsibility and reporting requirements
22
Responsibility and reporting
22
1.5 - Clarify relationship of project to other projects and to the organisations objectives
24
Project relationships
24
Activity 1C
25
1.6 - Determine and access available resources to undertake project
26
Resources
26
Human resources
27
Activity 1D
28
2. Develop project plan
29
2.1 - Develop project plan in line with the project parameters
30
Project plans
30
Timelines
31
Work breakdown structure
31
2.2 - Identify and access appropriate project management tools
33
Project management skills
33
Activity 2A
39
2.3 - Formulate risk management plan for project, including Work Health and Safety (WHS)
40
Risk Management
40
Activity 2B
43
2.4 - Develop and approve project budget
44
Project budgets
44
Activity 2C
47
2.5 - Consult team members and take their views into account in planning the project
48
Consulting with teams
48
Activity 2D
50
2.6 - Finalise project plan and gain necessary approvals to commence project according to documented plan
51
Finalising plans
51
Activity 2E
53
3. Administer and monitor project
54
3.1 - Take action to ensure project team members are clear about their responsibilities and the project requirements
55
3.2 - Provide support for project team members, especially with regard to specific needs, to ensure that the quality of the expected outcomes of the project and documented time lines are met
55
Supporting team members
55
Activity 3A
60
3.3 - Establish and maintain required record keeping systems throughout the project
61
Record keeping
61
Project Status Report
63
Activity 3B
68
3.4 - Implement and monitor plans for managing project finances, resources and quality
69
Monitoring the project
69
Activity 3C
70
3.5 - Complete and forward project reports as required to stakeholders
71
Project reports
71
3.6 - Undertake risk management as required to ensure project outcomes are met
75
Risk management
75
Treating risks
82
Activity 3D
83
3.7 - Achieve project deliverables
84
Project deliverables
84
Activity 3E
88
4. Finalise project
89
4.1 - Complete financial record keeping associated with project and check for accuracy
90
Complete records
90
Project closing
90
4.2 - Ensure transition of staff involved in project to new roles or reassignment to previous roles
93
Staff assignments
93
4.3 - Complete project documentation and obtain necessary sign-offs for concluding project
94
Sign-offs
94
Activity 4A
96
5. Review project
97
5.1 - Review project outcomes and processes against the project scope and plan
98
Reviewing the project
98
5.2 - Involve team members in the project review
99
5.3 - Document lessons learnt from the project and report within the organisation
101
Lessons learned
101
Activity 5A
102
Skills and Knowledge Activity
103
Major Activity – An opportunity to revise the unit
104
References
105
Unit of Competency
Application
This unit describes the skills and knowledge required to undertake a straightforward project or a section of a larger project. It covers developing a project plan, administering and monitoring the project, finalising the project and reviewing the project to identify lessons learned for application to future projects.
This unit applies to individuals who play a significant role in ensuring a project meets timelines, quality standards, budgetary limits and other requirements set for the project.
The unit does not apply to specialist project managers. For specialist project managers, the other units of competency in the project management field (BSBPMG) will be applicable.
No licensing, legislative or certification requirements apply to this unit at the time of publication.
Unit Sector
Management and Leadership – Project Management
Performance Criteria
Element
Elements describe the essential outcomes.
Performance Criteria
Performance criteria describe the performance needed to demonstrate achievement of the element.
1. Define project
1.1 Access project scope and other relevant documentation
1.2 Define project stakeholders
1.3 Seek clarification from delegating authority of issues related to project and project parameters
1.4 Identify limits of own responsibility and reporting requirements
1.5 Clarify relationship of project to other projects and to the organisations objectives
1.6 Determine and access available resources to undertake project
2. Develop project plan
2.1 Develop project plan in line with the project parameters
2.2 Identify and access appropriate project management tools
2.3 Formulate risk management plan for project, including Work Health and Safety (WHS)
2.4 Develop and approve project budget
2.5 Consult team members and take their views into account in planning the project according to documented plan
2.6 Finalise project plan and gain necessary approvals to commence project
3. Administer and monitor project
3.1 Take action to ensure project team members are clear about their responsibilities and the project requirements
3.2 Provide support for project team members, especially with regard to specific needs, to ensure that the quality of the expected outcomes of the project and documented time lines are met
3.3 Establish and maintain required recordkeeping systems throughout the project
3.4 Implement and monitor plans for managing project finances, resources and quality
3.5 Complete and forward project reports as required to stakeholders
3.6 Undertake risk management as required to ensure project outcomes are met
3.7 Achieve project deliverables
4. Finalise project
4.1 Complete financial recordkeeping associated with project and check for accuracy
4.2 Ensure transition of staff involved in project to new roles or reassignment to previous roles
4.3 Complete project documentation and obtain necessary sign-offs for concluding project
5. Review project
5.1 Review project outcomes and processes against the project scope and plan
5.2 Involve team members in the project review
5.3 Document lessons learned from the project and report within the organisation
Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance.
Skill
Performance Criteria
Description
Reading
1.1, 3.4, 3.5, 4.1, 4.3, 5.1
· Organises, evaluates and critiques ideas and information from a range of complex texts
Writing
2.1, 2.3, 2.6, 3.3, 3.5, 4.1, 4.3, 5.3
· Develops plans, reports and recommendations using vocabulary, structure and conventions appropriate to text
· Establishes and maintains records according to organisational requirements
Numeracy
1.6, 2.4, 3.4, 4.1
· Uses formal and some informal, oral and written mathematical language and representation to prepare and communicate budgetary and financial information
Oral communication
2.5, 5.2
· Participates in verbal discussions using clear language and appropriate features to present or seek information
· Using listening and questioning skills to seek information and confirm understanding
Navigate the world of work
1.3, 1.4, 2.3, 3.1, 4.3
· Recognises and responds to organisational and legislative/regulatory requirements
Interact with others
2.5, 3.1, 3.2, 4.2, 5.2
· Selects and uses appropriate communication protocols and practices to ensure shared understanding of project roles and expectations
· Uses collaborative techniques to engage stakeholders in consultations and negotiations
Get the work done
1.2, 1.5, 1.6, 2.1, 2.2, 2.3, 2.6, 3.1-3.7, 4.1, 4.2, 4.3, 5.1, 5.3
· Develops and implements plans to manage projects that involve diverse stakeholders with potentially competing demands
· Systematically gathers and analyses all relevant information and evaluates options to make informed decisions
· Evaluates outcomes of decisions to identify opportunities for improvement
· Uses digital technologies and applications to access, organise and share information
Assessment Requirements
Performance Evidence
· Define the parameters of the project including:
· Project scope
· Project stakeholders, including own responsibilities
· Relationship of project to organisational objectives and other projects
· Reporting requirements
· Resource requirements
· Use project management tools to develop and implement a project plan including:
· Deliverables
· Work breakdown
· Budget and allocation of resources
· Timelines
· Risk management
· Recordkeeping and reporting
· Consult and communicate with relevant stakeholders to generate input and engagement in planning, implementing and reviewing the project
· Provide support to team members to enable them to achieve deliverables and to transition them as appropriate at completion of the project
· Finalise the project including documentation, sign-offs and reporting
· Review and document the project outcomes.
Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must:
· Give examples of project management tools and how they contribute to a project
· Outline types of documents and other sources of information commonly used in defining the parameters of a project
· Explain processes for identifying and managing risk in a project
· Outline the organisation’s mission, goals, objectives and operations and how the project relates to them
· Explain the organisation’s procedures and processes that are relevant to managing a project including:
· Lines of authority and approvals
· Quality assurance
· Human resources
· Budgets and finance
· Recordkeeping
· Reporting
· Outline the legislative and regulatory context of the organisation in relation to project work, including Work Health and Safety (WHS) requirements.
Assessment Conditions
Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the management and leadership – project management field of work and include access to:
· Relevant legislation, regulations, standards and codes
· Relevant workplace documentation and resources
· Case studies and, where possible, real situations
· Interaction with others.
Assessors must satisfy NVR/AQTF assessor requirements.
Links
Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes - http://www.ibsa.org.au/companion_volumes
Housekeeping Items
Your trainer will inform you of the following;
· Where the toilets and fire exits are located, what the emergency procedures are and where the breakout and refreshment areas are.
· Any rules, for example asking that all mobile phones are set to silent and of any security issues they need to be aware of.
· What times the breaks will be held and what the smoking policy is.
· That this is an interactive course and you should ask questions.
· That to get the most out of this workshop, we must all work together, listen to each other, explore new ideas, and make mistakes. After all, that’s how we learn.
· Ground rules for participation;
· Smile
· Support and encourage other participants
· When someone is contributing everyone else is quiet
· Be patient with others who may not be grasping the ideas
· Be on time
· Focus discussion on the topic
· Speak to the trainer if you have any concerns.
Objectives
Know
how to define project
Understand
how to develop project plan
Learn
how to administer and monitor project
Discover
how to finalise and review project
Gain
the skills and knowledge required for this unit.
1. Define project
1.1 Access project scope and other relevant documentation
1.2 Define project stakeholders
1.3 Seek clarification from delegating authority of issues related to project and project parameters
1.4 Identify limits of own responsibility and reporting requirements
1.5 Clarify relationship of project to other projects and to the organisations objectives
1.6 Determine and access available resources to undertake project
1.1 - Access project scope and other relevant documentation
Project scope
Project scope and other relevant documentation may include:
Contract or other agreement
Project brief
Project plan or summary.
Other documents outlining:
Expected outcomes of the project
Inclusions and exclusions from project
Project resources
Quality standards for project
Timeframes for project.
Projects are, by definition, delivering a once-off outcome, involving a group of interrelated activities, with a team of people, within a specific timeframe.
Project definition and project scope
One of the first tasks of a project manager is to determine the scale of the project as the size will determine the level of detail and discipline of project management activities to be applied
No matter how small the project, a clear definition and statement of the areas and boundaries of the project need to be established. The scope of the project includes the outcomes, stakeholders, output work and resources (both human and financial).
The scoping and definition stage is essential for later project success.
If the project is unfeasibly defined and scoped, and not properly linked with the organisational goals and objectives of the business, there is a high risk the project will not be successfully completed
The success of every project is measured differently depending on the organisation’s goals and objectives and can be different for varying members within the one organisation.
For example; the construction of a sports facility - whilst important to be built on time and within budget needs to be also measured by its operational and venue management functionality once constructed and commissioned.
As a start, the following areas define and form the scope of the project:
The outcomes/benefits
The customers/stakeholders
The work/tasks which are required
The resources (both human and financial)
Criteria by which the project’s success will be evaluated.
Once the scope has been defined and agreed upon, the details can be documented in the project business plan/project schedule or, in the case of smaller projects, a project proposal/brief may be all that is required.
Once documented, sign off by the project sponsor/senior manager should be obtained so that a formal agreement exists as to the scope of the project.
Project scope, brief and schedule:
Contract or other agreement
Project brief
Project plan or summary.
Template example:
Suggested Headings
Comments
Title
Background / context
A brief explanation of the background and/or context of the project
Objective
Why are you doing the project? What is the aim of this project?
Target outcomes
Maybe things that are to be improved, increased, enhanced or reduced and showing the benefits that the project intends to achieve
Project activities, output and milestones
What things will be delivered by the project? Outputs are used by the project’s customers to achieve the outcomes. Detail milestones and chart the success or failure.
Measured
How will the success of the project be measured? Measurements are linked to one or more target outcomes which can then answer such questions as what have we achieved and how do we know?
Governance
Briefly describe the accountabilities of each party. Detail the name and title of the project manager and project sponsor.
Reporting requirements
Reporting frequency, format and to whom?
Resources
Human resources, internal, external, consultants and/or working groups will be required for the project? Budget, funding and details of the proposed expenditures.
Stakeholders and communication strategy
List the key stakeholders or stakeholder groups who will impact on the project. How will they be engaged?
Assumptions and constraints
List any underlying assumptions and / or constraints.
Risks and minimisation strategies
Identify barriers to achieving the project success. For each of these risks, what steps will be undertaken to minimise them?
Risk management
The process used to manage risks throughout the project. Identification, review and reporting.
Issues management
The process used to manage issues throughout the project. Identification, review and reporting.
Related projects
Projects which are dependent on this project, or projects that are interdependent on this project. Describe the relationship.
Guidelines / standards
Guidelines, standards or methodologies that will be applied manage the project.
Quality control
Levels of review that will be undertaken. The development of the project outputs. How the reviews will be conducted and who will be involved.
Capturing the lessons learnt
Review the entire process (internal or external) to capture the lessons learnt throughout the project.
1.2 - Define project stakeholders
Stakeholders
Stakeholders may include:
Clients or customers (internal and external)
Funding bodies
Management, employees and relevant key personnel (internal and external) with special responsibilities
Project sponsor.
A stakeholder is everybody who is involved in the project or whose work or interest might be affected by the project.
Stakeholders once were regarded more as investors, but the modern or current meaning expands this to include everyone who has some form of vested interest.
Sometimes it does include those who may ‘perceive’ they have an interest, and it now more important for the project manager to filter those perceptions so as not to waste time and energy on those who are more an inquisitive stakeholder than a person with a real vested interest in the project and its outcomes.
Stakeholders may have varied level of interest, involvement, and influence on the project.
It is extremely important to identify all the stakeholders and manage them as Stakeholders can have negative and positive influence on the project.
A broad definition to assist you in filtering stakeholders could include:
A person or organisation who are actively involved in the project
Those whose active interest in your project can exert positive or negative work on the project or the outputs from the project
Those who exert influence over the project or its deliverables.
These stakeholders who could exert those influences include:
Customers
End users
Sponsors
Program managers
Portfolio managers
The project manager
The project team
Other functional managers
Operation managers
Sellers
Vendors
Legal department.
Customers / end users
People who will be using the project output
Sponsor
Person or a Group, who generally provide financial support and act as the advocate of the project. Sponsors act as escalation path for the issues that a project manager cannot handle. Sponsors provide a key input to the scope and project charter
Portfolio manager
Portfolio Manager might increase or decrease the priority of the project and might be involved in the selection of project by looking at ROI (Return On Investment)
Program manager
Provides support and oversight to the project.
Project management office
Might provide support and guidance to project management team
Project manager
Key person responsible for achieving project objectives by managing key constraints
Project team
All team members involved in the project including project manager, project management team members, and other team members
Functional managers
Provide functional resources for various functional expertise in the project
Operational manager
Includes key business area in the organisation. After closing, project outcome is handed over to operational manager
Sellers / vendors
Provides external service or expertise to the project.
Activity 1A
1.3 - Seek clarification from delegating authority of issues related to project and project parameters
Delegating authority
Delegating authority may include:
Customer or client
Funding body
Manager or management representative
Project sponsor.
Project parameters may include:
Project finances or budget
Integration of project within organisation
Legislative and quality standards
Physical, human and technical resources available or required for project
Procurement requirements associated with project
Reporting requirements
Risks associated with project, including WHS
Scope of project
Time lines.
Although there is much written about project management and the processes that support it, there are still many issues that we need to consider in the delivery of successful projects.
There are many frameworks and a great deal of information about project management, however, project delivery is still heavily influenced by the environment in which the project manager is working
The application of any general project management methodology requires an appropriate consideration of the corporate and business culture that forms a particular project’s environment
This is especially important in an environment where there is a dynamic industry and where flexibility, attention to detail and risk management strategies are crucial components for successful delivery.
Seek clarification from delegating authority of any issues
It may not be appropriate to undertake all project management activities to the same level of detail and with the same level of discipline:
For successful project management it is critical to seek clarification from the delegating authority and identify any issues using and following a structured and stringent process
However, it is of paramount importance to balance the process requirements so as to not outweigh the outcome, which can be an issue in some organisations such as government bodies or heavily regulated industries
Project teams must keep the desired outcome in mind when applying their time and efforts to process requirements such as reporting, planning and documentation.
Activity 1B
1.4 - Identify limits of own responsibility and reporting requirements
Responsibility and reporting
Ultimate responsibility and accountability for the project must be articulated and accepted at an appropriately high level within the organisation.
This involves commitment of organisational management and a willingness to be aware of concerns identified by the project team.
The project manager is the key person around which the project will ultimately revolve.
The project manager is responsible for:
Organising the project into one or more sub-projects
Managing the day-to-day aspects of the project
Resolving planning and implementation issues
Monitoring progress and budgets
Organise reporting requirements.
Monitoring budgets:
It could be argued that establishment of the human and financial resources necessary to deliver the project is the most crucial element for the success of the project
This process must be established during the project definition and scoping stage
Notwithstanding this, it is critical to allow for contingencies during the life of the project in areas such as timeframes, budget and resourcing.
For larger or more complex projects:
Advanced project management knowledge and experience are essential
Detailed knowledge of the business area in which the project is being run is needed
Those project managers who don’t have this knowledge should seek to obtain this
effectively communicate with project team members and clients
Address business issues to ensure concerns are met.
Avoiding scope creep:
Avoiding ‘scope creep a commonly used term to describe the risk of stakeholders attempting to add extras, such as activities/tasks or outcomes, during the course of the project
If scope creep does occur, the scoping of the project needs to be revisited in order to clearly show your organisation the impact these extras will have on the resources, time, cost, and quality of the project
As the pace of change is constantly increasing and business processes embrace flexibility and ability to change the customer and the project team are often on a learning curve and will only know what the scope should be as they progress through stages of the project.
1.5 - Clarify relationship of project to other projects and to the organisations objectives
Project relationships
Prior knowledge management:
A single project rarely exists in a vacuum, even in a small organisation
You can establish links between projects and accurately model the relationship between the different project components
When you have a task that relies on or drives a series of tasks some of which may have been addressed in another project, you can create a task dependency to link the tasks in different projects
A project manager should look at all similar projects that have been undertaken before, or consider re-using documents and processes of a previous project
A great deal of time can be saved doing this and the project can have a greater degree of predictability
Project managers can learn critical success factors and/or problem issues to assist with their immediate planning.
How does your project relate to your organisation’s objectives?
What is the context in which your project will function within the organisations objectives and is this project unique?
Is there a similarity or ‘connection’ between past projects and this project?
Are those connections of benefit or not?
Clarify relationship of past projects to the organisations objectives to see if they match yours?
How will the project change or improve the organisations objectives?
What are the strategic objectives this project is intended to satisfy?
Who has the ultimate responsibility in the solution or outcome?
How do the other stakeholders meet these goals? Do the stakeholder’s goals align with the strategic goals you are trying to achieve through this project?
Are they also designed to meet the organisations objectives as outlines above?
Activity 1C
1.6 - Determine and access available resources to undertake project
Resources
Resources include:
Obtaining goods and services required to deliver the project
Appointing or recruiting staff
Appointing consultants.
Resource determination will include:
Cost
Management of the project
Lead time
Date resources are required
Specifications
Supplier or provider contact details
Procedure (e.g. by a formal tender)
Requirement for expert advice
Responsibility
Alternatives.
Resource
Cost Per Item
No. of Units
Total Cost
Supplier Details
Procedure
$ -
$ -
$ -
$ -
Total
$ -
Expert Advice
Lead Time
Date Required
Responsibility
Recovery Tactic
Human resources
Details
Skills Required
Hours Required
When
Required
Source
(Internal/
agency)
Responsibility/Contact Details
Consultant Activity
Cost Per Hour
No. of Hours
Total Cost
Recruitment Procedure
Source (Unit or External)
$ -
Contact Details
Expert Contacted
Lead Time
Recovery Tactic
Responsibility to Organise
Activity 1D
2. Develop project plan
2.1 Develop project plan in line with the project parameters
2.2 Identify and access appropriate project management tools
2.3 Formulate risk management plan for project, including Work Health and Safety (WHS)
2.4 Develop and approve project budget
2.5 Consult team members and take their views into account in planning the project
2.6 Finalise project plan and gain necessary approvals to commence project according to documented plan
2.1 - Develop project plan in line with the project parameters
Project plans
Project plan may include:
Details of how the project will be managed
Roles and responsibilities
Time lines
Work breakdown structure.
Options to consider when developing a project plan:
The project plan consolidates all the information about the project to date and forms the basis for monitoring and controlling once the project commences implementation
This document is to be signed off by the project sponsor and any key stakeholders.
The level of detail required would be determined in consultation with the project sponsor
There are many ways organisations choose to plan, prioritise and schedule activities pertaining to a project (their ‘project plan’ or ‘project schedule’), and for that matter, the terminology used differs among organisations
Whatever method is chosen, the foundation of project planning is creating a ‘work breakdown structure’, which makes a project manageable by first breaking it down into individual components in a hierarchical structure
Such a structure defines tasks that can be completed independently of other tasks, facilitating resource allocation, assignment of responsibilities, and measurement and control of the project. Some tasks are to be performed sequentially; others concurrently
The documenting of work breakdown structures can be aided by the use of scheduling tools such as Microsoft Project or other project management specific software:
These programs enable the project manager to track progress towards the delivery of each output against identified milestones
Larger, complex projects are most likely to benefit from the use of project management specific software/technology, whereas small to medium size projects can be supported by keeping day to day project plans such as charts, word processor documents, or tabular format task lists and timeframes
Timelines
Gantt chart
Originally developed by Henry Gantt to track the progress of ship building projects in a specialised chart, the ‘Gantt chart’ displays the progression of a project in the form of a horizontal bar graph. At a glance this tool displays the progress of each activity and it can easily be compiled using spreadsheet or project management software. For larger projects a work breakdown structure would be developed to identify the tasks before constructing a Gantt chart.
For smaller projects the Gantt chart itself may be used to identify tasks:
This tool is one of the most easily understood of the scheduling formats
It lists the tasks with a task bar next to each task showing its time duration.
Simply list the activities and tasks in column A, select an appropriate time interval (days, weeks or months), allocate the dates to columns B onwards and plot the expected time duration (total time from start to completion) under the appropriate column by selecting shading from the Format/Cells/Patterns menus.
When you wish to provide a status report simply colour or shade in black those items that are completed or estimate the percentage complete. This will give you an immediate visual representation as to whether or not you are on schedule. You may wish to add extra columns for assignment of responsibilities etc.
Activity/Task
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
TASK EXAMPLE A
TASK EXAMPLE B
TASK EXAMPLE C
TASK EXAMPLE D
TASK EXAMPLE E
Work breakdown structure
Project roles and responsibilities
It is important to understand who the major players are on the project. List the major project roles, responsibilities and the actual people involved. Add in any additional roles as required.
Examples only:
Title
Role
Project Manager
Person responsible for running the project on a day-to-day basis within defined authorities for cost and schedule as agreed with the Project Sponsor/Board
Responsibilities
1
2
3
4
Title
Role
Project Sponsor/Project Director/Project Board
Senior management of the Project – accountable for the success of the project. Has the authority to commit resources.
Responsibilities
1
2
3
4
Project parameters
Basic parameters are the ‘need to know’ facts about your project
Examples only:
1. What is the (proposed) name for the project?
2. Where is the geographic area of the project?
3. What is the size of the project?
4. What is the estimated cost of the project?
5. Have building/zoning/environmental permits been obtained for construction to commence?
2.2 - Identify and access appropriate project management tools
Project management skills
Project management tools may include:
Cost schedule control system
Critical path method
Gantt and bar charts
Life cycle cost analysis
Logistics support analysis
Pert charts
Project management software
Risk and issues logs
Spread sheets
Technical resources required for the project, for example WHS management-system tools.
Charts:
Critical path method
Gantt and bar charts
Pert charts.
Critical path schedule:
The critical path is simply all the tasks that determine the end date in your project schedule. If one of those tasks is late by one day, then your project end date will be extended by one day. Oftentimes, there will be tasks that are not on the critical path; this is due to the slack in the project schedule. If you refer to your current schedule, you can examine the Gantt chart and quickly identify the tasks that have some float compared to the tasks that have no slack.
PERT charts:
A PERT chart is a project management tool used to schedule, organise, and coordinate tasks within a project. PERT stands for Program Evaluation Review Technique, a methodology developed by the U.S. Navy in the 1950s to manage the Polaris submarine missile program.
Gantt and bar charts:
A Gantt chart is a project chart in which a series of horizontal lines shows the amount of work done or production completed in certain periods of time in relation to the amount planned for those periods. A Gantt chart is used for the same purpose as a Critical Path Schedule.
Cost schedule control system:
A set of criteria specified by the project manager for reporting the project schedule financial information. By tracking the project costs and schedule, you can assess the status of how well the project is meeting planned deadlines.
Life cycle cost analysis:
Life cycle costing is a method of project evaluation, for which all costs arising from owning, operating, maintaining and disposing of a project are considered.
Life cycle costing evaluates all relevant costs over a period of time of a project.
It takes into account the costs including capital, purchase, energy cost, operating cost, maintenance cost, replacement cost, financing cost and any resale for the disposal over a life time of a project.
Logistics support analysis:
Logistics support analysis, in the context of a project, is a structured approach to creating efficiency and reduce the cost of providing resources and support by pre-planning all aspects of project plan including requirements, constraints and recommendations.
Project management software:
Tenrox Project Management Software Summer Heat
Microsoft Project Standard
Project KickStart
MindView 3 Business
Genius project for Domino
ProjectPlan
FastTrack Schedule
RationalPlan Multi Project
Service Desktop Pro
FusionDesk Professional
Microsoft Project
dotproject
Planner
Trac
Gantt Project
Merlin
FastTrack Schedule
Omni Plan
Online:
ClarizenAtTask
Daptiv PPM
Tenrox
Celoxis
EPM Live
Easy Projects.net
Genius Project for Web
Project Insight
LiquidPlanne
One review example
ClarizenAtTask
Simple, comprehensive online project management solution that allows you to manage time, budgets, deadlines, work tasks, teams and people.
Considerations:
Licensing and Costs
Migration
Collaborative
Platform Independence
Usability
Maintainability.
Spreadsheets
Microsoft templates:
First, it would be wise to see what templates you already have installed in Microsoft Excel
Project scorecard
Project cost summary
Project time performance tracking
Event management project tracker
Project performance tracking and reporting.
WHS management system tools
A Work Health and Safety Management System is a coordinated and systematic approach to managing health and safety risks in a project or other environment.
From individual jurisdictions under the previous OHS laws, it is now changed to a harmonised WHS coverage.
With the harmonised Work Health and Safety (WHS) laws commencing in five out of nine jurisdictions on 1 January 2012, businesses need to ensure they are not only familiar with the legislation, but are also taking measures to achieve legal compliance.
Key changes:
The primary duty holder will be a Person Conducting a Business or Undertaking (PCBU) which includes, individuals, companies, partnerships, non-profit organisations and unincorporated associations
The primary duty of care will be qualified by reasonable practicability
Introduction of officer’s due diligence requirements
Broad nature of the definition of the term “worker”
Introduction of health and safety representatives and their power to issue provisional improvement notices
Requirement for cooperation, consultation and coordination between duty holders
Right of entry for unions to enter workplaces for WHS purposes to advise and assist in WHS or when a contravention of the law is suspected
Inclusion of WHS permit holders, and
Categorisation of offences, increased range of penalty options and increased maximum penalties that may be imposed for a breach of the WHS legislation.
Checklist
Meanwhile, workplace WHS advises businesses that they should have:
Familiarised themselves with the complexities of the new Act, Regulations and Codes of Practice
Audited their existing WHS systems and, where appropriate, updated their policies and procedures to meet the new requirements
Identified their PCBUS (Persons Conducting a Business or Undertaking) and their officers
Reviewed corporate government arrangements to ensure that senior management and directors and other officers can meet their due diligence obligations
Given effect to the Act’s mandatory consultation provisions and have in place arrangements for consulting with staff, contractors, volunteers and others
Taken steps (such as holding information and training sessions) to ensure the changes have been communicated to managers and staff so that they are aware of their safety obligations and rights
Developed a change management strategy to demonstrate that they have done, and are doing, everything that is ‘reasonably practicable’ to achieve full compliance.
Activity 2A
2.3 - Formulate risk management plan for project, including Work Health and Safety (WHS)
Risk Management
There are always risks associated with a project:
The purpose of risk management is to ensure levels of risk and uncertainty are properly managed so that the project is successfully completed
It enables those involved to identify possible risks, the manner in which they can be contained and the likely cost of mitigation strategies.
While typically conducted as part of the initial project conception and subsequent definition, depending on the scale of the project, risk management activities should become an ongoing conduct throughout the project life to ensure changing circumstances are tracked and managed.
Once all risks have been identified, a filtering process should be used to determine which identified risks:
Are best left, as the likelihood and seriousness would be so low that mitigation strategies are not required
Need monitoring, but no proactive mitigation strategies are required at this stage;
Are avoided by changing the scope of the project
Are moved to a third party by outsourcing etc. or
Need planned mitigation strategies as detailed in the risk register.
Examples of possible risks include:
Budget blow-outs
Information security breaches
Loss of key project team members
Major milestone timeframes not being met.
The results of this exercise should be documented in a risk register for the project, which is a document outlining all risks identified before and during the project.
Risk mitigation / treatment
Risk mitigation actions or treatment reduce the chance that a risk will be realised and reduce the seriousness of a risk that is realised.
There are two broad types of risk mitigation or treatment activities:
Preventative - planned actions to reduce the likelihood a risk will occur and the seriousness if it does occur. In other words, what should you do now?
For example, if an identified risk is that a construction deadline is not going to be achieved, further resources could be added to prevent this occurring.
Contingency - planned actions to reduce the seriousness of the risk, if it does occur. In other words, what should you do if?
For example, a possible action in response to the previous risk example might be that a timeframe and budget contingency is built into the original project scope and plan.
The risk management plan
A risk management plan should be included as a section in the project business plan and should cover, at a minimum, the following:
The process for identification, analysis evaluation and treatment of risks both initially and throughout the life of the project.
How often the risk register will be reviewed, the process for review and who will be involved?
How risk status will be reported and to whom.
Who will be responsible for which aspects of risk management?
As a minimum, changes in the risk should be reported to the project manager and the Steering Committee as part of the reporting process.
Project risk assessment
Risk
Level (high / medium / low)
Management strategy
WHS in project management
With the national harmonised Work Health and Safety (WHS) laws already rolled-out across most of the country, it’s important to know if your WHS documentation is in line with the new legislative requirements.
WHS is not something that you immediately consider when planning and scoping a project but it is a requirement to understand the basic elements of the legislation.
The general provision of Work Health and Safety Legislation
The principles of a WHS Management System including duty of care responsibilities and supervisor and management responsibilities
The principles of implementing WHS Risk Management in the workplace as well as risk assessment process and hierarchy of control
The importance of procedures for the review of WHS performance in the workplace
Understand the provisions of Workplace Injury Management and Workers Compensation provisions.
A key requirement of the Work Health and Safety legislation is for the employer to systematically manage risks arising from workplace hazards.
There must also be effective consultation and communication with the workers involved about these risks and how they are to be managed.
The responsibilities under the state and federal laws within Australia make this area part of Risk Management.
Increased liability risk for project directors due to inconsistent and onerous WHS Laws
Added pressure of project directors due to added disclosure requirements
Project Directors/Responsible Persons can be prosecuted for breaches in WHS.
The national WHS strategic reviews that have been undertaken indicate growing concerns that some projects, especially smaller ones, may cut corners when the project is in trouble.
Project directors / managers should demonstrate by the actions they take with WHS and WHS legislation seriously.
Why should a Project director / manager be conscious of WHS?
Strategic and resource responsibilities
Operational responsibilities
Management tools use and reporting responsibilities
Behavioural programme establishment.
Activity 2B
2.4 - Develop and approve project budget
Project budgets
Consultants may form an integral part of the project team. Consultants are employed from outside the organisation to provide specialist or other expertise unavailable from internal resources, e.g. legal specialists, probity auditors and financial advisors. A major issue with consultants is to manage their deliverables as to the project timeframes, and to monitor the consultancy budgets closely so to not overspend.
At the workplace coal face, the task of developing an initial budget and seeking approval is a mechanical process of producing a budget that shows:
Income
Expenditure
Result.
What is the goal of a project budget?
One of the key elements of any project proposal is the project budget. It is a pivotal tool that will be used by several different groups involved in the project.
The project manager will use a budget to determine whether the project is on track
Project personnel will use it as a guideline to monitor certain project milestones
The client will use it to determine the success of the effort.
Some expenses, such as salaries, fees, wages, rent, or equipment costs, may seem pretty straight forward. But there are many contingencies and unknowns that may affect how and when the project is carried out and ultimately completed.
Contingencies:
Project’s unknowns or risks contingency
Cost estimating contingency
Design contingency
Bid contingency
Construction contingency
Cost escalation contingencies.
Remember that the most important point to keep in mind is that although a project budget should be based on best knowledge available of the numbers and accurate assessments of the resources needed to complete the task, the bottom line is that a budget is meant to be an estimate.
Link project budgets to key outcomes:
Establish a set of reference baselines
Then, as work progresses, you monitor the work
Then analyse the findings
Forecast the end results and compare those with the reference baselines
If the end results are not satisfactory then you make adjustments as necessary to the work in progress, and repeat the cycle at suitable intervals.
Design
Assuming project income, as opposed to the traditional P-and-L style budget, is based on fees or other revenue not realised until the completion of the project, expenses are the main variable and unique to developing and approving a project budget.
Project expenses:
Human resources
Development
Goods/Services
Other
Salary
Seminars and training
Contracted services
Office Expense
Commissions
Consulting fees
Advertising
Telephone
Casual wages
Legal fees
Marketing materials
Computer network
Employee incentives/
benefits
Other professional fees
Recruitment
Travel and entertainment
Repairs and maintenance
Office supplies
Total costs
Total costs
Total costs
Subscriptions
Office rent
Postage
General insurance
Taxes and licenses
Software licenses
Total costs
Examples of how to determine specific calculations for your project budget:
Goods and Services or Suppliers Costs
Human Resources Costs
Cost Per Item
No. of Units
Total Cost
Cost Per Hour
No. of Hours
Total Cost
Contracted services
Advertising
Marketing materials
Travel and entertainment
Salary
Commissions
Casual wages
Employee incentives/
benefits
Resource and budget cost plan
Identify cost (project) risks
Risk
Level (high/Medium/Low)
Management Strategy
· Deliverables
· Milestones
· Phase
· Resource
· Cost
· Budget
Over/under - Budget and Expenditure control
Project cost control is a lot more difficult to do in practice, as is evidenced by the number of projects that fail to contain costs!
Budget approval:
Develop your detailed budget estimate and get it approved in the organising and preparing stage after you specify your project activities
Check with your organisation to find out who must approve project budgets. At a minimum, the budget is typically approved by the project manager, the head of finance, and possibly the project manager’s supervisor.
Activity 2C
2.5 - Consult team members and take their views into account in planning the project
Consulting with teams
Why consult with team members?
Getting their views:
Make consultation with staff members part of the business culture
Introduce weekly or monthly or as needed strategy meetings with staff
Actually ask for ideas and feedback
Conduct round-table discussions
Hold in-depth brainstorming sessions on a specific project issue
If you hold formal meetings with teams, allow a different employee to chair each meeting
Teams are more motivated if also allowed to follow up on their ideas
Project managers struggle with seeing clearly and quickly what their team is doing at any given point in the project schedule
Project managers can also struggle with finding a quick and painless way to do something about problems that they discover.
Technical and functional expertise:
To complete the task at hand ensure the team make up is suitable. E.g., a group with only marketing experts is less likely to succeed than a group comprised of operational experts and team members experienced in project design or execution.
Problem solving and decision-making skills:
Teams must be able to make decisions and identify the onset of a problem or opportunity, evaluate the opportunity and decide on an appropriate course of action
Team members usually possess some level of these skills and develop them more on the job.
Interpersonal skills:
Skills which enable effective communication and management of any conflict arising will enable the team to develop common understandings of purpose and function. This could include risk taking, helpful criticism, objectivity, active listening, giving the benefit of the doubt, support and or recognising the needs of others.
The challenge for any team though is to strike the right balance between selection based on existing skills and those, which might be developed as a result of team membership.
Commit to a common purpose and performance goals:
A team’s purpose and its performance are closely related. Without a common purpose a team will quickly break apart and operate as a collective of individuals or smaller teams.
Check for these:
Is your team small or large?
Can you convene easily and frequently?
Can you communicate with all members easily and frequently?
Are your discussions open and interactive for all members?
Does each member understand the issues you are addressing?
Do you need more people to get information?
Are sub teams possible or necessary?
Activity 2D
2.6 - Finalise project plan and gain necessary approvals to commence project according to documented plan
Finalising plans
Now that you have a complete list of tasks with resources assigned, you are ready to finalise your project.
At this point, you will want to check your project finish date to determine whether it is acceptable.
As a project manager, you may need to reduce a projects total duration at some point
The idea being to get the job done in an acceptable time frame
To adjust the total project duration you will need to identify which project tasks affect the project end date and adjust your critical path schedule.
Print a project summary report:
This will assist those who may need a summarised breakdown of the project to issue appropriate approvals
Produce a baseline plan for your project
Generate and print a cost table or a cost report to distribute to those who are reviewing the project for approvals.
Distribute the project plan to the Project Sponsor and other appropriate stakeholders:
Distribute this in report form:
Report Category
Description
Overview
Summarise the number of tasks, project costs, or list the critical tasks or CPS
Current activities
Intended for those who may be more aware of the project and those more directly involved with the tasks in the project
Costs
Budgets, cost plan and other effective financial reports used in tracking the budget cost of a project
Assignments
Report on the to-do lists for human resources and their assigned tasks. Current task progress and information to determine who may have too many assignments in the available time
Workload
Report viewing the amount of work assigned to a task or per resource, on a weekly basis
Schedule a meeting with project sponsor and other relevant stakeholders to review the project plan deliverables
Make any changes from the formal review and finalise the project plan deliverable
Ask the project sponsor to acknowledge if the project will proceed
Obtain signatures from the Project Sponsor and any other designated stakeholder.
Activity 2E
3. Administer and monitor project
3.1 Take action to ensure project team members are clear about their responsibilities and the project requirements
3.2 Provide support for project team members, especially with regard to specific needs, to ensure that the quality of the expected outcomes of the project and documented time lines are met
3.3 Establish and maintain required record-keeping systems throughout the project
3.4 Implement and monitor plans for managing project finances, resources and quality
3.5 Complete and forward project reports as required to stakeholders
3.6 Undertake risk management as required to ensure project outcomes are met
3.7 Achieve project deliverables
3.1 - Take action to ensure project team members are clear about their responsibilities and the project requirements
3.2 - Provide support for project team members, especially with regard to specific needs, to ensure that the quality of the expected outcomes of the project and documented time lines are met
Supporting team members
Support for project team members may include:
Additional physical, human and technical resources (within allocated budget) if and as required
Encouragement
Feedback
Learning and development
Regular project team meetings
Supervision, mentoring and coaching.
Allocating tasks, prioritising and monitoring resources in accordance with project requirements are all part of project management and best suited in terms of management within a software program such as project manager.
Allocating tasks
The project team is ready, it is now time to allocate tasks.
A project manager can be appointed at any stage of the project but preferably prior to the establishment of the team.
The project manager should document a detailed role or job description for each project task and then appoint a person or persons to fulfil those tasks / roles.
These can also include appointments based on the person’s skills and experience not just seniority or employee status.
Allocating the resources required to meet the tasks:
Although general groups of resources may have already been allocated to the project, a detailed resource assessment is required to identify the:
Types of resources, e.g., labour, equipment and materials
Total quantities of each resource type
Roles, responsibilities and skill-sets of all human resources
Items, purposes and specifications of all resources
Items and quantities of materials and resources.
Assisting to identify team skills and skills gaps:
Basic / fundamental Skills: such as literacy, numeracy, using technology
People-related skills: such as communication, interpersonal, teamwork
Conceptual/thinking skills: such as collecting and organising information, problem solving, planning and organising, learning-to-learn skills, thinking innovatively and creatively, systems thinking
Personal skills and attributes: such as being responsible, resourceful and flexible, being able to manage one’s own time, having self-esteem.
Take action to ensure project team members are clear about their responsibilities
Project roles and responsibilities:
It is important to understand who the major players are on the project. List the major project roles, responsibilities and the actual people involved. Add in any additional roles as required.
Examples only
Title
Role
Project manager
Person responsible for running the project on a day-to-day basis within defined authorities for cost and schedule as agreed with the project sponsor / board
Responsibilities
1
2
3
4
Title
Role
Project sponsor / project director / project board
Senior management of the project – accountable for the success of the project. Has the authority to commit resources.
Responsibilities
1
2
3
4
List for as many team members are required:
Title
Role
Responsibilities
You will further clarify the ‘linkage’ of the responsibilities that you list against each team member. Examples may include:
Specific area
Ensure the team is clear
Inputs
Are the main resources required to undertake the activities in which to produce the outputs
Outputs
The outputs must be necessary to achieve the outcome physical and/or tangible goods and / or services delivered by the project
Activities and milestones
Activities are the key actions (groups of tasks) carried out using project inputs to successfully achieve the planned outputs.
Performance targets and indicators
Identify how the successful achievement of an output, outcome, or impact will be measured. Indicators are quantifiable with a target value that Identifies how much will be achieved in a specific timeframe.
Data sources and reporting mechanisms
The data sources describe where information on the status of each indicator can be found, who provides the information, and how the information is collected.
Assumptions and risks
Are external factors that are not within the control of the project and
can affect the completion
Project performance and reporting
After project approval, the project team will regularly update project performance information
Provide support for project team members, especially with regard to specific needs
Examples only:
Additional physical, human and technical resources (within allocated budget) if and as required
Encouragement
Feedback
Learning and development
Regular project team meetings
Supervision, mentoring and coaching.
Resources
Enterprise resources
Resources that are part of an organisations entire list of resources. Enterprise resources can be shared across projects.
Generic resources
Resources that are used to specify the skills required for a specific task. Providing the necessary logistics needed by the project teams.
Encouragement
· Reconfirm the work you expect team members to perform
· Explain or re-confirm the schedules and deadlines you expect team members to keep
· Reassure team members of the time you expect them to spend on the work
· Clarify specific activities and the nature of the work
· Share information with the team who will be involved in the project
Supervision, mentoring and coaching
Most effective project managers of complex projects have learned the ability to coach, rather than overly direct the team.
The team invariably directs its own activities.
Coaching and mentoring a team is accomplished by having the coach interact with the entire team or specific team members within the setting of a team meeting or a set of project goals.
Feedback
Really listen to the team members and what they are saying.
Be sure you understand their project related feedback and comments completely. Refrain from judgment until all of the feedback is gathered.
Act accordingly on what is said only to the benefit of the project.
Regular project team meetings
Active listening at meetings has several benefits. First, it causes team members to listen attentively to others. Second, it can avoid misunderstandings.
When team members are in conflict, they often contradict each other, denying the other partys description of a situation.
Often, in team project meetings, there comes a time when the team needs to negotiate a solution, or set of solutions to a specific problem.
Ineffective patterns that can frequently develop in the team:
Conflicts
Missed deadlines due to lack of communication
Individual interpersonal conflicts
Them and us attitudes between portions of the team
Department or divisions in the workplace
Conflict between the team and others outside the team, including management.
The solution to this dysfunction generally involves the coaching of two or more individuals and then as a group.
Activity 3A
3.3 - Establish and maintain required record keeping systems throughout the project
Record keeping
Required record keeping systems may include systems for:
Correspondence
Financial data including costs, expenditure, income generated, purchases
Project outcomes
Quality data including any test results
Recording of time spent on project and progress in completing project
Samples, prototypes, models.
There are many different ways to maintain records for your projects:
Using Microsoft Project, for example, would be a simple record of data within the software
Conversely, recording data on Excel spread sheets will provide accessible records.
Project progress report
To generate a project status report for a project, the project manager needs to produce or format a report or use Project or other software showing:
Milestones in the last period, and if they are completed
Milestones due next period
Action items not completed by their due date
Action items due to be completed in the next period
Any commentary prepared by the project manager.
The report can be e-mailed directly to a set distribution list (using Microsoft Outlook). The period can be set by the project manager.
The value of the report:
The value comes from ensuring that at least once a reporting period has been established, the team is encouraged to review due and outstanding items in accordance with those schedules.
Usually this will encourage teams to focus on completing actions and milestones so they do not appear in the report as incomplete. This function acts as a project status report template or a piece of period status reporting software.
Basic project records would include:
Team personnel involved in planning and executing the project
Minutes of meetings and discussions held for planning
Project scope, objectives and relevant statement of the goals of the project and the likely contingency plans
Work record plan showing dates, times and work done
Critical path schedule showing a chronological diary that maps out the progress of the project and shows milestones
All communications via emails and letters relating to the project
Financial budget, summary and associated documentation like goods and services for the project
Lists of specifications, requirements and important features or functions
Drawings or references to drawing numbers or computer generated work
Invoices or purchase orders for all materials relating to the project
Any other record or reference to a computer file or website location
Where are the records kept?
Virtually all electronic accounting systems will produce a report for most of the required information detailed above.
As well, specialist systems like Microsoft Project and similar, will have software for both producing and keeping project records in a personalised design manner.
Another feature of using Project management software is the ease of which additional information in record form can be added at any time, even remotely.
Examples:
Project Status
Last Period
This Period
Comments
Overall project status
Recording of time spent on project and progress in completing project
Financial data including costs, expenditure, income generated, purchases
Time
Cost
Scope
Quality
Benefit
Risk
Work Package Name
Status
Completion Date
(as per plan)
Forecast Date (if different from plan)
Project outcomes
Pending authorisation
In execution
Completed
Summary of corrective action taken during the period
Corrective actions taken during the period
Project Status Report
Project Name:
Project manager:
Company/client:
Process:
Prepared by:
Document Owner(s)
Project/Organisation Role
Project Status Report Version Control
Version
Date
Author
Change Description
[Document created]
Milestone Deliverables
Due Date
\% Completed
Deliverable Status
Milestone 1
Deliverable 1
date
\%
Deliverable 2
date
\%
Deliverable 3
date
\%
Milestone 2
Deliverable 1
date
\%
Deliverable 2
date
\%
Deliverable 3
date
\%
Milestone Deliverables performance reporting over last period
Milestone Deliverables scheduled for completion over next period
Milestone Deliverables
Due Date
\% Completed
Deliverable Status
Milestone 1
Deliverable 1
date
\%
Deliverable 2
date
\%
Deliverable 3
date
\%
Milestone 2
Deliverable 1
date
\%
Deliverable 2
date
\%
Deliverable 3
date
\%
Project budget / financial status
Budget Item
Planned Budget
Actual Cost
Variance/Explanation
Project Risk Management Status
Risk and Description
Risk Chance
Risk Impact
Risk Priority
Change from Last Review
[Description of Risk]
·
·
[High/Med/Low]
[High/Med/Low]
[High/Med/Low]
[Description]
[Description of Risk]
·
·
[High/Med/Low]
[High/Med/Low]
[High/Med/Low]
[Description]
Project Issue Management Status
Issue and Description
Project Impact
Target Due Date
Issue Status
Issue Resolution
[Description of Risk]
·
·
[High/Med/Low]
date
[Open/Closed]
[Description]
[Description of Risk]
·
·
[High/Med/Low]
date
[Open/Closed]
[Description]
Project Recommendations
[Replace this text with a brief statement for the Steering Committee, Project Sponsor, or Senior Manager to consider or endorse. Other questions to consider for review with key project stakeholders are:
· Will the project be completed on time and on budget?
· Will the project deliverables be completed within acceptable quality levels?
· Are scope change requests being managed successfully?
· Are project issues and risks being addressed successfully and mitigated?
· Are all customer concerns being addressed successfully?
Activity 3B
3.4 - Implement and monitor plans for managing project finances, resources and quality
Monitoring the project
Resources may include:
Human
Physical
Technical.
Project financial management is a process which requires:
Planning
Budgeting
Accounting
Financial reporting
Internal control
Auditing
Procurement of goods and services
Disbursement of payments
Achieving the project’s financial objectives.
Like all processes, financial management relies upon management:
Financial management should not be confused with accountancy, which is simply the process of recording the transactions of a business or a project in this case and culminates in the production of the financial statements of the project
Financial management is, as are most forms of management, a dynamic and challenging sector, requiring high levels of business acumen and vision
Cost control as the term implies, requires measurement and analysis of all levels of the project finances, resources (human, physical and technical) and expenditure to ensure that such expenses are incurred at an optimum level to meet the project budget.
Activity 3C
3.5 - Complete and forward project reports as required to stakeholders
Project reports
As the project manager, you will generally spend much of your time communicating:
You deliver information upward and downward, internally and externally as the various sessions so far have addressed
Daily, you make and receive numerous reports, e-mail messages, phone calls, and other messages to keep your team and your customers up to date about the status of your project.
Basic project records would include:
Team personnel involved in planning and executing the project
Minutes of meetings and discussions held for planning
Project scope, objectives and relevant statement of the goals of the project and the likely contingency plans
Work record plan showing dates, times and work done
Critical path schedule showing a chronological diary that maps out the progress of the project and shows milestones
All communications via emails and letters relating to the project
Financial budget, summary and associated documentation like goods and services for the project
Lists of specifications, requirements and important features or functions
Drawings or references to drawing numbers or computer generated work
Invoices or purchase orders for all materials relating to the project
Any other record or reference to a computer file or website location
Strong communication skills are critical to keeping your team and stakeholders informed, supportive, and enthusiastic:
Have a communications plan in place that outlines reports as required to stakeholders and keeps your project on track and helps avoid confusion.
Identify the different groups with whom you will communicate
Identify:
The frequency of your reports
The details stakeholders actually need as opposed to general and non-essential reporting
The methods you will use to deliver reports
Set up a central network for stakeholders to access online or through an intranet
Create secure storage of all project reporting information.
Reporting formats:
Create templates for presentation, status, meeting minutes, and other important documents
Make sure these follow company-wide standards for all stakeholders.
Provide these to stakeholders as required:
A shared project calendar
Collaboration software
Access to intranet web sites
Access to project databases.
Set up standard procedures:
Set up procedures for communicating with your project team and stakeholders
Create an approval chain for announcements that go outside of the project team
Advise all team members to organise all project-related e-mail messages so that they are easy to locate and refer to throughout the project.
Team members can either file messages in electronic folders or print hard copies.
Prepare for the unexpected:
Consider setting up a project reporting ‘online’ hotline that team members and stakeholders can access when instant communication is required.
Often during the life of the project you might deliver a message that requires immediate feedback. Yet the recipient might be unavailable.
Ask stakeholders to name substitutes who you can contact during those times or when they are unavailable on holiday, at business trips, or unplanned absences
Be flexible:
As the project moves forward, your communication requirements might change.
You may find that some stakeholders need more (or less) project reporting style information
Keep your communication plan flexible enough that you can make changes as required
Do stakeholders want lots of detail or only a pre-determined level summary?
Do stakeholders need a full presentation or additional fact sheets?
Do you know if the stakeholders read e-mail thoroughly or need further personal face-to-face advice on the project?
You will also need to prepare for unplanned communications:
Design the best approach to such messages in accordance to your stakeholders needs
Sometimes an urgent e-mail message to a busy stakeholder might go unread for several days, so a phone call or other form of contact might be more effective
Your communication is more effective when you are aware of the stakeholders different requirements and movements.
Language and global advice:
Outsourcing and new technologies have made global project teams more common place
This can create language barriers and cultural differences between key stakeholders and teams
Be careful when reporting to stakeholders in different countries to avoid misunderstandings
Avoid ‘localised’ slang or references to a specific cultures in your messages
Avoid humour as it can be easily misunderstood across certain cultures.
Keep the quality of your reporting high:
Maintain a consistent level of high quality reporting to sponsors, steering committee members, and stakeholders
Every project team has people with different levels of written and oral communication skills
As project manager, you need to review and approve all reports, presentations, and other formal communications before they are delivered to stakeholders.
Share the load:
Project communication can provide the chance for teams at different levels and functionality to be more involved by having them write some of the reports, memos, or other project status reports
This shares you project management workload and gives team members visibility to stakeholders.
Bring it all together:
Clear and accurate communications are a vital part of any successful project and the planning and process you put in place will benefit both the quality and relevancy of reporting that you deliver to stakeholders.
Discuss in the class the following communication points using an example project from the workplace, or a hypothetical example from the instructor.
Typical issue raised
Discussion points
What information will be communicated
How will the information be communicated? E.g., in meetings, email, telephone, web portal, etc.
When will the information be distributed?
What resources will the project allocate for communication?
How will any sensitive or confidential information be communicated and who must authorise this?
What may be the constraints, internal or external, which could affect project communications?
3.6 - Undertake risk management as required to ensure project outcomes are met
Risk management
Risk management may include:
Changing roles and responsibilities within project team
Negotiating an extension of deadline, or redefining completion or quantities or quality of outcomes
Outsourcing some aspects of the project
Reducing costs
Researching and applying more efficient methods for completing project tasks
Seeking further resources to meet deadline
Sharing of ideas to gain improvements to work undertaken within the project.
Rick management control:
Risk is something that is intangible. You can’t see it or touch it, but you can certainly tell when it has occurred.
Likelihood and consequence:
Risk management has two important elements: Likelihood and Consequence.
In a mathematical sense, risk is most commonly represented as the product of these two.
Risk = likelihood x consequence
Likelihood:
Likelihood represents the chance that something will happen. This can be represented qualitatively as a word, quantitatively as a probability or frequency, or as both.
Consequence:
Consequence represents the impact that a risk may have and is measured in degrees of severity, should the risk occur.
A consequence may be financial loss or gain, legal problems or opportunities, delays in a project, personal injury or damage.
Examples
Likelihood
Consequence
Changing roles and responsibilities within project team
Uncertainty, not being familiar with current progress, disharmony, chance of failure in certain areas
· Negotiating an extension of deadline
· Seeking further resources to meet deadline
Gives unprofessional image, effects budgets and insurance cover, costs blow out
Redefining completion or quantities or quality of outcomes
Gives unprofessional image, effects budgets and insurance cover, costs blow out
Outsourcing some aspects of the project
Adds to costs, does not meet original specifications
Consequence
Action
Adds to costs, does not meet original specifications
Researching and applying more efficient methods for completing project tasks
Gives unprofessional image, effects budgets and insurance cover, costs blow out
Reducing costs
Uncertainty, not being familiar with current progress, disharmony, chance of failure in certain areas
Sharing of ideas to gain improvements to work undertaken within the project
Undertake risk management as required:
1. Establish the context of the risk potential in your project
2. Identify those risks
3. Evaluate those risks
4. Analyse those risks
5. Treat those risks to ensure project outcomes are met.
Establishing the context
This requires careful consideration of what exactly is the risk?
Likelihood
Consequence
This involves setting the parameters of the risk assessment. If not done correctly by you or whoever is designated to handle the risk assessment it can waste a lot of time or duplicate areas that have already been covered.
Don’t waste time and resources on an ill-focussed exercise:
Establishing the context of risk in a project example could likely involves three parts:
1. External/strategic context
2. Internal/organisational context
3. Risk management context.
External / strategic context:
Ensure you fully understand the legal, financial, political, and environmental safety and any other related contexts that your project exists within.
When making risk assessments there are always current Standards and other state and federal regulations that apply.
Check if there have there been any recent changes in the laws that relate to risk management, WHS legislation or compliance
Is there any commercial ‘risk’ involved in your assessment that may be better addressed in insurance or self management rather than risk in the traditional sense?
It is also useful to discuss community expectations regarding the risks you are considering to assess and ensure you are very clear on who the stakeholders are.
Sometimes a SWOT analysis can also help with establishing the external context before assessing major strategic risks.
Internal / organisation context:
The internal organisational context is more about the goals and objectives of the project and its focus for the risk involved in those undertakings present in the organisation
The reason for defining this to identify threats and opportunities to achieving objectives
It is also important to clarify the organisational structure involved with various job roles in the project that could potentially be affected by the risk assessment. If it is unclear as to who is responsible for different parts of the organisation, then this ambiguity will also create problems when attempting to assign responsibility for the management of risks at project level
Earlier it has been discussed as the need to clearly define who is responsible for different parts of the project scope
Risk assessments may uncover problems with attempting to assign or re-assign responsibility for the various sectors of the project.
Some consideration should be made in your assessment of risk within the organisation to the culture and attitude toward risk.
Is the organisation’s culture leaning towards being risk takers or risk averse?
Is the project ‘profit’ or ‘financially’ driven to the detriment of overlooking risk?
Is the organisation prepared to provide suitable and adequate resources for the risk assessment?
How long will the organisation be prepared to spend in terms of time to make all necessary risk assessments?
You may need to conduct a workshop with all stakeholders to ensure that you will have all the resources necessary and to draw information from existing sources.
Risk management context
The risk management context involves defining which risk categories apply to the risk assessment
There will not only be safety risks but other forms of operational risk and organisation risk as we have discussed
It is possible to conduct a higher level strategic risk assessment as opposed to just focussing on a project or part of a project, so the context can be different
These risk categories need to documented and then customised so they are meaningful to your particular project.
Consideration should also be given as to how risk will be analysed:
What constitutes a high, medium, low and negligible risk?
What will you do when you identify a high risk?
Who will it be reported to?
What level of risk is unacceptable?
The best way is to develop a risk register:
This is a table format on a spread sheet or a software risk assessment application that contains descriptions on the risk, its causes, impacts, controls, analysis, who is going to undertake the controls and by when
The risk assessor or the project manager if they are different also needs to identify how the risk assessment information shall be kept and circulated
Often it is best kept in a spread sheet, database or increasingly in risk assessment software.
Identifying risks
This is the most important phase of risk management:
If you have not identified the risk, then you cannot assess it and you most certainly cannot effectively control it
This is the phase where you may draw on historical data and the experience of ‘project’ experts in your organisation, (or from outside), to identify risks, causes, effects and controls.
The reason for identifying causes, impacts and current controls in risk identification is when analysing the risk later, each risk should be measured in terms of inherent risk (in its current state with controls), and residual risk (after new controls are put in place).
If there are no changes in the level of risk after new controls are implemented, then the new controls should not be undertaken.
Analysing risks:
Before analysing risks it is important to document any assumptions that relate to each risk.
For example:
Is the analysis focussed on the most foreseeable risks and/or worst case scenarios?
The likelihood of the most foreseeable risks will be higher than the worst case scenario.
Conversely, the worst case scenario should, in theory, have a very low likelihood and a much higher consequence. They will therefore sit in different locations on the risk matrix and may result in being of different priorities.
Analysing risk involves identifying the likelihood and consequence of each risk given its current causes, impacts and controls.
For this activity, it is useful to do this in a project team environment, rather than by a single individual.
Discussion by all team members and stakeholders should be encouraged to ensure any relevant information regarding each risk is shared
It is also useful to have someone with strong facilitation skills to Chair the session
If not, it is easy for these sessions to deteriorate into a ‘talk fest’, with risks being assessed according to the views of the person who speaks loudest.
Evaluating risks
Once the risk analysis is complete, each risk will be given a corresponding risk value. This value will have been calculated using the definitions that were set when establishing the risk management context.
NOTE
: if you are using a pre-printed guide to evaluate risk, the Risk Management Standard, AS/NZS 4360:2004 has been superseded by AS/NZS ISO 31000:2009, Risk management - Principles and guidelines.
Another method of evaluating risk in table or graph format involves assigning a score to each category:
Through multiplying likelihood and consequence, the resultant risk score allows for representing each risk as a number
The larger the risk number, the higher the assumed level of risk.
Whatever method you may use should be established in advance during the risk management context phase or workshop session with teams and stakeholders.
Risk matrix example:
CONSEQUENCE
LIKELIHOOD
Rare
Unlikely
Possible
Likely
Certain
Severe
Major
Moderate
Minor
Insignificant
Likely
Certain
Unlikely
Possible
Rare
Treating risks
Depending upon the level of risk and evaluation, one of four treatment strategies may suit your project assessment.
1. Terminate – do not undertake the activity or part that has been risk assessed
2. Transfer – pass risk on to others through contracts, insurance outsourcing etc
3. Treat–reduce either the likelihood and/or consequence
4. Tolerate – monitor the risk for changes but implement no additional control measures.
Activity 3D
3.7 - Achieve project deliverables
Project deliverables
Deliverables:
A deliverable is a tangible and measurable result, outcome, or item that must be produced to complete a project or part of a project
Typically, the project team and project stakeholders agree on project deliverables before the project begins
Management of deliverables, like most project requirements, are best recorded and documented for reporting purposes in your software program such as project manager.
How to achieve the numerous project deliverables:
Many tasks occur concurrently and repeatedly and continue almost the entire duration of the project
Be clear on your project objectives
As discussed elsewhere; be fully aware of the purpose of the project and what the project will achieve
The project is considered to be successful if the project objectives are met successfully
The ultimate deliverable is the completion of the project.
All projects produce deliverables:
When you have completed creating your objectives and deliverables, go back and make sure that they are in alignment and match the scope and other ground rules you have laid.
You shouldn’t have any objectives that are not aligned to one or more deliverables:
If you don’t include deliverables in your project scope it is unlikely you will achieve the project objectives
Be careful not to build deliverables into your scope that will not help you achieve your objectives
If you have a deliverable without an objective, then you need to ask whether the deliverable is really important to your project. If it isn’t, then remove it from the project.
Assign each deliverable:
Assign each deliverable to a separate phase of the project, and use a milestone that represents the completion of both the deliverable and the phase simultaneously.
For example, a project may have clearly definable sections, so list the deliverables in ‘phases’.
Group similar deliverables:
It can also be more efficient to group similar deliverables or deliverables with the same stakeholders in a phase
This method allows you to schedule a team to work on a project until the deliverable is handed off
Then the team can move on to other projects.
Group deliverables spanning a time period:
Group deliverables that are worked on during the same time period in phases spanning that time period
This is useful for projects where trade-offs can be made in the scope and quality of the deliverable to meet a fixed finish date
There may be phases for each month leading up to the finish date containing the tasks that must be started or completed during that month
Tasks that are not finished by the end of the phase are often completed separately after the team has moved on to the next phase.
Documentation of project deliverables
Phase and Document
Target Date
Status
Comments
Pre-Project
1. list as required
2. list as required
3. list as required
During
Phase and Document
Target Date
Status
Comments
1. list as required
2. list as required
3. list as required
Using project manager you can create a report on a timeline created to indicate milestones, or, as below, create a simple excel spreadsheet format.
TIME IN: days, weeks, months etc.
Milestones
Responsibility
Processes
Tasks (outcomes)
Deliverables
Manage constraints
Manage project scope
Scope under control
Manage project schedule
Updated project schedule
Manage project budget
Updated budget
Monitor and Control Risks
Monitor risks
Risk management assessment
Control risks
Project status report
Monitor impact
Updated project report
Manage Project Execution
Manage change control
Updated reports to:
· Project manager
· Project sponsor and /or project director
· Project team member
· Customer representative
· Steering committee
Manage issues
Issue project status report
Execute communication plan
Project status report and other communication tools
Activity 3E
4. Finalise project
4.1 Complete financial record keeping associated with project and check for accuracy
4.2 Ensure transition of staff involved in project to new roles or reassignment to previous roles
4.3 Complete project documentation and obtain necessary sign-offs for concluding project
4.1 - Complete financial record keeping associated with project and check for accuracy
Complete records
Finalise a project:
A project plan is generally deemed finalised when it is formally accepted and approved by the project sponsor and other designated stakeholders
Formal approval acknowledges that all the deliverables produced during the various stages are complete, reviewed and accepted
Signatures on the project plan document indicate final approval
This sign-off marks the plan as the go-forward agreement and can be viewed as a project management milestone.
Project closing
Steps
Who is responsible?
Comments
1
Close project or phase
Project manager / steering committee / business unit
Finalise all activities of the project and obtain sign-off of deliverables from the business
2
Close contractual obligations
Project manager / director, finance, reporting and compliance
Complete project procurement and contracts
3
Complete project review
Project manager
Conduct a post closure and impact review to formally close the project
Key project area
Complete financial record keeping associated with project and check for accuracy:
Key Project Area
Planned expectation (as in project plan)
Actual outcome
Reference for evidence
Reason for any variance from project plan
Scope
Time
Cost
Quality
Risk Management
Communication
Category
Planned
Actual
Variance
Explanation
Internal Staff Labour
Services
Software Tools
Hardware
Materials and Supplied
Facilities
Telecommunications
Training
Contingency (Risk)
Resource
(Describe or name the resource)
Person or department who received resource
Turnover date
Project Team
Customer Support
Facilities
Equipment
Software Tools
Other
4.2 - Ensure transition of staff involved in project to new roles or reassignment to previous roles
Staff assignments
Assigning staff:
Each new project starts with a default set of roles
They may be the most basic roles that you can assign to staff but each one has a specific purpose.
The basic roles should be created with each new project or, as suggested, reassigned.
First:
1. Choose the project which you will assign roles for.
Second:
2. Select the staff member(s) to whom you will assign the role(s).
Once you have selected the task and staff member re-check the list of the roles for the project, and check any roles for re-assignment or adjustment.
Document the process using a Project software program or manually, as in this example:
Staff ID
Recommendation
New roles
Reassign previous
Where/How
Seek approval by supervisor
Action
Date
Responsible Person
4.3 - Complete project documentation and obtain necessary sign-offs for concluding project
Sign-offs
Necessary sign-offs may be required by:
Clients
Funding body
Management
Project sponsor.
Project information:
Project Number
Project Name
Date
Project Ownership
Project Contacts
Project Approval
Project completion report
Area / stage / phase
Completed
Signed off
Project overview
· Clients
· Customers
· Funding body
· Management
· Project sponsor
Project objective
Initial project objective
Agreed changes to project objective
Project outcomes
Deliverables/milestones
Budgeted cost
Final cost
Scheduled completion date
Final date
Issues and risks summary
Lessons learned
Milestone/phase
Recommended improvements
Activity 4A
5. Review project
5.1 Review project outcomes and processes against the project scope and plan
5.2 Involve team members in the project review
5.3 Document lessons learned from the project and report within the organisation
5.1 - Review project outcomes and processes against the project scope and plan
Reviewing the project
Why conduct project reviews and evaluations?
Monitoring versus evaluation
Post-project evaluation
Pre-project evaluation
Ongoing project evaluation
Project completion evaluation
Lessons learned.
Reviewing project outcomes and processes against the project scope and plan provides an opportunity in a formal environment to learn from those experiences.
If you design the review process as a sequence of activities it will result in a conscious and planned attempt to prevent the next project from having to repeat any negative areas uncovered or, adopt the positive ones for future projects.
A review should be conducted for all projects, not just the ones considered complex or with many stakeholders. Often the simple ones will contain both negative and positive features that can be used and are sometimes overlooked because the detail of the project appears too simple.
Projects have to be aligned with the agreed strategic plan. The review process provides this platform.
Review:
Regardless of the size or complexity of the project, a measurement of the projects success against well-defined criteria is necessary. Establishing the criteria helps with the measurements taken during the project and after the project has finished.
These measurements, which have been detailed in the previous session, include determining whether key performance milestones have been met, how well managed the project was, and whether the specified project outputs were achieved and delivered.
Simple steps to take for a post project review:
Create an agenda
Select participants
Prepare for a workshop environment (participation is the key)
Conduct the workshop/review
Present the results
Adopt recommendations.
5.2 - Involve team members in the project review
At least one person should be selected from each stakeholder area or the person themselves need to be included.
The final selection if some people are unavailable should always include those who have a strong knowledge of the processes that were undertaken in the project
The best candidates are team leaders
The success of the project review will benefit from the involvement of as many project participants as possible to evaluate the success and document the lessons learnt
The evaluation criteria developed before the start of the project should be used as a baseline when reviewing the project.
Review against the project scope and plan:
Each participant should be asked to respond to a set of topics that they can be advised of prior to the workshop / meeting.
That way there are no surprises
The subsequent responses should focus on what went right, what went wrong, and what can be improved
After the project outputs have been delivered, a review of the project is needed to assess if the desired outcomes were attained.
The project plan should include a section for conducting this review.
General review categories
Examples only – each project review will have its featured and priority areas:
· Staffing
· Communications
· Project objectives
· Product definition and any changes
· Stakeholder involvement
· Schedules and tracking
· Training
· Productivity
Some of those categories, and others, may need an expanded review including:
Formal governance and are there any changes needed to the approval process
Was the project team fully accountable for the project results?
Is there a requirement for additional training in project management as a result of this project?
Were the areas of measurement and feedback systems adequate?
Was there regular communication with all stakeholders?
Did the records clearly list tracking of people, skills and time?
Did the use of software, systems, applications used for the project management tools perform adequately?
Is there a need for more improved or different software?
Did the software allow for reporting and formal documentation?
Were the organisation’s resources supporting the project effectiveness and efficiency adequate?
5.3 - Document lessons learnt from the project and report within the organisation
Lessons learned
Practical aspects:
A workshop should be conducted as a working meeting
Ideally, the agenda should be covered in a half day time frame. If more time is needed because of a complex project, schedule another meeting a few days later
Each stakeholder should present responses to the topics that were previously distributed.
Set a time limit for each person
Although the workshop/meeting must encourage full participation from all attendees, a time limit is necessary or otherwise those with the personality to stand and talk endlessly will overrun your agenda.
As mentioned earlier, create two lists:
“What went right” – things that you want to carry forward to future projects.
“What went wrong” – encourage specifics.
Focus on the top 5 to 10 problems
Every attempt should be made to obtain the full support of the project’s leadership in implementing the any recommendations to the organisation as quickly as possible.
Document lessons learnt:
Complete a post-project review report either within the software of the project management system you are using or have someone document this separately
The real benefit of the documented report will be the lessons learned and circulated within the organisation for the attention of stakeholders and teams in future projects
As part of the next project evaluation and scoping all reports generated at this review meeting should be mandatory reading for any new projects
A project review concept has great value to an organisation and ultimately to the acceptance of the organisations ability by its clients.
Activity 5A
Skills and Knowledge Activity
Nearly there...
Major Activity – An opportunity to revise the unit
At the end of your Learner Workbook, you will find an activity titled ‘Major Activity’. This is an opportunity to revise the entire unit and allows your trainer to check your knowledge and understanding of what you have covered. It should take between and 1-2 hours to complete and your trainer will let you know whether they wish for you to complete it in your own time or during session. Once this is completed, you will have finished this unit and be ready to move onto the next, well done!
References
These suggested references are for further reading and do not necessarily represent the contents of this learners guide
· Project Management: A Systems Approach to Planning, Scheduling, and Controlling [Hardcover]
Harold Kerzner (Author)
· Project Management
(David L. Cleland and Lewis R. Ireland )
· Radical Project Management [Paperback]
Rob Thomsett (Author)
· The Art of Project Management (Theory in Practice (OReilly)) [Paperback]
Scott Berkun (Author)
· Brilliant Project Management: (Revised Edition)
Stephen Barker, Rob Cole
MSA Training and Professional Development Phone: 03 9905 3180
Room 159, 21 Chancellors Walk Website: msatraining.edu.au
Monash University Clayton, Vic 3800
BSBPMG522 V2.2 17.01.2019
Page | 2
BSBPMG522
Undertake project work
Instructor Workbook
Table of Contents
Table of Contents
2
Candidate Details
3
Assessment – BSBPMG522: Undertake project work.
3
Competency Record to be completed by Assessor
4
Activity 1B
6
Activity 1C
8
Activity 1D
9
Activity 2A
10
Activity 2B
11
Activity 2C
13
Activity 2D
14
Activity 2E
15
Activity 3A
16
Activity 3B
17
Activity 3C
18
Activity 3D
20
Activity 3E
21
Activity 4A
22
Activity 5A
23
Skills and Knowledge Activity
24
Major
Activity
26
Candidate Details
Assessment – BSBPMG522: Undertake project work.
Please complete the following activities and hand in to your trainer for marking. This forms part of your assessment for BSBPMG522: Undertake project work.
Name: _____________________________________________________________
Address: _____________________________________________________________
_____________________________________________________________
Email: _____________________________________________________________
Employer: _____________________________________________________________
Declaration
I declare that no part of this assessment has been copied from another person’s work with the exception of where I have listed or referenced documents or work and that no part of this assessment has been written for me by another person.
Signed: ____________________________________________________________
Date: ____________________________________________________________
If activities have been completed as part of a small group or in pairs, details of the learners involved should be provided below;
This activity workbook has been completed by the following persons and we acknowledge that it was a fair team effort where everyone contributed equally to the work completed. We declare that no part of this assessment has been copied from another person’s work with the exception of where we have listed or referenced documents or work and that no part of this assessment has been written for us by another person.
Learner 1: ____________________________________________________________
Signed: ____________________________________________________________
Learner 2: ____________________________________________________________
Signed: ____________________________________________________________
Learner 3: ____________________________________________________________
Signed: ____________________________________________________________
Competency Record to be completed by Assessor
Learner Name: _______________________________________________________
Date of Assessment: _______________________________________________________
The learner has been assessed as competent in the elements and performance criteria and the evidence has been presented as;
Assessor Initials
Authentic
Valid
Reliable
Current
Sufficient
Learner is deemed: COMPETENT NOT YET COMPETENT (Please circle)
If not yet competent, date for re-assessment: ____________________________________
Comments from Trainer / Assessor:
__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Assessor Signature: _______________________________________________________
Activities
Activity 1A
Estimated Time
30 Minutes
Objective
To provide you with an opportunity to access project scope and other relevant documentation and define project stakeholders
Activity
The local City Council want to stage a free family fun day at the local city Botanic Gardens to celebrate its 25th Birthday.
Who would you list as the stakeholders?
Stakeholders could include:
The local City Council
Community and Economic bodies
Local councillor
Media
Media Sponsors
Charity and societies
Contractors
Sponsors
Co-workers
Clubs.
Activity 1B
Estimated Time
45 Minutes
Objective
To provide you with an opportunity to seek clarification from delegating authority of issues related to project and project parameters
Activity
Using the examples provided of the types of parameters you may need to consider when seeking clarification from a delegating authority for issues related to the project, detail briefly your thoughts and suggestions on the impact of these:
· Project finances or budget
· Procurement requirements associated with project
· Scope of project
· Integration of project within organisation
· Legislative and quality standards
· Physical, human and technical resources available or required for project
· Reporting requirements
· Risks associated with project, including WHS
· Time lines.
Project finances or budget
· Direct costs are those which are directly attributable to a project
· Indirect costs which the project may incur but which cannot be directly attributed to individual areas
Direct example - Labour costs superannuation, payroll tax, workers compensation, etc.
· Travel
· Consumables
· Equipment hire
Indirect costs - are those costs that are incurred for common or joint objectives and therefore cannot be identified readily and specifically with a particular project
Procurement requirements associated with project
Procurement management involves planning, soliciting sources, choosing a source, and administering the contract.
· Procurement planning is the process of identifying which part of the project should be procured from resources outside of the organisation.
· Generally, procurement decisions are made early on in the planning processes.
Scope of project
No matter how small the project, a clear definition and statement of the areas and boundaries of the project need to be established.
The scope of the project includes the outcomes, stakeholders, output work and resources (both human and financial).
Activity 1C
Estimated Time
30 Minutes
Objective
To provide you with an opportunity to identify limits of own responsibility and reporting requirements and clarify relationship of project to other projects and to the organisations objectives
Case Study
Are there other projects that have occurred previously that would help you better understand the strategic objectives?
· If so, what are they?
· Are you able to access them?
· How do they compare with the current proposed project?
· How can you relate such key items as cost, feasibility, and so forth?
Refer to a workplace example if possible.
As part of your preparation you should go through this activity as though you were to complete it yourself, so that you are able to understand the requirements. Doing this will also allow you to guide your learner’s in achieving the areas of competency.
Please bear in mind that particular activities cover a wide range of industries and therefore to give example answers would be to narrow the knowledge gained and shown by the learners. All activities will need to be regarded in terms of:
· The industry you work in
· The learner’s workplace
· The state you are in
· Your learner’s knowledge, skills and experience.
Activity 1D
Estimated Time
30 Minutes
Objective
To provide you with an opportunity to determine and access available resources to undertake project
Activity
Using your workplace as the source of a project, complete the initial details in this suggested example.
Answers will vary depending on learner and their workplace
The Broad Scope Definition template is a tool that can be used with key stakeholders to clearly define the logical boundaries of the project. Be sure to note any requirements that are out of scope to achieve absolute clarity about what is and is not covered by this project and to avoid the potential for problems later
Name of project
In Scope
Out of Scope (Exclusions)
Assumptions
Constraints
These are items that you are definitely going to deliver / manage
These are items that you are not responsible for – the assumption is that someone else will do them. Exclusions are things that don’t form part of your project, but influence on whether or not you can successfully achieve your objective
Knowledge about the project that is taken as being true or correct for the purposes of project planning. Assumptions are circumstances and events that need to occur for the project to be successful, but are outside the total control of the project team
Known restrictions. These could include any restrictions in start/finish date, time, deliverable or milestone dates, budget limitations, resourcing limits, vendor restraints, etc.
Your project details
Activity 2A
Estimated Time
40 Minutes
Objective
To provide you with an opportunity to develop project plan in line with the project parameters and identify and access appropriate project management tools
Activity
Using your workplace as a reference, in groups or as directed by the instructor, develop a project plan outline using a suitable tool, either from the examples provided or using what is provided by your workplace.
You should address:
· Timelines
· Work structure
· Responsibilities
· Parameters
And describe the project management system used:
Please bear in mind that particular activities cover a wide range of industries and therefore to give example answers would be too narrow to cover the knowledge gained and shown by the learners. All activities will need to be regarded in terms of:
· The industry you work in
· The learner’s workplace
· The state you are in
· Your learner’s knowledge, skills and experience
Activity 2B
Estimated Time
40 Minutes
Objective
To provide you with an opportunity to formulate risk management plan for project, including Work Health and Safety (WHS)
Activity
Conduct a WHS audit.
In groups, or as directed by the instructor, using a project plan example or one from your workplace address the issues below as it relates to your project WHS assessment.
Answers will vary depending on group, so a discussion once complete will help to share ideas and knowledge
Workplace activity
1. Design a simple project WHS reporting and monitoring check list
2. Describe how the project director/manager will investigate serious WHS breaches or incidents
3. Describe safe work procedures that are specific to you project
4. Describe at least FOUR (4) project KPIs that may have impact on WHS performance parameters
Instructor Notes
Instructor example
Design a simple project WHS reporting and monitoring check list:
· Site location and layout plan highlighting the safety considerations, risks at or in the vicinity, signage and other features
· Stages of the project and key activities or milestones
· Identification of key hazards associated with main stages or activities
· Names of key personnel and contact details, including any communications protocol within your organisation
· Identification of safety considerations in the design of the project
· Temporary accommodation, pedestrian and vehicular routes
· Project signage should include details such as Principal Contractor name and contact numbers (including after-hours telephone number).
Work health and safety risk management steps – examples:
· Identify hazards or hazardous tasks
· Reviewing incident reports and records
· Observing work activities
· Asking workers and others to raise work health and safety matters during regular discussions e.g. During work group meetings
· Include discussion of recent incidents, new or changed processes, maintenance issues or suggested improvements
· Review standard operating procedures
· Review instructions and literature relating to a particular workplace, activity, equipment or materials
· Review operator manuals, safety data sheets, industry bulletins, or journals.
Activity 2C
Estimated Time
40 Minutes
Objective
To provide you with an opportunity to develop and approve project budget
Activity
In groups, or as directed by the instructor and using a project from your workplace, address the issues below as it relates to developing and planning for approval of a project budget. Use as an example the base structure of an existing workplace project but avoid simply duplicating that budget!
1. Demonstrate your budget knowledge:
· Estimate team hours required to complete each task
· Describe applicable overhead costs as a percentage of those direct labour costs
· Estimate other direct costs (such as consultants, printing etc)
· Describe appropriate contingency costs and why
2. Detail how much you have to spend
3. Detail what project expenses are mandatory or most important
4. How would you go about obtaining prices and quotes for expenses
Instructor Notes
Please bear in mind that particular activities cover a wide range of industries and therefore to give example answers would be too narrow to cover the knowledge gained and shown by the learners. All activities will need to be regarded in terms of:
· The industry you work in
· The learner’s workplace
· The state you are in
· Your learner’s knowledge, skills and experience.
Activity 2D
Estimated Time
30 Minutes
Objective
To provide you with an opportunity to consult team members and take their views into account in planning the project
Activity
In groups, or as directed by the instructor, conduct this activity by asking the team members questions about project time constraints for an example project.
· Obtain the information from your team based on a project of your choice.
Issue: time constraints.
Workplace activity
· Meet with the team members who identify their specific roles and who will be working with you to begin to build a preliminary schedule
· Ask the team members what it takes in time and effort to get their respective tasks completed.
· Compare the information you have against the deadline provided.
· Ask your team if it is possible at all to shorten those timeframes
· Gather all the necessary data from your team as to what it takes to complete those tasks.
Answers will vary depending on learner and the answers they receive.
Project: smartening up and reorganising the sales area.
· Daniel’s role is to paint the walls.
· Time is taken to ensure a smooth and even coat and to allow the paint to dry between layers.
· The deadline is over a three-day weekend, so theoretically this can be done in time.
· It is not possible to cut the painting or drying times, but the sooner it is begun the sooner it will be completed.
· Daniel needs all of the appropriate equipment and for the furniture and wall furnishings to be removed or protected. He also needs an overnight drying time, where the walls will not be accidentally brushed against.
Activity 2E
Estimated Time
30 Minutes
Objective
To provide you with an opportunity to finalise project plan and gain necessary approvals to commence project according to documented plan
Activity
1. Describe what experiences you have encountered in gaining the necessary approvals to commence a project?
2. How did you overcome any approval obstacles?
3. What were the methods you used in seeking approvals?
Answer in relation to an identified project example.
All answers will vary.
1. For example: justifying the project, justifying the budget, communication issues.
2. For example: justified the need for the project, justified the additional expenditure and established an agreed communication method with relevant supervisors and authorities.
3. For example: presented project outline and projections for benefit to business.
Activity 3A
Estimated Time
30 Minutes
Objective
To provide you with an opportunity to take action to ensure project team members are clear about their responsibilities and the project requirements and provide support for project team members, especially with regard to specific needs, to ensure that the quality of the expected outcomes of the project and documented time lines are met
Activity
Using a workplace example of a recent or current project, detail your findings on how you experienced it as a team member or how you handled it as a project manager using the following examples provided:
1. Take action to ensure project team members are clear about their responsibilities and the project requirements
2. Provide support for project team members, especially with regard to specific needs, to ensure that the quality of the expected outcomes of the project and documented time lines are met
All answers may vary.
1. As a project manager, I ensured that team members were clear about their responsibilities by issuing everyone with a printed job description and breakdown. After doing this, I spent five minutes with each person checking that they understood everything.
2. As a project manager, I ensured that I was always contactable and able to help anyone in any way required.
Activity 3B
Estimated Time
30 Minutes
Objective
To provide you with an opportunity to establish and maintain required record keeping systems throughout the project
Activity
Using a workplace example of a recent or current project, detail how you experienced maintaining required record keeping systems throughout the project as a team member or how you handled it as a project manager, using the performance criteria just addressed.
Provide examples and suggestions used in your workplace.
All answers will vary.
For example: I followed organisational protocol to ensure that all relevant information was recorded in the appropriate format and that this information was filed and stored in line with requirements, so that it was easily available at all times.
Activity 3C
Estimated Time
40 Minutes
Objective
To provide you with an opportunity to implement and monitor plans for managing project finances, resources and quality
Activity
Suggest further comments to these steps for implementing and monitoring plans for managing project finances.
Implement Steps
Monitor Actions
Your Comments
Communicate what needs to be done and by what deadline
Assign the work by breaking down the tasks into smaller and more manageable pieces.
Consider a variety of expense alternatives
Develop and agree on the project budget plan.
Choosing suppliers and contracts for goods or services
Base decisions on either company policy or what is best to deliver on project time as well as price.
Prepare timeline and sequence of activities
Use a prepared schedule to manage the overall project to ensure its timely completion.
Instructor example
A timeline should not only consist of a schedule for completing the project, but should identify important milestones, deadlines, and the resources needed along the way.
Outline clear expectations for the project team and other human resources
Project teams are only temporary so select team members based on their technical skills.
Their individual and collective performance will impact on the financial resources and outcome.
Identify as many potential financial risks as applies
Manage or minimise each one, large or small
· Routinely monitor and re-evaluate significant risks as the project continues
Instructor example
Every project presents a level of financial risk.
Management should address:
· Funding levels
· Access and timing of funding
· Expected levels of savings
· Other financial benefits
Keep all project stakeholders informed and up-to-date
Issue performance reports, status changes, and other project documents
Forecasting costs
Delivering on time and on budget is the expectation.
Include extra funds in the budget
Activity 3D
Estimated Time
30 Minutes
Objective
To provide you with an opportunity to complete and forward project reports as required to stakeholders and undertake risk management as required to ensure project outcomes are met
Activity
In groups, or as directed by the instructor, and using a project from within your workplace conduct a risk assessment using the session notes and discussions just held.
It is required to address the following:
1. External/strategic context
2. Internal/organisational context
3. Risk management context
Guide students as to the extent of the risk assessment through the selected project from the workplace.
Activity 3E
Estimated Time
30 Minutes
Objective
To provide you with an opportunity to achieve project deliverables
Activity
Discuss in groups, or as directed by the instructor, your experiences in the workplace on how project deliverables were:
Answers will vary depending on learner, their workplace and their experiences.
Achieved
We achieved our project of getting a large, urgent order out on time.
Documented
This was documented by keeping a track of how much of the order was completed and in what timeframe.
Presented
The order was shipped and the recipient informed of this, as well as an expected delivery time.
WORKPLACE PROJECT:
WORKPLACE PROJECT:
WORKPLACE PROJECT:
Activity 4A
Estimated Time
40 Minutes
Objective
To provide you with an opportunity to finalise project
Activity
Complete and comment on the suggested forms reports and tables detailed in this session which are designed to “finalise a project” and make specific references to your experiences with:
· Completing financial record keeping
· Assign staff involved in project to other roles etc. And obtain any necessary sign offs
· Complete project documentation
Please bear in mind that particular activities cover a wide range of industries and therefore to give example answers would be too narrow to cover the knowledge gained and shown by the learners. All activities will need to be regarded in terms of:
· The industry you work in
· The learner’s workplace
· The state you are in
· Your learner’s knowledge, skills and experience.
Activity 5A
Estimated Time
40 Minutes
Objective
To provide you with an opportunity to review the project.
Activity
Give an example of a workplace project and explain the process you would follow to review its effectiveness and success.
List the tools and techniques you would use to do this.
All answers will vary. Learners will need to explain the organisational procedures and policies applied to reviewing projects and also mention any specific techniques, templates and tools they would use.
Skills and Knowledge Activity
Estimated Time
60 Minutes
Objective
To provide you with an opportunity to demonstrate your knowledge of the required skills, knowledge and critical aspects of assessment.
Activity
Complete the following individually and attach your completed work to your
workbook.
The answers to the following questions will enable you to demonstrate your knowledge of:
Reading
Writing
Numeracy
Oral communication
Navigate the world of work
Interact with others
Get the work done
Project management tools and how they contribute to a project
Types of documents and other sources of information commonly used in defining the parameters of a project
Processes for identifying and managing risk in a project
The organisation’s mission, goals, objectives and operations and how the project relates to them
The organisation’s procedures and processes that are relevant to managing a project including:
Lines of authority and approvals
Quality assurance
Human resources
Budgets and finance
Recordkeeping
Reporting.
Identify a project that could realistically be undertaken in your place of work.
Define this project, by explaining its purpose and intended outcomes. Who are the stakeholders? What is your own role and level of responsibility? How does this align with the organisation’s objectives?
How would you develop a project plan? Explain the project parameters, explain a budget, note how many staff you would need and identify a potential risk.
How would you monitor the project? How would you assign staff their roles and brief them of this? How would you support the staff? What are the deliverables?
How would you finalise the project? What financial records do you have to keep? How do you transition staff into their new roles? What documentation do you need to sign off?
How would you review the project? How would you review the outcomes? How would you determine the level of success and the effectiveness of the project? What lessons have been learned?
As this is the skills and knowledge activity, you should aim to demonstrate as much of the skills and knowledge as you can, to show your competency and understanding of the unit.
All answers will vary. Learners should be able to detail their process, using the general and more detailed points above, but they should also add in any details and information that they feel is relevant.
Major Activity
Estimated Time
60 – 120 Minutes
Objective
To provide you with an opportunity to demonstrate your knowledge of the entire unit.
Activity
This is a major activity – you should let the learners know whether they will complete it during class or in their own time.
They must individually answer the following questions in full to show their competency of each element:
1. Define project
2. Develop project plan
3. Administer and monitor project
4. Finalise project
5. Review project.
1) Why is project scope important?
To keep work focused upon the intended outcomes of the project and to avoid scope creep.
2) Why do you need to define project stakeholders?
So you know who to work with, who to consult, who to keep informed, etc.
3) Why is delegating authority important in a project?
To ensure that tasks are completed in good time.
4) Why do you need to recognise the limits of your role?
So that you don’t overstep your role.
5) Why do you need to understand the purpose of this project in the context of the organisation’s objectives?
To see how it contributes to the bigger picture.
6) Why do you need to determine available resources?
So you can use what is available and can rectify any errors.
7) Why do you need to keep within the project parameters?
To keep the project on track.
8) Why do you need to use project management tools?
Organisational policy and to make your job easier and more efficient.
9) Why do you need to be aware of risks?
Prevention, contingency measures, insurance, education and training, etc.
10) Why are budgets important?
To provide a spending guideline and to track expenditure.
11) Why do you need to take your team’s views into account?
Teamwork, strengthening, respect, variety, etc.
12) Why do you need to gain approval for your project before you start?
To ensure that you are permitted to undertake the project.
13) Why do team members need to be clear about their roles?
Compliance and so they can do what is expected of them and not what they are not permitted / expected / required to do.
14) Why do you need to support team members?
To maintain the integrity of the team, help them perform better, to provide effective working conditions, etc.
15) Why is record keeping important?
To track expenditure, timeframes, work completed, etc.
16) Why do you need to monitor project expenditure?
To avoid overspending or underspending.
17) Why might project stakeholders require copies of reports?
Various reasons, but generally to keep them up to date and informed of their progress.
18) Why does risk management contribute to meeting outcomes?
Being aware of risks and therefore avoiding them will lessen your chances of the project becoming derailed or troubled.
19) Why do you need to achieve project deliverables?
Project deliverables are the whole point of the project!
20) Why do you need to check records for accuracy?
To minimise the potential negative effect of errors and to maintain compliance.
21) Why is post-project staff transition important?
To ensure that staff have suitable work and to avoid disrupting normal business / the next project.
22) Why are sign-offs required?
To prove confirmation of the subject and communications received.
23) Why do you need to review project outcomes and processed against the project’s scope and plan?
To ensure outcomes were met and that they were relevant.
24) Why is involving team members in project reviews important?
To gather their feedback on what went well and not so well.
25) Why is documenting lessons learned a good practice?
So they can be applied to the next project and other tasks as well.
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