Need this 2 tasks assesment done before sunday

BSBPMG522

Undertake project work
Learner Guide

Table of Contents

Unit of Competency ……………………………………………………………………………………………………… 6

Application …………………………………………………………………………………………………………………….. 6

Performance Criteria ……………………………………………………………………………………………………….. 7

Foundation Skills …………………………………………………………………………………………………………….. 9

Assessment Requirements ……………………………………………………………………………………………… 10

1. Define project ………………………………………………………………………………………………………… 12

1.1 – Access project scope and other relevant documentation ………………………………………………. 13

Project management……………………………………………………………………………………………………… 13

Accessing scope ……………………………………………………………………………………………………………. 14

Project management framework …………………………………………………………………………………….. 15

1.2 – Define project stakeholders ……………………………………………………………………………………….. 16

Who are stakeholders? ………………………………………………………………………………………………….. 16

1.3 – Seek clarification from delegating authority of issues related to project and project

parameters ………………………………………………………………………………………………………………………. 18

Seeking clarification of issues …………………………………………………………………………………………. 18

1.4 – Identify limits of own responsibility and reporting requirements ……………………………………. 20

Identifying limits of own responsibility …………………………………………………………………………….. 20

Escalation …………………………………………………………………………………………………………………….. 21

1.5 – Clarify relationship of project to other projects and to the organisation’s objectives ………… 22

Relationship between projects ……………………………………………………………………………………….. 22

Broader organisation strategies and goals ……………………………………………………………………….. 23

Relationship between the project and broader organisational strategies and goals ………………. 24

1.6 – Determine and access available resources to undertake project …………………………………….. 25

Resources …………………………………………………………………………………………………………………….. 25

2. Develop project plan ……………………………………………………………………………………………….. 28

2.1 – Develop project plan in line with the project parameters ………………………………………………. 29

Developing a project plan ………………………………………………………………………………………………. 29

What are project deliverables? ……………………………………………………………………………………….. 31

Estimating the duration and effort of your project ……………………………………………………………. 31

Sequence and dependencies of tasks ………………………………………………………………………………. 32

Legal obligations …………………………………………………………………………………………………………… 33

2.2 – Identify and access appropriate project management tools …………………………………………… 35

Project management tools ……………………………………………………………………………………………… 35

2.3 – Formulate risk management plan for project, including Work Health and Safety (WHS) ……. 39

Effective risk management …………………………………………………………………………………………….. 39

Risk management plan …………………………………………………………………………………………………… 40

2.4 – Develop and approve project budget ………………………………………………………………………….. 42

What is a project budget? ………………………………………………………………………………………………. 42

Developing a project budget …………………………………………………………………………………………… 43

Top-down approach ………………………………………………………………………………………………………. 44

Bottom-up approach ……………………………………………………………………………………………………… 44

2.5 – Consult team members and take their views into account in planning the project……………. 46

Consulting with team members ………………………………………………………………………………………. 46

2.6 – Finalise project plan and gain necessary approvals to commence project according to

documented plan ……………………………………………………………………………………………………………… 48

Finalise project plan and gain approvals …………………………………………………………………………… 48

Project management plan approval ………………………………………………………………………………… 49

3. Administer and monitor project …………………………………………………………………………………. 51

3.1 – Take action to ensure project team members are clear about their responsibilities and the

project requirements ………………………………………………………………………………………………………… 52

Reporting lines ……………………………………………………………………………………………………………… 52

Subordinates ………………………………………………………………………………………………………………… 53

Task descriptions …………………………………………………………………………………………………………… 55

Team culture values ………………………………………………………………………………………………………. 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 timelines are

met …………………………………………………………………………………………………………………………………. 57

Supporting team members …………………………………………………………………………………………….. 57

Identifying strengths and weaknesses and monitoring progress …………………………………………. 57

Training needs ………………………………………………………………………………………………………………. 58

Resolving conflict ………………………………………………………………………………………………………….. 59

3.3 – Establish and maintain required recordkeeping systems throughout the project ……………… 62

Recordkeeping systems …………………………………………………………………………………………………. 62

Recordkeeping tasks ……………………………………………………………………………………………………… 64

Maintaining, disposing and updating requirements …………………………………………………………… 65

Maintain and update records …………………………………………………………………………………………. 65

3.4 – Implement and monitor plans for managing project finances, resources and quality ………… 67

Managing project finances ……………………………………………………………………………………………… 67

Cost-estimating methods ……………………………………………………………………………………………….. 68

Resource levelling …………………………………………………………………………………………………………. 70

Managing project quality ……………………………………………………………………………………………….. 71

3.4 – Implement and monitor plans for managing project finances, resources and quality ………… 72

Complete and forward project reports …………………………………………………………………………….. 72

Preparing and producing reports …………………………………………………………………………………….. 73

Writing reports ……………………………………………………………………………………………………………… 75

3.6 – Undertake risk management as required to ensure project outcomes are met ………………… 75

Risk management ………………………………………………………………………………………………………….. 76

3.7 – Achieve project deliverables ………………………………………………………………………………………. 76

Achieving project deliverables ………………………………………………………………………………………… 77

4. Finalise project ……………………………………………………………………………………………………….. 78

4.1 – Complete financial recordkeeping associated with project and check for accuracy …………… 79

Project finalisation activities …………………………………………………………………………………………… 79

Legal requirements ……………………………………………………………………………………………………….. 79

Financial obligations ……………………………………………………………………………………………………… 80

4.2 – Ensure transition of staff involved in project to new roles or reassignment to previous roles

………………………………………………………………………………………………………………………………………. 82

Change management …………………………………………………………………………………………………….. 82

Staff transitioning………………………………………………………………………………………………………….. 83

4.3 – Complete project documentation and obtain necessary sign-offs for concluding project ….. 84

Completing documentation ……………………………………………………………………………………………. 84

5. Review project ……………………………………………………………………………………………………….. 86

5.1 – Review project outcomes and processes against the project scope and plan …………………… 87

Reviewing project outcomes…………………………………………………………………………………………… 87

Outcomes evaluation …………………………………………………………………………………………………….. 88

Post-implementation review ………………………………………………………………………………………….. 89

5.2 – Involve team members in the project review ……………………………………………………………….. 90

Involving team members ……………………………………………………………………………………………….. 90

Measuring outcomes …………………………………………………………………………………………………….. 91

Continuous improvement ………………………………………………………………………………………………. 92

5.3 – Document lessons learned from the project and report within the organisation ……………… 93

Lessons learned …………………………………………………………………………………………………………….. 93

Input into future projects ………………………………………………………………………………………………. 94

References ………………………………………………………………………………………………………………………. 95

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 organisation’s 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
2.6 Finalise project plan and gain necessary approvals to

commence project according to documented plan

Element
Elements describe the
essential outcomes.

Performance Criteria
Performance criteria describe the performance needed to
demonstrate achievement of the element.

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.

Reading

➢ Organises, evaluates and critiques ideas and information from a range of complex

texts

Writing

➢ Develops plans, reports and recommendations using vocabulary, structure and

conventions appropriate to text

➢ Establishes and maintains records according to organisational requirements

Numeracy

➢ Uses formal and some informal, oral and written mathematical language and

representation to prepare and communicate budgetary and financial information

Oral communication

➢ 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

➢ Recognises and responds to organisational and legislative/regulatory requirements

Interact with others

➢ 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

➢ 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

Evidence of the ability to:

➢ Define the parameters of the project including:

o project scope

o project stakeholders, including own responsibilities

o relationship of project to organisational objectives and other projects

o reporting requirements

o resource requirements

➢ Use project management tools to develop and implement a project plan including:

o deliverables

o work breakdown

o budget and allocation of resources

o timelines

o risk management

o 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.

Note: If a specific volume or frequency is not stated, then evidence must be provided at
least once.

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:

o lines of authority and approvals

o quality assurance

o human resources

o budgets and finance

o recordkeeping

o 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.

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 organisation’s objectives
1.6. Determine and access available resources to undertake project

1.1 – Access project scope and other relevant documentation

By the end of this chapter the learner should be able to:

➢ Access documentation such as project scope, concept proposal, information on

prior projects, etc.

➢ Understand the purpose of project initiation documentation.

Project management

Project management was first introduced in the 1950s when large organisations with a
number of different departments and business activities realised that they needed
structured and formal management plans to co-ordinate their various projects. Projects vary
in size and duration, but all go through the same processes from the conception to the
completion.
Before you can even think about making a general plan for a project, essential information is
required to determine the nature of the project. A project initiation document (PID) is the
foundation of the project; it sets out what the project is about, why it is being undertaken,
and what will be delivered, by when, by which methods, and by whom. It is the premise of
the project that is agreed by the project manager and the client/sponsor/steering
committee.
Careful consideration and time should be taken when compiling the PID as it will save time
and resources later in the project. The PID should be sufficiently detailed and relevant to
your project, not just a generic box ticking exercise, to ensure that all relevant stakeholders
understand what the project is about.
The purpose of a project initiation document is to provide the following information:

➢ Why the project is being undertaken

➢ What will be delivered

➢ Who will be responsible for relevant aspects

➢ How the project will be delivered

➢ When the project will be delivered

➢ The risks, constraints and potential issues

➢ Estimated cost of the project.

The PID would take shape from the business plan. A project management team is not
usually the author of the business plan as companies often bring in project managers to
bring to life their goals in a more cohesive and expert manner than they could manage to
achieve themselves. The business plan may be the first piece of information the project
management team will look at.

Accessing scope

You should find out where information on the scope of a project can be found in your
organisation. This is because a scope will be needed to guide you during the project. A scope
statement is a written document that sets out the limits of the project to which all that are
involved agree, prior to the project beginning.
The scope would include:

➢ Justification – why the project is necessary and valid

➢ Deliverables/objectives – what the project will produce

➢ Acceptance criteria – conditions to which the project and all those involved must

adhere for the completion of the project

➢ Project exclusions – what the project will not do or produce

➢ Constraints – any envisaged issues that may hinder the project

➢ Assumptions – how anomalies within the life of the project will be addressed.

Other relevant documentation

There are other types of documents and other sources of information commonly used in defining

the parameters of a project.

Project initiation documentation may include:

➢ Agreed project management framework

➢ Agreed project methodology

➢ Client or customer requirements

➢ Concept proposal

➢ Contract documentation

➢ Executive team instructions

➢ Feasibility study

➢ Life cycle approval gateways

➢ Output from prior project.

Project management framework

The framework is the way in which a project is managed from start to finish, or the life cycle
of the project.
It is commonly agreed that the five stages in the life cycle of the project are:

➢ Initiation

➢ Planning and design

➢ Execution

➢ Monitoring and controlling

➢ Closing.

1.2 – Define project stakeholders

By the end of this chapter the learner should be able to:

➢ Understand who a stakeholder is

➢ Identify stakeholders relevant to their project

Who are stakeholders?

A stakeholder is anyone who has a serious interest or concern in something (in this case,
your project). So, a stakeholder in your project is someone who stands to have their
interests impacted by your project.
Stakeholders are those whose interests are impacted by the project, and may include:

➢ Associated organisations

➢ Clients

➢ Community

➢ Internal and external parties

➢ Sponsors

➢ Suppliers

➢ Team members

➢ Users.

Associated organisations

The organisations that are tied into your project are stakeholders classified as external
stakeholders. Their interest in the project is usually that it is delivered on time and that
financial goals are met. They are not part of your organisation, but they will often have a
business.
So, for example, if your project creates a saleable product, the organisations that sell your
product to consumers (retailers) are stakeholders – if you don’t create the product for them,
they can’t sell it and their income will decrease.
Clients

These stakeholders have an interest in using your product or service. They also want to buy
it at the best price and quality available.
Community

The community are stakeholders as they may be affected directly by your project – for
example, becoming an employee of your organisation. They may also be indirectly affected
by your project – for example, increased traffic and noise due to deliveries or other business
related to your project.

Internal and external parties

Internal stakeholders are those which exist within an organisation. They have a vested
interest in the project reaching its financial goals and deadlines.
Examples of internal stakeholders include managers, supervisors and workers in the
organisation, as they have an interest in the project doing well as it will likely increase their
income (especially if there is a profit-sharing arrangement.
External stakeholders are those that have an interest in the project – usually that it is
delivered on time and that financial goals are met. They are not part of your organisation,
but they will often have a business.
Sponsors

These are the people or companies that start a project and are typically said to ‘own’ it. The
sponsor can be an individual (manager/supervisor) or a group (team/partnership).
They have an active interest in the inception of a project and may require reports to update
them on its progress. For a project to proceed, you often need authorisation from sponsors.
Suppliers

These stakeholders have an interest in your
project being successful so they have a continued
relationship with your organisation – for
example, selling them materials and other
services that help them complete future projects.
Team members

These are the people responsible for carrying out
a project to completion and are employed to do
so. Naturally, they have an interest in the completion and success of a project, as it will
ensure their continued employment and see an increased income for themselves. …