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20150716837512Undertake project work

00Undertake project work

20573656038922BSBPMG430

00BSBPMG430

206331859604940029083004625975020605754658995Learner Resource

00Learner Resource

Precision Group (Australia)

Level 13, 269 Wickham St, Fortitude Valley 4006

Email: info@precisiongroup.com.auWebsite: www.precisiongroup.com.au/ 2020 Precision Group (Australia)

BSBPMG430 - Undertake project work (Release 1)

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Version Control & Document History

Date Summary of modifications Version

22 July 2020 Version 1 final produced following assessment validation. 1.0

19 January 2022 Version 1.1 produced with the following modifications

Amendments to wording, grammar, and spelling to improve readability

Minor updates to formatting

Update to links in WHS in Chapter 2, Subchapter 2.1 1.1

Table of Contents

TOC o "1-3" h z u About the Business Services Training Package PAGEREF _Toc93418319 h 6About this Unit of Competency PAGEREF _Toc93418320 h 8Chapter 1: Establish Project Parameters PAGEREF _Toc93418321 h 91.1 Identify Project Scope PAGEREF _Toc93418322 h 101.2 Define Project Stakeholders PAGEREF _Toc93418323 h 171.3 Seek Clarification From Delegating Authority of Issues Related to Project and Project Parameters PAGEREF _Toc93418324 h 191.4 Identify Responsibilities of Relevant Stakeholders and Reporting Requirements PAGEREF _Toc93418325 h 211.5 Clarify Relationship of Project to Other Projects and to the Objectives of the Organisation PAGEREF _Toc93418326 h 271.6 Identify Availability of Resources and Access to Resources for Undertaking the Project PAGEREF _Toc93418327 h 29Activity 1 PAGEREF _Toc93418328 h 36Key Points: Chapter 1 PAGEREF _Toc93418329 h 38Chapter 1 True or False Quiz PAGEREF _Toc93418330 h 39Chapter 2: Develop a Project Plan PAGEREF _Toc93418331 h 402.1 Identify Risks and Develop a Risk Management Plan for Project, Including WHS PAGEREF _Toc93418332 h 412.2 Develop Project Budget and Timeframe and Seek Approval From Relevant Stakeholders PAGEREF _Toc93418333 h 52Activity 2 PAGEREF _Toc93418334 h 63Activity 3 PAGEREF _Toc93418335 h 642.3 Consult Team Members and Apply Their Views in Planning the Project PAGEREF _Toc93418336 h 652.4 Identify and Access Appropriate Project Management Tools PAGEREF _Toc93418337 h 662.5 Develop Project Plan According to Project Parameters and Deliverables PAGEREF _Toc93418338 h 692.6 Finalise Project Plan and Gain Necessary Approvals to Commence Project According to Documented Plan PAGEREF _Toc93418339 h 74Activity 4 PAGEREF _Toc93418340 h 75Key Points: Chapter 2 PAGEREF _Toc93418341 h 77Chapter 2 True or False Quiz PAGEREF _Toc93418342 h 78Chapter 3: Administer and Monitor Project PAGEREF _Toc93418343 h 793.1 Communicate to Project Team Members Their Responsibilities and Project Requirements PAGEREF _Toc93418344 h 803.2 Establish and Maintain Required Recordkeeping Systems Throughout the Project PAGEREF _Toc93418345 h 813.3 Implement and Monitor Plans for Managing the Project PAGEREF _Toc93418346 h 863.4 Undertake Risk Management as Required PAGEREF _Toc93418347 h 92Activity 5 PAGEREF _Toc93418348 h 93Key Points: Chapter 3 PAGEREF _Toc93418349 h 95Chapter 3 True or False Quiz PAGEREF _Toc93418350 h 96Chapter 4: Finalise and Review Project PAGEREF _Toc93418351 h 974.1 Complete Financial Recordkeeping Associated With Project and Confirm According to Agreed Budget PAGEREF _Toc93418352 h 984.2 Complete Project Documentation and Obtain Sign-Offs for Concluding Project PAGEREF _Toc93418353 h 994.3 Review Project Outcomes and Processes Against the Project Scope and Plan PAGEREF _Toc93418354 h 1014.4 Document Feedback and Suggested Improvements PAGEREF _Toc93418355 h 103Activity 6 PAGEREF _Toc93418356 h 104Key Points: Chapter 4 PAGEREF _Toc93418357 h 106Chapter 4 True or False Quiz PAGEREF _Toc93418358 h 107Summary PAGEREF _Toc93418359 h 108References PAGEREF _Toc93418360 h 109

About the Business Services Training Package

The BSB Business Services Training Package covers a diverse range of industries and occupations. Business Services covers a range of cross-industry functions and services supporting the commercial activities of all industries.

Defining Qualifications

When units of competency are grouped into combinations that meet workplace roles, they are called qualifications. These qualifications are aligned to the Australian Qualifications Framework (AQF). Each qualification will have packaging rules which establish the number of core units, number and source of elective units and overall requirements for delivering the qualification.

Delivery and Assessment of Qualifications

RTOs must have the qualifications (or specific units of competency) on their scope to deliver nationally recognised training and assessment. RTOs are governed by and must comply with the requirements established by applicable national frameworks and standards. RTOs must ensure that training and assessment complies with the relevant standards.

Qualification Training Pathways

A pathway is the route or course of action taken to get to a destination. A training pathway is the learning required to attain the competencies to achieve career goals. Everyone has different needs and goals, and therefore requires a personalised and individual training pathway.

Foundation Skills

Foundation Skills are the non-technical skills that support the individuals participation in the workplace, in the community and in education and training.

Australian Core Skills Framework (ACSF)

This Assessment meets the five ACSF core skills as described in the Foundation Skills mapping.

About this Unit of Competency

BSBPMG430 - Undertake project work

This unit BSBPMG430 Undertake project work covers the skills and knowledge required to establish, develop, administer, and review a project. A project could be a stand-alone, straightforward project or a section of a larger project.

This unit applies to individuals who play a significant role to ensure that a project is within the parameters set, including timelines, quality standards and budgetary limits among other requirements.

This Learner Resource is broken up into four elements. These include:

Establish project parameters

Develop project plan

Administer and monitor project

Finalise and review project

At the end of this training, you will be asked to complete an assessment pack for this unit of competency. You will need to access a supervisor, a manager, or your assessor who can observe you perform project or workplace tasks and verify your competency or performance.

On competent completion of the assessment, you must have demonstrated skills and knowledge required to establish project parameters, develop a project plan, administer and monitor the project, and finalise and review the project to identify lessons learnt for application to future projects.

Chapter 1: Establish Project Parameters

A project is any planned activity that involves a set of tasks to achieve a defined goal. Working on a project involves several phases and cooperation among members towards success. Project planning plays an essential role in guiding the different stakeholders through the project phases. Without a plan, a project becomes just an assortment of tasks. This chapter outlines the first stage of project management: the establishment of project parameters.

In identifying your project scope, you will be able to establish an overall plan for the implementation of your project by creating a project scope statement. The next step is to identify the stakeholders and relevant people that play a role in the project. Knowing them also includes identifying and analysing their needs. After this phase, you can start breaking down the project plan into chunks. Doing this requires you to learn the following:

Features and process of delegating authority

Project scope document

Project parameters

Collaborative techniques to engage stakeholders in negotiations

Governance structure

Each stakeholder of the project must have a set of defined responsibilities. These responsibilities prevent task redundancy and ensure effective project management. It is also important to clarify the projects connection to other projects of the organisation and organisational objectives. This step is necessary as this dictates the purpose of the project. Finally, you need to identify the required resources and their availability. These resources include human resources, capital or cost resources, and material goods or resources.

1.1 Identify Project ScopeYou may have heard of the managerial principle of PLOC. This principle refers to planning, leading, organising and controlling. This principle sums up exactly what a good project manager does.

This chapter will thoroughly discuss planning. The other managerial principles will be explained as you go along this unit.

PLOC

Plan Establish an overall plan for the implementation of your project.

Lead Lead the project team towards your objectives and goals.

Organise Organise your resources and initiate project activities.

Control Track and monitor the progress against the initial project plan.

Project planning lies at the heart of the project life cycle. You can think of it as a roadmap where you define goals, determine deliverables, and create a schedule. Its purpose can be condensed into four:

To establish business requirements

To establish cost, schedule, list of deliverables and delivery dates

To establish resource plans

To obtain management approval and proceed to the next phase

In project management, the project planning phase is often the most challenging and the most tedious. The planning itself is not just one activity but a series of processes. It can be broken down into the following:

Based on Overview of Project Planning, used under CC BY 4.0. 2014 Adrienne Watt. Download for free from the B.C. Open Textbook Collection.

1.1.1 Project Scope

The project scope or the project scope statement lists what needs to be achieved and the work that must be done to deliver a project. It defines the boundaries of the project and forms the basis for every decision a project manager will make on a job. Thus, a scope document should be set out so that it covers each of the following:

Use the scope document while working on the project to ensure that you meet the objectives. Active use of the document also ensures the proper accomplishment of tasks. The scope document can also be used as a basis for a detailed task list to be compiled later.

Project Scope Statement

A good project scope statement will make it easier to gain stakeholder approval and acceptance for your project. It will also put the project team in sync and prevent unauthorised tasks from popping up.

A great guideline to follow when creating project scope statements is the SMART method.

Specific Be clear and exact.

Measurable Qualitative and quantitative criteria will be used to assess whether you have achieved your goal.

Achievable Breaking down a daunting project into doable portions will help you and your team pace your progress.

Relevant Focus on completing the goals and avoid tasks that do not add value.

Time-Bound A project is temporary and should have a time limit.

Issues, Risks or Constraints

Issues are problems that arise while executing project activities. These may hinder the completion of tasks. Examples of issues are difficulties encountered while doing a task or overlooked tasks in the project plan.

Risks refer to uncertainties in a project. If these uncertainties occur, they can affect at least one project objective.

Constraints are the factors that will limit the projects progress. There are three main interconnected constraints:

These above are called triple constraints because of how deeply interconnected they are. Notice that when you tug on one, the other two are directly affected; adjust the scope and you will have to adjust the cost and time as well.

The list of constraints is not limited to the three mentioned above. There are others that could crop up at any time, including risk, resources, organisation, method, customers and more.

Assumptions, Inclusions and Exclusions

Assumptions are the events expected to occur during the life cycle of the project. They are considered real or precise but yet to be investigated further.

In identifying assumptions, it helps to break them down into categories. Doing so helps you consider all areas or aspects of your project. Categories could include the following:

As stated earlier, you need to document assumptions for the possibility of uncertainty. They are reasonable presumptions that you can make in advance. For example, staff will need training to use the new machinery. Another one is that you can source your human resource needs from internal personnel.

Identifying assumptions is not a task for a single person. It needs to be a collaborative effort. Work together with your team and other stakeholders in identifying the assumptions. Collaboration helps you gain insight into areas of the project you may not be familiar with.

Inclusions and exclusions help establish the boundaries of the project. Inclusions refer to the tasks, items and actions involved in the project scope. These define the requirements to meet the project objectives and deliverables. Exclusions are the tasks, items and actions outside the project scope.

These three statements ensure the stakeholders are on the same page on the project. They prevent the build-up of unrealistic expectations on the project.

List of Tasks and Quality Standards

The list of tasks and quality standards referred to in scope statements is relatively straightforward. As its name indicates, it is a list of tasks that you need to deliver throughout and at the end of the project life cycle.

This part of the scope statement is where you specify the quality required for each task. It serves as the standard to which the task will be upheld. It helps assure the management and stakeholders of the quality of the project.

Estimates (Cost, Time and Resources)

In this part of the document, you and your team will make estimates of the cost, time and resources needed for the completion of the project.

In estimating costs, you must consider the following:

In time estimates, you first need to put together a complete list of all the tasks needed. Refer to project management tasks, planning, meetings and any other relevant tasks you will need to undertake. It would help if you also consider the following:

Time estimates are vital as they help you keep to a specific schedule. You will also find that the time estimate for each project task affects the cost of that same task.

Finally, estimating resources involves assessing the nature and number of material and human resources. It also involves the tools or supplies required for the project. Once these details are ready, the formula for estimating resources is condensed into the following:

Number of tasks to complete

Duration of those tasks

Number of team members working on those tasks

From there, you can determine the number of hours or days needed to complete each task.

Key Milestones

Milestones are project markers that show what stage the project is in. They help in making sure that the progress of the project is on track.

You can ask the following questions to guide you in determining the milestones in your project:

Examples of milestones include the following:

Stakeholder Review and Approval (Statement of Contract)

The last part of the project scope document is the Statement of Contract. Projects should need review and sign-off before proceeding to the next phase. The approval of review and sign-off will come from the stakeholders. You will learn more about stakeholders in the next subchapter.

1.2 Define Project StakeholdersStakeholders are any person, organisation, social group, or society at large that has a stake in the business. Thus, stakeholders can be internal or external.

1.2.1 Identifying Stakeholders

Stakeholders will always have expectations on the project. This is regardless of their level of hierarchy and involvement in the organisation. It is important to identify the stakeholders so that you can determine how to manage their expectations best. To help you identify the stakeholders, you need to consider authority and causality.

Authority

Who is the project for?

Who do you report or provide updates to?

Causality (causes and effects or the relationship of one element or task to another)

Who will be affected by a projects activity or outcome?

What are the risks to the project if particular stakeholders are omitted?

What functions are affected by project tasks?

What resources are needed for the successful completion of the project?

To make your task of identifying stakeholders easier, you can ask for an initial list of stakeholders from your sponsor. Then when you meet the other identified stakeholders, you can ask them who else should be involved in the project.

Stakeholders may include the following:

Stakeholders can be further classified according to how engaged and hands-on they are to the project:

Core stakeholders are those who are actively involved in the project. They have tasks and do actual work.

Primary stakeholders are those who must be engaged during the project and have direct interest in the project.

Secondary stakeholders are those who expect to receive reports and updates.

1.2.2 Analysing Stakeholder Needs

Once the stakeholders have been identified and classified, ask them what the success of the project means to them. You will find that as their interests vary, so do their needs.

You can set the baseline for your analysis by talking with the stakeholders. You can ask for their wants, expectations, and stake in the project that make them invested in it. Ask them what they think success for the project means and what criteria they judge it on.

There are several ways to get the information you need from the stakeholders. The easiest is to ask them straight up or shoot them an email, a call, or a memo. Make sure that your information is first-hand. Do not assume that you know what they think. If personal dialogues with stakeholders are not possible, you can delegate the task to managers or supervisors.

Ensure confirming the needs you identified with each stakeholder or group. Examine the preparations needed for the project, including the resources and milestones. You may use a project scope document to document these items. This document will help you manage and work on the project with ease.

1.3 Seek Clarification From Delegating Authority of Issues Related to Project and Project Parameters

The act of delegation is the power to subdivide or sub-allocate powers to a subordinate. The delegating authority is a person who has the authority and power to delegate tasks on a project. It is important for project managers (i.e. you) to consult with the delegating authority. The delegating authority can clarify your questions on the project's issues and parameters.

But how can you determine the delegating authority? You can do this by tracing the lines of authorities and approvals. The lines of authorities and approvals refer to the organisational hierarchy. You can think of it as the chain of command that delegates tasks to team members. It also works as a communication channel and determines who is accountable for each task. You also need to consult this hierarchy for the approval and implementation of a project.

The line of authority is best illustrated by your organisational structure. You can also refer to your workplace policies and procedures to determine who your immediate supervisor is or who you are supposed to report to.

In undertaking a project, the delegating authority could be any one of the following:

1.3.1 Defining Project Parameters

Project parameters are the conditions for which the project is set. These are the guidelines for the tasks, including the timeframe, budget, and resources. The stakeholders decide on the project parameters through consultation with the delegating authority. They base these parameters on the goals of the project and its expected product or service. There are specific documents you can read to determine these parameters. These are the project brief and project scope statement.

A project brief is for the perusal of the project board. The project board consists of key persons who have authority on the project. This group is usually chaired by the project sponsor and senior stakeholders. This document describes and outlines the project management framework for the initiation phase. This framework includes the following details:

You already encountered the term project scope statement earlier in this chapter. This document defines the boundaries of the project. It serves as the basis of the project managers decisions in the duration of the project.

Sources of information that will help you in defining parameters include the following:

1.4 Identify Responsibilities of Relevant Stakeholders and Reporting Requirements

A project manager should identify the limits of a member's responsibilities. They should also be able to examine how changes to the project will affect its management. It is important for the members to know the scope of their responsibility. This includes understanding what they should do and avoid doing. Failure to inform the members may cause them to do unauthorised actions. They may also take less responsibility, which can affect the success of the project.

1.4.1 Responsibilities of Relevant Stakeholders

The earlier part of this chapter helped you identify the relevant stakeholders. In this section, you will learn about their responsibilities in the project. Listed below are the roles and responsibilities of the stakeholders identified earlier. Since you are a project manager, pay close attention to their roles and responsibilities.

Client

The client can be the project owner or project sponsor. They play an active role in the project life cycle. These include approving project plans and milestones, requesting changes, and raising issues. They also release payments and may accept or decline final deliverables.

Sponsor

The sponsor usually comprises management representatives of other higher-level stakeholders. This may also include the director, board, or steering committee. They oversee the project and serve as the leadership support. They offer guidance on strategic decisions and resolve issues escalated by the project manager. They are also accountable for the funds allocated to the project.

Project Manager

Project managers are responsible for the daily status of the project. Their tasks include the following:

Project Team Members

The team members may be full-time or part-time employees who have different skill sets to accommodate the various tasks needed for the completion of the project.

1.4.2 Reporting Requirements

Reporting requirements are essential information required by the government, organisation, or employer. It is often required within a certain period and has a specific format. Reports help manage the expectations of stakeholders. They also track the progress of the project. Thus, you should be wary of the types of reports you need to complete and submit. Essential documents like budget and finance need frequent updates. Finally, you should identify the individuals tasked with receiving and reviewing each report.

These requirements vary for each project. The factors include the type of project, purpose of the report, stakeholder needs, and organisational requirements.

Below are some examples of reports you can use:

Progress reports are used to update stakeholders and detail how far the project has gone towards completion.

Resource reports present who is doing what when and show a breakdown of project members and tasks for the day.

Variance reports tell you whether the project is progressing as planned. This report compares the plan against the actual outcome. This comparison gives a metric to measure if you are on track, ahead of schedule, or falling behind.

Board/Executive reports are tailored to the person the report is for. For the board and executive level, they will want to know about issues they can resolve, a summary of budget position and status of milestones.

No matter what business or industry you are in, project reports have the following information:

It is also good to include the following in your report:

Updates on any pending and approved change requests for the project

Milestones

Issues and challenges

Decisions required and actions taken

Usually, the project manager is the one responsible for submitting reports to the relevant stakeholder. Your team members may also have their own reporting requirements and periodically submit their reports to you. Whatever the reporting requirements may be, they must be determined before the start of the project implementation.

Reporting procedures vary according to need and purpose. To further illustrate, consider the following example from the simulated business Bounce Fitness:

Bounce Fitnesss reporting procedure requires tabling non-financial reports. The procedure requires the Head Office or Centre team to discuss this report. The procedure also sets a required schedule for meetings, including weekly team meetings between the Centre and the Head Office. It also requires that all information be electronically communicated through the intranet a secure site.

In reporting updates and project progress, the project manager must report to the Head Office team or the Centre team as required by either. If no agreement has been set, the reporting must be done during the weekly team meetings between the Centre and the Head Office. If any information must be conveyed and reported electronically, it must be done via the intranet.

1.4.3 Collaborative Techniques to Engage Stakeholders in Negotiations

Organisations thrive when they communicate and engage with stakeholders. Stakeholder engagement is crucial to a successful project, especially in the early planning and development stage. An organisation must have a clear vision. This only comes from effective stakeholder engagement. This engagement leads to a balanced strategic planning process and an effective marketing plan.

Listed below are ways to improve engagement with the stakeholders throughout the project.

Identify stakeholders early on

To be able to engage the stakeholders, you must first know who they are.

Get stakeholders talking to each other

Invite them to initial project meetings and the early stages when you are still developing the project parameters. This way, whatever conflicts and opposing ideals are present can be resolved as quickly as possible.

Seek to understand

Consider the perspective of stakeholders when you consult and discuss the project with them.

Listen

It is not enough that you just nod every so often during the meetings. Ask questions and make time for face-to-face interaction. Listen to seek information and confirm understanding, not just for show.

Lead with integrity

Be true to what you say and follow up your words with action.

Engage stakeholders in estimates

To set the project timeline and streamline the process, project estimates. Assign people to work on estimating the timeframe. Then, inform the stakeholders. Help them understand that these estimates are not absolute timeframes. Commit to refining estimates as you go along.

Work with your team

Working with stakeholders helps them become more invested in the project and, therefore, more likely to support it. It can also lead to a better understanding of everyone involved.

Manage expectations

Each stakeholder has expectations regarding the project. Work with them and clarify some, especially those with false expectations.

Say thank you

Respond with thanks to emails, voicemails, and during meetings when stakeholders complete activities.

Communicate

Communication is the heart of every project management. In communicating, whatever the form may be, it is important to use clear language to present or seek information.

Based on 10 Ways to Engage Project Stakeholders. Project Risk CoachWhen it comes to the means and tools for stakeholder engagement, the more traditional ways are through face-to-face meetings, emails and the like. Nowadays, there are various online management tools that will help you collaborate and engage with stakeholders. These will be discussed in Subchapter 2.4.

1.5 Clarify Relationship of Project to Other Projects and to the Objectives of the Organisation

Every organisation must have a mission, goals, objectives, and operations. These are necessary for every workplace organisation to survive. Without it, there would be no structure, no reason for its existence, and no means to achieve anything.

The mission is the purpose of the organisations existence. It states the type of product or service it produces, the target customers, and the important values it holds. Goals outline the expected results of a project. On the other hand, operations describe the daily activities of the organisation. These create unique value and achieve core objectives. All these are interconnected and interrelated.

One of your responsibilities as a project manager is to determine and confirm if the project is aligned with other projects and the organisation's mission, goals, objectives, and operations. By doing so, you can be sure that the project you are planning to pursue is in line with the direction your organisation wants to take. If it is, you can count on the organisation for the support and provision of the resources that you will need for the implementation of the project.

Aside from consulting with relevant stakeholders, you can also use the following guide questions to help you clarify the projects relationship to other projects and the organisation.

If the answer is no to any or a combination of the questions posed, then problematic areas should first be given thought.

To help illustrate how an organisations mission, goals, objectives, and operations work, consider the following example:

Sample for Organisations Mission, Goals, Objectives, and Operations

Bounce Fitness is a premier fitness centre located in four cities Cairns, Brisbane, Sydney, and Melbourne.

Bounce Fitness is planning to implement its project on enhancing the services for the Bounce Fitness Caf found in their marketing plan.

The Bounce Fitness Cafs mission statement can be verbalised in the following manner:

Bounce Fitness Caf provides communities with the ability to access the Internet, enjoy a cup of coffee, and share internet experience in a comfortable environment.

Bounce Fitness Cafs goals could be the following:

Provide access to methods of communication and volumes of information available on the Internet.

Create a space for friends and colleagues to socialise while enjoying caf products.

Bounce Fitness Cafs objectives could be the following:

Grow total sales by 10% annually.

Build the Bounce Fitness Caf until it becomes a household word in the area.

30693366477000Bounce Fitness Cafs operations could be the following:

Bounce Fitness Caf will provide its customers full access to the Internet and common computer applications and equipment.

Good coffee, specialty drinks, bakery goods and a comfortable environment will be provided to customers.

1.6 Identify Availability of Resources and Access to Resources for Undertaking the Project

Before starting a new project, you must identify the availability of resources. Examples of these resources are people, money, and facilities. You need these resources to achieve the project's goals. In some cases, the resources you need are not available. In such cases, examine if it is the appropriate time to undertake the work.

There are three types of project resources that you have to consider in order to efficiently and effectively execute and complete the project. These are as follows:

1.6.1 Physical Resources

Physical resources are tangible items necessary for the implementation of the project. These are the items that take up space, have value and are used in undertaking the project. They include facilities, equipment, land, and other assets.

Physical resources that are available and necessary vary from project to project in consideration of the industry and the nature of the project. It is important to keep in mind, however, that there may be statutory regulations and legal requirements that must be complied with.

Statutory regulations refer to professions that must be registered with a professional regulatory body by law. Examples of statutory regulations relevant to physical resources are the following:

Legal requirements are the necessary conditions imposed by any governmental authority. The government imposes these through the laws, regulations, judgement, and terms of licence or permits they issue.

Listed below are examples of legal requirements you need to consider:

Health and safety measures, e.g. risk assessment procedures and preventative measures

Environmental management

Regulations for storage of supplies, e.g. Model Code of Practice: Managing risks of hazardous chemicals in the workplace

Local and regulatory authorities, e.g. Health and Safety Executive Inspectorate, environmental health officer, and fire officer

Compliance with recording documentation

Housekeeping

The management of physical resources has the most visible work as compared to the other two resources.

1.6.2 Human Resources

A project team is composed of a group of people managed by a project manager. Project managers are responsible for managing the schedule and the team. These two responsibilities go hand in hand. Thus, identifying team members for the project must be done in advance. The chosen team members should also be available and have the matching skill set for the project.

In order to determine the human resources required, you have to consider the following:

Once you have a list of potential people/team members, you can assign the tasks. Typically, the project team will discuss the assigned tasks, but if you know them well enough, you can designate the task/s yourself. If there are gaps for a required skill set, meaning there are no team members qualified for the task, consider outsourcing the task.

The management of human resources goes hand in hand with the implementation of human resource policies. Generally, the following are the common policies and procedures in an organisation:

Equal employment opportunity (EEO) and anti-discrimination

EEO is the principle wherein all people must have equal access to employment opportunities based on merit. Fear of discrimination and harassment should be eliminated especially in workplace situations.

Anti-discrimination laws make it unlawful to disadvantage employees and job seekers in any way because of the following:

This policy outlines information handling practices in the organisation. Personal information in human resource files includes those that are confidential in nature, such as contact and financial details. For security reasons, these types of information necessitate utmost discretion in its handling.

Other policies considered for human resource management are those regarding the following:

Anti-bullying

Anti-harassment

Use of email, the Internet and social media

Grievance

Occupational health and safety

Drug and alcohol

Return to work

Code of conduct

Gifts and favours

Leave provisions (including personal, bereavement/compassionate, annual, parental and long service leaves)

Fair Work Act 2009

The Fair Work Act 2009 provides for the terms and conditions of employment as well as the rights and responsibilities of both employees and employers. When it comes to human resources, the Fair Work Act 2009 is your go-to handbook.

Taking care of human resources is to know the ins, outs, and everything in between. Caring and nurturing your organisation's human resources is essential. Without them, your project and the whole organisation is bound to fail.

Some of the essential topics you need to know include the following:

Maximum weekly hours

Full-time employees 38 weekly work hours, unless the additional hours are reasonable

Part-time employees less than 38 hours per week

Casual employees no guaranteed amount of work hours in a week

Grounds for unlawful termination Section 772 provides that employment should not be terminated on certain grounds:

Temporary absence from work because of illness or injury of a kind prescribed by the regulations

Trade union membership or participation in trade union activities outside working hours or, with the employers consent, during working hours

Non-membership of a trade union

Seeking office as, or acting or having acted in the capacity of, a representative of employees

Filing a complaint against an employer involving alleged violations of laws and procedures (also includes participation in legal proceedings against the employer)

Race, colour, sex, sexual orientation, age, physical or mental disability, marital status, family or carer responsibilities, pregnancy, religion, political opinion, national extraction or social origin

Absence from work during maternity leave or other parental leave

Reasonable temporary absence from work to engage in voluntary emergency management activity

Right Team Members

It is not enough to have people under your team. You must have the RIGHT people with the right skills.

It is clich, but people are the lifeblood of business, and this is very true for projects. It is your project team that will undertake all of the tasks needed to complete your project. Therefore, ensuring you have adequate staffing is crucial to your projects success.

After completing the scope and project plans, you need to identify the skills needed for the plan. You will use this to develop a skills requirement listing. You also need to ensure that you are aware of where your people will be sourced from. Will you have access to the staff already present in your organisation? Or will you need to recruit new staff for the project? Once you have these factors under control, you should recruit staff who will allow you to meet your skill needs and accomplish the tasks required by your project.

When you are trying to select which people to have on your team, it is important that you look for people who:

have technical competence in the project area

are flexible

have knowledge in working on projects

are task-oriented and able to work to a set of objectives and within a structure

show commitment

effectively work within a team environment.

You will often find that you cannot meet all your teams needs by using staff who are currently employed in your organisation. In such cases, you need to look into employing staff on a temporary or contract basis to fill these skill gaps. You may opt to call a pool of contractors that you contact on a usual basis. If such action is not appropriate, you may post an advertisement for contract workers. Areas of Human Resources Process

Human resource has three main areas of function. These are as follows:

Acquisition

Acquisition involves recruiting and reassigning or transferring employees. This process fills open positions required for your project. Acquisition is the first phase of project management wherein human resource availability is confirmed, and the team to complete your project is obtained.

The recruiting and reassigning or transferring of employees are often time-intensive processes. The process for both includes the following:

Screening of potential candidates per stage of the recruitment process

Internal posting of open positions to determine internal candidates fit for the position This process involves reassigning or transferring employees. External posting of the open position is an option if there are no human resources available.

Pre-screening to eliminate candidates who do not meet the basic requirements

Preliminary assessment to screen those who lack the desired level of competencies for the job tasks

Conducting interviews and job simulations to determine candidates with the highest potential

Verification of candidate qualifications

Timeline for the whole recruitment process

Recruitment is a part of project management, and thus it has a set timeline to follow. Determining its timeline is part of the project management process. The stages listed below follow the timeline set for the recruitment process.

Whether the recruitment process follows the timeline will set the pacing for your project. Being too late will impact the project as a whole.

Development

Development involves ensuring that each employee can accomplish work tasks according to organisational standards or expectations. Development in project management is about identifying specific areas where a team member may be struggling. By doing this, said team member could be given assistance and opportunities to address the problematic areas.

What you might find as part of the processes for development include the following:

Management

Management involves overseeing all employees to ensure that work tasks are being completed on time and according to set standards. This task also ensures that the project is following the timeline. This ensures the completion of tasks according to set standards.

What you might find as part of the processes for management include the following:

1.6.3 Technical Resources

Technical resources are generally technologies or applications needed to complete the project like computer hardware, computer monitors, modems, and routers. Also included are software licences, hardware such as cabling or switches for IT equipment, and machinery.

Keeping updated in Australian Consumer Law (ACL), particularly on warranties, will help you with the management of technical resources. Check other laws and policies to this effect to make sure you are compliant and to get yourself protected in the process as well.

Activity 1

Think of a project that you have recently undertaken. How well do you think you planned this project? Based on the information in this chapter, what would you have done differently?

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Notes

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Key Points: Chapter 1The managerial principle PLOC (plan, lead, organise and control) sums up what a good project manager sets out to do.

It is important to develop a project scope document at the start of the project. This document provides an outline of what your project will and will not involve.

Every project stakeholder must have a set of clearly defined responsibilities so that there is no redundancy of tasks, and the project is effectively managed.

The scope document should also outline your stakeholders, your reporting requirements, and the limits of your responsibility.

Roles, responsibilities, and authority must be negotiated and understood by all stakeholders.

It is important that you determine how your project is linked to others around you, especially since some parts of the project may impact the delivery of other projects.

Chapter 1 - True or False QuizTick True if the statement is correct, and False if not. True False

Only core stakeholders have interest and expectations in a project. FORMCHECKBOX FORMCHECKBOX

In undertaking a project, the delegating authority is always your immediate supervisor. FORMCHECKBOX FORMCHECKBOX

In order to initiate a project, you must first define its goals or objectives. FORMCHECKBOX FORMCHECKBOX

In the acronym PLOC, the letter L stands for Lead. FORMCHECKBOX FORMCHECKBOX

The scope document is to be used only at the start of the project. FORMCHECKBOX FORMCHECKBOX

The reporting requirements will vary according to the type of project being undertaken and the purpose of the report. FORMCHECKBOX FORMCHECKBOX

The act of delegation is the power to subdivide or sub-allocate powers to a subordinate. FORMCHECKBOX FORMCHECKBOX

The types of resources are physical, human, and technical. FORMCHECKBOX FORMCHECKBOX

Chapter 2: Develop a Project Plan

This chapter will discuss the L of the PLOC managerial principle that is, to lead the project team towards your objectives and goals.

To do that, you will start by identifying risks and creating a risk management plan. After that, developing the project budget and timeframe will follow. You will also need to identify and access the project management tool at this stage. Once done, you are ready to finalise the project plan. The last step is to seek approval from relevant stakeholders.

2.1 Identify Risks and Develop a Risk Management Plan for Project, Including WHSA risk is the probability that something may occur. Generally, these risks will impact negatively on the result of your project. Risk is an inevitable consequence of doing business. As the old financial adage goes, the higher the risk, the higher the return. This statement is true the greater the risk you take, the better the return is likely to be.

Another facet of risk and its identification is work health and safety (WHS). This facet is about the health and safety of all stakeholders in the workplace. It aims to remove the hazards and risks resulting from work activities. You will learn more about WHS at the end of this subchapter.

There are many risks of varying degrees in project management, but the most common are the following:

A risk management plan is a document that project managers refer to foresee risks, estimate impacts and define responses to these risks. This document helps project managers prepare for worst-case scenarios. Once an issue arises, a project manager can refer to the risk management plan to address the issue.

A good risk management plan has the following details:

Preliminary Details

Title of the project

Project environment

Date of the plan (when it was created)

Version control and document history

Introduction

Purpose of the risk management plan

Briefly explain the purpose of the risk management plan one must be in relation to the project, and one in relation to WHS.

Objectives of risk management

List at least two objectives for each area.

Definition of terms

List and define terms that need to be understood in the context of this risk management.

Risk Management Process

Explain in each of the following sections how risks in both the project and WHS will be identified, analysed, and managed throughout the project cycle.

Risk identification

Risk analysis

Explain the following:

How the risk rating is used

How risks are prioritised

Include a timeline on when control measures will be implemented to mitigate each identified risk in each area.

Risk response

In this section, provide the details in the Risk Management Action Plan, including the following:

Each identified risk per area

Likelihood and impact of each risk occurring

Control measure to be implemented for each risk

(Refer to your completed risk register)

Person responsible

Identify individual stakeholders responsible for responding to each risk identified for both project and WHS. These can include your project team members.

Target implementation dates for each control measure

Expected outcome of each implemented control measure

Risk tracking and reporting

Explain how risks will be tracked and outline the reporting requirements. Specify any tools that will be used in the risk management process, e.g. risk log, and indicate the individual stakeholder to whom risks are to be reported.

Approvals

This must include the names and signatures of relevant project stakeholders who reviewed the risk management plan, including the date when they reviewed the plan.

Appendices/Attachments

Include the risk registers and other relevant tools used to develop the risk management plan.

2.1.1 Developing the Risk Management Plan

Understanding the risk management procedure is important when you are developing the risk management plan. The procedure involves the following steps:

Identifying the Risk

This first stage in risk management involves attempting to identify the risks that you may face in your project. A good way of accomplishing this is through brainstorming sessions with your team. Brainstorming is a thinking approach that involves the free flow of ideas in the team. This approach allows for an exhaustive listing of risks that may affect the project. The list formed will then be used to form a more solid list of risks for risk management.

Other ways to identify risks are the following:

Brainwriting

Brainwriting is like an upgraded brainstorming session. Brainstorming is a simultaneous oral generation of ideas. On the other hand, brainwriting is a simultaneous written generation of ideas. It is an upgraded version in the sense that when writing, no one can interrupt your flow of thoughts and consciousness.

To do a brainwriting session, prepare index cards for each participant. The participants will then write their ideas, with one idea per card. They can then pass the cards around, and other participants can modify the original idea or use the existing idea to stimulate a new idea. The goal is to get a different perspective from the participants of the session. This can help cover as many possible risks as possible.

Consulting with an expert

Interviewing colleagues and stakeholders with relevant experience is a good way to identify risks. Experts in the field can also give valuable advice, especially if you and your team have little to no experience.

Being pessimistic

What is the worst thing that could happen with the project? What are the things that could go wrong? While being pessimistic is not the best way to manage a project, answering the questions could provide valuable insights.

Doing a root analysis

Do not wait for a problem to occur before you look for its causes. For this, the 5W2H method will give you the basis for a systematic investigation. 5W2H stands for the following:

Quantifying the Risk

Quantifying a risk involves assessing the probability of the risk occurring and the likely impact on the project if the risk does occur. For example, you can rate probability on a percentage scale. On this scale, 1% is the lowest and 99% is the highest probability for a risk. It is important to note that 0% and 100% are not risks. These percentages are either bound not to occur or occur, respectively. You may rate impact on a five-point scale, with one being very little damage and five being severe damage.

When looking at each risk, think about how these two ratings combine. A 99% probability risk with a one severity is not as important as one with a 75% risk of occurring but with a severity rating of three.

Responding to the Risk

There are generally four ways to handle a risk:

Avoid When they say that prevention is better than cure, the same is true for risks. It is always better to stop them from ever happening at all. Anticipating the things that could go wrong is one of the things you can do in risk management. To foresee a risk is to prevent it from happening.

Mitigate For risks that cannot be prevented from happening, the next best thing is to mitigate them. This means taking some action to lessen the impact of the risk.

Transfer To transfer risk is to let others accept or pay for that risk. An example of this response is buying insurance.

Accept If you have explored the alternatives and there is no way to avoid, mitigate, or transfer the risk, then the only thing you can do is to accept it.

Monitoring and Controlling the Risk

Monitoring and controlling risks involve several things. Mitigation or risk control includes the implementation of response plans and tracking of risks. But there is no 'one size fits all' approach. Thus, your response must fit the situation and risk. You should also strive for continuous improvement of the risk management process.

Apart from those already mentioned, monitoring risks can include the following:

The following are techniques that you can use to control risks:

Avoidance

Avoidance is considered the best method of controlling risks. If you know for certain that something does not work or is not good to be utilised, scrap it off immediately.

Loss prevention

Loss prevention is knowing the risks and accepting them in the hopes of minimising the loss. An example is installing security cameras and having guards patrol areas to keep equipment safe.

Loss reduction

Loss reduction is like loss prevention in the sense that both accept the risk. The difference is that loss reduction seeks to limit losses when the threat does occur, e.g. installing water sprinklers in a warehouse that stores highly flammable materials.

Separation

Separation is not putting all your eggs in one basket. It disperses key assets so that events at one location affect only that location. For example, separate offices are provided for different teams. That way, if production on one is halted, the other team can still move forward with their tasks.

Duplication

Duplication is preparing backup plans like having multiple internet service providers. If one service provider fails, another can fill its role. This ensures work can still proceed as planned.

Diversification

Diversification is a technique wherein a business allocates its resources. As a result, it offers a variety of products or services or both in different industries. An example of this is Apple who is a successful smartphone competitor but is also a key player in the mp3-player and online music business.

2.1.2 Work Health and Safety (WHS)

As the project manager, you have a legal responsibility to manage health and safety in the workplace. Work health and safety (WHS) is the management of risks to the health and safety of everyone in the workplace employees, customers, visitors, suppliers, and volunteers.

Implementation of WHS right from the start is an investment. It costs money but provides benefits that impact your project's long-term success. Benefits include the following:

WHS Requirements

Under Australian WHS laws, businesses and organisations must ensure the health and safety of their worker. It is not only basic decency but a legal obligation not to put the health and safety of other people at risk. To do this, you must provide and maintain the following:

WHS requirements do not stop at the provision of those enumerated above. The organisation must also monitor the following:

Each state in Australia has its WHS laws and regulators that enforce them. Ensure to verify the WHS laws implemented in your state.

State Legislation Regulation

Australian Capital Territory (ACT) Work Health and Safety Act 2011 (ACT)Work Health and Safety Regulation 2011 (ACT)New South Wales (NSW) Work Health and Safety Act 2011 (NSW)Work Health and Safety Regulation 2017 (NSW)Northern Territory (NT) Work Health and Safety (National Uniform Legislation) Act 2011 (NT)Work Health and Safety (National Uniform Legislation) Regulations 2011 (NT)Queensland (Qld) Work Health and Safety Act 2011 (Qld)Work Health and Safety Regulation 2011 (Qld)South Australia (SA) Work Health and Safety Act 2012 (SA)Work Health and Safety Regulations 2012 (SA)Tasmania (Tas) Work Health and Safety Act 2012 (Tas)Work Health and Safety Regulations 2012 (Tas)Victoria (Vic) Occupational Health and Safety Act 2004 (Vic)Occupational Health and Safety Regulations 2017 (Vic)Western Australia (WA) Occupational Safety and Health Act 1984 (WA)Occupational Safety and Health Regulations 1996 (WA)Commonwealth (Cth)

The Commonwealth jurisdiction covers workers for the Commonwealth Government (e.g. the Australian Defence Force) and businesses licensed to self-insure under the Comcare scheme. Work Health and Safety Act 2011 (Cth)Work Health and Safety Regulations 2011 (Cth)

Persons conducting a business or undertaking have a primary duty of care to workers. This rule applies regardless of state, but specifics may vary per state. This is generally found in the 'Primary Duty of Care' section in the WHS legislation. Take note that this differs a bit for the states of Victoria and Western Australia. You can refer to the following for these states:

It is the PCBUs or employers responsibility to ensure the health and safety of their workers undertaking any project work.

For Queenslands Work Health and Safety Act 2011, for example, responsibilities are as follows:

(1)A person conducting a business or undertaking must ensure, so far as is reasonably practicable, the health and safety of

(a)workers engaged, or caused to be engaged by the person; and

(b)workers whose activities in carrying out work are influenced or directed by the person;

(c)while the workers are at work in the business or undertaking.

(2)A person conducting a business or undertaking must ensure, so far as is reasonably practicable, that the health and safety of other persons is not put at risk from work carried out as part of the conduct of the business or undertaking.

(3)Without limiting subsections (1) and (2), a person conducting a business or undertaking must ensure, so far as is reasonably practicable

(a)the provision and maintenance of a work environment without risks to health and safety; and

(b)the provision and maintenance of safe plant and structures; and

(c)the provision and maintenance of safe systems of work; and

(d)the safe use, handling and storage of plant, structures and substances; and

(e)the provision of adequate facilities for the welfare at work of workers in carrying out work for the business or undertaking, including ensuring access to those facilities; and

(f)the provision of any information, training, instruction or supervision that is necessary to protect all persons from risks to their health and safety arising from work carried out as part of the conduct of the business or undertaking; and

(g)that the health of workers and the conditions at the workplace are monitored for the purpose of preventing illness or injury of workers arising from the conduct of the business or undertaking.

(4)If

(a)a worker occupies accommodation that is owned by or under the management or control of the person conducting the business or undertaking; and

(b)the occupancy is necessary for the purposes of the workers engagement because other accommodation is not reasonably available;

the person conducting the business or undertaking must, so far as is reasonably practicable, maintain the premises so that the worker occupying the premises is not exposed to risks to health and safety.

(5)A self-employed person must ensure, so far as is reasonably practicable, his or her own health and safety while at work.

Sourced from the Queensland Legislation website at August 12, 2020. For the latest information on Queensland Government legislation please go to https://www.legislation.qld.gov.au. Work Health and Safety Act 2011, used under CC BY 4.0

Further Reading

Project records management is an important task. To learn more about recordkeeping and its management, you can access the link below on records management.

Project Records Management in Three Essential Steps

3.3 Implement and Monitor Plans for Managing the Project

It cannot be denied that in managing a project or a business, there is intuition and gut feeling involved. However, basing decisions purely on that is incredibly risky. Monitoring project finances, resources and quality will provide key insights that will help you arrive at a more rational decision.

Some of these key insights include the following:

Most and least profitable areas of the project or business

Whether performance is in line with objectives and plan

Performance of the team

3.3.1 Monitoring and Managing Project Finances

Whether it is a big project or a small one, there will always be one bottom line: finances. Finances involves the identification of costs for the project and the tracking of expenses.

The financial side of project management typically involves four things. These are as follows:

Estimating Costs

Before every project can proceed, there needs to be a budget plan. Implementing the project without a set budget plan has dire consequences. These consequences include the following:

Not being able to finish the project due to lack of funds

Completing the project at a much higher cost than projected.

More often than not, you come into a project with an expectation of the budget. This is the estimate. When doing estimates, the more specific you are, the better. Some important elements that need to be accounted for are the following:

Vendor bid analysis

When managing a project, there is usually a team that works with you. Sometimes, however, you will find that you need to outsource some of the work, or you need an external contractor for some of the project tasks. In cases where you have more than one contractor, determine which one is best suited for the task at hand. This is the vendor bid analysis.

Cost of resources

Resources refer to all the elements that are necessary to perform the work tasks needed for the completion of the project. These include the labour and the materials necessary.

Cost of quality

Cost of quality is the cost associated with making sure that everything your project produces is of quality. This is based on the principle that it is cheaper to rectify an issue or a problem earlier rather than later. An example of this is the cost associated with field testing.

Setting the Budget

Now that you have your estimates, you must set the budget based upon it. Having an estimate at hand does not provide enough assurance that you will get the budget you want. It is ideal to have funding that matches your estimates. But this rarely occurs since the funding also depends on the project stakeholders. Once you have the set budget, prioritise accordingly.

Preparing for Contingencies

Project estimates are rarely accurate all the way. Thus, there is a need to estimate that uncertainty. A contingency fund is a budget that is set aside for cost overruns. When developing a contingency fund, you need to assess the risks involved in your project. Factor or consider the things outside of your control. These include pricing and availability of resources.

Tracking Expenses

In undertaking a project, it is not enough to manage the finances; you have to monitor it too. Track your expenses by setting up systems like expense forms. You can also require approval for big purchases.

3.3.2 Monitoring and Managing Resources

Aside from financial resources, the non-financial side also needs management. These resources include the following:

People

Equipment

Information

Materials

Time

Thus, you can conclude that project resource management is expansive. It is not limited to the implementation of internal and external resources. It also involves the procurement of resources for the completion of the project.

In the management of project resources, there are seven keys:

3.3.3 Monitoring and Managing Quality

Project quality management refers to the processes used to determine and achieve the quality deliverables of a project. This means answering the question of whether project outcomes are according to stakeholder standards.

To implement these, you can follow the steps listed below:

Plan quality

Identifying the deliverable's requirements requires cooperation between project managers and their team. They must agree on the documentation and delivery of the information. Will it be through regular meetings? Reports? This should come with a checklist of deliverables that includes tasks and timelines.

Conduct quality assurance

This is the process that ensures deliverables meet the stakeholder requirements. It is also involved in setting milestones for completing a deliverable. The deliverables go through the following to ensure they are up to standards:

Quality metrics

Performance indicators

There are individuals assigned to check the quality of deliverables. The checking process includes the work tasks involved and applicable timelines for checking the deliverable.

Listed below are examples where quality assurance applies:

Inspection and testing

Inspection and testing are carried out upon completion of installation and maintenance of equipment. Should any equipment be found non-compliant with standards, it must be immediately repaired or replaced, and then inspected again. All results must be documented.

Equipment

All equipment held is maintained in good condition. Equipment is capable of safe and effective operation within specified parameters.

To illustrate a quality assurance process, you may refer to the sample below:

Sample Quality Assurance Process

Bounce Fitness, in compliance with ISO 9001, has developed a quality system comprising of three levels:

Level 1: Quality Manual. This document details the corporate quality policy and structure of Bounce Fitness. It also references appropriate operating procedures.

Level 2: Operating Procedures. These describe the processes and controls applied to all activities of the organisation. They also describe how the activities achieve quality assured contracting service.

Level 3: Quality Planning. The contract review process identifies and documents the specific client requirements. This process allows disclosure of the requirements. It ensures meeting the requirements and satisfaction of all client-declared needs.

The project must be planned and implemented according to the corporate quality policy and operating procedures as outlined in the quality manual. Team members and other relevant stakeholders must also be informed about the organisations quality policy and operating procedures to ensure that these are followed throughout the project.

Conduct quality control

Quality control ensures each stage of the project meets the expected quality (i.e. the product or service meets quality requirements specified for the project). This process validates deliverables and identifies the cause of poor product quality. As such, recommendation of necessary actions to remove quality-related problems can be made. To sum it up, quality control tests the quality of the output by focusing on finding faults. This is different from quality assurance in that quality assurance prevents the fault. The table below further explains the difference between the two.

3.4 Undertake Risk Management as RequiredYou may encounter issues like losses or delays in deliverables during project implementation. Some of these problems are avoidable, while others are not. Your risk management plan should have identified foreseeable risks. This document will help you manage the risks during the project implementation.

Meanwhile, unexpected risks are more difficult to handle. While you cannot avoid them, it is possible to mitigate them to lessen their impacts. You may also transfer these risks by letting others handle and pay for them (e.g. getting insurance). If mitigating and transferring is still not viable, you have no choice but to accept the risks as they are.

Project managers must be flexible enough to undertake risk management as required. Hence, project reports are essential. They help track the progress and issues for the duration of the project. For risk management, the risk log records details of the identified risks. This document includes an analysis of each risk and plans for its treatment. Through these documents, you can track issues or risks right away. You will be able to record its status, action, responsibility, and closure of the issue or risk.

Activity 5Think of a project your organisation undertook. List the risks and provide risk control techniques that were implemented to mitigate or prevent the risk.

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Notes

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Key Points: Chapter 3As you implement and organise your project, be sure that all the actions you take ensure that your project team members clearly understand their responsibilities and the requirements of the project.

As a project manager, you need to support your team members with regard to their needs and the quality of the expected outcomes of the project.

Ensure that you keep careful records during your project and that you meet the requirements set by your organisation in this regard.

Project managers should set plans for project financing and all resources needed. Then, they should implement the plan.

Risk management is crucial in project management. You should be careful to ensure that where a risk exists, it is carefully monitored, and action is taken where required.

Chapter 3 - True or False Quiz

Tick True if the statement is correct, and False if not. True False

Administering and monitoring the project involve taking corrective action as problems arise. FORMCHECKBOX FORMCHECKBOX

Project management is all about the team leader. FORMCHECKBOX FORMCHECKBOX

Recordkeeping is an important control mechanism and allows you to ensure that all team members and stakeholders are able to keep up to date with the projects progress. FORMCHECKBOX FORMCHECKBOX

You only need to report to stakeholders at the end of the project. FORMCHECKBOX FORMCHECKBOX

The risk log records all the details of all identified risks, analysis for each risk, and the plan for each risks treatment. FORMCHECKBOX FORMCHECKBOX

Project resource management also involves procurement. FORMCHECKBOX FORMCHECKBOX

Risks cannot be transferred to another entity. FORMCHECKBOX FORMCHECKBOX

Chapter 4: Finalise and Review Project

Your project cycle is nearing its end. The project is mostly completed, and all that remains is to close and review the project. During the 'close phase', the key objective is the completion of deliverables. You should also ensure to tie up loose ends before reviewing the project.

At the closing phase of the project management cycle, the first thing to do is to make sure that all final deliverables are completed. Obtaining stakeholder acceptance and sign-off is also an important step before the project can truly be considered as complete.

Other key activities are writing and issuing the final report, evaluating the project, and gathering feedback for use in future projects.

4.1 Complete Financial Recordkeeping Associated With Project and Confirm According to Agreed BudgetSometimes, the number of financial records generated in a project is surprising. Careful storage and record of every receipt or invoice is a must. The financial records help account for each item used during the project. Some of the financial records that you should attempt to finalise at this stage are:

paying any outstanding invoices

completing all payroll and payroll tax, and ensuring that team members receive payments

invoicing final payments to the project sponsor or client

accounting for any money paid as deposits or from the sale of equipment

completing final accounting statements

auditing and determining where any problems existed.

A critical indicator of your progress is the project budget compared against deliverables in terms of funds spent. The cost per deliverable and milestones define the overall budget for your project. Include the project's expected and actual values when computing the project budget.

Use an effective and efficient accounting system to track the project costs. Ensure using an accounting system that works best for you. It is best to immediately identify where costs are running over the budget so you can adjust as needed.

When tracking costs, ensure to break down the activities first. Break them down according to trade/specialties, phases, or activities. Refer to your project schedule for these categories. Then, identify costs by type (materials, labour, equipment, subcontracted labour, etc.). It is crucial to keep your accounting records updated. You can refer to this for whatever decision you need to make during the project.

4.2 Complete Project Documentation and Obtain Sign-Offs for Concluding ProjectAll projects need a formal sign-off. While it usually means the acceptance of the completion of the project, a project sign-off can also mean:

approval of the project plan

approval of a significant deliverable in the project.

At this stage of the project, a sign-off signifies the end or completion of a project. It involves ensuring the completion and accomplishment of deliverables according to the project scope. It also means formal acceptance of the project results by the relevant stakeholders. In other words, the stakeholders agree that the project's result met their expectations. Thus, the job of the project team is completely over.

Examples of stakeholders who may sign off on your project include the following:

Clients

Sponsor/funding body

Management

To obtain sign-offs for concluding the project, you may need to include the following documents along with the deliverables:

Project plan

Expenditures

Resource allocation

Risk log

Reports completed over the course of the project

The process for sign-off includes the relevant stakeholders inspecting the project deliverables and signing an acceptance form. This document confirms the deliverables have been checked against the set standards. The document also serves as confirmation that the clients approve of the project.

In summary, the project sign-off means:

Writing Your Final Report

The final step in the project management process is writing a comprehensive report. The report is about the completion of the project. It should compare the totality of the project against the original project plan. In your final report, you should address the following:

It is also recommended to include a section on feedback and suggested improvement. This recommendation can serve as a reference to similar projects in the future.

Submit the report to the stakeholders upon completion of the project.

4.3 Review Project Outcomes and Processes Against the Project Scope and Plan

Sometimes it is difficult to establish whether the project is a success or a failure. Most of the time, it is obvious on first impression alone if a project was a success or a failure. You can easily tell by looking at the result and thinking about what you wanted to achieve. Using your roadmap analogy, ask yourself: did you end up where you wanted to go? Sometimes, evaluating a project can be difficult. This is especially true when the line between failure and success is thin. What if you succeeded and your company is happy, but you exceeded your budget? You may have achieved some aspects of your plan but not others. In these cases, success is relative.

The important aspect of the evaluation process is determining what you have learnt. This also includes how you can apply what you learnt to future projects. What factors do you feel will allow you to decide whether or not you have succeeded? Being quantitative, these are the most effective criteria for establishing success. They allow you to find out exactly how well you met your objectives. They let you know if your project is a success or not. After that, a post-implementation review follows.

Post-Implementation Review

A post-implementation review aims to assess if you met the project objectives. Through this review, you will see whether the project was effective or not. For future projects, replicate the good points of management and avoid the mistakes.

Successful evaluation of the project information requires the collection of information. Be thorough in your documentation. Take note of everything the processes, problems encountered, and lessons learnt.

Listed below are sources of information and corresponding questions to guide you in your review:

Sources of Information Guide Questions

Gap Analysis The gap referred to here is that part between where you and/or the project were heading and where you and/or the project wanted to be. Look at your project plan and see how closely you adhered to them.

Is it at the quality level you expected?

If there are gaps, see how you can put them to a close.

Project Goals Did you and your team achieve the goals set in your project?

Stakeholders How satisfied are your stakeholders?

Is there any dissatisfaction from your stakeholders?

If there is, why and what can be done to address it?

Financial Records Did you operate within the budget?

Were the costs aligned with the benefits of the project?

Project Reports Did the project achieve the results projected?

Is there room for improvement?

What opportunities could have helped to further the results?

Are there other ways to maximise the project's results?

Lessons Did everything go according to plan?

Did the project implementation follow the timeframe set?

What processes went well and what did not?

How were unexpected problems handled?

Team Members What were the difficulties encountered during the implementation of the project?

What good practices can be replicated in future projects?

Strengths? Weaknesses? Opportunities? Threats?

4.4 Document Feedback and Suggested Improvements

Both positive and negative feedback are valuable information. They aid in determining the best course of action. They also provide opportunities for improvement and continued learning.

Throughout the duration of the project cycle, regular feedback keeps everyone on track. After the project implementation, feedback helps you understand the things that need improvement. Feedback will help you achieve better results in future projects.

Feedback often involves criticism, so it can be a hard process for some. But when done the right way, it can help in your personal and professional development. Most of all, there are direct benefits to the business and to current and future projects.

Feedback involves active listening and taking the time to analyse responses. These help you do better moving forward or for similar projects in the future. These will also play a huge role in your process for continuous improvement.

However, the process of feedback alone is not sufficient. It must be thoroughly documented as well. By doing this, you can preserve the records for future reference. During discussions in succeeding projects, it helps with effective and efficient decision-making. This statement is especially true if there is a narrative on the following:

How decision-making took place

How the team responded to certain situations

Feedback after project completion and suggested improvements

Activity 6Think about a project that you have been involved with. How was the project formally finished and reviewed? Using the information learnt, describe any changes that you would make to the process to improve it.

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Notes

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Key Points: Chapter 4During the 'close phase', the key objective is the completion of deliverables. You should also ensure to tie up loose ends before reviewing the project.

Financial recordkeeping requires careful storage and record of every invoice or receipt. Doing so helps you account for all the items used throughout the project.

Project sign-off signifies the end or completion of a project. It involves making sure that the deliverables are complete and accomplished according to the project scope.

Final reports should review the overall project against the original project plan that you established early in the project.

A post-implementation review evaluates how well the project was implemented. It can also be used as a point of reference for future similar projects.

Feedback must be documented as it is valuable information for improvement and continued learning.

Chapter 4 - True or False Quiz

Tick True if the statement is correct, and False if not. True False

A critical indicator of your progress is the project budget compared against deliverables in terms of funds spent. FORMCHECKBOX FORMCHECKBOX

Project sign-off means the project is completed. Thus, it is only done at the end of the project when deliverables have been met. FORMCHECKBOX FORMCHECKBOX

The cost per deliverable and milestones defines the overall budget for your project. FORMCHECKBOX FORMCHECKBOX

In evaluating financial records in the post-implementation review, an indicator of successful project management is if there are remaining funds in the budget. FORMCHECKBOX FORMCHECKBOX

The important aspect of the evaluation process is determining what you have learnt and how you can apply this to future projects. FORMCHECKBOX FORMCHECKBOX

A project sign-off signifies the end or completion of the project FORMCHECKBOX FORMCHECKBOX

The stakeholders who may sign off a project include clients, sponsors, and team members. FORMCHECKBOX FORMCHECKBOX

Summary3483610414020The world rewards those who take responsibility for their own success.

Curt Gerrish

00The world rewards those who take responsibility for their own success.

Curt Gerrish

Undertaking a project involves several phases and different moving pieces working together. These are all aimed towards specific project objectives. It starts with establishing project parameters and clarifying project-related issues.

The second phase of project management involves the development of the project plan. In this phase, risks are identified, and the budget, timeframes, project parameters and deliverables are finalised so that they can be presented for sign-off. After gaining the approval of stakeholders, implementation of the plan follows. Implementation involves the maintenance of recordkeeping systems and the management of finances. Risk management also follows as required.

Towards the project completion, the fourth phase starts with finalisation and project review. This phase confirms the financial recordkeeping according to the agreed budget. The sign-off for project completion also happens here. Finally, the review of project outcomes by comparison with project scope occurs. It is highly recommended to document feedback and suggested improvements for future projects.

References

These are some references that we feel may be of assistance to you in completing the Assessment for this unit of competency:

Hall, H. (2019). 10 ways to engage project stakeholders. Project Risk Coach. https://projectriskcoach.com/engage-project-stakeholders/

McConnell, E. (2011, September 20).Project records management in three essential steps. MyManagementGuide.com. https://mymanagementguide.com/project-records-management-in-three-essential-steps/

Occupational Health and Safety Act 2004 (Vic). https://www.legislation.vic.gov.au/in-force/acts/occupational-health-and-safety-act-2004/038

Occupational Health and Safety Regulations 2017 (Vic). https://www.legislation.vic.gov.au/in-force/statutory-rules/occupational-health-and-safety-regulations-2017/012

Occupational Safety and Health Act 1984 (WA). https://www.legislation.wa.gov.au/legislation/statutes.nsf/main_mrtitle_650_homepage.html

Occupational Safety and Health Regulations 1996 (WA). https://www.legislation.wa.gov.au/legislation/statutes.nsf/main_mrtitle_1853_homepage.html

Watt, A. (2014). 8. Overview of project planning (2nd ed.). BCcampus. https://opentextbc.ca/projectmanagement/chapter/chapter-8-overview-of-project-planning-project-management/

Work Health and Safety (How to Manage Work Health and Safety Risks) Code of Practice 2015 (Cth). https://www.legislation.gov.au/Series/F2016L00414

Work Health and Safety (National Uniform Legislation) Act 2011 (NT). https://legislation.nt.gov.au/Legislation/WORK-HEALTH-AND-SAFETY-NATIONAL-UNIFORM-LEGISLATION-ACT-2011

Work Health and Safety (National Uniform Legislation) Regulations 2011 (NT). https://legislation.nt.gov.au/en/Legislation/WORK-HEALTH-AND-SAFETY-NATIONAL-UNIFORM-LEGISLATION-REGULATIONS-2011

Work Health and Safety Act 2011 (ACT). https://www.legislation.act.gov.au/a/2011-35/default.asp

Work Health and Safety Act 2011 (Cth). https://www.legislation.gov.au/Series/C2011A00137

Work Health and Safety Act 2011 (NSW). https://legislation.nsw.gov.au/view/whole/html/inforce/current/act-2011-010

Work Health and Safety Act 2011 (Qld). https://www.legislation.qld.gov.au/view/html/inforce/current/act-2011-018

Work Health and Safety Act 2012 (SA). https://www.legislation.sa.gov.au/LZ/C/A/WORK%20HEALTH%20AND%20SAFETY%20ACT%202012.aspxWork Health and Safety Act 2012 (Tas). https://www.legislation.tas.gov.au/view/html/inforce/current/act-2012-001

Work Health and Safety Regulation 2011 (ACT). https://www.legislation.act.gov.au/sl/2011-36/default.asp

Work Health and Safety Regulation 2011 (Qld). https://www.legislation.qld.gov.au/view/html/inforce/current/sl-2011-0240

Work Health and Safety Regulation 2017 (NSW). https://legislation.nsw.gov.au/view/html/inforce/current/sl-2017-0404

Work Health and Safety Regulations 2011 (Cth). https://www.legislation.gov.au/Series/F2011L02664

Work Health and Safety Regulations 2012 (SA). https://www.legislation.sa.gov.au/LZ/C/R/WORK%20HEALTH%20AND%20SAFETY%20REGULATIONS%202012.aspx

Work Health and Safety Regulations 2012 (Tas). https://www.legislation.tas.gov.au/view/html/inforce/current/sr-2012-122

End of Document

left-92744900righttop0020605756373350Learner Assessment Pack

00Learner Assessment Pack

20834357474730BSBPMG430

00BSBPMG430

19805658174240Undertake project work

00Undertake project work

2908705628332502227580744814600-648566-66530700

Precision Group (Australia)

Level 13, 269 Wickham St, Fortitude Valley 4006

Email: info@precisiongroup.com.auWebsite: www.precisiongroup.com.au 2020 Precision Group (Australia)

BSBPMG430 - Undertake project work (Release 1)

Overseas Student Information

Copying for Educational Purposes

These terms are subject to the conditions prescribed under the Australian Copyright Act 1968. Disclaimer

Version Control & Document History

Date Summary of modifications Version

10 August 2020 Version 1 final produced following assessment validation. 1.0

Table of Contents TOC o "1-4" h z u Assessment Delivery PAGEREF _Toc50357679 h 5Learner Information PAGEREF _Toc50357680 h 6Steps for Learners PAGEREF _Toc50357681 h 8Reasonable Adjustment PAGEREF _Toc50357682 h 9Resources Required for Assessment PAGEREF _Toc50357683 h 10Accessing Intranet Pages and External Links PAGEREF _Toc50357684 h 12Assessment Agreement PAGEREF _Toc50357685 h 13Assessment Tasks PAGEREF _Toc50357686 h 15Short Answer Questions PAGEREF _Toc50357687 h 17Practical Assessment PAGEREF _Toc50357688 h 24Case Study Assessment PAGEREF _Toc50357689 h 25Overview PAGEREF _Toc50357690 h 25Task 1: Identify Project Management Processes PAGEREF _Toc50357691 h 26Task 2: Outline Human Resource Processes PAGEREF _Toc50357692 h 29Workplace Project Assessment PAGEREF _Toc50357693 h 31Project Overview PAGEREF _Toc50357694 h 31Part 1. Establish Project Parameters PAGEREF _Toc50357695 h 33Part 2. Develop Project Plan PAGEREF _Toc50357696 h 43Part 3. Administer and Monitor Project PAGEREF _Toc50357697 h 69Part 4. Finalise and Review the Project PAGEREF _Toc50357698 h 90Assessment Workbook Checklist PAGEREF _Toc50357699 h 97Assessment Workbook Checklist PAGEREF _Toc50357700 h 98Recording PAGEREF _Toc50357701 h 101Record of Assessment PAGEREF _Toc50357702 h 102

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Learner Assessment Pack

Assessment Delivery4362454635500

Learner Information

This Learner Assessment Pack is designed for you to complete the assessment for BSBPMG430 - Undertake project work (Release 1). It may refer to your own workplace/organisation, or to a simulated business provided by your assessor.

The assessment tasks include Short Answer Questions where you need to demonstrate your knowledge and understanding of the unit, and the Practical Assessment, where you need to demonstrate your skills required in the unit. It is recommended that you complete the Practical Assessments in your own workplace/organisation. If you dont have access to a real workplace, you can complete the assessment in a simulated environment where resources and conditions similar to a workplace must be accessed. Ensure to discuss this with your assessor prior to commencing with the assessment.

Each Learner Assessment Pack is made up of four parts:

Assessment Delivery

Learner Information

Steps for Learner

Assessment Agreement

Assessment Tasks

Assessment Tasks, including:

Short Answer Questions

Practical Assessment

Assessment Workbook Checklist

Recording

Record of Assessment

Before you commence your assessment, ensure that you have a good knowledge of the subject, have thoroughly read your Learner Resource, and clearly understand the assessment requirements and the expectations of the industry to which the assessment is related.

Assessments are designed to be completed using your industry/organisation, but your Registered Training Organisation (RTO) may assist you by contextualising the unit to be completed in a simulated workplace environment.

You will be required to demonstrate knowledge and skills which must be observed directly by your assessor. Where the observation task may be difficult for the assessor to directly observed, a video recording of the practical observation task must be submitted as supplementary evidence. Verification from at least one third-party signatory, and preferably two or more witnesses is required to confirm your demonstration of these practical knowledge and skills. These witnesses would usually be your current or recent supervisors, or your assessor.

The practical assessment tasks may be completed using your own workplace, a simulated environment, or a mix of both, as instructed by your assessor. To contextualise this assessment to your industry/organisation, you may be asked by your assessor to provide additional information based on your industry/organisation.

Instructions are given for each task. If you have questions, or unclear how to proceed, consult with your assessor.

Records of all aspects of the assessment must be kept in your Learner Assessment Pack

The record of assessment is a legal document and must be signed, dated, and a copy stored as required by your Registered Training Organisation (RTO).

Steps for LearnersYour Learner Assessment Pack:

Upon receiving your Learner Assessment Pack, discuss with your assessor the expectations and requirements of this assessment. You may also need to supply contact details of one or two work referees who can confirm your skills in the industry.

Discuss with your assessor if you intend to undertake the practical assessment tasks based on your employing organisation, in a simulated business, or in a mix of both.

Your Learner Assessment Pack is where you will get the task information. Complete each task as instructed using either your own workplace, or using a simulated business, as discussed with your assessor.

After you complete your assessment, gather and submit your evidence documents as detailed in the task(s) in the timeframe agreed with your assessor.

Your assessor will advise you if there are any further steps for you to take to satisfactorily complete this assessment.

Reasonable Adjustment Adapted Reasonable Adjustment in teaching, learning and assessment for learners with a disability - November 2010 - Prepared by - Queensland VET Development Centre

Reasonable adjustment in VET is the term applied to modifying the learning environment or making changes to the training delivered to assist a learner with a disability. A reasonable adjustment can be as simple as changing classrooms to be closer to amenities or installing a particular type of software on a computer for a person with vision impairment.

Why make a reasonable adjustment?

We make reasonable adjustments in VET to make sure that learners with a disability have:

The same learning opportunities as learners without a disability, and

The same opportunity to perform and complete assessments as those without a disability.

Reasonable adjustment applied to participation in teaching, learning and assessment activities can include:

Customising resources and assessment activities within the training package or accredited course

Modifying the presentation medium

Learner support

Use of assistive/adaptive technologies

Making information accessible both before enrolment and during the course

Monitoring the adjustments to ensure learners needs continue to be met

Assistive/Adaptive Technologies

Assistive/Adaptive technology means software or hardware that has been specifically designed to assist people with disabilities in carrying out daily activities (World Wide Web Consortium - W3C). It includes screen readers, magnifiers, voice recognition software, alternative keyboards, devices for grasping, visual alert systems, digital note-takers.

IMPORTANT:

Reasonable adjustment made for collecting learner assessment evidence must not impact on the standard expected by the workplace, as expressed by the relevant unit(s) of competency. For example, if the assessment were gathering evidence of the learners competency in writing, allowing the learner to complete the assessment verbally would not be a valid assessment method. The method of assessment used by any reasonable adjustment must still meet the competency requirements.

Resources Required for AssessmentTo complete the Practical Assessment projects, you will require access to:

Computer with internet and email access and a working web browser

Installed software: MS Word, Adobe Acrobat Reader

A workplace that will allow you access to:

Workplace documentation, including:

Documentation relevant to the project you will undertake throughout this assessment

Documentation can include:

Project brief

Existing project plan or summary

Project documentation containing the project scope

Documentation identifying your organisations organisational objectives

Documents containing information about at least two other organisational projects related to the project you will be undertaking

Templates for developing the following documents:

Project Plan

Project Brief

Written Reports to evaluate the result of your project

Your organisations risk management tools

At least two project management tools used by your organisation

This can refer to applications or templates used by your organisation to monitor the progress of a project.

Financial record associated with the completed project

Record include:

Invoices

Purchase receipts

Remittances received

Accounting statements

Timesheets and/or payslips (including contract workers)

People, including:

At least two team members to undertake project work with you

At least two relevant stakeholders to participate in the planning, implementation, and review stages of project work

At least one of the relevant stakeholders must be identified as the delegating authority of the project

Stakeholders can include:

Clients

Managers and supervisors

Project sponsors

New projects or tasks for each project team members reassignment or transition

Opportunities to undertake project work in at least two occasions with a team

Project to be undertaken can be a straightforward project or a section of a project

Accessing Intranet Pages and External LinksThroughout this workbook, you will be asked to access specific pages from the simulated business, Bounce Fitness. Links to these pages are formatted in Blue Text.

To access these, hold the Ctrl key for Windows users while clicking on these links. For Mac users, directly click the link.

The simulated business, Bounce Fitness, can be accessed by going to http://bouncefitness.precisiongroup.com.au.

Assessment AgreementInstructions:

Discuss and accomplish this section with your assessor before commencing then sign the confirmation at the end of this Agreement.

Have you signed off

Delivery Method Classroom

Small Group

One-on-One

Online

Other (please describe)

Assessment Pathway (for Practical Assessment) Learners Organisation (Pre-assessment meeting conducted)

Simulated Workplace Environment (Contextualised by RTO)

Assessment Conditions Skills in this unit must be demonstrated in a workplace or simulated environment where the conditions are typical of those in a working environment in this industry.

Relevant legislation, regulations, standards and codes

Workplace documentation and resources relevant to performance evidence.

Assessors of this unit must satisfy the requirements for assessors in applicable vocational education and training legislation, frameworks and/or standards. I confirm that the activities and assessment completed as part of this unit are my own work and comply with all relevant copyright and plagiarism rules. I understand that if there is any doubt of the authenticity of any piece of my assessment, I can be orally examined and the signatory of evidence records may be contacted.

Learners name Dani Josef Cortez

Learners signature -12553956858000 Learners signature -10648953429000

Assessors name FORMTEXT

Assessors signature FORMTEXT Assessors signature FORMTEXT

End of Assessment Agreement

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Learner Assessment Pack

Assessment Tasks

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Tasks

Complete all tasks in this assessment as instructed. If you have questions, consult with your assessor.

Contextualisation of Assessments by RTOs

Contextualisation is the process of modifying assessment tools to make learning more meaningful for your learners and their employers.

Precision Group (Australia) recommends that your RTO contextualise the assessment tools to suit particular industry requirements and specific organisational requirements before using them. Contextualisation must retain the integrity of the assessment and the outcome of the unit of competency.

Short Answer QuestionsQuestion 1

Identify at least two examples of project management tools. In your own words, briefly describe how an organisation can use each tool when planning a project.

Project Management Tool How the Tool Can be Used When Planning a Project

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Question 2

Complete the table below:

Identify the following commonly used in defining parameters of a project:

At least two types of documents

At least two other sources of information

Briefly explain how each type of document, and how each source of information defines the parameters of a project.

Types of DocumentHow It Defines the Parameters of a Project

FORMTEXT FORMTEXT

Sources of Information How It Defines the Parameters of a Project

FORMTEXT FORMTEXT

Question 3

Bounce Fitness is a premier fitness centre in four cities Cairns, Brisbane, Sydney, and Melbourne.

Access the link below to learn more about Bounce Fitness:

Bounce Fitness

https://bouncefitness.precisiongroup.com.au/Bounce Fitness is planning to implement their project on enhancing the services for the Bounce Fitness Caf. Access and review the cafs marketing plan. Then, answer the questions that follow.

Bounce Fitness Internet Coffee Shop Marketing Plan

https://bouncefitness.precisiongroup.com.au/infrastructure/current-projects/In your own words, briefly explain the mission statement of Bounce Fitness Caf.

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Identify two goals of the business.

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Identify at least two objectives that Bounce Fitness Caf aims to achieve.

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Refer to the section on Service Offering. List two ways on how Bounce Fitness Caf will operate.

FORMTEXT

Question 4

Access the Fair Work Act 2009 and answer the following questions. Ensure to access the most current version of the Fair Work Act in the series.

Fair Work Act 2009

https://www.legislation.gov.au/Series/C2009A00028

Based on the National Employment Standards, identify the maximum weekly hours for each of the following types of employees:

Full-time employee

FORMTEXT

Part-time and/or casual employee

FORMTEXT

List at least three reasons for unlawful termination of an employee based on this Act.

FORMTEXT

Preliminary Task

Question 5 of this Short Answer Questions require you to refer to the requirements of the work health and safety (WHS) legislation and regulations of your state/territory.

For your assessors reference:

Indicate below which state/territory you are currently based or located in by ticking the box that corresponds to your answer.

Write the title of the WHS legislation and regulations that applies in the state/territory ticked below.

When answering Question 5, you must refer to the WHS requirements of the legislation and regulations of the state/territory you ticked below.

State/territory where you are currently based or located in:

o Australian Capital Territory o South Australia

o New South Wales o Tasmania

o Northern Territory o Victoria

o Queensland o Western Australia

Title of WHS legislation and regulations applicable in the state/territory you are currently based or located in:

WHS Legislation: FORMTEXT

WHS Regulation: FORMTEXT

Question 5

Access the work health and safety legislation (WHS) relevant to your state/territory and answer the following questions.

When undertaking project work, persons conducting a business (PCBU) or employers have a primary duty of care to their workers. In your own words, explain the duty of care of the PCBU/employers to their workers.

FORMTEXT

List at least three requirements that a PCBU/employer must do, under the primary duty of care, to ensure that health and safety of their workers undertaking any project work.

FORMTEXT

Practical AssessmentThe Practical Assessment is a set of tasks that must be completed in a workplace, or in an environment with conditions similar to that of a real workplace.

To be assessed for this unit of competency, you must demonstrate your skills and knowledge to undertake a straightforward project or a section of a larger project. It includes 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.

Wherever possible, this assessment must be completed in your own workplace, including the gathering of evidence.

Where a current workplace is not available, you must conduct your practical assessment in an environment where conditions are typical of those experienced in a workplace. The environment must provide you access to all the resources required to complete this assessment.

If you dont have access to a suitable workplace, discuss with your assessor any adjustments required to the tasks to conduct a simulated workplace assessment.

IMPORTANT!

All signatures/initials in your submissions, including yours, must be handwritten and dated. Submissions with signatures/initials must be scanned.

The supervisor/observer who completes and signs your evidence submissions must provide their real name, contact number, and email address for your assessors reference.

Should you encounter issue or concerns regarding your assessment, contact your assessor.

Case Study AssessmentOverview

This assessment has two tasks:

Task 1: Identify Project Management Processes

Task 2: Outline Human Resource Processes

This assessment includes detailed scenarios and simulated environments, providing all necessary information required to complete relevant tasks and activities, based on the simulated business, Bounce Fitness <http://bouncefitness.precisiongroup.com.au/>.

This will not require you to access a real workplace, however, some tasks to be completed are similar to those typically done in a real workplace.

Task 1: Identify Project Management ProcessesAccess and review your organisations policies and procedures for the following project management areas:

Lines of authorities and approvals

Quality assurance

Budget

Finance

Recordkeeping

Reporting

Complete the table below:

Identify the title of at least one organisational policy and procedure accessed for each area listed below

Outline your organisations process for managing each area listed during a project.

You must submit a copy of each organisational policy and procedure identified as supplementary evidence for this task.

Project Management Area Organisational Policy and Procedure Outline of Process

Lines of authorities and approvals FORMTEXT FORMTEXT

Quality assurance FORMTEXT FORMTEXT

Budget FORMTEXT FORMTEXT

Finance FORMTEXT FORMTEXT

Record keeping FORMTEXT FORMTEXT

Reporting FORMTEXT FORMTEXT

Task 2: Outline Human Resource Processes

Access and review your organisations policies and procedures related to the following situations related to human resources during the delivery of a project:

Acquisition

This involves either recruiting or reassigning employees to fill open positions required for your project.

Development

This involves ensuring that each employee can accomplish work tasks according to organisational standards or expectations.

Management

This involves overseeing all employees to ensure that work tasks are being completed on time and according to set standards.

Complete the table below:

Identify the title of at least one organisational policy and procedure accessed for each area of human resource listed below

Outline your organisations process for human resource management.

Briefly explain how each process can be used to complete a project.

You must submit a copy of each organisational policy and procedure accessed as supplementary evidence for this task.

Area of Human Resource Organisational Policy and Procedure Process for Each Area of Human Resource Brief Explanation of How Each Process Can be Used to Complete a Project

Acquisition FORMTEXT FORMTEXT FORMTEXT

Development FORMTEXT FORMTEXT FORMTEXT

Management FORMTEXT FORMTEXT FORMTEXT

Workplace Project AssessmentProject Overview

This assessment is divided into four parts:

Part 1 Establish Project Parameters

Part 2 Develop Project Plan

Part 3 Administer and Monitor Project

Part 4 Finalise and Review the Project

This project requires you to complete the assessment tasks in a real workplace, or in an environment with conditions similar to that of a workplace.

Each task comes with a set of instructions. You are to follow and perform these instructions while being observed by the assessor and/or submit any required documentation.

Before starting this assessment, your assessor will discuss with you these tasks including instructions and guidance for satisfactorily completing them.

You are required to:

Complete the tasks within the time allowed, as scheduled in-class roll.

Identify the scope of a project you will be completing for this assessment

Plan and manage the projects budget and timeframes

Develop a project plan

Conduct risk management for identified risks related to the project and the work health and safety (WHS) of all individuals involved in the project

Implement and monitor the project according to approved plans

Finalise and review the project conducted

Transition team members at the end of the project

Resources Required for Assessment

Resources you need to access to complete the project assessment are outlined in the Resources Required for Assessment section of this workbook, and in the corresponding Assessors Checklist and/or Observation Form of each task.

Discuss each requirement with your assessor before commencing with each task. They will organise the resources required for this assessment.

IMPORTANT: Additional workplace resources may be required upon the contextualisation of this assessment.

Forms and Templates

Generic forms and templates are provided in the project tasks, unless otherwise specified. These can be accessed from the following link:

BSBPMG430 Forms and TemplatesIf you are currently in a workplace, use similar workplace templates and forms used by your organisation to complete each assessment task. Discuss with your supervisor and your assessor first to ensure that the forms/templates you will use from your organisation cover all criteria required by each assessment task.

Review these forms and templates with your assessor before starting the task.

Part 1. Establish Project ParametersTask Overview

This part of the project requires you to establish the parameters of at least two projects you will undertake with your team. Specifically, you are required to:

Identify project scope

Define project stakeholders

Seek clarification from delegating authority of issues related to project and project parameters

Identify responsibilities of relevant stakeholders and reporting requirements

Clarify relationship of project to other projects and to the organisations objectives

Identify availability of resources and access to resources for undertaking the project

Resources Required:

To complete this project, you will need access to the following:

A workplace that will allow you access to:

Workplace documentation, including:

Documentation relevant to the project you will undertake throughout this assessment

Documentation can include:

Project brief

Existing project plan or summary

Project documentation containing the project scope

Documentation identifying your organisations organisational objectives

Documents containing information about at least two other organisational projects related to the project you will be undertaking

People, including:

At least two project team members

At least three project stakeholders

Stakeholders can include:

Clients

Managers and supervisors

Project sponsors

Resources that you will need to conduct your project

Resources can include:

Human resources

Physical Resources

Technical resources

Seek an opportunity within your organisation to undertake at least one project within the workplace.

The type of project you will undertake will vary depending on the industry or organisation youre currently in. Ensure that the projects you will undertake can be completed within the period of your assessment.

IMPORTANT:

Keep a copy of the document submitted in this task. You will resubmit them as attachments to your Project Plan at the end of this project.

-28067032030400Task 1.1 Establish Project Parameters

ASSESSMENT INSTRUCTIONS

Seek an opportunity within your organisation to undertake at least one project within the workplace. This can be a short-term project or a section of a large project from the organisation.

Seek permission from relevant personnel to allow you access to documentation relevant to the project you will undertake. These include but are not limited to:

Project brief

This can be from your organisation or from an external client

Existing project plan or summary

Project documentation containing the project scope, such as:

Expected outcomes of the project

Inclusions and exclusions of the project

Project timeframes

Resources required

Quality standards of the project

Where possible, the documents you will access must be current and aligned with the timeframes of the selected project.

Review the relevant documentation and collate information that you can use to establish the scope of your project.

Access the Project Scope Statement template in the Bounce Fitness site. Use this to identify the following parameters in your project:

Preliminary information, including:

Name of workplace/organisation

Title of the project

Project manager (your name)

Project sponsor

Identify who commissioned the project whether its for an external client or an internal project within the organisation.

Date (when the Project Scope Statement is created)

Purpose of the project

Briefly describe why this project is to be undertaken.

Relevant organisational objectives

Identify at least two organisational objectives relevant to this project.

Scope of the project

Describe the coverage of the project or what is aimed to be achieved at the end of the project.

Exclusions

Describe what areas or aspects are not to be included in this project.

Relevant organisational projects

Identify at least two organisational projects relevant to this project. Briefly explain how each identified project is relevant to the one you will undertake.

Project stakeholders

Identify at least three stakeholders who will be involved in the project to be undertaken. You must include your name and role as project manager as the third stakeholder.

Stakeholders can include:

Clients

Managers and supervisors

Project sponsors

At least one of the other two stakeholders must be identified as the delegating authority for the project.

Stakeholder responsibilities

Identify at least two responsibilities of each stakeholder identified in relation to the project.

Project team members

Identify at least two team members who will be included in the project you will undertake. Specify the work roles of each of your team members.

Indicate your name as the third team member, with your role as project manager.

Deliverables

Identify at least two products, services, or outputs expected to be completed in the project.

Acceptance criteria/measures of success

Identify at least two criteria that will determine the achievement/completion of the deliverables.

Project constraints

Identify and describe at least two factors, events, or circumstances that can occur and will potentially limit or restrict the implementation of the project, e.g. predefined budgets or timelines from clients.

Project assumptions

Identify at least two factors, events, or circumstances that are expected to occur, and can impact the project, e.g. Each team member can complete their deliverables in two weeks.

Reporting requirements

Outline the requirements on how progress will be reported during this project. You may refer to your organisations processes or develop the requirements that you intend to implement.

Indicate the frequency of each report submission, e.g. weekly

Include in the reporting requirements the person responsible for submitting and receiving specific reports within the project.

Project references

Log all documentation and references accessed to determine the requirements of this project.

When writing the Project Scope Statement, ensure use of the following as appropriate for a project planning document:

Vocabulary

Structure

Conventions

Ensure that you have completed the Project Scope Statement before commencing with the next task.

Submit the partially completed Project Scope Statement to your assessor.

Task 1.2 Clarify Project Issues and Other Parameters with Delegating Authority

-349250-26035000ASSESSMENT INSTRUCTIONS

Access and review the parameters of the project you recorded in the Project Scope Statement completed in Task 1.1 to identify issues with the project and its parameters.

Issues can be any situation or circumstance that can occur during the course of the project or are already present and need to be addressed before the project commences.

Review the relevant projects you have identified in the Project Scope Statement.

Access and review your organisations requirements relating to gaining project approvals. Refer to this information when seeking clarification for your project.

Based on these organisational requirements, clarify the following information with the identified delegating authority of the project:

Issues relating to the project and its parameters

At least one issue must be related to the project

At least two issues must be related to any parameters of the project

Relationship of the project you will undertake to the following:

Each of your organisations objectives

Each of the two related projects of your organisation

Refer to corresponding responses provided in the Project Scope Statement you completed.

Where possible, provide the delegating authority with a copy of the Project Scope Statement to ensure their overall understanding of the project.

Upon the approval of the Project Scope Statement, have your delegating authority sign the Approval section of the Project Scope Statement. This is to confirm that they have approved the information listed in your completed document.

Submit evidence to your assessor that demonstrate when you clarified the above information with the delegating authority. Evidence may vary, depending on your organisations requirements.

Evidence can include:

Meeting Minutes with handwritten signature of the delegating authority

Email correspondence with clarification from the delegating authority

Submit the following to your assessor:

Approved Project Scope Statement

Evidence of clarifications with delegating authority

Evidence can include:

Meeting Minutes with handwritten signature of the delegating authority

Email correspondence with clarification from the delegating authority

Task 1.3 Determine Availability and Access to Project Resources

-349250-26035000ASSESSMENT INSTRUCTIONS

Locate the Project Resources Log provided in the Bounce Fitness site. Use this template to identify the resources required to undertake the project.

Where possible, specify all resources required for the project. For the purpose of this assessment, you must identify the following:

At least two physical resources

These include but are not limited to resource materials, equipment, facilities and other such objects.

At least two human resources

These include colleagues or other work roles who will be integral for the delivery of the project

At least two technical resources (optional)

These include but are not limited to specific technologies or applications needed to complete the project; write Nil or NA if not required for the project

For each resource identified:

Specify if the resource is readily available in your organisation

If yes, specify where this can be accessed

E.g. if its a resource material, it can be accessed via storage space in your workplace; if human resources, you may indicate the department/work area where they are a part of

If no, specify how you will obtain the resource,

E.g. if a specific work role is required but is not a part of the organisation yet, you may seek contractor services

Indicate the date when you checked the availability of each resource

Indicate the estimated cost of each resource for the duration of the project

E.g. if referring to physical or technical resources that you need to purchase, calculate for its cost; if referring to human resources, indicate the salaries (per month)

If resources refer to equipment or facilities that are already in the organisation, write NA.

You may conduct your own research or seek assistance from relevant personnel in the organisation who have access to documents relating to cost of resources.

Have at least one of the relevant stakeholders identified in the Project Scope Statement review and sign off the declaration of the Project Resources Log. This is to confirm that the resources are ready by the time you commence the project. Their signature must be handwritten.

Submit the completed Project Resources Log to your assessor.

Part 2. Develop Project PlanTask Overview

This part of the project requires you to develop a project plan based on the identified parameters and other requirements. Specifically, you are required to:

Identify risks and develop a risk management plan for project, including Work Health and Safety (WHS)

Develop project budget and timeframe and seek approval from relevant stakeholders

Consult team members and apply their views in planning the project

Identify and access appropriate project management tools

Develop project plan according to project parameters and deliverables

Finalise project plan and gain necessary approvals to commence project according to documented plan

Resources Required:

To complete this project, you will need access to the following:

A workplace that will allow you access to:

Template used for developing a Project Plan

Your organisations risk management tools

At least two project management tools used by your organisation

This can refer to applications or templates used by your organisation to monitor the progress of a project.

People, including:

At least two project team members

At least three project stakeholders

IMPORTANT:

Keep a copy of the documents submitted in this task. You will resubmit them as attachments to your Project Plan at the end of this project.

Task 2.1 Conduct Project and WHS Risk Assessment

-349250-26035000ASSESSMENT INSTRUCTIONS

Seek assistance from your supervisor or relevant project stakeholders to assist you in identifying risks in both the project, and work health and safety. Ensure to follow organisational policies and procedures when documenting identified risks.

Access the Risk Register template provided in the Bounce Fitness site

Partially complete one Risk Register for each area listed below:

Project to be undertaken

Work health and safety (WHS)

Ensure to indicate in the filename of each Risk Register which one is for the project and which one is for WHS.

Complete section A. Initial Risk Assessment for each Risk Register:

Describe at least two risks for each area listed above

For the purpose of this assessment, focus on the risks that will directly impact the deliverables of your project.

Conduct an initial assessment of each risk in terms of its:

Likelihood to occur

Impact on the project and/or WHS

Risk rating of each identified risk

Identify the priority level of each risk

Identify at least one control measure to mitigate each risk. Control measures selected must be based on the hierarchy of controls.

Leave the B. Revised Risk Assessment section blank in both templates. You will complete these during the implementation of the project in Part 3 of this assessment.

Use your organisations risk management tools to complete this section. You must submit the organisational risk management tools you used to complete this task as attachments in the next task.

If your organisation does not have risk management tools, you can use the risk rating matrix provided in the following pages as guidance.

Have your supervisor review and sign off each of the Risk Registers. Their signature must be handwritten.

There is no submission at this point. The following will be submitted as attachments in the next task:

Two partially completed Risk Registers

At least one Risk Register for the project

At least one Risk Register for WHS

Organisational risk management tools to partially complete the Risk Registers

Risk Rating Matrix

Instructions to the Learner: Use this matrix and the interpretation below to complete the Risk Register. Write only the corresponding letters below for likelihood and rating, and the corresponding number for the impact.

Likelihood (L) Impact (I)

Insignificant

1 Minor

2 Moderate

3 Major

4 Severe

Rating

Almost certain High (H) High (H) Critical I Critical I Critical I

Likely Moderate (Mo) High (H) High (H) Critical I Critical I

Possible Low (L) Moderate (Mo) High (H) Critical I Critical I

Unlikely Low (L) Low (L) Moderate (Mo) High (H) Critical I

Rare Low (L) Low (L) Moderate (Mo) High (H) High (H)

Risk Rating Interpretation: Project Risks

Likelihood (L) Impact (I)

Almost certain Is expected to occur in most circumstances 1. Insignificant Nearly negligible but does not really affect the overall progress of the project

Likely Will probably occur in most circumstances 2. Minor Results into damage but will not likely affect the overall progress of the project

Possible Could occur at some time 3. Moderate Results into damage but do not pose a great threat to the project

Unlikely Not likely to occur in normal circumstances 4. Major Risks are significant and can lead to a great amount of project loss

Rare May occur only in exceptional circumstances 5. Severe Project may be completely unproductive and unfruitful

Risk Rating Interpretation: WHS Risks

Likelihood (L) Impact (I)

Almost certain Is expected to occur in most circumstances 1. Insignificant Injuries not requiring first aid

Likely Will probably occur in most circumstances 2. Minor First aid required

Possible Could occur at some time 3. Moderate Medical treatment required

Unlikely Not likely to occur in normal circumstances 4. Major Hospital admission required

Rare May occur only in exceptional circumstances 5. Severe Death or permanent disability to one or more persons

Risk Priority Scale

Risk Rating Risk Priority Description

1 3 L Low: May require consideration in any future changes to the work area or processes, or can be fixed immediately.

4 6 M Moderate: May require corrective action through planning and budgeting process.

8 12 H High: Requires immediate corrective action.

15 25 E Extreme: Requires immediate prohibition of the work process and immediate corrective action.

Task 2.2 Develop Risk Management Plan

-349250-26035000ASSESSMENT INSTRUCTIONS

Review the initial risk assessment conducted in Task 2.1. You will need this information to develop a risk management plan for both project and work health and safety (WHS).

Locate the Risk Management Plan template provided in the Bounce Fitness site. Complete one Risk Management Plan based on your initial risk assessment for the project and WHS.

You may use your organisations style guide or template to develop the Risk Management Plan, however, your submission must include the requirements provided below.

Complete the following in the Risk Management Plan:

Preliminary details

Title of the project

Project environment

Date of the plan (when it was created)

Version control and document history

For this assessment, the document is at version 1.0 in the current date.

Introduction

Purpose of the risk management plan

Briefly explain at least two purposes of the risk management plan one purpose must be in relation to the project, and one purpose in relation to WHS.

Objectives of risk management

List at least two objectives.

Definition of terms

List and define terms that need to be understood in the context of this risk management.

Risk Management Process

Explain in each of the following sections how risks in both the project and WHS will be identified, analysed, and managed throughout the project cycle.

Risk identification

Outline the process you used to identify risks in both the project and WHS.

Risk analysis

Briefly explain the following:

how the risk rating is used for risk analysis

how risks are prioritised

At least two timelines on when each control measure identified in the Risk Registers from Task 2.1 will be implemented

One timeline for the project risks control measures

One timeline for the WHS risks control measures

Risk response

*Refer to your responses in each completed Risk Register from Task 2.1

Each identified risk per area*

Likelihood of each risk occurring*

Impact of each risk*

Control measure to be implemented for each risk*

*Refer to your completed Risk Register from Task 2.1.

Person responsible

Identify individual stakeholders who are responsible for responding to each risk identified for both project and WHS. These can include your project team members.

Target implementation date for each control measure

Expected outcome for each control measure to be implemented

Risk tracking and reporting

Explain how risks will be tracked and outline the reporting requirements. Specify any tools that will be used in the risk management process, e.g. Risk Log, and indicate the individual stakeholder to whom risks are to be reported.

Approvals

Have at least two relevant stakeholders review and approve your Risk Management Plan. Ask them to sign the Approvals section in your document which must include:

Name of stakeholder

Job role/position

Handwritten signature

Date of approval

Appendices/Attachments

Include the Risk Registers and from Task 2.1 and other relevant tools used to develop the Risk Management Plan. If you use your organisations risk management tools to partially complete the Risk Registers in Task 2.1, include those as well.

Submit the completed Risk Management Plan including its attachments to your assessor:

Task 2.3 Develop Project Budget and Timeframes

-349250-26035000ASSESSMENT INSTRUCTIONS

This task will require you to develop a budget plan and set the timeframes for the project you will undertake.

You can use your organisations style guide or templates to develop the budget plan and the project timeframes, however, your submission must include the requirements provided below.

Develop Project Timeframes

Locate the Project Timeframes template provided in the Bounce Fitness site.

You can also use other project management tools used by your organisation to plot project timeframes.

Review the Project Scope Statement completed in Task 1.1. Refer to the deliverables of the project and identify the tasks/milestones involved to complete each deliverable.

Fill out the Project Timeframes template with the following details about the project:

Preliminary information including:

Title of the project

Target start and finish date of the project

At least two deliverables of the project

Breakdown of tasks or milestones to be undertaken to complete each deliverable

Number of tasks/milestones will vary depending on the project deliverable.

Status of each task or milestone

Owner

Identify the team member assigned to complete each task/milestone.

Target start and finish dates of each task or milestone

Time allocation per task

Indicate the target timeframe for completing each task/milestone.

You may add other details that will assist you in preparing your project plan at this stage, however, this is not required.

Develop the Project Budget

Locate the Project Budget Plan template provided in the Bounce Fitness site.

You may also use other tools used by your organisation to develop project budgets.

Refer to the breakdown of tasks or milestones in the Project Timeframes Template completed in Task 2.3-A.

Complete the Project Budget Plan:

In the Expense Type column of the Project Budget Plan, record the resources required for the project. Where possible, breakdown the resources required into categories to easily identify the expenses. These include but are not limited to:

Cost of Labour

Materials (supplies or raw materials)

Other expenses such as:

Travel cost

Purchase of equipment

Rent of facilities

Indicate how many of each resource will be needed in the Quantity column.

In the Estimated Cost column of the template, indicate the estimated cost for purchasing or acquiring each resource.

Breakdown of resources will vary depending on the requirements of the project and their availability. You may refer to the Estimated Cost of Resource from the Project Resources Log completed in Task 1.3.

Calculate the overall estimated cost.

Leave the Actual Cost column blank. You will complete this during the implementation of the project in Task 4.1 of this assessment.

Seek Approval for Project Timeframes and Budget

Have at least two relevant project stakeholders review, approve and sign off the Approvals section of Project Timeframes template and Project Budget Plan. This includes the following:

Name of stakeholder

Job role/position

Handwritten signature

Date of approval

Note: The Approvals section in your Project Timeframes template and Project Budget Plan may vary depending on the template used, however, your submission must clearly demonstrate that these were approved before commencing the project.

Record any changes required by the relevant stakeholders in your project timeframes and budget plan. Amend these changes as recommended. Then, update this in the Version Control and Document History section of each template.

Initial version of each document must be at version 1.0 in the current date.

Submit the following to your assessor:

Completed and approved Project Timeframes template

Completed and approved Project Budget Plan template

Where amendments were included in the submission, you must also submit version 1.0 of the templates.

Task 2.4 Consult Team on Project Planning

-349250-26035000ASSESSMENT INSTRUCTIONS

To complete this task, you must conduct a consultation with your team members to discuss the project you will be undertaking.

Review the following documents you completed from Task 1.1 to Task 2.3:

Project Scope Statement

Risk Management Plan

Project Timeframes

Project Budget Plan

Locate the following documents:

Meeting Minutes template in the Bounce Fitness site

Observation Form provided within this workbook. The Observation Form outlines all the skills you need to demonstrate during this task. Provide your assessor with a copy of the Observation Form.

Review the instructions here and the skills outlined in the Observation Form. Arrange a time with your assessor to observe you in conducting the meeting. Discuss all requirements of the task with your assessor and prepare these before the consultation meeting.

Your assessor will complete the Observation Form.

If direct observation from your assessor is not possible, record the meeting in a video. Ensure to obtain permission first from persons involved before doing so.

Arrange a meeting with at least two of your team members identified in the Project Scope Statement from Task 1.1.

Conduct the consultation meeting. During the meeting, discuss the following with your team members:

Overview of the project

Required deliverables

Project timeframes

Each team members roles and responsibilities in both:

The project to be undertaken

Risk management

Document your discussion in the Meeting Minutes template.

In the course of the discussion, you must:

Obtain your team members feedback or views regarding the project. This can include:

Areas of improvement

Areas requiring amendment in the project

Issues or concerns relating to the project

Use collaborative techniques to allow participation from team members

Use clear language to present or seek information

Use listening and questioning skills to seek information and confirm understanding of team members

Each team member must provide at least one feedback or view at any point during the meeting.

At the end of the meeting, have each of your team member sign off beside their names in the Meeting Minutes template. Their signatures must be handwritten.

Submit the following to your assessor:

Completed Meeting Minutes

Video recording of the meeting (Only if direct observation is not possible)

Observation Form (For Assessors Use Only)

INSTRUCTIONS TO THE ASSESSOR

The assessor is to observe the learner as they complete the assessment task and skill requirements outlined in this Observation Form.

Before observing the learner:

Review and discuss with the learner the task instructions, and skill requirements which they need to demonstrate to complete this assessment.

Ensure that the learner understands the requirements of the task and the skill requirements before proceeding.

For this assessment, the learner is required to meet with their project team members to discuss and consult about the requirements of the project they are planning to undertake. Prior to conducting the meeting, discuss with the learner to ensure that they have access to the following:

A safe environment to conduct the meeting (please tick at least one):

the workplace: Indicate location of assessment.a simulated workplace environment: Indicate location of assessment.Assessment requirements (please tick all requirements found in the assessment environment):

At least two project team members

Meeting Minutes template

Video camera or a mobile phone with video recording capabilities

Only if direct observation is not possible.

Continued on the next page.

Your Role as the Observer/Assessor

You are required to observe the learner meet with their project team members to discuss and consult about the requirements of the project they are planning to undertake. The learner will provide you a copy of the Observation Form which you must complete during the observation task.

Select the method of observation to be conducted:

Direct observation

Assessor must be physically present in the assessment environment.

Observation via video recording

Learner and the assessment requirements must be present in the video recording.

Complete the Observation Form for this task:

Observe the learner demonstrate each skill requirement outlined in the form as they undertake the task.

Indicate the date when the observation is conducted.

Tick each item in the form as YES if the learner satisfactorily demonstrates each skill requirement based on the criteria provided. Write objective feedback on how the learner demonstrated each skill requirement based on your observation.

Tick each item in the form as NO if the learner does not satisfactorily demonstrate each skill requirement. Write objective feedback including additional information on how the learner can satisfactorily demonstrate this requirement for this task.

Provide an overall feedback on the learners performance to assist the learner in addressing any areas of improvement.

Sign off the Assessor Declaration at the end of the Observation Form to confirm this observation.

Discuss any further queries about the task and associated requirements with the learner before commencing.

Observation Form begins on the next page.

Observation Form

Learner Name: FORMTEXT

Name of Workplace/Organisation: FORMTEXT

Task Title

Refer to task title. FORMTEXT

Date of Observation: FORMTEXT

Did the learner demonstrate the following during the meeting with project team members? Yes No Comments

Participate in verbal discussion to present information while using the following:

Clear language

Did the learner:

Speak in a polite and professional manner FORMCHECKBOX FORMCHECKBOX FORMTEXT

Explain concepts or jargons that are unclear to audience FORMCHECKBOX FORMCHECKBOX Use simple words to discuss information FORMCHECKBOX FORMCHECKBOX Appropriate features

Did the learner:

Maintain eye contact with the audience FORMCHECKBOX FORMCHECKBOX FORMTEXT

Use correct pauses in between discussion points FORMCHECKBOX FORMCHECKBOX Use hand or arm gestures to emphasise points in the discussion FORMCHECKBOX FORMCHECKBOX

Use listening skills to seek information from others regarding the topic being discussed

Did the learner: FORMTEXT

Refrain from interrupting the person speaking FORMCHECKBOX FORMCHECKBOX Suspend judgment when the person answers a question or provides their opinion on the topic FORMCHECKBOX FORMCHECKBOX Focus on the words spoken by the other person FORMCHECKBOX FORMCHECKBOX Use appropriate facial expressions such as nodding or smiling to show that they are listening FORMCHECKBOX FORMCHECKBOX Summarise discussion point or questions from speaker to confirm understanding FORMCHECKBOX FORMCHECKBOX Provide relevant responses to the persons questions FORMCHECKBOX FORMCHECKBOX Use questioning skills to confirm understanding of others regarding the topic being discussed FORMTEXT

Did the learner:

Encourage audience to ask questions FORMCHECKBOX FORMCHECKBOX Use open ended questions to quickly review the topic discussed FORMCHECKBOX FORMCHECKBOX Ask challenging questions relevant to the topic to stimulate thinking FORMCHECKBOX FORMCHECKBOX

Use collaborative techniques to engage stakeholders in consultation FORMTEXT

Did the learner:

Adopt a round-robin discussion to encourage each attendee to discuss share their feedback FORMCHECKBOX FORMCHECKBOX Ask attendees to discuss with each other FORMCHECKBOX FORMCHECKBOX Encourage attendees to build on other attendees feedback or response FORMCHECKBOX FORMCHECKBOX OVERALL FEEDBACK TO LEARNER

FORMTEXT

ASSESSOR DECLARATION

By signing here, I confirm that I have observed the learner, whose name appears above, perform/demonstrate the skills outlined in this Observation Form during the meeting.

I further confirm that the information recorded on this Observation Form is true and accurately reflects the learners performance during this task.

Assessor Name: FORMTEXT

RTO Name: FORMTEXT

Signature: FORMTEXT

Date signed: FORMTEXT

Task 2.5 Develop Project Plan

-349250-26035000ASSESSMENT INSTRUCTIONS

Review the following documents you completed from Task 1.1 to Task 2.4:

Project Scope Statement

Project Resources Log

Risk Management Plan

Project Timeframes

Project Budget Plan

Meeting Minutes

Review the Workplace Project Task 2.5 Assessors Checklist provided in the Bounce Fitness site before starting this task. This form outlines the following:

Resources you are required to access to complete the task

All criteria your submission must address to satisfactorily complete this task.

Your assessor will discuss these requirements with you, and the criteria outline in this form prior to assessment.

Develop a draft Project Plan based on the information you have from the above listed documents.

Theres no specific template to be used for the Project Plan. You may use your organisations format/style guide when writing this or, search online for formats you can refer to. However, the requirements outlined below must be in your submission.

You may also refer to the Project Plan template provided in the Bounce Fitness site.

The Project Plan you will submit must include the following sections:

Project cover sheet which includes:

Project title

Project manager (your name)

Project sponsor

Version number

Version date

Version number of this document is version 1.0, with the current date when you first created this plan.

Version Control and document history

Must be on the page after the cover sheet, indicating the following:

Version number of the document

Version date

History of modifications done

Update this section after the review and consultation in the later tasks.

Executive summary, or overview of the project

Purpose of the project must be covered here.

Related projects and relevance to current project

Identify at least two projects related to the project you will be undertaking. Briefly explain how each identified project is related to the current project.

Refer to the Project Scope Statement completed in Task 1.1.

Project deliverables

Project milestones and target timeframes

Refer to the Project Timeframes template completed in Task 2.3.

Project scope

Scope of the project

Exclusions

Project Assumptions

Project Constraints

Project governance

Legislative and regulatory context

Must include at least one for each of the following to which the project implementation must comply with:

Relevant legislation (e.g. Privacy Act, WHS Act)

Relevant regulation (e.g. WHS Regulations)

Relevant standards (e.g. National Employment Standards for contract workers, if any)

Relevant codes of practice (e.g. codes of practice used in the workplace)

Roles and responsibilities

Key stakeholders

Project team members

For each stakeholder and team member, indicate at least one of their role and responsibility in the project to be undertaken.

Responses must correspond with the key stakeholders and project team members identified in the Project Scope Statement from Task 1.1.

Risk management

Summarise the Risk Management Plan developed from Task 2.2.

Resource details

Identify all the resources identified in the Project Resources Log and the Budget Plan. Include a brief description on the purpose of each resource.

Operating procedures

Outline how each of the following will be managed when the project is undertaken:

Project finances

Resources required

Reporting requirements

Outline the reporting procedures and reporting frequency for

Project progress, including person responsible for submitting and receiving specific reports during the project.

Refer to the completed Project Scope Statement.

Monitoring of project finances and resources, including person responsible for submitting and receiving these reports within the project.

Project management tools

Identify at least two project management tools that you will use to monitor this project. This can refer to applications or templates used by your organisation.

Briefly explain how they will be used for the project.

Acceptance Criteria/Measure of Success

Refer to this section from the Project Scope Statement. Describe how you will assess each criterion/measure of success identified.

Contracts (if applicable)

Attach all contracts that are needed for conducting the project.

Attachments

Collate all documents completed and approved from Task 1.1 to Task 2.4. You will submit them as attachments when gaining approval for the overall project plan, and as evidence for this project task.

Project approvals

Name of stakeholder

Job role/position

Handwritten signature

Date of approval

This section will be completed after the project plan is finalised and presented to at least two relevant project stakeholders.

In developing the Project Plan for this task, you must ensure to:

Apply the feedback or views from project team members in Task 2.4 meeting

Use vocabulary, structure, and conventions appropriate to the plan

Once you complete the draft plan, prepare a copy of the Project Plan to be reviewed by at least two relevant stakeholders of the project. Provide them a copy of all the documents included in the Attachments sections as listed in Step 4.

You may arrange a meeting with the stakeholders or consult with them via written correspondence. In your consultation with them, obtain their feedback on the following:

Areas requiring amendment in the plan

Other issues or concerns related to the project

You will need to submit supplementary evidence of this consultation to your assessor in Task 2.6. This will include:

Meeting Minutes with handwritten signature of attending stakeholders

Email correspondence with responses from stakeholders

Video recording of meeting conducted with the stakeholders

Scanned copies of written report or copies of the Project Plan with edited reviews from stakeholders

Submit the partially completed Project Plan to your assessor.

Task 2.6 Finalise Project Plan

-349250-26035000ASSESSMENT INSTRUCTIONS

Access and review the following documents from Task 2.5:

Partially completed Project Plan

Evidence of consultation with at least two relevant stakeholders

Review the Workplace Project Task 2.6 Assessors Checklist provided in the Bounce Fitness site before starting this task. This form outlines the following:

Resources you are required to access to complete the task

All criteria your submission must address to satisfactorily complete this task.

Your assessor will discuss these requirements with you, and the criteria outline in this form prior to assessment.

Implement recommendations and amendments required to your Project Plan based on the consultation with stakeholders.

Where there are changes required to the Attachments submitted, revise them as well in their corresponding documents and apply these changes to the Project Plan.

In implementing the amendments, ensure to update the Version Control and Document History section of the Project Plan and in the necessary attachments.

Finalise the documents. Ensure that all sections of the documents:

Are complete and organised

Are properly formatted

Uses language and structure appropriate and suitable for the audience

Are free from grammar and spelling errors

Have the two relevant stakeholders from Task 2.5 review and approve the final Project Plan. Ask them to complete the following details in the Project Approvals section of the plan:

Name of stakeholder

Job role/position

Handwritten signature

Date of approval

IMPORTANT!

Ensure approval of the Project Plan before commencing with the project.

Collate the following documents to be submitted as attachments to your Project Plan:

Project Scope Statement

Project Resources Log

Risk Management Plan, including the two Risk Registers*

Project Timeframes*

Project Budget Plan*

*Keep copies of these documents as these will be used as running records to monitor the implementation of your project.

Submit the following to your assessor:

Final version of the Project Plan including attachments

Evidence of consultation with at least two relevant stakeholders

This includes but is not limited to:

Meeting Minutes with handwritten signature of attending stakeholders

Email correspondence with responses from stakeholders

Scanned copies of written report or copies of the Project Plan with edited reviews from stakeholders

Part 3. Administer and Monitor ProjectTask Overview

This part of the project requires you to undertake the project in at least two occasions, with your team members. You will also monitor its progress and completion. Specifically, you are required to:

Communicate to project team members their responsibilities and project requirements

Establish and maintain required recordkeeping systems throughout the project

Implement and monitor plans for managing project finances, resources and quality

Undertake risk management as required

Resources Required:

To complete this project, you will need access to the following:

A workplace that will allow you access to:

Template used for developing a Project Brief

People, including:

At least two project team members

At least three project stakeholders

Additional resources needed to implement your project

IMPORTANT:

Keep a copy of the documents submitted in this task. You will resubmit them as attachments to your Project Plan at the end of this project.

Task 3.1 Establish Recordkeeping Systems for Project

-349250-26035000ASSESSMENT INSTRUCTIONS

Before commencing the project, you need to establish and prepare recordkeeping systems to effectively monitor the progress of your project.

Locate the Recordkeeping Systems Log provided in the Bounce Fitness Site. Use this to identify the recordkeeping systems you will use to monitor and report the project progress.

Review the reporting requirements and project management tools outlined in your Project Plan from Task 2.5. You can also refer to the relevant recordkeeping systems used by the organisation when undertaking project work.

Complete the Recordkeeping Systems Log:

Identify at least one type recordkeeping system that you intend to use to monitor for each of the following:

Project progress status

This must record the following:

Project tasks/milestones to complete the deliverables

start and finish dates of each task/milestone

Status of each task

Team Member assigned to each task

You can use the Project Timeframes template (Task 2.3) or similar templates.

Budget and resources

This must record the actual costs and resources used throughout the project. You can refer to the Project Budget Plan template (Task 2.3) or similar templates.

Risk management

This is a running record when the control measures in the Risk Management Plan were implemented, including a revised risk rating.

Use the Risk Register: Project and Risk Register: WHS from Task 2.1 for this.

Status reports log

This record must show when you have reported to relevant stakeholders about the status of the project in line with the reporting requirements in the Project Plan (e.g. correspondence, document signoff, etc.).

Supplementary evidence of communication/reporting must be submitted at Part 4 of the Practical Assessment.

Access the Status Reports Log in the Bounce Fitness site.

Briefly describe the purpose of each recordkeeping system identified.

Descriptions must show that each of the areas listed above will be monitored by at least one recordkeeping system.

Identify the frequency of updating each recordkeeping system

If you will be using your own organisations templates as reference for completing this task, you must review each template with your assessor. This is to ensure that all requirements, as outlined in the generic templates, are present in the documents you will be using.

Complete the Recordkeeping Systems Log with the following:

Title of the project

Type of recordkeeping system

Purpose of the recordkeeping system

Frequency of update

Submit the completed Recordkeeping Systems Log to your assessor.

IMPORTANT!

Ensure to prepare all the recordkeeping systems required before administering the project.

Task 3.2 Communicate Project Brief to Team

-349250-26035000ASSESSMENT INSTRUCTIONS

To complete this task, you must create a Project Brief and communicate this document to your team members.

Access and review the following approved documents

Project Plan from Task 2.6

Recordkeeping Systems Log from Task 3.1.

Review Workplace Project Task 3.2 Assessors Checklist in the Bounce Fitness site before starting this task. This form outlines the following:

Resources you are required to access to complete this task

All criteria your submission must address to satisfactorily complete this task

Your assessor will discuss these requirements with you, and the criteria outline in this form prior to assessment.

Prepare a Project Brief which you will use to inform your team members about the project to be undertaken.

Theres no specific template to be used for the Project Brief. You may use your organisations format/style guide when writing this or, search online for formats you can refer to. However, the requirements outlined below must be in your submission.

The Project Brief you develop must include the following discussion points:

Each team members responsibilities for:

Specific tasks or milestones to be completed throughout the project

In line with risk management

Expected start and finish dates for each project task or milestone

Any specific needs that must be addressed to ensure that the quality and timelines of the project are met

Specifications of the project, including:

Reporting requirements

Acceptance criteria/measure of success for deliverables

Recordkeeping systems to be used throughout the project and how to use them

Locate the Observation Form provided within this workbook. The Observation Form outlines all the skills you need to demonstrate during this task.

Review the instructions here and the skills outlined in the Observation Form. Arrange a time with your assessor to observe you in conducting the project briefing. Discuss all requirements of the task with your assessor and prepare these before the briefing.

Your assessor will complete the Observation Form.

If direct observation from your assessor is not possible, record the meeting in a video. Ensure to obtain permission first from persons involved before doing so.

Access the Meeting Minutes template provided in the Bounce Fitness site. Use this to document your discussion with your project team members.

Arrange a meeting with your team members to brief them about the project. Discussion points above must be recorded as agenda items in the Meeting Minutes. You may also provide them with a copy of the Project Brief prior to this meeting.

At the end of the meeting, have each of your team member sign off beside their names in the Meeting Minutes template. Their signatures must be handwritten.

Submit the following to your assessor:

Completed Project Brief

Completed Meeting Minutes

Video recording of the meeting (Only if direct observation is not possible)

Observation Form (For Assessors Use Only)

INSTRUCTIONS TO THE ASSESSOR

The assessor is to observe the learner as they complete the assessment task and skill requirements outlined in this Observation Form.

Before observing the learner:

Review and discuss with the learner the task instructions, and skill requirements which they need to demonstrate to complete this assessment.

Ensure that the learner understands the requirements of the task and the skill requirements before proceeding.

For this assessment, the learner is required to meet with their project team members to brief them about the project before they commence. Prior to conducting the meeting, discuss with the learner to ensure that they have access to the following:

A safe environment to conduct the meeting (please tick at least one):

At least two project team members

Project Brief

Meeting Minutes template

Video camera or a mobile phone with video recording capabilities

Only if direct observation is not possible.

Your Role as the Observer/Assessor

You are required to observe the learner meet with their project team members to discuss the completed Project Brief for the project they will undertake. The learner will provide you a copy of the Observation Form which you must complete during the observation task.

Select the method of observation to be conducted:

Direct observation

Assessor must be physically present in the assessment environment.

Observation via video recording

Learner and the assessment requirements must be present in the video recording.

Complete the Observation Form for this task:

Observe the learner demonstrate each skill requirement outlined in the form as they undertake the task.

Indicate the date when the observation is conducted.

Provide an overall feedback on the learners performance to assist the learner in addressing any areas of improvement.

Sign off the Assessor Declaration at the end of the Observation Form to confirm this observation.

Discuss any further queries about the task and associated requirements with the learner before commencing.

Observation Form begins on the next page.

Observation Form

Learner Name: FORMTEXT

Name of Workplace/Organisation: FORMTEXT

Task Title

Refer to task title. FORMTEXT

Date Observed: FORMTEXT

TO THE ASSESSOR:

Read through each skill requirement below then observe the learner undertake the task. Tick YES or NO to confirm the learners satisfactory demonstration of each skill below. Provide objective, written feedback on how the learner demonstrated each skill requirement based on your observation.

Did the learner demonstrate the following during the meeting with project team members? Yes No Comments

Participate in verbal discussion to present information while using the following:

Clear language

Did the learner:

Speak in a polite and professional manner FORMCHECKBOX FORMCHECKBOX FORMTEXT

Explain concepts or jargons that are unclear to audience FORMCHECKBOX FORMCHECKBOX Use simple words to discuss information FORMCHECKBOX FORMCHECKBOX

Appropriate features

Did the learner:

Maintain eye contact with the audience FORMCHECKBOX FORMCHECKBOX FORMTEXT

Use correct pauses in between discussion points FORMCHECKBOX FORMCHECKBOX Use hand or arm gestures to emphasise points in the discussion FORMCHECKBOX FORMCHECKBOX Explain the information in the Project Brief clearly to the team FORMTEXT

Did the learner:

Identify each team members responsibilities FORMCHECKBOX FORMCHECKBOX Discuss the when each team member is expected to begin and end each task assigned to them FORMCHECKBOX FORMCHECKBOX Ask challenging questions relevant to the topic to stimulate thinking FORMCHECKBOX FORMCHECKBOX Clearly identify all specific needs that the team must address during the duration of the project FORMCHECKBOX FORMCHECKBOX Discuss all the specifications of the project that the team must be aware of to successfully deliver the project FORMCHECKBOX FORMCHECKBOX Explain to the team each recordkeeping system that will be used for the project and how to use each one FORMCHECKBOX FORMCHECKBOX

Use listening skills to seek information from others regarding the topic being discussed

Did the learner: FORMTEXT

Did the learner:

Use collaborative techniques to engage stakeholders in consultation FORMTEXT

Did the learner:

FORMTEXT

ASSESSOR DECLARATION

By signing here, I confirm that I have observed the learner, whose name appears above, perform/demonstrate the skills outlined in this Observation Form during the meeting.

I further confirm that the information recorded on this Observation Form is true and accurately reflects the learners performance during this task.

Assessor Name: FORMTEXT

RTO Name: FORMTEXT

Signature: FORMTEXT

Date signed: FORMTEXT

Task 3.3 Implement and Monitor the Project

-349250-26035000ASSESSMENT INSTRUCTIONS

Review and prepare all the resources and tools you need to undertake the project. Ensure that your team fully understand their responsibilities and the expectations of the project before commencing.

Locate the Observation Form provided within this workbook. The Observation Form outlines all the skills you need to demonstrate as you undertake the project with your team members.

Review the instructions here and the skills outlined in the Observation Form. Arrange a time with your assessor to observe you as you undertake the project. Discuss all requirements of the task with your assessor and prepare these before the implementing the project.

Your assessor will complete the Observation Form.

If direct observation from your assessor is not possible, record the meeting in a video. Ensure to obtain permission first from persons involved before doing so.

IMPORTANT!

It is expected that specific tasks within the project, requiring assessor observation, will be completed at different timelines based on the Project Timeframes template. Discuss with your assessor how the observations will be conducted in this task.

Setup the recordkeeping systems identified in the Recordkeeping Systems Log from Task 3.1 to be accessed and used by the team

Implement the project based on the approved Project Plan from Task 2.6. Ensure that during the course of the project, you must:

Regularly update the records relevant to the following, with your team members:

Project progress status

Budget and resources

Risk management

Status reports log

Ensure that each update corresponds with your response for frequency of updates identified in the in the Recordkeeping Systems Log from Task 3.1.

Undertake risk assessment for both project and work health and safety (WHS)

Provide support to your team members in completing target deliverables

Locate the Risk Treatment Plan provided in the Bounce Fitness site. Complete this as you implement the control measures for both project and WHS. The Risk Treatment Plan must include the following:

At least two identified risks one for the project, and one for WHS

At least one control measure implemented for each identified risk based on initial risk assessment

Date when each control measure was implemented

Outcome of each implementation

Control measures to be implemented based on revised risk assessment

Identify at least one for each risk. Each control measure must be based on the hierarchy of controls and the revised risk rating in each Risk Register.

Date when each control measure will be next implemented

Have your supervisor review and sign off the completed Risk Treatment Plan. Their signature must be handwritten.

At the end of the project, your team must complete the following:

At least two deliverables

Each deliverable must be reported and forwarded to at least two relevant stakeholders.

At least one control measure implemented for each of the following:

At least one risk related to the project

At least one risk related to work health and safety

A revised risk rating must be provided in the corresponding Risk Registers after the implementation of each control measure. The Risk Treatment Plan must be completed together with the Risk Registers.

Locate the Status Reports Log provided in the Bounce Fitness site. Use this to document when you have forwarded required reports to at least two relevant project stakeholders in line with the reporting requirements of your Project Plan.

Ensure that each report is received and acknowledged by each stakeholder. Reports include but are not limited to:

Meeting Minutes with handwritten signature of attending stakeholders

Email correspondence with responses from stakeholders

Scanned copies of written report or copies of the reports with edited reviews from stakeholders

You must submit a compiled copy of these reports at the end of the project.

Complete the Status Reports Log with the following:

Type of report submitted

Name and role of receiving stakeholder

Date of submission

At the end of the project, update the records used to track the following:

Project progress status

This must show at least two completed deliverables from the Project Plan.

Budget and resources

This must show the actual costs and resources used, including any additional expenses through the project cycle.

Keep copies or obtain permission from relevant personnel from your organisation to allow you access to financial documents relevant to this project. You will need these as supplementary evidence for Part 4 of this assessment.

Risk management

The Risk Registers from Task 2.1 must show that at least one control measure was implemented for each of the following:

At least one risk related to the project

At least one risk related to work health and safety

Each Risk Register must have a completed section B. Revised Risk Assessment after the implementation. Where a control measure was not completed, provide the reason why in the corresponding Risk Register.

Status reports log

Outline of reports indicated here will be checked by your assessor to confirm that reports were forwarded to the relevant stakeholders.

Submit the following to your assessor:

Complete and updated records used to monitor the project

This includes the completed Risk Registers

Completed Risk Treatment Plan

Completed Status Reports Log

Observation Form (For Assessors Use Only)

INSTRUCTIONS TO THE ASSESSOR

The assessor is to observe the learner as they complete the assessment task and skill requirements outlined in this Observation Form.

Before observing the learner:

Review and discuss with the learner the task instructions, and skill requirements which they need to demonstrate to complete this assessment.

Discuss with the learner the schedule of observation for each part of the task.

Ensure that the learner understands the requirements of the task and the skill requirements before proceeding.

For this assessment, the learner is required to undertake project work in at least two occasions, based on the Project Plan. They must also monitor its progress using the recordkeeping systems they prepared.

Prior to commencing with the project, discuss with the learner to ensure that they have access to the following:

A safe environment to undertake the project (please tick at least one):

At least two project team members

Recordkeeping systems to be used as outlined in the Recordkeeping Systems Log (Task 3.1)

Risk Treatment Plan

Specific resources required to undertake the project as outlined in the Resource Details section of the approved Project Plan

Video camera or a mobile phone with video recording capabilities

Only if direct observation is not possible.

Your Role as the Observer/Assessor

You are required to observe the learner undertake project work on at least two occasions based on their Project Plan. The learner will provide you a copy of the Observation Form which you must complete during the observation task.

Select the method of observation to be conducted:

Direct observation

Assessor must be physically present in the assessment environment.

Observation via video recording

Learner and the assessment requirements must be present in the video recording.

Complete the Observation Form for this task:

Observe the learner demonstrate each skill requirement outlined in the form as they undertake the task.

Indicate the date when the observation is conducted.

Provide an overall feedback on the learners performance to assist the learner in addressing any areas of improvement.

Sign off the Assessor Declaration at the end of the Observation Form to confirm this observation.

Discuss any further queries about the task and associated requirements with the learner before commencing.

Observation Form begins on the next page.

Observation Form

Learner Name: FORMTEXT

Name of Workplace/Organisation: FORMTEXT

Task Title

Refer to task title. FORMTEXT

Team FORMTEXT

Start Date of Observation: FORMTEXT

TO THE ASSESSOR:

Read through each skill requirement below then observe the learner undertake the task. Tick YES or NO to confirm the learners satisfactory demonstration of each skill below. The learner will be implementing their project over a period of time. Criteria not demonstrated in one instance of observation can be demonstrated in the next observation.

Provide objective, written feedback on how the learner demonstrated each skill requirement based on your observation.

Did the learner demonstrate the following during the implementation of their project? Yes No Details of Observation

Comments

Implement the plans identified in their approved Project Plan from Task 2.6.

Did the learner: FORMTEXT

Implement the plan for managing the project finances FORMCHECKBOX FORMCHECKBOX Observed by:

Initials: FORMTEXT

Date observed: FORMTEXT Implement the plan for managing the project resources FORMCHECKBOX FORMCHECKBOX Observed by:

Initials: FORMTEXT

Date observed: FORMTEXT Assess the projects deliverables according to the identified acceptance criteria/measure of success FORMCHECKBOX FORMCHECKBOX Observed by:

Initials: FORMTEXT

Date observed: FORMTEXT

Provide support to team members during the project to achieve deliverables FORMTEXT

Did the learner:

Discuss how team members can complete their tasks more efficiently FORMCHECKBOX FORMCHECKBOX Observed by:

Initials: FORMTEXT

Date observed: FORMTEXT Provide feedback on team members performance as they complete the tasks assigned to them FORMCHECKBOX FORMCHECKBOX Observed by:

Initials: FORMTEXT

Date observed: FORMTEXT Provide advise on how team members can complete their tasks FORMCHECKBOX FORMCHECKBOX Observed by:

Initials: FORMTEXT

Date observed: FORMTEXT Participate in verbal discussion to present information while using the following:

Clear language

Did the learner:

Speak in a polite and professional manner FORMCHECKBOX FORMCHECKBOX Observed by:

Initials: FORMTEXT

Date observed: FORMTEXT FORMTEXT

Explain concepts or jargons that are unclear to audience FORMCHECKBOX FORMCHECKBOX Observed by:

Initials: FORMTEXT

Date observed: FORMTEXT Use simple words to discuss information FORMCHECKBOX FORMCHECKBOX Observed by:

Initials: FORMTEXT

Date observed: FORMTEXT

Appropriate features

Did the learner:

Maintain eye contact with their team members FORMCHECKBOX FORMCHECKBOX Observed by:

Initials: FORMTEXT

Date observed: FORMTEXT FORMTEXT .

Use correct pauses in between discussion points FORMCHECKBOX FORMCHECKBOX Observed by:

Initials: FORMTEXT

Date observed: FORMTEXT Use hand or arm gestures to emphasise points in the discussion FORMCHECKBOX FORMCHECKBOX Observed by:

Initials: FORMTEXT

Date observed: FORMTEXT Use collaborative techniques to engage stakeholders in consultation . FORMTEXT

Did the learner:

Set group meeting with team members to gather their feedback FORMCHECKBOX FORMCHECKBOX Observed by:

Initials: FORMTEXT

Date observed: FORMTEXT Encourage other team members to share how they would address the identified concerns FORMCHECKBOX FORMCHECKBOX Observed by:

Initials: FORMTEXT

Date observed: FORMTEXT Conduct moderations to encourage the team to brainstorm for solutions to identified issues during the project FORMCHECKBOX FORMCHECKBOX Observed by:

Initials: FORMTEXT

Date observed: FORMTEXT OVERALL FEEDBACK TO LEARNER

FORMTEXT

ASSESSOR DECLARATION

By signing here, I confirm that I have observed the learner, whose name appears above, perform/demonstrate the skills outlined in this Observation Form during the project implementation.

I further confirm that the information recorded on this Observation Form is true and accurately reflects the learners performance during this task.

Assessor Name: FORMTEXT

RTO Name: FORMTEXT

Signature: FORMTEXT

Date signed: FORMTEXT

Part 4. Finalise and Review the ProjectTask Overview

This part of the project requires you finalise and review the project undertaken, including required project documentation. Specifically, you are required to:

Complete financial recordkeeping associated with project and confirm according to agreed budget

Complete project documentation and obtain sign-offs for concluding project

Review project outcomes and processes against the project scope and plan

Document feedback and suggested improvements

Resources Required:

To complete this project, you will need access to the following:

A workplace that will allow you access to:

Template to use to develop a written report on your evaluation of the project that was conducted

Financial record associated with the completed project

Record include:

Invoices

Purchase receipts

Remittances received

Accounting statements

Timesheets and/or payslips (including contract workers)

People, including:

At least two project team members

At least three project stakeholders

New projects or tasks for each project team members reassignment or transition

IMPORTANT:

Ensure that your team has completed at least two deliverables required from your project before proceeding to this part of the project assessment.

Task 4.1 Complete Financial Records for Project

-349250-26035000ASSESSMENT INSTRUCTIONS

Seek permission from your supervisor or relevant personnel from your organisation to allow you access to the financial records associated with the project you completed. You need these records to complete this task.

Records you need to access include:

Invoices

Purchase receipts

Remittances received

Accounting statements

Timesheets and/or payslips (including contract workers)

Dates indicated in the financial records must correspond to the start and finish dates of your project.

IMPORTANT:

Where possible, obtain permission from your organisation to allow you to submit scanned copies of these records as supplementary evidence for your assessment. However, you must:

Ensure to maintain the privacy and confidentiality of the records to be submitted.

Blackout any important details such as names of persons, organisations, brands of items purchased, etc.

For names of stakeholders included in the document, indicate their job roles/positions in the copy to be submitted.

For resources and materials purchased, replace their names with the type of resource they correspond to in line with the Project Plan.

It is important that financial obligations associated with the project are fulfilled before closing the project.

Locate the Financial Records Log provided in the Bounce Fitness site. Use this to log all the financial records associated with the project.

Complete the following in the Financial Records Log:

Preliminary information including:

Title of the project

Name of project manager (your name)

Organisation name

Date when the log is prepared

Record type

Identify the type of financial record accessed. For the purpose of cross-checking, add a number coding system into the copy of the record to be submitted and into the template, e.g.:

Record Type Description of Transaction

Purchase receipt-001 Purchase of paper supplies from XYZ Store

Purchase receipt-002 Purchase of hygiene kits from AZ Mart

Invoice-001 Online job placement for [work role required]

Description of transaction

Briefly describe what was the transaction in the specific record logged.

Expense breakdown

Outline the specific individual expenses included in each transaction. For example, for purchase receipts, itemise all the materials purchase as reflected in that receipt.

Total expenditure

Identify the total amount indicated in the transaction for each record type logged. Calculate for the total expenses at the end of the log.

Have your supervisor or relevant personnel from your organisation review the completed Financial Records Log. This is to confirm that the responses are correct and reflect the records accessed from the organisation.

Access and review the approved Project Budget Plan from Task 2.3.

Locate the Project Budget Variance Report template provided in the Bounce Fitness site.

Use this to consolidate the information from the Project Budget Plan and the Financial Records Log.

Complete the following in the Project Budget Variance Report:

Preliminary information including:

Title of the project

Name of project manager (your name)

Date when the report is prepared

Expense type*

Write the type of expense as indicated in the Project Budget Plan from Task 2.3.

Expense breakdown*

Outline the breakdown of expenses under each expense type based on the Financial Records Log. Classify each individual expense under its expense type, e.g. all office supplies will be classified under Supplies or Raw Materials, depending on how you identified them in your Project Budget Plan at the start of the project.

*List any other expenses which are not part of the approved budget plan but were utilised in the project.

Budgeted Cost

Write the budgeted cost of each expense type based on your Project Budget Plan.

Actual Cost

Write the total actual cost of each expense type based on the financial records accessed and the Financial Records Log.

Variance

Calculate for the variance cost between the budgeted cost and the actual cost; calculate as well for the variance in percentage.

Have at least one relevant project stakeholder review and sign the completed Project Budget Variance Report. Where possible, this must be the same stakeholder who approved the Project Budget Plan in Task 2.3.

Submit the following to your assessor:

Financial Records Log

Project Budget Variance Report

Copies of financial records accessed to complete the Financial Records Log

Task 4.2 Review Project Outcomes

-349250-26035000ASSESSMENT INSTRUCTIONS

Access and review all the reports completed for the project undertaken for this assessment from Task 3.3 and Task 4.1. You will also need to access the following documents completed at the beginning of the project:

Project Scope Statement from Task 1.1

Project Plan from Task 2.6

Review the Workplace Project Task 4.2 Assessors Checklist before starting this task. This form outlines the following:

Resources you are required to access to complete the task

All criteria your submission must address to satisfactorily complete this task.

Your assessor will discuss these requirements with you, and the criteria outline in this form prior to assessment.

Gather feedback from your team members and at least two relevant stakeholders involved in the project regarding the following:

Processes undertaken in the implementation of the project

What went well?

Which areas need improvement?

Outcomes of the project

Their suggestions to improve processes and outcomes for similar projects in the future

You may arrange a meeting with your team members and the stakeholders or consult with them via written correspondence.

You will need to submit supplementary evidence of gathering feedback to your assessor. This will include but not limited to:

Meeting Minutes with handwritten signature of attending team members and/or stakeholders

Video recording of the meeting conducted

Email correspondence with responses from team members and/or stakeholders

Review the reports collated from the implementation of the project against the Project Scope Statement and the Project Plan. Review as well the feedback gathered from your team members and relevant stakeholders about the project processes and outcomes.

Based on your review, create a written report of your evaluation of the project.

Theres no specific template to be used for the written report. You may use your organisations format/style guide when writing this or, search online for formats you can refer to. However, the report must be based on the following points:

What you delivered as compared to what you said you would deliver in the Project Scope Statement document

How well your actual deliverables met the needs of the project sponsor identified in the Project Scope Statement and the Project Plan.

What changes you feel are needed to bring to similar projects in the future

Identify at least two suggestions for improvement to the project.

In addition, your written report must include your evaluation of the following against the Project Scope Statement and Project Plan:

At least two outcomes of the project

At least two processes undertaken by the team during the project

Cite specific examples from both Project Scope Statement and Project Plan to support your evaluation.

When writing the report, you must use vocabulary, structure, and conventions appropriate to the plan.

Theres no prescribed template to the written report, however, the above requirements must be in your submission.

Submit the following to your assessor:

Evidence of feedback gathered from team members and stakeholders

Submissions will vary, however, evidence must show that at least two team members and at least two stakeholders provided feedback to assist in the review.

Written report of the evaluation of the project

Task 4.3 Transition Team Members at End of Project

-349250-26035000ASSESSMENT INSTRUCTIONS

At the end of the project undertaken for this project assessment, you must ensure that your team members will continue with their previous roles and/or will be reassigned to new roles or projects.

Seek your supervisors assistance to look for opportunities for your team members transition or reassignment tasks. If your team members are from departments or organisations other than yours, you may need to discuss this with their supervisors.

Communicate the transition or reassignment with your team members. Your discussion must include the following:

Project or tasks where each team member will be transitioned or reassigned

Each team members responsibilities in line with their new assignments

The person whom they will report to in line with the transition or reassignment

If you dont have sufficient details on the specific responsibilities of each team member, you must, at a minimum, ensure to provide your team members with full details of the new project and/or task as advised to you by your supervisor/relevant personnel.

Submit evidence of your communication with team to the assessor. Evidence will vary and can include:

Email correspondence with the team members

Video recording of discussion with team member

Meeting Minutes with handwritten signature of attending team members

441960-21344

Learner Assessment Pack

Assessment Workbook Checklist441960287087

Assessment Workbook ChecklistInstructions:

Your assessor will review your submissions against the checklist below. This section is to be completed by your assessor.

The learner has completed the Short Answer Questions in this workbook

Short Answer Questions

The learner has completed the Practical Assessments in this workbook and has submitted all the required evidence:

Case Study Assessment Task 1 Identify Project Management Processes Organisational policies and procedures for each project area

Task 2 Outline Human Resource Processes Organisational policies and procedures for each human resource process

Project Assessment Task 1.1 Establish Project Parameters Partially completed Project Scope Statement

Task 1.2 Clarify Project Issues and Other Parameters with Delegating Authority Approved Project Scope Statement

Evidence of clarifications with delegating authority

Task 1.3 Determine Availability and Access to Project Resources Completed Project Resources Log

Task 2.1 Conduct Project and WHS Risk Assessment Two Partially Completed Risk Registers

One indicated as for Project

One indicated as for Work Health and Safety (WHS) Organisational risk management tools used to complete the Risk Registers

Task 2.2 Develop Risk Management Plan Completed Risk Management Plan including its attachments

Task 2.3 Develop Project Budget and Timeframes Approved Project Budget Plan

Approved Project Timeframes

Task 2.4 Consult Team on Project Planning Completed Meeting Minutes

Video recording of the meeting (Only if direct observation is not possible)

Task 2.5 Develop Project Plan Partially completed Project Plan

Task 2.6 Finalise Project Plan Final version of the Project Plan including attachments

Evidence of consultation with at least two relevant stakeholders

Task 3.1 Establish Recordkeeping Systems for Project Completed Recordkeeping Systems Log

Task 3.2 Communicate Project Brief to Team Completed Project Brief

Meeting Minutes

Video recording of the meeting (Only if direct observation is not possible)

Task 3.3 Implement and Monitor the Project Complete and updated records used to monitor the project

Completed Risk Treatment Plan

Completed Status Reports Log Task 4.1 Complete Financial Records for Project Completed Financial Records Log

Completed Project Budget Variance Log

Copies of financial records accessed to complete the Financial Records Log

Task 4.2 Review Project Outcomes Evidence of feedback gathered from team members and stakeholder

Written report of evaluation of the project

Task 4.3 Transition Team Members at End of Project Evidence of consultation with project team members

441960250483

Learner Assessment Pack

Recording

43878572615

Record of AssessmentInstructions:

This section is to be completed by your assessor.

Assessment Details

Learner Course Code Unit of Competency BSBPMG430 - Undertake project work

Assessor Name RTO

Assessment Activity Satisfactory Needs more evidence

Short Answer Questions

Short Answer Question 1

Short Answer Question 2

Short Answer Question 3

Short Answer Question 4

Short Answer Question 5

Case Study Assessment

Task 1 Identify Project Management Processes

Task 2 Outline Human Resource Processes

Practical Assessment

Part 1 Task 1.1 Establish Project Parameters

Part 1 Task 1.2 Clarify Project Issues and Other Parameters with Delegating Authority

Part 1 Task 1.3 Determine Availability and Access to Project Resources

Part 2 Task 2.1 Conduct Project and WHS Risk Assessment

Part 2 Task 2.2 Develop Risk Management Plan

Part 2 Task 2.3 Develop Project Budget and Timeframes

Part 2 Task 2.4 Consult Team on Project Planning

Part 2 Task 2.5 Develop Project Plan

Part 2 Task 2.6 Finalise Project Plan

Part 3 Task 3.1 Establish Recordkeeping Systems for Project

Part 3 Task 3.2 Communicate Project Brief to Team

Part 3 Task 3.3 Implement and Monitor the Project

Part 4 Task 4.1 Complete Financial Records for Project

Part 4 Task 4.2 Review Project Outcomes

Part 4 Task 4.3 Transition Team Members at End of Project

Context Details Satisfactory Needs more evidence

Supervisor/Observer Verification Log

Supervisor/Observer Name Role in the Assessment Contact Details Date of Contact Supervisor/Observer verifies the learners submissions

Yes No

Assessors Comments

Remarks/feedback

Details of further evidence required

Please tick the appropriate box. Yes No

Comments and further action required are noted in the Learner Assessment Pack

Results discussed and agreed to by the learner

You have the right to appeal the outcome of your assessment.

The Learner is Competent

Not Yet Competent

Assessors signature Date signed

I further confirm that I have verified the learners submissions by contacting the learners supervisor and/or observer whose names appear in the Supervisor/Observer Verification Log above.

After reassessment, the Learner is: Competent Not Yet Competent

Assessors signature Date signed

Learners Comments

The signature confirms that I have submitted all my own work, and agree with the assessment decision and feedback.

Learners signature Date signed

End of Document

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