BSB50820 Diploma of Project Management

BSBPMG540 Manage project integration

Assessment 1
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Appendix 1 - Questions
Question 1: Identify and describe two documents that can be used to initiate
projects.

The two documents that can be used to initiate projects are:

1. Business case: this document provides the business case for the project,
including problems, solutions and benefits, costs, risks and business
problems. It also includes recommendations, including details of the project
that will be the solution.
2. Project inception document: This document is similar to the projects
summary and contains important project information.

Question 2: Explain two methods that can be used to measure project outcomes
and progress and provide examples to illustrate each.

1. Feedback from stakeholders: Feedback from stakeholders, such as

employees or customers, can be used to measure project results and
progress. Example: you could ask employees how they rate the project or
the final results of the project.
2. Key performance indicators: key performance indicators can be used to
measure both project results and progress.
Example: The project schedule can be evaluated regularly throughout the
project to verify that the project is on track, and the final results of the project
can be evaluated to determine if the overall project was developed on
schedule.

Question 3: Describe two methods for segmenting and documenting a work break
down structure (WBS).

1. Un-oriented work breakdown structure: Final result oriented work

breakdown structure, sometimes known as the product breakdown structure.
Therefore, the elements would be related to each subsystem of the product,
e.g. the engine of a car if the project is a car.
2. Activity oriented work breakdown structure: It defines project results in
terms of actions that need to be completed to produce project results.

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 Question 4: Outline the key role and at least four responsibilities of a project
manager when planning a project.
The key roles and responsibilities of project manager when planning a
project are:
1. Complete a detailed project management scope as part of project
planning.
2. Finalization of project plan based on stakeholder feedback.
3. Complete project approval documentation to obtain project approval.
4. Write project plan to get feedback from stakeholders.

Question 5: Explain project governance.

Project governance is a supervisory function of project management to

ensure effective decision making. Project governance implies a specific
governance structure though which governance takes place.

Question 6: Summarise two project governance models and explain one advantage
and disadvantage of each.

The two project governance models are:

1. In a common project governance structure, there is a project manager
supported by a project team with an oversight project steering committee.
Advantage: This structure has the advantage of guaranteeing transparency
and efficiency. Disadvantage: The downside is that quick decisions cannot
be made without such a structure.
2. Another project governance structure is that there is only one project
manager and a team who simply reports to their manager or supervisor on
the progress of the project. Advantage: Decisions can be made quickly and
the project is likely to move faster. Disadvantage: It can also make the
project less responsible and less effective.

Question 7: Describe the concept of decomposition in project management and its

role in breaking project objectives into achievable project deliverables.

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 Breaking down is an important technique for breaking project objectives into
achievable project outcomes. The work breakdown structure with this
method is the top layer which includes the breakdowns.

Each subsequent layer is an additional subdivision from the top layer.

Project management body of knowledge describes the work breakdown
structure as a hierarchical breakdown of the total scope of work that the
project team must perform to achieve the project goal and achieve the
required end result.

Question 8: Explain the role of the project management life cycle in project
management and describe each key phase.

In the phases of the project management life cycle, you can come up with
the idea of the project, define its goals, plan for its execution, and guide it to
completion.
1) Project initiation: It includes initiating the project by documenting a
business case, conducting a feasibility study, establishing a task, appointing
the team, and creating a project office.
2) Project planning: It includes establishing the project roadmap by creating
the following plans: project plan, resource plan, financial plan, quality plan,
acceptance plan, and communication plan.
3) Project execution: It includes creation of results and control of project
execution, scope, costs, quality, risks and
issues
4) Project completion: It includes managing the project by releasing
employees, delivering the results to the client and conducting a post-
implementation review.
Question 9: Assume that you have been appointed as Project Manager of a firm of
lawyers based in Sydney who wishes to establish an additional office in Melbourne.
A timeline of 3 months is given plus maximum budget of $20,000 rent per month for
the new office.
Explain each part of the project life cycle relevant to this project and provide an
outline of an appropriate project governance structure.

The project life cycle relevant to this project includes:

Project initiation: Prepare a project charter to management and outline the
justification and scope of the project.
Develop a project management plan showing all project deliverables and
tasks. General tasks would be identified: potential new offices, visiting new
offices, selecting the appropriate location, reviewing all contractual
requirements, and then transferring staff to the office. The execution of
project includes the completion of all the tasks described above.
Project closure involves preparation of a project report on the project results
i.e. when will be the project completed, what will be the time and on budget.

Question 10: Identify and describe two organisational documents that can be used
to record strategies and goals for project integration.

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 1. Project charter: This document contains important project information,
including an overview of the project and the goals, roles and responsibilities.
It serves as a reference for the future of the project as well as a document
with which the project can be started.
2. Business case: This document provides the business case for the project,
which includes problems, solutions and benefits, costs, risks and business
problems. It also includes recommendations, including details of the project
that will be the solution.

Question 11: Describe how a project scope management plan assists with recording
strategies and goals for project integration processes.

Managing the scope of the project contains the project rationale, project
benefits, and results, as well as an overview of constraints, dependencies,
and assumptions. The work breakdown structure is also a key component of
the scope management plan, outlining all the tasks required to complete the
project deliverables.

Question 12: List the steps in a change request process.

The steps in a change request process are as follows:

1. Understand what scope change is.
2. Determine the impact of incorporating the change.
3. Seek approval for the change request.
4. Communicate and implement the approved change request

Question 13: List four key aspects of a change request

The four key aspects of a change request are:

1.change description
2.change reasons
3.impact of change
4. proposed action

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 Question 14: Discuss impact analysis. First say what impact analysis is, then list
two methods that may be used for impact analysis and briefly explain each method.

Impact analysis: impact analysis is a detailed study of business activities,

dependencies, and infrastructure. It reveals how critical products and
services are delivered and examines the potential impact of a disruptive
event over time.
Impact analysis identifies how things were. How things have changed as a
result of the project and what added value the project has created.
The two methods that may be used for impact analysis are:
1.Quantitative methods such as project cost-benefits calculation
2. Qualitative methods such as surveys, focus groups and checklists to
determine the added value of the project.

Question 15: Describe the interdependencies and constraints with each project
management functions below:

Project Interdependencies and constraints

management
functions
Cost Project cost management is a dynamic function that is
incredibly difficult to manage accurately, particularly, if
the duration of your project is extensive. Estimates for
project costs start out very broad in the initiation
stages because you simply do not know how much
the project is going to cost until it gets underway and
the deliverables start being produced; you cannot
predict the future and you do not know what situations
may change or what issues may occur and the costs
they incur.
Time Triple constraints are also known as the Project
Management Triangle.
In most projects, one or two of the triple constraints
will be fixed and the remaining one or two will be
flexible. Usually, the time will be fixed so that the
deadline must be met and the quality and scope of
the project will depend upon the amount of money
available to spend on the project.

In some projects, two of the constraints may be fixed,

such as the time and the cost, meaning that a
deadline must be met within a specified budget at the
detriment of the quality and scope.

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 Quality Risk management is an incredibly important aspect of
project management and should be embedded
thoroughly into the project plan. Even the most
thoughtfully and carefully considered plans will face
potential risks and issues during the life cycle of the
project because nobody can predict the future.
Dealing proactively with potential risks and issues by
minimising threats to the project and maximising
opportunities that arise is the key to risk
management, and in some cases can enhance the
success and prosperity of the project.
Human resources All projects need a team of people, called the project
team, to realise the project. The human resources
manager is responsible for organising the project
team and attending to their welfare.
Communication Communications is the life blood of a project as
and information everyone involved needs to know exactly what they
should be doing and when, and how their roles and
responsibilities feed into the project as a whole.
Risks, issues and changes need to be communicated
through the appropriate channels in a suitable and
timely manner, and stakeholders need to be kept
updated on the progress of the project.
Risk The project scope is determined in the initiation and
planning stages and sets out the limits of the project,
what it will do and what it won’t do. As with most
plans, the scope may change as the project
progresses and stakeholders want to move the goal
posts. Modifying the scope changes the rest of the
project plan and schedule and should be done with
caution and consideration.

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