BSBPMG430

Undertake project work

Learner Guide
 Table of Contents

Chapter 1. Establish project parameters ......................................................................................... 4

Topic 1.1 – Identify project scope ........................................................................................................... 4
Project management ............................................................................................................................. 4
Identifying scope .................................................................................................................................. 5
Project management framework .......................................................................................................... 6
Topic 1.2 – Define project stakeholders .................................................................................................. 7
Who are stakeholders? ......................................................................................................................... 7
Topic 1.3 – Seek clarification from delegating authority of issues related to project and project
parameters ................................................................................................................................................ 9
Seeking clarification of issues.............................................................................................................. 9
1.4 – Identify responsibilities of relevant stakeholders and reporting requirements ............................. 11
Identifying responsibilities of relevant stakeholders.......................................................................... 11
Project reporting................................................................................................................................. 12
Reporting lines ................................................................................................................................... 12
Escalation ........................................................................................................................................... 13
Topic 1.5 – Clarify relationship of project to other projects and to the objectives of the organisation . 14
Relationship between projects ........................................................................................................... 14
Broader organisation strategies and goals .......................................................................................... 15
Relationship between the project and broader organisational strategies and goals ........................... 16
Topic 1.6 – Identify availability and access of resources for undertaking the project ........................... 17
Resources ........................................................................................................................................... 17
Chapter 2. Develop project plan .................................................................................................... 20
Topic 2.1 – Identify risks and develop a risk management plan for project, including Work Health and
Safety (WHS) ......................................................................................................................................... 20
Identifying risk ................................................................................................................................... 20
Risk management plan ....................................................................................................................... 20
2.2 – Develop project budget and timeframe and seek approval from relevant stakeholders ................ 23
What is a project budget? ................................................................................................................... 23
Developing a project budget .............................................................................................................. 24
Top-down approach ........................................................................................................................... 25
Bottom-up approach........................................................................................................................... 25
Acquiring permission from key stakeholders .................................................................................... 26
 2.3 – Consult team members and apply their views in planning the project.......................................... 27
Consulting with team members.......................................................................................................... 27
Applying their views .......................................................................................................................... 27
2.4 – Identify and access appropriate project management tools........................................................... 29
Project management tools .................................................................................................................. 29
Topic 2.5 – Develop project plan according to project parameters and deliverables ............................ 33
Developing a project plan .................................................................................................................. 33
What are project deliverables? ........................................................................................................... 34
Estimating the duration and effort of your project ............................................................................. 35
Sequence and dependencies of tasks .................................................................................................. 35
Topic 2.6 – Finalise project plan and gain necessary approvals to commence project according to
documented plan .................................................................................................................................... 37
Finalise project plan and gain approvals ............................................................................................ 37
Project management plan approval .................................................................................................... 38
Chapter 3. Administer and monitor project ................................................................................... 39
3.1 – Communicate to project team members their responsibilities and project requirements.............. 39
Subordinates....................................................................................................................................... 39
Task descriptions ............................................................................................................................... 40
Team culture values ........................................................................................................................... 40
Topic 3.2 – Establish and maintain required recordkeeping systems throughout the project ................ 42
Recordkeeping systems ...................................................................................................................... 42
Recordkeeping tasks .......................................................................................................................... 44
Maintaining, disposing, and updating requirements .......................................................................... 45
Maintain and update records .............................................................................................................. 45
Topic 3.3 – Implement and monitor plans for managing the project ..................................................... 47
Plans for project management ............................................................................................................ 47
Cost-estimating methods .................................................................................................................... 49
Resource levelling .............................................................................................................................. 50
Managing project quality ................................................................................................................... 51
Topic 3.4 – Undertake risk management as required ............................................................................. 54
Risk management ............................................................................................................................... 54
Chapter 4. Finalise and review project .......................................................................................... 55
Topic 4.1 – Complete financial recordkeeping associated with project and confirm according to agreed
budget..................................................................................................................................................... 55
Project finalisation activities .............................................................................................................. 55
 Legal standards .................................................................................................................................. 55
Confirm according to agreed budget .................................................................................................. 56
Topic 4.2 – Complete project documentation and obtain sign-offs for concluding project ................... 58
Completing documentation ................................................................................................................ 58
Topic 4.3 – Review project outcomes and processes against the project scope and plan ...................... 60
Reviewing project outcomes .............................................................................................................. 60
Outcome’s evaluation ........................................................................................................................ 61
Post-implementation review .............................................................................................................. 62
Topic 4.4 – Document feedback and suggested improvements ............................................................. 63
Document feedback ........................................................................................................................... 63
Input into future projects .................................................................................................................... 64
Additional Readings ...................................................................................................................... 65
Chapter 1. Establish project parameters
Topic 1.1 – Identify project scope
Project management
When prestigious organisations with several divisions and commercial operations acknowledged the
significance of appropriate management plans in supporting the implementation of plenty of projects,
project management was first developed in the 1950s. Despite the uniqueness of projects in terms of scale
and length, they all must have the same phases from the beginning to the end.

Prior to the development of the foundational project plan, you must first define the nature of the project.
A project initiation document (PID) is the project's foundation; it describes the core principles of the
project, reasons of implementation and outcome expectations. It is the project's principles, as agreed upon
by the project manager and the client/sponsor/steering committee.

When constructing the PID, careful attention and time should be given because it will substantially save
time and resources as the project progresses. The PID should be specific and relevant to your project,
rather than being a checklist task, to ensure that all essential stakeholders comprehend the nature of the
project.

A project initiation document's goal is to include the following information:

➢ Reasons of implementation

➢ Expected outcomes

➢ Employees in-charge

➢ How the project will be delivered

➢ Timelines of outcomes

➢ The risks, restrictions and possible difficulties

➢ Estimated budget.

The business plan would serve as the foundation for the PID. A project management team is not normally
the originator of the business plan since organisations frequently hire project managers to make their
objectives more consistent and competent. Frequently, the project management team will firstly refer to
the business plan.
Identifying scope
Figuring out insights of the project scope should be the top priority since managers will utilise such scope
to consistently follow throughout the project. A scope statement is a written document that defines the
project's boundaries, to which all relevant parties must agree prior to the project's inception.

The scope would include:

➢ Reasoning – why the project is essential and credible

➢ Outcomes – deliverables of the project

➢ Eligibility requirements – conditions for which the project and all those involved must
comply with for the accomplishment of the project

➢ Project limitations – what should not be initiated during the project

➢ Constraints – any anticipated issues that may jeopardise the project

➢ Assumptions – how project discrepancies will be resolved.

Other relevant documentation

Other sorts of papers and information sources are frequently employed in determining project
specifications.

Project initiation documentation may include:

➢ A specified framework

➢ Mutually approved project methodology

➢ Client or customer criteria

➢ Concept proposal

➢ Contract paperwork

➢ Executive team guidelines

➢ Feasibility study

➢ Life cycle approval channels

➢ Previous similar outcomes.

Project management framework
The framework is the method through which a project is managed from inception to completion, or the
project's life cycle.

The five generally accepted stages of a project’s life cycle are:

➢ Initiation

➢ Planning and design

➢ Execution

➢ Monitoring and controlling

➢ Closing.
Topic 1.2 – Define project stakeholders
Who are stakeholders?
Anyone who has a vested interest or concern in anything (in this case, your project) is referred to as a
stakeholder. So, a stakeholder is someone whose interests may be greatly influenced by your project.

Stakeholders are those who have interests affected by the project, and may include:
➢ Associated organisations

➢ Clients

➢ Community

➢ Internal and external parties

➢ Sponsors

➢ Suppliers

➢ Team members

➢ Users.

Associated organisations
External stakeholders are organisations that are linked to your project. Their primary project concern is
timely completion and cost-saving. Although they do not work for your organisation, yet they frequently
have a business.

So, if your project develops a commercially viable product, the organisations that sell your product to
customers (retailers) are stakeholders – Without any product supply, they will have nothing to sell and
thus no revenue.

Clients
These stakeholders are likely to use your goods or service. They also want to get it at the most reasonable
price and finest quality.

Community
The community is a stakeholder since they may be directly influenced by your initiative. For instance,
they may potentially be an employee of your organisation. They may also be impacted indirectly by your
project, such negatives as traffic volume and noise caused by transportation or other operations associated
to your project.
Internal and external parties
Internal stakeholders are those that are directly involved from the inside of an organisation. They all have
common objectives, meeting the project financial goals and timeframes.

Managers, supervisors, and employees are typical examples of internal stakeholders since they are
directly involved in the project's success because it will likely raise their salary (particularly if there is a
profit-sharing agreement).

External stakeholders are individuals who have a vested interest in the project, generally in ensuring the
timely completion and cost-saving. Although they do not work for your organisation, yet they frequently
have a business.

Sponsors
These are individuals or corporations who initiate a project and are referred as the “owner”. An individual
(manager/supervisor) or a group (team/partnership) can serve as the sponsor.

They are actively involved in the beginning phase of a project and may demand reports to keep them
posted on its development. Sponsor approval is frequently required for a project to move further.

Suppliers
These stakeholders have a vested interest in the success of your project, so they maintain a connection
with your organisation – for instance, by selling products and other services that will assist them in
completing prospective initiatives.

Team members
These are the individuals who are in charge of conducting a project thoroughly and are paid to do so.
Naturally, they are interested in the completion and success of a project since it will assure their long-
term work and pay raise.

Users
Users, similar to clients, will be interested in your product or service. They also want to get it at the most
reasonable price and finest quality. They will be interested in what you can offer whilst other suppliers
cannot.

You will need to identify and prioritise stakeholders who are relevant to your project on the scale of
significance. While it is a must to take into account all of their interests, those that will have the most
influence on the success of your project should be top prioritised. Be aware that the relevance of
stakeholders varies with projects, therefore you must assess each stakeholder in terms of the influence
your project will have on them.
Topic 1.3 – Seek clarification from delegating authority of issues related to
project and project parameters
Seeking clarification of issues
A successful project requires good decision making, and processes and procedures that are timely
accessible to rapidly make appropriate and thoughtful. Any project's three constraints are time, scope, and
cost; any changes to these constraints that were specified at the first place will have an impact on the
project's ultimate success. Decisions must consequently be taken quickly with as few processes and
authority as feasible, and in accordance with the project objectives.

Delegated authorities
Throughout the course of your project, numerous decisions will have to be taken in consideration of a
plethora of difficulties, some of which may or may not have been anticipated. Before the project begins,
it is critical to identify the delegated authorities within your project such as a person who will have
decision-making capabilities on various project areas, so that team members are comprehensible on how
and who will be promptly and effectively making critical decisions.

Types of decisions include:

➢ Client liaison – because the client has the most personal stake in the project, these
decisions may be time-consuming in terms of implementation. Among the issues that
may arise are:

o Hesitation

o Obscure scheme

o Uncertainty of decisions made

➢ Financial spending - because the limits are straightforward, this is considerably the
simplest approach to reach a decision; does it meet with monetary requirements? Prior to
the start of the project, all project operations and resources will be given an amount of
budget respectively, such budgets should be handed to appropriate individuals to
control. There may even be authority hierarchies inside each budget area, in which a
smooth growth process must be accessible.
➢ Process decisions - project management is fundamentally considered the process of
making the appropriate decisions throughout the course of the project. It is the project
manager's responsibility to guarantee that decision-making processes are timely
accessible and that all parties involved are aware of them. Process decisions involve risk
analysis and management approaches, so that possible difficulties can be anticipated and
mitigated with timely applicable solutions. The following should already be identified
for all decision-making processes:

o the insights needed to make the decision

o a timeline in which the decision must be made

o individuals needed for the decision making

o any additional measures required to approve the decision

➢ Purchasing/procurement - Purchasing or getting the greatest available resources

necessary for the project at the most reasonable price is what procurement is all about.
Budgets will be set aside for all procurement operations, and the procurement team will
be responsible for sourcing suppliers and resources that match the following criteria:

o project goals

o stakeholder criteria

o monetary conditions

o specific supplier selection criteria

➢ Stakeholder involvement – if a decision must be made that impacts your project's

stakeholders, it may then be essential to have their involvement during the process.
Because stakeholders refer to a broad and diverse set of individuals, only the appropriate
sorts of individuals may be needed. For example, if a decision about the location of a
new supermarket in a specific town needed to be made, it would be advisable to gather
input from the local community it would serve; similarly, if the project required
investment in new technology or equipment, it would be appropriate to acquire input
from the employees who would be in-charge. Stakeholders do not always make
decisions, but they do play an important role in the process. Different decisions will
necessitate different delegated authority based on their requirements.
1.4 – Identify responsibilities of relevant stakeholders and reporting
requirements
Identifying responsibilities of relevant stakeholders
A clear comprehension of responsibilities of stakeholders respectively will be advantageous when it
comes to reporting issues that arise. Certain jobs have specified obligations; the importance of these tasks
varies, but it is critical that they are taken seriously and well performed. To ensure the execution of all
essential tasks, it is advised to have specified obligations – If such obligations are not thoroughly
fulfilled, it could cause a domino effect and as a consequence, the project deficiency as a whole.

To obtain and deliver key project information, you will need to leverage teamwork and communication
skills, as well as clarify particular duties.

Responsibilities may include:

➢ Guaranteeing workplace safety

➢ Meeting deadlines

➢ Cost-saving

➢ Managing a team

➢ Being flexible with contingencies

➢ Customer service

➢ Punctuality

➢ Workplace behaviour

➢ Decision making.

Identifying responsibilities means that operations can:

➢ Be carried out on a regular basis or when conditions change

➢ Be performed by individuals in compliance with principles

➢ Adopt the information exchange between other project participants, teams and internal
stakeholders

➢ Require being a pioneer if applicable

➢ Require the design, utilisation and management of well-fitted communication-

management approaches and tools

➢ Consider internal organisational change as well as external environmental change.

Project reporting
Project reporting entails not only keeping your key stakeholders informed, but also assisting you in
managing risk, tracking schedules and budgets, and constructing a more concrete project plan.

Project reporting requirements may include the following:

➢ Team or personnel availability

➢ Project well-being

➢ Risk evaluation

➢ Project progress

➢ Schedule management.

Reporting lines
You will need to consult with the communications manager when assigning roles and duties for reporting
lines, since the communications team will be responsible for creating and delivering reports to key
stakeholders. The communications approaches should be developed in line with the project governance
principles and processes.

Project reports
Throughout the project's course, there will be a plenty of reports to prepare, publish, and distribute for
various parts of the project and for various stakeholders, which must be considered whilst assigning roles
and responsibilities to reporting lines.

Reporting lines need to be developed for the following project reports:

➢ Project status reports – this report highlights the progress of the project, including:

o present performance

o future steps required keep the project progressing

o any difficulties or problems that are preventing progress

o key metrics of the project

➢ Risk register – self-explanatory, the risk register is an ongoing document that reports the
following:

o potential threats to the sustainability of the project

o the extent of the threats’ potential negative impact on the project

o contingency actions to deal with such threats

 ➢ Issue log:

o a document that reports and records risks that have been discovered and any
incidents that have disrupted the project

o it describes how such occurrence was handled and the impact it had on the project

o the validity of these reports is vital for auditing purposes

➢ Executive summary – a thorough report that gives in-depth information about the
progress of the entire project and the impact it is expected to have on the organisation's
bottom line.

➢ Everything else report – these reports are project-specific and can cover anything and
everything in relation to it.

Escalation
Frequently problems arise that are beyond the delegated superiority's control and competence,
necessitating the escalation of the issue to the next suitable level. The escalation management technique,
like all other procedures in your project governance structure, should be totally precise in order to avoid
any tragedies in an already difficult circumstance.

People usually overreact and escalate situations before they have finished all required measures that may
have resolved the issue and eliminated the need to escalate.

The following questions might be used as pre-escalation guidance:

➢ Have all channels to resolve the issue been studied and applied but failed to achieve a
resolution?

➢ Is the issue something with which the delegated superiority would be expected to handle
alone?

➢ Is the delegated superiority competent to address the issue or is the expertise from other
superiorities or stakeholders required?

➢ Is it possible to seek support without going through escalation procedures?

➢ Is escalation the only method to avoid delays that jeopardise project objectives and/or
deliverables?
Topic 1.5 – Clarify relationship of project to other projects and to the
objectives of the organisation
Relationship between projects
Organisations may be working on many projects simultaneously. In Microsoft Project, you may use inter-
project dependencies to highlight the connectivity between various projects.

'When you connect one project to another by establishing dependencies between both projects’
operations, you are not necessarily merging two projects into one. You are performing the administration
of two distinct projects.

For example, your company's manufacturing environment may entail that a process in one project may
rely on the scheduling of a process step in another project, such as the attachment of wings for an airplane
being dependent on a different process at another facility that makes the wings. Perhaps other
responsibilities in other projects somehow cannot be controlled.'

You must demonstrate that a step in your project is dependent on another project completing a
deliverable. This may be accomplished by creating inter-project dependencies to record and track
interlinked projects.

If your organisation does not make use of Microsoft Office Project or a similar type of system for
tracking and monitoring project progress, you may obtain clarity by investigating the various linked
projects and clarifying deliverables with the employees who are in charge. You might be able to utilise a
calendar or set reminders for goals and deadlines on which you rely.

For more information about Microsoft Project, please enter the link below:
https://www.microsoft.com/en-au/microsoft-365/project/project-management-software
Broader organisation strategies and goals
Project objectives should be intimately related to the overall organisational strategies and goals, as the
project is designed to improve the business in these areas, and this constitutes part of the project's
rationale. The project may not be tied to all of the strategic goals, especially if it is a small, niche
initiative, but it must be associated to at least one of them.

Broader organisational strategies and goals may include:

➢ Market focus — the segment of the market that your company serves. It is possible that
your company wishes to enhance its market share or expand into a new market, and the
project serves as a means to begin or finish this expansion.

➢ Organisational mission statement – a mission statement is a comprehensive

explanation of the organisation's purpose and its ultimate vision and/or goals. It is
intended to connect and drive stakeholders toward a single objective, and it often
outlines the company's values and beliefs. It includes:

o the target markets

o the geographical constraints

o plans for existence, development and prosperity

o the philosophy

o the intended reputation

➢ Strategy plans – a strategic plan is an organisation's medium to long-term and overall

objectives, generally linking to the mission statement but in a more detailed form.
However, it is not a wordy or complex document; rather, it is a foundation for more
detailed business plans and initiatives. It provides direction and insights to the
organisation's future, which would be ambiguous without it. Many firms fail or
deteriorate without strategic planning because they focus on the presence too much and
neglect the significance of the future. Strategy plans should be evaluated and adjusted on
a regular basis to reflect organisational changes if any. A strategic plan should:

o establish goals for the medium term (two to four years)

o be prepared by the organisation’s director or owner

o highlight strategic goals rather than daily concerns

o be realistic, objective and critical

o be evaluated on a frequent basis

o be recorded
 ➢ Values and ethics – in non-monetary terms, an organisation's values and ethics govern
how it does business, the expectations of personnel and other representatives, and its
mission statement and strategic goals. It is sometimes considered corporate social
responsibility, and it takes into account:

o the nature

o the society

o diversity

o charity work

o global concerns.

Relationship between the project and broader organisational strategies and goals
The initiative should have resulted from the organisation's strategic strategy and mission statement. It will
also reflect your company's market emphasis. The principles and ethics of your organisation will greatly
impact the whole project. For example, if your organisation is devoted to promoting ecologically
sustainable working procedures, a limitation imposed on the project may be that all materials must be
procured locally. In many respects, all of the wider organisational tactics are inextricably intertwined
since they represent the organisation's philosophy and principles. Because the project is a systematic plan
based on such goals, all project operations must reflect them as much as feasible.

If the project team is external to the organisation, it is critical that they grasp the wider strategies and
goals in regard to the project and integrate them into their thoughts over the course of the project. The
project governance plan will guarantee that this is properly regulated at all phases.

If the project stakeholders, including investors and sponsors, are new to the organisation, they must
understand and agree to the organisation's strategy, mission statement and values, and ethics.
Disagreements at the start of the project will lead to incurred difficulties during the process. If
stakeholders do not believe in the organisation's ultimate goals, you should strongly re-consider their
involvement in the project.

If the project was implemented to make a positive adjustment in organisational strategies and goals, such
as penetrating new niche markets or adopting a brand-new image of corporate social responsibility in a
venture to attract the misfortune, for instance, the strategy plan and mission statement must be improved
in order to make the project consistent and compliant with the organisational goals.
Topic 1.6 – Identify availability and access of resources for undertaking the
project
Resources
The resources required will differ from project to project. You should discover what resources are
accessible to you and others in the early phases of planning so that you may properly arrange the project.

Resources may include:

➢ Materials and supplies

➢ Technology

➢ Financial resources

➢ Human resources.

Materials and supplies

Sometimes materials and supplies are required for a project, including paper, ink cartridges, bricks, and
timber. The supplies required for a project will differ greatly depending on the sort of project you are
working on. If it is a construction project, you may require bricks, cement, paint, and specialized tools; if
it is a website designing project, you will need computer equipment such as a PC, keyboard, mouse,
laptop and tablet.

You may need to communicate with the procurement department in order to have access to such
resources.

Technology
Within a project, technology is most typically adopted for communication purposes. You'll need to find
out the communication requirements/capabilities of stakeholders. Acquire the most widely accessible
communication tools and utilise them in accordance with regulations and procedures, such as privacy and
confidentiality agreements.

Consider access to:

➢ Shared storage drives

➢ Video conferencing

➢ Telephone

➢ Email.

Other more specialised technologies may also be required, depending on the nature of project — for
example, specialised software may be required to make an animation, game, or website.

You may need to exchange your thoughts with the digital or I.T. team to have access to this specific
material.

Financial resources
Having the cost of resources assessed on a regular basis is critical since it determines if the project is
viable in the beginning and allows you to efficiently allocate budget.
When evaluating the cost of the resources required for the project, you must consider:
➢ The cost of the resources

o total cost

o approved budget for overrun

o price fluctuations

o is the price likely to rise during or before the project?

o is there flexibility for fluctuations in price?

➢ Resource availability

o are you certain that you will have access to the necessary resources for the length
of the project?

o what happens if the availability of resources is put at risk?

o is there an alternative?

o will we be able to obtain all of the necessary resources before the project begins?

It is best practice to have a contingency plan in place to cope with resource issues, such as price increases
or a lack of availability or even alternatives; this allows you to adjust your project finances accordingly
and prepare for such eventualities.

You may need to interact with the financial/accounting staff to have access to this sort of resource.
Human resources
To run a project, a group of people known as the project team is required. The human resources manager
is in charge of forming up the team and ensuring their well-being.

The project team must be:

➢ Recruited and acquired

➢ Trained as needed, with records kept of courses attended and qualifications acquired

➢ Organised into categories with designated roles and responsibilities – an organisation

chart can be of use

➢ Motivated and empowered

➢ Kept posted with project news and insights

➢ Performance managed including professional development plans

➢ Re-allocated to other project operations if applicable

➢ Kept safe and well according to Work Health and Safety legislation

➢ Treated fairly in compliance with anti-discriminatory legislation.

Being part of the team, you are obliged to understand thoroughly your team members, including their
specified project duties. To have access to such information, it is advised to reach out to the human
resources department.
Chapter 2. Develop project plan
Topic 2.1 – Identify risks and develop a risk management plan for project,
including Work Health and Safety (WHS)
Identifying risk
A risk is the danger of possible injury or harm to a person, property, or the environment; it is also the risk
of damage to your organisation, whether in terms of profits, reputation, or insufficient working
procedures. When this occurs, it opens the door for other organisations to step in and take over your
organisation playground, further eroding your organisation's capacity to recover.

Effective risk management

Risk management is an extremely essential part of project management and should be completely
integrated into the project plan.

Businesses that plan and record their risk management and assess it on a regular basis for effective risk
management are better positioned for growth. They take the required precautionary measures to avoid
negative influence by constantly remaining focused and prepared.

Even the most well-thought-out and well-considered plans may confront possible hazards and dangers
during the project since no one can anticipate the future. Dealing with possible risks and uncertainty
proactively by minimising threats to the project and capitalising on opportunities that occur is the key to
risk management and, in some situations, may improve the project's success and profitability.

Further guidelines can be found at:

Source: Work health and safety | business.gov.au

Risk management plan

A risk management plan is a document that is used to anticipate hazards and their consequences, as well
as to determine the standard reaction to them.

A risk management plan should include:

➢ Making risk management part of the project plan – risk management should be
integrated in the plan as risks and issues are inevitable. It should also be included in
daily briefings, team meetings, and project reviews throughout the project.

➢ Identifying risks early in the project – Recognising that your project will experience
risks and challenges helps you to identify possible risks in the early stages. To do this,
adopt experiences acquired from prior similar initiatives, project team members, and
external experts. Address potential risks in the project documentation as well.

➢ Communicating risks – every member of the team should be accountable for informing
risks to the appropriate authority as soon as they appear. Risks can only be addressed if
the project manager is accurately informed. Risks should be integrated into the agenda
of all meetings with all stakeholders, and high-level risks threats should always be
addressed to the sponsor
 ➢ Taking into account threats and opportunities – certain problems that arise might be
excellent chances to enhance the project. Don't always consider risks negative factors.

➢ Assigning ownership of risks – once a possible risk has been detected, assign
accountability to a member of the project team. This makes those members more aware
of the risks and, as a result, more aggressive in dealing with them, particularly if a great
deal of money is at stake.

➢ Assessing and prioritising risks – you won't have sufficient time to handle all risks
simultaneously in the same approach; highlight the most severe risks and deal with them
first and comprehensively.

➢ Planning and implementing a risk response – have processes accessible for dealing
with risks and challenges. Risk avoidance, risk minimisation, and risk acceptance are
examples of responses.

➢ Keeping a risk register/log – Having a register helps you and your project team to
analyse and monitor risks, which is helpful for writing the lessons learned report. A risk
registry should include:

o a description of the risk

o cause and effect of the risk

o ownership of the risk

o risk response

o outcomes.

Risk management plans may also include:

➢ Audit trails for risk management throughout the project

➢ Format of information

➢ Organisation systems and risk procedures

➢ Manual and computerised systems

➢ Risk registers

➢ Summary outcome of risk processes.

The risk management plan will include a risk assessment matrix, such as one shown below:

A risk matrix can assist you in selecting what action to take in response to a risk and how to prioritise
your risk-related actions.

In some risk matrix, there is a code for impact to demonstrate different level of risk.
For example.
E = Extreme

H = High

M = Medium

L = Low
2.2 – Develop project budget and timeframe and seek approval from relevant
stakeholders
What is a project budget?
A project budget is an important component of any project proposal and an important aspect that will be
utilised by many different groups of individuals involved in your project.

For instance:
➢ A project manager will refer to the project budget to assess if the project is on schedule.

➢ Project members will use the project budget as a guideline to monitor specific project
milestones.

➢ Your project budget will be used by the customer to evaluate the overall success of the
attempt.

Eventually, your project budget should contain a precise assessment of all the expenditures associated
with completing your project operations. It should be a number that you can spend without reporting back
and requesting more funds. Your project budget may help you manage expectations and provide the
insights to design a cost/benefit analysis for your project. You may also utilise your project budget to
ensure that your project stays on track financially throughout the cycle.

Your budget must include all of the expenditures associated with your project. Your project budget
includes two categories of costs: indirect and direct. Although the expenses will vary based on the type of
your project, they are required to meet your overall budget. The essential human resources and their
salaries, earnings, or commissions will be key components of your project budget. This only applies to
those who are directly involved with your project.

Direct expenses include:

➢ Labour/human resources

➢ Raw materials

➢ Equipment

➢ Travel costs

➢ Training costs

➢ Software licences

➢ Consultant fees.
Indirect expenses include:
➢ Office expenses, such as:

o equipment

o rent

o telephone

o internet

o insurance.

Developing a project budget

Your project budget should be related to the project's key expectations. You should create a list of
reference baselines. As your project goes on, you should keep track of the work and then analyse your
observations. The final outcome should be predicted and compared to your reference baselines. If the
final outcome is unsatisfactory, you may need to make changes to the project and repeat this cycle at
appropriate intervals.

How specific should your project budget be? This will be determined by the core principles of the project
and any organisational policies associated. However, it is essential that you include the cost of each
individual supply item in your project budget. Keep in mind that your project budget is distinct from your
project costs. Begin constructing your project budget by determining your project costs.

A good estimate will accurately describe:

➢ Expectation of objectives

➢ The proposed hypotheses

➢ Validity period

➢ The projected costs based on the current circumstance.

You must be practical when estimating project costs. It might be useful to look back at previous projects
you have worked on to get an idea of how to determine project costs. There are several approaches that
may be utilised to predict the cost of your project.

For instance:
➢ Ballpark estimation

➢ Budget estimation

➢ Definitive estimation

➢ Three-point estimation
 ➢ Historical project estimation

➢ Resource cost rates estimation software.

Examine risks
The examination of potential risks is crucial for a proper budget allocation.

Risk items include unknowns, such as:

➢ Team experience

➢ Insignificance of technology

➢ Places of development teams

➢ Planning time constraints.

When creating a project budget, there are two ways that are commonly used:
➢ The top-down approach

➢ The bottom-up approach.

Top-down approach
This approach frequently begins with senior managements and their specifications on the total cost of the
project. This amount must then be allocated across the many tasks associated with the project. This
procedure focuses on the details rather than figurative numbers, meaning that it is advised to have a
detailed monetary framework for your project. This approach allows you to leverage any past experience
to determine whether the project budget appears to be reasonable.

What makes this approach unique is the guideline it provides to reasonably spend the capital. This can
limit the possibility of inefficient operations, resulting in a more efficient performance. However, it has
the problem of relying on past experience to examine the budget; this assumes that the individual
generating the budget has the necessary expertise in generating accurate monetary projections.

Bottom-up approach
The bottom-up approach considers the costs of the most basic project operations. As the project goes on,
you will need to work to estimate the overall cost along the way. Begin by defining the operations
involved in your project and then calculating the direct and indirect costs respectively. As a result, you
will be able to estimate the overall cost of your project.

What differentiates this approach is its functionality to present a precise calculation of a project budget.
Also, because it generally involves everyone, this strategy may bring good vibes to team spirit. The
difficulty in compiling a list of operations associated with your project is a downside of this approach. If
any work is overlooked or neglected, it will damage your budget.
Using project management software
It is critical to select the most suitable project management software. Although it will not remove cost
overruns, it will assist you in efficiently controlling them. The right project management software will
show you the current status of the project and emphasise the up-to-date expenditure.

Contingencies
There are several typical ways for establishing your project budget, for instances:
➢ You should plan for the unfavourable situations

➢ Stages within your project where changes are likely to occur must be addressed

➢ Once identified, these parts should be closely administered

➢ Create a contingency budget – just in case things go unfavourably.

The costs associated with your project may appear to be transparent. However, there are several hidden
aspects that might have an impact on your project, including how and when it is performed, as well as
how it is accomplished. To address any potential hazards, your project should have a contingency budget.
This money can then be utilised to cover any unforeseen incidents throughout the course of your project.
It is recommended to have your contingency level altered in accordance with the total specified risk level.

Contingencies that may be relevant to your project budget can include:

➢ Project’s hidden aspects or risks contingency

➢ Cost projection contingency

➢ Design contingency

➢ Bid contingency

➢ Construction contingency

➢ Cost escalation contingencies.

Although your budget should be based on the finest insights available, keep in mind that it is merely a
projection.

Acquiring permission from key stakeholders

Who should approve the budget for your project? Such consent should be provided from the start of every
project. The information of where the money is coming from and who authorises capitals throughout the
project should be made explicit. It might be the project manager, the financial director, the project
manager's supervisor, or any other important investors.
2.3 – Consult team members and apply their views in planning the project
Consulting with team members
Regular and effective communication with all parties involved is critical to the project's success.

Because you may lack the skills and/or knowledge to comprehend what sub-objectives are necessary for
each primary objective, you may need to confer with certain members of the project team to identify
realistic deliverables. By consulting throughout the planning stages, you guarantee that all relevant
deliverables are specified prior to the implementation. You may also want to refer to lessons learned
reports and other documents from prior similar projects to see what deliverables were used and how
effective they were in terms of project success.

Applying their views

Upon the consultation, with perspectives from different angles, you should be getting a broader
comprehension and thus, confirming the feasibility of the project. The core nature of exchanged opinions
is connected to the collecting of important insight and information that links participants by bringing a
diverse range of perspectives and expertise that will improve a project and increase its probability of
success. You may obtain this crucial information using a variety of communication tactics. Of course,
this depends on who they are, how interested they are in the project, and their location However, there are
a few things you'll need to figure out.

These may include:

➢ A list of which team members are in charge of specific communication tasks

➢ Suitable techniques and protocols for conveying information which may include:

o verbal communication:

▪ on-site in person

▪ at meetings

▪ informal briefings

▪ brainstorming sessions

▪ over the telephone/internet/video conferencing

▪ press conferences

o written communication:

▪ email

▪ letters

▪ update reports

▪ audits

▪ inventories
 ▪ newsletters

➢ Stakeholders’ specifications of information and their contributions if any

➢ The time in which information is exchanged – the frequency of usually adopted means
of communication throughout the course of the project

➢ How sensitive and confidential information is handled in accordance with the Privacy
Act 1988

➢ Potential limits to the flow of communication

➢ The resources distributed to communication

➢ Standard forms or templates for specific means of communication

➢ A procedure for channels of communication hierarchy

➢ Processes for resolving any misunderstandings

➢ Communications networks and their applications.

2.4 – Identify and access appropriate project management tools
Project management tools
Organisation is essential in project management, and a variety of tools and technology, including
GANTT charts and a project management information system, will be employed to ensure the project
runs efficiently.

A Gantt chart is an illustrative depiction of a project schedule that shows you a to-do list along with the
timeline given. The Gantt chart aids in the sequencing of events and activities by putting out the project
tasks and events in the order in which they should be performed. It will display the project operations not
in the favour of time, with the time divided into increments of days, weeks, or months. The actions are
listed to the left of the chart, and a timeline is provided at the top.

The operations are demonstrated by bars, and the position and length of that bar reflects the start date,
duration, and end date of each operation. This chart uses the horizontal lines to show the amount of work
that is done in certain periods of time in relation to the amount of time that was originally planned for
those periods.

A Gantt chart allows you to easily see:

➢ The beginning and closing dates of the entire project

➢ What the various operations are

➢ Expected timeframe of each operation

➢ Time allocation for each operation

➢ Overlapping period if any.

The Gantt chart is the most popular and simplest technique to display dependencies and to depict
predecessor and successor connections.

Task Jan Feb Mar Apr May Jun

Planning
Research
Design
Implementation
Follow up
Project Management Information Systems (PMIS)
A project management information system will most likely be used to aid you in reporting on
performance and challenges originating from governance structures. A project management information
system (PMIS) is a database that offers project managers with strategies and tools for gathering,
integrating, and sharing information via electronic and manual platforms during the project's planning,
execution, and closure stages.

A PMIS is the means by which the project's senior and middle executives engage in an exchange of
information with one another. It might range from a basic Microsoft Office file to a customised PMIS
corporate package. There are other PMISs that are accessible over the internet.

During the planning stage, a PMIS is utilised to establish all project frameworks and determine the scope
baseline. It is used to define the project's goals and schedules so that, throughout the execution stage, all
project milestones can be assessed against the initial plan at various phases and reports can be prepared
for stakeholders. It also allows project managers to control materials, retain financial data records, and
keep a record for auditing and reporting objectives. At the end of the project, the PMIS is used to analyse
the project against the goals and objectives to ensure that all objectives were met, as well as to identify
areas for efficiency improvement in future projects. It may then be used to create the project's final report.
A project management information system:
➢ Is an approach of sharing knowledge about the project, including:

o scope

o schedules

o financial expenses

o quality assurance

o human resources

o communications

o risk

o procurement

o governance

o change and issues management

o stakeholders

➢ Provides a systematic method in storing, finding, and retrieving project-related

information so that it is easily accessible. A PMIS automatically regulates the following
data-related processes:

o input

o storage

o processing

o output

o control/security

➢ May include:

o access authority levels

o sophisticated computer-based systems

o data ownership considerations

o adjusted systems to cater for unique project criteria

o privacy considerations

o basic manual systems.

A PMIS establishes a common methodology for storing information, ensuring that it is acquired,
aggregated, and recorded consistently throughout the project's life cycle. The PMIS will provide the
procedures and formats for recording information so that everyone who enters data adheres to the agreed-
upon standard. The uniformity enables analysing and comparing data at various phases of the project
considerably more efficient and precise.

A PMIS is often managed by a nominated person or team accountable for various aspects of the project.
They will conduct quality assurance checks on the information included in the PMIS to guarantee the
validity and relevancy of the information given to stakeholders.

A PMIS aids in keeping information accurate and relevant. When reporting on the project, the
information given must be precise at the time of reporting. A PMIS can create automatic updates of
certain project metrics. A basic manual system lacks this capability and is prone to human mistake.

Access authority levels, data ownership, and privacy issues all contribute to the integrity of the
information stored on the PMIS.

Examples of project management tools

Further examples of project management tools include:
➢ Deliverables – what the end product/outcome of the project is

➢ Work breakdown – a breakdown of the project into smaller, manageable sections to

determine the resources required for each activity and to assign roles and responsibilities
to each project team and member

➢ Budget and allocation of resources – overall budget and breakdown, e.g., for different
departments, items

➢ Schedules – deadlines for various milestones

➢ Risk management – identification of the possible harms and plan for dealing with them

➢ Recordkeeping and reporting – for example, recording, storing, and disposing of records
and confidentiality processes.
Topic 2.5 – Develop project plan according to project parameters and
deliverables
Developing a project plan
A project plan is a dynamic document that is subject to modification over the duration of the project. It
provides a broad guidance or direction for the project management and people involved.

The project plan includes all the planning documents, such as:
➢ Baselines/performance measures – scope, cost, schedule

➢ Scope statement

➢ Roles and responsibilities of stakeholders

➢ Staffing plan – work time allocation

➢ Quality plan – shows the standards and metrics to be used.

Project parameters to consider may include:

➢ Project scope – a statement that depicts the restrictions of the project on which all parties
involved consent before the project begins

➢ Project stakeholders, including own responsibilities – who stakeholders are, their roles
and responsibilities, and the scope of those responsibilities

➢ The linking of the project to the organization's goals and other projects – for example,
task interdependencies and inter-project dependencies

➢ Reporting criteria – who you report to and under what conditions

➢ Resource specifications – for example, equipment, personnel, etc. needed for the whole
project.

Project schedule
A project schedule is an essential component of project management, regardless of the size of your
project. It is utilised throughout the planning stage of your project and employs estimation, investigative
implication, and projection to reflect all of the effort involved in completing your project on time.
Because of this unpredictability, your project schedule should be revised on a regular basis. Your project
schedule is a tool that may be used to explain your to-do list, required resources, and time allocation for
each activity. It will also show you the order in which the project work should be completed, as well as
work that has already been completed.

You will need to be adaptable and ready for the probability of change. If you make your strategy flexible
and include contingencies, you will be able to adapt quickly to the circumstances.
A good project plan should answer the following questions:

What are the major outcomes?

How will we get to those outcomes and the deadline?

Who is on the project team, and what are their contributions to those
outcomes?

When will the team meet milestones, and when will other members of the
team play a role in contributing to or sharing opinions on those outcomes?’

Communication is critical in project management, and it is especially vital during the planning phase.
You should collaborate with everyone engaged in the project to create a project plan, debating and
clarifying topics with the various stakeholders.

Project milestones may include:

➢ Submission and approval of project

➢ Securing funds

➢ Hiring of personnel/selecting personnel to work on the project

➢ Receiving equipment for project

➢ Release of formal communication such as progress updates

➢ Final product/demonstration to the client.

What are project deliverables?

Project deliverables are the concrete, quantifiable, and specified outputs of your project's process and are
the building pieces of your total project. Projects are developed for the purpose of producing deliverables,
which may include a number of smaller deliverables. They are the goods and/or services you provide to
consumers, clients, and workers, and they usually have a due date. A project deliverable might be either
an outcome to be reached or a result to be supplied. Despite their close relationship to objectives,
deliverables and objectives are not the same thing.
Examples of project deliverables:

Server Consumer
Reports Documents
upgrade items

User
Hardware Software Systems
manuals

Training
Milestones.
program

To meet these project deliverables, you must estimate the time and effort, as well as the sequence and
interdependence of the project tasks.

Estimating the duration and effort of your project

In order to efficiently assign resources, specify how long the project would take and, and estimate
expenditures, you need estimate the length and effort of your project.

Effort is closely associated with the work that must be completed within the scope of the project. The
duration of a project is the amount of time it is expected to take. You may calculate the projected duration
by taking the estimated effort and dividing it by the estimated resources.

For example, if you need to create a 300-page report and know you can write ten pages each day, you
may predict that your project will take 30 days since 300 ÷ 10 = 30.

Sequence and dependencies of tasks

The order of the tasks and activities in your project is referred to as sequence. Dependencies are the
relationships between the tasks in your project that govern the sequence in which the activities must be
completed. They are the connections between previous and subsequent tasks.

Once your project's tasks have been established, they must be connected to demonstrate the links between
them, such connections will form up task dependencies. The project schedule is driven by the connections
between the project tasks.

Sequence and dependencies may include:

➢ Deliverable phases

➢ Preferred, logical, or mandatory order of task accomplishment

➢ Connection between tasks that have an influence on both starting and closing dates.
Dependencies might be obligatory, discretionary, or external.

Obligatory dependency
A mandatory dependence is a project activity that must be completed at a specific point in the project's
schedules. The sequence in which particular operations should be completed will be determined by the
nature of your project. Mandatory dependencies might be project contract requirements, physical
constraints, or regulations in force.

Discretionary dependency
Discretionary dependencies are actions inside your project that do not have to be completed at a specific
time but should be. These dependencies are often based on the expertise of the project team as well as
best methodologies. They specify how and in what order the project team wants the tasks completed; they
let the team to enhance the flow of work.

As a project advances and changes are required, these dependencies are often examined and, if necessary,
updated.

External dependency
External dependencies are those that are beyond the project's and the team's responsibility; they are not
part of the project's operations. These dependencies should still be accounted for in a project schedule
since they will have an influence on the project's practical operations.

Example
Assume your project is to construct a bathroom addition to a house. Before you begin, you must obtain
authorization to build the expansion; without this authority, your project will be initiated. This is an
external dependence that should be factored into your timetable. The walls of the new bathroom must
first be installed and plastered before they can be painted. These are instances of required dependencies;
they must be completed in the order listed. When it comes to the finishing steps, such as the floor, should
the skirting be applied before or after? This is an example of a discretionary dependency because it is
dependent on the project team's expertise and experience.

The aims of the guidelines are as follows – to foster:

➢ Fair business practices

➢ Fair advertising practices

➢ Fair marketing practices

➢ Precise information on the identity of a business, what it sells, and any terms of
conditions for transactions

➢ Transparency in the confirmation of transactions

➢ Secure payment means

➢ Timely, fair, and affordable dispute resolution/redress systems

➢ Privacy protection

➢ Training for businesses and consumers.

Topic 2.6 – Finalise project plan and gain necessary approvals to commence
project according to documented plan
Finalise project plan and gain approvals
The project plan must be authorised and signed off on by the sponsor and other key stakeholders before
the project can begin. As the project plan has been approved, it implies that the objectives and
deliverables have been evaluated and agreed upon. The signing off of the project plan signifies the end of
the planning and design stages and can be considered a project milestone. It also shows how committed
the sponsors and key stakeholders are to supporting the project within the agreed-upon restrictions.

Following consultation with the sponsor and key stakeholders about their expectations of project
objectives and deliverables at the initiation stage, the project plan should represent their expectations, and
approval should be an easy procedure.

Obtaining approval of the project plan from project authorities may mean you have to:
➢ Review project plan document and ensure validity and completion

➢ Distribute the project plan to the appropriate stakeholders in an agreed format and within
an agreed timeframe

➢ Set up a meeting with the necessary stakeholders to go through and debate the proposed
project plan. Take minutes of the meeting and use them to make changes to the project
plan if needed.

➢ Update the project plan to meet the needs of the key stakeholders and resubmit it within
the agreed-upon timeframe, establishing another meeting if required to evaluate and
debate the adjustments.

➢ In order for the project to progress, request a decision from the key stakeholders on
whether or not the plan has been authorised. If the proposal was not authorised, the
reasons for this should be reported by the appropriate stakeholder.

➢ Obtain signatures on a separate project plan approval document, which should be an

appendix to the project plan, from all key stakeholders.

Outstanding negotiators
Negotiating is a talent that takes time to master, with the ideal end being a win-win situation for all sides.
It might be a time-consuming process.
Best practice for negotiations:
➢ identifying the elements on which each stakeholder is convinced

➢ identifying grounds for bargaining on all sides.

➢ Determine who has the balance of power in terms of negotiating leverage between
stakeholders and the project team - who has more proof for their case than others?

➢ Prior to discussions with stakeholders, be prepared for every circumstance so that you
are not caught off guard.

➢ Always use reliable facts and figures that are precise and cannot be questioned when
entering negotiations with stakeholders.

➢ Prepare an agenda before the meeting and ensure all members of your team are briefed
and provided with sufficient information so as not to compromise the negotiations.

➢ Begin with a broad proposal rather than small details to leave plenty of rooms for
manoeuvre.

➢ If communications or discussions are not going as expected, call a recess or reschedule

the meeting at another time.

➢ Be logical and fair.

➢ Ensure that all conversations are fully documented and recorded, and that all parties are
signed whenever feasible, so that you have an audit trail and an accurate record of the
agreement if it is contested when the project plan is re-submitted.

Project management plan approval

All key stakeholders should sign and date the approval document, and their name, title, and position
should be clearly stated.
Relevant stakeholders may include:
➢ Project manager

➢ Project sponsor

➢ Investors

➢ Business steward.

The approval document will be brief, with only a paragraph stating that all signatories have seen the
project plan and agree to the approaches and timeline it lays forth. It may also include a provision stating
how any changes to the plan must be authorised and documented.
Chapter 3. Administer and monitor project
3.1 – Communicate to project team members their responsibilities and project
requirements
Subordinates
Subordinates are the people who make up the project team; they are the employees, contractors,
subcontractors, and maybe volunteers who get the task done. Depending on the scale of your
organisation, they may include general assistants, team leaders, middle managers, and departmental
managers. They might be third-party contractors. It is critical that each member of the project team
understands their job and duties from the beginning.

Organisation chart
An organisation chart is a graphic that displays the authority and hierarchy structure of a company. It also
shows the relationships that exist between each member of the organisation. They are typically pyramidal
in shape, with the director at the top, senior management, middle management, and employees at the
bottom. People are typically represented by a rectangle; the larger the rectangle, the more the authority
that person possesses.

If your project is on a big size, an organisational chart may be used to map out the duties and
responsibilities of each member of the project team and each department. It's possible that you have many
organisational charts for different functions inside the project.

Below is an example of an organisation chart

Work breakdown structure (WBS)
A work breakdown structure (WBS) is a method of breaking down a project into smaller, manageable
portions in order to determine the resources required for each activity and to assign roles and duties to
each project team and member. Making it a visible diagram, ensures that subordinates understand their
jobs and responsibilities. It also allows you to identify possible hazards in each part and implement
contingency plans if the risk incurs.

Task descriptions
Within a project, task descriptions could be prepared for a variety of purposes, including:
➢ Specific project operations

➢ Evaluations and reporting on project activities and progress

➢ Job descriptions for individuals that define their roles and responsibilities, including all
stakeholders

➢ Task descriptions for use on requests for quotation, proposal, or tender in order to
furnish potential suppliers with sufficient information about the brief.

When deciding who should create each task description, consider their expertise on the matter as well as
their relevant authority inside the organisation. A procurement officer, for example, would not draft a
work description for the communications team.

Team culture values

Determining and promoting team culture values is a crucial function within a project team to guarantee
that everyone on the team is working towards the same common goals with the same good work ethic.
The team culture values may also be characterised as a code of conduct or corporate ethics that
establishes acceptable behaviour standards and underlies the organisation's fundamental principles.

Business ethics refers to the moral principles that govern an organisation in order to achieve corporate
responsibility, quality assurance, and customer satisfaction. A code of conduct and business ethics, when
combined, establish an organisation's morals and set the standard for its members' behaviour and work
ethic. It should state that regardless of differences, all members of the organisation will be provided equal
opportunity and treated equally and fairly.

A code of conduct and business ethics policy are often a written document that all members of the
organisation may easily view. It should be integrated in the induction process for all new members and
utilised for refresher training at regular intervals for current personnel.

A code of conduct and business ethics policy must be continuously implemented if it is to have any
influence or be appreciated by those it regulates. If employees who violate the code in any manner are not
dealt with appropriately, other employees may lose trust in the system, perhaps leading to greater
unethical behaviours.

Determining team culture values

The team must be consulted and be an important part in establishing and agreeing on the values when
deciding on team culture values. If the team culture values are not their own, based on their professional
experiences, and do not represent what they consider important, they will have a negative and
demoralising influence on the personnel. The person in charge of defining and promoting the principles
should be someone who is not only in authority but also is working closely in with the project team on a
daily basis, a role model that the team respects, and that represents all of the key values crucial to the
team.

Team culture values will vary depending on the organisation, but general values include:
➢ Accountability and responsibility for own actions

➢ Integrity

➢ Respect

➢ Maintaining healthy work-life balance

➢ Collaboration and empowerment

➢ Quality

➢ Community, embracing diversity, equal opportunities for all

➢ Innovation, continuous improvement, efficiency

➢ Teamwork is highly appraised.

Topic 3.2 – Establish and maintain required recordkeeping systems
throughout the project
Recordkeeping systems
A recording system might be manual or electronic, but it must be straightforward, easy to comprehend,
and easy to use. Managing and monitoring business or record-keeping systems include determining needs
or making changes. This may be accomplished by doing research on the main business, supporting
operations, resources, as well as the business and social context. Observation and consultation with head
office, local management, principals, and personnel can be used to do research.

There are several reasons why records are created and changed throughout the course of a project. It is
necessary not only for general communication among team members, clients, and stakeholders, but also
for administrative tasks, planning, and resource acquisition.

Records must be kept in order for everyone working on a project to have access to the most up-to-date
information.

Also, records need to be preserved to ensure:

➢ Team has a means of communicating in general

➢ Ease of problem identification

➢ Evidence of contracts and agreements

➢ Plans, schedules, and budgets to use as a guide

➢ Human resource allocation and assigned authorities.

Core business activities

You should start by recording the business's essential activities. Core activities are non-routine
(administrative) operations that increase customer value, generate revenues, and are strategic, such as
customer service, product design, or marketing activities. You should document your organisation's main
operations after recognising them.
Documenting core business activities may involve specifying:

Diagrammatic representations

Formal writings

Handwritten documents

Informal communications

Online instructions or computer-based format guidelines that can be updated

Manuals

System requirements
You will have to take into account the system requirements since such criteria will vary between
organisations and will have to meet specified principles and offer appropriate features.

Below are a few instances:

➢ Retrievability of records

➢ The integrity of the record should be able to be protected

➢ Records disposal should only take place upon authorisation

➢ Records that must be kept for an extended period can be archived.

Utilising insights on the scale and nature of business activities at the organization, you will need to pick
an acceptable scale and number of business or record systems. To establish the size, evaluate what data
has to be saved and how it should be preserved, e.g., electronic or paper-based. The aim of the activity
determines how information is protected; long-term storage may need to be in a safe area, such as the
office, storage facilities, or on the computer, whilst short-term storage tasks will vary from task to task.

➢ Established procedure: This may be applied through organisational policy or by the

way your workplace operates.

➢ Organisational stipulation: This is likely to be company-wide, and it is in place to

guarantee that legal requirements are satisfied and that a consistent method is applied
throughout the organisation.

➢ Workplaces: These may have their own system centred on the office's space, layout,
and staffing, such as
 o the use of filing cabinets

o whether all staff have access to the same files on the computer

o whether staff have pigeonholes or trays

o whether there is a member of staff employed to be in charge of the information

system or whether everyone does their own work

o security restrictions:

▪ accessibility to the computer

▪ accessibility to the filing cabinet

▪ accessibility to the office area

Recordkeeping tasks
There are several possible record-keeping duties which may include:
➢ Storing, indexing, and categorising documents

➢ Developing filing systems and ensuring they fulfil organisational and legal principles

➢ Create schedules for retaining and disposing of records

➢ Managing paper and electronic-based information

➢ Maintaining and reviewing records systems

➢ Identifying record resources

➢ Recommending team members and other management on recordkeeping concerns,

including aspects of controversy or complexity such as those involving the Freedom of
Information Act and other legislation

➢ Developing a policy framework to support members

➢ Ensure workers adhere to norms and legislation while maintaining records

➢ Monitoring the shift from paper to electronic systems

➢ Controlling access to information

➢ Addressing issues with information management

➢ Handling both internal and external inquiries

➢ Budgets and resources must be managed and monitored.

➢ Organise and participate in the training and supervision of records personnel.

Maintaining, disposing, and updating requirements
The first step here is to identify your requirements:
➢ What procedures are required to keep and remove records?

➢ Do you require an information technology department, for example, and will it be on-
site or off-site?

➢ Do you require storage space, and does this necessitate the use of human resources, such
as for security, destroying, or clearing files?

➢ Will you need to purchase or replace equipment, such as computers and printers?

➢ How frequently will the system be upgraded?

Record continuum theory

The record continuum is considered a comparison to a record's life cycle. This lifetime includes the
production of a record, its usage, and either authorised destruction of a record or additional storage and
management of a record.

All records created during the project should be saved for future reference. All needed information should
be presented, and all papers should be double-checked for correctness. Decide which records must be
retained and compile all documentation in chronological order, making sure to include a contents page
that includes the author, date, and version history number of the document.

Maintain and update records

Documenting any modifications or additions to your baselines will be necessary for maintaining and
updating records against project deliverables. Intervals will vary depending on the nature of plan and the
needs of your organisation. If you are using project management software, such as Microsoft Projects,
you should access this and make the necessary changes.

You may need to make changes to the following areas:

➢ Time worked – can be tracked using timesheets, for example, at the conclusion of each
week. The project manager should estimate the time worked weekly and compare it to
the actual time spent to determine whether or not the schedule is being followed as
anticipated.

➢ Costs – can fluctuate over time, for example:

o changes to materials or the cost of materials, e.g., if there is an offer

o changes to contractors, e.g., using new companies, replacing suppliers, etc.

o changes to payrolls, e.g., if someone is promoted

➢ Scope – changes to scope can be complicated and require permission; thus, any changes
should be detected and executed as soon as feasible. You could have contingency scope
plans that you might adhere to.

You should have a quality assurance policy accessible since it guides you on how to maintain records up
to date in an effective and timely manner.
In most cases, records are stored in electronic systems that generate a report depending on the
information entered. These might be kept in a computer-based file or folder. A computer directory is a
computer-based filing system that is organised on a computer into files and folders. You may have
multiple files and folders open on your computer, and you should make sure that you manage them
properly so that the information may be saved for future use. You may have special standards for naming
files and folders, such as titles or codes. You will be provided particular processes to follow in order to
handle this system appropriately and in accordance with your organisation's needs.

To handle this filing system, you may need to:

➢ Create new folders

➢ Copy folders or files within folders and transfer to other locations

➢ Change the name of a file or folder

➢ Remove files and folders.

To access the aforementioned choices, right-click on the folder or file with your mouse to bring up the
drop-down menu of options.
Topic 3.3 – Implement and monitor plans for managing the project
Plans for project management
To offer a project the best possibility of success, you must develop an action plan.

This action plan should include:

➢ Your suggested action – objectives you need to achieve

➢ The purpose of attaining the goals – what is the outcome/benefit?

➢ Timelines – you will need to ensure there are target dates for the goals to be completed.

When establishing a strategy to manage the many parts of a project, you may also need to seek expertise
from specialists or colleagues.

Failure to account for difficulties may result in your project being unable to be finished or overspending
your budget.

Implement and monitor plans for finance

For example, if your project required the construction of 500 buildings, how would you handle when the
supplier ran out of bricks?

➢ Would you be able to search for the same product elsewhere?

o would this more expensive? How much more?

o would you be able to wait for the bricks to be restocked?

What if the cost of the bricks raised significantly in the middle of the project?
➢ Will the budget allow for the additional spending?

➢ Will it better to obtain the whole resource required prior to the beginning of the project?

➢ Can the identical product be purchased elsewhere for the same or cheaper rates?

Contingency plans must be readily accessible to deal with circumstances such as resource cost or
availability. Without a contingency plan, the entire project may fail if a critical resource became
unavailable or much more expensive.

Overrun issues can have serious consequences for the functioning of the business as well as the expense
of the project.

In cost-administration terms:
➢ How much will it cost to compensate the personnel and contractors for their overtime?

o will this result in a higher rate?

➢ Will you have to pay emergency overtime to your employees and contractors?

➢ How much money would the company lose if it closes or partially closes?

➢ What will the cost of any new resources be?

You should assess what can go unexpectedly, estimate the cost, and budget for it properly.

For example, suppose the builders in the previous scenario overran their project to construct 500
buildings:
➢ How much will it cost to compensate workers and contractors for their extra time?

➢ The builders charge $25,000 each week, so an additional four weeks would cost
$100,000.

➢ You may budget for a $200,000 overrun after eight weeks. Then, if the build does
overspend, the money is planned for it, and the project will not be financially ruined as a
result.

➢ Will you have to pay emergency overtime to your employees and contractors?

➢ The builders will charge the same rate of $25,000 per week, so the price will not change
until they are compelled to work emergency overtime to complete the job on time.

➢ How much money would the company lose if it closes or partially closes?

➢ Not applicable since the buildings will be sold to purchasers and the price will be the
same whether or not the buildings are completed two months later.

➢ How much will any extra resources cost?

➢ Not relevant, however more resources would be budgeted for anyhow in the resource
budget.
Cost-estimating methods
To put a financial strategy in place, you must first assess the project's expenses. There are various
methods for assessing the expenses connected with a project.

These cost-estimating methods may be:

➢ Allowance for contingency and risk

o allowing extra budget capability to accommodate eventualities. Allowing time and

money to be accessible in the case of a disaster makes your strategy more flexible
and capable of dealing with problems.

➢ Cost of Quality (COQ)

o represents the expenses involved with sustaining the project's needed or desired
quality level, which you should budget for. You must include these expenditures
in your cost-cutting efforts

o keep in mind the cost of failure!

➢ Expert opinion

o experts and specialists may advise you on costs, quantities, quality, and durations

o this can imply that your estimates are more precise and well-informed

➢ Organisational budget and cost-control policy

o your organisation may have established or suggested budgets, objectives, and

restrictions to assist you in your cost-estimation process by giving a framework
and a guidance.

➢ Organisational chart of accounts

o the chart of accounts outlines the many types of expenditures that the organisation
has and may be used to examine the financial status of the firm

o assessing the financial health of the firm can aid in cost estimation since it allows
you to base your budget on the organization's present position.

➢ Parametric estimating

o Parametric estimating is a technique for estimating the cost and time of projects
by using statistics from previous data and project factors.
 ➢ Prior project history

o Prior project histories are valuable because any lessons learnt may be applied to
current and future initiatives. You may also review prior budgets and
contingencies to help plan your estimates this time.

➢ Reserve analysis

o a reserve analysis is a strategy for determining if and how much reserve should be
set up to handle cost, budget, and time eventualities.

➢ Review of organisational records

o reviewing organizational records may help you discover what went unfavourably
and what went favourably in past projects.

o Organisational records may also be connected to income, spending, and budgets,

which can help you estimate costs.

➢ Top-down estimating

o Top-down estimating is seeing the project as a whole and estimating the cost as a
single total number; for example, the total cost will be $1.1 million. This strategy
is not always as precise as bottom-up estimates, but it has the advantage of
allowing you to see the larger picture.

➢ Bottom-up estimating

o bottom-up estimating divides the whole project into smaller sections and
components, allowing you to estimate expenses for each phase. This method of
cost estimation can be more accurate since it allows you to examine each
component of the project in more depth.

The approaches you employ will be determined by the information available to you and the concept of
the project. Your organisation may specify which techniques should and should not be utilised, as well as
give templates.

Resource levelling
This is when you guarantee that teams are only assigned tasks that they can actually do within a specific
time frame.

Tasks, for example, are spaced out over a set timeline to ensure that the team is not overburdened with
work all at once. Tasks can also be divided into stages and responsibilities assigned to share the effort
throughout the team.

You may use tools like Microsoft Office Project to excecute this for you systematically.
Microsoft Office Project has features to help you assign work, including:
➢ Task ID

➢ Scheduling dates

➢ Available slack

➢ Task priority

➢ Task dependencies

➢ Task limitations.

What the application does is divide or postpone tasks; it does not change their information or who/what
resources are allocated. These activities might be completed manually without the use of Microsoft
Project, but you must weigh the time required with the expense of establishing an automated solution.
Don't over-allocate resources; this will cause difficulty in finishing the work on time.

When assigning tasks in Microsoft Project, keep in mind that the availability of resources is not taken
into consideration, just the needs. As a result, you'll need to keep an eye out for over-allocations and deal
with them as needed.

Managing project quality

Effective quality management throughout a project guarantees that the end product and outcome match or
surpass the clients' and stakeholders' expectations and demands, which are set during the project's start
and planning stages. Quality management is a continual process that may result in adjustments to a
variety of project parameters, such as timeframe and allotted resources, both of which may have an
influence on all of the other eight project functions.

The following are examples of effective quality project management:

➢ Definition of quality – the stakeholders will decide the definition of anticipated quality
at the start of the project, and it will be the guideline towards the final result and
deliverables, as well as the processes and procedures used during the project.

➢ Quality characteristics – the deliverables, technology, and equipment used to generate

the deliverables, as well as the processes and procedures employed during the project,
will be evaluated against certain criteria such as:

o performance

o appropriateness

o compliance

o reliability

o compatibility
 ➢ Quality plan – a comprehensive quality management plan should be established that
identifies all of the actions necessary to satisfy the specified quality requirements,
including:

o quality definitions

o management responsibility

o design and document control procedures

o purchasing criteria

o processes for inspection testing, deficiencies, and remedial approaches

o how quality records are sustained

o quality assurance – schedule for quality audits and procedures for reporting back
to stakeholders

o instructional criteria

➢ Quality improvement (or continuous improvement) – This is the practice of regularly

assessing the quality of a product, system, process, technique, or material in order to
improve it and make it more efficient. Every member of the project team is responsible
for striving to enhance the quality of their work in all aspects.

➢ Quality control – the assessment of the end result's quality in relation to the
stakeholders' expectations. If the intended quality is not satisfactory, the final product
may be rejected, and further effort may be required to fulfil the standards. This is why
continual improvement and quality audits are critical throughout the project's
performance.

➢ Cost of quality – this refers to the processes and procedures adopted to create
deliverables of the desired quality, as well as the expenses of failing to meet
expectations and any waste generated throughout the course of the project.

The practice of monitoring quality throughout the course of a project to guarantee that it is maintained is
known as quality assurance. Quality assurance enables any errors or difficulties to be identified early on,
allowing them to be fixed promptly and with minimal influence on the remainder of the project.

Quality assurance may include:

➢ Quality assurance may comprise the following steps: a systematic assessment of the
project management process to verify compliance with organizational policy and
requirements

➢ Process of project completion to capture lessons learnt and enable continuing

development.
Quality assurance audits may include:
➢ Adherence to plan

➢ Adherence to principles

➢ Governance and decision making

➢ Independence and viable processes

➢ Sustainability of project records.

Topic 3.4 – Undertake risk management as required
Risk management
To manage risks, you must analyse risks frequently in order to keep the risk plan up to date and guarantee
project outcomes are within reach.

Risk review processes may include:

➢ Ad hoc due to emergency events

➢ Gateway or stage transfer examinations

➢ Continuous through team member assigned duties

➢ Frequent risk assessments at project meetings

➢ Scheduled formal examinations.

The procedure can be casual or formal and organised; which one you choose depends on the size and
complexity of your project.

To assure the currency of risk strategies, a structured method would include review mechanisms,
checklists, and measurement tests.

Further risk review processes may include:

➢ Risk control audits

➢ Risk insurance review

➢ Contract reviews (internal and external)

➢ Review of internal protocols

➢ Occasional debriefs

➢ Test/trial sessions.

Monitoring and mitigating project risks should be a constant cyclical activity.

Chapter 4. Finalise and review project
Topic 4.1 – Complete financial recordkeeping associated with project and
confirm according to agreed budget
Project finalisation activities
As the project is coming to the final phase, managers must now perform some small tasks to polish the
performance before the submission to the client.

Project finalisation activities may include:

➢ Finalising financial activities

➢ Capturing project data

➢ Keeping track of pressing project concerns

➢ Acquiring or issuing certifications

➢ Preparing final project reports

➢ Updating organisation knowledge management.

All financial transactions must be finalised and preserved accurately and in adherence to legal and
accounting standards, as well as for auditing purposes. With any outstanding capital captured, the project
cannot be handed over to the client. Payments to suppliers, salary for the project team, rent for premises,
utility bills, and many more transactions related to your project are examples of financial transactions.

Legal standards
The Australian Securities and Investments Commission (ASIC) categorises financial reporting
obligations based on business type.

Personal financial records must be preserved for a period of five years, whereas the following
records must be retained for a period of seven years:
➢ Financial data

➢ Most employee records

➢ All records of fringe benefits and capital gains.

Not only the specifications of your sector and state laws, but also the following fundamental legal
criteria you into which you should look at the very least:
➢ A cash book or financial accounting software – that records cash receipts and cash
payments

➢ Bank accounts – cheque books, deposit books, and bank statements

➢ Employment records – hours worked, overtime, salary or other benefits, leave,

superannuation benefits, termination of employment, kind of employment, personal
information about employees, employee personal contact information, and employment
information

➢ Occupational training records – for both you and your staff to ensure compliance with
workplace, health, and safety legislation, including safety drills and emergency training
sessions.

➢ Sales records – invoice books, receipt books, cash register tapes, credit card paperwork,
credit notes for returned products, and a record of goods utilised directly by the business
owner.

➢ Proof of purchases – cheque butts (for bigger transactions), petty cash system (for
smaller cash purchases), receipts, credit card statements, invoices, and any other papers
connected to purchases, such as copies of agreements or leases

➢ Work, health and safety (WHS) records – workplace incidents, risk register, and
management tactic, profile of key WHS personnel (e.g., WHS representative, TSA, first
aid attendant), chemical storage records, first aid incident register, workplace
evaluations, and material safety data sheets (MSDS).

Confirm according to agreed budget

Dependent on the scale of your project, you may have financial obligations to finalise both internally and
externally.

Financial responsibilities
These may contain a final accounting for the project's overall expenditure, divided into the
following aspects:
➢ Plan for cost management — reconciliation of projected and practical expenses

➢ Work breakdown structure - how did the practical cost compare to the funds allotted to
each WBS component?

➢ Change and risk management - how did project modifications effect budgets?

➢ Procurement records and finances must be completed and properly recorded.

➢ Payroll must be completed, and records must be properly preserved and handed over.

➢ Vendors should be fully paid, and accounts should be updated accordingly; there should
be no pending bills.
External financial responsibilities are related to outside borrowing; capital lent by sources other than
stakeholders and investors, such as bank loans or service contracts (utilities, for example). It is critical to
complete these external financial binding since failure to do so may result in a court action and the
acquisition of the project's and/or the organisation's assets.
Topic 4.2 – Complete project documentation and obtain sign-offs for
concluding project
Completing documentation
Before the project may proceed further, all elements and requirements in each phase must be fulfilled and
typically signed off by a designated authority.

The amount of documentation that must be produced at the end of the project is determined by the scale
of the project. If you are working on a small project, you may not need to include everything on this list.

Documentation that needs to be completed may include:

➢ Project brief

➢ Issue list

➢ Project schedule

➢ Project plan

➢ Distribution plan

➢ Technical standards

➢ Quality assessment schedule

➢ Change log

➢ Communications approach.

Client expectations and project objectives will identify the precise main criteria for completion stage.
Because each project's activity is unique, these will change the most from one project to the next during
the implementation and controlling stages.

Generic key requirements for the completion of the final stage are:
➢ Producing a closing report that includes:

o sign off

o capital analysis

o plan analysis

o releasing project personnel

o lessons learnt from the project

o overall deliverables of the project

➢ Redistribution of resources and/or equipment used in or remaining from the project

➢ Completing any required administrative work for the project

➢ Recording any next actions for the next or future initiatives.

Logs and registers serve as means for documenting project parts. They may be required as part of an
auditing process and facilitate both internal and external audits. In projects, many logs and registers are
adopted.

Project logs and registers may include:

Daily log Quality log Risk register

Task completion Version control

Change log
log log

These provide quick access to specific project details. For instance, if you need to examine the quality of
anything, you may look at the quality log. Because these logs will be accessible to everyone working in
the project, they will serve as an excellent communication means. Your organisation will have layouts for
logs and registers, making them simple to use and comprehend.
Topic 4.3 – Review project outcomes and processes against the project scope
and plan
Reviewing project outcomes
It is critical to spend time at the conclusion of each project examining, evaluating, and assessing how
productive each part of the project was in order to discover opportunities for enhancement for future
initiatives.

Project review evaluations may include:

➢ Benefits realisation review

➢ Outcome’s evaluation

➢ Post-implementation review

➢ Project lessons learnt.

Benefits do not appear immediately once the project is completed. Time should be devoted to integrating
the procedures and practices that will result in complete benefit realisation. The actual advantages may
not be realised for five years upon the completion. In a landscape gardening job, for example, you would
not expect the gardener to remodel and prepare the area, plant seeds, bulbs, and saplings, and then leave
them to bloom on their own with no aftercare or nurturing. The same standards apply to all projects.

Benefits realisation includes:

➢ Delivering training

➢ Conducting illustration

➢ Preparing training sessions

➢ Providing assistance and troubleshooting

➢ Soliciting input from employees and the client

➢ Making adjustments to the project upon the completion.

Benefits may not be realised immediately once the project is completed. It may not happen for six months
following the project implementation review to give the project time to establish itself.
The benefits realisation review may include the following:
➢ Purpose of the review – to consider if the predicted advantages of the project have been
realised and whether any challenges or problems have occurred

➢ Benefits anticipated in the initial business case and project commencement document

➢ How the benefits have been quantified

➢ Resources employed in benefit realisation – what assistance has been added following
the project's completion?

➢ The resources needed to perform the review

➢ Actual advantages realised upon project completion:

o do they provide the anticipated benefits? If not, how far are they away?

o do they differ from the anticipated benefits?

o are there more advantages than expected?

o were the advantages recognised sooner than anticipated?

o are there any other advantages?

o do modifications to the support system need to be implemented in order to reap

the advantages, and if so, is this cost-effective?

➢ What non-benefits have been discovered, and what issues have they caused?

Outcome’s evaluation
Because results are extremely comparable to benefits, the outcomes evaluation will be quite similar to the
benefits realisation review. Outcomes and benefits are the end result of your efforts on the project and are
closely tied to the project's goals.

The outcomes evaluation may present:

➢ Expected and agreed-upon project outcomes set out at the start of the project, both short
and long-term

➢ Key performance indicators to measure the outcomes

➢ Actual outcomes and whether they meet the initial expected outcomes, including:

o changes to knowledge within the organisation

o changes to actions and behaviour of the organisation itself and its employees

o changes to conditions

➢ Any unanticipated and undesirable impacts that are destructive rather than beneficial

➢ Any unexpected but welcome outcomes that have benefited the organisation

➢ No change at all
Post-implementation review
A post-implementation review (PIR) is the final phase. It is a critical assessment of the entire project that
assesses whether or not the project was productive and why. It is generally undertaken by a third party
and takes place between three and six months after the project has been completed. This gives the project
work time to settle within the organisation and allows the advantages to be realised over a longer period
of time. It evaluates each area of the project to determine whether or not it reached its objectives.

A PIR performs the following functions:

➢ Examines the objectives, benefits, and outcomes

➢ Specifies whether or not the project was within its scope

➢ Evaluates the quality and accuracy of the final output

➢ Reviews the project against the schedule

➢ Measures the actual expenditure against the budget

➢ Clarifies the key achievements of the project and milestones

➢ Offers information and evaluation for lessons learned

Topic 4.4 – Document feedback and suggested improvements
Document feedback
It is critical to document comments in order to enhance project management in future projects. At the end
of the project, every approach used by the project team should be assessed, reported on, and fed back to
project authorities or senior management within your organisation.

Keep a record of key data

It is critical to document project specifications in order to put all of the tactics into context.

Key data include:

➢ Project objectives, benefits, and outcomes

➢ Project manager and leaders

➢ Description of the client/customer/sponsor/investors – Getting to know their needs and

expectations regarding governance will have an impact on the examination

➢ Dates of the project

➢ Deliverables.

Document a comprehensive vision

If lessons are to be learnt, the failures must be mentioned as much as, if not more than, the achievements
in order to avoid them from occurring again. Include what worked, what didn't, and why it didn't work. It
is equally vital to detail the reasons for techniques that did not work because they may have worked well
in other projects but were just not appropriate for this one. Recommend more efficient management
strategies in the circumstances you have encountered during the project, as well as what you would do
differently in hindsight.

You should have a variety of papers and reports created during the project's life cycle from which to
gather your feedback report. Preserving and documenting information as you progress through the project
helps you to analyse successes and failures at various stages during the project, allowing for a more
neutral and accurate analysis of governance efficacy. If you did not keep records throughout the project,
this might be a great lesson for the future endeavours.

Consider the following questions:

➢ What did you learn?

➢ Did you come up with any best practices?

➢ Could you apply what you've learnt to other initiatives?

➢ What suggestions do you have for the future?

➢ What are the primary factors influencing the success or failure of this project?
Be honest
Obtain honest and open feedback from all stakeholders to gain a thorough vision of how effective project
management was. Feedback should be solicited from all team members, from the top to the bottom of the
hierachy of command, and all information, no matter how little, should be recorded and documented in
order to make the best adjustments to future procedures. In the same way, get feedback from all other
internal and external stakeholders. Involving your stakeholders in the decision-making process makes
them feel more valued and respected.

Accept the unfavourable feedback and address it with dignity. These are the most important components
of the report that, if used correctly, have the potential to improve the efficiency of project management
operations. Continuous improvement keeps an organization dynamic and at the forefront of increasing
efficiency; this mindset makes an organisation appealing to work with and keeps people engaged and
dedicated.

Input into future projects

All project review evaluations should be utilised to create a single report that identifies areas of project
management and project activities that performed well and should be referred to in future projects. It also
identifies areas for enhancement and severe mistakes that could have been mitigated, as well as what
should not be used in future initiatives.

Keeping detailed records, logs, and registers from the beginning to the end of the project will allow for a
far more accurate evaluation and analysis of the project's success. Record keeping is a lesson in itself;
there are multiple logs, registers, and databases to keep up with, but they ultimately tell the journey of
how successful or failed your project was. The appraisal of your project will be incomplete if the records
include gaps or inconsistencies. This has an influence not only on the project, but also on the reputation
of the project management team, notably the project manager, as well as the client and stakeholders
involved.
Additional Readings

Business record keeping

https://www.business.qld.gov.au/business/starting/starting-a-business/record-keeping-business/basic-
record-keeping-requirements

Microsoft office project:

https://support.office.com/en-gb/article/Goal-Create-relationships-between-projects-d1c54e93-7a35-
41b4-bad2-d71ecefc7991

Planning a project:

https://www.teamgantt.com/guide-to-project-management/how-to-plan-a-project/

Work Health and Safety (WHS)

Work health and safety | business.gov.au