BSBPMG522

Section A

Section B
1. Give two examples of project management tools and how they
contribute to a project.
1).Critical Path Method
Critical Path method, or CPM, is an important project planning tool used by
project managers to monitor the progress of the project to ensure that the
project is on schedule. The Critical Path for a project is the longest sequence of
activities on the network diagram and is characterized by zero Slack for all
activities on the sequence. This means that a smallest delay in any of the
activities on the critical path will cause a delay in the overall timeline of the
project.
This makes it very important for the project manager to closely monitor the
activities on the critical path and ensure that the activities go smoothly. If
needed, the project manager can divert resources from other activities that are
not on the critical path to activities on the critical path to ensure that the project
is not delayed. When a project manager removes resources from such activities,
he needs to ensure that the activity does not become a critical path activity
because of the reduced number of resources.
2).Work Breakdown Structure

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 A Work breakdown structure, also called WBS, is a delivery oriented hierarchical
decomposition of work. IIt is often used as a project planning tool to define the
total scope for the project and to identify required deliverables for the project.
Having detailed project deliverables enables all stakeholders to get a common
understanding on the project scope—each team knows exactly what needs to be
developed.

2. Outline types of documents and other sources of information

commonly used in defining the parameters of a project.
To define a project scope, you must first identify the following things:
Project objectives
Goals
Sub-phases
Tasks
Resources
Budget
Schedule

3. Explain processes for identifying and managing risk in a project.

Step 1: Identify the Risk. You and your team uncover, recognize and describe
risks that might affect your project or its outcomes. There are a number of

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 techniques you can use to find project risks. During this step you start to prepare
your Project Risk Register.

Step 2: Analyze the risk. Once risks are identified you determine the likelihood
and consequence of each risk. You develop an understanding of the nature of the
risk and its potential to affect project goals and objectives. This information is
also input to your Project Risk Register.

Step 3: Evaluate or Rank the Risk. You evaluate or rank the risk by determining
the risk magnitude, which is the combination of likelihood and consequence. You
make decisions about whether the risk is acceptable or whether it is serious
enough to warrant treatment. These risk rankings are also added to your Project
Risk Register.

Step 4: Treat the Risk. This is also referred to as Risk Response Planning. During
this step you assess your highest ranked risks and set out a plan to treat or
modify these risks to achieve acceptable risk levels. How can you minimize the
probability of the negative risks as well as enhancing the opportunities? You
create risk mitigation strategies, preventive plans and contingency plans in this
step. And you add the risk treatment measures for the highest ranking or most
serious risks to your Project Risk Register.

Step 5: Monitor and Review the risk. This is the step where you take your Project
Risk Register and use it to monitor, track and review risks.

4. In no more than 300 words, outline the organisation's mission, goals,

objectives and operations and how the project relates to them.
As a real estate development project, the mission of the organization is to
develop a real estate, the goal is to make profits, objective of the project is Real
estate developers, the project is to make sure the project can move frequently.

5. Explain the organisation's procedures and processes you need to follow

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 for managing your project including:
The key project management processes, which run through all of these phases,
are:Phase management, Planning, Control, Team management, Communication,
Procurement, Integration.
Procurement – This is a specialist area. Many projects hire third parties to
manage purchasing, particularly when it involves IT systems. Managing these
third parties is often the role of the project manager. See our articles on Request
for Proposal Documents and Procurement Management for more on this.

6. What are the project work health and safety requirements that apply to
your project?
Only work activities are covered by the work health and safety (WHS) laws.
Activities that are purely domestic, social, recreational or private in nature are
not included. Whether an activity is considered work may depend on specific
circumstances. The following criteria may help determine if an activity is work
under the Work Health and Safety (WHS) Act:
the activity involves physical or mental effort or the application of particular
skills for the benefit of someone else or for themselves (if self employed),
whether or not for profit or payment
activities where someone would ordinarily be paid may be considered work
activities that are part of an ongoing process or project may be work if some of
the activities are paid
an activity may be more likely to be work if someone is managed or controlled by
another person when they undertake that activity
formal, structured or complex arrangements may be considered to be work than
ad hoc or unorganised activities.

Section C
1. Define the parameters of the project
Time
Your project deadline is bound to be one of your most important parameters.
What is the finish time and why? There may well be a relationship between the

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budget and the deadline, in that you may have to work within a particular
financial year or account to a funder for money spent over a particular period.
As well as your final deadline, there are certain to be a number of critical time
points that need to be taken into account. We go into these in more detail in our
Project management course but it is important to be clear, right from the start,
that in order to achieve the final deadline, several other ‘mini-deadlines’ will
have to be met.
Cost
You may have to draw up the project budget, or it may have been set by others.
You will certainly be responsible for ensuring that the budget is not overspent
and that income (if appropriate) is raised according to plan. You may need to
ensure that the phasing of income and expenditure is achieved successfully so
that you have enough money for the project’s needs in plenty of time.

How much leeway do you have, as Project Manager, in moving the project spend
from one cost heading to another? If you are overcommitted on your print
budget but have some left over in the training cost centre, can you rob Peter to
pay Paul? It is important to be clear:
How much income you must raise to fund the project, if any?
How much you can spend and on what?
How much income the project is intended to generate?
Must you raise the income before you start to spend or
not?
How much discretion do you have about changing the details of the budget – for
example, moving money from ‘post’ to ‘stationery’ if that’s what you think is
needed?
In large organisations, especially in the public sector, it is common for Project
Managers to be very vague about the budget for their project. "Finance deals
with all of that" is a phrase we often hear at the Centre. However, it is unlikely
that financial considerations will not affect your project at all and it is wise, as
well as good practice, to get as clear a picture as you can of all the income and
expenditure constraints involved with your project.
Quantity
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 Some projects have no quantity parameters at all; others are very focused on
quantity. For example, if the project aim is to design a leaflet informing people
about services, then the quantity of leaflets produced is not one of the most
important parameters. You need to produce enough for your needs, but the main
factors to be monitored will be the quality of the information given, its
appropriateness to the audience, the cost involved and the print deadline if any.
However, in the example of employment training for young people, quantity is a
key factor. Funders and other stakeholders will have set clear standards for the
number of young people receiving the training and the numbers successfully
placed in work.
Quality
Finally, you need to be aware of the quality parameters involved in the project.
Quality standards may be imposed from outside, as in the case of residential
care, or they may need to be devised internally and fleshed out in the planning
stage of the project. In doing this, you need to be able to answer the question "Is
this good enough?"
Quality factors apply to inputs (the raw materials for the project), to outputs
(what the project produces), to outcomes (the results of the project), and to
processes (the means used to achieve the outputs). So in the example of the
employment training project, there will be quality factors in the training
materials (the inputs), in the delivery of the training (the process), in the number
of young people successfully ‘passing’ the training (the outputs), and in the kind
of work the young people achieve at the end of the project (the outcomes).
The four different project parameters are sometimes shown as four perfectly
balanced forces. Unfortunately, such a situation never exists. There will always
be one or two parameters that matter more than the others. In brain surgery, for
example, quality of process and outcomes matters far more than cost and
deadline. It is very important to establish with your line manager and other
stakeholders what the most important parameters are.
For instance, in the production of an annual report, one organisation will want a
full colour glossy report to support its fundraising and publicity. Quality will be a
key feature, quantity will be important and budget will be less important if there

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 is a good end result. Another, perhaps smaller, organisation will be happy with a
few photocopied stapled sheets in black and white that meet the statutory
requirements and that don’t give stakeholders the impression of money ‘wasted’
on inessentials.

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