Assessment Task 1 Instructions

Provide answers to all of the questions below:

1. Identify and describe two documents that can be used to initiate projects.

PROJECT INITIATION DOCUMENT

A Project Initiation Document characterizes the project extension, the board and generally achievement
models that the group can return to during the project. It contains the essential data of the project like
context, extension, group, and joint effort. It is similarly significant as an inside manage and for outer
stakeholders.

a) PROJECT CHARTER
When starting a project, the project initiator develops a document called a project charter. This is
a document that distinguishes the requirement for the project, officially gives approval to a
project, and awards power to the project manager to demand assets and direct project exercises.
The project charter contains:

 A project proclamation of work that references the business need, administration scope,
and strategic plan

 The business case for the project that subtleties the interest, client demands,
advancements, legitimate and social necessities

 Agreements that characterize the objectives or purpose of the project

 Environment factors of the organisation

 Assets of the organisation

b) PROJECT MANAGEMENT PLAN

Inside the planning stage, a project management plan is created by the project manager in a joint
effort with the project initiator, in light of the data given by the project charter. This fundamental
archive directs the whole project and subtleties the management plans that cover the following:

 correspondences

 costs

 HR

 achievements

 measure enhancements
  nature of expectations

 business necessities

 chances

 plans

 project scope

 details of the stakeholder

 updates on the project

2. Identify and describe two key components of a project scope management plan.

A good scope management plan will have the following sections:

1. Requirements
2. Stakeholders
3. Scope Statement
4. Work Breakdown Structure (WBS)
5. WBS Dictionary
6. Roles and Responsibilities
7. Deliverables
8. Sponsor Acceptance
9. Scope Control

a) PROJECT SCOPE
The scope statement characterizes the project. It is the center of the scope management plan
and different parts establish the framework. The scope statement is a composed portrayal of the
undertaking scope, significant expectations, presumptions, and requirement. It states recorded as
a hard copy what work will be essential for the project and what won't, and its significance ought
not to be underestimated.

b) WORK BREAKDOWN STRUCTURE

the work breakdown structure is the division of the project into tasks. It shapes the premise of
present day project the executives strategies as each assignment is examined all through the
project for timetable and spending progress. The spending plan for each errand incorporates the
entirety of the tasks assets, including worker hours, tools, apparatuses, and worker for hire costs.

3. Describe two factors that can impact on a project scope.

The factors that can impact on project scope are as follows:

  variable resource levels

 legal constraints and regulatory constraints

 changing requirements of stakeholders

 external and internal risks

 time constraints

These factors should be distinguished, dissected and perceived before the scope of a project can be

appropriately characterized. In any case the project is probably going to be liable to later demands for

change to scope, as these factors become evident. Overseeing change to scope is probably going to be

less tricky if the vastest scope of potential impact factors is distinguished from the very beginning.

4. Explain the purpose of a change control plan within a project scope management plan and
summarise the key processes that should be followed in order to control changes within a
project.
During the project, elements may emerge that impact the scope, as innovative advances, strategy
changes, unanticipated dangers or constraints, changed stakeholder necessities or changed suspicions.
Whenever you have recognized elements that influence the project, it is important to manage that change
control process, there are a few information guides that need toward continue to control changes.
Five stages of change control process are as follows:
 Identify change and describe how it would be beneficial for the organisation.
 Summarise the impacts of the change
 Make decision to either approve or deny the change
 On approval, develop action plan
 Project closure

5. Explain two methods that can be used to measure project outcomes and progress and
provide example to illustrate each.
a) COST RATIO
The Cost Ratio technique is typically executed on a project that has tasks that will in general
happen over a long stage. Frequently utilized for Overhead costs, this strategy is estimated
dependent on the planned portion of dollars versus the working hours of labours of production.
This technique enables the contractor to procure esteem that is equivalent to the general percent
of project consummation.
EXAMPLE: If the general advancement of the project was resolved to be 40%, at that point the
contractor would have procured 40% of the overhead and expenses.

b) START/ FINISH
This strategy is just centred on catching the starting point and the finishing point of the task and
nothing in the middle. It's best for tasks that are short in span. Utilizing the Start/Finish procedure,
we acquire a level of progress when the task starts and the other half is procured once the task is
finished. These rates are dictated by the contractor of the project.
EXAMPLE: Testing services like, load test on electric boards, flushing and cleaning of
channelling, and comparable tasks.
 6. Describe two methods for segmenting and documenting a work break down structure (WBS).
a) VERB-ORIENTED WBS
Defines the deliverable of project work as far as the actions that should be done to create the
deliverable. The first word used is a verb such as design, develop etc.

b) NOUN-ORIENTED WBS
Characterizes project work as far as the components that make up the deliverable. For this
situation, the primary word in a given WBS component is a noun, for example, Module A,
Subsystem A, and so forth

c) TIME-PHASED WBS
a time-phased WBS is one that is utilized on extremely long projects. It breaks the project into
significant phases rather than tasks. In this sort, a "moving wave" approach is adopted and just
the close term stage is arranged exhaustively.

7. Identify and describe two problem areas likely to be encountered in scope management.
a) CONFLICTS
Much time is wasted to resolve conflicts and revisiting decisions. Typical causes of conflicts are
opposing stakeholder interests, poor leadership, lack of communication and diversity of expertise.

DEALING
There is no single best methodology that will help a project manager manage each conflict
circumstance. It is up to each project manager to create a situational style which fuses various
methods of managing conflict. Project leadership will be leadership which is versatile.

b) SCOPE CREEP
Scope creep is a characteristic and anticipated marvel for any project. There are times when it
tends to be gainful yet generally the cons exceed the professionals. 52% of project groups
detailed confronting scope creep in 2017 and the pattern is proceeding upwards. Clients who
don't absolutely have the foggiest idea what they need and have dubious prerequisites are one of
the greatest project management challenges for the managers and the team working on the
project.

DEALING WITH SCOPE CREEP

Proactively captivating with clients during the planning phase can assist you with getting their
definite necessities just as comprehend their assumptions. Moreover, planning your resource and
ability use precisely is additional key.

It's likewise imperative to not take up impromptu change demands during project execution as
this can bring about delays and added costs. Adhere to the underlying arrangement.
8. Explain the concept of the project life cycle and the importance of scope management within
this cycle.
CONCEPT OF PROJECT LIFE CYCLE
A project life cycle is the arrangement of phases that a project goes through from its introduction to its
conclusion. The number and arrangement of the cycle are dictated by the management and different
elements like requirements of the association engaged with the project, the idea of the project, and its
space of utilization. The phases have a distinct beginning, end, and control point and are compelled by
time. The project lifecycle can be characterized and changed according to the necessities and parts of the
association. Despite the fact that each project has an unequivocal beginning and end, the specific goals,
deliverables, and activities differ broadly. The lifecycle gives the fundamental establishment of the
activities that must be acted in the project, regardless of the particular work included.

PHASES
A project usually consists of these four phases which are as follows:

1. The Initiation Phase: Starting of the project

2. The Planning Phase: Organizing and Preparing

3. The Execution Phase: Carrying out the project

4. The Termination Phase: Closing the project

a) THE INITIATION PHASE

The initiation phase intends to characterize and approve the project. The project manager takes
the given data and makes a Project Charter. The Project Charter approves the project and
records the essential necessities for the project.

b) THE PLANNING PHASE

 The reason for this phase is to set out a suitable procedure of how the project must be performed
and how to make it achievable.

c) THE EXECUTION PHASE

In this phase, the decisions and activities characterized during the planning phase are carried out.
During this phase, the project manager needs to regulate the project and keep any mistakes from
/occurring. After satisfactory response from the clients and stakeholders, he takes the process to
another stage.

d) THE TERMINATION PHASE

In this phase, the project is officially closed.

IMPORTANCE OF PROJECT SCOPE WITHIN PROJECT LIFE CYCLE

Successful scope management can assist with staying away related issues by obviously
characterizing and imparting the scope to all gatherings associated with the project. Project scope
assists with recognizing what is constantly not associated with the project and controls what is
permitted or taken out as it is executed. Scope management builds up control factors, that can be
utilized to address components that outcome in changes during the lifecycle of the project.

9. Identify three project management tools and explain their use in project scope management.
a) WORK BREAKDOWN STRUCTURE
It shows a various levelled breakdown of work exercises that are utilized to characterize the
scope of the project. It is additionally used to recognize the entirety of the necessary deliverables
that are required in the improvement of the project.

Having every one of these subtleties spread out in the open empowers the project managers as
well as the wide range of various stakeholders to comprehend the project scope. Additionally, it
assists the groups with seeing precisely what should be created.

The magnificence of WBS is that it partitions the project deliverables and the work needed into
little segments that are effectively reasonable. The most reduced level things otherwise called
Work Packages can be checked, evaluated, controlled and handily cost assessed.

b) GANTT CHART
A Gantt chart is a project management device aiding the arranging and planning of projects, all
things considered, in spite of the fact that they are especially helpful for improving on complex
projects. Project management timelines and tasks are changed over into a horizontal bar chart,
showing start and end dates, just as conditions, scheduling and deadlines, including the amount
of the undertaking is finished per stage and who is the assignment proprietor. This is valuable to
keep tasks on target when there is a huge group and different partners when the scope changes.

c) PERT CHART
The Program Evaluation and Review Technique, commonly abbreviated to PERT Is a strategy for
investigating the tasks engaged with finishing a given project, particularly the time expected to
finish each task and distinguishing the minimum time needed to finish the project.

10. Outline the key role and at least four responsibilities of a project manager when planning a
project.
 Planning of what and who will do the tasks
 Risk management
 Ensure standards
 Motivate project team members
 Ensure that the work is done according to given time and within budget
 Ensure expected outcomes and benefits
 Satisfaction of the stakeholders