BSBPMG409

Apply project scope management techniques

1 CONTRIBUTE TO DEFINING PROJECT SCOPE

Question 1.1.a
You have been asked to review the PID to identify any potential unintended
consequences. What are unintended consequences and if one of the PID
deliverables was a reduction in absenteeism, what might the unintended
consequences be?

Unintended consequences are where the actions of people always have effects that
are unanticipated and unintended.

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Question 1.1.b

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What is the purpose of project initiation documentation?

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The PID brings together all of the information needed to get the project started and

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communicates all of the significant information to the project’s stakeholders.
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Question 1.2
What are program deliverables and what might they be if the intent of the
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project is to create a new policy on a particular matter?

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Program deliverables are the outputs from a project that are intended to provide
beneficia change to the organisation.
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Question 1.3.a
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Why should projects have measurable goals and objectives?

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Keeping goals and objectives in the forefront of every project ensures that
the project and the team are on the same page throughout the project’s life cycle.
Whether in education, business or are running a household, clearly defined goals
and objectives will support the projects successful result.

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 Question 1.3.b
What factors of a project environment are likely to impact or have
consequences on a project scope?

1. variable resource levels.

2. legal constraints.
3. regulatory constraints.
4. changing stakeholder requirements.
5. managerial constraints.
6. external and internal risks.
7. constraints on time.

Question 1.4.a
List the five processes included in project scope management

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1. scope planning

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2. scope definition
3. create work breakdown structure (WBS)

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4. scope verification
5. scope control
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Question 1.4.b
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What are the benefits of a scope management plan?

1. help to understand what in-scope of the project is

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2. help to understand the deliverables of the project

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3. help to make informed decision making during the project

4. helps to identify risks and plans steps to mitigate
5. helps in setting the right expectations to the stakeholders
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6. helps in planning on time money, manpower, material

7. eases the scope related stress on project manager
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8. prioritizes tasks to keep the project on track and reduces unplanned work to
save on time and expenses
9. Enable effective communications between stakeholders by bringing everyone
on the same page
10. support successful project delivery

Question 1.4.c

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 What is a project’s scope?

The Scope denotes all the work that is involved in creating the products of the
project and the processes used to create them. The Scope sets the boundaries to
the project within which it can extend. It details the deliverables to the as a result of
the project initiative.

It also defines what is to be done and what is not to be done.

The project scope is the first phase of project planning. The project scope forms the
project objectives, the deliverables that include features and functions, limitations,
assumptions, and project dependencies. Upon acceptance of the project, the scope
management forms the first step in planning.

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Question 1.5
Describe how you would obtain, from others, agreement for the project.

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A Project Charter would be developed to launch the project.

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Characteristics of the Project Charter
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The following are a few characteristics of a project charter:
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 It recognizes the project and appoints a project manager.

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It gives the project manager the authority to lead the project.

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 It defines the project’s objectives.

 It lists important stakeholders.
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 It is only one or two pages of document.

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It lists important assumptions and constraints

The project starts the moment the sponsor signs the charter.
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No project charter means no project or project manager.

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The sponsor, or someone from top management, signs the project charter. They are
external stakeholders and have the authority to provide resources and support.

2 APPLY PROJECT SCOPE CONTROLS

Question 2.1.a
Why should a change, once identified, be implemented as soon as possible?

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 The later the change is introduced the higher the costs and the greater the impact is
likely to be. These factors can directly affect productivity and quality of work.
If the need for change is identified at the definition stage, making necessary changes
would be relatively easy and have low impacts and costs.

Changes, no matter whether they seem good or bad at the time, will teach you
something new. External change makes you more flexible, more understanding and
prepares you for the future. Internal change will encourage you to progress, external
change will give you the experience and drive to push forward.

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Question 2.1.b rs e
Describe the change management process
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A change management process is the sequence of steps or activities that a project
manager performs in order to conduct a successful change management process.
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This process is performed to drive individual transitions and also ensure that the
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project meets all of the intended outcomes set by the stakeholders and project
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manager in the project brief.

The five stages are:

1. Acknowledge and understand the need for change
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2. Communicate the need and involve others in the change

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3. Develop change plans

4. Implement the change
5. Evaluate the change
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Question 2.2.a
Who should be involved in monitoring a project management compliance?

The stakeholders involved in the Project.

Question 2.2.b
What should you do if you become aware of non-compliance?

1. Address the non-compliance that has been identified.

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 2. Examine the process that has led to the non-compliance
3. Correct the process or system that caused has led to the non-compliance, a
4. Implement the revised process or system to ensure the non-compliance does
not impact any future learners

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Question 3.1.a rs e
What is scope change control and once change has been accepted, what
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should occur?

Scope change is an official decision made by the project manager and the client to
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change a feature, to expand or reduce its functionality. This generally involves

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making adjustments to the cost, budget, other features, or the timeline. It must
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include supporting evidence to determine the need of the change, the change’s
impact on the project scope and the required planning, schedule and budget to
account for the changes.
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Once the changes have been accepted, the documented project scope must be
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updated to reflect these new changes.

The stakeholders affected by the scope changes must be notified and the Work
Breakdown Structure be updated to reflect the components added or removed from
the project.
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When the project scope is to be changed the new requirements must pass through
the planning processes. The changes must be evaluated for cost and time
estimates, risk, work considerations, product specification and technical
specification.

If the approved change requests have an effect upon the project scope, then the
Work Breakdown Structure and the Work Breakdown Structure dictionary is revised
to reflect the approved changes.

Project Baselines will also need to be adjusted to reflect these changes.

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 If the changes have an effect on the project scope, then all corresponding
documents and cost baseline and schedule baselines will need to be revised and
reissued to reflect the approved changes.

The final thing would the budgets and deadlines will also need to be adjusted to
reflect any additional work associated with the change.

Question 3.1.b
What does monitoring and control entail?

The process entails taking performance measures and analysing if the project is
staying to the plan. The purpose behind it is to identify problems as soon as
possible and be able to apply corrective action to control the work of the project to
assure successful outcomes.

Monitoring and Control process is continuously performed throughout the life of

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the project.

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Question 3.2
Describe WBS and the role of templates in WBS.
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Work breakdown structure or WBS is a method for getting a complex, multi-step

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project done. It's a way to divide and conquer large projects so you can get things
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done faster and more efficiently.

The role of a WBS is to make a large project more manageable. Breaking it down
into smaller chunks means work can be done simultaneously by different team
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members, leading to better team productivity and easier project management. Each
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descending level of the Work Breakdown Structure is a more detailed description of

the project deliverables than the level above it. The lowest level of the Work
Breakdown Structure is called a work package. Work packages are pieces of work
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that can be easily scheduled, cost estimated, monitored and controlled

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Question 3.3
Why isn’t completing a project the same thing as ending the project
management process?

A project is temporary and must be closed.

No matter when. You need to close the project.

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 The closing phase of project management is the final phase of the project lifecycle.
This is the stage where all deliverables are finalized and formally transferred, and all
documentation is signed off, approved, and archived. ... All work has been completed
according to the project plan and scope

Process refers specifically to any pre-defined set and series of interrelated actions,
activities, and events that the project management team and or the project
management team leader engage in for the purposes of attaining a particular level of
achievement in regards to a specified series of products, services, and or results.
Process can also refer to the specific order in which things must be done in order for
the project to continue in the appropriate manner .

Question 4.1
What do change control procedures do? Where in the change process would

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Change control procedures coordinate changes across all knowledge and control

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areas of project management. Any changes that are made are likely to be reflected

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in changes in costs, risks, quality and resource requirements. Procedures should be
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to prevent incorrect, inappropriate or unauthorised changes from occurring.
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Change control procedures are also involved in monitoring the performance of the
project management to detect any variances to the plan that might be occurring and
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to then take the appropriate actions. Once changes are identified the procedures
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should ensure that all appropriate changes are recorded accurately and that all
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stakeholders are informed of the changes.

Change is inevitable and during a project there are many reasons why things need to
change.
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Question 4.2.a
What is the difference between project management and change
management?
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Project Management is the application of knowledge, skills, tools and techniques to

project activities in order to meet or exceed stakeholder needs and expectations
from the project.

Project Management is a fluid document that will control several elements

Change Management deals with adapting to change, controlling change and

effecting change. It may involve implementing coping mechanisms, such as the
introduction of training, new procedures or new technologies to manage changes in
the business environment and to profit from changing opportunities.

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 Question 4.2.b
How does a project change control system allow for reporting?

Change Control is usually applied once the first version of a deliverable has been
completed and agreed.
The basis on which the decision should be made rests upon:
 Is the change unavoidable
 Does the change increase the overall benefit to the organisation
 Is the project team able to make such a change
 Is the change best done now, or would it be more beneficial to defer it until the
current work is complete

Therefore, because changes are likely to happen within any project, there must be a
order to process, document and manage the changes.

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The change control system includes:
1. Cataloguing the documented requests and paperwork

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2. Tracking the systems through the system
3. Determining the required approval levels for verifying changes

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4. Supporting the integrated change control policies of the project
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The change control system is integrated with any overall project management
information system to control the project scope. When the project is managed under
a contract, the change control system also complies with all relevant contractual
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provision.
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A formal configuration management system provides procedures for the status of the
deliverables and assures that requested changes to the project scope are thoroughly
considered and documented before being processed through the integrated change
control process.
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