BSBPMG630

Student Assessment Pack

Task - 1
QUESTION 1
Describe each of the following future thinking methodologies that can be used to construct future state
scenarios:
 Exploratory
 Normative
 Exploratory – designed to explore possible future develops from the present state
 Normative – designed to identify and arrive at a desirable future state

QUESTION 2
Provide an overview of the steps involved in a business case development process.
1. Determine the requirements
2. Analyse and develop shortlisted options
3. Evaluate the options
4. Develop an implementation strategy
5. Present recommendations for approval

QUESTION 3
List five sections that a business case document should include.
 The objectives
 The purpose/need of the business case
 Background information
 Alignment of the business case to organisations strategic objectives
 Cost benefit analysis or similar such as impact analysis
 Non-financial benefits (good will, higher morale, etc.)
 Strategy to be implemented (timelines, resources, governance, procedure processes, etc.)
 Risk assessment
 Any constraints
 Analysis of different options
 Recommendations on which option to proceed with (or whether no options are sufficient)

QUESTION 4
Provide a brief overview for each of the following program execution approaches to project
management.
 Waterfall
  Agile
 Critical Path Method (CPM)
 Waterfall: an approach where the project is split into sequential phases, where each new phase
only begins when the previous phase has been completed. This approach only allows the results
of the project to be realised only when the project is fully completed.
 Agile: an Iterative approach where the project consists of several iterations or incremental steps
towards the completion of a project. This approach allows certain results of the project to be
realised prior to the project being finalised.
 Critical Path Method (CPM): an approach where all the tasks to complete the project are
sequenced based on priority and their dependencies to one another so a completed project
timeline can be determined.

QUESTION 5
Explain each of the following core elements of a program governance model:
 Organisational structure
 Job roles
 Mechanisms
 Organisational structure: this provides the hierarchical model of the organisations personal, how
they relate to one another and their reporting lines
 Job roles: these outline what people within the organisation need to do to fulfil the given work
duties
 Mechanisms: these are the designed to provide guidance and direction including policies,
procedures and other organisational documentation that needs to be adhered to

TASK 2

SUBMISSION
REQUIREMENTS:
PART A  Desired Future State Report

ASSESSOR INSTRUCTIONS FOR ASSESSMENT TASK 2: PART A

Purpose of the task

This part is designed to ensure that The answercan determine the current state of the organisation, agree
with stakeholders on the desired future state of the organisation and determine an execution approach to
be used to ensure that the organisation moves from its current state to its desired future state.
Use the following as guidance for the tasks in this part.
1. Develop Desired Future State Report
The answeris to use the Desired Future State Report template provided to document their research.
Use the following as a guide when assessing their reports.
 Under the ‘Current State’ heading they need to provide an overview of CBSA’s Org Chart, the
services it offers, and the Policies and Procedures structure it uses. Students will need to access
the Business Plan and the Policies and Procedures (accessible from the CBSA website) to
complete their research. An overview of the three pieces of information they need to summarise is
provided below. Students can go into much greater depth but the following should be the minimum
information they need to provide:
 Services offered: CBSA offers the following services:
 Financial services such as budgeting, payroll, accountancy, bookkeeping and financial
planning
 Information Technology services such as systems analyst and integration, website/software
development, networking and security and IT Support
 Business services such as Human resources (staff management, recruitment, contracts,
position descriptions, etc.), auditing, branding and styling, legal advice, and business
compliance and administration.
 Training services
 Org Chart overview:
 Managing Director manages operation in conjunction with the CBSA Board
 Business operations are split across the following organisation departments: Sales &
Marketing, Information Technology, Human Resources, Governance, Finance, and Training
 Governance Framework: management of the organisation's governance includes the following:
 Customer Facing Policies
 Internal Management Policies
 Human Resources Policies
 Finance Policies
 Business Documents – Business Plan, Style Guide, Chart of Accounts, forms, templates and
reports.
 Under the ‘Future State’ heading, The answermust provide an outline of the desired future state
for the organisation where they detail the gaps between the current state and the desired future
state that are needed to offer the three new services, and what needs to be implemented to close
the gaps between the two states. Accept any desired future state at this point, as The answerwill
be negotiating the merits of this state in the next task, and will need to make necessary
adjustments based on stakeholder feedback and negotiation.
 Under the ‘Program Execution Approach’ heading, The answerneeds to provide an overview of
the program execution approach they wish to implement to ensure the gaps are closed. This will
involve identifying the projects that need to be implemented to close these gaps and the Again, for
now, accept any execution approach as in the next task the merits of the selected approach are
discussed with the stakeholders, and The answerwill need to make adjustments based on
feedback received and any negotiations with the stakeholders.
2. Meet with stakeholders to gain approval
Arrange a time and place for the presentation to occur, which should be set in a quiet area with a table
and chairs to accommodate the stakeholders. Alternatively, the meeting can take place via video
conferencing software if this is more applicable. Ensure that there is access to pens and paper, or an
electronic device which The answercan use to take notes
For this assessment task, the CBSA Board members need to be role played by assessor/students.
The CBSA consists of the following members (as per the Business Plan):
 Gavin Stead (Managing Director)
 Wi Zhang (Chief Financial Officer)
 Henry Thomas (Governance Manager)
As The answeris role-playing Henry Thomas, it is recommended that the assessor role play Gavin
Stead and that another assessor or student role play Wi Zhang. If an additional student is used in the
role play, you might want to conduct this task in pairs, with one student leading the meeting and the
other playing one of the attendee roles and then swapping these roles once the first student has
completed leading the consultation meeting until both students have completed this task.
During the consultation meeting, meeting providing a summary of the Desired Future State Report
they have developed to the attendees including:
 The current state
 The desired future state
 The program execution approach you wish to implement
Once The answer topresented their overview, the consultation part of the meeting should begin where
the elements of the desired future state and the program execution approach should be discussed for
possible improvements/changes.
No specific contribution to discussion is required from The answer(or additional assessor) playing the
role of Wi Zhang, however they should attempt to contribute to discussion or respond to questions to
the best of their knowledge.
As the assessor playing the role of Gavin Stead, you are to ensure The answeraddresses all points of
this consultation task. This may include you prompting The answeror The answerrole playing Wi
Zhang to ask specific questions or provide information. You should use the following questions as a
guide of how to ensure that the all stakeholders participate:
 Can you further explain why you selected this specific program execution approach?
 What do you think Wi Zhang? Are there any gaps between the current state and the future state
that are missing?
 Further questions will need to be determined around the methods The answer toused to close the
gaps between the current state and the future state. A guide is given below:
 A new staff member for offering SEO services
 A new staff member for offering social media integration services
 A possible new staff member for offering internal training services, though existing expertise is
available (training staff already employed). While utilising existing staff is acceptable, one of
the strategic objectives is to ‘Grow our workforce to support new services and expected
growth’, so it might be pertinent to argue that a new staff member should be employed to the
Training department to help meet this objective.
 Development of Position Descriptions for new roles
 Changes to Org Chart, Business Plan and other pertinent documents to reflect the
organisational changes
 Procurement of equipment to support new team members and internal training facilities
(including any internal layout modifications to the head office premises)
If The answer tonot covered all of these, then it is a good opportunity for further questions. For
example, if The answer toidentified the need for a new staff member for SEO services, but not
 identified that a new Position Description will need to be created then a question such as the
following would be relevant:
 I see you have identified that we need to employee a new SEO service specialist. However, I can’t
see any information about what work this would entails from a hiring perspective such as the
development of a Position Description. This will need to be added. Is there anything else you can
think of that you need to do?
If The answeranswers ‘No’ then this can lead to a further question such as:
 How about changing the Org Chart, or the organisations Business Plan?
Similarity questions will need to be determined based on the program execution approach that is
taken. The students approach should involve the development of a number of projects. Each student’s
submission will vary, but some example project details are provided below to help close identified
gaps which can be used as a guide for discussions. Note it isn’t necessary to define the role that each
team member will play in the project but some notes on the roles for each has been provided below to
provide guidance so that questions can be asked. Some appropriate questions around program
execution might include:
 Can you explain in a bit more detail the milestones you have selected for project ‘X’? Note you
should replace X with the name of the project.
 You have selected ‘X’ to be part of project ‘Y’. What sorts of project tasks do you think this person
will be undertaking in this project? Note you should replace X with a specific staff member and Y
with the name of the project.
 If a person selected is not appropriate for a particular project then you might like to state
something like ‘I see you have including person ‘X’ as part of the project team for project ‘Y’.
Wouldn’t person ‘Z’ be a better person for the project team? Note you should replace X, Y and Z
with appropriate substitutes.

Project Name Internal Training Room Services

Purpose To provide training services in-house rather than at clients premises

Project Milestone 1. Plan training room facilities

2. Hire internal trainer
3. Procure, setup and test facilities
4. Promote training services

Organisational Goals 1. To become Australia’s largest business consultancy firm

2. To support business owners and their immediate and future needs
3. To deliver a first-class customer experience to ensure high levels of
customer satisfaction
4. To remain up to date with the latest business compliance requirements

Timeline 2- 3 months

Budgets 125000-150000

Project Team Members  Henry Thomas – Project Sponsor

 Steve Alfonso – Project Manager
 Trey White – help with induction and training
 Abby Smith – help with induction and training
  Zane O’Brien – provide HR requirements such as position
description, job advertisement, interviews, etc.
 Adrian Russo – provide marketing services such as marketing plan
and advertising campaigns
 Tina Yates – provide IT services such as the procurement of IT
equipment and software licenses that the new employee will need to
do their job.

Project Name Social Media Integration Services

Purpose To provide training services in-house rather than at clients premises

Project Milestone 1. Determine social media specialist requirements

2. Hire, induct and train specialist
3. Promote social media integration services

Organisational Goals 1.To become Australia’s largest business consultancy firm

2.To support business owners and their immediate and future needs
3.To deliver a first-class customer experience to ensure high levels of
customer satisfaction
To remain up to date with the latest business compliance requirements

Timeline 1-1.5 months

Budgets 75000-100000

Project Team Members  Henry Thomas – Project Sponsor

 Con Kafatos – Project Manager
 Steve Alfonso – provide induction and training services to the new
employee
 Tina Yates – provide IT services such as the procurement of IT
equipment and software licenses that the new employee will need to
do their job.
 Zane O’Brien – provide HR requirements such as position
description, job advertisement, interviews, etc.
 Adrian Russo – provide marketing services such as marketing plan
and advertising campaigns

Project Name SEO Services

Purpose To provide SEO services to clients

Project Milestone 1. Determine SEO specialist requirements

2. Hire, induct and train SEO specialist
3. Promote SEO services

Organisational Goals 1.To become Australia’s largest business consultancy firm

 2.To support business owners and their immediate and future needs
3.To deliver a first-class customer experience to ensure high levels of
customer satisfaction
To remain up to date with the latest business compliance requirements

Timeline 2-4 weeks

Budgets 75000-100000

Project Team Members  Henry Thomas – Project Sponsor

 Con Kafatos – Project Manager
 Steve Alfonso – provide induction and training services to the new
employee
 Tina Yates – provide IT services such as the procurement of IT
equipment and software licenses that the new employee will need to
do their job.
 Zane O’Brien – provide HR requirements such as position
description, job advertisement, interviews, etc.
 Adrian Russo – provide marketing services such as marketing plan
and advertising campaigns

During the consultation meeting discuss:

Selecting and using appropriate conventions and protocols when communicating with the stakeholders
to ensure your communication is clear
 Using active listening and questioning to convey and clarify information and to confirm
understanding
 Negotiating an agreement with the stakeholders
 Finalise Desired Future State Report
3. Finalise Desired Future State Report
Based on the agreed outcomes of the consultation meeting, The answerneeds to modify the Desired
Future State Report to reflect these changes. Ensure that any changes have been implemented
correctly before approving the report.
Use the checklist in the Assessment Record Tool to record the outcomes of the tasks for this assessment
part.
PART B  Business Case

ASSESSOR INSTRUCTIONS FOR ASSESSMENT TASK 2: PART B

.Develop Business Case

The answeris to use the Business Case template provided. Use the following as a guide when
assessing the Business Case reports:
 Under the ‘Executive Summary’ heading, provide a brief summary of the findings of the Business
Case. This should be a concise summary of two or three sentences and must reflect the contents
of the document. Use expert judgement as to whether the executive summary is pertinent to the
contents of the document.
 Under the ‘Strategic Objectives’ heading, list of the strategic objectives that the business case is
addressing in bullet form. They should refer to the objectives in the Strategic Plan Overview
provided in Part A for the full list of strategic objectives, and list the following objectives here:
 Grow our business financially by 25%
 Implement three new services for our clients
 Grow our workforce to support new services and expected growth
 Under the ‘Project Analysis’ heading, provide a cost-benefit analysis of the projects that are being
used to reach the future desired state identified previously. Each project should detail:
 The name for each project
 A monetary cost estimate of the amount of money expected to complete/deliver each project
 A monetary benefit estimate of the amount of money each project is likely to generate
 A CBA ratio calculated for each project using the following formula: Benefit/Cost

 Program structure- Review the existing org chart and recommend addition or removal of human
resources to attain the end goal.
 Review and recommend changes to existing policies and procedures
 Ues of knowledge management systems eg CRM ERP
 the desired future state and the execution approach that The answer topreviously identified in the
Desired Future State Report completed in Part A. Projects are likely to cover:
 New staff members for offering SEO services, social media integration services, and internal
training services.
 Procurement of equipment to support these new team members and internal training facilities
 Marketing of the new services being offered
Accept any reasonable costs and benefits based on these projects with a correct CBA ratio
 calculated on these.
4. Present Business Case to Gain Approval
Arrange a time and place for the meeting to occur, which should be set in a small office setting with a
table and chairs for two. Alternatively, the meeting can take place via video conferencing software if
this is more applicable. Ensure that there is access to pens and paper, or an electronic device which
role-playing Gavin Stead (Managing Director).
providing a summary of the Business Case they have developed to Gavin including:
 The strategic objectives it is designed to achieve
 Project analysis of costs and benefits (CBA analysis)
Provide their overview, the consultation part of the meeting should begin where the elements of the
Business Case should be discussed for possible improvements/changes.
This may include you prompting The answerto ask specific questions or provide information.:
 Is these are other strategic objectives that these projects might align to?
 You specified a cost of ‘X’ for project ‘Y’. Can you explain a little more about how you estimated
this cost? Note you should substitute a cost for X based on the cost The answer toidentified, and
the name for the project for ‘Y’.
 You specified a benefit amount of ‘X’ for project ‘Y’. Can you explain how you estimated the
benefit? Note you should substitute a cost for X based on the cost The answer toidentified, and
the name for the project for ‘Y’.
 Based on the cost-benefits analysis you have completed, do you think all the projects are good
value for money?:
 Selecting and using appropriate conventions and protocols when communicating with the
stakeholders to ensure your communication is clear
 Using active listening and questioning to convey and clarify information and to confirm
understanding
 Negotiating an agreement with the stakeholders
5. Finalise Business Case
Based on the agreed outcomes of the meeting, to modify the Business Case to reflect these changes.
Ensure that any changes have been implemented correctly before approving the Business Case.
PART C: DEVELOP A GOVERNANCE MODEL

To begin this part read the following email and then complete the task that follows.

To: Henry Thomas (henry.thomas@cbsa.com.au)

From: Gavin Stead (gavin.stead@cbsa.com.au)

Date/time: Monday11:58am

Subject: Review and Update the Governance Model

Good morning Henry,

Now that the Business Case has been approved, I want you to look at updating our current Governance
Model to implement necessary changes that need to be made to ensure that the program execution
approach you have selected is implemented.
This will involve updating existing policies and procedures to ensure:
 A clear definition of program boundaries and governance structures
 That the effective management of the program (multiple projects) can be implemented, and that
appropriate reporting and communication can be provided to relevant stakeholders

Kind Regards,
Gavin Stead

Managing Director
300 Fictional Way, Sydney, NSW 2000
Phone: 1800 111 222
www.cbsa.com.au

TASK
In this task, you need to first review CBSA’s existing Governance Model, and then in line with the
program execution approach that you want to implement (as identified in Parts A and B) update this
governance model to ensure that a program can be effectively managed,
You should first review the Governance Policy & Procedures (accessible via the CBSA website) to
determine what the organisation currently uses and pay close attention to the related policies,
procedures, forms and documents it lists. Then quickly review other policies and procedures that
might be applicable to program execution to determine what they currently contain.
The current approach in the Governance Policy & Procedures is very generic and not detailed enough
to provide for effective program management. Based on your review, and the program execution
approach you wish to implement, you are to make necessary changes to the organisation's policies
and procedures to ensure that your approach can be implemented effectively. This may involve
updating existing policies, procedures, forms and documents, and/or the creation of new policies,
procedures, forms and documents.
You must ensure that within your Governance Model you are:
  Providing a clear definition of program boundaries and governance structures within the
organisation. That is, how should the program management fit in with the strategic and
operational functions of the organisation?
 Allowing for the effective management of the program including reporting and communication
requirements to relevant stakeholders. That is, how does the program manager effective report
and communicate with the CBSA Board and the functional managers/project managers.

SUBMISSION
REQUIREMENTS:
PART C  New or updated policies and procedures

ASSESSOR INSTRUCTIONS FOR ASSESSMENT TASK 2: PART C

Review the existing Governance Model used by CBSA. The main document used to manage the
Governance Model is the Governance Policy and Procedure along with the associated Project
Governance Plan. The current Governance model is very generic and not designed for effectively
managing a program of projects. The answerneeds to update this policy and procedures at a minimum to
reflect this need. Use the following as guidance when assessing the changes that have been made.
Currently, the Governance Policy and Procedure specifies that the CBSA Board has operation of the
strategic objectives of the organisation, and that department managers manage the operational aspects.
There is no program management specification in the policy that specifies the management and
coordination of multiple projects between these two layers. At the bare minimum, The answermust identify
that an additional layer for the program management needs to occur between the strategic level and the
operational level. The answermust dictate how this works including how the layers communicate with one
another. Ideally, The answershould layout that the program manager is the go-between the CBSA and the
project managers/functional managers. They communicate down and up the chain what is happening so
that relevant stakeholders are informed.
define the program boundaries and governance structures. As specified enough the most effective
solution to this is as follows:
 CBSA Board – provide strategic direction.
 Program Manager – implements strategic direction into operational functions
 Operational level – functional managers and project managers implement operational functions.
This isn’t the only solution and others might be appropriate.outline how the program manager
communicates with the relevant stakeholders. Again, a layered communication approach between the
strategic layer (CBSA Board) and the operational layer (functional managers/project managers).
An example of a rough process is provided below to use as a guide on one possible solution between
these three layers:
 The CBSA determines the strategic direction
 The Program Manager determines how to best achieve this in conjunction with the functional
managers
 The Program Manager then presents how to achieve the strategic direction to the CBSA board for
approval
 Once approved the Program Manager works with the functional managers/project managers to
implement the actions needs to implement the strategic direction
 The Project Manager provides regular updates to the CBSA Board on progress
 The Project Manager works closely with the project managers to ensure that project remains on track.
The implement other methods which may be just as effective. These changes may include:
 Ensuring that one or more of the following policies and procedures are included or amended in the
Governance Model:
 Risk Management Policy and
 Communication Policy & Procedures
 Research Policy & Procedures
 Code of Ethics
 Procurement Policy & Procedures
 Customer Service Charter
 Quality Assurance Policy & Procedures
 Conflict Resolution Policy & Procedures
 Adding one or more new policies and procedures that work with the Governance Policy and Procedure
such as a Project Management Policy and Procedure or something similar
 Amending or adding new documents and forms that work with the Policy and Procedure
Whichever solution is submitted, the assessor needs to ensure that it meets the following objectives:
 A clear definition of program boundaries and governance structures across the organisation for
program management
 Effective management of the program including appropriate reporting and communication with
relevant stakeholders
PART D: MONITOR AND EVALUATE INTERNAL AND EXTERNAL FACTORS

To begin this part read the following email and its attachment, then complete the task that follows.

To: Henry Thomas (henry.thomas@cbsa.com.au)

From: Gavin Stead (gavin.stead@cbsa.com.au)

Date/time: Wednesday 4:12pm

Subject: SWOT and PESTLE analysis

Attachments: SWOT Analysis.docx, PESTLE Analysis.docx

Good afternoonHenry,
The project has been scheduled and rolled out along with the start of the program. As such, I want you to
undertake an internal and external evaluation of any factors that may affect:
 The desired future state proposed
 The program execution for this future state
 The business case
Please undertake a SWOT analysis and a PESTLE analysis using the attached templates.

Kind Regards,
Gavin Stead

Managing Director
300 Fictional Way, Sydney, NSW 2000
Phone: 1800 111 222
www.cbsa.com.au

ATTACHMENTS
SWOT Analysis.docx

SWOT Analysis

Strengths Weaknesses

Opportunities Threats

PESTLE Analysis.docx

PESTLE Analysis

Political

Economic
Social

Technological

Legal

TASK
In this task, you are to undertake a SWOT analysis and PESTLE analysis of the internal and external
factors facing CBSA concerning the project it wants to implement as part of the program execution
using the provided templates.
Within your SWOT analysis, you must:
 Identify at least one strength
 identify at least one weakness
 Identify at least one opportunity
 Identify at least one threat
Within your PESTLE analysis, you must
 Identify at least one possible political factor
 Identify at least one possible economic factor
 Identify at least one possible social factor
 Identify at least one possible technological factor
 Identify at least one possible legal factor
Note that it is not a requirement to identify any environmental factors for this task.

SUBMISSION
REQUIREMENTS:  SWOT Analysis
PART D  PESTLE Analysis

ASSESSOR INSTRUCTIONS FOR ASSESSMENT TASK 2: PART D

For the SWOT analysis:

 one strength. Some appropriate examples include:
 Previous experience in delivering services to our clients
 Training department expertise
 Used to adapting service needs based on the client’s desires
 IT department expertise in implementing and managing IT systems related to offering services
 one weakness. Some examples include:
 Ability to find suitably skilled staff for the new roles within specified project timeframes
 Competitors offering similar services
 one opportunity. Some appropriate examples include:
 Increase service offering to clients
 Increase market share against competitors
 Increase in the number of employees leading to increased knowledge and skills of the
organisation.
 Good implementation of services leading to increased customer satisfaction
 Identify one threat. Some appropriate examples include:
 New services might not be utilised
 Increase in number of employees placing pressure on finances
 Poor implementation of services leading to decreased customer satisfaction
For the PESTLE analysis:
 one political factor. Some appropriate examples include:
 Changes to labour laws
 Changes to taxation laws
 one economic factor. Some appropriate examples include:
 Downturn in the economy
 Increase in labour costs (pay rates)
 Competitors offering similar services
 one social factor. Some appropriate examples include:
 Changes to client demographics
 Changes in market trends
 Changes to anti-discrimination laws
 one technological factor. Some appropriate examples include:
 Rise of technologies being implemented (social media rise, SEO importance concerning
competitors)
 Systems are not sufficient for services being offered
 one legal factor. Some appropriate examples include:
 Changes to health and safety legislation
 Changes to consumer legislation
 Restrictions based on business operations because of virus outbreaks
PART E: MONITOR AND UPDATE PROGRAM EXECUTION

To begin this part read the following email and its attachments, then complete the tasks that follow.

To: Henry Thomas (henry.thomas@cbsa.com.au)

From: Gavin Stead (gavin.stead@cbsa.com.au)

Date/time: Monday9:09am

Subject: Decisions Moving Forward

Attachments: Monitoring Feedback.docx

Good morning Henry,

Based on the SWOT and PESTLE analysis that you have undertaken previously, plus the latest
monitoring information attached, I want you to review each of the following to determine whether you
would make any changes based on this information:
 The desired future state
 The program execution for this future state
 The business case
I want you to draft an email with the recommendations you would make on any changes you would
propose.
Kind Regards,
Gavin Stead

Managing Director
300 Fictional Way, Sydney, NSW 2000
Phone: 1800 111 222
www.cbsa.com.au

ATTACHMENT
Monitoring Feedback.docx

The following internal and external factors have occurred since you started monitoring the program
execution.
A downturn in the economy has occurred due to a large virus outbreak within Australia. This has placed
large restrictions on the movements of people and the business function and operations of a lot of
businesses. It is expected that a wide range of CBSA’s clients will be affected throughout Australia, each
to a varying degree. It is expected that CBSA will gain some increase in services as businesses seek to
survive especially around financial services and to introduce technologies that promote remote capabilities
between the business and its clients. Overall, however, it has been estimated that CBSA will face a
revenue decrease of 30% for the remainder of the year because clients are hesitant to procure new
business services because of cash flow issues.
 TASK
Based on the SWOT and PESTLE analysis plus the internal/external factors identified in the
‘Monitoring feedback’ document, you are to draft an email to Gavin Stead using the organisation's
Email Template (accessible via the CBSA website) to provide a brief summary of what factors
(financial legal and contractual obligations) are impacting on the program execution and what (if any)
changes you would make to the following documents you have previously developed to address these
factors:
 Desired Future State Report
 Business Case
Within the email you need to specify:
 Who you are addressing the email to
 That you are the sender
 The date/time that the email was drafted
 An appropriate subject title
 The body of the email that specifies:
 A basic introduction and summary of what the email is about
 An outline of the internal/external factors impacting on the program execution, and the
recommendations for any changes to the Desired Future State Report, and the Business
Case that need to be made because of these
 A closing statement
 The footer section provides the correct job role of Henry Thomas.

SUBMISSION
REQUIREMENTS:
PART E  Email

ASSESSOR INSTRUCTIONS FOR ASSESSMENT TASK 2: PART E

The answermust draft an email using the Email template.

With the email - internal and external factors facing the organisation that might/will affect the following
documents they have developed:
 Desired Future State Report
 Business Case
At a minimum the email must detail:
 Who you are addressing the email to (Gavin Stead)
 That you are the sender (Henry Thomas)
 The date/time that the email was drafted
 An appropriate subject title (‘Internal and external factors impacting on program execution’ or similar)
 The body of the email that specifies:
 A basic introduction and summary of what it is about (this should be one or two sentences and
 provide a brief welcome and overview)
 An outline of the factors (economy downturn at a minimum) plus any recommendations to the
Desired Future State Report Business Case based on the impacts of these factors
 Impact of financial legal and contractual obligations
 A closing statement
 The footer section provides the correct job role of Henry Thomas. (Governance Manager)
identify the ‘downturn in the economy’ as specified in the ‘Monitoring feedback’ document. They must also
identify any relevant factors they have identified in their SWOT and PESTLE analysis completed in the
previous part (Part D). Whether any of these factors are relevant or not will depend on what factors the
students have identified as part of the analysis activity completed in Part D. You should use expert
judgement of the SWOT and PESTLE analysis to determine appropriate factors and there likely impact on
CBSA’s desired future state and the business case that The answer todeveloped in Parts A and B. As one
possible example argue for the postponement (or abandonment) of one or more of the projects due to
decreased demand for services. Clients may be reluctant to implement new services which require
training, so investing in a new training facility would have an increased risk to CBSA.