BSBPMG430-Additional Resource

Learner Resource
BSBPMG430
Undertake project work
BSBPMG430 - Undertake project work (Release 1)
Learner Resource Produced 12 August 2020
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© Precision Group (Australia)
Learner Resource
Version Control & Document History
Date Summary of modifications Version
Version 1 final produced following assessment

12 August 2020 1.0
validation.

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Table of Contents
ABOUT THE BUSINESS SERVICES TRAINING PACKAGE ......................................................6
ABOUT THIS UNIT OF COMPETENCY ............................................................................8
CHAPTER 1: ESTABLISH PROJECT PARAMETERS .............................................................9

1.1 Identify Project Scope ................................................................................................... 10
1.2 Define Project Stakeholders ......................................................................................... 17
1.3 Seek Clarification from Delegating Authority of Issues Related to Project and Project
Parameters .................................................................................................................... 19
1.4 Identify Responsibilities of Relevant Stakeholders and Reporting Requirements ..... 21
1.5 Clarify Relationship of Project to Other Projects and to the Objectives of the
Organisation.................................................................................................................. 25
1.6 Identify Availability of Resources and Access to Resources for Undertaking the
Project ........................................................................................................................... 27
Activity 1 ........................................................................................................................... 34
Key Points: Chapter 1 .......................................................................................................... 36

Chapter 1 – ‘True’ or ‘False’ Quiz ........................................................................................ 37
CHAPTER 2: DEVELOP A PROJECT PLAN .....................................................................38

2.1 Identify Risks and Develop a Risk Management Plan for Project, Including WHS ..... 38
2.2 Develop Project Budget and Timeframe and Seek Approval from Relevant
Stakeholders ................................................................................................................. 47
Activity 2 ........................................................................................................................... 57
Activity 3 ........................................................................................................................... 59
2.3 Consult Team Members and Apply Their Views in Planning the Project .................... 61
2.4 Identify and Access Appropriate Project Management Tools ..................................... 61
2.5 Develop Project Plan According to Project Parameters and Deliverables .................. 63
2.6 Finalise Project Plan and Gain Necessary Approvals to Commence Project According
to Documented Plan ..................................................................................................... 67
Activity 4 ........................................................................................................................... 69
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CHAPTER 3: ADMINISTER AND MONITOR PROJECT ......................................................73

3.1 Communicate to Project Team Members Their Responsibilities and Project
Requirements................................................................................................................ 74
3.2 Establish and Maintain Required Recordkeeping Systems throughout the Project .. 75
3.3 Implement and Monitor Plans for Managing the Project ........................................... 78
3.4 Undertake Risk Management as Required................................................................... 84
Activity 5 ........................................................................................................................... 85

CHAPTER 4: FINALISE AND REVIEW PROJECT ..............................................................89

4.1 Complete Financial Recordkeeping Associated with Project and Confirm According
to Agreed Budget .......................................................................................................... 90
4.2 Complete Project Documentation and Obtain Sign-offs for Concluding Project ....... 90
4.3 Review Project Outcomes and Processes Against the Project Scope and Plan .......... 92
4.4 Document Feedback and Suggested Improvements ................................................... 94
Activity 6 ........................................................................................................................... 95

SUMMARY ..........................................................................................................99
REFERENCES ...................................................................................................... 100

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About the Business Services Training Package
The BSB Business Services Training Package covers a diverse range of industries and occupations.
Business Services covers a range of cross-industry functions and services supporting the commercial
activities of all industries.
Defining Qualifications
When units of competency are grouped into combinations that meet workplace roles, they are
called qualifications. These qualifications are aligned to the Australian Qualifications Framework
(AQF). Each qualification will have ’packaging rules’ which establish the number of core units,
number and source of elective units and overall requirements for delivering the qualification.
Delivery and Assessment of Qualifications

RTOs must have the qualifications (or specific units of competency) on their scope to deliver
nationally recognised training and assessment. RTOs are governed by and must comply with the
requirements established by applicable national frameworks and standards. RTOs must ensure that
training and assessment complies with the relevant standards.

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Qualification Training Pathways

A pathway is the route or course of action taken to get to a destination. A training pathway is the
learning required to attain the competencies to achieve career goals. Everyone has different needs
and goals, and therefore requires a personalised and individual training pathway.
Foundation Skills
Foundation Skills are the non-technical skills that support the individual’s participation in the
workplace, in the community and in education and training.
Australian Core Skills Framework (ACSF)

This Assessment meets the five ACSF core skills as described in the Foundation Skills mapping.

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About this Unit of Competency
BSBPMG430 - Undertake project work

This unit standard BSBPMG430 Undertake Project Work covers the skills and knowledge required to
establish, develop, administer and review a project. A project could be a stand-alone,
straightforward project or a section of a larger project.
This unit applies to individuals who play a significant role to ensure that a project is within the
parameters set, including timelines, quality standards and budgetary limits among other
requirements.
This Learner Resource is broken up into four elements. These include:
1. Establish project parameters
2. Develop project plan
3. Administer and monitor project
4. Finalise and review project
At the end of this training, you will be asked to complete an assessment pack for this unit of
competency. You will need to access a supervisor, a manager, or your assessor who can observe you
perform project or workplace tasks and verify your competency or performance.
On competent completion of the assessment, you will have demonstrated skills and knowledge
required to develop a project plan, administer and monitor the project, finalise the project and
review the project to identify lessons learnt for application to future projects.

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Chapter 1: Establish Project Parameters
A project is any planned undertaking with set tasks designed to achieve a defined objective. Taking
on a project involves many phases and different moving pieces working together for its success.
Project planning plays an essential role in guiding the different stakeholders through the project
phases. Without a plan, a project becomes just an assortment of tasks.
This chapter outlines the first stage of project management: the establishment of project
parameters.
In identifying your project scope, you will be able to establish an overall plan for the
implementation of your project by creating a project scope statement. The next step is to get to
know the stakeholders or all the relevant people that play a role in the project to be undertaken
and to identify and analyse their needs. Once project parameters and stakeholders are identified,
you can start breaking the whole project plan into chunks, turning them into smaller workable
pieces that can be delegated. To effectively do so, you will learn the features and process of
delegating authority, project scope document and setting project parameters, collaborative
techniques to engage stakeholders in negotiations and governance structure.
Every stakeholder of the project must have a set of clearly defined responsibilities so that there is
no redundancy of tasks and the project is effectively managed. The relationship of the project at
hand must also be clarified as to other projects and to the organisation’s objectives; this is
necessary as this will dictate the purpose of the project. Finally, you will need to identify the
resources you will need and their respective availability. This includes people or work resources,
capital or cost resources and material goods or material resources.
All these are necessary steps so you may be able to proceed to the next phase of your project: the
development of the project plan.

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1.1 Identify Project Scope
You may have heard of the managerial principle of PLOC: planning, leading, organising and
controlling. This simple principle sums up exactly what a good project manager sets out to do.
This chapter will thoroughly discuss planning. The other managerial principles will be explained as
you go along this unit.
PLOC
Plan Establish an overall plan for the implementation of your project.
Lead Leading the project team towards your objectives and goals.
Organise Organise your resources and initiate project activities.
Control Track and monitor the progress against the initial project plan.
Project planning lies in the heart of the project lifecycle. Think of it as the roadmap: it is where the
goals are defined, deliverables determined and schedule created. Its purpose can be condensed into
four:
▪ To establish business requirements
▪ To establish cost, schedule, list of deliverables and delivery dates
▪ To establish resource plans
▪ To obtain management approval and proceed to the next phase
In project management, the project planning phase is often the most challenging and the most
tedious. The planning itself is not just one activity but a series of processes. It can be broken into the
following:
▪ Scope Planning
▪ Preparation for the Work Breakdown Structure
▪ Project Schedule Development
▪ Resource Planning
▪ Budget Planning
▪ Procurement Planning
▪ Risk Management
▪ Quality Planning
▪ Communication Planning
Based on Overview of Project Planning, used under CC BY 4.0. BC Open Textbooks

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1.1.1 Project Scope

The project scope or the project scope statement is the part of project planning that lists what
needs to be achieved and the work that must be done to deliver a project. It defines the
boundaries of the project and forms the basis for every decision a project manager will make
on a job. Thus, a scope document should be set out so that it covers each of the following:
Scope Stament
•overall objectives of the project
Issues, Risks or Contraints
•potential challenges that might hinder the progress of the project
Assumptions, Inclusions and Exclusions
•specific disclaimers and decisions about the project that clarifies the scope of
the project
Key Deliverables (List of Tasks and Quality Standards)
•expected output
High Level Requirements (Estimates - Cost, Time,

Resources)
•specifications - technical and functional descriptions
Key Milestones
•progress across the project timeline
Stakeholder Review and Approval (Statement of Contract)
•at the end of project scope statement signifying stakeholder sign off
The scope document should be used actively during the entire running of the project to
ensure that the project is meeting its objectives and that the tasks being conducted are run
according to the scope document. The scope document can also be used as a basis for a
detailed task list to be compiled at a later date.

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Project Scope Statement
A good project scope statement will make it easier to gain stakeholder’s approval and
acceptance of your project. It will also put the project team in sync and prevent unauthorised
tasks from popping up.
A great guideline to follow when creating project scope statements is the SMART method.
▪ Specific. Be clear and exact.
▪ Measurable. Qualitative and quantitative criteria will be used to assess whether you
have achieved your goal.
▪ Achievable. Breaking down a daunting project into doable portions will help you and
your team pace your progress.
▪ Relevant. Focus on completing the goals and avoid tasks that do not add value.
▪ Time Bound. A project is temporary and should have a time limit.
Issues, Risks or Constraints

Issues are problems that come up while executing project activities, hindering the successful
completion of such. Usually, an issue is either the difficulty in completing a project task
already identified in the project plan or discovering that there was a project task that should
be included in the plan but was overlooked.
Risks are the uncertainty involved in the project that, in the event that they occur, affect at
least one project objective.
Constraints are the factors that will limit the project’s progress. There are three main
constraints that are interconnected:
•the deadline for

delivering the
Time outcome
Cost
•the financial
resources available
to achieve the
outcome Scope
•the expected
outcome

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These three are called triple constraints because of how deeply interconnected they are.
Notice that when you tug on one, the other two are directly affected; adjust the scope and
you will have to adjust the cost and time as well.
The list of constraints is not limited to the three mentioned above. There are others that could
crop up at any time including risk, resources, organisation, method, customers and more.
Assumptions, Inclusions and Exclusions

Assumptions are the events expected to occur during the lifecycle of the project. It is
considered real or precise but has yet to be investigated further.
In identifying assumptions, it helps to break them down into categories so that you can
consider the different areas when you determine assumptions in your project. Categories
could be:
▪ Resources – covers people, materials or facilities needed for the project
▪ Budget – estimated costs
▪ Finances – funding needed to complete the project
▪ Scope – the extent of deliverables
▪ Schedule – tasks, durations and dependencies
▪ Methodology – approach you will take for the project
As its name indicates, your assumptions are any factor in the project that you include in the
project scope document to account for the possibility of uncertainty; they are concrete
assumptions that you make in advance. For example, staff will require training to use the new
machinery or you can source your human resources needs from your internal personnel.
Identifying assumptions for the project is not something that could be done all by yourself. It
is a collaborative effort. By including your team and other stakeholders in the process, you
could gain valuable insight on areas of the project you may not be familiar with.
Inclusions and exclusions help establish the boundaries of the project. Inclusions refer to the
tasks, items and actions involved in the project scope. It defines in detail what is needed in
order to accomplish the objectives and deliverables. Exclusions are the tasks, items and
actions that are outside of the project scope.
These three statements help stakeholders be on the same page as to the project and not
place unrealistic expectations over it.

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List of Tasks and Quality Standards
The list of tasks and quality standards referred to in scope statements is relatively
straightforward. As its name indicates, it is just that, a list of tasks that you need to deliver
throughout and at the end of the project lifecycle.
This part of the scope statement is where you specify the quality required for each task. It will
serve as the standard to which the task will be upheld to assure management and
stakeholders of the quality of the project.
Estimates (Cost, Time and Resources)

In this part of the document, you and your team will make estimates of the cost, time and
resources needed for the completion of the project.
In estimating costs, you have to consider the following:
all the project activities and items assigned per activity
cost per hour per item
number of hours per item
total of labour costs, good and services cost
cost for maintenance where applicable

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In time estimates, you first need to put together a complete list of all the tasks need. Refer to
project management tasks, planning, meetings and any other relevant tasks you will need to
undertake. It would help if you also considered the following:
tasks that may take priority
accidents and emergencies
internal meetings
staff shortages
working with your customers
suppliers not delivering on time
equipment breakdowns
interruptions
quality control rejections
Time estimates are vital as they help you keep to a specific schedule. You will also find that
the time estimate for each project task affects the cost of that same task.
Finally, estimating resources involves assessing the nature and number of material and human
resources. It also involves the tools or supplies required for the project. Once these details are
ready, the formula for estimating resources are condensed into the following:
▪ number of tasks needed to complete
▪ the duration of those tasks
▪ number of team members working on those tasks
From there, you can determine the number of hours or days needed to complete each task.

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Key Milestones
Milestones are project markers that show what stage the project is in. It helps in making sure
that the progress of the project is on track.
You can ask the following questions to guide you in determining what the milestones in your
project are:
Is this a task or a deliverable?
Will it impact the final deadline?
Is this an important moment in the project that will indicate progress?
Does this need to be reviewed by stakeholders?
Is this an even that impacts the project?
Examples of milestones include project phase start/end dates, important meetings and
presentations, client and stakeholder approvals and dates or outages that might impact your
timeline.
Stakeholder Review and Approval (Statement of Contract)

The last part of the project scope document is the Statement of the Contract. Every phase of
the project needs to be reviewed and signed off before it can proceed to the next phase; this
approval will come from stakeholders. Stakeholders will be discussed in further detail in the
next section.

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1.2 Define Project Stakeholders

Stakeholders are any person, organisation, social group, or society at large that has a stake in the
business. Thus, stakeholders can be internal or external.
1.2.1 Identifying Stakeholders

Every stakeholder, regardless of the level of hierarchy they belong to and their level of
involvement, expects something from the project. It is important to identify the stakeholders
so that you can determine how to best manage their expectations. To help you identify the
stakeholders, you need to consider authority and causality.
▪ Authority
o Who is the project for?
o Who do you report or provide updates to?
▪ Causality (causes and effects or the relationship of one element or task to another)
o Who will be affected by a project’s activity or outcome?
o What are the risks to the project if particular stakeholders are omitted?
o What functions are affected by project tasks?
o What resources are needed for the successful completion of the project?
To make your task of identifying stakeholders easier, you can ask for an initial list of
stakeholders from your sponsor. Then when you meet the other identified stakeholders, you
can ask them who else should be involved in the project.
Stakeholders may include:

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Client
•The person for whom the project is created for
•Could be the same person as the sponsor
Sponsor
•The person who funds the project
End-users
•The people who will use end product of the project
Project Manager
•Person who oversees the project
Project Team Members

•The people performing the tasks to complete the project

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Stakeholders can be further classified according to how engaged and hands-on they are to the
project:
▪ Core stakeholders are those who are actively involved in the project. They have tasks
and do actual work.
▪ Primary stakeholders are those who must be engaged during the project and have
direct interest in the project.
▪ Secondary stakeholders are those who expect to receive reports and updates.
1.2.2 Analysing Stakeholder Needs
Once the stakeholders have been identified and classified, ask them what the success of the
project means to them. You will find that as their interests vary, so do their needs.
To set the baseline for your analysis, ask the stakeholders what they want, need or expect,
and what stake they have on the project making them invested in it. Ask them what they think
success for the project means and what criteria they judge it on.
There are several ways to get the information that you need from the stakeholders. The
easiest is to ask them straight up or shoot them an email, a call or a memo. Make sure that
your information is first-hand. Do not assume that you know what they think. If personal
dialogues with stakeholders are not possible, you can delegate the task to managers or
supervisors.
Make sure that you confirm the needs you have identified with each of the stakeholders/
stakeholder groups. Examine what work needs to be done before the project, what resources
are required and the milestones you must achieve. You can use a project scope document to
help you organise each of these items and document them in a way that allows you to work
on the project efficiently.
1.3 Seek Clarification from Delegating Authority of Issues Related to Project and Project
Parameters
The act of delegation is the power to subdivide or sub-allocate powers to a subordinate. The
delegating authority is the person who has authority on the project and has the power to delegate.
This chapter is about you, as project manager, seeking clarification from the delegating authority
regarding issues related to the project and its parameters.
The delegating authority can be determined by tracing the lines of authorities and approvals. The
line of authorities and approvals is the chain of command or the organisational hierarchy that
assigns tasks to team members. It also works as a channel of communication (team members report
to team leader and team leader reports to the supervisor) and determines the who is accountable
for each task. Aside from that, your organisation’s lines of authority and approval is what you consult
for when you want to obtain approval for a project before its implementation as well as the specific
steps necessary to obtain the approval of each authority.

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The line of authority is best illustrated by your organisational structure. You can also refer to your
workplace policies and procedures to determine who your immediate supervisor is or who you are
supposed to report to.
In undertaking a project, the delegating authority could be any one of the following:
▪ customer or client
▪ funding body
▪ manager or management representative
▪ project sponsor
1.3.1 Defining Project Parameters

Project parameters are the conditions for which the project is set. It is the guidelines for
accomplishing the tasks and includes the project timeframe, the budget allocated, and the
resources needed among others. Project parameters are decided upon by the stakeholders in
consultation with the delegating authority, the factors thereof revolving around what the
project aims to accomplish and what product or service is expected to be delivered. When
determining project parameters, the best document to refer to is the project scope document.
In determining the parameters of a project, the types of document you can commonly refer to
are the project brief and the project scope statement.
A project brief is mainly made for the project board. The project board is composed of the key
people who have the ability to make things possible, usually chaired by the project sponsor
and other senior stakeholders. The project brief basically outlines what is going to happen in
the project; it contains a brief description of the project and outlines the project management
framework to be adopted for the initiation phase. This includes the measurement of success
for each phase implemented, deliverables and milestones, budget and resources, risk and
issues management and related projects among others.
On the other hand, you know from Section 1.1.1 that a project scope statement defines the
boundaries of the project and forms the basis for every decision a project manager will make
on a job.
Sources of information that will help you in defining parameters include:
▪ the project contract
▪ meetings and discussions with relevant stakeholder
▪ Risk Management Report
▪ Issues Log Document
▪ Project Charter

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“Plans are only good intentions unless

they immediately degenerate into
hard work.”
Peter Drucker
1.4 Identify Responsibilities of Relevant Stakeholders and Reporting Requirements

A project manager needs to identify the limits of each project team member’s responsibility and
examine how changes to the project will affect its management. It is important that every member
of your team has a set of clearly defined responsibilities to ensure that they understand exactly what
they must and must not do, and what every other team member is to do and not do. This is the
scope of their responsibility. If you do not clearly state this, members of your team may either go off
and make changes which they are not authorised to do or, conversely, take less responsibility than
needed for the success of the project.

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1.4.1 Responsibilities of Relevant Stakeholders
The stakeholders have already been identified in 1.2. This subsection will probe further into
what the responsibilities of each of the relevant stakeholders are.
Of the stakeholders previously identified, the following are relevant as to the undertaking of
the project. Since this is a unit of competency on undertaking a project, pay close attention to
the roles and responsibilities of the project manager.
▪ Client
Clients play an active role throughout the project lifecycle; approving project plans,
requesting changes, raising issues, approving milestones, releasing payments and
accepting or declining final deliverables. The project client or owner may also be the
project sponsor.
▪ Sponsor
The sponsor, which could include the director, board or steering committee, is usually
comprised of management representatives of other higher-level stakeholders. They
oversee the project and serves as the leadership support. They offer guidance on
strategic decisions and resolves issues escalated by the project manager. They are also
accountable for the funds allocated to the project.
▪ Project Manager
Project managers are responsible for the day-to-day running of the project and
everything that comes with it, such as the development and maintenance of the
project plan, management of project resources, management of stakeholder
communication, identifying the skills required for the project and getting appropriate
project staff, and identifying and resolving problems that come up on a regular basis.
▪ Project Team Members
The team members may be full-time or part-time employees who have different
skillsets to accommodate the various tasks needed for the completion of the project.
1.4.2 Reporting Requirements

Reporting requirements are the necessary information required by a governmental body,
organisation or employer (Business Dictionary, 2020). It is often required within a certain
period of time and within a specific format. Reports play a crucial role in project management
as they help manage the expectations of stakeholders and track the progress of the project.
As such, you must be mindful of the types of reports that must be completed and submitted
throughout a project’s delivery, the important information that must be identified in each
report as well as the processes for completing each type of report. For other important
documents, like the budget and finance, reports have to be frequently updated. Specific
individuals tasked with the receiving and reviewing of each report must also be identified.
Reporting requirements will vary according to the type of project being undertaken, the
purpose of the report, stakeholder needs and organisational requirements.
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Below are some examples of reports you can use:

▪ Progress Report – used to update stakeholders; details how far the project has gone
towards completion.
▪ Resource Report – details who is doing what when; shows a breakdown of project
members and tasks for the day.
▪ Variance Report – tells you whether the project is, in fact, progressing as planned,
comparing the plan against the actual outcome and giving you a metric to measure if
you are on track, ahead of schedule or running behind.
▪ Board/Executive Report – tailored to the person the report is for; for the board and
executive level, they will want to know issues they can resolve, a summary of budget
position and status of milestones.
No matter what business or industry you are in, project reports have the following
information:
Project
Name
Date the
Project
Report is
Status
Released
Project Report
Name of
Expected
the Project
End Date
Manager
Project
Sponsor
It is also good to include the following in your report:

▪ Updates on any pending and approve change requests for the project
▪ Milestones
▪ Issues and challenges
▪ Decisions required and actions taken

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Usually, the project manager is the one responsible for submitting reports to the relevant
stakeholder. Your team members may also have their own reporting requirements and
periodically submit their reports to you. Whatever the reporting requirements may be, they
must be determined before the start of the project implementation.
Reporting procedures vary according to need and purpose. To further illustrate, consider the
following example from the simulated business Bounce Fitness:
Bounce Fitness’s reporting procedure requires that non-financial reporting be tabled and
discussed as required by either the Head Office team or the Centre team. The procedure
also sets a required schedule for meetings, including weekly team meetings between the
centre and the head office. It also requires that all information be electronically
communicated through the intranet – a secure site.
In reporting updates and project progress, the project manager must report to the Head
Office team or the Centre team as required by either. If no agreement has been set, the
reporting must be done during the weekly team meetings between the centre and head
office. If any information must be conveyed and reported electronically, it must be done via
the intranet.
1.4.3 Collaborative Techniques to Engage Stakeholders in Negotiations

Organisations thrive when they communicate and engage stakeholders. Stakeholder
engagement is crucial to a successful project, especially in the early planning and
development stage. An organisation must have a clear vision which can be derived from a
well-rounded strategic planning process, coupled with an effective strategic plan or marketing
plan can only come from stakeholder engagement.
To engage the project stakeholders, here are ten practical ways to better engage and
influence them at the right times during the project lifecycle.
▪ Identify stakeholders early on. To be able to engage the stakeholders, you must first
know who they are.
▪ Get stakeholders talking to each other. Invite them to initial project meetings and the
early stages when you are still developing the project parameters. This way, whatever
conflicts and opposing ideals can be resolved as quickly as possible.
▪ Seek to understand. Consider the perspective of stakeholders when you consult and
discuss the project with them.
▪ Listen. It is not enough that you just nod every so often during the meetings. Ask
questions and make time for face-to-face interaction. Listen to seek information and
confirm understanding, not just for show.
▪ Lead with integrity. Be true to what you say and follow up your words with action.

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▪ Engage stakeholders in estimates. To set the project timeline and streamline the
process, project estimates. Ask the people that will do the work for estimates and
then help stakeholders understand that while you are operating under the estimates,
these estimates are not absolute. Commit to refining estimates as you go along.
▪ Work with your team. Working with stakeholders helps them become more invested
in the project and, therefore, more likely to support it. It can also lead to a better
understanding of everyone involved.
▪ Manage expectations. Each stakeholder has expectations regarding the project. Work
with them and clarify some, especially those with false expectations.
▪ Say thank you. Respond with thanks to emails, voicemails, and during meetings when
stakeholders complete activities.
▪ Communicate. Communication is the heart of every project management. In
communicating, whatever the form may be, it is important to use clear language to
present or seek information.
Based on 10 Ways to Engage Project Stakeholders. Project Risk Coach
When it comes to the means and tools for stakeholder engagement, the more traditional way
is through face-to-face meetings and communications through emails and the like. Nowadays,
there are a variety of online management tools that will help you collaborate and engage
stakeholders. These will be discussed in Section 2.4.
1.5 Clarify Relationship of Project to Other Projects and to the Objectives of the
Organisation
Every organisation must have a mission, goals, objectives and operations. These are necessary for
every workplace organisation to survive. Without it, there would be no structure, no reason for its
existence, and no means to achieve anything.
The mission is the purpose of the organisation’s existence. It states the type of product or service it
produces, the target customers, and the important values it holds. Goals are strategically set
objectives that outline expected results while operations are the organisation’s day-to-day activities
that create unique value and achieve core objectives. All these are interconnected and interrelated.
One of your responsibilities as a project manager is to determine and confirm if the project is aligned
with other projects and the organisation's mission, goals, objectives and operations. By doing so, you
can be sure that the project you are planning to pursue is in line with the direction your organisation
wants to take. If it is, you can count on the organisation for the support and provision of the
resources that you will need for the implementation of the project.

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Aside from consulting with relevant stakeholders, you can also use the following guide questions to
help you clarify the project’s relationship to other projects and the organisation.
Is the potential project in line with the organisation's objectives?
Are your workplace processes in place?
Are the processes aligned with what the project needs?
Are there enough resources for the project?
If the answer is no to any or a combination of the questions posed, then problematic areas should
first be given thought.
To help illustrate how an organisation’s mission, goals, objectives and operations work, consider the
following example:
Sample for Organisation’s Mission, Goals, Objectives and Operations

Bounce Fitness is a premier fitness centre in four cities – Cairns, Brisbane, Sydney and Melbourne.
Bounce Fitness is planning to implement its project on enhancing the services for the Bounce
Fitness Café found in their marketing plan.
The Bounce Fitness Café mission statement can be verbalised in the following manner:
‘Bounce Fitness Café provides communities with the ability to access the Internet, enjoy a cup of
coffee, and share internet experience in a comfortable environment.’
Bounce Fitness Café goals could be:
▪ Provide access to methods of communication and volumes of information available on the
internet.
▪ Create a space for friends and colleagues to socialise while enjoying café products.
Bounce Fitness Café objectives could be:
▪ Grow total sales by 10% annually.
▪ Build the Bounce Fitness Café to the point wherein it becomes a household word in the area.
Bounce Fitness Café operations could be:
▪ Bounce Fitness Café will provide its customers full access to the Internet, and common computer
applications and equipment.
▪ Good coffee, specialty drinks, bakery goods and a comfortable environment will be provided to
customers.

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1.6 Identify Availability of Resources and Access to Resources for Undertaking the Project
When you are beginning a new project, it is important that you identify the availability of your
resources: what people, equipment, plant, money, and facilities you will need to actually achieve the
goals of the project. If the resources you need are not going to be available at the time you need
them, then it is time to take stock of the project and examine whether it is an appropriate time to
undertake the work.
There are three types of project resources that you have to consider in order to efficiently and
effectively execute and complete the project. These are:
Physical Resources Human Resources Technical Resources
1.6.1 Physical Resources

Physical resources are tangible items necessary for the implementation of the project. These
are the items that take up space, have value and are used in undertaking the project. They
include facilities, equipment, land and other assets.
Physical resources that are available and necessary vary from project to project in
consideration with the industry and the nature of the project. It is important to keep in mind,
however, that there may be statutory regulations and legal requirements that must be
complied with.
Statutory regulations refer to professions that must be registered with a professional
regulatory body by law. Examples of statutory regulations relevant to physical resource are
the following:
▪ employment and insurance laws
▪ building and accessibility regulations
▪ pest control
▪ hygiene
▪ pollution
▪ compliance
▪ licenses
▪ recording documentation

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Legal requirements are the necessary conditions imposed by a law, statute, ordinance, decree,
requirement, order, judgment, rule, regulation (or interpretation of any of the foregoing) of,
and the terms of any license or permit issued by, any Governmental Authority (Law Insider,
2020).
Examples of legal requirements to be taken into account are the following:
▪ health & safety measures, e.g. risk assessment procedures, preventative measures
▪ environmental management
▪ regulations for storage of supplies, e.g. Managing Risks of Hazardous Chemicals Code
of Practice
▪ local and regulatory authorities, e.g. Health and Safety Executive Inspectorate,
environmental health officer, fire officer
▪ compliance, recording documentation
▪ housekeeping
The management of physical resources has the most visible work as compared to the other
two resources.
1.6.2 Human Resources

A project team is composed of a group of people managed by a project manager. As the
project manager, the responsibility of making sure that the project moves forward as
scheduled is tied with the ability to handle the members of the team. Thus, identifying the
people that will be part of the team must be done in advance to make sure that they are
available and actually have the skills for the said project.
In order to determine the human resources required, you have to consider the following:
The capabilities/skills and the hours of effort required for the

project
People who can be a part of the team, taking note of the

time they have available

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Once you have a list of potential people/team members, you can assign the tasks. Typically,
the project team will discuss the assigned tasks but if you know them well enough, you can
designate the task/s yourself. If there are gaps for a required skill set, meaning there are no
team members qualified for the task at hand, you might want to consider outsourcing the
task.
The management of human resources goes hand in hand with the implementation of human
resource policies. Generally, the following are common policies and procedures in an
organisation:
▪ Equal employment opportunity (EEO) and anti-discrimination
EEO is the principle wherein all people must have equal access to employment
opportunities based on their merit. Fear of discrimination and of harassment should
be eliminated especially in workplace situations.
Anti-discrimination laws make it unlawful to disadvantage employees and job seekers
in any way because of their race, colour, gender, sexual orientation, physical or
mental disability, marital status, pregnancy, religion, political opinion and social origin.
▪ Privacy policy
This policy outlines information handling practices in the organisation. Personal
information in human resource files includes those that are confidential in nature
such as contact and financial details. For security reasons, these types of information
necessitate utmost discretion in its handling.
Other policies considered for human resource management are those regarding:
▪ anti-bullying
▪ anti-harassment
▪ use of email, internet and social media
▪ grievance
▪ occupational health and safety
▪ drug and alcohol
▪ return to work
▪ code of conduct
▪ gifts and favours
▪ leave provisions (including personal, bereavement/compassionate, annual, parental
and long service leave

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Fair Work Act 2009
The Fair Work Act 2009 provides for the terms and conditions of employment as well as the
rights and responsibilities of both employees and employers. When it comes to human
resources, the Fair Work Act of 2009 is your go-to handbook.
Taking care of human resource is to know the ins, outs and everything in between. To take
care and nurture your human resource is essential because without it, your whole
organisation, not just your project, is doomed to fail.
Some of the essential topics you need to know include:
▪ Maximum weekly hours
o Full-time employees have a maximum of 38 weekly work hours, unless the
additional hours are reasonable.
o Part-time employees – less than 38 hours per week
o Casual employees – no guaranteed amount of work hours in a week
▪ Grounds for unlawful termination. Section 772 provides that employment should not
to be terminated on certain grounds
o Temporary absence from work because of illness or injury of a kind prescribed
by the regulations;
o Trade union membership or participation in trade union activities outside
working hours or, with the employer’s consent, during working hours;
o Non membership of a trade union;
o Seeking office as, or acting or having acted in the capacity of, a representative
of employees;
o The filing of a complaint, or the participation in proceedings, against an
employer involving alleged violation of laws or regulations or recourse to
competent administrative authorities;
o Race, colour, sex, sexual orientation, age, physical or mental disability, marital
status, family or carer’s responsibilities, pregnancy, religion, political opinion,
national extraction or social origin;
o Absence from work during maternity leave or other parental leave;
o Temporary absence from work for the purpose of engaging in a voluntary
emergency management activity, where the absence is reasonable having
regard to all the circumstances.

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Right Team Members

It is not enough to have people under your team. You must have the RIGHT people with the
right skills.
It’s cliché, but people are the lifeblood of business, and this is very true for projects. It is your
project team that will undertake all of the tasks needed to complete your project. Therefore,
ensuring you have adequate staffing is crucial to your project’s success.
Once you have completed your scope and project plans, you need to determine the skills that
are required by each activity in your plan and use this to develop a skill requirement listing.
You also need to ensure that you are aware of where your people will be sourced from – will
you have access to the staff already present in your organisation? Or will you need to recruit
new staff for the project? Once you have these factors under control, you should recruit staff
who will allow you to meet your skill needs and accomplish the tasks required by your project.
When you are trying to select which people to have on your team, it is important that you
look for people who:
▪ have technical competence in the project area
▪ are flexible
▪ have knowledge in working on projects
▪ are task oriented and able to work to a set of objectives and within a structure
▪ are able to show commitment
▪ are able to effectively work within a team environment
You will often find that you cannot meet all your team’s needs by using staff who are currently
employed in your organisation. In such cases, you need to look into employing staff on a
temporary or contract basis to fill these skill gaps. You may be able to call on a pool of
contractors that you regularly use, or if not appropriate, advertise for contract workers.
Areas of Human Resources Process

Human resource has three main areas of function. These are:
Acquisition
Development
Management

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Acquisition
In line with the delivery of a project, acquisition involves either the recruiting or
reassigning or transferring employees to fill open positions required for your project.
Acquisition is the first phase of project management wherein human resource availability
is confirmed and the team to complete your project is obtained.
The recruiting and reassigning or transferring of employees is often a time-intensive
process. The process for both includes the following:
▪ Screening of potential candidates per stage of the recruitment process
o Internal posting of open positions to determine who of the existing
human resources are fit for the project, if reassigning or transferring of
employees. The open positions will also be posted externally if there is a
need to recruit human resources, usually done when there are no existing
human resources available.
o Pre-screening to eliminate candidates who do not meet the basic
requirements.
o Preliminary assessment to screen those who lacks the desired level of
competencies for the job tasks.
o Conducting interviews and job simulations to determine candidates with
the highest potential.
o Verify candidates’ qualifications.
▪ Timeline for the whole recruitment process
o Just like with any other part of project management, recruitment has a set
timeline that needs to be followed determined at the start of the project
management process. The timeline for the posting of open positions, pre-
screening, preliminary assessment, the conduct of interviews, and the
verification of candidate qualifications must be followed. Whether the
recruitment process follows the timeline will set the pacing for your
project. Being too late will impact the project as a whole.

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Development
Development involves ensuring that each employee can accomplish work tasks according
to organisational standards or expectations. Development in project management is
about identifying specific areas where a team member may be struggling. By doing this,
said team member could be given assistance and opportunities to address the
problematic areas.
What you might find as part of the processes for development include:
▪ Procedures for monitoring each employee’s development. Project tasks for each
employee and the succeeding development of the tasks are to be monitored.
▪ Opportunities available to employees for their development
▪ Tools used to monitor and review each employee’s development
Management
Management involves overseeing all employees to ensure that work tasks are being
completed on time and according to set standards. Management in project management
is to check if project timelines are being met or not and to ensure that each work is being
completed according to the standards set.
What you might find as part of the processes for management include:
▪ Documents, trackers or other tools used to monitor employee progress regarding
their work tasks
▪ Processes for when employee is underperforming
1.6.3 Technical Resources

Technical resources are generally technologies or applications needed to complete the project
like computer hardware, computer monitors, modems and routers. Also included are software
licenses, hardware such as cabling or switches for IT equipment, and machinery.
Keeping updated in Australian Consumer Law (ACL), particularly on warranties, will help you
with the management of technical resources. Check other laws and policies to this effect to
make sure you are compliant and to get yourself protected in the process as well.

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Activity 1
Think of a project that you have recently undertaken. How well do you think you planned
this project? Based on the information in this chapter, what would you have done
differently?

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Notes

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Key Points: Chapter 1
• The managerial principle PLOC (plan, lead, organise and control) sums up what a
good project manager sets out to do.
• At the initial stages of your project, you should develop a project scope document
that outlines the scope of the project – that is what it will and will not involve.
• Every stakeholder of the project must have a set of clearly defined responsibilities so
that there is no redundancy of tasks and the project is effectively managed.
• The scope document should also outline your stakeholders, your reporting
requirements, and the limits of your responsibility.
• Roles, responsibilities and authority must be negotiated and understood by all
stakeholders.
• It is important that you determine how your project is linked to others around you,
especially since some parts of the project may impact the delivery of other projects.

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Chapter 1 – ‘True’ or ‘False’ Quiz

Tick ‘True’ if the statement is correct, and ‘False’ if not. True False
Not all stakeholders expect something from the project. Some of them
are not invested in the project at all.
In undertaking a project, the delegating authority is always your

immediate supervisor.
In order to initiate a project, you must first define its goals or objectives.
PLOC means planning, leading, organising, and controlling.
The scope document is to be used only at the start of the project.
The reporting requirements will vary according to the type of project

being undertaken and the purpose of the report.
Roles, responsibilities and authority must be negotiated and understood

by all stakeholders.
The types of resources are physical, human and technical.

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Chapter 2: Develop a Project Plan
This chapter will discuss the L of the PLOC managerial principle – that is, to lead the project team
towards your objectives and goals.
To do that, you will start by identifying risks and creating a risk management plan. This will be
followed by developing the project budget and timeframe and identifying and accessing project
management tools. Once all this is done, you will then be ready to finalise the project plan and seek
approval from relevant stakeholders.
2.1 Identify Risks and Develop a Risk Management Plan for Project, Including WHS
A risk is the probability that something may occur. Generally, these risks will impact negatively on
the result of your project. Risk is an inevitable consequence of doing business. As the old financial
adage goes, ‘the higher the risk, the higher the return’, and this statement is empirically true: the
greater the risk you take, the better the return is likely to be.
Another facet for risk and its identification is Workplace Health and Safety (WHS). This is the
discipline concerned with protecting the health and safety of all stakeholders in the workplace. It
aims to eliminate the hazards and risks resulting from work activities. WHS will be discussed more
towards the end of this section.

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There are many risks of varying degrees in project management but the most common are the
following:
Strategic Risk
•this results from errors in the strategy used in implementing the project
•e.g. choosing a technology that is not fit and cannot be made to work for the
project
Market Risk
•this is generally due to economic reasons such as foreign exchange, commodity

markets and interest rate risks
Legal Risk
•this is a risk that arises from legal and regulatory obligations

•e.g. litigation arising from contracts that can be brought against the company
Operational Risks
•risks that come from poor process and implementation

•e.g. procurement, production or distribution
Governance Risk
•this concerns the board and how the management performs vis-a-vis ethics and
community stewardship
External Risks
•also called force majeure

•e.g. floods, earthquakes, storms, terrorist attacks, labour strikes, etc.
A Risk Management Plan is a document that project managers refer to foresee risks, estimate
impacts and define responses to these risks. It is a document essential to all project plans as it helps
project managers be prepared for the worst case scenarios, enabling them to address issues as they
pop up.

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A good Risk Management Plan has the following details:
I. Preliminary Details
1. Title of the Project
2. Project Environment
3. Date of the Plan (when it was created)
4. Version control and document history
II. Introduction
1. Purpose of the risk management plan
Briefly explain the purpose of the risk management plan – one must be in relation to the
project, and one in relation to WHS.
2. Objective of risk management
List at least two objectives for each area.
3. Definition of terms
List and define terms that need to be understood in the context of this risk management.
III. Risk Management Process

Explain in each of the following sections how risks in both the project and WHS will be identified,
analysed, and managed throughout the project cycle.
1. Risk identification
2. Risk analysis
Explain the following:
▪ How the risk rating is used
▪ How risks are prioritised
Include a timeline on when control measures will be implemented to mitigate each
identified risk on each area.
3. Risk response
In this section, provide the details in the “Risk Management Action Plan”, including:
▪ Each identified risk per area
▪ Likelihood and impact of each risk occurring
▪ Control measure to be implemented for each risk
(Refer to your completed Risk Register)
• Person responsible
Identify individual stakeholders who are responsible for responding to each risk
identified for both project and WHS. These can include your project team
members.
▪ Target implementation dates for each control measure
▪ Expected outcome of each implemented control measure
4. Risk tracking and reporting
Explain how risks will be tracked and outline the reporting requirements. Specify any tools
that will be used in the risk management process, e.g. Risk Log, and indicate the individual
stakeholder to whom risks are to be reported.
IV. Approvals
This must include the names and signatures of relevant project stakeholders who reviewed the
risk management plan, and the date when they reviewed the plan.
V. Appendices/Attachments
Include the Risk Registers and other relevant tools used to develop the Risk Management Plan.

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2.1.1 Developing the Risk Management Plan

Understanding the risk management procedure is important when you are developing the risk
management plan. The procedure involves the following steps:
Quantify the Respond to the Monitor and

Identify the Risk
Risk Risk Control the Risk
Identifying the Risk

This first stage in risk management involves attempting to identify the risks that you may face
in your project. A good way of accomplishing this is through brainstorming sessions with your
team. Brainstorming is a method that involves the free flow of ideas through your project
team, who can then take those ideas and build upon them so that a solid list of risks is built.
Other ways to identify risks are the following:
▪ Brainwriting
Brainwriting is like an upgraded brainstorming session. But where brainstorming is a
simultaneous oral generation of ideas, brainwriting is a simultaneous written
generation of ideas. It is an upgraded version in the sense that when writing, no one
can interrupt your flow of thoughts and consciousness.
To do a brainwriting session, prepare index cards for each participant. The
participants will then write their ideas, with one idea per card. They can then pass
the cards around and other participants can modify the original idea or use the
existing idea to stimulate a new idea. The goal is to try to get a different perspective
from the participants of the brainwriting sessions for every potential risk.
▪ Consulting with an expert
Interviews with colleagues and stakeholders with relevant experience is a good way
to identify risks. Experts in the field can also give valuable advice, especially if you
and your team have little to no experience.
▪ Being pessimistic
What’s the worst thing that could happen with the project? What are the things that
could go wrong? While being pessimistic is not the best way to manage a project,
answering the questions could provide valuable insights.

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▪ Doing a root analysis
Don’t wait for a problem to occur before you look for its causes. For this, the 5W2H
method will give you the basis for a systematic investigation. 5W2H stands for:
What Why When Where
How
Who How often
much/many
Quantifying the Risk

Quantifying a risk involves attempting to assess the probability of the risk occurring and the
likely impact on the project if the risk does occur. You might, for example, rate probability on
a percentage scale – with 1% being the lowest probability and 99% being a near certainty
(remember 0% and 100% are not risks as they are known to either occur or not occur). You
may rate impact on a five-point scale, with one being very little damage and five being severe
damage.
When looking at each risk, think about how these two ratings combine. A 99% probability risk
with a one severity is not as important as one with a 75% risk of occurring but which has a
severity rating of three.
Responding to the Risk

There are generally four ways to handle a risk:
▪ Avoid – When they say prevention is better than cure, the same is true for risks. It is
always better to stop them from ever happening at all. Anticipating the things that
could go wrong is one of the things you can do in risk management. To foresee a risk
is to prevent it from happening.
▪ Mitigate – For risks that cannot be prevented from happening, the next best thing is
to mitigate them. This means taking some action to lessen the impact of the risk.
▪ Transfer – To transfer risk is to let others accept or pay for that risk. An example of
this response is buying insurance.
▪ Accept – If you’ve explored the alternatives and there is no way to avoid, mitigate, or
transfer the risk, then the only thing you can do is to accept it.

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Monitoring and Controlling the Risk

Monitoring and controlling risks involves a number of things. In order to mitigate or prevent
them, response plans are implemented and identified risks are tracked and monitored.
However, there is no ‘one fits all’ approach; thus, you have to respond accordingly as the risk
occurs while at the same time, striving to continually improve your risk management process.
Apart from those already mentioned, monitoring risks can include:
▪ evaluating risk response plans put into action due to the risk that occurred
▪ monitoring risk triggers
▪ re-examining existing risks (whether the risk has changed or is already inapplicable)
▪ observing residual risks
▪ reviewing project assumptions and ascertain validity
▪ confirming that policies and procedures were followed
▪ certifying whether risk response plans and contingency plans were appropriately and
effectively put into action
▪ ensuring contingency plans
The following are techniques that you can use to control risks:
▪ Avoidance
Avoidance is considered to be the best method of controlling risks. If you know for
certain that something doesn’t work or is not good to be utilised, scrap it off
immediately.
▪ Loss prevention
Loss prevention is knowing the risks and accepting it in the hopes of minimising the
loss. An example is installing security cameras and having guards patrol areas to keep
equipment safe.
▪ Loss reduction
Loss reduction is like loss prevention in the sense that both accept the risk. The
difference is that loss reduction seeks to limit losses when the threat does occur, i.e.
installing water sprinklers in a warehouse that stores highly flammable materials.
▪ Separation
Separation is ‘not putting all your eggs in one basket’. It disperses key assets so that
events at one location affect only that location. For example, separate offices are
provided for different teams. That way, if production on one is halted, the other team
can still move forward with their tasks.

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▪ Duplication
Duplication is having backup plans such as having multiple sources or providers of
internet connection so if one is interrupted, work can still proceed.
▪ Diversification
Diversification is a technique wherein a business allocates its resources. As a result, it
offers a variety of products or services or both in different industries. An example of
this is Apple who is a successful smartphone competitor but is also a key player in the
mp3-player and online music business.
Sourced from The 6 Fundamental Techniques of Risk Control. Zeiler Insurance Services
2.1.2 Work Health and Safety (WHS)

As the project manager, you have a legal responsibility to manage health and safety in the
workplace. Work health and safety (WHS) is the management of risks to the health and safety
of everyone in the workplace – employees, customers, visitors, suppliers, and volunteers.
Implementation of the WHS starting from scratch may cost time and money but the benefits
that come with it are critical to your long-term success. Benefits include:
▪ helps keep your staff’s concerns for their well-being at bay
▪ improves staff productivity
▪ reduces injury and illness in the workplace
▪ reduces the cost of worker’s compensation due to injury
WHS Requirements
Under Australian WHS laws, businesses and organisations must ensure the health and safety
of their worker. It is not only basic decency but a legal obligation to not put the health and
safety of other people at risk. To do this, you must provide the following:
▪ a safe work environment
▪ safe machinery and structures
▪ safe ways of working
▪ adequate facilities
▪ any information, training, instruction or supervision needed for safety
WHS requirements do not stop at the provision of those enumerated above. Maintaining the
safe work environment, facilities, and machinery and structures are also necessary, and the
health of workers and conditions at the workplace must be monitored.

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Each state in Australia has its own WHS laws and a regulator to enforce them so you will have
to verify the WHS laws implemented in your area.
STATE LEGISLATION REGULATION
Australian Capital Work Health and Safety Work Health and Safety Regulation
Territory Act 2011 (ACT) 2011 (ACT)
New South Wales Work Health and Safety Work Health and Safety Regulation
Act 2011 (NSW) 2017 (NSW)
Northern Territory Work Health and Safety Work Health and Safety (National
(National Uniform Uniform Legislation) Regulations
Legislation) Act 2011 (NT) (NT)
Queensland Work Health and Safety Work Health and Safety Regulation
Act 2011 (Qld) 2011 (Qld)
South Australia Work Health and Safety Work Health and Safety Regulations
Act 2012 (SA) 2012 (SA)
Tasmania Work Health and Safety Work Health and Safety Regulations
Act 2012 (Tas) 2012 (Tas)
Victoria Occupational Health and Occupational Health and Safety

Safety Act 2004 (Vic) Regulations 2017 (Vic)
Western Australia Occupational Safety and Occupational Safety and Health

Health Act 1984 (WA) Regulations 1996 (WA)
Commonwealth Work Health and Safety Work Health and Safety Regulations
Act 2011 (Cth) 2011 (Cth)
The Commonwealth
jurisdiction covers
workers for the
Commonwealth
Government (e.g. the
Australian Defence
Force) and businesses
licensed to self-insure
under the Comcare
scheme.

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Wherever the state or territory you are in, persons conducting a business or undertaking
(PCBU) have a primary duty of care to their workers. However, the specifics may vary
depending upon the WHS laws implemented in your state/territory. Generally, this can be
found in the ‘Primary Duty of Care’ section in the WHS legislation although it is a bit different
for Victoria and Western Australia.
You can refer to the following for the two states mentioned:
▪ Occupational Health and Safety Act 2004 (Vic): Division 2, Main duties of employers:
Duties of employers to employees
▪ Occupational Safety and Health Act 1984 (WA): Division 2, General workplace duties:
Duties of employers
It is the PCBUs or employers’ responsibility to ensure the health and safety of their workers
undertaking any project work.
For Queensland’s Work Health and Safety Act 2011, for example, responsibilities are as
follows:
(1) A person conducting a business or undertaking must ensure, so far as is reasonably
practicable, the health and safety of—
(a) workers engaged, or caused to be engaged by the person; and
(b) workers whose activities in carrying out work are influenced or directed by the
person; while the workers are at work in the business or undertaking.
(2) A person conducting a business or undertaking must ensure, so far as is reasonably
practicable, that the health and safety of other persons is not put at risk from work
carried out as part of the conduct of the business or undertaking.
(3) Without limiting subsections (1) and (2), a person conducting a business or
undertaking must ensure, so far as is reasonably practicable—
(a) the provision and maintenance of a work environment without risks to health and
safety; and
(b) the provision and maintenance of safe plant and structures; and
(c) the provision and maintenance of safe systems of work; and
(d) the safe use, handling and storage of plant, structures and substances; and
(e) the provision of adequate facilities for the welfare at work of workers in carrying
out work for the business or undertaking, including ensuring access to those
facilities; and
(f) the provision of any information, training, instruction or supervision that is
necessary to protect all persons from risks to their health and safety arising from
work carried out as part of the conduct of the business or undertaking; and
(g) that the health of workers and the conditions at the workplace are monitored for
the purpose of preventing illness or injury of workers arising from the conduct of
the business or undertaking.
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(4)If—
(a) a worker occupies accommodation that is owned by or under the management or
control of the person conducting the business or undertaking; and
(b) the occupancy is necessary for the purposes of the worker’s engagement because
other accommodation is not reasonably available; the person conducting the
business or undertaking must, so far as is reasonably practicable, maintain the
premises so that the worker occupying the premises is not exposed to risks to
health and safety.
(5) A self-employed person must ensure, so far as is reasonably practicable, his or her
own health and safety while at work.
Sourced from the Queensland Legislation website at August 12, 2020. For the latest information on Queensland Work
Health and Safety Act, please go to https://www.legislation.qld.gov.au/view/html/inforce/current/act-2011-
018#sec.19, used under CC BY 4.0
Further Reading
To know more about the standards of health, safety and welfare required under
the WHS Act and the Work Health and Safety Regulations, you can read them
here:
How to Manage Work Health and Safety Risks (Code of Practice)
2.2 Develop Project Budget and Timeframe and Seek Approval from Relevant
Stakeholders
Now that what needs to be done has been established, the next phase is to determine milestones
and establish a schedule for each item. You will start this subchapter with getting to know budget
and timeframe before creating your to-do list.
2.2.1 Budget
Budget is the total projected costs in order to complete a project within a timeframe. It
estimates the cost for every phase of the project. This includes labour costs, material
procurements costs, and operating costs. Keep in mind that costs can change depending on
circumstances such as delays and change requests.
The cost management of any project involves three key items. These are:
▪ Resource Planning
The first step in project cost management is to decide on the quantity of each
resource that will be required in order to complete all the project activities. You need
to make sure that you have included all materials, people, machinery and facilities

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necessary for the project in your resource list. It is recommended to have people with
experience and expertise in similar projects make your resource list.

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▪ Estimating Costs
Estimating the costs of any project is extremely difficult as each project you undertake
will have its own intricacies which must be assessed and calculated. In order to help
with this task, it is important that you refer back to your Work Breakdown Schedule.
▪ Budgeting
After you have estimated all the costs and added them up for every task in your project,
you will have a final cost estimate for your project. This should be presented to your
project sponsor for approval as the funds will be coming from them.
There are generally a number of stages in estimating costs for a project:
o Begin by developing a very rough estimate of the costs. This should be very
broad; in order to accomplish this, you should estimate all costs and then add
at least 50% in order to establish your rough estimate for approval. It is
always better at this stage to over-estimate costs.
o The next budget estimate should be an estimate that falls within about 15%
accuracy generated in order to assist an organisation with their yearly
budgeting.
o Finally, a definite estimate needs to be produced when the company is ready
to allocate resources – at this stage, + or -5% accuracy should be the aim –
and this involves careful planning.
Creating and Managing Project Budget

A project budget must be well thought out and well-constructed, not missing any of the
aspects that require funding. To effectively create and manage your budget, you have to:
▪ Use historical data
The project you want to implement may not be the first of its kind. Look back to
similar projects and take a look at how the budgeting was done. This will give you a
good view of where the start with your project budgeting. Records, logs or other
documents prepared at the start of a project to identify the planned budget of a
project will also be helpful.
▪ Refer to lessons learnt
Upon getting your hands on the historical data, you can further take your research by
studying the successes and mistakes of the project. Take note of how they addressed
the issue. This will help you avoid making similar mistakes and will help you keep the
budget under control.
▪ Consult experts
Another way that can help you in your project budgeting endeavours is through
experts. Tap into their experience and knowledge to gain insights on how to
effectively manage your budget.
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▪ Confirm accuracy
You have a project budget document. You have finished translating your plan into a
physical document that you can present. Now, double, triple, multiple check it. You
are not done the first time. Make sure the figures are accurate. During this process,
you can also let your team members take a look at the project budget you made.
▪ Baseline and update the budget
The project budget is how you will keep track of the costs and control the costs. But
certain circumstances are bound to happen that will change things up and will require
you to make adjustments to the budget. You will need to report changes in the budget
to your supervisors. Once they approve, you need to update your budget.
▪ Update in real time
Regarding changes, indicate them in your document as soon as you know them. This
will help with decision-making that could make or break your project.
Getting Approval from Relevant Stakeholders for Project Budget

Suppose you already have with you the project document. What now? The next step is to
have it signed-off or approved by the relevant stakeholders, the project client or the sponsor.
Sign-off is a formal acceptance of the relevant stakeholders. It is usually done at the
conclusion of the project but it also applies when approving the project plan or approving a
major deliverable in the project. In this case, the sign-off is for the project budget.
The importance of an approved project budget cannot be stressed enough. Without any
budget, the project cannot happen as an approved budget is what drives project funding.
2.2.2 Timeframe
A timeframe is a chronological order of events. When undertaking a project, the timeframe is
what captures the essence of what a project will accomplish and when it will be done. Project
management requires you to be flexible since priorities often change. A timeframe helps set
clear priorities, showing which tasks are most critical so you can tackle them first. It will set
your team on the same page and make sure that everyone’s goals and objectives are aligned.
Creating a project timeframe does not have to be stressful. In order to do so, simply consider
the following:

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Outline your goals
Note down key milestones
Decide timeframes
Create your project management timeline
Review your project timeframe with all your stakeholders
Step 1: Outline your goals

At the start of the project, you will have already determined your goals. This part outlines the
deliverables you plan to produce at the end of the project.
Step 2: Note down key milestones

Milestones are actionable steps that lead to your main goal. Breaking big projects into smaller
chunks will let you and your team keep track of every phase and immediately spot
shortcomings like crossed deadlines.
When you sit down and look at your project, it is usually quite overwhelming. You have a huge
task to undertake and initially, you are unsure of how to set about doing it. Once you realise
just how much there is to do, it can be overwhelming. By breaking down the project into
smaller tasks, you can get to grips with what actually needs to be done.
A good way to establish an effective schedule and to show which events need to be done and
when is through the Work Breakdown Structure (WBS). This document aims to break down
the complete project into small chunk-sized pieces which are organised into the order by
which they are required to be completed.
The way in which a WBS gets set up is to think through the right format to use. You need to
consider exactly how the WBS will be used by you and your team. The WBS is often used by
being imported into a Gantt chart, allowing the whole process to be mapped out for you. Such
a chart also facilitates easy access to important information.
The WBS also allows you to keep track of costs; you can check where you are in the process
and use this to establish where you are at, at any stage, what costs are associated with them,
and where the whole process should be charged to using relevant accounts.
As you can imagine, the larger the project, the more work that it is likely to be. If you are
working on a massive project, it can be difficult to comprehend just what needs to be done.
This is why the WBS works so well. You may take a million-dollar project with 50 different
steps and break it into a group of smaller projects each worth $20,000. By breaking the
project down, things can be managed more effectively.
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The following is an example of a WBS.
The Work Breakdown Structure (WBS)
Project: Planning a Training Program for Health and Safety
# Task Name
Needs Analysis
1. Identify Attendees
Demographics of attendees
2. Identify Potential Vendors
a. Ask for referrals
b. Get a copy of the course outline
c. Obtain instructor’s bios
d. Get a preliminary cost estimate
e. Are travel and expenses included
f. Number of attendees allowed
g. Are all materials included
3. Select Vendor
a. Agree upon cost
4. Complete Contract Requirements
a. Endorse training agreement
b. Signatures on confidentiality form
5. Design & Development
a. Receive outline from vendor
b. Interview with course leader
c. Make any changes to the outline
d. Agree with vendor upon the final outline
6. Logistical Planning
a. Arrange for training site
b. Plan lunch for attendees
c. Make hotel reservation for the trainer
d. Plan for material shipment
e. Arrange for participants’ lunch
f. Send reminder to participants
7. Seminar Delivery
a. Collect participant evaluations
8. Follow-Up
a. Distribute certificates
b. Request vendor’s summary report
c. Inform department managers of their staff’s participation
9. Plan for next steps
a. Identify resources

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Step 3: Decide timeframes

After setting the milestones, it is now time to set a reasonable timeframe for achieving each
of the objectives set. It is important that you not overrate your team’s capacity when figuring
out how fast you can accomplish the objective. Remember that when you fail to meet the first
milestone on time, this will mean less time to work on and complete the succeeding ones.
The simplest way of doing this is to create a to-do list and listing each item in order. However,
for larger projects with a number of things all going on at the same time, this is not a very
efficient way of doing things. Instead, either a Critical Path Analysis (CPA) or a Gantt chart is
an effective way of scheduling.
Gantt Chart
A Gantt chart is a visual view of tasks. It’s a useful way to easily determine what work is
scheduled for a specific day. In Gantt charts, the individual activities or task categories are
listed down the left side of the chart and the time for completion is represented by a
rectangle on the right side. The example below shows how the installation of a new kitchen
might look.
ACTIVITY WEEKS
1 2 3 4 5 6
1 Removing existing kitchen
2 Electrician
3 Plumber
4 Obtain, erect, and install

flat pack kitchen
5 Tiler
6 Lay floor
Critical Path Analysis (CPA)
CPA is a network analysis tool that:

▪ Graphically displays all the activities in a single project
▪ Displays the order the activities have to be undertaken
▪ Displays the activities that can only be initiated after other activities have been
concluded
▪ Displays the activities that can be undertaken simultaneously
▪ Displays when certain resources will be needed

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It is easier to understand the creation of the CPA if you actually make one. Use the kitchen
installation example in the Gantt Chart.
There is a list of six activities. If you break these down into their component parts, it will look
like this:
Begin by removing existing kitchen
Electrician
Plumber
Obtain, erect and install flat pack kitchen
Tiler
Lay floor
Now that you have all of the activities, you can begin to order them. Work out what activities
must be:
▪ started before others can be commenced
▪ finished first
▪ done or finished before another activity
▪ done or finished after another activity
▪ done at the same time as another activity
So, you know that you must remove the existing kitchen before you can do anything else and
that the laying of the floor is the final activity. The number corresponding to the activity is
placed in a circle and an arrow is drawn to represent the time.
Remove existing kitchen Lay floor

1 ??? 6

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In this case, the electrician and plumber will be required during this activity which alters the
diagram. So these activities are added.
2 3
Lay floor
1 ??? 6
Next, the flat pack kitchen can be obtained, erected, and installed. The electrician and
plumber will be required again during this activity. So, these activities are added and the tiles
laid.
2 3 2 3
1 4 5 ??? 6
The kitchen is now ready for the floor to be laid.
2 3 2 3
Completed
1 4 5 6
2 2 1 1
The anticipated time of each activity can be written under each arrow. This can be the best,
worst, or average expected timeframe as appropriate to the project.
You can see that the electrician and plumber are both necessary, but in the installation
activity; it is only relevant that they attend during the removal to allow progress to be safely
made. Hence, the arrow is drawn above the main activities.
This is a simplistic example but serves to allow you to understand and interpret a CPA. Rarely
would you be required to complete one without the use of a software.

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Step 4: Create your project management timeline
It is now to create your timeline. Line your tasks from end to end, adjusting lengths to reflect
the time allotted. Don’t forget to add the milestones as well.
Step 5: Review your project timeframe with all your stakeholders

Before working on the project implementation, make sure that all stakeholders are in
agreement starting with your team. This way, you can be assured that everyone is running
towards the same direction. Letting your clients know is also important so that they are aware
of the milestones and delivery dates and you can confirm that they are happy with the
timelines.

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Activity 2
Using the units in time in the sample Gantt Chart, show how you approach your class
attendance and assessment completion.

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Notes

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Activity 3
Develop a CPA for posting a letter using these activities:
1. Write a letter
2. Put in envelope
3. Address letter
4. Place stamp on letter
5. Post letter

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Notes

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2.3 Consult Team Members and Apply Their Views in Planning the Project
Consultation is the process of discussing things with someone to get their advice or opinion about it.
As a project manager, it is recommended that you consult with team members and take their views
into account when planning the project. Leaders who spend time aside to meet the team and
understand their perspective are more likely to see better results.
As stakeholders who are most involved and actively working on the project, your team members are
bound to encounter a few things that you would not have otherwise come upon if you were not as
hands-on. The insights that your team members have could be important in the way you approach
the project and provide for a more efficient way of handling tasks and streamlining your processes.
Take advantage of team meetings and weekly catch-ups and ask your members how they are doing
with their tasks. If anyone in the team is experiencing difficulties with the project, meetings are a
great opportunity to coordinate with each other and discuss how the team can effectively deal with
the issue. Team members can also learn about each other’s best practices on managing tasks,
unexpected work issues, etc. Furthermore, the consultation can make team members feel valued
which, in turn, leads to boosted morale.
2.4 Identify and Access Appropriate Project Management Tools

Projects do not have unlimited resources. You have to work within the limits of time, money, people
and other resources that have already been set. Aside from that, there are other considerations,
such as the limitations of technology and legal requirements. Project management tools help you
effectively organise work and manage tasks.
There are many project management tools that you can use, including the following:
▪ Cost schedule control system
A cost schedule control system is used to facilitate, maintain and control project costs. It
uses the following methods for all cost information in the different stages of project
development and implementation:
Evaluation
Estimation
Budgeting
Monitoring
Analysis
Forecast
Reporting

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▪ Critical Path Method
A Critical Path Method is a network analysis method that graphically displays all the
individual activities in a project and displays when certain resources will be needed.
▪ Gantt charts
A Gantt chart is used for scheduling each task or milestone in a project. It displays the target
timeline for each milestone and its implementation. Gantt chart helps assess how long a
project should take, determine the resources needed, and plan the order in which tasks are
completed. They’re also helpful for managing dependence between tasks.
▪ Life cycle cost analysis
Life-cycle cost analysis is a method that evaluates all costs acquired over the course of a
project. This means all the costs associated with the acquisition, ownership and
maintenance of:
o processes
o materials
o goods
▪ Logistics support analysis
Logistic support analysis (LSA) is a structured approach grounded on the importance of
preplanning all aspects and tasks of the project. The principle is that by preplanning the tasks
involved, you will be able to increase the efficiency of the maintenance, reduce the cost of
providing support, and maximise the project design for sustainability.
▪ Program Evaluation Review Technique (PERT) charts
A PERT chart is a project management tool that is used to visualise the tasks required for
your project. Graphics are used to schedule, organise and coordinate tasks. It is different
from the Gantt Chart which is basically a bar chart. The PERT Chart, on the other hand, is a
flow chart.
▪ Risk and issues logs
A risk is a potential problem that might happen and affect your project while an issue is
something that directly impacts your project timeline or performance. Risk and Issues Logs is
a simple list or spreadsheet that will help you keep track of risks and issues so that you can
adjust your tasks and timeframes according to the priority.
▪ Technical resources required for the project, i.e. WHS management system tools
Some of the project management tools mentioned above have already been intensively
discussed in previous sections while others have yet to be explained. You may also research
other tools and find which work best for you.

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There are also a number of online platforms that can help you keep track of your project and your
progress. A few examples are the following.
▪ Scoro – Scoro is a one-stop shop project management software that combines all features
you might need: projects & tasks, contact management, quotes, team collaboration, billing
and reporting.
▪ Asana – Asana does away with emails while combining elements of project management,
file storage and collaboration.
▪ Basecamp – Basecamp has a social media-like interface and carefree team collaboration
features.
▪ EventCollab – EventCollab is a cloud-based software that helps to collaborate, share project
schedules and documents, track time, assign tasks, chat and more.
▪ Trello – Trello is great for managing short and quick everyday assignments. It is known for
visualising project tasks on a cardboard-like dashboard.
2.5 Develop Project Plan According to Project Parameters and Deliverables

Now that you have established the project parameters, developed the budget and timeframe and
determined the project management tools that you can use, you can now develop a project plan
according to the parameters set and your expected deliverables.
It is important that you use the scoping documents you developed in the previous stage as the basis
of your plan because the scope document outlines exactly what is required to be undertaken in your
project. It can be easily used to create activity lists and assess what you need to be able to deliver.
The final stage in the planning process is bringing everything together into a project plan, which is all
the information that you have identified and developed over the course of this manual. The project
plan is a crucial document in the project. It consolidates all the information and is constantly
referred to in order to ensure that the project is on track and meeting its objectives; it is the basis for
monitoring and controlling the project. As previously mentioned, think of your project plan as a
roadmap – it should tell you where you are, where you are going, and how you will get there. It
should include the following information:
▪ Project Purpose
▪ Background and Strategic Context
▪ Priority and Related Projects
▪ Agreed Project Objective (and any sub-objectives)
▪ Project Scope

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In scope and
exclusions from Assumptions Constraints Deliverables
scope
▪ Project Governance
o Roles and responsibilities (project team and key stakeholders)
▪ Stakeholders
▪ Schedule (e.g. Gantt chart, Critical Path Analysis)
▪ Resource and Cost Plan
▪ Risk Assessment
o Major project risks
o Risk management strategy
▪ Communications Management Plan (when and how to report it)
▪ Quality Management Plan
o Standards
o Recovery procedure
▪ Procurement schedule (how you obtain items/people)
▪ Controls
▪ Variance/Change Management Procedure
Below is a sample of a Project Plan:

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I. Project cover sheet which includes:

a. Project title
b. Project manager (your name)
c. Project sponsor
d. Version number
e. Version date
II. Version Control and document history

Must be on the page after the cover sheet, indicating the following:
▪ Version number of the document
▪ Version date
▪ History of modifications done
III. Executive summary, or overview of the project

Purpose of the project must be covered here.
IV. Related projects and relevance to current project
V. Project objectives and deliverables
VI. Project milestones and target timeframes

Refer to the Project Timeframes template completed in Task 2.3.

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Continuation of Project Plan sample:
VII. Project scope

a. Scope of the project
b. Exclusions
c. Project Assumptions
d. Project Constraints
VIII. Project governance

a. Legislative and regulatory context
Must include at least one for each of the following to which the project implementation
must comply with:
i. Relevant legislation (e.g. Privacy Act, WHS Act)
ii. Relevant regulation (e.g. WHS Regulations)
iii. Relevant standards (e.g. National Employment Standards for contract workers, if
any)
iv. Relevant codes of practice (e.g. codes of practice used in the workplace)
b. Roles and responsibilities
i. Key stakeholders
ii. Project team members
For each stakeholder and team member, indicate at least one of their role and
responsibility in the project to be undertaken.
IX. Risk management
X. Resource details
Outline all the resources identified in the Project Resources Log and the Budget Plan. Include a
brief description on the purpose of each resource.
XI. Operating procedures

a. Operating procedures
Outline how each of the following will be managed when project is undertaken:
▪ Project finances
▪ Resources required
b. Reporting requirements
Outline the reporting procedures and reporting frequency for
▪ Project progress, including person responsible for submitting and receiving
specific reports within the project.
Refer to the completed Project Scope Statement.
▪ Monitoring of project finances and resources, including person responsible for
submitting and receiving these reports within the project.
c. Project management tools
Identify at least two project management tools that you will use to monitor this project.
This can refer to applications or templates used by your organisation.
Briefly explain how they will be used for the project.
XII. Assessment and review criteria

Refer to this section from the Project Scope Statement. Describe how you will assess each
criterion/measure of success identified.
XIII. Contracts (if applicable)
XIV. Attachments
Collate all documents completed and approved from Task 1.1 to Task 2.5. You will submit them
as attachments when gaining approval for the overall project plan, and as evidence for
this project
BSBPMG430 task.project work (Release 1)
- Undertake
66 a.
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Project
b. Group
© Precision Name
approvals
of stakeholder
(Australia)
c. Job role/position
d. Handwritten signature
e. Date of approval
This section will be completed after the project plan is finalised and presented to at least two
Learner Resource
In addition to the Project Plan, you may decide to attach additional supporting documentation such
as:
Work Breakdown Structure
Stakeholder Needs Analysis
Gantt Chart
Master Work Plan/Schedule
Budget and Costs
Project Cash Flow
Risk Analysis
Communications Management Plan
A project plan’s design and size are very much dependent on the scope of the project itself. It may
be a single page for a very small project or a large complex report for large scale projects. The
general format for a large-scale project plan is presented on the previous page. Adapt this to suit the
scale of your project depending on its nature and scope.
2.6 Finalise Project Plan and Gain Necessary Approvals to Commence Project According to
Documented Plan
You now have your project with its parameters defined. You have identified stakeholders and
clarified their relevance to your project. You have identified resources and have even obtained
approval as to budget and timeframe. In short, you are almost ready for the implementation of the
project. You just need one more thing before you can start with that: the sign-off.

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A sign-off is a formal end to a project milestone moment. Usually, it is done at the end of the project
and is the formal acceptance of its completion, signifying that all deliverables have been met within
the parameters agreed upon by all stakeholders. However, sign-offs are not exclusively for the
completion of the project; the planning stage also requires a sign-off to signify that the project plan
is approved.
When undertaking a project, the first stage is establishing everything that is needed for the project:
what the project is, budget, timeframe, etc. This has to be signed-off before the next stage,
administering or implementing the project, is commenced.
Sign-off is important as this will be your official and legal permission to start the implementation of
the project. It is how you can be sure that the parameters have been approved for implementation.
This is where the project sign-off sheet comes into the picture.
A sign-off sheet is a simple document that formally signals the end of the project or, in this case, the
end of the project milestone moment which is the approval of the project plan.
A sign-off sheet should be signed by all stakeholders. In this stage of the project, your sign-off sheet
is basically a modified version of your project plan as it provides the baseline information such as the
budget, schedule and management plans for executing and controlling the project. A signed project
plan represents all the stakeholders’ commitment to continue and to dedicate the required time and
resources toward the project. It ushers the way into the Execute and Control Stage.
All stakeholders must place their signature on the sign-off document. This sign-off marks the plan as
the go-forward agreement and can be viewed as a project management milestone.

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Activity 4
You are the training assistant in charge of developing the training program as described in
the scenario in Section 2.2. Your task is to identify three possible risks and develop a
solution for one of those risks.

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Notes

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• Risk is inevitable. All project plans must include a Risk Management Plan to
mitigate negative impacts from risks that may occur.
• A Work Breakdown Structure (WBS) is an effective way to break down big
projects into smaller tasks.
• As a project manager, you have to consult team members and take their
views into account when planning the project.
• Project management tools help you effectively organise work and manage
tasks.
• The project plan must be approved before the project commences.

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The project plan is the basis for monitoring and controlling the project.
Work Health and Safety (WHS) laws are the same across Australia.
The Work Breakdown Structure (WBS) aims to break down the complete
project into small chunk sized pieces.
A Gantt chart is a network analysis tool that graphically displays all of the
individual activities in a project and displays when certain resources will
be needed.
Consultation is the process of discussing things with someone to get their

advice or opinion about it.
It is important to consult team members as they are bound to encounter

a few things that you would not have otherwise come upon if you were
not as hands-on.
There are businesses that don't entail risks.
A project plan is like a roadmap and should tell you where it currently is,
where the project is going, and how it will get there.
Gantt charts are basically like bar charts while PERT charts are like flow
charts.
You can make a project plan’s design however you like, regardless of the
project scope.

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Chapter 3: Administer and Monitor Project
Administering and monitoring the project refers to keeping track of all the project-related metrics to
make sure that the progress is planned. It also involves taking corrective actions as problems arise to
ensure that the project is within scope, within budget, and within the timeframe.
Administering and monitoring starts with communicating with project team members to make sure
that everyone is on the same page in terms of responsibilities and project requirements. After
establishing the responsibilities and parameters, the recordkeeping systems needed throughout the
project should be established and maintained.
As you implement the plan, you may find yourself encountering problems such as delays in
deliverables. This is where your risk management plan, developed during the planning phase of the
project, will be put to use.

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3.1 Communicate to Project Team Members Their Responsibilities and Project
Requirements
Managing a project usually involves a team. As such, communication is key and coordination is
necessary. The success of the project is heavily dependent on the unity of the team – whether
everyone is on the same page in the goals that need to be achieved.
When communicating with your team members, ensure that you:
▪ Use appropriate forms of communication. For example, if a hands-on approach is needed
for a task, then face-to-face communication may be most effective. If your team members
are in different locations, then emails or video conferences may be more viable.
▪ Use clear language when communicating with project team members. Unclear and vague
instructions increase the chance of misunderstanding among the team, potentially leading
to errors and delays.
▪ Ask questions to probe into issues and listen to your team to confirm your understanding.
Don’t just talk to give out orders. Listen to concerns and ask questions to clarify if you
understood correctly. As people who do the actual work tasks, your team members may be
able to provide valuable insights.
▪ Have one-on-one interactions. Team meetings are good, but make sure to also set aside
time for one-on-one interactions. During these sessions, set your expectations and needs. As
the project team head, these sessions will provide you with the opportunity to evaluate
challenges that the project task may pose upon your team member. Ask your team member
which areas they may need help in to complete their task and fulfil their role in the project.
Communicating with project team members starts with the overview meeting of the project – the
very first meeting where goals are set and the roles and responsibilities of every member of the
team are highlighted. Throughout the duration of the project, ensure that communication is
constant. This can be done through project catch-ups which the team will decide the regularity of;
they could be daily, weekly, bi-monthly, etc.
“Project managers function as bandleaders who pull together

their players – each a specialist with individual score and
internal rhythm. Under the leader’s direction, they all respond
to the same beat.”

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3.2 Establish and Maintain Required Recordkeeping Systems throughout the Project
Recordkeeping is an essential part of project management. Also called documentation, it makes sure
that project requirements are fulfilled and establishes a trail of vital information such as what has
been done, when it was done, and who has done it. It is an important control mechanism and allows
you to ensure that all team members and stakeholders are able to keep up to date with the project’s
progress. Keeping a record throughout the project also ensures accountability, allows for ready
access to critical information and provides an important resource for future projects.
In recordkeeping, you must be mindful of the types of information that must be recorded during the
course of the project, the frequency with which the documents must be updated, the individuals
tasked with updating them and the individuals tasked with the reviewing of the records. Different
information may also be recorded in different documents and trackers.
3.2.1 Types of Recordkeeping Systems

There are various ways to record, store and retrieve information. The recordkeeping system
for project management must be one that suits the needs, circumstances and resources.
Below are different types of recordkeeping systems you can use for your project.
▪ Manual system
The manual system is a simple, paper-based recording system. The process is
straightforward. It can be a tedious way of recordkeeping but it has certain
advantages such as being less expensive to set up and the lower risk of data
corruption. Duplicate and redundant copies are also easier to avoid.

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▪ Electronic system
The electronic system involves the use of software programs to simplify the
recordkeeping process. It is efficient, requires less storage space, and makes it easy to
back up records and keep them in a safe place.
▪ Cloud-based system
The cloud is a computing model that stores data on remote servers accessed from the
internet. Cloud-based system assures you that you can access your data anytime as
long as you have internet connection.
3.2.2 Types of Documents and Information to be Recorded

Throughout the project lifecycle, huge amounts of project-related information are generated
and a big number of decisions are made. All these must be properly documented in every
stage and every phase of the project. The most important project information can be
categorised into three:
▪ Project management plans – includes subsidiary plans for project scope, schedule,
cost, quality, resource, communication, risk, procurement, stakeholder engagement
and change management plans. Also includes the baselines of scope, time and cost.
▪ Project documents – includes the documents created during project initiation,
planning, implementation and closing phases of a project. Some of these documents
include the project charter, stakeholder register, project requirements document,
requirement traceability document, project scope statement, WBS, activity list,
activity attributes, milestone lists, network diagram, duration estimation document,
project schedule, cost estimation sheet, resource estimation sheet, risk register,
SOWs, bid documents, issue log, assumption log, lessons learnt register, change
request logs, change request forms, status reports, progress reports, project final
closure reports and many more.
▪ Project contact and agreements – includes various contracts and agreements with
external customer and also with the suppliers of the project.
3.2.3 Filing of Project Documents
Project documentation should be managed per the standard organisational procedures for
creating and managing documents. Documentation on the following issues and activities
should be captured in the project files:

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Official correspondence, including email correspondence
Minutes and papers of project meetings
Stakeholder contact details
Project Brief/Proposal/Approval
Change or variance requests/decisions made
Issues/Risk log and mitigation strategies
Status reports
Procurement documents
Instructions, direction, advice issued, and file notes
Project diary (where applicable)
Contracts with any external organisations
Usually, there are many versions of official documentation. While there is no need to file the
unofficial versions, i.e. draft project proposals and the like, it is recommended to place a
version control on said documents. For the version control, include the following information
for easy reference:
▪ name of the project
▪ revision number
▪ date of revision
▪ author
▪ where the electronic copy is kept

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Sample of Recordkeeping Procedure
Bounce Fitness’ records are stored in allocated storage facilities in the centre. Where
records are maintained on computer magnetic media, these are subject to ‘back-up’ at
regular intervals, with the ‘back-up’ information being stored in a protected location to
ensure security from loss/damage of active data. All records are retained for a minimum of
2 years before being scanned and uploaded to Head Office archives where they are
retained in perpetuity.
In managing the project, all documents must be stored in the allocated storage facilities to
ensure that the project documents are identifiable and retrievable. Any documents saved
digitally must also be backed-up, with the back-up documents saved in a secure location to
ensure security from loss and damage.
Further Reading
Project records management is an important task. To learn more about
recordkeeping and its management, you can access the link below on records
management.
Project Records Management in Three Essential Steps
3.3 Implement and Monitor Plans for Managing the Project

It cannot be denied that in managing a project or a business, there is intuition and gut feeling
involved. However, basing decisions purely on that is incredibly risky. Monitoring project finances,
resources and quality will provide key insights that will help you arrive at a more rational decision.
Some of these key insights include:
▪ most and least profitable areas of the project or business
▪ whether performance is in line with objectives and plan
▪ performance of the team
3.3.1 Monitoring and Managing Project Finances

Whether it’s a big project or a small one, there will always be one bottom line: finances.
Finances involves the identification of costs for the project and the tracking of expenses.

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The financial side of project management typically involves four things. These are:
Estimating costs
Setting the budget
Preparing for contingencies
Tracking expenses
Estimating Costs
Before every project can proceed, there needs to be a budget plan. Implementing the project
without a set budget plan can have dire consequences which often results to either of two
things: not being able to finish the project due to lack of funds or completing the project at a
much higher cost than projected.
More often than not, you come into a project with an expectation of the budget. This is the
estimate. When doing estimates, the more specific you are, the better. Some important
elements that need to be accounted for are the following:
▪ Vendor bid analysis
When managing a project, there is usually a team that works with you. Sometimes,
however, you will find that you need to outsource some of the work or you will need
an external contractor for some of the project tasks. In cases where you have more
than one contractor, determine which one is best suited for the task at hand. This is
the vendor bid analysis.
▪ Cost of resources
Resources refer to all the elements that are necessary to perform the work tasks
needed for the completion of the project. This includes the labour and the materials
necessary.
▪ Cost of quality
Cost of quality is the cost associated with making sure that everything your project
produces is of quality. This is based on the principle that it is cheaper to rectify an
issue or a problem earlier rather than later. Example of this is the cost associated for
field testing.

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Setting the Budget
Now that you have your estimates, you now must set the budget based upon it. Just because
you have your estimates at hand does not provide you with the assurance that you will get the
budget you want. It is ideal to have the funding as your estimates but that is rarely the case
since the funding will also depend upon the different project stakeholders. Once you have the
set budget, prioritise accordingly.
Preparing for Contingencies

Project estimates are rarely accurate all the way. Thus, there is a need to estimate that
uncertainty. A contingency fund is a budget that is set aside for cost overruns. When
developing your contingency fund, you need to assess the risks you may encounter in your
project. Factor things outside of your control, such as the pricing and availability of resources.
Tracking Expenses
In undertaking a project, it is not enough to manage the finances; you have to monitor it too.
Track all the money going out by setting up systems such as expense forms and requiring
approval for big purchases.
3.3.2 Monitoring and Managing Resources

Just as the financial resource has to be managed, so do the non-financial side composed of
people, equipment, information, materials, time and money. Project resource management is,
therefore, not limited to the implementation of internal and external resources for the
completion of the project but also involves its procurement.

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In the management of project resources, there are seven keys:
Resource Estimation
•Estimate based on previous experience from similar projects.
•The more complete the list of resources, the more accurate your resource
estimation will be.
Data Collection
•Take note of available resources, requirements for resources, and how these
resources will be able to meet the demands.
Resource Plan
•Separate resource plans for each project; details relating to the need, allocation,
and use of resources from start to end.
•Get input from team members.
Plan the Development of the Plan

•Pattern final schedule from the established start and end dates for each project
task.
•Assign required resources to each activity by matching the activity breakdown
against the resource plan.
Verification of Over-Allocations
•Over-allocation happens when there are assignments of more tasks than what
the resource can handle.
•Over-allocation affects project health.
Negotiate for Resources

•Smaller projects generally rely on the organisation's internal resources, but
bigger and more complex projects may require external resources.
Monitor the Work Schedule

•Keep track of hourly and daily availability of resources (e.g. human resources -
vacations and absences).
•Make sure that resources are evenly distributed.

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3.3.3 Monitoring and Managing Quality
Project quality management refers to the processes used to determine and achieve the
quality deliverables of a project. This means answering the question of whether project
outcomes are according to stakeholder standards.
In order to implement these, there are three steps that must be followed:
1. Plan quality
Project managers or team leaders must work with their team to identify their
requirements for the deliverable. They must agree on how the process will be
documented and how the information will be delivered. Will it be through regular
meetings? Reports? A checklist of deliverables which includes tasks and timelines
must also be included.
2. Quality assurance
Quality assurance is making sure that your processes address the issue of project
outcomes meeting stakeholder standards. Quality assurance is the system or process
that makes sure the quality of deliverables is according to stakeholder requirements.
It is also involved in the setting of milestones for completing a deliverable, making
sure that deliverables are up to standards through quality metrics or performance
indicators, assigning individuals to check on quality of deliverables and the work tasks
that comes with it, and applicable timelines for checking the quality of a deliverable.
Examples of situations wherein quality assurance is exhibited are the following:
▪ Inspection and testing
Inspection and testing are carried out upon completion of installation and
maintenance of equipment. Should any equipment be found non-compliant
with standards, it must be immediately repaired or replaced, and then
inspected again. All results must be documented.
▪ Equipment
All equipment held is maintained in good condition and capable of safe and
effective operation within a specified tolerance of use.

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To illustrate a quality assurance process, you may refer to the sample below:
Sample Quality Assurance Process
Bounce Fitness, in compliance with ISO9001, has developed a quality system

comprising of three levels:
Level 1: Quality Manual – the document detailing the corporate quality policy and
structure of Bounce Fitness and references appropriate Operating Procedures.
Level 2: Operating Procedures – documents describing the actual process, and
controls applied, to all activities concerned with the attainment of a quality assured
contracting service.
Level 3: Quality Planning – Specific client requirements are identified and
documented during the contract review process, allowing these requirements to be
communicated and achieved, ensuring the satisfaction of all client declared needs.
The project must be planned and implemented according to the corporate quality
policy and operating procedures as outlined in the Quality Manual. Team members
and other relevant stakeholders must also be informed about the organisations
quality policy and operating procedures to ensure that these are followed all
throughout the project.
3. Quality control
Quality control is the process of making sure that the expected quality is met at every
phase of the project (i.e. the product or service meets quality requirements specified
for the project). By doing quality control, the deliverables are validated and the cause
of poor product quality is identified, thus, enabling the recommendation of necessary
actions to take away quality-related problems. In the simplest sense, quality control
tests the quality of the output, focusing on finding the fault. This is different from
quality assurance in that quality assurance prevents the fault. The table below
illustrates quality assurance from quality control more thoroughly.
Quality Control Quality Assurance
Product Process
Reactive Proactive
Line Function Staff Function
Find Defects Prevent Defects

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3.4 Undertake Risk Management as Required
Over the course of the project being implemented, you may encounter problems such as losses or
delays in your deliverables. While some problems will be avoidable or can be planned for, some
cannot be anticipated. For those that are foreseeable, they should have been identified in your Risk
Management Plan and thus, be efficiently handled if they are encountered.
On the other hand, unexpected risks are more difficult to handle. Since they cannot be avoided
because they were not anticipated, you can try to mitigate them by doing something to lessen the
impact or transferring the said risks by letting others accept the risks and pay for them (such as by
getting insurance). If mitigating and transferring is still not viable, you have no choice but to accept
the risks as they are.
Project managers must be flexible enough to undertake risk management as required. This makes
project reports essential as they help track the progress and issues for the duration of the project.
For risk management, an important document is the Risk log. The Risk Log records all the details of
all identified risks as well as the analysis for each risk and the plan for its treatment. Through this,
you track issues or risks instantaneously and you are able to record status, action, responsibility and
closure of the issue or risk.

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Activity 5
Think of a project your organisation undertook. List the risks and provide risk control
techniques that were implemented to mitigate or prevent the risk.

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Notes

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• As you implement and organise your project, be sure that all the actions you take
ensure that your project team members are clear about their responsibilities and
the requirements of the project.
• As project manager, you need to support your team members with regard to their
needs and the quality of the expected outcomes of the project.
• Ensure that you keep careful records during your project and that you meet the
requirements set by your organisation in this regard.
• You should set plans for project financing and all resources required and then
implement these accordingly.
• Risk management is crucial in project management; you should be careful to ensure
that where a risk exists, it is carefully monitored and action is taken where required.

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Administering and monitoring the project involves taking corrective

action as problems arise.
Project management is all about the team leader.
Recordkeeping is an important control mechanism and allows you to

ensure that all team members and stakeholders are able to keep up to
date with the project’s progress.
You only need to report to stakeholders at the end of the project.
The Risk Log records all the details of all identified risks, analysis for each
risk, and the plan for each risk’s treatment.
Project resource management also involves procurement.

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Chapter 4: Finalise and Review Project
Your project cycle is nearing its end. The project is mostly completed and all that remains is to close
and review the project. In the ‘close phase’ of any project, your key objective is to ensure that the
deliverables are all complete and that any loose ends are tied up before you begin to review the
project.
At the closing phase of the Project Management Cycle, the first thing to do is to make sure that all
final deliverables are completed. Obtaining stakeholder acceptance and sign-off is also an important
step before the project can truly be considered as complete.
Other key activities are writing and issuing the final report, evaluating the project and gathering
feedback for use in future projects.

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4.1 Complete Financial Recordkeeping Associated with Project and Confirm According to
Agreed Budget
It sometimes is surprising just how many financial records are generated during the lifetime of a
project. Every invoice or receipt must be carefully stored and recorded so that at the end of the
project, each of these items can be fully accounted for. Some of the financial records that you should
attempt to finalise at this stage are:
▪ Paying any outstanding invoices
▪ Completing all payroll – ensuring all payroll tax is paid and all team members have received
their payments
▪ Invoicing final payments to the project sponsor or client
▪ Accounting for any money paid as deposits or from the sale of equipment
▪ Completing final accounting statements
▪ Auditing and determining where any problems existed
A critical indicator of your progress is the project budget compared against deliverables in terms of
funds spent. The cost per deliverable and milestones define the overall budget for your project. In
computing the project budget, include project work to be specified by both expected and actual
values.
Track project costs throughout the project lifecycle using an effective and efficient cost accounting
system that works for you. It is best to immediately identify where costs are running over the budget
so you can adjust as needed.
In your tracking, break down work activities according to trade/specialties, phases or activities noted
in the project schedule. Then, identify costs by type (materials, labour, equipment, subcontracted
labour, etc.). It is important to keep your accounting records updated so you can refer to it any point
for whatever decision-making that needs to be done.
4.2 Complete Project Documentation and Obtain Sign-offs for Concluding Project
All projects need a formal sign-off. While it usually means the acceptance of the completion of the
project, a project sign-off can also mean:
▪ Approval of the project plan
▪ Approval of a significant deliverable in the project
At this stage of the project, a sign-off signifies the end or completion of a project. It involves making
sure that the deliverables are complete and accomplished according to the project scope. It also
means a formal acceptance of the project results by the relevant stakeholders who agree that
everything they had been expecting is delivered and hence, the job of the project team is completely
over.

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Examples of stakeholders who may sign off on your project include:

▪ Clients
▪ Sponsor/funding body
▪ Management
To obtain sign-offs for concluding the project, you may need to include the following documents
along with the deliverables:
▪ Project Plan
▪ Expenditures
▪ Resource Allocation
▪ Risk Log
▪ Reports completed over the course of the project
The process for sign-off includes the relevant stakeholders inspecting the project deliverables and
signing an acceptance form. This document confirms that the deliverables have been checked
against the standards set at the beginning of the project and are approved by the clients.
In sum, the project sign-off means:
The project is accomplished within the contracted time.
The client is satisfied with the result.
The outcomes met the project scope and quality.
The project reached its objectives and can be closed as

appropriate.
The project team is no longer responsible for further

development without any new billing.

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Writing your final report
The final step in the project management process is writing a comprehensive report on the way the
project was completed. This should review the overall project against the original project plan that
you established early in the project process. In your final report you should address:
▪ the deliverables compared to what is in the scope document
▪ how well the deliverables met the needs of the client or your organisation
▪ the maintenance required to the system
▪ what changes you feel are needed to bring the project in line with the required deliverables
Aside from the information enumerated above, it is recommended that you include a section on
feedback and suggested improvements for reference to similar projects.
This report should then be submitted to the stakeholders upon completion of the project.
4.3 Review Project Outcomes and Processes Against the Project Scope and Plan
Surprisingly, it can be sometimes difficult to establish whether or not a project was a success. Most
of the time, it is obvious on first impression alone if a project was a success or a failure. You can
easily tell by looking at the end result and thinking about what you wanted to achieve. Using your
roadmap analogy, ask yourself: did you end up where you wanted to go? Sometimes, however,
evaluating can be difficult, especially when the line between failure and success is thin. What if you
succeeded and your company is happy but you exceeded your budget? You may have achieved some
aspects of your plan but not others. In these cases, success is relative.
The important aspect of the evaluation process is determining what you have learnt and how you
can apply this to future projects. What factors do you feel will allow you to determine whether you
have succeeded? These are the most effective criteria for establishing success, as they are
quantitative in nature and allow you to ascertain exactly how well you met your objectives and
whether your project can be called a success. This is where a post-implementation review comes in.
Post-Implementation Review
A post-implementation review aims to assess whether the project objectives were met. By
conducting one, you will be able to see whether the undertaking of the project was effectively done.
The good points of management can be replicated and the mistakes avoided in future projects.
To successfully evaluate how well the project was implemented, you need to collect information.
And be thorough in your documentation. Take note of everything – the processes, the problems
encountered and the lessons learnt.

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Listed below are sources of information and corresponding questions to guide you in your review:
Sources of Information Guide Questions
The gap referred to here is that part between where you and/or
the project were heading and where you and/or the project
wanted to be. Look at your project plan and see how closely you
Gap Analysis adhered to them.
▪ Is it at the quality level you expected?
▪ If there are gaps, see how you can put them to a close.
Project Goals Did you and your team achieve the goals set in your project?
▪ How satisfied are your stakeholders?

Stakeholders ▪ Is there any dissatisfaction from your stakeholders?
▪ If there is, why and what can be done to address it?
▪ Did you operate within the budget?

Financial Records
▪ Were the costs aligned with the benefits of the project?
▪ Did the project achieve the results projected?

▪ Is there room for improvement?
Project Reports ▪ What opportunities could have helped to further the
results?
▪ Are there other ways to maximise the project's results?
▪ Did everything go according to plan?

▪ Did the project implementation follow the timeframe set?
Lessons
▪ What processes went well and what did not go well?
▪ How were unexpected problems handled?
▪ What were the difficulties encountered during the

implementation of the project?
Team Members
▪ What good practices can be replicated in future projects?
▪ Strengths? Weaknesses? Opportunities? Threats?

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4.4 Document Feedback and Suggested Improvements
Feedback, both positive and negative, is valuable information that aids in determining the best
course of action. It provides opportunities for improvement and is a tool for continued learning.
Through the duration of the project cycle, regular feedback keeps everyone on track. After the
project has been implemented, feedback post-completion helps you understand the things that
could be improved for better results in the future.
Feedback often involves criticism so it can be a hard process for some. However, when done the
right way, it can help you evolve personally and professionally. Most of all, there are direct benefits
to the business and to current and future projects.
Feedback involves listening actively and taking time to analyse the responses in order to do better
moving forward or for similar projects in the future. This will play a huge role in your process for
continuous improvement.
However, the process of feedback alone is not sufficient. It must be thoroughly documented as well.
By doing this, you are able to preserve the records for future reference. During discussions in
succeeding projects, it helps with effective and efficient decision-making if there is a narrative as to
how the decisions were made, how the team responded to certain situations, feedback after project
completion and suggested improvements.

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Activity 6
Think about a project that you have been involved with. How was the project formally
finished and reviewed? Using the information learnt, describe any changes that you would
make to the process to improve it.

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Notes

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• In the ‘close phase’ of any project, your key objective is to ensure that the
deliverables are all complete and that any loose ends are tied up before you begin
to review the project.
• In financial recordkeeping, every invoice or receipt must be carefully stored and
recorded so that at the end of the project, each of these items can be fully
accounted for.
• Project sign-off signifies the end or completion of a project. It involves making sure
that the deliverables are complete and accomplished according to the project
scope.
• Final reports should review the overall project against the original project plan that
you established early in the project.
• A post-implementation review evaluates how well the project was implemented. It
can also be used as a point of reference for future similar projects.
• Feedback must be documented as it is valuable information for improvement and
continued learning.

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A critical indicator of your progress is the project budget compared

against deliverables in terms of funds spent.
Project sign-off means the project is completed. Thus, it is only done at

the end of the project when deliverables have been met.
The final report should review the overall project against the original
project plan that you established early in the project process.
In evaluating financial records in the post-implementation review, an

indicator of successful project management is if there are still remaining
funds in the budget.
The important aspect of the evaluation process is determining what you

have learnt and how you can apply this to future projects.

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Summary
“The world rewards

those who take
responsibility for
their own success.”
Curt Gerrish
Undertaking a project involves many phases and different moving pieces working together to
achieve specific project objectives. It starts with establishing project parameters which includes
identifying the project scope, defining stakeholders and their responsibilities, and clarifying project-
related issues such as reporting requirements, the availability of resources and the relationship of
the project to other projects and organisational objectives.
The second phase of project management involves the development of the project plan. In this
phase, risks are identified and the budget, timeframes, project parameters and deliverables are
finalised so that they can be presented for sign-off. Once necessary approvals from relevant
stakeholders are gained, it is now a matter of implementing the plan, maintaining recordkeeping
systems, managing finances, and undertaking risk management as required.
Towards the completion of the project, phase four commences with the finalising and review of the
project. This is where financial recordkeeping is confirmed according to the agreed budget and sign-
offs for project completion is obtained. To cap off the project management process, reviewing
project outcomes against the project scope and the documentation of feedback and suggested
improvements are highly recommended.

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References
These are some references that we feel may be of assistance to you in completing the
Assessment for this unit of competency:
• Anderson, T. (2008). Program guide to project management. PM@UTS.

• Berkun, S. (2005). Art of project management.
• Gray, C. F. (2005). Project management.

• Hall, H. (2019). 10 ways to engage project stakeholders - project risk coach. Project
Risk Coach. https://projectriskcoach.com/engage-project-stakeholders/
• Handbook on planning, monitoring and evaluating for development results. (2009).
United Nations Development Programme.
• Heerkens, G. (2001). Project management.

• Heldman, K. (2003). Project management jumpstart.
• Linman, D. (2011). Project deliverables statement. MyManagementGuide.

https://mymanagementguide.com/project-deliverables-statement/

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• Marketing plan (n.d). Bounce Fitness. Retrieved July 20, 2020, from
https://bouncefitness.precisiongroup.com.au/my-
account/?redirect_to=https%3A%2F%2Fbouncefitness.precisiongroup.com.au%2Finfrastruct
ure%2Fcurrent-projects%2F
• Meredith, J. R., & Mantel, S. J. (2002). Project management: a managerial

approach reference for business. www.referenceforbusiness.com.
https://www.referenceforbusiness.com/encyclopedia/Per -Pro/Project-
Management.html
• Watt, A. (2014). 8. Overview of project planning. opentextbc.ca; BCcampus.
https://opentextbc.ca/projectmanagement/chapter/chapter -8-overview-of-
project-planning-project-management/
• Wundersitz, J. (2019, January 24). Identify, assess and control hazards. Safe Work
Australia. https://www.safeworkaustralia.gov.au/risk
• Zeiler, K. (2016). The 6 fundamental techniques of risk control | Zeiler Insurance
Services, Inc. Thez.Zeiler.Com. http://thez.zeiler.com/the-6-fundamental-
techniques-of-risk-control
End of Document

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Version Control & Document History

Date Summary of modifications Version

Version 1 final produced following assessment

BSBPMG430 - Undertake project work (Release 1)

ABOUT THIS UNIT OF COMPETENCY ............................................................................8

CHAPTER 1: ESTABLISH PROJECT PARAMETERS .............................................................9

Key Points: Chapter 1 .......................................................................................................... 36

CHAPTER 2: DEVELOP A PROJECT PLAN .....................................................................38

Key Points: Chapter 2 .......................................................................................................... 71

CHAPTER 3: ADMINISTER AND MONITOR PROJECT ......................................................73

Key Points: Chapter 3 .......................................................................................................... 87

CHAPTER 4: FINALISE AND REVIEW PROJECT ..............................................................89

Key Points: Chapter 4 .......................................................................................................... 97

REFERENCES ...................................................................................................... 100

BSBPMG430 - Undertake project work (Release 1)

Delivery and Assessment of Qualifications

BSBPMG430 - Undertake project work (Release 1)

Qualification Training Pathways

Australian Core Skills Framework (ACSF)

BSBPMG430 - Undertake project work (Release 1)

BSBPMG430 - Undertake project work

BSBPMG430 - Undertake project work (Release 1)

Chapter 1: Establish Project Parameters

BSBPMG430 - Undertake project work (Release 1)

Plan Establish an overall plan for the implementation of your project.

Organise Organise your resources and initiate project activities.

BSBPMG430 - Undertake project work (Release 1)

1.1.1 Project Scope

•overall objectives of the project

Issues, Risks or Contraints

•potential challenges that might hinder the progress of the project

Assumptions, Inclusions and Exclusions

Key Deliverables (List of Tasks and Quality Standards)

High Level Requirements (Estimates - Cost, Time,

•progress across the project timeline

Stakeholder Review and Approval (Statement of Contract)

BSBPMG430 - Undertake project work (Release 1)

Issues, Risks or Constraints

•the deadline for

BSBPMG430 - Undertake project work (Release 1)

Assumptions, Inclusions and Exclusions

BSBPMG430 - Undertake project work (Release 1)

Estimates (Cost, Time and Resources)

all the project activities and items assigned per activity

cost per hour per item

number of hours per item

total of labour costs, good and services cost

cost for maintenance where applicable

BSBPMG430 - Undertake project work (Release 1)

tasks that may take priority

accidents and emergencies

working with your customers

suppliers not delivering on time

quality control rejections

BSBPMG430 - Undertake project work (Release 1)

Is this a task or a deliverable?

Will it impact the final deadline?

Is this an important moment in the project that will indicate progress?

Does this need to be reviewed by stakeholders?

Is this an even that impacts the project?

Stakeholder Review and Approval (Statement of Contract)

BSBPMG430 - Undertake project work (Release 1)

1.2 Define Project Stakeholders