Assessment Assessme nt Task Task 2 (Project)
Subject name: Manage Project Scope Unit code: BSBPMG5
Student !ame: "mabin #rida$ %o&o "' !: 2*
Task : +onduct project aut,ori-ation acti.ities
Outline the project authorization procedure for the project: •
%,at are t,e go.ernance arrangements in regards to project
de/egation0
Project delegation is the assignment of responsibility or authority by a superior member of an organization or group to subordinate members, giving them permission to carry out specic tasks needed to design and deliver a project. In project governance, this superior member or group is knon as a delegating authority. !or e"ample, the delegating authority for this project is the project sponsor and the project client# oner.
•
%,at are t,e critica/ re.ie& points during t,e project0
$he critical revie points are at each point of the project phases hich are the Initiation phase, Planning, %"ecution and &onitoring phase. $here is also a nalizing and closing revie.
•
%,o is t,e appropriate aut,ori-ing aut,orit$1s0
$he authorizing authority is the Project 'ponsor.
•
%,at &i// t,e$ epect to see at t,e re.ie& points0
$hey ill e"pect to see milestones and ill ant to see if the project is on tract. $hey ill also to see if:
(eliverables have been produced and approved
)isks have been controlled and mitigated
Issues ere identied and resolved
*hanges ere properly managed
Project is currently delivering to schedule
+udget allocated as sucient at this point
)e-uired resources ere sucient at this point
Task 2: 'e3ne project scope sing the Project *harter# info as the basis of the project, use the template belo to dene in detail the 'cope 'tatement and the 'cope &anagement Plan for the project. $his should be e"tensive including both product and project scope and give a shared understanding of the desired project outcomes and ho the project ill be delivered.
Project Scope Statement: Project Goa/: $he goal of this project is to build customer goodill and satisfy the company/s legal and ethical obligations.
Project objecti.es: $he project aims to: 0. Inform agent of legal and ethical obligations 1particularly ith respect to 23' and antidiscrimination legislation4 and any standards or codes of conduct folloed by the organization 5. Promote high standards in professional conduct in accordance ith )eal %state Institute of 6ictoria 1)%I64 codes of conduct and relevant legislation 7. Inform
clients,
tenants
and
potential
tenants
commitments 9. chieve employee and client buy;in for initiative
Project 'e/i.erab/es: •
information sessions#seminars
•
presentations
•
posters
•
meetings
•
promotional materials and handouts
•
Project ebsite
of
&8)/s
Background information about the Project
!ame o4 Project: &a" 8ionel )eality/s *ustomer
+ompan$ background: &a" 8ionel )ealty 1&)84 as founded in 5==> by property developer &a" 8ionel. member of the )eal %state Institute of 6ictoria 1)%I64 since its establishment. $hrough its client agents, the organisation manages property sales and rentals on behalf of a range of clients. It also invests in property and land development. It currently have appro"imately 0== employees.
o& project &as triggered: *ompany/s desire to build customer goodill and satisfy its legal and ethical obligations
"ntended Project utcome1Bene3ts
Improved customer satisfaction and goodill
Improve the e?ectiveness of agents and clients in carrying their responsibilities
'atisfy the company/s legal and ethical obligations
Persons
6esponsib/e
ac,ie.ement: $he Project &anager
4or
tracking
and
measuring
project
Scope Denition In scope 0. Inform agent of legal and ethical obligations 1particularly ith respect to 23' and antidiscrimination legislation4 and any standards or codes of conduct folloed by the organization
Out of 'cope 0.
specialist
training 5.
5. Promote high standards in professional conduct in accordance ith )eal %state Institute of 6ictoria 1)%I64 codes of conduct and relevant legislation
@o
@o
tips
and
bonuses 7. @o $a" Invoice
7. Inform clients, tenants and potential tenants of &8)/s commitments 9. chieve employee and client buy;in for initiative
Objectives and Success Criteria !rom this plan the key objectives and success criteria are to: 0. Inform agent of legal and ethical obligations 1particularly ith respect to 23' and antidiscrimination legislation4 and any standards or codes of conduct folloed by the organization 5. Promote high standards in professional conduct in accordance ith )eal %state Institute of 6ictoria 1)%I64 codes of conduct and relevant legislation 7. Inform clients, tenants and potential tenants of &8)/s commitments 9. chieve employee and client buy;in for initiative
Deliverables A Information sessions#seminars
A Presentations A Posters A &eetings A Promotional materials and handouts •
Project ebsite
Acceptance Criteria •
*lear understanding of project objectives and outcome by all stakeholders
•
Project being done ithin schedule and budget
•
>=B of the clients and tenants attended presentation and gave positive feedback
Constraints 8ist of all knon constraints: •
•
+udget constraints: ll project costs must not e"ceed C0D=== $ime constraints: $he project must be initiated, planned, e"ecuted and completed ithin 9 eeks.
•
3uman
resource constraint:
$he
ma"imum
number of
team
members is >
Assumptions $he folloing assumptions have been made: •
ssuming a >hr per day orking standard
•
'i" to eight team members
•
ll e-uipment such as computer, printer, telephone and internet orking properly
•
*lients and tenants ill attend all meetings
•
ssuming C0D=== ill be sucient for the project
Dependencies $he folloing are e"ample of dependencies applied in the project
#irst7to7Start: *ompleting the planning phase before implementing the tasks planned.
#irst7to7Start: (elivering each project objective one after the other. Start7to7start: 'tart evaluating buy;in for initiative along ith general project progress evaluation.
Outstanding ssues •
•
Overhead +udget $ime management issues such as delay in supply of handouts for presentation and late arrival of clients for meetings
Project met,odo/og$ $he proposed project methodology is the 2aterfall methodology hich consists of Initiation and Planning phase, Implementation 1e"ecution4 phase, evaluation phase and closeout phase as described belo:
P,ase "nitiation p,ase:
$he initiation phase is the phase the project
formally starts. In it, the initial idea for the project is e"amines and elaborated. $he goal of this phase is to e"amine the feasibility of the project and stakeholders ill decide to commit to the project or not, that is if the project ill be benecial to the organization. If the project is to go on, the project charter ill be created to specify the re-uirements or purpose of the project.
P,ase 2 P/anning p,ase: Once the project is decided to be carried, the ork to be done ill be outlined in this stage. It involves dening the scope of the project and developing a project management plan. It involves identifying the cost, -uality, available resources, and a realistic timetable. $he project plans also includes establishing baselines or performance
measures.
$hese
are
generated
using
the
scope,
schedule and cost of a project. baseline is essential to determine if a project is on track. In this phase, documents such as ork breakdon schedule, scope statement and
P,ase 8 "mp/ementation p,ase: In this phase, deliverables or ork packages are developed and completed. $eam members are involved are informed of their responsibilities. 'cope change control, resource assigning, project schedule updating, setting up tracking system are some of the task completed in this phase.
P,ase * 9.a/uation1Monitoring p,ase: $he aim of this phase is to monitor and measure the progress of the project. $his is to make sure things are been done as planned. Eey performance indicators are used to nd out if the project is on track or not. &onitoring involve measuring: project performance, e?ort and cost tracking, -uality deliverables etc. $his phase might lead to resource and schedule changes to make sure the project stays on track.
P,ase 5 +/oseout p,ase: $his is the phase the project is formally completed. It includes a series of important tasks such as delivering the product, relieving resources, reard and recognition to the team members and formal termination of contractors hired for the project. !ormal acceptance of deliverable through scope verication is done and nal status report prepared to inform everyone that the project is over. dministrative closure is completed by analysing the lessons learned on the project and documenting project recommendations for future projects.
!ork Breakdo"n Structure e.e/
e.e/ 2
e.e/ 8
Budg et
0.Initiation and Planning
0.0
(evelop Project
'cope 0.5
(evelop Project Plan
0.7
*reate 'cope
'tatement 0.9
(etermine Project
team 0.D
(etermine Project
'chedule
C9===
5.
5.0 Inform gents
5.0.0 8egal Obligations
C
Implementatio
123', nti;
>===
n
discrimination4 5.0.5 %thical Obligations 5.0.7 Organization standards#codes of conduct 5. 5 Promote 3igh
5.5.0 )%I6 *ode of
'tandards
*onduct
5.7 Inform &8)/s
5.7.0 *lients
*ommitments
5.7.5 $enants 7.7 Potential $enants
7.= %valuation
7.0 %valuate project
F &onitoring
progress
7.5.0 %mployee
7.5 %valuate buy;in for 9.= *loseout
initiative 9.0
Project Scope #anagement Plan: $oles and responsibilities : @ame
uthority
C0===
)esponsibilities
7.5.0 *lient
C5===
&a" 8ionel
Project *lient#Oner
• •
•
%ran $jan
Project 'ponsor
• •
•
Operations
Project &anager
•
!acilitate scope change re-uests
•
•
•
•
•
•
•
$om 3arry $echnical (avid %"perts Games 1'teering *ommittee4
ccountable for the success of the project. 3as the authority to commit resources %valuate need for scope change re-uests
•
•
•
Imabin 2oo
2orks ith the +oard of (irectors to oversee the business, set overall strategic directions uthorize large nancial transaction 'enior management of the project
ccept project deliverables and validate scope 2ho the Project manager reports to on a day;to;day basis 2ork ith Project manager to determine composition of project team and deliverables (etermine Project timeframe )unning the project on a day;to;day basis ithin dened authorities for cost and schedule as agreed ith the project sponsor#board Project planning, project integration, sets up a tracking procedure here each team member reports ho much ork they have completed on each task &anage, measure and verify project scope
•
%ran $jan
)e-uires the project to be undertaken.
•
•
!acilitate impact assessments of scope change re-uests Organize and facilitate scheduled change control meetings *ommunicate outcomes of scope change re-uests pdate project documents upon approval of all scope changes Provides recommendations and guidance on key project issues Partake in project tasks such as promoting high standards and monitoring and measuring performance
'ebrina 2Illiams
$eam &ember
•
•
•
*oncentrate on completing tasks, activities, F ork packages Perform ork packages as scheduled
•
%nsure deliverables are delivered on time
•
Gohn 'mith
$eam &ember
'ta? ho ill be orking on the project to make sure project objectives are meet Participate in dening change resolutions
•
%valuate the need for scope changes and communicate them to the project manager as necessary
Project stake,o/ders Senior management Project manager and team members Agents Clients Tenants Potential Client and tenants
#ajor milestones (ate 7= @ovember 5=0H 5 (ecember 5=0H;05;=> 9 (ecember 5=0H
&ilestone collection of scope re-uirements detailed denition of scope approval of the scope baseline
%o" is scope dened and documented& 'cope is dened by developing a detailed project description and its deliverables. It includes the scope statement, assumptions, and constraints and establishes the frameork ithin hich project ork must be performed. 'cope denition can only be completed after the re-uirements
have
been
identied
and
dened
during
the
re-uirements denition process. Once the dened scope is veried and accepted, it is singed o?, documented and kept as a formal project scope document.
Scope Change Control Process
2henever any necessary change is identied, the change re-uests must be submitted to the Project &anager using a change re-uest form. $he Project &anager ill then revie the suggested change to the scope of the project. $he Project &anager ill then either deny the change re-uest if it does not apply to the intent of the project or convene a change control meeting beteen the project team and 'ponsor to revie the change re-uest further and perform an impact assessment of the change. If the change re-uest receives initial approval by the Project &anager and 'ponsor, the Project &anager ill then formally submit the change re-uest to the *hange *ontrol +oard. If the *hange *ontrol +oard approves the scope change the Project 'ponsor ill then formally accept the change by signing the project change control document. pon acceptance of the scope change by the *hange *ontrol +oard and Project 'ponsor the Project &anager ill update all project documents and communicate the scope change to all project team members and stakeholders.
Scope 'alidation $he Project sponsor is responsible to validate the scope ith the customer. $he project scope validation is the process of formalizing acceptance of the completed project deliverables. Initially, the Project manager ill verify interim project deliverables against the original scope as dened in the project plan. If the deliverables meet the dened re-uirements, he ill present it to the Project sponsor for formal acceptance. $he Project 'ponsor ill accept the deliverable by signing a project deliverable acceptance document. $he Project sponsor ill then meet ith the customer for the customer to formally accept it by signing on it. 'cope validation is done throughout the lifecycle of the project.
Task 8: Manage project scope contro/ processes
0. 8ist the main factors that could trigger re-uests for scope change on your project. 0. Increase in the number of clients and tenants 5. @ot enough human resources for initial scope 7. Initial project scope re-uired more than the proposed C0D=== budget 9. Issues ith project ebsite D. @eed to improve energy management and save energy cost H. @ot enough or faulty e-uipment needed for meetings
5. stakeholder has re-uested a change in scope to the project. !ill out the *hange )e-uest !orm belo 1or provide your on template4, hich shos the impacts to time, cost and -uality. @ote: there must be impacts to time and cost as this change re-uest ill be referred to in other folloing course units.
+,ange 6e;uest #orm Project @ame: )e-uested +y:
&8) *ustomer
(ate:
0=#05#5=0H *hange )e-uest @umber: (escription of the change: )eason for the change: Impact ssessment *ost $ime#schedule
59=( s part of the scope, Inform clients, tenants and potential tenants of &8)/s ne %nergy &anagement plan @eed to cut don energy astages and save energy
dditional C0=== ill be need for handouts and human resources dditional 5 days 10H hours e?ort4 ill be needed to implement this. $he project evaluation phase ill have to start 5 days later
)esources
3andouts for the energy management plan ill need to be provided. &ore human resources are needed to present this plan
uality
$he change ill help improve overall customer e"perience and reduce energy e"penses
*hange uthorized:
Jes < or @o K
(ecision +y:
*hange
*ontrol
+oard uthorized +y:
Project 'ponsor
(ate (ecision 05#05#5=0H
&ade:
(ate uthorized: 07#05#5=0H
8= 'escribe step b$ step ,o& $ou used t,e c,ange contro/ procedures pro.ided in Assessment Task 2 Scope Management P/an to make a decision on t,is c,ange re;uest= 0. $he $echnical %"pert in the project team identied the need to cut don energy astages and save energy. 5. 3e then made a re-uest by submitting a re-uest form to me 1Project
&anager4
stating
that
the
scope
should
include
additional objective of informing clients, tenants and potential tenants of &8)/s ne %nergy &anagement plan 7. pon receiving the re-uest, I held a change control meeting ith the project team and 'ponsor to revie the change re-uest further and performed an impact assessment of the change 9. fter the meeting, the change as initially approved, and then I formally submitted the change re-uest to the *hange *ontrol +oard D. $he *hange *ontrol +oard approved the scope change folloed by formal acceptance by the Project 'ponsor H. !inally,
I
updated
all
project
documents, made
plans
to
implement the change and communicated the changes to all project team members and stakeholders
*= Assume t,e c,ange re;uest &as appro.ed= 'escribe &,at $ou
&ou/d
do
to
update
t,e
current
base/ines
and
communicate t,e ne& base/ines. Once the change re-uest is approved, I 1the Project manager4 ill update the changes on all project documents such as scope statement, 2ork breakdon structure 12+'4 and
5= Gi.e an eamp/e &,ere $ou mig,t be encountered scope creep in t,is project inc/uding:
a= T,e met,od or too/s used to identi4$ t,at scope creep mig,t be occurred
'cope creep as encountered in the objectives of the project hen the $echnical %"pert made a re-uest to inform clients, tenants and potential tenants of &8)/s ne %nergy &anagement plan. *hange control system can be used to identify and mange scope creep.
b= %,at mig,t be t,e impact o4 t,e scope creep0
$he scope creep had impact on the project schedule, budget and human resources. !or e"ample, 5 additional days ere needed to implement the change in the scope.
c= o& &ou/d $ou ,and/e t,is situation0
I manage to keep the project ithin schedule by applying the *rashing and !ast tracking techni-ues. !ast tracking is the process of performing tasks in parallel so as to be able to nish the project sooner. *rashing is the process of adding resources to the project so as to be able to nish it faster.
