BSBPMG511-519-521 Cluster - Task 1 - Munkhtsetseg Sodnombayar

Student Assessment Tasks
BSBPMG511 Manage project scope
BSBPMG519 Manage project stakeholder engagement
BSBPMG521 Manage project integration

BSBPMG511-519-521 Cluster Student Assessment Tasks
Assessment Task 1: Written Questions

Provide answers to all of the questions below:
1. Explain project governance.
Project governance is the framework for making decisions in regards with the project. In other words, it’s the
infrastructure that encompasses the project dealing with responsibility and accountability. It includes a
number of committees and their roles with agreed responsibilities and decision-making rules. Depends on
the organization and project nature, the project governance structure can vary. It should be tailored to the
organizational specific needs.
2. Summarise two project governance models and explain one advantage and disadvantage
of each.
Project governance model should be aligned with organizational governance. Therefore, there can be many
models tailored to their needs and structure. Here, I took example of VIVO model and Governance operating
model. Each has unique and different features. It doesn’t mean that one is above than others. Simply, it
suits their needs.
VIVO is basically hierarchy-based governance model. In my opinion, the advantage of this model is to
provide simple and effective structure to manage team and project work. However, by this structure, the
employee or team member couldn’t directly discuss their opinion to Leaders.
Next model is governance operating model. The good side of this model is that includes talent, culture and
infrastructure in the model. But, it could be problematic if one or several components not work well in my
opinion.
© RTO Works 2019 SELC Career College Australia RTO: 91721 SELC-BSBPMG511-519-521-AT-V2019.1.3 Page 2
3. Describe the purpose of a Work breakdown structure and the key steps involved in
creating a Work breakdown structure.
Work Breakdown structure is designed to organize project work into manageable sections. It’s simple
document that is oriented on project deliverables. Key steps to create a Work Breakdown structure are
following:
1. Identify the most important pieces of scope

2. Make decision on which department/whom to allocate tasks
3. Divide the project into several sections
4. Identify the known attributes of each activity
4. Describe the concept of decomposition in project management and its role in breaking
project objectives into achievable project deliverables.
Decomposition in the project management describes to break down project scope into small proportions
that are manageable, controllable, and executable. By doing this, it allows to:
 Produce accurate time and cost estimates

 Clarify the scope
 Help to identify and contain risks
 Have control when executing the project
 Create accurate plan.
5. Explain the role of the project management life cycle in project management and
describe each key phase.
Project management life cycle provides a framework to manage the project. Project life cycle is the
standard process and when team and project manager use this method, generally they achieve the
project success.
There are 5 stages of project life cycle:
1. Initiation: In this stage, manager or team member identifies the problem and figure out objectives for
the project.
2. Planning: Once the project is approved by authority personnel, and then start to create project plan
and process maps.
3. Execution: After plan is approved, to implement the plan and to keep work on track and organize
team members.
4. Monitoring and controlling: In this stage, manager needs to monitor and review all of the processes
in the executive stage and identify and prevent risks.
5. Closure: In this step, manager ought to do analysis on project and team performance. Moreover,
he/she needs to document project closure and conduct post implementation surveys.
6. Assume that you have been appointed as Project Manager of a firm of lawyers based in
Sydney who wishes to establish an additional office in Melbourne. A timeline of 3
months is given plus maximum budget of $20,000 rent per month for the new office.
Explain each part of the project life cycle relevant to this project and provide an outline
of an appropriate project governance structure.
Since this is not that big project, I decided to implement simple project governance structure as
illustrated below.
Project life cycle:
Project Initiation stage – In this stage, I will make rationales for why I need to execute this project.
Project manager answers the questions such as what benefits will have this project. In this case, project
manager determines why we need another office in Melbourne and what opportunities will bring by that.
Project planning – Now, project board builds the project team and decides on how to implement the
project and make details of the paperwork such as make renting agreement on new sites and do kick-off
meeting etc. Basically, manager makes the project plan for opening new office in Melbourne, which
includes the product outputs, handling risk, creating acceptance, communicating benefits to
stakeholders and managing suppliers.
Project Execution – It is a time to implement the project plan. This is project stage when actual renting
agreement is done and other actions including hiring staffs for new office, advertisement in the local
media and trains the staffs for work. Manager should highly focus on managing staffs and allocating
resources.
Project Monitoring and Controlling – At the same time executing project plan, there is also need to
monitor the delivery of the projects to calculate key performance indicators and track variations from
allotted cost and time. In this case, manager can monitor that whether or not the office is open within
timeframe (3 months) and cost ($20,000).
Project Closure – In this stage, manager and project team evaluate and document the project such as
storing agreements by organizational standards and conclude that whether or not opening new office in
Melbourne project was successful.
7. Identify and describe two organisational documents that can be used to record strategies
and goals for project integration.
There are several documents that project integration manager develops during project integration. Project
Charter and Preliminary scope statements can be used for record strategies and goals for project
integration.
In project management, project charter is a statement of scope, objectives, and participants in a project. On
the other hand, project scope statement is a useful tool to outline project deliverables and identify the
constraints, assumptions and key success factors.
8. Describe how a project scope management plan assists with recording strategies and
goals for project integration processes.
Scope management is the collection of processes which ensure that the project includes all the work
required to complete it. It details how the project scope will be defined, developed, and verified. Without
having good understanding of the project scope, the project could be failed. Therefore, knowing and
understanding the project scope and having good project scope management plan can assist project
manager to identify needs for project integration and which strategies are better for this process.
9. Identify and describe two documents that can be used to initiate projects.
Project initiation document or PID is the series of documents that have key information to start or run the
project. Project initiation documents can include business case, feasibility study, project charter and project
scope management plan.
Project charter is a short statement of scope, objectives, and participants in a project. The aim of the project
charter is to document key information of the project and used to authorize the project and serves as the
primary sales document for the project. Also, it could be served as a contract between the project sponsor,
key stakeholders and the project team.
Project scope management plan is part of the project management plan that describes the how the scope
will be defined, developed, monitored, controlled and verified. It provides the processes that makes sure all
required work is included in the project.
According to the PMBOK, scope management consists of 6 process, which are following:
1. Plan scope management: Planning the process, and creating a scope management plan.
2. Collect requirements: Defining and documenting the stakeholder’s needs.
3. Define scope: Developing a detailed project scope management.
4. Create WBS: Subdividing project deliverables into smaller work units.
5. Validate scope: Formalizing the acceptance of the deliverables.
6. Control scope: The ongoing process of monitoring and managing changes to the project scope.
10. Identify and describe two key components of a project scope management plan.
Project scope management plan includes following sections:
1. Scope statement
2. Critical success factors
3. Deliverables
4. Work breakdown structure
5. Schedule
6. Budget
7. Quality
8. Human resource plan
9. Stakeholder list
10. Communication plan
11. Risk register
12. Procurement plan
The core of the scope management plan is scope statement, because which defines the project. It’s is a
written description of the project scope, major deliverables, assumptions, and constraints. It can be in many
forms depending on the type of project being implemented and nature of the organisation. Also, it clarifies
what deliverable are in and out of scope.
Work breakdown structure is the division of the project into tasks. It divides a project into smaller and
manageable sections. The project management body of Knowledge (PMBOK) defines the WBS as a
“deliverable oriented hierarchical decomposition of the work to be executed by the project team”. The budget
is allocated for each task includes the all resources needed to accomplish those tasks, including man-hours,
equipment, tools, and contractor cost. WBS can be structured by project phases, project deliverables or
subprojects. Moreover, WBS can be segmented by task-, process- oriented, task and process-oriented or
timeline.
11. Describe two factors that can impact on a project scope.

Project scope impact factors can include:
 Variable resource levels
 Legal constraints
 Regulatory constraints
 Changing stakeholder requirements
 Managerial constrains
 External and internal risks
 Constraints on time, cost and quality.
Time constraints means there are shortage of time to accomplish the tasks and finishes the project. This can
lead to overload staff’s workload and overlapping tasks.
Cost constraints can badly effect on the budget of a project. Scope changes need extra work and additional
costs for accomplishing those tasks.
12. Explain the purpose of a change control plan within a project scope management plan,
and summarise the key processes that should be followed in order to control changes
within a project.
Change is considered as inevitable in project management, which means change could happen during
scope management. The purpose of change control within a project scope management plan is to ensure
effective scope management and prevent the scope creep.
Key processes that should be followed in order to control changes within project are as per below:
1. Plan/Scope: It details the proposed change and includes identified change, its owner, how it will be
communicating and executed, how success will be verified, the changes’ estimate of importance, its
added value, its conformity to business and industry standards, and its target date for completion.
2. Assess/Analyse: In this stage, while implementing change, manager evaluates what could possibly
happen.
3. Review/Approval: The change request must be approved by change control board, steering
committee or project manager to move forward.
4. Build/Test: Now, delivery team designs and makes incremental changes with and or regression
testing.
5. Implement: In this stage, team implements change according to approved plan and also
organisational standards, industry standards and quality management standards.
6. Close: It evaluates and documents the project completion.
13. Explain two methods that can be used to measure project outcomes and progress and
provide example to illustrate each.
One of the methods to measure project outcome is to evaluate stakeholder satisfaction. Evaluation of
stakeholder can be done via online survey or running focus groups. The stakeholders are important part pf
project management and their satisfaction is the important indicator of project outcome.
Another way to measure project progress is Units Completed. This is applicable to tasks that involve
repeated production of easily measured pieces of work, when each piece requires approximately the same
level of effort. For example: If project is 1000 fixtures to install. Then project manager can simply count the
units installed. In this case, there are no subjective experience-based judgement involved.
14. Describe two methods for segmenting and documenting a work break down structure
(WBS).
There are 2 types of methods to segment and document a work break down structure which are top-down
and bottom-up approach.
The top-down approach is to decompose projects based on general project characteristics. The
decomposition continues until the task of work units reach a level where they can be accurately defined and
estimated.
The bottom-up approach is creating WBS by brainstorm to make a list of low-level tasks need to complete
the project. In order to use this method effectively, manager or team members should have detailed
knowledge of the project and resource management.
15. Identify and describe two problem areas likely to be encountered in scope management.
Main problem in a scope management is scope creep. The reasons causing scope creep can be following:
 Lack of scope definition

 Requirements and scope not managed
 Inconsistent process for collecting requirements
 Lack of sponsorship and stakeholder involvement
 Length of project
Lack of scope definition: It includes the unclear initial scope, lack of detailed scope and poor communication.
If a project skips detailed decomposition and requirements analysis, the scope remains ambiguous.
Lack of sponsor and stakeholder involvement: A disengaged sponsor is likely to reject project decisions to
the team. Stakeholders often don’t devote enough time to project work, because of ongoing operational
duties. These can cause project scope and further to project failure.
16. Explain the concept of the project life cycle and the importance of scope management
within this cycle.
The project life cycle consists of initiation, planning, implementation and closure. These phases represent
the path a project takes from the beginning to its end and generally regarded as project life cycle. The
project life cycle provides a framework for managing any type of project within a business.
One of the things that project manager needs to prevent while managing scope management is scope
creep. In order to prevent from scope creep, project manager needs to manage change in each phase
or each milestone of project.
17. Identify three project management tools and explain their use in project scope
management.
Project Scope Management means that set of processes that makes sure a project’s scope is accurately
define and mapped. Tools to manage project management can be Gantt chart, Logic Network and PERT
chart. (WBS and statement of scope are important tools for scope management. But I didn’t mention here
because I already explained in question 14.)
Gantt chart is tool used for showing the phases, tasks, milestones and resources needed as part of a
project.
Logic Network shos which activity logically precedes or follows another activity and can be used to identify
the milestones and critical path of a project.
PERT or Program Evaluation and Review Technique is a method for analysing the tasks involves in
completing a given project, especially the time needed to complete each task and identifying the minimum
time required to complete the total project.
18. Outline the key role and at least four responsibilities of a project manager when planning
a project.
Project manager is a person who is in charge of overall responsibility for project including project planning.
In regards to plan a project, project manager is responsible for:
1. Planning and defining scope

2. Activity planning and sequencing
3. Resource planning
4. Developing budget
5. Developing schedules
19. Identify and describe three common problems that can lead in variations in stakeholder
engagement to that described in the Project Management plan.
Lack of communication – The communication is very important tool to engage with stakeholders. Without
communication, there’s no way to meet stakeholders’ need and do stakeholder engagement. Also, knowing
what medium is suitable for various stakeholders is critical for communication.
Leadership deficiency – Project manager should be a leader who manages and lead project team members
or stakeholders effectively through his/her leadership ability. If the project manager has lack of leadership,
then every aspect of project management could be fail and one of the them could be stakeholder
engagement.
Absence of consultation – Through consultation, project manager can identify the stakeholder’s need and
requirements. Without consultation or reaching consensus within stakeholders, the problem will arise in
stakeholder engagement.
20. Review the following scenario and explain who the stakeholders are. Briefly analyse their
interests and expectations. Your answer should include at least three stakeholders.
A company decides to contract a web site developer to build it a new web site. A number of
supplier will be approached for quotes. The company has no previous web site as up to now as
it is a new business. The company consists of a Board of Directors, a CEO and five other staff.
Internal stakeholders External stakeholder

 Board of directors  Website developer (Contractor)
 CEO  Customers
 Five other employees
Board – They’re primary and internal stakeholders of the company which make important decision making.
Contractor – They’re external stakeholders that may affect or be affected by the end result of company
operation.
Customer – They’re important stakeholders that company aims to satisfy their needs through product or
operation.
21. Describe the following levels of stakeholder engagement and for each level describe at
least two methods of engaging stakeholders.
a. Inform – Provide stakeholders information to help them understand the project.
b. Consult – Gather feedback on the information given and that can be used for decision-
making process.
c. Involve – Work directly with stakeholders during the process to ensure that their concerns
and desired outcomes are fully understood and taken into account.
d. Empower – Place final decision-making power in the hands of stakeholders.
22. Describe three stakeholder engagement approaches.
Participation - Part of the team, engaged in delivering tasks or with responsibility for a particular activity. It’s
a two-way engagement within limits of responsibility.
Push communication – It’s one-way engagement that organisation may broadcast information to all
stakeholders or target particular stakeholders group using various channels including e-mail, letter and
leaflets etc.
Pull communication – It’s another one-way engagement approach that information is made available, and
stakeholders choose whether to engage with it including web-pages.
23. Explain the concept of the salience model and its relationship to stakeholder analysis.
Salience model is developed for helping managers to identify and analyse project stakeholder needs. This
model uses three parameters to categorize stakeholders which are power, legitimacy and urgency.
Power is the ability project stakeholders has to influence the outcome of an organisation, deliverables or
project.
Legitimacy is the authority; level of involvement project stakeholders has on a project.
Urgency is the time expected by project stakeholders for responses to their expectations.
By using these three parameters, stakeholders could be fall into categories of dormant, discretionary,
dominant, core, dangerous, dependent and demanding. Knowing their type helps project manager to choose
which approach to use for various stakeholders.
24. Explain the concept of the power/interest grid and its relationship to stakeholder
analysis.
Power/interest grid or also known as Power/Interest matrix is a tool to categorize project stakeholders with
increasing power and interest in the project. This tool is useful for prioritizing stakeholders.
If the stakeholder has high power and interest, then project manager needs to manage closely their
expectation.
If the stakeholder has high power and low interest, then it’s important to keep satisfied even though they’re
not interested.
If the stakeholder has high interest, but low impact; project managers need to talk with them to keep
informed.
If the stakeholder has low power and interest, project manager can monitor these people.
25. Describe the concept of a stakeholder in a project and give three examples of project
stakeholders.
Stakeholders include any individual or group who may have a direct or indirect “stake” in the project –
anyone who can be affected by it, or who can have an effect on the actions or decisions of the company,
organisation or government.
Examples of project stakeholders are project manager, sponsor and product user group.
Assessment Task 1 Checklist

Student’s name: Munkhtsetseg Sodnombayar
Satisfactory
Did the student provide a sufficient and
performance
clear answer that addresses the Comments
Yes No
suggested answer for the following?
Question 1
Question 2
Question 3
Question 4
Question 5
Question 6
Question 7
Question 8
Question 9
Question 10
Question 11
Question 12
Question 13
Question 14
Question 15
Question 16
Question 17
Question 18
Question 19
Question 20
Question 21 a
Question 21 b
Question 21 c
Question 21 d
Student’s name: Munkhtsetseg Sodnombayar
Satisfactory
Did the student provide a sufficient and
performance Comments
clear answer that addresses the
Yes No
suggested answer for the following?
Question 22
Question 23
Question 24
Question 25
Task Outcome: Satisfactory  Not Satisfactory 

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Student Assessment Tasks

BSBPMG511 Manage project scope

BSBPMG519 Manage project stakeholder engagement

BSBPMG521 Manage project integration

Assessment Task 1: Written Questions

1. Explain project governance.

1. Identify the most important pieces of scope

 Produce accurate time and cost estimates

There are 5 stages of project life cycle:

Project life cycle:

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

 Lack of scope definition

1. Planning and defining scope

Internal stakeholders External stakeholder

22. Describe three stakeholder engagement approaches.

Legitimacy is the authority; level of involvement project stakeholders has on a project.

Assessment Task 1 Checklist

Student’s name: Munkhtsetseg Sodnombayar

Task Outcome: Satisfactory  Not Satisfactory 

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