Assessment Task 2 (Project)

Subject name: Manage Project Scope

Unit code: BSBPMG511

Student Name: Imabin Friday Wowo

ID NO: 002114

Task 1: Conduct project authorization activities

Outline the project authorization procedure for the project:
What are the governance arrangements in regards to project
delegation?

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 specific tasks needed to design
and deliver a project. In project governance, this superior member or
group is known as a delegating authority. For example, the delegating
authority for this project is the project sponsor and the project client/
owner.

What are the critical review points during the project?

The critical review points are at each point of the project phases which
are the Initiation phase, Planning, Execution and Monitoring phase.
There is also a finalizing and closing review.

Who is the appropriate authorizing authority/s?

The authorizing authority is the Project Sponsor.

What will they expect to see at the review points?

They will expect to see milestones and will want to see if the project is
on tract. They will also to see if:

Deliverables have been produced and approved

Risks have been controlled and mitigated
Issues were identified and resolved
Changes were properly managed
Project is currently delivering to schedule
Budget allocated was sufficient at this point
Required resources were sufficient at this point
Task 2: Define project scope

Using the Project Charter/ info as the basis of the project, use the
template below to define in detail the Scope Statement and the Scope
Management Plan for the project. This should be extensive including
both product and project scope and give a shared understanding of the
desired project outcomes and how the project will be delivered.

Project Scope Statement:

Project Goal: The goal of this project is to build customer goodwill
and satisfy the companys legal and ethical obligations.

Project objectives: The project aims to:

1. Inform agent of legal and ethical obligations (particularly with
respect to WHS and antidiscrimination legislation) and any
standards or codes of conduct followed by the organization
2. Promote high standards in professional conduct in accordance
with Real Estate Institute of Victoria (REIV) codes of conduct and
relevant legislation
3. Inform clients, tenants and potential tenants of MLRs
commitments
4. Achieve employee and client buy-in for initiative

Project Deliverables:
information sessions/seminars
presentations
posters
meetings
promotional materials and handouts
Project website
Background information about the Project

Name of Project: Max Lionel Realitys Customer Goodwill Program

Company background:
Max Lionel Realty (MRL) was founded in 2008 by property developer
Max
Lionel. A member of the Real Estate Institute of Victoria (REIV) since its
establishment. Through 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 approximately 100
employees.

How project was triggered:

Companys desire to build customer goodwill and satisfy its legal and
ethical obligations

Intended Project Outcome/Benefits

Improved customer satisfaction and goodwill
Improve the effectiveness of agents and clients in carrying their
responsibilities
Satisfy the companys legal and ethical obligations

Persons Responsible for tracking and measuring project

achievement:
The Project Manager
Scope Definition
In scope Out of Scope
1. Inform agent of legal and ethical obligations
(particularly with respect to WHS and 1. No specialist
antidiscrimination legislation) and any standards or
training
codes of conduct followed by the organization
2. No tips and
2. Promote high standards in professional conduct in bonuses
accordance with Real Estate Institute of Victoria
3. No Tax Invoice
(REIV) codes of conduct and relevant legislation

3. Inform clients, tenants and potential tenants of

MLRs commitments

4. Achieve employee and client buy-in for initiative

Objectives and Success Criteria

From this plan the key objectives and success criteria are to:
1. Inform agent of legal and ethical obligations (particularly with
respect to WHS and antidiscrimination legislation) and any standards
or codes of conduct followed by the organization

2. Promote high standards in professional conduct in accordance with

Real Estate Institute of Victoria (REIV) codes of conduct and relevant
legislation

3. Inform clients, tenants and potential tenants of MLRs commitments

4. Achieve employee and client buy-in for initiative

Deliverables
Information sessions/seminars
 Presentations
Posters
Meetings
Promotional materials and handouts
Project website
Acceptance Criteria
Clear understanding of project objectives and outcome by all
stakeholders
Project being done within schedule and budget
80% of the clients and tenants attended presentation and gave
positive feedback

Constraints
List of all known constraints:
Budget constraints: All project costs must not exceed $15000
Time constraints: The project must be initiated, planned, executed
and completed within 4 weeks.
Human resource constraint: The maximum number of team
members is 8

Assumptions
The following assumptions have been made:
Assuming a 8hr per day working standard
Six to eight team members
All equipment such as computer, printer, telephone and internet
working properly
Clients and tenants will attend all meetings
Assuming $15000 will be sufficient for the project

Dependencies
The following are example of dependencies applied in the project
First-to-Start: Completing the planning phase before implementing
the tasks planned.
First-to-Start: Delivering each project objective one after the other.
Start-to-start: Start evaluating buy-in for initiative along with general
project progress evaluation.

Outstanding Issues
Overhead Budget
Time management issues such as delay in supply of handouts for
presentation and late arrival of clients for meetings

Project methodology
The proposed project methodology is the Waterfall methodology which
consists of Initiation and Planning phase, Implementation (execution)
phase, evaluation phase and closeout phase as described below:

Phase 1
Initiation phase: The initiation phase is the phase the project
formally starts. In it, the initial idea for the project is examines and
elaborated. The goal of this phase is to examine the feasibility of the
project and stakeholders will decide to commit to the project or not,
that is if the project will be beneficial to the organization. If the project
is to go on, the project charter will be created to specify the
requirements or purpose of the project.

Phase 2
Planning phase: Once the project is decided to be carried, the work
to be done will be outlined in this stage. It involves defining the scope
of the project and developing a project management plan. It involves
identifying the cost, quality, available resources, and a realistic
timetable. The project plans also includes establishing baselines or
performance measures. These are generated using the scope,
schedule and cost of a project. A baseline is essential to determine if a
project is on track. In this phase, documents such as work breakdown
schedule, scope statement and Gantt chart are created.

Phase 3
Implementation phase: In this phase, deliverables or work packages
are developed and completed. Team members are involved are
informed of their responsibilities. Scope change control, resource
assigning, project schedule updating, setting up tracking system are
some of the task completed in this phase.

Phase 4
Evaluation/Monitoring phase: The aim of this phase is to monitor
and measure the progress of the project. This is to make sure things
are been done as planned. Key performance indicators are used to find
out if the project is on track or not. Monitoring involve measuring:
project performance, effort and cost tracking, quality deliverables etc.
This phase might lead to resource and schedule changes to make sure
the project stays on track.

Phase 5
Closeout phase: This is the phase the project is formally completed.
It includes a series of important tasks such as delivering the product,
relieving resources, reward and recognition to the team members and
formal termination of contractors hired for the project. Formal
acceptance of deliverable through scope verification is done and final
status report prepared to inform everyone that the project is over.
Administrative closure is completed by analysing the lessons learned
on the project and documenting project recommendations for future
projects.
Work Breakdown Structure
Level 1 Level 2 Level 3 Budg
et

1.Initiation and 1.1 Develop Project $4000

Planning Scope

1.2 Develop Project Plan

1.3 Create Scope

Statement

1.4 Determine Project

team

1.5 Determine Project

Schedule
2. 2.1 Inform Agents 2.1.1 Legal Obligations $
Implementatio (WHS, Anti- 8000
n discrimination)
2.1.2 Ethical
Obligations
2.1.3 Organization
standards/codes of
conduct

2. 2 Promote High 2.2.1 REIV Code of

Standards Conduct

2.3 Inform MLRs 2.3.1 Clients

Commitments 2.3.2 Tenants
3.3 Potential Tenants

3.0 Evaluation 3.1 Evaluate project $1000

3.2.1 Employee
& Monitoring progress
3.2.1 Client
3.2 Evaluate buy-in for
initiative
4.0 Closeout 4.1 Gain Formal $2000
Acceptance
4.2 Updates files/records
4.3 Archive
Files/Documents

Project Scope Management Plan:

Roles and responsibilities:
Name Authority Responsibilities
Max Project Requires the project to be undertaken.
Lionel Client/Owner Works with the Board of Directors to
oversee the business, set overall strategic
directions
Authorize large financial transaction
Erwan Project Sponsor Senior management of the project
Tjan Accountable for the success of the project.
Has the authority to commit resources
Evaluate need for scope change requests
Accept project deliverables and validate
scope
Erwan Operations Who the Project manager reports to on a
Tjan General day-to-day basis
Manager(Assess Work with Project manager to determine
or) composition of project team and
deliverables
Determine Project timeframe
Imabin Project Manager Running the project on a day-to-day basis
Wowo within defined authorities for cost and
schedule as agreed with the project
sponsor/board
Project planning, project integration, sets up
a tracking procedure where each team
member reports how much work they have
completed on each task
Manage, measure and verify project scope
Facilitate scope change requests
Facilitate impact assessments of scope
change requests
Organize and facilitate scheduled change
control meetings
Communicate outcomes of scope change
requests
Update project documents upon approval of
all scope changes
Tom Harry Technical Provides recommendations and guidance on
David Experts key project issues
James (Steering Partake in project tasks such as promoting
Committee) high standards and monitoring and
measuring performance
Sebrina Team Member Staff who will be working on the project to
WIlliams make sure project objectives are meet
Participate in defining change resolutions
Concentrate on completing tasks, activities,
& work packages
John Team Member Perform work packages as scheduled
Smith Ensure deliverables are delivered on time
Evaluate the need for scope changes and
communicate them to the project manager
as necessary

Project stakeholders
Senior management
Project manager and team members
Agents
Clients
Tenants
Potential Client and tenants

Major milestones
Date Milestone
30 November 2016 collection of scope requirements
2 December 2016-12-08 detailed definition of scope
4 December 2016 approval of the scope baseline

How is scope defined and documented?

Scope is defined by developing a detailed project description and its
deliverables. It includes the scope statement, assumptions, and
constraints and establishes the framework within which project work
must be performed. Scope definition can only be completed after the
requirements have been identified and defined during the
requirements definition process. Once the defined scope is verified and
accepted, it is singed off, documented and kept as a formal project
scope document.

Scope Change Control Process

Whenever any necessary change is identified, the change requests
must be submitted to the Project Manager using a change request
form. The Project Manager will then review the suggested change to
the scope of the project. The Project Manager will then either deny the
change request if it does not apply to the intent of the project or
convene a change control meeting between the project team and
Sponsor to review the change request further and perform an impact
assessment of the change. If the change request receives initial
approval by the Project Manager and Sponsor, the Project Manager will
then formally submit the change request to the Change Control Board.
If the Change Control Board approves the scope change the Project
Sponsor will then formally accept the change by signing the project
change control document. Upon acceptance of the scope change by
the Change Control Board and Project Sponsor the Project Manager will
update all project documents and communicate the scope change to
all project team members and stakeholders.

Scope Validation
The Project sponsor is responsible to validate the scope with the
customer.
The project scope validation is the process of formalizing acceptance of
the completed project deliverables. Initially, the Project manager will
verify interim project deliverables against the original scope as defined
in the project plan. If the deliverables meet the defined requirements,
he will present it to the Project sponsor for formal acceptance. The
Project Sponsor will accept the deliverable by signing a project
deliverable acceptance document. The Project sponsor will then meet
with the customer for the customer to formally accept it by signing on
it. Scope validation is done throughout the lifecycle of the project.

Task 3: Manage project scope control processes

1. List the main factors that could trigger requests for scope change on
your project.
1. Increase in the number of clients and tenants
2. Not enough human resources for initial scope
3. Initial project scope required more than the proposed $15000
budget
4. Issues with project website
5. Need to improve energy management and save energy cost
6. Not enough or faulty equipment needed for meetings

2. A stakeholder has requested a change in scope to the project. Fill

out the Change Request Form below (or provide your own template),
which shows the impacts to time, cost and quality. Note: there must be
impacts to time and cost as this change request will be referred to in
other following course units.

Change Request Form

Project Name: MLR Customer Goodwill Program

Requested By: Technical Expert Requested Date:
10/12/2016
Change Request 240DA
Number:
Description of the As part of the scope, Inform clients, tenants and
change: potential tenants of MLRs new Energy Management
plan
Reason for the change: Need to cut down energy wastages and save energy
Impact Assessment

Cost Additional $1000 will be need for handouts and

human resources
Time/schedule Additional 2 days (16 hours effort) will be needed to
implement this. The project evaluation phase will
have to start 2 days later
Resources Handouts for the energy management plan will need
to be provided. More human resources are needed to
present this plan
Quality The change will help improve overall customer
experience and reduce energy expenses
Change Authorized: Yes or No

Decision By: Change Control Date Decision Made:

12/12/2016
Board
Authorized By: Project Sponsor Date Authorized: 13/12/2016

3. Describe step by step how you used the change control

procedures provided in Assessment Task 2 Scope Management
Plan to make a decision on this change request.

1. The Technical Expert in the project team identified the need to

cut down energy wastages and save energy.
2. He then made a request by submitting a request form to me
(Project Manager) stating that the scope should include
additional objective of informing clients, tenants and potential
tenants of MLRs new Energy Management plan
3. Upon receiving the request, I held a change control meeting with
the project team and Sponsor to review the change request
further and performed an impact assessment of the change
4. After the meeting, the change was initially approved, and then I
formally submitted the change request to the Change Control
Board
5. The Change Control Board approved the scope change followed
by formal acceptance by the Project Sponsor
6. Finally, I updated all project documents, made plans to
implement the change and communicated the changes to all
project team members and stakeholders
4. Assume the change request was approved. Describe what
you would do to update the current baselines and
communicate the new baselines.

Once the change request is approved, I (the Project manager) will

update the changes on all project documents such as scope statement,
Work breakdown structure (WBS) and Gantt chart.

5. Give an example where you might be encountered scope

creep in this project including:

a. The method or tools used to identify that scope creep might

be occurred

Scope creep was encountered in the objectives of the project when the
Technical Expert made a request to inform clients, tenants and
potential tenants of MLRs new Energy Management plan. A Change
control system can be used to identify and mange scope creep.

b. What might be the impact of the scope creep?

The scope creep had impact on the project schedule, budget and
human resources. For example, 2 additional days were needed to
implement the change in the scope.

c. How would you handle this situation?

I manage to keep the project within schedule by applying the Crashing
and Fast tracking techniques. Fast tracking is the process of performing
tasks in parallel so as to be able to finish the project sooner. Crashing
is the process of adding resources to the project so as to be able to
finish it faster.