ALLANA WARD – SN 20053308

BSBPMG511 MANAGE PROJECT SCOPE

Assessment Part A Essay Questions

Part 1 - Oakebella Urban Water Management Plan - Executive

Summary

LWP Property Group is developing the Oakebella residential development in Wellard, within the City of
Kwinana. This Urban Water Management Plan (UWMP) has been prepared for the development on Lots
504, 505 and 507 Johnson Road, Wellard to fulfil the subdivision condition requirements.
This greenfield development, approximately 15.9 ha in area, is currently semi-rural residential lots and
has been used for agricultural purposes. The site is relatively flat, grading from 11 m AHD on the east to
4 m AHD on the west at the boundary of the Bollard Bulrush Swamp. The majority of the rest of the site is
classified as a multiple use wetland. The Peel Main Drain runs through the centre of the Bollard Bulrush
Swamp. Due to these hydrological characteristics, surface water typically travels as sheet flow
accumulating in low points of the site towards the Peel Main Drain and there is a shallow depth to
groundwater.
This UWMP describes the integrated management of groundwater and surface water that will be
implemented at the site in line with Better Urban Water Management (BUWM) principles.
The project scope of works to prepare the UWMP was as follows:
 liaison with the project team (urban designers, engineers and landscape architects) to confirm the
engineering and landscaping design of the UWMP
 report on the site environmental characteristics including soil types, hydrology and groundwater, and
how they impact the development of the site
 discussion of the water conservation strategy for the site, as well as the overall landscape design
 review and summarise the detailed drainage design for the subdivision including: drainage storage
and treatment areas including dimensions, invert levels, volumes of water retained and/or detained
and the infrastructure to achieve this, top water levels and stormwater flow paths
 utilising the DWER’s Urban Nutrient Decisions Outcomes (UNDO) tool to evaluate the nutrient export
reduction from the water sensitive urban design proposed for the development
 determining post-development monitoring requirements including trigger levels and reporting
requirements
 identification of responsibilities and timeframes for implementing the approved UWMP.
The project charter provided the approved agreement between the LWP Property Group and RPS
Environmental Consultants, under the project management of Allana Ward. This charter included an
approved budget of $16,000 (ex GST) which consisted of the below;

Task Fee (ex GST)

Production of UWMP $11,500 (lump sum)

Liaison with regulators and addressing comments $4,500 (fee-for-time)

received on the submitted report

The charter also confirmed the project assumptions, constraints and risks. RPS began work on the
UWMP immediately and was able to deliver the report and detailed drainage designs within 2 weeks, with
the final report delivered to LWP Property Group on the 23rd of May 2020.
ALLANA WARD – SN 20053308

Part 2 - Conducting project authorisation activities

After being asked by the sponsor contact to send in a bid to undertake the work, a letter of intent with a
project summary report was sent to the project sponsor (and in this instance also the project
authoriser/sponsor contact). This set of documents stipulated the project scope, deliverables, timeframes,
milestones, key stakeholders, fee proposal and all information needed for the project sponsor to seek
authorisation within their organisation to approve the expenditure and approve the proposal. I then set a
meeting with the project sponsor to confirm and authorise the project plan.
Once the project plan was approved and confirmed by the project sponsor to be going ahead, I wrote up
and sent the project sponsor the project charter document. This included the confirmed and approved
deliverables, timeline, reporting milestones, expenditure and key stakeholders. This document was then
signed by the project sponsor, and this enabled me to begin the project within the defined limits as set out
in the project charter.
I ensured to open the lines of communication with the project sponsor before beginning the initiation
phase of the project so that I could properly establish the delegations and authorisations within the
project. In this case a roles and responsibilities matrix document was created and agreed upon both with
our internal stakeholders and the sponsor. This matrix was also used to ensure that each area of the
project deliverables were assigned to an individual and all authorisations for that area of the project were
passed up through the specified individuals. These authorisations included financial expenditures and
organisation procedures such as whom needed to sign off on the final reports to be sent to the sponsor
and whom needed to review the drawings when they were ready for review.
ALLANA WARD – SN 20053308

Part 3 – Defining Project Scope

The scope management plan was drawn up and provided to the project sponsor, within which the project
boundaries were established and documented. Some of these boundaries included in the scope
management plan included the project assumptions and constraints and clearly defined the inclusions
and exclusions of the project so as to avoid ‘scope creep’ to the best of my ability.
To establish and quantify the measurable benefits, I had a meeting with the project sponsor and
discussed the desired outcomes of the project and thus the tangible benefits. I asked questions that
would incite answers in the form of benefits, such as why the organisation was undertaking the project
and what will the project ultimately achieve. In this instance, the projects ultimate goal was to adhere to
government and land management guidelines and meet the standards for subdividing the aforementioned
lots, so some of the benefits included meeting the regulatory standards, not having fines imposed and not
having works on the subdivision and lot developments hindered or brought to a halt.
To establish the understanding of project outcomes with relevant stakeholders, I first had to identify and
categorise all stakeholders in to a stakeholder register so as to be able to identify which part of the project
is relevant to each stakeholder. I ensured to keep up with the stakeholder engagement tasks by
contacting each stakeholder individually and ensuring they understood the outcomes of the project, whilst
also ensuring to put them in the stakeholder register. I ensured that each stakeholder reached a clear
consensus on the project outcomes as well as took ownership for the project outcomes.
To document the scope management plan, I first made sure to bring in the information from other project
documents such as the project charter and stakeholder register. This information was then used to create
the document within which the details of monitoring and prioritising the scope outcomes were specified.
The document was then updated to form the full project scope document. This documented the project
scope description and acceptance, constraints, and exclusions.
ALLANA WARD – SN 20053308

Part 4 – Managing project scope control process

As the scope and scope management plan were previously defined along with their input and outputs, the
procedures specified in the documents described how the various aspects of the scope would be
managed and by whom. I ensured that the documents reflected the nature and risks of the project. I
ensured to consistently monitor and review the project’s activities in a timely manner. Any potential
changes to the scope were sent off for review and authorisation to the relevant authority as identified in
the scope documents and if any were accepted, a change log was created to record the changes and
ensure that scope creep did not become a issue.
Any out of scope work that was then authorised within the proper processes needed to be added to the
scope via a scope change management process. Any impact the changes had on the resources, timeline
and costs of the project were then understood by all stakeholders, documented, and communicated to
relevant stakeholders as soon as feasible. A meeting was conducted between myself and relevant
stakeholders each time a change occurred to discussed the affects this had on time, cost and quality and
whether a change request would need to be made to allow for more of either of these factors.
After each project completion, including this project, I run lessons learnt workshops. Within these
workshops, I can identify and document scope management issues, issues that the stakeholders
encountered or observed and any ways that these issues and any other area of projects similar to this
one can be improved for the future. A register is created with these lessons, what the outcomes the group
discussed within the workshops were and if any actions needed to be taken now to rectify any issues
before closing out the project. Evidently with this project, one of the scientists that conducted field
research needed training in another piece of equipment used this the time of that specific field trip
suffered as he was not able to hit the ground running on that task.