Lonsdale Institute Assessment Task: Unit Code Unit Name Assessment Code Due Date Student Name Student ID

Lonsdale Institute PTY LTD
Assessment Task
BSB61215 Advanced Diploma of Program Management
BSBPMG615 Manage program delivery
Unit Code BSBPMG615
Unit Name Manage program delivery
Assessment Code T1 Due Date See Training Schedule
Student Name Student ID LON0000
Declaration of authenticity
I, the above-named student, confirm that by submitting, or causing the attached assignment (and any
additional attachment associated with it) to be submitted, to Lonsdale Institute Pty Ltd, I have not
plagiarised any other person’s work in this assignment and except where appropriately acknowledged,
this assignment is my own work, has been expressed in my own words, and has not previously been
submitted for assessment.
I do understand and accept the consequences of academic misconduct according to Lonsdale’s Policies
and Procedures.
TA102 FO Assessment Task Page 1 of 26

TA102 PP Assessment Management (SNR1.8-1.12) (ESOS 14.2) V1 Jan 2017
Lonsdale Institute Pty Ltd
Provider ID 21915 CRICOS Code 02836F
Assessment Task
ASSESSMENT TASK
This assessment is task is designed to assess your ability to manage program delivery.
You are required to:
 Select a program
 Create a program financial framework
 Develop a program resource plan
 Develop a monitoring and control plan for the program
 Develop an audit report plan
 Develop a change management plan
 Develop a risk management plan
To develop your assessment, you can work on either of the following scenarios:
 Scenario 1: Choose an organisation and industry that you are familiar with. You could choose, for
example, an organization you worked for or you work with.
 Scenario 2: Work on Lonsdale Institute. Consider that Lonsdale’s management hired you to
manage a program to assist them with positioning themselves as a leading private provider of
business courses to international students in Australia.
The assessment comprises of sections:
SECTION 1: Program funding
SECTION 2: Program resources
SECTION 3: Program progress
SECTION 4: Program legal and regulatory requirements
SECTION 5: Program change management
SECTION 6: Program risks
SECTION 7: Program delivery management
SECTION 1 – PROGRAM FUNDING

1. Program background
Provide a brief description of your organisation of choice, their products/services and the industry in
which they operate (Min. 50 words)
The Lonsdale Institute is a school specializing in business courses.

Assessment Task
The company want to change its market positioning by focusing on international students and
positioning itself as the leading private sector provider. To help achieve this goal, the company has
created a program to implement a new Online Student Portal, not only for students, but also to reach
the potential audience. In this portal, any student may have access to (simplified) content about
business, trends and templates.
This portal aims to attract new students who, delighted in our content and knowing our system of
education and infrastructure, will be interested in keeping their studies with us and make an
enrolment.
2. Program funding requirements

Address all the following:
o Create a PWBS for the program and include it either below as you develop this point or in a
separate file with your submission. The file should be properly named BSBPMG615_PWBS
1. Online Portal 1.3.3 Online Quizzes and Assessments

1.1 Requirement Gathering 1.3.3.1 Discussion Posts
1.1.1 Software Requirement Document 1.3.3.2 Quizzes
1.1.2 Specification of Architecture 1.3.3.3 Assessments
1.2 Designing 1.3.3.4 Final Exams
1.2.1 Architecture Design
1.2.1.1 Front End Design 1.4 Testing
1.2.1.2 Back End Design 1.4.1 Test Requirement
1.2.2 Wide Framing 1.4.2 Test Planning
1.2.3 Approval 1.4.3 Test Design
1.2.4 Actual Design 1.4.4 Test White Box
1.3 Development 1.4.5 Test Black Box
1.3.1 Online Learning Curriculum 1.4.6 Test Integration
1.3.1.1 Course Selection 1.4.7 Test Reports & Acceptance
1.3.1.2 Content Development 1.4.8 Sign Off
1.3.1.3 Course Presentation
1.3.1.4 Course Compilation
1.3.2 Online Learning Resources 1.5 Deployment
1.3.2.1 Content Development 1.5.1 Beta Version Deployed
1.3.2.2 Documentation 1.5.2 Client Approval
1.3.2.3 Lecture Videos & Presentation 1.5.3 Live Deployment
1.3.2.4 Online Library 1.5.4 Sign Off
o Determine the overall budget for the program (estimation) and then break it down by program
component

Assessment Task
Cost Category Cost
Direct labour $ 100, 000
Indirect labour $ 20, 000
Total cost of the labour $ 120, 000
Hardware acquisition $ 50, 000
Software acquisition $ 10, 000
Total cost of the equipment acquisition $ 60, 000
Consultation Charges $ 10, 000
Total Other Charges $ 10, 000
Contingency Charges $10,000
Total Cost of the Project $200,000
Budget Monitoring
Budget Reporting Frequency Responsible Party
Frequency
Monthly
OnCost
Weekly Basis
Variance Required Action Project Manager
(Contained within Status
Report)
As per the Plan, Project Manager will ignore it and will take no
0 - 3%
action in this regard
Project Manager had to submit written application to Executive

Degree3%
of Estimate
- 15%
Body Approval Point Project Stage
Required
Project Manager will reset the baseline and along with

+, - 30% Principle Approval Concept
15 - 30% executive body will discuss the issue with Client and other
stakeholders
Modifications in Project
+,- 15% Before Planning
Charter
Project will be stopped immediately, and the executive body
30 % +
will take up the matter with client
Baseline of the Cost will be
+,- 3% Before the execution
modified

Assessment Task
o Describe how the funding requirements were determined in consultation with pertinent
stakeholders (specify the stakeholders) (Min.70 words)
The process of estimating project costs involved a critical analysis of what the necessary needs
would be within the space (activity) X relationship of the project. Costs in relation to labor were
made, however, in line with the duration of the activities and the project as a whole.
The process of determining the project budget depended, in addition to the products (outputs) of
previous processes of cost management, also of products offered by other management
processes, such as scope and time.
o Describe how the funding were secured and how funding agent requirements will be met
(Min. 50 words)
The financing of the Portal will be done by Lonsdale itself through a bank loan. In order to get
approved for a loan, it takes a good credit rating (usually above 650), assets and taxes taxed.
Some Financial Institutions are the most active when it comes to issuing loans for small and
medium businesses.
3. Program financial framework

Create a high-level program financial framework using the template below. All elements of the
template must be addressed.
Purpose This financial framework aims to define the use of budget for the New Portal Lonsdale
project
Brief
statement
about the
purpose of
the financial
framework.
Funding Bank loan with return in 36 months.

sources
Financial
sources and
level of
commitment
for each one.
Financial  The online portal should develop within the 0.5 million budget granted by HEC.
 The online portal should be deployed and become operational within 6 to 7
framework

Assessment Task
months.
constraints
 The online portal should be inter operatable with the current system of Lonsdale
Constraints of Institute.
 All Lonsdale Institute faculty and staff must be trained for the proper usage of
the program
online portal to facilitate students registered to the online education service of the
from a university.
financial view-
point.
Financial • Problems with resources

framework • Change in the interest rate
assumption
Assumptions
that may
affect the
program’s
financial
income,
expenditures,
management
and
outcomes.
Known risks Delay of deliverables

and issues
Risks and
issues known
at time the
financial
framework is
developed.
Financial Grant Budget Total Budget
schedule Tota
Total l
Qn (hour Qn Price/Ho hou
Planned time Category t Price s) Total $ t ur rs Total $
for income Direct $ $
Project Project
Labour $ 10.000,0 $ 10.000,0
from financial Manager
1 40,00 250 0
Manager
1 40,00 250 0
sources $ $
$ 30.000,0 $ 27.000,0
including Project Team 3 40,00 250 0 Project Team 3 40,00 225 0
timelines of $ $
$ 30.000,0 $ 24.000,0
availability for Design Team 3 40,00 250 0 Design Team 3 40,00 200 0
Development 3 $ 250 $ Development 3 $ 200 $

Assessment Task
use. 30.000,0 24.000,0

team 40,00 0 team 40,00 0
$ $
Indirect
$ 20.000,0 $ 15.000,0
Labour
Coacher 2 125,00 80 0 Coacher 2 125,00 60 0
$ $
120.000, 100.000,
00 00
$
Printer 1.000,0 $ Printer $ $
4 0 N/A 4.000,00 2 1.000,00 N/A 2.000,00
Hardwar
$ $ $
e
Computers/Lapt 3.000,0 30.000,0 Computers/Lapt $ 30.000,0
Acquisitio
ops 10 0 N/A 0 ops 10 3.000,00 N/A 0
n
$
1.000,0 $ $ $
Roteators 4 0 N/A 4.000,00 Roteators 1 1.000,00 N/A 1.000,00
Software $ $ $
Acquisitio 2.200,0 22.000,0 $ 22.000,0
n Adobe Box 10 0 0 Adobe Box 10 2.200,00 0
$ $
60.000,0 55.000,0
0 0
$
Consultation 5.000,0 $ Consultation $ $
Charges 1 0 N/A 5.000,00 Charges 0 5.000,00 N/A -
$ $ $
Charges Contingency 10.000, 10.000,0 Contingency 10.000,0 $
Charges 1 00 N/A 0 Charges 0 0 N/A -
$
5.000,0 $ $ $
Other Charges 1 0 N/A 5.000,00 Other Charges 1 5.000,00 N/A 5.000,00
$
20.000,0 $
0 5.000,00
$ $
200.000, 160.000,
TOTAL PROJECT COSTS 00 TOTAL PROJECT COSTS 00
Resource Resource Skill Level Associated Task

Duration
Quantity
Required
requirements
Project Team
Human and Project
Completion of Project by
Master ensuring all the constraints of Full Time 1
Manager
other quality, time, and cost
resources Project
Ensuring that the project
Master doesn’t goes beyond the Full Time 3
Team
planned to allocated budget
include costs
Design Insurance of timely completion
Master Full Time 3
for each Team of project with desired quality
resource.
Development Supervision of contractor and

Master Full Time 3
Team labor and directing
Equipment required

Assessment Task
02 printer
Hardware N/A Computers, printers, rotator Full Time 10 computers
2 rotators
Software for the integration of

Software N/A Full Time 1
intranet
Outsourcing
Technical suggestions for

At Planning and
Consultant Master ensuring the quality of the 1
designing phase
product
Financial Project performance will be measured using Earned Value Management. The following four
metrics value-added metrics will be used to measure project cost performance:
Metrics • Schedule variance (SV)

selected to • Cost Variation (CV)
correlate • Schedule Performance Index (SPI)
benefits to • Cost Performance Index (CPI)
cost.
Stakeholder The final payout is usually more than a simple percentage of the work that still needs to be
completed. Completion of the project may involve correcting the more difficult problems that
and funding
are disproportionately expensive to solve, so the final payment should be large enough to
source motivate the vendor to give the project a high priority so that the project can be completed
on time.
consideratio
ns.
Concerns of
the funding
sources and
key
stakeholders.
Approval Michael Cruz
SECTION 2 – PROGRAM RESOURCES

1. Program resource plan
Create a high-level program resource plan using the template below. All elements of the template
must be addressed.
Purpose This plan aims to identify, evaluate and allocate the necessary resources according to

Assessment Task
Brief the analytical structure of the project.

introductory
statement that
describes the
purpose of
the plan.
Internal and Resource Skill Level Associated Task Total Cost Quantity
external
Project Team
required
Completion of Project by ensuring all
Project
resources Manager
Master the constraints of quality, time, and 50.000 1
cost
Specific
Project Ensuring that the project doesn’t goes
Master 120.000 3
internal and Team beyond the allocated budget
external, Design Insurance of timely completion of

Master 30.000 3
when Team project with desired quality
appropriate,
Development Supervision of contractor and labour
Master 30.000 3
resources Team and directing
required for Equipment required
program 02 printer
success. Hardware N/A Computers, printers, rotator 100.000 10
Needs to computers
2 rotators
include cost
for each
Software N/A Software for the integration of intranet 60.000 1
resource.
Outsourcing
Technical suggestions for ensuring

Consultant Master 40.000 1
the quality of the product
Organisation Documentation and manuals should be completed and made available and held in a
central digital location. These documentations should set out all the components of the
al influences
project plan, registration and legacy, development and execution. A final budget
should be completed after consultation with the client and actual coast compared at
the end of the project.
Methods to Deliverables Requirements Methods to Meet
meet
resource
requirements
When and
how resource
requirements

Assessment Task
will be met in  Designing the  The portal must be compatible 1. Project Management
the program. Portal. with various operating plan completed
systems.
 Development of  The portal must be compatible 2. Detailed design
Online Learning with various web browsers.
Curriculum.  The portal interface must be
user friendly.
 The portal will require login id 3. Content development
and password to access the
 Development of Learning Curriculum, Learning 4. Database finalized
Online Learning Resources, Quizzes and
Resources. Assessments, etc.
 The portal must include a
 Development of comprehensive library of
5. User Interface finalized
Quizzes and Learning Resources for the
Assessments. students.
6. System Testing
 The online teaching and
completed
learning comply with the
Lonsdale Institute’s codes and
policies.
 Testing.  Network should be available all
the time and the data should 7. Project completion
 Final Inspection by be kept confidential and there
the University. should be no data loss from
the database of the program.
 Deployment.
Resource Project Team: first month

calendar Equipment: first month
Time frames
for
deployment
and use of
program
resources.

Assessment Task
Tracking and The ongoing process, team building is crucial to the success of the project. While team
monitoring building is essential during the front end of a project, it is an endless process. Changes in a
design environment are inevitable and to effectively manage them, the continuous or
Methods used renewed team building effort must be applied. The project manager must continually monitor
team performance and performance to determine if actions are needed to avoid or correct
to track and various team issues.
monitor As problems arise during the management of the project team, a written record can
resource use document the persons responsible for solving specific problems by a scheduled date. The log
helps the project team monitor issues until closure.
through the
program life
cycle.
Resource The project manager is responsible for performing weekly schedule updates /
revisions; determining the impacts of the schedule variations; send time change
prioritisation
requests; and scheduling report according to the project communication plan.
Approach the
program The project team is responsible for participating in program updates / revisions on a
weekly basis; communicating any changes in the actual start / end dates for the
managers will project manager; and participate in schedule variance resolution activities as needed.
use to
prioritise The project sponsor will maintain awareness of the status of the project schedule and
scares review/approve any schedule change requests submitted by the project manager.
resources
across the
program.
SECTION 3 – PROGRAM PROGRESS

1. Program progress management
Address all the following (Min. 150 words):
o Describe how monitoring and control systems have been established for the program
o Describe how monitoring and control systems will support the delivery of expected benefits
o Describe how performance of constituent projects and other program elements will be
reported to pertinent stakeholders (specify stakeholders)
o Describe how program delivery will maintain a sustainable pace to meet stakeholder
requirements
Monitoring processes should control and monitor everything that is developed in the project. Its focus is to check
and measure the work done and to see if it matches what was planned.
Corrective or preventive measures can be applied if a problem is found during the activities. This can only happen
when the baselines of scope, cost, time and operational risks are taken into account. One of its main advantages is
related to the quality control of the project.

Assessment Task
Briefly, this phase can be described as follows:
• analysis of project performance;

• evaluation of variations and recurrent corrective and preventive actions;
• risk auditing;
• contract administration;
• performance reporting.
Performance indicators in projects or key performance indicators (Key Performance Indicators) are basically a
comparison between the ultimate goal and what has already been achieved. By studying them it is possible to
detect what the problems are and how they came about in order to reschedule the project planning route.
2. Program progress status report

Create a program status report for your program. Include it in this document or submit it in a
separate file, naming the file BSBPMG615_Program status report.
WBS Task Name Start Finish
Duration STATUS
1 Online Portal January 1 July 22 145 days IN PROGRESS
1.1 Requirement gathering January January 12 8 days DONE
1.1.1 Software requirement Document January 1 January 12 8 days DONE
1.1.2 Specification of Architecture January 1 January 7 5 days DONE
1.2 Designing January 13 April 20 70 days DONE
1.2.1 Architecture Design January 13 February 23 30 days DONE
1.2.1.1 FrontEnd Design January 13 February 16 25 days DONE
1.2.1.2 BackEnd Design February 24 February 23 30 days DONE
1.2.2 Wide Framing February 24 March 9 10 days DONE
1.2.3 Approval March 10 March 16 15 days DONE
1.2.4 Actual design March 10 April 20 30 days DONE
1.3 Development January 13, May 21 93 days IN PROGRESS
1.3.1 Online Learning Curriculum January 16 April 30 75 days DONE
1.3.1.1 Course Selection January 16 January 29 10 days DONE
1.3.1.2 Content Development January 30 March 12 30 days DONE
1.3.1.3 Course Presentation March 13 April 2 15 days DONE
1.3.1.4 Course Compilation April 3 April 30 20 days DONE
1.3.2 Online Learning Resources January 13 May 18 90 days IN PROGRESS

Assessment Task
1.3.2.1 Content Development January 13 February 23 30 days DONE
1.3.2.2 Documentation February 24 March 23 20 days DONE
1.3.2.3 Lecture Videos & Presentation March 24 April 20 20 days DONE
1.3.2.4 Online Library April 21 May 18 20 days IN PROGRESS
1.3.3 Online Quizzes and Assessments May 1 May 21 15 days IN PROGRESS
1.4 Testing May 22 June 30 22 days TO DO
1.5 Deployment July 1 July 22 16 days TO DO
3. Program management processes – monitoring and control

Develop high-level guidelines for each program management process in the table below that
describe how they will be monitored and controlled.
Program management Monitoring and control guidelines

process
Stakeholder management
• Progress and status reports
• Plan Updates
• Requests for change
• Products / work resources
Governance management
• Status reports, progress metering and forecasting
• Reports on scope, schedule, cost, resources, quality and risks
• Records quality control results
• Plan Updates
• Risk records
Scope management
• Tracking, reviewing and regulating project progress
• control of scope, schedule, costs and risks
• Formalize the acceptance of final results
• Records quality control results
• Implements risk management plans and actions
• Plan Updates
• Risk records
Assessment Task

Schedule management
Financial management
• Control project and project changes
• Manage suppliers
• Plan Updates
Resource management
• Manage suppliers
Risk management
• Plan Updates
• Risk records
Communication
• Control project and project changes
management
Assessment Task
• Plan Updates
SECTION 4 – PROGRAM LEGAL AND REGULATORY REQUIREMENTS

1. Program legal and regulatory requirements
o Identify and describe legal and regulatory requirements for the program
o Describe how legal and regulatory requirements will be documented and communicated to
pertinent stakeholders (specify the stakeholders)
o Describe how potential for conflicts caused by legal and regulatory requirements will be
identified and addressed
o Describe how compliance policies, process and procedures will be implemented
o Describe how breaches and conflicts of applicable legal and regulatory requirements will be
monitored
The legal context of higher education is constituted, in large part, by two elements: the specific legal body
applicable to higher education institutions and the parts of the general law that affect its operation and activities.
Collectively, the two form the 'legal benchmark' by which they operate.
There is a plethora of applicable legislation. This has developed in some areas over a long period of time and for
various reasons.
• Statute specific law for higher education
• The general statute, for example, influences all of the following areas:
• Other areas of legalization, including, for example, data protection and freedom of information.
Attention should focus on having appropriate policies and procedures that reduce the risk of the institution being
prosecuted or having to resort to litigation to seek redress as a result, for example, of a provider failing to comply
with a lawsuit. contract. If legal action occurs, not only the financial costs to be considered, but often there are
costs "hidden" in relation to the time of management and, often, the stress of the employee. There may also be
significant reputational risks, even in situations where the institution's position is ultimately justified.
Regardless of the outcome of any legal action, governors should ensure that the institution has thoroughly
reviewed the circumstances that led to the issue's emergence and that lessons learned have been absorbed and
that any necessary changes in institutional policies and processes to avoid a recurrence of the issue in the future
were adopted.
2. Program audit plan

Assessment Task
Develop an audit plan for the program. Use the template provided below. All elements of the template
must be addressed.
Purpose The purpose of an audit program is to create a structure that is sufficiently

detailed for any external auditor to understand which official examinations
Brief introduction on have been completed, what conclusions have been reached and what is
the reason behind each conclusion. The structure should explain the
purpose of the plan. objectives of the audit, its scope and timeline.
Goals
Describe how auditors will maintain efficiency, professionalism, and a
Goals for the audit. specific code of conduct during the audit procedure.
In addition to the relevant regulatory compliance mandates, audit program

objectives should address aspects such as management priorities,
business intentions, system requirements, business structure, legal and
contractual mandates, expectations of customers and other stakeholders,
potential vulnerabilities of risk management and corrective actions taken
based on prior audits.
Roles and responsibility

• Report functionally to the organization's board, typically through an audit
Roles and responsibilities or compliance committee.
of the program • Function relative to a board-approved program or charter. A board-
management team and approved charter documents the established authority.
other key stakeholders in • Report administratively to the organization's CEO.
preparing for an audit and
• Have access to the entire organization per board direction, typically
during audit. identified in the board approved program or charter.
• Recognize and communicate that management is responsible for

compliance, corporate compliance is not.
• Recognize and communicate that management is responsible for internal

controls, internal audit is not.
• Have the authority to conduct investigations.
Schedule First year
Schedule for program audit.
Audit results The purpose of the results report is to communicate the results of the
research. The report should provide accurate and clear data that will be
How audit results will be effective as a management aid to address important organizational issues.
The process may end when the report is issued by the lead auditor or after
documented. completion of follow-up actions.
Monitoring and tracking Monitoring should be done through data collection and covers the period
from arrival to site to the closing meeting. It consists of activities that

Assessment Task
Approach of the program include on-site audit management, meeting, process understanding, and
system controls and verifying that these controls work, communication
management team to
between team members, and communication with the audited entity.
monitor and track the
implementation of the
recommendations from
each audit.
SECTION 5 – PROGRAM CHANGE MANAGEMENT

1. Program change management
o Describe how the internal and external program context will be monitored for circumstances
that may require changes. Also describe how those circumstances, once identified in the
monitoring process, will be evaluated.
o Describe how changes and their implications will be communicated to pertinent stakeholders
(specify the stakeholders)
Scope changes are the most common reasons for projects to delay, break budget, or be completely
abandoned. Alignment meetings, acceptance terms, and scope revisions are some ways to avoid this,
even before the project starts. All the effort expended to plan a good scope is reversed in chances of
success.
Therefore, do not rush the acceptance, validate the understanding of those involved about the scope and
only change it, after being accepted, in the last case. In fact, if you change the scope, remember to
communicate new deadlines, need resources and formalize the acceptance of stakeholders related to the
changes. Once set, meet the agreed scope. This is the only way to avoid undue charges or to allow the
project to be reviewed for criteria that were not part of your planning.
2. Program change plan

Develop change plan for the program. Use the template provided below. All elements of the template
must be addressed.
Purpose This change plan defines activities and functions to manage and control
changes during the program execution and control stage. The change is
Brief statement on the measured against the baseline of the program, which is a detailed
description of the scope, budget, schedule, and project plans for managing
purpose of the change plan. quality, risk, problems, and change. During the execution and control
stage, changes may require that one or more revised project baselines be
issued.
Definition of the change The change can occur throughout the project life cycle. A Change
Management Plan helps you control the effect of changes during the
process
execution and control stage, avoiding excess cost and schedule,
incoherent scope, poor quality, and so on. The Change Management Plan
is critical to the success of the project. There should be no change without
Assessment Task
Describes the change evaluation and approval.

process to be followed in
Who is involved:
the program. It notes the
- Project Team
different changes that may
- Project Manager
affect the program, key - Project Sponsor
- Stakeholders of the Project
stakeholders and
- Client
communication process to
follow, the priority of
changes and the roles and
responsibilities of pertinent
stakeholders.
Change type
Type of change that may

There are several types of changes that can be requested and
occur. Explains how considered for the Project. Depending on the extent and type of
depending on the type of proposed changes, the draft change documentation and the
communication of such changes shall include any changes approved in
change, different level of the project plan and ensure that all stakeholders are notified. Types of
details will be required and changes include:
a different approach to • Schedule changes: changes that will affect the approved project
change will be applied for schedule. These changes may require a quick crawl, failure, or a new
timeline, depending on the importance of the impact.
approval. The impact of the
change on the program • Changes in budget: changes that will affect the budget of the approved
project. These changes may require requesting additional funding,
according to type should releasing resources that would no longer be needed, or adding project or
also be mentioned. management reserves. May require changes to baseline costs.
• Scope changes: changes that are necessary and impact the scope of
the project, which may be the result of unforeseen needs that were not
initially planned. These changes can also affect your budget and
schedule. These changes may require revision of the EAP, project scope
statement, and other project documentation as required.
Controlled/configuration Because change requests are submitted to the Project Manager by the
project team / stakeholders, the Project Manager will record the requests
items
in the change log and the CCB will meet every other Friday to review all
change requests.
Controlled items in the
program.
Change evaluation and For a change request to be approved, all CCB members must vote in
favor. In the event that more information is required for a specific change
approval process
request, the request will be postponed and returned to the requestor for
further information or clarification.
How change request is
used, how it is analysed,
how decisions are made,
based on the analysis and
Assessment Task
how metrics are reported,

Include notifications of the
change request to
stakeholders will be made,
the process to implement
the approved change and
the process to verify that
the implementation has
occurred.
Change control If a change is considered to be critical, an ad hoc CCB meeting may be

convened to review the amendment before the next scheduled bi-weekly
Change control process meeting of the CCB
and how it will be integrated
with the program
management information
system.
Updates to other
documents The project manager must ensure that any approved changes are
communicated to project stakeholders.
Describe other program
documents that may require In addition, as changes are approved, the project manager must ensure
that the changes are captured in the project documentation when
updates based on the type necessary. These document updates should then be communicated to the
of change (example: project team and stakeholders as well.
governance decision
register)
SECTION 6 – PROGRAM RISKS

1. Project risk management
Address the all following (Min. 70 words):
o Describe how agreed risk management approach for the program and its constituent projects
will be documented and communicated to pertinent stakeholders (specify stakeholders)
o Describe how internal and external program contexts will be monitored for circumstances that
may affect program risks
The approach of project risk management is to identify project risks and develop strategies to prevent
them from occurring or minimize their impact on the project, should they occur.

Assessment Task
Project risks exist because of uncertainty. There is always the possibility that something known or
unknown may affect the achievement of your project objectives. Risk management is about being
prepared to deal with these risks.
In this project, we set up a series of meetings to manage the risks. You can have face-to-face meetings,
but some updates may be better delivered by email or text or through a project management software
tool. They may even be able to automate some by keeping focus on work rather than heavy work.
2. Program risk plan

Develop a high-level risk plan for the program. Use the template provided below. All elements of the
template must be addressed.
Purpose Identify problems before they occur to minimize risks and consequences
Brief statement on the

purpose of the risk plan.
Risk management Our Portal is based on "Qualitative assessment" risk methodology Our
approach main means is employee observation and customer feedback, and a
review is always done to look at possible new risks and anticipate the
How program management consequences to be minimized.
team will handle risk
management in the
program: methodology to
be followed, tools and
techniques to be used.
Describes how proposed
changes will be managed
so not pose additional risks
to the program.
Program risk categories External, Management, Technology
Specific categories of risks

that may affect the
program.
Roles and responsibilities Owner - Responsible for bearing the costs and consequences of
identified and occurring risks.
Roles and responsibilities
of the program
General Manager - Responsible for reporting risks and evaluating,
management team
suggesting ways to mitigate the consequences and the likelihood of
regarding risk problems occurring again.
Assessment Task
management. It also
describes how risks will be Employees - Responsible for reporting any risks directly related to their
escalated, activities, must also comply with the safety recommendations suggested
by the general manager
Stakeholders - Responsible for validating the solutions related to each of

them and collaborating so that they do not occur or reduce the
consequences.
Probability/impact matrix
Probability and impact in

terms of the program.
Risk Category Risk Description Likelihood Impact
4 Technical The computer not Medium Medium

update software
5 Legal There is some High Medium

change in legislative
Risk analysis All risks should be reported immediately to the direct superior. This risk
considerations is analysed and resolved immediately. All risks are reviewed and reported
on a quarterly basis
Methods the program
management team can use
to assist in risk analysis to
best provide an
environment conducive to
risk management.
Risk management budget Risk management is reviewed quarterly. In this way, the budget for these
risks is determined quarterly. What should be done is to include the costs
Process to be followed to of maintenance of the machines, purchase of inventory and possible
prepare a risk management emergencies.
cost estimate that then will
be used for a risk
Assessment Task
management budget or
contingency. It also
describes the process to be
followed when allocating
contingency reserve in
order to respond to
program-level risks.
Risk management Every day at the end of the day, the general manager must make a report
schedule of the events so that the owner can follow the activities. In this report he
clarifies the risks and what should be done about it. In addition, a great
Specific risk management review is done quarterly with everything that has been pointed out and
activities that should be added.
included in the program’s
schedule.
Stakeholder tolerance for Tolerance is almost zero. All risks should be anticipated and treated in a
risks preventive manner. There is a policy that says all risks should be reported
immediately to the direct superior and included in the records to find a
Tolerance level of the preventative solution. This stance is expected of everyone involved in the
program stakeholders in business.
terms of risk to show those
stakeholders based on their
level of influence on the
program in generating and
responding to program risk.
Risk reporting Risks are reported to the general manager who has the responsibility to
solve the problem. He, in turn, is responsible for reporting the events to
Content and format of the the owner and stakeholders.
program’s risk register. It
also describes
communication approaches
to be used in the program
with the various
stakeholders.
Risk tracking All risks should be reported immediately to the direct superior. This risk
is analysed and resolved immediately. All risks are reviewed and reported
Process to follow to track on a quarterly basis.
identified risks and to
identify any new risks. It
also includes the process to
document lessons learned

Assessment Task
based on the program’s risk

management activities.
SECTION 7 – PROGRAM DELIVERY MANAGEMENT

1. Case study
Consider your program of choice and the work that you have completed in section 1 to 6.
You are 9 months into your program and the following occurs:
 A change in government
 One of your key product/service experiences a sudden drop in demand
 Monitoring activities identify a sever non -compliance in your program (specify which one)
 One of your project manager requests 3 more staff to work on his project (specify the project)
 A variance in one of your budget item will cause an increase of 5% on your budget that was not
correctly estimated
 One of the payment for your program funding will be 2 months late
Address the following:

 Describe how funding issues will be addressed and identify what changes and updates will be
implemented in the program financial framework
In fact, it is common for a developing project to change. These can be directly linked to the budget, but
also to other aspects such as the delivery schedule or even the scope of work.
However, once the budget is completed and approved, it becomes the baseline of costs for the project.
And this line can only be changed through formal change control procedures.
In this case, then, the manager has the challenge of overcoming the difficulties and keeping the team and
the client's expectation under control. Again according to the PMBOK, the ideal is that the request be
accepted immediately, under the premise of a brief analysis to be communicated as soon as possible.
From this, the request should be described and documented in a Change Request. This means that the
process can not be done verbally, but procedurally.
 Describe how the change request will be managed according to your change management plan
for the program

Assessment Task
• Identify the need for change: Once a project has started, it is natural for other ideas and possibilities to
arise. But you have to understand that not all of them need to be realized and thus change the scope.
Therefore, critical analysis is needed to identify whether the change is beneficial or at least strictly
necessary to be included in the project scope.
• Prioritize the changes: No matter how good the evaluation, the inclusion of changes in the scope of the
project causes certain confusion and a need for adaptation. Rather than wanting to initiate all changes at
once, they should be prioritized and accomplished according to their importance.
• Document: Any change in scope, no matter how small or natural, must be properly documented. This
documentation, which can be done through a management system, serves both to make everyone aware
of the change and also so that the results can be evaluated more accurately. If the change is not
documented, then it will not be possible to evaluate with the least precision what effect, positive or
negative, she had on the project.
• Have a good communication: If maintaining good communication is already important for the proper
accomplishment of the project, with changes in scope this is an indispensable factor. Only with an open
channel of communication and with democratic access to the scope is it possible for everyone involved to
know exactly what the action plan is. In this way avoid mistakes, like collaborators following the old scope,
or noises in the communication.
 Describe if and why the change request will be approved (or not) and what the impact on the
program will be. If the change is approved, describe the implementation process and any
repercussion/update on the program.
Together with your team, you need to look at the impacts of the change in the project - which can benefit
greatly from the use of KPIs, as we have seen - by checking how much impact the budget could suffer.
Try to reflect if there are any alternatives that can replace the requested change.
 Describe how the change will be communicated to pertinent stakeholders
Whether or not approval, all involved will need to be properly communicated. This can be done through
reports. If the answer is yes, then do not forget to update the project plan before implementing the
change.
 Describe how the non-compliance that was identified will be addressed applying your compliance
process

Assessment Task
Addressing the nonconformity identified for the project will involve:
• correct the process or system that led to non-compliance, and
• implement the revised process or system to ensure that nonconformity has no impact on other projects.
 Describe how your risk plan will be affected by this change in circumstances (will some of the
identified risk occurred? How are they going to be managed? Have you identified new risks?)
Project changes can increase (or decrease) project costs. To properly manage changes, you need to set
limits on costs related to change so that our budget is properly maintained. In addition, for large projects,
separate change budgets (also known as contingency funds) must be established to set limits on the
costs of moving out of the original budget. Indeed, our initial budget sets the expected costs and its
amending budget controls the costs of subsequent changes.
 Develop a program status report to be submitted to pertinent stakeholders based on the issues
experienced in the program. Include the status report in this document or in a separate document
calling the file BSBPMG615_Program Status report for case study
WBS Task Name Start Finish
Duration STATUS
1 Online Portal January 1 July 22 145 days IN PROGRESS
1.1 Requirement gathering January January 12 8 days DONE
1.1.1 Software requirement Document January 1 January 12 8 days DONE
1.1.2 Specification of Architecture January 1 January 7 5 days DONE
1.2 Designing January 13 April 20 70 days DONE
1.2.1 Architecture Design January 13 February 23 30 days DONE
1.2.1.1 FrontEnd Design January 13 February 16 25 days DONE
1.2.1.2 BackEnd Design February 24 February 23 30 days DONE
1.2.2 Wide Framing February 24 March 9 10 days DONE
1.2.3 Approval March 10 March 16 15 days DONE
1.2.4 Actual design March 10 April 20 30 days DONE
1.3 Development January 13, May 21 93 days IN PROGRESS
1.3.1 Online Learning Curriculum January 16 April 30 75 days DONE
1.3.1.1 Course Selection January 16 January 29 10 days DONE

Assessment Task
1.3.1.2 Content Development January 30 March 12 30 days DONE
1.3.1.3 Course Presentation March 13 April 2 15 days DONE
1.3.1.4 Course Compilation April 3 April 30 20 days DONE
1.3.2 Online Learning Resources January 13 May 18 90 days IN PROGRESS
1.3.2.1 Content Development January 13 February 23 30 days DONE
1.3.2.2 Documentation February 24 March 23 20 days DONE
1.3.2.3 Lecture Videos & Presentation March 24 April 20 20 days DONE
1.3.2.4 Online Library April 21 May 18 20 days IN PROGRESS
1.3.3 Online Quizzes and Assessments May 1 May 21 15 days IN PROGRESS
1.4 Testing May 22 June 30 22 days TO DO
1.5 Deployment July 1 July 22 16 days TO DO
 Describe the impact of the issues experienced by the program on expected benefits
In order to maintain proper control of project change, we assess and identify the "impact of change" that
is, how will these changes affect the project as a whole or in part? Will the change affect the scope,
deliverables, schedules, resources or any other element of the project? With this detailed understanding,
we can define adequate but flexible limits as a guideline for review and approval of changes.
ASSESSMENT T1 CHECKLIST
Complete section 1,2,3,4,5,6,7 addressing all points as instructed in the help-text.
Section 1,2,3,4,5,6,7 require the development of the following documents:
PWBS
High-level program financial framework
High-level program resource plan
Program status report template
High-level guidelines to monitor and control key program management processes
Audit plan
Change plan
Risk plan
Change request form (according to scenario in case study)
Program status report (according to scenario in case study)


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Unit Code BSBPMG615

Unit Name Manage program delivery

Assessment Code T1 Due Date See Training Schedule

Student Name Student ID LON0000

TA102 FO Assessment Task Page 1 of 26

You are required to:

The assessment comprises of sections:

SECTION 1: Program funding

SECTION 2: Program resources

SECTION 3: Program progress

SECTION 4: Program legal and regulatory requirements

SECTION 5: Program change management

SECTION 6: Program risks

SECTION 7: Program delivery management

SECTION 1 – PROGRAM FUNDING

The Lonsdale Institute is a school specializing in business courses.

2. Program funding requirements

1. Online Portal 1.3.3 Online Quizzes and Assessments

TA102 FO Assessment Task Page 3 of 26

Cost Category Cost

Direct labour $ 100, 000

Indirect labour $ 20, 000

Total cost of the labour $ 120, 000

Hardware acquisition $ 50, 000

Software acquisition $ 10, 000

Total cost of the equipment acquisition $ 60, 000

Consultation Charges $ 10, 000

Total Other Charges $ 10, 000

Contingency Charges $10,000

Total Cost of the Project $200,000

Project Manager had to submit written application to Executive

Project Manager will reset the baseline and along with

TA102 FO Assessment Task Page 4 of 26

3. Program financial framework

Funding Bank loan with return in 36 months.

TA102 FO Assessment Task Page 5 of 26

Financial • Problems with resources

Known risks Delay of deliverables

Financial Grant Budget Total Budget

Development 3 $ 250 $ Development 3 $ 200 $

use. 30.000,0 24.000,0

Resource Resource Skill Level Associated Task

Development Supervision of contractor and

TA102 FO Assessment Task Page 7 of 26

Hardware N/A Computers, printers, rotator Full Time 10 computers

Software for the integration of

Technical suggestions for

Metrics • Schedule variance (SV)

Approval Michael Cruz

SECTION 2 – PROGRAM RESOURCES

TA102 FO Assessment Task Page 8 of 26

Brief the analytical structure of the project.

external, Design Insurance of timely completion of

required for Equipment required

Technical suggestions for ensuring

TA102 FO Assessment Task Page 9 of 26

Resource Project Team: first month

TA102 FO Assessment Task Page 10 of 26

Approval Michael Cruz

SECTION 3 – PROGRAM PROGRESS

TA102 FO Assessment Task Page 11 of 26

Briefly, this phase can be described as follows: