BSBPMG511-Manage-Project-Scope-Heitor-Aguiar DONE

CANTERBURY
TECHNICAL INSTITUTE
ASSESSMENT
BSB51415
Diploma of Project Management
BSBPMG511
Manage project scope
Candidate must fill this section:

Candidate Name: Heitor Guimaraes de Aguiar
Candidate ID: Cti2017411
Assessment Completion Status: (Trainer Use Only)

Skills and Major Assessor’s
Attempts Activity Satisfactory Non-Satisfactory Date
Knowledge Activity Signature
4
Canterbury Technical Institute
CRICOS Code – 02938MRTO No: 31645
Information for Candidate:

 All work is to be entirely of the candidate.
General Information for this assessment:
 Read the instructions for each question very carefully.

 Be sure to PRINT your FULL name & LAST name in every place that is provided.
 Short questions must be answered in the spaces provided.
 For those activities requesting extra evidence such as: research reports, ESSAY reports, etc. The student must attach its own work
formatted in double space, Arial 12 pts.
 All activities must be addressed correctly in order to obtain a competence for the unit of competency.
 If the candidate doesn’t understand the assessment, they can request help from the assessor to interpret the assessment.
 Assessments must contain references where required in the style proposed by the Trainer.
Re-assessment of Result& Academic Appeal procedures:

If a student at CTI is not happy with his/ her results, that student may appeal against their grade via a written letter, clearly stating the grounds of
appeal to the Student Services & Academic Manager. This should be submitted within fourteen days of feedback being provided towards the
unit/cluster.
Re-assessment Process:
 An appeal in writing is made to the Student Services & Academic Managerproviding reasons for re-assessment /appeal.
 Student Services & Academic Managerwill delegate another faculty member of CTI to review the assessment.
 The student will be advised of the review result done by another assessor.
 If the student is still not satisfied and further challenges the decision, then a review panel is formed comprising the lecturer/trainer in charge, the
Deputy Principal and the Director of Student Services OR if need be an external assessor.
 The Institute will advise the student within 14 days from the submission date of the appeal. The decision of the panel will be deemed to be final.
 If the student is still not satisfied with the result, the he / she has the right to seek independent advice or follow external mediation option with
CTI’s nominated mediation agency.
 Any student who fails a compulsory subject or appeals unsuccessfully will be required to re-submit the unit/cluster assessment as required.

The cost of reassessment will be borne by the Institute. The external assessor will base his/her judgement based on principles of assessment. These
principles require assessment to be reliable, fair, practical and valid.
Academic Appeals
 If you are dissatisfied with the outcome of the re-evaluation process, you have a right to appeal through CTI’s complaint / grievance protocol.
 The notice of appeal should be in writing addressed to the Deputy Principal and submitted within seven days of notification of the outcome of the
re-evaluation process.
 If the appeal is not lodged in the specified time, the result will stand and you must re-enrol in the unit.
 In emergency circumstances, such as in cases of serious illness or injury, you must forward a medical certificate in support of a deferred appeal.
The notice of appeal must be made within three working days of the concluding date shown on the medical certificate.
 The decision of Deputy Principal will be discussed with the PEO and will be final.
 Student would then have the right to pursue the claim through an independent external body as detailed in the students’ complaint / grievance
policy.
BSBPMG511-V2018.1-20180901 © Canterbury Technical Institute - 2018 |Page 2 of 19

Assessment Marking Checklist for BSBPMG511

Instructions to assessors: This checklist is to be used to record your evaluation of the candidate’s evidence provided in
Task 1. When completing this checklist, you must ensure that:
 Each checklist item is assessed against the criteria listed.
 An assessment result of ‘Yes’ or ‘No’ is recorded on the right of the checklist.
 Feedback is provided to the student.
The candidate is advised of the assessment result.
Checklist item: Candidates must answer all questions correctly: Result
Section A: Activity S NYS
Assessment
Theory
Section B: Skills and Knowledge Activity S NYS

Section C: Major Activity S NYS
The student demonstrated the ability to complete project
S NYS
Practical Observation
authorisation activities
The student demonstrated the ability to collaborate with
S NYS
stakeholders to produce a scope-management plan
The student demonstrated the ability to implement scope-
S NYS
management plan according to procedures
The student demonstrated the ability to review and document
scope-management implementation and recommend S NYS
improvements.

Assessment task result Is a reassessment or resubmission required?

Satisfactory Not Satisfactory Yes No
Resubmission notes:
Feedback
Assessor name Assessor signature Electronic initials are acceptable Date
Student Acknowledgement
☐ I understand all the above rules, guidelines and feedback for this assessment.
The assessment process including the provisions for re-submitting and academic appeals
were explained to me and I understand these processes
I understand the consequences of plagiarism and confirm that this is my own work and I
have acknowledged or referenced all sources of information I have used for the purpose of
this assessment
Student Name: Student Signature: Electronic initials are acceptable Date

For the Learner:
Activity 1A
Estimated 15 Minutes
Time
Objective To provide you with an opportunity to develop and confirm procedures for project
authorisation with an appropriate authority.
Activity What is project authorisation?
Through the process of project authorisation, you will aim to gain permission to carry out
your project along with the written approval to do so.
What does project authorisation include? Give details.
 Proposing the project
 Reviewing the project
 Approving or rejecting the project.
Who may the appropriate authority be?
 Already have been decided before involvement of the project manager
 Be in the form of a scope statement briefly explaining why the project has
been formed, what it hopes to achieve and how success will be measured
 Be required at a number of critical review points during the project.
Decide on an example of a project that relates to your own organisation. Give details on the
procedures you will use for project authorisation.


Activity 1B
Estimated Time 20 Minutes
Objective To provide you with an opportunity to obtain authorisation to expend resources.
Activity What may you need to present in order to gain authorisation to expend
resources?
Expending resources is simply using the resources that you need in order to carry
out your project. This should be considered as part of your project’s plan and
needs to be authorised by the correct person. You should make sure that you know
who this person is. Your resources are an extremely important element for your
project and need to be used correctly and efficiently in order for your project to be
a success.
When you are seeking approval to expend resources you should justify the reasons
for needing the resources, regardless of whether it’s money or manpower. In order
to authorise the expending of resources, you may need to present your proposal
(discussed in Chapter 1.1) and review the business case against it.
What is a business case?
A business case is a documented argument that is intended to convince someone to

approve your project. It involves the reasoning for initiating your project and
captures both the quantifiable and unquantifiable characteristics of your project. A
business case will examine the benefits and risks of carrying out your project,
along with the benefits and risks of not carrying it out. Within a business case, you
should support the need to use resources with the specific needs of your project
Within your organisation, who would you need to gain authorisation from?
Project manager
Using your example project from Activity 1A, explain what resources you will
require and how you will gain authorisation to expend these resources.
 Submission: An approval process usually begins with someone submitting

something (a document, invoice, purchase order, etc.). You’ll need to create a
submission portal where users go to submit their work. Think about including a
submission receipt option, so submitters have a record of their activity.
 Assign Approvers: The approval process hinges on someone else (not the
submitter) approving the work, so you’ll need to identify the person or people who
have the final say. If your process has multiple approval levels, define who will
approve which aspects of work at each level.
 Set Permission Levels: Define the level of authority each user should have. Most
systems have features to delineate among viewer, editor, and administrator
permissions, so you can control who edits, rejects, or approves submissions.

 Set Due Dates: As with any project, it’s important to set deadlines to keep your
workflows moving and prevent work backlogs.
 Automatic Alerts and Notifications: A program that automatically sends alerts
and notifications about the status of a submission can help expedite workflow.
Automatic alerts may be approval or rejection notifications, update requests
(where the approver requests that the submitter makes changes to the original
submission), or a simple status update alerting users that work is advancing to the
next step in the process. Submissions may have to go through multiple rounds of
edits before they are approved, so automatic alerts and notifications can ensure
that items are accomplished quickly and that everyone is aware of the current
status.
 Record/Log: Having a record of every step in the approval process is one of its
greatest benefits for increasing transparency and ensuring consistency. If you plan
on using an automated solution, look for a program that offers the following
capabilities:

 View User History: See who has made changes, to what, and when.
 Lock Record: This will make the record uneditable, so that no user can
change the log of actions.
 Edit Record: In some cases, you might want the record to be kept
editable - for instance, if you made a mistake or need to keep certain
information private from other parties.
Activity 1C
Objective To provide you with an opportunity to confirm project delegations and
authoritiesin project governance arrangements.
Activity What is a governance framework?
Governance arrangements are the details of your project within your governance
framework. A governance framework generally consists of the standards,
processes and procedures that need to be followed throughout your project. It
allows the stakeholders that are involved with the project to understand what their
roles and responsibilities consist of. Everyone that is involved with the project
should be fully aware of the governance framework that is in place, along with
their own roles and responsibilities. It is also important that everyone knows their
own limitations within the project.
Within the project governance arrangements, the project delegations and
authorities should be confirmed. Delegation is an important management skill and
is vital for effective leadership.
What may project delegations and authorities include?

 Consultative expectations
 Degree of line authority with project team
 Finance expenditure limits
 Procurement delegations
 Required organisational procedures.
Define responsibility.
If you are given responsibility to get a task done within your project; do it.
Responsibility tends to flow from top to bottom. For example, the higher up in the
project you are, the more responsibility you are likely to have. It is your duty to
complete any task that is assigned to you by the relevant authority.
Define authority.
Within project management, authority is the power associated with using and
allocating the resources of your project. Authority should be well-defined and
involves making decisions, giving orders and getting things done. It also usually
flows from top to bottom. For example, the higher up in the project you are, the
more authority you are likely to have. If you have authority, you should ensure that
you know the scope of it and you must never misuse it. Authority should be
accompanied with equal responsibility.
Define accountability.
Accountability cannot be delegated but is closely linked with responsibility and

authority. If you are held accountable for something, you will have to give
explanations for any difference between the actual performance and the original
expectations of the project. Accountability arises from responsibility and you
cannot escape it. You are the one that is answerable for the end result of the
project.
Describe the delegation process.
 Assigning duties
 Granting authority
 Creating responsibility and accountability.

Using your example project from Activity 1A, show your methods for delegating
authority. Who will be assigned authority? What about responsibility?
Identify approvers for each stage of the approval process
Activity 2A
Objective To provide you with an opportunity to identify, negotiate and document project
boundaries.
Activity What is a project boundary?
There are three components that need to be identified within the process of
developing the scope of your project; deliverables, requirements and boundaries.
The project manager is responsible for creating the scope statement for the project
through the identification of these three components. This chapter will look at
identifying, negotiating and documenting project boundaries.
Boundaries are closely linked to objectives and they define the content of the
project in terms of the expected results. They create a holistic perception of the
project work and are measurable and auditable characteristics that belong to the
project. Clear boundaries can help direct the things that are applicable to those
areas within the project scope.
Gives examples of project boundaries.
 Assumptions
 Constraints
 Exclusions
 Inclusions
 Principal work activities
 Product specification
 Project deliverables
 Project objectives
 Scope of works
 Work breakdown structure.
When identifying boundaries, what should you consider?

 Boundaries are closely linked to objectives

 They define the content of the project in terms of the expected results
 They create a holistic perception of the project work
 They are measurable and auditable characteristics that belong to the
project
 Clear boundaries can help direct the
things that are applicable to those
areas within the project scope.
What are the benefits of identifying project boundaries?
 Helps to understand when project starts and ends

 Ensures high performance
 Reduces the need for control
 Allows individuals/teams to manage own activities
 Improves project management process
 Helps plan human resources required
for project.
Using your example project, identify your project boundaries.
Unlike risks, critical project barriers are insurmountable issues that can be
destructive to a project’s initiative. In this project, the following are possible
critical barriers:
 Removal of project funding
 This project will affect Australia operations only. All other locations are
out of scope.
Activity 2B
Objective To provide you with an opportunity to establish measurable project benefits,
outcomes and outputs.
Activity What are project benefits?
A project benefit is the desired result of a project and you should ensure that your
project provides clear benefits. These benefits can be tangible, objective and easily
measured or intangible, subjective and not so easily measured.
What are project outcomes?
In order to enable the evaluation of your project’s performance at a later stage,

you should identify the measurable outcomes. Once the goals and objectives for
your project have been outlined, you should identify the outcomes that you wish to
reach. Be specific. Usually, the outcomes of a project are the tangible results. Your
outcomes should reveal the extent of the impact your project had as well as the
different types of impact it had.
In order to create outcomes, you need to transform your objectives into your
deliverables and your outcomes. By having good, clear objectives, you will be able
to create and measure good outcomes. The process of defining the measurable
outcomes of your project may take some time. However, it is worth putting the
effort in as everyone that is involved with the project will have a clear
understanding of what the expected results are. This will ensure your project is
effective and productive.
Although it is sometimes difficult, it is not impossible to measure your outcomes.
The measurement of these outcomes is often a subjective process. Outcomes are
documented by evaluation techniques once the project has been completed. Keep
the ‘SMART’ technique discussed in Chapter 2.1 in mind when developing your
project outcomes
What are project outputs?
Project outputs are related to your project objectives and are the results of your
project that are ‘put out’. They can be the services that you offer, the facilities that
you provide or the products that you sell. Project outputs are usually tangible, easy
to measure objectively and are considered complete on delivery. The project
outputs that you establish should be measurable and are achieved immediately
after implementing your project.
Using your example project, outline your benefits, outcomes and outputs.
Describe how you will measure each of these.
LightWave products are custom engineered fiber optic and copper cables
assemblies to meet the demands of quick turn around, rapid response products for
our customer's. From concept, to design, through to full production our engineers
are always available with the latest in technology to meet the highest quality
standards. Utilizing today's leading edge software and equipment to ensure our
rapid response team will meet your demands with only the highest quality
products.
The following assumptions were made in preparing the Project Plan:
 LightWave employees are willing to change business operations to

take advantage of the functionality offered by the new cable
technology.
 Management will ensure that project team members are available as

needed to complete project tasks and objectives.
 The Steering Committee will participate in the timely execution of the

Project Plan (i.e., timely approval cycles and meeting when required).
 Failure to identify changes to draft deliverables within the time

specified in the project timeline will result in project delays.
 Project team members will adhere to the Communications Plan.
 Mid and upper management will foster support and “buy-in” of

project goals and objectives.
 The City will ensure the existence of a technological infrastructure

that can support the new cable technology.
 All project participants will abide by the guidelines identified within

this plan.
 The Project Plan may change as new information and issues are
revealed.
Activity 2C
Objective To provide you with an opportunity to establish a shared understanding of
desired project outcomes with relevant stakeholders.
Activity Who may the relevant stakeholders be?
 Project Sponsor
 Project Manager
 Project Participants
 Steering Committee
 Subject Matter Experts
When developing your outcomes what should you remember?
 Think about how you will monitor your outcomes throughout your
project
 Consider how you will measure your progress in relation to your

outcomes at the end of your project
 Decide what you are going to monitor and measure (outcome

indicators)
 Decide how often you will measure these indicators
 Focus on quality rather than quantity
 Think about the tools you will use to monitor and measure your
outcomes.
 Aim to establish a shared understanding of the outcomes of the

project with the relevant stakeholders.
In relation to your example project, outline who the relevant stakeholders may
be.
 Project Sponsor
 Project Manager
 Project Participants
 Steering Committee
 Subject Matter Experts

Activity 2D
Objective To provide you with an opportunity to document scope management plan.
Activity What is a scope management plan?
Project scope outlines the work that needs to be accomplished in order to gain the
required result within your project. Scope involves gathering the information that
you need in order to start a project. It is a term that is used to explain the
combined objectives and requirements that are necessary to complete your project.
The process of developing and managing the scope of your project is done so using
a scope management plan.
A scope management plan describes how the scope of your project will be defined,
developed, monitored, controlled and verified. Within a scope management plan,
the roles and responsibilities of everyone involved with the project are also
outlined. It can help to manage any chaos that may occur within the process. The
work breakdown structure will also be created and defined within a scope
management plan.
Give examples of the benefits of having a scope management plan.
 Applicable to public (government) and private organizations and projects

 Helps prioritize and reduce ad hoc work requests, which can save time and
money
 Allows for quantitative analysis to validate the need of an ad hoc request
 Facilitates productive communications with stakeholders and their team
 Serves as a tool to manage client expectations, work load balancing, and
team morale
For your example project, create a scope management plan.
The Scope Management Plan provides the scope framework for LightWave Cable
Project.
This plan documents the scope management approach, roles and responsibilities
as they pertain to project scope, scope definition, verification and control
measures, scope change control, and the project’s work breakdown structure.
Any project communication which pertains to the project’s scope should adhere to
the Scope Management Plan.
The Project Director, Sponsor and project team will all play key roles in managing
the scope of this project.
As such, the Project Sponsor, Project Manager, and team members must be aware
of their responsibilities in order to ensure that work performed on the project is

within the established scope throughout the entire duration of the project.
Activity 3A
Objective To provide you with an opportunity to implement agreed scope management
procedures and processes.
Activity What may scope management include?
 Activities and tasks in the work breakdown structure
 Constraints, assumptions and exclusions
 Deliverables
 High-level risk identification
 Key personnel
 Preferred work organisation
 Project benefits and outcomes
 Project objectives.
Explain the scope management procedures and processes in relation to your

example project.
A proper scope identification process will allow for a requirements

identification step. This is where you contact the stakeholders, meet with them if
necessary, and identify and prioritize all of the external requirements the project
must meet. It’s important not to miss anything. Most projects have a myriad of
requirements originating from many stakeholders, and it’s surprisingly easy to
miss one minor one that has an outsized ability to affect the project.
Procedures should be in place to inspect and examine the scope of the project at
regular intervals and important milestones. Also, since most projects have some
sort of scope change during their life span, procedures should be in place to allow
for efficient change management and communication.
Scope definition:
The project will introduce new cable technology, including the following:
 Retractable transport handle

 Efficient clutching system to control the speed of cable distribution
and retrieval
 Two durable frame mounted wheels
 Separate connector compartment
 Allows for use of full or partial cable length
 Stainless steel hardware
 Sturdy frame reduces risk of damage to cables

 Rugged transport case included with BP-1000
Activity 3B
Objective To provide you with an opportunity to manage impact of scope changes within
established time, cost and quality constraints according to change control
procedures.
Activity Using your example project, outline the time, cost and quality constraints you
may face.
The financial commitment of the project is dependent on several variables. There

are the resources involved, from materials to people, which include labor costs.
There are other outside forces that can impact a project, which must be considered
in the cost of the work.
Create a sense of order; Knock out prerequisite tasks so project can develop
smoothly without hangups.
 Plan Schedule Management: Creating policies, procedures and

documentation for planning, executing and monitoring the project
schedule
 Define Activities: Identifying and documenting what actions must be done

to produce the project deliverables
 Sequence Activities: Identifying and documenting the logical order of

work to be most efficient
 Estimate Activity Resources: What type and how many materials, people,

equipment, supplies, etc. are needed to perform each activity
 Estimate Activity Durations: How long will it take to complete each

activity with the resources estimated
 Develop Schedule: Analyze activity, duration, resources and timeline to

develop a Schedule
 Control Schedule: Comparing planned schedule to actual progress to

determine if your project is on track
If scope change was necessary, how would you manage its impact on your
deadline, budget and quality requirements?
1. First, it is important to identify who will oversee the approval or

rejection of any proposed changes. Will it be up to one individual,
a small committee, or the whole project team? Establishing who is
in charge is important for your team and your client, as it
expresses that you are prepared for any changes that may occur
and that you will not be taken advantage of by an unscrupulous
client
2. Make a clear schedule. Outlining every step of the project makes it
easier to identify if and when scope creep begins. Keeping a close
eye on all activity and making sure that your team is on track is
the easiest way to keep any discrepancies at bay.
3. Verify everything with your client (internal or external). Making
sure your client is on board with your plans is paramount to
successful completion of the project.
4. Breaking the project down into small, digestible portions is a
good way to keep everyone on track.
5. Keeping your team happy always makes things run more smoothly.
Team members who feel fulfilled by their work and who feel they
can be open with ideas and suggestions are team members who
truly care about the work they produce.
6. Avoid gold plating. Gold plating refers to the practice of adding
extra features to the end result without the client’s consent .
Reference: https://www.workzone.com/blog/what-is-scope-creep/, on 18/02/2019

at 9h20pm
What is a change control procedure?
 Determining that a scope change has occurred or is about to

occur
 Identifying and reporting scope creep
 Identifying factors influencing changes to scope
 Implementing agreed scope changes
 Monitoring and reporting the effect of scope changes on other

areas and on achievement of project objectives
 Refining scope progressively throughout the project life cycle
 Seeking authorisation for changes to project scope.
What steps are involved within a change control procedure?
 Record
 Assess

 Plan
 Build and test
 Implement
 Gain acceptance.
What may change control procedures include?
 Formal agreements, for example contracts, subcontracts and

memoranda of understanding
 Major elements of the project likely to change, for example

design, engineering and finance
 Project documentation, including plans, schedules, statements,

directives, guidelines and instructions.
Activity 3C
Objective To provide you with an opportunity to identify and document scope management
issues and recommend improvements for future projects.
Activity Outline 5 possible scope management issues.
 Poor communication
 Scope creep
 Incomplete scope
 Time wasting
 Missed deadlines
For each issue, suggest improvements in order to avoid this issue in the future.

 Keeping your eye on scope creep
 Identifying all the work that is necessary
 Ensuring everyone involved with the project knows exactly what is

expected of them
 Monitoring the progress of the project closely against your

original plans
 Making sure you know what the project team needs to do and how
they should do it

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CANTERBURY

Manage project scope

Candidate must fill this section:

Assessment Completion Status: (Trainer Use Only)

Information for Candidate:

General Information for this assessment:

 Read the instructions for each question very carefully.

Re-assessment of Result& Academic Appeal procedures:

BSBPMG511-V2018.1-20180901 © Canterbury Technical Institute - 2018 |Page 2 of 19

Assessment Marking Checklist for BSBPMG511

Section B: Skills and Knowledge Activity S NYS

BSBPMG511-V2018.1-20180901 © Canterbury Technical Institute - 2018 |Page 3 of 19

Assessment task result Is a reassessment or resubmission required?

Assessor name Assessor signature Electronic initials are acceptable Date

BSBPMG511-V2018.1-20180901 © Canterbury Technical Institute - 2018 |Page 4 of 19

For the Learner:

What does project authorisation include? Give details.

 Proposing the project

 Reviewing the project

 Approving or rejecting the project.

Who may the appropriate authority be?

 Already have been decided before involvement of the project manager

 Be required at a number of critical review points during the project.

BSBPMG511-V2018.1-20180901 © Canterbury Technical Institute - 2018 |Page 5 of 19

BSBPMG511-V2018.1-20180901 © Canterbury Technical Institute - 2018 |Page 6 of 19

What is a business case?

A business case is a documented argument that is intended to convince someone to

 Submission: An approval process usually begins with someone submitting

BSBPMG511-V2018.1-20180901 © Canterbury Technical Institute - 2018 |Page 7 of 19

What may project delegations and authorities include?

 Degree of line authority with project team

 Finance expenditure limits

 Required organisational procedures.

Accountability cannot be delegated but is closely linked with responsibility and

Describe the delegation process.

 Creating responsibility and accountability.

BSBPMG511-V2018.1-20180901 © Canterbury Technical Institute - 2018 |Page 9 of 19

Identify approvers for each stage of the approval process

Gives examples of project boundaries.

 Principal work activities

 Work breakdown structure.

When identifying boundaries, what should you consider?

 Boundaries are closely linked to objectives

What are the benefits of identifying project boundaries?

 Helps to understand when project starts and ends

Using your example project, identify your project boundaries.

 Removal of project funding

What are project outcomes?

In order to enable the evaluation of your project’s performance at a later stage,

What are project outputs?

The following assumptions were made in preparing the Project Plan:

 LightWave employees are willing to change business operations to

 Management will ensure that project team members are available as

 The Steering Committee will participate in the timely execution of the

 Failure to identify changes to draft deliverables within the time

 Project team members will adhere to the Communications Plan.

 Mid and upper management will foster support and “buy-in” of

 The City will ensure the existence of a technological infrastructure

BSBPMG511-V2018.1-20180901 © Canterbury Technical Institute - 2018 |Page 12 of 19

that can support the new cable technology.

 All project participants will abide by the guidelines identified within

When developing your outcomes what should you remember?

 Consider how you will measure your progress in relation to your

 Decide what you are going to monitor and measure (outcome