1575_Scope_and_Quality_Management_Work Book Lect

BSB41515 CERTIFICATE IV IN PROJECT
MANAGEMENT PRACTICE
Resource
Scope Management
and Quality Management
BSBPMG409 Apply Project Scope Management Techniques
BSBPMG411 Apply Project Quality Management Techniques
ii
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BSB41515 CERTIFICATE IV IN PROJECT MANAGEMENT PRACTICE | SCOPE AND QUALITY MANAGEMENT_V1.1
iii
Contents
Unit of Competency........................................................................................... iv
BSBPMG409 Apply Project Scope Management Techniques............................ iv
BSBPMG411 Apply Project Quality Management Techniques........................... iv
Grading System................................................................................................ iv
Assessment 1.................................................................................................... v
Assessment 2................................................................................................... vi
Legend............................................................................................................. vii
1. Contribute to Defining Project Scope ............................................................ 1
Activity 1.1..............................................................................................................4
Activity 1.2..............................................................................................................6
Activity 1.3..............................................................................................................8
Activity 1.4............................................................................................................12
Activity 1.5............................................................................................................14
2. Apply Project Scope Controls....................................................................... 15
Activity 2.1............................................................................................................18
Activity 2.2............................................................................................................20
3. Contribute to Review of Scope Controls....................................................... 22
Activity 3.1............................................................................................................25
Activity 3.2............................................................................................................27
Activity 3.3............................................................................................................29
4. Contribute to Project Quality Planning........................................................ 30
Activity 4.1............................................................................................................31
Activity 4.2............................................................................................................33
Activity 4.3............................................................................................................35
Activity 4.4............................................................................................................38
5. Apply Quality Policies and Procedures........................................................ 39
Activity 5.1............................................................................................................41
Activity 5.2............................................................................................................43
Activity 5.3............................................................................................................44
Activity 5.4............................................................................................................46
Activity 5.5............................................................................................................48
6. Contribute to Project Continuous Improvement Process............................. 49
Activity 6.1............................................................................................................50
Activity 6.2............................................................................................................52
Activity 6.3............................................................................................................54

iv
UNIT OF COMPETENCY
BSBPMG409 Apply Project Scope Management
Techniques
ELEMENT
1. Contribute to defining project scope
2. Apply project scope controls
3. Contribute to review of scope controls
BSBPMG411 Apply Project Quality Management

Techniques
ELEMENT
1. Contribute to project quality planning
2. Apply quality policies and procedures
3. Contribute to project continuous improvement process
For further information on the Units of Competency, please visit

www.training.gov.au, or refer to your Course Outline booklet.
GRADING SYSTEM
High Distinction (HD) 85% and above
Distinction (D) 75-84%
Credit (Cr) 65-74%
Pass (P) 50-64%
Not yet competent (NYC) Below 50%

v
ASSESSMENT 1
BSB41515
Course Name
Certificate IV in Project Management Practice
Subject/module Scope and Quality Management
Part A – Written or Oral Questions

Assessment method
Part B – Written or Oral Questions
Due date Session 5
Weighting 50%
BSBPMG409
Apply Project Scope Management Techniques
Units of Competency
BSBPMG411
Apply Project Quality Management Techniques
Instructions
1. Assessments will be provided by your trainer.
2. Assessments should be completed as per trainer’s instruction.
3. The assessment must be submitted by the session mentioned above in
the due date.
4. Your assessment should be presented as a word-processed document
addressing all elements of the assessment.
5. Plagiarism is copying someone else’s work and submitting it as your own.
Any plagiarism will result in a mark of zero.
6. A list of references must be included.
7. Trainer will advise if a hard copy of the assessment is required or
whether the assessment should be digitally uploaded.

vi
ASSESSMENT 2
BSB41515
Course Name
Certificate IV in Project Management Practice
Subject/module Scope and Quality Management
Part A – Case Study

Assessment method
Part B – Written or Oral Questions
Due date Session 8
Weighting 50%
BSBPMG409
Apply Project Scope Management Techniques
Units of Competency
BSBPMG411
Apply Project Quality Management Techniques
Instructions
1. Assessments will be provided by your trainer.
2. Assessments should be completed as per trainer’s instruction.
3. The assessment must be submitted by the session mentioned above in
the due date.
4. Your assessment should be presented as a word-processed document
addressing all elements of the assessment.
5. Plagiarism is copying someone else’s work and submitting it as your own.
Any plagiarism will result in a mark of zero.
6. A list of references must be included.
7. Trainer will advise if a hard copy of the assessment is required or
whether the assessment should be digitally uploaded.

vii
LEGEND
Not all ICONS are used in this workbook
Research/Investigate
This tells you to go and find out some information
Activity/Provide notes
This indicates that you need to take notes and/or complete
an exercise/activity in this workbook
Reference material/manuals
This means you should look to sample of organisations’
policies and procedures or to some other learning material,
resources to complete this exercise/activity.
Think
Take some time to think about the information and record
your own ideas
Talk
Talk to your peers, colleagues – swap ideas.
Reading
Selected extra reading requirements.
You
Sydney Ferries
Youtube
Selected Youtube requirements.
Tube

1
BSBPMG409 Apply Project Scope Management Techniques
1. CONTRIBUTE TO DEFINING PROJECT SCOPE

1.1. Review project initiation documentation and assist in identifying project
objectives and requirements
1.2. Contribute to identifying project deliverables
1.3. Contribute to identifying measurable outcomes to enable evaluation of
project performance
1.4. Contribute to developing and documenting the scope management plan
1.5. Assist in obtaining agreement to scope from relevant project authority
1.1 – Review project initiation documentation and assist in identify-
ing project objectives and requirements
What is project scope?
Project scope is part of the planning process within any project. It outlines the
work that needs to be accomplished in order to gain the required result; this is
normally the delivery of a product or service. A project scope provides guidelines
for everybody that is involved within the project to help make decisions. The better
your project is ‘scoped’ at the beginning, the better your team will be able to
handle any changes that may occur.
It involves creating a list of:
ff Project goals and objectives
ff Tasks
ff Deliverables
ff Resources
ff Deadlines
ff Costs.
Effective scope management should lead to everyone within the team
understanding the project and agreeing on how the goals will be met. This
requires good communication and strong team work.
Reviewing project initiation documentation
The project initiation document (PID) is assembled using a series of other
documents to form a logical document that brings together all of the key
information that is required to start and run your project. A PID is often
considered as a contract between project manager and project board for the
particular project. It represents that plan of approach within project management
and defines all the major aspects within a project. As a PID will inform everyone
that is involved within a project where it is heading from the very beginning, it is
likely to lead to an effective and productive process.
A PID can be used for:
ff Managing a project

2
ff Assessing a project’s overall success

ff Providing a reference point throughout the project.
It will cover:
ff Who?
ff What?
ff When?
ff How?
ff Why?
It will include:
ff A definition of the project, its goals and scope
ff A justification for the project
ff The funding
ff A definition of the roles and responsibilities of everyone that is involved
ff Any constraints that may occur.
Project initiation documentation may include:
ff Approved project charter or mandate
ff Business case
ff Changes to internal or external organisations, legislation and/or regulations
ff Documentation accessed through various accessibility modes
ff Feasibility study
ff Minutes of management or executive decisions
ff Organisation strategic and business plans
ff Outcomes and recommendations of associated projects.
Identifying project objectives and requirements
Goals are the long-term desired results of a project. What will the project
accomplish? They are often broad statements.
Objectives are smaller, specific statements that support a goal. You may
be required to assist in identifying the objectives and requirements of your
particular project. Objectives are the practical statements that will indicate how
your project will proceed. They can come from multiple sources; you may need
to collect and redefine them in a way that everyone will understand. Objectives
need to be measurable.
Project objectives and requirements may include:
ff Specifications for products and/or services

3
ff Statements in measurable format.

Your objectives can be:
ff Based on feedback from customers, clients or employees
ff Based on the goals of the project
ff Impacted by practical limitations (e.g. skills, budget or time)
ff Influenced by a superior within your organisation.
Your objectives should be SMART:

ff Specific
ff Measurable
ff Achievable
ff Realistic
ff Timely.
Specific
The objectives within a project should be clear, well-defined and unambiguous.
They should target a particular area and have specific outcomes. Good objectives
should answer the six ‘W’ questions: who, what, where, when, which and why?
Measurable
Your project objectives should be able to measure the progress of your project
and the overall success of it.
An objective should let you:
ff Identify the end of an objective
ff Know when it has been achieved
ff Figure out how far away completion is.
Achievable
An objective should be attainable in the required quality whilst accounting for
the time, technology and resources that are available. Ask yourself: are you
attempting too much?
Realistic
Each objective within a project needs to be sensible and realistic. Any objective
should be related to the available resources and prioritised in a way that will
ensure the project goals are achieved. Everyone that is involved should be willing
and able.
Timely

4
Activity 1.1
1. What is project scope? What does it involve?
2. What is a project initiation document? What does it cover?
3. What are goals?
4. What are objectives?
5. What does SMART stand for?
6. In relation to your organisation, come up with three SMART objectives.

5
1.2 – Contribute to identifying project deliverables

Project deliverables
Project deliverables are the building blocks of your overall project and are
the tangible, measurable and specific results of the process of your project.
Deliverables are the reason projects are created and they may contain a
number of smaller deliverables. They are the products and/or services you
give to customers, clients and employees and they normally have a date for
when they are due. A project deliverable can be either an outcome that is to be
achieved or an outcome that is to be provided. Although they are closely related
to objectives, deliverables and objectives are not the same thing. In order to
achieve your project objectives, you will need to identify your project deliverables
in order to help you.
Project deliverables may include:
ff Discrete products, outputs and services defined in the project scope
ff High-level aggregations in the work breakdown structure.
Examples of project deliverables:
ff Reports
ff Documents
ff Server upgrade
ff Consumer goods
ff Hardware
ff Software
ff Design documents
ff User manuals
ff Training program
ff Systems
ff Milestones.
You may be required to contribute to the process of identifying the deliverables
of your project. So, you will need to know what they are, how they work and their
purpose.

6
Activity 1.2
1. Define project deliverables?
2. In relation to your own organisation, give examples of project deliverables.
3. Choose one of the objectives you gave as an example in Activity 1.1 For this
objective, define the deliverables

7
1.3 – Contribute to identifying measurable outcomes to enable

evaluation of project performance
Identifying measurable 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 (discussed
in Chapter 1.1) into your deliverables (discussed in Chapter 1.2) 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 1.2 in mind when
developing your project outcomes.
When developing your outcomes, remember:
ff Think about how you will monitor your outcomes throughout your project
ff Consider how you will measure your progress in relation to your outcomes at
the end of your project
ff Decide what you are going to monitor and measure (outcome indicators)
ff Decide how often you will measure these indicators
ff Focus on quality rather than quantity
ff Think about the tools you will use to monitor and measure your outcomes.

8
Activity 1.3
1. Define outcomes.
2. How are outcomes created?
3. List things that you should remember when developing your project
outcomes.
4. Use the objective you used in Activity 1.2 and give examples of the possible
project outcomes.

9
1.4 – Contribute to developing and documenting the scope

management plan
What is a scope management plan?
As discussed in Chapter 1.1, 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.
Developing a scope management plan
You may be required to contribute to the development of the scope management
plan. To accomplish this you will need to work through five processes.
These processes include:
ff Collecting requirements
ff Defining the scope
ff Producing a WBS
ff Verifying scope
ff Controlling scope.
Collecting requirements
Within this section of your plan you should aim to gain a clear definition of your
customer’s/client’s needs and the expectations of your project. From this, you
should ensure that you have a precise understanding of these. There is a wide
range of techniques and tools you can use to gather the information you require.
These can include:
ff Brainstorming
ff Observations
ff Workshops
ff Prototypes
ff Surveys and questionnaires

10
ff Interviews.
Once you have your project requirements, you will be able to develop your WBS
and plan your costs, quality criteria and schedule. You will also need to decide
on how you are going to plan, prioritise, track and report the requirements. At
the end of this process, you will have a requirements management plan.
Defining the scope
In this process, you should produce your project scope statement using the
requirements documents generated in the first process along with the data
within your project charter.
Your project scope statement will include:
ff What the project is
ff The deliverables
ff Your approach
ff What is excluded from the scope
ff Define the acceptance criteria
ff Details of possible constraints
ff Team roles and responsibilities.
It is important to communicate any assumptions that have been made within this
process.
Producing a WBS
A work breakdown structure (WBS) is a decomposition of your project into
smaller components. A WBS is deliverable-orientated and provides the
framework for the detailed estimation of the cost of your project. An element
within a WBS may be a service, product, data or a combination of these. Within a
WBS, the tasks of a specific project are illustrated to portray their relationships
with each other. As well as this, they demonstrate how they are related to the
project as a whole. It provides you with an opportunity to predict outcomes based
on a particular scenario. This ensures that the decision-making process is
effective. A completed WBS will resemble a flowchart. The elements within this
chart will all be connected in a logical way; no elements will be left out.
A detailed, well-organised WBS can help with effective:
ff Budgeting
ff Scheduling
ff Quality assurance
ff Allocation of resources
ff Quality control

11
ff Product delivery
ff Risk management.
Verifying scope
This process involves gaining the formal acceptance of your project deliverables
from the stakeholders involved with your project. They should provide you with a
signed agreement in order for you to go ahead with your project.
Controlling scope
Throughout your project you may be required to make changes to the scope
baseline. This is only natural and can result from a variety of reasons. Any
changes that need to be incorporated into your project scope must be formally
accepted.
In order to have control of the scope of your project, you need:
ff Your project management plan
ff Your requirements documentation
ff Your work performance data.
Remember the key elements when you are developing and documenting the
scope management plan for your project.
These may include how:
ff The details of the project scope statement will be prepared
ff The WBS will be created
ff The WBS will be approved and maintained
ff Formal acceptance will be obtained
ff Request for changes will be handled.
Your scope management plan may include:
ff Activities and tasks in the work breakdown structure
ff Constraints, assumptions and exclusions

ff Deliverables
ff High-level risk identification
ff Key personnel
ff Preferred work organisation
ff Project benefits and outcomes
ff Project objectives.
Good scope management ensures that only the work required to complete

12
the project is included in the project. Managing the project scope is primarily
concerned with defining and controlling what is and is not included in the project.
Benefits of a scope management plan include:
ff Manages time, budget and quality effectively
ff Helps prioritise and reduce work requests (saves time and money)
ff Allows for quantitative analysis to validate the need of a request
ff Facilitates productive communications with stakeholders and their team
ff Serves as a tool to manage client expectations, work load balancing and team
morale
ff Applicable to any sort of project.
Activity 1.4
1. What is a scope management plan?
2. Name the five processes you need to go through in order to develop your scope
management plan. Give details on each process.
3. Give examples of the benefits of having a scope management plan.

13
1.5 – Assist in obtaining agreement to scope from relevant project

authority
Obtaining agreement to scope
In order for your scope management plan to go ahead you must obtain the
agreement from the relevant project authority. As discussed in Chapter
1.4, verifying the scope is one of the processes of developing your scope
management plan. This process involves gaining the formal acceptance of your
project deliverables from the stakeholders involved with your project. They
should provide you with a signed agreement in order for you to go ahead with
your project. Your project scope management plan will only be finalised once you
have gained the approval that you require. By verifying the project deliverables
against the original scope that has been outlined in the scope statement,
the work done within the project will remain within the scope of the project
throughout the whole process.
The verification process involves measuring, examining and testing the project
deliverables in order to check that they comply with the requirements that have
also been agreed upon.
The relevant project authority may depend on the nature of your project.
Relevant project authority may include:
ff Other body or person with delegated authority under project governance

arrangements
ff Project manager
ff Project steering committee.

14
Activity 1.5
1. Why do you need to obtain agreement to scope?
2. What does the verification process involve?
3. Give examples of the relevant project authority.

15
2. APPLY PROJECT SCOPE CONTROLS

2.1. Undertake work according to agreed project scope management plan
and by using established change control procedures and performance
measurement procedures
2.2. Communicate instances of non-compliance with overall scope to the

project manager and other team members
2.1 – Undertake work according to agreed project scope

management plan and by using established change control
procedures and performance measurement procedures
Undertaking project work
The work that you undertake within your project should be done so according to
the project scope management plan that you have previously agreed upon. You
should also use the established change control procedures and performance
measurement procedures when carrying out project work.
Change control procedures
Change control procedures are formal processes that are developed at the
start of a project and used to ensure any changes are introduced in a controlled
manner. Whether it is a client or customer changing their mind or the outside
world changing, changes within a project are inevitable. Having change control
procedures in place can help keep your project on track when these changes do
occur. These change control procedures do not prevent changes from occurring;
they ensure that any change that does occur is agreed by the relevant authority
before it is implemented. A change control approach covers the identification,
assessment and control of any possible changes that may arise within your
project. These control procedures reduce the possibility of any unnecessary
changes being introduced to your project whilst ensuring the project work is
not disrupted. They will also ensure that your resources are used in the most
efficient way possible.

16
Your change control process may include a sequence of six steps:

ff Record
ff Assess
ff Plan
ff Build and test
ff Implement
ff Gain acceptance.
Record
When a change is requested within your project, it should be categorised and
recorded. Also, the importance of this change is established along with the
difficulties that may occur when implementing it.
Assess
In this step, the change needs to be justified. Any risks or benefits associated
with making the change, along with any risks or benefits associated with
not making the change need to be evaluated. If the change is accepted, a
development team needs to be assigned. However, if the change is rejected
it needs to be documented and it should be communicated with your client or
customer.
Plan
The team that is responsible for this change need to create a detailed plan for
the design and implementation of it.
Build and test
In this step, the change is designed and tested. If the testing phase proves
successful then approval is requested along with a date for implementation.
Implement
Once the change has been approved then the next step is to implement it. After
implementing the change, you should review it.
Gain acceptance
If your client or customer is satisfied with the change that has been
implemented then the process is closed. If they are not satisfied then the project
needs to be reassessed and some steps may need to be repeated.

17
Change control procedures may include:

ff Adjusting project scope documentation in response to scope changes
approved by relevant authority
ff Identifying and monitoring designated elements of the project scope likely to
change
ff Identifying and monitoring pressures that may influence scope creep
ff Maintaining scope change documentation for project audit.
Performance measurement procedures
Performance measurement is the process of

collecting, analysing and reporting the information regarding the performance of
your project. It can involve studying the processes within your project using
quantifiable indicators to assess how well your project is achieving its desired
objectives. They are used for checking if the outputs of the project are in line
with what was intended originally. They should highlight areas within your
project that need improving whilst showing which areas are doing well. A
strategic performance measurement will monitor the implementation of your
project’s strategies and can determine the effectiveness and efficiency of the
project as a whole. Also, any gaps between the actual and targeted performance
can be identified.
Performance measurement procedures may include:
ff Using tools and techniques to manage and measure project progress in
terms of time and resources.
Good performance measures:
ff Focus attention on what matters most for the project to succeed
ff Allow accomplishments to be measured
ff Provides a way to see if the project is working
Provides common language for communication.

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Activity 2.1
1. What are change control procedures?
2. What six steps may be included within change control procedures?
3. What are performance measurement procedures?
4. What can good performance measures help to do?

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2.2 – Communicate instances of non-compliance with overall scope

to the project manager and other team members
Non-compliance
Non-compliance is the failure to comply with the rules, policies, standards or
laws within your project. Non-compliance is also the failure to act in accordance
with any guidelines that have been previously established.
Within project management, compliance is extremely important; one cannot
function without the other. Project compliance is a method that can ensure
your project is executed in a way that is in alignment with your overall strategic
goals. It is important to consider what compliance obligations will apply when
it comes to starting your project, or amending your current project. This will
ensure that the appropriate compliance obligations are considered as part of the
implementation phase of your project.
The non-compliance issues that you may come across can include:
ff Resource availability
ff Financial limitations
ff Time restrictions
ff Any compliance constraints specific to your project.
In order to control any non-compliance issues, you may need to implement
compliance controls within your project. These controls will ensure that any
non-compliance issues within your project can be rectified. One thing that can
help control non-compliance issues is having a governance framework in place.
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 know their own
limitations within the project. It is also beneficial to review the lessons that you
have learnt throughout your project on a regular basis. This can help make the
execution of any future projects more efficient.

20
Along with a governance framework, you should have

controls in place that will ensure your project can be implemented and executed
smoothly.
These controls may include:
ff Budget cost control
ff Time management
ff Deliverable review and approval
ff Management of scope.
Any instances of non-compliance with the overall scope of the project will need
to be communicated with the project manager and the other team members.
From this, you should work as a team to rectify these non-compliance issues.
Activity 2.2
1. What is non-compliance? Relate your answer to project management.
2. What non-compliance issues may you come across?

21
3. What is a governance framework?
4. What controls can you have in place to ensure your project can run
smoothly?

22
3. CONTRIBUTE TO REVIEW OF SCOPE

CONTROLS
3.1. Measure progress to determine potential, perceived and actual scope
changes
3.2. Appropriately report scope changes
3.3. Assist in review of project outcomes to determine effectiveness of initial
and subsequent scope management approaches
3.1 – Measure progress to determine potential, perceived and

actual scope changes
Measuring progress
Measuring the progress of your project will contribute to the overall success
of it. It involves looking back at the original plan and seeing what progress has
been made in relation to it. It also involves looking forward and assessing what
still needs to be done with the time and resources that are left. By measuring
the progress of you project, you can see areas within your project that need
to be improved and plan for these future improvements. Any problems that
occur can be identified early on if you are continually monitoring the process
of your project. This allows you to take the appropriate action quickly and avoid
interrupting the project.
There are many techniques that you can use to measure the progress of your
project. The technique that you use may depend on the type of project you are
involved with or the requirements of the project manager or team.
Reporting periods
Within a reporting period, the actual start and completion dates of the project
tasks will be recorded along with the actual costs of each task. This is then
compared to the cost and schedule baseline and the progress and performance
of the project can be evaluated against the original plan.
Project status
One way to indicate the progress of your report is through a project status.

23
A project status should address the following questions:

ff Will the project be delivered when it is expected?
ff Is the available budget sufficient?
ff Will it deliver what it is expected to?
ff Will the quality be adequate?
A project status can help to decide what scope to keep or change.
Project phases
Project phases are closely associated with the intermediate deliverables of the
project and can provide you with an easy and accurate measurement of your
project’s progress. Phases are the blocks of time throughout your project that
represent collections of related tasks. The deliverables are the tangible results
that are associated with the completion of these phases. These deliverables can
be seen, tested and used to help move your project further along. This process
of measuring your project’s performance can be created in two steps. First, the
project phases need to be identified. Next, the deliverables that are associated
with each of these phases need to be identified.
Examples of phases may include:
ff Analysis phase
ff Development phase
ff Implementation phase
ff Documentation phase.
Consider what deliverables you would associate with these project phases.
Other techniques that can measure the progress of your project may include:
ff Highlight report
ff Milestone chart
ff Checkpoint report
ff S-Curve
ff Exception report
ff Earned value management.
Scope changes
When measuring the progress of your project, you may come across possible
scope changes. A scope change is where a request is considered to change the
agreed scope and objectives of your project. This may be to accommodate a
need that was not originally defined as being part of your project.
You should have already have planned for possible changes and should have
change control processes in place. As discussed in Chapter 2.1, change control
procedures are formal processes that are developed at the start of a project and
used to ensure any changes are introduced in a controlled manner.

24
Your change control process may include a sequence of six steps:

ff Record
ff Assess
ff Plan
ff Build and test
ff Implement
ff Gain acceptance.
Allowing and making changes to a project’s scope can mean added costs,
longer duration and greater risks. This highlights the importance of managing
the scope of a project carefully and effectively. When considering changes to
the project’s scope, you should consider the positive and negative impacts of
implementing the change.

25
Activity 3.1
1. Why should you measure the progress of your project?
2. Give examples of the methods that can be used to measure the progress of a
project.
3. What methods have you used to measure your projects? Were they
successful? What improvements would you make?
4. What are scope changes?
5. Why should you make scope changes?

26
3.2 – Appropriately report scope changes

Reporting scope changes
The process of measuring the progress of your report in order to determine
any scope changes was discussed in Chapter 3.1. This chapter is concerned
with how the scope changes that occur within your project can be reported
appropriately. The procedure for reporting any scope changes may depend on
the person that is in charge of the project, the organisation you are working
within or the type of project you are undertaking. It is important that you are
aware of the appropriate way to report any scope changes within your project.
Although the person you may need to report any scope changes will depend on
your own situation, it may be:
ff Another team member
ff The project manager
ff The project board
ff Your client
ff Your sponsor.
The things that you may need to report may differ but can include:
ff The nature of the change
ff The reason for the change
ff The impact of the change on budget and schedule.
If scope changes occur within the project, everyone that is involved should
be made aware. People like to be informed of any changes and need to know
exactly what they are working towards. In order to minimise the resistance of
any scope changes, communication is essential as it provides an understanding.

27
Activity 3.2
1. What may the procedure for reporting scope changes depend on?
2. Who may you need to report scope changes to?
3. What things may you need to report?
4. In relation to your own project or organisation, how should you report scope
changes?

28
3.3 – Assist in review of project outcomes to determine

effectiveness of initial and subsequent scope management
approaches
Reviewing project outcomes
You may be required to assist in the reviewing of the project outcomes. This will
determine the effectiveness of the initial and subsequent scope management
approaches you have applied. In the reviewing process you want to see if your
project accomplished what you set out to achieve. Your objective will not have
been just to deliver the end product; it would have been to deliver the process
that addresses the specific needs you intended to meet at the start of your
project. Therefore, this is the real measure of success.
Post-implementation review (PIR)
Just as your project has been delivered, you should think about conducting a
PIR. Everything will be fresh and you can develop a list of ideas and observations.
In order to assess the quality of your project adequately, you should ensure that
any changes that may be caused by your project have taken effect. The aim of a
PIR is to understand what happened within your project and why. It is important
to learn as many lessons as you can whilst carrying out your project as it will
ensure that any mistakes will not be repeated within any future projects.
A PIR can help you answer the following questions:
ff Where the goals for the project achieve?
ff Did your project solve the problem that it was designed to address?
ff Where the customers/clients satisfied?
ff What were the costs and benefits of the project?
ff Can we take things further, and deliver even bigger benefits?
ff What lessons did we learn that we can apply to future projects?
By reviewing the project’s outcomes, you can see how effective your scope
management approaches were.
For example:
ff How effective was your budgeting?

ff How effective was your time management?
ff Did you and your team communicate effectively?
Did you and your team solve any problems effectively?

29
Activity 3.3
1. Why should you review project outcomes?
2. What is a PIR?
3. What questions can a PIR help you to answer?

30
BSBPMG411 Apply Project Quality Management Techniques
4. CONTRIBUTE TO PROJECT QUALITY

PLANNING
4.1. Contribute to determining quality requirements of project stakeholders
4.2. Contribute to identifying quantifiable quality criteria for project

deliverables
4.3. Source information to locate and interpret quality policy and procedures
4.4. Contribute to developing quality requirements in the project plan and

processes
4.1 – Contribute to determining quality requirements of project

stakeholders
Quality requirements
In order for any project to be successful and to meet its goals and outcomes, it
needs to meet all of the identified quality requirements.
These quality requirements may be:
ff Acceptable tolerances and variation to specifications
ff Explicit and implicit performance expectations
ff Product and service specifications.
Any results or outcomes that are outside of these parameters can be deemed as
below the quality requirements of the project.
Project stakeholders
A stakeholder is a person or group of people who have an interest in the project.
Examples of project stakeholders may be:
ff Employees
ff Business owners
ff Creditors
ff Suppliers.
31
As these persons have an interest in the project, they can contribute to setting
the expectations and requirements for quality.
When you are involved with a project in any capacity, you will need to ensure that
you are aware of and can contribute to the quality requirements of the project.
Stakeholders and quality
In order for the project to be successful and to be of sufficient quality, all
identified stakeholders must be aware of the quality requirements and how
these will be planned, maintained and achieved. When the project’s quality levels
drop or slip, the project can be at risk of failing to reach its objective(s); this is
why all stakeholders must be aware of and understand the quality requirements
and can work towards achieving these together.
How important is the stakeholder?
You should identify each stakeholder and analyse just how important they are
to the completion of the project. To do this, determine how much influence the
stakeholder has on the project; do they have the ability to significantly affect the
project’s outcomes in a positive or negative way?
All stakeholders must be properly briefed on their role in the project and must
understand exactly what is expected and required of them.
Activity 4.1
1. Identify two different stakeholders of your choice and explain their roles and
responsibilities regarding project quality in relation to a generic project.

32
4.2 – Contribute to identifying quantifiable quality criteria for

project deliverables
Quality criteria
Quality criteria can be used as a framework for working

towards achieving quality requirements. These criteria are given as benchmarks
and expectations by which the actual performance will be measured; results
that achieve above and beyond the criteria can be deemed exceptional, whereas
results that do not meet criteria can be deemed insufficient, below quality and
sometimes negligent.
Quality criteria may include:
ff Australian and international standards
ff Codes of conduct
ff Industry and organisational policies and practices
ff Legislation and regulation requirements.
Australian and international standards
Depending upon the nature of your business and your project, different
Australian and international standards may apply. Industries like education, care
and health especially will have to adhere to different laws and standards.
Codes of conduct
Codes of conduct can be defined by the organisation or by industry bodies and
set out standards that are expected of organisations undertaking projects.
Adhering to codes of conduct can improve the quality of your project’s
deliverables.
Industry and organisational policies and practices
Any standard policies and practices that the organisation identifies with or are
expected to adhere to should be factored into the project and its plans. These
can become expected by your consumers and partner companies as an industry
standard.
Legislation and regulation requirements
Legislation and regulations are set by law and must be adhered to; you need to
know what laws and regulations are applied to your role and organisation, as
well as how these affect your industry.

33
Quantifiable criteria
Quantifiable criteria can be measured in order to gauge the extent to which
project progress and deliverables are meeting targets and other requirements.
Quantifiable criteria are useful because they provide an identified target,
requirement or goal that can be measured and assessed. Quantifiable criteria
allow you to determine just how well a project or element of the project is doing
and to take the appropriate action, if required.
To contribute to identifying quantifiable criteria, you must understand:
ff What the project is

ff What is aims to achieve
ff How the project will work
ff The deliverables
ff Other values.
For example, if a project aims to increase the number of customers visiting a
store, your quantifiable criteria could define a target number of visitors. This
would enable you to determine when the goal has been met and to gauge how
well the project is going.
Activity 4.2
1. Give an example of a project and identify 1-3 quantifiable criteria for it.

34
4.3 – Source information to locate and interpret quality policy and

procedures
Quality information
Quality policies and procedures will be explained and defined in different
information sources; these will vary according to the type of policy and procedure
and the information the organisation uses.
Information may come from:

ff Designated standard operating procedures and regulations
ff Organisation and project standards
ff Organisational quality management policy and guidelines as applied to specific
requirements of a project
ff Project quality guidelines and instructions.
ff These sources may be accessible:
ff Through company literature
ff Through communication with a supervisor or other relevant colleague.
As well as locating and accessing information on policies and procedures, you
must also understand them; it is your own responsibility to ensure that you
understand the quality policies and procedures that apply to your industry sector,
your organisation and your project.
Where relevant information is unavailable, you should communicate with a
relevant colleague, such as a co-worker or supervisor who will be able to advise
you or obtain copies of the information.
Policy and procedure
Policies and procedures are put in place by an organisation to regulate quality and
methods used for different activities.
In order to maintain quality:
ff Procedures are put in place to outline the methods that are allowed to be used
and how they must be conducted. Controlling how outcomes are achieved
helps to maintain quality by restricting bad practices and requiring staff to
follow the designated procedure(s).
35
ff Policies outline the organisation’s values and quality standards. Policies are
put in place to uphold quality and to reflect the organisation’s values and
decisions. For example, a business’ refund policy outlines the circumstances
and conditions under which a refund may be given and is upheld to ensure
that deserving customers can obtain refunds when they need them; the
conditions of the policy can also protect it from misuse and can be given as a
reason when refusing to honour an inappropriate refund request.
Activity 4.3
1. Explain where you would access information on project quality policies and
procedure during a project.
2. Identify a standard policy that could be applied to a project in your workplace.

Explain what it is, what it means and how it contributes to project policy
management.
3. Identify a standard procedure that could be applied to a project in your

workplace. Explain what it is, what it means and how it contributes to project
quality management.

36
4.4 Contribute to developing quality requirements in the project

plan and processes
Quality requirements
Quality requirements are similar to quality policies and criteria, which define
the terms and targets of project work respectively; quality requirements state
directly what must be achieved and undertaken for the correct level of quality to
be achieved.
For example, a sandwich bar is currently undertaking a project that seeks to
improve and maintain quality, following a spate of bad reviews.
ff Policy:
• Would you buy it? Only sandwiches of a quality you would be happy to buy
yourself can be sold to customers.
ff Criteria:
• Customer satisfaction must average a minimum of 95 per cent over the
next four weeks.
ff Requirements:
• All products must be prepared with fresh bread delivered that morning,
fresh ingredients, be presented neatly and must have enough filling. Staff
must communicate with customers to resolve any problems before they
become issues.
In this instance, the organisation’s policy of ‘would you buy it?’ maintains
quality by requiring that staff personally approve food before it is served. The
criteria gives a quantifiable goal of 95 per cent customer satisfaction, which
is a concrete goal that the staff can aim for and judge their work by. Quality
requirements directly states that food cannot be prepped or served unless it had
fresh bread, fresh filling, is presented neatly and is filled enough; any dishes that
do not meet these requirements cannot be served, thus maintaining quality.
These three elements can work together on a project to ensure that quality is
achieved and maintained.
Developing quality requirements
When you are required to develop or help develop quality requirements, you
will have to:
ff Understand the project
ff Understand the project’s deliverables
ff Understand how these deliverables can be achieved

37
ff Understand the standards that must be adhered to in order to achieve and

maintain the required quality.
Using the above example, you would need to understand what needs to be done
to achieve the project’s outcomes, which in this instance would be higher levels
of customer satisfaction.
In order to set the following quality requirements, you would need to under-
stand what is important when achieving the outcomes:
ff Fresh bread
• Stale or poor quality bread can ruin the whole sandwich and have a
serious impact on the customer’s experience. Stale or bad bread shows
the customer that standards are not highly maintained and that the staff
are not willing or able to take pride in their work.
ff Fresh ingredients
• Similar to bread, customers expect good quality ingredients in their food,
equal or greater to the ones they would prepare and use themselves.
ff Sufficient filling
• Poorly filled sandwiches are not perceived as good value for money
and will leave the customer feeling like they have been short-changed,
especially if they are still hungry.
ff Neat presentation
• No matter how good and fresh the ingredients are, if they are carelessly
thrown together and dumped on a plate then the customer will pick up on
the fact that the staff do not care about their work and the customer and
will develop a negative impression of the organisation.
ff Customer contact
• When customer contact is negative, rushed or otherwise unpleasant and
unsatisfying, this can affect the customer’s whole experience with the
organisation, no matter how good the food is. Great customer contact can
be the cherry on the cake for a happy customer or can be the last straw
for an unhappy customer; poor customer service can also dissatisfy a
customer who was otherwise happy until that point.

38
By understanding how the business works, you

can identify quality requirements to achieve the given project. In the example
above, all of the elements need to work together to provide an experience for the
customer that is positive overall.
When developing quality requirements you need to understand the different
factors that can positively or negatively affect the project; this means examining
aspects of the business that directly affect the focus of the project. In the
sandwich bar example, there would be little point investing money into better
stock if the staff were all rude and careless.
Activity 4.4
1. Identify an example of a project and suggest some quality requirements that

could be used to manage quality within the project.

39
5. APPLY QUALITY POLICIES AND

PROCEDURES
5.1. Implement quality assurance in the project according to agreed quality
standards and guidelines
5.2. Select and apply quality management tools and methodologies to project
processes according to organisational policy
5.3. Maintain quality-control records and audit documentation according to

agreed procedures
5.4. Determine and maintain compliance records against agreed quality

requirements
5.5. Report shortfalls in quality outcomes to others to enable appropriate

action to be initiated
5.1 – Implement quality assurance in the project according to

agreed quality standards and guidelines
Quality assurance
Quality assurance refers to the process of monitoring quality throughout the
duration of the project in order to ensure that it is maintained. Quality assurance
allows any issues and problems to be detected early so that they can be resolved
promptly and therefore minimise impact to the rest of the project.
Quality assurance may include:
ff Systematic review of the project-management process to ensure compliance
with organisational policy and guidelines
ff Project finalisation process to capture lessons learned and to enable
continuous improvement.
Systematic review
This method reviews quality management throughout the project to ensure
compliance with organisational policy and guidelines. This allows any problems

40
to be detected and dealt with early in an effort to minimise damage to the

project’s quality. Establishing a systematic review is good practice because it
means that the project will be automatically managed.
In project quality management terms, constantly monitoring

project activities for quality would allow you to identify any instances whereby
any activities become ineffective or inefficient, in order to ensure that the project
and its endeavours are contributing directly to the purpose and objective of the
project.
Continuous improvement
In order to improve future practices, continuous improvement methods are used
by many organisations; continuous improvement seeks to continually improve
practices and methods, as opposed to repeating past mistakes and allowing
processes to stagnate.
In project quality management terms, this means continually analysing actions
and their results and optimising the current and future processes in order to
maintain the quality of the project and its components.
Lessons learned
Lessons learned are where an organisation identifies a past mistake or
ineffective process and takes steps to improve this process and avoid repeating
the mistake.
In project quality management terms, this means utilising improvement
information gathered from past endeavours to avoid repeating mistakes and to
increase the efficiency and effectiveness of the current project.
Implement quality assurance

When you are tasked with implementing quality assurance you will need to have
an understanding of the above elements in relation to your project.
This means:
ff Reviewing the project’s current progress and methodology, in terms of:
• Your own work
• Your colleagues’ work
• The project overall
ff Implementing continuous improvement systems, in terms of:
• Using amended and improved methods and processes
• Recording and communicating methods and processes that could be
improved

41
ff Applying lessons learned:

ff Using your knowledge and experience of past mistakes to improve things this
time around and avoid repeating mistakes
ff Applying improved methodologies in line with organisational policies and
processes.
If your organisation uses any additional or different quality assurance processes,
you should ensure that you are aware of these and that you understand how to
implement them effectively and efficiently.
Activity 5.1
1. Give an example of how systematic review could contribute a project’s

quality.
2. What elements of the project would you monitor?

42
5.2 – Select and apply quality management tools and

methodologies to project processes according to organisational
policy
Quality management tools
When you are managing project quality, there are several different tools and
methodologies you may be able to use.
Quality management tools may include:
ff Cause and effect diagram:
• Fishbone
• Ishikawa
ff Control charts
ff Flowcharting
ff Histogram
ff Pareto chart
ff Root cause analysis
ff Run chart
ff Scatter diagram.
The type of tools you use for monitoring the project’s processes will vary
according to what the project is and your organisation’s policies and procedures.
Your organisation may specify:
ff What processes to monitor
ff What tools you should use when monitoring project processes
ff Which tools to use to manage which processes.
Quality management methodologies
There are also different types of methodology you can use to monitor a project’s
quality. These can be used as a standalone method or in conjunction with
management tools.
Quality management methodologies may include:
ff Continuous improvement process
ff Lean management
ff Six Sigma
ff Total Quality Management.
Again, the quality management methodologies you can use will be determined
by the type of project and processes you are managing, as well as your
organisation’s policies and procedures.
You will need to apply your knowledge and understanding of the different tools
and methodologies as well as the project in order to determine the most suitable
and effective options.

43
Activity 5.2
1. Choose three different quality management tools and methodologies and

define them, explaining what they are and how they work.
5.3 – Maintain quality-control records and audit documentation

according to agreed procedures
Quality control
Project quality management and control should be documented in line with
organisational requirements and agreed procedures. This allows you to maintain
an accurate record of current and past project information and contributes
to continuous improvement processes and allows you to document lessons
learned.
Different quality control actions may require mandatory documentation, such as
inspections and audits; in these instances, you will have to maintain records and
documents in line with organisational and legal requirements.
Quality control measures may include:
ff Inspections and audits in compliance with guidelines
ff Monitoring conformance to the specification
44
ff Recommending ways to eliminate causes of unsatisfactory performance of

products or processes
ff Regular inspection by the individual or the monitoring of inspections by
internal or external agents
ff Reporting variances.
Unless you record your findings and observations, there is often little point in
doing them; even if the reporting and recording of the quality control is not
mandatory, if the information is not recorded and communicated then it is
unlikely to be remembered, communicated and actioned.
Your organisation will make you aware of the recording and maintenance
requirements of quality control information, in terms of organisational
requirements and legal requirements.
Quality control records should be kept so that they can be referred back to
in the event of a future query or issue. Some records are required by law to
be kept for a minimum amount of years; this can be particularly true of audit
documentation.
Your organisation will have a procedure in place for recording and storing
different information; it is important that this procedure is followed, in order to
ensure that the required information is recorded and stored in the correct place
so that it can be easily accessed.
Activity 5.3
1. Identify a quality control record that your organisation could produce during
a project and explain what it is, what its purpose is, how it is stored and any
conditions applied to its storage.

45
5.4 – Determine and maintain compliance records against agreed

quality requirements
Compliance records
You may be required to maintain compliance records that detail the extent
to which your project’s processes and activities are or were compliant with
given quality requirements. These records will contribute towards continuous
improvement and will also be a point of reference for future enquiries.
Determine compliance records
In order to determine the levels of compliance for your records, you will need to
identify quality requirements.
The quality requirements of the project may concern:
ff Efficiency:
• Timeframes and deadlines
• Resource allocation and expenditure
• Budgets
ff Effectiveness:
• The extent to which the efficiency targets have been met
• Whether project outcomes and deliverables were met.
When you have determined how efficient and effective the project’s processes
were, you can determine how compliant the project was; this information is what
will be recorded in the compliance record.
Maintain compliance records
The compliance record may be:

ff On paper:
• An entry in a dedicated Compliance Record book
• A single sheet of paper
• Graphs and charts
• Summary sheets
ff Electronic:
• An electronic file

46
• Electronic graphs and charts

• Spreadsheets
• Electric summary files.
Project compliance records can also be included in the project’s paperwork,
such as the log, handbook or journal.
Activity 5.4
1. Identify a quality requirement and explain how it could be measured and

recorded in a compliance record.
2. How are compliance records used in your workplace?

47
5.5 – Report shortfalls in quality outcomes to others to enable

appropriate action to be initiated
Reporting shortfalls
All identified shortfalls should be recorded and

documented, as explained in the previous chapters; this information should be
communicated to relevant others who can initiate the appropriate action to
combat and resolve the issues now and in the future.
Appropriate others may be:
ff Higher project authority
ff Organisational quality management
ff Project managers
ff Project specialists and other personnel
ff Team members.
These personnel will be trained in how to develop and implement plans and
resolutions; it is important that you record all of the relevant and required
information clearly and in line with organisational requirements and standards.
Using compliance records, quality criteria, quality assurance and other methods
and tools covered in this unit will provide you with data on quality performance
and will allow you to identify and shortcomings.

48
Activity 5.5
1. Identify two different people who you could report shortfalls in quality
outcomes to.
2. What is their role? How would you communicate the information to them?
Why are they a suitable contact?

49
6. CONTRIBUTE TO PROJECT CONTINUOUS

IMPROVEMENT PROCESS
6.1. Participate in ongoing review of project outcomes to determine
effectiveness of quality management activities
6.2. Contribute to stakeholder satisfaction analysis to ensure expectations
have been met
6.3. Report quality management issues and responses to others for
application to future projects
6.1 – Participate in ongoing review of project outcomes to

determine effectiveness of quality management activities
Reviewing the project
Project outcomes should be reviewed in an ongoing way in order to assess the
effectiveness of quality management activities.
During a project, this means assessing whether the project is on track to
achieve the project goal(s) within given parameters; if the project is on track or
doing better than expected, then the quality management is currently working
effectively.
After a project, this means assessing whether the project achieved its outcomes
and quality criteria; if it has, then the quality management can be considered
successful.
You can determine the effectiveness of the quality management by using various
tools and methodologies to assess the quality of the project, as explained
throughout this unit.
Quality management tools may include:
ff Cause and effect diagram:
• Fishbone
• Ishikawa
ff Control charts
ff Flowcharting

50
ff Histogram
ff Pareto chart
ff Root cause analysis
ff Run chart
ff Scatter diagram.
Quality management methodologies may include:
ff Continuous improvement process
ff Lean management
ff Six Sigma
ff Total Quality Management.
Assessing the effectiveness of quality management in an ongoing manner
contributes to continuous improvement; where issues are identified and
resolved, an improvement has been made. Identifying poor performance and
implementing a resolution prevents standards slipping and project quality
becoming habitually poor.
Each project should be examined in terms of quality in order to gain the
maximum benefit of continuous improvement.
Activity 6.1
1. Explain three different ways you could review project quality in order to
determine its general effectiveness.

51
6.2 – Contribute to stakeholder satisfaction analysis to ensure

expectations have been met
Stakeholder satisfaction
Project outcomes and deliverables are usually based upon the goals and desires
of stakeholders; the achievement of these goals and desires is the whole point
of a project. In order to achieve stakeholder satisfaction, these goals will need
to be attained to an extent; the success of the project and its goals, as well as its
quality, will be a major contributing aspect to stakeholder satisfaction.
Satisfaction analysis
Stakeholder satisfaction should be measured and analysed in order to gauge the
success of the project. This information can be used to improve the quality of
future projects.
The way you gather satisfaction information from stakeholders will depend
upon:
ff Who they are

ff Their level of seniority
ff Preferred contact methods
ff Organisation procedures
ff Specific request.
Example collection methods may be:
ff Survey
ff Focus group
ff Interview.
For example, when gathering information from a large number of staff who
worked on the project you may choose to use a feedback form that can be
delivered online or on paper. These results can be collated to produce an overall
result, as well as individual feedback, if required.
For stakeholders who have a higher level of seniority and authority, such as
business owners, directors and client representatives, it may be more practical
and professional to interview them. The interview will generally be a one-on-one
experience over the phone or face to face and offers a more tailored experience
for the interviewee. This allows you to speak with the stakeholder directly so you
can ask all of the relevant questions and collect their input.

52
Activity 6.2
1. Identify three different types of stakeholders and explain how you would
collect information from them about their satisfaction. Explain your answer.

53
6.3 – Report quality management issues and responses to others

for application to future projects
Reporting issues
This entire unit has focused upon managing the quality of project work; a major
element of quality management is continuous improvement. In order to facilitate
continuous improvement, issues that affected quality must be identified and
recorded, so that appropriate action can be taken in the future.
The way you report quality management issues will need to follow the proce-
dures in place at your workplace; this may involve:
ff Using the correct forms and formats
ff Communicating information to certain people
ff Timeframes
ff Submission guidelines
ff Content.
Your report may already contain information about a response that has been or
could be implemented as a resolution.
Solutions and improvements then will be devised, which should be
communicated to the participants of the next project in order to improve and
maintain project quality in the future.

54
Activity 6.3
1. How would you report quality management issues and responses to others
for application to future projects?
2. Your answer should include:
a. The format you would use
b. The content you need to include
c. Where you would send the report.

BSB41515 Certificate IV in Project Management Practice
6 subjects
1. Scope and Quality Management
2. Project Life Cycle Management
3. Manage WHS Operations
4. Project Risk
5. Project Human Resources
6. Communication
MANAGEMENT
APC also offers the following courses:
ACCOUNTING BUSINESS HOSPITALITY INFORMATION TECHNOLOGY HUMAN RESOURCES
MANAGEMENT MARKETING TOURISM PROJECT MANAGEMENT CHILDCARE
f BSB20115 Certificate II in Business f BSB41015 Certificate IV in Human Resources

f BSB30115 Certificate III in Business f BSB50615 Diploma of Human Resources
Management
f BSB42015 Certificate IV in Leadership and f BSB60915 Advanced Diploma of Management
Management (Human Resources)
f BSB51915 Diploma of Leadership and
Management f FNS40615 Certificate IV in Accounting
f BSB61015 Advanced Diploma of Leadership f FNS50215 Diploma of Accounting
and Management f FNS60215 Advanced Diploma of Accounting
f BSB41315 Certificate IV in Marketing f ICT50815 Diploma of Systems Analysis and
f BSB51215 Diploma of Marketing Design
f BSB60515 Advanced Diploma of Marketing
f SIT30713 Certificate III in Hospitality
f BSB30515 Certificate III in Business f SIT50313 Diploma of Hospitality
Administration (International
Education) f SIT31312 Certificate III in Travel
f SIT50112 Diploma of Travel and Tourism
f BSB41515 Certificate IV in Project
Management Practice f CHC30113 Certificate III in Early Childhood
f BSB51415 Diploma of Project Management Education and Care
f BSB61215 Advanced Diploma of Program f 10005NAT Certificate IV in Communicative
Management TESOL
For further information on APC courses please see Student Services, email info@apc.edu.au with
your enquiry, or visit our website at www.apc.edu.au
©2016 Australian Pacific College
Head Office:
Lower Ground, 189 Kent Street
Kent St Campus (CBD)
Sydney NSW 2000
P (61 2) 9251 7000
F (61 2) 9251 7575
Web: www.apc.edu.au
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BSB41515 CERTIFICATE IV IN PROJECT

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1. Contribute to defining project scope

2. Apply project scope controls

3. Contribute to review of scope controls

BSBPMG411 Apply Project Quality Management

1. Contribute to project quality planning

2. Apply quality policies and procedures

3. Contribute to project continuous improvement process

For further information on the Units of Competency, please visit

Distinction (D) 75-84%

Credit (Cr) 65-74%

Pass (P) 50-64%

Not yet competent (NYC) Below 50%

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Subject/module Scope and Quality Management

Part A – Written or Oral Questions

Due date Session 5

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Subject/module Scope and Quality Management

Part A – Case Study

Due date Session 8

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BSBPMG409 Apply Project Scope Management Techniques

1. CONTRIBUTE TO DEFINING PROJECT SCOPE

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ff Assessing a project’s overall success

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ff Statements in measurable format.

Your objectives should be SMART:

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1. What is project scope? What does it involve?

2. What is a project initiation document? What does it cover?

3. What are goals?

4. What are objectives?

5. What does SMART stand for?

6. In relation to your organisation, come up with three SMART objectives.

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1.2 – Contribute to identifying project deliverables

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1. Define project deliverables?

2. In relation to your own organisation, give examples of project deliverables.

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1.3 – Contribute to identifying measurable outcomes to enable

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2. How are outcomes created?

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1.4 – Contribute to developing and documenting the scope

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