Bsbpmg 512 - provides answers to project management questions PDF

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provides answers to project management questions...

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CANTERBURY TECHNICAL INSTITUTE

ASSESSMENT BSB51415 Diploma of Project Management

BSBPMG512 Manage project time Candidate must fill this section: Candidate Name: Candidate ID:

Assessment Completion Status: Attempts 1 2 3 4

Activity 1A – 3B

(Trainer Use Only)

Skills and Knowledge

Major Activity

X

WBS, Schedule

Competent

Not Yet Competent

Date

Assessor’s Signature

Canterbury Technical Institute CRICOS Code – 02938M RTO 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 Manager providing reasons for re-assessment /appeal. Student Services & Academic Manager will 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.

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Canterbury Technical Institute CRICOS Code – 02938M RTO No: 31645

Assessment Marking Checklist for BSBPMG512 I n s t r u c t i o n st oa s s e s s o r s :Th i sc h e c k l i s t i st ob eu s e dt or e c o r dy o u r e v a l u a t i o no f t h ec a n d i d a t e ’ se v i d e n c ep r o v i d e di nT a s k1 . Wh e nc o mp l e t i n gt h i sc h e c k l i s t , y o umu s t e n s u r et h a t :  Ea c hc h e c k l i s t i t e mi sa s s e s s e da g a i n s t t h ec r i t e r i al i s t e d .  Ana s s e s s me n t r e s u l t o f ‘ Ye s ’ o r ‘ No ’ i sr e c o r d e do nt h er i g h t o f t h ec h e c k l i s t .  F e e d b a c ki sp r o v i d e dt ot h es t u d e n t . The candidate is advised of the assessment result.

Practical Observation

Theory Assessment

Checklist item: Candidates must answer all questions correctly:

Result

Section A: Activity

S

NYS

Section B: Skills and Knowledge Activity

S

NYS

Section C: Major Activity

S

NYS

S

NYS

S

NYS

S

NYS

The student demonstrated the ability to develop a project schedule using project management tools and techniques The student demonstrated the ability to implement, analyse and monitor a project schedule The student demonstrated the ability to conduct a review of project scheduling and recommend improvements for the future.

Assessment task result Satisfactory Not Satisfactory

Is a reassessment or resubmission required? Yes No

Resubmission notes:

Feedback

Assessor signature Electronic initials are acceptable

Assessor name

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

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Canterbury Technical Institute CRICOS Code – 02938M RTO No: 31645

Part A: Activity Questions 1. What is a work breakdown structure? A Work Breakdown Structure (WBS) is a tool used within project management that aims to capture the project tasks in a visual, organised manner. It is a decomposition of your project into smaller components and it organises your project into smaller, more manageable sections.

2. What may a work breakdown structure include?  Activity and task descriptors  High-level deliverables framework  Multi-level task granulation  Work breakdown task dictionary.

3. What software is available to assist in developing a WBS?  MindView  WBS Schedule Pro  XMind  FreeMind  MindMeister 4. What can a well-organised WBS can help with?  Budgeting  Scheduling  Quality assurance  Allocation of resources  Quality control  Product delivery

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Canterbury Technical Institute CRICOS Code – 02938M RTO No: 31645

 Risk management.

5. Using an example project that is related to your own organisation, describe the process of the development of the WBS. Before developing the WBS, it will be important to consider:  How will you use it later on in your project?  Does your WBS need to be process or product orientated?  What are the goals and objectives of your project? To develop a WBS of the storage facility project, the project manager will be needed to define the key objectives, followed by the tasks that are needed in order to meet these objectives. The objectives will form the basis of the WBS that will then be divided into deliverables, followed by sub-deliverables. Subdivision will be done until the components are detailed enough for the planning and management processes; these are usually the work packages.

6. What are project deliverables? Give examples. 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. Examples include:  Reports  Documents  Server upgrade  Consumer goods  Hardware  Software  Design documents  User manuals

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Canterbury Technical Institute CRICOS Code – 02938M RTO No: 31645

 Training program  Systems  Milestones.

7. When estimating the duration and effort of your project, what should you remember?  How accurate your estimates should be  Making sure the whole team are in agreement about what needs to be estimated and delivered  Spending time analysing and understanding the requirements of the project  Involving experienced people in your estimation process  Having different groups estimating the same thing and comparing the outcomes  Experimenting with different estimation tools and techniques  Recording your estimates and how you arrived at them.

8. What are dependencies? Dependencies are the relationships among the tasks within your project which determine the order in which the activities need to be performed. They are the relationships of preceding tasks to succeeding tasks.

9. What are the four types of dependency relationships?  Finish to start (most common relationship)  Start to start  Finish to finish  Start to finish (least common relationship).

10. Briefly explain what a Gantt Chart is.

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Canterbury Technical Institute CRICOS Code – 02938M RTO No: 31645

A Gantt chart is a visual representation of a project schedule that shows you what has to be done within your project and when it needs to be done by. By laying out the project tasks and events in the order they should be completed in, the Gantt chart helps to sequence those events and tasks. It will show the project activities displayed against time and the time is broken down into increments; days, weeks or months.

11. What is a project schedule? A project schedule is a tool that can be used to communicate what work needs to be done within your project, which resources the work requires and the timeframes in which it needs to be performed. It will also show the sequence in which the project work should be done as well as the work has already been done. 12. What do you need in order to create your project schedule?  A description of the project scope  Your WBS  List of activities  An effort estimate for each activity  List of resource requirements and availability  Project risks  Personal and project calendars.

13. Give examples of project scheduling tools and techniques.  Bar charts  Conducting or supervising qualitative and/or quantitative time analysis, such as schedule simulation, decision analysis, contingency planning and ‘what if’ scenarios  Critical chain management  Critical path diagrams  Gantt charts  Project schedule network diagrams

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Canterbury Technical Institute CRICOS Code – 02938M RTO No: 31645

 Standalone, organisation-integrated or cloud-based software tools  Using personal experience and/or subject matter experts  Using specialist time-analysis tools to assist in the decision-making process.

14. Create a simple project schedule for your example project. Week 1

Week 2 to 7

Week 8 and 9

Week 10 and 11

Week 12

Planning Initiation Execution Evaluation Closeout 15. Explain how you can use project scheduling tools and techniques to identify schedule impact. Relate this to your example project. A Gantt chart is used in our project scheduling. The chart will help in identifying the schedule impact because it is a visual representation of a project schedule that shows you what has to be done within your project and when it needs to be done by. By laying out the project tasks and events in the order they should be completed in, the Gantt chart helps to sequence those events and tasks. This method is easy to use and maintain. 16. What is a schedule baseline? A schedule baseline is an approved version of your project schedule and by establishing the baseline; you are marking the end of the planning phase of your project and the beginning of the execution and control phase.

17. What is this schedule baseline useful for? Schedule baseline will act as a point of reference and all future measurements will be compared to it. It is used to determine any variation between the plan and actual progress of your project.

18. How can you communicate the schedule to stakeholders?  Newsletters  Reports BSBPMG512-V2018.1-20180901 © Canterbury Technical Institute - 2018 | Page 8 of 18

Canterbury Technical Institute CRICOS Code – 02938M RTO No: 31645

 Social media  Email  Meetings  Conference calls.

19. What are the benefits of having a communication plan in place? By having a communication plan in place, you and your project team will know when to communicate with the stakeholders and how to do it effectively. The stakeholders will also be well informed always and to understand exactly what they desire.

20. Choose a type of communication channel. Outline a brief draft of what your method will entail For this project, holding meetings will be the main communication channel. Meetings will offer an opportunity for the project manager to inform all the project’s stakeholders about the progress of the project and any changes that maybe needed. Meetings will provide an opportunity for all the stakeholders to interact and get an immediate feedback of any questions they may be having concerning the project. 21. Why is it necessary to measure, record and report the progress of a project? By measuring the progress of the project activities, areas within the project that need to be improved and planned for these future improvements can be identified. Any problems that occur can be identified early on if you are continually monitoring the progress of your project activities. Moreover, by reporting the progress of your project regularly, a valuable written record of a project’s life can be created. 22. Give examples of methods of the measurements of progress.  Reporting periods  Project status  Project phases  Highlight report  Milestone chart  Checkpoint report  Percentage complete BSBPMG512-V2018.1-20180901 © Canterbury Technical Institute - 2018 | Page 9 of 18

Canterbury Technical Institute CRICOS Code – 02938M RTO No: 31645

 S-Curve  Exception report  Earned value management.

23. What things should be included in a progress report?  The overall status of your project  Your project summary  The key issues  Any identified risks  The tasks that are involved in your project  The suggested next steps  Any decisions that are needed  Your budgeted cost  The money that has been spent so far.

24. For your example project from Activity 1A, briefly outline how you will measure, record and report the project’s progress in relation to the schedule. Project phases will be the method that will be used for the recording and reporting the progress of the project in relation to the planned schedule. With this method, the progress of the project will be evaluated after every phase, recorded and reported to the stakeholders. Throughout the project, regular reports will be conducted on the progress against the budget, the scope and the schedule. 25. What does a baseline include?  Start dates  Finish dates  Duration estimates  Work estimates  Cost estimates.

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Canterbury Technical Institute CRICOS Code – 02938M RTO No: 31645

26. How can you assess the progress of a project? -

Creating a project outline Establish goals and milestones Check in regularly Establishing clear deadlines and objectives

27. What is a variance table? A variance table shows the start and finish dates for both the scheduled information and the baseline information. From this, you can identify any difference between the two types of information.

28. For your example project, explain how you will record the baseline variance between the actual and planned progress. You will need to constantly track your project and monitor your schedule. You may need to compare a position or status within your project with an earlier version of it. It is possible to view your baseline data alongside the current planned data, the actual data and the variance between them. To compare your baseline to the original within a Gantt chart:  Click ‘View’ tab  In the ‘Task Views’ group; click ‘Gantt chart’  Click ‘Tracking Gantt’. 29. What is a change control system? Control systems are formal processes that are developed at the start of a project and used to ensure any changes are introduced in a controlled manner.

30. What six steps are involved within a change control system?  Record  Assess  Plan  Build and test  Implement  Gain acceptance. BSBPMG512-V2018.1-20180901 © Canterbury Technical Institute - 2018 | Page 11 of 18

Canterbury Technical Institute CRICOS Code – 02938M RTO No: 31645

31. When analysing and forecasting the impact of change, what questions should you consider?  Does the change support your overall project plan?  What will happen to the project if the change is not implemented?  If this change is implemented, what other areas of the project will be affected?  Does the change conflict with your existing project schedule?  Does the positive impact of this change outweigh the negative impact?  Is there another change that can be implemented rather than this one?  If the change is accepted and implemented, will training be necessary?  What skills will you need in order to implement the change successfully?  Will the implementation of the change introduce any possible performance issues?

32. What is IA and what does it include? The analysing and forecasting process may involve an Impact Analysis (IA) which can ensure that any requests for change are considered with the overall impact on the project in mind. By analysing the impact of any change that occurs within your project, you can avoid any surprises. Analysis can also help you to avoid overlooking your project schedule dates. Using a structured approach, an IA can also give you the ability to identify any problems before they occur. This means that you can have a contingency plan in place so that the problem can be handled appropriately. IA includes the following steps:  Preparing for the IA  Brainstorming the areas that may be affected  For each of these areas, brainstorm the different elements that could be affected  Evaluate the impacts  Manage these consequences.

33. What are the stages within a project life cycle? Briefly explain what each phase involves. BSBPMG51...