Bsbpmg522a undertake project work

UNDERTAKE PROJECT WORK

Define project and develop plan

Submission details

Candidate’s Name Phone No.

Assessor’s Name Phone No.

Assessment Site

Assessment Date/s Time/s

The assessment task is due on the date specified by your assessor. Any variations to this

arrangement must be approved in writing by your assessor. Submit this document with

any required evidence attached. See specifications below for details.

Performance objective

Candidates will demonstrate knowledge and skills required to define projects and develop

project plans.

Assessment description

Using the workplace scenario information provided, you will determine the scope of a

project and develop a portfolio of draft planning documentation to discuss with your

Operations General Manager (the assessor). You will then negotiate aspects of the project

with your assigned project team. Finally, you will submit final planning documentation for

approval.

Procedure

1. Review the simulated business documentation, including policies and procedures,

in the document ‘Max Lionel Realty.docx’. Review templates contained in the

document ‘Project planning templates.docx’ for possible use or adaptation in

completing project requirements.

2. Review the scenario information provided in Appendix 1.

3. Receive details from Operations General Manager (the assessor) of your project

team, cost, skills, and suggested project deliverables and timeframes.

4. Determine project scope. Develop appropriate initiation and scope documents for

discussion with Operations General Manager (the assessor).

5. Determine additional documentation required to determine project and develop

deliverables.

Assessment Task 1 BSBPMG522 Undertake project work

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6. Define project stakeholders. Determine how you will engage and manage

stakeholders to achieve project objectives. Develop communication and

stakeholder management plans for discussion.

Note: Consider scenario information and organisational structure to determine

stakeholders and stakeholder interests.

7. Identify personal responsibilities and reporting requirements.

8. Determine relationship of project to other projects, systems, business operations,

strategic aims of organisation, and external legislative requirements.

9. Determine resources and access to resources. Consult with Operations General

Manager (the assessor) to clarify if necessary.

10. Determine project management tools, such as software (e.g. Microsoft Word, MS

Excel, and MS Project) and templates, etc.

Note: You may use software tools or use or adapt the templates provided.

11. Using an appropriate project management tool, develop your project plan

(version 1). Include:

a. work breakdown structure: stages of development or of task completion

(Design, Develop, Implement, Evaluate); opportunities for (peer and

stakeholder) review and feedback; coordination of roles and sharing of

responsibility for deliverables; dependencies

b. timelines

c. roles and responsibilities for each team member

d. resourcing requirements.

12. Develop a risk management plan for your project (version 1) for discussion. Include

consideration of WHS risk management. Identify, assess and suggest treatment of

at least three additional risks, including financial risk. Record risks on a risk register

and complete a risk assessment document for each risk.

Note: You may use software tools or use or adapt the templates provided.

13. Develop a budget (version 1) for the project.

Note: You may use software tools or use or adapt the template provided.

14. Meet with Operations General Manager (the assessor) to discuss:

a. project scope

b. additional documentation required to determine project and develop

deliverables.

c. project stakeholders

d. personal responsibilities

e. relationship of project to other projects, systems, strategic aims of

organisation

f. resources and access to resources

Assessment Task 1 BSBPMG522 Undertake project work

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g. portfolio of documents:

i. project initiation and scope documents

ii. project plan (version 1)

iii. risk management plan (version 1)

iv. budget (version 1).

15. Ask for feedback from your Operations General Manager (the assessor) on your

version 1 drafts and ensure understanding of any additional project issues or

changes to project parameters.

16. Meet with your project team to:

a. negotiate roles and responsibilities

b. Agree on version 2 of documents for approval by Operations General

Manager (the assessor):

i. project plan (version 2)

ii. risk management plan (version 2)

iii. budget (version 2).

c. Incorporate Operations General Manager (the assessor) feedback into

planning project:

Note: The meeting will be observed by your assessor. Follow your

communication plan or agree to a time and date.

When meeting with your team, be:

i. professional

ii. accommodating and conscious of varying skill levels, interests,

backgrounds

iii. submit documentation as per specifications below.

Specifications

You must:

● meet with Operations General Manager to discuss project scope and portfolio of

planning documents

● participate in project meeting/s with project team

● submit:

○ project initiation and scope documents, including: a project brief; a project

scope; a stakeholder analysis; a communication plan; roles and

responsibilities; project snapshot

○ a project plan (version 1 and version 2)

○ a risk management plan (risk register and risk assessment for each of four

risks) (version 1 and version 2)

○ a budget (version 1 and version 2).

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Your assessor will be looking for:

● communication and negotiation skills to work with team members and other

stakeholders to maintain project schedules

● literacy skills to read, write and review a range of documentation

● planning and organising skills to develop project plans

● numeracy skills to analyse data and to compare timelines and implementation

costs against budgets

● culturally appropriate communication skills to relate to people from diverse

backgrounds and people with diverse abilities

● knowledge of relevant legislation from all levels of government that may affect

aspects of business operations, such as:

○ anti-discrimination legislation

○ ethical principles

○ codes of practice

○ privacy laws

○ environmental issues

○ WHS

● knowledge of organisational structure and chains of authority and communication

within the organisation

● knowledge of how the project relates to the organisation’s overall mission, goals,

objectives and operations.

Adjustment for distance-based learners

● No variation of the task is required.

● A follow-up interview may be required (at the discretion of the assessor).

● Documentation can be submitted electronically or posted in the mail

● Meetings may be conducted and observed live or via an appropriate

teleconferencing tool.

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Appendix – Scenario

Max Lionel Realty

Max Lionel Realty (MLR), in order to build customer goodwill and satisfy its legal and

ethical obligations, has decided to implement a program to:

● inform agents of legal and ethical obligations (particularly with respect to WHS and

anti-discrimination legislation) and any standards or codes of conduct followed by

the organisation

● promote high standards in professional conduct (see Real Estate Institute of

Victoria (REIV) Code of Conduct and relevant legislation)

● inform clients, tenants and potential tenants of MLR’s commitments

● achieve employee and client buy-in for initiative.

You are an external consultant (from Ace Consultants) contracted to project manage

activities to achieve the objectives above.

Quality standards for deliverables:

● clearly communicate legal obligations and REIV obligations

● contain as content or support company strategic directions

● no grammar or spelling errors

● professional but friendly language

● fair and flexible delivery for intended audience

● meet audience requirements and sensitive to information needs, cultural diversity.

Previous needs analysis for the project has uncovered characteristics and requirements

of Residential and Commercial Agents and Clients:

Agents Clients Tenants

● under stress; time poor

● highly trained and

competent in selling

and managing real

estate

● unaware of legal,

ethical requirement.

just want to please

clients

● even if aware, have no

idea how to apply to

daily client practice

● cynical: e.g. ‘why do I

have to pay attention to

MLR’s internal

business? I just want

them to manage my

property.’

● time poor

● not sure of MLR

obligations and

commitment to best-of-

breed client service and

ethical practice, REIV

code of conduct

● sometimes feel

discriminated against

on basis of:

○ lifestyle

○ family status

○ cultural

background

○ income, etc.

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Agents Clients Tenants

● unclear on overall

strategic aims of MLR

● culturally diverse.

● feel it’s the agent’s

obligation to fill

rental/lease properties

according to client

wishes: e.g. ‘I choose

who lives in/leases my

property’

● culturally diverse.

● residential agents have

been rude or insensitive

on occasion: e.g. ‘you

wouldn’t treat your rich

clients or investment

partners this way’

● do not feel they are

adequately consulted

● residential/commercial

agents/clients have let

themselves in without

consultation

● inspections are

sometimes

unannounced.

Project conditions are as follows:

● Six to eight team members (two to four candidates plus four virtual team members)

who must be utilised and budgeted for. Operations General Manager (the assessor)

will determine composition of project team.

● The structure of the work should include roles for project sponsor, technical

experts, quality assurance of deliverables, project manager (yourself initially and,

after provisional approval, as negotiated with your team), and roles and

responsibilities for each team member to achieve the deliverables according to

standards, etc.

● All reasonable resources (e.g. access to a room, computers, software and

templates) will be provided. Paper and telecommunications costs, for example, to

be covered by candidates. All resources must be costed and included in your

budget.

● Budget: $15,000.

● Your Operations General Manager (the assessor) will suggest project deliverables,

for example, presentations, information sessions, posters, promotional materials,

etc. You may determine your own specific deliverables so long as they are agreed to

with stakeholders, meet project objectives, and adhere to budgetary constraints.

● Project timeframe to be determined by Operations General Manager (the assessor

as project sponsor).

● Project should include design, development, implementation and evaluation stages

(with periodic quality review).

● Project status reports are due at 25%, 50% and 75% of allotted timeframe.

● Project must be coordinated with other organisational projects, operations, etc.