Project management plan
Favouritewriter
user_30021432013hmiscflmbsbpmg510a-manageprojectsmodule.pdf
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 1 of 222
Form: LA-LM-BSBPMG510A
LEARNING MODULE
BSBPMG510A Manage Projects
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 2 of 222
Form: LA-LM-BSBPMG510A
BSBPMG510A: UNIT OVERVIEW MANAGE PROJECTS This unit addresses the management of a straightforward project or a section of a larger project including the development of a project plan, administering, monitoring, finalising and reviewing the project to identify lessons learnt for application to future projects. It is comprised of the following elements:
1. Define project; 2. Develop project plan;
Click here to access Unit BSBPMG510A.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 3 of 222
Form: LA-LM-BSBPMG510A
� Define project:
1. Access project scope and other relevant documentation; 2. Define project stakeholders; 3. Seek clarification from delegating authority of any issues related to project and project
parameters; 4. Identify limits of own responsibility and reporting requirements; 5. Clarify relationship of project to other projects and to the organisation's objectives; 6. Determine and access available resources to undertake project
�
Develop project plan:
1. Develop project plan including timelines, work breakdown structure, role and responsibilities and other details of how the project will be managed in relation to the project parameters;
2. Identify and access appropriate project management tools; 3. Formulate risk management plan for project, including occupational health and safety
(OHS); 4. Develop and approve project budget; 5. Consult team members and take their views into account in planning the project; 6. Finalise project plan and gain any necessary approvals to commence project;
according to documented plan.
- 01 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 4 of 222
Form: LA-LM-BSBPMG510A
BSBPMG510A: UNIT OVERVIEW (continued) MANAGE PROJECTS The remaining 3 elements for this Unit of Competency are as follows:
3. Administer and monitor project; 4. Finalise project; 5. Review project.
Click here to access Unit BSBPMG510A.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 5 of 222
Form: LA-LM-BSBPMG510A
� Administer and monitor project:
1. Take action to ensure project team members are clear about their responsibilities and the project requirements;
2. Provide support for project team members, especially with regard to specific needs, to ensure that the quality of the expected outcomes of the project and documented time lines are met;
3. Establish and maintain required record keeping systems throughout the project; 4. Implement and monitor plans for managing project finances, resources (human,
physical and technical) and quality; 5. Complete and forward project reports as required to stakeholders; 6. Undertake risk management as required to ensure project outcomes are met; 7. Achieve project deliverables.
� Finalise project:
1. Complete financial record keeping associated with project and check for accuracy; 2. Assign staff involved in project to new roles or reassign to previous roles; 3. Complete project documentation and obtain any necessary sign offs for concluding
project.
� Review project:
1. Review project outcomes and processes against the project scope and plan; 2. Involve team members in the project review; 3. Document lessons learnt from the project and report within the organisation.
- 02 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 6 of 222
Form: LA-LM-BSBPMG510A
WHAT IS PROJECT MANAGEMENT? Project management refers to the systemised processes involved with planning, organising, administering and reviewing a project. It is comprised of the following elements:
Skills; Tools; Processes.
Projects can vary in size and complexity which in turn affects the amount of resources, time and effort invested into its completion. The management of projects involves more than just compiling project tasks and executing them. There is often a great deal of uncertainty involving the availability of resources, meeting deadlines and budgeting constraints. As such, effective project management allows for a methodical approach to managing projects in order to achieve optimal results.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 7 of 222
Form: LA-LM-BSBPMG510A
� NOTE: Projects differ from regular business activities and processes for the following reasons:
Each project is different from each other and may involve varying levels of technical expertise, knowledge and skill requirements to complete project tasks;
Projects are time bound in accordance with set project plans. There are specified start and end dates and plans often have a scheduled list of project tasks and activities;
The availability of resources is another issue. Project managers will need to account and request for certain resources to complete the project. Labour hire and monetary costs are some of the primary resources that need to be budgeted for;
All projects contain a level of uncertainty and risk in terms of the above listed requirements/characteristics. There is a need to plan around these risks within initial project plans.
� EXAMPLE: Examples of workplace projects include:
Creating a new information management system; Implementing a new product or service; Introducing improvements to existing products or services; The production of company marketing collateral (e.g. websites, newsletters,
advertisements); Installing new machinery or equipment in the workplace.
� Project: A project is generally defined as a program of work which requires a significant amount of planning and team work to enable the achievement of project specific goals and objectives. It may be comprised of:
A clearly set out start and end date; Project goals and objectives; A diversely skilled project team; Project constraints such as costs, time and quality.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 8 of 222
Form: LA-LM-BSBPMG510A
� Skills: Project management involves specialist skills, knowledge and experience in order to successfully carry out a project and reduce the level of uncertainty associated with project development and execution. � Tools: Examples of project management tools used to help assist with project execution includes relevant documentation (e.g. project templates, budget spreadsheets), project management software, registers, checklists and forms. � Processes: The processes form the basis for project management execution and may involve time, cost and quality management and change and risk management.
- 03 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 9 of 222
Form: LA-LM-BSBPMG510A
THE LEGISLATIVE FRAMEWORK IN YOUR WORKPLACE In order for your organisation to operate in a fair and safe work environment, there are a number of legal requirements imposed on you to uphold best practice and comply with relevant legislation that affects your business operations, activities and work projects. Key areas covered in legislation that may affect aspects of your organisation include:
Anti-discrimination; Ethical principles; Privacy; Environmental issues; Occupational Health and Safety (OHS).
The following frames will delve into the legal framework for the above areas in further detail.
- 04 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 10 of 222
Form: LA-LM-BSBPMG510A
OCCUPATIONAL HEALTH AND SAFETY (OHS) Occupational Health and Safety (OHS) is an important issue for all organisations. It refers to the development and maintenance of a safe working environment in which employees' physiological and psychological health and wellbeing are a key concern. Federal, State, Territorial and organisational measures have been implemented to identify roles and responsibilities of relevant parties, to regulate work procedures and behaviour, and to promote consultation and cooperation in order to develop and promote safe work environments. Before we explore in detail the nature and scope of OHS legal obligations, let's take a moment to understand various components of the legal framework itself.
� NOTE: The term "Occupational Health and Safety (OHS)" is also referred to as "Workplace Health and Safety (WHS)" in certain jurisdictions. However, for the purpose of this module, we will use the term, "Occupational Health and Safety (OHS)".
- 05 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 11 of 222
Form: LA-LM-BSBPMG510A
LEGISLATION AND DOCUMENTATION RELEVANT TO OHS The following table will provide you with information on the various components of the legal framework and their relevance to OHS in the workplace.
SOURCES OF LAW LAW
CLASSIFICATIONS AREAS OF LAW (TOPICS) RESOURCES
OHS Legislation and Regulations
Criminal Law Contract Law Australian and International Standards
Common Law Civil Law Industrial Relations Law Codes of Practice
Equal Employment Opportunity and Anti-Discrimination Law
Privacy Legislation Workers Compensation Trade Practices � OHS Legislation and Regulations: Current Commonwealth and relevant State/Territory OHS legislation and Regulations govern the health and safety of all people at work by stating specific requirements that all workplaces must abide by. � Common law: Common law is judge made law in which judges make decisions on OHS cases, based on how a "reasonable person" would act in a given situation. Duty of care also falls under Common law which states that reasonable action must be taken to ensure a safe and healthy workplace. � Criminal law: OHS breaches can be penalised under criminal law if the health and safety of a person or a group of people were put at risk by another, beyond reasonable doubt. If a person is found to be guilty, they can be subject to fines, imprisonment etc.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 12 of 222
Form: LA-LM-BSBPMG510A
� Civil law: Civil law refers to laws that are written and codified. It involves the concept of Duty of Care where damages are sought for negligent behaviour that has resulted in injury or illness in the workplace. � Contract law: Contract law refers to legislation surrounding legally binding agreements between two or more parties. In the workplace, both the employer and the employee have a written contract between them stating workplace OHS rights and responsibilities. � Industrial relations law: Industrial relations law refers to the legal rights of and the restrictions on employees and employers. In relation to OHS, industrial relations law is concerned with topics such as unfair dismissal and the access rights of and consultation with unions. � Equal Employment Opportunity (EEO) and anti-discrimination law: Discrimination in the workplace can have a negative effect on employees and can impact on their mental and physical wellbeing. As a result, EEO and anti-discrimination laws have been developed to remove this health risk from the workplace by making it illegal to disadvantage someone based on inherent characteristics. � Privacy legislation: Privacy legislation prohibits the use or disclosure of information about an individual, for example, an individual is not required to provide his or her medical records unless the information is required or authorised by another law. Under OHS legislation, Occupational Health and Safety Representatives are given the right to request information and are not limited by privacy legislation.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 13 of 222
Form: LA-LM-BSBPMG510A
� Workers compensation: Workers compensation is a form of insurance that provides medical care and/or monetary compensation to an employee who is injured as a result of their employment. It aims to remedy any OHS issue that occurs in the workplace and results in injury or illness. � Trade practices: Trade practices aims to promote competition between organisations and offer protection for the consumer. In relation to OHS, a consumer is able to claim damages or compensation if they are injured by a product or service that they have purchased. � Australian and International Standards: Although Australian and International Standards have no legal status, they are the minimum level of OHS performance or quality that is expected of organisations. By setting these Standards, the health and safety of all people in the workplace is protected. � Codes of Practice: Codes of Practice set out organisational procedures, behaviours and standards that should be used to meet OHS requirements. They are not legally binding unless their implementation allows for the achievement of similar or better safety outcomes than legislation and regulations allow for.
- 06 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 14 of 222
Form: LA-LM-BSBPMG510A
OHS LEGISLATION The Commonwealth Constitution does not entitle the Federal Government to legislate OHS on behalf of States and Territories. As a result, each State and Territory has their own OHS Act while Commonwealth OHS legislation is only applicable to Federal public sector employees and the maritime industry. All organisations are subject to different OHS legislation, Codes of Practice, Standards, policies and procedures, depending on which State or Territory they are located in. However, all Commonwealth, State and Territory OHS legislation aims to secure the health, safety and welfare of all people at work. They specify general requirements that are to be followed to promote self-regulation and create a workplace that is as safe as reasonably practicable. (see Note 2).
� NOTE 1: Harmonisation of laws: The Council of Australian Governments (COAG) has committed to the harmonisation of OHS legislation whereby all States, Territories and the Commonwealth work together to develop and implement model OHS legislation into their existing laws. This will provide a simpler system and make work easier for employees and employers across multiple States and Territories.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 15 of 222
Form: LA-LM-BSBPMG510A
� NOTE 2: Reasonably practicable refers to the extent of necessary action that is expected to be taken by a reasonable person in a particular situation, while still ensuring the health and safety of yourself and those around them. When determining reasonably practicable actions, you must consider:
The likelihood of the hazard or risk occurring; The seriousness of any harm that would result from that hazard or risk; What the person involved knows, or should reasonably know, about the hazard or risk
and associated control measures; The availability and suitability of control measures to eliminate or minimise the hazard
or risk; Other factors (e.g. the cost of eliminating or reducing the hazard or risk).
� Promote self-regulation: In order to ensure health and safety requirements are adhered to, both management and employees are responsible for implementing OHS legislative requirements and assessing whether they are being complied with. OHS legislation aims to promote self-regulation by encouraging management and employees to work together to achieve and improve stated OHS requirements.
- 07 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 16 of 222
Form: LA-LM-BSBPMG510A
OBJECTS OF OHS LEGISLATION The objects or purpose of OHS legislation is to:
Secure and promote health, safety and welfare of all people at work; Protect all people in the workplace from risks to their health and safety as a result of
the activities of others; Promote a safe and healthy work environment; Provide for consultation and cooperation between employers and employees; Ensure that risks to health and safety are identified, assessed and eliminated or
controlled; Develop and promote community awareness, knowledge and understanding of OHS
issues; Allow for continuous improvement in OHS standards, while considering changes in
technology and work practices.
- 08 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 17 of 222
Form: LA-LM-BSBPMG510A
SPECIFIC ASPECTS OF OHS LEGISLATION Key focus points of OHS legislation include:
Duty of employers and employees; Duty to consult; Powers of inspectors; Investigation, improvement and prohibition notices; Criminal proceedings.
� Duty of employers and employees: Each State/Territory's OHS legislation details the rights and responsibilities of both employers and employees in terms of workplace health and safety. These duties are legal requirements and must be adhered to.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 18 of 222
Form: LA-LM-BSBPMG510A
� Duty to consult: The duty to consult is primarily the responsibility of the employer. The main duties in OHS legislation that relate to consultation include:
Allowing employees to contribute to decisions that affect their own health and safety; Establishing OHS Committees and allowing for OHS Representatives to facilitate
consultation between employers and employees.
� Powers of inspectors: OHS legislation describes the appointment of inspectors and their resulting powers in terms of:
Entry into a workplace; Searching and investigating a workplace; Obtaining information, documents and evidence.
� Investigation, improvement and prohibition notices: Depending on your State or Territory, investigation, improvement and prohibition notices can be issued by either elected OHS Representatives or inspectors for breaches in OHS requirements. These notices allow employers to fix any health and safety issues in their workplace before the issue is escalated to criminal proceedings. � Criminal proceedings: OHS legislation states that there will be criminal proceedings in the event of serious breaches of OHS requirements or if notices have been ignored. Each State and Territory's OHS Act states the process, guidelines and penalties associated with criminal proceedings.
- 09 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 19 of 222
Form: LA-LM-BSBPMG510A
WHAT IS DUTY OF CARE? Duty of care can be defined as the legal obligation to ensure the health, safety and wellbeing of those in the workplace. This is achieved by anticipating potential causes of accidents, injuries and illnesses and taking reasonable action to eliminate or minimise the possible causes of harm. Duty of care is both a moral duty and a legal obligation that applies to both employers and employees. It can be breached by either action or inaction and is linked to the law of negligence, where 3 key components must be established. Under duty of care obligations, all parties in the workplace are responsible for taking reasonable steps to ensure that their actions do not knowingly cause harm to both themselves and others. This also extends to organisational responsibilities regarding waste, waste disposal, environmental impacts and social impacts.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 20 of 222
Form: LA-LM-BSBPMG510A
� Others: ‘Others’ in the workplace refers to people who are not classified as employees. These can include:
Contractors; Sub-contractors; Visitors; Couriers; Interns.
� The three key components that must be established to prove negligence are:
Duty of care owed; Breach of duty of care; Injury or damage arising from the breach.
These will be covered in more detail over the following frames.
- 10 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 21 of 222
Form: LA-LM-BSBPMG510A
DUTY OF CARE AS A STATUTE LAW CONCEPT Duty of care has also been incorporated into Statute Law. By including duty of care into legislation, specific OHS responsibilities are enforced and everyone in the workplace is expected to abide by them. This encourages the development and maintenance of safe work environments. Under Statute law, legal action can be taken before an injury occurs and breaches may result in prosecution. OHS duties are enforced under Statute law, with the aim of eliminating unsafe workplace situations and preventing accidents and illness.
� Breach: A breach is when the law is not upheld and obligations stated in legislation have not been fulfilled.
- 11 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 22 of 222
Form: LA-LM-BSBPMG510A
DUTY OF CARE AS A COMMON LAW CONCEPT Duty of care was established under and is specifically covered by Common law. This implies that employers must take reasonable care of their employees' safety and a failure to do so can be brought before a civil court. Claims against an employer are often referred to as 'negligence claims' and can only be made after damage to a person or property has occurred. The courts assess liability and damages according to factors such as:
Whether a duty of care was owed; The degree of fault of each party; Whether the risk of harm was reasonably foreseeable Whether the employer had met their standard of care; The severity of resultant damages.
These factors determine the final judgement and the severity of the potential payout.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 23 of 222
Form: LA-LM-BSBPMG510A
� Common law: Common law is often referred to as judge-made law and is developed in courts on the basis of customs and legal precedents. Judges make decisions based on the merits of each case and how a 'reasonable person' would act in a given situation. � Civil court: A civil court is one that has been established to hear civil cases in which parties seek redress or an award of damages in relation to private rights, rather than criminal proceedings. � Standard of care: Standard of care refers to the way in which a reasonable person should act in order to fulfil their duty of care requirements. For example, if there is a risk that someone could be injured or harmed at work, the employer must act as a reasonable person would, to eliminate or minimise the risk.
- 12 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 24 of 222
Form: LA-LM-BSBPMG510A
OTHER LEGISLATION DIRECTLY ALIGNED TO OHS LEGISLATION Other Acts are directly aligned to OHS legislation and cover topics which relate to OHS issues. These topics include:
Road transport and heavy vehicle driver fatigue; Mines, mining and quarrying; Explosives; Dangerous goods; Food and food production; Waste minimisation and management; Public health and safety; Injury management; Workers Compensation.
� Road transport and heavy vehicle driver fatigue: Transport is a key component of many businesses and each State and Territory's road transport legislation cover topics that relate to OHS. For example, road transport legislation aims to ensure the health and safety of all drivers and pedestrians on the road by regulating speed, vehicle loads, driver fatigue etc.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 25 of 222
Form: LA-LM-BSBPMG510A
� Mines, mining and quarrying: Each State and Territory's legislation relating to mines, mining and quarrying should be applied in conjunction with OHS legislation. Due to the unique nature of the industry, additional health and safety requirements, specific to mining and quarrying must be adhered to in addition to general OHS requirements. � Explosives: Explosives legislation provides additional provisions to OHS legislation, in relation to inspectors and ensuring the health and safety of workplace personnel. It refers to employers and employees who use, store or handle explosives in their workplace. � Dangerous goods: Additional legislation on dangerous goods covers areas such as handling and supplying. However, it also addresses areas that are not mentioned in OHS legislation, such as transportation of dangerous goods, to ensure all aspects of dangerous goods that can impact on health and safety are regulated. � Waste minimisation and management: Additional legislation in relation to waste management and environmental sustainability contribute to OHS legislation by including provisions for businesses to minimise and manage their waste. This can have a positive effect on the health and wellbeing of the environment, the community and on workplace personnel. � Public health and safety: Additional legislation aims to support OHS legislation to ensure that the health and safety of members of the public are not adversely affected as a result of workplace operations.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 26 of 222
Form: LA-LM-BSBPMG510A
� Injury management: Legislation governing injury management requires employers to implement effective injury management systems to ensure that injuries are prevented or managed appropriately. � Workers compensation: Workers compensation legislation makes provisions for persons who have received an injury or illness during the course of their employment.
- 13 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 27 of 222
Form: LA-LM-BSBPMG510A
IMPACTS ON THE IMPLEMENTATION OF OHS OHS legislation does not exist in isolation. Other factors play an important role and have a large impact on the implementation of OHS in the workplace. These factors include:
Privacy; Anti-discrimination and equal employment opportunity (EEO); Industrial relations; Environmental protection.
These factors will be discussed in further detail on the following frames.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 28 of 222
Form: LA-LM-BSBPMG510A
� Privacy: Privacy legislation impacts on the collection, use and disclosure of OHS information relating to both the organisation and individuals within the organisation. � Anti-discrimination and equal employment opportunity (EEO): Anti-discrimination and EEO legislation aim to ensure that:
Workplaces are free from all forms of discrimination, harassment and bullying; Employment decisions are based on merit, rather than on irrelevant characteristics.
� Industrial relations: Industrial relations legislation impacts on OHS by ensuring that employees are not unfairly dismissed as a result of irrelevant characteristics. It also ensures that opportunities for union consultation are provided. � Environmental protection: Environmental protection legislation aims to create a healthy and sustainable environment and impacts on OHS by encouraging management of factors such as waste, hazardous substances and air quality.
- 14 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 29 of 222
Form: LA-LM-BSBPMG510A
PRIVACY LEGISLATION The Privacy Act 1988 (Cth) [http://www.austlii.edu.au/au/legis/cth/consol_act/pa1988108/] regulates privacy breaches and the misuse of personal information. It establishes 10 National Privacy Principles to deal with the collection, use, disclosure and management of personal information by organisations. Specifically, the Act covers how:
Your personal information is collected; It is then used and disclosed; Its accuracy is maintained; Securely it is kept; People's rights to access that information are addressed.
Any privacy breaches should firstly be resolved at an organisational level through conciliation. However, if this is not possible, a formal complaint can be lodged with the Privacy Commissioner.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 30 of 222
Form: LA-LM-BSBPMG510A
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 31 of 222
Form: LA-LM-BSBPMG510A
� IMPORTANT: It is paramount that the principles of privacy is upheld when working on business documents. Particular importance should be place on the access, use and disclose of personal and sensitive information. � NOTE: Please note that there are a variety of privacy based legislation specific to your State and Territory. Take the time to familiarise yourself these legal requirements as specified in the privacy legislation relevant to your jurisdiction. � 10 National Privacy Principles: The 10 principles establish compliance requirements relating to:
1. Collection; 2. Use and Disclosure; 3. Data Quality; 4. Data Security; 5. Openness; 6. Access and Correction; 7. Unique Identifiers; 8. Anonymity; 9. Transborder Data Flows; 10. Sensitive Information.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 32 of 222
Form: LA-LM-BSBPMG510A
� Conciliation: Conciliation attempts to bring two opposing sides together in order to find a resolution to the problem at hand without attending a trial. The process seeks to propose mutually acceptable terms i.e. terms that accommodate both sides. These can include:
An apology; Change to the respondent's practices or procedures; Staff counselling; Compensation for financial or non-financial loss.
� Privacy Commissioner: The Privacy Commissioner is the national privacy regulator. Under the Privacy Act 1988 (Cth), the Privacy Commissioner is responsible for:
Providing information and advice about privacy and the law; Investigating acts or practices that may breach the Privacy Principles; Handling complaints; Conducting audits; Undertaking promotional and educational activities.
- 15 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 33 of 222
Form: LA-LM-BSBPMG510A
ANTI-DISCRIMINATION & EQUAL EMPLOYMENT OPPORTUNITY (EEO) ANTI-DISCRIMINATION Discrimination in the workplace can negatively impact on an employee's mental and physical wellbeing. Anti-discrimination laws aim to remove this health risk from the workplace by making it illegal to discriminate against, bully or harass someone in the workplace. Work environments that are free from all forms of discrimination, harassment and bullying can be achieved through implementing systems that effectively eliminate and deal with these threats to health and safety.
EQUAL EMPLOYMENT OPPORTUNITY (EEO)
EEO refers to making employment decisions based on merit, rather than on irrelevant characteristics. All current and potential employees must also be given equal access to workplace opportunities such as jobs, benefits and services.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 34 of 222
Form: LA-LM-BSBPMG510A
� Employment decisions: Employment decisions refer to all areas of employment, including:
Recruitment and selection; Conditions of employment; Pay and other benefits associated with employment; Allocation of duties; Training and development; Promotion and transfer; Termination and redundancy.
� Irrelevant characteristics: Irrelevant characteristics include:
Impairment; Disability; Race; Physical features.
- 16 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 35 of 222
Form: LA-LM-BSBPMG510A
GROUNDS FOR DETRIMENT OR DISADVANTAGE Depending on the jurisdiction, an employer is not permitted to cause such detriment or disadvantage on such grounds where the employee or person (including a prospective employee):
Is or has been a member of an OHS Committee or an OHS Representative; Performs or has performed any functions or duties of an OHS Representative or
member of an OHS Committee; Exercises or has exercised any powers as an OHS Representative or Committee
member; Assists, has assisted or has given any information or help to an inspector, OHS
Representative or OHS Committee; Has made a complaint in relation to a matter affecting health, safety or welfare; Has in any way raised an issue or concern about health and safety to a relevant
stakeholder.
� Relevant stakeholder: For example, section 76 of the Victorian Occupational Health and Safety Act 2004, makes specific reference to such stakeholders as: the employer, an inspector, an authorised representative of a registered employee organisation, a health and safety representative, a member of a health and safety committee or an employee of the employer.
- 17 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 36 of 222
Form: LA-LM-BSBPMG510A
ANTI-DISCRIMINATION AND EEO IN OHS LEGISLATION Click on the corresponding region of the map for the section of OHS legislation that refers to anti-discrimination and EEO.
QLD: http://www.austlii.edu.au/au/legis/qld/consol_act/whasa1995250/s174.html
NSW: http://www.austlii.edu.au/au/legis/nsw/consol_act/ohasa2000273/s23.html
ACT: http://www.austlii.edu.au/au/legis/act/consol_act/wsa2008154/s43.html
VIC: http://www.austlii.edu.au/au/legis/vic/consol_act/ohasa2004273/s76.html
TAS: http://www.austlii.edu.au/au/legis/tas/consol_act/whasa1995250/s18.html
NT: http://www.austlii.edu.au/au/legis/nt/consol_act/whasa250/s93.html
SA: http://www.austlii.edu.au/au/legis/sa/consol_act/ohsawa1986336/s56.html
WA: http://www.austlii.edu.au/au/legis/wa/consol_act/osaha1984273/s56.html
- 18 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 37 of 222
Form: LA-LM-BSBPMG510A
INDUSTRIAL RELATIONS Industrial relations impact on OHS in the workplace in terms of unfair dismissal, access rights of unions and consultation with unions and should be implemented in conjunction with OHS legislation. An employee must not be unfairly dismissed due to an injury they have sustained during their course of employment. Any decisions regarding dismissal must be evidence-based, rather than on inherent characteristics of the employee. Industrial relations also impact on union involvement on OHS matters, for example, their right to access the workplace and consult with OHS Representatives and management on behalf of employees. Follow the link to view the Fair Work Australia website at: http://www.fwa.gov.au.
- 19 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 38 of 222
Form: LA-LM-BSBPMG510A
ENVIRONMENTAL PROTECTION In terms of OHS, environmental protection legislation can impact on areas such as pollution, waste minimisation, waste management, air quality and dangerous substances. It is important to develop and implement strategies that contribute to an environmentally sustainable future. These can include:
Offsetting carbon emissions where possible; Using natural and organic products where possible to reduce exposure to hazardous
substances; Recycling or reusing materials to minimise and manage waste; Implementing an Environmental Management System (EMS).
Once these strategies are implemented, environmental factors must be monitored to ensure that the environment is not adversely affected and employee health and wellbeing is not endangered.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 39 of 222
Form: LA-LM-BSBPMG510A
�
Environmental Management System (EMS): An EMS seeks to provide a comprehensive and systematic framework to deal with environmental issues that a workplace faces. Essentially, it covers and links:
Environmental legislation; The major risks and issues faced by the workplace; Organisational objectives and targets; Auditing and documentation requirements; Responsibilities and reporting structures; Continual improvements.
- 20 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 40 of 222
Form: LA-LM-BSBPMG510A
SEEKING RELEVANT OHS INFORMATION OHS legislation, Codes of Practice, Standards, policies and procedures are continually updated due to constantly changing workplaces. As a result, all parties must be aware of current OHS information so that it can be applied in their workplace to ensure the health and safety of themselves and of others. It is important to seek OHS information from a variety of sources. These can include:
Websites; Hard copy documents; State and Territory regulatory authorities; The National Occupational Health and Safety Commission; Public or legal libraries.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 41 of 222
Form: LA-LM-BSBPMG510A
�
Websites: Websites that may be a useful source of OHS information include:
The Australian Government website: http://australia.gov.au/topics/employment-and- workplace/ohs-workplace-health-and-safety;
Access to OHS legislation: http://www.austlii.edu.au/; http://www.ohsrep.org.au/; The Safe Work Australia website: http://www.safeworkaustralia.gov.au/; The Workplace OHS website: http://www.workplaceohs.com.au/.
�
Regulatory authorities: In relation to OHS, regulatory authorities, or statutory authorities, are bodies that are responsible for administering and enforcing legal OHS requirements. Although these may vary between each State and Territory, regulatory authorities are generally responsible for:
Implementing, enforcing and ensuring compliance with OHS Acts and Regulations; Investigating breaches of OHS legislation; Issuing notices; Providing training and instruction; Resolving OHS issues, accidents and/or incidents.
- 21 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 42 of 222
Form: LA-LM-BSBPMG510A
PYRAMID OF ENFORCEMENT The Pyramid of Enforcement represents the hierarchy of the OHS legal framework. The legal status of each OHS document varies according to their position in the pyramid. The higher up the pyramid they are located, the greater their legal standing. For further information on the legal status of OHS documents, hold your cursor over each of the sections of the Pyramid of Enforcement.
� Mandatory: You must follow the relevant requirements stated in an Act or Regulation. � Compliance: If a relevant approved Code of Practice exists, compliance is mandated unless the same or better safety outcomes are achieved. � Guidance Material: Guidance material has no legal status but can provide further information on OHS.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 43 of 222
Form: LA-LM-BSBPMG510A
� OHS Act: OHS Acts set out legal requirements for workplace health and safety and aim to create a workplace that is as safe as is reasonably practicable. Mandatory obligations for workplace personnel are stated and any breaches of these obligations are considered an offence. � Regulations: Regulations are made to support and clarify the requirements of Acts. Regulations are specific to particular OHS topics and issues such as hazardous substances, manual handling and dangerous goods. You must follow the relevant requirements stated in Regulations. � Codes of Practice: Codes of Practice are not legally enforceable but are designed to provide practical help in meeting requirements set out under OHS Acts and Regulations. They provide details about the preferred way in which Acts and Regulations should be applied and describe the behaviours and ethical standards expected of workplace personnel. � Australian Standards: Australian Standards are advisory or technical documents that establish acceptable minimum levels or benchmarks which must be addressed to avert risks to health and safety - usually relating to a specific risk. They have no legal status unless they are incorporated into legislation.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 44 of 222
Form: LA-LM-BSBPMG510A
� Guidance Material: Guidance material provides practical guidance for the application of OHS legislation, Regulations, Standards and Codes of Practice. These are not legally enforceable but provide further information on OHS.
- 22 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 45 of 222
Form: LA-LM-BSBPMG510A
ACTS AND REGULATIONS The legislative framework consists of both Acts and Regulations. Acts are developed by parliament and enforced by government departments. Compliance with Acts is compulsory as they set out legal rules that govern workplaces and breaches are considered an offence. Regulations support and clarify Acts by outlining how general obligations in an Act are applied in the workplace. They are more specific to particular OHS topics and issues such as hazardous substances, manual handling and dangerous goods.
- 23 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 46 of 222
Form: LA-LM-BSBPMG510A
OHS ACTS Follow the link to access the Commonwealth OHS Act: http://www.austlii.edu.au/au/legis/cth/consol_act/ohasa1991273/ . For OHS Acts relevant to your State and Territory, click on the corresponding region on the map below.
QLD: http://www.austlii.edu.au/au/legis/qld/consol_act/whasa1995250
NSW: http://www.austlii.edu.au/au/legis/nsw/consol_act/ohasa2000273
ACT: http://www.austlii.edu.au/au/legis/act/consol_act/wsa2008154
VIC: http://www.austlii.edu.au/au/legis/vic/consol_act/ohasa2004273
TAS: http://www.austlii.edu.au/au/legis/tas/consol_act/whasa1995250
NT: http://www.austlii.edu.au/au/legis/nt/consol_act/whasa250
SA: http://www.austlii.edu.au/au/legis/sa/consol_act/ohsawa1986336
WA: http://www.austlii.edu.au/au/legis/wa/consol_act/osaha1984273
- 24 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 47 of 222
Form: LA-LM-BSBPMG510A
OHS REGULATIONS Follow the links to access the Commonwealth OHS Regulations:
Occupational Health and Safety (Maritime Industry) Regulations 1995: http://www.austlii.edu.au/au/legis/cth/consol_reg/ohasir1995584 ;
Occupational Health and Safety (Safety Arrangements) Regulations 1991: http://www.austlii.edu.au/au/legis/cth/consol_reg/ohasar1991575 ;
Occupational Health and Safety (Safety Standards) Regulations 1994: http://www.austlii.edu.au/au/legis/cth/consol_reg/ohassr1994543.
For OHS Regulations relevant to your State and Territory, click on the corresponding region on the map below.
QLD: http://www.austlii.edu.au/au/legis/qld/consol_reg/whasr2008341
NSW: http://www.austlii.edu.au/au/legis/nsw/consol_reg/ohasr2001364
ACT: http://www.austlii.edu.au/au/legis/act/consol_reg/wsr2009245
VIC: http://www.austlii.edu.au/au/legis/vic/consol_reg/ohasr2007382
TAS: http://www.austlii.edu.au/au/legis/tas/consol_reg/whasr1998359
NT: http://www.austlii.edu.au/au/legis/nt/consol_reg/whasr359
SA: http://www.austlii.edu.au/au/legis/sa/consol_reg/ohsawr2010445
WA: http://www.austlii.edu.au/au/legis/wa/consol_reg/osahr1996382
- 25 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 48 of 222
Form: LA-LM-BSBPMG510A
CODES OF PRACTICE Codes of Practice are developed by legislators, industries or organisations. They set out guidelines for preferred methods of organisational procedures that should be used to meet OHS requirements. Codes of Practice also describe the behaviours and ethical standards expected of employees of a given profession.
Although these Codes of Practice are not legally binding, they give practical advice on how to comply with legal obligations. Follow the link to access the Commonwealth OHS Code of Practice: http://www.comcare.gov.au/laws__and__regulatio ns/ohs_act,_regulations__and__code/occupationa l_health_and_safety_code_of_practice_2008 . For OHS Codes of Practice relevant to your State and Territory, click on the corresponding region on the map on the right of the frame.
QLD: http://www.deir.qld.gov.au/workplace/law/legislation/codes/index.htm
NSW: http://www.workcover.nsw.gov.au/lawpolicy/codesofPractice/Pages/default.aspx
ACT: http://www.worksafe.act.gov.au/dangerous_substances/codes_of_practice
VIC: http://www.worksafe.vic.gov.au/wps/wcm/connect/wsinternet/WorkSafe/Home/Laws+a nd+Regulations/Occupational+Health+and+Safety/Compliance+Codes/D_Compliance+Co des
TAS: http://www.wst.tas.gov.au/safety_comply/legislation/cops
NT: http://www.worksafe.nt.gov.au/corporate/codes_of_practice.shtml
SA: http://www.safework.sa.gov.au/show_page.jsp?id=5892
WA: http://www.docep.wa.gov.au/WorkSafe/PDF/Codes_of_Practice/index.htm
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 49 of 222
Form: LA-LM-BSBPMG510A
� EXAMPLE: Examples of Codes of Practice include:
Manual Handling National Code of Practice; Manual Tasks Involving the Handling of People; Cash in Transit; Storing and Handling of Dangerous Goods; Risk Management; First Aid; Prevention of Workplace Harassment.
- 26 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 50 of 222
Form: LA-LM-BSBPMG510A
STANDARDS Standards are advisory or technical documents which act as benchmarks and outline the minimum level of expected performance or quality. They are not legally binding and act merely as best practice guidelines for organisations. OHS standards can include:
Australian Standards; Codes of Practice; Exposure standards; Guidance notes; Industry standards; International standards; National standards developed by the Office of the Australian Safety and Compensation
Council; Regulations and standards developed by OHS regulators.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 51 of 222
Form: LA-LM-BSBPMG510A
� Australian Standards: Australian Standards are advisory or technical documents that set out minimum safety requirements and provide guidance for people working in specific areas, with particular equipment and in relation to a specific risk. They outline requirements such as:
Quality; Performance; Systems or processes; Certain hazards and controls.
� Codes of Practice: Codes of Practice set out guidelines for preferred methods of organisational procedures that should be used to meet OHS requirements. They also describe the behaviours and ethical standards expected of employees of a given profession. � Exposure standards: Exposure standards refer to a concentration of an airborne substance in an employee's breathing zone that should not adversely affect their health and safety. � Guidance notes: Guidance material provides practical guidance for the application of OHS legislation, Regulations, Standards and Codes of Practice. These are not legally enforceable but provide further information on OHS.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 52 of 222
Form: LA-LM-BSBPMG510A
� Industry standards: Industry standards are benchmarked criteria that are voluntary but should be followed by a specific industry. They provide guidance for how an industry operates and can assist with the implementation of safe procedures that are in accordance with OHS legislation. � International standards: International standards are developed by organisations such as the International Standardisation Organisation (ISO). They can be implemented to regulate the development, manufacture and supply of products and services including quality, safety, reliability, efficiency and environmental friendliness. � The Office of the Australian Safety and Compensation Council (ASCC) The Office of the ASCC is a federal agency that develops national OHS and workers compensation policies and aims to promote consistency between State and Territory OHS legislation through the development of national standards. Standards that are declared by the ASCC are then endorsed by the Workplace Relations Ministers' Council (WRMC) to ensure that they are incorporated into State and Territory OHS Regulations. � OHS regulators: Each State and Territory has a specific OHS regulator who is responsible for implementing OHS rules and regulations in that jurisdiction. Regulations that are developed by OHS regulators are legally enforceable while standards act as benchmarks and guidelines for the relevant industries.
- 27 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 53 of 222
Form: LA-LM-BSBPMG510A
GUIDANCE MATERIAL Guidance material provides further information and practical guidance on the application of OHS legislation, Regulations, Standards and Codes of Practice and are generally categorised by industry or OHS hazard.
Examples of guidance material include:
Asbestos Removal; Slips, Trips and Falls; Soft Tissue Injury Management; Workplace Amenities; Prevention of Workplace Violence.
OHS guidance materials are not legally enforceable but aim to assist those with OHS obligations in meeting and fulfilling their responsibilities. Click on the corresponding region on the map for OHS guidance material relevant to your State and Territory.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 54 of 222
Form: LA-LM-BSBPMG510A
QLD: http://www.deir.qld.gov.au/workplace/publications/index2.htm
NSW: http://www.workcover.nsw.gov.au/FORMSPUBLICATIONS/Pages/default.aspx?Type=Gui de
ACT: http://www.worksafe.act.gov.au/dangerous_substances/guidance_material
VIC: http://www.worksafe.vic.gov.au/wps/wcm/connect/wsinternet/WorkSafe/Home/Safety%20a nd%20Prevention/Your%20Industry/Construction/How%20to%20comply/Guidance%20ma terial
TAS: http://www.wst.tas.gov.au/publications/guidance_note_listing
NT: http://www.worksafe.nt.gov.au/corporate/checklists.shtml
SA: http://www.safework.sa.gov.au/show_page.jsp?id=6961
WA: http://www.commerce.wa.gov.au/WorkSafe/PDF/Guidance_notes/index.htm
- 28 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 55 of 222
Form: LA-LM-BSBPMG510A
POLICIES AND PROCEDURES Policies and procedures are internal regulations, guidelines and methods that are developed to influence decisions, actions, activities and operations. They contribute to the achievement of long term goals through aligning outcomes with organisational strategy. Legislation is interpreted and applied internally through systems, policies and procedures. Examples of workplace tools that consolidate and apply legislative information include:
OHS management systems; OHS policies and procedures; Workplace documents e.g. Hazard identification forms, Safe Work Method Statements
(SWMS), risk assessment matrices.
- 29 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 56 of 222
Form: LA-LM-BSBPMG510A
THE RELATIONSHIP BETWEEN OHS LEGISLATION, CODES OF PRACTICE & STANDARDS In regards to implementing OHS requirements in the workplace, employees must be aware of the relationship between OHS legislation, Codes of Practice and Standards.
Regulations support Acts by stating the general obligations of how an Act will be applied in the workplace;
Acts and Regulations are legally enforceable and consequences arise from breaches; Codes of Practice apply wherever Acts and Regulations apply but are generally more
specific in nature; Codes of Practice, Standards and guidance material are not legally enforceable but act
as guidelines and benchmarks; Codes of Practice and Standards can be built into either Acts or Regulations as legally
enforceable benchmarks, giving them equal standing.
- 30 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 57 of 222
Form: LA-LM-BSBPMG510A
OHS LEGAL OBLIGATIONS OHS responsibilities and requirements apply to all people in the workplace. These people include:
Employers; Self-employed persons; Persons in control of workplaces; Contractors; Designers, manufacturers, importers, suppliers of plant; Erectors and installers of certain plant; Manufacturers, importers and suppliers of substances; Employees; OHS Committees; OHS Representatives.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 58 of 222
Form: LA-LM-BSBPMG510A
� Employers: Refers to a person who employs persons under contracts of employment or apprenticeship. � Self-employed persons: Refers to a person who works for gain or reward otherwise than under a contract of employment or apprenticeship, whether or not employing others. � Persons in control of workplaces: Refers to those who oversee, supervise or control a workplace or a relevant workplace area. � Contractors: Refers to those who are employed to complete a particular project over a specific period of time. � Designers, manufacturers, importers, suppliers of plant: Refers to those who design, manufacture, import and supply plant, including:
Machinery, equipment, appliances or tools; Personal protective equipment; A component, connection or accessory to plant.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 59 of 222
Form: LA-LM-BSBPMG510A
� Erectors and installers of certain plant: Refers to those who erect and install plant, including:
Machinery, equipment, appliances or tools; Personal protective equipment; A component, connection or accessory to plant.
� Manufacturers, importers and suppliers of substances: Refers to those who manufacture, import and supply any natural or artificial substance, whether it is in solid, liquid, gas or vapour form. � Employees: Refers to an individual who works under a contract of employment or apprenticeship. � OHS Committee: Refers to an OHS Committee established under the relevant section of OHS legislation. � OHS Representatives: Refers to workers who are elected as an OHS Representative under the relevant section of OHS legislation.
- 31 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 60 of 222
Form: LA-LM-BSBPMG510A
EMPLOYER RESPONSIBILITIES Under OHS legislation, managers and supervisors are ultimately responsible for the maintenance of a safe working environment. More specifically, employers are obligated to:
Provide and maintain safe plant and equipment, facilities, conditions and systems of work;
Ensure employees have adequate information, training, supervision and guidance to work in a safe manner;
Adequately monitor and record employee health; Conduct regular risk assessments; Report any accidents or injuries to relevant authorities; Seek additional advice from people with the necessary qualifications or expertise,
regarding OHS issues if required; Engage in consultation processes with employees on matters that directly affect their
health, safety or welfare; Ensure that all reasonably practicable measures are taken to control risks and prevent
accidents from occurring.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 61 of 222
Form: LA-LM-BSBPMG510A
� Plant and equipment: Refers to:
Machinery, equipment, appliances or tools; Personal protective equipment; A component, connection or accessory to plant.
� Facilities: Refers to employer provided provisions such as toilets, kitchens, lunchrooms and storage areas. � Conditions: Working conditions refer to employee entitlements such as:
Maximum weekly hours of work; Flexible working arrangements; Leave (e.g. parental leave, annual leave, sick leave etc.); Notice of termination; Wages.
� Systems of work: A system of work incorporates processes, activities, employees, information, technology and other resources to produce products and services for customers, within a given context. These systems are the basis of an organisation's entire operations and it is therefore crucial that they are safe and comply with OHS legislation
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 62 of 222
Form: LA-LM-BSBPMG510A
� Risk assessments: Refer to the tools used to determine the likelihood of injury or damage occurring as a result of an identified hazard. � Consultation processes: Refers to the different methods that are implemented to encourage the sharing of information and contribution to the OHS of management, OHS Representatives and employees. These methods can include regular weekly OHS meetings, toolbox talks, suggestion boxes etc. � Reasonably practicable measures: Refers to necessary control measures that are required to be implemented to prevent or control risks to health and safety, while ensuring the current and ongoing health and safety of those in the workplace.
- 32 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 63 of 222
Form: LA-LM-BSBPMG510A
EMPLOYEE RESPONSIBILITIES Under OHS legislation, employees have certain legal OHS responsibilities. These include:
Taking reasonable care when performing work tasks and behaving in a safe manner to ensure their own health and safety as well as the health and safety of those around them;
Cooperating with their employer to ensure compliance to legislative requirements by following organisational policies and procedures;
Notifying managers or OHS Representatives about workplace hazards; Attending training seminars and following instructions; Keeping up to date with OHS legislative and organisational changes; Notifying and communicating changes to other employees.
- 33 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 64 of 222
Form: LA-LM-BSBPMG510A
THE PROJECT LIFE CYCLE THE PROJECT METHODOLOGY There are four main phases within a project's life cycle:
The following frames will delve into each phase in further detail. � NOTE: The project management life cycle methodology described above is one of the most comprehensive approaches to project management. It provides a standardised way to managing all projects whether it is at work, school or at home. �
Initiation: This is the first phase of the project life cycle which involves:
Developing a business case to identify a problem and recommended solutions; Conducting a feasibility study for the problem and related solutions; Completion of a Project Charter; Selecting a project team and establishing the team environment; Seeking approval from project authorities in relation to project parameters (e.g.
finances, legislative requirements) to progress to planning phase.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 65 of 222
Form: LA-LM-BSBPMG510A
� Planning: This is the second phase of the project life cycle which involves a thorough planning process warranting the creation of documents such as a:
Project Plan; Project Budget; Quality Plan; Risk Management Plan.
� Execution: This is the third phase of the project life cycle which involves:
The execution of tasks listed in the Project plan; Providing support for team members to ensure project needs are met; Maintaining project records; Communicating with stakeholders when necessary; Monitoring and control processes. Achieving deliverables.
� Closure: This is the fourth phase of the project life cycle which involves:
Completing all relevant project documentation and sign offs; Communicating end of project to stakeholders; Undertaking review and evaluation with project team.
- 34 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 66 of 222
Form: LA-LM-BSBPMG510A
YOUR ROLE AS A PROJECT MANAGER To help orchestrate and manage a project, you need to be aware of and apply your role within the project management process. The general responsibilities of a Project Manager involve:
Planning project related objectives, estimates and budgets and other tasks related to reaching project goals;
Organising capabilities to deliver the project; the human, financial and physical resources required for project completion;
Monitoring and evaluating the project against initial plans; Heading the project team and supporting their development; Communicating with relevant stakeholders for advice and support on the project's
execution.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 67 of 222
Form: LA-LM-BSBPMG510A
� Planning project related objectives: A competent project manager is an effective planner. Planning for and around project objectives is one of the preliminary steps in executing a project which must be identified by the project manager. These objectives will be embedded throughout various project plans and must be appropriately documented in project scope documentation. � Estimates and budgets: Project managers must be able to competently generate cost estimates which means they require a satisfactory level of knowledge in using and formulating basic budgets in accordance with organisational requirements. You may need to generate a spending budget involving recognition of purchasing procedures, getting quotes for specific tasks/activities, time sheets and labour costs. This will be used to compare budgeted figures with actual expenditure which can be used to improve on budget forecasts and further, help with final cost estimations. � Organising capabilities: Organisational skills are central to good project management. The project manager must be well organised and have set plans and deadlines for completion which is directly linked to good time management skills. Maintaining regular documentation related to project completion such as project plans outlining resource requirements, project stakeholders, risk management and OHS considerations and defining project team responsibilities. � Monitoring and evaluating the project against initial plans: Competent project managers will have processes and procedures in place to ensure that all project tasks and activities are constantly reviewed and monitored to ensure continuous improvement. This may involve organising regular meetings with the project team to discuss and document areas of improvement and possible solutions and enabling regular stakeholder feedback on project processes.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 68 of 222
Form: LA-LM-BSBPMG510A
� Heading the project team and supporting their development: Project managers must be effective leaders who are able to articulate their visions for the project and provide direction to achieve goals. As leaders, they become more than just a figurehead, but rather act as a mentor and motivator for the team, focusing on both ensuring the team is results focused but also enabling the team to think creatively and work cohesively. � Communicating with stakeholders: The project manager is often the primary link between the project team and other stakeholders. It is the project manager's duty to keep interested parties updated on project efforts and encourage participation in the process by asking for their input in decision making processes.
- 35 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 69 of 222
Form: LA-LM-BSBPMG510A
INITIATION The initiation phase is the first phase within the project cycle which endeavours to:
� Establish a Business Case At this stage, you must identify where there is an organisational problem or opportunity which must be acted upon. A Business Case is then prepared to better understand the nature of the problem or opportunity and come up with a variety of possible solutions or options to help address it, which must be approved by the Project Sponsor. � Conduct a Feasibility Study: This study is conducted after creating a Business Case. Its main aim involves assessing whether the solutions mentioned in the Business Case are actionable, estimated costs are reasonable and that the solutions mentioned help to minimise uncertainty. � Create a Project Charter:
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 70 of 222
Form: LA-LM-BSBPMG510A
Once the feasibility study has been successfully completed with positive results, a project charter should be created. It outlines the project objectives, goals, deliverables and scope of the project. It also identifies project stakeholders, roles and responsibilities of persons involved including all required resources and funding and a schedule of project tasks. � Put Together the Project Team: Once the scope of the project has been identified, you are now able to put together a project team to help execute the project. Your team will include a diverse range of people with the necessary technical or experiential skills to carry out the project from initiation to closure. � Organise the Project Environment: The project environment refers to the area dedicated to completing the project (e.g. an office or meeting room). It also includes the facilities and resources, equipment and tools required for project completion.
- 36 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 71 of 222
Form: LA-LM-BSBPMG510A
DEVELOP A BUSINESS CASE The development of a business case is typically the first step taken when starting a new project or venture which may require approval for its implementation. It seeks to outline a business problem or opportunity which warrants the creation of a project to help address the problem or implement desired results. The main aim of a business case is to generate support and a commitment to carrying out a project and justifying its value in terms of meeting overall business and/or strategic objectives. This in turn will help aid the investment of time, effort and resources into its execution.
- 37 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 72 of 222
Form: LA-LM-BSBPMG510A
HOW TO DEVELOP A BUSINESS CASE The process of developing a business case can be a tedious task. It is however a necessary step to take in order to help establish the ways and means of undertaking a project in order to gain the required support and approval for it to go ahead.
� Identifying the problem/opportunity: You must clearly identify the problem or opportunity including its background, relation to overall business objectives and/or strategy, the reasons why it is a problem/opportunity and how it has/will affect the organisation. � Suggesting potential alternatives or solutions: In suggesting potential alternatives or solutions, you should consider the following in relation to each alternative/solution:
The benefits and its associated costs; Any potential risks of implementation; Its feasibility; Any issues or areas of concern,
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 73 of 222
Form: LA-LM-BSBPMG510A
� Providing recommendations for implementation: This is the final stage where you recommend the ways in which the problem/opportunity should be implemented. This may include the methodology taken to help execute the project (e.g. the project life cycle: Initiation, Planning, Execution and Closure) and how it had been implemented.
- 38 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 74 of 222
Form: LA-LM-BSBPMG510A
IDENTIFYING THE PROBLEM/OPPORTUNITY The first part of the process involves identifying the problem or opportunity. Key considerations in helping with the identification process include:
Recognising the central causes of the problem/opportunity (e.g. introduction of new machinery and equipment, statutory requirements, industry trends);
Understanding how the problem/opportunity has arisen and its impact on the business (e.g. from a human resources, operations or financial perspective);
Projecting when the problem/opportunity must be addressed in order to stop its escalation (problem) or enable optimal results (opportunity).
- 39 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 75 of 222
Form: LA-LM-BSBPMG510A
SUGGESTING POTENTIAL ALTERNATIVES OR SOLUTIONS Once you have identified the problem or opportunity, it is then necessary to suggest possible alternatives or solutions to help address the area of concern. For each suggested alternative or solution, you should consider the following:
Associated benefits and costs; Implementation risks; Feasibility; Issues or concerns.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 76 of 222
Form: LA-LM-BSBPMG510A
� Associated benefits and costs: You should categorise the benefits (e.g. addresses customer and client needs, financial benefits, personnel skill development) and if possible, quantify its value (e.g. x no. of employees will receive relevant training, 15% revenue growth). For each benefit you should estimate the related costs (e.g. funding for relevant personnel training, lost work time). � Implementation risks: This refers to the risks associated with the implementation of the alternative or solution. You need to consider the likelihood the risk will occur, its severity and impact on business operations and how it can be controlled. � Feasibility: This assesses whether the alternative or solution is practical enough to be implemented successfully. This judgement can be made in a few ways for example, based on the success of past projects of a similar nature or how competitors or stakeholders have dealt with a related problem/opportunity. The feasibility of the alternative or solution is assessed in more depth in the feasibility study conducted at a later stage in the initiation process. � Issues or concerns: At this stage, you are making a list of existing or potential issues or concerns that should be considered prior to implementation. This may include changing legislative requirements in relation to training provided to personnel or any additional resources that may be required during implementation.
- 40 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 77 of 222
Form: LA-LM-BSBPMG510A
PROVIDING RECOMMENDATIONS FOR IMPLEMENTATION This is the final stage of the process in developing a business case which requires you to outline the methodology or process that will be used throughout the project in order to facilitate the implementation of the identified alternative or solution. You should also recommend which of the alternatives or solutions identified you most prefer and why. Use the information on the benefits, costs, risks, feasibility and issues or concerns to help justify your choice.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 78 of 222
Form: LA-LM-BSBPMG510A
Business Case Template below, which can be used to document the above listed steps in formulating your Business Case.
Business Case Template
Executive Summary
Business Problem- Background Information
Problem Definition & Alignment to Business Goals
Alternatives & Solutions Option 1:
Description
Cost vs. Benefit Analysis
Risks
Feasibility
Issues/concerns
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 79 of 222
Form: LA-LM-BSBPMG510A
Option 2:
Description
Cost vs. Benefit Analysis
Risks
Feasibility
Issues/concerns
Recommendations Preference 1: Justification
Preference 2: Justification
Implementation Methodology
Conclusion
- 41 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 80 of 222
Form: LA-LM-BSBPMG510A
FEASIBILITY STUDY In developing our Business Case, we briefly looked at the how feasible each suggested alternative or solution is in addressing the identified business problem or opportunity. To solidify the arguments made in your Business Case, you may choose to conduct a Feasibility Study to determine whether the suggested actions to be taken meet business objectives and the needs of organisational stakeholders. In order to conduct a Feasibility Study you need to:
Conduct research into the identified problem/opportunity (see Note 1); Recognise any special obligations or requirements (see Note 2); Assess the feasibility of the problem/opportunity (see Note 3); Determine the outcome (see Note 4).
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 81 of 222
Form: LA-LM-BSBPMG510A
A sample of Feasibility Study Template;
Feasibility Study Template Executive Summary
Business Problem/Opportunity- Background Information
Internal or external business drivers supporting implementation of solutions for
problem/opportunity
Legal or other requirements required for project completion
Feasibility Assessment
Solution 1: Description
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 82 of 222
Form: LA-LM-BSBPMG510A
Assessment method/s
Assessment results
Issues/concerns
Solution 2: Description
Assessment method/s
Assessment results
Issues/concerns
Feasibility assessment outcomes
Chosen solution: Solution 1 / Solution 2 (please circle)
Justification
Conclusion
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 83 of 222
Form: LA-LM-BSBPMG510A
� NOTE 1: In order to present your Business Case, you would have already gathered information on the problem/opportunity. You should obtain additional workplace documentation or other external information to help you better understand the problem/opportunity and the best way to approach it. Examples of documentation or sources of information that can assist with your research includes:
Workplace reports; Interviews with personnel; Industry trends information; Financial and accounting information; Workplace policy and practice.
� NOTE 2: There may be a set of key internal or external drivers that warrant the project going ahead. It is important to identify any of these drivers in order to further substantiate your cause for the implementation of the identified alternative or solution. You should also outline any legal or other requirements that the project must meet (e.g. changes in legislative requirements, specifications as per workplace policy). Examples of key drivers include legislative changes, meeting organisational strategic goals and keeping up with competitors. Requirements include the development of an updated and user-friendly document control database or the need for updated training programs for new employees.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 84 of 222
Form: LA-LM-BSBPMG510A
� NOTE 3: To assess the feasibility of the problem/opportunity, you need to further investigate it using a variety of assessment methods. Examples of assessment methods you may choose are:
Obtain stakeholder (e.g. employees, customers, clients) feedback through interviews and surveys to gauge their support in its implementation and whether they'd think it's practical;
Create a model or prototype of the suggested alternative or solution if possible to assess how effectively it can be implemented within the workplace.
You should determine the level of importance of the results from the chosen assessment methods. This will assist in determining the outcome of the feasibility study and also enable you. � NOTE 4: To determine the final outcome you need to consider the results from the feasibility assessment. Collate the information gathered and based on these results, input from project stakeholders (e.g. project sponsors, employees) and consideration of legal or other requirements and other obligations identified earlier you are in a position to determine what alternative or solution is most feasible and in the best interests of the organisation.
- 42 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 85 of 222
Form: LA-LM-BSBPMG510A
PROJECT SCOPE DOCUMENTATION THE PROJECT CHARTER The next step within the Initiation phase of the Project life cycle is the development of a Project Charter. The Charter is a vital planning tool to help assist with initiating the project and clarifying its key aspects to ensure it is effectively implemented. It establishes the goals of the project and appropriate guidance to ensure the project meets the needs of its stakeholders. Before you populate your Project Charter, it is necessary to:
The following frames will delve into each of the above processes in further detail. Use the Project Charter template as a guide whilst working through the frames.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 86 of 222
Form: LA-LM-BSBPMG510A
Project Charter Template
Project Name: _____________________
Date:____________
Project Manager:____________________
Project Sponsor:____________________
Executive Summary
Project Description
Project Vision
Project Goals and Objectives
Project Scope
Deliverables
Project Milestones
Project Stakeholders
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 87 of 222
Form: LA-LM-BSBPMG510A
Project Roles Project Potential Candidates Responsibilities Project Manager
Project Sponsor
Project Team
Project Estimates
Proposed Budget:
Item Budgeted expense ($)
Resource requirements
Project Constraints
Project Assumptions
Statement of Contract
Project Charter Approval
Project Sponsor Name:___________________________________
Comments:
Project Sponsor Signature:________________________________
Date:___________________
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 88 of 222
Form: LA-LM-BSBPMG510A
� Identify overall project goals, objectives and scope: This involves clearly specifying the vision for the project; what is the overall aim of the project and what does it set out to achieve? Once you have done this, you are in a position to outline project goals and objectives and establish the boundaries of the project by defining the scope of the project. � Define project stakeholders, roles and responsibilities: Once you have outlined the project's primary goals and objectives, it is necessary to define the project's internal and external stakeholders. These are the organisations or individuals who will have an interest in the project or are affected by its outcomes. You will need to define their roles and responsibilities in executing the project. � Investigate potential project costs, time and resources required: This involves examining all the potential expenses related to administering the project (e.g. purchasing of equipment, room hire), how much time must be allocated to given tasks or aspects of the project, and other resource requirements (e.g. personnel required, the use of specific tools and equipment and funding). � Record project issues, constraints and assumptions: It is necessary to identify all project issues, constraints and assumptions that have an impact on the successful implementation of the project. By identifying these aspects of the project, we can find ways to work around and plan for them to reduce the degree of uncertainty surrounding the project and to enable optimal performance.
- 43 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 89 of 222
Form: LA-LM-BSBPMG510A
IDENTIFY OVERALL PROJECT GOALS, OBJECTIVES AND SCOPE PROJECT VISION In order to carry out a project successfully; there must be an underlying project vision which forms the foundations for the entire project. This vision will be used by the project team and other key players in the project's design and development to provide a common focus for all to keep in mind over the duration of the project. Creating your vision may seem like a difficult task. You know exactly what you want to achieve, however condensing your entire project's goals and objectives into a simple and concise statement can be hard (see Tip). Examples of project vision statements include:
"To create an effective employee OHS induction training program for new employees" "To implement a user-friendly organisational recordkeeping database" "To introduce a new customer loyalty scheme."
� NOTE: You would already have a fair idea of what you envision for the project and what needs to be achieved. This needs to be translated into a vision statement to help provide direction for the project. � TIP: Consider the following tips for generating your project vision:
Take time to explore what are the primary goals and objectives of the project and link this to a single, unifying theme;
Visualise the end product, service or outcome. Identify what makes the visualisation ideal;
Obtain input and advice from potential project stakeholders for their opinions and views on the aims of the project.
- 44 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 90 of 222
Form: LA-LM-BSBPMG510A
PROJECT GOALS AND OBJECTIVES After developing your vision, it is vital that you develop clear goals and objectives to act as the primary force behind the operation of your project. If the project allows, you may wish to align the goals with the overall strategic goals of the organisation (see Note 1). To ensure your goal setting techniques are effective, ensure it meets the criteria for SMART goals as follows: S = Specific: They should be clear and concise and specify what you wish to happen; M = Measurable: Goals should be measurable so that they can be effectively managed; A = Attainable: The goals must be achievable and not far out of your reach; R = Realistic: They need to be do-able and not overly easy or difficult; T = Timely: Timeframes must be set in order to sustain your commitment to its achievement.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 91 of 222
Form: LA-LM-BSBPMG510A
� NOTE 1: In designing you project goals and objectives, you should also consider how the implementation of the project impacts on other organisational objectives and initiatives. Take into account whether the project's aims are aligned to the organisation's overall mission, vision and corporate strategy in addition to workplace policy and procedure. � NOTE 2: Other organisational programs, strategies and processes that you may take into account when designing your project goals and objectives may include:
Performance management; Total Quality Management (TQM) processes; Just In Time (JIT) inventory strategies; Quality and assurance manuals; OHS policy and practice.
� Strategic goals: An organisation's strategic goals refer to the specific long term goals of an organisation that reflect their overall strategic plan. These goals tend to encompass the organisational vision and mission and take a holistic view on the needs of the organisation in the long term to ensure its continual survival and growth.
- 45 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 92 of 222
Form: LA-LM-BSBPMG510A
PROJECT SCOPE The project scope provides you with an opportunity to outline the boundaries of the project, that is, what the project will attempt to cover. It also identifies the outcomes of the project by outlining the primary changes that should take place as a result of carrying out the goals and objectives of the project. Changes that can take place should be included within the scope. Areas of the organisation that may result in changes in consequence of the project include:
Structural change; Work systems and processes; Products and/or services; Individual or group roles and responsibilities.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 93 of 222
Form: LA-LM-BSBPMG510A
� NOTE: Just as it's important to specify what's included within the scope of the project, it is also necessary to state what isn't. For example, if the project involved the implementation of a customer loyalty program, the project scope should specify the customers that will not be affected by the program and any product/services excluded from the offering. � Structural change: Examples include changes in management of supervisory roles within departments or divisions and the chain of command. � Work systems and processes: Examples include changes in workplace policy, practice and procedure, workplace systems (e.g. online databases and recordkeeping practices). � Products and/or services: Examples include variation on products offered to customers or additional components to a service offering. � Individual or group roles and responsibilities: Examples include greater powers given to managers and supervisors within departments over a given organisational resource and selected employees with specific skill sets given the opportunity to take on greater roles within the organisation.
- 46 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 94 of 222
Form: LA-LM-BSBPMG510A
DELIVERABLES The final aspect of identifying project goals and objectives involves itemising project deliverables. Deliverables are the goods or services that should be obtained upon completion of the project and should be quantifiable or easily measureable. Examples of deliverables for the implementation of an OHS induction for new employees may include the following:
Update all training records with training entries indicating completion of the new OHS induction;
Ensure online tests are completed by all training participants with a 90% pass mark; Arrangements are made for refresher training initiatives upon completion of induction.
- 47 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 95 of 222
Form: LA-LM-BSBPMG510A
MILESTONE PLANNING A project milestone usually refers to a key point within the life cycle of a project. This may include the achievement of a deliverable or completion of a major project task. In most cases, reaching a milestone warrants the need for sign off by the Project Manager, or whoever has been given the authorisation to make completion acceptances. For example, if your project was to plan the work Christmas party, key milestones for that project may include:
Choosing a date; Finalising and booking the venue; Sending out invitations; Collating RSVPs; Finalising numbers; Attending the event.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 96 of 222
Form: LA-LM-BSBPMG510A
� QUESTION: Consider a small work project you have been involved in or one that is currently taking place within your organisation. Ask yourself:
What are the goals of the project? Given these goals, what would you consider to be the main phases of the project? (e.g.
initiation, planning, execution etc) Analyse each phase; what do you think were the main milestones within each phase? Who provided the necessary sign offs signifying the completion of these milestones?
� Completion acceptances: This typically refers to a sign off provided by authorised persons such as a Project Manager or Project Sponsor signifying the completion of a milestone, deliverable or some aspect of the project which requires the authorised person/s to sign a document verifying its completion.
- 48 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 97 of 222
Form: LA-LM-BSBPMG510A
CONVENING A PROJECT INTIAITION MEETING Once you have a clearer understanding of the project's vision, goals and objectives, it is a good idea to convene a meeting with project stakeholders in order to make people aware of the project and what it sets out to do. This will enable all stakeholders to become more involved within project related decision making processes and have a say in how it's executed.
- 49 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 98 of 222
Form: LA-LM-BSBPMG510A
A sample of Project Initiation Meeting Agenda template;
Project Initiation Meeting Agenda Project Name: ____________________________
Date: __________________
Start Time: __________________
End Time: __________________
Location: ____________________________
Attendees:
Agenda Presenter Name Time (minutes) Introduction Project Sponsor’s Statement Project Description and Background Project Vision Project Goals & Objectives Project Scope Project Deliverables Question Time
Additional Information Decision made Impact on project Required action Issues/concerns Impact on project Required action Follow Up Actions Action Person/s Responsible Target Date
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 99 of 222
Form: LA-LM-BSBPMG510A
DEFINE PROJECT STAKEHOLDERS, ROLES AND RESPONSIBILITIES PROJECT STAKEHOLDERS Examples of project stakeholders include:
� NOTE 1: One of the most important tasks that must be carried out in order to instigate the project management process is the identification of project stakeholders. Project stakeholders are the key individuals, groups or organisations that are either internal or external to the organisation that have a direct interest in or will be affected by the project. � NOTE 2: The number and type of project stakeholders will vary depending on the nature of the project being undertaken. It is vital that you obtain their support, input and advice throughout the project management process to assist with project authorisation and completion.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 100 of 222
Form: LA-LM-BSBPMG510A
� NOTE 3: In designing your project scope document, you will need to ensure the primary stakeholders and their roles are clearly outlined. As a project manager, you will need to continue to conduct research to recognise all project stakeholders in order to:
Enable all parties to the project to be contacted prior to project commencement; Factor in all major issues or areas of concern within project planning processes; Help address any barriers to successful project completion; Effectively manage communication processes between the project team and other
stakeholders to ensure their expectations are met.
� QUESTION: Consider a small project that is currently being carried out in your workplace or a project you have been involved in at some point in your career:
Identify the specific project stakeholders within that project; Outline the level and nature of their interest in the project and how actively involved
they were in its design and development; Recognise the regularity of feedback obtained from them and whether this feedback
was utilised in planning processes; Classify the nature of communication processes between the secondary project
stakeholders (e.g. those who are not actively involved within project deployment such as clients) and the primary stakeholders (e.g. those actively involved such as the project manager and team).
� Project Sponsor: The key stakeholder for the project who provides executive team approval and has developed the project idea or the need for a project to be carried out and has made a conscious effort to further its development. The sponsor will have ownership of the budget and is often one of, if not the sole recipient of project deliverables.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 101 of 222
Form: LA-LM-BSBPMG510A
� Project Team: The project team are directly involved in the project management process by helping to carry out project tasks in order to fulfil project goals, objectives and deliverables. These individuals will possess a diverse range of skills to meet the requirements of the project. They're involved in analysing and designing new business outcomes or processes, understanding best practice and generating creative solutions to problems. The team also broadly refers to individuals who are actively part of the project's management such as the Project Sponsors, Project Manager and selected members of the board. � Project Manager: This individual is directly accountable for the management of the entire project. They may be involved with establishing project scope documentation, managing the work plan, allocating resources, delegating work tasks and ensuring successful completion of the project. This person is the main point of contact for project team members and keeps project sponsors and other key stakeholders updated on the project's status. � Project Board: The Project Board is made up of the project's key stakeholders such as the Project Manager, Project Sponsor, Project Team, and other parties that may be actively involved in the decision-making processes of the project. The main role of the board is to convene meetings to discuss key milestones, approaches to project implementation, stakeholder needs and interests and other primary concerns. � Employees and Contractors: An organisation's employees and contractors may be affected in some way or another by the processes and outcomes of the project. For example, if the project involves the implementation of a new information system used by employees or contractors within a given department, they will be directly affected by these changes and thereby have an interest in the project. Their advice or opinions may be sought during the course of the project's development.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 102 of 222
Form: LA-LM-BSBPMG510A
� Suppliers and Clients: Suppliers and clients may have an interest in a given workplace project in a way that's similar to employees and contractors. The introduction of new work systems, services, products or processes may impact the nature of the relationship between an organisation and their suppliers and clients. For example, the introduction of a new inventory control system may change existing procedures in supply delivery methods.
- 50 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 103 of 222
Form: LA-LM-BSBPMG510A
OUTLINING ROLES AND RESPONSIBILTIES Having identified who the key stakeholders are, it is now important to allocate specific roles and responsibilities to these individuals or groups to begin the process of administering the project. At this stage, the level of detail that goes into outlining these roles and responsibilities need not be extensive, as this will be covered when selecting individuals for your project team. However, you should have a good idea of:
Specific project roles; Role specific responsibilities.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 104 of 222
Form: LA-LM-BSBPMG510A
You may wish to document these summarised roles and responsibilities using the following Project Stakeholders Roles and Responsibilities table.
Project Stakeholders
Roles and responsibilities
Project role Potential candidate
Position description/
Contact details
Roles and Role specific
responsibilities
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 105 of 222
Form: LA-LM-BSBPMG510A
� IMPORTANT: You must also ensure that the Project Charter clearly outlines under the "Contract Statement" which project stakeholders have the authority to make authorisations to sign off important project documentation and completion acceptances (e.g. sign offs from authorised persons signifying the completion of a milestone, deliverable or some aspect of the project). In most instances, authorisations are made by the Project Manager however in some cases the Project Sponsor or other relevant persons may be given the authority. � Specific project roles: This refers to the types of people involved in the project and their specific roles. For example the Project Sponsor is the key individual or organisation who funds the project and all project related activities must obtain their approval. You may also decide to enlist the help of specific technical advisors to help aid the design of an aspect of the project. A list of these individuals should be generated and kept on file. If possible, it is also a good idea to begin brainstorming people who could fill these roles. � Role specific responsibilities: Having outlined the roles it is now important to create a generic list of key responsibilities assigned to each identified role. This will help create a clearer picture of what's expected of each person which will help in deciding who will best suit these roles when putting together the project team.
- 51 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 106 of 222
Form: LA-LM-BSBPMG510A
INVESTIGATE POTENTIAL PROJECT COSTS, TIME AND RESOURCES REQUIRED It is important for you to make initial estimates of the costs, time and resources that are required to undertake the project. Once again, this will only be a summary of the basic costs, as a breakdown of resources required for the project will be covered in the planning phase of the project management life cycle. Consider the following tips in ensuring accurate and realistic estimates are made:
Remember that resources used across a number of project tasks may take longer to complete due to its high demand;
Include management feedback within time estimates; Plan for contingencies (e.g. unplanned events, long meetings, problems arising); Seek advice from internal sources for recommendations on budgeting or resource
usage.
� Internal sources: This may include those experienced within the organisation in setting budgets and forecasts and individuals who have worked in similar projects.
- 52 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 107 of 222
Form: LA-LM-BSBPMG510A
RECORD PROJECT CONSTRAINTS AND ASSUMPTIONS The last consideration in completing your Project Charter is recognising project related:
Constraints; Assumptions.
It is necessary to appropriately categorise these constraints and assumptions within the Project Charter based on what ways they will affect the project for example:
Will it limit the amount of resources available? Will it warrant greater funding requirements? Will it need to be discussed with management in order to develop controls to reduce
uncertainties?
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 108 of 222
Form: LA-LM-BSBPMG510A
� Constraints: Project constraints refers to any factors which may act as a hindrance to the project's success. The primary constraints can be categorised into the following three elements:
Cost: refers to the potential or existing expenses to carry out the project (e.g. hiring people, equipment and resource usage);
Time: refers to the time constraints which the project is bound by (e.g. task and activity deadlines for completion);
Quality: refers to the expected quality level of output from the project.
� Assumptions: Assumptions are any factors or aspects that are built into the scope of the project to allow for recognition of project uncertainties which may occur over the duration of the project. Examples include the need for additional personnel training in the use of specific office equipment and the requirement for purchases of computer equipment for project execution purposes.
- 53 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 109 of 222
Form: LA-LM-BSBPMG510A
PUT TOGETHER THE PROJECT TEAM In order to select effective team members, you need to:
The following frames will look at some of the primary considerations for selecting an appropriate project team. � IMPORTANT: As a project manager, it is vital that you ensure all team members are aware of their roles and responsibilities from the beginning so as to have a clear understanding of their role requirements. It also avoids any confusion in terms of what can and can't be done. � NOTE: Selecting the members of the project team and identifying the limits of each team member's scope of responsibility for project purposes is an important task that must be carried out. These individuals will execute the project goals and objectives to ultimately achieve the project vision; it is therefore necessary to ensure selection processes are up to scratch.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 110 of 222
Form: LA-LM-BSBPMG510A
� Define project roles and responsibilities: This involves writing out complete role descriptions to finalise the expectations and requirements of a given role and help aid the recruitment process. � Identify the recruitment and selection process: This involves defining the process for selecting potential candidates, who will be involved in appointing candidates and the processes and procedures involved for recruiting them. � Recruit competent persons: Having clearly identified the key roles and responsibilities and the recruitment and selection process, you must recruit potential candidates in accordance with identified recruitment procedures.
- 54 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 111 of 222
Form: LA-LM-BSBPMG510A
DEFINE PROJECT ROLES AND RESPONSIBILITIES The definition of key project roles and responsibilities is a critical component to the project team recruitment and selection process. Before you recruit competent persons, you must have a clearly documented role description that identifies the requirements, expectations and obligations in relation to a specific project role. The Project Charter provides a starting point for creating these role descriptions as you would have already summarised potential roles and responsibilities. The task now involves adding depth to these descriptions in order to aid the recruitment process.
� Role description: A role description outlines the responsibilities of a specific project role including any job requirements such as qualifications, experience, knowledge and skills.
- 55 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 112 of 222
Form: LA-LM-BSBPMG510A
SKILLS AND KNOWLEDGE REQUIREMENTS It is vital that you first clearly specify a set of requirements before you begin the process of selecting your project team. At this stage, it is also important to consider the desired number of people within the project team that'll help achieve project goals and objectives (see Note 1). To help assist with understanding the required level of knowledge and skills, you should use the Project Charter to generate a list of skills and knowledge requirements and the names of potential candidates to fill to role.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 113 of 222
Form: LA-LM-BSBPMG510A
You may wish to use a Skills and Knowledge Requirements template to document this.
PROJECT TEAM MEMBERS:
SKILL & KNOWLEDGE REQUIREMENTS Skill/knowledge requirement
Potential team member/s
Department/division Contact details Additional comments
Research capabilities
Presentation skills (i.e. written and verbal)
Budgeting & finance
Technical expertise
Production, design & development
Monitoring and evaluation
Supervisory responsibilities
Liaison with stakeholders
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 114 of 222
Form: LA-LM-BSBPMG510A
� NOTE 1: In addition to estimating the number of people you'd require within a given project team, you may also begin to brainstorm approximate numbers of individuals with specific skill sets. For example in a project team that is working towards the implementation of a new IT system, you may decide upon having 3-4 technical experts within the area, one who may be involved in administrative, finance and purchasing functions. By ensuring an adequate mix of skill sets, you are better equipped to meet project needs more efficiently. � NOTE 2: Depending on the nature of the project, you will have a set of required project team skills and knowledge requirements however there are a number of common characteristics or attributes that you should look out for regardless of the project type:
Problem solving skills; Good time management; Attention to detail; Effective communication skills; High levels of motivation; Adaptability; Good team work skills.
- 56 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 115 of 222
Form: LA-LM-BSBPMG510A
PROJECT ROLE DESCRIPTIONS Once you have a sound knowledge of the expectations of each role, you are in a position to design your role descriptions. A typical role description may include the following:
Project role title; A project role description; Key role responsibilities; Performance criteria; Required skills, knowledge, qualifications and experience; Salary (if applicable).
Having outlined these requirements, you must now prepare your role descriptions. You might wish to use the Project Role Description Template to document this.
- 57 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 116 of 222
Form: LA-LM-BSBPMG510A
Project Role Description Template Project role title
Project role description
Specific role responsibilities
Performance criteria
Role requirements Skills
Knowledge
Qualifications
Relevant experience
Salary
Other conditions
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 117 of 222
Form: LA-LM-BSBPMG510A
IDENTIFY THE RECRUITMENT AND SELECTION PROCESS It is now vital that a process for recruitment and selection be clearly identified. Your organisation will already have in place a set of standardised procedures for internal and external recruitment which must be complied with. Seek advice from HR, in designing your recruitment process to fit the needs of the project. Listed below are some examples of step to be taken when identifying the recruitment and selection process:
Review the role descriptions with a HR Manager to generate an approach to recruitment;
Discuss the possibility of hiring external consultants or expertise; Consider various advertising methods (e.g. company Intranet, organisational
noticeboards, SEEK); Conduct interviews and short list candidates.
- 58 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 118 of 222
Form: LA-LM-BSBPMG510A
RECRUIT COMPETENT PERSONS Once the recruitment and selection process has been finalised, it is necessary to gain the approval of the Project Sponsor to go ahead with the tasks. You should ensure that you comply with Recruitment and Selection Policy; to do so, you may wish to hand over the responsibility to the HR department who are trained to select competent persons. It is important however for you to be involved within the process as much as possible.
� NOTE: It is important to note that the key roles should be filled as soon as practicable however it is not necessary to finalise the positions of those who may not be immediately required to begin the project (e.g. selected team members involved in the later stages of the project life cycle).
- 59 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 119 of 222
Form: LA-LM-BSBPMG510A
ORGANISE THE PROJECT ENVIRONMENT The final stage within the Initiation phase of the project life cycle involves setting up the project environment. Setting up a physical location as the headquarters for the administration of the project is critical to its success as it allows for project related documentation, resources and equipment to be accessed in one area. In today's society, it has become increasingly common for personnel within organisations to be widely dispersed, whether it be through operating in different offices, working from home or regional areas or even interstate and across national borders. As such, communicating within the virtual environment has become progressively more popular.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 120 of 222
Form: LA-LM-BSBPMG510A
� Project environment: The project environment includes the physical location where the project's administrative staff (e.g. Project Manager and other support staff) and team members convene and work on project tasks. It also refers to any tools and equipment and other resources that are required for project completion. � Virtual environment: This refers to an environment which is usually computer based where persons from different locations are able to interact with one another online. It may involve sending and receiving important documentation and conducting video based chats.
- 60 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 121 of 222
Form: LA-LM-BSBPMG510A
FINDING THE PROJECT HEADQUARTERS Deciding upon the location of the project's headquarters is dependent on a variety of factors such as how big the project is, the number of persons with the project team and the administrative staff who will spend most of their time in the project office. Listed below are key considerations you may take into account when designing your project's headquarters:
Ensure the area is equipped for the type and nature of the project, including its team members;
Consult the Project Sponsor and senior management if necessary to establish funding for its operation;
Purchase necessary equipment (e.g. computers, desks, stationery) in accordance with organisational purchasing policy;
Establish communications (e.g. the Internet, telephones).
- 61 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 122 of 222
Form: LA-LM-BSBPMG510A
2. PLANNING PROJECT TEAM MEETINGS Having formally initiated the project, you are now able to begin the second phase of the project life cycle which focuses on planning the project. It is vital that you ensure your project team is consulted during the project planning process. Their combined knowledge and skills will help to add to the pool of ideas and resources available to enable project progression and as such it is of great importance to seek their input in planning the project. .
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 123 of 222
Form: LA-LM-BSBPMG510A
You must document all Project Team meetings for record keeping purposes and to enable follow up action. You might wish to use the Meetings Minutes template to document this.
Meeting Minutes Template
Date & Time:
Location:
Attendees: [Name, Title]
Apologies: [Name, Title]
Minutes Recorder: [Name, Title]
MINUTES
1. Agenda Approval:
2. Past Meeting Minutes Review & Approval – Meeting Date:
3. Items from Past Meeting Minutes – Meeting Date:
4. Announcements: [List of announcements made at the meeting e.g. new members, recent media exposure, major change of events, new business outlook etc.]
5. Topics of Discussion: a) Item One [Description, comments and conclusions] b) Item Two [Description, comments and conclusions] c) Item Three [Description, comments and conclusions] 6. Key Decisions: [Key decisions: unanimous decision OR by a vote]
7. Actions to be Taken: [Topic, description, person responsible, due date, comments]
8. Additional Business: [List of new issues that came up during discussions, new business opportunities or issues left pending]
9. Adjournment Adjourned: [Time] Recorded by: [Name]
10. Next Scheduled Meeting Date: Time: Location:
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 124 of 222
Form: LA-LM-BSBPMG510A
� NOTE: You should convene a Project Team meeting prior to creating your project plans in order to obtain their views on the overall approach to the project. Examples of meeting topics include:
Specific project milestones; Project scheduling; Resource requirements; Budgeting considerations; Risk management and OHS.
� TIPS: Ensure you remember the following tips for conducting successful Project Team meetings:
Plan your meetings: You should have a clear idea of the key goals of the meeting and what must be addressed. This can be communicated via a Meeting Agenda;
Don't go off on a tangent: It is vital that other peripheral issues or concerns are noted and left for another meeting. The primary issues of concern for a meeting must be addressed first;
Ensure the meeting is action oriented: All discussions should result in some sort of action being taken to address an issue or concern. This ensures meetings are productive and time efficient.
- 62 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 125 of 222
Form: LA-LM-BSBPMG510A
THE PROJECT PLAN The central part of this phase within the project life cycle is the development of a Project Plan. The Project Plan contains essential information that details how the project will be carried out. It may include components such as:
Work Breakdown Structure (WBS); Resource requirements; Project schedule.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 126 of 222
Form: LA-LM-BSBPMG510A
. Over the following frames we will look closely at how you should go about designing your Project Plans. A sample of Project Plan template below:
Project Plan Template Project Name: _____________________
Date:____________
Project Manager:____________________
Project Sponsor:____________________
A. WORK BREAKDOWN STRUCTURE (WBS)
1. Project Phases: Phase Key Phase Outcomes
2. Project Activities: Phase Activity Key Activity Outcomes
3. Project Tasks: Activity
Task description
4. Project Milestones: Milestone Milestone description
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 127 of 222
Form: LA-LM-BSBPMG510A
B. PROJECT PLAN Project Schedule
Project Constraints
Project Assumptions
Project Plan Approval
Project Sponsor Name:___________________________________
Comments:
Project Sponsor Signature:________________________________
Date:___________________
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 128 of 222
Form: LA-LM-BSBPMG510A
� Work Breakdown Structure (WBS): A WBS is a systemised list of activities and tasks in chronological order which must be completed in order for the project to be successfully implemented. It is a commonly used project management tool that is often used in the project planning phase. � Resource requirements: In order to ensure your project has access to the necessary resources required for completion, you must consider the full range of resources required. Resources may include the people required for project completion, and other plant and equipment. � Project schedule: A Project Schedule details the timing and sequence of project activities and tasks. Project management tools such as PERT and Gantt charts are often used to help create an accurate project Schedule.
- 63 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 129 of 222
Form: LA-LM-BSBPMG510A
WORK BREAKDOWN STRUCTURE (WBS) As previously mentioned, a WBS is one of the key project management tools used during the planning process for expressing the scope of the project through the provision of a detailed breakdown of project tasks and activities. A WBS is designed so as to make a project's tasks and activities more manageable by breaking it down into smaller components. The WBS is usually broken down into the following areas (see Note):
Phases; Activities; Tasks.
The following frames will outline how you should build your project's WBS.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 130 of 222
Form: LA-LM-BSBPMG510A
� NOTE: The terminology used for creating a WBS varies amongst some organisations. In this case, we have used the terms Phases, Activities and Tasks; however these terms are often used interchangeably with phases, activities and tasks or levels, tasks and subtasks. � Phases: A phase refers to a major component of the project where a set of activities that are grouped under one umbrella. The completion of a phase signifies the deployment of a major portion of the project. � Activities: An activity refers to a set of tasks which needs to be undertaken in order to complete a part of the project. � Tasks: A task refers to an item of work that should be completed within a project. Tasks are often small in nature and are grouped together under an "activity" to help deliver a segment of the project.
- 64 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 131 of 222
Form: LA-LM-BSBPMG510A
BUILIDNG YOUR WBS The process of building your WBS is crucial to administering your project as it seeks to outline the specific activities and tasks that must be undertaken at each phase of the project in order for it to be executed effectively. Your WBS will be used at various stages throughout a project's life cycle as a yardstick for what should be taking place. As such, you must aim to make it as comprehensive as possible to help the project run smoothly. Let's now take a closer look at each component of the WBS.
� NOTE: The WBS should not be considered a "To Do List". It attempts to serve as a planning tool to enable project progression. The WBS is one of the project's key reference points to ensure all tasks undertaken are in line with the project's ultimate goals. As the project develops, it will demonstrate responsibilities and accountabilities for project team members and finally, it will provide vital information to help measure performance.
- 65 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 132 of 222
Form: LA-LM-BSBPMG510A
PHASES As previously mentioned, a phase is a major component of the project where its completion signifies the deployment of a major portion of the project. In using the project management methodology employed throughout this module as an example, we can begin to breakdown the phases of a potential project as follows:
Phase Key Phase Outcomes
1. Initiation
Introduce the project and its vision, goals and objectives. Establish support for its implementation and make arrangements for project deployment to enable effective project planning.
2. Planning
Initiate the project planning process involving the documentation of approaches to project activities and tasks, risk management, resource usage and financial budgeting.
- 66 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 133 of 222
Form: LA-LM-BSBPMG510A
ACTIVITIES An activity refers to a set of tasks which needs to be undertaken in order to complete a part of the project. See the example below:
Activity Key Activity Outcomes
Obtain the support and approval for the project's deployment.
1. Business Case development: o Identify the problem/opportunity including its
background, relation to overall business objectives and/or strategy and how it has/will affect the organisation.
o Suggest potential alternatives or solutions. o Provide recommendations for implementation.
2. Feasibility Study development: o Conduct research into the identified
problem/opportunity; o Recognise any special obligations or requirements; o Assess the feasibility of the problem/opportunity; o Determine the outcome.
- 67 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 134 of 222
Form: LA-LM-BSBPMG510A
TASKS A task refers to an item of work that help deliver a segment of the project. See the example below:
Activity Task description
Obtain the support and approval for the project's deployment.
1. Business Case development: o Identify the problem/opportunity including its
background, relation to overall business objectives and/or strategy and how it has/will affect the organisation.
o Suggest potential alternatives or solutions. o Provide recommendations for implementation.
2. Feasibility Study development: o Conduct research into the identified
problem/opportunity; o Recognise any special obligations or requirements; o Assess the feasibility of the problem/opportunity; o Determine the outcome.
� NOTE: Within a WBS, the planned outcomes or deliverables are rarely subject to change; they are usually set in stone from project initiation. What can change however, is the process or methods for ensuring outcomes and deliverables are met. These are often flexible and can be adapted and change over the duration of the project.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 135 of 222
Form: LA-LM-BSBPMG510A
� TIP: Tips for producing an effective work-breakdown structure:
Ensure it is as detailed as possible; this avoids any uncertainties in the approach and what's expected within a given task;
Include a WBS Dictionary if necessary: The use of jargon and other technical terms may make the document hard to understand; the purpose of a WBS is to simplify the process of creating a project;
Recognise that changes can occur: Change is inevitable and as such, a WBS may not always go completely to plan;
Seek the input of project stakeholders in its development.
- 68 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 136 of 222
Form: LA-LM-BSBPMG510A
RESOURCE PLAN Your WBS would clearly identify the array of project activities and tasks that must be completed to ensure the success of your project. You are now in a position to recognise your resource requirements and create a detailed resource plan to help execute your project. The 3 main resource considerations that should form part of your resource plan include:
Human capital; Plant and equipment; Materials.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 137 of 222
Form: LA-LM-BSBPMG510A
A sample of Resource Plan Template;
Resource Plan Template
Project Name: _____________________
Date:____________
Project Manager:____________________
Project Sponsor:____________________
A. HUMAN CAPITAL
Role Title Role
Responsibilities
Suitable Person/s
Required Knowledge and Skills
Required Start Time
B. PLANT & EQUIPMENT
Equipment Title
Amount Required
Other Equipment Specifications
Equipment Provider/Location
Required Start Time
C. MATERIALS D.
Item Title Amount Required
Other Item Specifications
Item Provider/Location
Required Start Time
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 138 of 222
Form: LA-LM-BSBPMG510A
Resource Assumptions
Resource Constraints
Resource Plan Approval
Project Sponsor Name:___________________________________
Comments:
Project Sponsor Signature:________________________________
Date:___________________
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 139 of 222
Form: LA-LM-BSBPMG510A
� Human capital: Human capital refers to the labour required to complete the project. You need to outline the key project roles and responsibilities, required skills and suitable persons. You can utilise the documentation obtained from recruiting your Project Team to help assist with this process. � Plant and equipment: This refers to any equipment required for project completion such as computers, storage cabinets etc. � Materials: This refers to the materials required to help aid project completion including stationery, cables and Ethernet adaptors.
- 69 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 140 of 222
Form: LA-LM-BSBPMG510A
CREATING A PROJECT SCHEDULE Once you have a clear understanding of the key phases, activities and tasks surrounding the project, you are able to allocate time to its completion. This will take the form of a project schedule to help ensure the project is effectively managed given time and resource constraints. This schedule is a key component to the project planning process as it provides the estimated time frame for completion for all tasks within a given project. There are a variety of different ways you can present your project schedule. Examples include:
Tabular formats; Diagrams.
The following frames will discuss the above in further detail.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 141 of 222
Form: LA-LM-BSBPMG510A
� IMPORTANT: There is great deal of freedom in regards to the complexity and level of detail in designing a project schedule. However, it is important to note that the higher the level of detail, the more reliable the schedule will be as a primary source of guidance throughout the project life cycle. This in turn will help minimise the level of risk associated with project uncertainties. � Tabular formats: Presenting your project schedule in a table is a simple way to list the various project tasks and their allocated time frames for completion. The table may include a comprehensive list of project phases, activities and tasks and their estimated timeframes. You may also choose to create a tabular schedule for specific project milestones. � Diagrams: Diagrams attempt to graphically display the relationships between phases, activities and tasks within a given project. Like tabular schedules, it is a very basic form of communicating project information. However, there are some commonly used diagrams in project management such as Gantt and PERT Charts and Critical Path Analysis (CPA) which uses a standardised methodology to determine project outcomes. These will be discussed later in the module.
- 70 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 142 of 222
Form: LA-LM-BSBPMG510A
GANTT CHARTS A Gantt Chart is a project planning tool that is widely used to help plan and keep track of the scheduled tasks within a given project. It is a graphical representation of these project tasks against the expected length of time these tasks will be completed. The chart provides information on:
Specific project tasks; The start and end dates of these tasks.
The primary benefit of designing a Gantt Chart for your project is to enable greater autonomy over project uncertainties by allowing you to plan for the allocation of organisational resources required for project completion and monitor overall project progress.
� NOTE: Gantt Charts is one of the most commonly used project management tools that provides a comprehensive schedule of project tasks and can help with project budgeting activities and other project planning processes.
- 71 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 143 of 222
Form: LA-LM-BSBPMG510A
GANTT CHART: EXAMPLE The image below illustrates the components that form part of a typical Gantt Chart.
- 72 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 144 of 222
Form: LA-LM-BSBPMG510A
OTHER RESOURCES To help you create your Gantt Chart, there are a number of different programs or software available for you to use. Follow the links below for more information on popular Gantt Chart creators:
Microsoft Project; Microsoft Visio; Gantt Project; Gantt Designer; Project Kickstart.
- 73 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 145 of 222
Form: LA-LM-BSBPMG510A
OTHER PROJECT MANAGEMENT TOOLS To help you plan and schedule your project effectively, there are a variety of other tools that can be used. In the long run, using project management tools will help you better understand your project, plan for uncertainties and enable better time management. Examples of commonly used project management tools include:
Critical Path Analysis (CPA); PERT Charts.
The following frames will delve into each of the above tools in further detail.
- 74 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 146 of 222
Form: LA-LM-BSBPMG510A
CRITICAL PATH ANALYSIS (CPA) CPA is a highly useful project management tool that helps with the planning and scheduling of project tasks. It is most suited to complex projects with strong relationships between different project phases, activities and tasks. CPA attempts to:
Display project activities in chronological order; Highlight which activities are:
o Sequential; o Parallel;
Identify resource needs.
A CPA identifies the "critical path" that must be completed within the given time frame in order for the project to be completed on time in addition to highlighting tasks that could be reassigned at a later stage if a deadline was missed. The following frames will delve into the process of performing a CPA.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 147 of 222
Form: LA-LM-BSBPMG510A
� Sequential: Project activities that can only take place once one activity or a set of activities are completed are referred to as sequential activities. � Parallel: Project activities that can occur simultaneously with other project activities are called parallel activities.
- 75 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 148 of 222
Form: LA-LM-BSBPMG510A
CPA: THE PROCESS 1. TABULATE PROJECT ACTIVITY INFORMATION As we did for Gantt Charts, you should create a comprehensive list of project activities. In this instance, CPA requires specific information for each activity including the earliest and latest start date, estimated length of time and the type of activity. Refer to the sample table below:
Task Earliest Start Date Latest Start Date Duration Activity Type 1. Activity A 01/01/11 05/01/11 4 days Sequential 2. Activity B 06/01/11 08/01/11 2 days Parallel 3. Activity C 12/01/11 14/01/11 5 days Sequential
- 76 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 149 of 222
Form: LA-LM-BSBPMG510A
2. IMPORT TABULATED INFORMATION INTO RELATIONSHIP DIAGRAM In a CPA, your project activity information is communicated via a circle and arrow diagram to demonstrate relationships. Take a look at the sample image below for what is included in a typical circle and arrow diagram:
- 77 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 150 of 222
Form: LA-LM-BSBPMG510A
EXAMPLE: CRITICAL PATH ANALYSIS The following table details project activities and their estimated time frames for completion:
Task Earliest Start Date Latest Start Date Duration Activity Type 1. Activity A 01/01/11 03/01/11 4 days Sequential 2. Activity B 03/01/11 04/01/11 8 days Parallel 3. Activity C 05/01/11 07/01/11 6 days Sequential 4. Activity D 06/01/11 08/01/11 2.5 weeks Parallel 5. Activity E 12/01/11 14/01/11 2 days Sequential 6. Activity F 14/01/11 15/01/11 1 week Sequential 7. Activity G 21/01/11 23/01/11 3 days Sequential
- 78 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 151 of 222
Form: LA-LM-BSBPMG510A
EXAMPLE: COMPLETED CRITICAL PATH ANALYSIS The circle and arrow diagram below is an example of a completed CPA using the tabulated information from the previous frame.
- 79 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 152 of 222
Form: LA-LM-BSBPMG510A
PERT (Program Evaluation and Review Technique) Another popular project management tool is the use of PERT charts. PERT is conducted towards the latter stages of the project planning process and in a similar way to CPA, uses a network diagram to help communicate project tasks and activities, their order and duration. The PERT planning process involves the following standardised steps:
1. Identify project activities and milestones; 2. Generate a network diagram; 3. Establish the duration of each activity; 4. Find the critical path.
� NOTE: PERT uses a formula to calculate the estimated project time for each activity as follows: Project Activity duration = (O + 4M + P)/6 Where: O = The shortest time (Optimistic) M = The most likely time P = The longest time (Pessimistic) You have a degree of freedom in deciding when to use PERT estimates. PERT estimates can be generated for all project activities, major milestones or only high risk activities.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 153 of 222
Form: LA-LM-BSBPMG510A
� Identify project activities and milestones: This stage involves determining the project activities and milestones to be inputted into your network diagram. As we did for CPA, you may wish to tabulate these activities for ease of use. During this stage you will also determine the order in which these activities occur to help create your network diagram. � Generate a network diagram: Using the information from step one, you can begin to construct your network diagram. Your diagram can take its shape in a variety of different ways. It is typically constructed using shapes or bubbles containing the activity information and joined by arrows. � Establish the duration of each activity: Time can be calculated in terms of hours, days or weeks depending on the nature of the project activity however this choice must be used consistently once chosen (e.g. if hours is the chosen method of measuring time, all variables must be inputted in hours). Refer to the Note button on frame for more information on determining completion times. � Find the critical path: The critical path is the longest path within the project which you will determine whilst completing your network diagram and plotting your activity times on the chart. It is found by adding the times for activities in a given sequence; the longest being the critical path.
- 80 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 154 of 222
Form: LA-LM-BSBPMG510A
THE PERT CHART: EXAMPLE Have a look at the diagram below for an example of a typical PERT Chart:
- 81 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 155 of 222
Form: LA-LM-BSBPMG510A
RISK MANAGEMENT PLAN Over the course of the project, there would be instances where you or other project stakeholders will identify potential project risks that may act as a hindrance to the project's progression and successful completion. The purpose of designing a risk management plan is to identify all potential project risks, including OHS risks and considerations, and suggest actions or precautions to be taken in order to minimise risk occurrence and reduce risk exposure it should occur. To create your risk management plan, you must:
� Identify project risks: This stage involves the identification and reporting of project related risks. It involves consideration of the areas of the project and the project environment that could act as a hindrance to the achievement of project goals and objectives. � Assess the project risks: This stage involves evaluating the likelihood of exposure to the identified risks, their potential impacts and how to prioritise them.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 156 of 222
Form: LA-LM-BSBPMG510A
� Document risk management processes: This stage involves defining the risk management process and creating a risk management schedule to help plan for the management of potential risks over the duration of the project.
- 82 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 157 of 222
Form: LA-LM-BSBPMG510A
IDENTIFY PROJECT RISKS The first part of the risk management process involves identifying potential project risks. The risk identification process is crucial to designing your overall approach to project risk management as it enables you to recognise the types of potential risks which in turn will shape and mould risk management procedures. Consider potential project risks in the following areas:
Project plans and schedules; Business related benefits; Project funding and budgeting; Project scope; Communication processes; Resource access and capabilities; Occupational Health and Safety (OHS).
All project stakeholders must be encouraged to report on risks to help aid the risk management process.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 158 of 222
Form: LA-LM-BSBPMG510A
A Sample of Risk Identification Form;
Risk Identification Form
Project Name: ____________________________
Project Manager: ____________________________
Date: __________________
Completed by: ____________________________
Position: ____________________________
Contact details: ____________________________
RISK DETAILS
Risk Description
Risk Likelihood: Low / Medium / High (please circle)
Justification
Consequences of Risk Occurrence: Low / Medium / High (please circle)
Justification
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 159 of 222
Form: LA-LM-BSBPMG510A
RISK CONTROLS
Recommended Preventative Actions
Recommended Contingent Actions
SUPPORTING DOCUMENTATION ATTACHED (Y/N) (please circle)
Brief Description of supplementary documentation
Signature: ______________________
Please forward this form to the Project Manager
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 160 of 222
Form: LA-LM-BSBPMG510A
� Project plans and schedules: Potential risks related to project plans and schedules include the inability for project tasks to be completed in accordance with project plans and schedules and the development of deadlines in project schedules which may be impractical. � Business related benefits: The outlined business related benefits in the Business Case and Feasibility Study may present risks such as naming business related benefits that are not easily quantifiable or measurable making it difficult to report on performance outcomes. Also, project deliverables and goals may not produce the forecasted business benefits. � Project funding and budgeting: Examples of risks include not possessing adequate funds to deliver the project from beginning to end and employing poor budgeting techniques which underestimate project finances. � Project scope: Examples of risks include failing to into account important considerations for inclusion in the project's scope or making the project scope too broad and thereby difficult to monitor and control. � Communication processes: This may include poorly designed communication plans resulting in an undefined chain of command. It may also include potential problems in relation to communications with project stakeholders.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 161 of 222
Form: LA-LM-BSBPMG510A
� Resource access and capabilities: Examples include not hiring an adequate number of individuals to make up the project team, the competition for access to organisational resources (e.g. office equipment) with other management and organisational functions. � Occupational Health and Safety (OHS): You should also take into account the OHS implications of your project activities as all managers, supervisors and employees have obligations to uphold the health and safety of persons in the work environment. An OHS risk may include physical trip hazards introduced through the improper storage of project related equipment.
- 83 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 162 of 222
Form: LA-LM-BSBPMG510A
ASSESS PROJECT RISK After identifying the risks, the next step is to assess them. A risk assessment identifies:
The possible level of harm (the consequence); The likelihood or probability of the harm occurring.
To analyse risks, you may use a Risk Assessment Matrix. This helps to organise and document risks in order to aid in assessing the likelihood and consequences of each risk and prioritising them (see Note 2). Take a closer look at the risk assessment matrix below.
� NOTE: HOW TO USE THE RISK ASSESSMENT MATRIX To properly use a Risk Assessment Matrix follow these four steps: Step 1 - Using the Likelihood from left to right, determine how likely it is that the risk will cause harm. Step 2 - Using the Consequence from bottom to top, determine how severe the harm posed by the risk would be. Step 3 - Follow the rows and columns to their meeting point. Step 4 - Use the outcome to determine the subsequent action.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 163 of 222
Form: LA-LM-BSBPMG510A
� Risk Assessment Matrix: A risk assessment matrix is a systematic method of organising, assessing, and prioritising risks.
- 84 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 164 of 222
Form: LA-LM-BSBPMG510A
PRIORITISNG RISKS Depending on the outcome of the risk assessment, you can make an informed judgment, with the help of project stakeholders, on how to prioritise the risk. To help you determine the priority of a project risk, you may wish to assess whether:
Project deliverables listed in the Project Charter will be affected by the risk; Budgets and forecasts will change based on the introduction of the risk; Resource requirements will change based on the introduction of the risk.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 165 of 222
Form: LA-LM-BSBPMG510A
� NOTE: It is of great importance to appropriately assign a priority rating on identified risks to assist with the creation of risk management plans and schedules. It also determines the required action to be taken upon identification of a risk. Examples of actions that could be taken based on risk assessment:
Taking no action: This could occur if project stakeholders surmise that the identified risk is an unlikely occurrence;
Researching the risk: This will occur if project stakeholders believe there is potential for the risk to impact on the success of the project;
Implementing controls: This will occur if the identified risks are highly likely and will have a direct impact on the project's completion.
- 85 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 166 of 222
Form: LA-LM-BSBPMG510A
DOCUMENT RISK MANAGEMENT PROCESSES Once you have identified the processes involved with identifying and assessing risk, you must now produce a risk schedule which will detail the identified risks, their respective priority ratings and the required actions to be taken to help mitigate them. A typical schedule will include:
A list of risks; Their priority/risk ratings; Preventative actions; Contingent actions; Resource requirements; Responsible person/s Timeframes for completion.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 167 of 222
Form: LA-LM-BSBPMG510A
A sample of Risk Schedule.
Risk Schedule Template
Description of Identified
Risk
Preventative and/or
Contingent Actions
Person/s Responsible
Resources Requirements
Additional Comments
Scheduled Date of Control Implementation
Sign off:
Project Sponsor Signature: Project Manager Signature:
________________________ ________________________
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 168 of 222
Form: LA-LM-BSBPMG510A
� Preventative actions: These are the actions and controls that take a pro-active approach to risk management by helping to reduce the likelihood of the risk occurring. � Contingent actions: These are the actions and controls that attempt to minimise the consequences of the risk, should it occur, on business operations.
- 86 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 169 of 222
Form: LA-LM-BSBPMG510A
THE RISK MANAGEMENT PLAN Having created a risk schedule, it is now important for you to document the standardised process for risk management for the duration of the project. This can be communicated through the risk management plan which may include:
The risk management process; Roles of project stakeholders; Risk related documentation.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 170 of 222
Form: LA-LM-BSBPMG510A
A sample of Risk Management Plan template;
Risk Management Plan Template
Project Name: _____________________
Date:____________
Project Manager:____________________
Project Sponsor:____________________
The Risk Management Process Risk Identification Process
Supporting Documentation
Risk Assessment Process
Supporting Documentation
Risk Schedule
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 171 of 222
Form: LA-LM-BSBPMG510A
OHS Considerations
Roles and Responsibilities in the Risk Management Process Project Manager
Project Sponsor
Project Team
Risk Management Plan Approval Project Sponsor Name:___________________________________
Comments:
Project Sponsor Signature:________________________________
Date:___________________
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 172 of 222
Form: LA-LM-BSBPMG510A
� The risk management process: The risk management process refers to the organisation's procedures in relation to the identification, assessment and control of risks. � Roles of project stakeholders: The roles of project stakeholders in relation to the risk management process should be clearly outlined and communicated to all relevant persons. This helps to specify responsibilities and accountabilities in relation to the risk management process. � Risk related documentation: All risks should be appropriately documented in accordance with organisational recordkeeping practices. Examples of risk related documentation includes risk identification forms, risk schedules, risk registers and risk management plans.
- 87 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 173 of 222
Form: LA-LM-BSBPMG510A
ISSUE MANAGEMENT Over the course of your project, from the initiation stages to its finalisation, there will be times where issues regarding the project's progression and approach will come up. If these issues are left unattended, there is a high chance project deliverables will not be met. It is therefore important for you to plan for the ways you will address project issues systematically. To do this, you could create an Issue Form to allow all project stakeholders, including those not actively involved in project execution, to have a say in how the project is carried out. For record keeping purposes, you should also maintain an Issue Register to help keep track of project issues.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 174 of 222
Form: LA-LM-BSBPMG510A
� NOTE: Issue management helps to:
Identify and limit the number of project issues that may arise; Reduce time inefficiencies associated with issues raised; Ensure that issues that do arise are effectively managed.
- 88 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 175 of 222
Form: LA-LM-BSBPMG510A
PROJECT BUDGET A crucial component to the planning process involves project budgeting and financial planning. It is necessary for you to create a thorough project budget that includes the estimated project expenses including possible deadlines for when these costs will be incurred. The types of expenses you may incur that should be included in your project budget includes:
Project Headquarters establishment (e.g. room hire); Equipment and material attainment from suppliers; General administrative costs (e.g. accounting and legal fees).
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 176 of 222
Form: LA-LM-BSBPMG510A
A sample of Project Budget;
� NOTE: The items listed in your Resource Plan (e.g. human capital, plant and equipment and material resources) and any other additional project expenses will need to be quantified in terms of estimated monetary costs and inputted into your Project Budget.
- 89 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 177 of 222
Form: LA-LM-BSBPMG510A
QUALITY MANAGEMENT To ensure your project is delivering high quality outcomes within the specified time frame, it is important for you to develop a Quality Control Plan to help organise a process for controlling the quality of output from project activities. By having a standardised process for ensuring quality control mechanisms are in place, you can help to:
Identify quality targets that must be met; Recognise quality assurance and control procedures to meet targets.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 178 of 222
Form: LA-LM-BSBPMG510A
A sample of Quality Control Plan Template;
Quality Control Plan Template
Project Name: _____________________ Date: ________________
Project Manager: ____________________ Project Sponsor: ____________________
A. QUALITY TARGETS Deliverables
Quality Criteria
B. QUALITY CONTROL QUALITY CONTROL TECHNIQUES
IMPLEMENTATION METHOD
FREQUENCY OF QUALITY CONTROL PROCEDURES
Quality Control Plan Approval
Project Sponsor Name: ___________________________________
Comments:
Project Manager Signature: ________________________________ Date: ___________________
- 90 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 179 of 222
Form: LA-LM-BSBPMG510A
3. EXECUTION The third phase of the project life cycle revolves around the administration of the project and monitoring processes. Having defined the project goals, objectives and deliverables in the Project Charter in phase 1 and undergone extensive planning with supporting documentation in phase 2, you and your team are now in a position to execute the project. The following frames will delve into the necessary required actions and considerations to enable successful project execution.
- 91 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 180 of 222
Form: LA-LM-BSBPMG510A
WORKING TOWARDS IMPLEMENTING PROJECT DELIVERABLES In our Project Charter, we identified the key deliverables necessary for successful project completion. These deliverables are the goods or services that must be obtained to signal the achievement of overall project goals and objectives. The attainment of project deliverables requires a great deal of time and effort on behalf of the Project Team and other project stakeholders in ensuring they are met within the given timeframe. You must organise regular meetings with your team to follow up the achievement of deliverables and address issues or concerns to help ensure deadlines are met in accordance with documented procedures and plans established during the planning process.
- 92 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 181 of 222
Form: LA-LM-BSBPMG510A
SUPPORTING YOUR PROJECT TEAM As a Project Manager, one of your primary responsibilities involves overseeing the project's successful completion. This involves providing the necessary support, guidance and advice to Project Team members encouraging both time efficient and quality outcomes and developing team member capabilities. Examples of support mechanisms you can help implement to enable positive project outcomes include:
Learning and development opportunities; Feedback; Supervision, mentoring and coaching.
The following frames will outline the above areas in further detail.
- 93 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 182 of 222
Form: LA-LM-BSBPMG510A
PROVIDING LEARNING OPPORTUNITIES IN THE WORKPLACE As part of the development of teams and individuals it is important that you provide as many workplace learning opportunities as possible to assist teams and individuals with achieving the desired competencies. You must also ensure that assistance is provided to learners where appropriate or beneficial. This includes:
Assisting with problem solving and conflict resolution; Providing encouragement to individual learners and teams; Providing feedback to individual learners and team members; Respecting the contributions of all participants and giving credit for achievements.
- 94 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 183 of 222
Form: LA-LM-BSBPMG510A
MENTORING Mentoring is a beneficial process that can be applied in the workplace to increase the capacity of an individual by encouraging the development of their abilities. It is concerned with the professional development and long term needs of an individual and seeks to develop the whole individual not just specific skills or competencies. A mentor is someone who comes from within the organisation and is not generally directly associated with the individual requiring mentoring assistance. The mentor's role is to advise and guide the individual over time with the aim of developing further the skills that they already possess.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 184 of 222
Form: LA-LM-BSBPMG510A
� NOTE: Individuals should be mentored when their performance is considered average or standard but could be improved. In saying this, mentors are generally only useful for individuals who possess the right skills but are not using those skills effectively. � Directly associated: A mentor can be anyone in the organisation – usually a supervisor or someone outside of the individual's chain of command.
- 95 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 185 of 222
Form: LA-LM-BSBPMG510A
FUNCTIONS OF A MENTOR Mentors have several functions including:
Giving information and advice to the individual about the workplace; Providing the individual with career advice, guidance and direction; Coaching the individual to enhance their skills and intellectual ability; Providing constructive feedback to the individual regarding their development and
performance; Identifying strengths and areas for development; Encouraging and motivating the individual towards the achievement of decided
developmental goals and objectives; Acting as a role model; Respecting confidentiality and the privacy of the individual.
� IMPORTANT: From the commencement of the mentoring relationship the following must be stated:
The benefits of mentoring, for both parties, and for the organisation; and What is to be achieved through the mentoring relationship.
- 96 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 186 of 222
Form: LA-LM-BSBPMG510A
RESPONSIBILITIES OF A MENTOR Mentors are responsible for the following:
Encouraging and developing the professional working relationship between the individual and themselves;
Identifying appropriate developmental methods for the individual and applying them; Devoting sufficient amounts of time to (and keeping in regular contact with) the
individual; Interacting with the individual's manager or direct supervisor to elicit feedback from
them on any noted progress or improvement; Giving feedback and advice to the individual regarding their development on a regular
basis.
� Developmental methods: The developmental methods will be dependant upon the individual and the skills that they need to work on and develop. Developmental methods could include, for example, short training sessions or individually agreed tasks and assignments focused on practical job issues.
- 97 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 187 of 222
Form: LA-LM-BSBPMG510A
REQUIRED SKILLS In order for mentoring to be beneficial mentors need to have thorough knowledge of their subject matter. Mentors must also be good communicators – they must be transfer their knowledge and skills to the individual. Good mentors will possess the following skills and attributes. A mentor must:
Be aware of the individual's personal goals; Be able to adopt strategies to provide support and encouragement to the individual; Be able to use negotiation and conflict resolution to deal with any concerns the
individual may have about the mentoring relationship and how to overcome them.
- 98 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 188 of 222
Form: LA-LM-BSBPMG510A
SUCCESSFUL MENTORING RELATIONSHIPS There are several factors which influence the success of a mentoring relationship. Firstly there must be a structure to the mentoring relationship with agreed goals and objectives established in the early stages of the relationship. These goals and objectives must be challenging, but at the same time realistic and achievable. The mentor must be knowledgeable and must be able to transfer this knowledge to the individual. Both the mentor and the individual must have both time management and self management skills, and throughout the relationship open and honest communication must be maintained – this allows the relationship to change and develop over time.
- 99 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 189 of 222
Form: LA-LM-BSBPMG510A
FEEDBACK Obtaining and providing feedback is a good way to provide the necessary support and assistance to your team members to enable successful project delivery. Consider the following tips in providing good feedback:
Be specific about the behaviour in question; Focus on the behaviour itself, not the individual; Be transparent and honest; individuals will notice if you're 'sugar coating'; Provide 'actionable feedback' where the individual can actively do something about the
behaviour; Provide feedback soon after the specific event in question; Ask 'how' a task was undertaken not 'why'; this may promote defensive behaviour.
� NOTE: The provision of feedback to your team on specific aspects of their performance can help identify any areas of improvement and subsequent courses of action and act as a form of encouragement to help boost team morale and confidence.
- 100 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 190 of 222
Form: LA-LM-BSBPMG510A
RECORD KEEPING Whilst undertaking and managing your project, you and your Project Team would have generated a number of documents to help assist with the project's execution. These documents are important records of project activity and progress and must be effectively managed. To help you manage project documentation, you may wish to create a Project Records Index detailing all project records. It may include:
Project document title; Date of issue; Version number Document location; Responsible persons.
� IMPORTANT: All project records must be properly stored and updated to ensure currency, relevance and accuracy for its users. It is important to maintain satisfactory record keeping practices to ensure compliance with organisational policy and procedure.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 191 of 222
Form: LA-LM-BSBPMG510A
A sample of Project Records Index;
PROJECT RECORDS INDEX
Project Name: _____________________
Project Manager: ____________________
Project Sponsor: ____________________
PROJECT RECORD
TITLE
DATE OF ISSUE
VERSION
RECENT CHANGES
DATE AMENDMENTS IMPLEMENTED
RESPONSIBLE PERSON/S
- 101 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 192 of 222
Form: LA-LM-BSBPMG510A
RECORD KEEPING BEST PRACTICE To ensure best practice is upheld in project record keeping, you can ensure that project documentation is controlled by:
Making them readily accessible and ensuring currency of information; Ensuring a periodic review is scheduled and approval sought from a responsible
person; Removing outdated or unusable data and information; Ensuring legal and other archived information kept for record keeping or knowledge
preservation purposes are retained.
� Responsible person: A responsible person may refer to the particular record's custodian. This person may need to conduct a review of the document on a regular basis. For example, a Project Risk Register should be updated by the Project Team as required, however ensuring that all project risks are controlled and controls are appropriately implemented is the responsibility of the Project Manager.
- 102 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 193 of 222
Form: LA-LM-BSBPMG510A
MONITORING PROJECT PLANS As the project progresses, it is essential that procedures and actions carried out by the Project Team and other project stakeholders comply with organisational requirements as per plans or budgets created for the project. Monitoring processes are key to ensuring that all project activities are on track to enable on time completion. It also promotes the ideal of continuous improvement where if there are potential areas of improvement, they can be quickly identified and addressed. You should have procedures in place to monitor the management of project:
Costs; Quality standards; Risks.
The following frames will delve into these areas in detail.
- 103 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 194 of 222
Form: LA-LM-BSBPMG510A
COST MANAGEMENT During the planning phase, we developed a project budget which was an estimation of the potential expenses that may be incurred over the course of the project. It is now important for you and your team to become aware of the expenses that will accrue over the project's life and record them in an appropriate manner to keep track of all expenditure. To help assist with the calculation of costs incurred throughout the project, you should ensure all project expenses are recorded in a Project Expenses Form.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 195 of 222
Form: LA-LM-BSBPMG510A
A sample of Project Expenses Form;
PROJECT EXPENSES FORM Project Name: _____________________
Project Manager: ____________________
Project Sponsor: ____________________
ACTIVITY DATE
EXPENSE INCURRED
EXPENSE TYPE
EXPENSE DESCRIPTION
EXPENSE AMOUNT
PAYEE
INVOICE NUMBER
Form completed by: _____________________
Approved by (Title): _____________________
Signed: _______________________________
Invoices relating to expenses on form MUST be attached and forwarded to Project Manager
- 104 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 196 of 222
Form: LA-LM-BSBPMG510A
PROJECT EXPENSE REGISTER Once approval has been obtained for an expense or set of expenses over the course of the project, approval must be sought from the Project Manager to determine if the expense is reasonable and necessary for the given task. When approval has been sought, expenses should be recorded in a Project Expense Register detailing all aspects of project expenses incurred including information from the Project Expense Form, approval details and payment details. This will help to monitor expenses throughout the project and enable a comparison between actual and budgeted figures.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 197 of 222
Form: LA-LM-BSBPMG510A
A sample of Project Expense Register;
PROJECT EXPENSES REGISTER Project Name: _____________________
Project Manager: ____________________
Project Sponsor: ____________________
Activity Description
Expense Type
Expense Description
Expenses Amount
Approved (Yes/No)
Approved by
Payment Status
Date of Payment
Payee & Payment Method
Approved by (Title): _____________________
Signed: _______________________________
- 105 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 198 of 222
Form: LA-LM-BSBPMG510A
MONITORING QUALITY MANAGEMENT Having already established a Quality Control Plan during the planning phase of the project, you and your team are in a position to constantly assess the level of quality output produced throughout the project. This is vital to the quality management process as it ensures you and your team are making a conscious effort to manage the quality of project deliverables. The quality control process should involve:
Evaluating quality targets mentioned in the Quality Control Plan; Constantly implementing quality control techniques as per the Quality Control Plan; Recognising areas of improvement, recording them and taking appropriate action.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 199 of 222
Form: LA-LM-BSBPMG510A
A sample of Quality Register;
PROJECT QUALITY REGISTER Project Name: _____________________
Project Manager: ____________________
Project Sponsor: ____________________
Project Deliverable/
Activity
Quality Target
Quality Criteria
Quality Standards
Met? (Yes/No)
Required Actions
Methods for Review
Review Date Review
Outcomes
Approved by (Title): _____________________
Signed: _______________________________
- 106 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 200 of 222
Form: LA-LM-BSBPMG510A
MONITORING PROJECT RISKS The effective management of project risks is crucial to good project management. As for all projects, it is important that we minimise the level of uncertainty by acknowledging the potential for project risks to occur and planning for them to protect against severe outcomes. The Risk Management Plan created earlier will outline your approach to risk management, which must be complied with. You should encourage your Project Team and others who are actively involved in project execution to review the project risk management process and ensure they adhere to it. A Project Risk Form should be completed upon identification of a new project risk and a Project Risk Register should be maintained to monitor and control them.
- 107 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 201 of 222
Form: LA-LM-BSBPMG510A
PROJECT STATUS REPORTS As part of your role as a Project Manager, you have a responsibility to ensure all project stakeholders are kept informed of the project's status. You should produce Project Status Reports detailing:
Completion of major phases, tasks, activities and milestones; Achievement of deliverables; Issues of concern or project risks; The status of project finances and other resources; Any other important project considerations.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 202 of 222
Form: LA-LM-BSBPMG510A
You and your team have an obligation to keep all project stakeholders informed about the project's progress which enables them to report on any issues they may have by using the Issue Request Form:
Issue Form Template Project Name: _____________________
Date: ____________
Project Manager: ____________________
Project Sponsor: ____________________
Issue raised by: ____________________
Issue Description
Impact of Issue on Project
Recommended Issue Solutions
Other Comments
Issue Form Approval Project Sponsor Name: ___________________________________ Comments: Project Sponsor Signature: ________________________________
Date: ___________________
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 203 of 222
Form: LA-LM-BSBPMG510A
A sample of Project Status Report;
Project Status Report Project Name: Report Number: Project Sponsor: Project Manager:
Report completed by:
Report Date:
Primary Project Updates
Phases, Activities , Tasks, Milestones and/or Deliverables achieved this period
Completion dates
Description Comments Plan Actual
Major Risks and Issues: Include an assessment of the impact and any actions taken
Comments, Recommendations and Requests
Tasks, Milestones, Outcomes scheduled for next period
Description Scheduled completion date Comments Project Status Report completed by:
Name: ___________________________________
Signature: ________________________________ Date: ___________________
- 108 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 204 of 222
Form: LA-LM-BSBPMG510A
4. CLOSURE The final stage of the project life cycle involves finalising the project and conducting a project review. Even though the bulk of the project has been completed, this is a very important stage as seeks to:
Tie up loose ends; Complete all project documentation; Obtain necessary sign offs for concluding the project; Review actual project outcomes against initial plans; Document lessons learnt for future projects.
The following frames will delve into the key project closure considerations and other important tips and guidelines to help assist with project completion.
- 109 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 205 of 222
Form: LA-LM-BSBPMG510A
PROJECT CLOSURE MEETING As Project Manager, you must convene a Project Closure meeting to identify the final actions that must be taken by the complete Project Team in order to officially deem the project "closed". At the conclusion of the meeting, you should:
Review the Project Charter and identify any outstanding deliverables or other criteria that must be met;
Identify and document required closure actions to be taken; Obtain Project Team input and advice in determining required actions; Record the required course of action in a Project Closure Report; Present Report to Project Sponsor for approval and final sign off.
- 110 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 206 of 222
Form: LA-LM-BSBPMG510A
THE PROJECT CLOSURE REPORT The Project Closure Report details the outcomes, suggestions and required actions identified during the Project Closure meeting. Approval must be sought from the Project Sponsor to enable the implementation of required actions. It should include:
A summary of project deliverables; The status of project documentation; The status of project resources; Other outstanding items and required action.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 207 of 222
Form: LA-LM-BSBPMG510A
A sample of Project Closure Report;
Project Closure Report Template Project Name: _____________________ Date:____________ Project Manager:____________________ Project Sponsor:____________________ Project Deliverables
A. PROJECT DOCUMENTATION Document Title Action Required Obtained Sign offs? Completion Date B. THE STATUS OF PROJECT RESOURCES Resource Type Action Required Resource Returned? Completion Date C. OTHER OUTSTANDING ITEMS Outstanding Item Description
Action Required Completion Date
Project Closure Report Approval
I authorise the necessary persons to undertake the project closure actions detailed in this
report to enable project closure.
Project Sponsor Name: ___________________________________
Project Sponsor Signature: ________________________________
Date:___________________
- 111 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 208 of 222
Form: LA-LM-BSBPMG510A
PROJECT REVIEW Once you have obtained Project Sponsor approval for project closure and successfully carried out the required actions as per the Project Closure Report, it is paramount that you and your team conduct a post project implementation review meeting. The review meeting will:
Assess the delivery of project outcomes and processes against project planning and scope documentation;
Obtain the input of Project Team members to attain their opinions of the project and any recommendations;
Document lessons learnt from the project for future use and application.
- 112 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 209 of 222
Form: LA-LM-BSBPMG510A
PROJECT REVIEW CONSIDERATIONS Primary project performance considerations for the review include:
Have the benefits described in the Business Case been achieved? Have the Project Charter objectives been met? Were there any deviations from the project scope outlined in the Charter? Did the project deliverables meet Quality Plan targets? What was the degree of variation between the actual vs. planned project schedule? What was the degree of variation between the actual vs. planned project budget? Were project resources sufficient and easily available?
� NOTE: The project review should allow you and your team to obtain a holistic view of the entire project from the initiation stage to the closure stage. As such, you should compare, contrast and document the planned activities and actions with the actual outcomes to assess conformance with established project plans.
- 113 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 210 of 222
Form: LA-LM-BSBPMG510A
REVIEWING ACHIEVEMENTS, FAILURES AND LESSONS LEARNT In addition to assessing conformance to established project plans and processes, it is also a good idea to determine the various project achievements and project failures from a business and strategic planning context. It is also vital for you to document the lessons learnt from the administration of the project. These lessons should help you and your team make recommendations to enable the success of future projects.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 211 of 222
Form: LA-LM-BSBPMG510A
A Sample of Project Review Report;
Project Review Report Template
Project Name: _____________________
Date: ____________
Project Manager: ____________________
Project Sponsor: ____________________
Project Achievements
Project Failures
Lessons Learnt
Comments and Recommendations
- 114 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 212 of 222
Form: LA-LM-BSBPMG510A
TIPS FOR EXECUTING SUCCESSFUL PROJECTS Working through this module, it becomes apparent that project management is not an easy task. Consider the following tips to administer successful projects:
Don't set out to achieve too much; having clearly defined and achievable goals is ideal; Ensure you have a solid Business Case; Implement good governance; have a Project Sponsor, Project Manager and a Project
team from the early project stages; Stay focused on project goals, objectives and vision; Constantly monitor project plans and processes to assess conformance.
� TIP: You should develop a systematic approach to managing project tasks and activities, recruit a capable and supportive project team, implement plans and procedures for your approach to the project and have adequate monitoring processes in place.
- 115 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 213 of 222
Form: LA-LM-BSBPMG510A
UNIT SUMMARY Project management is a complex and systemised process which involves a great deal of time and effort invested into its successful execution. This module has covered the primary considerations in regards to effectively planning, administering, monitoring and reviewing projects in the workplace. We have guided you through the project life cycle as the desired project methodology for managing projects. To recap, the four main phases of the project life cycle are:
1. Initiation; 2. Planning; 3. Execution; 4. Closure.
You are now equipped with the necessary knowledge to effectively manage projects in your workplace or work environment.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 214 of 222
Form: LA-LM-BSBPMG510A
�
Initiation: This is the first phase of the project life cycle which involves:
Developing a Business Case to identify a problem and recommended solutions; Conducting a Feasibility Study for the problem and related solutions; Completion of project scope documents such as a Project Charter which defines
project goals and objectives, outlines the project scope, project stakeholders and other important considerations;
Selecting a project team and establishing the team environment; Seeking approval from project authorities in relation to project parameters (e.g.
finances, legislative requirements) to progress to planning phase.
� Planning: This is the second phase of the project life cycle which involves a thorough planning process warranting the creation of documents such as a:
Project Plan; Project Budget; Quality Plan; Risk Management Plan.
� Execution: This is the third phase of the project life cycle which involves:
The execution of tasks listed in the Project Plan; Providing support for team members to ensure project needs are met; Maintaining project records; Communicating with stakeholders when necessary; Monitoring and control processes. Achieving deliverables.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 215 of 222
Form: LA-LM-BSBPMG510A
� Closure: This is the fourth phase of the project process which involves:
Completing all relevant project documentation and sign offs; Communicating end of project to stakeholders; Carrying out project closure actions; Undertaking review and evaluation with project team.
- 116 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 216 of 222
Form: LA-LM-BSBPMG510A
FURTHER INFORMATION General Resources To find out more about topics and issues relating to managing projects, refer to the following online sources:
Australian Institute of Project Management: http://www.aipm.com.au/html/default.cfm; ProjectConnections: http://www.projectconnections.com/index.html: Project Management and Planning Tools:
http://www.mindtools.com/pages/main/newMN_PPM.htm ; Project Manager Skills: http://www.buzzle.com/articles/project-manager-skills.html ; ProjectMinds: Project Management Guide: http://www.projectminds.com/Index.html
- 117 -
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 217 of 222
Form: LA-LM-BSBPMG510A
MODULE ATTACHMENTS
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 218 of 222
Form: LA-LM-BSBPMG510A
BSBPMG510A: Manage Projects
Description This unit describes the performance outcomes, skills and knowledge required to manage a straightforward project or a section of a larger project. This unit addresses the management of projects including the development of a project plan, administering and monitoring the project, finalising the project and reviewing the project to identify lessons learnt for application to future projects. No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Employability Skills This unit contains employability skills.
Application Of Unit
The unit focuses on the application of project management skills and the requirement to meet time lines, quality standards, budgetary limits and other requirements set for the project. The unit does not apply to specialist project managers. For specialist project managers, the units of competency in the Project Management competency field will be applicable.
Competency Field Management and Leadership – Project Management
Element Performance criteria
1 Define project
1.1. Access project scope and other relevant documentation 1.2. Define project stakeholders 1.3. Seek clarification from delegating authority of any issues related to project and
project parameters 1.4. Identify limits of own responsibility and reporting requirements 1.5. Clarify relationship of project to other projects and to the organisation’s objectives 1.6. Determine and access available resources to undertake project
2 Develop project plan
2.1 Develop project plan including timelines, work breakdown structure, role and responsibilities and other details of how the project will be managed in relation to the project parameters;
2.2 Identify and access appropriate project management tools; 2.3 Formulate risk management plan for project, including occupational health and
safety (OHS); 2.4 Develop and approve project budget; 2.5 Consult team members and take their views into account in planning the project; 2.6 Finalise project plan and gain any necessary approvals to commence project
according to documented plan
3 Administer and monitor project
3.1 Take action to ensure project team members are clear about their responsibilities and the project requirements;
3.2 Provide support for project team members, especially with regard to specific needs, to ensure that the quality of the expected outcomes of the project and documented time lines are met;
3.3 Establish and maintain required record keeping systems throughout the project; 3.4 Implement and monitor plans for managing project finances, resources (human,
physical and technical) and quality; 3.5 Complete and forward project reports as required to stakeholders; 3.6 Undertake risk management as required to ensure project outcomes are met; 3.7 Achieve project deliverables.
4 Finalise project
4.1 Complete financial record keeping associated with project and check for accuracy; 4.2 Assign staff involved in project to new roles or reassign to previous roles; 4.3 Complete project documentation and obtain any necessary sign offs for
concluding project.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 219 of 222
Form: LA-LM-BSBPMG510A
BSBPMG510A: Manage Projects
5 Review project 5.1 Review project outcomes and processes against the project scope and plan; 5.2 Involve team members in the project review; 5.3 Document lessons learnt from the project and report within the organisation.
Skills and Knowledge
Required Skills
• 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, monitor and maintain implementation
schedules • numeracy skills to analyse data, and to compare time lines and promotional
costs against budgets culturally appropriate communication skills to relate to people from diverse
backgrounds and people with diverse abilities.
Required Knowledge
• 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 • OHS
• organisational structure, and lines of authority and communication within the organisation
how the project relates to organisation’s overall mission, goals, objectives and operations.
Range Statement The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
Project scope and other relevant documentation may include:
• contract or other agreement • project brief • project plan or summary • other documents outlining expected outcomes of the project, inclusions and
exclusions from project, timeframes for project, quality standards for project, project resources
Stakeholders may include:
• clients or customers (internal and external) • funding bodies • management, employees and relevant key personnel (internal and external)
with special responsibilities • project sponsor
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 220 of 222
Form: LA-LM-BSBPMG510A
BSBPMG510A: Manage Projects
Delegating authority may include:
• customer or client • funding body • manager or management representative • project sponsor
Project parameters may include:
• finances for project • integration of project within organisation • legislative and quality standards • physical, human and technical resources available or required for project • procurement requirements associated with project • reporting requirements • risks associated with project, including OHS • scope of project • time lines
Project management tools may include:
• cost schedule control system • Critical Path Method • Gantt and bar charts • life cycle cost analysis • logistics support analysis • PERT charts • project management software • spreadsheets • technical resources required for the project, for example OHS management
system tools Support for project team members may include:
• additional physical, human and technical resources (within allocated budget) if and as required
• encouragement • feedback • learning and development • regular project team meetings • supervision, mentoring and coaching
Required record keeping systems may include systems for:
• correspondence • financial data including costs, expenditure, income generated, purchases • project outcomes • quality data including any test results • recording of time spent on project and progress in completing project • samples, prototypes, models
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 221 of 222
Form: LA-LM-BSBPMG510A
BSBPMG510A: Manage Projects
Risk management may include:
• changing roles and responsibilities within project team • negotiating an extension of deadline, or redefining completion or quantities or
quality of outcomes • outsourcing some aspects of the project • reducing costs • researching and applying more efficient methods for completing project tasks • seeking further resources to meet deadline • sharing of ideas to gain improvements to work undertaken within the project
Necessary sign offs may be required by:
• clients, customers • funding body • management • project sponsor
Evidence Guide The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential: • development of a project plan • details of monitoring arrangement/s and evaluation of the project plan’s efficacy
to address time lines and budgets of project • knowledge of relevant legislation.
Context of and specific resources for assessment
Assessment must ensure: • access to workplace project documentation.
Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit: • direct questioning combined with review of portfolios of evidence and third party
workplace reports of on-the-job performance by the candidate • observation of presentations • oral or written questioning to assess knowledge of how the project relates to the
organisation’s overall mission, goals, objectives and operations • review of project risk management plan and project plan • evaluation of project reports forwarded to stakeholders • analysis of documentation reviewing project outcomes and processes against
the project scope and plan • evaluation of documentation outlining lessons learnt from the project.
Learning Module
Document: BSBPMG510A Learning Module Prepared By: RTO Manager: RM Version: 5.0 Endorsed By: RTO CEO: DL Date Effective: 28/03/11 Review Date: 27/03/12
Uncontrolled document when printed Page 222 of 222
Form: LA-LM-BSBPMG510A
BSBPMG510A: Manage Projects
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example: • other project management units.
