Just write 1. Introduction, 2. Roles and Responsibilities

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 1 of 17

Assignment 3 – PMP Development and PM Responses Overview

The aim of this assignment is to gain experience in the organizing/preparing, carrying out and closing

phases of a project. This will be done through the preparation of a Project Management Plan as well as

a report on the PM actions required to address a number of situations encountered during the project

life cycle.

Timelines and Expectations

Marks: Assignment will be assessed based on a mark out of 100

Percentage Value of Task: 20% of the course marks

Due: Week 11, Friday 5:00pm

Minimum time expectation: 16 hours per individual

This is an assignment with both group and individual components. It is expected that all team members

will contribute equally to the group components.

Learning Outcomes Assessed

The following course learning outcomes are assessed by completing this assessment:

 K1 - Identify traditional and agile approaches and lifecycles for managing information technology

projects;

 K2 - Describe project management methodologies, such as the project management body of

knowledge;

 K3 - Acquire a theoretical knowledge of the project management process groups model;

 K4 - Explain the basic components of a project management plan and its importance in improving

the success of information technology projects;

 S1 - Apply the process groups model to manage information technology projects of various

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707

______________________________________________________________________________

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 2 of 17

complexities and scales;

 S3 - Employ a systems thinking approach to identify critical roles and stakeholders in information

technology projects;

 S4 - Demonstrate decision-making processes to solve a range of information technology project

issues;

 S5 - Utilise a range of organisational and self-management skills, emulating real world practice of

information technology project managers;

 A1 - Adopt a project management framework to write a project management plan, for a simulated

real world contemporary information technology project;

 A2 - Undertake project management approaches to solve unpredictable and complex information

technology software development problems;

 A3 - Demonstrate competence in using appropriate project management software.

Assessment Details

Overview

As stated by Schwalbe (2014) a project management plan (PMP) is a document used to coordinate all

project planning documents and helps to guide a project’s execution and control. She also states that a

good PMP is vital to the coordination and integration of information across project management

knowledge areas and across the organisation.

In this assignment, you will work in teams of four (4) people to produce a PMP, a description of updates

to the PMP and related plans/documents and a record of your experiences working in the team. The

teams will be assigned by your lecturer and contain students from the same tutorial class. One team

member should adopt the team manager role for the duration of the project. Teams are expected to

meet regularly – at least once a week – and prepare a PMP based on the IT project case study below.

They are then expected to provide, where necessary, descriptions of changes to that PMP and related

deliverables based on the sequence of events described in the case study. Teams should use their own

initiative regarding the scheduling of all deliverables. Teams will NOT be required to produce ‘product

related deliverables’ as part of this assignment but should include identification of these type of

deliverables in their PMP. The focus of this assignment is primarily on ‘project management related

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707

______________________________________________________________________________

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 3 of 17

deliverables’. However if an event would trigger a change to the product deliverables, it may be of

assistance to the reader if information about that change is included. Finally over the course of the

assignment, individuals are expected to record information about team meetings, their own work and

contributions and the contributions of others as well as reflect on their learning about project

management through the completion of the assignment. To assist students with the work involved, each

week from week seven onwards, the second hour of the tutorial will be available for meeting and

working on the assignment.

Case Study: Bespoke Building System (BeBS)

You work for Strategic Software Solutions Ltd. (SSS), a company providing software analysis, design,

implementation, testing, review and support services to clients. SSS offers software solutions in a

number of areas but concentrates on the hospitality, health and construction industries. For each of

these industries they have an off the shelf product that is available for PCs, iPad/iPhone and Android

devices. The company prides itself on customer service and providing customizable solutions to their

client, either by modifying the off the shelf products or building from new. SSS has also had success

with providing review and support services to clients and has received a great deal of positive

feedback about the flexibility and quality of its work. The company was started in 2002 and now

employs over 20 permanent and contract staff operating out of the head office in Abbotsford, Victoria.

The managing director Stewart Sausan, chief accountant Finbar Fury and chief information

officer/design guru Imogen Thaat are the main shareholders in the company. SSS has had a steady

rise in income and profit since the company started, with the most recent annual turnover of

$5,000,000 from services, licensing and support coupled with a 20% profit margin allowing the

company to continue paying generous bonuses to employees.

You are employed as a project manager at SSS. However, at SSS employees are expected to be

flexible in the amount and type of work they do, so whilst you have worked solely as a project

manager on some jobs, you have also been involved in analysis, design, coding and testing on

others. You have recently been given the task of satisfying the requirements of a new client, MT

Construction Pty. Ltd. (MTC)

MTC Is a small, recently formed building and construction company, owned and operated by Michael

(Mick) BSaw and Timothy (Tim) Hammerston. Mick and Tim have been in the construction industry for

the last 10 years, and prior to the company’s formation, they were individually involved in the physical

construction of new houses for individual clients. These houses were built according to

drawings/specifications completed by others. Often margins and job satisfaction on these jobs are

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707

______________________________________________________________________________

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 4 of 17

lower because the builders are being hired for a specific service and there is very little opportunity to

add value. They now see an opportunity to market themselves as “bespoke end to end builders” and

provide clients with the opportunity to design their own house and have it built to those requirements

by MTC. They have sensed in the past that clients were often frustrated by the processes and lack of

flexibility/engagement involved in home building and now feel that they could run a successful and

lucrative business by providing clients with more involvement and ownership. They have identified

functionality such as the ability to choose the design concepts for the house, commission drawings,

choose materials including fixtures and fittings and obtain costings and completion schedules as

opportunities for clients to become more involved. They want to implement a pricing structure based

on the progress of the design process and allow for secure payment options via bank transfers,

PayPal or credit cards. They would also like to be able to apply discounts based on the aesthetics of

the design. These discounts would be manually applied by Mick or Tim. They want to develop a

system that they think will allow them to:

 grow their business (by achieving double the build value by year 3 of their combined

individual build value from the previous three years i.e. when they were not operating as a

company);

 increase their margins (to 20% on each job. Individually they were operating on 10% profit

margins);

 achieve more satisfaction for themselves (measured by personal evaluation); and

 achieve more satisfaction for their clients (measured through personal responses/application

feedback).

They want a web and device application interface for clients (both iOS and Android) and a PC based

administration application for themselves. They are inexperienced about what their priorities are but

feel that most clients will prefer using the web based or iPad equivalent as a mobile device may not

have the screen space to do justice to the application. They understand that there will be some setup

costs in terms of a database to store client information/jobs but believe they have saved some time

and money by signing a contract with a major building wholesaler to provide real-time material costing

through the wholesaler’s electronic Building Warehouse (eBW) system. You have explained that there

will still be work involved in interfacing to this system and that it may be more efficient to periodically

update the system’s database rather than have real-time access. You also wonder how dealing with

only the one supplier will affect MTC’s standing in the industry and advise Mick and Tim to come up

with some contingencies regarding this. They have mentioned that they have consulted with the

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707

______________________________________________________________________________

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 5 of 17

Australian Institute of Architects (AIA) and the Building Designers Association of Australia (BDA) and

both organisations said they were somewhat reluctant to endorse the system and would look carefully

at the design to ensure that no regulations or practices had been overlooked. You advised that there

were existing products that perform some of the components requested e.g. RubySketch PlusSpec

but Mick and Tim believe their product will be superior and offer a better end to end experience for the

client. To support this, they would like SSS to arrange for a marketing plan and look after the initial

advertising. You have had a number of meetings with them and at your most recent meeting

presented the Business Case.

The Business Case for the Bespoke Building System (BeBS) identified the budget at $550,000 with

potential payback within 3 years of completion. The budget includes project manager costs (part time

– 2 days/week), developer costs – six developers are expected to be used (three existing employees

and three new contractors) - charges for an architectural consultant, marketing consultant and DBA

consultant, advertising, licensing and equipment (hardware and networking for MTC and development

and testing hardware for SSS). The estimated time frame for completion of the project is five months.

You have advised MTC that there are major risks associated with this project including lack of

customer interest and they hope that you as project manager will be able to identify the appropriate

stakeholders and address the risks involved. If the project can meet its objectives and more

importantly do this with a payback within three years of completion it will be deemed to have been a

success.

A project steering committee has been formed consisting of Mick and Tim, who are the main

promoters and supporters, chief information officer/design guru Imogen Thaat and yourself. Imogen

has pointed out that the design is quite complex and wonders if it may be better to use existing

functionality already available in the market and wrap the system around that. Mick and Tim have

increasing concerns about the ability of the system to meet AIA and BDA requirements. A number of

existing employees have expressed to you how they have had communications with other building

industry players about the disruptiveness of the system and wondering if SSS is damaging its own

goodwill. You are also concerned about the financial capacity of MTC and have expressed this to

chief accountant Finbar Fury who has explored the necessary increases in insurance premiums to

cover a default by the client. Finbar has in turn expressed concern about the size of the project

relative to the annual turnover of SSS. Finally, you wonder how you will be able to reconcile the views

of the two promoters who in your experience are not completely clear or in agreement on the

requirements. Where appropriate, these issues have been included in the Business Case.

After examining the Business Case, creating a Stakeholder Register and completing a draft Project

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707

______________________________________________________________________________

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 6 of 17

Charter you determine to finalise the Project Charter and hold a Project Kick-Off Meeting. You are

quite concerned though about the issues you’ve identified and those raised by Imogen Thaat and

Finbar Fury. You also wonder if the Project Management Methodology (PMM) to be used is

appropriate and you’re conscious of the rough order of magnitude (ROM) nature of the costings in the

original Business Case as well as the uncertainty of the schedule estimates. You have tried to update

these in the draft Project Charter but are still somewhat uncomfortable with the result. You determine

to seek clarification on these and other matters so you have a number of meetings with SSS senior

management - the managing director, chief accountant and chief information officer. At these

meetings you discuss a number of procedural, management, scope, cost and schedule issues.

To address the risks identified by Finbar, you agree to increase the budget by $25,000 to cover the

insurance premiums ($5000) associated with a default by MTC and to increase management reserves

to cover the “unknown unknown” of the effect of the project on SSS. After much discussion, you

accede to Imogen’s request to use an existing product, in this case RubySketch PlusSpec. You hope

by using RubySketch PlusSpec you may alleviate AIA and BDA concerns but at the same time you

realise that Mick and Tim will need to be convinced about this pathway. You determine that an annual

licensing fee of $2000 will be required to use RubySketch PlusSpec so you include that fee in the

budget and agree to advise Mick and Tim of these on-going costs. You also determine that you will

need to hire a RubySketch PlusSpec consultant to assist with the BeBS design and merging of the

BeBS interfaces with RubySketchPlusSpec. You determine that such a consultant can be hired for

$200/hour and you believe they will be required for a maximum of 10 days. You also agree that the

better solution to the wholesaler interface would be to use a nightly batch update rather than real-time

access. You confirm that you are only able to spend two days per week on project manager duties

and must continue with other SSS duties on the remaining three days. You confirm that you will

probably need new hardware for development and acceptance testing and confirm that you will use

three existing developers to help with development and need to hire three additional developers. You

are given permission to hire both an architectural consultant and advertising consultant at rates and

number of days that do not exceed your chargeable rate per week - $150/hour for two days per week

– for up to four weeks. You are also told that the maximum rate that you may pay a developer

(analyst/programmer) is $80/hour. You are also given permission to hire a DBA for up to two days per

week for up to four weeks at a rate of up to $200/hour. Finally you discuss the form of contract to be

written. SSS traditionally uses some form of cost reimbursable contract and commonly this is a cost

plus fixed fee (CPFF) contract. Mick and Tim however want a firm fixed-price Fixed Price (FPP)

contract. You think this is unreasonable given their experiences in the building industry and receive

support from management that a CPFF will be written. Finbar advises that the fixed fee for this type of

work should remain at 15% of the total budget. The contract will include clauses defining progressive

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707

______________________________________________________________________________

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 7 of 17

payment times and amounts as well as criteria for mutually agreed contract termination and project

closure.

You also discuss the suitability of using Agile SCRUM as the PMM and based on a number of factors

including that the goal and solution are reasonably clear and that you think you will be able to obtain

Mick and Tim’s agreement on the requirements you all agree that a more predictive PMM coupled

with a SDLC based on the traditional Waterfall model should be used. You note that in order to obtain

agreement on the requirements you will need the help of tools such as facilitated workshops and

group creativity techniques and you will probably need to use a confrontation/problem solving strategy

for conflict resolution. You take all this information, update the Project Charter, formalize a contract

and hold a meeting with Mick and Tim.

Initially Mick and Tim are somewhat taken aback by the changes you have identified. They are

particularly concerned with:

 the methodology to be followed;

 the inclusion of RubySketch PlusSpec in BeBS; and

 the increasing costs of the BeBS project and the associated project contract.

You are asked to explain the proposed PMM. Before that you explain your understanding of the

sequential phases of a project as described by PMBOK:

• Starting;

• Organizing and preparing;

• Carrying out; and

• Finishing.

You emphasize that you are only at the end of the starting phase and are about to enter the

organising and preparing phase. You state that there is still a lot of work to do. You explain that in the

organizing and preparing phase, an important process group is the planning process group. You must

understand and produce the appropriate outputs from the core and facilitating knowledge areas

relevant to the planning process and integrate these into the Project Management Plan (PMP). You

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707

______________________________________________________________________________

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 8 of 17

must then perform progressive elaboration of the PMP over the life of the project and particularly with

respect to changes to the baselined PMP. You then explain how you intend to develop BeBS by

describing the SDLC model you propose to follow – the Incremental Phased Delivery Waterfall model

(see Dalcher & Brodie, 2007) (Week 2: Reading 1 (Dalcher & Brodie, 2007) on your Moodle shell)).

You explain that the Waterfall model consists of sequential phases of Analysis, Design,

Programming/Construction, Testing and Implementation. You offer that as a rough rule of thumb you

might devote a third of your time to the first two, a third to the Programming/Construction and a third

to the final phases. You emphasize though that some of the initial analysis and design may take place

in the Organising and Preparing project phase as you work out requirements but that the bulk of the

work on model phases occurs in the Carrying Out phase of the project. You point out that it may be

better to release the system progressively i.e. website, then IOS, then Android and this is what you

plan to do. You explain that you will follow a product life cycle where the waterfall model will be

followed for each component in a series of overlapping increments. Mick and Tim are a little

uncomfortable at first because they thought that they would be afforded more flexibility to continually

change their ideas under Agile SCRUM. However you explained to them that you would conduct a

flexible and thorough analysis and given that they perhaps were unclear or in disagreement

themselves they agree it might be better to resolve these matters as soon as possible. You also note

that there is possibly some sense of refinement as you deliver the system in the manner described but

that normally no retrospective changes would be made to previous increments. However in this case

you will allocate some time to allow for alignment and you note that under the incremental approach in

the form used here, you expect that the second (IOS) and third (Android) increments will take

progressively less time based on learnings from the previous increment(s).

With respect to the inclusion of the RubySketch PlusSpec, you have long discussions with Mick and

Tim but gradually win them over by suggesting that this approach is more likely to gain acceptance

from the AIA and BDA and will also reduce the potential for unforeseen technical issues.

With respect to costings, you explain that this is a technical project, has not been tried before and that

it would be better to allow for greater contingency in these circumstances. You also reiterate the

nature of project management costing where costings become more certain as more information is

gathered and greater commitments occur.

With respect to the contract, you explain that it is unreasonable for SSS to bear all the risks of this

project and drawing on their experiences from the building industry you are able to convince them to

agree to a fixed incentive fee amount and that the remaining costs will be largely known after

completing the Organising and Preparing phase. In light of these discussions Mick and Tim agree to

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707

______________________________________________________________________________

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 9 of 17

proceed with this phase of the project, happy with the notion that more detail will be provided and they

may or may not proceed with the project after this time. The Project Charter is finalized, contracts are

signed, and the Project Kick-Off Meeting is held.

Immediately after the project kick-off meeting you gather all available information and start

understanding in detail the scope, costs, time, quality, risks, human resource, communication,

procurement and stakeholder requirements of the project. You work hard at trying to exercise good

practices in project management and perform all relevant processes to complete the organising and

preparing phase of the project. Amongst your many tasks, you try to confirm the scope and create a

WBS, refine a budget and complete a schedule. You try to better understand and quantify the risks of

the project and identify appropriate responses. You set in motion the procurement and human

resources processes needed to facilitate the delivery of the project. As part of the cost and time

requirements, you confirm that the likely costs of new hardware for development and acceptance

testing are in agreement with existing estimates – five units (PCs) at $2000 each and two android and

two IOS devices at $500 each. Similarly the expectations of allocating three existing

analyst/programmers and hiring three others to work on the website and Android and IOS applications

seems to be accurate with two used for all stages of the SDLC phases and the remaining four used

for the Programming/Construction, Testing and Implementation phases only. You confirm rates for the

SSS analyst/programmers are as originally budgeted and confirm the hire rates of three available

extra analyst/programmers. You confirm rates for the three consultants and DBA are also as

budgeted. You believe the time requirements for all individuals are also largely correct based on

expert judgement and three point estimation but you are careful to include a range of +/- 10% on the

schedule estimates. You calculate and confirm the need for acceptance testing facilities but realise

that you have not included the need for two in-house resources that will be needed for two days per

week for a period of six weeks to assist with acceptance testing. You budget for these resources at

$90/hour based on discussions with Finbar Fury. You are also advised that the original 10% indirect

cost charge should be allocated at 11%. This indirect charge is allocated/based on the cost of you as

Project Manager and all SSS analyst/programmers involved in the project. You leave the original

marketing budget at $20,000, leave the contingency reserve at $25,000 and the management reserve

at $20,000. You receive a more definitive licensing charge for using RubySketch PlusSpec ($2500/pa)

and include an allocation of $1,000/pa for the wholesale system licence. You also calculate, based on

previous SSS projects, hardware and networking costs for MTC of $5000. You leave the fixed fee

(expected profit) originally agreed in the contract at $82,500. You include all of the above and other

relevant information and arrive at a cost baseline of $670,000 and a project delivery date of six

months after project commencement (the date you were first appointed and started creating the

Project Charter). You complete the PMP and its components and take the draft PMP baseline to the

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707

______________________________________________________________________________

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 10 of 17

Steering Committee meeting. After much deliberation and consternation, the PMP schedule is

modified to more explicitly identify the project kill points (Steering Committee meetings where

decisions are made about continuing or closing the project) and the PMP is then authorized, Mick and

Tim agree the appropriate components of the contract have been met so far and release further funds

so that you are then ready to continue with the Carrying Out and Finishing phases of the project…

Time Point 1 - Six weeks after project commencement (and after the PMP has been baselined at the end

of week 4) …

You are having several stakeholder and communication challenges on this project. Even though you

and the project team have tried to do a good job initially identifying and then managing key

stakeholders, an external stakeholder, the BDA, is having issues with the compliance of the system.

Additionally, internal staff stakeholders are complaining about the development, suggesting that they

are continuing to receive a lot of complaints from other building industry players and are concerned

that SSS will lose further business because of their association with this project. The Managing

Director of SSS, whilst acknowledging the situation, believes things will settle down, but Imogen Thaat

and Finbar Fury are worrying about SSS’s reputation and staff morale and believe something should

be done to address these issues. You agree with them and act.

Time Point 2 - Nine weeks after project commencement…

You have encouraged Mick and Tim to visit the project team whilst they are working. You see this as

a positive involvement but are mindful of how disruptive this might be and you as project manager

manage the interactions in a professional manner. You also follow best practice in developing and

managing the project team whilst at the same time engendering a professional project management

approach to the project. You are quite surprised to discover that Mick has recently asked one

analyst/programmer for a change to include a new function that will allow manual updating of

wholesaler prices. The analyst/programmer has agreed to its implementation and has estimated that it

would take one week to do. You have not been involved in any of this, you are not sure about what

Tim will think and you now need to address what to do from a project management perspective.

Time Point 3 - Fifteen weeks after project commencement…

You have reached a significant milestone on the project. The website increment of the system has

been delivered and you are now ready for system testing of the IOS increment. You think that you

need to review the quality of the testing before a scheduled quality audit. You hope to be able to

continue with acceptance testing before final release of the IOS increment of the system. However

your review discovers some issues and you need to resolve them. At this point, you also know that

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707

______________________________________________________________________________

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 11 of 17

the final system is still planned for release on time at the completion of the project. You therefore also

resolve to measure the project progress and decide if the project will be delivered on time and on

budget.

Time Point 4 - Twenty six weeks after project commencement…

The project has been considered a success, coming in on budget, within agreed scope and key

stakeholders have been pleased with the communications and reporting process. The completed

system has now been released to the market with great success and you close the project.

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707

______________________________________________________________________________

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 12 of 17

Assessable Tasks/Requirements

Assessment for this assignment is divided into three areas:

a) Team PMP;

b) Team Project Update Descriptions Report; and

c) Individual Report.

A more detailed description of each component follows.

Team PMP

It is recommended teams use the structure as suggested by Schwalbe (2014) as a guide for preparing

and creating their PMP. PMP section headings include:

 Introduction

 Organisation

 Management and Technical approaches

 Work to Perform

 Schedule

 Budget

 Appendices

It is recommended that teams understand the inputs to the PMP and include reference to and content from

ancillary plans and deliverables from other knowledge areas (see Project Management Institute (2013) and

Schwalbe (2014)).

You may use Microsoft Project or other tools as a scheduling tool and include screen shots in your report.

A quality team PMP will demonstrate a synthesis of plan content, templates and ideas acquired from project

management professionals and academic authors with details from the case study provided.

It is expected that as a minimum, the PMP will contain those components identified in the PMBOK table

(excluding Process Improvement Plan, Configuration Management Plan and WBS Dictionary). The PMBOK

table comes from p. 78 of A guide to the project management body of knowledge (PMBOK guide) Project

Management Institute (2013) and a copy of the table is included with this assignment specification in Moodle.

A more complete version of this document including pages with possible PMP inclusions is also provided on

your Moodle shell in the Topic 3 section, and is entitled Week 3: Reading 4 (PMI, 2013).

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707

______________________________________________________________________________

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 13 of 17

This assignment also requires the inclusion of project documents (detailing contents at the point of

baselining the PMP) identified in the PMBOK table. These are not normally part of the PMP but for this

assignment will form part of the assessment. As a minimum you should include: templates for change

requests, change logs and issues log and copies of the milestone list, project schedule and project network

diagrams (if not presented as part of schedule baseline), project requirements traceability matrix, resource

breakdown structure, risk register and stakeholder register for the project. These should be included as

appendices in the PMP.

The team must determine an appropriate format for presenting all required components of the PMP. It is

customary however to present important and summarised information in the body of the PMP and the

detailed subsidiary plans/ supporting components of the PMP in appendices.

Team Project Update Descriptions Report

Each team needs to produce a report describing what needs to be done at each of the time points identified

in the case study:

 Time Point 1 - Six weeks after project commencement;

 Time Point 2 - Nine weeks after project commencement;

 Time Point 3 - Sixteen weeks after project commencement; and

 Time Point 4 - Twenty six weeks after project commencement

The report may be included as an Addendum to the baseline PMP but a separate report is preferred. The

report should include for each time point:

 Description of the situation;

 Description of response to the situation;

 Summary of actions to be undertaken including:

o PMBOK Processes followed/executed;

o Task or Activities completed (as appropriate);

o Deliverables altered/produced;

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707

______________________________________________________________________________

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 14 of 17

Individual Report:

Each student should submit a separate, individual report of approximately 800–1000 words including the

following sections:

 Statement of Contribution

This statement should provide:

o a clear description of all roles and responsibilities taken on by the student;

o a table describing all project and assignment team deliverables created/altered by the student.

The table should include:

 Deliverable Name;

 Description;

 Purpose; and

 Estimate (elapsed and expended) of how long each took to complete.

 Weekly Assignment Status Reports

Individual weekly status reports should be completed by each student, and submitted to team managers in

team meetings. Copies of each student’s weekly status reports should also be included with their individual

report. A Status Report template - ITECH2250_Weekly_Assignment3_status_report.doc – accompanies this

assignment document on Moodle.

 Peer Review of Assignment

A confidential statement estimating every team member’s:

o contribution percentage (all team member values added to your own should total to 100%);

o justification of contribution percentage given;

o meetings attended;

o weekly status reports submitted;

o description of any issues and how they were dealt with.

 Project Management Lessons Learned in Assignment

A reflective statement documenting project management lessons learned whilst working on the assignment,

including technical and non-technical lessons. These lessons should include those aspects which worked

particularly well, and also those which were problematic. A PM Lessons Learned template -

ITECH2250_PM_lessons_learned_in_Assignment3_report.doc – accompanies this assignment document on

Moodle.

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707

______________________________________________________________________________

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 15 of 17

Submission:

The Team PMP and the Team Project Update Descriptions Report should be submitted in electronic format

by the team manager via Moodle (one per team). Individual reports should be submitted by each student in

electronic format via Moodle (a separate link will be provided for the individual report). Partner students

please refer to your course lecturer for further submission instructions. Please also refer to the “Course

Description” for information regarding late assignments, extensions, special consideration, and plagiarism.

For further clarification you may consult the academic regulations which can be accessed via the university’s

website, see: http://federation.edu.au/staff/governance/legal/feduni-legislation/feduni-statutes-and-

regulations

Marking Criteria/Rubric

Work will be assessed according to the following:

 You must submit your reports according to the content of the Assessable Tasks/Requirements of

this document.

 Your team and individual reports should be presented as business or management style reports

which adhere to academic writing presentation standards. They must contain high quality academic

presentation, expression and features as outlined in:

o The University’s Assignment Layout and Appearance Guidelines;

o the University style guide - https://federation.edu.au/current-students/learning-and- study/online-help-with/study-skills-and-writing-guides - which covers Federation University’s General Guide to Writing and Study Skills , General Guide to Referencing; and

o Features of Academic Writing (from UEfAP.com)

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707

______________________________________________________________________________

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 16 of 17

Marking Rubric/Assessment Feedback

Student:

Team:

Criteria Marks Total

Team PMP – Introduction /5

– Organisation /5

– Management and Technical processes /5

– Work to Perform/be done /5

– Schedule /5

– Budget /5

– Appendices(project documents) /10

Academic Presentation /5

Team Project Update Descriptions Report – time point 1 /5

time point 2 /5

time point 3 /5

time point 4 /5

Academic Presentation /5

Team Total [70 marks] /70

Individual Percentage for Team Total (Derived from detail below)

Individual Report statement of contribution /5

– weekly status reports (weeks 7-11) /5

– peer review /5

– lessons learned /5

– attendance at meetings /5

– academic presentation /5

Individual Total [30 marks] /30

School of Engineering and Information Technology

ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707

______________________________________________________________________________

CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 17 of 17

Total Overall Mark [100 marks] 0.0

Total Worth [20%] 0.0

Comments

Marked by

Date

Feedback Feedback will occur through Moodle within two weeks of the submission date.

Plagiarism Plagiarism is the presentation of the expressed thought or work of another person as though it is one's own

without properly acknowledging that person. You must not allow other students to copy your work and you

must take care to safeguard against this happening. More information about the plagiarism policy and

procedure for the university can be found at http://federation.edu.au/students/learning-and-study/online-help-

with/plagiarism.

References

Dalcher, D. & Brodie, L. (2007). Successful IT Projects. London, UK: Thomson Learning

Project Management Institute (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Penn., USA: PMI.

Schwalbe, K. (2014). Information technology project management (7th ed.). Boston, MA : Cengage Learning.

ASSIGNMENT 3/ITECH2250_PM_lessons_learned_in_Assignment3_report.doc