BSBPMG540 Completed

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Version Control & Document History
Date Summary of Modifications Version
30 November Version 1.0 released for publishing 1.0

2020
Table of Contents
Instructions 5
Competency-Based Assessments 6
Assessing Nationally-Recognised Training 7
Dimensions of Competency 8
Reasonable Adjustment 9
The Unit of Competency 10
The Context of Assessment 10
Assessment Methods 11
Resources Required for Assessment 12
Assessment Workbook Cover Sheet 14
Knowledge Assessment 15
Practical Assessment 24
Candidate Instructions 24
Workplace Information 25
Details of the Project You Are Undertaking for This Assessment 26
Practical Assignment 27
Overview 27
Workplace Assessment 29
Overview 29
Part I. Project Planning 33
1.1 Identify, Clarify and Prepare Project Initiation Documentation 33
1.2 Identify Stakeholders and Authorities 35
1.3 Establish Client Requirements and Needs 36
1.4 Assess Project Alignment with the Organisation's Strategic Goals 37
1.5 Negotiate and Document Project Objectives, Outcomes and Benefits 38
1.6 Develop the Project Charter 39
1.7 Establish Project Governance Structure 40
Part II. Project Implementation and Monitoring 42
2.1 Develop a Project Management Plan 42
2.2 Negotiate Approval of the Project Plan 44
2.3 Implement and Monitor the Project 45
2.4 Resolve Conflicts with Stakeholders 52
2.5 Confirm Project Records are Updated 53
2.6 Analyse Project Status and Submit Status Reports 54
2.7 Identify Issues with Relevant Stakeholders and Project Authorities 55
2.8 Analyse and Submit Change Requests and Impact Analysis for Approval 56
2.9 Maintain Relevant Project Logs and Registers 57
Part III. Project Closure 58
3.1 Identify and Allocate Project Finalisation Activities 58
3.2 Confirm Project Products and Associated Documentation are Finalised 59
3.3 Finalise Financial, Legal and Contractual Obligations 61
3.4 Seek Feedback from Relevant Stakeholder and Project Authorities 62
3.5 Document Lessons Learned 63
Assessment Workbook Checklist 64
Record of Assessment (Assessor’s Use Only) 74
Instructions
The assessments in this workbook are divided into three categories: Knowledge Assessment
and Practical Assessment.
The Knowledge Assessment is a set of general and workplace questions testing your
knowledge and understanding of the general theory behind the unit.
You must answer all Knowledge Assessment Questions using your own words. However,
you may refer to your Learner Guide and other relevant resources and learning materials to
complete this assessment.
Some questions cover processes you would likely encounter in a workplace. Ideally, you
should be able to answer these questions based on the processes that are currently in place
in your workplace. However, if you do not currently have access to a workplace, then
answer the questions based on processes that should be implemented in a typical
workplace setting.
The Practical Assessment is made up of the Practical Assignment and Workplace
Assessment. This assessment tests your practical skills with respect to the requirements of
the unit of competency relevant in this workbook.
The Practical Assessment requires you to complete and submit workplace documents and
other documentation relevant to the unit of competency.
The evidence you submit must be your own work except where due reference is made and
where you are required to submit supplementary workplace documents such as policies
and procedures.
When completing the assessments included in this workbook:
1. Read the instructions provided in each task carefully before attempting to complete
the task. The instructions will guide you on how to answer the question or complete
the task satisfactorily.
2. Follow the steps provided in each task.
▪ If the question instructs you to describe, provide a description as your

response. If the question instructs you to list, provide a list as your response.
▪ Where there is a number of required responses, provide the required number

of responses. For example, if you are asked to list three responses, provide
three responses.
3. Ensure that all your submissions for this assessment indicate your first and last name
and that these submissions have been named according to the file naming
convention prescribed in each task.
Competency-Based Assessments
Definition of Competency
Assessment in this context can be defined as the fair, valid, reliable, and flexible gathering
and recording of evidence to support the judgement on whether competency has been
achieved. Skills and knowledge (developed in a structured learning situation, at work, or in
some other context) are assessed against national standards of competence required by
industry, rather than compared with the skills and knowledge of other candidates.
The features of a competency-based assessment system are:
▪ It is focused on what candidates can do and whether it meets the criteria specified
by the industry as competency standards.
▪ Assessment should mirror the environment the candidate will encounter in the
workplace.
▪ Assessment criteria should be clearly stated to the candidate at the beginning of the
learning process.
▪ Assessment should be holistic. That is, it aims to assess as many elements and/or
units of competency as is feasible at one time.
▪ In competency assessment, a candidate receives one of only two outcomes –

‘competent’ or ‘not yet competent.’
▪ The basis of assessment is in applying knowledge for some purpose. In a competency

system, knowledge for the sake of knowledge is seen to be ineffectual unless it
assists a person in performing a task to the level required in the workplace.
▪ The emphasis in assessment is on assessable outcomes that are clearly stated for the
trainer and candidate. Assessable outcomes are tied to the relevant industry
competency standards where these exist. Where such competencies do not exist,
the outcomes are based upon those identified in a training needs analysis.
Assessing Nationally-Recognised Training
Developing and conducting assessment, in an Australian Vocational Education and Training
(VET) context, is founded on the Principles of Assessment and the Rules of Evidence:
Principles of Assessment
1. Assessment must be valid
▪ Assessment must include the full range of skills and knowledge needed to
demonstrate competency.
▪ Assessment must include the combination of knowledge and skills with their
practical application.
▪ Assessment, where possible, must include judgements based on evidence

drawn from a number of occasions and across a number of contexts.
2. Assessment must be reliable
▪ Assessment must be reliable and must be regularly reviewed to ensure that

assessors are making decisions in a consistent manner.
▪ Assessors must be trained in national competency standards for assessors to

ensure reliability.
3. Assessment must be flexible
▪ Assessment, where possible, must cover both the on- and off-the-job
components of training within a course.
▪ Assessment must provide for the recognition of knowledge, skills, and

attitudes regardless of how they have been acquired.
▪ Assessment must be made accessible to candidates through a variety of

delivery modes, so they can proceed through modularised training packages
to gain competencies.
▪ Assessment must be mutually developed and agreed upon between assessor

and the assessed.
▪ Assessment must be able to be challenged. Appropriate mechanisms must be

made for reassessment as a result of challenge.
4. Assessment must be fair
▪ Assessment process must consider the individual needs of the candidate.
▪ Assessment must provide for reasonable adjustments, where appropriate, to

consider the individual candidate’s needs.
(Source: Standards for RTOs 2015, Clauses 1.8 – 1.12)
Rules of Evidence
When collecting evidence, certain rules apply to that evidence. All evidence must be valid,
sufficient, authentic, and current:
1. Valid
Evidence gathered should meet the requirements of the unit of competency. This
evidence should match, or at least reflect, the type of performance that is to be
assessed, whether it covers knowledge, skills, or attitudes.
2. Sufficient
This rule relates to the amount of evidence gathered. Enough evidence must be
gathered to satisfy the requirements that the candidate be competent in all aspects
of the unit of competency.
3. Authentic
When evidence is gathered, the assessor must be satisfied that evidence is the
candidate’s own work.
4. Current
This relates to the recency of the evidence and whether the evidence relates to
current abilities.
(Source: Training in Australia by M Tovey, D Lawlor)
Dimensions of Competency
The national concept of competency includes all aspects of work performance and not only
narrow task skills. The four dimensions of competency are:
1. Task skills
2. Task management skills
3. Contingency management skills
4. Job or role environment skills
Reasonable Adjustment
‘Reasonable adjustment’ in VET is the term applied to modifying the learning environment
or making changes to the training delivered to assist a candidate with a disability. A
reasonable adjustment can be as simple as changing classrooms to be closer to amenities or
installing a particular type of software on a computer for a person with vision impairment.
Why make a reasonable adjustment?
We make reasonable adjustments in VET to make sure that candidates with a disability
have:
▪ The same learning opportunities as candidates without a disability, and
▪ The same opportunity to perform and complete assessments as those without a

disability.
Reasonable adjustment applied to participation in teaching, learning, and assessment
activities can include:
▪ Customising resources and assessment activities within the training package or

accredited course
▪ Modifying the presentation medium
▪ Learner support
▪ Use of assistive/adaptive technologies
▪ Making information accessible both before enrolment and during the course
▪ Monitoring the adjustments to ensure candidate needs continue to be met
Assistive/Adaptive Technologies
Assistive/Adaptive technology means ‘software or hardware that has been specifically
designed to assist people with disabilities in carrying out daily activities’ (World Wide Web
Consortium - W3C). It includes screen readers, magnifiers, voice recognition software,
alternative keyboards, devices for grasping, visual alert systems, digital note-takers.
(Adapted Reasonable Adjustment in teaching, learning and assessment for learners with a disability -
November 2010 - Prepared by - Queensland VET Development Centre)
IMPORTANT:
Reasonable adjustment made for collecting candidate assessment evidence must not
impact on the standard expected by the workplace, as expressed by the relevant unit(s) of
competency. For example, if the assessment were gathering evidence of the candidate’s
competency in writing, allowing the candidate to complete the assessment verbally would
not be a valid assessment method. The method of assessment used by any reasonable
adjustment must still meet the competency requirements.
The Unit of Competency

The units of competency specify the standards of performance required in the workplace.
This assessment addresses the following unit of competency:
BSBPMG540 - Manage project integration (Release 1)
1. Establish project
2. Undertake project planning and design processes
3. Monitor project
4. Review project
A complete copy of the above unit of competency can be downloaded from the TGA
website:
https://training.gov.au/Training/Details/BSBPMG540
The Context of Assessment

To complete the assessments in this workbook, students need to have access to their
learning materials and the Internet. The Knowledge Assessment may be completed wholly
at the candidate’s home or chosen place of study. The Practical Assessment must be
completed in a workplace or a simulated environment.
Assessment Methods
This workbook uses the following assessment method/s:
1. Knowledge Assessment
A set of general and workplace questions testing the candidate’s general knowledge
and understanding of the general theory behind the unit.
2. Practical Assignment
A series of written practical tests assessing the candidate’s practical knowledge and
understanding of the unit of competency.
3. Workplace Assessment
A set of tasks or activities completed according to set instructions and guidelines to
meet the requirements of the relevant unit. These tasks and activities require you to
have access to a workplace or a similar environment.
Resources Required for Assessment
The Training Organisation to provide/organise candidate with access to:
▪ Assessor to supervise and observe candidate as they complete assessments, where

required.
▪ Workplace, or a similar environment, where the candidate can complete the

assessments, and that will allow them access to:
o Workplace project
o Workplace policies and procedures, including
● Policies and procedures relevant to developing a project charter
● Policies and procedures relevant to documenting a project

management plan
● Policies and procedures relevant to validating the project scope
● Policies and procedures relevant to monitoring mechanisms for a

project
● Policies and procedures relevant to monitoring project progress
● Policies and procedures relevant to change requests and approvals
o Workplace templates, including:
● Meeting Minutes
● Project Scope Statement
● Stakeholder Register
● Strategic Alignment Analysis
● Project Charter
● Organisational Chart and/or RACI Matrix
● Project Management Plan

● Conflict Resolution
● Project Records Review
● Project Status Report
● Project Change Request
● Risk Register
● Issue Log
● Change Log
● Project Finalisation Plan
● Formal Acceptance and Closure
● Formal Acceptance of Product or Phase
● Project Closure Checklist
● Lessons Learned
o Workplace personnel to participate in the projects, including:
● Higher authority – This can be the Project Manager or the individual

that the Project Manager reports to, e.g. the business owner.
● Project team members – Individuals that are part of the project team
and contributing towards achieving the project outcomes.
● Clients – Individuals that receive and benefit from the project

outcomes. Those can be internal or external to the organisation.
The candidate will need access to:
▪ Computer with Internet, email access, and a working web browser
▪ Installed software: MS Word, Adobe Acrobat Reade

Assessment Workbook Cover Sheet
To the candidate: Print this cover sheet and complete it by filling in all the required
information and signing in the space provided. Your signature must be handwritten. Scan
the completed cover sheet and submit it along with your evidence submissions. Use the
filename: BSBPMG540 Cover Sheet
Workbook BSBPMG540
Title Manage project integration (Release 1)
First and Last Name Bharat Bhushan
Phone +61 430 084 799
Email Bbattri73@gmail.com
Please read the Candidate Declaration below and if you agree to the terms
of the declaration, sign and indicate the date in the spaces provided.
By submitting this work, I declare that:
▪ I have been advised of the assessment requirements, have been made aware of my
rights and responsibilities as an assessment candidate, and choose to be assessed at
this time.
▪ I am aware that there is a limit to the number of submissions that I can make for
each assessment, and I am submitting all documents required to complete this
Assessment Workbook.
▪ I have organised and named the files I am submitting according to the instructions
provided. I am aware that my assessor will not assess work that cannot be identified
and may request the work be resubmitted according to the correct process.
▪ This work is my own and contains no material written by another person except
where due reference is made. I am aware that a false declaration may lead to the
withdrawal of qualification or statement of attainment.
▪ I am aware that there is a policy of checking the validity of qualifications that I submit
as evidence as well as the qualifications/evidence of parties who verify my
performance or observable skills. I give my consent to contact these parties for
verification purposes.
Name: Signature: Date signed:

Knowledge Assessment
1. Describe each of the different project governance roles below, which are defined in
project governance models.
Roles
This individual, who holds the highest level of

authority, represents the company. This individual
i. Project owner keeps the project manager responsible for the
project's results.
The people who make up the Project Board are

known as project stakeholders. These persons
include those who provide funding for the project,
ii. Project stakeholders those who carry out its operations, suppliers, and
consumers of the finished good or service. They
are the ones who are enthusiastic about the
project's completion.
This kind of forum consists of multiple subject-

matter specialists who offer suggestions, counsel,
iii. Advisory group and evaluations to the project's stakeholders in
order to guarantee well-informed and effective
decision-making.
2. What do the following key stakeholders do in the project governance models?
Stakeholder What do they do?
Examining the project cost projections is the

portfolio board's primary responsibility. It gives
i. Portfolio board
the budget approval and releases the cash so the
project can use them.
It serves as the project's decision-making body and is also

referred to as the project authority. The project
manager, sponsor, and senior stakeholder roles (e.g.,
senior user, senior supplier) make up the project
board. The following are a few of the project board's
duties:
ii. Project board o Authorization of necessary plans, procedures, and
records (such as phase reviews, business cases, and
project charters)
o Approval of the project budget
o Risk management, or recognizing and reducing hazards
o Change management, or supervising and determining
the procedure for change requests
In essence, this position oversees and controls

the project's everyday operations. It entails
carrying out the project's planning, execution,
monitoring, and closing phases, all while making
iii. Project manager
sure the project's goals are ultimately met. While
having decision-making authority, the project
manager ought to report to and confer with the
project board.
3. What are six types of information that are defined within project governance models?
Six types of information
i. Risks and Risk Control –are found by use of the risk management procedure.
ii. Audit Cycles- It establishes the time frame for project reviews in order to monitor and
regulate project requirements and quality.
iii. Key Deliverables, Milestones and Tasks –aids in defining the goals and project end, as well
as the means of achieving them.
iv. Reporting Lines –describe the communication channel that will be utilized to share
information and make decisions for the project.
v. Decision Making Processes –outlines the procedures, resources, and authority needed to
decide which course of action is best for the project.
vi. Change Request Processes – describe the application process for any required
changes to the project's elements and procedures.
4. What are four types of information that are defined within a project governance
structure?
Four types of information
i. Project Organisational Chart – gives a graphic depiction of the members of the project's
authority and role structure.
ii. Authority Levels – demonstrates the sway that important project participants have over
decision-making and approval authority.
iii. Stakeholders-clearly defines the obligations and roles of the parties involved in your
project.
iv. Reporting Lines -chooses how to get in touch with and communicate with other project
participants
5. Listed below are two different types of project initiation documentation. In your own
words, describe each document.
Types of project Description

initiation
documentation
i. Project charter A crucial document for a project is the project charter.

During the pre-planning phase, it describes the general
details of the project, including its goals, scope, and
pertinent participants. It is released by the project
sponsor and serves as official approval for a new
project.
A project charter's main goals are to:
o Explain why the project is being undertaken;
o Give an overview of the project;
o Specify the project's overall scope and objectives;
o and
o Assign the project manager's responsibilities and the
extent of their authority.
ii. Project The plans and requirements for every project function are
management plan compiled and integrated into the project management
plan. It outlines the project's execution, oversight, and
management procedures. In order to execute the
project in an orderly and effective manner, the project
management plan is an essential prerequisite for
considering the planning stage finished. The project
couldn't accomplish its goals and results without it.
Thus, in order to move on to the project
implementation phase, a completed and authorized
project management plan is required.
iii. Project scope This outlines the project's contents, both included and
statement excluded. You should take your stakeholders' opinions
on what is included and excluded in the project into
account when setting the scope. Some areas to think
about are the type of work that has to be done, the
particular region that needs to be covered or
impacted, and particular issues that need to be
resolved.
6. Listed below are analytical tools used in monitoring and controlling project activities.
Explain how each tool can be used to monitor and control project work.
Tools How this tool is used in How this tool is used in

monitoring project controlling project
work work
Variance analysis can be used to Variance analysis can be
i. Variance Analysis
track project activity in the applied in the following ways to
following ways: manage project work:
1. Evaluation of Performance 1. Recognizing Differences
2. Determining Plan Deviations
3. Root Cause Analysis
4. Reporting and Communication 2. Schedule Control
5. Ongoing 3. Cost Control

Enhancement 4. Control of Scope
5. Evaluation of Performance
6. Managing Risks
7. Ongoing
Enhancement
A systematic technique for The following is how project
ii. Failure Mode and
analysing processes to determine work can be controlled using
Effect Analysis where and how they might fail as FMEA:
(FMEA) well as the relative impact of
1. Determining the Modes of
various failures is called Failure
Failure
Mode and Effect Analysis, or
FMEA. The following is how 2. Evaluation of Intensity,
project work can be monitored Frequency, and Identification
using FMEA: 3. Setting Risk Priorities
1. Determining the Modes of 4. Strategies for Risk Mitigation
Failure
5. Communication and
2. Effects Determination
Documentation
3. Probability of Occurrence
4. Measures for Detection and
Monitoring
5. Techniques for Risk Mitigation
6. Constant Observation
and
Development
7. List three methodologies used to break project objectives into achievable project
deliverables. Briefly describe each methodology.
Methodologies Description
i. Statement A succinct explanation of the goals you have for the

project
ii. Measures or Metrics The metrics you'll employ to evaluate your

performance
iii. Performance The significance of the metrics deemed necessary to

Specification achieve the goal
8. Describe the roles of each of the listed project life cycle stages, phases, and structures.
Project life cycle stages, Roles

phases, and
structures
i. Initiation Commencing the project entails creating a business case

and conceptually figuring out the project's high-level
details.
ii. Planning It figures out the project's specifics, like timetables,

resources, budgets, and scope and quality
requirements.
iii. Implementation Through the completion of project tasks and the creation
of project deliverables, it implements the project plan.
Project life cycle stages, Roles

phases, and
structures
iv. Monitoring This is typically completed by implementing the project

and involves project evaluation and control.
v. Closing It entails delivering completed deliverables, letting go of

employees, finishing off reviews, and archiving tasks.
9. List two impact analysis methodologies used to monitor and review project outcomes.
Briefly describe each methodology.
Methodologies Description
i. Cost-benefit analysis Cost-benefit analysis compares the costs of project

resources, for example, with the benefits received
from their execution, such as savings, in order to
assess the return on investment of a project.
ii. Return on determines the investment's percentage return, which

Investment (ROI) is a useful metric for assessing whether the project
Analysis – was a wise or foolish investment. Usually set as a
target ROI, this figure is subsequently contrasted with
the real ROI during the project monitoring and review
cycle.
10. List four key steps involved in assessing and actioning a received change request from a
project administrator.
Key Steps
i. Review the Change Request Form - Once you have received a change request form, make
sure to record key details of the change request. Examine the modification request's
specifics and speak with the person who submitted it if you need any explanations.
ii. Identify Impacts of Change Request - A change impact analysis examines the implications
of the change for the remainder of the project as well as the extra labour and time required
to implement the change.
iii. Decide on Course of Action - The results from the analysis are reviewed and
recommendations are given based on them as well as for the benefit of the project
objectives and outcomes. After that, the management will choose whether to approve,
amend, or deny the change request depending on the suggested path of action.
iv. Implement Course of Action - When approved, the change request can now be
incorporated into the project. The timetable and budget for the project management plan
should be adjusted appropriately. Notifying your stakeholders and the rest of the project
about changes is important. Additionally, ensure that the modifications are accurately
documented for future reference.
11. List four key components of a change request.
Key components
i. Specify the current and updated project plan- Later on in the analysis, this will be useful.
Additionally, you don't want to apply the modification to an antiquated strategy.
ii. Identify the activities/tasks needed to implement the change to the project-To be able to
apply the change, make sure that every activity that makes up the change is included and
accounted for.
iii. Assign the tasks with estimated budgets, resource requirements, and times for completion.
The activities will also require these specifics in order to be carried out.
iv. Add the activities for the proposed change into the current project plan- Modify the time,
resources, and expenses of the next tasks in the project plan to reflect the activities
associated with the modification.
Practical Assessment
Candidate Instructions
The Practical Assessment is a set of tasks that must be completed in a workplace, or in an
environment with conditions similar to that of a real workplace.
This assessment will help you demonstrate skill requirements relevant to managing project
integration.
The Practical Assessment includes the following:
1. Practical Assignment
A series of written practical tests assessing the candidate’s practical knowledge and
understanding of the unit of competency.
1. Workplace Assessment
A set of tasks or activities completed according to set instructions and guidelines to
meet the requirements of the relevant unit. These tasks and activities require you to
have access to a workplace or a similar environment.
Assessment Workbook Version 1.0 Produced 30 November 2020

Page 26 © Compliant Learning Resources
Workplace Information
Provide the following details of your current industry, organisation/workplace, and work
role. Record them in the spaces provided below.
When completing the tasks in the Practical Assessment, ensure that your responses align
with your work role and organisation/workplace.
There are tasks in this Practical Assessment that require you to complete/answer based on
the context of your industry, organisation/workplace, work role, and responsibilities.
For satisfactory performance in these tasks, your responses must be relevant to the context
of the organisation/workplace and work role you identified below.
Work role/title project manager
Organisation/workplace web design and development SEO company
Responsibilities Manage the whole project work
Description of your work An IT project manager's workplace can change based on

environment the company, the sector, and the demands of the
particular project. Nonetheless, the function is usually
connected with certain common elements.

© Compliant Learning Resources Page 27
Details of the Project You Are Undertaking for This Assessment
The tasks included in this Workplace Assessment must be completed within the context of a
workplace project you are managing.
For your assessor’s reference, complete the table below by providing the required details
and information of the project you are undertaking for this assessment.
Project name Web design and development SEO company
State/territory where Victoria

the project is being
undertaken
creation and design of items and websites. Conduct market research to
Overview of the
test designs and make any necessary adjustments. Create the first
project designs for a product's packaging. The UI has to be cutting edge,
captivating, and easy to use. It should be made to accommodate users of
all ages and computer and English literacy levels.
Australia is the destination. To guarantee the best value for

the money and the most.
Candidate’s role/title Web designer

in this project
Date scoping stage 19-08-2023

commenced
Date planning stage 10-07-2023

commenced
Project sponsor/client ROBERT

Practical Assignment
Overview
The goal of this assessment is to assess your practical knowledge of:
▪ organisational documentation for recording strategies and goals for integration

processes
This assessment has 1 task:
1. Task 1 – Identify organisational documentation for recording strategies and goals for
integration processes
This task must be completed in the context of the workplace you have nominated in the
“Workplace Information” section.
You are required to:
▪ Access organisational documentation used for recording strategies and goals for
integration processes.
▪ Review the task instructions included in this Practical Assignment.
▪ Record your response as required in the instructions.
Resources required for assessment

o Workplace documentation used for recording strategies and goals for integration
processes

1. List two documents for recording strategies and goals for integration processes provided
by your organisation. Provide a brief overview of each document, e.g. what information it
asks you to record, where it is stored, how it is updated, or other.
Document Names Description

. Overview: The overarching plan for integrating teams, systems,
Integration Strategy
or processes within the company is laid out in this document. It offers a
Document
high-level overview of the integration's aims, purposes, and strategy.
The data that was recorded:
 The goals and purpose of the integration.
 Parties with an interest in the integration process.
 Success is gauged by key performance indicators, or
KPIs.
 Integration schedule and benchmarks.
· Resource allocation and budget.
 Strategies for risk assessment and mitigation.
• Storage: Usually kept on a shared drive, project management platform,
or centralized document management system that is accessible to the
appropriate parties.
• Update Frequency: Updated as necessary, particularly in

the event that deadlines, project scope, or other
important variables change.
• Overview: This spreadsheet is a more detailed tool for
Integration Goals and
monitoring particular objectives, assignments, and metrics
Key Performance
associated with the integration process. It offers a thorough
Indicators (KPIs)
perspective of development and supports strategy monitoring and
Dashboard modification as necessary.
The data that was recorded:
 Particular integration targets and ambitions.
 Tasks and action items that are given to teams or
individuals.
 Key performance indicators (KPIs) and metrics
for every objective.
 Updates on the state of affairs and development.
 Problems, obstacles, and solutions.
• Storage: For real-time updates and collaboration, data is usually
kept on a shared drive, cloud-based platform for collaboration, or
project management application.
• Update Frequency: Possibly weekly or biweekly intervals
to guarantee that the data is up to date and accurately
represents the integration's current state.

Workplace Assessment
Overview
The goal of this assessment is to assess your practical knowledge and skills in:
▪ Establishing project
▪ Undertaking project planning and design processes
▪ Monitoring project
▪ Reviewing project
This workplace assessment is divided into three parts:

Part I. Project Planning
Task 1.1 – Identify, Clarify and Prepare Project Initiation Documentation
Task 1.1.1 – Identify and Clarify Project Initiation Documentation
Task 1.1.2 – Prepare Project Initiation Documentation
Task 1.2 – Identify Stakeholders and Authorities
Task 1.3 – Establish Client Requirements and Needs
Task 1.4 – Assess Project Alignment with the Organisation's Strategic Goals
Task 1.5 – Negotiate and Document Project Objectives, Outcomes and Benefits
Task 1.6 – Develop the Project Charter
Task 1.7 – Establish Project Governance Structure
Task 1.7.1 – Establish Project Governance Structure with Project Stakeholders
Task 1.7.2 – Document the Project Governance Structure
Part II. Project Implementation and Monitoring
Task 2.1 – Develop a Project Management Plan
Task 2.2 – Negotiate Approval of the Project Plan
Task 2.3 – Implement and Monitor the Project
Task 2.3.1 – Implement and Monitor Project Scope
Task 2.3.1.1 – Implement Procedures for Validating the Project Scope
Task 2.3.1.2 – Monitor the Project Scope
Task 2.3.2 – Implement and Monitor Project Time

Task 2.3.2.1 – Implement Mechanisms for Monitoring Project Time
Task 2.3.2.2 – Monitor Project Time
Task 2.3.3 – Implement and Monitor Project Budget
Task 2.4 – Resolve Conflicts with Stakeholders
Task 2.5 – Confirm Project Records are Updated
Task 2.6 – Analyse Project Status and Submit Status Reports
Task 2.7 – Identify Issues with Relevant Stakeholders and Project Authorities
Task 2.8 – Analyse and Submit Change Requests and Impact Analysis for Approval
Task 2.9 – Maintain Relevant Project Logs and Registers
Part III. Project Closure
Task 3.1 – Identify and Allocate Project Finalisation Activities
Task 3.2 – Confirm Project Products and Associated Documentation are Finalised
Task 3.3 – Finalise Financial, Legal and Contractual Obligations
Task 3.4 – Seek Feedback from Relevant Stakeholder and Project Authorities
Task 3.5 – Document Lessons Learned

Each task comes with a set of instructions. You are to follow and perform these instructions
while being observed by the assessor and submit any required documentation.
Before starting this assessment, your assessor will also discuss with you these tasks as well
as instructions and guidance for satisfactorily completing them. They will also organise
the resources required for this assessment (listed below).
You are required to:
▪ Complete the tasks within the time allowed, as scheduled in-class roll.
▪ Review the instructions in each task.
▪ Establish the project.
▪ Undertake project planning and design processes.
▪ Monitor the project.
▪ Review the project.
▪ Perform the workplace task according to the instructions provided
▪ Complete and submit any required documentation.
Resources required for assessment:

To complete this assessment, you will need access to the following:
▪ Workplace or a similar environment that will provide you access to:
o Three different workplace projects
o Workplace policies and procedures:
▪ Policies and procedures relevant to developing a project charter
▪ Policies and procedures relevant to documenting a project management

plan
▪ Policies and procedures relevant to validating the project scope
▪ Policies and procedures relevant to monitoring mechanisms for a project
▪ Policies and procedures relevant to monitoring project progress

▪ Policies and procedures relevant to change requests and approvals
o Workplace templates:
▪ Meeting Minutes
▪ Project Scope Statement
▪ Stakeholder Register
▪ Strategic Alignment Analysis
▪ Project Charter
▪ Organisational Chart and/or RACI Matrix
▪ Project Management Plan
▪ Conflict Resolution
▪ Project Records Review
▪ Project Status Report
▪ Project Change Request
▪ Risk Register
▪ Issue Log
▪ Change Log
▪ Project Finalisation Plan
▪ Formal Acceptance and Closure
▪ Formal Acceptance of Product or Phase
▪ Project Closure Checklist
▪ Lessons Learned
▪ Workplace personnel to participate in the projects:

▪ Higher authority – This can be the Project Manager or the individual that
the Project Manager reports to, e.g. the business owner.
▪ Project team members – Individuals that are part of the project team
and contributing towards achieving the project outcomes.
▪ Clients – Individuals that receive and benefit from the project outcomes.
Those can be internal or external to the organisation.

Part I. Project Planning
1.1 Identify, Clarify and Prepare Project Initiation Documentation
1.1.1 Identify and Clarify Project Initiation Documentation
Meet with the project authority to identify and clarify what project initiation documentation
will need to be prepared while being observed by the assessor.
Use your organisation's template for documenting minutes to record the minutes of this
meeting, or you may use the Generic Meeting Minutes Template provided along with
this workbook.
You will be assessed on:
▪ Practical knowledge of project initiation documentation.
▪ Practical skills relevant to identifying and clarifying project initiation documentation.
Before starting this task, review the Workplace Assessment Task 1.1.1 – Observation Form
provided along with this workbook. This form lists all the practical skills you need to
demonstrate while completing this task.
Your assessor will also:
▪ Organise workplace resources required for you to complete this assessment.
▪ Discuss with you the requirements listed in the Observation Form prior to the
assessment.
▪ Address your queries and concerns regarding this task.
After completing this task, submit a copy of the meeting minutes to your assessor.
Project Name: Website Design and Development SEO Company

Approved Date: 10 July 2022
Author: Willson
Strategic Goal ID: xyz@gmail.com
Business Plan ID: SOcompany@do.com

Minute taker
Role title
Organization Website Design and Development SEO Company
Role played by Employee

Is party playing the role is NO
being assessed?
Other parties involved in role Centre Manager (other student), CEO (Other student) and the
play and their roles Executive Assistant (Other student) out of which one (1) individual
will be the Minute Taker.
Are other parties involved Yes, the student taking the assessment is the one acting as the
are being assessed during chairperson.
role?
15 minutes to help each student act as the chairperson.

Time allocated
Purpose of role You must pretend to be a participant and the person who takes
minutes during the meeting, helping the chairperson whenever
needed.
Role play script • The Chairperson will go over with the Minute
Taker the protocol for recording minutes in
compliance with BizOps policies, procedures, and
standards.
• After reading the meeting's agenda, the minutes
taker will invite the other students (attendees) to
begin talking about the assigned topic.
• During the meeting, the minutes taker will quickly
record any pertinent information as well as
participants' comments on the issues on the
agenda. When taking notes, the person taking
minutes needs to be precise.

It is crucial that you arrive at this session prepared, making sure
Role play information
you:
• Create and deliver pertinent paperwork / supporting

materials to your group;
• Prepare for the session to ensure everything is covered.

Presentation Context:
• The agenda items for each meeting will be as follows:
One (1) person will be the Minute Taker among the following
students: the CEO (another student), the Executive Assistant
(another student), and the Centre Manager (another student).
While completing this work, keep the following in mind:
• Be organized – make sure the session is well-

planned and prepared.
• Understand your role in taking minutes.
 Recognize your business.
• Set up access to all the paperwork needed for

this procedure.
• Have your questions ready.
• Be ready to field enquiries.
Remember the following as you work on this
assignment:
• Maintain organization by making sure the

meeting is prepared and well-planned.
• Recognize your responsibility for taking
minutes.
 Acknowledge your company.
• Assign access to all the documents required for

this process.
 Prepare your questions in advance.
• Be prepared to answer questions.

An employee is present at the meeting, which is presided over by
Key outcome expected from
the chair.
role-play
Employee is aware of the topics being discussed in the meeting.
The worker pays attention and offers assistance during the
meeting.
Role play script  Chairperson will explain the protocol of recording minutes
to the minutes taker in accordance with the BizOps
requirements, policies and procedures,
 Minutes taker will then read out the agenda of the meeting
and encourage the other students (attendees) to start
discussion on the allocated topic.

 Minutes taker will take notes with speed during the
meeting which includes but does not limit to the
participants speaking on the agenda items, and any other
useful information. The Minutes taker must be accurate
while taking notes.

you:
• Create and deliver pertinent paperwork / supporting materials

to your group;
(another student), and the Centre Manager (another student).
 Considerations for completing this

assignment: Be well-organized; make sure
the session is well planned and prepared.
 Understand your role in taking minutes.
 Recognize your business.
 Set up access to all the paperwork needed
for this procedure.
 Have your questions ready.
 Be ready to field inquiries.
When role-playing a team member or attendee, keep the

following in mind:
• Be organized;
• Conduct yourself professionally at all times;
• Be ready to ask questions when you need more

information.
 Do your best to respond to every inquiry.

 Ascertain at the conclusion of the session
that you have a complete understanding of
the legislative requirements and the steps
you would need to take to put them into
effect.

• Keep in mind that you will need to chair the meeting in
addition to conducting it during another student’s
assessment), and role-play as an attendee/minute taker, so
be sure to perform at your best at all times.
the chair.
role-play
meeting.

1.1.2 Prepare Project Initiation Documentation
Prepare all project initiation documentation identified and clarified in the meeting with your
project authority (Task 1.1.1).
Use your organisation's project initiation documentation templates. A generic template for
creating the Project Scope Statement is provided along with this workbook.
▪ Practical skills relevant to preparing project initiation documentation.
Before starting this task, review the Workplace Assessment Task 1.1.2 – Assessor's
Checklist provided along with this workbook. This form lists all the requirements your
submissions, must meet for a satisfactory performance.
▪ Discuss with you the requirements listed in the Assessor’s Checklist prior to the
assessment.
After completing this task, submit copies of all prepared project initiation documentation, to
your assessor.
To help you, the information and documents required for your PID are mentioned below. Before
you prepare and create a project initiation documentation, you should find out if your organization
already has a template for a PID. This will assist you in familiarizing yourself with the data required
for the PID. Since you'll be using the PID template for another project, it also helps to maintain
consistency and ease of comprehension. Projects can take many different forms, of course, so you
can tailor the PID template to exactly match your project.
Prepared by: Manager and Team
Date: 20 April 2023
• Describe the idea behind the initiative.

PROJECT DEFINITION
• Clearly state the aims, objectives, and anticipated results
of the project.
• Go over the value proposition and expected advantages.
OBJECTIVES Express the project's goal and its precise objectives in plain

terms. Clearly state the project's limits, including what is and
isn't included. Determine the project's main roles, duties, and
reporting arrangements. Determine and evaluate the parties
affected or involved in the project.
PROJECT DELIVERABLES a legal agreement that confirms the project's existence and gives
the project manager permission to use organizational resources
for project-related tasks. Clearly states the goals of the project
and delineates the parameters of its scope. identifies potential
risks and offers a preliminary evaluation of the possibility of
them impacting the project's success. and effect.
SCOPE A crucial document in project management, the Project

Initiation Documentation (PID) gives a thorough overview of a
project from the outset. All project participants use the PID as a
foundation and source of reference, which helps to guarantee
that everyone is aware of the goals, limitations, and essential
deliverables of the project. Indicate in full the name of the
project as well as any identifying numbers or codes that have
been assigned to it.
PROJECT APPROACH Determine who is ultimately responsible for the project's

success—the project sponsor—and provide them your contact
details. Name the project manager and outline their authority,
duties, and role in the project.

1.2 Identify Stakeholders and Authorities
Complete a project stakeholder register for your project.

Use your organisation's template for documenting project stakeholders, or you may use the
Generic Stakeholder Register Template provided along with this workbook.
▪ Practical skills relevant to identifying stakeholders with decision making authority on the
project.
Before starting this task, review the Workplace Assessment Task 1.2 – Assessor's Checklist
provided along with this workbook. This form lists all the requirements your submission
must meet for a satisfactory performance.
▪ Discuss with you the requirements listed in the Assessor's Checklist prior to the
assessment.
After completing this task, submit a copy of the stakeholder register to your assessor.
To put it another way, authorities are organizations or groups having the authority to make
decisions or impose regulations, whereas stakeholders are people or groups with an interest in the
success of a project. A critical first step in any project, organization, or decision-making process is
identifying the authorities and stakeholders.
Date: 20 April 2023
Role Contact Influence Interest Expectations

Stakeholder
Alexander CEO +61 412 345 678 High Leading 12% increase in
Smith profit
Asmith2@gmail.com

Adam Developer +61 42 435 676 High Leading Complete
Charles mobile
adcharles@gmail.com optimization of
your website.
Archie Accounting +61 462 555 578 High Leading Boost ledger
Johnson performance
Arjohnson24@yahoo.com
Ava Winters Project +61 452 343 898 High Leading Project
Leader completed on
winterA@gmail.com schedule

1.3 Establish Client Requirements and Needs
Conduct an initial meeting with the client to identify the client's project requirements and
needs while being observed by the assessor.
this workbook.
▪ Practical knowledge of the client's requirements and needs.
▪ Practical skills relevant to establishing client requirements and needs.
Before starting this task, review the Workplace Assessment Task 1.3 – Observation Form
assessment.
A customer is an individual or a group of individuals (such as an organization) that approaches a

business or organization for professional services or support. Here, the client is looking on you to
finish a project. Because of his considerable impact on the project, the client is also regarded as a
stakeholder. You must accurately determine the client's requirements and needs before you can
include them into the project. In light of this, the following page contains important advice to assist
in determining and comprehending the wants and expectations of the clients:
Role title Project Manager
Role played by Senior Team Member
Is party playing the Yes
role is being
assessed?
Other parties Meeting 1: Centre Manager (other student), CEO (Other student) and
involved in role play the Executive Assistant (Other student) out of which one (1) individual
and their roles will be the Minute Taker.
Are other parties No

involved are being
assessed during role?
Time allocated 15 mins for each team member playing the role of Assistant Centre
Manager/Chairperson.
Purpose of role You have to pretend to be the chair of the BizOps meeting, and you have
to run it for fifteen minutes. It is your responsibility to see that everyone
who attends or participates discusses the subject and that a decision is
made at the conclusion of the meeting.
• You will schedule a time to brief the attendees as well
Role play script
as a time to meet with your assessor.
• Before the meeting starts, you will make sure to print
extra copies of the agenda to provide to the participants.
• You will also see to it that any additional paperwork
needed is provided prior to the meeting starting.
• You will begin by introducing the participants and
yourself.
• As the meeting's chair, you will keep in mind the needs
of the organization, established customs like speaker
time limits and voting procedures, as well as legal and
moral obligations like the meeting's code of conduct.
•You'll make sure the meetings are on schedule and have
a clear goal in mind.
• In addition, you'll make sure the meeting produces the
desired results.
Role play information It is crucial that you arrive at this session prepared, making sure
you:
• Create and deliver pertinent paperwork / supporting materials
to your group;
• The attendance at each meeting will include other students,
yourself as the chairperson, and one person will be designated as
the minute taker.
Things to think about when doing this assignment:
• Maintain organization by carefully organizing and planning the
session.
• Recognize your role as the chairperson.
Recognize your business.

• Set up access to all the paperwork needed for this procedure.
• Be ready to field inquiries.
Considerations for role-playing a Minutes taker include:
 Make sure that by the end of the session, you are fully
aware of the legislative requirements and the steps you
would need to take to implement them.
 Be prepared.
 Act professionally throughout the process.
 Be ready to ask questions when you need more
information.
 Give your best response to all questions.
 Keep in mind that you will be expected to chair the
meeting and role-play taking minutes during a different
student's assessment, so always give it your all.
 This implies that you have to engage with the session and
raise any questions you feel are necessary in order to get
clarification.

1.4 Assess Project Alignment with the Organisation's Strategic Goals
Conduct an initial review of the project to assess the project's alignment with the
organisation's strategic goals.
You may refer to other project documents, including the project initiation documentation
you have prepared for this project to assist with this assessment.
Use your organisation's template for assessing and documenting the project's alignment
with strategic goals, or you may use the Generic Strategic Alignment Analysis Template
provided along with this workbook.
▪ Practical knowledge of the broader organisational strategies and goals.
▪ Practical skills relevant to identifying the relationship between the project and broader
organisational strategies and goals.
assessment.
After completing this task, submit the completed strategic alignment analysis to your
assessor.
To make sure that initiatives contribute to the overall success and objectives of the business, it is
imperative to evaluate how well they connect with the strategic goals of the organization. The
following actions can be taken to evaluate and improve project alignment:
 Examine the organization's strategic plan;
 establish project objectives;
 carry out a gap analysis;
 ensure alignment with core values;
 and evaluate risks and opportunities.
Project Strategic Alignment Analysis

Name Technical Update Project
Organisation/workplace Website Design and Development SEO Company
Criteria Y/N Explanation

1. Does the project fit the purpose and  YES You should carefully
vision statements of the organization? consider the goals of the
Give a justification for your response.
project as well as the
content of the
organization's vision and
mission statements to
ascertain whether the
project is in line with those
statements.
2. Does the project help the  YES To gain a comprehensive
organization accomplish at least understanding of the
one of its strategic objectives? organization's strategic
Give a justification for your response. aims and priorities, review
its strategic plan or related
material. Usually, they are
broad goals that the
company wants to
accomplish within a given
time frame.
Does the project help the organization  YES Employee training
improve at least one of the following program costs related to
for its goods and/or services, either the project can directly
directly or indirectly: improve skills and
knowledge, which will
improve performance.
 YES High
i. Quality
 YES High
ii. Cost
 YES Medium
iii. Delivery.
 YES
Does the project advance either of
these goals directly or indirectly?
 YES Full Satisfied
i. Customer satisfaction,
OR
 YES Satisfied
ii. Staff satisfaction

1.5 Negotiate and Document Project Objectives, Outcomes and Benefits
Meet with the project authorities and relevant internal and external stakeholders (external
may be the project client) to negotiate the project objectives, outcomes, and benefits,
while being observed by the assessor.
this workbook.
▪ Practical knowledge of project objectives, outcomes, and benefits.
▪ Practical skills relevant to negotiating project objectives, outcomes, and benefits.
assessment.
Timeframe for the Project
Define the timeframe for the Project.

(This is an estimate only based upon the information given in the scenario)
5 months
What time constraints are present?
 The project must be finished on schedule, taking into account the cycling
studio's debut date.
 Any construction and installation work must be finished on schedule to
prevent delays.
• There should be a set timeline for the project, giving enough time for

organizing, coordinating, and carrying out the tasks.
• External circumstances, such resource availability or seasonal needs in the
fitness industry, may also affect the time limitations.
• During the meeting, it's critical to go over and decide on reasonable
deadlines for the various project phases and milestones.
Cost
and quality expectations
What is the cost of the Project?
$7000
What is the expected quality? (Will the quality meet the organisational or legislative, or client
standards?)
• Talk about the project's anticipated cost and any financial restrictions.
• Specify the required levels of quality that the project deliverables must satisfy.
Benefits, outcomes, and objectives of the Project
Define the benefits of the Project
• Enhanced Online Presence: Developing a website for an organization can increase its
online visibility, credibility, and accessibility for the intended audience.
• Expanded Market Reach and Audience Engagement: An organization's market reach

can be expanded by utilizing a well-developed website to reach a worldwide audience.
Interactive content and social media integration are two features that can boost
audience engagement.
Define the outcomes of the Project
Live and Functional Website:

• The main result is the creation of a user-accessible, operational, and live website. This
covers the creation of interactive elements, navigation, and web pages.
User Interface (UI) and User Experience (UX) Design:

• The goal of the design is to provide an interface that is both aesthetically beautiful and
easy to use, so that users have a favourable experience.

Responsive Design:
• To ensure a consistent user experience on PCs, tablets, and smartphones, the

website should be responsive, meaning it should adjust to different screen sizes and
devices.
Define the objectives of the Project
• Make a User-Friendly User Interface: Design a user interface that is easy to use,
visually appealing, and offers visitors to your website a positive user experience.
• Implement Functionality Based on Requirements: Create and incorporate particular
features, including contact forms, search functions, or e-commerce capabilities, based
on stakeholder demands and project requirements.
• Optimize Website Performance: For a better user experience, optimize website
performance by cutting down on latency, speeding up page loads, and improving
overall responsiveness.

1.6 Develop the Project Charter
Prepare and submit a project charter ready for approval by relevant authorities.
The project charter must:
▪ Document the negotiated project objectives, outcomes, and benefits.
▪ Align with organisational objectives.
▪ Use numerical values, for example, targets such as, reduce defects from 5% to 5$, cost
savings target of $25,000.
Refer to other project documents such as project statement of work, business case,
agreements, etc. to help you develop the project charter.
Use your organisation's template for documenting project objectives, outcomes, and
benefits, or you may use the Generic Project Charter Template provided along with this
workbook.
▪ Practical knowledge of project objectives, outcomes, and benefits.
▪ Practical skills relevant to documenting project objectives, outcomes and benefits using a
project charter.
▪ Provide the candidate with a copy of policies and procedures relevant to developing a
project charter and documenting project objectives, outcomes, and benefits.
assessment.
After completing this task, submit a copy of the prepared project charter as well as copies of
project documents you used as reference to your assessor.
In order to formally approve the creation and start of a project, a project sponsor will draft a
project charter. The selected project manager also has the authority to oversee the project within
its scope thanks to the project charter. When drafting such a document, the sponsor of the project
typically takes into account the following:
• Why is this project being undertaken?
• What are the goals? Limitations?
• What are the project's potential risks and underlying assumptions?
• How ought solutions to be implemented?
• What specifics are included in the budget?
• Who are the main parties involved?
• What is the project's original scope?
Project Charter
Company Name – SEO Discovery
Project Specifics
Project WILLSON
Sponsor
Project ALEX
Manager
Project SEO Discovery
Organisation
Author RAHUL
Version No. Date Published: 15 May 2023
162
Project Authority to Proceed
Project Sponser
Alira
Name
09 January 2022
Date

Project Manager
AUDREY
Name
15 January 2022
Date
Details
Background
IT projects can differ greatly in terms of their goal, scale, and technology used.
Centralized customer data, user-friendly interface, data analytics and reporting,

Project training and change management, and integration with current systems are the
project's primary objectives.
Objective
The goal of this project is to provide SEO Discovery Company with a comprehensive
Project Scop Customer Relationship Management (CRM) system through design, development, and
implementation. The objectives of the CRM system are to optimize internal
Statement procedures, handle data better, and improve customer relationships.
Create, create, and put into use a complete CRM system in order to satisfy the
Project criteria. creation of an easy-to-use interface that is intuitive for staff members in a
variety of departments to navigate and use.
Inclusion
This project does not entail software development or customization unrelated to the
and CRM system. Excluded is any integration with legacy systems that isn't specifically
mentioned in the project scope.
exclusions
The created and put into use central repository for organizing and keeping track of
Project client data, including as contact information, past purchases, and communication
preferences.
Due Date
Milestone
28 January 2022
XYZ
23 Feb 2022
ABC
15 March 2022
PQR

1.7 Establish Project Governance Structure
1.7.1 Establish Project Governance Structure with Project Stakeholders
Meet with relevant project stakeholders to establish the project governance structure while
being observed by the assessor.
this workbook.
▪ Practical knowledge of project governance models and structure.
▪ Practical skills relevant to establishing the project governance structure.
Before starting this task, review the Workplace Assessment Task 1.7.1 – Observation Form
assessment.
Following the identification of roles and duties, the following actions should be taken into account
while creating a project governance structure. Important information required to organize the
project and its participants should be available through the project governance framework. Among
them are:
Stakeholders: explains in detail the obligations and functions that your project's stakeholders have.
Meeting Host and position: Henry Parkes- Project Manager
Stakeholder name and Centre Manager -Relevant as project sponsor and

position/relevance: decision-maker
Stakeholder name and Fitness Instructors - Relevant as they will be using the
position/relevance: cycle studio for conducting classes

Stakeholder name and Operations Staff -Relevant as they will be responsible
position/relevance: for managing the new cycle studio.
Date and location of 13/06/2023

consultation:
The stakeholder register (List below the information that was discussed regarding the stakeholder
register)
• Examined and talked about the registry of stakeholders.
• Verified the impact, interest, and expectations of the selected stakeholders.
• Made certain that the register includes all significant parties.
What feedback was provided regarding the stakeholder register?

• Because they participate in project budgeting, the centre manager recommended include
the finance department as a stakeholder.
• Instructors of fitness asked to have their roles and obligations in the stakeholder
registration clarified.
• In order to handle any maintenance issues with the cycle studio, the operations staff
recommended involving the maintenance team as a stakeholder.
What revisions have been made or planned in response to this feedback?

• Added the Finance Department as a neutrally interested and low relevance stakeholder.
• Made it clear how fitness instructors fit into the picture as helpful participants who want
to teach in the cycle studio.
• Added the Maintenance Team as a neutrally interested and low relevance stakeholder.
The RACI Matrix (List below the information that was discussed regarding the RACI matrix)
• Examined and talked about the RACI matrix.
• Made sure that each project task's duties and accountabilities were appropriately
assigned.
What feedback was provided regarding the RACI Matrix?

• Fitness instructors recommended speaking with them about equipment location and
instructor stage setup.
• During the building phase, the operations staff asked to be kept informed of any changes
that would affect gym operations.
What revisions have been made or planned in response to this feedback?

• Added fitness instructors as a consultative stakeholder for the instructor stage setup in
the updated RACI Matrix.
• Included a communication strategy to notify operations staff of potential delays while
work is underway.
Confirmation of changes to the RACI Matrix and Stakeholder Register

• Verified the Stakeholder Register and updated RACI Matrix.
• Verified that each stakeholder was happy with the roles and duties they had been given.
• Maintained track of the modifications and furnished the updated versions to the relevant
parties.
Stakeholder One WILLSON Stakeholder 1

Name: Signature:
Stakeholder 2 RAHUL Stakeholder 2
Name: Signature:
Host Name: ALEX Host Signature:

1.7.2 Document the Project Governance Structure
Document the project governance structure established with project stakeholders. This may
include but is not limited to the documentation of a Project Organisational Chart, RACI
Matrix, etc. You may choose either one, both or any other suitable format.
Use your organisation's template for documenting the project governance structure, or you
may use the Generic Organisational Chart and/or RACI Matrix Template provided along
with this workbook.
▪ Practical knowledge of project governance models and structure.
▪ Practical skills relevant to documenting the project governance structure.
Before starting this task, review the Workplace Assessment Task 1.7.2 – Assessor's
Checklist provided along with this workbook. This form lists all the requirements your
submission must meet for a satisfactory performance.
assessment.
After completing this task, submit a copy of the prepared project governance structure to
your assessor.
The paper describes the [Project Title]'s governance structure. To guarantee efficient project
management, it sets up roles, duties, decision-making procedures, and communication routes. The
project governance structure's main goals are to:
• Establish accountability and distinct lines of authority.
• Assist in making wise decisions.
• Encourage openness and dialogue.
• Reduce risks and take quick action to fix problems.
Project tasks Project Team Members

Develop SGT session R: Assistant
schedule Manager
Source and purchase R: Assistant A: Centre

fitness equipment Manager Manager
Coordinate equipment R: Assistant C: Builder I: Fitness

installation Manager Supplier
Recruit and hire SGT R: Assistant A: Centre

Personal Trainer Manager Manager
Design advertising R: Assistant C: Graphic
material Manager Designer
Prepare SGT training R: Assistant C: Builder

area in cardio lounge Manager
Conduct SGT sessions R: SGT Personal C: Participants
Trainer

Part II. Project Implementation and Monitoring
2.1 Develop a Project Management Plan
Develop the project management plan for the project you are undertaking.
Attach documents, templates, and tools that will be used during the implementation and
monitoring of the project. These may include but are not limited to the templates and
tools to be used throughout the project life cycle., e.g. issues log, risk register, change
register, status report, lessons learned, budget monitoring, audit forms, change
requests, etc. Generic templates for these are also provided along with this workbook.
Use your organisation's template for documenting the project management plan, or you
may use the Generic Project Management Plan Template provided along with this
workbook.
Once done, submit your draft project management plan to your supervisor for review and
have them complete the Third-Party Report Template.
▪ Practical knowledge of project management planning, including:
o Project stages
o Key requirements to complete each stage
o Client requirements
o Project objectives
o Project management functions, interdependencies and impacts of constraints
o Associated plans and baselines
▪ Practical skills relevant to developing the project management plan, that incorporates all
of the above.
▪ Provide the candidate with a copy of policies and procedures relevant to documenting a
project management plan.
assessment.

▪ Discuss with you the requirements listed in the Third-Party Report prior to the
assessment.
After completing this task, submit the following to your assessor:
▪ Copy of organisational policies and procedures relevant to documenting a project

management plan.
▪ Copy of your completed project management plan
▪ Copies of relevant documents, templates and tools that will be part of the project
management planning (attached to your project management plan submission)
▪ The Third-Party Report completed by your workplace supervisor.
In order to create a project management strategy, the following resources are required:
• Project Charter: As covered in Section 1.7, the project charter offers high-level or detailed
information about the project, including its goals, participants, and scope, which is completed
during the initiation stage.
The project scope, key deliverables, underlying presumptions, and limitations are all outlined in the
project scope statement. It offers thorough explanations of every task that will be completed as
part of the project.
• Project Function Management Plans: These are the plans for each of the project's distinct
functions, and they are mentioned in Section 2.4.2.
• Work Breakdown Structure: This technique divides large deliverables into increasingly smaller
work components, such as tasks and activities, starting with high-level milestones. A Gantt chart or
other visual aid is used to document this arrangement.
• Enterprise Environmental Factors: These are project-related elements that may have an impact
on how the project management plant develops. Among these are
• Internal: management techniques, work culture and style, organizational structures, and policies
• External: laws and rules from the government, industry norms, state of the market, climate, and
infrastructure
• Organizational Process Assets: These are resources made available by the organization to carry
out duties and operations related to the project, such as creating a strategy for project
management. They consist of data, information, processes, and outcomes in addition to
organizational tools, procedures, and templates of previous projects.

Distribution List
Record the details of all project stakeholders accessing this document
Name Position Signature Date
Project Manager AB -- 16 March 2022
Custom Relation YZ -- 25 March 2022

Manager
Developer KD -- 5 April 2022
Version Control
Record all approved changes to this document.
Revisio Approval
Change Description Author
n# Date
1 Frame structure of Website 5 May BEN

2023
2 HTML header tags ---- JOE
3 Website all Pages Content ----- KAT
Project Registration
Project Name Web Development SEO Company
Project # BROWN
Creation Date 10 July 2022
Sponsor/Client WILLSON
Project Manage the whole Project Work

Manager

2.2 Negotiate Approval of the Project Plan
Meet with project authorities to review and negotiate the approval of the project
management plan you developed in Task 2.1. Make the required changes and have the
plan formally approved.
Use your organisation's template for documenting the minutes of this meeting, or you may
use the Generic Meeting Minutes Template provided along with this workbook.
▪ Practical knowledge of project management planning.
▪ Practical skills relevant to negotiating the approval of the project plan.
assessment.
▪ Meeting Minutes.
▪ Copy of the updated and approved (signed) project plan.
The project board (authority) and project stakeholders must be consulted, and the project
management plan must be approved. Ensuring that all stakeholders involved in the project have a
shared goal and strategy to accomplish the project's deliverables and objectives is crucial. You can
gain insight into the priorities and preferred processes of your stakeholders and the project board by
understanding how they want the project to progress. Keep in mind that there will be a variety of
stakeholders and project board members for your project, each with their own expectations and
viewpoints. In order to negotiate effectively, you will need to take them all into account. Make sure
you are ready to negotiate before you meet with the project board and stakeholders. Recognize
their preferences in advance and priorities by creating responses to them in advance. Provide
explanations and details of the project plan and its functions/components, as well the supporting
data and information.
Meeting Minute Template

Approved Date: 11 July 2022
Author: JERRY
Strategic Goal ID: abc@gmail.com

Minute taker
Role title

being assessed?
play and their roles Executive Assistant (Other student) out of which one (1)
individual will be the Minute Taker.
Are other parties involved Yes- Student being assessed who is playing the role of Chair
are being assessed during person
role?
15 mins for supporting each student playing the role of
Time allocated
Chairperson.
Purpose of role You must pretend to be a participant and the person who
takes minutes during the meeting, helping the chairperson
whenever needed.
standards.
• After reading the meeting's agenda, the
minutes taker will invite the other students
(attendees) to begin talking about the assigned
topic.
• During the meeting, the minutes taker will
quickly record any pertinent information as well
as participants' comments on the issues on the

2.3 Implement and Monitor the Project

2.3.1 Implement and Monitor Project Scope
2.3.1.1 Implement Procedures for Validating the Project Scope
Implement one set of procedures for validating project scope, while being observed by your
assessor.
The procedures you will implement for this assessment will depend on the project you are
undertaking and your organisation’s procedures for validating project scope. They may
include conducting a review and inspection of the completed project deliverables, e.g.
product reviews, audits, and walkthroughs, and meeting among stakeholders to review
completed project deliverables.
The procedures you implement must be consistent with the project scope management
plan, e.g. if you are conducting a product walkthrough for this assessment, product
walkthrough must be one of the procedures set out in the project scope management
plan to validate the project scope.
▪ Practical knowledge of project scope and procedures for validating the project scope.
▪ Practical skills relevant to validating project scope.
Secure documentation from your implementation of these procedures as you will submit
this as part of this assessment. The documentation you may submit for this assessment
may include documents/forms you completed from product reviews, audits, and
walkthroughs or minutes from project review meetings with stakeholders.
Before starting this task, review the Workplace Assessment Task 2.3.1.1 – Observation
Form provided along with this workbook. This form lists all the practical skills you need
to demonstrate while completing this task.
▪ Provide you with a copy of policies and procedures relevant to validating the project
scope, for your reference; and discuss these policies and procedures with you.
▪ Discuss with you the practical skills listed in the Observation Form prior to the
assessment.

After completing this task, submit the documentation from your implementation of
procedures for this assessment to your assessor.
Performing project activities in accordance with the project work structure specified in the plan in
order to generate project deliverables for your stakeholders is the main objective of the project
implementation stage. In accordance with the project plan, you will oversee and supervise every
task as the project manager. One further aspect of your responsibilities as the project's
implementer is team and stakeholder management. The following steps can be used to confirm the
project scope:
1. Establish Unambiguous Project Objectives:

o Clearly state and record the project's goals. Make sure these goals are in line with the
organization's overarching objectives.
2. Involve Stakeholders:
o Determine and include important parties in the validation procedure. Customers, end users,
sponsors of the project, and other pertinent stakeholders may be included in this.
3. Examine Requirements:
o Examine and confirm the project specifications. Make sure they are accurate, comprehensive, and
in line with the goals of the project. Updates and modifications must be recorded and shared with
all relevant parties.
4. Host Scope Validation Meetings:
o Invite important stakeholders to participate in scope validation meetings. To ensure that
everyone is in agreement and to obtain input, present the project scope, objectives, and
requirements.
5. Make Use of Mock-ups and Prototypes:
o If appropriate, make mock-ups or prototypes of important project deliverables. Stakeholders can
use this to see the finished product and offer input on its features and operation.
6. Record and Confirm Changes:
o Record any adjustments or alterations to the project scope that come up throughout the
validation procedure. formally confirm and approve these modifications with relevant parties.
7. Conduct Formal Reviews:
o Examine the project scope documents in a formal manner. The project charter, the requirements
documentation, and any other pertinent documents fall under this category. Make that the project
scope is appropriately reflected in these documents.
8. Ensure Alignment with Business Objectives:
o Confirm that the project scope is in line with the organization's strategic goals and overall
business objectives. This makes it more likely that the project will benefit the company.
9. Verify Assumptions:
o Examine and confirm any presumptions that were established in the preliminary project planning
stages. Make sure that any modifications are taken into account and that these presumptions
remain true.

10. Record Scope Validation Results:
o Record the scope validation process's outcomes, including with any problems, worries, or
modifications. This record acts as a reference and can be used to track the evolution of the project
scope.
11. Share Scope Validation Outcomes:
o Share with all stakeholders the verified project scope. Make sure that all parties are aware of the
final scope and clearly communicate any updates, revisions, or changes that have been made.
12. Update Project Documentation:
o Make sure that the verified scope is reflected in all project documentation, including the
schedule, plan, and any other pertinent papers.

2.3.1.2 Monitor the Project Scope
While being observed by your assessor, monitor the impact of scope changes against the
following in separate instances:
▪ the established time
▪ cost, and
▪ quality constraints
How you will monitor the impact of scope changes for this assessment will depend on the
project you are undertaking and your organisation’s procedures for controlling and
monitoring changes in these areas.
This may involve performing a variance analysis of actual project performance and progress
against the established time, cost, and quality constraints of the project, producing a
work performance information report, following change request procedures, or
updating the project management plan to reflect the changes to project scope, etc.
The procedures you implement must be consistent with the project scope management
plan, e.g. if you are processing change request for the project, ensure to follow the steps
documented in the scope management plan for change request procedures.
▪ Practical knowledge of project scope and procedures for controlling and monitoring the
project scope changes.
▪ Practical knowledge of the project’s procedures for change control.
▪ Practical skills relevant to monitoring the project scope.
Secure documentation from each instance you monitor the project scope. The
documentation you submit for this assessment may include documents/forms you
completed from variance analyses, change request documents, updated project
management plan you completed, etc.
▪ Provide you with a copy of change control policies and procedures, for your reference;
and discuss these policies and procedures with you.

assessment.
▪ Documentation from your monitoring and control of scope changes within the project’s
time constraints.
cost constraints.
quality constraints.
To make sure the project stays on course, achieves its goals, and doesn't stray from the
predetermined scope, it is imperative to monitor the project scope. The following steps can help
you keep an eye on the project's scope:
1. Create a Scope Management Plan:
At the start of the project, create a thorough scope management plan. This plan should specify
how scope will be established, verified, and tracked during the course of the project.
2. Define Key Performance Indicators (KPIs):
Determine and set up KPIs that are pertinent to the scope of the project. Metrics like scope
modifications, departures from the baseline, and deadline adherence are a few examples of these.
3. Make Use of a Change Control System:
To record, examine, and approve any modifications to the project scope, put in place a formal
change control system. A transparent procedure for submitting, reviewing, and accepting requests
for scope changes should be part of this system.
4. Review Project Scope Frequently:
Review the project scope frequently with important stakeholders. This guarantees that any
modifications or departures from the initial scope are promptly detected so that remedial
measures can be implemented.
5. Track Project Progress:
Evaluate the project's advancement in relation to the project's defined plan. To find any scope-
related problems, periodically compare the actual progress with the anticipated deliverables and
milestones.
6. Communicate Scope modifications:

Notify all pertinent stakeholders of any authorized modifications to the project's scope. End users,
sponsors, and team members are all included in this. All parties concerned may retain alignment
and understanding when there is clear communication.
7. Record Scope Variances:
Record and examine any differences that exist between the project's actual scope and its intended
scope. Determine the causes of these variations and evaluate the effects they have on the project's
budget, schedule, and success overall.
8. Conduct Periodic Audits:
Conduct audits of the project charter, requirements, and scope statement on a regular basis. This
makes it easier to guarantee that all project documentation is current and accurate.
9. Make Use of Project Management Software:
Make use of project management software to track and monitor the project scope in real time.
Tasks, goals, and modifications can all be automatically tracked with these tools.
10. Host Scope Review Meetings:
Hold frequent meetings with the project team and stakeholders to discuss the scope of the review.
Make use of these meetings to go over any possible scope adjustments, problems, and to make
sure everyone is on the same page regarding the project's goals.
11. Evaluate Risks to Scope:
To identify any risks that could affect the project scope, periodically evaluate and update the
project risk register. To avoid scope creep, create techniques for mitigating these risks.
12. Deal with Scope Creep Quickly:
As soon as scope creep is discovered, deal with it. Before making any modifications, start the
change control procedure to assess how the change will affect the project and secure the required
approvals.
13. Offer continual Training:
Provide stakeholders and the project team with continual training on scope management
procedures. This guarantees that all parties involved in controlling and overseeing the project scope
are aware of their respective roles and responsibilities.
14. Record Lessons learnt:
Record the lessons you've learnt during the project, particularly those that have to do with scope
management. Utilize this knowledge to improve processes in further projects.
15. Review and Update the Scope Management Plan:
Throughout the project lifespan, make sure the scope management plan is regularly reviewed and
updated to stay current and useful.

2.3.2 Implement and Monitor Project Time
2.3.2.1 Implement Mechanisms for Monitoring Project Time
Implement mechanisms for monitoring the progress of the project’s activities while being
observed by your assessor.
▪ Practical knowledge relevant to monitoring the progress of a project’s activities.
▪ Practical skills relevant to implementing mechanisms for monitoring the progress of the
project’s activities.
▪ Provide you with a copy of policies and procedures relevant to monitoring mechanisms
for a project, for your reference; and discuss these policies and procedures with you.
assessment.
▪ Copies of the output from the mechanisms put in place, e.g. spreadsheet trackers, copies
of project calendars, etc.
▪ Copies of workplace resources that you accessed and reviewed, e.g. organisational
policies and procedures relevant to monitoring mechanisms for a project, screenshots of
schedule management apps used, etc.
▪ Copies of project documents that you accessed and reviewed, e.g. the project’s approved
schedule management plan, progress reports, updated schedules, etc.
▪ Copies of relevant communication with project team members, e.g. meeting minutes,
email threads, screenshots of messaging apps, etc.
1. Establish a Project Schedule:

Make a thorough project schedule that outlines all of the tasks, deadlines, dependencies,
and milestones. Utilize Gantt charts or other project management tools to visually show the
timetable.
2. Establish Crucial Marks:
Ensure that crucial markers are precisely identified and recorded in the project timeline. Milestones
assist track the entire project timetable and act as progress checkpoints.
3. Determine the Critical Path:
Examine the project schedule to find the critical path, or the order in which the tasks are completed
that establishes the project's duration. Concentrate your monitoring efforts on the critical route
jobs since they have a direct influence on the project timeline when they are delayed.
4. Use Project Management Software:
To enable real-time project time tracking, use project management software. These programs
frequently have functions for measuring progress, assigning tasks, and setting up automated alerts.
5.Frequent Progress Meetings:

Hold regular meetings with the project team to go over the status of tasks, talk about obstacles,
and make sure everyone is aware of their due dates. Make use of these meetings to proactively
handle any possible delays.
• Earned value management (EVM) is a strategy used in project management to report on schedule
status. EVM makes use of values like:
• Earned Value (EV): The budget value of the tasks that have already been finished. Also referred to
as Budgeted Cost of Work Performed (BCWP). It is computed by multiplying the project's total
budget (T) by the proportion of real work completed (PWC).
EV equals T*PWC.
Planned value (PV), sometimes referred to as the Budgeted Cost of Work Scheduled (BCWS), is the
predicted budget value of the tasks that are expected to be finished in the same time as the BCWP.
It can be calculated by multiplying the total budget (T) and the percentage of work scheduled
(PWS), which is the percentage of work that should be completed at the same time as PWC.
PV=T*PWS

2.3.2.2 Monitor Project Time
Monitor the progress of the project throughout its life cycle and document your analysis of
any variances from the schedule baseline, while being observed by your assessor.
Use your organisation’s template for documenting analyses of schedule baseline variances.
You must monitor project progress and document your analysis of any variances a minimum
of three times:
▪ During the initial part of project execution
▪ In the middle of project execution
▪ Near the end of project execution
▪ Practical knowledge relevant to monitoring project progress
▪ Practical skills relevant to analysing schedule baseline variances
You must also review the Workplace Assessment Task 2.3.2.2 – Assessor’s Checklist
provided along with this workbook. This form lists the criteria your submission must
address to complete this task satisfactorily.
▪ Provide you with a copy of policies and procedures relevant to monitoring project
progress, for your reference; and discuss these policies and procedures with you.
assessment.
assessment.

▪ The analyses you completed of the schedule baseline variances
You must submit one analysis per instance of monitoring.
▪ Copies of workplace resources that you accessed and reviewed, e.g. organisational
policies and procedures relevant to monitoring project progress, etc.
▪ Copies of project documents that you accessed and reviewed, e.g. the project’s approved
schedule management plan, progress reports, change requests, updated Gantt charts,
updated schedules, etc.
▪ Copies of relevant communication with project team members, e.g. meeting minutes,
email threads, screenshots of messaging apps, etc.
The ability to keep track of project time is essential for effective project management. The following
actions and resources might help you keep an eye on project completion timelines:
1. Identify the Tasks and Project Scope:
o Clearly state the project's objectives and divide it up into manageable chunks.
o Draft a thorough project plan that includes deadlines for every task.
2. Make Use of a Project Management Tool:
o To design and manage your project timetable, make use of project management solutions like
Microsoft Project, Jira, Asana, or Trello.
o Task creation, team member assignment, and deadline setting are common elements of these
programs.
3. Calculate the Time Needed for Each assignment:
o Assemble a team and determine how much time is needed for each assignment. To create
accurate estimations, consult industry standards or historical data.
4. Establish Milestones:
Establish project milestones to monitor advancement. Milestones are important junctures in the
project schedule, like the end of a certain phase or the accomplishment of a particular objective.
5.Time Reporting:
Put in place a mechanism that will enable team members to accurately record their time. This
facilitates the analysis of how time is spent on various project tasks.
The Schedule Performance Index (SPI) calculates the project's percentage of progress toward the
overall budget.
Let's take an example where you have a $150,000 budget and 30 days to manage a project. The
project is said to have made 40% real development after 15 days of work.
Let's start by defining the values using the provided statement as a guide:
the schedule variance is as follows:
 Afterwards, calculate the schedule performance index:

2.3.3 Implement and Monitor Project Budget
Implement and monitor actions as per your cost management plan to ensure the project
maintains its financial objectives while being observed by your assessor.
Implementing actions include but are not limited to regularly reviewing the project progress
and addressing problems and issues causing project delays and blowouts, conducting
performance reviews with project team members, implementing a reasonable time limit
for project meetings, etc.
Monitoring actions may include but are not limited to conducting project team meetings to
ensure issues and problems causing project delays, and blowouts are being addressed,
reviewing the performance review schedule and ensuring that reviews are being done
on a timely manner, reviewing hours spent on project meetings, etc.
Secure documentation from your implementation and monitoring as you will submit them
as part of this assessment. The documentation you submit may include but are not
limited to copies of minutes from project team meetings, completed performance
reviews showing you have addressed issues and problems that may lead to project
delays and blowouts, email correspondences, etc.
▪ Practical knowledge of agreed actions to help the project maintain its financial
objectives.
▪ Practical skills relevant to implementing and monitoring these actions.
Before starting this task, review the following the Workplace Assessment Task 2.3.3 –
Observation Form. This form lists all the practical skills you need to demonstrate while
completing this workplace assessment.
assessment.
▪ Documentation of your implementation of actions to ensure the project maintains its

financial objectives.
▪ Documentation of your monitoring of actions to ensure the project maintains its financial
objectives.

▪ Copy of your project cost management plan/project management plan where these
actions are outlined.
In response, an additional value is added to the earned value management calculation used to
determine the budget's status.
• Actual Cost: This is the price paid for the labour expended on a task at a specific moment in time.
It comprises all project-related direct costs as well as indirect costs (expenses incurred in assisting
with project activities). The Actual Cost of Work Performed (ACWP) is another name for it.
In the same manner as the schedule status, you will calculate the following:
• Cost Variance: Determines the precise budget deficit or excess for a project.
The project's percentage of overspending and underspending is determined by the Cost

Performance Index.
If the cost variance assessment yields a positive number, the project is under budget (surplus). On
the other hand, a negative outcome indicates that the project has exceeded its budget (deficit).
When the result is zero, the project's expenses are within budget.
• To obtain the index of cost performance:
In terms of the cost performance index, a project is said to have blown its budget for the completed
work if the result is larger than 100%, or greater than one in decimal notation. In the meantime, the
project has an underrun of costs with the work accomplished (under budgeted) if the outcome is
less than 100% (or one in decimal form). The project cost is as planned if the CPI is 100% or 1.0. As
the project in the case is overbudget due to the CPI being more than 100%, an excess of $5,000 as
indicated by the CV is reasonable.
Project name: Web Development SEO Company
Prepared by: JERRY
Date: 10 April 2022
Predetermined monitoring interval: ABC
Approved Budget: $5500
Date of Budget Approval: 11 April 2022

BUDGET STATUS REPORT
Item Status Comments
Income 10000 Yes Satisfy
Expenses 6000 Completed Satisfy
Variations 150 Yes Satisfy
Actions to
address Bit changed Satisfy
variations
Cost estimate
-1500 -400 Satisfy
adjustments

2.4 Resolve Conflicts with Stakeholders
Resolve two conflicts affecting the attainment of project objectives with project
stakeholders. Conflicts must have a potential or actual impact on the project objectives,
putting the project at risk. Conflicts may arise due to disagreements, poor performance,
conflicting goals, etc.
Attach documents that demonstrate the conflict resolution process used for each conflict as
well as other relevant documentation which may include meeting minutes, email
correspondence, entry from issues log, etc.
Use your organisation's template for documenting the conflict resolution process, or you
may use the Generic Conflict Resolution Template provided along with this workbook.
▪ Practical knowledge of conflict resolution strategies and negotiation skills.
▪ Practical skills relevant to resolving conflicts affecting the attainment of project

objectives with relevant stakeholders.
assessment.
After completing this task, submit the following to your assessor for each of the two
conflicts:
▪ Copies of documents that demonstrate the conflict resolution process used which must
include information about the conflict, a conflict resolution plan and progress notes. You
may use the provided conflict resolution template.
▪ Copies of relevant documentation which may include meeting minutes, email

correspondence, entry from issues log, etc.
Conflict Resolution Template

Conflict Details
Date of issue
11 April 2022
Name
Data Management
Stakeholder(s) involved
Investors, Employees, Customers, Suppliers
Nature of conflict
Conflicts can vary in scope and scale
Viewpoints of
Since the issue directly impacts these stakeholders, their opinions are
stakeholders about the
probably influenced by how the issue affects their objectives,
issue
interests, or general well-being.
Potential/actual impact
spotting possible opportunities—like new technology, industry
on project objectives
trends, or strategic alliances—that could have a favorable impact
on project goals.
Meeting Record 1
Date
15 April 2022
Time
11:30 AM
Attendees
Project Manager, Executives, Client and CEO
Progress of Project, Sales outcome

Discussion points
Action Items Assigned Due Date
AB Project Manager 1 April 2022
XY CEO 2 April 2022
PF Executives 3 April 2022

2.5 Confirm Project Records are Updated
Review project records twice at defined intervals to confirm that project records are
updated against project deliverables. The defined intervals (e.g. weekly) may be
recorded in your project management plan, communication plan, audit schedule, record
management plan, or other.
Use your organisation's template for documenting the project document review outcomes,
or you may use the Generic Project Records Review Template provided along with this
workbook.
▪ Practical knowledge of project records, review intervals and project deliverables.
▪ Practical skills relevant to confirming project records are updated against project
deliverables at required intervals
assessment.
▪ Copies of the project records, one for each review interval.
▪ Copy of documentation showing the defined review intervals, e.g. excerpt from the
project management plan where the schedule of review is indicated.
The project's life cycle generates a significant amount of information on the project. As the project
moves forward, it will be necessary to organize and record these many facts so that they may be
conveniently accessed. Project records come into play here.
Project records are documents or spreadsheets that include specific project information. These
documents are needed long after the project is over, and they are generated from the very
beginning. Project records offer a way to record the many tasks completed and the choices made
during the project. As a result, you need to make sure that project records reflect the deliverables
and results of the project.

Project Records Review
Project Name Web Development SEO Company
Date 23 April 2022
Name of person completing this WILLSON

form
Defined record review intervals, Monitoring and assessing records on a monthly basis to make sure
e.g. monthly they comply with best practices, legal requirements, and
organizational standards is the main goal of record reviews.
Regular evaluations every month assist in guaranteeing continued

adherence to corporate policies, regulatory mandates, and industry
laws. This is especially significant in regulated fields where following
standards is essential.
Document stipulating record This paper serves as an overview of the timetable and protocols for
review intervals, e.g. audit plan SEO Company's routine record reviews. The continuous quality,
compliance, and correctness of organizational records are
guaranteed by the audit plan. The review of records in all
departments and functions is covered by this audit plan.
Record Review 1
Date of review 1 20 April 2023
(must match interval plan)
Names of Record Does the record Does the record Does record
Project Owner list project show the up-to- reflect approved
Records deliverables? date status of changes
(yes / no) deliverables? (yes / no)
(yes / no)
Project Database Yes Yes Yes
Charter Management
Project Plan File System Yes Yes Yes
Project Record Yes Yes Yes

Budget Keeping
Record required actions to update records

Action Items Assigned Due Date
Access the System Team Member 15 April 2023
Verify Record Details Project Manager 15 April 2023
Edit the Record Project Manager 15 pril 2023

2.6 Analyse Project Status and Submit Status Reports
On at least two instances, prepare and submit a project status report documenting your
analysis of the current project progress and status.
Use your organisation's template for documenting the project status, or you may use the
Generic Project Status Report Template provided along with this workbook.
▪ Practical knowledge of project progress, performance, and status.
▪ Practical skills relevant to analysing and submitting status reports on project progress.
assessment.
After completing this task, submit the copies of the project status reports to your assessor.
You should also submit those reports to your project authorities.
In response, project status reports are documents that include details about the state of various
project management functions, project progress, and the percentage of the project that has been
finished. It is necessary to analyse and submit these reports in order to document any noteworthy
modifications. To help swiftly resolve any concerns, pertinent stakeholders and project authorities
should be notified and consulted about any difficulties pertaining to the project's progress. Since
the project functions are its main constituents, you should review both the project management
plan and the status reports on the project's progress.
Project Status Report
Date: 23 April 2023

Status of Project Relative to Project Objectives:
Scope
It aligns with the project's goals and objectives.
Schedule
Weekly Reports
Cost
$5000
Quality
Clarity and Conciseness:
• When communicating, use language that is straightforward and succinct.

• Steer clear of language that non-specialists might not understand.
Progress Report: (what is completed, what is in process, key changes made, when and why,
etc.)
Reporting – Weekly Reports
• Objective: Summarize the project's overarching purpose or objective.
• Present Status: Give a high-level summary of the project's present state, highlighting its
major accomplishments.
• A succinct explanation of the current action.
• The situation right now.
• Anticipated date of completion.
Other issues or comments:
Issues Planned actions Who will address
Access the System Team Member 15April 2023
Project report submitted to:
Name: Client Title: Project Status Report Date: 25 April 2022

a. Identify Issues with Relevant Stakeholders and Project Authorities
Conduct a project team meeting to review the project status against the project plans and
schedules and identify any issues with relevant stakeholders and project authorities.
Issues may relate problems that prevent meeting the project deliverables and difficulties
or conflict experienced by project stakeholders.
this workbook.
▪ Practical knowledge of project review processes.
▪ Practical skills relevant to identifying issues with relevant stakeholders and project
authorities.
assessment.
To help you uncover more project challenges, it is imperative that you consult with important
stakeholders and project authority, such as the project board. Expectations and viewpoints among
stakeholders and project authorities are typically diverse from one another; the project team may
also have distinct expectations and perspectives. These variations may aid in locating problems
within the project.
If stakeholders and project authorities find that the project is underbudgeted when comparing the
cost variance and the cost performance index to the cost baseline, there may be a problem. This
allows the project team, stakeholders, and project authorities to identify the root cause of a
problem, like increased equipment prices, and quickly make the necessary adjustments (like
switching to less expensive options).


Approved Date: 02 March 2022
Author: WILLSON
Minute taker
Role title

being assessed?
play and their roles Executive Assistant (Other student) out of which one (1)
individual will be the Minute Taker.
role?
Time allocated
Chairperson.
Purpose of role You must pretend to be a participant and the person who
takes minutes during the meeting, helping the chairperson
whenever needed.
standards.
• After reading the meeting's agenda, the
minutes taker will invite the other students
(attendees) to begin talking about the assigned

topic.
• During the meeting, the minutes taker will
quickly record any pertinent information as well
as participants' comments on the issues on the
Role play information It is crucial that you arrive at this session
prepared, making sure you:
• Create and deliver pertinent paperwork /
supporting materials to your group;
• Prepare for the session to ensure everything is
covered.
• The agenda items for each meeting will be as
follows:
One (1) person will be the Minute Taker among
the following students: the CEO (another
student), the Executive Assistant (another
student), and the Centre Manager (another
student).
Things to think about when doing this
assignment:
• Maintain organization by carefully organizing
and planning the session.

• Understand your role in taking minutes.
Recognize your business.
• Set up access to all the paperwork needed for
this procedure.
• Be ready to field inquiries.

While role-playing a team member or attendance, keep
the following in mind:
o Make sure that by the end of the session, you

are fully aware of the legislative requirements
and the steps you would need to take to
implement them.
o Be prepared.
o Act professionally throughout the process.
o Be ready to ask questions when you need more
information.
o Give your best response to all questions.
o Recall that you will be expected to chair the
meeting during a different student's evaluation
and to role-play as an attendee and minute
taker, so always give your best effort.
Key outcome expected from Employee attends the meeting which is chaired by the
role-play chairperson.
Employee understands the discussion taking place in the
meeting.
Employee is attentive and supportive during the meeting.
Issues Planned actions Who will address
Access the System Team Member 15 April 2023
Project report submitted to:
Name: Client Title: Project Status Report Date: 25 April 2022

b. Analyse and Submit Change Requests and Impact Analysis for
Approval
Analyse the information gathered in Tasks 2.6 and 2.7 and identify two changes that need to
be made to the project.
For each change, prepare and submit a change request to your project authority for
approval. Each change request must include an impact analysis outlining the effects of
the proposed changes, e.g. on quality, resources, cost, time, documentation, etc.
Use your organisation's template for documenting project change requests, or you may use
the Generic Project Change Request Template provided along with this workbook.
▪ Practical knowledge of tools to control planned activity, key aspects of change requests,
and impact analysis methodologies.
▪ Practical skills relevant to analysing the project progress, identifying required changes,
completing a change request and impact analysis for approval.
▪ Provide the candidate with a copy of policies and procedures relevant to change requests
and approvals.
assessment.
▪ Copies of the two approved project change requests
▪ Copy of policies and procedures relevant to change requests and approvals
The answer is that project modifications are inevitable. Since you do not have total control or
influence on the project, you will at least occasionally run into a substantial change in it. Changes
can result from both external and internal influences. As soon as you receive a modification request
form, be sure to note all of the pertinent information. Examine the information in the modification

request and speak with the people who filed it to get any clarifications that are required. Among
the essential elements of a change request are:
a. The name of the person making the change request;
b. A description of the change's type;
c. The change's impact; and
d. The change's necessary size
Project Change Request Template
Date: 15 April 2023
Changes are requested to be made to the following:
☐ Project Charter ☐ Project Management Approach
☐ Scope Statement ☐ Work Breakdown Structure
☐ Performance Measurement Baselines ☐ Major Milestones and Target Dates
☐ Key Staff ☐ Risk Management Plan
☐ Scope Management Plan ☐ Schedule Management Plan
☐ Cost Management Plan ☐ Quality Management Plan
☐ Staffing Management Plan ☐ Communications Management Plan
☐ Risk Response Plan ☐ Procurement Management Plan
Type of change:
☒ ☐
Scope Cost
☐ ☐
Communications Risk

☐ Time ☐ Quality
☐ Procurement ☐ Other
Areas impacted:
☐ Scope ☐ Cost
☐ Communications ☐ Risk
☐ Time ☐ Quality
☐ Resources ☐ Procurement
Description of required changes:
Identifying all records (e.g. documents, models, standards) that may also be modified when the
changes are incorporated into the project.
Reasons for change(s):
Quality and Time
Impacts Analysis of change(s):

Specify the effects of the proposed changes on quality, resources (availability, quantity), budget/cost,
schedule/time, documentation, etc.
Cost reduce and consume less time
Approval:
Full Name: JERRY
Signature: ---
Date: 15 April 2023

c. Maintain Relevant Project Logs and Registers
Maintain all relevant project logs and registers for your project. Those may include but are
not limited to the changelog, daily activity log, issues log, risk register, task-completion
log, version-control log, etc.
Use your organisation's template for logging and registering project information, or you may
use the Generic Risk Register, Issue Log and Change Log Templates provided along with
this workbook.
▪ Practical knowledge of project management documentation.
▪ Practical skills relevant to maintaining relevant project logs and registers.
assessment.
After completing this task, submit copies of logs and registers you maintained to your
assessor.
In response, project logs and registers are records of a certain type of information that include a list
of specifics. These documents are created from the project's inception and are required all the way
up to its completion. This indicates that the data in these logs and registers is essential and should
be preserved for later use.
The following logs and registers are typically used in the project:
• Daily Log: this is a record of unofficial information not found in project documentation.
• Issues Log: This log keeps track of issues and other relevant data.
• Change Log: This log lists all of the changes that take place during the project.
• Quality Log: this lists the present state of each project component's quality (e.g. deliverable, work
package).
• Task Completion Log: contains information on the finished task, such as the date of completion.

• Version Control Log: This document, which is housed in another document, tracks several
iterations of a document.
• The Risk Register lists recognized risks along with specifics about their occurrence.
Change Log Template

Prepared by: Project Manager and Team
Date: 25 April 2023
ID Date Initiated by Approve By Change Change Source Status

Raised Name Description Impacts
1 20 March WILLSON Project Additional site Improve Website Approval

2022 Manager the ranking Granted
Heading Tags of website Condition
required
2 18 March RAHUL Sen. Executive Landing Pages Google Tools to Approval

2022 Content first crawl create Granted
the unique
content
pages
Risk Register Template

Date: 25 April 2023
ID Date Risk Likelihood Impact if Rating Mitigating Action How will this be reviewed?
Identified Description of the Risk the Risk
Occurring Occurs (Risk review process)
1 2 May Project Medium High High

If one hasn't a revised
2022 purpose
already been business case
and need is
done, finish the with explicit
not well-
defined.
business case deliverables is
and make sure presented to
the PID and the project
project charter board for

clearly state the approval.
goal.
2 10 Project Low High High
Use design Design
May design and
workshops to workshop
2022 deliverable
precisely define scheduled
definition is
incomplete
the scope while
.
gathering advice
from subject
matter experts.
3 21 Project Low Mediu Mediu
Organize Workshop
May schedule is m m
schedule scheduled
2022 not clearly
seminars for the
defined or
understood
project team to
ensure they
comprehend the
plan and
minimize the
possibility of
jobs being
skipped.
4 5 June No control Medium Mediu Mediu
Team managers A briefing has
2022 over staff m m
will receive an been agreed
priorities
overview of the to by the
project's project
significance sponsor. I'm
from the project now setting
sponsor. After up a meeting
the scheduling space.
workshops, as
soon as possible,
soft book
resources and
announce the
final booking
dates.

Part III. Project Closure
3.1 Identify and Allocate Project Finalisation Activities
Develop a project finalisation plan that outlines project finalisation activities,

responsibilities, and due dates.
Use your organisation's template for documenting the project management plan, or you
may use the Generic Project Finalisation Plan Template provided along with this
workbook.
▪ Practical knowledge of project finalisation activities.
▪ Practical skills relevant to identifying and allocating project finalisation activities.
assessment.
After completing this task, submit a copy of the completed project finalisation plan to your
assessor.
The term "project finalization" refers to the official closing of the project. Closing the project,
however, does not mean that it ends after the deliverables are completed. The actions that make
up project finalization make sure the project has accomplished its goals and that the expectations
of the stakeholders have been satisfied in accordance with project baselines (e.g. scope, schedule,
budget). It also gives the chance to reflect on the project in the past and draw conclusions from it.
In order for these tasks to be completed, it is your responsibility as the project manager to ensure
that they are appropriately assigned to the project.
Activities related to project completion include the following:

Transfer of Project Results
Upon completion or achievement, the project deliverable—a.k.a. outcome, such as a product,
service, or result—should be formally turned over to your stakeholders or clients. After
supplemental documents are completed and approved, the client is notified that the project
deliverable is complete.
Contract Termination
As the contract comes to an end, you should make sure that all of its requirements have been
fulfilled. But keep in mind that this only applies to undertakings that are contracted for, like
building projects. Since all of the terms of the contract will be fulfilled by the project, contract
closure aids in project finalization.
Evaluation of the project after completion
Using what are known as lessons-learned meetings, an evaluation should be carried out to
enumerate and record the most important lessons that may be gained from the project. The
project team investigates the methods and procedures that contributed to the project's success as
well as the problems and other catalysts that had a detrimental impact.
Project Finalisation Plan

Date: 25 April 2023
Finalisation Activities Document, Deliverables and Status

tools required
Review and Assign outstanding Project Plan Completed
Task
About final meetings Project Forecasting Report Completed
Finalize Project Finances Closing Project Budget Completed
Confirm project is closing and release Project Closure Email Completed
final payment

Closing meeting with Stakeholders Meeting Room Booking System Completed
Transfer over deliverables to Project Closure communication Email Completed
Stakeholders

3.2 Confirm Project Products and Associated Documentation are Finalised
While being observed by the assessor, meet with project stakeholders to review, and
confirm that the project deliverables and associated documentation are prepared and
ready for handover to the client.
Finalise the project by completing the following documents together with project client,
project sponsor or project authority:
▪ Formal Acceptance and Closure
▪ Formal Acceptance of Product or Phase
Use your organisation's templates for documenting project closure and acceptance
activities, or you may use the following templates provided along with this workbook:
▪ Formal Acceptance and Closure Template
▪ Formal Acceptance of Product or Phase Template
▪ Practical knowledge of project closure activities and documentation.
▪ Practical skills relevant to confirming project products and associated documentation are
prepared for handover to the client promptly.
assessment.

assessment.
▪ Copy of the completed Formal Acceptance and Closure Template.
▪ Copy of the Formal Acceptance of Product or Phase Template.
▪ Copy of the Project Closure Checklist.
When project deliverables or products are made, the project enters its closure phase.
However, even if the project is complete, the finished product is not yet ready to be
turned over. By doing a final product review, you must verify that the project products are
ready for handover. If there are any related documents, these should also be ready to be
submitted to the client. Remember that in order to satisfy the needs and expectations of
the client, these must be completed on time.
Operational procedures are used in the control quality process to confirm that project
deliverables meet client requirements. Quality control is evaluated in relation to quality
metrics that project teams and clients jointly develop during the planning phase. Among
the advantages of quality control are:
o Validation of the finished product (or other deliverables);
o adherence to stakeholder expectations;
o identification of the cause of low output quality;
o and feedback, such as suggestions for quality improvement
Data Collection
• Checklists: These aid in the organized management of the control quality tasks.
• Check Sheets: These are used to compile information that will make it easier to gather data about
a possible quality problem.
• Statistical Sampling: This technique measures and verifies product quality by randomly selecting a
portion of a population of interest for quality testing (e.g., selecting 5 goods from a total of 30
manufactured).
• Surveys and questionnaires: these tools can be used to compile information on consumer
satisfaction with the offered good or service as well as feedback.
Performance reviews are employed to monitor, compare, and analyze quality metrics pertaining to
actual outcomes in relation to the quality management plan.
• Root Cause Analysis: this method aids in discovering the causes of quality problems.
Formal Acceptance and Closure Template

Date: 25 April 2023
Name of Client or Sponsor: JAFFY
Statement of Formal Acceptance:
This project, project phase, or major deliverable meets or exceeds agreed-upon performance
standards for scope, quality, schedule, and cost, and the undersigned formally accepts the
above-identified project as completed. We also state that we have seen documentation
demonstrating compliance with all applicable legal and regulatory requirements.
Additional Remarks:
Approval Granted
Accepted by JERRY Date 25 April 2022
Accepted by JAFFY Date 25 April 2022
Accepted by WILLSON Date 25 April 2022
Signed form distributed to:
Stakeholder – Project Manager Date 28 April 2022
Stakeholder – Sen Team Executive Date 30 April 2022
Stakeholder – Custom Relation Manager Date April 2022
Project Closure Checklist

Date: 25 April 2023

Customer has accepted all project results: Accepted by:
1 Complete Works Team Member

2 Test Building System Project Manager
3 Final Inspection Project Manager
4 Control Documentation Sen Executive
5 Customer Satisfaction Client
Customer has accepted all other deliverables: Accepted by:
1 Project Plan Project Manager

2 Project Forecasting Report Client
3 Audit Analysis Client
4 Monthly Progress Report Client
5 Task Activities Report Project Manager
Customer has accepted from delivering organization all other project requirements:
Accepted by:
1 Staff evaluations Completed

2 Budget reports Completed
3 Lessons learned Completed
4 Other Completed
5 Other Completed
Comments or remaining issues: Access the System and Verify record details
Checklist submitted by: Project Manager
Name/Title: JERRY Signature: --- Date: 25 April 2023

3.3 Finalise Financial, Legal and Contractual Obligations
Finalise all financial, contractual, and legal obligations for the project.
Submit evidence that demonstrates that you have finalised all financial, legal, and
contractual obligations you were responsible for as agreed with the project client,
sponsor, and authority.
▪ Practical knowledge of financial, legal, and contractual obligations relevant to the

project.
▪ Practical skills relevant to finalising financial, legal, and contractual obligations.
assessment.
▪ Copies of finalised financial documents. Those may include finalised records of project
expenditures, finalised budget, final payments to project suppliers and other final
financial transactions, final financial report, etc.
▪ Copies of finalised legal documents. This may include the product or phase acceptance
by the client, whereby legally handing over the rights of the product from the supplier
(you) to the client, sponsor, and authority.
▪ Copies of finalised contractual documents. This may include a written confirmation by

the client, sponsor, and authority that all contractual deliverables have been delivered
and that the contract is finalised.
As the project draws to an end, it is imperative that you conclude all non-project related commitments. This
implies that you must fulfill all of your contractual, legal, and financial duties prior to project sign-off.
Monetary Requirements
Financial responsibilities include the following:

o paying for hired equipment from a third party,
o paying for contracted workers according to their contracts,
o paying supplier invoices and other transactions,
o paying taxes, settling reimbursements and deposits,
o and paying for other unspecified but incurred transactions.
o All of these payments and other financial transactions must be settled before the project closes.
Legal Responsibilities
Projects ought to constantly follow all applicable laws, both locally and nationally. As a result, project
procedures ought to conform to the legal requirements and guidelines issued by the regulatory
body. Important legal requirements to take into account are:
Health, Safety, and Security: The project must be able to satisfy the needs of each and every
participant in terms of health, safety, and security. This entails providing for the physical, emotional,
and psychological well-being of employees and personnel.
Quality and Performance: Government-established industry standards should be met by projects.
Environmental Impact: In order to ensure that the processes engaged in the project support the
sustainability and preservation of the environment, projects must also adhere to environmental
rules.
Intellectual property: Projects must abide by the rules governing appropriate use of intellectual
property.
Regulatory Approvals – Project should adhere to regulatory requirements, such as permits, licenses,
certifications and other authorisations.
Contractual Liabilities
You should complete all of your contractual duties in addition to your legal obligations. This implies
that all project contracts, particularly those pertaining to suppliers, need to be examined to ensure
that all requirements have been satisfied or fulfilled. As a result, you need to check that all of the
provisions of each contract are being followed for your project. Procurement audits provide an
opportunity to assess this.
In a procurement audit, a contract's terms, procedures, and completeness are examined for
accuracy, efficacy, and completeness. This aids in the assessment and documentation of the various
agreements and contracts established throughout the project. When a contract is being closed,
procurement audits are typically conducted to ensure that the project management and contract
requirements are being followed throughout the procurement process plan for consistency.
Project closure brings an opportunity to review the financial, legal and contractual aspects of the
project before the project is considered closed or finished. Make sure to check and finalise project
obligations to these aspects to make sure you have complied and satisfied their requirements.

3.3 Seek Feedback from Relevant Stakeholder and Project Authorities
Conduct a project review meeting to seek feedback from relevant stakeholder and project
authorities on project implementation, management, and integration, while being
observed by the assessor.
Use your organisation’s template for documenting the minutes of this meeting, or you may
use the Generic Meeting Minutes Template provided along with this workbook.
▪ Practical knowledge of project implementation, management, and integration.
▪ Practical skills relevant to seeking feedback from relevant stakeholder and project
authorities on project implementation, management, and integration.
assessment.
When the project is nearing its conclusion, it is imperative that you ask your stakeholders and
project authorities for their opinions on the project, with a focus on implementation, management,
and integration. The way you and your project management team view the project is different from
that of stakeholders and project authorities.
This allows project authorities and stakeholders to share important details and insights about
particular project areas that you may have missed or failed to notice. Analyzing the data collected
can help to enhance project management procedures and activities. As a result, you need to invest
effort in creating and implementing strategies to get input from project authorities and
stakeholders.
Here are some pointers to think about when asking project authorities and stakeholders for their
opinions.
• Employ appropriate communication techniques. You should think about the most effective
approach to get their input. The incorrect kind of feedback technique will just make it more difficult
for you to obtain the information you require. Among the techniques for obtaining feedback are:

• Meetings: The most effective technique to obtain input is through meetings. It promotes open
communication because both parties are able to express their opinions about the completed
project.
• Surveys: You can obtain quantitative and qualitative input by giving survey forms (in hard or soft
copies). They can be used in addition to other feedback techniques. Ensure that the survey can be
easily understood and that all of the questions and statements are easily answered.
• Interviews – In addition to meetings, you can have one-on-one conversations with your
stakeholders to provide them a private forum to contribute their input, as not everyone feels
comfortable speaking up in front of a group.
In order to ask stakeholders and project authorities for constructive feedback, several actions are
required. To ensure that you receive helpful criticism and information, keep in mind that each
person has different preferences. You can ask for input on the following specific project aspects:
o project implementation,
o project management,
o and project integration.

Approved Date: 02 April 2022
Author: JERRY

Minute taker
Role title

being assessed?
play and their roles Executive Assistant (Other student) out of which one (1) individual
will be the Minute Taker.
role?

Time allocated
Chairperson.
Purpose of role You must pretend to be a participant and the person who takes
minutes during the meeting, helping the chairperson whenever
needed.
standards.
• After reading the meeting's agenda, the minutes
taker will invite the other students (attendees) to
begin talking about the assigned topic.
• During the meeting, the minutes taker will quickly
record any pertinent information as well as
participants' comments on the issues on the

you:
• Create and deliver pertinent paperwork / supporting

materials to your group;
(another student), and the Center Manager (another student).
While completing this work, keep the following in mind: • Be
organized – make sure the session is well-planned and
prepared.
o Understand your role in taking minutes.

o Recognize your business.
o Set up access to all the paperwork needed for
this procedure.
o Have your questions ready.
o Be ready to field inquiries.
While role-playing a team member or attendance, keep
the following in mind:
o Make sure that by the end of the session, you are

fully aware of the legislative requirements and the
steps you would need to take to implement them.
o Be prepared.
o Act professionally throughout the process.
o Be ready to ask questions when you need more
information. Give your best response to all
questions.
o Recall that you will be expected to chair the
meeting during a different student's evaluation and
to role-play as an attendee and minute taker, so
always give your best effort.
the chair.
role-play
meeting.
Review criteria Yes / No If “No”, describe the issue

identified
Did stakeholders communicate timely? ☐ Yes ☐ Yes

No
Identify and Document Risk Management ☐ Yes ☐ Yes

Issues No
Looking at the percentage of activities that were completed ☐ Yes ☐ Yes

on time. No
Did stakeholders communicate according to agreed ☐ Yes ☐ Yes

frequencies? No
The estimated cost of the project and ☐ Yes ☐ Yes

No
Number of change requests from the clients ☐ Yes ☐ Yes

No

3.5 Document Lessons Learned
Document the Lessons Learned from this project based on the feedback received from
project stakeholders and authorities in Task 3.4 to improve future projects.
Use your organisation’s template for documenting lessons learned, or you may use the
Generic Lessons Learned template provided along with this workbook.
▪ Practical knowledge of documenting Lessons Learned.
▪ Practical skills relevant to documenting feedback received to improve future projects.
Before starting this task, review the Workplace Assessment Task 3.5 – Assessor’s Checklist
provided along with this workbook. This form lists the criteria your submissions must
address to complete this task satisfactorily.
assessment.
After completing this task, submit a copy of the Lessons Learned to your assessor.
You need to keep a record of the input you get from project authorities and stakeholders. If you do
not properly store and document feedback, it will be wasted. The accessibility of the documents is
another aspect of documentation that is focused with making future initiatives better by serving as
a reference.
Taking into account the following, you should accurately record the feedback you have received:
• Inform them of the submission deadline;
• Compile the reviews according to categories.
• Determine the average rating.
• Make use of the assistance of available apps and programs.
Lessons Learned Document

Date: 25 March 2023

Lesson Learned Number: XYZ
Lesson Learned Proposed Name: ABC
Project Team Role: In charge of overseeing the project's overall management and making sure that
its objectives are met within its allocated scope, time, and financial restrictions.
Specific Practice, Tool or Technique Being Used:

Trello: a visual collaboration tool that arranges tasks and projects using cards, lists, and boards.
Agile project management is a common application for it.
What was the action undertaken?

After presenting the finished product to stakeholders, the team gathers their input. After
reviewing the sprint, the team decides what worked well, what needs to be improved,
and what needs to be done differently for the following sprint. Together, these activities
foster teamwork, flexibility, and an emphasis on producing incremental value, all of
which are critical to the success of the Agile project. The Scrum framework offers an
organized method for carrying out these tasks over the course of the project lifecycle
with its clearly defined roles, events, and artifacts.
What is the specific Lesson Learned?

Considerate Sprint Planning Reduces Scope Creep. As additional needs were presented
by stakeholders throughout the project's early sprints, scope creep had a tendency to
happen. Meeting sprint goals and keeping a focused sprint backlog became difficult as a
result.
Who should be informed about this Lesson Learned? (check one)
 Executive(s) Project  Project Team  All Staff  Other:

Manager

Assessment Workbook Checklist
Note that BSBPMG540 requires three projects, so the Workplace Assessment Task
List and Evidence List are listed three times.
TO THE CANDIDATE
When you have completed this assessment workbook, review your work, and ensure that:
◻ You have completed all the Knowledge Assessments Questions.
◻ You have completed the Practical Assessments in this workbook
◻ Practical Assignment
◻ Task 1 – Identify organisational documentation for recording strategies and

goals for integration processes
◻ Workplace Assessment
◻ Task 1.1.1
◻ Task 1.1.2
◻ Task 1.2
◻ Task 1.3
◻ Task 1.4
◻ Task 1.5
◻ Task 1.6
◻ Task 1.7.1
◻ Task 1.7.2
◻ Task 2.1
◻ Task 2.2
◻ Task 2.3.1.1

◻ Task 2.3.1.2
◻ Task 2.3.2.1
◻ Task 2.3.2.2
◻ Task 2.3.3
◻ Task 2.4
◻ Task 2.5
◻ Task 2.6
◻ Task 2.7
◻ Task 2.8
◻ Task 2.9
◻ Task 3.1
◻ Task 3.2
◻ Task 3.3
◻ Task 3.4
◻ Task 3.5
◻ You have saved and submitted the following evidence:
◻ This completed workbook
◻ Assessment Workbook Cover Sheet signed and scanned
◻ You have saved and submitted the following evidence
◻ Workplace Assessment Task 1.1.1
◻ Meeting minutes

◻ Copies of all prepared project initiation documentation
◻ Workplace Assessment Task 1.2
◻ Project stakeholder register
◻ Meeting minutes
◻ Strategic alignment analysis
◻ Meeting minutes
◻ Project charter
◻ Copies of project documents used as reference
◻ Meeting minutes
◻ Project governance structure
◻ Copy of organisational policies and procedures relevant to documenting a

project management plan
◻ Copy of your completed project management plan
◻ Copies of relevant documents, templates and tools that will be part of the

project management planning
◻ Third-Party Report
◻ Meeting minutes
◻ Copy of the updated and approved (signed) project plan
◻ Workplace Assessment Task 2.3.1.1
◻ Documentation from the implementation of scope validation procedures
◻ Documentation from monitoring and control of scope changes within the

project’s time constraints

project’s cost constraints

project’s quality constraints
◻ Copies of the output from the mechanisms put in place
◻ Copies of workplace resources accessed and reviewed
◻ Copies of project documents accessed and reviewed
◻ Copies of relevant communication with project team members
◻ The analyses completed of the schedule baseline variances

◻ Documentation of implementation of actions to ensure the project

maintains its financial objectives
◻ Documentation of monitoring of actions to ensure the project maintains its

financial objectives
◻ Copy of project cost management plan/project management plan where

these actions are outlined
◻ Copies of documents that demonstrate the conflict resolution process used
◻ Copies of relevant documentation
◻ Copies of the project records, one for each review interval
◻ Copy of documentation showing the defined review intervals
◻ Two of the project status reports
◻ Meeting minutes
◻ Copies of the two approved project change requests
◻ Copy of policies and procedures relevant to change requests and approvals
◻ Copies of maintained logs and registers

◻ Project finalisation plan
◻ Copy of the completed Formal Acceptance and Closure template
◻ Copy of the completed Formal Acceptance of Product or Phase template
◻ Copy of the completed Project Closure Checklist
◻ Copies of finalised financial documents
◻ Copies of finalised legal documents
◻ Copies of finalised contractual documents
◻ Meeting minutes
◻ Lessons learned
IMPORTANT:
You must achieve a satisfactory result in ALL assessment tasks to be deemed COMPETENT
for the unit/s relevant to this workbook.
To be deemed competent in the unit/s of competency relevant to this workbook, you must
successfully complete all the requirements listed above according to the prescribed
benchmarks provided to the assessor.

TO THE ASSESSOR
When you have completed assessing the assessment workbook, review the candidate’s
submission against the checklist below:
◻ The candidate has completed all the Knowledge Assessments Questions.
◻ The candidate has completed the Practical Assessments in this workbook
◻ Practical Assignment
◻ Task 1 – Identify organisational documentation for recording strategies and

goals for integration processes
◻ Workplace Assessment for:
◻ Task 1.1.1
◻ Task 1.1.2
◻ Task 1.2
◻ Task 1.3
◻ Task 1.4
◻ Task 1.5
◻ Task 1.6
◻ Task 1.7.1
◻ Task 1.7.2
◻ Task 2.1
◻ Task 2.2
◻ Task 2.3.1.1
◻ Task 2.3.1.2
◻ Task 2.3.2.1

◻ Task 2.3.2.2
◻ Task 2.3.3
◻ Task 2.4
◻ Task 2.5
◻ Task 2.6
◻ Task 2.7
◻ Task 2.8
◻ Task 2.9
◻ Task 3.1
◻ Task 3.2
◻ Task 3.3
◻ Task 3.4
◻ Task 3.5
◻ The candidate has saved and submitted the following evidence:
◻ This completed workbook
◻ Assessment Workbook Cover Sheet signed and scanned
◻ The candidate has saved and submitted the following evidence
◻ Meeting minutes
◻ Copies of all prepared project initiation documentation

◻ Project stakeholder register
◻ Meeting minutes
◻ Strategic alignment analysis
◻ Meeting minutes
◻ Project charter
◻ Copies of project documents used as reference
◻ Meeting minutes
◻ Project governance structure
◻ Copy of organisational policies and procedures relevant to documenting a

project management plan
◻ Copy of your completed project management plan
◻ Copies of relevant documents, templates and tools that will be part of the
project management planning
◻ Third-Party Report

◻ Meeting minutes
◻ Copy of the updated and approved (signed) project plan
◻ Documentation from the implementation of scope validation procedures

project’s time constraints

project’s cost constraints

project’s quality constraints
◻ Copies of the output from the mechanisms put in place
◻ The analyses completed of the schedule baseline variances

◻ Documentation of implementation of actions to ensure the project
maintains its financial objectives
◻ Documentation of monitoring of actions to ensure the project maintains its

financial objectives
◻ Copy of project cost management plan/project management plan where

these actions are outlined
◻ Copies of documents that demonstrate the conflict resolution process used
◻ Copies of relevant documentation
◻ Copies of the project records, one for each review interval
◻ Copy of documentation showing the defined review intervals
◻ Two of the project status reports
◻ Meeting minutes
◻ Copies of the two approved project change requests
◻ Copy of policies and procedures relevant to change requests and approvals
◻ Copies of maintained logs and registers
◻ Project finalisation plan

◻ Copy of the completed Formal Acceptance and Closure template
◻ Copy of the completed Formal Acceptance of Product or Phase template
◻ Copy of the completed Project Closure Checklist
◻ Copies of finalised financial documents
◻ Copies of finalised legal documents
◻ Copies of finalised contractual documents
◻ Meeting minutes
◻ Lessons learned
IMPORTANT:
The candidate must achieve a satisfactory result in ALL assessment tasks to be deemed
COMPETENT for the unit/s relevant to this workbook.
To be deemed competent in the unit/s of competency relevant to this workbook, the
candidate must successfully complete all the requirements listed above according to the
prescribed benchmarks.

Record of Assessment (Assessor’s Use Only)
RECORD OF ASSESSMENT
Candidate’s Name
RTO Name
RTO Contact Number
RTO Email Address
Assessor’s Name
Unit of Competency BSBPMG540 - Manage Project Integration (Release 1)
Knowledge Assessment S NYS
Question 1 □ □
Question 2 □ □
Question 3 □ □
Question 4 □ □
Question 5 □ □
Question 6 □ □
Question 7 □ □
Question 8 □ □
Question 9 □ □
Question 10 □ □
Question 11 □ □

Practical Assessment
Practical Assignment S NYS
Task 1 □ □
Workplace Assessment S NYS
Task 1.1.1 □ □
Task 1.1.2 □ □
Task 1.2 □ □
Task 1.3 □ □
Task 1.4 □ □
Task 1.5 □ □
Task 1.6 □ □
Task 1.7.1 □ □
Task 1.7.2 □ □
Task 2.1 □ □
Task 2.2 □ □
Task 2.3.1.1 □ □
Task 2.3.1.2 □ □
Task 2.3.2.1 □ □
Task 2.3.2.2 □ □
Task 2.3.3 □ □
Task 2.4 □ □
Task 2.5 □ □
Task 2.6 □ □
Task 2.7 □ □
Task 2.8 □ □
Task 2.9 □ □

Task 3.1 □ □
Workplace Assessment S NYS
Task 3.2 □ □
Task 3.3 □ □
Task 3.4 □ □
Task 3.5 □ □
Rules of Evidence S NYS
All knowledge and skills evidence submissions are valid □ □
All knowledge and skills evidence submissions are

□ □
authentic

□ □
sufficient

□ □
current
Signature Authentication Checklist

This checklist will guide you in authenticating the signatures provided by the
candidate in their assessment workbook and evidence submissions.
Read each checklist item and tick the box only if you confirm that the item is a true
and accurate reflection of the signature authentication you have conducted.
Checklist Compl
ete
d
I have checked the signature provided by the candidate in the

Assessment Workbook Cover Sheet against the signature they □
provided to the Training Provider.
I confirm the signature provided by the candidate in the Assessment

Workbook Cover Sheet matches the signature they provided to □
the Training Provider.
I confirm ALL signatures provided by the candidate in their evidence □

submissions match with the signature they provided to the

Training Provider.

Third-Party Verification Log
Instructions for the Assessor:
You are required to contact all third-party personnel involved in the candidate’s
assessment to verify the candidate’s performance and evidence submissions
and to confirm with them whether the candidate’s evidence submissions are true
and accurate.
Complete this Third-Party Verification Log to document your completion of this
process. When completing this log, provide all of the following required
information for each third-party personnel:
▪ Name of third-party personnel contacted
▪ Role in the candidate’s assessment (e.g. workplace supervisor, observer, or

candidate)
▪ Contact details (phone number or email address)
▪ Date contacted
You must also confirm that third-party personnel have verified the candidate’s
evidence submissions are true and accurate.
Name of Role in Contact Date Third-Party

Thir the Deta cont verifies
d- Can ils acte evidence
part didat (Pho d submission
y e’s ne s of the
Cont Asse num candidate
acte ssm ber are true and
d ent or accurate?
emai
l
addr
ess)
Yes □ No □
Assessor’s
Notes
Yes □ No □
Assessor’s
Notes

Yes □ No □
Assessor’s
Notes
Yes □ No □
Assessor’s
Notes
Overall Result for this Workbook S NYS
Overall Result □ □

Assessor’s comments/feedback
Assessor Declaration
I declare that the results recorded in this Record of Assessment are true and
accurate.
Assessor’s name Assessor’s signature
Date signed
End of Record of Assessment (For the Assessor’s Use Only)
End of Document


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Version Control & Document History

Date Summary of Modifications Version

30 November Version 1.0 released for publishing 1.0

▪ If the question instructs you to describe, provide a description as your

▪ Where there is a number of required responses, provide the required number

The features of a competency-based assessment system are:

▪ In competency assessment, a candidate receives one of only two outcomes –

▪ The basis of assessment is in applying knowledge for some purpose. In a competency

▪ Assessment, where possible, must include judgements based on evidence

▪ Assessment must be reliable and must be regularly reviewed to ensure that

▪ Assessors must be trained in national competency standards for assessors to

▪ Assessment must provide for the recognition of knowledge, skills, and

▪ Assessment must be made accessible to candidates through a variety of

▪ Assessment must be mutually developed and agreed upon between assessor

▪ Assessment must be able to be challenged. Appropriate mechanisms must be

▪ Assessment must provide for reasonable adjustments, where appropriate, to

▪ The same learning opportunities as candidates without a disability, and

▪ The same opportunity to perform and complete assessments as those without a

▪ Customising resources and assessment activities within the training package or

▪ Modifying the presentation medium

▪ Use of assistive/adaptive technologies

▪ Monitoring the adjustments to ensure candidate needs continue to be met

The Unit of Competency

The Context of Assessment

▪ Assessor to supervise and observe candidate as they complete assessments, where

▪ Workplace, or a similar environment, where the candidate can complete the

● Policies and procedures relevant to developing a project charter

● Policies and procedures relevant to documenting a project

● Policies and procedures relevant to validating the project scope

● Policies and procedures relevant to monitoring mechanisms for a

● Policies and procedures relevant to monitoring project progress

● Policies and procedures relevant to change requests and approvals

o Workplace templates, including:

● Project Scope Statement

● Strategic Alignment Analysis

● Organisational Chart and/or RACI Matrix

● Project Management Plan

● Project Records Review

● Project Status Report

● Project Change Request

● Project Finalisation Plan

● Formal Acceptance and Closure

● Formal Acceptance of Product or Phase

● Project Closure Checklist

o Workplace personnel to participate in the projects, including:

● Higher authority – This can be the Project Manager or the individual

● Clients – Individuals that receive and benefit from the project

The candidate will need access to:

▪ Computer with Internet, email access, and a working web browser

▪ Installed software: MS Word, Adobe Acrobat Reade

Title Manage project integration (Release 1)

First and Last Name Bharat Bhushan

Phone +61 430 084 799

Name: Signature: Date signed:

This individual, who holds the highest level of

The people who make up the Project Board are

This kind of forum consists of multiple subject-

Stakeholder What do they do?