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BSBPMG521 – Manage project integration

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◻ I declare that this task is all my own work and I have not cheated or plagiarised the work or colluded with any
other student(s).
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according to the process explained to me.
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Student name DOUGLAS MITSUHITO SANO

Student ID number 41427

Student signature Date

Task Number TASK 1 21/07/2019

RTO Provider 91153 - Cricos Code: 02672K
greenwichcollege.edu.au
 Assessment Task 1 Instructions

Provide answers to all of the questions below:

1. Explain project governance.

Project governance is the structure of a company that guides projects regarding
responsibilities and accountabilities. Summarizing, it is the framework
supporting the making decisions flow-work. Project governance can be explained
two questions: “Whom will I be reporting?” and “Who must report to me?”.
Answering the questions, the project manager has the main structure of the main
guide of a project governance and an oversight of the entire project. It is important
to cite the sponsor role that is crucial in a project governance since he server as
the link between the board, project manager and stakeholders.

2. Summarise two project governance models and explain one advantage

and disadvantage of each.
- Programmatic Based: A traditional structure in which program sector managers
have formal authority over most resources. It is only suitable for projects within
one program sector.
Advantage: it is easier to make decisions, since the management is located in one
person only.
Disadvantage: there is no outside vision opinion.
- Matrix Based: This model allows program units to focus on their specific
technical competencies and allow projects to be staffed with specialists from
throughout the organisation.
Advantage: The outcomes of each unit tend to be extremely favourable since the
specialist for the task has been designed.
Disadvantage: It is difficult to organize timelines and communication among the
many sectors.
3. Describe the purpose of a Work breakdown structure and the key steps
involved in creating a Work breakdown structure.
The Project Management Body of Knowledge (PMBOK) defines the Work
Breakdown Structure as a "deliverable oriented hierarchical decomposition of the
work to be executed by the project team." The WBS visually and schematically
defines the scope into manageable chunks that a project team can understand, as
each level of the work breakdown structure provides further definition and detail.
Some keys steps can be highlighted to a smooth process of creation of a WBS:
- Identify the most important pieces of scope: It is easier to manage the entire
project if you think early about what is most important of what is going on.
- Decide on the best project organization: The challenge here is to think ahead
about the scope, the organization, and what kind of accounting is desired.
- Break down the project: Once the project team decides how the project is to be
organized, the team can then begin to focus on the major pieces of scope that need
to be completed.
- Identify the requirement attributes for each activity: To be reliable, any project
needs to be carefully developed and based on a full understanding of the activity
requirements.

4. Describe the concept of decomposition in project management and its

role in breaking project objectives into achievable project deliverables.
Decomposition in project management means to break down your scope into
sizable proportions that are manageable, controllable, and executable. The Project
Management Institute's (PMI) Project Management Body of Knowledge Guide
(PMBOK) states the initial step in project management is to decompose your
project scope.
Regardless of the size of your project, every project must be decomposed and the
project triple constraints are used to highlight the importance of breaking down
projects:
- Project Cost/Budget Estimation: The team leaders need to breakdown your
project to a high level and submit cost estimates quickly. Senior management
expects the project manager, to submit your project costs/budgets within a few
days after being assigned your projects. In many cases, Project Management
Offices (PMOs) will already have project cost estimations because PMOs are
responsible for devising repeatable processes.
- Project Resource Assignments: It is necessary to break down your project to a
level that allows you to identify the resources required to implement your project
successfully. In the project charter, it is documented the project resources, which
stems from the project scope decomposition. Usually, it is challenging to request
additional resources after the project charter has been authorized. This means,
initially, it is needed to do a great job decomposing the project in order to identify
all of project resources.
- Project Schedule: The work breakdown structure (WBS) is the most popular
reason pertaining to project decomposition. If it is applied the traditional waterfall
methodology, the WBS is broken down into lower levels in an outline format to
manage the execution of the project scope. When applying the Agile/Scrum
methodology there are a few decomposition levels; the user story (stories) level is
the lowest level of the decomposition process and it is advisable to create multiple
stories until you reach a manageable point. Ultimately, it is necessary to establish
a decomposed schedule that allows you to control and manage your project.

5. Explain the role of the project management life cycle in project

management and describe each key phase.
It does not matter what project the project manager is preparing for, the life cycle
can assist in narrowing the project's focus, keeping its objectives in order and
finishing the project on time, on budget and with a minimum of issues. Every
project management life cycle contains five steps: Initiation, Planning, Execution,
Monitoring/Control and Closure.
- Initiation: In this step it is provided an overview of the project in addition to the
strategy it is planned on using in order to achieve the desired results. This phase
it is appointed a project manager who in turn will select the required team
members.
- Planning: The second step of any successful project management life cycle is
planning and should include a detailed breakdown and assignment of each task of
your project from beginning to end. The Planning Phase will also include a risk
assessment in addition to defining the criteria needed for the successful
completion of each task.
- Execution and Control: During the Execution and Control phases, the planned
solution is implemented to solve the problem specified in the project's
requirements. As the Execution and Control phases progress, groups across the
organization become more deeply involved in planning for the final testing,
production, and support.
- Closure: The Closure phase is typically highlighted by a written formal project
review report which contains the following elements: a formal acceptance of the
final product by the client, Weighted Critical Measurements that is a match
between the initial requirements laid out by the client against the final delivered
product, lessons learned, project resources, and a formal project closure
notification to higher management.

6. Assume that you have been appointed as Project Manager of a firm of

lawyers based in Sydney who wishes to establish an additional office in
Melbourne. A timeline of 3 months is given plus maximum budget of
$20,000 rent per month for the new office.
Explain each part of the project life cycle relevant to this project and
provide an outline of an appropriate project governance structure.
- Initiation: It is the ongoing situation of the project where the project manager
has been appointed, the timeline has been given and the entire budget has been
offered. This part of the project is the draft and first steps for the entire project,
the more information collected or processed, the more successful the outcomes will
be.
- Planning: The planning is the beginning of the project, even though is hard to
see real outcomes from this step, much of the final accomplishment come from
here. It is time to detail the project, breakdown all phases needed, assign tasks
and study all risks involved. On the study case, it is possible to detail the project
with the size of the new office, how many people the new space has to
accommodate, if there is a preferable suburb in Sydney. The project can be divided
in 3 phases, fitting the company needs to rooms available on the market, selection
of 3 or 4 locations for a presentation to stakeholders, pros and cons of the place,
contract, reshape the space to the company demands, moving in and closure. The
project will need 2 general assistants to support the project manager and the risks
can occur when the budget won’t be enough as well the time of 3 months to find
out a new office not being sufficient.
- Execution and Control: With all the information collected and gathered also,
tasks being assigned, it is the moment to execute the project controlling all the
steps to achieve the expected outcome.
- Closure: It is the moment when all the planning and final results are compared
and analysed to check how the project has been successful and collected feedback
for future projects.

7. Identify and describe two organisational documents that can be used

to record strategies and goals for project integration.
- Project Charter: Creating a project charter document, a one- or two-page
summary of the project, helps sponsors and stakeholders agree upon the project’s
goals and objectives.
- Assumptions: Project managers document their assumptions as part of project
integration planning and validate these beliefs with sponsors, stakeholders and
team members. Managing quality effectively involves setting up checklists and
quality management processes to check output against the established criteria.

8. Describe how a project scope management plan assists with recording

strategies and goals for project integration processes.
Project scope management clearly sets out what is or is not included in the project,
and controls what gets added or removed as the project is executed. Scope
management establishes control mechanisms to address factors that may result
in changes during the project lifecycle. Without defining the project scope, the cost
and time that the project will take cannot be estimated. At times, due to a lack of
communication, the scope may need to change. It directly affects the cost and
disturbs the schedule of the project, causing losses.