Answer To: AISL Pty Ltd T/A Rosehill College RTO No: 41257 | CRICOS Code: 03622A BSBPMG521 Manage project...
Amar answered on May 12 2021
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Running Header: BSBPMG521 – Manage Project Integration
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BSBPMG521 – Manage Project Integration
BSBPMG521 – Manage Project Integration
Assessment Task 1 – Written Questions
1. Project governance refers to the function of oversight which shall be aligned to the specific governance model of the organization as well as entails overall lifecycle of the project. The two of the critical elements with respect to the same include: [1] alignment with the governance of the organization, that is, there is a requirement for understanding specific project environment for the purposes of making sure there being optimal fit to the governance established for the organization (Too & Weaver, 2014; Meredith et al., 2017; Mir & Pinnington, 2014). This form of an alignment shall always be crucial and need to be considered to define the framework of project governance, related roles as well as responsibilities, and to undertake engagement / communication with the stakeholders, and [2] governance plan longevity and monitoring / controlling, that is, the stated components of longevity, monitoring, and controlling shall come in fruition over the project’s life cycle. Concerned project manager shall ensure the relevant governance plan will get implemented all through the project as well as in addition monitor / control overall effectiveness concerning governance plan (Too & Weaver, 2014; Meredith et al., 2017; Mir & Pinnington, 2014).
2. The two models of project governance identified include the following – [1] The model for project governance proposed by Turner (2009) essentially ascertains structures as well as roles pertaining to governance in the context of a project. The model comprises four keys roles in project governance and includes sponsors, stewards, project manager and owner / business change manager. The advantage of this model is that the clarity and specific nature of the roles and the disadvantage being its simplicity and limited application, and [2] Renz et al. (2007) proposes a model for project governance which is characterized by six critical elements / functions of system management, mission management, extended form of stakeholder management, integrity management, audit management and risk management. The advantage of this model is that its comprehensive and wider scope while the disadvantage of this approach is that the same is not applicable to smaller projects.
3. Work Breakdown Structure (“WBS”) is prepared by hierarchical breaking down of the project scope and overall project in the form of smaller and manageable size tasks structured and organized in a sequential and dependent manner as tabular and / or else visual hierarchy presentation having number of levels depending on the project context. WBS represents the building the block for the project planning using which the key planning for the various processes in the project like schedule, budget, resource, etc. shall be suitably planned and finalized (Too & Weaver, 2014; Meredith et al., 2017; Mir & Pinnington, 2014).
4. In the context of undertaking project management, decomposition shall in essence entail the gathering of information pertaining to major set of project deliverables as well as the analysis of the various affiliated tasks, starting the development pertaining to WBS at highest levels, decomposing upper levels of WBS to detailed set of components in the lower level, identifying each of the work package as well as the components of WBS using unique code, verifying if extent of the decomposition pertaining to work shall be essential as well as sufficient, and to ensure that level counts pertaining to WBS are sufficient and need not necessarily be same concerning all of the deliverables (Too & Weaver, 2014; Meredith et al., 2017; Mir & Pinnington, 2014).
5. The life cycle in a project management essentially presents processes from a high-level perspective to deliver the specific project in a successful manner (Too & Weaver, 2014; Meredith et al., 2017; Mir & Pinnington, 2014). The overall life cycle in the project management context are broken-down usually as four different phases comprising initiation phase, planning phase, execution phase and the closure phase. All of these phases shall make up a path which will lead the project from its start to its end. The description of each phase are as follows: [1] initiation: as the name indicates, initiation entails the establishing the scope / objectives of the project, undertaking feasibility assessment, determining the stakeholders for the project, business case establishment and documenting statement of the work, [2] planning: once project is approved and initiation is kicked off, the various processes for the project shall be planned spanning schedule, budget, risk, communication, resources and other, and the same shall be documented as project management plan (“PMP”). After undertaking a meeting for project kick-off, the project shall be officially started (Too & Weaver, 2014; Meredith et al., 2017; Mir & Pinnington, 2014), [3] execution: essentially the implementation of the project as per the plan documented entailing creation of the tasks as well as the task flow organization, updating the team members over tasks to be delivered, communication with the members of team, monitoring processes, management of budget / schedule and delivery of all tasks in the planned manner, and [4] closure: after project gets completed, closure phase entails assessment of the project outcome in relation to the planning, closure of all pending obligations and tasks, documenting the project learnings and signing off (Too & Weaver, 2014; Meredith et al., 2017; Mir & Pinnington, 2014).
6. In terms of project lifecycle, the project shall have following phases: [1] initiation phase to assess the feasibility, determine and finalize the objectives / scope, draft the project charter and avail approval for the project, [2] planning phase to plan and draft the PMP detailing the plan for each of the processes and having the same approved: [3] execution phase entailing this project in the manner planed in the PMP to establish the new office within the budget and within timeline of 3 months aided by suitable controls and monitoring process, and [4] closure: evaluating the success / failure of the project, closure of all obligations, and handing over the project to the owners (Too & Weaver, 2014; Meredith et al., 2017; Mir & Pinnington, 2014).
In terms of the structure for project governance, there will four keys roles in project governance and the same shall include sponsor, steward, project manager and owner / business change manager (Too & Weaver, 2014; Meredith et al., 2017; Mir & Pinnington, 2014).
7. Project Business Case, entails a detailed assessment documentation establishing the financial and non-financial feasibility of the project establishing strategy alignment and the overall goals (Too & Weaver, 2014; Meredith et al., 2017; Mir & Pinnington, 2014).
Project Charter sets out the project objectives, business objectives and the various preliminary plans in attaining these project / business objectives (Too & Weaver, 2014; Meredith et al., 2017; Mir & Pinnington, 2014).
8. Project Scope Management Plan offers the specific details of the project objective / outcomes in the form of scope statement, specific list of deliverables, inclusions and exclusions, limitations and constraints, etc. which aid in the recording of strategies as well as goals pertaining to the processes of project integration (Too & Weaver, 2014; Meredith et al., 2017; Mir & Pinnington,...