BSBPMG540

Manage
project
integration
 Establish
project
1.1 Identify,
clarify and
prepare
project
initiation
documentation
 Project initiation document (PID)
Who will be
Why the project
What will be responsible for
is being
delivered? relevant
undertaken?
aspects?

How the project When the The risks,

will be project will be constraints and
delivered? delivered? potential issues

Estimated cost
of the project.
 Project management framework

Initiation
Planning and design
Execution
Monitoring and controlling
Closing
 Project methodology

Agile Waterfall Agile Versus

Methodology Methodology Waterfall

Change Risk Quality

Management Management Management

Six
PRINCE2® PMBOK Sigma/Lean
Six Sigma.
Client or customer requirements
Time scale
Budget
Quality of supplies, resources and raw materials
Vendors
Working practices
Types of contracts used
Corporate social responsibility
Preferred communication methods
Authorities for decision making.
 Concept proposal
Highlight the part of
Persuade the organisation that
stakeholders to is underperforming
invest and likely impact on
strategic goals

Suggest the preferred

Justify the need for materials,
the project suppliers, and
resources

Investment and
Benefits.
resources required
Feasibility study
 Description of the project and
project objectives
 Timeline
 Costs and budgeting
 Purpose
 Market analysis
 Resources required
 Proposed methodology
 Management and team
structure
 Observations
 Outcomes.
Other project initial documentation

Contract documentation

Executive team
instructions

Life cycle approval

gateways

Output from prior

project.
 Establish
project
1.2 Identify
relationship
between the
project and
broader
organisational
strategies and
goals
Broader organisational strategies
and goals

Market focus

Organisational mission statement

Strategy plans

Values and ethics.

 Establish
project
1.3
Negotiate and
document
project
objectives,
outcomes and
benefits
Project objectives
Main objective – the main reason(s) for doing the
project, what you want to change

Additional objectives – indirect results/benefits to

the organisation/community/stakeholders as a
result of completing the project

Non-objectives – side effects from the

project that may be expected as a
result of completing the project
but that will not happen.
 SMART Objectives

M-
S - specific
measurable

A-
R - realistic
attainable

T - time-
based.
 Project outcomes

 Impact that the project has on

organisation and related
environments and domains
 Changes to knowledge, actions and
behaviour, and/or conditions
 Directly related to the project
objectives
 Can be expected and wanted and
also unexpected and unwanted.
 Hard benefits

Improved/increased production

Improved collaboration within

organisation

Improved awareness and attitude of

the team within the organisation

Improved skills and knowledge within

the organisation.
 Soft benefits
 Catalyst for further change
within the organisation or
industry
 Improvement in image and
reputation of the team funding
the project
 Improvement in image and
reputation of the organisation
 Improvement in image and
reputation of the project
management team.
 Importance of benefits

Strengthen Help Create Form

Strengthen the Help to create Create Form part of
project bid for a way of investment the project
investment measuring from management
effectiveness employees and plan in terms
of the project other of time scales
stakeholders in and
terms of milestones.
buying into the
project
Importance of benefits

Assist in the completion of the final report

and evaluation

Establishes long term goals for the

organisation to improve and develop
benefits

Be used to evaluate and improve

the balance of investment with benefits.
 Negotiate
Identify the factors upon which each stakeholder is
Identify
insistent

Identify Identify areas for negotiation on all sides

Identify the decision-maker for each stakeholder and

Identify
try to deal directly with them

Identify with whom the balance of power lies in terms

Identify of bargaining strength between the stakeholders and
the project team

Be Be prepared for all eventualities.

Negotiate
Use Always use reliable facts and figures

Prepare Prepare an agenda prior to the meeting and ensure

all members of your team are briefed

Start Start with a wide ranging proposal as opposed to

small details to leave plenty of room for manoeuvre

Do not Do not continue the meeting if communications or

continue negotiations are breaking down

Be Be fair and reasonable

Ensure Ensure all negotiations are

documented and recorded.
 Establish
project
1.4 Negotiate
project
governance
structure with
relevant
authorities and
stakeholders
Project governance structure
Management system Statements of roles
with designated for project
personnel and their management bodies
responsibilities and participants

A decision-making Identified authority

framework which levels assigned
includes a code of to groups and
ethics individuals

A stakeholder A quality
management management
strategy strategy.
 Project governance structure
A project organisation chart that clearly defines the
relationship between all persons involved in the project

Procedures and criteria for reporting on project status

and key performance indicators

A monitoring and evaluation procedure for progress of

project against project objectives

Procedures for obtaining

approvals for project
activities.
Project governance structure
Procedures for managing risks and uncertainties

Procedures for managing change

Issue-escalation procedures

Conflict resolution models.

Steering group
 Senior management
 Employee representative
 Trade union representative
 Work health and safety manager
 Human resources representative
 Occupational health person
 Line manager.
Project governance hierarchy

Project Project
team management

Project Corporate
governance governance.
 Governance policies and
procedures
Acceptable Formal
Financial
language and authority
delegations
terminology levels

Frameworks Quality- Preferred

and management organisational
methodologies requirements models.
Governance roles and
responsibilities

Financial delegations
Reporting lines
Subordinates
Task descriptions
Team culture values.
Negotiations with relevant authorities
Departmental
Project
managers such Senior
management
as finance and management
team
human resources

Sponsor,
Project
investors, Steering group
governance team
shareholders

Corporate Regulatory Industry

governance team bodies standards.
 Establish
project
1.5 Prepare
and submit
project
charter for
approval by
relevant
authorities
 Project charter

Business Documented
Scope
plan objectives

High-level
Resources
product Timeline
needed
deliverables

High-level
Estimated
risk
costs
assessment.
 Project charter
Dependencies

Project assumptions and constraints

Indicators of success

Broad stakeholder identification and roles and

responsibilities
Consolidated PID

Approvals and sign-off

Project mandate

Source of project authority.

 Undertake
project
planning and
design
processes
2.1 Establish and
implement a
methodology to
disaggregate project
objectives into
achievable project
deliverables
 Project deliverables

Discrete
Definable
components of
product, service
the overall
or document
project outputs

Specified
Time, quality
products of the
and cost.
project
 Work breakdown structure
A deliverable-based hierarchical structure

Breaks down the objectives into the deliverables and

sub-deliverables required to realise the objectives

Resembles an organisation chart but deliverables

replace the names and roles of employees

Should not be confused with

a project schedule

Maps out the scope of

the project.
 Achievable deliverables

Consult Consult Be

Consult with Consult lessons Deliverables must

stakeholders for learned reports be SMART.
expertise and other
documentation
from previous
similar projects
about the
deliverables
employed and
how effective
they were on the
success of the
project
 Undertake
project
planning and
design
processes
2.2 Identify
project stages and
key requirements
for stage
completion against
client requirements
and project
objectives
 Project stages

01 02 03 04 05
Initiation Planning Execution Monitoring Closing.
and design and
controlling
Client requirements and
project objectives
 Your client will probably want to attach
additional constraints before the stage
can be deemed as complete and signed
off in order for the next one to begin
 Equipment leftover from the project
that is still fit for purpose may be
required by the client to be disposed of
as waste
 Project objectives, however, may
include a goal to improve
environmentally sustainable
working practices
 Negotiations.
 Undertake
project
planning and
design
processes
2.3 Analyse
project
management
functions to
identify
interdependencies
and impacts of
constraints
Project management functions

Human
Communications Cost
resources

Procurement Project
Quality
and contracting integration

Risk Scope Time.

List of which team member is responsible for
particular communication activities Communications

Methods and protocols for communicating

information

Which stakeholders need what information and

their responsibilities within the communication
flow

When information is communicated –

the frequency of regular forms of
communication
throughout the life of the project

How sensitive and confidential

information is handled.
 Communications
Potential Standard forms or
The resources
constraints templates for
allocated to
affecting the flow specific forms of
communication
of communication communication

Processes for
A procedure for
resolving any Communications
channels of
communication networks and
communication
based conflicts their uses.
hierarchy
or issues
 Cost - estimates
Defines the project objectives

Assumptions

How long the estimate is valid?

How much the project will cost based on current information

and a budget range?
Honest and transparent
information
Any potential hidden costs.
 Cost - estimates

Rough order
Budget
of magnitude
estimate
(ROM)

Definitive
estimate.
 Changes to estimates

Changes in material costs

Time schedules for completion of

activities were wrong

Bases for decisions were wrong

Customer demands new

deliverables

Stakeholders change the

scope of the project.
 The language of
mathematics

 Digits – 0,1,2,3,4,5,6,7,8,9
 Words – zero, nothing,
nought or ‘o’
 Symbols - =,+, x, -, *
 Graphs – bar graphs,
histogram, line graphs, pie
graphs, scatter graphs,
etc.
Human resources

Organisation
Recruitment Training
structure

Motivation and Performance Re-allocation

empowerment management of resources

WHS Equal
legislation opportunities.
Procurement and contracting

Acquiring Ethical
and/or behaviour
purchasing within
resources procurement

Compliance
Determining with
supply Australian and
contracts International
Standards.
 Project integration
Development of the
project initiation Development of the Development of the
documentation and preliminary scope project plan
project charter

Directing and
Integrating any
monitoring the Controlling the
changes
execution of the project
to the project
project

Closing the project.

 Quality

Definition of Quality
Quality plan
quality characteristics

Quality
improvement
Quality control Cost of quality.
(or continuous
improvement)
Risk
Make Make risk management part of the project plan

Identify Identify risks early in the project

Communicate Communicate risks

Consider Consider threats and opportunities

Designate Designate ownership of risks

Analyse and
Analyse and prioritise risks
prioritise
Plan and
Plan and implement a risk response
implement

Maintain Maintain a risk register/log.

 Scope

Project scope must be based on

project objectives

Scope must have an integrated control

Scope should be reviewed and verified

by stakeholders at regular intervals.
 Time
Focusing on the project schedule and
making the project team aware of
their time frames

Streamlining meetings

Not micromanaging

Not doing the work.

Triple constraints
 Undertake
project
planning and
design
processes
2.4 Develop a
project
management plan
that integrates all
project-
management
functions with
associated plans
and baselines
 Project management plan

Project
Introduction management Project scope
approach

Change
Schedule
Milestone list management
baseline
plan

Communications Cost
management management
plan plan.
 Project management plan
Procurement management plan
Project scope management plan
Schedule management plan
Quality management plan
Risk management plan
Staff management plan
Resource calendar
Cost baseline.
 Undertake
project
planning and
design
processes
2.5 Establish
designated
mechanisms to
monitor and control
planned activity
Mechanisms to monitor and
control planned activity
 Pulse meetings
 Variance reports
 Program reviews
 Technical reviews
 Project forecasting
 Problem solving
 PMIS
 Management reviews
 Dashboards
 Change management log.
 Undertake
project
planning and
design
processes
2.6 Negotiate
approval of project
plan with relevant
stakeholders and
project authority
 Approval process
Review project plan document

Disseminate the project plan to the relevant stakeholders

Arrange a meeting with the relevant stakeholders to review and

discuss the proposed project plan

Amend the project plan and re-submit

Request a decision from the

relevant stakeholders

Obtain signatures from all

relevant stakeholders.
 Execute
project in
work
environment
3.1 Manage the
project in an
established internal
work environment to
ensure work is
conducted
effectively
throughout the
project
 Internal work environment
Organisational policy and
procedures

Organisational culture and style

Physical working conditions

Geographic location and/or

dispersion

Team dynamics.
Organisational policy and procedures

 WHS policies and procedures

 Equal opportunities
 Privacy, confidentiality and security
 Risk assessments
 Communications
 Personnel
 Office management
 Ethics
 Financial.
 Organisational
culture and style
 Mutual trust
 Acceptance of errors and
mistakes
 Positive working conditions
 Accurate reporting on the
progress of the project and
any issues within the work
force as a result of the
project
 Team building training
sessions.
 Team dynamics

COMMUNICATION MOTIVATION INNOVATION

EFFICIENCY.
 Execute
project in
work
environment
3.2 Maintain
established links to
align project
objectives with
organisational
objectives
throughout the
project
  Project initiation
document (PID)
 Project governance
Project structure
objectives in
 Project charter
relation to
organisational  Project management plan
objectives  Designated mechanisms to
monitor and control
planned
activity.
 Project progress measures

Hours Hours Duration to

worked to remaining to date and
date work remaining

Deliverables Milestones Upcoming

complete completed milestones

Budget Resources
allocation allocation.
 Holistic project
progress measures
 Use key performance indicators
to measure project progress that
are directly linked to the
organisation’s strategic objectives
 Promote within the project team
and reported to the key
stakeholders at regular intervals
 Project becomes embedded
within the organisational
structure and culture
 Maintains project activity in
alignment with organisational
objectives, and to realign it if it
required.
Align project and organisational
objectives throughout project

 Pulse meetings
 Variance reports
 Program reviews
 Project forecasting
 Management reviews
 Dashboards
 Change management
log.
 Execute
project in
work
environment
3.3 Within
authority levels,
resolve conflicts
negatively affecting
attainment of
project objectives
Conflict – start of execution stage

Negative organisational
culture and style
Inherited poor team
towards projects and
dynamics
project management
team

Lack of knowledge by
Resistance to change in
the project manager
procedures, leadership,
regarding existing
and daily work
internal work
activities.
environment
Conflict – during execution stage
Ambiguous roles Discrepancies in
and responsibilities prioritising tasks

Delay on
Independent or
completion of task
lone working
dependencies

Changes to terms
Lack of and
communication conditions of supply
contracts.
Conflict resolution

Negotiation

Mediation/counselling

Arbitration

Litigation.
 Risks

Dealing with the person

Unresolved conflict may
raising the issue of conflict
lead to personal conflict
and not the actual issues
within teams and possibly
does not resolve the source
breakdowns in activity
of conflict

Many people take conflict

personally and attach
emotions to the source of
conflict.
The source of conflict may
not be eliminated and may
recur in a more serious way.
 Benefits
Removing potential compromises
to the project objectives

Understanding the needs of the

project team

A more cohesive team dynamic

Team understanding of the

project objectives

Preventing future conflicts.

 Manage
project
control
4.1 Ensure
project records
are updated
against project
deliverables and
plans at required
intervals
 Records
Despatching and collecting
procedures

Legal and project policies,

guidelines and requirements

Procedures for deciding which

records should be captured
and filed

Procedures for updating

records

Security procedures.
 Deliverables register

Current status Quality

of each Quality targets standards and
deliverable criteria

Quality Actions required

Quality control
assurance from quality
reviews
reviews assurance and
undertaken
undertaken control reviews

Time frame in
Current status
which to
of quality of
complete
deliverables.
actions
 Project plan updates
Project scope
Project
and scope
management Milestone list
management
approach
plan

All management Resource

Schedule
plans calendar

Cost baseline.
 Manage
project
control
4.2 Analyse
and submit
status reports on
project progress
and identified
issues with
stakeholders and
relevant
authorities
 Status reports
Client progress reports

Internal or external

Regular consolidated reports to

project authority

Reports under contractual

obligations

Specific budget and schedule

reports.
 Project reports

STATUS REPORTS

RISK REGISTER

ISSUE LOG

EXECUTIVE SUMMARY

“EVERYTHING ELSE” REPORT.

 Manage
project
control
4.3 Analyse
and submit
impact analysis
of change
requests for
approval, where
required
 Impact analysis
Forecasts the full impacts that a
proposed project change may have

Helps to decide whether or not to

implement the change

Preventative measure to identify

and avoid risks before they occur

Identifies all possible negative

impacts and effects of the
proposed change.
 Impact analysis
Assessment against project quality
requirements

Forecasting against triple constraints

(scope, time and cost)

Review of project baselines against

proposed change.
Stages in the impact analysis

 Planning
 Gathering negative impacts from project
team
 Identify how the impacts may affect other
areas of the project
 Evaluate the impacts
 Identify how the change will
be managed.
Approval for change requests

General information

Proposed change

Expected impact on project

Decision by delegated authority.

 Manage
project
control
4.4 Maintain
relevant project
logs and registers
accurately and
regularly to assist
with project audit
Project logs and registers

 Change log
 Daily log
 Issues log
 Quality log
 Risk register
 Task-completion log
 Version-control log.
 Change log

Change management issues

Amount of change required to meet project objectives

Individual changes made within the project including:

nature of the impacts of the change approval implementation status of
change change details methods changes.
 Daily log

To do
Decisions to be
list/actions to Reminders
made
be taken

Meetings held Persons

and resulting Potential risks responsible for
action points actions

Target dates by
which actions
should be
complete.
 Issues log
Prioritises the issue
Numbers the issue Describes the issue (usually high,
medium or low)

Assigns responsibility
Assigns the issue to a Records who of the issue to a
category reported the issue member of the
project team

Records actions
taken to resolve
Records the status of Records the data of
the issue and the
the issue resolution
outcomes of
each action.
 Quality log

 Trial/test number
 Date of test
 Process measured
 Required value
 Actual measurement
 Whether this value is
acceptable
 Recommendations if it is
not acceptable
 Date resolved.
 Risk register

Risk Category Probability

Impact Score Ranking

Response Trigger Owner.

Task completion log
 The start and end date of
the whole project
 What the various activities
are?
 When each activity begins
and ends?
 How long each activity is
scheduled to last?
 Where activities overlap
with
other activities, and by how
much?
 Version control log

All of the products ever produced by the

organisation

A version history of each product which details:

each discrete change

the new
made to the product the version number.
design/plan/process
or procedure
 Records

ACCURATE GENUINE UNALTERED

SECURE AVAILABLE RELATED TO OTHER

RELEVANT
RECORDS.
 Auditing

Could be subject to external, legal auditing

Internal auditing can help to detect and prevent

fraud and theft, test internal control and monitor
compliance with internal policy and external
regulation

Aids continuous improvement.

 Manage
project
control
4.5 Ensure
associated plans are
updated to reflect
project progress
against baselines
and approved
changes
 Project baselines

Scope baseline

Cost baseline

Schedule baseline

Quality baseline.
 Associated plans

COMMUNICATIONS HUMAN RESOURCES PROCUREMENT PROJECT BUDGET

PLAN PLAN

QUALITY RISK PLAN SCOPE

MANAGEMENT PLAN MANAGEMENT
PLAN.
 Approved change
requests
 Policies
 Management plans
 Procedures
 Costs or budgets
 Project schedules
 Associated plans.
Manage
project
finalisation
5.1 Identify and
allocate project
finalisation
activities
 Project finalisation activities
Completing Completing financial transactions

Consolidating
Consolidating and storing project data
and storing

Documenting Documenting outstanding project issues

Obtaining or
Obtaining or providing certifications
providing

Preparing Preparing final project reports

Updating Updating organization knowledge management.

Manage
project
finalisation
5.2 Ensure
project products
and associated
documentation
are prepared for
handover to
client in a timely
manner
Project products and associated
documentation
Certificates,
'As built' design guarantees, licenses,
specifications indemnities and
warranties

User, training and

Product or service
installation
specifications
manuals

Any other associated

documentation.
Handover and acceptance
Products meet the specifications and quality standards
set out in the project plan

Products meet the satisfaction of the client who is willing

to sign off the products

Supporting materials and practical assistance meets the

expectations of the client

Products meet the triple

constraints

Risks and issues have been

resolved.
 Practicalities of
handover
 Hard copy and/or electronic form
 Security of information as it is
handed over
 The time frame of the handover
 Who is responsible for the
handover
 Whether documentation is held
by the project team, and if so,
for how long
 The owner of the property
 Training sessions.
Manage
project
finalisation
5.3 Finalise
financial, legal
and contractual
obligations
 Finalise obligations

FINANCIAL LEGAL CONTRACTUAL

OBLIGATIONS OBLIGATIONS OBLIGATIONS.
Manage
project
finalisation
5.4 Undertake
project review
assessments as
input to future
projects
Project review assessments

BENEFITS OUTCOMES POST-

REALISATION EVALUATION IMPLEMENTATION
REVIEW REVIEW

PROJECT LESSONS
LEARNED.
 Benefits realisation review

How the
Purpose of the Expected
benefits have
review benefits
been measured?

Resources Actual benefits

Resources used
required to realised after
in benefit
complete the project
realisation
review handover

What non-
benefits have
been realised?
Outcomes evaluation
 Expected and agreed project
outcomes
 Key performance indicators to
measure the outcomes
 Actual outcomes
 Any unexpected and unwanted
outcomes that are detrimental
as opposed to beneficial
 Any unexpected but welcome
outcomes that have improved
the organisation
 No change at all.
Post-implementation
review
 Measures the objectives, benefits
and outcomes
 Determines whether or not the
project was within its scope
 Assesses the final deliverables
 Reviews the project against the
schedule
 Compares the actual expenditure
against the budget
 Identifies the key achievements
of the project
 Information for lessons learned
 Evaluates the final outcome of
the
project.
  Project objectives
 Project manager and
leaders
 Description of the
client/customer/spons
Lessons or/investors
Dates of the project
learned 

 Deliverables
 Document a complete
picture
 Be honest.
 Summative
Assessments
Summative assessments
consist of:
 Skills Activity
 Knowledge Activity
 Performance Activity.

Your assessor will provide

you with further guidance
on how and where to
complete these
assessments.